UNIT IV

TQM TOOLS & TECHNIQUES II

Quality circles – Quality Function Deployment (QFD) - Taguchi quality loss function –
TPM – Concepts, improvement needs – Performance measures- Cost of Quality - BPR.

Part-A

1. Define Quality Function Deployment

2. What are the objectives of QFD?
3. Identify the six sections of a basic house of quality matrix.
4. Outline the users of QFD.
5. List the categories of quality costs.

Part-B
1. What are the types of customer information? How is it collected? How it is used in QFD?

2. Describe features of QFD.

3. Evaluate the process of QFD.

QUALITY FUNCTION DEPLOYMENT

Introduction:

 Quality Function Deployment (QFD) is a planning tool used to fulfill customer expectations.
 It is a disciplined approach to product design, engineering and production and
provides in-depth evaluation of a product.
 QFD focuses on customer expectations or requirements often referred to as the voice of the
customer.
 It is employed to translate customer expectations in terms of specific requirements, in two
directions and actions, in terms of engineering or technical characteristics that can be
deployed through
 Product planning
 Part development
 Process Planning
 Production Planning
 Service Industries
 QFD Team:

 When an organization decides to implement QFD, the project manager and team members
need to be able to commit a significant amount of time to it, especially in the early stages.
 Teams compose of members from marketing, design, quality, finance and production.
One of the most important tools in the QFD process is communication.
 Team meetings are very important in the QFD process.
 The team leader needs to ensure that the meetings run in the most efficient manner and that
the members are kept informed.
 The meeting format should have some way of measuring how well the QFD process is
working at each meeting and should be flexible depending on certain situations.

Voice of the Customer:

 Words used by the customer to describe their expectations are often referred to as the
voice of the customer.
 Customer satisfaction like quality is defined as meeting or exceeding customer expectations.
 QFD begins with marketing to determine what exactly the customer desires from a product.
 During the collection of information, the QFD team must continually ask and answer
numerous questions such as
a) What does the customer really want?
b) What are the customers’ expectations?
c) Are the customers’ expectations used to drive the design process?
d) What can the design team to do achieve customer satisfaction?
 BENEFITS OF QFD :
1. Improves Customer satisfaction
 Creates focus on customer requirements
 Uses competitive information effectively
 Prioritizes resources
 Identifies items that can be acted upon

2. Reduces Implementation Time

 Decreases midstream design changes
 Limits post introduction problems
 Avoids future development redundancies Promotes Team work
 Based on consensus
 Creates communication
 Identifies actions

3. Provides Documentation
 Documents rationale for design
 Adds structure to the information
 Adapts to changes (a living document)

Part-A
1. What is meant by cost of internal failures?
2. What is meant by cost of internal failures?
3. List out the type of internal failures?

Part-B
1. Plan and discuss about the Construction the House of Quality.
2. Discuss with an example the stages in building the House of Quality.

HOUSE OF QUALITY :

The primary planning tool used in QFD is the house of quality. The house of quality translates the voice
of the customer in to design requirements that meet specific target values and matches those against
how an organization will meet those requirements. Many managers and engineers consider the house of
quality to be primary chart in quality planning.

THE STEPS IN BUILDING A HOUSE OF QUALITY ARE :

1. List Customer Requirements (WHAT’s)

2. List Technical Descriptors (HOW’s)

3. Develop a Relationship Matrix Between WHAT’s and HOW’s

4. Develop an Inter-relationship Matrix between HOW’s

 5. Competitive Assessments
a. Customer Competitive Assessments
b. Technical Competitive Assessments

6. Develop Prioritized Customer Requirements

7. Develop Prioritized Technical Descriptors

Step1: List Customer Requirements (WHATs)

QFD starts with a list of goals and objectives.

 This list is often referred as the WHATs that a customer needs or expects in a particular
product.
 This list of primary customer requirements is usually vague and very general in nature.
 Further a most detailed list of secondary customer requirements is needed to support
the primary customer requirements.
 Step 2: List Technical Descriptors (HOWs)

 The goal of the house of quality is to design or change the design of a product in away
that meets or exceeds the customer expectations.
 Here the customer needs and expectations are expressed in terms of customer requirements; it
is the duty of the QFD team to convert these requirements in to engineering characteristics or
technical descriptors.
 Implementation of the customer requirements is difficult until they are translated in to
counterpart characteristics.
 Counterpart characteristics are an expression of the voice of the customer in technical
language.
 The list of technical descriptors is divided in two primary, secondary and tertiary technical
descriptors.
 Determine their respective relationships.
 One way to reduce the confusion associated with determining the relationships between
customer requirements and technical descriptors is to use an L-Shaped matrix.
 The L-Shaped matrix makes interpreting the complex relations very easy and does not
require a significant amount of experience.

Step 3: Relationship Matrix

 The inside of the house of quality is called as the relationship matrix and it is usually filled
by the QFD team.
 It is common to use symbols to represent the relationship between the customer
requirements and descriptors.

Example:
 A solid circle represents a strong relationship
A single circle represents a
medium relationship A triangle
represents a weak relationship.

An empty column indicates that a particular technical descriptor does not affect any of the customer
requirements and after careful scrutiny may be removed from the house of quality.
Step 4: Develop an interrelationship Matrix between HOWs

 The roof of the house of the quality called the correlation matrix is used to identify any
interrelationships between each of the technical descriptors.

Symbols:

 A solid circle represents a strong positive relationship

 A circle represents a positive relationship
 An X represents a negative relationship
 An asterisk represents a strong negative relationship.

Step 5: Competitive Assessments

 The competitive assessments are a pair of weighted tables that depict item for item how
competitive products are compared with current organization products.
 The competitive assessment tables are separated in to two categories customer assessment
and technical assessment.
 The numbers 1 through 5 are listed in the competitive evaluation column to indicate a
rating of 1 for worst and 5 for best.
 The customer competitive assessment is a good way to determine is the customer
requirements has been met and identifies areas to concentrate in on the next design.

Technical Competitive Assessment:

 Customer requirements and technical descriptors that are strongly related should also
exhibit a strong relationship in their competitive assessments.
 If an organization technical assessment shows its products to be superior to the
competition, then the customer assessment should show a superior assessment.
 If the customer disagrees, then a mistake in engineering judgement has occurred
and should be corrected.

Step 6: Develop Prioritized customer requirements

 Importance to customer
 Target value
 Scale-up factor
 Sales point
  An absolute weight

Step 7: Develop Prioritized technical descriptors

 Degree of technical difficulty

 Target value
 Absolute weights
 Relative weights
Quality costs are defined are 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. Simply stated, quality cost is the cost of poor products or services.

CATEGORIES & ELEMENTS OF QUALITY COST

I. Preventive Cost Category

1. Marketing/Consumer/User:

Costs are incurred in the accumulation and continued evaluation of customer and user quality
needs and perceptions affecting user satisfaction with the organizations product or service.

2. Product/Service/Design Development:

Costs are incurred to translate customer and user needs in to reliable quality standards and
requirements and to manage the quality of new product or service.

3. Purchasing:

Costs are incurred to assure conformance requirements of supplier parts, materials or processes and to
minimize the impact of supplier non conformance on the quality of delivered products or services.

4. Operations (Manufacturing or service):

Costs are incurred in assuring the capability and readiness of operations to meet quality standards
and requirements and to impart quality education to operating personnel.

5. Quality Administration:

Costs are incurred in the overall administration of the quality management function.

Appraisal Cost Category

6. Purchasing Appraisal Costs:

Purchasing appraisal costs can generally be considered the costs incurred for the inspection and test of
purchased supplies or service to determine acceptability to use.

7. Operations (Manufacturing or service) Appraisal Costs:

Operations appraisal costs can generally be considered the costs incurred for the test or audit required
to determine and assure the acceptability of product or service.

8. External Appraisal Costs:

External appraisal costs are incurred for field set up or installation and check out for the acceptance of
customers.

9. Review of Test & Inspection:

Costs are incurred for regular reviewing inspection and test data, prior to release of the product for
shipment.

10. Miscellaneous Quality Evaluations:

Costs involved in quality audits to assure continued ability to provide acceptable support to the
production process.

II. Internal Failure Cost Category

1. Product or Service Design Failure Costs (Internal):

Design failure costs are the unplanned costs that are incurred because of inherent design inadequacies.

2. Purchasing Failure Costs:

Costs which are incurred due to the rejects of purchased items.

3. Operations (Product or Service) Failure Costs:

The costs associated with nonconforming product or service discovered during the operations
process. It is categorized in to three distinct areas: material review and corrective action, rework or
repair costs and scrap costs.

III. External Failure Cost Category

1. Complaint Investigations of Customer or User Service:

It includes the total cost of investigating, resolving and responding to individual customer and user
complaints.

2. Returned Goods:

Costs incurred in evaluating, repairing and replacing goods.

3. Retrofit and Recall costs

Retrofit and recall costs are those costs required to modify or update products or field service facilities
to a new design change level, based on major redesign due to design deficiencies.

Warranty Claims

Warranty costs include the total costs of claims paid to the customer or user after acceptance to cover
expenses, including repair costs, such as removing defective hardware from a system, or cleaning
costs, due to food or chemical service accident.

4. Liability Costs

Liability costs are organization-paid costs due to liability claims, including the cost of product or
service liability insurance.

5. Penalties

Penalty costs are those costs incurred because less than full product or service performance is
achieved as required by contracts with customers or by government rules and regulations.

6. Customer or user good will

This category involves costs incurred that customers are not satisfied with quality of delivered
product or service because the customer’s quality expectations were greater than the quality they
received.

7. Lost Sales

Lost sales comprise the value of the contribution to profit that is lost due to sales reduction because of
quality problems.

Part-A

1. Define “Taguchi’s Quality Loss Function” (TQLF). (Apr/May 2015)

2. Indicate the different parameters used for quality performance measurement. (Apr/May 2015)
3. What is Process Capability? (NOV/DEC 2016)

Part-B
1. Explain the different types of cost contributing to the cost of quality. MAY/JUNE 2017)
2. Explain the Taguchi’s quadratic quality loss function. How it differs from traditional
approach of quality loss cost? (MAY/JUNE 2017)
3. Explain briefly about the following i. Taguchi quality loss function. (MAY/JUNE 2019)

TAGUCHI’S QUALITY LOSS FUNCTION

INTRODUCTION
 Taguchi Methods is a statistical methods developed largely by GENICHI
TAGUCHI to improve quality of manufactured goods.
 The philosophy of off-line quality control.
 Innovations in the design of experiments.

Taguchi Loss Function Definition

Taguchi defines Quality as “the loss imparted by the product to society from the time the
product is shipped.”
LOSS = Cost to operate,
Failure to function, maintenance and repair cost, customer satisfaction, poor design.
Product to be produced “being within specification”

Taguchi’s Vs Traditional Approach

Taguchi’s Quadratic Quality Loss
Function
Quality Loss Occurs when a product’s deviates from target or nominal value.
Deviation Grows, then Loss increases.
Taguchi’s U-shaped loss Function Curve.

Formula to find Taguchi’s Loss Fn

Taguchi uses Quadratic Equation to determine loss Curve

L (x) = k (x-N)²
 Where L (x) = Loss Function,
k = C/d² = Constant of proportionality,
where C – Loss associated with sp limit
d - Deviation of specification from target value
x = Quality Features of selected product,
N = Nominal Value of the product and
(x-N) = Tolerance

Problem
A part dimension on a power tool is specified as 32.25±0.25.Company records show±0.25
exceeded & 75% of the returned fo replacement. Cost of replacement is Rs.12,500.Determine
k & QLF.

Solution :
Expected Cost of repair C = 0.75(12500) = Rs 9,375
k = C/d²= 9375/(90.25)² = Rs 1,50,000
QLF =L (x) 1,50,00(x-N)

Taguchi’s Quality Loss Function concept combines cost, target and variation in one metric
with specifications being of secondary importance. Taguchi has defined quality as the loss
imparted to society from the time a product is shipped. Societal losses include failure to meet
customer requirements, failure to meet ideal performance and harmful side effects.

There are three common quality loss functions

1. Nominal - the - best.

2. Smaller - the - better.

3. Larger - the - better.

 NOMINAL – THE – BEST : Although Taguchi developed so many loss

functions, many situations are approximated by the quadratic function which is
called the Nominal – the – best type.
 SMALLER – THE – BETTER :
 The following figure shows the smaller – the – better concepts. The target value for smaller –
the – better is 0. There are no negative values for the performance characteristic. The
radiation leakage from a microwave appliance, the response time for a computer, pollution
from an automobile, out of round for a hole etc. are the performance characteristics for this
concept. product performance goes above the desired target performance. Determining the
target performance is an educated guess, often based on customer surveys and feedback.
The quality loss function allows financial decisions to be made at the design stage
regarding the cost of achieving the target performance.

Quality through Robust Design Methodology

Taguchi methods emphasised quality through robust design, not quality through inspection.
Taguchi breaks the design process into three stages:

1. System design - involves creating a working prototype

2. Parameter design - involves experimenting to find which factors influence product performance most
3. Tolerance design - involves setting tight tolerance limits for the critical factors and looser tolerance
limits for less important factors.

Taguchis Robust Design methodologies allow the designer through experiments to determine which
factors most affect product performance and which factors are unimportant. The designer can focus
on reducing variation on the important or critical factors. Unimportant or uncontrollable ―noise
factors have negligible impact on the product performance and can be ignored.

Part-B
1. Write notes on Typical performance measures of TQM. (NOV/DEC 2015) (R).
2. What are the goals of TPM and explain the six losses in TPM? (NOV/DEC 2016)
3. Explain the seven steps plan to establish the TPM in an organization in detail. (NOV/DEC
2019)
4. Explain the different steps involved in Failure Mode Effect Analysis with an example.
(APRIL/MAY 2019)

TOTAL PRODUCTIVE MAINTENANCE (TPM)

Total Productive Maintenance (TPM) is defined as keeping the running plant and equipment
at its highest productive level with the co-operation of all areas of the organization.
Predictive and Preventive maintenance are essential to building a foundation for a
successful TPM environment. Predictive Maintenance is the process of using data and
statistical tools to determine when a piece of equipment will fail. Preventive Maintenance is
the process of periodically performing activities such as lubrication on the equipment to keep it
running.

OBJECTIVES OF TPM :
1. To maintain and improve equipment capacity.
2. To maintain equipment for life.
3. To use support from all areas of the operation.
4. To encourage input from all employees.
5. To use teams for continuous improvement.

TPM PHILOSOPHY – CONCEPT OF TPM :

Total Productive Maintenance (TPM) is an extension of the Total Quality Management (TQM)
philosophy to the maintenance function.
TPM has the following steps:
1. Management should learn the new philosophy of TPM.
2. Management should promote the new philosophy of TPM.
3. Training should be funded and developed for everyone in the organization.
4. Areas of needed improvement should be identified.
Loss measurements to identify improvement needs are
 Down time losses
 Reduced speed losses
 Poor quality losses

5. Performance goals should be formulated.

6. An implementation plan should be developed.
7. Autonomous worth groups should be established.

Steps:

 Management learns the new philosophy

 Management promotes the new philosophy
 Training is funded and developed for everyone in the organization
  Areas of needed improvement are identified
 Performance goals are formulated
 An implementation plan is developed
 Autonomous work groups are established.

1. Learning the new philosophy:

 TPM is merely trying to tap in to an unused resource, the brain power and problem solving
ability of all the organizations employees.
 Thus it is necessary to allow people to make decisions.
 Many organizations have had the flavor-of-the-mouth approach to changing management
techniques.
 This approach has led to credibility problems with employees.
 Management is changed and the new manger does not build on past accomplishments but
develops a new system that will presumably solve all of the organizations problems.
 Lack of ownership seems to cause low cause morale and dissatisfaction with management.
 Ownership should be based on what is good for the customer and for the employees
that serve the customer.

2. Promoting the new philosophy:

 Senior management must spend more time in promoting the system.

 They must sell the idea and let the employees know that they are totally committed to its
success.
 If the belief in the new philosophy and commitment are not there, then positive results will not
happen.
 Too often lip service is given to a “new idea”.
 This can be solved by a belief that the new system will solve some immediate problems
and lead to an immediate return on investment.
 A long term commitment to the new philosophy is required.
 One of the best ways to implement the new philosophy is just to start doing it.
 In other words start giving the maintenance and production personnel more autonomy.
 Once the employees realize that management is serious about taking the organization in a
new, more positive direction, employees will usually respond.

3. Training:

 Teach the new philosophy to mangers at all levels.

  Begin with senior management and work down to first line supervisors.
Don’t teach the HOW also teach the WHY

 Senior management must spend time learning about and understanding the
ramifications of this philosophy to their organization.
 Some managers are needed to be replaced because they don’t accept change and also
identify managers who readily respond to new philosophy.
 First line supervisors need to learn their role in what most likely will be a new environment.
 There needs to be some instruction in the areas of jobs that maintenance people do
and jobs that production people do.
 A great benefit of TPM is the cross-pollination of ideas between maintenance
technicians and production operators.

4. Improvement Needs:

 There are usually some machines that seem to be on the verge of breaking down or require
an excessive amount of maintenance.
 Employees who work with the equipment on a daily basis are better able to identify those
conditions than anyone else in the organization.
 A good first step is to let the operators and maintenance technicians tell management
which machines and systems need the most attention.
 An implementation team of operators and technicians to coordinate this process is essential.

Six Losses:

Downtime Losses:

 Planned
 Start ups
 Shift Changes
 Coffee and lunch breaks
 Unplanned:
 Equipment breakdown
 Change over’s
 Lack of material
 Idling and minor stoppages
 Slow downs and poor quality losses
  Process nonconformities
 Scrap

5. Goal:

 Goal should be set after the improvement needs are identified.

 The first goal is to establish the time frame for fixing the prioritized problem.
 Technicians and operators will probably want it done faster than management because it
causes them more problems on a daily basis.
 Identifying needs and setting goals begins the process of getting the organization to work as a
team.

6. Developing Plans:

 First, develop and implement an overall plan of action for training all employees.
 Plans for developing the autonomous work groups should take place during the training phase.

 Plan to use, team of maintenance technicians and operators to work on particularly

troublesome problems.
 Priorities can be set and management can make a commitment with resources to correct
some of the basic problems.

7. Autonomous Work Groups:

 Autonomous work groups are established based on the natural flow of activity.
 First make the operator responsible for the equipment and the level of maintenance that he is
capable of performing.
 Next, identify the maintenance personnel who work in certain areas or have certain skill levels.
 Operators and maintenance personnel are brought together resulting in an autonomous work
group.
These groups must have the authority to make decisions about keeping the equipment in first
class running order.

FAILURE MODE AND EFFECTS ANALYSIS (FMEA)

The FMEA process is an on-going, bottom-up approach typically utilised in three areas of product
realization and use, namely design, manufacturing and service. A design FMEA examines potential
product failures and the effects of these failures to the end user, while a manufacturing or process
FMEA examines the variables that can affect the quality of a process. The aim of a service FMEA is
to prevent the misuse or misrepresentation of the tools and materials used in servicing a
product.There is not a single, correct method for conducting an FMEA, however the automotive
industry and the U.S. Department of Defense (Mil-Std-1629A) have standardised
procedures/processes within their respective realms. Companies who have adopted the FMEA
process will typically adapt and apply the process to meet their specific needs. Typically, the main
elements of the FMEA are:

 The failure mode that describes the way in which a design fails to perform as intended or
according to specification;

 The effect or the impact on the customer resulting from the failure mode; and

 the cause(s) or means by which an element of the design resulted in a failure mode.

It is important to note that the relationship between and within failure modes, effects and causes can
be complex. For example, a single cause may have multiple effects or a combination of causes could
result in a single effect. To add further complexity, causes can result from other causes, and effects
can propagate other effects.

Who Should Complete the FMEA

As with most aspects of design, the best approach to completing an FMEA is with cross- functional
input. The participants should be drawn from all branches of the organisation including purchasing,
marketing, human factors, safety, reliability, manufacturing and any other appropriate disciplines. To
complete the FMEA most efficiently, the designer should conduct the FMEA concurrently with the
design process then meet with the cross- functional group to discuss and obtain consensus on the
failure modes identified and the ratings assigned.

Relationship between Reliability and Safety

Designers often focus on the safety element of a product, erroneously assuming that this directly
translates into a reliable product. If a high safety factor is used in product design, the result may be an
overdesigned, unreliable product that may not necessarily be able to function as intended. Consider
the aerospace industry that requires safe and reliable products that, by the nature of their function,
cannot be overdesigned.

Application of the Design FMEA

As mentioned previously, there is not one single FMEA method. The following ten steps provide a
basic approach that can be followed in order to conduct a basic FMEA. An example of a table lamp is
used to help illustrate the process. Attachment A provides a sample format for completing an FMEA.
 Step 1: Identify components and associated functions

The first step of an FMEA is to identify all of the components to be evaluated. This may include all
of the parts that constitute the product or, if the focus is only part of a product, the parts that make up
the applicable sub-assemblies. The function(s) of each part within in the product are briefly
described.

Step 2: Identify failure modes

The potential failure mode(s) for each part are identified. Failure modes can include but are not
limited to:

 complete failures  intermittent failures

 partial failures  failures over time
 incorrect operation  premature operation
 failure to cease functioning at allotted time
 failure to function at allotted time
It is important to consider that a part may have more than one mode of failure.

Step 3: Identify effects of the failure modes

For each failure mode identified, the consequences or effects on product, property and people are
listed. These effects are best described as seen though the eyes of the customer.

Step 4: Determine severity of the failure mode

The severity or criticality rating indicates how significant of an impact the effect is on the customer.
Severity can range from insignificant to risk of fatality. Depending on the FMEA method employed,
severity is usually given either a numeric rating or a coded rating. The advantage of a numeric rating is
the ability to be able to calculate the Risk Priority Number (RPN) (see Step 9). Severity ratings can be
customised as long as they are well defined, documented and applied consistently. Attachment B
provides examples of severity ratings.

Step 5: Identify cause(s) of the failure mode

For each mode of failure, causes are identified. These causes can be design deficiencies that result in
performance failures, or induce manufacturing errors.
 Step 6: Determine probability of occurrence

This step involves determining or estimating the probability that a given cause or failure mode will
occur. The probability of occurrence can be determined from field data or history of previous
products. If this information is not available, a subjective rating is made based on the experience and
knowledge of the cross-functional experts.

Two of the methods used for rating the probability of occurrence are a numeric ranking and a
relative probability of failure. Attachment C provides an example of a numeric ranking. As with a
numeric severity rating, a numeric probability of occurrence rating can be used in calculating the
RPN. If a relative scale is used, each failure mode is judged against the other failure modes. High,
moderate, low and unlikely are ratings that can be used. As with severity ratings, probability of
occurrence ratings can be customised if they are well defined, documented and used consistently.

Step 7: Identify controls

Identify the controls that are currently in place that either prevent or detect the cause of the failure
mode. Preventative controls either eliminate the cause or reduce the rate of occurrence. Controls that
detect the cause allow for corrective action while controls that detect failure allow for interception of
the product before it reaches subsequent operations or the customer.

Step 8: Determine effectiveness of current controls

The control effectiveness rating estimates how well the cause or failure mode can be prevented or
detected. If more than one control is used for a given cause or failure mode, an effectiveness rating is
given to the group of controls. Control effectiveness ratings can be customised provided the
guidelines as previously outlined for severity and occurrence are followed. Attachment D provides
example ratings.
Step 9: Calculate Risk Priority Number (RPN)

The RPN is an optional step that can be used to help prioritise failure modes for action. It is
calculated for each failure mode by multiplying the numerical ratings of the severity, probability of
occurrence and the probability of detection (effectiveness of detection controls) (RPN=S x O x D). In
general, the failure modes that have the greatest RPN receive priority for corrective action. The
RPN should not firmly dictate priority as some failure modes may warrant immediate action although
their RPN may not rank among the highest.
Step 10: Determine actions to reduce risk of failure mode

Taking action to reduce risk of failure is the most crucial aspect of an FMEA. The FMEA should be
reviewed to determine where corrective action should be taken, as well as what action should be
taken and when. Some failure modes will be identified for immediate action while others will be
scheduled with targeted completion dates.
What is Business Process Re-engineering (BPR)?
Business Process Re-engineering (BPR) is a strategic approach to improve an organization’s
performance by rethinking and redesigning its business processes. The goal of BPR is to achieve
significant improvement in parameters like cost, quality, service, and speed.
1. The aim is to improve customer satisfaction by improving the quality and speed of services
delivered.
2. It involves questioning the basic assumptions and principles of current business processes.
3. It involves the collaboration of cross-functional teams to ensure all the aspects of the processes
are considered.
4. Its successful implementation requires effective change management strategies to handle
resistance to change.
Principles of BPR
Here are seven key principles of BPR:

1. Focus on Desired Outcomes: BPR emphasizes organizing processes based on desired outcomes,
rather than individual tasks and designing processes that achieve these outcomes efficiently.
2. Identify and Eliminate Non-Value-Adding Activities: BPR aims to eliminate non-value-added
activities by analyzing processes, thereby reducing waste and unnecessary bottlenecks.
3. Integrate Multiple Steps: BPR emphasizes combining multiple steps and ensures that
information processing occurs as a part of the actual work process. This helps to simplify the
process and reduce delays.
4. Coordinate Geographically Dispersed Resources: BPR advocates to use of technology to
integrate and treat geographically dispersed resources as a centralized source to create a unified
process and improve accuracy.
5. Link Parallel Activities: BPR focuses on integrating parallel activities to enable simultaneous
processing and thus reducing the wait time and errors.
6. Empower Employees: BPR advocates to empower employees so that they can make decisions at
the point where the work is performed, thus enabling faster and more efficient decision-making.
7. Capture Information Once at the Source: BPR emphasizes capturing information once and
ideally at the source to avoid duplication and errors. The same information can be used throughout
the process.
When You Should Consider BPR?
BPR should be considered under the following circumstances:
1. Significant Performance Gaps: When there is a significant discrepancy between current
performance and desired outcomes then there is a need to implement BPR.
2. Shift in Market Dynamics: In response to changes in market conditions, such as changing
customer demands, or emerging technologies, that require rethinking of business operations.
3. Strategic Shift: When an organization undergoes a strategic shift such as launching new products
or changing business models, requiring alignment of processes with new strategic objectives.
4. Customer Dissatisfaction: When there is customer dissatisfaction due to poor quality, or slow
service, thus indicating process redesign to enhance customer experience.
5. Cost Reduction Needs: When there is a need to reduce operational costs without compromising
quality, there is the necessity of re-engineering processes to eliminate waste and improve
efficiency.
Steps to BPR
Here is a brief overview of how BPR works:
1. Identify Processes: This step involves identifying processes for re-engineering that require the
improvement most and will offer the greatest benefit from re-engineering.
2. Understand Existing Processes: Conduct a thorough analysis of current processes to identify
inefficiencies and bottlenecks.
3. Define Objectives: Set clear and specific goals for the re-engineering process such as cost
reduction, faster service, improved quality, and many more.
4. Form a Cross-Functional Team: Form a team of members from various departments to bring
diverse expertise to the re-engineering process.
5. Redesign Processes: Rethink and redesign processes from the ground up, focusing on eliminating
non-value-adding activities.
6. Implement Changes: Execute new process designs and ensure that all necessary resources are
available to facilitate a smooth transition.
7. Monitor and Optimize: Continuously track the performance of re-engineered processes and
make changes as needed to ensure that they meet the desired outcomes.

PART-A
1. What is a QFD?
Quality Function Deployment is a planning tool used to fulfil customer expectations. It is a
disciplined approach to product design, engineering, and production and provides in-depth
evaluation of a product.

2. What are the benefits of QFD

i. Customer driven
ii. Reduces implementation time
iii. Promotes teamwork
iv. Provides documentation

3. What are the steps required to construct an affinity diagram?

i. Phrase the objective
ii. Record all responses
iii. Group the responses
iv. Organize groups in an affinity diagram

4. What are the goals of TPM? (MAY 2010)

The overall goals of Total Productive Maintenance, which is an extension of TQM are
i. Maintaining and improving equipment capacity
ii. Maintaining equipment for life
iii. Using support from all areas of the operation
iv. Encouraging input from all employees
v. Using teams for continuous improvement

5. Give the seven basic steps to get an organization started toward TPM?
a) Management learns the new philosophy
b) Management promotes the new philosophy
c) Training is funded and developed for everyone in the organization
d) Areas of needed improvement are identified
e) Performance goals are formulated
f) An implementation plan is developed
g) Autonomous work groups are established

6. What are the major loss areas?

i. Planned downtime
ii. Unplanned downtime
iii. Idling and minor stoppages
iv. Slow-downs
v. Process nonconformities
vi. Scrap

7. Define TPM? (MAY 2011)

T : Total = All-encompassing by maintenance and production individuals working together.
P : Productive = Production of goods and services that meet or exceed customer’s
expectations.
M : Maintenance = Keeping equipment and plant in as good as or better than the original
condition at all times.

8. Define quality cost.

Quality cost is defined as the cost associated with the non-achievement of product/service
quality as defined by the requirements established by the organisation and its contracts with
customers and society.
9. List the categories of quality costs.
The categories of quality cost are
1. Cost of prevention
2. Cost of appraisal
3. Cost of internal failures and
4. Cost of external failures.

10. What is meant by cost of prevention?

Prevention costs are the costs that are incurred on preventing a quality problem from arising.

11. List the elements of cost of prevention.

The elements of cost of prevention are
1. Cost of quality planning
2. Cost of documenting
3. Process control cost
4. Cost of training
5. Costs associated with preventing recurring defects.

12. What is cost appraisal? (MAY 2012)

Appraisal costs are the cost that are incurred in assessing that the products/services conform
to the requirements

13. What are the costs of appraisal?

The costs of appraisal are
1. Cost of receiving test and equipment
2. Cost of Laboratory acceptance testing
3. Cost of installation testing
4. Cost of installation and commissioning
5. Cost of maintenance and calibration of testing and inspecting equipments.

14. What is meant by cost of internal failures?

The costs associated with defective products, components and materials that fail to meet
quality requirements and result in manufacturing losses are called as costs of internal failures.
These costs are linked to correcting mistakes before delivery of the product

15. List the components cost of internal failures.

The costs of internal failures are
1. Cost associate with scrap and rejects.
2. Cost of repair and rework.
3. Cost of design changes.
4. Cost of trouble shooting
5. Cost of reinsertion and retesting. etc;

16. What is meant by cost of external failures?

It consist of the cost which are generated because of defective products being shipped to
customers. These cost are associated with the adjustments of malfunctions after delivery of
the product.

17. Give the sub-elements of Preventive cost category?

i. Marketing/Customer/User
ii. Product/Service/Design development
iii. Purchasing
iv. Operations/
v. Quality Administration
vi. Other Prevention Costs

18. Give the sub-elements of Appraisal cost category?

i. Purchasing appraisal cost
ii. Operations appraisal cost
iii. External appraisal cost
iv. Review of test and application data
v. Miscellaneous quality evaluations

19. Give the sub-elements of Internal failure cost category?

i. Product or Service Design costs (Internal)
ii. Purchasing failure costs
iii. Operations failure costs

20. Give the sub-elements of External failure cost category?

i. Complaint investigations of customer or user service
ii. Returned goods
iii. Retrofit and recall costs
iv. Warranty claims
v. Liability costs
vi. Penalties
vii. Customer or user goodwill
viii. Lost sales
ix. Other external failure costs

21. Give the typical cost bases?

i. Labour
ii. Production
iii. Unit
iv. Sales

22. How will you determine the optimum cost?

a. Make comparison with other organizations
b. Optimize the individual categories
c. Analyze the relationships among the cost categories

23. What are the functions of quality circles (MAY/JUNE 2013) /(NOV/DEC 2013)
quality circle is a volunteer group composed of workers (or even students), who do the
same or similar work, usually under the leadership of their own supervisor (or an elected
team leader), who meet regularly in paid time who are trained to identify, analyze and solve
work-related problems and present their solutions to management

24. List the objectives of TPM Programme? (MAY/JUNE 2013)

The overall goals of Total Productive Maintenance, which is an extension of TQM are
i. Maintaining and improving equipment capacity
ii. Maintaining equipment for life
iii. Using support from all areas of the operation
iv. Encouraging input from all employees
v. Using teams for continuous improvement

25. Who constitute a quality circle? (MAY/JUNE 2014)

This is not a tool of TQM. Top management does not constitute and put quality circles to work

26. What are the big losses avoided by TPM? (MAY/JUNE 2014)
TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that strives to
achieve perfect production.

Part-B

1. Discuss about the objectives, process, outcome and benefits of quality functional deployment
(QFD). (APRIL/MAY 2018)

2. Explain briefly about the following

i. Taguchi quality loss function. (R)
ii. Pillars of TPM and its Benefits. (APRIL/MAY 2016) (Apr/May 2015) (R)

3. Describe the different benchmarking metrics that can be used in educational institutions.
(APRIL/MAY 2019) (R)

4. Explain the different steps involved in Failure Mode Effect Analysis with an example.
(APRIL/MAY 2021) (R)

5 Explain the seven steps plan to establish the TPM in an organization in detail.(NOV/DEC 2011)
(R)

6 Explain the concept of Taguchi's quality loss function in detail. Give an example (NOV/DEC
2011) (R)

7. Devise a QFD methodology for design and development of cups used in vending machine for
dispersing hot and cold beverages. (APRIL/MAY 2012) (U)

8. i. Discuss the benefits of QFD. (U)

ii. For an out of round condition (smaller the better) of a steel shaft, the true indicator readings for eight
shafts are 0.05,0.04,0.04,0.03,0.04,0.02,0.04 and 0.03 mm, (APRIL/MAY 2012) (U)
1. If the average loss at 0.03 is Rs.15, what is the loss function?
2. What is the loss at 0.05?
3. What is the average loss?

9 i) What are the goals of TPM and explain the six losses in TPM? (R)
ii Explain the components of Quality costs. (NOV/DEC 2012) (R)

10 Write notes on :
i. QFD
ii Quality circles
iii Typical performance measures of TQM. (NOV/DEC 2012) (R)

11. With suitable example explain various stages of building a house of quality matrix.
(MAY/JUNE 2013) (R)

12.i Explain the different types of cost contributing to the cost of quality. (R)
ii Explain the Taguchi’s quadratic quality loss function. How it differs from traditional
approach of quality loss cost? (MAY/JUNE 2013) (R)

13. Explain the various types of cost contributing to the cost of quality .Give example for each
(NOV/DEC 2013) (U)

14.Discuss in detail how the voice of customer in transformed into technical and functional
requirements by QFD (NOV/DEC 2013) (U) (R)
15. Draw the house of quality for a product of your choice and describe the QFD methodology.
(Apr/May 2015) (U) (R)

16. Describe a basic structure of house of quality a primary planning tool used in QFD?
(MAY/JUNE 2016) (R)

17. Explain the difference between x-bar and R-charts? (MAY/JUNE 2016) (U)