C P Chandrasekaran Consultant August 2009

2008 Anna University B.E Computer !ien!e "#$%&0% '('A) *UA)+', "A-A#E"E-'
*uestion paper.
2 "A./0
1. Define Quality as per Ed. Deming?
*uality is that 1hi!h is spe!i2ied 3y the !ustomer 4end user5 as a!!ording to 6eming i2 the produ!t or
servi!e does not address 1hat 1as spe!i2ied 3y the end user or !ustomer it is 1orthless and 1ithout a
!ustomer there is no need to produ!e the produ!t.
2. What do you understand by quality statement?
*uality statement is the statement de!lared 3y the 'op management de2ining the long term goals and
o37e!tives o2 the organi8ation 1ith respe!t to produ!t *uality and !ustomer satis2a!tion.
'his statement is !alled the Poli!y and is the sour!e o2 all a!tivities in *" o2 the !ompany.
3. Explain: Empoerment?
Empo1erment is the state 1hen employees are a3le to take de!isions in their area o2 !ompeten!e
and 1ork and implement their de!isions 1ithout any need to take permission 2rom their superiors.
!.Explain:"upplier sele#tion?
upplier sele!tion is employing a !riteria o2 !onsisten!y and 9uality o2 produ!tion and then evaluating
all suppliers to arrive a t a 2e1 1ho are 2it to supply the !omponent or material to the organi8ation. this
!an 3e done on!e or periodi!ally.
$. %ist out &arious measurements of dispersion in "'(?
tandard deviation or sigma.
+nter *uartile range.
.ange

). Explain the rules to be folloed in sample sele#tion?
amples should 3e sele!ted as 2ollo1s0
%. ample should represent population.
2. +t should 3e independent o2 ea!h other.
:. +t should 3e un3iased.
&. +t should 3e 2rom the same pro!ess 3eing studied.
;. +t should 3e having su22i!ient si8e to dra1 valid !on!lusion.
<. +t should 3e analysed in time.
*.%ist don the pillars of +',?
%. Autonomous maintenan!e
2. E9uipment and pro!ess improvement and (verall E9uipment E22e!tiveness
:. Planned maintenan!e
&. Early "anagement o2 -e1 E9uipment
;. Pro!ess *uality management
<. 'P" in administrative and support departments
=. Edu!ation and training
8. a2ety and environmental management
-. Explain: +agu#hi Quality %oss .un#tion?
) 4y5 >k 4y$m5 ? and the de2inition is as 2ollo1s
C P Chandrasekaran Consultant August 2009
)oss 1hi!h o!!urs due to poor 9uality is proportional to the s9uare o2 the deviation o2 the
!hara!teristi! o2 the produ!t 2rom the nominal value.
@rom the a3ove normal !urveA the theory o2 'agu!hi !an 3e eBplained as 2ollo1s0
%. as you produ!e the produ!t eBa!tly on the straightline o2 the !urve the target and the !hara!teristi!
is same eg 1eight o2 the !asting is eBa!tly 900 grams. But the pro!ess does not produ!e the output
eBa!tly on the line and produ!es over the area en!losed 3y the normal !urve as sho1n 3y the outline.
As you go a1ay 2rom the target and produ!es !astings o2 either ;00 gm or %&00 gm there is a loss
1hi!h is re2le!ted in re1ork or re7e!tion. 'agu!hi stated that this 1ill 3e proportional to the s9uare o2
the deviation. 'hus produ!ing !astings o2 %000 gm may 3e having less impa!t 3ut the !astings o2
%&00 gm or &00 gm 1ill 3e !reating loss 2or the !ustomer or supplier.
/. Explain about 0(1?
+n an internalCeBternal audit A 1hen the auditor 2inds !ertain re9uirements are not 2ollo1ed ade9uately
or the e22e!tiveness la!king then he re!ords the 2inding in a report !alled the -(-C(-@(."A-CE
.EP(.'. +t is signed 3y the auditor and auditee.
+t has three parts.
%. 'he o37e!tive eviden!e 2ound in the lo!ation.
2. 'he re9uirement to 1hi!h it 1as non !on2orming.
:. 'he eBplanation or !on!lusion 3y the auditor 1ith respe!t to the !riti!ality o2 the non !on2orman!e
ometimes the -C. is !ategori8ed as "a7or or "inor 3y the auditor to ena3le the auditee to take the
!orre!tive a!tion 9ui!kly.
12. Explain the need for the quality systems in an organi3ation?
+n a situation 1here one produ!t is manu2a!tured and supplied to one !ustomer and the relationship is
esta3lished over a period o2 timeA it is possi3le that the employees 1orking in the organi8ation in any
2un!tion are !lear a3out the re9uirements. they may 3e kno1ing the !orre!t parameter to 3e employed
A the right tool and the right pa!king. ButA today 1e have several suppliers all over the 1orld supplying
to many di22erent !ustomers and ea!h has his o1n re9uirement. 'he !ustomer 1ants his re9uirements
to 3e translated into produ!t 1ithout errors. *uality systems 2ul2il the need o2 speaking on 3ehal2 o2 the
!ustomer to all in the organi8ation and !oordinating their a!tivities 1ith one goal ie !ustomer
satis2a!tion.
1) ,415" 6$x1)7-28
11. 6a8.6i8 %ist out the barriers of +', implementation?9mar:s -;

%. (ver produ!tion
2. Daiting
:. 'ransportation
&. +n appropriate pro!essing
;. +nventory
<. Unne!essary motion
=. produ!ing 6e2e!ts
C P Chandrasekaran Consultant August 2009
Eo1everA the 3arriers !ould also 3e organi8ational like
%. Poor planning
2. Bottlene!ks in the line
:. (ld ma!hinery giving poor 9uality
&. Poor !ontrol on tools.
;. tri!t 1ater tight !ompartments 1ay o2 1orking
<. )o1 kno1ledge level o2 1orkers
=. too many varieties and too 2e1 num3er in a 3at!h.
6ii8. Dis#uss about the analysis te#hniques for the quality #ost?9mar:s -;
'he analysis o2 *uality !ost is done as 2ollo1s0
%. Cost o2 internal non !on2orman!e this is the !ost o2 re1ork and re7e!tions happening inside
the organi8ation.
2. Cost o2 EBternal non!on2orman!e0 'his is the !ost o2 re7e!tions and repla!ements in the 2ield
3y !ustomers.
:. Cost o2 Appraisal0 this is the !ost o2 inspe!tions and audits !arried out to ensure the produ!t is
a!!epta3le to !ustomers.
&. Cost o2 prevention0 this is the !ost in!urred in a!tivities like training or !ali3ration to prevent
the errors 2orm o!!urring.
or8 6b8. 6i8. Explain the prin#iples of +Q,?9mar:s -;
%. A!hieving Customer satis2a!tion
2. Ensuring the employee involvement in 1hatever 1e do
:. Continuous improvement is all pro!esses.
&. @ollo1ing P6CA in all improvement a!tivities
;. a2ety and interests o2 Community to 3e prote!ted.
<. .espe!t 2or every individual.
=. A de2ined 1ay o2 !as!ading the goals to employees.
8. upplier involvement in *uality o2 produ!t.
6ii8 Explain about the strategi# planning?9mar:s -;
trategi! planning o2 any !ompany starts 1ith the visioning eBer!ise.
+n this eBer!iseA top management deli3erates a3out the !ompanyFs 2uture dire!tion and arrives at the
vision statement 4and sometimes a mission statement also5.
'his vision statement serves the purpose o2 telling every one 1here the !ompany is determined to go
and !arry out its 1ork.
@or eBampleA "otorola vision !learly states that G it intends to 3e the most trusted integrator o2
!ompleB !ommuni!ation and in2ormation systemsH 1hi!h means that the !ompany emphasi8es on
three things
%. 1inning the trust o2 the !ustomers
2. role as an integrator rather than a supplier
:. stay as a !ompany kno1n 2or the !ompeten!e in te!hni!ally !ompleB areas.
(n!e the missionCvision statements are de!laredA the D(' analysis is !arried out 1ith the
eBe!utives 2rom di22erent 2un!tions to kno1 the 2easi3ility o2 adopting !ertain strategies. +nputs are
taken 2rom di22erent agen!ies at this point o2 time as 2ollo1s.
%. "arket segmentation and !hanges in the segments
2. Competitor a!tivity
C P Chandrasekaran Consultant August 2009
:. #lo3al e!onomi! indi!ators
&. upplier !apa!ity and a3ilities
;. Euman resour!es
<. )egal s!enarios
+n the se!ond stageA the goals or strategi! o37e!tives are arrived at and released 1ith a time plan or
!alendar.
'hey !ould 3e as 2ollo1s0
%. Entry into small !ar market in 20%0.
2. Be!ome a market leader in A2ri!a 3y 20%2.
:. 3e the leader in +ndia 3y 20%:
'he strategi! o37e!tives need to 3e !as!aded to every 2un!tion and even to dealers and suppliers.
'his +++ stage is ena3led 3y adopting te!hni9ues like Poli!y 6eployment or "B(. ome !ompanies
re!ently have started Balan!e s!ore Card.
+n the +I stage the management needs to revie1 the progress o2 a!tion plans and modi2y the plans
due to !ertain !hanges happening in the environment.
.
12. 6a8. Explain the folloing:
6i8. $"9mar:s $;
%. ystemise
2. ort out
:. pi!k and span
&. tandardise
;. el2 dis!ipline
6ii8 5ai3en9mar:s $;
/ai8en means literally G!hange 2or the goodH. 'his is a philosophy and as a !on!ept originated in
Japan 3ut it has 3een adopted all over the 1orld 2or !arrying out small improvements. -ormally there
is a team !alled kai8en team 1hi!h 2inds out !ertain s!ope 2or improvement 1hi!h !an 3e !arried out
1ithout mu!h investment. +t !an 3e marking entry and eBit or putting sel2 glo1ing signages or even
redesigning trolleys. 'he team sits do1nA 2inds the solution and implements the solution in a 1eekend.
/ai8en is simpleA 9ui!k and parti!ipative 1ay o2 getting improvmements.
6iii8 "upplier rating and relationship diagram9mar:s );
upplier rating is the periodi! evaluation o2 suppliers to rate them as A B C or 6 depending upon
!ertain pre de2ined !riteria like *ualityA deliveryA !ost and relationship. "any !ompanies do a siB
monthly rating and some do it annually. 'he rating is done as per a system o2 assigning marks 3ased
on the past siB month data. A2ter the rating suppliers 1ho have a!hieved good rating 4 A5 are
re!ogni8ed 1hile the suppliers 1ho got poor rating 465 !ould 3e dis!ontinued. ometimesA an
agreement is done that they 1ill improve 1ithin siB months. Dell kno1n !ompanies like Eyundai
display the ratings in the !ompany 1here visitors arrive and some treat this as !on2idential.
1elationship diagram:
+t is one o2 the = ne1 *C tools and it indi!ates the relationships 3et1een several entities.
@or eBampleA the relationships o2 individual entities in the transportation are as 2ollo1s0
C P Chandrasekaran Consultant August 2009
6or8 6b8 Dis#uss about ,aslo<s need hierar#hy theory and =er3berg<s to fa#tor theory for
moti&ation?9mar:s 1);
"aslo1Fs need hierar!hy 1as aimed at eBplaining the reason 2or the 3ehaviour o2 people di22erently in
situations. "aslo1 thought o2 a hierar!hy o2 needs 1hi!h eBist a!!ording to 1hi!h the person 3ehaves
in a parti!ular 1ay 1hi!h is not !lear to others.
%. -eed 2or sel2 a!tuali8ation
2. needs 2or sel2 esteem
:. need 2or 3elongingness
&. needs 2or sa2ety
;. needs 2or physiologi!al prote!tion
% is the highest level and ; is the lo1est. Ee also stated t1o !onditions in this hierar!hy.
%. (n!e a lo1er level need is satis2ied it loses its poten!y as a motivator.
2. 'he individual moves up one level at a time.
@or eBample on!e the physi!al needs are satis2ied 3y salaryA this is not a motivating 2or!e 2or 3etter
1orking 3ut the higher need !ould A2or eBample 3elonging to a teamA 3e motivating.
'he !riti!ism o2 "aslo1 theory is it is not proven 3y eBperiments. e!ondlyA the later eBperien!es o2
6r "aslo1 seemed to 3ring in !ertain pre !onditions 1hi!h are re9uired 2or this hierar!hy to operate.
Around the same time 1hen "aslo1 !am up 1ith is throry 4%9<05 6r @rederi!k Eer83erg 2ounded the
t1o 2a!tor theory. Eer83erg said that it is important to 2ind 1hat makes people happy and satisi2ied on
their 7o3s or 1hat makes them unhappy and dissatis2ied. Ee isolated t1o needs 1hi!h happened to 3e
isolated 2rom ea!h other. 'he 2indings on unhappiness and dissatis2a!tion 1ere !lu33ed into hygiene
2a!tor and those 1ith happiness and satis2a!tion 1ere !lu33ed into motivation 2a!tor. Eer83erg said
that the hygiene 2a!tors like pay or !anteen are re9uired to keep the people at 1ork in the sense they
are like 3asi! hygiene 2or the 3ody 3ut 3eyond a point they do not !reate happiness at 1ork.
(pportunities to learnA the team 1ork and the re!ognition may 3e the motivating 2a!tors 1hi!h !ould
3ring in 3etter produ!tivity and 3etter !ontri3ution. 'he !riti!ism o2 Eer83erg theory is that many times
the produ!tivity !annot 3e predi!ted 3y this theory. ome 3elieved that money has a po1er 3eyond
the theory to motivate people even to innovate or 1ork in teams. )ater papers did not 2ind that
hygiene and motivation !an 3e separated and they !an 3e put in a grid to pro!eed in 3oth 4 J D
"!)ean$Produ!tivity #rid5.
Battery Diring
Earness
ACC
!ompressor
6river
Console
1it!h
Passenger !onsole
Air 2lo1 in !a3in
'emp
indi!ator
C P Chandrasekaran Consultant August 2009
13. 6a8. Explain in detail: 6i8. 'ro#ess #apability9mar:s -;
'ro#ess #apability
Pro!ess !apa3ility is the eBtent to 1hi!h the variation in pro!ess is 1ithin the a!!epta3le limits or
toleran!es o2 the !ustomerCinternal !ustomer. 'his is stated 3y the Pro!ess !apa3ility indi!es Cp and
Cpk.
Cp is Pro!ess !apa3ility indeB and is !al!ulated as 2ollo1s.
Upper spe! limit$)o1er spe! limitC Upper Control limit$)o1er !ontrol limit.
Upper spe! and lo1er spe! limit are given 3y !utomers. Eg 2 hours to & hours response time.
Control limits are derived 2rom the data 4a2ter !he!king normality o2 the distri3ution5. Eg % hour to ;
hours response time.
Cp> 2C& >0.;.
@or a !apa3le pro!ess Cp K%A it should 3e pre2era3ly %.:. Eere 1e note that Cp is 0.; and hen!e the
pro!ess is stated to have poor !apa3ility. Cpk is Pro!ess per2orman!e. 'his takes into a!!ount the
2a!t 1hether the pro!ess is !entred or it is o22 !entre. +t is supposed to 3e more pre!ise than Cp.
Cpu> Upper spe! limit$'arget CUpper !ontrol limit$"ean
Cpl> 'arget$)o1er spe! limitC"ean$)o1er !ontrol limit.
Cpk is the minimum o2 the a3ove t1o.
Eg in the a3ove numeri!al illustration Cpu> &$: C;$: >0.;L Cpl> :$2C:$%>0.; Cpk>0.;
+n this !ase Cpk and Cp are same 3ut in many !ases 1hen the pro!ess is o22 !entre Cpk tends to 3e
lo1er than Cp.
'his is eBplained 3y the 2igure given 3elo1.
De !an o3serve theat the Control limits are 1ider than the pe!i2i!ation limits and hen!e 9uite a 2e
o!!asions 4as per the area o2 the normal !urve5 2all outside the a!!eptan!e limits. 'hese are
de2e!tives and !ould dissatis2y those !ustomers 1ho re!eive su!h servi!es Cprodu!ts.
@or the !ustomer satis2a!tionA the pro!ess !ontrol limits should 3e 1ell 1ithin the spe! limits and the
mean o2 the data should !oin!ide 1ith the target value.
+n ' standars it is re9uired that the pro!ess !apa3ility should 3e as 2ollo1s0
Cp>%.:: and Cpk>%.<= to allo1 2or the pro!ess dri2t.

6ii8. "ix sigma9mar:s -;
iB sigma derives its origin 2rom the greek letter sigma meaning standard deviation. 4M5. iB sigma is
also a measure o2 the pro!ess as in normal distri3utionA 99.: N o2 the data is estimated to 2all 1ithin
the linmits o2 : sigma on one side o2 the mean and : sigma on the other side o2 the mean. in!e
Target
USL LSL LCL
L
UCL
C P Chandrasekaran Consultant August 2009
99.=N is a very !lose 2igure to %00N and due to the !urve o2 normal distri3ution not tou!hing the B
aBisA this is taken as the 2igure to indi!ate the !apa3ility o2 the pro!ess.
Dhen the siB sigma limits are !loser and less than the spe! limits the pro!ess is !onsidered to 3e
good as at any time the produ!ts are going to !on2orm to re9uirements.
'he siB sigma is also a methodology to ensure that the variation !omes do1n and the siB sigma
!ontinuously sho1s that the pro!ess variation is less than the toleran!e limits. 'he lesser it is the
3etter is the *uality and more is the !ustomer satis2a!tion.
iB sigma methodology 1as introdu!ed 3y "otorola in %988 and 3e!ame the 2lag ship improvement
pro!ess in the !ompany. iB sigma no1 is adopted all over the 1orld and the improvement pro7e!ts
save millions o2 rupees every day.
'he pro7e!ts are taken through the 2ive phases as 2ollo1s0
%. 6e2ine
2. "easure
:. Analyse
&. +mprove
;. Control
'he teams normally take up di22erent pro7e!ts and !omplete the pro7e!ts in siB months. 'he goal is
normally spe!i2ied in the units o2 sigma meaning the pro!ess 1as earlier in 2 sigma and the goal is &
sigma. +t is not mandatory 2or all pro!esses to 3e in siB sigma 3ut !loser it is the 3etter.

6or8 6b8 Dis#uss the need> #onstru#tion and appli#ations of #ontrol #harts for &ariables.9mar:s
1);
'he need o2 !ontrol !harts0
@rom days o2 the early industrial revolution till %920s the only 1ay to !ontrol 9uality 1as to inspe!t. )ot
o2 man hours 1ere spent in inspe!tion at all stages and an army o2 inspe!tors thronged the
1orkpla!es. Eo1everA it hardly improved the 9uality. +nspe!tors did mistakes and managers over
rea!ted to variations as per their o1n 7udgement. D A !he1art !reated the !ontrol !harts to let the
managers to avoid employing large num3er o2 inspe!tors 3ut still have !ontrol on the output.
'he !ontrol !harts are needed to
%. avoid spending on inspe!tion
2. kno1 1hen to intervene and !orre!t the pro!ess.
:. 2ind 1hether the pro!ess is sta3le or not.
&. empo1er the operator to a!t i2 re9uired.
;. save time in 1aiting 2or inspe!tion to pass the lot.
<. transparent as 2ar as the pro!ess is !on!erned 1ith !ustomers.
Constru!tion o2 !ontrol !hart0
Control !harts are !onstru!ted as 2ollo1s0
A pro!ess 1hi!h is to 3e put under statisti!al !ontrol is sele!ted.
'he items produ!ed are taken 2rom routine produ!tion every hour in groups o2 & or ; and the
!hara!teristi! say 1eight is measured. 'his is !alled su3 group. 'hese & or ; sample have a mean O
3ar and a standard deviation sigma. imilarlyA it is possi3le to !ontinue !olle!ting a3out :0 readings
!ontinuously.
C P Chandrasekaran Consultant August 2009
-o1A 1e have enough data to !onstru!t a !ontrol !hart. Be2ore 1e do itA some !he!ks are re9uired to
3e done.
%. +2 there are outliers meaning some point 1hi!h is totally irrelevant and !ould 3e error they
should 3e removed as they 1ill a22e!t the !al!ulation.
2. All data should 3e independent meaning one point should not a22e!t the other.
:. 'here should not 3e trend time 1ise.
&. 6istri3ution o2 data should 3e normal.
A2ter !arrying out these !he!ks. 'he mean o2 sample means is !al!ulated 4 average o2 sample
averages5 this is !alled O 3ar 3ar.
'he !ontrol limits are !al!ulated as 2ollo1s.
)C) > O 3ar 3ar P : times sigma or standard deviation 4O3ar3ar$ A2 . 3ar 5
UC)> O 3ar 3ar Q : times the sigma ie standard deviation 4O 3ar 3ar Q A2 . 3ar5
'he !ontrol !hart looks like this 0
imilarly the range values in ea!h su3 group are plotted as a range !hart.
'he !entre line o2 the !hart 3eing . 3ar 4mean o2 ranges5. 'he !ontol limit 2or ranges .3arQ 6& .3ar
and . 3ar$6: . 3ar 1here value o2 6: and 6& are taken 2rom the statisti!al ta3les 2or the su3 group
si8e.
Control !harts 2or varia3les0
@or su3group 3ased data O3ar . !hart is the most suita3le one. 'ypi!al appli!ations are 2rom any
manu2a!turing industry. @or instan!e in in7e!tion moulding 2our plasti! 3ottles are produ!ed in every
stroke. EereA the 1eight o2 the 3ottle is !riti!al. oA a !ontrol !hart !an 3e !onstru!ted 1here every
hourA & 3ottles are taken and the readings taken.
'he !ontol !hart read at the end o2 the day sho1s the variation in the 1eight o2 3ottles 2rom hour to
hour. As 2ar as the variation in 1eight is 1ithin the !ontrol limitsA the pro!ess is sta3le and is 3ehaving
1ithin the statisti!al !ontrolA +n !ase any data point has gone out o2 the !ontrol limitA the pro!ess has
deviated at that time due to an assigna3le !ause and this needs to 3e a!ted upon 3y stopping the
pro!ess and investigating.
'he range !hart is to 3e studied 2or 1ithin group variation. +n!ase any point has go ne out o2 the
!ontrol limit then the inter group 4one o2 the 2our moulds5 is the !ause 2or !reating insta3iulity.
C P Chandrasekaran Consultant August 2009
@or manu2a!turing situations 1here the su3group is not possi3le 3e!ause the events are taking pla!e
one at a timeA individual B readings are plotted and it is !alled + P". or individual and moving range
!hart.
'hese t1o !harts are used 2or varia3les 1hi!h are !ontinuous.

@or dis!reteC attri3ute type data.
P !harts 2or proportions and np !harts 2or non !on2orming items are used.
@or lo1 num3ers like de2e!ts or !omplaints
C !harts or u !harts are used.

1!. 6a8. Dis#uss the ob?e#ti&es> pro#ess> out#ome and benefits of .,E4?9mar:s 1);
(37e!tives o2 @"EA
%. 'o identi2y 2ailure modes and the !orresponding risks.
2. 'o 9uanti2y the risks o2 2ailures.
:. 'o prioritise the risks.
&. to take !ountermeasures 2or the prioriti8ed risks.
Pro!ess o2 6esign @"EAL
%. 'he C@' is 2ormed 2or per2orming the design @"EA.
2. 'he individual items are listed and the 2un!tion o2 ea!h item is listed.
:. 'he 2ailure mode 3y 1hi!h the item 1ill not per2orm its 2un!tion is identi2ied. ay a tu3e 1ill
leak 'his is a 2ailure mode o2 the tu3e.
&. the 2ailure mode is eBtended to its !onse9uen!e eg the leak 1ill !ause damage to the
ma!hine then the severity o2 su!h an o!!urren!e is rated in a s!ale o2 %$%0.
;. the potential !auses 2or su!h a 2ailure mode are identi2ied eg a leak is !aused 3e!ause o2
impurities in the li9uid.
<. 'he pro3a3ility o2 this !ause o!urring is rated in a s!ale o2 %$%0 + 3eing rare and %0 3eing the
num3er 2or very o2ten o!!urring !ause.
=. 'he everity and Pro3a3ility determine the risk ho1ever it is modi2ied 3y dete!tion
me!hanisms i2 something is availa3le to dete!t the impurities in time.
8. 'hs the risk priority num3er .P- is the produ!t o2 everityR pro3a3ilityR dete!tion.
@tem


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'u3e )eak 6amage 8 +mpurity in oil < -il -il %0&80+nstall 1arning
in ma!hine
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ep
Pro!ess o2 pro!ess @"EA0
C P Chandrasekaran Consultant August 2009
%. C@' is 2ormed.
2. )ist all the operations one 3y one.
:. Drite the purpose o2 ea!h operation. Eg !uttting
&. Drite the 2ailure mode 2or ea!h operation eg !ut to 1rong length
;. +denti2y the !onse9uen!e o2 su!h a 2ailure mode eg 3at!h re7e!ted.
<. Drite the severity o2 the 2ailure eg 8
=. +denti2y the potential !auses 2or su!h a 2ailure eg 1rong tool.
8. Drite the pro3a3ility o2 su!h a !ause o!!urring in na s!ale o2 %$%0 4% rare %0 very o2ten5.
9. everity and Pro3a3ility together !onstitute the risk 3ut it is modi2ied 3y the dete!tion.
%0. 6epending on the pro!ess !ontrolC error proo2ing the dete!tion s!ore is given.
%%. 'hen .P- is !al!ulated as everity R pro3a3ilityR dete!tion.

Cperation


'otential
failure
mode
'otential
effe#t6s8
of failure
"
e
A
(
l
a
s
"
'otential
#ause6s8
Bme#hanism6s8
of failure
C
#
#
u
1
(urrent
'ro#ess
#ontrols
're&ention
(urrent
'ro#ess
(ontrols
Dete#tion
D
e
t
e
(
1.
'.
0.
1e#ommended
a#tion6s8
1esponsiD
bility E
target
#ompletion
date
4#tion results
4#tions
ta:en
"
E
A
C
(
(
D
E
+
1.
'.
0.
Cutting Drong
length
.e7e!tion 8 "istake in tooll < -il -il %0&80+nstall !he!king
2or tool
B an7ay 2&
th
ep
6or8 6b8. Explain about the folloing:
6i8. Q.D pro#ess9mar:s -;
'he *uality @un!tion 6eployment is tool to translate the !ustomer re9uirements to produ!t
!hara!teristi!s as done 3y a C@'. @irst the !ustomer re9uirements are gathered and 1ritten as
2ollo1s0
EBample A 3i!y!le 2or young students
0o (ustomer ants @mportan#e (ompetiti&e status
1 4ttra#ti&e styling ! 4t par
2 (hoi#e of #olours ! @nferior
3 Wor:s ell on all roads $ @nferior
! (arries a lot 2 4t par
$ .ast 3 "uperior
$ +heft resistant $ @nferior
)et us then speak to 6esigners and get the te!hni!al !hara!teristi!s o2 the 3i!y!le
0o +e#hni#al #hara#teristi#s
1 'edal .or#e
2 Weight of #y#le
3 'aint thi#:ness
! Fearing ratio
$ Wheel rim idth
$ %o#: design
C P Chandrasekaran Consultant August 2009
0o e #onstru#t a house of Quality #alled Quality .un#tion +able.
0o (ustomer ants &s
te#hni#al
#hara#teristi#s
'
e
d
a
l

.
o
r
#
e

e
i
g
h
t
'
a
i
n
t

F
e
a
r
i
n
g

l
o
#
:

d
e
s
i
g
n
"
#
o
r
e
1 4ttra#ti&e styling 2 2 2 2 2 2
2 (hoi#e of #olours 2 2 ) 2 2 )
3 Wor:s ell on all roads / / 3 / 2 32
! (arries a lot ) ) 2 ) 2 1-
$ .ast / / 2 / 2 2*
$ +heft resistant 2 2 2 2 / /
+e#h #omparisons medium medium equal poor poor
+arget &alue G :gf H :g 122 dft 3 speed nil
'he ta3le sho1s *uality ie 1hat !ustomer 1ants on one side and @un!tion ie 1hat our designers
provide on the other side. By making a matriB let us study 3oth and see ho1 they are mat!hing.
9 sho1s the maBimum !orrelation o2 !hara!teristi! to the 1ant.
< sho1s medium !orrelation.
: sho1s minimum !orrelation.
0 sho1s no !orrelation.
'he ta3le is interpreted as 2ollo1s0
Among !ustomer 1ants G1orks 1ell on all roadsH is addressed 3y our designers !omprehensively 3ut
still 1e are in2erior to the !ompetitor. in!e arro1 marks indi!ate the e22orts going onA 1e 1ill take
!redit 2or the e22orts and a!!elerate them. )east s!ore is 2or attra!tive styling 405 no te!hni!al 2eature is
addressing this and 1e are at par as per the !omparison. De !an 3e overtaken soon as 1e are not
putting any e22orts. Customer has given the se!ond highest importan!e s!ore to attra!tive styling and
so 1e may lose out. De need to put in e22orts in this dire!tion and designers need to !orre!t their
development models to o22er more attra!tive styling. As 2ar as the te!hni!al !hara!teristi!s are
!on!erned eB!ept lo!king all are high 3ut lo!king is o2 maBimum importan!e. De are not !lear that the
!ompany is serious a3out this. o 6esigners should !ome out 1ith not only good lo!k 3ut the2t 2ree
design. 4not dupli!ated or not repeated or dou3le lo!king system5
'his is ho1 *@6 helps us. 'here !ould 3e !ontradi!tions as 1e improve attra!tive styling it may
3e!ome less 2ast due to air drag or 1eight. 'his is !alled te!hni!al !ontradi!tion in *@6. 'his has to
3e resolved 3y innovation only.
6ii8. Ien#hmar:ing pro#ess9mar:s -;
'he 3en!hmarking pro!ess 1orks as 2ollo1s0
%. 1hat are the strategi! needs o2 the !ompanyS
2. 1hat are the key pro!esses 1hi!h are !ru!ial 2or improvementC3reakthroughS
:. 1hat are the !hara!teristi!s Cmeasures 1hi!h 1e !an o3serve in the pro!ess 2or e22i!ien!y or
e22e!tivenessS
&. 6o 1e see the gap in them 1ith respe!t to othersC
;. 6o a primary study and lo!ate partners 1ith 1hom 1e !an 3en!hmark the pro!ess. -ote0 the
partners need not 3e in the same industry.
<. ele!t a team to go and study the partnerFs pro!ess and share your pro!ess 1ith them.
=. )imit your study to agreed areas and do not go 3eyond the s!ope.
8. .e!ord the 2indings and adopt the 2indings to improve the pro!ess.
9. .e!ord the learnings.
1$.6a8. 6i8. Explain about quality system auditing?9mar:s -;
*uality system auditing !an 3e as 2ollo1s
C P Chandrasekaran Consultant August 2009
%. +nternal audits
2. EBternal audits
+n eBternal audits system auditing is !arried out 3y people not 3elonging to the same organi8ation and
1hen it is !ondu!ted 3y !ustomers it is !alled se!ond party audits and 1hen it !ondu!ted 3y
!erti2i!ation agen!ies or independent registrars it is !alled 'hird party audits.
'he system auditing is either done 2or 9uali2ying a supplier or is done 2or improvement o2 the eBisting
system.
-ormallyA the *uality system auditing is done as per the international standard +( 900% 3ut it is
possi3le to do the auditing as per a !ustomerF re9uirements also. @or eBample in the automotive
industry the standard ' %<9&9 re9uires the system auditing to take note o2 the re9uirements o2 the
!ustomers.
'here is an international standard 2or system auditing and it is !alled +( %900%02002 . +t !overs audit
planningA !ompeten!es o2 auditorsA audit management and the !ommuni!ation o2 results.
Unlike produ!t auditsA system auditing does not have any 2iBed sample si8e to audit. 'he auditors
have kno1ledge o2 the 9uality systems and they pi!k up trails o2 a parti!ular order or a re9uirement
and 2ind 1hether the system is !omplied 1ith 3y all the prople. +2 the re9uires are not 2ound to 3e
!ompliedA eg a 1rong ma!hine is used or a test is missed out then th auditors raise -on
!on2orman!e note !alled -C. .
'his is not a note telling the auditee 1hat to do or !omplaining against any one 3ut it is an o37e!tive
re!ord o2 an event 3eing 2ound that a parti!ular re9uirement is not 2ollo1ed.. it has three partsA
%. Eviden!e
2. Attri3ution o2 the 2inding to a re9uirement
:. EBplanation a3out the need to !omply.
'he -C.s are signed 3oth 3y the auditor and the auditee and given to management also 2or 2ollo1
up. "any !ompanies have a22iBed time period 1ithin 1hi!h the -C.s are to 3e !losed and a!tions
taken veri2ied 3y the auditor.
+t is usual to upgrade the !ompeten!es o2 auditors periodi!ally as the 7o3 !alls 2or high degree o2
kno1ledge and 2amilaiarity 1ith the *uality systems 3eing audited. "any take the 2eed3a!k 2orm the
auditee to monitor the 2airness o2 the audit pro!ess.
6ii8 Dis#uss the implementation of @"C:/222:2222 quality systems?9mar:s -;
'he +( 900%02000 4no1 revised to 20085 needs 3e implemented in a planned 1ay. @or a 3ig
!ompany this eBer!ise may take a3out siB to eight months and 2or a small !ompany it may take : to ;
months time depending on the e22orts put in !ontinuously.
'he a!tivities are detailed as 2ollo1s.
%. "anagement should de!lare the intention to go 2or +( standard *" and nominate a team
1hi!h 1ill implement the standard.
2. 'he team meets and deli3erates a3out the present status and de!ides the time re9uired.
:. "anagement to de!lare the *uality Poli!y and o37e!tives to all the people.
&. management 1ill in2orm the 2un!tional Eeads to study the re9uirements and understand the
need to have pro!esses 1hi!h are !utting a!ross the 2un!tions.
;. 'he team de2ines the key pro!esses in the !ompany they may 3e ; to %0 depending on the
!ompleBity o2 the !ompanyFs operations.
<. 'he pro!ess maps are prepared and veri2ied 3y all the managers.
=. thius !onstitutes the main implementation do!ument.
8. 'he *uality manual is 1ritten 1ith the pro!ess maps as guiding do!ument.
9. 'he ++ level pro!edures are 1ritten 3y the dept heads 1ith the assistan!e o2 all the employees.
C P Chandrasekaran Consultant August 2009
%0. 'he do!umentation is !ompleted 2or all a!tivities and the do!uments are released 2or all the
employees.
%%. the +nternal auditors are trained 2or !ondu!ting the audits on all aspe!ts o2 the !ompany and
its operations.
%2. 'he internal audits are !ondu!ted and the 2la1s in the system are reported.
%:. 'he management revie1s the audit 2indings and takes the !orre!tive a!tions.
%&. A2ter getting !onvin!ed that the system is sta3leA the management re9uests the !erti2i!ation
agen!y to !ome and do an eBternal audit.
%;. 'he sele!ted agen!y sends its team o2 auditors 1ho !ome and do the audit and su3mit the
report to the management.
%<. +n !ase there are no ma7or dis!repan!ies or non !on2orman!es the !erti2i!ate is a1arded to
the !ompanyFs *uality management system 1hi!h is valid 2or : years su37e!t to an annual
surveillan!e audit.
6or8 6b8.6i8. Explain about the do#umentation pro#ess in @"C /222:2222 system?9mar:s -;
'he do!umentation has several tiers 3ut many !ompanies 2ollo1 a & tier do!umentation pro!ess.
+ tier is the *uality "anual. A *uality manual is the apeB do!ument o2 the !ompany and is also !alled
the apeB manual. 'his manual is the only do!ument 1hi!h de2ines the s!ope o2 the *uality
management system and addresses all the re9uirements o2 the standard 3rie2ly.
+t is not only use2ul to employees 3ut also use2ul to !ustomers and eBternal agen!ies as they !an read
and understand a3out the !ompanyFs *uality management system.
'he eB!eptions are stated in the manual eg no servi!ing is in!luded in the s!ope.
'he manual is signed 3y the CE( and no one !an revise it eB!ept the CE(.
++ level is the Pro!ess maps. in!e +( has adopted the pro!ess approa!h the !ompanies need to
introdu!e the pro!ess 1ay o2 1orking 1hi!h !uts a!ross the depts. A!tivities. 'he pro!ess maps are
the property o2 the !ompany and so they are !ommon 2or many depts..
+++ level pro!edures are 2un!tional do!uments. E. or Pur!hase or hipping may have their o1n
pro!edure manuals detailing the a!tivities in their s!ope. +n produ!tionA 1ork instru!tions are !ommon
and they are displayed in the shop 2loor.
*uality "anual
Pro!ess maps
Pro!edures and
Dork +nstru!tions
6ata and re!ords
C P Chandrasekaran Consultant August 2009
+n the last levelA 1e have data and re!ords. All the a!tivities !arried out generate re!ords. Eg
inspe!tion reports. 'hese are stored either in paper or in digital media. "any times the re!ords are in
the 2orm o2 data and these are also to 3e stored sa2ely so that they !an 3e retrieved i2 re9uired.
"anagement .epresentative is the person 1ho is authori8ed to !arryout revisions in any do!ument
and is also responsi3le to distri3ute them to all !on!erned persons.

6ii8 Dis#uss @"C 1!222 requirements and its benefits?9mar:s -;
+( %&000 is an Environ management standard and is aimed at redu!ing the environment impa!t and
pollution due to the pro!esses.
+ts re9uirements are as 2lo1s0
Clause no &
#eneral re9uirements
&.2 Environmental poli!y0 'his de2ines the need 2or having a poli!y 2or environment management
system.
Planning 0
'his !lause !alls 2or having an assessment o2 environment impa!ts around the !ompany. +t has also
!alled 2or the organi8ation to !olle!t the legal re9uirements. Dith the legal limits and the impa!ts
!reated 3y the pro!esses around the !ompany 4or to the users o2 produ!ts5A o37e!tives are de2ined
these are 9uanti2ia3le and time 3ound. +n nplanning ea!h and every pro!ess is studied 2or the
environment aspe!ts 2or eBample the painting pro!ess has an aspe!t regarding the air pollution. 'he
aspe!t register is !ompiled 1ith all pro!esses and related aspe!ts. 'his 2orms the 2oundation o2
implementing the E".
Eere the management needs to plan 2or resour!es to implement the environment management
system. +t also !alls 2or the training o2 people and upgrading the !ompeten!es o2 all employees. +n
this !lause operational !ontrol is de2ined. 'he routine operations need to 3e !ontrolled so that eh
environmental aspe!ts are monitored and kept 1ithin the limits. Emergen!y preparedness is an
important part o2 operational !ontrol 1herein the emergen!y situations are de2ined and the pro!edures
are 1ritten 2or dealing 1ith the situations. "o!k drills are a part o2 emergen!y preparedness.
+n this !lauseA the re9uirements are listed 2or monitoring and measurementA audits and evaluation o2
!omplian!e. 'he non !on2ormities noted either during routine monitoring or through audits need to 3e
a!ted upon in a timely manner.
(ther !lauses 1hi!h ena3le the administration o2 Environment management systems are
a5 do!ument !ontrol
35 re!ord keep+nternal audit
!5 management revie1
d5 +nternal audit
e5 Communi!ation
'hey are not uni9ue to +( %&000 and are !ommon 1ith many other management standards.