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 22ME918- TOTAL QUALITY MANAGEMENT

Department: Electrical and Electronics Engineering

Batch / Year: 2022- 2026 / III

Created by: Dr.A.fayaz Ahamed. Asso.Prof/EEE

Date: 18.12.2024

4
 1.TABLE OF CONTENTS
1. Contents
2. Course Objectives

3. Pre Requisites

4. Syllabus

5. Course outcomes

6. CO- PO/PSO Mapping

7. Lecture Plan

8. Activity based learning

9. Lecture Notes

10. Assignments

11. Part A Question & Answer

12. Part B Question & Answer

13. Supportive online Certification courses

14. Real time Applications in day to day life and to Industry

15. Contents beyond the Syllabus

16. Assessment Schedule

17. Prescribed Text Books & Reference Books

18. Mini Project suggestions

2. COURSE OBJECTIVES

Understand the quality management techniques for

both manufacturing and service processes emphasizing
implementation strategies and best practices.

Explain the principles and processes of quality

management, highlighting its significance within \organizational
contexts, and summarize industry-adopted quality concepts,
including ISO Quality systems.
3. PRE REQUISITES

20CH102 - ENVIRONMENTAL SCIENCE AND ENGINEERING

20EL111 - INTERPERSONAL SKILLS/LISTENING & SPEAKING

20EL211 - ADVANCED READING AND WRITING

20GE301 - UNIVERSAL HUMAN VALUES II:

UNDERSTANDING HARMONY
4. SYLLABUS
22ME918 TOTAL QUALITY MANAGEMENT LTPC3003

UNIT I
Introduction - Need for quality - Evolution of quality - Definitions of quality -
Dimensions of product and service quality - Basic concepts of TQM - TQM
Framework - Contributions of Deming, Juran and Crosby - Barriers to TQM -
Customer focus - Customer orientation, Customer satisfaction, Customer
complaints, and Customer retention
UNIT-2
TQM PRINCIPLES
Leadership – Quality Statements, Strategic quality planning, Quality Councils -
Employee involvement - Motivation, Empowerment, Team and Teamwork,
Recognition and Reward, Performance appraisal,Supplier partnership - Partnering,
Supplier selection, Supplier Rating.
UNIT III
TQM TOOLS
Continuous process improvement - PDCA cycle, 5S and case study, Kaizen -The
seven traditional tools of quality - New management tools - Six sigma:
Concepts, Methodology, applications to manufacturing, service sector
including IT - Bench marking - Reason to bench mark, Bench marking process -
FMEA - Stages, Types.
UNIT IV
TQM TOOLS & TECHNIQUES
Quality Circles, Cost of Quality, Quality Function Development (QFD) and case
study - Taguchi quality loss function - TPM - Concepts, improvement needs -
Performance measures.
UNIT-V
QUALITY SYSTEMS
Introduction - Benefits of ISO Registration—ISO 9000 Series of Standards -
Sector-Specific Standards - AS 9100, TS16949 and TL 9000-- ISO 9001
Requirements - Implementation—Documentation - Internal Audits –
Registration.
ENVIRONMENTAL MANAGEMENT SYSTEM: Introduction - ISO 14000 Series
Standards - Concepts of ISO 14001 - Requirements of ISO 14001 -Benefits of
EMS.
5. COURSE OUTCOMES

1. Synthesize quality philosophies and customer-focused

managerial systems to develop comprehensive approaches
for enhancing organizational performance and customer
satisfaction.
2. Evaluate and integrate quality management principles,
synthesizing key concepts to inform decision-making and
strategic planning within organizational contexts.
3. Explain and apply Six Sigma concepts in both manufacturing
and service sectors, integrating principles to optimize
processes and drive continuous improvement initiatives.
4. Develop and apply a range of tools and techniques for
quality improvement, synthesizing best practices to address
organizational challenges and achieve quality objectives.
5. Analyse standards and auditing system on implementation
of TQM. Evaluate standards and auditing systems for Total
Quality Management (TQM) implementation, synthesizing
knowledge to assess effectiveness and recommend
improvements in quality assurance processes.
6. Create and analyze standards for the operation of
Environmental Management Systems (EMS), integrating
regulatory requirements and organizational goals to ensure
environmental sustainability and compliance.
 6. MAPPING OF COURSE OUTCOMES WITH PROGRAM OUTCOMES:

CO MAPPING OF COURSE OUTCOME WITH PROGRAM OUTCOME

PSO 2

PSO3
PO 11

PO 12
PO 10

PSO 1

PSO4
PO 4
PO 1

PO 3

PO 5
PO 6
PO 7
PO 8
PO 2

PO 9
CO1 - - 1 - - 1 1 - - - 3 - - 1 - -

CO2 - - - - - - - 2 3 - 3 - - 1 - -

CO3 - - - - 1 - - - - - 3 - - 1 - -

CO4 - - - - 1 - - - - - 3 - - 2 - -

CO5 - - - - - - - - - 1 3 - - 1 - -

CO6 - - 2 - - - 3 - - - 3 - - 1 - -

CO - - 2 - 1 - 3 2 3 1 3 - 3 2 1 -

S-3, M-2, L-1

10
7. LECTURE PLAN
UNIT 1 – INTRODUCTION
S. Total Proposed
Actual Pertaining Taxonomy Mode of
No. Topic No. Of Date Lecture
Periods CO Level Delivery
Date

1 Introduction 1
19-12-24 CO1 K2 MD1

2 Need for 1
quality, 20-12-24
Evolution of CO1 K2 MD1
quality
Definitions of 1
3 quality,
Dimensions of 23-12-24
CO1 K2 MD1
product and
service quality
Basic concepts 1
4 of TQM, TQM 24-12-24 CO1 K2 MD2
Framework
1
5 Contributions 26-12-24
of Deming CO1 K2 MD2
Contributions 1
6 27-12-24
of Juran and CO1 K2 MD2
Crosby
Barriers to 1
7 TQM, Quality 02-01-25 MD2 &
CO1 K2
statements MD4
Customer 1
8
focus,
Customer
orientation 03-01-25 CO1 K2 MD2
and
satisfaction
Customer 1
9
complaints
and retention, 04-01-25 CO1 K2 MD2
Costs of
quality
8. ACTIVITY BASED LEARNING

1. Pos and Neg Attribute

Topic : Obstacle in Total Quality Management

Course Outcome : CO1
Program Outcome : PO7,PO8,PO9,PO10,PO11 & PO12
Time : 25-30 minutes
Size : Group 4-7

Aim:
The Pos and Neg Grid involves , list of advantages and disadvantages about a
suitable issue related to TQM, helping studenst to see a topic from different angles
and to develop skills in analysis and evaluation.

Activity:
1. Identify a topic in the lesson that is open-ended- suitable for discussion and
debate -and that will serve as an appropriate subject for building a list of
advantages / disadvantages.
2. Divide students into groups and specify how many Pos and Neg would like each
group to come up with. Allow ten minutes for students to discuss and write down
the list of Pos and Neg
3. If Pos and Neg that are similar, then note it how many times they have
appeared across different groups to emphasize their importance.
4. Challenge to back up their Pos and Neg with research, evidence, and/or
analysis.
5. Read the list to the class without disclosing the authors in order to stimulate
conversation.
6. Surprised at what misconceptions or assumptions students make about the
subject.

Benefits:
• Become engaged intellectually, emotionally, and socially
• Take initiative, make decisions, and feel accountable for the results of the
activity
• Synthesize observations and reflections in a new way, opening up different
interpretations of course material
• Learn from the natural consequences of group debate and discussion, opening
a healthy platform for dialogue where students feel they are allowed to
make mistakes
2. Instant Test Questions
Topic : Customer satisfaction, Customer complaints,

Customer Retention

Course Outcome : CO1

Program Outcome : PO7,PO8,PO9,PO10,PO11 & PO12

Time : 20-30 minutes

Size : 2-4

Aim:
A student-generated test question to other participants and the opportunity to ask
the questions instead of just answering them.

Activity:

1. Students ask to prepare three to five test questions of their own related to
topic.
2. Explain that, students must also create the related answers to the questions
they come up with.
3. After the allotted time, group the students into 2-4 and have them test each
other with the questions they have written.
4. If time permits, get students to share their results with the class.

Benefits:

• Understand key concepts within a lesson

• Consider to be reasonable and valuable test questions
• Students have inaccurate expectations for an upcoming test
3.Back of the Chart

Topic : Team & Team work

Course Outcome : CO2

Program Outcome : PO7,PO8,PO9,PO10,PO11 & PO12

Size : 4-8

Time : 10-20 minutes

Aim: To work together and solve problems creatively for Promoting unconventional
thinking and teamwork.

Activity

1. Come up with a bunch of open ended problems. These could be related to your
business, an imaginary product, an environmental problem, etc.

2. Divide all students into teams of 4 to 8 - basically, what you would see in a
team of start-up co-founders.

3. Give each team a Chart and a pen.

4. Ask the teams to draw a solution to the problem as a flow chart/sketch/graph.

5. Evaluate all solutions and pick the best one.

6. Offer prizes to the best solution

Benefits:

• Team building exercise replicates this tiny canvas, giving participants something
fun to do while promoting teamwork and outside-the-box thinking.
4. Memory Board
Topic : Leadership
Course Outcome : CO2
Program Outcome : PO7,PO8,PO9,PO10,PO11 & PO12
Size :1-2
Time : 20-30 minutes
Aim: A physical activity that establishes and re-lives the shared memories.

Activity:
1. Give each participant sheets of paper, markers, and tape.
2. Ask each participant to survey the room.
3. Take 15 minutes to write down positive memories of shared experiences
4. Once participants have a few memories listed, ask them to draw a few of these
memories on fresh sheets of papers.
5. The drawings can be abstract renditions of the "memory scene".
6.They can involve partners who've shared the memory to create this drawing.
Give them up to 30 minutes to do this.
7.Once the time is up, ask participants to tape their memory drawings to the
Board.

8. Ask for volunteers to approach the board and expand on the memories they
just taped on the board with all Participants.

Benefits:
•Creates a welcoming environment and positive relationships between participants.
•Rendering each memory individually as a drawing adds much-needed humor and
friendship to the whole exercise.
9. LECTURE NOTES

UNIT I - INTRODUCTION

Quality
The definition of quality depends on the role of people defining it. Quality is a
term generally used with reference to the end use of the product. The quality is
defined as the fitness for use at the most economical level.
In general, there is no single universal definition for quality. Some people may
view quality as “performance to standards”, and others may view it as
“meeting the customer’s needs” or “satisfying the customer”.

Need for Quality:

Competition – Today’s market, demand high quality products at low cost. Having
`high quality’ reputation is not enough! Internal cost of maintaining the
reputation should be less.
Changing customer – The new customer is not only commanding priority based
on volume but is more demanding about the “quality system.”
Changing product mix – The shift from low volume high price, to high volume
low price have resulted in a need to reduce the internal cost of poor quality.
Product complexity – If the system become more complex, the reliability
requirements for suppliers of components becomes more stringent.
Higher levels of customer satisfaction – Customers expectations are getting
spawned (grown) by increasing competition.
The quality of your work defines you- Whoever you are, whatever you do, I
can find the same products and services cheaper somewhere else. But your
quality is your signature.
Evolution of Quality:
Before the concepts and ideas of TQM were formalised, enough work had taken
place over the centuries to reach this stage. The concept of quality has existed for
mcharts the evolution, from inspection to the present day concepts of total
quality.
The historical evolution of total quality management has taken place in four steps.
Quality Inspection (QI)
Quality Control (QC)
Quality Assurance (QA)
Total Quality Management (TQM)
any years, but its meaning has changed and evolved over time. This section
Evolution of Quality
 In the early twentieth century, quality management meant product
inspection to ensure that they met specifications. The quality inspection (QI)
stage started about 1910 that employed teams of inspectors to check the quality
and a decision was made whether to accept or reject it. The idea behind quality
inspection was that poor quality products could be found by inspection and then
either scrapped, reworked or sold as lower quality products.
In the 1920’s statistical theory began to be applied effectively to quality
control. The second stage Quality Control (QC) was developed in 1924 where
the quality was controlled through supervised skills, written specifications and
standardization. In 1924, Walter A. Shewhart developed Statistical Quality Control
to identify the problems at an earlier stage and control the manufacturing
process, instead of rejecting or repairing afterwards.
During the period (1924 – 1931), Walter Shewhart developed the
methods for statistical analysis and control of quality. He also introduced
that quality control helps to distinguish and separate two types of process
variation and its causes. The two kinds of process variation are the variation
resulting from random causes, and the variation resulting from assignable or
special causes.
In the 1940s, during the Second World War, manufacturing systems
became more complex and quality was verified by inspections rather than worker
themselves. Statistical sampling techniques were used to evaluate quality, and
quality control charts were used to monitor the production process.
The Quality Assurance stage [1950] focuses on pre-production
activities and relies on quality standards [ISO 9000] or instructions to assist with
the reduction of the risk of failures and mistakes in the processes used to produce
a product or service. Quality manuals and auditing of quality systems are
developed to progress from quality control to quality assurance. This stage
provides sufficient confidence that a product or service will satisfy customer’s
needs.
In 1960s, quality gurus viewed the concept of quality as something that
affected the entire organization. In 1969, the term “total quality” was used for the
first time, by Feigenbaum in an international conference on quality control, held in
Tokyo. It referred to wider issues such as planning, organisation and management
responsibility.
K Ishikawa, in his paper termed “total quality control” as “company wide
quality control”, describing how all employees, from top management to the
workers, must study and participate in quality control. Company wide quality
management was common in Japanese companies in the late 1970’s.
The fourth and current stage, Total Quality Management [1980] involves
understanding and implementation of quality management principles and
concepts in every aspect of business activities in an organization, including its
customers and suppliers. It must be applied at every level, every stage and every
department in an organization. TQM is a wider concept that addresses overall
organisational performance and recognises the importance of processes.
 Evolution of Quality Management
Refer: https://www.youtube.com/watch?v=Y4Dwaabbi6Y

Salvage, sorting, grading, blending,

corrective actions, identify sources of
non-conformance

Inspection Develop quality manual, process

performance data, self-inspection,
product testing, basic quality planning,
use of statistics, paper work control

Quality Control Quality systems development, advanced

quality planning, comprehensive quality
manuals, use of quality costs,
involvement of non-production
operations, failure mode and effect
Quality Assurance analysis, SPC

Policy deployment, involve supplier and

customers, involve all operations, process
management, performance
measurement, team work, employee
TQM involvement
Definitions of Quality:
Quality is defined as the degree of excellence to which a set of characteristics of a
product or a service satisfy the needs/requirements of customer. It is also defined
as a distinctive attribute or characteristic possessed by someone (individual) or
something (product).

Various Definitions for Quality:

Predictable degree of uniformity and dependability at low cost and suited to the
market (W Edwards Deming - 1968).
Quality is conformance to customer requirements (CROSBY - 1979).
Defined as the degree to which a specific product conforms to a design or
specification (Feigenbaum - 1983).
Minimum loss imparted by a product to society from the time the product is
shipped (Taguchi - 1986).
Quality is fitness for use (JURAN - 1988).
Quality is the totality of features and characteristics of a product or service that
bear on its ability to satisfy the stated and implied needs of customer (ISO -
1994).

Quantification of Quality:
Quality is expressed as
P
Q=
E
where Q, P, and E represents
Q = Quality
P = Performance
E = Expectations

Dimensions of product and service quality:

Quality has 2 dimensions.
1. Product Quality
2. Service Quality

Product Quality:
The eight dimensions of product quality management are used at strategic level
to analyze quality characteristics. The concept was defined by David A. Garvin,
who emphasized the importance of understanding quality and its various
dimensions. These dimensions are independent and therefore a product can be
excellent in one dimension and average or poor in another.
Dimensions of product quality
 Dimensions of product quality

Sl.No. Dimension Meaning

Performance refers to a product's primary operating

characteristics. This dimension involves measurable
attributes. In the case of an automobile, the factors to
1 Performance
measure performance are acceleration, mileage,
handling, convenience, and noise.

Features are the characteristics supporting the basic

performance of a product or service. These are
characteristics that are supplemental to the basic
features. This dimension involves objective and
2 Features
measurable attributes. For ex. In an automobile, a
stereo CD player, bluetooth and assisted parking
would be an additional feature.

Reliability is defined as the probability of the product

or service failing or malfunctioning during a specific
3 Reliability time period. The reliability measure requires a product
to stay functional for a given time period.

The degree to which the design and operating

characteristics of a product or service meet the
4 Conformance established quality standards/specifications is called
conformance.

Durability is a measure of product life. It can be

defined as the length of time/amount of use before a
product or service is no longer usable and
5 Durability replacement is the preferable (or only) solution. The
durability of home appliances such as a washing
machine can range from 10 to 15 years.
 Dimensions of product quality

Sl.No. Dimension Meaning

Serviceability refers to the ease of service or repair,

6 Serviceability promptness, competence and courtesy of repair or
services when the product breaks down.
Aesthetic aspect of a product is subjective in nature
and refers to its impact on the human senses such as
how it looks, feels, sounds, tastes and is all a matter
7 Aesthetics of individual preference. Automobile companies make
sure that in addition to functional quality, the
automobiles are also artistically attractive.

Reputation of a company is the main basis for

perceived quality. This dimension uses indirect
measures to make a comparison. An important
dimension of quality is the perception of the quality
8 Perceived quality of the product in the mind of the consumer. Honda
cars, Sony Walkman, Televisions and Rolex watches
are perceived to be high quality items by the
consumers.

Refer: https://www.youtube.com/watch?v=ltJzY01US8I
 Service Quality

Service Quality:
Service quality is defined as the value of a service provided to the customers. It
is subjective as it is driven by the needs, expectations and perception of the
customers. It can be measured by quantifying customer surveys. The five
dimensions of service quality are

Refer: https://www.youtube.com/watch?v=67GkXZHrmhE
 Dimensions of service quality

Sl.No. Dimension Meaning

It refers to physical facilities, equipment,

personnel, and communication materials and
appearance of a service firm’s employees.
1 Tangibles
Tangibles provide the customer proof of the
quality of service.

It is the willingness of the service firm’s staff to

help customers and to provide them with prompt
service. It is termed as a speedy response to a
2 Responsiveness
customer request and satisfies the individual
needs of customers.

It is the ability to perform the promised service

dependably and accurately. This dimension
ensures timely delivery time after time, helps the
service provider to meet the customer
3 Reliability
expectations fully at the lowest level of service
expectation.

It refers to the knowledge and courtesy of the

service firm’s employees and their ability to

4 Assurance inspire trust and confidence in the customer

toward the company.

It refers to the caring, individualized attention the

5 Empathy: service firm provides its customers.
 Total Quality Management (TQM)

Definition:
TQM is a management approach for an organization, centered on quality,
based on the participation of all its members and aiming at long-term success
through customer satisfaction, and benefits to all members of the organization
and to society.
TQM is the integration of all functions and processes within an
organization in order to achieve continuous improvement of the quality of goods
and services. The goal is customer satisfaction.

Refer: https://www.youtube.com/watch?v=gwHngq4Bw0w
 Total Quality Management (TQM)

TQM is composed of three paradigms:

Total: Involving the whole organization and every aspects of its business.
Quality: Degree of Excellence of a product or service that fulfills customer needs
and expectations all the time.
Management: Empowering everyone in the organization to achieve high quality
results.
 Basic Concepts of TQM:

Management Involvement – Participate in quality program, develop quality

council, direct participation
Focus on customer – Who is the customer – internal and external, voice of the
customer, do it right first time and every time.
Effective involvement and utilization of entire work force – All levels of
management
Continuous improvement – Quality never stops, placing orders, bill errors,
delivery, minimize wastage and scrap etc.
Treating suppliers as partners – No business exists without suppliers.
Establishing Performance measures – Creating accountability in all levels

TQM Framework:

TQM framework gives the overall structure of the organization. It consists of

Gurus
Tools and Techniques
Principles and Practices
Gurus
Shewhart
Deming
Juran
Figenbaum
Ishikawa
Crosby
Taguchi
Tools and Techniques
Benchmarking
Information Technology
Quality Measurement Techniques
Environmental Management Systems
Quality Function Deployment
Quality by Design
Failure Mode and Effect Analysis
Product and Service Liability
Total Productive Maintenance
Management tools
Statistical Process Control
Experimental Design
Taguchi’s Quality Engineering
 TQM Framework:

Principles and Practices

People and Relationships:
Leadership
Customer Satisfaction
Employee Involvement
Supplier Partnership
Approach:
Continuous Process Improvement
Measure:
Performance measures
 EIGHT PRINCIPLES OF TQM

Customer Focus – Success of an organization depends on customer satisfaction.

Customer’s requirements must be met the first time, every time.
Total Employee Involvement – Everyone in the organization must be involved,
from all levels and across all functions. This increases the quality and meet
customer expectations.
Communication - Regular communication with staff at various levels is must.
Two way communication at all levels must be promoted. Set up channels to allow
exchange of information.
Centered on Processes – Define, monitor and control the processes to assure
quality. If the processes is improved, output is improved which in turn improves
customer satisfaction.
Integrated business processes - All the key business processes should be
implemented across the entire company.
Systematic and Strategic approach - Emphasizes implementing the strategy
in a systematic way. First, need a strategic plan and then need a system for
implementing the plan.
Continual improvement - Everyone in a business should identify the potential
improvements. Once identified, incorporate them into a strategic plan.
Fact Based Decisions - Strategic decisions need to be based on facts, not on
assumptions. Need metrics to provide objective, and measurable results. If the
progress is not satisfactory, change strategy.
Refer: https://www.youtube.com/watch?v=gJk_I1h914I
 Contributions of Deming, Juran and Crosby

Deming Contributions:
Dr. W. Edwards Deming pioneered the utilization of statistics and sampling
methods (1927-1940) at the U.S. Department of Agriculture. Deming was
interested in expanding Shewhart’s techniques beyond manufacturing, to
administrative and management activities. Influenced by Dr. Shewhart's
philosophical idea for quality in developing control chart and PDSA cycle
(Shewhart cycle)- Plan, Do, Study, Action
Deming’s contributions can be grouped into four topics:
Deming’s 14 points on management to quality
Deming cycle or PDCA cycle
Seven deadly diseases of Management
System of profound knowledge

Refer: https://www.youtube.com/watch?v=42UgAS-U1-o
 Contributions of Deming

Deming’s 14 points on management to quality

1. Create constancy in the purpose of improving the product or service,

through long term plans – Sustainable promotion of the product and service
by long term strategy.
2. Adopt a new philosophy of prevention based on an integral vision of
quality – Top management and everyone in the organization must adopt new
methods and ways for improving quality.
3. Set aside massive inspections and audits – Management must concentrate
more on maintenance and improvement of quality rather than inspections.
4. Cease the practices of awarding business on price tags - The
organization must select a few suppliers based on quality of the material and
not the lowest price.
5. Constantly improve the system and workers in every process for
planning, production, and service - Management must take more
responsibility in actively finding and correcting problems, so that quality and
productivity are continually improved and costs are reduced.
6. Establish a training program for workers - Management must allocate
resources and introduce new and modern methods of on-the-job training to
train their employees. Upgrade every employee so that they could be equipped
by enough knowledge and skills.
7. Establish transformational leadership among supervisors - Management
must device modern methods of supervision with training, so that the new
philosophy can be implemented.
8. Eliminate fear among workers – Staffs can have enough relaxation and
motivation to do their work effectively.
9. Eliminate barriers between departments/ work areas – Remove the
barriers that exist because of poor communication, ignorance of organization
mission.
10. 10. Delete slogans that are not associated with the corporate image –
Remove slogans, posters asking for new levels of productivity without providing
methods.
11. Eliminate management by objectives and focus on improving
processes - Instead of objectives, management must learn the capabilities of
the processes and how to improve them.
12. Break down barriers between senior management and operational
staff - Eliminate defective materials, low level of equipments / machineries,
inefficient techniques and lack of management support.
13. Execute effective actions to achieve transformation by vigorous
program of education to self-improve everyone- Update the employees
for being ready to improve the quality continuously. A long term commitment to
continuously train and educate people must be made by management.
14. Put everybody in the company to work to accomplish the
transformation – It is the high responsibility of the management to lead
others for quality.
 Contributions of Deming

Deming cycle or PDCA cycle

Deming encouraged the adoption of a systematic approach to problem solving
known as the Deming or PDCA (Plan Do Check Act) cycle. PDCA is an
iterative four step management methods used in business for the continuous
improvement of processes and products.
Plan: Design quality products and services that customer want, develop
processes and systems that reduce waste, and increase quality and decrease the
cost of production.
Do: Implement the plan into action to measure its performance.
Check: Check the measurements, monitor changes and report the findings to the
decision-makers.
Action/Adjust: Draw a conclusion on the changes that need to be made and
implement them.
 Contributions of Deming

Seven deadly diseases of Management

Lack of constancy for the execution of corporate purposes to plan a product

or service.
Emphasis on short-term gains and generation of immediate dividends, losing
sight of long-term strategies - Organizations giving importance to short term
profits.
Evaluation by performance, merit rating, or annual review of performance
Mobility of the top-management
Management through the exclusive use of available information -Use of
visible figures only for management, with little or no consideration of figures
that are unknown or unknowable.
Excessive medical costs.
High costs of responsibility.

System of profound knowledge

Appreciation of a system: Understanding the overall processes involving

suppliers, producers, and customers (or recipients) of goods and services.
Knowledge of variation: Range and causes of variation in quality, and use
of statistical sampling in measurements.
Theory of knowledge: Concepts explaining knowledge and the limits of
what can be known.
Knowledge of psychology: Concepts of human nature.
 Contributions of Juran

Juran introduced the concepts of statistical sampling and quality control. In 1954,
the Union of Japanese Scientists and Engineers (JUSE) invited Juran to Japan to
discuss the theories and techniques explaining how to incorporate quality control
activities into their processes. In 1979 Dr. Juran founded The Juran Institute, with
a mission to “create a global community of practice to empower organizations and
people to push beyond their limits.
Dr. Juran’s quality management approach is based on three key principles.
Pareto Principle – also known as “80/20 rule.” In the context of quality,
this means identifying “the vital few and the trivial many” – in other words,
80% of the problems in an organization are caused by 20% of the causes
(ie.) the small percentage of root causes in manufacturing or service
processes that account for the largest effect in terms of defects or cost.
Management theory - This involves a change of thinking away from mere
focus on the quality of the end product, to a wider examination of the
human dimension of quality management.
Juran Trilogy- These three elements are quality planning (the design
stage), quality control (ongoing inspections to ensure that processes are in
control) and quality improvement (including proactive refinement of
processes to improve processes).

THE JURAN TRILOGY

Juran views quality as fitness for use.
Juran Trilogy is designed to reduce the cost of quality over time.
Juran’s Trilogy shows how an organization can improve every aspect and
business results by better understanding of the relationship between
processes that plan, control and improve quality.
Three managerial processes:
1. Quality Planning
2. Quality Control
3. Quality Improvement
 Contributions of Juran

Quality Planning is defined as a process that involves

Creating awareness of the necessity to improve
Setting certain goals
Planning ways to reach those goals

It involves the following steps:

Establish quality goals.
Identify who the customers are.
Determine the needs of the customers.
Develop product features that respond to customers' needs.
Develop processes able to produce the product features.
Establish process controls; transfer the plans to the process.

Quality Control is defined as the process to develop methods to test the

products for their quality. Deviation from the standard will require change and
improvement.

It consists of the following steps

Determine items to be controlled.
Set goals for the controls.
Evaluate actual performance.
Compare actual performance with quality goals
Act on the difference

Quality Improvement is a process that involves the constant drive to

perfection. Quality improvements need to be continuously introduced and the
problems must be diagnosed for the root causes to develop solutions. The
Management must analyze the processes and the systems and report back with
recognition and praise when things are done right.
The steps involves
Prove the need.
Establish the infrastructure.
Identify the improvement projects.
Establish project teams.
Provide the teams with resources, training, and motivation to:
Diagnose the causes, and;
Stimulate remedies.
Establish controls to hold the gains.
 Contributions of Crosby

Juran’s 10 Steps to Quality Improvement

Establish awareness for the need to improve and the opportunities for
improvement.
Set goals for improvement.
Organize to reach the goals (establish a quality council, identify problems,
select projects, appoint teams, designate facilitators).
Provide training.
Implement projects aimed at solving problems.
Report progress.
Give recognition.
Communicate results.
Keep score.
Maintain momentum by building improvement into the company's regular
systems.

Crosby Contributions:

P.B. Crosby is an engineer best known for the concept of Zero Defects. He
believed that an efficient quality management must be prevention based system
rather than correction. He is the author of Quality is Free. He became the
Corporate Vice President of the ITT Corporation and the Director of Quality. He
emphasizes that the management must note the quality by tracking the non-
conformance cost and cost of wrong things continually.
The Four absolutes of quality are
1. Quality is defined as conformance to standards.

2. The system for causing Quality is prevention.

3. The performance standard must be zero defects.
4. The measurement of Quality is the Price of Nonconformance
 Contributions of Crosby

Crosby’s 14 Steps to Quality Improvement

1. Management commitment: Make it clear that management is committed

to quality for the long term.
2. Quality Improvement Team: Form quality improvement teams with
representatives from each department.
3. Quality Measurement: Identify where current and potential problems
exist.
4. Cost of Quality: Assess the cost of quality and explain how it is used as a
management tool.
5. Quality Awareness: Improve the quality awareness and personal
commitment of all employees.
6. Corrective Action: Take immediate action to correct the problems
identified.
7. Zero-defects Action: Establish a committee for the zero-defects program.
8. Employee Education: Train supervisors to carry out their responsibilities
in the quality program.
9. Zero-defects Day: Hold a Zero Defects Day to ensure all employees are
aware there is a new direction.
10.Goal Setting: Encourage individuals and teams to establish both personal
and team improvements.
11. Error cause Removal: Encourage employees to tell management
about obstacles they face in trying to meet quality goals.
12.Recognition: Recognize and appreciate employees those who participate.
13.Quality councils: Implement quality councils to promote continual
communication.
14.Do it over again: Repeat everything to illustrate that quality improvement
is a never-ending process.

BARRIERS IN IMPLEMENTING TQM:

Lack of Management Commitment – There must be a substantial

management commitment of time and organizational resources.
Inability to change organizational culture - By asking and listening to
the staff, the requirements for culture change can be identified and
effectively implemented.
Improper planning - The most important thing is all constituents of the
organization must be involved in the development of the implementation
plan. It must be two way communications of ideas by all personnel during
the development of the plan and its implementation.
 BARRIERS IN IMPLEMENTING TQM

Lack of continuous training and education - Training and education are

most effective when senior management conducts the training on the
principles of TQM.
Failure to continually improve - A lack of continuous improvement of the
processes, product or service will even leave the leader in the dust.
Incompatible organizational structure and isolated individuals and
departments - Restructuring the organization to meet organization needs is
important. Individuals who do not adopt the new methods can be required to
leave the organization.
Ineffective measurement techniques and lack of access to data and
results – The key characteristics of the organization should be measured so
that the effective decisions can be made. Access to data and quick retrieval
is necessary for effective processes.
Paying inadequate attention to internal and external customers -
Effective feedback mechanisms that provide data for decision making are
necessary. When an organization fails to empower individuals and teams, it
cannot hold them responsible for producing results.
Inadequate use of empowerment and teamwork - Teams need to have
proper training and individuals should be empowered to make decisions that
affect the efficiency of their process or the satisfaction of their customers.

BENEFITS OF TQM:

Improves the quality of products and services offered to the customers

Employee participation - Team work
Improves working relationships and environment.
Customer satisfaction
Increases productivity
Decreases production costs
Make processes more efficient and reliable.
Raises profits
Employee satisfaction
Communication
Profitability
 Quality statements

Vision statement – a short declaration of what the organization hopes to be

tomorrow. Desired future state of an organization.
Mission statement – a statement of purpose or reason for the organizations
existence – Describes the function of the organization – Answers the
questions: who we are, who are our customers, what we do , and how we do it.
Quality Policy Statement– is a short document published by the quality team
or management of an organisation to establish what quality means to that
organisation.

Who are the customers?

The customers are :
The most important people in the business
Not dependent on the organization, but the organization depends on them.
Not an interruption to work but are the purpose of it.
A part of business, not outsiders and they are vital part of the business
People who come with their needs
Deserve the most courteous and attentive treatment.

TYPES OF CUSTOMERS
Internal Customer:
The customer inside the company are called internal customers
External Customers:
An external customer is the one who used the product or service or who
purchase the products or service or who influences the sale of the product or
service.
 Customer Focus

Customer Focus is the principle that a business must be planned, operated and
measured in terms of the customer. It involves
Prioritizing the customers’ needs.
Requires obsessive knowledge of what the customers need.
Embraced in areas such as marketing, customer service and product
development.
Customer focus is the foundation for customer loyalty because it's a promise
to your customers that you’ll put them first.
A customer-focused organization foster a company culture because it
enhances customer satisfaction and helps in building strong customer
relationships.
Helps in ensuring that the customers leave the experience feeling good
about your brand.
Customer focus not only relies on customer support but also on customer
service skills.
Customer focus is a strong contributor to the overall success of a business
and it put its customers' satisfaction first, maintains an effective customer
relations and service program.

Goals of Customer Focus

Creating Better Offering Building deeper

Products or compelling customer
Services customer relationships
experience
Steps in building an effective customer focus strategy

Encourage collaboration
A customer-focused organization requires teams to work cross-functionally to
create a consistent, overall better experience.
Effective collaboration pays off—sales and support teams collaborates on
behalf of customers in integrating the customer data across departments so
that the teams can easily share insights.
Make your customers feel heard
“Making the customer feel heard is a huge part of customer focus,”.
To ensure customers that feel heard, companies need to give them the full
story on the customer, such as their name, account information, or when
they last reached out. This team makes ready with the relevant context and
conversation history they need to give customers and the personalized
experiences they expect.
Meet your customers where they are
Customers don’t want to put effort into reaching your brand, and nor should
they.
Customer-focused companies meet their customers where they are, however
and whenever they want.
Easier to focus on a single communication channel and providing a great
experience there. But communicating according to your customers’ channels
of choice is a powerful force of loyalty.
Use feedback to get better
Customer feedback is another important factor in becoming a customer-
focused company.
Customer-focused companies amplify the voice of customer and use their
feedback to create a better experience.
Feedback methods include customers surveys or opening an online
community where customers can share their experiences of the product or
service or vote on new feature requests.
Creating a feedback loop with your customers is important because your
relationship with them, should be two-sided.
“Treating customers like partners and collaborators is the first step in
creating a customer-focused culture,”
Combine data with empathy
With the increasing amount of data available, companies no longer have to
guess what their customers want or decide for them. Instead, they can look
to the trends.
But taking a customer-focused approach to data doesn’t mean using data
blindly.
Rather, it involves combining data with empathy, which means adding
context to data, applying data compassionately, and using data to enhance
customer intimacy—developing insights into who is using your product and
what they are looking for.
Leverage AI to proactively meet customers’ needs
Customer-focused businesses aren’t just reactive to what their customers
need, they also proactively meet their expectations.
With the help of AI, proactive experiences are not complicated or costly.
For instance, support teams might use machine learning algorithms to
predict customer satisfaction to proactively reduce customer complaints or,
sales teams might deploy a chatbot to proactively welcome customers
 Customer Orientation

Customer orientation is a business approach that requires management and

employees to focus on the changing wants and needs of its customers.
The customer’s wants and needs are the first priority of all management and
employees.
Focuses on helping customers meet their goals.
Essentially, the needs and wants of the customer are valued over the needs
of the business.
It's more cost-effective to retain customers than to acquire new ones.
The key to having customer orientation is to add as much value as possible
to your products.
Four steps are
Develop
Manufacture
Market
Deliver
 Customer Orientation

Step 1: Develop
Product design – Products are designed completely by keeping the customer
in mind and every small detail is captured and involved as feedback during
product design.
Customer needs – The development should give the product as per the
needs of the customer. It cannot be developed based on what the company
is capable of.
Development time – To match the expectations of customers, the
development must be scalable and should be able to give a lot of production
if the demand increases.
Step 2: Manufacturing
Quality – This ensures the customer that the best technology and quality
has been used while manufacturing. ISO standards are to be followed by all
companies which want to achieve customer orientation.
Output – The output of manufacturing should be optimal and it should match
the demand in the market. This involves reducing the time of each
manufacturing cycle and optimizing it so that the company does not incur
additional cost. At the same time, the total unit output is optimal as well.
Step 3: Market
STP – Correct marketing starts with segmenting the customers, targeting
them and then running promotions so that there is awareness for the
product.
Advertising – Many different type of POS, ATL and BTL advertising is used to
build the trust in the minds of the consumers that the product has been
manufactured for them after adhering to all norms of manufacturing and
design.
Demand and supply gap – The critical things while capturing the market is
maintaining equilibrium between demand and supply.
Step 4: Deliver
Brand building – It is all about delivering the promises which you gave at the
design stage. After you have marketed a brand, the customer expects things
from the products of that brand. So your brand has to promise what it can
deliver.
Value for Money – The most satisfied customers are those who think they
have received value for their money. The delighted customers are those who
thing they have received products beyond their expectations.
Service – The critical aspect to a positive experience by the customer is the
after sales service which is given to the customer.
 Customer satisfaction

Customer satisfaction is defined as a measurement that determines how happy

the customers are with a company’s products, services, and capabilities.
Customer satisfaction is the measure of how the needs and responses are
collaborated and delivered to excel customer expectation. It can only be attained
if the customer has an good relationship with the supplier.
Customer satisfaction information, including surveys and ratings, can help a
company determine how to best improve or changes its products and services.
Customer satisfaction applies to industrial firms, retail and wholesale businesses,
government bodies, service companies, nonprofit organizations, and every
subgroup within an organization.

Who are customers?

Customer is the Boss or “King of the Market”
Customer dictates the market trends and direction
Customer not only has needs to basic performance functions but also wants
additional features that satisfy him and influence his purchase decision.
Hence the suppliers and manufacturers have to closely follow at the heel of
the customer.
After sales, service is congruent with the sales experience.
Higher the satisfaction level, higher is the attachment of customers with the
specific brand of product and also with the supplier. This helps in making a
strong and healthy customer-supplier bonding.
 CUSTOMER COMPLAINTS (FEEDBACK)

Customer feedback must be continuously monitored to reduce the unsatisfied

customers as much as possible.
Customer Complaint is required
1. To discover customer dissatisfaction
2. To identify customer‘s needs
3. To discover relative priorities of quality
4. To compare performance with the competition
5. To determine opportunities, for improvement

TOOLS USED FOR COLLECTING CUSTOMER COMPLAINTS

Comment card - Low cost method, usually attached to warranty card
Questionnaire - Popular tool, costly and time consuming - by mail or
telephone preferably multiple choice questions or a point rating system (1 to
5) or (1 to 10)
Customer Focus groups - Meeting by a representative of the company with
the group of customers. Imprint analysis is an emerging technique to obtain
intrinsic feelings using customer meetings, word associations, discussion,
relaxation techniques etc.
Phone - Toll free Telephone numbers
Customer visits - Visit customer's place of business.
Report cards - Usually, send to customer on a quarterly basis.
The internet and computer - It includes newsgroups, electronic bulletin
board mailing lists,
Employee feedback.
Mass Customization - Capturing the voice of customers using data of what
customer want instead of what customer is thinking about buying and
manufacturing exact what they want.
SOLVE CUSTOMER COMPLAINTS
Complaints can be collected from all sources (letters, phone -calls, meetings
and verb inputs)
Develop procedures for complaint resolution, that include empowering front-
line personnel.
Analyze complaints, but understand that complaints do not always fit into
new categories. Work to identify process and material variations and then
eliminate the root cause.
When a survey response is received, a senior manager should contact the
customer and strive to resolve the concern.
Establish customer satisfaction measures and constantly monitor them.
Communicate complaint information, as well as the result of all investigation
solution, to all people in the organization.
Identify customer's expectations beforehand rather than afterward through
complaint analysis.
 CUSTOMER RETENTION

Customer retention refers to the ability of a company to retain its customers

over time, focusing on keeping existing customers by building good customer
relationships.
It's a percentage that measures how many customers are retained by the end of
a given time period.
Customer retention is impacted by how many new customers are acquired, and
how many existing customers churn — by cancelling their subscription, not
returning to buy, or closing a contract.
It also helps you build amazing relationships with your customers.
Customer Retention Rate
Customer Retention Rate = ( (# Customers at End of Period - # Customers
Acquired During Period) / # Customers at Start of Period) ) X 100
Example:
Imagine you start the year with 20 customers, gain five new customers in the first
quarter, and have one customer churn.
( (24 - 5) / 20 ) ) x 100 = 95% retention
Strategies to increase Customer Retention

Set customer expectations – Set customer expectations early and a little

lower than you can provide to eliminate uncertainty about the level of your
service and ensure you always deliver on your promises.
Become the customers’ trusted advisor – You need to be the expert in
your particular field, so that you can gain customers’ trust and build
customer loyalty.
Use relationships to build trust – Build relationships with customers in a
way that customers trust. Do this through shared values and fostering
customer relationships.
Take a proactive approach to customer service – Implement
anticipatory service so that you can eliminate problems before they occur.
Use social media to build relationships – Use LinkedIn, Twitter, and
Facebook to connect and communicate with customers and give them a
space for sharing experiences with your company, so they can become brand
ambassadors.
Go the extra mile – Going above and beyond will build strong relationships
with customers and build long-term loyalty by paying attention to their needs
and issues.
Make it personal – Personalized service improves customer experience and
is something customers are expecting and demanding. Make their
experience personal to strengthen the bond with your brand.
 Costs of Quality

Quality costs are defined as those costs associated with the non-achievement of
product or service quality as defined by the requirements established by the
organization and its contracts with customers and society.
Quality cost is the cost of poor products or services.
Cost of quality (COQ) is defined as a methodology that allows an organization to
determine the extent to which its resources are used for activities that prevent
poor quality, that appraise the quality of the organization’s products or services,
and that result from internal and external failures.
Types of Quality Costs
The cost of quality is generally classified into four categories
Cost of Prevention
Cost of Appraisal
Cost of Internal Failure
Cost of External Failure

Quality control costs

Prevention costs
Appraisal costs
Quality failure costs
Internal failure costs
External failure costs

Types of Quality Costs

1. Internal Failure Costs
Include the costs which are used to remedy product or service defects
before they were delivered to the customer. This means taking care of internal
issues and making sure high quality products are shipped to the customer.
Examples include testing, quality control, process control, inspection, materials
inspection, etc.

2. External Failure Costs

External failure costs are incurred to remedy defects on products and
services after they were delivered to the customer. Examples include handling
customer complaints, increased customer service costs, handling product returns,
warranty costs, poor company reputation, lost and dissatisfied customers, repair
handling costs, recalls, etc
 Costs of Quality

3. Appraisal Costs
Appraisal costs are associated with measuring and monitoring activities related to
quality. It includes performing various tests, evaluations, assessments, audits,
calibration, vendor control and various process analysis with the purpose of
managing high quality and minimizing non conformance.
4. Prevention Costs
Prevention costs are linked to the quality initiatives performed for the purpose of
avoiding potential defects and malfunction in the future. This includes all
proactive and planned activities organized by the organization to improve the
overall quality system. A focus on prevention tends to reduce preventable scrap
costs, because the scrap never occurs.

The Cost of Quality can be represented by the sum of two factors.

The Cost of Good Quality and the Cost of Poor Quality equals the Cost of Quality.
It is represented in the basic equation below:
CoQ = CoGQ + CoPQ

Cost of poor quality (COPQ) is defined as the costs associated with providing
poor quality products or services.
(Ex. Internal Failure costs, External Failure costs)
Cost of good quality (COGQ) is defined as the costs incurred from activities
intended to keep failures to a minimum.
(Ex. Appraisal costs, Prevention costs)

Refer: https://www.youtube.com/watch?v=wi0d3aDsVfs
10.ASSIGNMENT

1. Quality Gurus and their Contribution to TQM

Course Outcome :01

Program Outcome :PO10, PO11 & PO12

Template:

Quality Their Image History Principle Contribution Motivation

Gurus (Their (Definition/ s (What
Profile) Theorems) (Their Trigger
Innovation them to
& Quality
Explanation Innovation)
towards
TQM)
Dr. W. Minimum Pages Expected: 05
Edwards
Deming
Dr. Joseph
M. Juran
Philip B.
Crosby
Genichi
Taguchi
2. Internal vs External Customers: How Are They Different?

Course Outcome : 01

Program Outcome : PO8,PO10, PO11 & PO12

Template:

Management Differentiate Block diagram Internal External

(Their Role & Customers Customers
Responsibility, (Real Time (Real Time
Expectation Example) Example)
etc)

Institutions Minimum Pages Expected: 05

Software
Industry
Hardware
Industry
3. Explain the Principles and Characteristic of Leadership style
management

Course Outcome :02

Program Outcome :PO10, PO11 & PO12

Template:

Leaders Their Image History Quality Success Story

(Their Profile) Planning (How become
(Policy & Popular)
Practices )
K. Kamaraj Minimum Pages Expected: 05
A. P. J. Abdul
Kalam
Abraham
Lincoln
Indira Gandhi
4. List the Awards in India & Abroad

Course Outcome :02

Program Outcome :PO8,PO10, PO11 & PO12

Template:

Awards in List Prestigious Why the name Motivation Image

Award called
Business Minimum Pages Expected: 05
(India &
Abroad)
India
Abroad
5. Explain the various types of customers?

Course Outcome :02

Program Outcome :PO8,PO10, PO11 & PO12 Template:

Awards in List Prestigious Why the name Motivation Image

Award called
Business Minimum Pages Expected: 05
(India &
Abroad)
India
Abroad
11. PART A QUESTION & ANSWERS
Unit - 1

S.No. Question and Answers CO K

1 Define quality. Dec-19 / May-16 / Dec- 15 / May- CO1 K1
14 / May-11
(i)Quality is defined as the predictable degree of uniformity
and dependability, at low cost Suited to the market.
(Deming).
(ii) Quality is defined as fitness for use (Juran).
(iii)Quality is defined as conformance to requirements
(Crosby).
(iv)"The totality of features and characteristics of a product
or service that bear on its ability to satisfy stated or
implied needs“ (ISO).
2 What is customer satisfaction? Dec-19 CO1 K1
Customer satisfaction is one of the major purposes of a
quality management system. It is more of a feeling or
attitude. Customer satisfaction is subjective and hard to
measure. It is the degree to which the Customer‟s
experience of a service or product matches his or her
expectations.

3 Define quality as per Crosby. May-19 CO1 K1

Quality is defined as conformance to requirements. ‘Doing it
Right the First time’ & ‘Zero defects’ are the Crosby’s answer
to quality crisis. The essence of his philosophy is expressed
in the Absolutes of Quality Management and the Basic
Elements of Improvement.

4 List down the contributions of Juran's. May-19 CO1 K1

Juran contribution towards quality comprises the following
aspects.
1. Internal customer
2. Cost of quality
3. Quality trilogy
4. Juran‟s 10 steps for quality improvement;
5. The breakthrough concept.
S.No. Question and Answers CO K

5 Differentiate quality of conformance and quality of CO1 K2

performance. May-18
➢ Quality of conformance is basically meeting the standards
defined in the design phase after the product is
manufactured or while the service is delivered. This phase
is also concerned about quality control starting from raw
material to the finished product.
➢ Quality of performance is how well the product functions
or service performs when put to use. It measures the
degree to which the product or Service satisfies the
customer from the perspective of quality.
6 Name any four methods of receiving customer CO1 K1
complaints. May-18
The various tools used are:
1. Comment card.
2. Customer questionnaire
3. Focus groups
4. Toll-free telephone numbers
5. Report cards
6. The Internet and computer etc.
7 What are the dimensions of quality? Dec-17 / May-13 CO1 K1
/ May-12
i. Performance—such as acceleration of a vehicle;
ii. Reliability—that the product will function as expected
without failure;
iii. Features—the extras that are included beyond the basic
characteristics;
iv. Durability—expected operational life of the product; and
v. Serviceability—how readily a product can be repaired.
8 What are the four absolutes of quality defined by CO1 K1
Crosby? May-17/ Dec-12
1st absolute: The definition of quality is conformance to
requirements, not goodness.
2nd absolute: The system for causing quality is preventive,
not appraisal.
3rd absolute: The performance standard must be zero
defects ‘not that’s close enough’.
4th absolute: The measurement of quality is the price of
nonconformance, not indexes.
S.No. Question and Answers CO K

9 What are the different ways to create customer- CO1 K1

oriented culture in an industry? Dec-16
1. Start at the top
2. Hire people who fit
3. Get everyone involved
4. Trust your team
5. Establish good lines of communication
10 Why is quality emphasized by industry today? May-16 CO1 K1
Quality helps an industry achieve greater consistency in
tasks and activities that are involved in the production of
products and services. It increases efficiency in processes,
reduces wastage, and improves the use of time and other
resources. It helps improve customer satisfaction.
11 Compare quality requirements before and after TQM. CO1 K2
Dec-15
Quality Requirements Quality Requirements
Before TQM After TQM
Product oriented Custome
Short term decisions
Emphasis on d

12 Define Total quality management. May-15 CO1 K1

“TQM is the management approach of the organization,
centered on quality, based on the participation of all its
members and aiming at long-term success through customer
satisfaction, and benefits to all members of the organization
and to society”

13 What are barriers to implement TQM? May-15 / May- CO1 K1

13
• Lack of Management Commitment
• Inability to change Organizational culture
• Improper planning
• Lack of continuous training and education
•Incompatible organizational structure and isolated
individuals and departments
•Ineffective measurement techniques and lack of access to
data and results
•Paying inadequate attention to internal and external
customers.
S.No. Question and Answers CO K

14 What are the advantages of implementing TQM in a CO1 K1

manufacturing organisation? Dec-14
TQM leads to the accomplishment of the organizational goals
and objectives in manufacturing industries across the world,
It helps in improving productivity, reducing the
manufacturing cost by producing products in shorter time
with higher quality. Thus, TQM helps in obtaining Customer
satisfaction.
15 What are the elements of TQM? Dec-14 / May-12 CO1 K1
The Eight Elements of TQM
● Ethics.
● Integrity.
● Trust.
● Training.
● Teamwork.
● Leadership.
● Recognition.
● Communication.
16 What is mean by customer retention? Dec-14 CO1 K1
Customer retention represents the activities that produce the
necessary customer satisfaction that creates customer
loyalty, which actually improves the bottom line. It is the
capability of an organization to make a customer purchase
the organizational product and services for the definite
period of time.
17 What are the benefits of TQM? May-14 / Dec-11/ CO1 K1
May-12/Dec-14
• Improved product quality
• Improved productivity
• Reduced quality costs
• Increased market and customers
• Increased profitability
• Improved teamwork
• Improved working relationships
• Improved customer satisfaction
• Improved Team work
• Improved communication
S.No. Question and Answers CO K

18 What are the dimensions of service quality? Dec-13 CO1 K1

Five key dimensions of service quality contribute to customer
perceptions:
● Reliability
● Assurance
● Tangibles
● Empathy
● Responsiveness
19 What is the concept of Total quality management? CO1 K1
Dec-13 / May-12
●A committed and involved management to provide long-
term top-to bottom organizational support.
●An unwavering focuses on the customer, both internally
and externally.
●Effective involvement and utilization of the entire work
force.
● Continuous improvement of the business and production
process.
● Treating suppliers as partners.
● Establish performance measures for the processes.

20 Define quality as given in ISO 9000 standard. Dec-10 CO1 K1

ISO 9000 standard Defines the quality as Degree to which a
set of inherent characteristics of an object fulfils
requirements.

21 Give the names of any four popularly known quality CO1 K1

gurus. Dec-10
• W. Edwards Deming
• Joseph M. Juran
• Philip Crosby
• Kaoru Ishikawa

22 Mention the importance of customer retention. Dec- CO1 K2

10 / Dec-09
It costs a company six times more to sell a product to a new
customer than it does to sell to an existing one. Loyal
customers generate more revenue, and are also cheaper to
maintain. Customer loyalty facilitates cross-selling/up-selling
of a company’s other products/services, and also acts as an
effective barrier to the entry of competition.
S.No. Question and Answers CO K

23 What is the role of management in TQM? May-11 CO1 K1

•Listening to internal and external customers and suppliers
through visits, focus groups and surveys.
• Communication.
•To drive fear out of the organization, break down barriers,
remove system roadblocks, anticipate and minimize
resistance to change and in general, change the culture.

24 What is customer feedback? May-11 CO1 K1

The information provided by the customer about, whether
they are satisfied or dissatisfied with a product or service
and about general experience they had with a company is
known as Customer feedback. It acts as a resource for
improving customer experience.

25 Define quality as per Edward Deming. May-14/ Dec- CO1 K1

08
Quality is defined as the predictable degree of uniformity
and dependability, at low cost Suited to the market.

26 Explain service quality. May-08 CO1 K2

Service quality is a comparison of expectations with
performance. A business with high service quality will meet
customer needs whilst remaining economically competitive.
Improved service quality may increase economic
competitiveness.

27 How quality can be quantified? Dec-07/ Dec-11 CO1 K2

Quality is mostly subjective but it can be quantified in terms
of perceived expectations of the customers and the actual
performance delivered by the product.
Q = P / E Where,
P-Performance and E-Expectations and Q-Quality Index
28 State the principles of TQM. Dec-09 CO1 K1
1. Customer-Focused Organisation
2. Leadership
3. Involvement of People
4. Process Approach
5. System Approach to Management
6. Continual Improvement
7. Factual Approach to Decision Making and
8. Mutually Beneficial Supplier Relationships.
S.No. Question and Answers CO K

29 What do you mean by costs of quality? Dec-18/May- CO1 K1

10/May-06
Quality costs are those costs associated with the non-
achievement of product/service quality defined by the
requirements established the organisation / customer or
society. Trend analysis and Pareto analysis are used for
analysing the quality cost.
30 Write down the categories of quality costs. Dec-16 / CO1 K1
May-05
1. Prevention costs
2. Appraisal costs
3. Internal failure costs
4. External failure costs.

31 What are the three components of the Juran Trilogy? CO1 K1

May-12
The three components of the Juran Trilogy are
i. Planning
ii. Control
iii. Improvement

32 What are the pillars of TQM? CO1 K1

The four pillars of TQM are:
1. Problem solving discipline
2. Interpersonal skills
3. Teamwork and
4. Quality improvement process

33 Give the Objectives of TQM? Dec-11 CO1 K1

a.To develop a conceptual understanding of the basic
principles and methods associated with TQM
b.To develop an understanding of how these principles and
methods have been put into effect in a variety of
organizations;
c.To develop an understanding of the relationship between
TQM principles and the theories and models studied in
traditional management
d. To do the right things, right the first time, every time.
S.No. Question and Answers CO K

34 What are the customer’s perceptions on quality? Dec- CO1 K1

11
The six important customer’s perceptions are:
(i) Performance
(ii) Features
(iii) Service
(iv) Warranty
(v) Price and
(vi) Reputation.

35 Mention the basic features of TQM. May-13 CO1 K1

Management commitment; focus on customer (both external
and internal); employee involvement, empowerment;
continuous improvement; treating suppliers as partners and
establish performance measures for processes.

36 What is meant Zero Defects? CO1 K1

Zero Defects is a management tool aimed at the reduction of
defects through prevention. It is directed at motivating
people to prevent mistakes by developing a constant,
conscious desire to do their job right the first time. Do it
right the first-time cost effectively, quality consciously and
safety consciously is the mantra of today’s, manufacturing
system.
37 Define Quality Habit. Dec-11 CO1 K1
Quality is never an accident; it is always the result of high
intention, sincere effort, intelligent direction and skilful
execution; it represents the wise choice of many
alternatives. It is a standard practice that must be followed
effortlessly thereby achieving customer satisfaction and
building trust and relationship with them.
38 What are seven deadly diseases in an organisation? CO1 K1
The seven deadly diseases identified in an organisation that
spoils the quality function are listed as Lack of constancy of
purpose, Emphasis on short-term profits, Evaluation of
performance, Mobility of management, Management by use
only of visible figures, with little or no consideration of
figures that are unknown or unknowable, Excessive Medical
Costs, Excessive costs of liability.
S.No. Question and Answers CO K

39 Define Quality Control. CO1 K1

Quality control (QC) is a procedure or set of procedures
intended to ensure that a manufactured product or
performed service adheres to a defined set of quality criteria
or meets the requirements of the client or customer. It is a
measure on the existing quality to evaluate the consistency
of achieving the right quality at all times.
40 Define TQM triangle. CO1 K1
The essence of the total quality management concept is a
triangle, each corner being a key point, the focus on the
customer, continuous improvement, and teamwork.
41 Define Deming Cycle (or) Define PDSA cycle. CO1 K1
P-D-S-A (Plan-Do-Study-Act) is a cycle of continuous
improvement. Decide upon the type of quality problem to
analyse and act upon with concrete solutions to the same in
eliminating the quality problem from the process or product
or services offered to the customer.
42 Why Quality is required in products and services CO1 K1
today. May-14
Management leadership and long-term commitment
1.A management culture of partnership, learning together,
guidance and support for employees
2.Clearly defined business objectives communicated by
managers and supervisors, understood and “owned” by all
employees. “Ownership” can be viewed as the “acceptance
of accountability”.
3. Encouraging and empowering all employees to adopt
“ownership” behavior. Ownership of
their outputs, ownership of customer’s problems, ownership
of improvement actions.
43 Who are internal and external customers? CO1 K1
The customers inside the company are called internal
customers, whereas the customers outside the company a
called external customers.

44 What are the customer’s perceptions on quality? Dec- CO1 K1

11
The six important customer’s perceptions are:
(i) Performance
(ii) Features
(iii) Service
(iv) Warranty
(v) Price and
(vi) Reputation.
S.No. Question and Answers CO K

45 Give the Quality Hierarchy? CO1 K2

1. Inspection
2. Quality Control (QC)
3. Quality Assurance (QA)
4. Total Quality Management

46 State the Quality Improvement Strategy? CO1 K1

Reduce failure costs by problem solving
• Invest in the “right” prevention activities
•Reduce appraisal costs where appropriate and in a
statistically sound manner
•Continuously evaluate and redirect the prevention effort to
gain further quality improvement.

47 What is needed for a leader to be effective? CO1 K1

To be effective, a leader needs to know and understand the
following:
•People, paradoxically, need security and independence at
the same time.
•People are sensitive to external rewards and punishments
and yet are also strongly Self motivated.
• People like to hear a kind word of praise.
•People can process only a few facts at a time; thus, a
leader needs to keep things simple.

48 Define Quality Planning? CO1 K1

A quality plan sets out the desired product qualities and how
these are assessed and define the most significant quality
attributes. It should define the quality assessment process.
It should set out which organizational standards should be
applied and, if necessary, define new standards.

49 What does a typical meeting agenda contain after CO1 K1

establishing the TQM?
• Progress report on teams
• Customer satisfaction report
• Progress on meeting goals
• New project teams
• Recognition dinner
• Benchmarking report
S.No. Question and Answers CO K

50 How will you determine the optimum cost? CO1 K2

• Make comparison with other organizations
• Optimize the individual categories
• Analyze the relationships among the cost categories
51 State the Quality Improvement Strategy? CO1 K1
Reduce failure costs by problem solving Invest in the “right”
prevention activities Reduce appraisal costs where
appropriate and in a statistically sound manner Continuously
evaluate and redirect the prevention effort to gain further
quality improvement.
52 What are the steps in Quality planning by Juran’s CO1 K1
Principle?
According to Juran the steps included in Quality planning
are:
1. Establish quality goals.
2. Identify customers.
3. Discover customer needs.
4. Develop product features.
5. Develop process features.
6. Establish process controls, transfer to operations.
53 What is total quality cost? CO1 K1
Total Quality cost is the summation of all Quality cost
Total Quality cost = [Prevention cost +Appraisal cost
+Internal failure cost +External failure cost]
54 List a few characteristics of quality. CO1 K1
• Customer dependent
• Market attributed
• Fitness for use
• Degree of preference
• Dynamic and different
55 Explain the role of quality dimensions. CO1 K2
• Serves as an analytic tool
• Serves as a tool for evaluation or self-assessment
56 Enumerate three methods to build a strong customer CO1 K1
satisfaction.
• Incorporating good business practices
• Creating and delivering value
• Customer relationship management.
12. PART B QUESTION & ANSWERS
Unit – I

1. Define the need and basic concepts of TQM. (CO1, K1)

C1 : A committed and involved management to provide long-term top-to-bottom
organizational support
C2 : An unwavering focus on the customer both internally and externally
C3 : An Effective involvement and utilization of the entire work force
C4 : Continuous improvement of the business and production process
C5: Treating suppliers as partners
C6: Establish Performance measures for the processes
2. Explain in detail about Deming philosophy. (CO1, K2)

1. Create constancy of purpose for the improvement of the product and

service.
2. Adopt the New Philosophy
3. Cease dependency on Inspection to achieve quality.
4. Stop Awarding Business based on Price tag alone.
5. Improve constantly and forever every process for planning, production, and
service.
6. Institute training and retraining.
7. Adopt and Institute Leadership
8. Drive out Fear.
9. Breakdown barriers between staff areas
10. Eliminate slogans, exhortations, and targets for the Work Force.
11. Eliminate Numerical Quotas for the Work Force and numerical goals for
management.
12. Remove Barriers that Rob People of Workmanship
13. Institute a vigorous program of education and Self-Improvement for
everyone.
14. Put everybody in the company to work to accomplish the transformation
3. Write down the underlying principles of TQM. (CO1, K6)

i. Customers requirements - (both internal & external) must be met first time
& every time
ii. Everybody must be involved
iii. Regular two way communication must be promoted
iv. Identify the training needs and supply it to the employees
v. Top management commitment is must
vi. Every job must add value
vii. Eliminate waste & reduce total cost
viii. Promote creativity
ix. Focus on team work.
x. Focus on Prevention of problems
xi. Continuous improvement must be established
xii. Emphasis must be placed on Supplier partnership
xiii. Performance measures meet objectives of quality

4. Describe the various dimensions of Quality. (CO1, K1)

Dimensions of the quality are the different features of product or service.
1. Dimensions of Product Quality
2. Dimensions of Service Quality
5.Illustrate the various steps involved in customer satisfaction process.
(CO1,K3)
❑ Encourage Face-to-Face Dealings.
❑ Respond to Messages Promptly & Keep Your Clients Informed.
❑ Be Friendly and Approachable.
❑ Have a Clearly-Defined Customer Service Policy.
❑ Attention to Detail (also known as “The Little Niceties”)
❑ Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out.
❑ Honor Your Promises.

6. What is TQM frame work? Discuss with a case study. (CO1, K2)

Total Quality Management (TQM) is a management framework based on

1. the belief that an organization can build long-term success.
2. It will have all its members, from low-level workers to its highest ranking
executives.
3. Focus on improving quality and, thus, delivering customer satisfaction.

Case Study : healthcare provider

• In order to increase that margin further still, managers wanted to implement
improvements across the board.

• Patient satisfaction is the single-most important aspect of the healthcare

industry, engaging in a renewed campaign of TQM proved a natural fit.

• The firm chose to adopt a ‘plan-do-check-act’ cycle, revealing gaps in staff

communication – which subsequently meant longer patient waiting times and
more complaints.

• To tackle this, managers explored a sideways method of internal

communications. Instead of information trickling down from top-to-bottom,
all of the company’s employees were given freedom to provide vital feedback
at each and every level.
7. Discuss the contribution of Juran for Quality in detail. (CO1,K2)
i. Build awareness of the need and opportunity for improvement.
ii. Set goals for improvement.
iii. Organize to reach the goals.
iv. Provide training.
v. Carry out projects to solve problems.
vi. Report progress.
vii. Give recognition.
viii. Communicate results.
ix. Keep score.
x. Maintain momentum by making annual improvement .
8. What are the barriers of TQM implementation? (CO1, K1)
Lack of management commitment.
➢ Inability to change organizational culture
➢ Improper planning.
➢ Lack of continuous training and education.
➢ Incompatible organizational structure and isolated individuals and departments.
➢ Ineffective measurement techniques and lack of access to data and results.
➢ Paying inadequate attention to internal and external customers.
➢ Inadequate use of empowerment and team work.
➢ Failure to continuously improve.
9.What is service quality? Explain its various elements towards customer
satisfaction. (CO1, K2)

• Service Quality is intangible, the complete product cannot be seen or touched.

Rather, it is experienced.

• Examples include delivery of health care, experience of staying at a vacation

resort, and learning at a university. The intangible nature of the product makes
defining quality difficult.

• The five dimensions are: tangibility, reliability, responsiveness, assurance and

empathy
10. What are the obstacles of TQM implementation ? Explain. (CO1,K2)
➢ Lack of management commitment.
➢ Inability to change organizational culture
➢ Improper planning.
➢ Lack of continuous training and education.
➢ Incompatible organizational structure and isolated individuals and departments.
➢ Ineffective measurement techniques and lack of access to data and results.
➢ Paying inadequate attention to internal and external customers.
➢ Inadequate use of empowerment and team work.
➢ Failure to continuously improve.

11. Elaborate the fourteen steps involved in Crosby’s total quality

approach. (CO1,K2)
1. Make it clear that management is committed to quality,
2. Form quality improvement teams with representatives from each
department.
3. Determine where current and potential quality problems lie.
4. Evaluate the cost of quality and explain its use as a management tool.
5. Raise the quality awareness and personal concern of all employees.
6. Take actions to correct problems identified through previous steps.
7. Establish a committee for the zero-defects program.
8. Train supervisors to actively carry out their part of the quality improvement
program.
9. Hold a “zero-defects day” to let all employees realize that there has been a
change.
10. Encourage individuals to establish improvement goals for themselves and
their groups.
11. Encourage employees to communicate to management the obstacles they
face in attaining the improvement goals.
12. Recognize and appreciate those who participate.
13. Establish quality councils to communicate on a regular basis.
14. Do it all over again to emphasize that the quality improvement program
never ends.
12. Explain the common customer feedback collection tools. (CO1,K2)
Tools used for collecting customer complaints:
1. Comment card
2. Customer Questionnaire
3. Customer Focus groups
4. Toll free Telephone numbers
5. Customer visits
6. Report card
7. The Internet and Computers
8. Employee Feedback
9. Mass Customization

13. What are quality statements? Give Example. (CO1,K1)

Three Quality Statements
• Vision Statement
Ex: The perfect search engine that would understand exactly what you
mean and give back exactly what you want”- Google
• Mission Statement
Ex: “To organize the world‘s information and make it universally
accessible and useful” - Google
• Policy Statement
Ex: “Xerox is a quality company. Quality is the basic business principle
for Xerox. Quality means providing our external and internal customers
with innovative products and service that fully satisfy their requirements.
Quality is the job of every employee” – Xerox Corporation
14. Review the history of TQM chronologically.(CO1, K2)

1900 FW Taylor: Product Inspection in Quality

Redford: Quality in product design
1924 Walter Shewhart SPC/Control Charts
1930’s Dodge & Romig “ Acceptance Sampling Tables
1940’s Deming : SQC in Japan
1950’s Quality Assurance in America
Juran: “Cost of Quality”
1960’s Philip Crosby: Zero Defect

1970’s Preventing defects than preventing them

1980’s TQM Standards
ISO 9000
2000 Quality shift from manufacturing to service
“Business Excellence
 13. SUPPORTIVE ONLINE CERTIFICATION COURSES

Sl.No Name of the Name of the Course Website Link

. Institute
1. UDEMY Total Quality www.udemy.com/course/total-quality-
Management management
2. ASIAN INSTITUTE OF Online Lean Six Sigma www.aiqmindia.com/online-lean-six-
QUALITY Certification Course sigma-certification-course.php
MANAGEMENT
3. NPTEL Total Quality nptel.ac.in/courses/110/104/110104080/
Management
4. NPTEL Total Quality nptel.ac.in/courses/110/104/110104085/
Management II
5. NPTEL Six Sigma nptel.ac.in/courses/110/105/110105123/

6. NPTEL Quality Design and nptel.ac.in/courses/110/105/110105088/

Control
7. NPTEL Inspection and Quality nptel.ac.in/courses/112/107/112107259/
Control in Manufacturing
8. NPTEL Quality Control in Textile nptel.ac.in/courses/116/102/116102019/
Industry
9. SWAYAM Six Sigma swayam.gov.in/nd1_noc20_mg19/previe
w
10. SWAYAM Quality Engineering & https://swayam.gov.in/nd2_nou20_cs12/
Management preview
11. SWAYAM Quality Design And swayam.gov.in/nd1_noc20_mg18/previe
Control w
12. IIBM INSTITUTE OF Total Quality www.iibmindia.in/total-quality-
BUSINESS management management-professional- certification-
MANAGEMENT course
13. COURSERA Engineering Project www.coursera.org/programs/r-m-k-
Management: Risk, engineering-college-on-coursera
Quality, Teams, and
Procurement
14. COURSERA Total Quality www.coursera.org/programs/r-m-k-
Management engineering-college-on-coursera
15. COURSERA Six Sigma Tools for www.coursera.org/programs/r-m-k-
Improve and Control engineering-college-on-coursera
16. COURSERA Engineering Project www.coursera.org/programs/r-m-k-
Management engineering-college-on-coursera
17. COURSERA Environmental www.coursera.org/programs/r-m-k-
Management & Ethics engineering-college-on-coursera
18. COURSERA Engineering Project www.coursera.org/programs/r-m-k-
Management: Initiating engineering-college-on-coursera
and Planning
19. COURSERA Strategic Leadership and www.coursera.org/programs/r-m-k-
Management engineering-college-on-coursera
20. COURSERA Sustainable Agricultural www.coursera.org/programs/r-m-k-
Land Management engineering-college-on-coursera
14.REAL TIME APPLICATIONS IN DAY TO DAY LIFE AND
TO INDUSTRY

1. Japan’s economy boomed after WWII by William Edwards

Deming 14 Principles.
Source : Deming's 1950 Lecture to Japanese
Management Translation by Teruhide Haga.
Accessed: 2015-02-24)
Course Outcome : CO1
Program Outcome : PO3,PO4,PO10,PO11 & PO12
Explanation:

Dr. W. E. Deming and Mr. Kenichi Koyanagi, Highest awards on Total Quality Management
Managing Director of JUSE(Union of Japanese in the world sponsored by JUSE(Union of
Scientists and Engineers) in 1950 Japanese Scientists and Engineers) 1951

❖Deming is best known for his work in Japan after WWII, particularly
his work with the leaders of Japanese industry.
❖Work began in July and August 1950, in Tokyo and at the Hakone
Convention Center, when Deming delivered speeches on what he called
"Statistical Product Quality Administration".
❖ Many in Japan credit Deming as one of the inspirations for what has
become known as the Japanese post-war economic miracle of 1950 to
1960, when Japan rose from the ashes of war on the road to becoming
the second-largest economy in the world through processes partially
influenced by the ideas Deming taught:
1. Better design of products to improve service
2. Higher level of uniform product quality
3.Improvement of product testing in the workplace and in research
centers
4. Greater sales through side [global] markets
❖ US in economic recovery in just 80 years up until the end of the Cold War era.
❖ Japan rose from the devastating destruction to recovery in the wake of Hiroshima
and Nagasaki to becoming one of the top performing economy in the world.

2.Implementation of Total Quality Management in Hotel

Source : Hotel and Lodging Management: An
Introduction, 2nd Edition. Alan
T. Stutts, James F. Wortman
Course Outcome : CO1
Program Outcome : PO3,PO4,PO10,PO11 & PO12

Explanation:
❖A good practice in structuring hotels is classifying the department in accordance to
its contact with customers (in this case is the guest is the customer), so will end
with a two main categories; front departments and back departments, where front
departments perform the activities with direct contact to the guest, and back
departments perform other supporting tasks.
❖In the figures shown below can see a typical structure of both limited and full
services hotel types, while the number of employees of 500 is the boundary line
between the two types.

Structure of Limited service Hotel (A. Stutts,J. Wortman, 2006)

❖ Managing quality is critically important in Hotel beside with other types of
businesses.

❖ The importance of managing quality for hotel has vividly augmented in the last
years due to the high level of competition in the industry produced by the
globalization and fewer obstacles for entering into the industry.
 Structure of Full-service Hotel (A. Stutts, J.Wortman, 2006)

❖ Quality in the hotel is defined as “the consistent delivery of products and guest
services according to expected standards”.(Hayes, Ninemeier & Miller, 2011).

❖ Creating value for the guest will lead to retain the guests successfully, and
when we talk about guest retention Managers must know the importance of it
in this particular type of industries.

Quality Components in Hotel(Pearson Education,2011)

3. Role Model of Empowerment - 10 Indian Women
Source : Indian-women-role-models-empowerment by
Priya Florence Shah
Course Outcome : CO1
Program Outcome : PO3,PO4,PO10,PO11 & PO12
Explanation:

Source : naaree.com

1.Mother Teresa: One of the most selfless human beings in the world because of her work
in uplifting the poor and understanding their hardships better by living with them. She even
received a Nobel prize for peace in 1979 for all the good deeds that she did. She took her
vows to become a nun in the year 1937 and sometime after that she dedicated her life
towards the betterment of the poor.
2. Indira Gandhi: Only female prime minister in the history of India with powerful,
enthusiastic, and an empowering woman setting an example with her run as the
prime minister of India. At one time, she was even ousted by her party [INC (Indian
National Congress)], however, that didn’t stop her at all. She created her own party
and led many in her favor. A true example of an inspirational woman.
3. Kalpana Chawla: Bravery as she was the first Indian woman to go into space.
She was from Karnal, Haryana and later moved to America to work for NASA.
Unfortunately, her space shuttle disintegrated while landing back on earth and she
passed away. The story of her excellence and bravery is still remembered by
everyone and inspires every woman in the world.

4.Indra Nooyi: CEO of the second biggest organization in the world. She was a
brilliant student and she graduated from IIM Kolkata and Yale School Of
Management. She stepped away from the position of the CEO of PepsiCo and joined
the board of directors of Amazon, the biggest company in e-commerce. She has
consistently been mentioned in the list of the most powerful women in the world.

5.Aishwarya Rai Bachchan: one of the most beautiful women in the world. Most
of the other competitors in the Miss World 1994 contest stepped out and nobody
wanted to compete with her mesmerizing beauty. Then she made her way to
Bollywood and won many hearts with her amazing acting skills. She loves to be a
part of many charities such as polio camps and eye donation.

6.Priyanka Chopra: won the Miss World contest held in 2000, her success has
been non-stop. Recently she has been making waves all over the world with her
success as the lead of the American TV show, Quantico. She even played the role of
the next woman in the list in her biopic titled 'Mary Kom'. The movie was amazing
and the story sure does spell ‘women empowerment’. Priyanka's role in 'Mary Kom'
was appreciated by audience as well as critics.

7.Ela Bhatt: Founded the Self-Employed Women's Association of India (SEWA) in

1972, and served as its general secretary from 1972 to 1996. She is the current
Chancellor of the Gujarat Vidyapith. A lawyer by training, Bhatt is a part of
the international labour, cooperative, women, and micro-finance movements.
8. Mary Kom: Strongest women in the world, the title ‘Magnificent Mary’ has
been given to her for a reason. She went on to become the World Amateur Boxing
champion for a record six times. She was the first female boxer from India to win a
gold in the 2014 Asian Games and another gold in the 2018 Commonwealth Games.
Mary Kom is an inspiration for women all over the world.

9.Dipa Karmakar: First Indian female gymnast ever to compete in the

Olympics, and the first Indian gymnast to do so in 52 years. She attained fourth
position in Women's Vault Gymnastics event at Rio, with an overall score of 15.066.
10.Belinda Wright: Founder trustee of World Wide Fund for Nature (WWF)
India, which she helped set up in the late 1960s. She was a member of the Tiger
Task Force that was commissioned by the late Indian Prime Minister, Mrs. Indira
Gandhi, to select nine tiger reserves for the launch of Project Tiger in 1973. She
served for twenty-three years on the Indian Board for Wildlife and was closely
involved with the passing of the Wild Life (Protection) Act. Anne has also served on
the wildlife boards of nine states in North East and Central India.
4.Toyato: An example of how to use 5S for Success

Source : Set
Order, Shine, Sort, Standardize, Sustain The Five “S”, Toyota by
David Kiger
Course Outcome : CO1
Program Outcome : PO3,PO4,PO10,PO11 & PO12
Explanation

Toyota refers to the Japanese words Seiri, Seiton, Seiso, Seiketsu and Shitsuke or
translated into English, Sort, Set in order, Shine, Standardize, and Sustain to all
his employees to apply this not only inside the organization but also in their life.

1.Seiri or Sort refers to the elimination of unnecessary items in the workplace.

Toyota also tries to reduce the useless things in this step by planning before what
they will need.

2.Seiton or “Set in order” is where everything is classified and has a specific

place for storage. Toyota considers that in this step, each item should be easy to
find and use. For example, many of the tools they use are always at hand close to
the workplace and arranged to be easily caught without keys or doors or wasting
time searching it.
 Source : Flickr.com

3.Seiso or “Shine” involves the cleaning part that will take place every day. It is
not only clean but also try to avoid get dirty as possible. This should be done not
only to have more order in the company but a responsibility to the environment, by
cleaning everything that can pollute and reduce waste.
4.Seiketsu or “Standardize” invites to make all the above steps a habit. To
accomplish this, Toyota always seeks to create awareness about the importance of
the 5’s and give their employees clear rules to carry them out.

5.Shitsuke or Sustain, speaks of self-discipline. At this point, all members of the

company constantly apply 5s looking to improve more every day.
15.CONTENT BEYOND SYLLABUS

1.Armand Vallin Feigenbaum Contribution: The power of

Quality Management Innovation

Refer :McGraw-Hill mighty management handbooks

Course Outcome : CO1
Program Outcome : PO10,PO11 & PO12
Content :24 keys for sustaining and accelerating business
growth and Profitability.

2.Project Quality Management Concepts

Refer : Joseph M. Duran , Quality Control Handbook (1951)

Course Outcome : CO1
Program Outcome : PO10,PO11 & PO12
Content : Delivering a product or service to the specifications of the
customer or stakeholder.

3. Muda, Mura, Muri- The Evil Tool for Continues Improvement

Refer : Panneman, T., 2019, Sustainable 5S - How to Use the lean

Starting Tool to Improve Flow, Productivity and Employee
Satisfaction, Dublin: MudaMasters
Course Outcome : CO2
Program Outcome : PO10,PO11 & PO12
Content : Developed the continuous production system by eliminating
three enemies of Lean: Muda (waste), Muri (overburden)
and Mura (unevenness)

4. Qualities of a Successful Entrepreneur

Refer : Rich20Something: Ditch Your Average Job, Start an

Epic Business, Score the Life You Want Hardcover –
May 2, 2017 by Daniel DiPiazza
Course Outcome : CO2
Program Outcome: PO10,PO11 & PO12
Content : Successful business people have many traits in common with
one another which are confident and optimistic ,here gives ten
traits of the successful entrepreneur.
 16.Assessment Schedule

Dates for Assessment Tests

Internal Assessment Test I :29.01.25 to 03.02.25

Internal Assessment Test II :10.03.25 to 15.03.25

Model Examination :03.04.25 to 17.04.25

82
17. PRESCRIBED TEXT BOOKS &REFERENCE BOOKS

TEXT BOOK:
1.Dale H.Besterfiled, Carol B.Michna,Glen H. Besterfield,Mary B.Sacre,Hemant
Urdhwareshe and Rashmi Urdhwareshe, ―Total Quality Management‖, Pearson
Education Asia, Revised Third Edition, Indian Reprint, Sixth Impression, 2013.

REFERENCES:
1.James R. Evans and William M. Lindsay, "The Management and Control of
Quality", 8th Edition, First Indian Edition, Cengage Learning, 2012.
2.Janakiraman. B and Gopal .R.K., "Total Quality Management - Text and Cases",
Prentice Hall (India) Pvt. Ltd., 2006.
3.Suganthi.L and Anand Samuel, "Total Quality Management", Prentice Hall (India)
Pvt. Ltd., 2006.

4. ISO9001-2015 standards
18. MINI PROJECT SUGGESTIONS

1.Develop an APP to Implement Quality management System in

Hotel/Hospital.

Course Outcome : CO1

Program Outcome : PO2,PO3,PO4,PO5,PO10,PO11 & PO12
Aim: To Design and Develop an Android OS development tool App to provide
instant alerts and notifications to Hotel /Hospital service agents and management
about any Guest/Patients request through a standard workflow and Advance service
system.
Duration : 2 Months

2.Designa new Solution for Customer Relationship

Management in R.M.K. Group of Institutions.

Course Outcome : CO1

Program Outcome : PO2,PO3,PO4,PO10,PO11 & PO12
Aim: To Develop an innovative technique to enhance and develop long term
relationship with the customers as life time customers.
Duration : 2 Months

3.Develop an APP to found an inspirational story of an Highly

Efficient Leaders

Course Outcome : CO1

Program Outcome : PO2,PO3,PO4,PO5,PO10,PO11 & PO12
Aim: To Design and Develop an Android OS development tool App for Successful
Leaders across the world wishing to keep all the useful articles, images, videos, and
other content saved at a single place for future use.
Duration : 2 Months

4.Develop an APP to measure Self Appraisal Performance of

Teaching Faculty in R.M.K. Engineering College

Course Outcome : CO1

Program Outcome : PO2,PO3,PO4,PO5,PO10,PO11 & PO12
Aim: To Design and Develop an Android OS development tool App to measure
their Academic Performance, Research Talent, Administration responsibilities and
societal Importance.
Duration : 2 Months
5.Develop an APP to measure the customer Feedback of
Institution and Industry.

Course Outcome : CO1

Program Outcome : PO2,PO3,PO4,PO5,PO10,PO11 & PO12
Aim: To Design and Develop an Android OS development tool App to measure
their Complaints and Strength of Institution & Industry
Duration : 2 Months
 Thank you

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