Question 1

Quality Movement in India

The quality Movement was consolidated in the 1980s in the Indian industries to bring about a synergy of
resources by the pioneering efforts of confederation of Indian Industries (CII).
Walter Shewart, the father of statistical quality control, visited India for a short period of three months
during 1947-48 and initiated the SQC Movement through visits to factories, personal discussions and
lectures.
Dr.Edward Deming who taught the Japanese the means of applying the Plan-do-Check-Act cycle (known
as Deming Cycle) came to India in the early 1950s. While the Japanese attribute their success to the
learnings from two American Gurus, Dr.Deming and Dr.Juran, the rest of the world was lagging behind
until the 1970s when the effect began to hurt businesses.
The formal launch of TQM movement in US in the early 1980s triggered a movement for quality in India
and in 1982, the quality control circle was born. Some of the companies launching quality control circles
first were public sector undertakings-Bharat Electronics and Bharat Heavy electricals.
A movement also began in Nasik with the umbrella of CII when a small group of companies began to
practice some of the quality circle techniques and showed some results. Later, CII provided a focus and an
impetus to the quality movement by forming the TQM division in 1987. By then the focus has shifted from
quality circles to Quality Management.
The movement on Quality circles was consolidated by the Quality Circles Forum in India (QCFI). Prof.
Ishikawa, founder of quality Movement in Japan was invited by CII to come to India to address the Indian
Industry in 1986. Also, some companies began to set up Quality Improvement Teams for setting the path
of continuous improvement. CII organised its first major seminar with Juran in 1987. The mid 80s also
began the process of socio-economic reforms, setting a trend for competition and liberalisation. CII set up
the TQM division with the help of 21 companies who agreed to support the cause by pooling in resources
and pledging to start the journey of TQM. The chief executives of these companies formed the National
Committee on Quality, which brought into focus the need to build awareness and the Quality Month was
declared to be an annual event to reinforce the message and spread it wider each year. CII also launched the
first newsletter on Quality.
The year 1987 brought the ISO 9000 standards into reality and visible strategies emerged from the
European market to set a global trend towards standardizing and certifying Quality systems. Since, the
European Market was a big market for Indian industries, CII organised training courses for ISO 9000.
From there onwards, the movement has gathered momentum and today more than 500 companies have
secured ISO 9000 certification. The TQM movement today encompasses not only engineering industries,
but also servicing and information technology industries. Many chief executives and senior management
personnel visited Japan and started serious effort with enthusiasm to become the market leaders. CII
organised domestic study missions to prove the applicability of TQM concepts in India. Sharing
experiences, building each others strengths became essential ingredients towards the Indianisation of the
TQM concepts as accepted universally. CII developed through application research a set of nine modules
for training on TQM.
CII worked with the Government of India to initiate a drive to create an awareness on quality and customer
orientation in State and Central government Departments, financial Institutions and Banks, Indian
Railways, Textile corporations, Leather Institutions and Educational Institutions including IITs and IIMs.
Also, National Quality Council of India was promoted and integrated into an overall thrust for a National
Movement. CII organised the launch of a National Quality Campaign in 1992, led by the Prime Minister of
India and the Quality Summit organised by CII has now become an annual feature across the country.
The companies practicing TQM have implemented some common features such as People Movement
through quality control circles, quality improvement teams, suggestion schemes, Kaizen and JIT), Quality
Assurance Systems (ISO 9000), Vendor Development, Statistical Process Control and other tools and
techniques such as Quality Function Deployment, Reliability and Design of Experiments.
The future thrust of the quality movement in India would be in the following areas:

a) Application Research this requires a depth of the understanding and will be possible through synergy of
industry and academics.
b) Grooming of facilitators through local people being trained as facilitators of TQM/ISO 9000 in every
organization willing to implement TQM
c) ISO 9000 certification for small-scale industries who are exporters or potential exporters.
d) Environmental protection, safety and consumer protection by the industrial organizations through highly
focused effort on quality enhancement.

Question 2
Hoshin Kanri
Overview
Hoshin Kanri is an organising framework for strategic management,
which is concerned with the following four primary tasks.7
_ To provide a focus on corporate direction by setting, annually,
a few strategic priorities;
_ To align the strategic priorities with local plans and programmes;
_ To integrate the strategic priorities with daily management;
_ To provide a structured review of the progress of the strategic
priorities.

QUes 3
To ensure perfect quality, it is necessary to develop inspection and testing methods that re quick and
effective so that all products are subjected to 100 percent inspection and testing. This means that every
product shipped to customer is inspected and tested to determine whether it meets customer specifications.
(i.e., design specification)/ But there are situations where it is either impossible or uneconomical to inspect
and test each and every product, when destructive tests are called for or the quantity to be inspected or
tested is quite large where 100 percent inspection or testing are uneconomical, impractical or impossible. In
such situations, sampling inspection based on acceptance plans is the only sensible basis for inspecting and
testing.
An acceptance plan is the overall scheme for either accepting or rejecting a lot based on information gained
from samples, regarding the quality of the samples inspected. The acceptance plan identifies both the size
and type of samples and the criteria to be used to used to either accept or reject this lot.
Acceptance sampling is most likely to be useful in the following situations:

1. When testing is destructive.

2. When the cost of 100% inspection I extremely high.
3. When 100% inspection is not technological feasible or would require so much calendar time that
production scheduling would be seriously impacted.
4. When there are many items to be inspected and the inspection error rate is sufficiently high that 100%
inspection might cause a higher percentage of defective units to be passed than would occur with the use of
a sampling plan.
5. When the vendor has an excellent quality history, and some reduction in inspection from 100% is
desired, but the vendors process capability is sufficiently low as to make no inspection an unsatisfactory
alternative.
6. When there are potentially serious product liability risks, and although the vendors process is
satisfactory, a program for continuously monitoring the product is necessary.
Advantages and Disadvantages of Acceptance Sampling
When acceptance sampling is contrasted with 100% inspection, it has the following advantages:
1. It is usually less expensive because there is less inspection.
2. There is less handling of the product, hence reduced damage.
3. It is applicable to destructive testing
4. Fewer personnel are involved
5. It often greatly reduces the amount of inspection error.
6. The rejection of entire lots as opposed to the simple return of defectives often provides a stronger
motivation to the vendor for quality improvements.
Acceptance sampling also has several disadvantages, however. These include the following:
1. There are risks of accepting bad lots and rejecting good lots.
2. Less information usually generated about the product or about the process that manufactured the product
3. Acceptance samples require planning and documentation of the acceptance sapling procedure whereas
100% inspection does not.
Description with example: one product ref IS for sampling
Ques 4
Quality Improvement is a formal approach to the analysis of performance and systematic efforts to improve
it. There are numerous models used. Some commonly discussed include:
FADE
There are 4 broad steps to the FADE QI model:
FOCUS: Define and verify the process to be improved
ANALYZE: Collect and analyze data to establish baselines, identify root causes and point toward possible
solutions
DEVELOP: Based on the data, develop action plans for improvement, including implementation,
communication, and measuring/monitoring
EXECUTE: Implement the action plans, on a pilot basis as indicated, and
EVALUATE: Install an ongoing measuring/monitoring (process control) system to ensure success.

 PDCA
PDCA (plandocheckact or plandocheckadjust) is an iterative four-step management method used
in business for the control and continuous improvement of processes and products. It is also known as
the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plandostudyact (PDSA)
PLAN
Establish the objectives and processes necessary to deliver results in accordance with the expected
output (the target or goals). By establishing output expectations, the completeness and accuracy of
the spec is also a part of the targeted improvement. When possible start on a small scale to test
possible effects.
DO
Implement the plan, execute the process, make the product. Collect data for charting and analysis in
the following "CHECK" and "ACT" steps.
CHECK
Study the actual results (measured and collected in "DO" above) and compare against the expected
results (targets or goals from the "PLAN") to ascertain any differences. Look for deviation in
implementation from the plan and also look for the appropriateness and completeness of the plan to
enable the execution, i.e., "Do". Charting data can make this much easier to see trends over several
PDCA cycles and in order to convert the collected data into information. Information is what you
need for the next step "ACT".
ACT
Request corrective actions on significant differences between actual and planned results. Analyze
the differences to determine their root causes. Determine where to apply changes that will include
improvement of the process or product. When a pass through these four steps does not result in the
need to improve, the scope to which PDCA is applied may be refined to plan and improve with
more detail in the next iteration of the cycle, or attention needs to be placed in a different stage of
the process.

 Six Sigma (DMAIC)

Six Sigma is another model for improvement. The term comes from the use in statistics of the Greek Letter
(sigma) to denote Standard Deviation from the mean. 6 sigma is equivalent to 3.4 defects or errors per
million.
Six Sigma is a measurement-based strategy for process improvement and problem reduction completed
through the application of improvement projects. This is accomplished through the use of two Six Sigma
models: DMAIC and DMADV.
DMAIC (define, measure, analyze, improve, control) is an improvement system for existing processes
falling below specification and looking for incremental improvement.
Define: The process is selected for improvement and the project charter is specified.
Measure: Quality variables valued by the customer are measured and goals are set for improvement.
Analyze: The root causes of the current defect levels are identified and alternatives are considered for
process changes.
Improve: The process is changed and checked for improvement.
Control: This step insures that the process improvement is not lost over time.
DMADV (define, measure, analyze, design, verify) is an improvement system used to develop new
processor products at Six Sigma quality levels.
The following table gives the comparison of the models
FADE
Focus
Analyze
Develop
Execute
Evaluate

PDSA

Plan
Do
Study
Act

DMAIC
Define
Measure, Analyze
Improve
Control

DMADV
Define
Measure, Analyze
Design
Verify

 CQI: Continuous Quality Improvement

TQM: Total Quality Management

Ques 5
Quality Function Deployment (sometimes called the House of Quality). is another of those strangely named
methods that are literal translations of Japanese. In the product development process there is a sequence of
transformations, such as requirements to specification, specification to design, design to fabrication,
specification to tests, etc. It is easy for the customer requirements to become lost in these chains. Quality
Function Deployment (or QFD) addresses this problem by using a matrix at each transformation point to
map forwards what is often called the 'voice of the customer'.
The first matrix used typically maps customer needs (the 'what') to the function or process that provides the
need (the 'how'). Correlation between the 'how's adds a 'roof' to the matrix, which leads to the sometimesused name of the 'House of Quality'.
House of Quality Elements
1. Voice of the customer or Customer requirement list and relative prioritization (a What list)
What do our customers need and want?
2. Competitive Analysis: Customer preference chart used to assess relative competitiveness
In terms of our customers, how well are we doing relative to our competitors?
3. Voice of Engineer: Technical characteristic list or design characteristics (a How list)
What technical measures relate to our customers needs?
4. Relationship Matrix: Customer requirements-Technical characteristics interrelationships
What are the relationships between the voice of the customer and voice of the engineer?
5. Trade-off Matrix or Technical characteristic interrelation matrix or correlation matrix (roof)
What are the potential trade-offs
6. Technical Comparison: Technical and cost assessment used to allocate resource on elements (Target
values)
How does our product or service performance compare to that of our competition?
The six steps mentioned above are described in detail in the following paragraphs.
Step 1: Identify customer requirements: The voice of the customer is the primary input to the QFD
process. The most difficult step of the process is to capture the essence of the customer's comments. The
customer's own words are vitally important in preventing misrepresentation by designers and engineers.
Listening to customers can open the door to creative opportunities.
Step 2: Identify product requirements (technical) necessary to meet the customer's requirements:
Product requirements are design characteristics that describe their requirements as expressed in the
language of the designer and engineer. They must be measurable, since the output is controlled and
compared to objective targets. Eventually, technical requirements are the "hows" by which the company
will respond to the "whats" - customer requirements. The roof of the House of Quality shows the interrelationships between any pair of technical requirements. Various symbols denote these relationships. For
example, the symbol denote a very strong relationship, O for a strong relationship and A to denote a
weak relationship. These relationships indicate answers to questions such as "How does one change of
product attributes affect others?" and assessment of trade-offs between attributes.
Step 3: Develop a relationship matrix between the customer requirements and the technical
requirements: Customer requirements are listed down left column, technical requirements are written
across the top. In the matrix itself, symbols indicate the degree of relationship in a manner similar to that
used in the roof of the House of Quality. The purpose of the relationship matrix is to show whether the
final technical requirements (receives a low evaluation on all competitors) adequately
address customer requirements. This assessment is usually based on expert experience, customer responses
or controlled experiments.

Step 4: Add market evaluation and key selling points: This step identifies importance ratings for each
customer requirement and evaluates existing products for each of them. Customer importance ratings
represent the areas of greatest interest and highest expectations as expressed by the customer. Competitive
evaluation highlights the absolute strengths and weaknesses in competing products. By using this step,
designers can discover opportunities for improvement. It also links QFD to a company's strategic vision
and indicates priorities for the design process. For example, if a customer requirement receives a low
evaluation on all competitor's products, then by focusing on this need a company can gain a competitive
advantage. Such requirements become key selling points and the basis for formulating promotion
strategies.
Step 5: Evaluate technical requirements of competitive products and develop targets: This step is
usually accomplished through in-house testing and then translated into measurable terms. In-house
evaluations are composed with the competitive evaluation of customer requirements to determine
inconsistencies between customer requirements and technical requirements. If a competing product is
found to best satisfy a customer requirement but the evaluation of the related technical requirements
indicate otherwise, then either the measures used are faulty or else the product has an image difference
(either positive towards the competitor or negative towards the company product), which affects customer
perceptions. On the basis of customer's importance ratings and
Step 6: Select technical requirements to be deployed in the remainder of the process: The technical
requirements that have a strong relationship to customer needs, have poor competitive performance, or are
strong selling points are identified during this step. These characteristics have the highest priority and need
to be "deployed" throughout the remainder of the design and production process to maintain responsiveness
to the voice of the customer. Those characteristics not identified as critical do not need such rigorous
attention.

Ques 7
The following are the major reasons for the failure of TQM:
TQM approaches must be customized to each company. Many a time it so happens that companies buy
solutions off the shelf, often sold by consultants.
Managers sometimes become impatient with a short-time focus, they will not understand the importance
of long-term gains. Lack of this leads to implementation failure in several organizations.
Managers may focus too much on tools and techniques and may not properly understand how to
transform themselves, their employees and the organization.
Managers use TQM as quick fix to solve a variety of problems. These actions may be shortsighted and
the manager may become frustrated when there is no quick achievement. This may lead the programme to
be abandoned and all the efforts may be wasted.
Culture plays an important role in the transformation. Inability to change the culture leads to failure of the
TQM programme.
Lack of discipline requires transforming.
Issues of strategic concern to be addressed along with the issues related to the quality of work life for
employees. If the TQM efforts are mis-focussed and limited, it leads to failure.
Inability to maintain momentum for the transportation.
The advantages with TQM are that it will require its managers to concentrate immensely on internal
processes of the company. But a major drawback in that if managers concentrate too much on internal

processes, the external processes like keeping in touch with shifting perceptions and preferences of
customers will be ignored and the company is bound to take beating.
In a lot of cases managers fail to understand the angles of relationship with suppliers and customers.
Mutual trust and support is the key to success.
Achieving certifications like ISO 9001-2000 or ISO 14000 or QS 9000 or any other awards is not the end
to TQM but a beginning in the journey of quality. Managers often they have achieved quality by
certification or awards.
Quality should be understood in the same spirit and language both by the management and the employees,
otherwise implementation becomes difficult.
Ques 8
WHAT IS ISO 9000?

After the Second World War pressure for quality came from the military. As a result, 05 series of Ministry
of Defence (MoD) quality standards and the Allied Quality Assurance Publication (AQAP) series of
NATO standards were developed in USA and Europe respectively. Major companies in the automotive
industry began to establish their own quality system standards and assess their suppliers. In order to control
the increase of different types of quality system standards and to reduce the multiple standards into the
BS5750 series (Part 1, 2 and 3: 1979) the ISO 9000 series of quality management and assurance standards
has been developed by a technical committee (TC 176) working under the International Organisation for
Standardisation (ISO) in Geneva. In 1987, the ISO adopted BS5750 as a full international standard, the ISO
9000 series, and as a European standard, the EN 29000 series.
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