TQM 4th SEMESTER WINTER 2013 SOLVED ASSIGNMENTS

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ASSIGNMENT

DRIVE WINTER	2013
PROGRAM	MBADS – (SEM 4/SEM 6) / MBAN2 / MBAFLEX – (SEM 4) PGDTQMN – (SEM 2)
SUBJECT CODE & NAME	QM0015 - ISO/QS 9000 ELEMENTS
SEMESTER	4
BK ID	B1348
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.

Q.1. Explain the key benefits of all eight principles of Quality management system. Mention the elements of Quality management system. (Benefits, Elements) 5, 5

ANS: Key benefits of all eight principles of Quality management system: Here we will discuss about the eight quality management principles1 on which the quality management system standards of the ISO 9000:2000 and ISO 9000:2008 series are based. Senior managements can use these principles as a framework to guide their organisations towards improved performance. The eight quality management principles are defined in ISO 9000, Quality management systems Fundamentals and vocabulary, and in ISO 9004, quality management systems guidelines for performance improvements. This section provides you the standardised descriptions of the principles as they appear in

Q.2. Explain the following: a) Design review b) Design verification. 5, 5

ANS:

a)      Design review: The planning done for the design and development should be able to accommodate constant and systematic real time reviews of progress, at each stage and at regular intervals. The purpose of these reviews should include the following:

·         Reviews should evaluate the ability of the results of design and development to meet requirements.

·         Reviews should identify problems and propose necessary actions.

Q.3. Explain conformance to requirements with respect to purchasing in ISO 9000. List out the steps followed in implementation of ISO 9000 in compliance to purchasing processes. (Conformance to requirements with respect to purchasing in ISO 9000, Steps followed) 5, 5

ANS: Conformance to requirements with respect to purchasing in ISO 9000: Purchasing process ensures that product to be purchased conforms to specified purchase requirements of the clients. It also ensures the type and extent of control applied to the subcontractor/supplier and the purchased product or service. According to the ISO/QS 9000 standard, quality assurance is of paramount importance at all stages of product realisation to avoid non-conformance. This makes ISO/QS 9000 different from other standards. The requirements specified by ISO/QS 9000 begin from the

Q.4. Explain in-process inspection and testing. Discuss Measurement system analysis (MSA) in QS 9000. (Explanation of in-process inspection and testing ,  Explanation of Measurement system analysis) 5,5

ANS: In-Process Inspection and Testing:

·         Inspect, test, and identify product as required by the quality plan or documented procedures

·         Establish product conformance to specified requirements by use of process monitoring and control methods

·         Hold product until the required inspection and tests have been completed or necessary reports have been received and verified except when product is released under positive recall procedures Release under positive recall procedures shall not preclude the activities outlined.

Measurement system analysis: As per the standards of ISO 9000, the Measurement system analysis (MSA) is a mathematical and experimental method to determine the extent of variations within the measurement process that

Q.5. Explain the audit criteria. Briefly explain the audit process. (Explanation of audit criteria , Explanation of audit process) 4, 6

ANS: Audit criteria: The ISO/ QS 9000 standard specifies that regular internal audit procedure must be conducted with an audit criteria. The part of preparation for Audit actually deals with developing Audit criteria. Audit criteria refer to the set of policies, procedures and requirements used as a reference. The Audit criteria should establish the area of audit, specifically the procedures and any other industry specific regulations or any other contractual requirements. A checklist is a valuable source which helps in explaining the audit criteria requirements. They need to be developed to provide assistance to the audit process. This will help the auditor to concentrate on the salient items of the audit and also not miss the content. The checklist enables the auditor to determine in advance the skill or

Q.6 What are the advantages of employee training? What are the different activities an organisation should undertake while training the employees? (Advantages of employee   training, Activities an organisation should undertake while training the employees)  5, 5

ANS: Advantages of employee training: Traditionally, the purpose of training and development is to ensure that employees can effectively complete their work. Today, organisations have intense pressure to stay have a competitive advantage through innovation and reinvention. Organisations must foster the trend of continuous learning as a social responsibility to ensure they are competitive in the global marketplace. By definition, training and development refers to the process to attain or relocate knowledge, skills and abilities needed to complete a particular task. To assemble current and future business demands, training and development encompasses an extensive scope of learning activities

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Dear students get fully solved assignments

Send your semester & Specialization name to our mail id :

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(Prefer mailing. Call in emergency )

ASSIGNMENT

DRIVE WINTER	2013
PROGRAM	MBADS – (SEM 4/SEM 6) / MBAN2 / MBAFLEX – (SEM 4) PGDTQMN – (SEM 2)
SUBJECT CODE & NAME	QM0016 - MANAGING QUALITY IN THE ORGANIZATION
SEMESTER	4
BK ID	B1349
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.

Q.1. Describe the Leadership styles. Explain the various leadership theories. (Leadership styles, Leadership theories) 5, 5

ANS: Leadership styles: The dominant behaviour pattern of a leader-manager in relation to his subordinates is known as leadership style. There are three basic styles of leadership as follows:

·         Autocratic or Authoritative Style.

·         Democratic or Participative Style, and

·         Laissez-faire or Free-rein Style.

Autocratic or Authoritative style: An autocratic leader centralises power and decision making in him and

Q.2. Explain the following: a) Quality Management Techniques, b) PDCA Cycle   5,5

ANS:

a)      Quality management techniques: The scope of quality management covers all effective activities that affect the total quality-related business results (performance) of the organisation. It is an organised set of procedures which is maintained and documented while ensures consistent growth of business in the global market. Quality Management technique is a combination of two Quality techniques namely Quality Assurance and Quality Control. The main focus of quality assurance and quality control is to achieve results that fulfil all the requirements for quality, motivate and satisfy stakeholders, improve the quality-related performance and perform activities that enhance the

Q.3. “Quality management principles have to be followed by the organization so as to achieve their organizational goals”. In the light of this statement, explain the principles of Quality Management. (Listing the principles, Explanation) 5, 5

ANS: Listing the principles: Quality management is progressively becoming important to the leadership and management of all organisations. Quality management has been identified as a necessary discipline in organisational management. A document detailing the quality management principles and application guidelines were published by the ISO technical committee working in the ISO 9000 standards. A quality management principle

Q.4. a) Explain the concept of process re-engineering. b) Briefly explain CAPA system 5, 5

ANS:

a)      Re-engineering: The basis for many recent developments in management is Re-engineering. Consider the cross functional team (a group of people with diverse functional expertise working towards a common goal) as an example has turn out to be popular due to the desire to re-engineer separate functional tasks into complete cross functional processes. Also, a lot of recent management information systems developments aspire to combine a wide number of business functions. Business process re-engineering is also identified as business process redesign, business transformation or business process change management. Business process re-engineering (BPR) is the analysis and redesign of workflow inside and between enterprises. BPR reached maximum publicity in the early 1990s when authors Michael Hammer and James Champy published their best-selling book, “Re-engineering the

Q.5. Discuss the importance of employee involvement for maximizing the quality. Explain the importance of team building for organizations. (Employee involvement and Quality, Importance of Team building) 5, 5

ANS: Employee involvement: Empowering your employees and involving them in decision making process provide an opportunity for continuous process improvement. The available ideas, innovations, and creative thoughts of employees can make the difference between success and failure. Employee involvement and quality is depicted in figure 11.1. Employee involvement plays a very important role in maximising the quality & productivity, because:

·         Employees make things to happen in a better way.

·         Employees make better decisions using their proficient knowledge of the process.

·         Employees identify the areas which need to be improved.

·         Employees can take better and immediate corrective actions.

·         Employee involvement encourages effective communication and cooperation. Therefore it helps in minimising labour/management problems.

·         Employee involvement proliferates the spirit of work by creating a feeling of belonging to the organisation.

·         Employees accept change because they can easily control the work environment.

·         Employees have an increased commitment to organisation’s objectives because they are involved.

Q.6. Explain the theories of Motivation and Empowerment. (Theories of Motivation, Theories of Empowerment) 5, 5

ANS: Theories of Motivation and Empowerment: We begin with the theories of motivation.

Maslow’s hierarchy of needs: Psychologist Abraham Maslow was the first to introduce the concept ofhierarchy of needs in his 1943 paper "A Theory of Human Motivation". This hierarchy suggests that people are motivated to fulfil their basic needs before moving on to other needs.

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ASSIGNMENT

DRIVE WINTER	2013
PROGRAM	MBADS – (SEM 4/SEM 6) / MBAN2 / MBAFLEX – (SEM 4) PGDTQMN – (SEM 2)
SUBJECT CODE & NAME	QM0017 - QUALITY MANAGEMENT SYSTEMS
SEMESTER	4
BK ID	B1349
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.

Q.1. “Quality Management System is a complete and planned approach to organizational management”. Describe the various principles of Quality Management Systems. What are the various approaches to Quality Management Systems? (Meaning of Quality Management System, Principles of Quality Management Systems, Quality Management System approaches) 2, 4, 4

ANS: Meaning of Quality Management System: Quality Management System, in the simplest of terms, is defined as “The process of Management of the Systems of an organisation, with regard to its Quality related activities, for „meeting and enhancing customer satisfaction and also taking care of all other interested parties such as legislative and regulatory bodies, shareholders, suppliers, employees, etc.” A Quality Management System (QMS) is required for any organisation which desires to demonstrate its ability to consistently provide products that meet both customer needs and the applicable regulatory requirements. Quality Management System is a process that integrates the

Q.2. Explain the scope and goals of ISO/TS 16949.Describe the various benefits provided by ISO/TS 16949. (Scope, Goals, Benefits) 3, 3, 4

ANS:  Scope and goals of ISO/TS 16949:  The review of the ISO/TS 16949:20020 which resulted in the latest 2009 edition, was the effort of International Automotive Task Force (IATF) and the ISO technical committee. The effectiveness of the QMS must be determined on a continual basis and continual improvement should be followed the same. By how well the scope of ISO/TS 16949 covered by the standard is as follows:

·         Applies to automotive supply chain facilities that manufacture product materials, production and service parts and provide value added services like heating, welding, painting etc.

·         Cars, trucks (light, medium and heavy), buses and motorcycles

·         The standard cannot be applied to remanufactured automobile parts

·         The standard cannot be applied to distribution centres, warehouses, parts packagers, logistics support and sequencers

·         TS 16949 cannot be applied to automotive after-market service parts made to original subscribing OEM specifications.

·         TS 16949 cannot be applied to manufacturers of tooling, production equipment, jigs, fixtures, moulds which are used by the auto industry.

Q.3. Explain the procedures and benefits of SA 8000. (Procedures, Benefits) 5,5

ANS: SA 8000 procedures: SA 8000 procedures enhance awareness that leads to enhance social policy among corporations. The following are procedures in SA 8000:

 Procedure for dealing with children and juvenile labour: This procedure helps to guide the organisation to deal children and juvenile labour in the organisation.

 Reviewing procedure for complaint and discipline: These procedures aim to protect employee’s right as is regulated by laws. They illustrate the implementation of discipline on employee by listing out how violations are handled and how complaints would be handled.

Q.4. The People CMM is an organizational change model. Explain the maturity levels of

People Capability Maturity Model (People CMM). ( Meaning of PCMM , Maturity levels of People CMM) 2,8

ANS: PCMM: The People Capability Maturity Model (People CMM) is a structure that helps organisations successfully address their people issues. The People CMM is an organisational change model. It is a maturity framework that centres on constantly improving the management and development of the human assets of an organisation. It is designed on the basis that enhanced workforce preparation will not survive unless an organisation's conduct changes to support them. It presents a roadmap for transforming anorganisation by steadily improving its workforce practices. People CMM consists of five maturity levels like CMM model through which an organisation's workforce practices and processes evolve. At each maturity level, a new structure of preparations is added to those

Q.5. Explain the elements and benefits of Occupational Health and Safety Management Systems (OHSAS). (Meaning of OHSAS, Elements of OHSAS, Benefits of OHSAS) 2,6,2

ANS: OHSAS: Occupational Health and Safety Management Systems is a framework for an organisation to establish controls that mitigates health and safety risks, reduces the occurrence of accidents and helps to improve its operational performance. The requirements of OHSAS 18001 were developed from British standard 8800. The following are its goals:

·         It specifies requirements for an occupational health and safety (OH &S) management system.

·         Enables an organisation to control its OH & S risks and improve its performance.

·         Many organisations are implementing an Occupational Health and Safety Management System (OHSMS) as part of their risk management strategy to address changing legislation and to protect their workforce. OHSAS 18001 has been developed to be compatible with the ISO 9001 (Quality) and ISO 14001 (Environmental) management systems standards, in order to facilitate the integration of quality, environmental and occupational health and safety management systems by organisations. The specification

Q.6 what is Business excellence? Explain the core themes of excellence. How to build an excellence framework? (Meaning of Business excellence, Core themes of excellence, Building an excellence framework) 2, 5, 3

ANS: Business Excellence: During the year 1980, organisations in the West realised that the importance of quality was the strategic differentiator. There was a change on the importance laid from quality control to quality assurance, and many ideas came out like company-wide quality control, Total Quality (TQ), and Total Quality Management (TQM) The concept of ―companywide quality with the focus on management and people came with the idea that, if all departments approached quality with an open mind, success was possible with the contribution of the management. The company-wide quality approach places an emphasis on four aspects:

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ASSIGNMENT

                                    

DRIVE WINTER	2013
PROGRAM	MBADS – (SEM 4/SEM 6) / MBAN2 / MBAFLEX – (SEM 4) PGDTQMN – (SEM 2)
SUBJECT CODE & NAME	QM0018 - QUALITY DEVELOPMENT METHODS
SEMESTER	4
BK ID	B1351
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.

Q.1. Explain the following: a) SWOT analysis, b) Porter’s five force model 5,5

ANS:

a)      SWOT analysis: we had a broad overview about competitive analysis. Sometimes it is worthy to know our competitive advantage through self analysis. Let us now discuss about conducting a SWOT analysis in this section. Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis is a method of self-analysis where the organisation critically analyses their strengths and weakness to know about their area of expertise and their area of

Q.2. Distinguish between Qualitative and Quantitative methods. Explain the types of qualitative methods. (Differences, Types) 5,5

ANS: Quantitative and qualitative methods difference: Let us now differentiate between qualitative and quantitative methods of quality. The differences between qualitative methods and quantitative methods are explained in the table.

Q.3. Explain the importance of sustainability. Discuss the barriers to sustainability. (Meaning of sustainability, Importance of sustainability, Barriers of sustainability)2,4,4

ANS: Sustainability: "Sustainability” means meeting the current needs of the organisation without compromising the ability to meet the future needs. It is also associated with the quality of life in a community. It might be economic, social and environmental systems that make up the community which provide a healthy, productive, meaningful life for all community residents, both in the present and future.Traditional community was made of three separate parts

Q.4. Explain the areas of Value engineering. Describe the modelling techniques of Value

engineering. (Meaning of Value engineering, Areas of Value engineering, Modelling techniques of Value engineering) 2,4,4

ANS: Value Engineering: We can define Value Engineering as a systematic and a powerful problemsolving tool that has the ability to bring desired functions of the product, a process, a system or a service at minimum costs and time without compromising on the quality, reliability, performance and safety.Value Engineering is termed as an in-progress use of a methodology by various cross functional teams in order to accomplish the goals and objectives of an

Q.5. “The strategies and elements of Kaizen call for tough efforts for improvement which involve participation of every employee in the organization”. Explain the various elements of Kaizen. List the key features of Kaizen. (Meaning of Kaizen, Elements of Kaizen, Features of Kaizen) 2,4,4

ANS: Kaizen: By now you must be familiar with the overview of benchmarking and its benefits, types and stages. Once the company is benchmarked, the scope for improvements is measurable. Even if the organisation is adjudged the best in some categories, the organization will need to improve or sustain in all areas. This concept of internal growth is called the continuous improvement process. This unit familiarises you with the concept of Continuous improvement. It outlines the benefits of continuous improvement and the implementation process of kaizen along with its features and benefits. The word “Kai” refers to “change” and the word “Zen” means “good”. Thus, kaizen is a Japanese word meaning “improvement” or “change for the better” which refers to the beliefs or practises that focus upon the continuous improvement of various processes. Continuous Improvement Process, also termed as kaizen, is defined as a guiding principle that introduces small and minute changes in an operating business in order to enhance

Q.6. Explain DMAIC and DMADV models. Distinguish between DMAIC and DMADV models. (Explanation of DMAIC model, Explanation of DMADV model, Differences) 4,4,2

ANS: DMAIC: The expansion of DMAIC stands for Define, Measure, Analyse, Improve and Control. This is considered as a methodology for the six-sigma problem decision approach.

1.      Define: It defines the goals and objectives of the project. It ensures that the goals are consistent with the demands and expectations of the customers and the enterprise strategy. It is the initial step of the six sigma process of the DMAIC model and is the phase responsible for identifying various significant factors such as the scope of the project, expectations and resources required for the project schedule and approvals.

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