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TQM 16M

The stages involved in Total Quality Management (TQM) are: 1. Quality Control focuses on identifying defects in final products/services. 2. Quality Assurance prevents defects by ensuring quality standards are met in production processes. 3. Quality Management integrates quality into strategic decision-making and organizational culture. 4. Quality Improvement proactively enhances quality through data analysis, problem-solving, and continuous monitoring. 5. TQM represents the highest level of commitment to quality, integrating the above stages into an organization-wide strategy.

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0% found this document useful (0 votes)
37 views18 pages

TQM 16M

The stages involved in Total Quality Management (TQM) are: 1. Quality Control focuses on identifying defects in final products/services. 2. Quality Assurance prevents defects by ensuring quality standards are met in production processes. 3. Quality Management integrates quality into strategic decision-making and organizational culture. 4. Quality Improvement proactively enhances quality through data analysis, problem-solving, and continuous monitoring. 5. TQM represents the highest level of commitment to quality, integrating the above stages into an organization-wide strategy.

Uploaded by

jasonjayaraj55
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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1.

Enumerate stages involved in TQM

1. Quality Control (QC):


• Focus: QC primarily emphasizes the identification and correction of
defects or deviations from established quality standards in the final
product or service.
• Activities: Inspection, testing, and monitoring are central to QC. It
involves checking products or services at the end of the production or
delivery process.
• Goal: The primary goal of QC is to ensure that the end product or
service meets predetermined quality criteria before it reaches the
customer.
2. Quality Assurance (QA):
• Focus: QA shifts the focus from detecting defects to preventing them.
It's a systematic process that ensures quality standards are met
throughout the entire production or service delivery process.
• Activities: QA includes process and system audits, creating and
following standardized procedures, and implementing quality
management systems (e.g., ISO 9001).
• Goal: The primary goal of QA is to ensure that the processes used to
create the product or deliver the service are effective and capable of
consistently producing high-quality results.
3. Quality Management (QM):
• Focus: QM encompasses a broader scope than QA. It includes not only
the processes directly related to product or service quality but also the
overall management and strategic aspects of quality within the
organization.
• Activities: QM involves setting quality policies, objectives, and goals,
as well as coordinating quality-related activities across the organization.
It may involve the use of various quality management tools and
methodologies (e.g., Six Sigma).
• Goal: The primary goal of QM is to integrate quality into the
organization's culture and strategic decision-making, ensuring that
quality becomes a fundamental aspect of how the organization
operates.
4. Quality Improvement:
• Focus: Quality Improvement emphasizes ongoing efforts to enhance
the quality of products, services, and processes. It is a proactive
approach to identifying and implementing improvements.
• Activities: Quality Improvement involves data analysis, root cause
analysis, problem-solving methodologies, and continuous monitoring
of processes. It may also include initiatives like Kaizen, Lean, or Six
Sigma to drive incremental and significant improvements.
• Goal: The primary goal of Quality Improvement is to identify and
eliminate the root causes of problems and inefficiencies, leading to
enhanced quality and efficiency.
5. Total Quality Management (TQM):
• Focus: TQM represents the highest level of commitment to quality and
is a holistic approach that encompasses all aspects of an organization's
operations.
• Activities: TQM integrates all the elements mentioned above (QC, QA,
QM, and Quality Improvement) into a comprehensive, organization-
wide strategy. It involves a cultural shift towards continuous
improvement, customer focus, employee involvement, and data-driven
decision-making.
• Goal: The primary goal of TQM is to create a culture of excellence,
where every employee is committed to delivering quality, and the
organization continuously strives to meet or exceed customer
expectations while improving its processes and products/services.

2. Demming’s – 14 points

1. Create Constancy of Purpose for Improvement:


• Organizations should have a long-term commitment to continuous
improvement and a clear mission.
2. Adopt the New Philosophy:
• Embrace a new way of thinking about quality and productivity, shifting
from a focus on short-term profits to long-term growth and customer
satisfaction.
3. Cease Dependence on Inspection:
• Instead of relying solely on inspection to catch defects, work on
building quality into products and processes from the beginning.
4. End the Practice of Awarding Business on Price Alone:
• Select suppliers based on their ability to provide quality products and
services, not just on the lowest price.
5. Improve Constantly and Forever:
• Strive for continuous improvement in all aspects of the organization,
including processes, products, and people.
6. Institute Training and Retraining:
• Provide training and education to employees to help them improve
their skills and contribute to the organization's success.
7. Institute Leadership:
• Develop strong and effective leadership to guide and support
employees in achieving the organization's goals.
8. Drive Out Fear:
• Create an environment where employees are not afraid to speak up,
share ideas, and express concerns without fear of punishment.
9. Break Down Barriers Between Departments:
• Encourage collaboration and teamwork among different departments
to improve communication and problem-solving.
10. Eliminate Slogans, Exhortations, and Targets:
• Focus on tangible actions and improvements rather than relying on
slogans or unrealistic targets.
11. Eliminate Numerical Quotas:
• Remove arbitrary performance targets and instead focus on improving
processes and quality.
12. Remove Barriers to Pride in Workmanship:
• Encourage employees to take pride in their work by giving them the
tools, training, and support they need to excel.
13. Institute a Vigorous Program of Education and Retraining:
• Invest in the ongoing education and development of employees to
keep their skills up-to-date.
14. Create a Structure in Top Management:
• Establish clear roles and responsibilities for top management to lead
and drive the transformation toward quality and continuous
improvement.

3. Dimensions of quality

1. Performance: Performance refers to the primary function or core features of a


product or service. It assesses how well the product or service meets its
intended purpose.
• Example: In the context of a car, performance dimensions include
factors like engine power, fuel efficiency, acceleration, and handling.
2. Reliability: Reliability is the consistency and dependability of a product or
service to perform without failures or breakdowns over time.
• Example: A reliable smartphone is one that consistently functions
without crashing or having hardware issues.
3. Durability: Durability measures the lifespan and robustness of a product or
service. It assesses how well it can withstand wear and tear.
• Example: A durable backpack should last for many years without
seams tearing or zippers breaking.
4. Features: Features refer to the extra elements or characteristics that enhance
the value or utility of a product or service beyond its basic function.
• Example: A high-end camera may have features like image
stabilization, multiple shooting modes, and high-resolution sensors.
5. Conformance: Conformance relates to how well a product or service adheres
to established standards, specifications, or requirements.
• Example: ISO 9001 certification ensures that a company's quality
management system conforms to specific international standards.
6. Aesthetics: Aesthetics evaluate the visual and sensory aspects of a product or
service, including its design, appearance, and sensory appeal.
• Example: The design and appearance of a luxury watch contribute to
its aesthetics and perceived quality.
7. Perceived Quality: Perceived quality is the customer's subjective judgment of
a product or service based on their perceptions, brand image, and reputation.
• Example: A luxury clothing brand may be perceived as having higher
quality due to its brand reputation and pricing.
8. Serviceability: Serviceability assesses how easy it is to repair or maintain a
product and the availability of service and support.
• Example: A computer manufacturer provides readily available spare
parts and efficient customer support for its laptops.
9. Responsiveness: Responsiveness relates to how quickly and effectively a
company addresses customer inquiries, issues, or complaints.
• Example: A responsive customer support team resolves technical
problems promptly, ensuring customer satisfaction.
10. Cost: Cost is a dimension that considers the price of a product or service in
relation to its quality and value.
• Example: A budget-friendly smartphone offers good quality and
features at an affordable price.
11. Safety: Safety evaluates the extent to which a product or service protects
users from harm or potential risks.
• Example: Safety features in automobiles, like airbags and anti-lock
brakes, reduce the risk of injury in accidents.
12. Environmental Impact: This dimension assesses the ecological footprint of a
product or service, including its sustainability and environmental friendliness.
• Example: Electric cars are praised for their lower environmental impact
compared to traditional gasoline-powered vehicles.

4. Types of quality cost with example

Quality costs refer to the expenses associated with ensuring and maintaining the
quality of products or services within an organization. These costs can be categorized
into four main types: prevention costs, appraisal costs, internal failure costs, and
external failure costs. Let's explore each type with examples:
1. Prevention Costs:
• Definition: Prevention costs are expenses incurred to prevent defects
or quality problems from occurring in the first place. These costs are
proactive and aim to eliminate the root causes of potential quality
issues.
• Examples:
• Employee Training: Training programs for employees to ensure
they have the necessary skills and knowledge to do their jobs
correctly.
• Quality Planning: The cost of developing and implementing
quality control procedures and quality management systems.
• Product Design Reviews: Evaluating product designs to identify
and eliminate potential flaws before production.
• Supplier Quality Audits: Inspecting and auditing suppliers'
processes to ensure the quality of incoming materials or
components.
2. Appraisal Costs:
• Definition: Appraisal costs are expenses related to inspecting, testing,
and evaluating products or services to ensure they meet quality
standards. These costs are incurred to detect defects.
• Examples:
• Quality Inspections: Conducting quality inspections and tests
on finished products or components.
• Testing Equipment: Purchasing, maintaining, and calibrating
testing equipment and tools.
• Quality Audits: Conducting internal audits to assess the
effectiveness of quality control processes.
• Supplier Audits: Visiting and inspecting suppliers' facilities to
verify product quality.
3. Internal Failure Costs:
• Definition: Internal failure costs are expenses incurred when defects or
quality issues are identified before the product or service reaches the
customer. These costs occur within the organization.
• Examples:
• Rework and Scrap: The cost of fixing defects or discarding
substandard products during the production process.
• Machine Downtime: Loss of productivity and revenue due to
equipment breakdowns caused by poor quality.
• Product Warranty Claims: Expenses related to honoring
warranties or guarantees for faulty products.
• Process Redesign: The cost of redesigning processes or
products to eliminate quality problems.
4. External Failure Costs:
• Definition: External failure costs are expenses incurred when defects or
quality problems are discovered by customers after they have received
the product or service. These costs occur outside the organization and
can harm its reputation.
• Examples:
• Product Returns and Replacements: The cost of replacing or
refunding products returned by dissatisfied customers.
• Customer Complaints: Handling and addressing customer
complaints, which may involve investigation and resolution
efforts.
• Legal Actions: Legal expenses, fines, or settlements resulting
from product liability lawsuits.
• Loss of Reputation: Damage to the organization's reputation
and potential loss of future business due to poor quality.

5. Explain PDSA or PDCA cycle with suitable example

The PDSA cycle, also known as the Deming Cycle or the Plan-Do-Study-Act cycle, is a
continuous improvement framework used by organizations to systematically
approach problem-solving and make incremental improvements in processes,
products, or services. It consists of four key stages: Plan, Do, Study, and Act. Let's
break down each stage with an example:

1. Plan:

• Definition: In the "Plan" stage, you define the problem, set clear objectives,
and develop a plan for improvement. This includes identifying the goals,
creating a detailed plan, and determining what data will be collected to
measure progress.
• Example: Imagine a manufacturing company that has noticed an increase in
defects in its products. The "Plan" stage would involve:
• Defining the problem: The company identifies that defects are causing
increased customer complaints and higher production costs.
• Setting objectives: The company aims to reduce defects by 50% within
the next three months.
• Developing a plan: The plan might include training for employees,
upgrading equipment, and implementing new quality control
processes.
• Collecting data: The company decides to track the number of defects in
each production batch as a key metric.

2. Do:
• Definition: In the "Do" stage, you execute the plan developed in the first
stage. This involves implementing the changes or improvements and
documenting the process as it unfolds.
• Example: The manufacturing company now puts the plan into action:
• Employees receive training on the new quality control processes.
• New equipment is purchased and installed.
• The upgraded processes are implemented on the production line.
• The company collects data on defect rates as production continues
under the new conditions.

3. Study:

• Definition: In the "Study" stage, you analyze the data collected during the
"Do" stage to assess whether the changes have had the desired effect. This
stage is about evaluating the outcomes and understanding what worked and
what didn't.
• Example: After implementing the changes, the company reviews the data
collected:
• Defect rates have indeed decreased by 50%, meeting the set objective.
• Customer complaints have reduced significantly.
• Production costs have decreased due to fewer defects and rework.

4. Act:

• Definition: In the "Act" stage, you take action based on the insights gained
during the "Study" stage. If the improvements were successful, you
standardize the changes and make them a permanent part of the process. If
they were not successful, you make adjustments and go through the PDSA
cycle again.
• Example: In this case, because the changes resulted in a significant reduction
in defects, the company decides to:
• Standardize the new quality control processes.
• Continue employee training to maintain and improve quality.
• Regularly monitor defect rates to ensure they stay low.

The PDSA cycle is an iterative process, meaning it repeats continuously to drive


ongoing improvement.

6. Discuss TQM principles.

1. Customer Focus:
• TQM places the customer at the center of all activities. Understanding
and meeting customer needs and expectations is the primary focus.
• Organizations collect and analyze customer feedback to drive
improvements and ensure customer satisfaction.
2. Continuous Improvement (Kaizen):
• TQM emphasizes the ongoing quest for improvement in all aspects of
the organization. This includes processes, products, services, and
employee skills.
• The principle of Kaizen encourages small, incremental improvements
over time, fostering a culture of continuous learning and enhancement.
3. Employee Involvement and Empowerment:
• TQM recognizes that employees are a valuable source of knowledge
and creativity. Engaged and empowered employees are more likely to
contribute to quality improvements.
• Employees are encouraged to actively participate in problem-solving,
decision-making, and quality initiatives.
4. Process-Oriented Approach:
• TQM promotes a systematic approach to quality through the careful
management and improvement of processes.
• Organizations analyze and optimize processes to reduce errors,
increase efficiency, and enhance product or service quality.
5. Data-Driven Decision Making:
• TQM relies on accurate data and facts to make informed decisions.
Data is used to identify problems, set benchmarks, and measure
progress.
• Statistical tools and methodologies are often employed to analyze data
and drive improvement efforts.
6. Supplier Relationships:
• TQM extends the focus on quality to suppliers and partners. Strong
relationships with suppliers are crucial for ensuring the quality of
incoming materials and components.
• Collaborative partnerships with suppliers can lead to shared quality
goals and mutual benefits.
7. Leadership Commitment:
• TQM requires active and visible leadership commitment to quality. Top
management plays a critical role in setting the quality culture and
direction of the organization.
• Leaders lead by example, emphasizing the importance of quality in all
aspects of the business.
8. Strategic Alignment:
• TQM principles align quality efforts with the organization's overall
strategic goals and objectives.
• Quality is integrated into the organization's long-term vision and
becomes a fundamental part of its strategic planning.
9. Training and Education:
• TQM invests in the training and education of employees to enhance
their skills and knowledge.
• Continuous learning ensures that employees are well-equipped to
contribute to quality improvement efforts.
10. Elimination of Waste and Variation:
• TQM seeks to reduce waste, inefficiencies, and variations in processes
and products.
• Methods like Lean and Six Sigma are often employed to identify and
eliminate non-value-added activities and defects.
11. Benchmarking:
• Organizations compare their performance to industry benchmarks and
best practices.
• Benchmarking helps identify areas where the organization can improve
and learn from successful competitors or peers.
12. Total Involvement:
• TQM encourages every member of the organization, from top
management to frontline employees, to be involved in quality
improvement efforts.
• Quality becomes everyone's responsibility.

7. Explain FMEA and Applications of FMEA with example

FMEA, or Failure Modes and Effects Analysis, is a structured methodology used to


identify, evaluate, and prioritize potential failure modes (ways in which a system,
process, or product can fail), assess their potential effects on outcomes, and develop
strategies to prevent or mitigate these failures. FMEA is widely used in various
industries to enhance product quality, safety, and reliability. Here's an explanation of
FMEA and its applications with an example:

Components of FMEA:

1. Failure Mode: This is the specific way in which a process, system, or product
can fail. It's a description of what could go wrong.
2. Effect: The effect describes the consequence or impact of the failure mode on
the overall system, process, or product. Effects can range from minor
inconveniences to serious safety hazards.
3. Severity: Severity is a rating that quantifies how serious or critical the
potential effect of a failure mode is. It typically uses a numerical scale (e.g., 1
to 10), with higher numbers indicating more severe consequences.
4. Probability of Occurrence: This rating assesses the likelihood or probability
that the failure mode will occur. It's also typically rated on a numerical scale,
with higher numbers indicating a higher likelihood.
5. Detection: Detection evaluates how likely it is that the failure mode will be
detected before it reaches the customer or causes harm. Again, it's rated on a
numerical scale, with higher numbers indicating a lower likelihood of
detection.
6. Risk Priority Number (RPN): The RPN is calculated by multiplying the
severity, probability of occurrence, and detection ratings. It is used to prioritize
failure modes. Higher RPN values suggest higher-priority issues that need
attention.

Applications of FMEA:

1. Product Design: FMEA is used during the product design phase to identify
potential failure modes and their effects, allowing engineers to make design
changes to enhance reliability and safety. For example, in the automotive
industry, FMEA can help identify potential design flaws in a car's braking
system.
2. Process Improvement: FMEA can be applied to manufacturing and business
processes to identify weaknesses, bottlenecks, and potential failure points. By
addressing these issues, organizations can improve efficiency and quality. For
instance, in a food manufacturing plant, FMEA can help pinpoint
contamination risks in the production process.
3. Healthcare: FMEA is used in healthcare settings to identify and mitigate
potential risks in medical procedures, patient care, and equipment use. For
instance, in a hospital, FMEA can be employed to evaluate the risks associated
with administering medications.
4. Software Development: In software development, FMEA helps identify
potential software defects and their impacts on the user experience. It guides
the development team in making improvements. For example, when
developing a banking application, FMEA can identify potential security
vulnerabilities.

Example:

Let's consider an example in the context of product design. Imagine a company is


developing a new smartphone. Here's how FMEA might be applied:

1. Failure Mode: The failure mode could be "Battery overheating."


2. Effect: The effect of this failure mode could be "Fire hazard, potential user
injuries, and damage to the device."
3. Severity: The severity rating might be 9 (on a scale of 1 to 10) because it
represents a significant safety risk.
4. Probability of Occurrence: The probability rating could be 4 because battery
overheating is relatively rare but not impossible.
5. Detection: The detection rating might be 6 because it's somewhat likely that
users will notice the device heating up before it becomes a severe problem.
6. Risk Priority Number (RPN): The RPN is calculated by multiplying Severity
(9) x Probability of Occurrence (4) x Detection (6) = 216.

8. Duties of quality council

1. Setting Quality Objectives:


• The Quality Council is responsible for establishing clear and measurable
quality objectives aligned with the organization's strategic goals. These
objectives help guide quality improvement efforts.
2. Quality Policy Development:
• Developing and maintaining the organization's quality policy, which
communicates the commitment to quality and sets the tone for quality-
related activities.
3. Strategic Alignment:
• Ensuring that quality initiatives and efforts are aligned with the
organization's overall strategic direction and business objectives.
4. Resource Allocation:
• Allocating resources (financial, human, and technological) to support
quality improvement projects and initiatives.
5. Monitoring and Reporting:
• Regularly monitoring key performance indicators (KPIs) related to
quality and reporting on the organization's quality performance to top
management and stakeholders.
6. Quality Audits:
• Overseeing or commissioning internal and external audits to assess the
effectiveness of the organization's quality management system and
processes.
7. Problem-Solving and Decision-Making:
• Reviewing and analyzing data and reports related to quality issues, and
making informed decisions to address quality concerns or make
improvements.
8. Continuous Improvement:
• Promoting a culture of continuous improvement by encouraging
employees to identify and address quality issues and suggesting
process enhancements.
9. Quality Training and Education:
• Ensuring that employees have access to quality-related training and
educational resources to enhance their skills and knowledge.
10. Customer Feedback:
• Monitoring and analyzing customer feedback, complaints, and
satisfaction surveys to identify areas for improvement and address
customer concerns.
11. Supplier Relationships:
• Managing relationships with suppliers and ensuring that they meet the
organization's quality standards and expectations.
12. Communication:
• Facilitating communication between different departments and teams
within the organization to ensure that quality objectives and initiatives
are understood and executed effectively.
13. Benchmarking:
• Comparing the organization's quality performance and processes with
industry benchmarks and best practices to identify opportunities for
improvement.
14. Documentation and Record-Keeping:
• Ensuring that quality-related documentation, records, and reports are
accurately maintained and accessible for audits and compliance
purposes.
15. Risk Management:
• Identifying and mitigating quality-related risks that could affect the
organization's reputation, customer satisfaction, or legal compliance.
16. Quality Culture:
• Promoting a quality-focused culture within the organization by
encouraging and recognizing employees' contributions to quality
improvement.

9. Analyse concept of Fault Tree Analysis with example

Fault Tree Analysis (FTA) is a systematic approach used in various industries,


including engineering, aerospace, nuclear, and manufacturing, to analyze and
understand the causes of complex system failures or accidents. FTA helps identify the
potential root causes of a specific event or failure by visualizing a logical diagram
called a fault tree. Let's analyze the concept of Fault Tree Analysis with an example:

Concept of Fault Tree Analysis (FTA):

1. Basic Idea: FTA begins with a specific undesired event or failure, often
referred to as the "top event." The goal is to break down this top event into its
underlying causes, which are represented as logical gates in a fault tree
diagram.
2. Logical Gates: Fault tree diagrams use logical gates (AND, OR, NOT) to
represent relationships between events and conditions that lead to the top
event.
• AND Gate: Requires all input events or conditions to occur for the
output event to happen. It represents a logical "and" relationship.
• OR Gate: Requires at least one of the input events or conditions to
occur for the output event to happen. It represents a logical "or"
relationship.
• NOT Gate: Represents negation, indicating that a specific event or
condition should not occur for the output event to happen.
3. Analysis Process: The process involves systematically analyzing the
relationships and dependencies between events and conditions using the
logical gates. This helps identify the critical factors that contribute to the top
event.
4. Quantitative or Qualitative Analysis: Depending on the complexity and
availability of data, FTA can be used for both quantitative (probabilistic) and
qualitative (non-probabilistic) analysis. In quantitative analysis, probabilities
are assigned to events and conditions, allowing for risk assessment.
10. Characteristics of successful leader

Successful leaders possess a diverse range of qualities and characteristics that enable
them to effectively guide and inspire their teams. Here are some key characteristics
often associated with successful leaders:

1. Vision: Successful leaders have a clear and compelling vision of the future.
They can articulate this vision to their team and inspire them to work toward
common goals.
2. Effective Communication: Leaders communicate clearly and actively listen to
their team members. They convey information, provide feedback, and ensure
that everyone understands their role and responsibilities.
3. Empathy: Successful leaders understand and relate to the emotions and
perspectives of their team members. They show empathy and support to build
strong relationships.
4. Decisiveness: Leaders are capable of making tough decisions, often under
pressure. They weigh available information and act decisively, taking
responsibility for the outcomes.
5. Adaptability: In a rapidly changing world, successful leaders are adaptable.
They can pivot and adjust their strategies in response to changing
circumstances and market dynamics.
6. Integrity: Integrity and ethical behavior are fundamental. Successful leaders
act with honesty and maintain high ethical standards, earning the trust of their
teams.
7. Resilience: Leaders face challenges and setbacks but remain resilient. They
bounce back from failures, learn from mistakes, and maintain a positive
outlook.
8. Accountability: Successful leaders take responsibility for their actions and the
outcomes of their decisions. They hold themselves accountable and set a
strong example for their team.
9. Empowerment: Leaders empower their team members by delegating
responsibilities and providing opportunities for growth and development.
They trust their team's capabilities.
10. Innovation: Effective leaders encourage innovation and creativity. They are
open to new ideas and create an environment where team members feel
comfortable sharing their insights.
11. Team Building: Leaders understand the importance of building a cohesive
and high-performing team. They foster collaboration, celebrate successes, and
address conflicts constructively.
12. Strategic Thinking: Successful leaders have a strategic mindset. They can
analyze complex situations, make informed decisions, and develop long-term
plans to achieve organizational
11. Steps involved in quality planning with example

Quality planning ensures that organizations have a structured approach to delivering


products, services, or processes that meet customer expectations while minimizing
risks and maximizing efficiency. It is an essential part of quality management that
helps organizations achieve consistent and reliable results.

Steps in Quality Planning:

1. Define the Project or Process:


• Clearly define the scope and purpose of the project or process for
which quality planning is being conducted. Understand the customer's
needs and expectations.
Example: Imagine a construction project to build a residential complex. The
goal is to deliver a high-quality building that meets safety and aesthetic
requirements.
2. Identify Quality Objectives:
• Establish specific, measurable quality objectives that align with the
project's or process's goals. These objectives should be achievable and
relevant.
Example: Quality objectives for the construction project may include
completing the project on time, within budget, and ensuring that the building
is structurally sound and visually appealing.
3. Determine Quality Standards:
• Identify industry-specific standards, regulations, or best practices that
apply to the project or process. These standards will serve as a
benchmark for quality.
Example: In construction, quality standards may include building codes,
safety regulations, and architectural design standards.
4. Develop a Quality Plan:
• Create a comprehensive quality plan that outlines the specific actions
and processes needed to achieve the quality objectives. Define roles
and responsibilities within the team.
Example: The quality plan for the construction project would include steps for
site inspections, material testing, quality control checks, and safety measures.
5. Allocate Resources:
• Determine the resources required to implement the quality plan
effectively. This includes personnel, materials, equipment, and budget
considerations.
Example: Resources for the construction project might include hiring skilled
labor, procuring quality building materials, and investing in safety equipment.
6. Risk Assessment:
• Identify potential risks and challenges that could affect the quality of
the project or process. Develop strategies to mitigate these risks.
Example: In construction, risks could include weather-related delays, supply
chain disruptions, or unforeseen structural issues.
7. Communication and Training:
• Ensure that all team members are aware of the quality objectives,
standards, and their respective roles. Provide necessary training and
resources.
Example: Construction workers may need safety training and quality control
guidelines to ensure they meet the project's quality standards.
8. Monitoring and Measurement:
• Establish methods for monitoring and measuring progress toward
quality objectives. Define key performance indicators (KPIs) and data
collection processes.
Example: The construction project might use KPIs like completion milestones,
budget tracking, and structural integrity tests to monitor quality.
9. Document the Quality Plan:
• Document the quality plan in a clear and accessible format. This
includes procedures, checklists, and forms for recording quality-related
data.
Example: The construction project's quality plan documentation might
include inspection reports, material test results, and safety incident records.
10. Review and Update:
• Regularly review the quality plan and make necessary updates based
on changing conditions, lessons learned, and evolving customer
requirements.
Example: As the construction project progresses, the quality plan may be
updated to address any unforeseen challenges or design changes.

12. Crosby 14 principles

Crosby's 14 principles emphasize the importance of prevention over detection, the


involvement of every employee in quality efforts, and the commitment of top
management to drive a quality-focused culture.

1. Management Commitment:
• Top management must be committed to quality and actively involved
in promoting a culture of quality throughout the organization.
2. Quality Improvement Team:
• Establish a cross-functional team responsible for planning,
implementing, and sustaining quality improvement efforts.
3. Quality Measurement:
• Define clear quality standards and establish a system for measuring and
evaluating performance against those standards.
4. Cost of Quality Evaluation:
• Determine the cost of poor quality (e.g., defects, rework, customer
complaints) and use this information to drive quality improvement
initiatives.
5. Quality Awareness:
• Foster a sense of quality awareness and responsibility among all
employees, emphasizing that quality is everyone's job.
6. Corrective Action:
• Implement corrective actions promptly when quality issues arise.
Identify the root causes of problems and address them to prevent
recurrence.
7. Zero Defects:
• Set the goal of achieving zero defects in products or processes. Strive
for perfection in quality.
8. Quality Training:
• Provide training and education to employees to enhance their skills and
knowledge related to quality and their specific job functions.
9. Zero Defects Day:
• Designate a specific day to emphasize and celebrate the commitment
to zero defects, with activities focused on quality awareness and
improvement.
10. Goal Setting:
• Establish clear quality improvement goals and targets that are
communicated throughout the organization.
11. Error Cause Removal:
• Identify and eliminate the root causes of errors and defects, rather than
just addressing their symptoms.
12. Recognition:
• Recognize and reward employees for their contributions to quality
improvement and achieving zero defects.
13. Quality Councils:
• Establish quality councils or committees that meet regularly to review
progress, share best practices, and make decisions related to quality
improvement.
14. Do It Over Again (DIOA):
• Encourage the organization to continuously strive for quality
improvement by recognizing that quality is an ongoing process, not a
one-time effort.

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