Question and answers (Section B - TQM)

1.What is strategic quality planning?

Strategic Quality planning means that the quality processes are planned in a way that it helps the company to achieve its strategic objectives. The Planning here is not done to achieve routine
production targets or to dispatch goods as per the agreed contractual terms but planning goes beyond the routine activities intended to run the business. Strategic Quality planning involves the activities for a new product introduction to its servicing in a comprehensive manner.
The product’s features are defined by discussions with customer groups and the prioritisation of what features are to be incorporated is decided through a Quality Function Deployment exercise. Then the features and characteristics are designed by the design team. Though the design function is responsible for the design the review is done by a cross functional team and with tools like Failure Mode Effect analysis.

Then, critical processes are identified and the people are trained in the skills required. The monitoring of the performance of the new product in the field is done to verify whether the customers are getting the value for the money and whether the product is reliable.
Thus strategic Quality planning is an activity that extends from collection of customer requirements to customer satisfaction determination.

2. What do you understand by quality circles?

Quality Circles are the small groups which are formed voluntarily by workers or employees of a
specific location to carry out systematic improvements. QC Circle movement started in Japan in 50s and spread to all the countries. Some of the unique features of QC Circles are a) the voluntary nature of the circles b) the meetings held weekly outside the office hours c) the use of 7 QC Tools to solve the problems. Each circle takes about 3 to 4 weeks to solve a problem which may something to do with poor housekeeping or erratic machine and then present the solutions to the management.

All countries including India hold annual contests for encouraging the Quality Circles. Apart from

workers, many companies even encourage their staff and managers to take part in Quality circles.

3.What is bench marking? Link the various factors that have impact on customer satisfaction through quality process.

Benchmarking is the process by which one organization learns the best practices of another
organization which is better than itself in some of the processes. Benchmarking is widely adopted in
all countries and in some of the well known companies like Xerox.
Benchmarking consists of the following steps.
1. Map the process you are interested in benchmarking.
2. Identify the key Characteristics in the process which are to be improved.
3. Identify the partners who are good at these processes
4. Visit the partners and observe the processes at close quarters.
5. Adapt or adopt the process to suit at your end.

The various factors that have impact on customer satisfaction through Quality process are as follows:
1. Achieving Conformance of product /service to specifications which is ensured by the design.
2. Achieving reliability of the product which is ensured by the process capability.
3. Timely delivery which is a result of meticulous planning and coordination.
4. Aesthetic packing which is due to packing quality.
5. Clear user manual and service attention in case of problems
6. Hazard free operation which is built in by the safety in design.
Quality process enables these to happen with the help of a) Team work across the functions b)
Ensuring Process capability c) Monitoring the process with the help of control charts
By the Quality process which flows through all operations leading to the supply of the product or

delivery of service we are able to improve the customer satisfaction steadily.

4. Describe “Poka Yoke” .

“Poka Yoke” means “Error Proofing” in Japanese language and it is adopted to eliminate defects on line due to carelessness of employees.

For example, a worker may forget to put on the safety guard or tighten the screws of a lid thus
causing major problem. This is due to error and not due to any other problem. Since it is not possible to avoid this possibility of error and mistakes Japanese companies started error proofing the operation or activity. Toyota practiced it in large scale and became known for its defect free products.

To do “Poka Yoke”, the operation is observed and with the involvement of the operator and others,

various possibilities are examined in order to eliminate the possibility of mistake occurring.
For example, in an operation if it is observed that operator may forget to fill up the right quantity of brake fluid then, it is discussed how the operation can be made error free.

The alternatives to make the operation error free are
1. Can the process be eliminated?
2. Can it be automated?
3. Can there be a guide or a tool which will make the operator to know that he has filled the
correct amount?
4. Can the warning go on in case the quantity is short of the requirements?
5. Can the product stop if the quantity is not Ok at that spot and not e released till the quantity is right?

Through these discussions and brain storming, suitable devices are incorporated in the process to

make it error proof.