Sei sulla pagina 1di 4

ASSIGNMENT BBA Semester III Subject Code: BB0015 (2 credits) Set 1 SUBJECT: QUALITY MANAGEMENT Marks 30 Note: Each

Question carries 10 marks


Q1. Define the term Quality. What is Total Quality Management? According to Juran Quality is fitness for use. According to Crosby Quality is conformance to requirements or specifications. According to Taguchi Quality is the loss that a product costs to society after being shipped other than any losses by its intrinsic functions. According to A Feigenabaum Quality is what the customer says it is. The dictionary has many definitions of quality. One definition of quality is customer satisfaction. Another alternative is fitness for use. Quality is relative. Its meaning as given in the oxford dictionary is Degree of Excellence . Its definition depends on the perception and varies from situation to situation or from individual to individual. Quality depends on the perception of a person in a given situation. The situation can be user oriented. Since any item is manufactured for the use of a customer/user who dictates the quality. y Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. TQM requirements may be defined separately for a particular organization or may be in adherence to established standards, such as the International Organization for Standardization's ISO 9000 series. TQM can be applied to any type of organization; it originated in the manufacturing sector and has since been adapted for use in almost every type of organization imaginable, including schools, highway maintenance, hotel management, and churches. As a current focus of e-business, TQM is based on quality management from the customer's point of view. At its core, Total Quality Management (TQM) is a management approach to long term success through customer satisfaction. In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work. The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran. TQM processes are divided into four sequential categories: plan, do, check, and act (the PDCA cycle). In the planning phase, people define the problem to be addressed, collect relevant data, and ascertain the problem's root cause; in the doing phase, people develop and implement a solution, and decide upon a measurement to gauge its effectiveness; in the checking phase, people confirm the results through before-andafter data comparison; in the acting phase, people document their results, inform others about process changes, and make recommendations for the problem to be addressed in the next PDCA cycle.

y y

TQM is an integrated management approach in satisfying customer needs in totality on a continuing basis through involvement of each and every employee in the organisation making continuous improvement on on side and an appropriate cost effective technology along with proper problem solving methodology on the other. TQM is a management philosophy, a journey to organisational excellence through customer orientation. TQM is the application of quantitative methods and human resource to improve the product and services supplied to meet the customer requirements now an in future.

Q2. What is meant by Quality Audit ? What are the essential ingredients of a Quality Audit Programme? A quality audit is an independent review conducted to compare some aspect of quality performance with a standard for that performance. The term independent is critical and is used in the sense that the auditor is neither the person responsible for the performance under review nor the immediate supervisor if that person. An independent audit provides an unbiased picture of performance.
The principles of Quality Audit, in the sense we mean it here, are based on the style of quality standards used in several formal national and international standards such as the ISO-900x international quality standards. These standards do not in themselves create quality. The logic is as follows. Every organization should define comprehensive procedures by which their products or services can be delivered consistently to the desired level of quality. Maximum quality is rarely the desired objective since it can cost too much and take too long. The average product or service provides a sensible compromise between quality and cost. There is also a legitimate market for products that are low cost and low quality. Standards authorities do not seek to make that business judgment and enforce it upon businesses, except where certain minimum standards must be met (e.g. all cars must have seat belts that meet minimum safety standards, but there is no attempt to define how elegant or comfortable they are). The principle is that each organization should create thorough, controlled procedures for each of its processes. Those procedures should deliver the quality that is sought. The Quality Audit, therefore, only needs to ensure that procedures have been defined, controlled, communicated and used. Processes will be put in place to deal with corrective actions when deviations occur. This principle can be applied to continuous business process operations or recurring project work. It would not be normal to establish a set of quality controlled procedures for a one-off situation since the emphasis is consistency. This principle may be applied whether or not the organization seeks to establish or maintain an externally recognized quality certification such as ISO-900x. To achieve a certification, the procedures will be subjected to internal and external scrutiny.

Quality audits are used by companies to evaluate their own quality performance and the performance of their suppliers, licensees, agents and others and by regulatory agencies to evaluate the performance of organisations which they are assigned to regulate. The specific purpose of quality audits is to provide independent assurance that: y Plans for attaining are such that, if followed the intended quality will, in fact, be attained. y Products are fit for use and safe for the user. y Standards and regulations define by government agencies, industry associations and professional societies are being followed. y There is conformance to specifications. y Procedures are adequate and are being followed. y The data system provides accurate and adequate information on quality to all concerned. y Deficiencies are identified and corrective action is taken. y Opportunities for improvement are identified and the appropriate personnel alerted. Five ingredients essential to a successful quality audit program are as follows:

1. An uncompromising emphasis on conclusions based on facts. Any conclusions lacking a factual base must be so labelled. 2. An attitude on the part of auditors that the audits not only serve to provide assurance to management but also must be provide a useful service to live managers in managing their departments. 3. An attitude on the part of auditors to identify opportunities for improvement. Such opportunities include highlighting good ideas used in practices that are not part of normal procedures. 4. Addressing of the human relation issues. 5. Competence of auditors. Q3. Assume that you are the Manager (Purchasing) of an Automotive Components Manufacturing Company. What measures and conditions would you take into consideration while selecting and evaluating the suppliers? How do you assess Supplier capability? For modern products, quality planning starts before a contract is signed. Such planning must recognize two issues: 1. The buyer must transmit to the supplier a full understanding of the use to be made of the product. 2. The buyer must obtain information to be sure that the supplier has the capability to provide a produce that meets all fitness-for-use requirements. Selection of supplier starts with the decision as to whether to make or buy. This decision requires an analysis of factors such as the skill and facilities needed, plant capacity, ability to meet delivery schedules, expected cost of making and buying and other matters. With a decision to buy, the number of suppliers for each item must then be decided upon sourcing. Different types of sourcing are as follows: y Sole: A sole source of supply implies that the organisation is forced to use only one supplier. This situation is due to factors such as patents, technical specifications, raw material location, only one organisation producing the item, or the item being produced by another plant or division of the organisation. Partnering is a natural consequence of this type, provided the supplier is willing to work together to satisfy the end user. y Multiple: Multiple sourcing is the use of two or more suppliers for an item. Usually three suppliers are chosen and their portion of the business is a function of their performance in term of price, quality and delivery. The theory of multiple sourcing is that competition will result in better quality, lower cost and better service. y Single: Single sourcing is a planned decision by the organisation to select one supplier for an item when several sources are available. It results in large, long term contracts and a partnering relationship. With a guaranteed future volume, the supplier can direct its resources to improve the processes. For the organization, the advantages are reduced business and production costs, complete accountability, supplier loyalty and a better end product with less variability. The following are the conditions for selection and evaluation of suppliers. 1. The supplier understands and appreciates the management philosophy of the organisation. 2. The supplier has a stable management system. 3. The supplier maintains high technical standards and has the capability of dealing with future technological innovations. 4. The supplier can supply precisely those raw materials and parts required by the purchaser and those supplied meet the quality specifications. 5. The supplier has the capabilities to produce the amount of production needed or can attain that capability. 6. There is no danger of the supplier breaching corporate secrets. 7. The price is right and the delivery dates can be met. In addition, the supplier is easily accessible in terms of transportation and communication.

8. The supplier is sincere in implementing the contract provisions. 9. The supplier has an effective quality system and improvement program. 10. The supplier has a track record of customer satisfaction and organization credibility. Evaluating supplier quality capability involves the following: 1. Qualifying the supplier s design: In some cases, the supplier is asked to create a new design to meet the functions desired by the purchaser. In these cases, the supplier makes samples based on the proposed design. The samples are tested either by the purchaser or by the supplier, who then submits the result to the purchaser. It is not unusual for qualification test results to be rejected. Two reasons are common: (a) The test results show that the design does not provide the product functions desired or (b) the test procedure is not adequate to evaluate the performance of the product. 2. Qualifying the supplier manufacturing Process: Evaluation of the supplier s manufacturing capability can be done through (a) Post data on similar products: The best approach makes use of data showing the supplier s past performance on the same or similar products. (b) Process capability analysis: With the process capability analysis approach, data on key product characteristics are collected from the process and evaluated using indices for process capability. (c) Supplier Quality Survey: A supplier quality survey is an evaluation of a supplier s ability to meet requirements on a production lots. The results of the survey are used in the supplier selection process or if the supplier has already been chosen, the survey alerts the purchaser to areas where the supplier may need help in meeting requirements.

Potrebbero piacerti anche