i[Quality Management: OM0016

Registration No:1502009130
Q1 Explain various Principles of Total Quality Management
Solution: Top management involvement; The successful implementation of TQM can be
ensured with the support and active involvement of the top management of an
organisation. The top management not only sets the visions and goals of the organisation,
assigning jobs to employees, and changing work processes in TQM implementation.
Customer-oriented approach: The central idea of TQM is to bring organisation-wide
improvement to create customer orientation at all levels of the oranisation. This is to meet
customer expectations and generate maximum satisfaction. Methods, such as surveys,
external benchmarking, and market reports, can help in identifying the needs of the
customer. By listening to customers, the organisation can identify the direction in business
and improvements to be set. After assessing customer requirements, the organisation can
set the road map and continuously update the assessments about quality.
Employee empowerment; TQM
ement; One of the most important aspects of TQM is that it is not a one-time process.
TQM focuses on the practice of continuous improvement wherein an organisation should
continually strive to make improvements in quality through learning and problem solving.
For example, the quality improvement process in Toyota does not end after Toyota cars
achieve a certain level of quality in terms of various parameters, such as performance of
comfort. The employees of the company continuously strive to find out the features in cars
that can be further improved to create more customer satisfaction or beat competitors.
Supplier relationships; TQM extends the concept of quality to an organisations suppliers.
TQM makes it necessary for organizations to procure materials from the suppliers who can
meet their pre-defined standards of quality. If suppliers meet the pre-defined quality
standards, organisations need not inspect materials on arrival. For this, many
organistions have their representatives at the suppliers facility. This collaboration
involves both the supplier and the organisation, at every stage of quality improvement.
Performance measures; Measurement plays an important role in quality improvement. In
the absence of effective measurement tools and techniques, an organisation cannot measure
the performance of its TQM efforts. TQM measures and standreds of quality performance
should be based on certain criteria such as level of customer satisfaction, market image,
and total return. For doing so, oranisations should go for regular assessment of its
processes, products, and services.
Certification of ISO 9001;2008
The ISO is not responsible for providing any certifications to organizations. Its work is
limited to the development and publishing of standards. The 9001; 2008 certifications can
be achieved through various independent certification bodies. These bodies are authorized
to issue the certification if the requesting organisation fulfills the set criteria. Generally, an
organisation refers itself as ISO 9000 certified, but the actual standard for which it is

certified is 9001;2008. There are many accredited bodies in various countries that empower
independent certification bodies to issue the certification. To make the certification
acceptable in all countries, various accredited certification bodies follow a mutual
agreement. The standard under which certification bodies and accreditation bodies
function is ISO/IEC 17021 and ISO/IEC 17011, respectively.
ISO 9004; 2009
ISO 9004;2009 was created as the latest revision to replace ISO 9004;2008 and was released
on November 1, 2009.
In todays dynamic environment, sustained success is imperative. ISO 9004;2009 is
developed to provide a base to organizations for sustained development by providing a
modal based on the quality management approach. The standard has been divised to
support an organisation in achieving its long-term goals and objectives in terms of
economy, quality, satisfaction of customers and stake holders ect. The latest ISO 9004
standard guides an organisation in using the systematic approach based on the quality
management system, which consequently leads to the achievement of sustained success.
ISO 90003;2004;Software Quality Management
ISO 90003: 2004 is a standard that is developed with the aim of improving the quality of
software-related products in terms of supply, development,maintenance and support services. It
is not meant for making any amendments to the requirements of ISO 9001;2000 neither it is to be
used for

quality management registration/ certification assessment.

The ISO 13485 standard published in 2003 states all the specifications required for a
comprehensive quality management system that helps in the designing and manufacturing of
medical devices. The standard comes as a substitute for ISO 13488 published in 1996.It is
developed to fulfill all the expectations and requirements of the quality system. The ISO 13485
certification does not require an oranisation to be a manufacturer of medical devices and
equipment.
Authoritarian culture; Authoritarian culture rests the complete power in the hands of the leader. It
is asserted that the leader knows all and he/she has the authority to take decision on behalf of all
the employees. Any act of disobedience give way to severe punishment and sets as an e
xemplary to others.
Participative culture; Participative culture promotes participation of all the employees. In this
sort of culture, it is believed that better decisions can be arrived upon by discussing the problems
in groups. Participative culture encourages greater commitment from employees.

The steps in CQI are explained with examples as follows;

Identifying the core outputs, which are mandatory for customer satisfaction. For example, the
core outputs of a restaurant can be the taste and the quality of the food and beverages served in
the restaurant.
Investigating how input variables affect core outputs. For example, this step would involve
checking the quality of the raw materials used in preparing food in a restaurant.
Reducing variation by identifying the causes and monitoring and controlling key process inputs.
For example, in a restaurant, continuous quality improvement can be achieved by monitoring
quality issues, identifying their causes and eliminating the causes.
Architecture and modularity of the product
The physical layout of a product is known as its architecture. It is usually divided into various
clusters of components. The architecture of a product is composed by defining the relationships
between various functions of the variety of components.
There are two approaches to define the architecture of product. These are as follows;
Modular approach; In this approach, the functions of each chunk are limited, and interactions
between all the divisions are clearly defined.
Integral approach; In this approach, one function can be attributed to various chunks, and the
interactions between them are poorly defined. From the two approaches mentioned above, the
modular approach is the ideal approach, While following the modular approach to develop the
architecture, cross-functional teams must be careful from the beginning of the development.
They are responsible for deciding the platform for the creation of the product that may serve as a
base for the entire product family. Applying modular approach offers the following benefits to
the organizations;
Design for manufacturability
Design for Manufacturability (DFM) can be defined as a capability of designing products that
require low costs and are easy to manufacture. In DFM, designers work within various limits that
include manufacturing process know-how, the assembly of products and the attributes of
different materials used for production. DFM is an essential part of the high-level design process,
wherein all the members of cross-functional teams are required to participate.
DFM includes both physical as well as cost aspects. Designers carry their activities to reduce the
manufacturing costs of the product. Therefore, they must be aware of all the online designing
rules that familiarise them with the alternatives, capacities and shortcomings of manufacturing.
They must also interact with their team members to know more about manufacturing aspects. In

this way, they can avoid wrong selections that can lead to complications and raise the costs and
time consumption in manufacturing.
At the beginning of the DFM process, designing occurs within prevailing manufacturing
capabilities. With time, the interactions between designers and manufacturing people result in the
formation of a relation; this in turn leads to the expansion of manufacturing capabilities.
Implementing DFM can lead to quality improvement, as all the potential problems are addressed
at the designing stage itself. This consequently results in saving a lot of time.
Design for assembly
Design for Assembly (DFA)can be defined as the process of designing products by keeping in
mind the ease of assembly. DFA works on two principles, which are as follows;
Fewer parts take less time to be assembled.
Parts that are easier to move, grip and fit also take less time to be assembled.
In other words, by using DFA keeping the number of parts to minimum leads to reductions in
assembly time and costs.
Design to cost
Design to cost (DTC) is a methodology that is used by designers to monitor the level of costs at
the time of designing. As manufacturing costs are inclusive of the costs of components, assembly
and overhead, it is essential for DTC to take into consideration all these factors too at the time of
designing the product. To reduce the costs of assembly and components, various strategies and
rules used for easing the assembly can be used. To reduce overhead costs, DTC must perform
activity- based costing for getting an accurate idea about the overheads created by the production
of a single unit of products so that adequate measures can be devised at the time of designing.
Design for usability
Effective designing of a product is not restricted to designing a good architecture, DFM ,DFA
and DTC. It also calls for attention towards usability that is essential for producing a successful
product. Design for Usability (DFU) is an approach used for designing while keeping users
needs at a high priority. DFU emphasises on creating an ease of handling for the user while using
the product.
DFU used two sources to emphasise on usability. These forces are as follows;
Industrial engineers- Usability is their primary charter. Some of the questions that industrial
engineers keep in mind to focus on users are as follows;
What degree of ease of use is required?

How much user interaction does the product calls for?

Is the interaction novel to the user?
How many safety issues are to be addressed?
Using human expertise and designing skills, industrial engineers along with usability
professionals are making efforts to handle the issues that are inherent to the customers
experience with the product.
Prototype test and refinement
It is essential to verify the various aspects of a product before actually transferring it to the final
production, Generally, prototype serves the purpose. Prototypes are designed to test any new
design for identifying possible success or failures. It is often observed that extensive prototypes
result in unveiling disruptions among components.

The steps in CQI are explained with examples as follows;

1. Identifying the core outputs, which are mandatory for customer satisfaction. For example, the
core outputs of a restaurant can be the taste and the quality of the food and beverages served in
the restaurant.
2.Investigating how input variables affect core outputs. For example, this step would involve
checking the quality of the raw materials used in preparing food in a restaurant.
3. Reducing variation by identifying the causes and monitoring and controlling key process in
pouts, For example, in a restaurant, continuous quality improvement can be achieved by
monitoring quality issues, identifying their causes and eliminating the causes.
Conformance to machine specifications
Machine specifications are the detailed and precise and precise description of what is expected
from a machine or equipment. These specification include the details of design, dimensions,
operations, performance, material used, description of installation along with the brand and
model number of a machine or equipment. Machine specifications should be precise, accurate,
and objectively stated. This is because any inaccuracy in machine specifications may lead to
ineffective maintenance resulting into huge cost and various accidents. Properly defined
specifications help in;
Comparing the standard performance of a machine or equipment with its actual performance.
Communicating the requirements of a machine, spare parts or any other maintenance
requirements to maintenance personnel.

Keeping track on the warranty periods of machines and equipment and preparing maintenance
schedules.
Establishing standards for inspection and quality checks of machines and equipment.
Conformance to machine specifications determines how efficiently a machine or equipment is
designed to meet the quality standard specified by an organisation. For example, the dimensions
of a machine part may be specified as 3+0.05 inches. This means that the standard dimension is 3
inches but may very between 2.95 to 3.05 inches, which is acceptable to maintain quality.
However if the specification of a light bulb is 60 watts but it generates 50 watts, it clearly
indicates the non-conformance to quality. Therefore, conformance to specifications is essential to
maintain the quality of not only the machines and equipment used in an organisation but also the
products or services delivered by the organisation.
Frequency of machine failures
In simple words, machine failure can be defined as any event in a machine or any of its part or
component that interrupts the normal functioning of the machine. Machine failures are also
referred to as the loss of usefulness of a machine or equipment. For example, if a pump at an oil
station is installed to drive 100 gallons of oil per minute but is able to pump only 50 gallons per
minute, it is the loss of usefulness of the pump. The most common reasons for the failure of
machines and equipment are faulty designs, material defects, and discrepancies in manufacturing
and processing.
Meaning of Condition Monitoring Steps Involved in Condition Monitoring Program

A process of monitoring the condition of machines and equipment with the aim to identify any
potential failures is called condition monitoring. Condition monitoring involves measuring the
different parameters of machines and equipment, such as temperature, vibration, oil pressure and
debris, and running performance.
1. Establishing the type of condition monitoring; In this step, the type of condition
monitoring is selected viz. online monitoring or offline monitoring. An organisation
selects the type on the basis of its requirements.
2. Listing machines to be monitored; In the second step, a list of all the machines existing in
the plant must be prepared. As there are numerous machines exist in a plant of an
oraganisation, the selection should be made based on their importance in production.
3. Specifying the characteristics of machines; After making the selection of machines, the
specifications of machines that are required for conducting vibration analysis should be
defined. These specifying are given as follows;
Rotational speed of shafts; number of teeth in hears; number of blades and vanes in
pumps and fans; etc.

Vibration forces that include misalignment, mass imbalance, and mass resciprocation.
Vibration responses that occur due to changes in temperature, pressure, heat, etc.
Fault responses that are related to particular types of machines, such as fans, motors, and
pumps.
Modifications in operating conditions.
4. Selecting the suitable vibration measurement parameter; There are three parameters for
measuring vibrations, namely acceleration, velocity, and displacement. The most suitable
parameter may follow the rule of providing the flat spectrum, which only applies to
measure the frequency range of interest. Thus, the selection of a parameter depends on
the type of machine and faults considered.
5. Selecting the appropriate vibration pickup; In this step, an appropriate vibration pickup
must be selected. There are three types of pickups, namely displacement transducers,
accelerometers, and velocity pickups. In displacement transducers, a mechanical
displacement input is converted into electrical output that is proportionate to the input
displacement. Displacement transducers are vital for machines having journal bearings
(type of plan bearings that are designed to decrease friction between surfaces.)
Accelerometers and velocity pickup are useful in detection breakdowns occurring at high
frequencies, for instance, above 1500 HZ. By measuring accelerations of bearing,
vibration can help in detecting failures in a machine at an early stage by providing
warning signs.
6. Selecting the locations to measure; In this step, locations where parameters are to be
monitored must be selected depending on the type of condition monitoring chosen. For
example, in offline condition monitoring, a limited number of points is selected for
measurements so that the time taken for measurement is minimised. In case of online
condition monitoring, the number of locations set for measurements is minimised due to
economic reasons. Another way to locate measurement points is to study the vibration
spectra. By doing so, points having expected faults may be easily measured by
determining vibration leaves.
7. Selecting time intervals between measurements; The time interval between measurements
can be selected only after acquiring the knowledge of a particular machine. This is
because faults occur in various machines at different times. Therefore, at the initial
stages, measurements should be taken frequently to prevent faults from occurring.
However, whenever a change is detected, the interval of measurement must be shortened
to eliminate the risk of further breakdown prior to the next measurement.
8. Determining an optimum arrangement of data collection; In order to collect data in
condition monitoring, the arrangement of data must be planned. Data arrangement can be
planned based on plant layout, type of data requirement, and component sequence in a
machine.
Zero based budgeting; It is a method of budgeting in which all expenditures are justified
each time budget is prepared for a new period. Zero based budgeting begins with a zero
base. Each function within the organisation is evaluated in terms of cost and

requirements for the coming fiscal year. Budgets are later prepared on the basis of the
evaluation regardless of whether the budget is higher or lower than the previous period.
In simple terms, the zero based budgeting approach does not depend on historical data
and justifies all expenditures on the basis of the requirement and availability of resources.
Let us understand this with the help of an example. Assume that the marketing
department of Company XYZ spent 80,00,000 on its operations the last year. For the
current year, if the department is again provided with 80,00,000 as annual budget, it may
not reflect the changes in the marketing programs in the current year such as hiring of
more marketing personnel due to additional sales, new project, etc. The main advantages
of zero based budgeting are improved information for allocation decisions owing to
yearly reviews of resources, and better understanding of organizational objectives.
However, the issues with this approach are that it is time consuming and requires a lot of
paperwork.
Remote maintenance audit; In this type of maintenance audit, t auditor need not visit the
plant and can perform an audit through computerised databases. The data is plotted,
represented graphically, and analysed to reveal valuable information about the existing
maintenance function. Remote maintenance audit is generally conducted when there is no
time for on-site auditing. For example, an auditor may simply ask for maintenance
records of the organisation to check for any pending or failed maintenance tasks.
A single machine or equipment may require several spare parts for restoration at the time
of failure. It is often cumbersome and time consuming for maintenance personnel to
identify the required spare parts from the entire stock. Apart from this, at the time of
purchasing new spare parts, an organisation should have clear specifications of the spare
parts. Therefore, it is essential to allot code numbers to each spare part in order to
simplify the identification process. This process of specifying codes to each spare part for
its unique identification is called the codification of spare parts. These code numbers help
maintenance personnel and spare part vendors to gain the following information about
spare parts;
The machine or equipment type, make and model in which the parts are used
The type or class of spare parts
The size or material (metal, plastic, etc,) specification
The main objective of codification is to organise the total spare parts inventory so that the
spare parts are easily located and available when required. Moreover, codifying spare
parts minimises the duplication of spare parts.; thereby reducing inventory and aiding the
accounting process. The codification of spare parts is done using digits depending on the
range of equipment used in the organisation and the types and number of spare parts
required to be maintained in the inventory. The codification system differs across
organizations; however, organisations generally use 9 to 16 digit codes for their spare
parts.

Maintenance benchmarking is a process that focuses on comparing maintenance

processes against the best ones in the industry. The main aim of maintenance
performance is to identify opportunities for the improvement of an organisations
maintenance function. Maintenance benchmarking enable an organisation to prioritise its
maintenance tasks in a way that helps in achieving a competitive advantage in the market.
Moreover, it helps an organisation to keep pace with the changing trends in the industry
by providing information about the latest practices followed in the industry.
Apart from this, the following are some important objectives of maintenance
benchmarking;
To determine the strengths and weaknesses of the organisation
To know the strengths of competitors
To understand the best practices and generate new ideas and incorporate them
To attain superior performance
Time-based preventive maintenance; In this type of preventive maintenance,
maintenance work is performed at regular time intervals (for example, weekly, monthly,
quarterly, and annually, etc,). Time- based maintenance schedules are prepared on the
basis of time duration machines have been present in a plant irrespective of their usage.
For example, a water purifying system requires maintenance bi-annually regardless of the
time period it has been utilised.
Work-based preventive maintenance; In this type of preventive maintenance, machines
are maintained after the fixed hours of usage. For example, boiler level alarms are
checked and maintained after every 24 hours. Work-based maintenance is difficult to
supervise; therefore requires automatic tracking of time for maintenance.
Opportunity- based preventive maintenance; Opportunity- based preventive maintenance
is dependent on the availability of machines. In other words, maintenance is performed
when a machine is not in use; for example, performing maintenance on weekly offs.
Condition- based preventive maintenance; Condition- based maintenance is performed
when a need for maintenance arises. In this type of maintenance, machines routine
functioning is constantly monitored to detect any change in the trend that may lead to
failure in the near future; for example, monitoring the condition of a lubricant in a
machine.