KARPAGAM INSTITUTE OF TECHNOLOGY

B.E. / B.TECH. CONTINUOUS ASSESSMENT INTERNAL TEST-I

REGULATIONS 2008

VII SEMESTER

: AERONAUTICAL ENGINEERING

08018006 - TOTAL !UALITY MANAGEMENT "ATE:06/08/201# TIME : 10.#0 AM $% 12.00 PM MA&.MARKS : '0 PART A A()*+, A-- !.+)$/%() 1. What are the basic concepts of Total Quality Management? 2. What are the benefits of Total Quality Management? 3. List the Dimensions of Quality. 4. Define Team an Team !or". #. Define #$. PART B A()*+, ANY FIVE !.+)$/%() 1. %ame the Demings 14 points of Management. 2. &a' Describe (uran)s Quality Trilogy. &b' Define Quality. 3. *riefly e+plain the role of $enior Management. 4. What are the importances of performance appraisals? #. ,luci ate the characteristics of Quality Lea ers. -. ,+plain the basic principles of TQM. 0' 1 8 2 0 MARKS3 0' 1 2 2 10 MARKS3

.. ,laborate the uties of Quality /ouncil. KARPAGAM INSTITUTE OF TECHNOLOGY B.E. / B.TECH. CONTINUOUS ASSESSMENT INTERNAL TEST-I REGULATIONS 2008 VII SEMESTER : AERONAUTICAL ENGINEERING

08018006 - TOTAL !UALITY MANAGEMENT "ATE:06/08/201# TIME : 10.#0 AM $% 12.00 PM MA&.MARKS : '0 PART A A()*+, A-- !.+)$/%() 0' 1 2 2 10 MARKS3

1. 456$ 6,+ $5+ 76)/8 8%(8+9$) %: T%$6- !.6-/$; M6(6<+=+($> Management /ommitment0 /ustomer 1ocus0 2n3ol3ement an utili4ation of entire !or" force0 /ontinuous 2mpro3ement0 Treating $uppliers as 5artners 6 ,stablish 5erformance Measures for the processes 2. 456$ 6,+ $5+ 7+(+:/$) %: T%$6- !.6-/$; M6(6<+=+($> 2mpro3e 7uality0 ,mployee participation0 Team !or"0 Wor"ing relationships /ustomer satisfaction0 ,mployee satisfaction0 5ro ucti3ity0 /ommunication 5rofitability0 Mar"et share #. L/)$ $5+ "/=+()/%() %: !.6-/$;> The imensions of 7uality are 5erformance 1utures /onformance 8eliability Durability $er3ice

8esponse 9esthetics 6 8epetition

. "+:/(+ T+6= 6(? T+6= *%,@> 9 team is efine as a group of people !or"ing together to achie3e common ob:ecti3es or goals. Team!or" is the cumulati3e actions of the team uring !hich each member of the team subor inates his in i3i ual interests an opinions to fulfill the ob:ecti3es or goals of the group. '. "+:/(+ 'S. #$ means e3erything it its place. 1. $,282 ; 5roper arrangement 2. $,2T<% ; <r erliness 3. $,2$< ; /leanliness 4. $,=2,T$> ; 5ersonal /leanliness #. $?2T$>=, ; Discipline PART B A()*+, ANY FIVE !.+)$/%() 1. N6=+ $5+ "+=/(<A) 1 9%/($) %: M6(6<+=+($. /reate constancy of purpose for continual impro3ement of pro uct an ser3ice. 9 opt the ne! 5hilosophy for economic stability. /ease epen ence on inspection to achie3e 7uality. ,n of practice of a!ar ing business on price tag alone. 2mpro3e constantly an fore3er the $ystem of pro uction an ser3ice. 2nstitute Training on the (ob. 9 opt an 2nstitute mo ern metho s of super3ision an Lea ership. Dri3e out 1ear. *rea" o!n barriers bet!een epartments an in i3i uals. ,liminate the use of slogans0 posters an e+hortations. 0' 1 82 0 =6,@)3

,liminate the !or" stan ar s an numerical 7uotas 8emo3e *arriers that rob hourly !or"er of the right to pri e in !or"manship. 2nstitute 3igorous programme of e ucation an retraining Define the top management)s permanent commitment to e3er impro3ing 7uality an pro ucti3ity.

2. 063 "+)8,/7+ B.,6(A) !.6-/$; T,/-%<;. 1. 5L9%%2%@ Determine internal 6 e+ternal customers. Their nee s are isco3ere . De3elop pro uct A ser3ice features. De3elop the processes able to pro uce the pro uct A ser3ice features. Transfer plans to operations. 2. /<%T8<L /ontrol is use by operating forces to help meet the pro uct0 process an ser3ice re7uirements. 2t consists of the follo!ing steps 1. 2. 3. 4. #. 3. Determine items to be controlle . $et goals for the controls. Measure actual performance. /ompare actual performance to goals. 9ct on the ifference. 2M58<B,M,%T 9ims to attain le3els of performance that are higher than current le3els. 2t consists of the follo!ing steps ,stablishment of 7uality council. 2 entify the impro3ement pro:ects. ,stablish the pro:ect teams !ith a pro:ect lea er. 5ro3i e the team !ith the resources. 073 "+:/(+ !.6-/$;. Quality can be 7uantifie as follo!s QC5A, !here0 Q C Quality0 5 C 5erformance0 , C ,+pectation

#. B,/+:-; +19-6/( $5+ ,%-+ %: S+(/%, M6(6<+=+($. Management by Wan ering 9roun &M*W9'. $trategy of problem sol3ing an ecision ma"ing. $trong information base. 8ecognition an 8e!ar system. $pen ing most of the time on Quality. /ommunication. 2 entify an encourage potential employee. 9ccept the responsibility. To play a role mo el. 8emo3e roa bloc"s. $tu y TQM an in3estigate ho! TQM is implemente else!here. ,stablish policies relate to TQM. ,stablish Dpriority of 7uality) an Dcustomer satisfaction) as the basic policy. 9ssume lea ership in bringing about a cultural change. /hec" !hether the 7uality impro3ement programmes are con ucte as planne . *ecome coaches an cheer lea ers to implement TQM. @enerate enthusiasm for TQM acti3ities. Bisit other companies to obser3e TQM functioning. 9tten TQM training programme. Teach others for the betterment of society an the surroun ings.

. 456$ 6,+ $5+ /=9%,$6(8+ %: 9+,:%,=6(8+ 699,6/)6-)> 1. 2t is necessary to pre3ail a goo relationship bet!een the employee an the appraiser. 2. ,mployee shoul be informe about ho! they are performing on a continuous basis0 not :ust at appraisal time. 3. The appraisal shoul highlight strength an !ea"ness an ho! to impro3e the performance. 4. ,mployee shoul be allo!e to comment on the e3aluation an protest if necessary. #. ,3eryone shoul un erstan that the purpose of performance appraisal is to ha3e employee in3ol3ement. -. ,rrors in performance e3aluations shoul be a3oi e . .. >nfair an biase e3aluation !ill ren er poor rating an hence shoul be eliminate . '. E-.8/?6$+ $5+ 856,68$+,/)$/8) %: !.6-/$; L+6?+,).

They gi3e priority attention to e+ternal an internal customers an their nee s. They empo!er0 rather than control0 subor inates. They emphasis impro3ement rather than maintenance. They emphasis pre3ention. They emphasis collaboration rather than competition. They train an coach0 rather than irect an super3ise. They learn from the problems. They continually try to impro3e communications. They continually emonstrate their commitment to 7uality. They choose suppliers on the basis of 7uality0 not price. They establish organi4ational systems to support the 7uality effort. They encourage an recogni4e team effort.

6. E19-6/( $5+ 76)/8 9,/(8/9-+) %: T!M. The basic principles for the Total Quality Management &TQM' philosophy of oing business are to satisfy the customer0 satisfy the supplier0 an continuously impro3e the business processes. Questions you may ha3e inclu eE

?o! o you satisfy the customer? Why shoul you satisfy the supplier? What is continuous impro3ement?

&1' SATISFY THE CUSTOMER: The first an ma:or TQM principle is to satisfy the customerFFthe person !ho pays for the pro uct or ser3ice. /ustomers !ant to get their moneyGs !orth from a pro uct or ser3ice they purchase. U)+,)E 2f the user of the pro uct is ifferent than the purchaser0 then both the user an customer must be satisfie 0 although the person !ho pays gets priority. C%=96(; 95/-%)%95;E 9 company that see"s to satisfy the customer by pro3i ing them 3alue for !hat they buy an the 7uality they e+pect !ill get more repeat business0 referral business0 an re uce complaints an ser3ice e+penses. $ome top companies not only pro3i e 7uality pro ucts0 but they also gi3e e+tra ser3ice to ma"e their customers feel important an 3alue . I($+,(6- 8.)$%=+,): Within a company0 a !or"er pro3i es a pro uct or ser3ice to his or her super3isors. 2f the person has any influence on the !ages the !or"er recei3es0 that person can be thought of as an internal customer. 9 !or"er shoul ha3e the min Fset of satisfying internal customers in or er to "eep his or her :ob an to get a raise or promotion. C56/( %: 8.)$%=+,): <ften in a company0 there is a chain of customers0 Feach impro3ing a pro uct an passing it along until it is finally sol to the e+ternal customer. ,ach !or"er must not only see" to satisfy the imme iate internal customer0 but he or she must loo" up the chain to try to satisfy the

ultimate customer. &2' SATISFY THE SUPPLIER: 9 secon TQM principle is to satisfy the supplier0 !hich is the person or organi4ation from !hom you are purchasing goo s or ser3ices. E1$+,(6- ).99-/+,): 9 company must loo" to satisfy their e+ternal suppliers by pro3i ing them !ith clear instructions an re7uirements an then paying them fairly an on time. 2t is only in the companyGs best interest that its suppliers pro3i e it !ith 7uality goo s or ser3ices0 if the company hopes to pro3i e 7uality goo s or ser3ices to its e+ternal customers. I($+,(6- ).99-/+,): 9 super3isor must try to "eep his or her !or"ers happy an pro ucti3e by pro3i ing goo tas" instructions0 the tools they nee to o their :ob an goo !or"ing con itions. The super3isor must also re!ar the !or"ers !ith praise an goo pay. G+$ 7+$$+, *%,@: The reason to o this is to get more pro ucti3ity out of the !or"ers0 as !ell as to "eep the goo !or"ers. 9n effecti3e super3isor !ith a goo team of !or"ers !ill certainly satisfy his or her internal customers. E=9%*+, *%,@+,): <ne area of satisfying the internal suppler is by empo!ering the !or"ers. This means to allo! them to ma"e ecisions on things that they can control. This not only ta"es the bur en off the super3isor0 but it also moti3ates these internal suppliers to o better !or". &3' CONTINUOUS IMPROVEMENT: The thir principle of TQM is continuous impro3ement. Hou can ne3er be satisfie !ith the metho use 0 because there al!ays can be impro3ements. /ertainly0 the competition is impro3ing0 so it is 3ery necessary to stri3e to "eep ahea of the game. 4%,@/(< )=6,$+,C (%$ 56,?+,: $ome companies ha3e trie to impro3e by ma"ing employees !or" har er. This may be counterFpro ucti3e0 especially if the process itself is fla!e . 1or e+ample0 trying to increase !or"er output on a efecti3e machine may result in more efecti3e parts. ,+amining the source of problems an elays an then impro3ing them is !hat is nee e . <ften the process has bottlenec"s that are the real cause of the problem. These must be remo3e . 4%,@+, ).<<+)$/%(): Wor"ers are often a source of continuous impro3ements. They can pro3i e suggestions on ho! to impro3e a process an eliminate !aste or unnecessary !or". !.6-/$; =+$5%?): There are also many 7uality metho s0 such as :ustFinFtime pro uction0 3ariability re uction0 an po"aFyo"e that can impro3e processes an re uce !aste. D. E-67%,6$+ $5+ ?.$/+) %: !.6-/$; C%.(8/-. The uties of the Quality /ouncil are De3elop the core 3alues0 3ision statement0 mission statement an 7uality policy statement De3elop the strategic long term plan !ith goals an 9nnual Quality 2mpro3ement 5rogram !ith ob:ecti3es /reate the total e ucation an training plan Determine an monitor the cost of poor 7uality