St. JOSEPH’S COLLEGE OF ENGG.

GE8077 - TQM
PART A

1. Define Leadership.
Leadership is lifting of man’s visions to higher sights, the raising of man’s
performance to a higher standard, the building of man’s personality beyond its normal
limitations. Leadership is the process of influencing others towards the accomplishment of
goals.

2. Define the characteristics of a leader. NOV/DEC 2011,MAY/JUNE 2013

• The customers first
• Value people
• Build supplier partnership
• Empower people
• Demonstrate involvement/ Commitment
• Strive for excellence
• Explain and deploy policy
• Improve communication
• Promote teamwork
• Benchmark continuously
• Encourage collaboration

3. List the various styles of effective leaders.

• Directing Style of leadership
• Consulative style of leadership
• Participative style of leadership
• Delegating style of leadership

4. List the requirements of effective leadership

• Vision
• Empowerment
• Intuition
• Self-understanding
• Value congruence

5. What are the roles of a leader?

• Producer role
• Director role
• Coordinator role
• Checker role
• Stimulator role
• Mentor role
• Innovator role
• Negotiator role

6. What is the important role of senior management?

• To study and investigate the TQM concepts and issues.
• To set clear quality policies and provide challenging tasks

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• To bring a cultural charge required for the TQM effort.
• To uphold norms and values, and let it be known.
• To attend TQM training programmes.
7. List the leading practices for leadership.
• Leaders focus on creating and balancing value for customers and other stakeholders that
serves as a basis for setting business directions and performance expectations at all levels
of the organization.
• Leaders create and sustain a leadership system and environment for empowerment,
innovation, agility and organisational learning.
• Leaders set high expectations and demonstrate substantial personal commitment and
involvement in quality.
• Leaders integrate public responsibilities and community support into their business
practices.
8. What is quality council?
• A quality council is a team to provide overall direction for achieving the total quality
culture.
• A quality council is a team formed in the organization with an objective of building
quality into the culture of the organization.
• Quality council helps to build quality into the culture and provide overall direction.
9. List the objectives of Quality council.
• To raise the quality consciousness in the organization through seminars, study tours, and
using forma of promotion.
• To ensure effective functioning of the organization on the quality statement and plan.
• To encourage basic and applied R & D in the filed of quality and dissemination of its
results to the organization
• To raise the level of training of personnel engaged in quality activities including the
assessors and trainees.
• To facilitate up gradation of testing and calibration facilities and laboratories as well as to
encourage the overall quality of the organization.
10. What are the general duties of a quality council?
• Develop, with input from all personnel, the core values, vision statement,
mission statement, and quality policy statement.
• Develop the strategic long-term plan with goals and the annual quality
improvement program with objectives.
• Create the total education and training plan.
• Determine and continually monitor the cost of poor quality.
• Determine the performance measures for the organization, approve those for the
functional areas, and monitor them.
• Continually, determine those projects that improve the processes, particularly
those that affect external and internal customer satisfaction.
• Establish multifunctional project and departmental or work group teams and
monitor their progress.
• Establish or revise the recognition and reward system to account for the new
way of doing business.

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11. List the responsibilities of the Quality council coordinator.
• To develop two way trust
• To propose team requirements to the council
• To share council expectations with the team
• To empower the team
• To brief the council on team progress.

12. List the members of Qulaity Council.

Three members of quality council are:
• Chief executive officer (CEO)
• The senior managers of the functional areas, such as design, marketing, finance,
production and quality.
• A quality council coordinator or consultant.

13. Define reward.

Reward is something tangible to promote desirable behavior. Recognition and reward go
together to form a system for letting people know they are valuable members of the organization.

14. Define teamwork.

Teamwork is the cumulative actions of the team during which each member of the team
subordinates his individual interests and opinions to fulfill the objectives or goals of the group.

15. What are the key elements included in safety needs specified by Maslow?
o Protection from physiological dangers
o Economic security
o Desire of an orderly and predictable environment and
o Desire to know the limits of acceptable behavior.

16. What is a goal of Job enrichment?

Job enrichment is aimed at expanding the context of an individual’s Job. But job
empowerment focuses on expanding on the context of the job such as the interactions and
interdependencies to other functions of the organization.

17. What is strategic planning?

Strategic planning sets the long term direction of the organization in which it wants to proceed
in future.
Strategic planning can be defined as the process of deciding on objectives of the organization,
on changes on these objectives, on the resources used to attain these objectives and on the
policies that are to govern the acquisition, use and disposition of these resources.

18. Give the basic steps to strategic quality planning?

• Identification of Customer needs
• Determination of Customer positioning
• Predict the future
• Gap analysis
• Closing the gap
• Alignment
• Implementation

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19. Difference between Strategic Quality planning and Traditional strategic planning.
S.no Strategic Quality planning Traditional strategic planning
1 Focus is on customers. Focus is not defined or is spread among many
considerations
2 Leaders determine critical Leaders lack understanding of factors critical to
success factors success
3 Goals and Objectives are Goals and Objectives are results oriented
process and results oriented
4 Focus is on processes Focus is on products
5 Improvement activities are Improvement activities lack focus.
focused on activities critical to
success

20. Define Employee Involvement?

Employee involvement is a means to better meet the organization’s goals for quality and
productivity at all levels of an organization.

21. Define Motivation.

Motivation means a process of stimulating people to accomplish desired goals.
Motivation is the process of attempting to influence others to do your will through the possibility
of reward.
Motivation is the process of inducing people inner drives and action towards certain goals and
committing their energies to achieve these goals.

22. State Maslow’s Hierarchy of Needs?

o Physiological needs
o Safety
o Social
o Esteem
o Self-actualization

23. State Frederick Herzberg’s Two-factor theory?

Herzberg found that people were motivated by recognition, responsibility,
achievement and the work itself.

24. What does an employee want?

• Interesting work
• Appreciation
• Involvement
• Job security
• Good pay
• Promotion/growth
• Good working conditions
• Loyalty to employees
• Help with personal problems
• Tactful discipline

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25. What are the concepts to achieve a motivated work force?
a. Know thyself
b. Know your employees
c. Establish a positive attitude
d. Share the goals
e. Monitor progress
f. Develop interesting work
g. Communicate effectively
h. Celebrate success

26. Define Empowerment?

Empowerment means invest people with authority. Its purpose is to tap the
enormous reservoir of creativity and potential contribution that lies within every
worker at all levels.
Empowerment is an environment in which people have the ability, the
Confidence, and the commitment to take the responsibility and ownership to improve
the process and to initiate the necessary steps to satisfy customer requirements
within well-defined boundaries in order to achieve organizational values an goals.

27. What are the three conditions necessary to create the empowered environment?
• Everyone must understand the need for change.
• The system needs to change for the new paradigm
• The organization must enable its employees.
28. What are the principles for empowering employees?
• Tell people what their responsibilities are
• Give them authority equal to the responsibility assigned to them
• Set standard of excellence
• Provide them with training that will enable them to maintain standards
• Give them knowledge and information
• Provide them with feedback on their performance
• Treat them with dignity and respect.
29. What are the characteristics of empowered employees?
• They feel responsible for their own task.
• They are given a free hand in their work
• They balance their own goals with those of the organization.
• They are well trained, equipped, creative and customer oriented
• They are challenged and encouraged
30. Define team.
A team can be defined as a group of people working together to achieve common objectives or
goals.
31. What are the benefits of teamwork? MAY 2015 (or) Why team and team work are
required in tqm?(May 2017)
❖ Improved solutions to quality problems
❖ Improved ownership of solutions
❖ Improved communications
❖ Improved integration

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32. What are the types of teams?
• Process improvement team
• Cross-functional team
• Natural work teams
• Self-directed/self-managed work teams

33. What are the characteristics of successful teams?

• Sponsor
• Team charter
• Team composition
• Training
• Ground rules
• Clear objectives
• Accountability
• Well-defined decision procedures
• Resources
• Trust
• Effective problem solving
• Open communications
• Appropriate leadership
• Balanced participation
• Cohesiveness

34. What are the elements of effective teamwork?

• Purpose
• Role and responsibilities
• Activities
• Effectiveness
• Decisions
• Results
• Recognition

35. What are the activities of team management wheel?

• Advising
• Innovating
• Promoting
• Developing
• Organizing
• Producing
• Inspecting
• Maintaining
• Linking

36. What are the stages of team development?

• Forming
• Storming

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• Norming
• Performing
• Maintenance
• Evaluating

37. Give some common team problems?

• Floundering
• Overbearing participants
• Dominating participants
• Reluctant participants
• Unquestioned acceptance of opinions as facts
• Rush to accomplish
• Attribution
• Discounts and “plops”
• Wanderlust : digression and tangents
• Feuding team members

38. What are the common barriers to team progress? NOV/DEC 2011
• Insufficient training
• Incompatible rewards and compensation
• First-line supervisor resistance
• Lack of planning
• Lack of management support
• Access to information systems
• Lack of union support

39. Give the role of team members.

• Devote themselves to the common team goals based on a common mission and
vision
• Feel themselves responsible and equal
• Be interested and motivated
• Accept, appreciate and respect each other
• Give high priority to continuous improvement
• Participate actively with the activities of the team
• Offer views, opinions and ideas freely and voluntarily.

40. Define Recognition.

Recognition is a form of employee motivation in which the organization publicly
acknowledges the positive contributions an individual or team has made to the success of the
organization.
41. Why should one recognize the employees?
• Improve employees morale
• Show the company’s appreciation for better performance
• Create satisfied workplace
• Create highly motivated workplace
• Reinforce behavioural patterns
• Stimulate creative efforts.

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42. What is performance appraisal?
Performance appraisal is a systematic and objective assessment or evaluation
of performance and contribution of an individual.

43. Differentiate Intrinsic and extrinsic rewards.

Intrinsic rewards Extrinsic rewards

• Non-monetary forms of recognition to • Profit sharing

acknowledge achievement of quality improvement • Gain sharing
goals. • Employment security
• Celebrations to acknowledge achievement of • Compensation time
quality improvement goals. • Individual based
• Regular expressions of appreciation by managers performance systems
and leaders to employees to acknowledge • Quality based
achievement of quality improvement goals. performance appraisals
• 360 degree performance appraisal- feedback from
co subordinates or customers is incorporated into
performance appraisal
• Formal suggestion system available for individuals
to make quality improvement suggestions.
• Development based performance appraisals.
• Quality based promotions.

44. How will you improve the performance appraisal system?

o Use rating scales that have few rating categories.
o Require work team or group evaluations that are at least equal in
emphasis to individual-focused evaluations.
o Require more frequent performance reviews where such reviews
will have a dominant emphasis on future planning.
o Promotion decisions should be made by an independent
administrative process that draws on current-job information and
potential for the new job.
o Include indexes of external customer satisfaction in the appraisal process.
o Use peer and subordinate feedback as an index of internal customer satisfaction.
Include evaluation for process improvement in addition to results.

45. What are the benefits of performance appraisal?

• It provides useful feedback to the employee, supervisor and personnel specialists
and allows them to take corrective measures to improve performance further.
• It helps in determining the pay adjustments, increments and bonuses as it rates the
merit of the employee
• It provides basis for employee promotion, transfer or demotion.
• It helps the employee to plan their career.

46. What is the process of performance appraisal?

• Establish performance standards
• Communicate performance expectations to employee

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• Measure actual performance
• Compare actual performance with standards
• Discuss the appraisal with the employee
• If necessary, initiate correction action

47. What are the benefits of employee involvement? MAY/JUNE 2016, MAY/JUNE 2013
Employee Involvement improves quality and increases productivity because
• Employees make better decisions
• Employees are more likely to implement and support decisions they had a part in making.
• Employees are better able to spot and pinpoint areas for improvement.
• Employees are better able to take immediate corrective action.
• Employee involvement reduces labor/management hassle by more effective
communications and cooperation.
• Employee involvement increases morale by creating a feeling of belonging to the
organization.
• Employees are better able to accept change because they control the work
environment.
• Employees have an increased commitment to unit goals because they are involved.

48. What are the basic ways for a continuous process improvement? (May 2017)
• Reduce resources
• Reduce errors
• Meet or exceed expectations of downstream customers
• Make the process safer
• Make the process more satisfying to the person doing it.

49. What are the types of quality problems?

• Compliance problems
• Unstructured problems
• Efficiency problems
• Process Design problems
• Product- design problems

50. What are the four R’s of improvement strategies?

• Repair strategy
• Refinement strategy
• Renovation strategy
• Reinvention strategy

51. What are the steps in the PDSA cycle?

The basic Plan-Do-Study-Act is an effective improvement technique.
§ Plan carefully what is to be done
§ Carry out the plan
§ Study the results
§ Act on the results by identifying what worked as planned and what didn’t.

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52. What are the benefits of PDSA cycle?
• Daily routine management- for the individual and /or the team
• Problem solving process
• Project management
• Continuous development
• Vendor development
• Human resources development
• New product development
• Process trials

53. What are the phases of a Continuous Process Improvement Cycle?

a) Identify the opportunity
b) Analyze the process
c) Develop the optimal solutions
d) Implement
e) Study the results
f) Standardize the solution
g) Plan for the future

54. Define 5S? NOV/DEC 2013

5S Philosophy focuses on effective work place organization and standardized work
procedures. 5S simplifies your work environment, reduces waste and non-value activity
while improving quality efficiency and safety.
Sort - (Seiri) the first S focuses on eliminating unnecessary items from the workplace.
Set In Order (Seiton) is the second of the 5Ss and focuses on efficient and effective
storage methods.
Shine: (Seiso) Once you have eliminated the clutter and junk that has been clogging your
work areas and identified and located the necessary items, the next step is to thoroughly
clean the work area.
Standardize: (Seiketsu) Once the first three 5S’s have been implemented, you should
concentrate on standardizing best practice in your work area.
Sustain: (Shitsuke) This is by far the most difficult S to implement and achieve. Once
fully implemented, the 5S process can increase morale, create positive impressions on
customers, and increase efficiency and organization.

55. What is a Kaizen? NOV/DEC 2012 (May 2017)

Kaizen is a Japanese word for the philosophy that defines management’s role in
continuously encouraging and implementing small improvements involving everyone. It is
the process of continuous improvement in small increments that make the process more
efficient, effective, under control and adaptable.
56. Compare kaizen and kairyo.
kaizen kairyo
Effect Long term and long Short term, but dramatic
lasting, but undramatic
Pace Small steps Big step
Time frame Continuous and Intermittent and non incremental
incremental

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Change Gradual and constant Abrupt and volatile
Involvement Everybody Select few “champions”

57. Define supplier partnering. NOV/DEC 2014

Partnering is defined as a continuing relationship between a buying firm and supplying
firm, involving a commitment over an extended time period, an exchange of information,
and acknowledgement of the risks and rewards of the relationship.
58. List the benefits of partnering.
• Improved quality
• Reduced cost
• Increased productivity
• Increased efficiency
• Increased market share
• Increased opportunity for innovation
• Continuous improvement of products/ services.

59. What are the three key elements to a partnering relationship?

 Long-term commitment
 Trust
 Shared vision

60. What are the three types of sourcing?

• Sole sourcing : Use of only one supplier for the organization
• Multiple sourcing : Use of two or more supplier for an item.
• Single sourcing: Use of one supplier for an item when several sources are available.

61. List the various stages for supplier selection and evaluation.
• Survey stage
• Enquiry stage
• Negotiation and selection stage
• Experience stage

62. What are the conditions for selection and evaluation of suppliers?
I.) The supplier understands and appreciates the management philosophy of the
organization.
II.) The supplier has a stable management system.
III.) The supplier maintains high technical standards and has the capability of dealing
with future technological innovations.
IV.) The supplier can supply precisely those raw materials and parts required by the
purchaser, and those supplied meet the quality specifications.
V.) The supplier has the capability to produce the amount of production needed or can
attain that capability.
VI.) There is no danger of the supplier breaching corporate secrets.
VII.) The price is right and the delivery dates can be met. In addition, the supplier is
easily accessible in terms of transportation and communication.
VIII.)The supplier is sincere in implementing the contract provisions.

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IX.) The supplier has an effective quality system and improvement program such as
ISO/QS 9000.
The supplier has a track record of customer satisfaction and organization credibility.

63. Define supplier rating and list its objectives. MAY/JUNE 2015
A supplier rating system, also referred as a scorecard system, is used to obtain an
overall rating of supplier performance.
Objectives:
• Obtain an overall rating of supplier performance
• Ensure complete communication with suppliers
• Provide each supplier about the details of problems for corrective action
• Maintain and improve the partnering relationship between the customer and the
supplier.

64. What are the four phases of inspection?

o 100% inspection
o Sampling
o Audit
o Identity check

65. Write an example for quality statements.

Vision Statement: “To be the leading customer battery company in the world”-
Duracell International.
Mission Statement: “We exist to create, make and market useful products and services
to satisfy the needs of our customers throughout the world”- Texas Instruments.
Quality Policy Statements: ”To be the best. This policy requires that every individual
and operating unit fully understand the requirements of their customers, and deliver
products and services that satisfy these requirements at a defect free level”- Chrysler
Corporation

66. What are the requirements of reliable supplier rating? NOV/DEC 2016
The requirements of reliable supplier rating is
• Quality
• Price
• Performance
• Production Capability

67. How employee involvement can be improved in an organization? NOV/DEC 2016

• Giving employee the responsibility
• Training employee to accept responsibility
• Communicating and giving feedback
• Giving rewards and recognition

68. What are the functions of Quality circles? MAY/JUNE 2016

• The problem solving capacity of the workers
• Team work
• The cultivation and assimilation of positive values and work ethics

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• Involvement and interest in work
• High motivation for work
• Awareness of responsibility towards oneself, the group, the department /office
and the nation.

69. What is a quality circle? (May 2017)

A Quality Circle also known as Quality Control Circle is a small, voluntary group of
employees and their supervisor(s), comprising a team of about 6 to 10 members from within
same work area or doing similar works, that meet regularly to solve problems to their job
scope or workplace.

PART B

1. Explain the concepts of Leadership? MAY/JUNE 2014

Leadership:
The success of quality management is to a greater extent is influenced by the quality of the
leadership. Peter Drucker, quotes:” Leadership is lifting of man’s vision to higher sights, the
raising of man’s performance to a higher standard, the building of man’s personality beyond its
normal limitations.” Leadership is the process of influencing others towards the accomplishment
of goals.

Leader:
Leader triggers the will to do, show the direction and guide the group members towards the
accomplishment of the company’s goal.

Characteristics (Or) Behaviors Of Quality Leaders:

There are 12 characteristics they are:
1. The Customer First: Quality leaders give primary importance to both internal & external
customers & their needs. Leaders should listen to customers; actively seek their opinion, develop
close link with customer.
2. Value People: Quality leaders take care of the development of people’s skill & capabilities.
They enable people to be responsible for the result of their work. They monitor, appraise and
recognize people’s performance.
3. Build Supplier Partnership: Quality leaders clarify quality to suppliers; audit their capabilities;
give feedback; discuss improvements; and support them where needed.
4. Empower people: Quality leaders train and coach the people, rather than directing and
supervising them.
5. Demonstrate Involvement / Commitment: Quality leaders continually demonstrate their
commitment to quality.
6. Strive For Excellence: Quality leaders emphasize continuous improvement rather than
maintenance. They strictly believe the statement “There is always room for improvement”.
7. Explain and Deploy Policy: Quality leaders explain the quality policy to all involved. They set
Stretching targets and deploy these to business processes, to the functions within the organisation,
and to suppliers.

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8. Improve Communication: Quality leaders continually improve communications. They
establish channels of communication, which are reliable and accessible to everyone in the
organisation.
9. Promote Teamwork: Quality leaders promote multidisciplinary teamwork ; create involvement
; and active participation of everyone.
10. Benchmark Continuously: Quality leaders learn from problems. They continuously do
benchmarking and crate new learning effects through innovation
11. Establish System: Quality leaders establish organisational systems to support the quality
effort.
12. Encourage Collaboration: Quality leaders encourage collaboration rather than competition.
They emphasize the importance of collaboration among and within functional areas, department
or work centres.

Various styles for effective leaders:

• Directing Style of leadership:
o The directing style of leadership is an autocratic style.
o It is normally used when the leader must make a unilateral decision that must be
followed without comment or question from the workers.
o The need to use the directing style of leadership may arise because the leader has
more knowledge of the situation or because the decision affects the common good of
the organization.
o In this leadership style, those who work for them have little input or feedback.

• Consultative style of leadership:

o The consultative style of leadership is used when a leader is seeking input form those
working under them.
o This style of leadership encourages participation.
o When using this style of leadership, the leader seeks the advice, suggestion and input
of those around him but the leader still remains the final decision maker.
• Participative style of leadership:
o In participative style of leadership, a leader assigns work to the employees, provides
guidance during the work process, and makes a decision based on the conclusions
of the employees working on the task.
o Unlike the consultative style of leadership, in this situation the leader is more likely
to take the word or work of the employee as the final decision in the matter.
• Delegating style of leadership:
o In delegating style of leadership, the leader essentially tells the employee or team
what needs to be done, assigns the responsibility and provides the individual or
team with the authority to get the job done.
o The individual or team, having been given both the responsibility and the authority,
completes the work with minimal input from the leader.
o In this style of leadership, the leader checks to verify the successful completion of
the assignment and participates only if necessary.
o Effective leaders should realize that different situations call for different leadership
styles. Thus a leader must be skilled at recognizing the need for and then putting to
use the appropriate style.

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Requirements of effective leadership:
• Vision: Vision is crucial for leaders during times of change. Leaders recognize the radical
organizational changes taking place today as opportunities to achieve total quality.
• Empowerment: Leader empower employees to assume ownership of problems or
opportunities and to be proactive in implementing improvements and making decisions in
the best interests of the organization.
• Intuition: Leaders usually follow their intuition. They must be prepared to make difficult
decisions even in the face of uncertainty and change and anticipate the future.
• Self-understanding: Self understanding requires the ability to look at one’s self and then
identify relationships with employees and within the organization. It requires an
examination of one’s weakness as well as strengths.
• Value congruence: Value congruence occurs when leaders integrate their values into the
company’s system. Values are basic assumptions and beliefs about the nature of the
business, mission, people and relationships of an organisaiton. Values include trust and
respect of individuals, openness, teamwork, integrity and commitment to quality.

Leadership Roles:
Effective teamwork requires effective leaders. Effective leaders are people who can
perform different roles, Quinn lists the following eight leadership roles:
Producer role:
o Promotes a productive working environment
o Commands great involvement and personal dedication
o Time/stress management
Director role:
o Develop policy and rules
o Formulates plans
o Identifies bottlenecks
Coordinator role:
o Organizes and coordinates efforts of personnel
o Is focussed on delegation of tasks
o Pays attention to technological issues
Checker role:
o Watches over and guides achievements
o Takes care of details and documentation
o Checks if people stick to the rules.
Stimulator role:
o Realizes teamwork
o Participatory decision making
o Reaches consensus
o Openness, involvement and solidarity
Mentor role:
o Develop skills of people
o Has a careful, helpful and systematic approach
o Gives compliments and honour to whom honour is due

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Innovator role:
o Makes continuous improvements possible
o Has a vision of the future
o Recognizes important trends
o Anticipates changes
Negotiator role:
o Uses power and influences people
o Can negotiate effectively
o Has image, reputation and persuasive power

Leading practices for leadership:

• Leaders focus on creating and balancing value for customers and other stakeholders that
serves as a basis for setting business directions and performance expectations at all levels
of the organization.
• Leaders create and sustain a leadership system and environment for empowerment,
innovation, agility and organizational learning.
• Leaders set high expectations and demonstrate substantial personal commitment and
involvement in quality.
• Leaders integrate public responsibilities and community support into their business
practices.
• Leaders integrate quality values into daily leadership and management and communicate
extensively through the leadership structure and to all employees.

2. Explain the strategic planning process in detail. MAY/JUNE 2013, NOV/DEC 2016

Strategic planning sets the long term direction of the organization in which it wants to proceed in
future.
Strategic planning can be defined as the process of deciding on objectives of the organization,
on changes on these objectives, on the resources used to attain these objectives and on the policies
that are to govern the acquisition, use and disposition of these resources.

Seven steps to strategic planning:

Identification of Customer needs :
The basic step is the identification of customers and their wants and needs. An
organization must seek its customer’s requirements, expectations and assess future trends
before developing a strategic plan.
Determination of Customer positioning:The second step requires the planners to
determine its positioning with regards to its customers. Various alternatives such as
whether the organization should give up, maintain or expand market position should be
considered. In order to become successful, the organization should be concentrate and
consolidate its position in its areas of excellence.

Predict the future:

Next, the planners must predict future conditions that will affect their product or service.
To help predicting the future, the tools such as demographics, economic forecasts and
technical assessments or projections may be used.
Gap analysis:

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In this step, the planners must identify the gaps between the current state and the future
state of the organization. This concept is also known as value stream mapping. For
identifying, the gaps, an analysis of the core values and concepts and other techniques
may be used.

Closing the gap:

Now the planners should develop a specific plan to close the gap. This process is also
termed as process improvement. By assessing the relative importance and relative
difficulty of each gap, planners can close the gap.
Alignment:
Now the revised plan should be aligned with the mission, vision and core values and
concepts of the organization. Organization should embrace quality as essential
ingredients in their vision, mission and objectives.
Implementation:
In order to implement the action plan, resources must be allocated to collecting data,
designing changes, and overcoming resistance to change. Also the planners should
monitor and assess the result of the strategic plan.
Since quality is a continuous process one has to reassess and renew the strategic plans
periodically, so it is a cyclic process.

3. Explain about quality council in details. (May 2017) (Dec 2017)

To provide overall direction for achieving the total quality culture (TQC).it is driver for
the TQM engine.
The quality council composed of:
• The chief executive officer (CEO)
• The senior manager of the functional areas of such a design, marketing, finance.
• A quality council coordinator or consultant
Duties of the quality council are to:
• Develop with input from all personnel the core value, vision statement, mission
statement and quality policy statement.
• Develop the strategic long term plan with goals and the annual quality
improvement program with objectives.
• Create the total education and training plan.
• Determine and continuously monitor the cost of poor quality.
• Determine the performance measures for the organization approve those for the
functional areas, and monitor them.
• Continually determine those projects that improve the processes particularly.
Those that affect external and internal customer satisfaction.
• Establish multifunctional project and departmental or work group teams and
monitor their program.
• Establish or revise recognition and reward system to account for the new way of
doing business.
In large organization quality council are also establish at lower levels of corporation.
Their duties are similar but relate to that particular level in the organization.
TQM program is well established meeting agenda might have the following items:
• Progress report on teams

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• Customer satisfaction report
• Progress on meeting goals
• New project teams
• Recognition dinner
• Benchmarking report

4. Discuss the importance of “employee involvement” for enhancing quality. MAY 2015
Employee involvement is a means to better meet the organization’s goals for quality and
productivity at all levels of an organization.
Motivation:
Motivation means a process of stimulating people to accomplish desired goals.
Motivation is the process of attempting to influence others to do your will through the possibility
of reward.
Motivation is the process of inducing people inner drives and action towards certain goals and
committing their energies to achieve these goals.

Concept Of Motivation:
• Scott defines,”Motivation means a process of simulating people to accomplish
desired goals”.
• Edwin B.Flippo defines,”Motivation is the process of attempting to influence others
to do your will through the possibility of reward”.
• In simple words, motivation is the process of inducing people inner drives and action
towards certain goals and committing his energies to achieve these goals.

Importance Of Motivation:
• Motivation improves employee involvement.
• Motivation reduces absenteeism and turnover.
• Motivation enhances efficiency and productivity.
• Motivation creates a congenial working atmosphere in the organization and promotes
interpersonal cooperation.

Theories Of Motivation:
There are many theories of motivation.
Maslow’s Hierarchy Of Needs:
The five basic needs are:(1)Physiological;(2)Safety;(3)Social;(4)Esteem;(5)Self-
actualization. These needs form a hierarchy or ladder and need becomes active only
when the lower need is reasonably satisfied.

i. Physiological or Survival needs

These are biological needs required to preserve human life. These needs include needs
for food, clothing and shelter. These needs must be met first before higher level needs emerge.

ii. Safety needs

When the physiological needs are reasonably satisfied, then the safety needs become
activated. These needs are include:(1)Protection from physiological dangers(fire,
accident);(2)Economic security(fringe benefits, health, insurance)(3)Desire for an orderly and
predictable environment(4) Desire to know the limits of acceptable behaviour.

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iii. Social needs
After the needs of the body and security are satisfied then a sense of belonging and
acceptance becomes predominant in motivating behaviour. These needs are for love,
friendship, exchange of feelings and grievances, recognition, conversation, belongingness,
companionship,etc.
iv. Esteem needs
There are two types of esteem needs: self -esteem and esteem of others. Self-esteem
needs include those for self-confidence, achievement, competence, self-respect,
knowledge and for independence and freedom .The second group of esteem needs are
those that related to one’s reputation needs for status, for recognition, for appreciation
and the deserved respect of one’s felloes.
v. Self –Actualization Needs
This is the ultimate need which dominates a person’s behaviour when all lower
needs are satisfied. Self-actualisation, also called self –realization needs, refers to the
desire to become everything that one is capable of becoming.
The first three needs, also known as lower level needs, can be satisfied by monetary
and non-monetary compensations. But the last two needs, also known as higher level
needs, can be satisfied through participation in decision making process, delegation of
authority and responsibility, more freedom, self-development, etc.

Herzberg’s Two Factor Theory:

This theory is also called motivation-hygiene theory. This theory is based on two
factors : 1. Motivation factors or satisfiers and 2. Hygiene factors or dissatisfies.

Motivation factors Hygiene factors

1.Achievement 1.Supervisors
2.Recognition 2.Working conditions
3.The work itself 3.Interpersonal relationships
4.Responsibility 4.pay and security
5.Advancement and growth 5.Company policy and administration

• Maintenance or hygiene factors are necessary to maintain a reasonable level of

satisfaction among employees. These factors do not provide satisfaction to the
employees but their absence will dissatisfy them. Therefore these factors are called
dissatisfiers.
• On the oethr hand, motivational factors creates satisfaction to the workers at the time
of presence but their absence does not cause dissatisfaction.

5. Brief on Employee empowerment. NOV/DEC 2012

Empowerment:
Empowerment means invest people with authority. Its purpose is to tap the
enormous reservoir of creativity and potential contribution that lies within every
worker at all levels.

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Empowerment is an environment in which people have the ability, the
Confidence, and the commitment to take the responsibility and ownership to improve
the process and to initiate the necessary steps to satisfy customer requirements
within well-defined boundaries in order to achieve organizational values an goals.
Three conditions necessary to create the empowered environment:
• Everyone must understand the need for change.
• The system needs to change for the new paradigm
• The organization must enable its employees.
Principles for empowering employees:
• Tell people what their responsibilities are
• Give them authority equal to the responsibility assigned to them
• Set standard of excellence
• Provide them with training that will enable them to maintain standards
• Give them knowledge and information
• Provide them with feedback on their performance
• Treat them with dignity and respect.

Characteristics of empowered employees:

• They feel responsible for their own task.
• They are given a free hand in their work
• They balance their own goals with those of the organization.
• They are well trained, equipped, creative and customer oriented
• They are challenged and encouraged

6. Explain the team and teamwork in detail. NOV/DEC 2012,MAY/JUNE 2013, NOV/DEC
2013, NOV/DEC 2014, MAY/JUNE 2014
A team can be defined as a group of people working together to achieve common objectives or
goals.
Teamwork is the cumulative actions of the team during which each member of the team
subordinates his individual interests and opinions to fulfill the objectives or goals of the group.
Benefits of teamwork:
❖ Improved solutions to quality problems
❖ Improved ownership of solutions
❖ Improved communications
❖ Improved integration

Types of teams:
• Process improvement team
• Cross-functional team
• Natural work teams
• Self-directed/self-managed work teams
1. Process Improvement Team
• This team focuses its attention on improvement of a process which is already operating
to a satisfactory level with agreed to tolerances.
• The scope of the team is limited to work unit. Team comprise of six to ten members
from the work unit.

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• Depending upon the location of the sub process, the internal or external supplier as well as
internal or external customer is also included in the team. This team is temporary.

2. Cross –functional Team

• At the top management level, the cross-functional teams are formed by certain
organizations which are very successful in solving complex problems involving
functions of various departments.
• Six to ten members are selected from various functional areas of management to
constitute cross-functional teams.
• Cross-functional teams may discuss the complex problems and break these down into
parts and refer these to department teams and work teams of respective functions for
further solution.
• Feedback in the form of solutions is gathered and problem as a whole is solved at the
level of cross-functional teams. This team is also temporary.

3. Natural Work Teams

• It comprise of all members of the work unit and team members are not volunteer; they
are selected by management. Manager is also part of the team and he is selecting the
projects to be improved.
• Some employees may not cooperating in team work for variety of reasons. So that the
manager is in a position to motivate the employees in a proper direction and make
them to feel comfortable in the team.

4. Self-directed/self-managed work team

• A self-managing team is a group of individuals which works together continuously.
These teams plan, execute and control their work to achieve a defined output.
• The team coordinator is selected within the team in consultation with the top
management and that may rotate among members.
• Additional responsibilities of the teams are hiring/dismissal, performance evaluation,
customer relations, supplier relations, recognition/reward and training.

Characteristics of successful teams:

Sponsor : In order to have effective liaison with the quality council, there should be
a sponsor. The sponsor is a person from the quality council to provide support to the
organization.
Team charter :A team charter is a document that defines the team’s mission,
boundaries, the background of the problem, the team’s authority and duties, and
resources. It also identifies the members and their assigned roles- leader, recorder, time
keeper and facilitator.
Team composition: the size of the team should not exceed ten members except in the
case of natural work teams or self-directed teams. Teams should be diversed by having
members with different skills, perspectives and potential. Wherever needed, the internal
and external customers and suppliers should be included as a team members.
Training: The team members should be trained in the problem solving techniques,
team dynamics and communication skills.
Ground rules: The team should have separate rules of operation and conduct. Ground
rules should be discussed with the members, whenever needed it should be reviewed and
revised.

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Clear objectives: The objective of the team should be stated clearly. Without the clear
objective, the team functions are not to be effective.
Accountability: The team performance is accountable. Periodic status report of the team
should be given to the quality council. The team should review its performance to
determine possible team process weaknesses and make improvements.
Well-defined decision procedures: The decision should be made clearly at the right time
by the team.
Resources: The adequate information should be given to the team whenever needed.
The team cannot be expected to perform successfully without the necessary tools.
Trust: Management must trust the team to perform the task effectively. There must
also be trust among the members and a belief in each other.
Effective problem solving: Problem solving methods are used to make the effective
decision.
Open communications: Open communication should be encouraged ie everyone feels
free to speak in the team whatever they are thinking, without any interruptions.
Appropriate leadership: Leadership is important in all the team. Leader is a person who
leads the team, motivates the team and guides the team in a proper directions.
Balanced participation: Everyone in a team should be involved in the team’s activities
by voicing their opinions, lending knowledge and encouraging other members to take part.
Cohesiveness: Members should be comfortable working with each other and act as a
single unit, not as individuals or subgroups.

Elements of effective teamwork:

• Purpose
• Role and responsibilities
• Activities
• Effectiveness
• Decisions
• Results
• Recognition
Team Management Wheel:
Team Management Wheel includes the following area of quality: Innovation, Promotion,
Development, Organisation, Production, Inspection maintenance, Advice and Linking.
These nine activities may be clubbed into four roles as Advisers, Explorers, Organisers and
Controllers.

Activities of team management wheel:

• Advising
• Innovating
• Promoting
• Developing
• Organizing
• Producing
• Inspecting
• Maintaining
• Linking

Role of team members:

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• Devote themselves to the common team goals based on a common mission and
vision
• Feel themselves responsible and equal
• Be interested and motivated
• Accept, appreciate and respect each other
• Give high priority to continuous improvement
• Participate actively with the activities of the team
• Offer views, opinions and ideas freely and voluntarily.
• Make personnel improvement a routine
• Abide by the decisions taken by the team
• Encourage feedback on own behaviour.
Stages of team development:
• Forming
• Storming
• Norming
• Performing
• Maintenance
• Evaluating
Common barriers to team progress:
• Insufficient training
• Incompatible rewards and compensation
• First-line supervisor resistance
• Lack of planning
• Lack of management support
• Access to information systems
• Lack of union support
• Project scope too large
• Project objectives are not significant
• No clear measures of success
• No time to do improvement work
7.What is quality circle? Explain its characteristics, objectives, benefits and pitfalls of quality
circle?
A Quality Circle also known as Quality Control Circle is a small, voluntary group of employees and
their supervisor(s), comprising a team of about 6 to 10 members from within same work area or
doing similar works, that meet regularly to solve problems to their job scope or workplace.
Attributes:
• Quality circle is a form of participation management.
• Quality circle is a human resource development technique.
• Quality circle is a problem solving technique.
Objectives:
• To promote job involvement
• To create problem solving capability.
• To improve communication
• To promote leadership qualities.
• To promote personal development

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• To develop a greater awareness for cleanliness.
• To develop a greater awareness for safety
• To improve morale through closer identity of employee objectives with
organization’s objectives.
• To reduce errors.
• To enhance quality.
• To inspire more effective team work.
• To build an attitude of problem prevention.
• To promote cost reduction
• To develop harmonious manager, supervisor and worker relationship.
• To improve productivity.
• To reduce downtime of machines and equipment.
• To increase employee motivation.
Characteristics:
• The optimum number of employees in any quality circle is between 6 to 10.
• The quality circle should have a homogeneous group where participation
members must be from within the same department or work area.
• The participation of quality circle members should be voluntary. No compulsion
or pressure is to be brought on employees to join or not to join the quality circle.
• The members of quality circle should meet regularly once in a week for an hour
after their working hours to discuss the problems related to their work and find
solutions.
• The members of the quality circle should themselves identify the problems
through various techniques such as brainstorming, cause-effect diagram, pareto
analysis, histograms, etc.
• Quality circle address two types of problems:
• Those concerned with the personal well-being of the worker.
• Those concerned with the well-being of the company.
• The members of quality circle should be trained in statistical and other problem
solving tools so that they can identify, analyze and resolve worker related
problems.
• Training and quality control activities must be carried out on company time.
• Final recommendations of the quality circle must be acceptable to management
before they are made effective.

How Do Quality Circle Operate?

• Appointment of a steering committee, facilitator and quality circle team leaders.
• Formation of quality circles by nomination/ voluntary enrolment of quality circle
members.
• Training of all quality circle members.
Problem data bank and identification of problems for quality circle work.
• Quality circle problem resolution by quality circles through standardized
techniques.
• Presentation of quality circle solutions to management.
• Evaluation of award/ recognition.

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Code Of Conduct for Quality Circle:
• Attend all meetings and be on time.
• Listen to and show respect for the views of other members.
• Make others feel a part of the group.
• Criticize ideas, not persons.
• Help other members to participate more fully.
• Be open to and encourage the ideas of others.
• Every member is responsible for the team’s progress.
• Maintain a friendly attitude.
• Strive for enthusiasm.
• The only stupid question is the one that is not asked.
• Look for merit in the ideas of others.
• Pay attention and avoid disruptive behaviour
• Avoid actions that delay progress.
• Carry out assignments on schedule.
• Give credit to those whom it is due.
• Thank those who give assistance
• Do not suppress ideas, do express
• Objectives and causes first, solutions next.
• Give praise and honest appreciation when due.
• Ideas generated by the group should be used as individual suggestions to
suggestion scheme.

Benefits of Quality Circle:

➢ Quality circle’s effects on individual’s characteristics
• QCs enable the individual to improve personal capabilities.
• QCs increase the individual’s self respect
• QCs help workers change certain personality characteristics

➢ Quality circle’s effects on individual’s relations with others

• QCs increase the respect of the supervisor for the workers.
• QCs increase workers understanding of the difficulties faced by supervisors.
• QCs increase management’s respect for workers.

➢ Quality circle’s effects on workers and their attitude toward the company
• QCs change some worker’s negative attitude.
• QCs reduce conflict stemming from the working environment
• QCs help workers to understand better the reasons why many problems cannot be
solved quickly.
• QCs instill in the worker a better understanding of the importance of product
quality.

Gains of Quality Circle:

➢ Tangible gains:
• Better quality

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• Productivity improvement
• Higher safety
• Greater cost effectiveness
• Better housekeeping
• Increased profitability
• Waste reduction
• Reduced absenteeism
• Reduced grievances

➢ Intangible gains:
• Enriched quality of work life
• Attitudinal changes
• Harmony, mutual trust
• Effective team working
• Better human relations
• Participative culture
• Human resource development
• Promotion of job knowledge
• Greater sense of belonging

Pitfalls and problems of quality circle:

• Lack of faith in and support to quality circle activities among management
personnel.
• Lack of interest or incompetence of leaders/facilitator.
• Apathy, fear and misunderstanding among middle level executives.
• Delay or non- implementation of circle recommendations.
• Irregularity of quality circle activities.
• Non-application of simple techniques for problem solving.
• Lack of non- participation by some members in the circle activities.
• Circles running out of problems.
• Antagonism of non-members towards quality circles operation.
• Inadequate visibility of management support.
• Complexity of problems taken up.
• Non-maintenance of quality circle records.
• Too much facilitation or too little.
• Language difficulty in communication.
• Communication gap between circles and departmental head.
• Change of management.
• Confusing quality circle for another technique.
• Resistance from trade unions.

8.Explain the structure of quality circle and the process of quality circle.

Element of Quality circle:

• Top management

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• Coordinator
• Steering committee
• Facilitator
• Leader
• Members
• Non-members
Top management:
• Though not directly a part of a formal quality circle structure, top-level
management influences the successful implementation of the concept.
• A quality council collects information about the program and reports it to the
Managing Director. The top management has to convey its policy of quality to its
employees and encourage them to form quality circles.
• It should extend its support and more importantly make it visible so that even
workers in the lowest level know what the top management is doing for them.
• It should also be lenient enough to financially support quality circle projects.
Coordinator:
• A senior manager acts as a coordinator. He arranges steering committee meetings
and is responsible for proper documentation of various activities.
• He organizes training programs whenever needed.
• Overall, he is responsible for conducting seminars, presentations, and case studies
and publishing periodicals to ascertain that the work of the quality circle is
recognized.

Steering Committee:
• A steering committee is a group of members working under the chairmanship of
the CEO with functional heads as members.
• The members of steering committee are responsible for proper implementation of
the quality circle in their respective areas. They make the facilitators under them
accountable to them. The CEO reviews the reports of the member’s activities and
make suggestions.

Facilitator:
• A senior person in a specific area acts as a facilitator. He bears the responsibility
to catalyze and motivate the quality circles.
• He acts as a guide or member for effective operation of quality circles.
• Further, he also elucidates the functioning of quality circles in his area in steering
committee meetings.

Leader/ Deputy leader:

• The members of the circle chose a leader with due care and consensus. As the
leader shapes the circle’s effectiveness, training him is vital.
• A good leader should have the ability to motivate members of the team, conduct
meetings, and coordinate efforts apart from involving all the members in the
quality philosophy. He should strive to avert conflicts and ensure quality oriented
teamwork.

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Members:
• Members of a circle should not be forced to join a quality circle, instead they
should join of their own interest.
• They need to have an understanding of the functioning of quality circle.
• They should encourage other employees to participate in the movement, zealously
involve themselves in the quality programs, implement solutions and give
presentations effectively.

Non-Members:
• Non-members are important because they support circle members externally
• Also, if they realize the benefits of forming circles, they will willingly participate
in the activities. Hence, non-members are often considered prospective members.

Roles and Responsibilities of Quality Circle elements:

Roles of Quality Circle Members:
• Attend all possible meetings.
• Offer views, opinions and ideas freely and voluntarily in problem solving.
• Participate actively in the group process.
• Contribute to find solutions to problems.
• Contribute to implementing solutions.
• Attend training seriously with a receptive attitude.
• Assist leader/ deputy leader in circle activities.
Roles of Quality circle Leader:
• Conducts meetings regularly.
• Moderates in meeting
• Involves all the members.
• Keeps the cohesiveness of the group
• Makes the necessary facilities for enabling quality circle to perform without
constraints.
• Takes the team towards the goal
• Takes care of:
➢ Task behaviour of the group
➢ Team maintenance
➢ Disruptive or negative behaviour to the management
➢ Presents solutions/suggestions to the management
➢ Keeps the circles informed on the status of previously submitted
suggestions
➢ Trains the members in various problem solving techniques.
Roles of Facilitator:
• Coordinates the work of several quality circles through leaders.
• Serves as a resource for the circle
• Works closely with steering committee
• Trains members by assisting leaders whenever required.
• Arranges management presentations of his circles.
• Coordinates and monitors all activities.

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• Maintains circle records
• Evaluates circle activities
• Encourages, pats and functions as a cheer leader
• Publicizes the circle activities.

Roles of Steering Committee:

• Meets regularly once in two or three months
• Takes an overview of the operation of quality circles in the organization as a
whole.
• Takes important decisions at the organizational level.
• Gives guidelines and directions.
• Provides resources-space, time, training facilities and finance.
• Attends management presentations and get to gether
• Reviews periodically the progress
• Ensures adequate training opportunities to the facilitators, leaders, and members.
• Recognizes the contributions of the facilitators, leaders and members.

Roles of Coordinator:
• Registers the circle
• Interacts with all.
• Convenes steering committee meetings
• Maintains records, organizes systematic documentation.
• Arranges management presentation
• Organizes various training programmes, including exposure programme
• Arranges presentation of case studies in sister units
• Publishes periodicals
• Organizes six monthly, annual conventions, develops facilities for the
programmes.
• Arranges periodical survey.
• Helps in deputing people for seminar, convention, outside convention,
presentation, etc.,
• Prepares a budget for the functioning of quality circle.
• Helps in solving problems encountered in the implementation of quality circle.

Process of Quality Circle Operation:

• Problem identification: Identify a number of problems.
• Problem selection: Decide the priority and select the problem to be taken up first.
• Problem analysis: Problem is clarified and analysed by basic problem to be taken
up first.
• Generate alternative solutions: Identify and evaluate causes and generate
number of possible alternative solutions.
• Select the most appropriate solution: Discuss and evaluate the alternative
solutions by comparison in terms of investment and return from the investment.
This enables to select the most appropriate solution.

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• Prepare plan of action: Prepare plan of action for converting the solution into
reality which includes the considerations” who, what, when, where, why and
how” of solving problems.
• Present solution of management: Circle members present solution to
management for approval.
Implementation of solutions: The management evaluates the recommended solution.
Then it is tested and if successful, implemented on a full scale.

9. Write about the system of recognition and reward followed in an organization.

NOV/DEC 2011
Recognition is a form of employee motivation in which the organization publicly
acknowledges the positive contributions an individual or team has made to the success of the
organization. Reward is something tangible to promote desirable behavior. Recognition and
reward go together to form a system for letting people know they are valuable members of the
organization.

Why should one Recognize the employees:

• Improve employees morale
• Show the company’s appreciation for better performance
• Create satisfied workplace
• Create highly motivated workplace
• Reinforce behavioural patterns
• Stimulate creative efforts.

Types of rewards:
Intrinsic rewards: These are related to feelings of accomplishment or self worth.
Extrinsic rewards: These are related to pay or compensation issues.
Intrinsic rewards Extrinsic rewards

• Non-monetary forms of recognition to • Profit sharing

acknowledge achievement of quality improvement • Gain sharing
goals. • Employment security
• Celebrations to acknowledge achievement of • Compensation time
quality improvement goals. • Individual based
• Regular expressions of appreciation by managers performance systems
and leaders to employees to acknowledge • Quality based
achievement of quality improvement goals. performance appraisals
• 360 degree performance appraisal- feedback from
co subordinates or customers is incorporated into
performance appraisal
• Formal suggestion system available for individuals
to make quality improvement suggestions.
• Development based performance appraisals.
• Quality based promotions.

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10. Explain in detail about performance appraisal. NOV/DEC 2011, NOV/DEC 2013
Performance appraisal:
Performance appraisal is a systematic and objective assessment or evaluation
of performance and contribution of an individual.
Improving the performance appraisal system:
o Use rating scales that have few rating categories.
o Require work team or group evaluations that are at least equal in
emphasis to individual-focused evaluations.
o Require more frequent performance reviews where such reviews
will have a dominant emphasis on future planning.
o Promotion decisions should be made by an independent
administrative process that draws on current-job information and
potential for the new job.
o Include indexes of external customer satisfaction in the appraisal process.
o Use peer and subordinate feedback as an index of internal customer satisfaction.
o Include evaluation for process improvement in addition to results.
Benefits of performance appraisal:
• It provides useful feedback to the employee, supervisor and personnel specialists
and allows them to take corrective measures to improve performance further.
• It helps in determining the pay adjustments, increments and bonuses as it rates the
merit of the employee
• It provides basis for employee promotion, transfer or demotion.
• It helps the employee to plan their career.
Process of performance appraisal:
• Establish performance standards
• Communicate performance expectations to employee
• Measure actual performance
• Compare actual performance with standards
• Discuss the appraisal with the employee
• If necessary, initiate correction action

11. Explain continuous process improvement the PDSA or PDCA cycle? NOV/DEC 2011,
NOV/DEC 2012,MAY/JUNE 2013,NOV/DEC 2013, NOV/DEC 2016 & MAY/JUNE 2016
Continuous process improvement :
Quality based organization to achieve perfection by continuously improving the business and
production process.
Improvement made by:
❖ Achieve Perfection
❖ Work as Process to make it Effective, Efficient, and Adaptable
❖ Changing Customer Needs
❖ Control in process-Reduce Scrap, Time, Idle of Resources
❖ Eliminate Non Conformance in All Phases
❖ Bench Marking
❖ Innovation
❖ Statistical Tools, QFD,FMEA. Taguchi Loss Function
Process

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Interaction of some combination of people, material, equipment, method to produce an
outcome.
feedback

Input Process Output

Materials People Product outcomes
Money equipment Service
Information data information

Basic way to improvement:

1. Reduce resource input
2. Reduce error
3. Meet or exceed expectation of downstream of customer
4. Make the process safer
5. Make the process more satisfying for the people doing it
Improvement strategies:
1. Repair
2. Refinement
3. Renovation
4. Reinvention

Types Of Problems
• Compliance
• Unstructured
• Efficiency
• Process Design
• Product Design

PDCA Cycle (Deming Wheel):

The basic plan cycle was originally developed by Walter A.Shewart. But it was
popularized by Edward Deming and it is often called the Deming Cycle or Deming
Wheel. It is an effective continuous improvement technique.

What is PDCA Cycle?

PDSA stands for Plan, Do, Check or Study and Act. It is a model for testing ideas
that you think may create improvement. It is an extremely practical, common sense
based approach that is easy to understand.
It can be used to test ideas for improvement quickly and easily based on existing
ideas, research, feedback, theory, review, audit, etc. It encourages starting with small
changes, which can build into large improvements in the service through successive
quick cycles of change.

Benefits Of The PDCA Cycle:

The benefits of the PDCA cycle can be experienced in the following areas
• Daily routine management for the individual and the team.

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• Problem solving process.
• Project management.
• Continuous development.
• Vendor development.
• New product development.
• Process trials.
Phases of PDCA Cycle:
The four phases of PDCA cycle and their descriptions are presented in table.

Phases Description
• Define the problem
• Determine the quality objectives and the critical factors.
Plan • Collect and analyze the necessary process data.
• Generate possible solutions.

• First, implement the plan on a limited scale or conduct an

experiment to test the proposed improvement.
• Train all involved employees in the use of quality
Do improvement methods and techniques.
• Describe the process which is considered for improvement
and form project teams to lead the process.

• Evaluate the trial project with the performance indicators.

Check • Verify whether the improvement has been successful or not.

• Act to implement proven improvements. The choices are:

introduce the plan, adjust or reject it.
Act • The improvements are documented in standard procedures so
all employees are well informed on how to handle in future.

12. Explain 5S Concept. NOV/DEC 2011 & MAY/JUNE 2016 (Dec 2017)

5S HOUSE KEEPING

What is 5S?
• The 5S practice is a house keeping technique used to establish and maintain a productive
and quality environment in an organization.
• A well organized work place results in a safer, more efficient and more productive
operation.
• 5S was invented in Japan. It stands for five Japanese words that start with the letter ‘S’:
SEIRI, SEITON, SEISO, SEIKETSU, and SHITSUKE.

Meaning Of 5S Elements:

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Japanese term English equivalent Meaning in Japanese
Context
1. SEIRI Tidiness Throw away all rubbish
and unrelated materials
in the work place.
2.SEITON Orderliness Set everything in proper
place for quick retrival
and storage.
3.SEISO Cleanliness Clean the work place,
everything without fail.
4.SEIKETSU Standardization Standardizing the way
of maintaining
cleanliness.
5.SHITSUKE Discipline Practice ‘FIVE S’ daily.
Make it a way of life.
This also means
commitment.

Objective Of 5S:
The objectives of 5S are:
• To create a neat and clean work place.
• To systemize day to day working.
• To improve work efficiency.
• To standardize work practices.
• To improve work discipline.
• To improve the quality of work and products.

Details Of 5s:
1. SEIRI: Clearing or Sorting
SEIRI denotes action to identify and sort out all items into necessary and
unnecessary items and discard all unnecessary items.
Examples of unwanted items:
At factory floor: Machines to be scrapped; rejected materials; expired goods;
broken tools, pallets, bins, trolleys; old notices, etc.
At office: Broken pens; useless papers; old diaries; broken furniture; etc.
At home: Broken toys; old cloths; broken suitcases; etc.

How To Practice Seiri?

• Separate the wanted and the unwanted. Classify everything by frequency of use.
• Always repair the repairable items immediately.
• Throw away unwanted items. Defectives especially must be identified clearly and
removed at fixed intervals.
• Develop a clear and well understood policy of disposal of broken, unrepairable or
unwanted items.
• Make clear plans for getting rid of waste or dirt or leakages.

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• If there are items in your shop which you do not need but others may develop a system
of putting up a disposal notices with a time limit.
• In offices do not file papers which have no reference value. Throw them away. Do not
file duplicates and copies. Have a system of specifying the life of each file and destroy
unwanted files.

2. SEITON: Arranging
SEITON means to arrange everything in proper order so that it can be easily picked up
for use. A place for everything and everything in its place.

Consequence of not practicing SEITION on the shop floor:

• Thing are seldom available when needed.
• Item are lost in stores.
• Visual control of the shop floor is not possible.

Some example of SEITON not in practices:

1.At factoring floor: cluster shelves, things on the floor.
2.At office: unlabelled file cabinet; file heaps and papers all over
3.At home: cluster; no ordered arranged.

How to practice Seiton in stores?

1. All material and parts must have clear labeled location, rack number or bins.
2. All bays and passage must be entirely clear.
3. Re-ordered levels should be visible to ensure that prompt orders are placed.
How to practice SEITON on shop floor?
1. Small tools ,cutting tools etc must be placed in shelves , drawers ,cupboards
neatly and well labelled.
2. Good product ,defectives ,rework items ,scrap must be identified separately
so that there is not chance of mix-up.
3. Work in process must be kept in designated location with labels both within
a workshop and between two process.
How to practice SEITON in the office?
1. Old files kept for records must be separated from current file.
2 .Temporary paper should not be filled at all.
3 Aisles must be clear nothing must lie on the floor.

3. SEISO: Sweeping.
SEISO means to sweep the workplace thoroughly so that there is no dust oil
soot etc.
Consequence of not practicing SEISO is:
Mist machine are affected by dust and dirt.
Dust and dirty places is unpleasant to work in.
Dust and dirt on produce, material packing boxes will almost certainly affect
either their performance quality or at least their aesthetic quality.
How to practice SEISO?
Inaccessible parts like roofs high walls must be sweep out.
Outside the built up are sweeping and washing must b e kept up regularly.

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4. SEIKETSU: Cleanliness
This mean maintaining a high standard of workplace organization and
housekeeping at all times.
Consequence Of Not Practising SEIKETSU:
1.good health and safety the practice of SEIKETSU.
2. Person hygiene is also essential for a healthy work force.
3. working through cleans a place and makes the workplaces pleasant.
5. SHITSUKE: DISIPLINE
IT denotes self discipline, especially with regards too safety rules and
punctuality.
How to practice SHITSUKE:
1.Timeliness also applies to preparation of reports filing out the charts etc.
2.Wearing appropriate safety wear at all times is essential.
3.Name plates should be worn.
Factoring In Implementing 5s;
1. Participation by all.
2. Top management commitment.
3. Should be self sustaining.
4. Review the programme.
Benefits in implementing 5s:
• Better quality awareness.
• Lower cost of production.
• Better preventive maintenance.
• People become disciplined.
• Lesser accidents
• More time for improvement activities
• More usable floor space
• High employee involvement

13. Explain Kaizen principle? MAY/JUNE 2014,NOV/DEC 2014

KAIZEN
It is the process of continuous improvement in small increment that makes the process
more efficient effective, controllable and adequate.

KAIZEN VS KAIRYO
kaizen kairyo
Effect Long term and long Short term, but dramatic
lasting, but undramatic
Pace Small steps Big step
Time frame Continuous and Intermittent and non incremental
incremental
Change Gradual and constant Abrupt and volatile
Involvement Everybody Select few “champions”

Features of kaizen
1. Value added and non valve added work activities.

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2. Principle of motion study and the use of cell technology.
3. Principle of materials handling and uses of one piece flow
4. Documentation, of standard operating procedures.
5. Team dynamic, which include problem solving ,communication skills and conflict
resolution.

Role of people in implementing Kaizen

• Top management must be committed to introducing Kaizen as company strategy.
• Supervisor like everyone else, must use kaizen in their activities
• Worker must be involved in kaizen through the suggestions systems and small group
activities.

14. What is supplier partnering? Indicate its important benefits. NOV/DEC 2016
Supplier Partnering:
Partnering is defined as a continuing relationship between a buying firm and supplying
firm, involving a commitment over an extended time period, an exchange of information,
and acknowledgement of the risks and rewards of the relationship.
Benefits of partnering:
• Improved quality
• Reduced cost
• Increased productivity
• Increased efficiency
• Increased market share
• Increased opportunity for innovation
• Continuous improvement of products/ services.

Three key elements to a partnering relationship:

 Long-term commitment : Long term commitment provides both customer and
supplier the much needed environment o achieve the planned objectives. Because to set up and solve
the problem of continuous improvement, both parties may require the sufficient time.
 Trust : Mutual trust between two parties forms the basis for a strong working
relationship. Trust enables the partners to effectively combine their resources and
knowledge. It results in a ‘win-win’ situation for both partners.
 Shared vision : Both the customers and suppliers have the common goal ie to
satisfy the end user. In order to ensure this goal, both parties should share and understand
their goals and objectives. This concept is also known as mutual strategic planning.

15. Explain the various stages and conditions in Supplier selection .

Stages:
• Survey stage: In survey stage, based on the information available through
catalogues, advertisements, brochures, etc., a list is drawn up for further
investigation.
• Enquiry stage: In enquiry stage, a detailed analysis is made after obtaining
required information.
❖ Standard enquiry forms are sent to the vendors, requesting them to furnish
information. This may be followed by plant visit if necessary to have first
hand details.

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❖ The vendor’s present customers may be enquired regarding his
performance, promptness in delivery, etc.,
• Negotiation and selection stage: During this enquiry stage itself, many of the
vendors might have been dropped from the original list as unsatisfactory.
❖ The remaining vendors may be called for direct negotiations to discuss
various terms and conditions like payment terms, discounts, supply
procedures, quality control procedures, etc.
❖ As a result of this a final list of approved vendors is drawn up.
• Experience stage: In this stage, the performance of the supplier is evaluated mainly
on basis of quality and promptness in delivery.
❖ A history card is maintained for each vendor. The card contains information
like dates of supply of materials of by vendors, inspection, procedure
adopted, and acceptance or otherwise of the lost supplied.
❖ Frequent rejections may upset the production schedule in the buyer’s
company and result in heavy losses, hence such vendors might be dropped
from the list.
❖ Similarly the late deliveries may cause stoppages in production, otherwise
large inventories may have to be carried in stock. Both the situations are not
desirable and hence such vendors are also reviewed for continuance as
suppliers

Conditions for selection and evaluation of suppliers:

• The supplier understands and appreciates the management philosophy of the
organization.
• The supplier has a stable management system.
• The supplier maintains high technical standards and has the capability of dealing
with future technological innovations.
• The supplier can supply precisely those raw materials and parts required by the
purchaser, and those supplied meet the quality specifications.
• The supplier has the capability to produce the amount of production needed or can
attain that capability.
• There is no danger of the supplier breaching corporate secrets.
• The price is right and the delivery dates can be met. In addition, the supplier is
easily accessible in terms of transportation and communication.
• The supplier is sincere in implementing the contract provisions.
• The supplier has an effective quality system and improvement program such as
ISO/QS 9000.
• The supplier has a track record of customer satisfaction and organization credibility.

16. What are the benefits of employee involvement? NOV/DEC 2014

Advantage of employee involvement

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• Employee involvement may result in better decisions. Workers often have
information that higher management lacks. Furthermore, participation permits a
variety of different views to be aired.
• People are more likely to implement decisions they have made themselves.They
know better what is expected of them, and helping make a decision commits one
to it. Employee involvement may lower the disutility of effort, by providing
intrinsic motivation
• The process of Employee involvement may satisfy such nonpecuniary needs as
creativity, achievement, and the desire for respect.
• Employee involvement may improve communication and cooperation; workers
communicate with each other instead of requiring all communications to flow
through management, thus saving management time.
• Employee involved workers supervise themselves, thus reducing the need for
managers and so cutting overhead labor costs. Employee involvement teaches
workers new skills and helps train and identify leaders.
• Employee involvement enhances people's sense of power and dignity, thus
reducing the need to show power through fighting management and restricting
production.
• Employee involvement increases loyalty and identification with the organization.
If participation and rewards take place in a group setting, the group may pressure
individuals to conform to decisions.
• When union and management leaders jointly participate to solve problems on a
non adversarial basis, the improved relationship may spill over to improve union
management relations. Employee involvement frequently results in the setting of
goals. Goal setting is often an effective motivational technique, particularly when
workers set their own goals.

17. Portray the characteristics of empowered employees. NOV/DEC 2016

• They feel responsible for their own task.
• They are given a free hand in their work.
• They balance their own goals with those of the organisation.
• They are well trained, equipped, creative, and customer oriented.
• They are critical, have self esteem and are motivated.
• They are challenged and encouraged.
• They monitor and improve their work continuously.
• They find new goals and change challenges.

18. Explain McGregors theory X and theory Y? (May 2017)

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UNIVERSITY QUESTIONS
MAY/JUNE 2016

PART A
1. List out any four benefits of Employee involvement. (Q.No.47)
2. What are the functions of Quality circles? (Q.No.68)

PART B
1. Explain the phases of PDCA cycle and its illustration. (Q.No.11)
2. What is 5S and why does the organization adopt this technique? (Q.No.12)

NOV/DEC 2016
PART A
1. What are the requirements of reliable supplier rating. (Q.No.66)
2. How employee involvement can be improved in an organization? (Q.No.67)

PART B
1. i. Give a detailed note on PDCA cycle.(Q.No.11)
ii. Portray the characteristics of empowered employees. (Q.No.17 )
2. i. What is supplier partnering? Indicate its important benefits. (Q.No.14)
ii. Explain the step by step procedure in strategic quality planning.(Q.No.2)

MAY/JUNE 2017

PART A
1. What is Kaizen Philosophy?(Q.No.55)
2. Why team and team work are required in tqm?(Q.No.31)

PART B

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1. What do you understand by the quality statements? Elaborate them with examples?(UNIT 1
: Q.No.10)
2.i) Enumerate the duration of quality council?(Q.No.3)
ii) Explain McGregors theory X and theory Y?(Q.No.18)

NOV/DEC 2017

PART A
1. What are the continues process improvement?(Q.No.48)
2. What is a quality circle?(Q.No.69)

PART B
1. Elaborate the Japanese 5s as applicable to services?(Q.No.12)
2. Discuss the role and contributions of quality council?(Q.No.3)

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