1. TDD
TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
designing and
controlling the

2. production
processaccording to
the specifications
laid out in the
product's design; i.e.,
the middlemanagers
must make sure the
product conforms to
specifications.
Middlelevel
management must

3. also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible

4. for customer service
programs.
Supervisory
Management:
Supervisors have
the responsibility
fordirecting and
controlling the
operations in the

5. production
processdesigned by
middle
management. As
this level is the first
line
of management,
supervisor's time is
spent in managing
personnel such

6. asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand
control is done at
this level. As a
result, managers at
supervisorylevel
have the

7. responsibility of
identifying and
seeking solutions
forquality
problems. When
problems are
identified,
supervisorymanage
ment works with
middle level to

8. correct and
improve
theproduction
process. In most
cases supervisory
management
collects andreports
quality-related data
to the quality
manager or

9. appropriate
middlemanager.
Top Management
Initiation of
Quality
ManagementProgr
am (i.e. setting
goals/strategic
planning)

10. Middle
Management
Implementation of
the Quality
Management
Program
Supervisory
Management/Lowe
r Level

11. Monitoring and
Controlling Quality
Production
Process/Operators
Fig. 1 Role of
Management in
Achieving Quality

12. TOOLS AND
TECHNIQUES
OF TQM
Some of the most
frequently used
techniques for
identifying the
causes of quality
problems include

15. TDD-201 Unit-38Dr.
Parul Bhatnagar

16. •
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes

17. of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as

18. Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of

19. the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by

20. representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto

21. diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of

22. causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•

23. Scatter Diagrams:
These diagrams
graphically show
the
relationshipbetwee
n two variables in a
process. This
relationship could
be used toidentify a
particular quality

24. problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control

25. chart includes
ahorizontal line,
through the middle
of a chart
representing the
processmean or
norm. It also has a
line below this
mean line
representing

26. thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific

27. standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:

28. This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those

29. elements. Cause-
and-effectdiagrams
are usually
developed as part
of problem-solving
activity tohelp a
team of workers,
supervisors, and
managers to
identify causes

30. of quality
problems. This tool
is a normal part of
the problem-
solving

31. TDD-201 Unit-39Dr.
Parul Bhatnagar
activity of quality
circles in Japanese

32. companies. These
are the
tools/techniques
used to improve
the quality in
anyorganization for
its survival in the
market Quality
practices;
however,would

33. shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.

34. ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means

35. that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the

36. number of firms
offering
qualityconsultancy.
Due to this,
certification has
become a lucrative
business.The cost
of certifying a unit
ranges from 30,000
to 2 lakhs

37. dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification

38. itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality

39. systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for

40. Standardization,
which has its
headquartersat
Geneva,
Switzerland, has as
its members the
national
standardsorganizati
ons for more than
90 countries. The

41. purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,

42. ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO

43. member
representing the
United Kingdom,
theBritish Standard
Institute (BSI),
recognizing the
need for
standardizationfor
quality
management and

44. assurance,
submitted a formal
proposal toISO to
form a technical
committee to
develop'
international
standards
forquality
assurance

45. techniques and
practices. As a
result
ISO/TechnicalCom
mittee 176, or
ISO/TC 176
referred to as
"Quality
Assurance"
wasformed. Using

46. standards that
already existed in
the United
Kingdom and

47. TDD-201 Unit-310Dr.
Parul Bhatnagar

48. Canada as a basis,
this committee set
out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th

49. e ISO 9000 series
of quality
management and
assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and

50. first published in
1987, consists of
four
subsections,ISO
9001, 9002, 9003
and 90
TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that

51. are developed by the
top
management.Middle
level focuses on
designing and
controlling the
production
processaccording to
the specifications
laid out in the
product's design; i.e.,

52. the middlemanagers
must make sure the
product conforms to
specifications.
Middlelevel
management must
also design and
implement an
effective
preventionand
quality appraisal

53. system for the
various stages of the
production
process.Finally, they
are also responsible
for customer service
programs.
Supervisory
Management:

54. Supervisors have
the responsibility
fordirecting and
controlling the
operations in the
production
processdesigned by
middle
management. As
this level is the first

55. line
of management,
supervisor's time is
spent in managing
personnel such
asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand

56. control is done at
this level. As a
result, managers at
supervisorylevel
have the
responsibility of
identifying and
seeking solutions
forquality
problems. When

57. problems are
identified,
supervisorymanage
ment works with
middle level to
correct and
improve
theproduction
process. In most
cases supervisory

58. management
collects andreports
quality-related data
to the quality
manager or
appropriate
middlemanager.
Top Management
Initiation of
Quality

59. ManagementProgr
am (i.e. setting
goals/strategic
planning)
Middle
Management
Implementation of
the Quality
Management
Program

60. Supervisory
Management/Lowe
r Level
Monitoring and
Controlling Quality
Production
Process/Operators
Fig. 1 Role of
Management in
Achieving Quality

61. TOOLS AND
TECHNIQUES
OF TQM
Some of the most
frequently used
techniques for
identifying the
causes of quality
problems include

64. TDD-201 Unit-38Dr.
Parul Bhatnagar

65. •
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes

66. of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as

67. Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of

68. the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by

69. representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto

70. diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of

71. causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•

72. Scatter Diagrams:
These diagrams
graphically show
the
relationshipbetwee
n two variables in a
process. This
relationship could
be used toidentify a
particular quality

73. problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control

74. chart includes
ahorizontal line,
through the middle
of a chart
representing the
processmean or
norm. It also has a
line below this
mean line
representing

75. thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific

76. standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:

77. This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those

78. elements. Cause-
and-effectdiagrams
are usually
developed as part
of problem-solving
activity tohelp a
team of workers,
supervisors, and
managers to
identify causes

79. of quality
problems. This tool
is a normal part of
the problem-
solving

80. TDD-201 Unit-39Dr.
Parul Bhatnagar
activity of quality
circles in Japanese

81. companies. These
are the
tools/techniques
used to improve
the quality in
anyorganization for
its survival in the
market Quality
practices;
however,would

82. shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.

83. ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means

84. that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the

85. number of firms
offering
qualityconsultancy.
Due to this,
certification has
become a lucrative
business.The cost
of certifying a unit
ranges from 30,000
to 2 lakhs

86. dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification

87. itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality

88. systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for

89. Standardization,
which has its
headquartersat
Geneva,
Switzerland, has as
its members the
national
standardsorganizati
ons for more than
90 countries. The

90. purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,

91. ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO

92. member
representing the
United Kingdom,
theBritish Standard
Institute (BSI),
recognizing the
need for
standardizationfor
quality
management and

93. assurance,
submitted a formal
proposal toISO to
form a technical
committee to
develop'
international
standards
forquality
assurance

94. techniques and
practices. As a
result
ISO/TechnicalCom
mittee 176, or
ISO/TC 176
referred to as
"Quality
Assurance"
wasformed. Using

95. standards that
already existed in
the United
Kingdom and

96. TDD-201 Unit-310Dr.
Parul Bhatnagar
Canada as a basis,
this committee set

97. out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th
e ISO 9000 series
of quality
management and

98. assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO

99. 9001, 9002, 9003
and 90
TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on

100. designing and
controlling the
production
processaccording to
the specifications
laid out in the
product's design; i.e.,
the middlemanagers
must make sure the
product conforms to
specifications.

101. Middlelevel
management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they

102. are also responsible
for customer service
programs.
Supervisory
Management:
Supervisors have
the responsibility
fordirecting and
controlling the

103. operations in the
production
processdesigned by
middle
management. As
this level is the first
line
of management,
supervisor's time is
spent in managing

104. personnel such
asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand
control is done at
this level. As a
result, managers at
supervisorylevel

105. have the
responsibility of
identifying and
seeking solutions
forquality
problems. When
problems are
identified,
supervisorymanage
ment works with

106. middle level to
correct and
improve
theproduction
process. In most
cases supervisory
management
collects andreports
quality-related data
to the quality

107. manager or
appropriate
middlemanager.
Top Management
Initiation of
Quality
ManagementProgr
am (i.e. setting
goals/strategic
planning)

108. Middle
Management
Implementation of
the Quality
Management
Program
Supervisory
Management/Lowe
r Level

109. Monitoring and
Controlling Quality
Production
Process/Operators
Fig. 1 Role of
Management in
Achieving Quality

110. TOOLS AND
TECHNIQUES
OF TQM
Some of the most
frequently used
techniques for
identifying the
causes of quality
problems include

113. TDD-201 Unit-38Dr.
Parul Bhatnagar

114. •
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes

115. of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as

116. Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of

117. the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by

118. representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto

119. diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of

120. causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•

121. Scatter Diagrams:
These diagrams
graphically show
the
relationshipbetwee
n two variables in a
process. This
relationship could
be used toidentify a
particular quality

122. problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control

123. chart includes
ahorizontal line,
through the middle
of a chart
representing the
processmean or
norm. It also has a
line below this
mean line
representing

124. thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific

125. standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:

126. This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those

127. elements. Cause-
and-effectdiagrams
are usually
developed as part
of problem-solving
activity tohelp a
team of workers,
supervisors, and
managers to
identify causes

128. of quality
problems. This tool
is a normal part of
the problem-
solving

129. TDD-201 Unit-39Dr.
Parul Bhatnagar
activity of quality
circles in Japanese

130. companies. These
are the
tools/techniques
used to improve
the quality in
anyorganization for
its survival in the
market Quality
practices;
however,would

131. shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.

132. ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means

133. that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the

134. number of firms
offering
qualityconsultancy.
Due to this,
certification has
become a lucrative
business.The cost
of certifying a unit
ranges from 30,000
to 2 lakhs

135. dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification

136. itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality

137. systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for

138. Standardization,
which has its
headquartersat
Geneva,
Switzerland, has as
its members the
national
standardsorganizati
ons for more than
90 countries. The

139. purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,

140. ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO

141. member
representing the
United Kingdom,
theBritish Standard
Institute (BSI),
recognizing the
need for
standardizationfor
quality
management and

142. assurance,
submitted a formal
proposal toISO to
form a technical
committee to
develop'
international
standards
forquality
assurance

143. techniques and
practices. As a
result
ISO/TechnicalCom
mittee 176, or
ISO/TC 176
referred to as
"Quality
Assurance"
wasformed. Using

144. standards that
already existed in
the United
Kingdom and

145. TDD-201 Unit-310Dr.
Parul Bhatnagar
Canada as a basis,
this committee set

146. out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th
e ISO 9000 series
of quality
management and

147. assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO

148. 9001, 9002, 9003
and 90
-201 Unit-37Dr. Parul
Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
designing and

149. controlling the
production
processaccording to
the specifications
laid out in the
product's design; i.e.,
the middlemanagers
must make sure the
product conforms to
specifications.
Middlelevel

150. management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible

151. for customer service
programs.
Supervisory
Management:
Supervisors have
the responsibility
fordirecting and
controlling the
operations in the

152. production
processdesigned by
middle
management. As
this level is the first
line
of management,
supervisor's time is
spent in managing
personnel such

153. asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand
control is done at
this level. As a
result, managers at
supervisorylevel
have the

154. responsibility of
identifying and
seeking solutions
forquality
problems. When
problems are
identified,
supervisorymanage
ment works with
middle level to

155. correct and
improve
theproduction
process. In most
cases supervisory
management
collects andreports
quality-related data
to the quality
manager or

156. appropriate
middlemanager.
Top Management
Initiation of
Quality
ManagementProgr
am (i.e. setting
goals/strategic
planning)

157. Middle
Management
Implementation of
the Quality
Management
Program
Supervisory
Management/Lowe
r Level

158. Monitoring and
Controlling Quality
Production
Process/Operators
Fig. 1 Role of
Management in
Achieving Quality

159. TOOLS AND
TECHNIQUES
OF TQM
Some of the most
frequently used
techniques for
identifying the
causes of quality
problems include

162. TDD-201 Unit-38Dr.
Parul Bhatnagar

163. •
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes

164. of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as

165. Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of

166. the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by

167. representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto

168. diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of

169. causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•

170. Scatter Diagrams:
These diagrams
graphically show
the
relationshipbetwee
n two variables in a
process. This
relationship could
be used toidentify a
particular quality

171. problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control

172. chart includes
ahorizontal line,
through the middle
of a chart
representing the
processmean or
norm. It also has a
line below this
mean line
representing

173. thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific

174. standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:

175. This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those

176. elements. Cause-
and-effectdiagrams
are usually
developed as part
of problem-solving
activity tohelp a
team of workers,
supervisors, and
managers to
identify causes

177. of quality
problems. This tool
is a normal part of
the problem-
solving

178. TDD-201 Unit-39Dr.
Parul Bhatnagar
activity of quality
circles in Japanese

179. companies. These
are the
tools/techniques
used to improve
the quality in
anyorganization for
its survival in the
market Quality
practices;
however,would

180. shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.

181. ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means

182. that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the

183. number of firms
offering
qualityconsultancy.
Due to this,
certification has
become a lucrative
business.The cost
of certifying a unit
ranges from 30,000
to 2 lakhs

184. dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification

185. itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality

186. systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for

187. Standardization,
which has its
headquartersat
Geneva,
Switzerland, has as
its members the
national
standardsorganizati
ons for more than
90 countries. The

188. purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,

189. ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO

190. member
representing the
United Kingdom,
theBritish Standard
Institute (BSI),
recognizing the
need for
standardizationfor
quality
management and

191. assurance,
submitted a formal
proposal toISO to
form a technical
committee to
develop'
international
standards
forquality
assurance

192. techniques and
practices. As a
result
ISO/TechnicalCom
mittee 176, or
ISO/TC 176
referred to as
"Quality
Assurance"
wasformed. Using

193. standards that
already existed in
the United
Kingdom and

194. TDD-201 Unit-310Dr.
Parul Bhatnagar
Canada as a basis,
this committee set

195. out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th
e ISO 9000 series
of quality
management and

196. assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO

197. 9001, 9002, 9003
and 90
TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
designing and

198. controlling the
production
processaccording to
the specifications
laid out in the
product's design; i.e.,
the middlemanagers
must make sure the
product conforms to
specifications.
Middlelevel

199. management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible

200. for customer service
programs.
Supervisory
Management:
Supervisors have
the responsibility
fordirecting and
controlling the
operations in the

201. production
processdesigned by
middle
management. As
this level is the first
line
of management,
supervisor's time is
spent in managing
personnel such

202. asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand
control is done at
this level. As a
result, managers at
supervisorylevel
have the

203. responsibility of
identifying and
seeking solutions
forquality
problems. When
problems are
identified,
supervisorymanage
ment works with
middle level to

204. correct and
improve
theproduction
process. In most
cases supervisory
management
collects andreports
quality-related data
to the quality
manager or

205. appropriate
middlemanager.
Top Management
Initiation of
Quality
ManagementProgr
am (i.e. setting
goals/strategic
planning)

206. Middle
Management
Implementation of
the Quality
Management
Program
Supervisory
Management/Lowe
r Level

207. Monitoring and
Controlling Quality
Production
Process/Operators
Fig. 1 Role of
Management in
Achieving Quality

208. TOOLS AND
TECHNIQUES
OF TQM
Some of the most
frequently used
techniques for
identifying the
causes of quality
problems include

211. TDD-201 Unit-38Dr.
Parul Bhatnagar

212. •
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes

213. of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as

214. Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of

215. the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by

216. representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto

217. diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of

218. causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•

219. Scatter Diagrams:
These diagrams
graphically show
the
relationshipbetwee
n two variables in a
process. This
relationship could
be used toidentify a
particular quality

220. problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control

221. chart includes
ahorizontal line,
through the middle
of a chart
representing the
processmean or
norm. It also has a
line below this
mean line
representing

222. thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific

223. standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:

224. This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those

225. elements. Cause-
and-effectdiagrams
are usually
developed as part
of problem-solving
activity tohelp a
team of workers,
supervisors, and
managers to
identify causes

226. of quality
problems. This tool
is a normal part of
the problem-
solving

227. TDD-201 Unit-39Dr.
Parul Bhatnagar
activity of quality
circles in Japanese

228. companies. These
are the
tools/techniques
used to improve
the quality in
anyorganization for
its survival in the
market Quality
practices;
however,would

229. shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.

230. ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means

231. that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the

232. number of firms
offering
qualityconsultancy.
Due to this,
certification has
become a lucrative
business.The cost
of certifying a unit
ranges from 30,000
to 2 lakhs

233. dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification

234. itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality

235. systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for

236. Standardization,
which has its
headquartersat
Geneva,
Switzerland, has as
its members the
national
standardsorganizati
ons for more than
90 countries. The

237. purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,

238. ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO

239. member
representing the
United Kingdom,
theBritish Standard
Institute (BSI),
recognizing the
need for
standardizationfor
quality
management and

240. assurance,
submitted a formal
proposal toISO to
form a technical
committee to
develop'
international
standards
forquality
assurance

241. techniques and
practices. As a
result
ISO/TechnicalCom
mittee 176, or
ISO/TC 176
referred to as
"Quality
Assurance"
wasformed. Using

242. standards that
already existed in
the United
Kingdom and

243. TDD-201 Unit-310Dr.
Parul Bhatnagar
Canada as a basis,
this committee set

244. out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th
e ISO 9000 series
of quality
management and

245. assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO

246. 9001, 9002, 9003
and 90