•

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TQM TOOLS l TECHNIQUES 11
• .
loss
s - Qu ality Function De 1 ment (QFD) - Taguchi quality
Quality circle .P oy res - Cost
Co ncepts improve ormance measu rf
function - TPM - ment needs - Pe
of Quality - BPR

-
IRCLES
4, 1 QUALITY C d o . g s1. m.tlar work who
m
f em p lo ye es
a small gro up o 6 to 12 in their respective
Qu.ality Circle is enti fy im p ro ve m en ts
t to ge th e r o n a regular basis to id lvin g w o rk re late d problems
voluntanly mee ch n iq u es for analyzing and
so
tu al upliftment
sin g v a rio u s te le a d in g to m u
work areas u
d sustaining exce
llence
e w ay o f a ch ie v in g an
o f ca p tu rin g the creative and
coming in th
e o rg anization. It is "a
w ay
w e ll as th
of employees as s w ith in th e work force".
tha t li e the division o f
innovative power in g co n ce p t o f
e an a lt er n a tive to the dehumaniz n g b ack the concept
ty cir c le s ar o ts. T h ey b ri
Quali als are treated like
rob
ere w o rk er s o r in d iv id u
id ual b as is is uneconomic, but
labour, w h d iv
, w h ic h w h en operated on an in s) , it ca n b e powerful and
of craftsmansh ip circ le
fo rm ( as is th e case with quality s h ar mony and high
in g ro u p an d cr ea te
when used s o f the workers d
e e n ri c h m e n t o f th e live
p ro vi n g o cc u p ational safety an
enables th e im
th e w o rk p la ce . Typical topics ar an ufa ct uring processes
in
perform an ce in vem en t an d m
v in g p ro d u c t d esign, and impro
health, impro
the workplace u p o n re co g n ition o f the value
ed
o f Q u a li ty C ir cl e is primarily bas ze s h is job, his wisdom,
The c o n c e p t wil li n g ly u tili
a h u m an b ei n g , as someone who u p o n th e human resourc
e
of the w o rker as It is b as ed
x p e ri en ce , a ttit ude and feelings. pro ve m ent o fproduct qua
lity
intellig en ce , e ors in th e im
d as on~ o f the key fact
managemen t c o n si d e re
p t h as th ree m aj or attributes:
nce
d p ro du ctiv ity . Quality Circle co
an ent.
a fo rm o f p ar ticipation managem
Quality Circle is e.
• reso u rc e d ev el opment techniqu
a human
Quality Circle is
• a p ro b le m -s o lv ing technique .
Quality Circle is
•
 Tgta l Quality Ma 7
l'li!lg~ -rools & Techniques n
~ ,rQl"l
• Arrange training of
4.2 . . coordinators .. 4.3
4. 1. 1 Objectives . s it is crucial to clear} • .
Fix meetings for Qua ity ' facilitators and members.
f ualitY circ1e ' Yd 1 Circ\
To optimize the effectiveness q . d below can ensure a purposeful tfillt
O ll . es tom
. (ves outbne qlla}· • Forma y inaugurate the . eet.
their goals and objectives. Theo b~ec
1
1~ Quahty c-
circle process. Ioyees who face ch I • Arrange necessary facT . 1tcle.
. .s crucial, as emP a lenl) l it1es for Qua\i .
• Team spirit: Collaborat1on J • ·th.n a group often generate rnor ota to ,,
A , 1. Structure of a quality drc.le .
ty circle meetings and .its operations.
. 1·tiauve w1 I e e" 3
enhance productivity an d in ••,
The structure of a Quality c·ucle depicted . fi
and enthusiasm. · · I th'nk•
kills like cntica 1 ing p elements. in igure 4.l consists of the following
· · ants enhanc e S ' rob!
• Self-development: Particip 1 learning and meaningful disc tiii.
• A steering
. . at th t
committee·. th·is is
solving, and leadership through mutua Ussioll&
. . fosters interaction among employees, fos . . senior executive and includes r e op o: the structure. lt is headed by a
• Attitude: A quahty circle th reby enhancing product' • leriiig personnel and human resources ~presentat1ves from the top management
self-valuation and a positive rnind set, e lV1ty, plans and directs the program development people. lt establishes policy
d and services: The collective knowi C O d. an meets usually once in a month '
00
• Quality improvement of ~ s lity control and potentiall edge • o-. r mator: He may be a p ersonnel or Adm" • . ·
and sk_ills of employees can improve qua Y decrease ord mates and supervises th m1strative officer who co-
programme. e work of fue facilitators and administers the
long-term production costs.
. • b tween management and emplo
• Develop positive relat1onsb1p e Yees: A. Facilitator: He may be a seruor .
. supervisory offi H d"
. l'ty • where members collaborate to benefit the comp • works of several quart . icer. e co-or mates the
prod uct1ve qua 1 ctrc1e, . . any, 1 Y cue1es through the Circle leaders.
often fosters harmonious working relatwnships between employees and
• Circle
. . may b e from 1owest level workers or Sul)ervisors.
leader: Leaders
management.
st Circle leader organizes and conducts c·uc1e acttv1t1es.
. ..
Effective structure: The role and responsibilities of aff in a quality circI
• should be clearly defined and basic guidelines for meetings should ~ • Circle members: They may be staff work ers. Without
. .
cucle members-t
programme cannot exist. They are the lifeblood of quality circles.
introduced.

, ••• 2 launching quality circles

The major prerequisite for initiating Quality Circles in any organization is the
total understanding of, as well as complete conviction and faith in the participative
,-Josophy, on the part of the top and senior management. The launching of Quality
Cin:Jes involves the following steps:
Expose middle level executives to concept.
Explain concept to the employees and invite them to volunteer as members
of Quality Circle. Members

Nominate senior officials as facilitators.

Figure 4.1 StNcture of a quality circle
Ponn a steering committee.
 Total Quality Mana~_ MTools & Techniques II
4.4 rturing Qual ity Circles w· '("rt ~• Pareto analysis: This ~ h: 4.5
sible for nu . . lthi
Top management is respon t·ngs rerularly, participate activ 1 11 a1 . · approach to assigning tasks and
od IS a strate gic
1"denti"fy"mg strategies that ca h
Id attend mee J 1 l e~ ·issues. n ave the most sigru •
· 'fi1cant Impact
organization. Members shou . Circles must se ect eaders h 'a114 on addressing
. . . QC ls and ka1zen. . . ' ave
receive trammg on 7 too . d book of d1scuss10n points .__. Ont
~ ·1· d . . t and maintam a recor . wtelllb Cause and effect analysi . A fiishbone d"
1ac1 Ita tor an admtmstra or, • tain proper records of thei eii s. •
· Oth rs and roam r activ . for summarizing problems d . iagram 1s a user-friendly method
should follow the agenda, listen to e ' lites,
. an solutions by recording their cause and effect.
4. 1.4 Process of operation • ~ata gathermg: This Step Is . .
crucial for 'fy•
. • I s a set of sequential steps as Und subsequent data analysis • d ven mg cause and effect, and
The operation of quality ctrcles mvo ve er: Is con ucted.
Problem identification: Identify a number of problems. • Charts, graphs and drawings·· These methods are effi t' · d"
and presenting data 1 t d ec 1ve m recor mg
• Problem selection: Decide the priority and select th e problem to be t.1. 1<111.en
re a e to problems and solutions.
up first. • Management: The project' · l .
d . . s imp ementahon has been approved by them,
• Problem Analysis: Problem is clarified and analyzed by basic prob!elll, an regu1ar morutormg and co~trols are being carried out.
solving methods. . . generate i·deas, wh"1ch are evaluated, tested, and presented
Quality circle meetings

• Generate alternative solutions: Identify and evaluate causes and genera to rri~a~e!llent. The _dec1S1on-making process involves critical thinking, logic, and
ongoing 1mplem~ntat10n and evaluation.
number of possible alternative soluti'ons. le
4, t .6 features of Quality Circle
Select the most appropriate solution: Discuss and evaluate the alternativ
~olutions by comparison in terms of investment and return from th: • People building philosophy: A quality circle is a small group of six to ten
mvestment. This enables to select the most appropriate solution. employees from a specific area, working together to promote growth and
development within the organization, with management and members
~repare plan of action: Prepare plan of action for converting the soluti
working together to ensure success.
mto rea rt ·
I Y w,,h"ICh mcludes
. h on
the considerations "who, what , when, were,
whYand how of solvmg problems. • Voluntary group: Quality circles are voluntary associations of people with
common cause, free to join or not, and members are not coerced or barred
• Present solution to management circle members: present solution to
from joining.
management for approval.
• Participative Program: Quality circles foster cellective effort, allowing
•
Implementation of solution· Th
solution Th . . . e management evaluates the recommended all members to express their thoug~ts and contribute to selected projects,
. en it is tested and if successful, implemented on a full scale.
with the circle receiving recognition for achievements.
4.1.5 Quality circle techniques
• Supportive Management: Quality circles require support, advice, and
Quality circles employ specific t h . commitment from management, with weekly meetings and an elected leader
effectively address issues. They are ec mques to enhance improvement and
acting as ~he leader.
• Brainstorming: Th~ group all • Improvement of performance: Collective and participative efforts should
"th ows members to d'
.
'd
1scuss and propose 1 eas,
Wl each member recordin all
• g suggestions for evaluation enhance quality, productivity, and performance, reduce costs and wastage,
• Mind mapping: This system a1·ds . . .. and benefit the entjre organization both quantitatively and qualitatively.
.._A • .... _ m record ·
- llilCas, thereby enhancin th mg mformation collating facts,
g e early stag Of '
es problem-solving.
 """""""""""l
Total Quality Manage -1'. & Techniques II
015
rn~"t 1
~ M ~Successful companies .
Qtitive. __________24--.!_7
4.6 ·i . The quality circles should not only foster a Pos· . ofllPe . integrate the v ·
Enrichment ofwor k lI e. . lt1v
e c duct design and manufacture, using oice of the Customer (VOC) into
titudinal changes but also lead to an improved Wor1., ro QFD) to defime customer wa structured
d t . · .:'. .
• b sat1s1action.
d JO t process called Quality Function
team. culture anh a · relationships, and increase P \oyrnent (
l\J.llo
" peP. needs. Qua1·t
environment, app1er . Deploym ans
1 YFunction . and create products that satisfy
t ( and needs
'fication of resolvement of work-related problems: Quality circ\ their 60s to defime customer requirem ent QFD) is a process developed in Japan in
• Id en t1 1 . . . . d es the 19 . . en s and convert th · . .
involve brainstorming sess10ns, stat1st1cal_ analy~1s, _an pr~blem~solvin •ficat1ons. It dnves product de 1 em mto detailed engmeering
specl ve opment fro
methods to identify and ad~r~ss prob~ems, mvoly_m,g mteractlon with Othe~ onent, and production levels. lntrod d. m assembly to sub-assembly,
corn P uce m the US in th 1900 O Q
functional agencies for dec1s10n-makmg. ularitY in manufacturing, healthcare a d . e s, FD has gained
poP ' n service organizaf O ·h
facilitating progression. Tue goal i ns, wit a set of matrices
4.1. 7 Advantages of quality circle for was to create a method0 \ h ·
er satisfaction into a product's m f . ogy t at mtegrates
custorn anu acturmg p .
The advantages of quality circles ualitY _control. QFD, or House of Qualit b' rocess: a proactl~e approach to
q • . .. Y, com mes various matrices to form a
Improved quality of products, services and processes . .that pnontizes customer needs and pam
cornprehens1ve structure . This systematic
. pomts.
rocess helps organizations . . make better decisions, we1g .
• h customer requirements and
Reduced costs, waste, and errors P
consider mar~et competition, providing necessary documentation for the o~era\l
• Increased productivity and efficiency decision-makmg process.
• Enhanced customer satisfaction and loyalty
4,2. t Definition
• Improved communication and teamwork
Quality function deployment is a systematic approach of specifying the customer
• Empowered and motivated employees I!-eeds and desires, rating them in terms of priority and designing the quality products
and process to serve these requirements, through proper planning.
• Increased innovation and creativity
• Improved organizational culture and climate 4.2.2 Objectives of QFD ·

4.1.8 Disadvantages of quality circle QFD aims to overcome cognitive limitations by bringing design team member
together to understand customer needs, rather than assimilation of function
The disadvantages are
requirements with product form. This approach helps team members reach the root
• Inadequate Training the problem.
• Unsure of Purpose • Voice of the customer
Not truly Voluntary
• Developing specifications for the products

• Finding out how the specification measures the customers' desire

. .
Quality Circles are not really empowered to make dec1s1ons
• Determine how well the competition achieves the goals
IIINCTION DEPLOYMENT (QFD)
• Developing numerical targets to track the work-progress
prioritize.quality
. and value m· then •
· choices, often seeking the
. 0 rgamzat1ons must underst and th ese perceptions to remain
.
 & rechniques II
A ~ ____________________ Ti_o_ta_l_Q_u_a_lity-'-_M_a..:.:.nage
foO I5
~8 ~ 1Q~ QfD involves product
. . plannin g, analyzin
tions to optimize product d . g customer req .
4.9
4.2.3 Phases in QfD
,pecifi:a f{ouse of quality is a prod:::gpnl an~ create a house ~tq::1:tts :nd techni_cal
due · hn' . anning . Y 1or a specific
pro•th pr duct tee 1ca .
1attributes ' util'12Ing
. availablmatnx that align s consumer desires
Trade Offs 0
,;JI triX determines the following pa e resources to optimize fulfill
Technical file rria rameters 1 ment.
Dimensions
customer needs or requirements;

I
Manufacturing
Product operations
• product design to suit these needsand wants·
Planning - II)

13 6 Design
jj Deployment
]
.g?
t:::a, Process
The priority of each item and its importance
process;
. 'wh'l d · •
1
e esigmng a product and .
Target
"'ti
ll.n, Planning
Values
Target
1u Production
Planning
values
• Competitive assessment and analy sis
. of each element"
Target
Values
• Establishing benchmarks and target values c1or each component.
'
Target
Values
le of House of Quality
Figure 4.2 Phases in QFD E:tll (Jlp
XYZ, a helmet manufacturer, conducted a quali'ty fun ct·ion to review· customer
requirements, technical attributes, target values, competitiveness, and enhance product
and process quality amidst competition from ABC, LMN, and PQR.
The middle part of the matric presents the relationship between customer
Product Characteristics • needs and the technical specifications of the product.
The roof of the house shows the correlation between the technical
•
!
0
VI
Q)
:, specifications.
1n
:, VI ~ The bottom of the matrix depicts the importance of each technical
u Q) Q)

£
Q)
.:,
' C:
0
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Relationship Matrix :.e>
a,
• specification when compared to consumer needs.
0 a. a.
E
B 0
()
The columns below the importance (%) shows the ratings in terms of
~ • fulfilment of the individual technical requirement by each company.
The right side of the matrix provides a comparative study by_ list.in~ th1
Importance Rating • customer preference ratings for the brands in terms of md1v1dua
Technical Difficulty
requirements.
Technical Competitive Benchmar1<

Target Values (Requirements)

 ~
1iotal Quality •·•anage (
ti! -roo 1s
& Techniques II

4.10 ~ 1a A,lso, XYZ helmet's outer h . .

++ Strong Positive robust build. But, the com s ell is considered to be of p . . 4 11
+ POSIl 1ve Pany has to control its ;emmm quahty and
++ - :Moreover, the company has th cost o production.
Neutral
• . d l' h . e edge over th h
-- -- - Negative
price an tg t we1ghtedness. e ot er brands in terms of safety,

-
~
The company has to pay attent·
+ -- Strong Negative I ~~~
improve consumer satisfacfion.
C
com1 ort level of the helmets still to
- - + -

-- • Design deployment
-- - ++
pb:ise 2· . .

-•~A
Product design mvolves identifying . bl
"' l.A
,---
• A 1--
Comparative
Assessment • suna e assembr
rnponents. This phase analyzes techn· . ies, systems, sub-systems,
. ·r1zes spec1"fi1cahons,

l:SI
t 0
~

:ii, ff § nt1d co lea1requirements , pnon .

'5 ~ 5 'O 'il:,
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-a; ii'' • omplex systems into sub-sy t
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C 0 C
"' 'O :E d1·v1des c s ems, and determines h · •
.,~ ~::, e '§' •d suppliers with informaf component c aractenshcs
II)
C/)
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to prov1 e ion on purchased components.
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r
Requirement
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(i) 5 4 5
Safety 5 25 (j) 3
The process development stage of QFD evaluates the correlation between
Comfort

Light Weight
5

4
25

20 . .• (j)
(j)
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(i)
0 3

4
5

3
5

4
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process
es and product specifications ·d 'f ·
. . , i enti ymg the best process to meet part
requirements, ~nalyzmg crucial processes, identifying process flow, determining
pro auction eqmpment needs.
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phase 4: Production planning

The final phase of quality function deployment determines product quality control
throughout production, involving technical and process characteristics examination,
Importance 400 510 60 300 330 415 identification of control methods, and analysis and testing of processes.
Importance (%) 22.9 25.3 2.9 14.3 15.3 19.3 4.2,4 QFD steps
XY2(0urs) 5 4 1 3 2 3 Step 1: Identify the customers
ABC 3 4 5 4 2.5 2
Strong 9 Identifying customers with unique requirements is crucial for a product's success.
LMN 5 5 3 4 4 4.5 For instance, gym equipment has two customers: the purchaser and the users.
ium 3
PQR 2 2 5 4 3.5 1 Considering the product's entire lifecycle helps in categorizing customers and relating
1
them to their specific needs. This methodical approach ensures a comprehensive
understanding of the product's usage.

. ,.
Figure 4.4 Example for House of Quality
1 : ~.,4 : II
Step 2: Determine the customer's requirement
.
Observing involves recording customer feedback on an existing product, while
y has met the safety requirements of the customers to the
surveys gather data based on customer opinions. Focus groups, with a size of 7-10,
it needs to work more on the styling of its products.
involve a structured discussion with potential customers to identify customer needs
 & ,ecnrrn:iues 11
Tota! Quality Manage -rools
l't\~l\t 1afll higher points. This method is 4.13
4 .1.,- d open-ended questions jven 8 9 or l O . preferred over th
fons
1 an •\lii ol'e g 55 igns ' ' pomts, as custo e common 10-point system
und "ants. These methods use c1ose-ended dques Th data collected · tli . \l a mers feel all . '
ndant data. e is the i,1J1lc t requirements are equally
. ry and re u I\ v ortan .
the goal of removing unnecessa fut re designs.
·
analyzed by the design team to im prove u iillP 4: Identify and evaluate the competition
Identify the customers 5teP · · benchmark'mg mvolves
rnpet1t1on · .
Co . . 1
requirements, a1mmg to understa deva uatmg compeft1 ors , approaches to
rner
cust0 ernent. It uses subjective rating n market
. trend8 d ·d •fy ..
an 1 entt opportumt1es
for .1tJlprov
.
s, ranging from l to s, rather than an obJect1ve
· ·
parison-
cot!l • •
. Generate engmeermg specifications
5teP 5·
. step involves translating customer • .
Th1s . requirements mto measurable engineering
with the goal of selecting them t l
ararneters, os re evant parameter. If no such parameter
~s found, the team may n~t fully_ understand the requirement. If the parameter is not
1
Jlleasurable' the customer s requirement must be addressed .
Generate Engineering step 6·. Relate the customer requirement to engineering specification
Specification
The House of Quality diagram efficiently links engineering specifications to
reqU1•rements,ensuring each requirement has a strong relationship with the specification.
Multiple relations are necessary for measuring multiple requirements, with engineering
Redefine Product Set Target To Conceptual Design
Definition
parameters like force, door handle travel distance, tactile feedback, and user force
being most relevant.
Step 7: Engineering impo~tance targets with their importance
This step focuses on determining engineering specifications' importance,
measuring competitor performance, and setting design targets based on trade-offs and
customer demands, ensuring a comprehensive understanding of the project's goals.
Step 8: Identify relationship between engineering specification
This step examines the dependency of engineering specifications, identifying
two types: Direct Dependency, where one parameter increases, and Indirect Dependency,
Cancel Project where one parameter decreases, both damaging or supporting depending on cuStomei
Figure 4.5 Steps implemented in QFD
_requirements.
the relative importance of the requirements 4.2.5 Tips for successful QfD Implementation
is used to assign a weighing factor to customer requi Quality function deployment can be daunting for busin~sses, especially if the
·ty what is more important to them. The fixed-sum have never used it. However, there are a few tips that companies can follow to ensu
to each requirement, ensures more important req • that they successfully implement and use quality function deployment:
 -~,
Tolal Quality Man
-
r fools
& ,cchniques II
4 15
. . f lhC product or scrvie1~
...,or-1 .stiortens. product develop ment cy 1 ·
-, ,cs o ~e, quality improvement lead to abr1'd c e: Continuous research and d t
4.14 . < . J'tY ctiaractcr• 1 · 1,finc 11 ,oducl or se rvice • 11,; · · • ged pr0 d pro uc
tlW 0 rga01zat1on s market su stamability.
. uct development eye\es, ensuring
.
Define the )u,J 1 •• (QFD), ct.: •• , d , , . . qllal
. Q , J"ty ;\ssuranct.: •rtorni::incc, c1n aesthetic 11)
1mpJc111cnt uc1 ' · · . . . sL' cif use . PL llpho._ (Jnanirnous decision: QFD is
· 1, d t,rlrf)', dJ. '""ill · a team-oriented · •
characteristics lir.t.: ura . . of all mem b ers involved in th acttv1ty, requiring the consent
based on customer t.:.xP ectations. . • Establishi ng Key Pcrfor
e process~ior product-rel t d d · ·
J' t , u1ctrics- I' I lllan pccreases startup cost: This h . a e eclS\ons.
• Establish rcfcvan_t Qua .'.-' for measuring qua ity c rnractcri_stics Ct . met od s1gnific l
bY offeri ng a cost-efficient ant Y reduces startup expenses
Indicators (KP1s) is crucrLd . trol in a product or service llnd approach to d .
r. uallt)' con . research. pro uct design and marketing
providing tangible targets ,or q . ·zation 1s. a cruc1a · 1aspect of Q
p ess opt 11111 • Ual·1
Optimize the processes: ~oc . Jous examination of every St 1) promotes team work: The proc . . .
. ·0J\'1ng meticu d . cp o efforts of various departme t l~kss is mtnc_ate and requires the collective
Assurance (QF D) . JJ1\ h ce efficiency an quality. f n s 1 e marketing d ·
. d I'1very to en an finance to be executed effectively. , pro uct1on, research, and
production or service e •
s· Regular quality control ch
views and audits, are cru .Cck ,
·t troJ measure . 8
Conduct qua J1 Y con . oisadvantages of QfD
• · · d · ections testJDg, re
mcJudmg pro uct wsp ' .
' CJa} fi
ifying and rectifying quality.1 Or 4:J,,1
Ambiguity of categories·
. · Customer requirement
· categories are often vague
maintaining desired standards and ident ss11es
and unclear due to their qualitative nature.
at various stages.
• Communicate with all members of the ~evelopmen~ team: Effective Compl~x matrix: T?e house of quality is a complex matrix with multiple
. fi I QFD 1mplementat1on, ensurin • categories and techmcal elements, making it difficult to analyze.
communication is crucial for success u . gteain
. d and working towards the same quahty goals throi,gh
mem bers are a11gne . " Difference of opinion: The diverse opinions of team members can potentially
regular meetings, updates, and feedback sesswns. • lead to disagreements and indecisiveness.
4.2.6 Benefits of QfD Not Universally applicable: The QFD technique is not suitable for
Design engineers are responsible for deploying quality functions, but succefsful • customizing or analyzing valuable items like antiques, or for products with
implementation requires the cooperation of all departments. a limited consumer base.
• Improves product quality: QFD is a tool utilized by companies in:vJl!ved Labor intensive process: Team building involves involving various
in the manufacturing and production of goods or services to contitum ly • organizational personnel, which can lead to increased non-productive time.
improve product quality.
Comprehensive and extensive method: QFD involves creating a holisti<
• Systematic information: Designing a house of quality for a specific pi • matrix, but compiling all information in a single house can lead to confusio1
allows organizations to efficiently organize the collected data.
and misunderstanding.
• Competitive quality analysis: The firm's competitiveness is a Time consuming: The process of data collection and presentation in a quali1
through quali~ analysis based on customer reviews and preferenc • house requires significant time and effort from personnel.
._ces ~~ st.•~e: QFD effectively directs the organization's pe Based on Qualitative data: The results obtained are not considered accura
m1run11zmg time, effort, and resource wastage. • as they are based on qualitative input rather than quantitative informatio
eustom~r satisfaction: By analyzing consumer preti
quality products and enhances customer satisfactio
 i'QtA
001~~---:--------~~----:---...._=:::::::::::=---------------
1'
oorl)' designed p-roduct begins to. 4 17
----
Ap . ta d . impart losses to .
oduct1on s ge, an continues \o d soc1ety from \be verv iru,.rt
4.16 .i.e pr d rf o so, unti\ st'"" ,
{ v•. alitY an pe ormance. There are t . ·-ys are ta~en \u lmpt< e •
4.3 o~cuo!I the product q_ua\icy: wo tna1or categories of\,)•;,. tr, 11(.)C'le\ •
Taguchi defines qunlity as . . after the article is shipped". ~~~ -.
. l L Oss to soc1et) ~ 'fbe first category relates to the\ .
•·Qualitv is the financia IOped by Dr Taguchi. Bow
•
• •
to soC\ety. (
e.g. po\\ution ). O'i.3e'S \I\C,-Uned
as •a te;..u,\ c,~ ,~· , i,
• ts v. hich was deve ie is not ~
This is one oflhe many concep . . r'nce a loss to soc ty ade ir·
- · equahn- .,i • • b 'Tbe. second category relates tc, •'- \ h\'\e1. .•
the abo\e statement somehow depicts in ; rnething v:h1ch is new. eautifut . . "' ct· u.e at'\$\ti, -.. •.•. , u• • c
chara~eristic. The idea of quality is related to so ¥ features or functiona\iti~
vanat1on 1n 1.un 1ona\ perionnam;.e 6- • ~ ~-- ,,. ~'- •
. . ust have man, . f .
_ood v.ilich in the en'.!meenng sense. m •t·1,.e attribute as ollows:
s1
- ' - denote a Po ,n.,e second category has adomiruu-itir ~.r-1 • • •,. .t •.
·r-• "'' UIIC ue,; gl' ~ -
l,l> • __ ,t
a~ , e definiiion is ;:earranged so as to · et-v after
fi10 ancial loss to soc1 'J ~ ~,ri
. . ·n be d1SCUS,:;u here. '1be coment,ONu me\hod
ber of nf ~C(~
-
fi% •
-Quafjtv is the a, oidance of . - ,. :,e.s,ed on the num l)3rt$ rejected and Ttw<n.cd 1 - meti ,
,d <, .. ~ ·
. the product is shipped
~-rn>:Ole of distinguishi.n% betw«n tw l ,............a- A..~ • ' - · ...
i>_• •
. . . •. ~ '"ar·~ ;.ta;_ cualitY is related to monetary lOSs --~i.;;o.y- · • hd"ff entd' -,__~ ........,....,u=.iiite,,.,.,.., ._,_.,'-'-:ll!~---.;..-.,-.~'-
_..ere 15 • 0 - • _-• • • .__ .... ,, act1..2.: ioss ma-loe the 1 ~--1t5 btrt. ·;,:1.t 1 er lsttiuudc:,ns of \;:an--A 'IVC r:
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,~-ti!~-ence b,etv,een the convenuona\ mttlv>d and 1-~"""~~y ~~

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 & 1echniques II
Total Quality Manag 10ol5
e~~t 1arA a wet•gbt between
. . 490 and 510 grams is co . 4.19
-us . f design parameter, respecr ~ tl'l ification hm1t (acceptable limit ) nsidered acceptable w· d .
ble Jjauts o a "fi IVet"1 1. pec . t s are rejected . · 1 get~ outside
4.6 represent upper and lower accepta .f the value of the spec I ied Par::i.... • tl'l~ 5cted
5 v,11dge . , costing the company Rs 50 per
. . 11 ceptable l • ll . -•iet....
Normally. the product 1s functiona
. Y Lac d LAL hnll
. ·t s. No soc1eta .oss 1s assurnCd•·~r reJe -rhe 1oss coe ffi1c1ent
.
is ,vi thin the range between the UA an •ng However, if the product 'II i d (K)
. .value is ca1culated usi .
fi th r process1 · Ii . RS 50 when the eviation from the _ng the provided information. The
occur and the product is accepted for ur e b"ected to salvage operations. E Cs oss is target weight is l Ogr
outside these limits, it is either discarded or su ~ to maintain the product v/eri; 1 l L(x) == K * (x- m)2 ams.
attempt is made to control the manufacturing process thi11
so==K * (10)2
these limits. . • sharp cut-off in the real w
110
However, according to Taguchi, there is . arameter deviates fi Orld, Solving for K:
th
Performance begins to gradually deteriorate as e design p . b rorn its K == 50 I (10)2
optimum value. Therefore, he proposed that the loss f~nctton ffie mehasured by the
• fi ce beams to su er w en the d .
deviation from the ideal value. Product per orman ° . . es1&11 K == 50 / 100
parameters deviate from the ideal or the target value. This loss functwn takes the
I(==0.50
following basic quadratic form:
I( vale is known, calculate the financial loss (L( )) c10 . . .
- 509) · l x r a widget with a weight of
L(x) = k(x- m) 2 grams (x - 1s ca. culated. Please note that th'is piece
. . within
is . . the acceptable
509lerance range.
. C onvent1onally any loss (quality cost) s.hould not be considered.
where .
to
L is the loss in dollars (money), Using the Taguchi Loss Function equation:
m is the point at the which the characteristic should be set,
L(x) = K * (x - m)2
x is where the characteristi~ actually is set, and
k is a constant that depends on the magnitude of the characteristic and L(509)'= 0.50 * (509 - 500)2

the monetary unit involved. L(509) = 0.50 * (9)2

This basic loss function is used if no other function based on data is available. L(509) = 0.50 * 81
However, when no market research data is available, the next best option is to use the
L(509) = Rs 40.50
quadratic loss function. From the quadratic loss function, the total loss increases
para~lically as the deviation from the target value increases. This loss represents a According to the Taguchi Loss Function, the financial loss associated with
~tm~us function. This indicates that by making a product within the specificatiO.ll producing a widget with a weight of 509 grams is Rs. 40.50. This calculation helps the
lilllia, it does not necess~ry mean that the product is of good quality, since good quatif company understand the cost implications of deviations from the target weight.
.,.,_defined _as keep1~g the product characteristic on target with low variatie.
emphasis on optimun_i custom~r satisfaction is by developing products wllj 4.4 TPM
tlllget val~ on a c~ns1stent_b~s1~. T~us, the most important aspect ofTaguo]ft Total Productive Maintenance (TPM) is a strategy that involves all levels of an
philosophy ts the mm1m1zat10n of variation around the target v organization to optimize production equipment effectiveness. It focuses on reducing
mistakes and accidents, involving workers from all departments to ensure efficient
operation. TPM focuses on preventive maintenance, mistake-proofing, corrective
~ s widgets, and the target weight for these widge maintenance, maintenance prevention, and breakdown maintenance. The ultimate goa
Yhas a tolerance range of± 10 grams ,meanmgany
.
 Total Quality Manage .... -rools & i-ecnrnqoc 4.21
·••e"t -rar-1 rnple, say availability is 943/.0
d product defects, lead· for f:exa . , performance is 95%, and quality is 92%,
akdowns an lflQ rrnula would yield:
"'0
4__
. 1ent bre
, ·ncluding cqu1pn and plant ca
paci ty. oEE o
i~ to eliminate all losses, I duction assets tl1e o.90 x 0.9 5 x 0 .92 = 82%.
to improved utilization of pro
th
l) ltirnately, e goal ofTP~ is to bring OEE to 100% or to maintain equipment
T: Total
01 pJoyees nd process . ning at full speed, at optimal capacity, and without interruptions . TPM also
Participation of a11 e . n eq uipment a fv!'lct~~ es delivering products free of imperfections.
operallO , ·or1t1Z
Include a 11 departments. pri p illars of TPM
.4 ..4,.2 . .
P : Productive . f effici ency o f the production systelll by The eight ?1llars of total p_roductive maintenance, including auton?mous
. izatton o
Pursue the max im ·nten ance ' k a1zen, planned mamtenance ' quality management ' early equipment
making all losses zero b a]<downs ri,at ernent, training, safety, health, environment, and TPM administration, focus on
. ero defects, Zero re ri,anag_ a nd preventive techniques. TPM is built on eight pillars based on the 5-S
Zero accidents. z oacuve . . f fi
pr T h e 5 S approach 1s a workplace organization method that consists o ive
5t
M: Maintenance ·pment s)' e~~orting, straightening, shining, scheduling activities, and sustaining the process
st
th fficiency of the eqm eps. term applications. It helps identify discarded tools, streamline movement,
To improve e e
.
.
I to repair an
d maintain the machines but also
.
fi long-
or the work area, and address underlying problems and challenges.
Maintenance is not on y duction system
the entire life cycle of th e pro clean u~ p---------------------------7
8 Pillars of Total Productive Maintenance
Create Scheduled
Improve Existing Maintenance plan
Asset Effectiveness

~ c Q)
~
C (.J
ro C
C Q) (13
Q)

~a.
C
Run Training and c·ro
Continue with Create Ea rly Asset LA------1 Create Information ~
TPM 8 pillars
Management Plan for System ~ .§ 'ffi
Newer Equipment en :aE
g
(/)
::s
0
::s "iC
0 C C:
Figure 4.7 TPM workflow C ~
C
(13

4.4.f Calculation of TPM i

N
8
c-;
0:
-.i
co
TPM is

OEE = Availability x Performance x Quality 1.5S - Sort, Straighten Shine Standardize Sustain
· ity is calculated as I 00% minus time losses due to equipment fi
.set-up, and restarting work after breaks and weekends. Perform Figure 4.8 Pillars of TPM

minus minor interruptions and time losses related to speed ~

is measured as 100% minus losses related to defects in prod
 Total Quality Manag
r 1i 015 & Techniques II
. ell'lerit -rQM o 1 .
4.22 s maintenance mvolves tra· . imp ementmg preventive . 4.23
. . Autonomou . . tn1n · • marntenan
• Autonomous maintenance. ks like cleanmg, lubncating g in TPM pnnc1ples and e 1 ce schedules and • . kn
mp oyee devel ' gammg owledge
. ·ntenance tas ' and opment
operators on routine mai nership and knowledge of th • Safety, health and env· ·
· tl em to fee 1 ow ej tronrnent: A safi .
inspecting, a11 owmg 1 . revents failures, and fre r emp Ioyees perform tasks witho th . e workmg environment ensures
. . s cleanliness, P es lt
equipment. This ensure k Standardization ensures un·:ri P . l u ealth nsks h .
promo tmg emp oyee safety. TPM •en ancmg efficiency but also
maintenance staff for J1igher-leveJ tas s. f ownership and effii . I ol'Jti . process solut' h . . . safety,
oting a sense o c1enc hea1th, an d th e env1ronme t A ions s ould pnontize
~~~~~~~~ r attitudes and productivity
n · safe wok
.
·
r environment boosts employee
rovement, rooted in the Jap
· .
' especially durin g earIY equipment
Focused improvement: Focuse d imp . ff . anese stages. management
• · us improvement o unctions
concept of kaizen, involves contmuo . and
. · 1 s small teams workmg togeth TPM in administration· Asu f
processes in manufacturing. 1t mvo ve . er to • rogram should add · cces~ ul To~l Productive Maintenance (TPM)
implement incremental improvements, identifying recurnng problems, and P ress waste m ad . . t .
combining input from different departments. This approach increases rocessing procureme t d mmiS rattve functions like order
P ' n, an scheduling s· l"f · h
efficiency, reduces defects, enhances safety, and ensures standardized, lead to faster mater· 1 d I' · imp 1 ymg t ese processes can
. . . Ia e ivery to the plant floor, reducing downtime and
repeatable, and sustainable improvements. trac kmg m1ssmg parts.
Implementation of TPM
• Planned maintenance: Planned maintenance is a proactive approach to 4,4,3
scheduling equipment maintenance based on predicted failure rates and
The ~PM ~ro~ess, b~sed on the 5-S system, involves implementing a program in
historical downtime periods. This method minimizes unplanned downtime
five steps: 1_dent1fymg _a pilot area, restoring equipment, measuring OEE, addressing
allows for thorough inventory planning, and helps control parts prone t~
losses, and 1mplementmg planned maintenance.
wear and failure. It also leads to a gradual decrease in breakdowns, increased
uptime, and reduced capital investments in equipment, as it is used to its Step 1: Identify the pilot area
maximum potential. Implementing a Total Production Management (TPM) program in a pilot area
• Quality maintenance: Quality maintenance is crucial for ensuring the can gain staff acceptance by focusing on the easiest to improve equipment.
reliability of production processes. It focuses on detecting and preventing Choosing equipment based on production bottlenecks can lead to immediate
errors in working design using root cause analysis, preventing·defects from· positive results- but may risk longer downtime. Addressing problematic equipment
recurrence. This proactive approach reduces downtime and downtime can strengthen support but may not yield immediate results. For first-time
associated with defects, thereby enhancing the overall quality of the product. implementation, the easiest equipment to improve is typically the best choice. If
experienced, correcting the bottleneck can minimize risk. Involving employees
• ~arly_equipment management: The Total Productive Maintenance (TPM) from all business aspects in the pilot selection process can help promote
pillar m early equipment management utilizes practical knowledge gained
acceptance.
thr~ugh total productive maintenance to enhance the design of new
equipment. It considers factors like ease of cleaning, accessibility, ergonomic_ . Step 2: Restore equipment to prime operating conditi~n
control placement, changeovers, and safety features enhancing efficiency The 5-S system and autonomous maintenance are essential for re~tori~g equ~pment
and achieving planned performance levels quicker. ' - 't . . I d't'on TPM participants should learn to• mamtam eqmpment
to 1 s ongma con 1 1 . • . . .
· · an d educat1.on . . I aru·ng orderly, standardizing, and sustammg it This mcludes
. and education•· Trammg
'lnilliag • for operators managers, by orgamzmg, c e ,
.
l ·
t organizing tools thoroughly c eanmg
• maintenance personnel is crucial to ensure a successful ~otal Plant photographing equipment, removing was e, . '
equipment, and documenting improvements. A standardized 5-S work process
(TPM) program. This includes identifying equipment issues,
 • ditcd with less frequency to ensure i
.... ,a, \,'!uality
~,,,, 7 - ----------------------
--_
~.; -.- Iii.., crc;1tcd ,ind au oaram should be implemented t ts_ collt1· g~~. .,, ,ools & Techniques II

~~ 1'a1·• It .increases customer satisf .

~,,. ,1; , L'' .
,us n1a1ntena1 1ce prdolubricating eqmpment
.
correct! lt11ng ll1r'l}o, ,~
, ra .

.~t,,l,11-'Jlll . cting. an . . . ·1 · I . Y. l'h· o~e • - action. 4.25

•l 'lllin!!- 1nspe . t increasmg v1s1b1 1ty, abehng set p . is . til.t~ It improves safety and red
,,11 I. c, - tion pom s, d t' . oint 'llct t, • uces the r· k
·J,ntifring ;nspec banaes or planned own ime, training O]le s, '•h,..
I~1 It makes the workplace cl lS of accidents.
rator8• ct,"QJ•1~ .
It leads to better adberen eaner and more attractive to employees.
1 · e duringaintenance c O checklist ' and auditing th e Proce
•
n!lint,n"''
an uwnomons m ss .,.Ith~~ I~ • ce
It reduces operational cost to environment I . . and requirements.
a guidelines
3
frequenC)· oEE eaa • It helps teams and departms. t
3· Measure .- • . en s exchange knowled . .
• Step . . nt rnanually or usmg automated soft Disadvantages of TPM ge, skills, and experience
fi taraet equ1pme . I Ware . AA 5
E orfor ounp1anned stoppage time.
Track OEk'na d Regu k arly measuring OEE, lllchu, "lltn • • the disadvantages of total product' .
code trac 1 o TPM program an trac s progress overt· co110th,.& ive maintenance are as follows
the effecuvene ss of
·1anned your event for accurate analysis. Gather dune
stoppage •ta.foCategoti,,
:'IS • It is consi"dere d a time-consuming process that is
. a challenge to implement
every unp d the impact of small stops and slow cycles r at le • The method of total productive mai . .
two weeks to understan on Produ .ilst cannot-afford to imple t . . n~enance is expensive and every company
·or loss ctton men it m their workplace
• •
Step 4: Address/ Reduce maJcross•functlona team usmg focused. . Management is hesitant to invest · . .
I s create a 1 . . . m contmuous improvement, training, and
Toka~dressSteol~c~:s1::s based on OEE and stoppage time data, analy::Provell}ent education for ~mplo~ees, especially durmg crises. They are also hesitant to implement
or aizen. . 8Ynipt TOtal productive Mamtenance which require -1 th' k"
. f causes and brainstorm solutions. Schedule downr Ottts • • • • • ' s agi e m mg, openness, and personal
discuss po en ia ' b une forth' responsib1_hty. The ~am d_1sa_dvantage ofTPM is its high implementation effort, leading
1 I
agree -upo .
es , then restart production to o serve their effecti·ve ness. If e to frustration. Despite th1s, it can be introduced pragmatically.
d n fix
fix resolves the issue, move on to the next cause of stoppage time. If n0t the
more information and hold another brainstorming session. ' &athor 4.4.6 Difference between TPM and TQM
Total productive maintenance (TPM) and total quality management (TQM) bot
aim to maximize production efficiency and quality while reducing losses. TQ
Step 5: Implement planned maintenance
• prioritizes evolving quality control procedures and customer satisfaction, while TP
The final step in TPM implementation involves integrating proactive maintenance involves production operators in routine maintenance. Both focus on custom
techniques. This invol:es i~en~ifying wear components, failure-prone satisfaction, but TQM focuses on multiple aspects. TPM, introduced by the U.S. Na
components, and stress pomts usmg mfrared thermography and vibration ......1. , in the 1980s, has been replaced by the ISO 9000 framework.
. . . IIWllYSIS.
Proactive mamtenance mtervals are established, and a replacement scheduleis
4.5 PERFORMANCE MEASURES
creat~d for wear- and failure-prone components. A standardized pro.for
cre~tm~ work orders is developed. Optimizing maintenance intervals Yes Performance measurement is a systematic approach to assess the efficiency
des1gmng a feedback system, conducting monthly audits, and r effectiveness of projects, programs, and initiatives. It is used by organization
component logs to ensure the schedule is being followed. demonstrate accountability, support decision-making, and improve proces
Performance measures should be integrated into planning processes with clear g
M.4 Benefits of TPM
and objectives. They assist in strategic decisions and can be applied to pilot proj
The benefits of TPM are multi-year programs, or new initiatives.
• It minimizes equipment f:a1.1ures and
It enhan unp Ianned downtime
• ces output and perfiorm ance. .
 p
Total
~4-~26:.__ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ Quality
- . :Mana
..._~ ,ools & Techniques II
-rQM
4.S. 1 Objectives process of Perforrnan
4,S• 3 ce Meas 4.27
urernent
The objectives are to
nd
• Establish baseline measures and reveal tre s
• Determine which process need to be improved

• Indicate process gains and losses

• Compa,e goals with actual performance

• Provide information for individual and team evaluation

• Manage by fact rather than gut feeling

4.5.2 Benefits of Performance measures

Measuring performance offers numerous benefits, including project effectiveness

and fostering a culture of continuous improvement. Regular use informs decisions
allows mid-course adjustments, and drives results through an internal performanc;
Fig 4.9 Performance measurement framework
measurement system. Some of the benefits are. It
Stage 1: Prepare for performance measures
• Creates "buy-in" through stakeholders setting targets and goals together.
The stage involves establishing a team and engaging stakeholders to establish a
• Develops "best practices" and "lessons learned" that can be applied to future performance measurement framework. This stage will clarify:
initiatives.
• Where your organization is at?
• Increases accountability by demonstrating the effectiveness and value of
plans and activities in achieving desired goals/outcomes. • Where your organization want to go?
Stage 2: Identify Outcomes
• Informs decision-making including budgeting and resource allocation in an
environment where there may be competition over limited resources. The stage identifies problem and desired outcomes, explains outcomes, and
introduces a logic model and attribution relationship.
• Helps to demonstrate and document changes over time.
Target Audlance Are we doing things right
Are we doing things right Wlowe~
• Helps to co~unicate an organization's story. To manage projects and program
To understand what the e"ect Is

Develops relationships through engaging stakeholders and building a

common understanding of the process.

Wlatwedo
I
'Miat resources we invest i Be~=~~!~n '

Products & SefViceS

Change& In awareness,
knOWfedge or skills
~~:i~~n!':~'=:
P~~ • ts activities and out9uts to outcomes
Fig 4.1OLogic model: Linking ,npu '
 :3!.------------.-.:-:-::-=------To_l_d_lQ
4.28
~ . , -,. Cre:,tc pcrfor111:111c·c· mta\tirt•,
_u,_>l_ Mun
lty:...:..:,
~
~,. ., ,oe"1
,rQ•'
~___:i:.;;c_ch_n_iq_u_c_s_I_I __
,. ,/1,.

r,: 01ploycc engagement· p

• I · · crforman 4 29
n] . cc measure mentshould b, .
St ,1gc .,. ,
~
. ., t' ' il'r /nrrnlllll'l' ,m·11 !.url' s (pr n11tp11 ts and out
c ffo rt. In .vo. v1. ng crn ,, O)ccs at II .
aborattve
·1his ,uidc (ocusl:S Oil cn:,1 rnb I
.g occss or . .
hruin~(Pfllllllg, .,~scss1ng. sho rlli s 1i11
Corn
ta,
,,ccountahd1ty. fhi s nro,, motes co 1-
s f ostcnn
all level ·, .
g 1:aco .
succcc;s. n inuous lcarnin . ownership and
usin g :i (our-:-.tcp pr . B, l1J g. improvement, and overall
• ti ,.m thrmw/1Pt1I lhl· logic 11111ck I, 4
documcntrng i... "' c,oST Of QUALITY
., Hect /\ w1h·1t· arid Co rn111 u nic:1ll' n ",ult., 4,6
Stage 4: ( •> , • • 'f he compe titive business cl"
<' JV of .1 performance measuremen t /'1a111cwo rk in vo lves dc tcrrn · 1 i tmatc neces .
,}wgc , · . . . 1111ll ofl'lrctir'.vc. ~p per o~mcrs differentiate thcmselv:~tatcs c~mpanies to stay price
effective data co llrctinn and analys is methods. reporting 1csul!s, and usi"a 2 'ai11wi n1ng high, qual1t~. ~hey measure Cost of Q. b~ meeting customer needs while
gathered rn · 1o •rmprn, l:• •,1 str"lt•g,·
· fiormat1011 ... . . the f1l ·r fldvanwgc. I he principle of Cost of Q I' ~ality and use this information to
4.5.4 Role of performance achievement In achieving success the'"' Me Now or Pay Mc Later." Howeve ua lty IS similar to a commercial adage·
~po; d r, many com . .
·ng to increase warranty costs and d panics choose to pay upfront
Performance measuremen t is \'ital for organi7atiorwl success. guiding busilles 1ea d' d . pro uct recalls lh' ,
towards goals and providing insights. lt helps i~cn~i fy impro:cm~nt areas, :;
m bran
d equity an potential sales decline
·
· is can also result in loss of

informed decisions. and track progress towards ob3cct1 vcs, especially in Total Qualit)' The Cost of Quali ty is a method 0 1ogy that me h
jzation's resources for prevention d asures t e allocation of an
Management. organ an product q rt1 ·
ts [ro m internal and external failures It . ua Ymaintenance, excluding
Setting clear objectives: Setting clear, Specific, Measura bl e, Attainabl cos r Quality. and includes preventive ~o tcons1sts of the cost of Good Quality and
Relevant , And Time-bound (SMART) objectives ali gns with e, poo s s, process control d
I and external failures s, an costs related to
organization·s mission and vision, providing a baseline fo r performan: ;nterna ·
measurement and determining the success of initiatives. Quality equals the Cost of Quality, as represented in the basic equation below:
Id enti fying Key Perfo rmance Indicato rs (KPis): Key Performance CoQ = CoGQ + CoPQ
Indicators (KPis) are measurable values used to measure an organizatioll's
CoQ - Cost of Quality
effectiveness in achie•;ing its objectives, providing valuable insights for data.
driven decision-making in various industries. CoGQ - Cost of Good Quality (Prevention cost + Appraisal cost)
CoPQ - Cost of Poor Quality (Internal failure cost + External failure cost)
Monitoring Performance: Organizations should continuously monitor their
• Cost of Quality can be termed as the process that measures and determines where
performance by collecting, analyzing, and reporting data on objectives and
KPls, identi fyi ng trends, identifying potential issues, and taking timely and how organizations' resources are utilized to maintain quality and prevent poor
corrective actions. outputs. It can be regarded as a method of process improvement and quality assurance
and prevents internal and external audit failures. The cost of quality is crucial for
• Benchmarking: Benchmarking compares an organization's performance
organizations to maintain a healthy bottom line and gain a competitive edge. It helps
aga~ns_t industry sta~dards, providing valuable insights and helping set identify problems early, identify root causes, and implement preventive actions. It
reahst1~ targets for improvement, such as assessing market position or also helps identify potential failures, such as defective products before and after shipping
comparing room occupancy rates.
to customers.
Continuous improvement: Performance measurement involves tracking
4.6.t Costs incurred
progress and c~ntinuousl! improving it, identifying areas for improvement,
~ plementmg strategies to enhance efficiency, staying competitive, and Prevention costs: Prevention costs are business expenses to minimize defects
• and save labor and manufacturing costs. Failure to implement these costs
customer expectations.
 0 ..-cc. hniqucs IT
Total Qt1il lit y r-1ana ll r! '1

~ ~crvicc ,ind Rcpc1ir Costs.___ 4.31

1 • ,, ou·s'-. r IH·se tlm inc lu~
4'.!:.3~0:..---- - - ~,--.-. ,)J ckfn I CPSls lu lc: 1 "' I ll 1 c, ,. Wnrrnnty Claims
co uld Jc;id to 11g I , f11ll11\\ i11g:
arc no l limited 10. I ,1..: ( ustomcr Complai nts
S CCJfll' 1lll'll ~
-> Es t11b li.,hi11g f'rod11l I ' fl
product or Material Returns
Q ()u ulity l'lan ning .
t f)l• , l•h1p11H' ll f ,111d Jcs (l ll['
Incorrect Sales Orders
New Pro d11 C
~ . lit , 1\f1111agcmcnl Sy.sf<..•m (QMS) Incomplete BOMs
Q /)c.;,c/opm cnl ol a <) 11 a •

~ />rCJpcr r:mrl o) cc Ir:w1i11g . . ,. Shipping Damage due to Inadequate Packaging

business expenses for identify
. , costs arc tf oW to reduce CoQ7
A pr·1h·1/ co,t<i: ,\ pp ra,~.11 . fi . I . . •11a
4,6.Z . .
• P '. •. _ ,r. • 1• ping. involving pro css1onu rnspcct1on of finiii...,
dcfcct,,·c items bc,orc s !I f} ~
.
. .
. d . w materials. Appraisal costs ca n rnclude, but are
Maintaini ng quahty COSl.s 15 a significant expense for businesses, often leading
goods. ,nrentor) . an _ra bot t
tternpts to reduce coS s without compromising product or service quality. There
limited to. the following: 10 a · h. h th
10 1·
ultiple ways w IC e qua ity cost can be reduced. Some of them include:
are rn
Incoming Material Inspections
Identifying systemic issues early and taking corrective measures can save
Process Controls costs in dealing with them at a later stage.
Check Fixtures Entities should use change management tools to assess the repercussions of
implementing a change, determining if the transition will be smooth or
Quality Audits
require preparation.
• Supplier Assessments
Training programs help identify and prevent operational errors, reducing
Internal failure costs: Internal failure costs are the expenses a business or damage control costs and ensuring professional professionals are present to
corporate entity incurs after identifying defective items, including direct prevent future incidents.
material, manufacturing overhead, and direct labor consumption. Internal
Failures may include, but are not limited to, the foJlowing examples: The entities are implementing risk management techniques to prevent
advanced errors, ensuring thorough audit management, proper financial
♦ Excessive Scrap reporting, and regulatory compliance.
♦ Product Re-work Setting quality standards for suppliers is crucial for red~cin_g cos~, ensuring
•
♦ Waste due to poorly designed processes they meet established standards and improving commurucation wtth the firm.

♦ Machine breakdown due to improper maintenance 4.6.3 Benefits

Quality cost helps businesses gain a competitive edge by planni~g ~d preparing
• Costs associated with faiJure analysis
D h . t d "th maintaining quality' ultimately resulting
. · l d
ma favorable
ort e expenses assoc1a e WI
• External failure costs: External failure costs are costly expenses incuned st 1
bottom line. Some of the advantages of incurring tbe co of qua ity me u e:
~ businesses due to defective products, i~cluding high warranty and reMn k t wrong and poor-quality output.
along with manufacturing overheads. External Failures may include, • It helps the organization to ebal ou
not limited to, the following examples:
 Total Quality Mana & rechniques II
fools
·~~--------:-~--===~:7c~~~~~~~e
:±:32
It helps in problem-so vmg, . .. .
h,
l . wherein it performs cost and benefits ah~•~
naJyS'
1Q~
1
.i
pifferences between TQM
and BPR 4.33
. d ocess improvement m1tiat1ves. ts 4• siness Process Reengineering (BP
on qualrty an pr
J3Uconnected approaches to proce . R) and Total Quality M
f quality helps in a single-point evaluation of q - ter . ss 1mprov anagement (TQM)
The model or cos t o lla)jiy ere I11 ments over. time, while BPR £ ement. TQM emph . .
rove . ocuses on r d' as1zes mcremental
performance. jf!1P 1..,,,e BPR rehes on different leader h' a ical redesigns withi 'fi
. efra " • s Ip styles a d n a spec1 1c
It further evaluates the costs of failures and appraises them accordingly, 1
11fl1 tiVe BPR dep oyment requires map . n approaches to implementation
t:ffeC I fi t· Ping busine ·
µ. . ate Jow-va ue unc tons, reducing cost ss processes to identify and
4.6.4 Steps in CoQ JiJ1llJ1 • • s, or develop·
e Jace ex1stmg ones. Successful lead mg new, less costly processes
COQ Program is achieved through 3 general steps. t
o reP d . .. ers use leader h'1
t'1ons an pnontize people and w k I . s P styles to suit specific
• Step 1 - Define your COQ Categories & Data Collection Method jtua d • or · n simple TQM c
s vernent an contmuous improvement d 1ocuses on quality
'lflPro . , an BPR on .
1 d ct innovat10ns. Both can be imp! process improvements and
• Step 2 - Define your Data Collection Method & Responsible Person ro u . emented using t d
P ches respectively. op- own or bottom-up
• Step 3 -Collect analyze & report Quality Cost data and drive improvern approa '
' ents. ,.1.z Objectives of BPR
4.7 BPR
the objectives of BPR are
Business Process Re-engineering (BPR) is a trans~ormative approach to busines
8
processes, aiming to enhance quality, output, cost, service, and speed, while reducin To dramatically reduce cost.
enterprise costs and redundancies. Business processes are structured tasks for achiev· g To reduce time requirements.
a specific outcome for a specific customer or market. Improving these processes~! To improve customer services dramatically.
crucial for businesses to stay competitive. The Business Process Reengineering (BPR) . dustry.
. 1.me m
To reinvent the basic rules of the business e.g. The au
methodology involves developing a business vision, identifying processes for redesign Customer satisfaction.
understanding existing ones, identifying IT levers, and designing a prototype. Obstacle~ Organizational learning.
include lack of commitment, unrealistic expectations, and resistance to change.
•
4.7.3 Phases in BPR
Business Process Re-engineering is defined as the fundamental rethinking and
radical design of business processes to achieve dramatic improvements in critical The 4 main phases of a business process re-engineering initiative are Diagnosis,
contemporary measures of performance such as cost, quality, service and speed. ' Analysis and evaluation, re-engineering, and Evaluation. This is a virtuous cycle that
should restart over and over.
Effective Change Management Dilgnolis

Ongoing Continuous Improvements

oppo,turitinand»
Ofll!epioblens,

objeclveoofll!e
.____-
Adequate IT infrastructure

.....,,..
Figure 4.11 BPR
Business Needs Analysis ~~J Figure 4.12 Phases of BPR
 ~4 ~--------:~:::~~~~fysi~~~
d Opportunities: The analysis phase inv-~..
Tota l Quality Man
,
1af'I
-rools
& Techniques II
. .
, 11 0 wmg 1s a description of
rne !'0 some 0 f h 4 35
• 01
es to identify areas fo r improv "e, . ring methodologies.
Diagnosis of problems an t e main and most .d ·
. . t business process elll erig111ee w1 espread process
exammmg curren. d ndancy, or waste, by gathering dat ellt, re Jlainmer and Charnpy's
including inefficiency, _re u" a alld • . rnethodolo
understanding their workings. J-Iammer mtroduced a method 1 . gy: James Champy and M' b \
o ogy in 1993 ic ae
. f the existing process: The analysis Ph and new technology to redesign b . , focusing on customer needs
•
Analysis and evaluataon
.
° . ·ct •
. h involves analyzmg data to 1 entify root c ,
Ilse us1ness processes
following the d1agnos1s P ase, . llUse p avenport methodology: Tho ·
of problems in current processes, breaking them d~wn mto componentss • . " introduced
Jnnovat1on, . a meth mas
d 1 Davenpo rt' s 199 3 book, "Process
o o ogy emph ..
identifying bottlenecks, and anairzing work fl ow, usmg KPis as key input'. comprehensive understanding of asizmg the importance of a
tools for improvement. current processes and the use of analytical
Process reengineering and redesign: The re-e_nginee~ing _phase involves
• . . bus1·ness processes to eliminate meffic1enc1es, strearni·•ne
redes1gnmg . . . Manganelli and Klein's rnethodol . .
workfl ows, and reduce costs · This may mvolve reorgamzmg work activi't•ies 1994 book "The Re . . ogy.RonManganelhandMichaelK\ein's
. ... ' engmeermg Handbook" h .
• ducmg
mtro · new technology, changing job respons1b1hties,
. . and modify•1ng' involvement, strong leadershi .. ' emp as1zes employee
. P, and a clear v1s1on for organizational future
business rules. No-code technologies are crucial for qmck process modelin in business process reengineering.
. . . lfi g
and deployment. A clear, graphical representation 1s essentia or discussion
and understanding. Kodak methodology: Eastman Kodak Company developed a methodology
in the 1990s for successful process redesign, involving customer needs
Effectiveness evaluation and correction: The evaluation phase assesses
• identification, competitor benchmarking, and cross-functional team
the project's success by comparing performance to planning benchmarks, collaboration.
identifying areas for improvement, and ensuring sustainable changes over time.
Other methodologies: BPR methodologies, such as Six Sigma, Lean, and
rl.7.4 BPR Methodologies
• TQM, each have distinct methods and tools for process improvement and
The main reasons why there are many methodologies for reengineering business org~izational transformation.
process are: 4.7.5 Challenges faced by BPR
• BPR is a multifaceted discipline involving complex business process The companies that have start the use ofBPR projects face many of the following
redesign, involving multiple departments, units, customers, suppliers, challenges like
machines, and IT systems, each with its own tools, techniques, and strategies.
• Resistance
• Industries have unique needs, requiring tailored BPR methodologies for
different industries, such as manufacturing and public hospitals, to ensure • Tradition
Time requirements
effective and efficient BPR practices. •
• BPR has evolved over time, incorporating new methodologies and • Cost
approaches as practitioners gain experience and expertise, resulting in various • Job losses
8PR. methodologies with new tools and techniques. 4.7.6 Advantages of BPR
8PR. is a complex process influenced by various experts, including The advantages of BPR are
--,ement consultants, academics, and business leaders, each with their . different modules.
• BPR offers tight integration among
approaches and methodologies.
 " & Techniques II
Total Quality Mana -roo 1s
~e11, '(QM . 11ately $1,700 each for a maior .
· e ~ame database, consistent rep"- ~
4 37
4.36 - - - - - - - - - : - .- ~t rotll 1 ~ piece of ca . .
.:..:::..::__--- ·ews for the busrness J. . .,, Ortjh
It offers same VJ • ••~ 9pP ovable top nozz e (RTN), is needed i p1tal equipment. The cunent d
and analysis. . oref11 ·Jure. While this repair is a low bn case a product has to be . pro uct,
. . facility i.e. streamJrne processes. fal pro ability repaired because
It offers process onentat1on 0f a 1..·gh If the product can't be re . occurrence, the cost of d t' .
.
Y.r.pl ant· operat10nal pa1red with· own 1me 1s
• . . rty like templates and reference models. ver costs involved • m a reasonable period , the re are
• It offers nch functwna l , i1C
5lg 111
It is flexible. '[he current RTN allowed repair . h"
Wit m a reaso bl · .
.ng to plan. However, there was co 'd . na e time 1f all things went
It is scalable. cordJ ns1 erable time a d . .
ac . ..,,,ent to support the repair in sett' n cost mvolved mmobilizing
• It is expandable. qutP"' . ' mg up the equipm t t
e jng and replacmg the top nozzle and t . en o support the repair,
Disadvantages of BPR eJJ'lov , eanng down and d b·1· .
4 _7_7 r . ment. There were additional problem ~ emo I mng the repair
equip s as 101lows:
It depends on various factors like size and. a~ailabi_lity of .resources. _So, it WiJJ
• The nozzle did not always come f f
not fit for every business. It is not capable of prov1dmg an 1mmed!ate resolution. While additional heavy tool wa d ree rom the product as intended and an
Business Process Re-engineering (BPR) can have many potential benefits, there ar s nee ed to supply the force to lift the nozzle off.
also several disadvantages that organizations should consider before embarking one • Removal process involved taking out a locking tube, which resulted in a
BPR initiative. Some of the key disadvantages of BPR include: a . h
loose part. There was concern that this part could drop durmg
. t e remova1
or replacement operation, taking add't• 1· ·· •
• High costs: Implementing BPR can be a costly and time-consuming process 1 10na time. Competitive designs did
not have loose parts.
requiring significant investment in resources, including technology, training:
and consulting fees. This can be a significant barrier for small or cash. • The removal and replacement process were not sufficiently reliable. There
strapped organizations. was one occurrence when a locking tube was jammed into another locking
tube, preventing the assembly from being used.
• Resistance to change: Implementing BPR can be a difficult and complex
process that requires significant changes to an organization's culture, In order to meet contractual requirements as well as develop a more competitive
processes, and people. Employees may resist the changes, especially if they design for other potential customers, a project was initiated to develop a QRTN. A
feel their job security is at risk, leading to decreased morale and increased previous QRTN project was ca?celled late in the Detailed Design Phase after the
turnover. estimated cost increased to a level significantly above the RTN cost (+80%). Additiona
• Risk of failure: BPR is a high-risk strategy that can fail if not implemented contractual commitments caused the company to restart the project after several years
properly. The failure to gain employee support, lack of a clear strategy, or A multi-functional core team was created, and a decision was made to use the newly
poor planning can all lead to a BPR initiative's failure. developed NPD process, target costing, value analysis, and q~ality function deployme
· (QFD) to help the team accomplish its objectives. In preparation for this progra
• Disruption to operations: Implementing BPR can disrupt the day-to-day hands-on QFD, target costing and value analysis training was provided to tea
operations of the organization, leading to decreased productivity, customer members, several key functional managers, and other potential users of these tools.
dissatisfaction, and revenue loss. ·
addition, a QFD consultant was engaged to help the team apply these tools.

VOICE OF THE CUSTOMER

QFD logically begins with understanding customer needs and using th~,se ~e
cempany was under contractual obligation to deliver a quick release top to drive the development process. These customer needs ar~ referre~ to ~s v01ce
to several customers. This is a complex subassembly costing the customer" (VOC). Instead of solely relying on the marketing orgamzatlon to de
 Total Quality Manage
, 15 & Techniques II
~erit '(Qr,-1-roo ..
4.3S .h t mers to gain a first-hand understandin ~ ""he customer v1s1ts also pro .d
b rs met wit cus o . g Of 1 v1 ed good . . 4.39
llt'eds. ream mem e
•h t'~t' h were multiple customer v01ces to cons· !J1petitor's products _and an in-house design fr~ns1ght into the design of two of the
· - nc-eds. fr was recogniz
rhdr · ed t11at t ere ldet
co be a good opportunity to gather competit' m one of the customers. This proved
"ith rhis project: Th to ·Jlforrnation to develop rapid prototyp· ive assessment information and provided
· . This is the obvious customer. ey need to J..~ tile J ing models a d/ k
. . f the Customer · h • ue
• \ o1ce o th QRTN works reliably as intended, bot m operation . ts-
·01!1 n or s etches of competitive
satisfied that e d th t tl . as J l Robust Paper Feeder Desi C
. ·r They also need to be assure a ie repair can b
well as during repru . U d t d' h e ,4,,8, gn ase Study
·t· sly while on the critical path. n ers an mg t is v0 ,.,,
done expe dJ JOU ' · • • h '- J(odak's copy machine manufacturing d' ..
.
mvolve d .a revie· w of contract requirements, d1scuss10ns wit marketj ng . bility of its paper feeder from mean f b ivision was faced with improving the
1
personne 1 r esponsible for the accounts that had contractual
, . .commitments reha The Robust Design method p ~de etween failures of 2500 sheets to 40,000
for the QRTN, and discussions with the customer s _engmeermg personnel, 5heets. rov1 ed drastic im .
al ating the failure rate compared to the t d' . provement m the method for
Invitations were issued to two customers to have thelf pers?nnel Participate eV u which was very expe . ra ihonal way of feeding tens of thousands
f sheets, ns1ve and time .
on the core team, but the customers declined because of the time commitment o. the team observed the time n consummg. Instead of observing the
involved. They did ask to be regularly briefed on the progress. failures, d. . d eeded for a sheet of paper to reach a sensor after
the feed comman is issue · The arrival time is affected by the noise factors such as
• Voice of Services Division : The actual reconstitution work was done by weight of_the paper, sm~otbne~s, humidity, etc. If the arrival time is outside the design
the Services Division, a sister division. As a result, they had important willdoW, it causes feedmg failure. Thus, a design that reduces the variation of the
insights into the needs to support the actual removal and reinstallation of arrival time causes fewer failures.
the top nozzle. A Services Division individual involved in this work was
Measurement of arrival time needed new instrumentation. But, the time for
assigned to the core team to provide this insight and support the development
evaluating a design reduced from weeks to about one hour. Indeed, the Robust Design
process.
method uses a measurement system focused on the main function instead of measuring
• Voice of the Engineer : There are specific regulatory and interface defects. Such measurements are invariably more productive and lead to lower total
requirements with existing products that must be addressed and considered. development cost. The appropriate SIN ratio to be maximized for this project is the
Team members familiar with these requirements provided this customer voice. static, nominal the best type. The various control factors associated with this project
were rapidly optimized using an orthogonal array and the SIN ratio. The project was
Prior to meeting with customers, the team obtained a briefing on the prior QRTN
completed in less than three months, a fraction of the time it would have taken for the
effort to familiarize them with some of the issues. Meetings were scheduled with
traditional approach, and at a much lower cost. The method accelerates product
engineering personnel at the customers that had a contractual requirement for the QRTN.
development such that one achieves the technological limit of a concept in a much
The initial meetings were intended to probe and primarily listen for the customer needs.
shorter time compared to the traditional design methods. The result is high product
A list ofquestions to ask and a meeting agenda were prepared to guide these interviews.
reliability right from the beginning of product introduction and higher profits.
teams were briefed on asking "Why" to understand the fundamental customer
Several team members were involved in each of these interviews, and they 4.8.3 Google's performance management system
talked with multiple people in each customer organization. Interview notes Google one of the world's leading tech giants, has long been renowned for its
~ and distributed to all team members. In addition, these meetings '
innovative approach to performance management • At the heart of Google's success
in detail in subsequent team meetings to assure a complete understanding lies its commitment to fostenng. a culture of contmuous
· · rovement · Rather thanJ
imp
's perspectives. Contractual requirements were reviewed. A •
relying on traditional annual performance reviews, Google encourages frequentfi an\;
1lli6 dae marketing representatives for the customers was held to gain informal feedback between employees and their managers. This approach, often re enc<
 Total Quality Mana
7 foO 15
& Techniques II

.~-------~-==--::~~~~~~1!11,
~ 4o ~
to as --real-time feedback," enables emp_
loyees to address issues promptly _
. t'onal goals. ' llla~e
1Qf'1
pefine Benchmarking?
TWO MARKS QUE
STION AND
ANSWERS
4.41

1· ned with organiza 1

necessary adjustments, an d stay a ig .
hasis on setting clear and arnb· j, 13eochmarking is a systematic meth . [Nov!Dec'23]
Furthermore Google places a strong emP 'fi b t 1 lti(l\ls . h
emselves agamst t e best indust
od by wh· h
. ic organizations can
' . not only spec1 1c u a so measu
performance goals. These objectives are d to d fi rable tb fb . . ry practices Th measure
loyees are encourage e me the 1• , e process o orrowmg ideas and d . · e essence of benchmark· .
attainable, relevant, and time-boun d· Emp . f r o\Vn tb . a aptingthe tO . mg 1s
. h ·h · agers fostenng a sense o ownersh·1 It is a tool for contmuous improvement. m gam competitive advantage .
objectives in collaboration wit t eir man ' P and
accountability. F,numerate the steps to benchmark?
z, [Nov!Dec'23]
Google's unique performance manageme~t system extends beyond in~ividua1 Decide what to benchmark
contributions. The company recognizes the importance of team dynamics and
•• Understand current performance
collaboration. Thus, it incorporates 360-degree feedback, where. employe~s receive • Pian
input not only from their superiors but also from peers ~nd. s~bor~mates. This holistic • Study others
approach ensures a well-rounded assessment of an m~ividual ~ ?erformance and Learn from the data
encourages a collaborative spirit within the organizat10n. Addit10nally, Google's
Use the findings.
performance management system places great value on employee development. The
company provides various opportunities for skill enhancement, personal growth, and What are the types of benchmarking? [Apr/May/23)
3,
career advancement. Employees are encouraged to pursue learning and development
Internal
initiatives, contributing to their long-term success within the company. •
Competitive
In summary, Google's performance management approach is characterized by a
•
Process
commitment to real-time feedback, SMART goal setting, 360-degree assessments, and
•
4. What is a QFD? [Apr/May/23)
a strong focus on employee development. This holistic approach to performance
management has not only contributed to Google's success but also serves as a ~ode! Quality Function Deployment is a planning tool used to fulfill customer
for organizations seeking to enhance their own performance management systems. expectations. It is a disciplined approach to product design, engineering, and
production and provides in-depth evaluation of a product.
5, What are the benefits of QFD? [Nov/Dec'22]

• Customer driven
• Reduces implementation time
• Promotes teamwork
• Provides documentation
6. What are the steps reqqired to construct an affinity diagram? [Nov!Dec'22]

• Phrase the objective

• Record all responses
• Group the responses
Organize groups in an affinity diagram
•
 & Techniques II
10ol5
~ --------=-:-~-=--::;:=:~-:;-----Ti_o_t_al_Q.;;_u_a~lity;;;Mana
~E!n1 1ar-1 ~ Effectiveness of control 4.43
4.42 . ? [ Apr/A,t,._ ~ to prevent
~ e parts of house of quality. ,v1ay12,> ~ Risk priority number cause
7. What are th <-1

Customer requirements correcting high risk causes

• Prioritizing work
Prioritized customer requirements
Technical descriptors Detailed action
Prioritized technical descriptors ~ Assigning action responsibility
• Relationship between requirements and descriptors ~ Check points on completion
• Interrelationship between technical descriptors Revaluation of risk
[AprlMay/22]
8.
How will you build a house of quality? ~ Recalculation of risk priority number
List customer requirements What are the goals of TPM?
11• [Apr/May/21)
List technical descriptors . 1s
· tenance, which . an extension of
The overall goals of Total Productive Mam
Develop a relationship matrix between WHATs and HOWs
rQMare
Develop an interrelationship matrix between HOWs
Maintaining and improving equipment capacity
• Competitive assessments
Maimaining equipment for life
• Develop prioritized customer requirements •
Using support from all areas of the operation
• Develop prioritized technical descriptors •
9. Define FMEA? [Nov/Dec'2Jj • Encouraging input from all employees

Failure Mode Effect Analysis is an analytical technique that combines the • Using teams for continuous improvement
technology and experience of people in identifying foreseeable failure modes of 12. Give the seven basic steps to get an organization started toward TPM?
a product or process and planning for its elimination.
• Management learns the new philosophy
JO. What are the stages of FMEA? [Nov/Dec'21}
• Management promotes the new philosophy
• Specifying possibilities
• Training is funded and developed for everyone in the organization
• Functions
• Areas of needed improvement are identified
• Possible failure modes
• Performance goals are formulated
• Root causes
• An implementation plan is developed
• Effects
• Autonomous work groups are established
• Detection/Prevention
[Nov!Dec'20]
Qllntifying risk 13. What are the major loss areas?
'1;' • Planned downtime
I • i· • Unplanned downtime
 I -rools
s,. ,echniques II
4
1Qf'I r10w is house of quality constructed? Ex.plain with an - - - - - - ~A5
3. .~, ·te a note on performance mea ex.ample. [Nov/Dec '23J
Idling and minor stoppages ~r1 sures ofTQM. [Nov/D ,2
4. w is house of quality construct d? E . ec 2), [Apr!May/21]
ShnY-do\\TIS r10 e . x.plam with an ex.amp\
5. .~, ·tea note on performance meas e. [Apr/May/22]
Process nonconformities ~ r1 ures of TQM. [Nov/Dec'22J
• Scrap . of action 6- J_,ist and explain the steps involved in QFD. [Apr/May/22], [Apr/May/21]
. f the development and execution
' \Vhat are the generic steps or Pla11s
[Nov/Dec'2 1. PartC
• ?
1...
in benchmarking• OJ
t ks Determine resource needs. Establish task sched c"-plain
P 1 ut·mg to the cost of (\Ualit)'.
the different types of cost contr"b
Specify tasks. Sequence as • . 'Ule 1. [Apr/May/23]
. .b•l·ty for each task. Describe expected results. Specify meth ·
Assign respons1 1 I Ods
· transf ormed .mto tecb.nica\ and
. how the voice of customer is
iscuss in detail
for monitoring results. D
15. What are the phases of QFD process? [Apr!May/2QJ
2- i.....
&.,nctional requirements by QFD. [Apr/May/23]

Product planning
Part development
• Process planning
• Production planning
16. What are the several types of FMEA? [Apr/May/20]
Design FMEA Process FMEA Equipment FMEA Maintenance FMEA Concept
FMEA Service FMEA System FMEA Environment FMEA etc.

17. Define TPM?

• T: Total = All-encompassing by maintenance and production individuals
working together.
P: Productive = Production of goods and services that meet or exceed

II: Maintenance =Keeping equipment and plant in as good as or better than

erigina1 condition at all times.
PartB
affeD-Step plan to establish the TPM in an organization in detail,
[Nov/Dec'23], [Apr/May/23}, [Nov/Dec'2]
ofTaguchi s Quality loss function in detail. Give an example•
[Apr/Mayi23], [Nov/[)ee 11}