1. Discuss the eight principles of the ISO 9001 standard.

How is your company following these ISO

standards?

Answer: The ISO 9000 standards serve as a foundation for implementing a Quality Management
System (QMS) to ensure comprehensive quality management across various industries. These
standards are periodically revised, approximately every five years, to accommodate technological
advancements and changes in the market landscape. The eight core principles of ISO 9000 standards
include:

1. Customer centric
2. Leadership
3. Involvement of People
4. Process Approach
5. System Approach to Management
6. Continual Improvement
7. Factual Approach to Decision Making
8. Mutually Beneficial Supplier Relationships

Figure: Principles of ISO 9000

In our company ‘’perfectionist home’’ we make sure that ISO 9000 standards are followed

Customer Focus: In our company this principle underscores the importance of meeting and
exceeding customer expectations as the primary goal of the organization. Our company
prioritizes customer satisfaction by

1. actively engaging with customers throughout the project lifecycle

2. Conducting periodic reviews to ensure their needs are met effectively.

Leadership: Establishing a clear vision and direction is crucial for achieving organizational
objectives. We in “perfectionist home” ensure adherence to policies and procedures while
fostering an environment that values employee input and promotes teamwork towards common
goals.
Engagement of People: Recognizing that employee participation is essential for achieving
quality objectives, our company is committed to involving employees in all aspects of the
business. Through adequate training, empowerment, and clear communication, we strive to
utilize the full potential of our workforce.

Process Approach: Our organization utilizes a process-based approach, where the output from
one process serves as the input for another. This technique enhances product cycle efficiency
and overall organizational performance by effectively managing resources.

System Approach to Management: Implementing a structured approach to management, such

as a Work Breakdown Structure (WBS) in warehouse management, facilitates better planning,
organization, and inventory management, contributing to more efficient management practices.

Continual Improvement: Continuous improvement is a cornerstone principle for fostering

growth and adapting to new technologies and management practices. By analyzing data and
focusing on performance enhancement, our company is dedicated to improving our QMS and
achieving excellence.

Factual Approach to Decision Making: Decision-making in our company is based on the careful
analysis of data and information. By focusing on preventative measures and employing both
corrective and preventive actions, we aim to make informed and effective decisions that support
our quality objectives.

Mutually Beneficial Supplier Relationships: Establishing and maintaining positive relationships

with suppliers and vendors is critical for mutual growth and success. Our company values the
exchange of resources and cooperation with our partners to enhance the overall value chain.

By integrating these principles into our daily operations, our company commits to upholding the
highest standards of quality management in line with ISO 9000 standards, ensuring both
customer satisfaction and continuous improvement

2. Discuss Pareto Charts with a worked out quality-focused example for your own company. Design
a simple quality-focused example, that you have created. Don't forget to include a technical
illustration / image, that you have created to illustrate this challenge / solution (1 point of 10)

Answer: The Pareto chart is a visual tool that plots defect frequencies on the x-axis, allowing for the
representation of various critical measurements. On the y-axis, it displays the cumulative effect, such as
the overall cost or total instances of occurrences. This concept is closely related to the 80/20 rule,
suggesting that 80% of problems can often be attributed to 20% of causes. The primary aim of Pareto
diagrams is to sort and clarify data, emphasizing the key contributors to a problem for improved
comprehension. Following the implementation of corrective actions, it is essential to analyze the new
data outcomes and contrast them with prior results to observe the changes. By identifying the most
impactful issues among the less critical ones, it becomes easier to prioritize efforts and resources
effectively
 case count % cumulative
Fabric defects 90 27.69 27.69 %
Sewing defects 75 23.08 50.77 %
Size miss match 60 18.46 69.23 %
Color miss match 40 12.31 81.54 %
Missing parts 30 9.23 90.77 %
Packaging errors 20 6.15 96.92 %
Late deliveries 10 3.08 100 %

Figure : pareto chart problem for my factory (using Google sheets)

The Pareto chart above illustrates the distribution of problems our manufacturing factory, with the
individual issues represented by blue bars indicating the number of cases and the cumulative
percentages shown by the red line. This visualization effectively highlights the important problems that
contribute most significantly to the overall issue count, demonstrating the application of the Pareto
principle. Here addressing the top three problems: fabric defects, sewing defects, and size mismatches—
would tackle a significant portion of the total issues, aligning with strategic prioritization for quality
improvement initiatives
 3. Discuss fishbone diagrams with a worked out quality-focused example for your own company.
Design a simple quality-focused example, that you have created.

Answer: A Fishbone Diagram, also known as an Ishikawa diagram or cause-and-effect diagram, is a tool
used to identify, organize, and represent the possible causes of a problem visually. It helps in
brainstorming to identify potential factors causing an effect, particularly in identifying the root causes of
a problem. The diagram looks like a fish's skeleton with the problem at the head and the causes
extending to the left like fishbones, grouped into major categories.

Figure: fishbone diagram of our company’s problems (created using lucid chart)

By focusing on these root causes, the company aims to significantly reduce or eliminate defects in the
finished products, leading to higher customer satisfaction and fewer returns or complaints.Fishbone
Diagram helps in systematically identifying and addressing quality issues in our cloth manufacturing and
stitching company.

4. Discuss histograms with a worked out quality-focused example for your own company. Design a
simple quality-focused example, that you have created. Don't forget to include a technical
illustration / image, that you have created to illustrate this challenge / solution (1 point of 10)

Answer: Histograms are graphical representations that organize a group of data points into user-
specified ranges. They are particularly useful in quality control and manufacturing to analyze the
distribution of a product characteristic. This distribution can reveal insights into the process variability
and whether it meets specified quality criteria.

In our cloth manufacturing and stitching company where we are focused on the quality aspect of "Stitch
Length Consistency" in our products. Consistent stitch length is crucial for both the aesthetic appeal and
the durability of the final product. The specification for the stitch length is set to be 2.5 mm ± 0.5 mm.

We collected a sample of 100 stitches from various products throughout a production day to
measure their lengths. The measurements are then grouped into ranges to create the histogram.
 Figure: histogram using google sheets

From the histogram, we can observe that the majority of stitches fall within the desired range of 2.0 mm
to 3.0 mm, aligning with our quality criteria. However, the existence of stitches in the extreme
categories (less than 1.5 mm and more than 3.5 mm) suggests areas for improvement. Investigating the
causes leading to these outliers could lead to process improvements, ensuring even higher consistency
in stitch length across all products.

5. Discuss flowcharts for quality management (that follow international standard notations) and
design a simple quality-focused example with a worked out example for your own company.
Don't forget to include a technical illustration / image, that you have created to illustrate this
challenge / solution (1 point of 10).

Flowcharts are a powerful tool in quality management, widely used to visualize processes in a step-by-
step manner. They help identify bottlenecks, inefficiencies, and opportunities for process optimization.
International standard notations such as ISO 9001:2015 encourage the use of flowcharts for
documenting processes, ensuring consistency and clarity across global operations.

For my company flow chart is very important for quality management.

Figure : flowchart for quality management in my company using lucid chart

Start/End: Represented by a rectangle, marking the beginning and end of a process.

Process Step: Shown as a rectangle, it indicates a single step or action in the process.

Decision: Depicted by a diamond, it signifies a decision point leading to different paths based on yes/no
answers or other criteria.

Flow Lines: Arrows that show the direction of the process flow.

Input/Output: Parallelograms that represent inputs to or outputs from a process.

6. Explain FMEA (Failure Mode and Effects Analysis) notations and their role in TQM. How do you
analyze, evaluate and calculate severity, occurrence and detection modes in a risk analysis
project? How do you relate risk and the process map? Design a simple quality-focused example
with a worked out example for your own company. Don't forget to include a technical
illustration / image, that you have created to illustrate this challenge / solution (1 point of 10).

Answer:

Failure Mode and Effects Analysis (FMEA) is an essential, structured approach for identifying potential
failures in products or processes before they occur. As a crucial component of Total Quality
Management (TQM), FMEA serves as a proactive tool for risk management, enabling organizations to
enhance their operations and product quality. Through systematic analysis, evaluation, and mitigation
planning, FMEA helps in anticipating and preventing possible failures, thus contributing significantly to
the continuous improvement ethos of TQM.

FMEA relies on three primary notations to assess and manage risk: Severity (S), Occurrence (O), and
Detection (D). Severity measures the potential impact of a failure, with a scale from 1 (minimal impact)
to 10 (catastrophic). Occurrence estimates the likelihood of a failure happening, rated from 1
(improbable) to 10 (inevitable). Detection evaluates the chances of catching the failure before it affects
the operation, rated from 1 (highly likely) to 10 (unlikely). In the framework of TQM, these notations are
instrumental in identifying and prioritizing failure modes for corrective actions, ensuring that efforts
towards quality improvement are effectively targeted.

The FMEA Process: Analyzing, Evaluating, and Calculating

Analyze Failure Modes

The first step in FMEA involves a thorough analysis to identify all conceivable ways a process or product
might fail. This includes scrutinizing potential errors in design, manufacturing, assembly, and even during
usage, ensuring a comprehensive risk assessment.

Evaluate Severity, Occurrence, and Detection

For each identified failure mode, it's crucial to assign ratings for severity, occurrence, and detection. This
step involves a detailed assessment of the potential impact, the probability of occurrence, and the
effectiveness of existing controls in detecting the failure beforehand.

Calculate the Risk Priority Number (RPN)

The Risk Priority Number (RPN) is calculated by multiplying the ratings for severity, occurrence, and
detection (RPN=S×O×D). The RPN is a critical metric in FMEA, guiding the prioritization of risk mitigation
actions based on the highest scores.

Integrating Risk Assessment with Process Mapping

FMEA's effectiveness is significantly enhanced when integrated with a process map. This combination
allows for a targeted approach to identifying and mitigating risks at specific stages of a process, ensuring
that quality management efforts are precisely focused where they are most needed.

7. FMEA (cont.): How do you analyze, evaluate and calculate severity, occurrence and detection
modes in a quality-focused risk analysis project? How do you relate risk and the process map?
Design a simple quality-focused example with a worked out example for your own company.
Don't forget to include a technical illustration / image, that you have created to illustrate this
challenge / solution (1 point of 10).

Answer: Analyzing, evaluating, and calculating severity, occurrence, and detection in a quality-focused
risk analysis project, such as Failure Mode and Effects Analysis (FMEA), involves a systematic approach.
This method identifies potential failure modes within a process or product, evaluates the risk associated
with these failures, and prioritizes them for corrective action. Here's how the process is in my company:
A potential quality issue in the cloth cutting process of manufacturing company is the risk of incorrect
fabric dimensions being cut.

Failure Mode: Incorrect cutting of fabric dimensions.

Effects: Leads to wastage of fabric, additional costs, and delays in production.

Severity (S): Significant impact due to waste and cost.

Occurrence (O): Occasionally happens due to human error or machine calibration issues.

Detection (D): 5 Mistakes can be detected during the next quality check but not immediately.

RPN Calculation:

RPN=S×O×D

Action on Process Map:

The cloth cutting step is marked on the process map with an RPN of 160, indicating a high-priority area
for improvement.

Mitigation Strategy:

Implement a two-step verification process for cutting dimensions: one before cutting and another
immediately after, using digital measurement tools to reduce human error. Also,Regularly calibrate
cutting machines to ensure precision.

This example shows how the severity, occurrence, and detection are analyzed and evaluated in a
quality-focused risk analysis, leading to targeted improvements in the manufacturing process.

8. Explain a total quality decision making process. How is your company doing this? Design a
simple quality-focused example that you have created. Don't forget to include a technical
illustration / image, that you have created to illustrate this challenge / solution (1 point of 10)

Answer:

The Total Quality Decision Making Process (TQDMP) is a sophisticated methodology that marries the
core principles of Total Quality Management (TQM) with the decision-making apparatus of an
organization. This fusion aims to prioritize customer satisfaction, perpetuate continuous improvement,
and galvanize the collective involvement of employees in making decisions. It's a strategy devised to
ensure decisions are quality-centric, affecting all organizational tiers, thereby elevating performance and
competitive edge.

Steps in the Total Quality Decision Making Process:

Identify the Decision Need: It's critical to acknowledge when a decision is required, usually spurred by a
challenge or an opportunity to enhance operations.

Define the Problem or Opportunity: Clarification of the issue at hand is paramount. This involves
distilling the core problem or opportunity from its superficial symptoms.

Collect Data: This step involves amassing pertinent data and information which will guide the decision-
making process, including customer feedback, performance metrics, and employee insights.

Analyze the Data: Employ quality analysis tools such as Pareto charts, fishbone diagrams, and flowcharts
to dissect the data, aiming to unearth root causes or areas ripe for improvement.

Develop Alternatives: Generate a range of solutions or actions that could mitigate the identified issues,
encouraging the input of cross-functional teams to garner diverse perspectives.

Evaluate Alternatives: Scrutinize each alternative for its merits and drawbacks, considering cost,
practicability, impact on quality, and potential to enhance customer satisfaction.

Make the Decision: Select the alternative that best aligns with the organization's quality objectives,
ensuring it's the most viable solution to the problem.

Implement the Solution: Craft a detailed action plan for the rollout of the chosen solution, delineating
responsibilities and deadlines.

Monitor and Evaluate: Continuously track the outcomes of the implementation to verify if it meets the
intended improvement objectives, ready to tweak the approach as necessary.

Standardize and Share Learnings: If the decision culminates in significant enhancements, institutionalize
the new practices and disseminate the learnings organization-wide.

Implementation of TQDMP in Our Company:

Our organization diligently incorporates the Total Quality Decision Making Process (TQDMP) into our
routine operations and strategic planning to underline our unwavering dedication to quality. This holistic
approach is actualized through several key practices: prioritizing customer satisfaction by keenly
understanding their needs through feedback and surveys, promoting an inclusive culture where
employee participation in decision-making is highly encouraged, and relying on data-driven decisions
bolstered by advanced technology for accurate data collection and analysis. We utilize the Plan-Do-
Check-Act (PDCA) cycle to ensure decisions lead to continuous improvement, provide comprehensive
training to enhance our team's decision-making capabilities, and engage cross-functional teams to
leverage diverse insights. These concerted efforts are aimed at not just resolving immediate issues but
also at building a foundation for sustained quality and long-term organizational success

9. Explain how to quality manage difficult people at work and how to deal with them when they
are destroying quality, brand name, reputation, the company, themselves, the teams, and
others (discussion topics); Don't forget to include a technical illustration / image, that you have
created to illustrate this challenge / solution (1 point of 10).
Answer: Managing difficult people in the workplace is a critical aspect of maintaining quality, brand
reputation, team cohesion, and overall organizational health. Each type of challenging personality
requires specific strategies for effective management and resolution. Below are approaches to handle
each type, along with a general strategy for conducting quality management meetings that address
these challenges

• The Tyrant. Strategies to soften the "rant" of a Tyrant Boss who bullies, berates, humiliates. How is
your company dealing with this challenge?

Implementing a feedback mechanism that allows for anonymous reporting of bullying behavior. Conduct
training on emotional intelligence and leadership for all managerial staff. Encourage a culture where
respect is a core value.

• The Saboteur. Often driven by envy, this person works behind your back to slander and sabotage you.
Devious and hard to catch. How is your company dealing with this challenge?

Use team-building activities to strengthen bonds and trust among team members, reducing envy and
sabotage.

• The Space Cadet. Not from the ISS (International Space Station), although their behavior is often out of
this world: absent-minded, inefficient, poor judgment. Usually pleasant, but simply can't get the job
done. How is your company dealing with this challenge?

Provide clear, written instructions and deadlines. Regular check-ins can help keep them on track, and
additional training might be necessary to improve their efficiency

• The Power Posturer. Loves power and makes all the right moves to get you to believe that he or she
wields tremendous influence. How is your company dealing with this challenge?

Verify claims of influence and power independently. Ensure decisions are made based on data and merit
rather than perceived power. Encourage a meritocratic approach.

• How to conduct effective quality management meetings to overcome the above challenges? How is
your company dealing with this challenge?

Establish clear objectives for each meeting, focusing on solutions and improvement strategies.
Encourage participation from all attendees, ensuring every voice is heard. Use structured problem-
solving techniques to address issues constructively.

10. Explain more how to quality manage pushy, arrogant, difficult people at work and how to deal
with them when they are destroying quality, brand name, reputation, the company, themselves,
the teams, and others. Don't forget to include a technical illustration / image, that you have
created to illustrate this challenge / solution (1 point of 10).

Answer:

• The Bulldozer. Pushy, abrasive, aggressive, and overly blunt. Learn how to stand your ground without
getting flattened. How is your company dealing with this challenge?

Promote a culture of integrity and accountability, where manipulative behaviors are not tolerated
Assert your viewpoints clearly and calmly. Use "I" statements to express how their behavior affects you
and the work environment. Seek common ground where possible.

• The Button Pusher. This sneaky type gets what they want by subtly exploiting the weaknesses of
others. How is your company dealing with this challenge?

Be aware of your own triggers and work on personal resilience. Address manipulative behaviors directly
and privately with the individual, setting clear boundaries.

• The Coaster. Hasn't done anything in months. Drags down the team's performance. How is your
company dealing with this challenge?

Performance reviews that focus on objective metrics, with clear plans for improvement and follow-up.

• The Harasser. Two types: (1) who goes too far, and (2) the heavy-duty harasser out to overpower his
victims. How is your company dealing with this challenge?

Mandatory training on workplace harassment with a clear, enforceable policy against all forms of
harassment.

• The Undercover Operator. Always smiling and telling you how great it is to work with you, until this
snake in the grass strikes. How is your company dealing with this challenge?

Foster an environment where contributions are recognized and rewarded publicly. Implement a peer
recognition program to ensure diverse acknowledgment

• The Credit Grabber. Don't let a "mind-pirate" steal all your glory. Strategies that turn the tables so YOU
get the credit and the spotlight you deserve. How is your company dealing with this challenge?

Utilize project management tools that track contributions and ensure transparency in who is
responsible for what work.

Social Media Assignment : assessed by Inzamul Chowdhury and Vinay sharma

Article 1 : The Secrets of Visionary Thinkers

Visionary thinking doesn't mean possessing extraordinary abilities or omniscience. It's about embracing
and seriously considering new perspectives. In brainstorming sessions, it's crucial not only to generate a
multitude of ideas but also to evaluate each one equitably. Our cognitive biases, particularly the "status
quo bias," often draw us towards what's familiar, making it challenging to venture beyond our comfort
zones. This bias, ingrained in our psyche, leads us to prefer known quantities over potentially
revolutionary ideas, possibly hindering significant advancements.

Leaders play a pivotal role in steering their teams past these biases. One approach is to clearly define
the criteria for idea evaluation, emphasizing the desire for transformative, impactful solutions over
conventional ones. Another tactic involves highlighting the risks associated with maintaining the status
quo, thereby encouraging consideration of the repercussions of inaction. Discussing the potential costs
of stagnation openly can motivate the team to seek innovative paths.

Employing these strategies can cultivate an environment conducive to radical thinking. This isn't about
disregarding risks but about promoting a culture of innovation where expansive thinking and boundary-
pushing are not just welcomed but encouraged. This approach paves the way for addressing challenges
effectively and achieving substantive breakthroughs

Article 2 : The Power of Wellness Programs to Optimize the Manufacturing Workforce

Wellness initiatives within the manufacturing sector play a critical role, acknowledging that the health
and happiness of employees are as crucial as their productivity levels. Such initiatives are instrumental in
maintaining the physical and emotional well-being of the workforce, resulting in enhanced performance
and reduced absenteeism. By providing facilities like onsite medical checks, fitness centers, and mental
health services, employees receive the necessary support to maintain their health and well-being.

The challenging nature of manufacturing work necessitates the implementation of these wellness
programs to address health concerns. These programs extend beyond physical health, incorporating
mental health support through stress management courses and counseling, aiding employees in
managing work-related pressures.

These wellness programs serve as a vital link between safety, efficiency, and overall employee health.
Healthy employees are at a lower risk of workplace injuries, and those with mental clarity are more
likely to adhere to safety protocols.

Effective implementation of these programs requires careful planning and adaptation to the specific
needs of the workforce. This approach fosters a supportive work environment, promoting a sense of
value and inclusivity among employees.

Article 3 : EVs At 93.9% Share In Norway — Record High

In January, the Norwegian car market saw an overwhelming majority of sales in electric vehicles, with
battery-electric vehicles (BEVs) accounting for 92.1% and plug-in hybrids (PHEVs) just 1.8%. This surge is
attributed to recent tax reforms that rendered non-BEV options more expensive, leading to a decline in
their sales. This was particularly noticeable following a December rush by consumers to purchase these
vehicles before the tax changes came into effect. The total car sales volume was notably low at 5,122
units, significantly less than typical for the period.

The Tesla Model Y emerged as the bestseller, with 960 units sold, a phenomenon largely driven by the
tax adjustments impacting the sales of other models. Compared to the previous year, it's evident that
changes in incentives significantly altered the sales landscape.

It's anticipated that the market will stabilize by late spring, around April or May, as consumers adjust to
the new tax regulations. However, the transition away from combustion engines to electric vehicles
hinges on the availability of more affordable and appealing electric car options. Providing attractive
choices will encourage more consumers to embrace electric vehicles, contributing to environmental
benefits.