QM0011- PRINCIPLES & PHILOSOPHIES OF QUALITY MANAGEMENT

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ASSIGNMENT

DRIVE FALL	2013
PROGRAM	MBADS – (SEM 3/SEM 5) / MBAN2 / MBAFLEX – (SEM 3) PGDTQMN – (SEM 1)
SUBJECT CODE & NAME	QM0011- PRINCIPLES & PHILOSOPHIES OF QUALITY MANAGEMENT
SEMESTER	3
BK ID	B1241
CREDITS	4
MARKS	60

Note: Answer all questions. Kindly note that answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme.

Q1. Defining quality in manufacturing organizations is often different from that of services. State the differences between manufacturing and service organization’s with regard to Quality. What are the Costs involved with respect to Quality.

(Differences-5 marks, Costs involved with respect to Quality-5 marks)10 marks

Answer.

Differences between Manufacturing and Service Organizations

Defining quality in manufacturing organizations is often different from that of services. Manufacturing organizations produce a tangible product that can be seen, touched, and directly measured. Examples include cars, CD players, clothes, computers, and food items. Therefore, quality definitions in manufacturing usually focus on tangible product features. The most common quality definition in manufacturing is conformance, which is the degree to which a product characteristic meets preset standards. Other common definitions of quality in manufacturing include performance – such as acceleration of a vehicle; reliability – that the product will function as expected without failure; features – the extras that are included beyond the basic characteristics; durability – expected operational life of the product; and serviceability – how readily a product can

Q2. Deming’s 14 Points pose a challenge for many firms to figure out how to apply them in a meaningful way that will result in continual improvement. Discuss Deming’s 14 Points.

(Listing of Deming’s 14 Points-4 marks, Explanation-6 marks) 10 marks

Answer.

Deming’s 14 Points

Deming's business philosophy is summarized in his famous "14 Points," listed below. These points have inspired significant changes among a number of leading US companies striving to compete in the world's increasingly competitive environment. But the 14 Points pose a challenge for many firms to figure out how to apply them in a meaningful way that will result in continual improvement. The 14 points are given below:

1. Constancy of purpose: Create constancy of purpose for continual improvement of products and service to society, allocating resources to provide for long range needs rather than only short term profitability, with a plan to become competitive, to stay in business,

Q3. Discuss the Contribution of W. A Shewhart. Describe the PDCA cycle.

(Contribution of W. A Shewhart-5 marks, Explanation of PDCA cycle-5 marks) 10 marks

Answer.

Contributions of W.A. Shewhart

Therefore the significant contribution’s of Walter. A. Shewhart”s ideas developed into techniques/principles and applied into practice can be listed as:

1. Originator of the Plan-Do-Check-Act Cycle – transformation process on which the Deming PDSA Cycle is also based.

2. Recognized the need to distinguish the variations into assignable and un-assignable causes. He studied randomness and recognized variability which exists in all manufacturing processes. In his opinion, reducing variability is equivalent to quality improvement

Q4. Explain the concept of Just-In-Time and Poka-Yoke.

(Explanation of the Concept of Just-In-Time-5 marks, Explanation of the Concept of Poka-Yoke-5 marks)10 marks

Answer.

Just-in-Time [Jit] – Concept in Toyota Production System

Dr. Shingo and Mr. Taiichi Ohno have invented/ rediscovered the Just in Time system-which has become the backbone of the Toyota production system. The synergy created by this industrial revolution and its powerful effects which influenced the international economic order.

Just-in-Time (JIT) Production is all about supplying customers with what they want and when they want it and aims to minimize inventories by producing only what is required & when it is required. Orders are "pulled" through the system when triggered by customer

Q5. Explain the Excellence Maturity Model. What are the steps involved in achieving organizational excellence?

(Explanation of Excellence Maturity Model-3 marks, Listing the steps-2 marks, Explanation of the Steps involved in achieving organizational excellence-3 marks) 10 marks

Answer.

The Excellence Maturity Model

Self-assessment processes can be discouraging if organizations try it at an early stage of their journey to excellence. Many areas of improvement will be detected as it is only the initial stages of the organization. The excellence maturity model provides three phases to view the journey to excellence.

They are the following:

1. Gain control: In this stage, basic business and

Q6. Discuss the concept of Business Process re-engineering. Explain how to implement Business Process re-engineering.

(Meaning-2 marks, Relevance of BPR in Quality Management-3 marks, Implementation-5 marks)10 marks

Answer.

Business process re-engineering

Re-engineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as costs, quality, service and

speed.

Relevance of BPR in “Quality Management”

Many times in organizations, changes are required for Quality Improvement. Such changes might not be small change in operations but may include a complete process change. It may involve a complete redesign of business process for overall Quality improvement. The relevance of BPR is thus obvious.

1.       Process characteristics

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