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Course Code = MMPC-019
Course Title : Total Quality Management
Assignment Code: MMPC-019/TMA/JAN/2023
Coverage AM Blocks
Note: Attempt all the questions and submit this assignment to the coordinator of your
study centre, Last date of submission for January 2023 session is 30 April, 2023
and for July 2023 session is 31” October, 2023.
1. Discuss the importance of awards and recognitions in Total Quality Management (TQM).
Explain with the help of examples.
2. What do you understand by ‘Policy Deployment’ in TQM? Discuss.
3. Discuss the different structures for cross functional management with respect to TQM.
4. Write a brief note of the fundamental concepts of excellence with respect to TQM.
Discuss the objective, structure and importance of ISO 9001:2015.
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1. Discuss the importance of awards and recognitions in Total Quality Management
(£QM). Explain with the help of examples.
ANS: Total Quality Management (TQM) supports the organizations in their efforts to obtain
satisfied customers. A major boost to the growth of TQM is the promotion of quality award
models like Deming Application Prize, Maleolm Baldrige National Quality Award, Rajiv
Gandhi National Quality Award and CII-EXTM Bank award. These award frameworks are used
by many organizations to assess and benchmark their level of TQM implementation. The
common purpose of quality award is to promote excellence in quality and implementation of
total quality management in enterprises. Many Indian companies have spruced up quality
efforts with TQM and have even won the quality awards. A major boost to the growth
of TQM is the promotion of quality award models like Deming Application Prize, Malcolm
Baldrige National Quality Award, Rajiv Gandhi National Quality Award and CI-EXIM Bank
award. These award frameworks are used by many organizations to assess and benchmark their
level of TQM implementation. The recoguition of the suecesses obtained by organizations
using the total quality management (TQM) approach has been made historically through
quality awards. The validity and applicability of the criteria used in such evaluations as well as,
the consistent impartiality of the adjudication processes’ are what determine whether such
recognitions are meaningful or mere token awards made inthe name of quality. The major
intemationally recognized quality awards of the European Community, Japan, the USA and
Canada use evaluation criteria which are similar in nature“A critical part of the management
of quality is the strategic and systematic approach to achieving an organization's vision,
mission, and goals. This process, called strategie planning or strategic management, includes
the formulation of a strategic plan that integrates quality as a core component.
Quality’ is generally referred to a parameter which decides the inferiority or superiority of a
product or service. It is a measure of goodness}to understand how a product meets its
specifications. Usually, when the expression “quality” is used, we think in the terms of an
excellent product or service that teets or even exceeds our expectations. These expectations
are based on the price and the intended tse’of the goods or services. In simple words, when a
product or service exceeds our expectations we consider it to be of good quality. Therefore, it
is somewhat of an intangible expression based upon perception
W. Edwards Deming, Armand V, Feigenbanm and Joseph M. Juran jointly developed the
concept of TQM. Initially, TQM originated in the manufacturing sector but it can be applied to
all organizations.
The concept of TQM stafesithat every employee works towards the improvement of work
culture, services, systems, processes and so on to ensure a continuing success of the
organization.
TQM is a management approach for an organization, depending upon the participation of all
its members (including its employees) and aiming for long-ten success through customer
satisfaction. This approach is beneficial to all members of the organization and to the society
as well.
Continuous improvement is the heart of TQM as it links produet quality and customer
satisfaction. This leads to measuring and monitoring all activities of the process cycle so best
products can be obtained, The theory of prevention rather than detection is followed in this
context. The customer-driven approach helps to prevent errors. For successfull implementation
of TQM, committed and well trained work force is required. Participation of employees is
reinforced by award, reward and recognition system, The education and training of employeesShrichakradhar.com 9958947060
is also very essential for the quality. This involves the continuous improvement of
organisational processes, resulting in high quality products and service
2. What do you understand by ‘Policy Deployment’ in TQM? Discuss.
ANS: Policy deployment is a component of Total Quality Management and a foundational
building block of Lean, Six Sigma, and other project quality systems. The central planning tool
involved in policy deployment is called a policy deployment matrix. To develop the matrix,
the following 5 step process is carried out
Develop Corporate Objectives (if not already developed),
Develop Corporate Targets.
Select Projects,
Determine Improvement Targets.
Create the Implementation Plan,
Corporate Objectives
Often this is clearly established before you get to the deployment stage. Often more than one
is present, and all should be itemized in the matrix. Corporate objectives should be SMART
Specific. What will the goal accomplish?
Measurable. How will you measure whether or not the goal bas been reached?
Achievable. Is it possible to achieve?
Results focused. What is the benefit in accomplishing the objective?
Time bound, What is the completion date?
All of these questions need to be answered before the implementation of the strategy is
addressed.
I’ve found that the best way to effectively implement comporate strategy is to determine at least
5 of these corporate objectives, and make sure they are specific. Almost all corporate strategy
includes things like increasing share price, maximizing revenue, and the like. That's the easy
way out, and it usually results in strategy sessions becoming a paper pushing exercise that has
‘no meaningful results on the ground. For the purposes. of policy deployment, objectives are
better more specific, such as “reduce defects” or “improve review processes.”
Corporate Targets
Once you determine what the objectives are, targets for each should be established. For
example, if the objective is “reduce: defects” a target might be “5 defects per 10,000 items
shipped, as measured by customer complaints.”
The objective does not have to contain numbers, but the target should
Select Projects
Once the targets have been chosen, improvement projects can be initiated. Available resources
such as project managers and team members should be considered, and budgets need to be in
place
From my experience, by this point the projects required to carry out the corporate strategy tend
tobe obvious. Forexample, if corporate objective is to “reduce defects” a Six Sigma project
could be identified. Most managers know what needs to be done to improve their unit, and at
the risk of sounding)like I'm belittling the process (uot my intention), sometimes strategy
becomes a way to tell them politely that it’s time to do it,
Improvement Targets
These are targets that are linked to the above projects. For example, if a Six Sigma project is
identified then a realistic improvement target might be to “reduce defects to 5 in 10,000.” It
should be specific and measurable, just like the SMART objectives listed above. Throughout
the strategy deployment program, these improvement targets will be scrutinized and their
progress evaluated. These form the backboue of the program, because they can be measured
down the road to determine the effectiveness of the strategy deployment.
Create the Implementation PlanShrichakradhar.com 9958947060
Once the improvement projects and targets are established, the implementation plan identifies
who is responsible for which target, and provides a means for judging the percent complete of
each task. The implementation plan is the ongoing progress chart used by the project team to
ensure the targets are met.
Policy Deployment Matrix
As mentioned above, the deployment matrix is essentially the cornerstone product of the policy
deployment stage. You will find other spreadsheets and tables relating to policy deployment,
but they will all derive from the matrix in one form or another.
3. Discuss the different structures for cross functional management with respect to TQM.
ANS: With a focus on teamwork, TQM leads to the creation of cross-functional teams
and knowledge sharing. The increased communication and coordination across disparate
groups deepens institutional knowledge and gives companies more flexibility in deploying
personnel. Cross-fumctional management (CFM) is necessary for the successful
implementation of Hoshin Kanri. Moreover, CFM requires an important change in the structure
of management relationships, in order to allow continual checking of goals
‘What is Catehball in Cross-Functional Management?
Catchball is a term cam from the children’s ball game, where instead of a ball, an idea or goal
is tossed around from person to person.
Moreover, it is a vital element that requires continuous communication for ensuring the
development of appropriate targets and means. Andpto their deployment at all levels in the
organization.
Moreover, this approach builds buy-in through participationin the goal-setting process and to
ensure appropriate levels for goals and targets,
Objectives of CEM.
The aspects of Hoshin planning rather than management by objectives, focus on measuring
results through the process rather than targets,
Moreover, in management by objectives the objectives of the target setting and measurement
incline on business tangibles such as profits and cost:
The organization tends to give rise toa culture of individual orientated management control
and troubleshooting, rather than teamwork and continuous improvement.
Moreover, Hoshin planning focus on self-assessment with individual participation and
flexibility. Above all, to apply the principles of Hoshin planning effectively, there are a number
of prerequisites that an organization has in place
Cross-functional management recognizes that no organizational unit can by itself control every
aspect of the business operation to ensure that the customer's requirements are met. Cross-
functional managementiis a method of cooperating across fimetional organizational boundaries
— interacting with each other to make sure that the product or service meets the quality
standards that are set. Indian organisatoins may take sometime to fully appreciate the power of
this foundational priticiples of TQM, Because there may be a feeling that each managers in
hissher department is functioning well. Generally, there may be every person for him/herself
focus. They are interested in getting their jobs done and don’t bother about others. With the
application of this principle and more decentralized approach, managers will be able to control
the resources necessary to satisfy customers. Thus there would be improvement in customer
satisfaction and cost savings. Slowly on implementation of TQM, Indian manages will
understand and realize the meaning and application of cross-functional management
Communication among departments will improve. Cross-funetional management techniques
would reduce design time, improve product and service quality and build a sense of mission
among company employees. this principle is very powerful as it aligns the vectors so that
everyone and everything is going in the same direction. In the absence of this principle, no
other approach for TQM can be successfulShrichakradhar.com 9958947060
4. Write a brief note of the fundamental concepts of excellence with respect to TQM.
ANS: The eight principles of TQM are customer focus, employee involvement, integrated
system, process-centric approach, systematic flow, continual efforts, fact-based decision-
making, and relationship management. An organization must understand them to
achieve excellence in manufacturing processes. Truly excellent organisations are those that
strive to satisfy their stakeholders] by what they achieve, how they achieve it and what they
are likely to achieve. This is hard enough at the best of times; sustaining it in a world of
increasing global competition, rapid technological innovation, changing processes and frequent
movement in the economie, social and customer environments, is even harder.
Excellence is achieving results that delight all the organisation’s stakeholders. In the fast
changing envionment that is today’s world, Excellent organisations are agile, flexible and
responsive as stakeholder needs and expectations change, often frequently and quickly.
Excellent organisations measure and anticipate the needs and expectations of their
stakeholders, monitor their experiences and perceptions, and monitor and review the
performance of other organisations. Information is gathered from both current and future
stakeholders. This information is used in order to set, implemient and review their policies,
strategies, objectives, targets, measures and plans, for the short, medium and longer term. The
information gathered also helps the organisation to develop and achieve a balanced set of
stakeholder results, Excellent organisations know and intimately understand their customers
They understand that customers are the final arbiters of product and service quality. They also
understand that customer loyalty, retention and market share gain is maximised through a clear
focus on the needs and expectations of both existing and. potential customers. They are
responsive to those customers’ present needs and expectations. Where appropriate they
segment their customers to improve the effectiveness of their response. They monitor
competitor activity and understand their competitive advantage. They effectively anticipate
what customers’ future needs and expectations will be and act now in order to meet and where
possible exceed them. They monitor and review the experiences and perceptions of their
customers and where things go wrong.they respond quickly and effectively. They build and
maintain excellent relationships with all their customers. Excellent organisations have leaders
who set and communicate a clear ditection for their organisation. In doing so they unite and
motivate other leaders to inspire their people, They establish values, ethics, culture and a
governance structure for the organisation that provides a unique identity and attractiveness
to stakeholders. Leaders at all levels within'these organisations constantly drive and inspire
others towards excellence and ino doing display both role model behaviour and performance.
They lead by example, recognising theit stakeholders and working with them on joint
improvement activity. During times of turbulence they display a constancy of purpose and
steadiness that inspires the confidence and commitment of their stakeholders. At the same time
they demonstrate the capability to adapt and realign the direction of their organisation in the
light of a fast moving and constantly changing external environment, and in so doing cary
their people with them;
Excellent organisations have an effective management system based upou, and designed to
deliver, the needs and expectations of all stakeholders. The systematic implementation of the
policies, strategies, objectives and plans of the organisation are enabled and assured through a
clear and integrated set of processes. These processes are effectively deployed, managed and
improved on a dayCito-day basis. Decisions are based on factually reliable information relating
to current and projected performance, process and systems capability, stakeholder needs,
expectations and experiences, and the performance of other organisations, including, where
appropriate, that of competitors. Risks are identified based on sound performance measures
and effectively managed. The organisation is govemed in a highly professional manner,
meeting and exceeding all corporate external requirements. Appropriate prevention measuresShrichakradhar.com 9958947060
are identified and implemented inspiring and maintaining high levels of confidence with
stakeholders. Excellent organisations identify and understand the competencies needed, both
now and in the future, in order to implement the organisation’s policies, strategies, objectives
and plans. They recruit and develop their people to match these competencies and actively and
positively support them throughout, Personal development is promoted and supported allowing,
people to realise and unlock their full potential. They prepare people to meet and adapt to the
changes required of them both in terms of operational changes and personal capabilities. They
recognise the increasing importance of the intellectual capital of their people and use their
Knowledge for the benefit of the organisation. They seek to care, reward and recognise their
people in a way that builds their commitment and encourages their loyalty to the organisation
They maximise the potential and the active involvement of their people through shared values,
and a culture of trust, openness and empowerment. They utilise that involvement to generate
and implement ideas for improvement
'5. Discuss the objective, structure and importance of ISO 9001:2015.
ANS: ISO 9001:2015 specifies requirements for a quality management system when an
organization:
a) needs to demonstrate its ability to consistently provide pfoduets and services that meet
customer and applicable statutory and regulatory requirements, and
b) aims to enhance customer satisfaction through the effective application of the system,
inchiding processes for improvement of the system and the assurance of conformity to
customer and applicable statutory and regulatory requirements,
All the requirements of ISO 9001:2015 are generie.and arevintended to be applicable to any
organization, regardless of its type or size, or the products and services it provides
Specific. For the best results, an objective needs to be clear and specific. Instead of saying “to
improve non-conforming product,” a specific Quality, Objective would be “to reduce non-
conformances on the third widget line,” if the third widget production line is showing data as
the most troublesome area for non-conforming product
Measurable. If an objective can’t be measured, howwill you know if it has been obtained? In
order to make a Quality Objective effective, it needs to be measurable, so this means that having
aan objective “to reduce nou-conformaaces on the third widget line from 15% to 5%” is much
more effective than saying “to improve quality of the products on the third widget line.” You
can measure the defects being made, and therefore make plans to reduce the number of defects,
but a vague measure of “quality”'is more ephemeral and very hard to plan improvements for.
Agreed. For an objective to be agreeduit first needs to be created and approved by top level
management. Once management agrees on the objective it needs to be communicated to each
level of the organization that will be required to implement the plans to achieve the objective,
and the people at these levels of the organization need to agree that the plan is achievable
Without this buy-in they may not fully work towards the goal and the plan may be doomed to
failure.
Realistic. Being realistic with an objective will make selling it within your organization easier.
If you tell your employees that you want to reduce defects from 50% to 2%, they will not be
able to see how this.is possible, especially if the plans around the object do not support the
improvement. It is better to set realistic goals and overachieve than it is to set unrealistic goals,
and always fall short of the expectation.
Time-Based. To be truly effective, an objective needs to have a time associated with it. To say
“reduce non-conformances on the third widget line from 15% to 5% in the next year” allows
for better planning, since a plan needs to have dates in order to be properly tracked. Again,
having the time associated will allow you to monitor how close you expect to be in achieving
your goals,
IMPORTANCE:Shrichakradhar.com 9958947060
ISO 9001 helps organizations ensure their customers consistently receive high quality products
and services, which in tum brings many benefits, including satisfied customers, management,
and employees,
Because ISO 9001 specifies the requirements for an effective quality management system,
organizations find that using the standard helps them:
Organize a QMS
Create satisfied customers, management, and employees
Continually improve their processes
Save costs
In Nevada, the Clark County School District used ISO 9001 to save $174 million over 10 years
in actual expenditures and cost avoidance. More than 3,000 employees were trained to the
standard, enabling three critical components of the system’s success: training, communication
and respeet, and efficiency.
ISO 9001 is defined as the international standard that specifies requirements for a quality
management system (QMS). Organizations use the standard to demonstrate the ability to
consistently provide products and services that meet customer and regulatory requirements. It
is the most popular standard in the ISO 9000 series and the only standard in the series to which
organizations can certify.
ISO 9001 was first published in 1987 by the Intemational Organization for Standardization
(ISO), an intemational agency composed of the national standards bodies of more than 160
countries. The current version of ISO 9001 was released in,September 2015