Q1.

What is TQM-Total Quality Management

It is the management of an entire organization so that it excels in all aspects of products and
services that are important to customer.

Q2. Deming’s point for implementing Quality Improvement

1. Consistency of purpose.
2. Lead to promote change.
3. Build quality into the product.
4. Build long term relationship.
5. Continuously improving product.
6. Trainings.
7. Stop aggressive & angry workers.
8. Emphasize Leadership.
9. Drive out fear.
10. Break down barriers
11. Support, help and improve
12. Education program and self-improvement.
13. Put all in company to work on the transformation

Q3. There are 7 concepts for an effective TQM progress

1. Continuous Improvement
2. Six Sigma
3. Employees empowerment
4. Bench Marking
5. Just-In-Time
6. Taguchi Concepts
7. Knowledge of TQM tools

Q4. Explain Lean Management

 A lean operation is a flexible system of operation that uses considerably fewer

resources (i.e., activities, people, inventory, and floor space) than a traditional system.
 Lean systems tend to achieve greater productivity, lower costs, shorter cycle times,
and higher quality than non-lean systems.
 Lean is both a philosophy and a methodology that focuses on eliminating waste ( non-
value-added activities) and streamlining operations by closely coordinating all
activities
 Lean systems have three basic elements: They are demand driven, are focused on
waste reduction, and have a culture that is dedicated to excellence and continuous
improvement

Q5. Explain Purchasing Cycle in detail

It is a series of steps that begin with a request for purchase and end with notification of
shipment received in satisfactory condition.
1. Purchasing receives the requisition. The requisition includes:
 Description of the item or material desired.
  The quantity and quality necessary.
 Desired delivery dates.
 Who is requesting the purchase.
2. Purchasing selects a supplier.
 The purchasing department must identify suppliers who have the capability of
supplying the desired goods.
 Vendor ratings may be referred to in choosing among vendors.
3. Purchasing places the order with a vendor
 Large-volume, continuous-usage items may be covered by blanket purchase orders,
which often involve annual negotiation of prices with deliveries subject to request
throughout the year.
 Moderate-volume items may also have blanket purchase orders, or they may be
handled on an individual basis.
 Small purchases may be handled directly between the operating unit requesting a
purchased item and the supplier
4. Monitoring orders.
5. Receiving orders. Receiving must check incoming shipments for quality and quantity.

Q6. Explain Ethical elements in supply chain

 Bribing government or company officials.
 False claiming a “green” supply chain.
 Ignoring health, safety, and environmental standards.
 Violating basic rights of workers (e.g., paying substandard wages; using sweatshops,
forced labor, or child labor).
 Mislabeling country of origin.
 Selling goods abroad that are banned at home
 Major risk of unethical behavior is that when such behavior is exposed in the media
consumers tend to blame the major company or brand in the supply chain
associated with the ethical infractions
 Every company should develop an ethical supply chain code to guide behavior.
 A code should cover behaviors that involve customers, suppliers, suppliers’
behaviors, contract negotiation, recruiting, and the environmental issues

Q7. Ethics in purchasing

• Sustainability and Social Responsibility. Champion social responsibility and
sustainability practices in supply management.
• Confidential Protect confidential and proprietary information.
• Reciprocity. Avoid improper reciprocal (Mutual)agreements.
• Applicable Laws, Regulations, and Trade Agreements. Obey laws, regulations, and
trade agreements applicable to supply management.
• Professional Competence. Develop skills, expand knowledge, and conduct business
that demonstrates competence and promotes the supply management profession.
• Compromising conduct in relationships, actions, and communications.
• Conflicts of Interest. does not conflict with the lawful interests of your employer.
• Issues of Influence. Avoid behaviors or actions that may negatively influence, or
appear to influence, supply management decisions.
• Responsibilities to Your Employer. Uphold (Trust)and other responsibilities using
reasonable care and granted authority to deliver value to your employer.
• Supplier and Customer Relationships. Promote positive supplier and customer
relationships.