TQM & HR
TQM & HR
TQM and HR
INDEX
2. Explain the service quality model and various service quality dimensions. .................... 6
3. What are the various clauses of ISO 9001:2000? Explain Product Realisation clause in
detail. ............................................................................................................................................ 10
4. Discuss the importance of leadership and culture for effective TQM implementation in
the organisations. ......................................................................................................................... 15
5. How should TQM be aligned with the business strategy? Discuss ................................. 17
8. Explain Malcom Baldrige National Quality award and European Quality award. ..... 23
Optimizing
(5)
Managed
(4)
Defined
(3)
Repeatable
(2)
Initial
(1)
Organizing the CMM into the five levels shown in Fig. prioritizes improvement actions for
increasing software process maturity. The labeled arrows in Fig. indicate the type of process
capability being institutionalized by the organization at each step of the maturity framework.
Level 1: Initial
This process is characterized as ad hoc, and occasionally even chaotic. Few processes are defined,
and success depends on the individuals’ efforts and heroics.
Performance driven by the competence and heroics of the people doing the work.
Consistency and compliance to standards driven by management priorities – usually schedule
is top priority
High quality and exceptional performance possible so long as the best people can be hired.
Unpredictability- For good or ill- Characterizes the initial level organisation.
Level 2: Repeatable
Basic project management processes are established to track cost, schedule and functionality. The
necessary process discipline is in place to repeat earlier successes on projects with similar
applications. The KPAs that are adhered to at this level are:
Requirement management (RM) – Plan, manage, analyze requirements
Software project planning (PP) – Project and increment planning
SW project tracking, oversight (PT) – Track production versus plans, targets
SW subcontract management (SM) – Select, manage qualified contractors
SW quality assurance (QA) – Product verification, certification
SW configuration management (CM) – Engineering change
Level 3: Defined
Management and engineering activities are documented, standardized and integrated into a family
of standard software process for the organization. Projects use a tailored version of the
organization’s standard software process for developing and maintaining software. The additional
KPAs that are in compliance at this level over Level 2 are:
Peer reviews
Inter group coordination.
Software product engineering.
Integrated software management.
Training program.
Organisation process definition
Organisation process focus
Level 4: Managed
Detailed measures of the software process and product quality are collected. Software processes
and products are quantitatively understood and controlled. The KPAs addressed at this level
additionally are:
Level 5: Optimizing
Continuous process improvement is facilitated by quantitative feedback from the process and
from piloting innovative ideas and technologies. The KPAs adhered to at this level are:
• Defect prevention (DP) – Identify, track sources of defects
• Technology change management (TM) – Identify beneficial new technologies
• Process change management (PC) – Continually improving performance
Chronic Waste
New zone of
quality control
Quality
Improvement
Key process areas:
Conclusion:
The CMM represents a "common sense engineering" approach to software process improvement.
The maturity levels, key process areas, common features, and key practices have been extensively
discussed and reviewed within the software community. While the CMM is not perfect, it does
represent a broad consensus of the software community and is a useful tool for guiding software
process improvement efforts.
The CMM provides a conceptual structure for improving the management and development of
software products in a disciplined and consistent way. It does not guarantee that software
products will be successfully built or that all problems in software engineering will be adequately
resolved. However, current reports from CMM-based improvement programs indicate that it can
improve the likelihood with which a software organization can achieve its cost, quality, and
productivity goals. The CMM identifies practices for a mature software process and provides
examples of the state-of-the-practice (and in some cases, the state-of-the-art), but it is not meant
to be either exhaustive or dictatorial. The CMM identifies the characteristics of an effective
software process, but the mature organization addresses all issues essential to a successful project,
including people and technology, as well as process.
2. Explain the service quality model and various service quality dimensions.
Every customer before hiring a particular service or a product has certain expectation levels.
These expectation levels are developed mainly due to word of mouth communication from
friends and relative, personal needs of the customer and past experience of the customer with the
same company. Based on the experience customer forms his perception about service quality
which is called “Perceived Service”. If there is a gap between his expectation before hiring the
service and perceived service it is called “GAP5”.
Gap Analysis Model: The starting premise for the model is that “perceived service quality (or
satisfaction with service) is a function of the difference between expected service levels and
delivered (or perceived) service.” If this premise holds, as the authors found it does in field
research for several financial and other service companies, then the key to customer satisfaction is
managing both customer expectations and actual delivered service. The following diagram, which
summarizes how perceived service can diverge from expected service, constitutes the essence of
the Gap Analysis Model.
Expected service
Perceived Service
Customer
Expectations
Management perception
of customer expectation
Management perception
of customer expectation
Service Quality
Specifications
Key factors:
Inadequate management commitment to service quality
Absence of formal process for setting service quality goals
Inadequate standardization of task
Perception of feasibility – that customer expectation cannot be met.
Key factors:
Role ambiguity
Role conflict
Employee job fit
Fit between technology and job
Supervisory control systems
Perceived control
Team work
Service Delivery
Service quality
Specification
are separate and distinct, the sales force must communicate with customer-contact staff to discuss
the level of service that can be promised to customers.
Another major cause of Gap 4 is a propensity to over promise in external communications. As a
result, the company’s promises do not accurately reflect what customers receive in the service
encounter. Commonly, a higher degree of discrepancy occurs when there is increasing pressure
inside the company to generate new business or when competing organizations over promise to
gain new customers.
Key factors:
Inadequate communication between sales people and operations.
Inadequate communication between advertising and operations
Differences in policies and procedures across departments
Puffery in advertising.
Puffery in personal selling.
Expected service
Customer
Gap 5
Perceived Service
Gap 4
External
Gap 1 Service Delivery Communication to
Gap 3 customer
Service
Gap 2
Provider
Management perception
of customer
Expectations
Factor analysis of consumer responses resulted in a conclusion that there are 5 key
dimensions of service quality.
3. What are the various clauses of ISO 9001:2000? Explain Product Realisation clause in
detail.
ISO 9001:2000 specifies requirements for a quality management system where an organization
1. Needs to demonstrate its ability to consistently provide product that meets customer and
applicable regulatory requirements, and
2. Aims to enhance customer satisfaction through the effective application of the system,
including processes for continual improvement of the system and the assurance of
conformity to customer and applicable regulatory requirements.
All requirements of this International Standard are generic and are intended to be applicable to all
organizations, regardless of type, size and product provided.
Where any requirement(s) of this International Standard cannot be applied due to the nature of an
organization and its product, this can be considered for exclusion.
Where exclusions are made, claims of conformity to this International Standard are not acceptable
unless these exclusions are limited to requirements within clause 7, and such exclusions do not
affect the organization's ability, or responsibility, to provide product that meets customer and
applicable regulatory requirements.
ISO 9001:2000 - List of requirement clauses
1. Scope
2. Normative References
3. Terms and Definitions
4. Quality management system
4.1 General requirements
4.2 Documentation requirements
4.2.1 General
4.2.2 Quality manual
4.2.3 Control of documents
4.2.4 Control of records
5. Management responsibilities
5.1 Management commitment
5.2 Customer focus
5.3 Quality policy
5.4 Planning (title only)
5.4.1 Quality objectives
5.4.2 Quality management system planning
5.5 Responsibility, authority and communication
5.5.1 Responsibility and authority
5.5.2 Management representative
5.5.3 Internal communication
5.6 Management review
5.6.1 General
5.6.2 Review input
5.6.3 Review output
6. Resource management
6.1 Provision of resources
6.2 Human resources
6.2.1 General
6.2.2 Competence, awareness and training
6.3 Infrastructure
6.4 Work environment
7. Product realizations
7.1 Planning of product realization
7.2 Customer-related processes
7.2.1 Determination of requirements related to the product
7.2.2 Review of requirements related to the product
7.2.3 Customer communication
7.3 Design and development
7.3.1 Design and development planning
7.3.2 Design and development inputs
7.3.3 Design and development outputs
7.3.4 Design and development review
7.3.5 Design and development verification
Product Realisation:
Clause 7.1 Planning of Realisation processes
Product realisation is that sequence of processes and sub-processes required achieving the product,
and the clause specifies the requirements to be met to achieve this.
Clause 7.2 Customer-related processes
This is divided into 3 sub-clauses:
7.2.1 Determination of requirements related to the product
7.2.2 Review of requirements related to the product
7.2.3 Customer communication
This sub-clause is essentially a new requirement, the organisation being required to implement
effective liaison with customers, with the aim of meeting customer requirements.
Clause 7.3 Design and/or development
This is divided into 7 sub-clauses:
7.3.1 Design and development planning
7.3.2 Design and development inputs
7.3.3 Design and development outputs
7.3.4 Design and development review
7.3.5 Design and development verification
7.3.6 Design and development validation
7.3.7 Control of design and development changes
Clause 7.4 Purchasing
This is divided into 3 sub-clauses:
7.4.1 Purchasing process
7.4.2 Purchasing information
requirements. Your plans should state how and when you plan to do this.
7.3.6 Validation You must ensure that the product or service works correctly in practice. In some cases,
validation may include reviews of Customer feedback after release of the product. This
may lead to subsequent design changes, or changes in future products. Your plans
should state how you plan to do this.
7.3.7 Changes You must ensure that any changes are reviewed and recorded. You must consider the
effect that the changes may have on any sections of the design work already completed
or under way.
7.4 Purchasing
7.4.1 Purchasing process Documented procedures must be established and maintained in the company in order to
ensure that purchased product or service conforms to specified requirement. The type
and extent of control applied to the supplier and the purchased product will be
dependant upon the effect of the purchased product on subsequent product realisation
or the final product.
Evaluation and selection of vendors/suppliers.
This must include procedures for evaluating, selecting, and deleting vendors/suppliers
based on their ability to meet the requirement and for defining the type and degree of
control exercised over them.
7.4.2 Purchasing Purchase orders (or letters of contract, etc) must clearly state what it is that you want
information (clever stuff, huh?). These must be reviewed for adequacy before they are sent to the
Vendor
7.4.3 Verification of This section is concerned with how you verify that the Vendor has supplied the correct
purchased product items to you (in the 1994 version of the standard, this was usually conducted at
"Receiving Inspection", or sometimes after the item was installed in another assembly
("In-process Inspection").
The second part of this section of the standard is relevant when you intend to inspect
checks at your Vendor's premises before the goods are released (whether to you or
directly to your Customer). In this case, you must specify when they will be checked
("within 10 days of notification by the Vendor", "following installation of sub-
assembly 31", etc) and how they will be released ("not to be released until in receipt of
our written release instruction", etc). This must be specified in the purchasing
documents (this can be included on the purchase order that you send to the Vendor, or
included in a "Terms & Conditions" document or "Contract of Supply", etc).
7.5 Production and .
service provision
7.5.1 Control of This section is concerned with the process of producing your goods or services. You
production and should consider how you control these processes, including:
service provision Information which specifies the characteristics of the product (so that inspections
and functional tests can be properly conducted)
Provision of work instructions (or SOPs, Method Statements, etc). This can be by
written instructions, drawings, photographs, samples, etc.
Provision of suitable equipment and appropriate maintenance of the equipment
Availability and use of suitable monitoring and measuring devices
Provision of procedures for release, delivery and (if applicable) post-delivery
activities (e.g. installation, commissioning, servicing, etc)
7.5.2 Validation of This section is concerned with processes which produce items that cannot be tested
process of directly (e.g. specialist welding operations, where the only method is to ensure that
production and properly trained and qualified welders use highly-specified materials and equipment.
service provision The resulting welds cannot be internally inspected, so all of the correct conditions must
be ensured). Other methods (e.g. for testing of crimped electrical connectors) might
include destructive testing of first and last-off items or a sample destructive testing, etc.
In this case, you must define how you:
Review, approve and revalidate your production/service processes,
Approve and revalidate equipment and personnel involved in these activities,
You must also define:
4. Discuss the importance of leadership and culture for effective TQM implementation in
the organisations.
Culture:
The key success factor in reaching business vision is to have in place a totally supportive Culture.
Way of working and behaving is based on:
Core values: Generally following core values are considered as important by most
organisations.
Excellence: We will be best especially in satisfying all our customers’ needs and we will
empower our employees to continuously improve the process that serve them
Innovation and Creativity: We are unconventional and unlimited in our thinking. We apply
creative mans to issues in order to discover possibilities for new solutions. We are prepared
with the entrepreneurial spirit to take calculated risks and do things differently if it helps us to
meet the needs of our customers.
Integrity: We are true to our word. All our actions are consistent with our word and we are
always honest about our capabilities and intensions. We are reliable trustworthy and operate
with integrity. We communicate openly, honestly and with responsibility. We respect each
other and speak openly and honestly without fear of reprisal and regardless of our position.
We listen carefully to what others have to say.
Team work: We recognize that only by working in teams we will produce excellent results.
Taking full advantage of the unique contribution can ensure success through teamwork
Leadership:
Uncompromising about their value systems.
Care deeply about people
Demand that each person be innovative contributor.
Tough on values, tender in support of the people
Speak constantly of vision.
Obsessive attention to detail.
Business Strategy:
It refers to the managerial game plan for single business. Business strategy concerns the actions
and the approaches crafted by management to produce successful performance in one specific
line of business. Business strategy is powerful if it produces sizable and sustainable competitive
advantage. It is weak if it results in competitive disadvantage. Functional strategy concerns the
game plan for running a major functional activity or process within business. Effective strategy
making begins with a vision of where the organisational needs to head.
Business Vision:
Business vision involves coming up with mission statement that defines what business the
company is presently in and conveys the essence of “Who we are?, What we do?, and where we
are now?”
We shall be recognised as the best by every single customer as being the best in sustained total
customer satisfaction, in pursuit of our business.
Business Objective:
TQM:
TQM is a philosophy of managing a set of business practices that emphasizes continuous
improvement in all phases of operations, 100 percent accuracy in performing activities,
involvement and empowerment of employees at all levels, team based work design,
benchmarking and fully satisfying customer expectations. Quality improvement processes have
now become a globally pervasive part of the fabric of implementing strategies keyed to defect
free manufacture, superior product quality, superior customer service and total customer
satisfaction. TQM entails creating a total quality culture bent on continuously improving the
performance of every task and value chain activity.
It is necessary for every process owner to think about “My Customer” and “What I provide to
them” and about “My Suppliers” and “What they provide to me”. It is necessary to identify major
business processes in the organisation and measurement of process performance. Following are
some commonly identified as major business processes in the industry:
New product
Interviewing end users and understanding their needs
New product planning
New product design and manufacturing
New product marketing plans
Sales marketing
Market research
Stimulation of end users interest
Excellent marketing execution with our customers
Developing customer partnerships
Acquiring new customers
People
Hiring, appraising, training and development
Communicating
Reward and recognition
Developing organisation to meet customer’s needs
Conclusion
TQM plays a vital role in successfully implementing business strategy. When TQM is not a part
of a wider effort to improve strategy execution and business performance they deteriorate into
strategy-blind efforts to manage better.
People
People:
People are a fundamental building block of any TQM organisation. The only point at which true
responsibility for quality can lie is with the people actually doing the job or carrying out the
process. The complexity of most processes in an organisation places them beyond the control of
any one individual, so the only efficient way to tackle process improvement or re-design is
through teamwork.
When properly managed and developed, teamwork improves processes and produces results
quickly and economically through the free exchange of ideas, information, knowledge and data. It
is an essential component of a total quality organisation, building trust, improving communication
and developing a culture of interdependence, rather than one of independence.
The only point at which true responsibility for performance and quality can lie is with the People
who actually do the job or carry out the process, each of which has one or several suppliers and
customers. An efficient and effective way to tackle process or quality improvement is through
teamwork. However, people will not engage in improvement activities without commitment and
recognition from the organisation’s leaders, a climate for improvement and a strategy that is
implemented thoughtfully and effectively. The section on People expands on these issues,
covering roles within teams, team selection and development and models for successful
teamwork.
Below are a few examples of quality tools and principles that we now see incorporated into daily
activities:-
Continuous Improvement:
The Continuous Improvement component allows organizations to examine their current business
environment relative to their diversity strategy and make changes based on current challenges in
their workforce, workplace and marketplace. It extends current diversity learning through
continued reinforcement.
Concept of Juran
Juran has felt that managing for quality requires the same attention that other functions obtain.
Juran sees the trilogy as the key to success. Top management can follow this sequence just as
they would use one for financial budgeting, cost control, and profit improvement.
For any project, quality planning is used to create the process that will enable one to meet the
desired goals.
Quality control is used to monitor and adjust the proc
Juran defines Quality as “Fitness for use or purpose”. Instead of conformance to specifications in
Juran’s
Quality Trilogy:
Juran’s Quality Trilogy consists of quality planning, quality control, and quality improvement.
Quality Planning provides a system that is capable of meeting quality standards.
Quality Control is used to determine when corrective action is required.
Quality Improvement seeks better ways of doing things.
• Identify who are the customers.
• Determine the needs of those customers.
• Translate those needs into our language.
Quality Planning • Develop a product that can respond to those needs.
• Optimise the product features so as to meet our needs and customer
needs.
• Prove that the process can produce the product under operating
conditions with minimal inspection.
Quality Control • Transfer the process to Operations.
Deming’s 14 Points:
1. Create constancy of purpose toward improvement of product and service, with the aim to
become competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken
to the challenge, must learn the irresponsibility’s, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a
mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost.
Move toward a single supplier for any one item, on a long-term relationship of loyalty and
trust.
5. Improve constantly and forever the system of production and service, to improve quality and
productivity, and constantly decrease costs.
6. Institute training on the job.
7. Institute leadership (see Point 12). The aim of supervision should be to help people and
machines and gadgets to do a better job. Supervision of management is in need of overhaul,
as well as supervision of production workers.
8. Drive out fear, so everyone may work effectively for the company,
9. Break down barriers between departments. People in research, design, sales, and production
must work as a team, to foresee problems of production and in use that may be encountered.
10. Eliminate slogans, exhortations, and targets of the work force asking for zero defects and new
levels of productivity. Such exhortations only create adversarial relationships, as the bulk of
the causes of low quality and low productivity belong to the system and thus fie beyond the
power of the workforce.
11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
b. Eliminate management by objective. Eliminate management by numbers, numerical goals.
Substitute leadership.
12. a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The
responsibility of supervisors must change from numbers to quality.
b. Remove barriers that rob people in management and in engineering of their right to pride
of workmanship. This means abolishment of the annual or merit rating and of management by
objective.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation.
By practice of using only visible and measurable figures to judge performance, company creates
another roadblock to implement Deming’s approach. He acknowledges the usefulness of figures,
but states that focusing on the visible figures alone is quick route to failure. The end of quarter or
year panic leads the management to manipulate everything to get the right numbers. Other
important things like quality, research, education, are pushed aside by the numbers game.
It can be seen from the Deming’s theory that he has thought out the matter in great depth and
shows practical wisdom which can be used by the companies worldwide.
8. Explain Malcom Baldrige National Quality award and European Quality award.
The award has been instituted in the memory of Malcolm Baldrige, who served as the US
secretary of commerce for seven years in the Ronald Reagan administration. Baldrige's award-
winning managerial excellence contributed to long-term improvement in the US economy, and
efficiency and effectiveness in the government. Prior to entering government service, he served as
chairman and chief executive officer of Scovill Inc, where he is credited with leading its
transformation from a financially troubled brass mill to a highly diversified manufacturer of
consumer, housing and industrial goods.
The award is traditionally presented by the president of the United States at a special ceremony in
Washington, D.C., to companies in five categories:
• Manufacturing companies
• Service companies
• Small business
• Health care Organisations
• Educational institutions.
2 5
Strategic Human
Planning Resource
Focus
1 7
Leadership Business Results
3 6
Customer Process
and Market Management
Focus
4
Information and Analysis
The European Quality Award is Europe's most prestigious Award for organisational Excellence
and is the top level of the EFQM Levels of Excellence. 2004 marks the thirteenth running of the
European Quality Award. It is open to every high performing organisation in Europe and focuses
on recognizing Excellence and providing detailed, independent feedback to all Applicants to help
them on their continuing journey to Excellence.
Award Assessors are all practicing senior managers or, in a few cases, academics who bring their
years of experience and judgement to provide valuable feedback and the evidence on which the
different levels of recognition are based.
The European Quality Award sits at the pinnacle of dozens of regional and national quality
awards and Applicants have often been successful in these before applying for European
recognition.
The award is presented annually to the organisations judged to be the most successful exponent of
TQM in Europe. The winners are chosen from four categories:
1. Whole companies
2. Operational units of companies
3. Small and medium sized companies
4. Public sector organisations.
There are four levels of recognition in each category available to Applicants for the European
Quality Award. They are shown below in descending order.
Award Winner
The European Quality Award is presented annually to the organisation judged to be the best in
each of the Award categories providing also they meet all the requirements set annually by the
Award jurors.
Award winners are exceptional organisations - they are European or global role models in their
approaches and the results they achieve. As these are exceptional organisations, the independent
jury does not always identify an Award winner in each category, further increasing the prestige
for those who reach this level.
Every Award winner will be entitled to retain the trophy for a full year and at the end of this time
receive a smaller replica. They are also entitled to use the European Quality Award winner logo
on letterheads, business cards, advertisements, etc.
Prize Winners
Prizes are presented annually to organisations that excel in one or more of the eight fundamental
concepts of Excellence. The new definition of Prizes based on the fundamental concepts of the
EFQM Excellence Model was introduced for five of them for the fist time in 2003. Now, in 2004,
they are extending the recognition at Prize winner level to cover all of the fundamental concepts
in each category in the following areas:
• Leadership and constancy of purpose
• Customer focus
• Corporate social responsibility
• People development and involvement
• Results orientation
• Management by processes and facts
• Continuous learning, innovation and improvement
• Partnership development
These Prizes will allow us to identify and celebrate more role models and should be readily
understood by managers in general and the press. It will be possible for an organisation to win
more than one Prize, and for there to be more than one winner of a Prize where the jury decide
there is more than one role model organisation.
Finalists
Each year, several Finalists may be declared in each category. Finalists are organisations that
demonstrate a high degree of Excellence in the management of quality as their fundamental
process for continuous improvement. Finalists receive a framed certificate and are also entitled to
use the European Quality Award Finalist logo on letterheads, business cards, advertisements etc.
400 points after site visit are recognised for Excellence. This indicates that the organisation is
well managed and aspires to achieve role model status.
The European Quality award is used as a self assessment tool. It has nine elements that have been
identified as the key components of business excellence:
People People
Management Satisfaction
10% 9%
Business
Leadership Policy & Processes Customer Results
10% Strategy 10% Satisfaction 15%
10% 10%
Impact on
Resources Society
10% 6%
Environment
Environment is defined as 'surroundings in which an Organisation operates including air, water,
land, natural resources, flora, fauna, humans and their interrelation. Surroundings in this context
extend from within individual households to organisations and then to the entire global system.
Keeping the environment fit for living is the duty of every citizen and Organisation, because a
clean environment enhances the 'quality of life' of all species on the earth. There is an increasing
awareness by individuals and organisations to achieve and demonstrate sound environmental
performance by controlling the impact of their activities on the environment.
Causes of environmental degradation
There are many causes that have contributed for the degradation in the environment. Some of
them are population increase, ozone depletion, global warming, air pollution, water pollution and
ecosystem disturbance.
Population increase
The World population is increasing rapidly. Current population is around 6 billion and will
increase to 12 to 15 billion by year 2100. There will be great demands on resources such as space,
water and food. There will be serious pollution problems as a result of population growth.
Ozone depletion
CFC's and other gases are responsible for attacking and reducing the thin layer of high-level of
ozone 15 km up in the troposphere. Ozone, the three atom form of oxygen is destroyed by the
CFC's and other similar chemicals which release chlorine when exposed to sun light. The chlorine
then attacks the ozone converting it into oxygen. During turbulence at this height the ozone thins
out, creating a hole which allows ultra violet light from the sun to the surface of the earth. Ultra
violet radiation has widespread effects on human health, crops, photo synthesis and ecosystems.
Global Warming
The mean temperature on the earth over the past 140 years has gone up by about 0.5 degrees
Celsius. The green house gases that contribute to the global warming are as follows:
Air Pollution
Air pollution is caused by several factors. Some of the major causes of air pollution are - smog,
emissions from vehicle exhausts, release of hydrocarbons from industries. Nitrogen dioxide,
Carbon monoxide, solvents and complex hydrocarbons cause air pollution. Many different
concerns manifest themselves as 'acid rain'. Acid rain, particularly caused by sulfur-dioxide
causes extensive damage to ecosystems. Low level ozone generation from the release of
hydrocarbons from industry and vehicles is a problem, particularly during summer when sunlight
creates a photochemical smog. Air pollution is cause for many disorders like asthma, bronchitis,
eye infections and headaches.
Water Pollution
Water pollution is caused by nitrates from agricultural operations, discharges from factories either
directly or through water treatment plants, sewage discharges, spillage of chemicals, run-off from
mining and quarrying operations and ground water contamination due to landfill sites.
Classification scheme for river and canal water is as follows:
Ecosystem Degradation
In pursuit of industrialisation, large scale destruction of geographical regions is causing massive
degradation of the ecosystem. Inadequate planning and poor management of the resources are
resulting in destruction of rain forests and upland regions. Exploitation of forests for wood (as
industrial raw material, fuel and construction material), mineral extraction and construction of
dams for irrigation and power generation are creating imbalance in the ecosystem.
Environmental concerns
Managements of Business organisations are under constant pressure from various groups like
Legislation, Customers, Markets, Insurance, Public and Media to achieve and demonstrate sound
environmental performance.
Legislation
Organisations need to adhere to the statutory and regulatory requirements applicable to the
country to be in business. There is no equal pressure in all the countries. In developed and
advanced countries, the legislation for protection of environment has become a high priority.
Environmental regulatory bodies, like the Pollution Control Board play, a significant role in the
implementation and monitoring of the legislative requirements.
Customers
Individual customers and corporate customers would like to purchase products from
manufacturers who are committed to environmental protection. Eco-Label award or certification
to ISO 14000 EMS standards provides confidence to the customers that the suppliers are
committed to environmental protection and improvement.
Market Trends
Environmental issues have influenced the consumption patterns of many products. Manufacturers
need to study the market trends to prepare the business plans. Some examples of this changing
trend are
• Usage pattern of pesticides, refrigerants and solvents
• Reduction in the use of solvents due to water based alternatives
• Alternatives to wood being developed
• Usage of sodium hexafluoride as insulating gas under threat
Insurance
Insurance companies are creating pressure on the industry to institute an EMS by providing
tailored insurance policies than general policies. Pollution liability is restricted to sudden and
accidental and no cover for gradual pollution incidents.
Sudden and accidental
-Bhopal, Chernobyl etc.,
Gradual - Disposal of toxic waste by burial
- Leakage of pipes, tanks or pits
- Discharge into streams or rivers
- Release of fumes into atmosphere
Public and Media
Public consisting of local residents, organisation's workforce, investors and insurers, customers
and environmental interest groups like Greenpeace and Friends of the Earth are creating
awareness on environmental issues. Wide usage of the Internet and government regulations will
lead organisations to provide information on the environmental performance.
Structure and responsibility — Establish roles and responsibilities for environmental management
and provide appropriate resources.
Training, awareness and competence — Ensure that your plant’s employees are trained and
capable of carrying out their environmental responsibilities.
Communication — Establish processes for internal and external communications on
environmental management issues.
EMS documentation — Maintain information on your plant’s EMS and related
documents. Document control — Ensure effective management of procedures and other system
documents. Operational control — Identify, plan and manage your plant’s operations and
activities in line with your plant’s policy, objectives and targets.
Emergency preparedness and response — Identify potential emergencies and develop procedures
for preventing and responding to them.
Monitoring and measurement — Monitor key activities and track performance. Conduct periodic
assessments of compliance with legal requirements.
Nonconformance and corrective and preventive action — Identify and correct problems and
prevent their recurrence.
Records — Maintain and manage records of EMS performance.
EMS audit — Periodically verify that your plant’s EMS is operating as intended.
Management review — Periodically review your plant’s EMS with an eye to continual
improvement.
Conclusion:
Any TQM model expects that organisation is socially responsible, fulfilling the environment
management systems as per ISO 14001 any organisation demonstrate their concern for the
environment.
The role of the HR Department in improving quality can be considerable. Broadly, it can:
The HR department can play a significant role in the change process by establishing a specific
programme that is responsible for dealing with the change. This programme can involve:
Additionally, within the HR department there can be further division of roles and responsibilities.
This often involves clarifying the relationship between the corporate-level HR department and the
business unit - level departments. Taking a proactive stance, the corporate-level department can13:
Training
HR has also to undertake intensive training of personnel in understanding the application of TQM
methods & its tools. In Japan, this part of applying TQM methods & tools are very much wide
spread & people at all levels starting from top to bottom are very much conversant with this and
apply in all spheres of their activity. HR initiatives in this context have to
address in training of personnel in becoming "data minded than opinion minded". The mindset of
" What is wrong" than " Who is wrong" to be generated & built up. Though it is a formidable task,
HR has to trigger this thinking in an organization to realise thought revolution of TQM dimension.
Employee Involvement:
Further, HR has to initiate employee involvement in TQM activity. Ultimately, quality is
physically produced by the operator on the shop floor. It is therefore very important that he
understands the quality requirements of his job. This is possible provided his involvement in the
job is very high and he is a very committed and empowered worker. It is in this context that
Japanese have introduced Quality Circles which have generated high level of commitment of
workers and finally helped Japan to become as world leader in the business. Quality circles are
based on the fundamental principles of collaboration,
involvement & empowerment. HR has to facilitate the culture of team work either in the form of
Quality Circles, Quality Teams, Task force, CFT, Suggestion schemes or any such others
innovative employee involvement schemes for TQM activity.
Appraisal:
Performance appraisal is seen playing an important role as a tool to communicate to managers
whether quality standards are being met, given the importance of the customer evaluation of
managerial performance in the overall appraisal.
Labor relations:
One of the distinctive features of human resources program is that the program makes no
distinctions between exempt and nonexempt employees. The organization surveys union
members about their opinions right along with salaried employees. Union members participate in
the employee-suggestion program, and they can attend the Front-Line Leadership Training
regardless of whether or not they have any supervisory responsibility.
Job design:
Employees are more likely to show commitment when jobs are meaningful and involve
significant responsibility and where employees are able to get direct feedback on their
performance. TQM emphasis on flexibility and teamwork may also require a move away from
detailed fixed job descriptions.
Finally HR has to create TQM mindset by focusing following three main orientations:-
1) The customer orientation
2) The process orientation
3) The people orientation.
Formulation:
Hr professional could play a role in shaping TQM initiatives at the formulation stage. They may
be able to play a creative role in terms of philosophy behind TQM and its degree of interaction
with current organisational practice and ethics.
Example:
1. Preparing and synthesizing reports from other organisations that have experience of TQM
2. Assisting with choices about TQM approaches.
3. Designing and delivering senior management development courses that create the right
climate for TQM.
Implementation Stage:
At this stage, HR professionals can play a facilitating role in ensuring the TQM is introduced in
most appropriate way. The following activities may be undertaken:
1. Training of middle managers and supervisors in how to develop TQM process within staff
2. Training facilitators mentors and team members in interpersonal skills and how to manage
TQM
3. Coaching managers on behaviour
4. Designing communication events to publicize TQM.
Maintenance Stage:
Having shaped and implemented the TQM initiative, HR personal function can play an effective
part in attempting to maintain and reinforce its position within the organisation. Interventions in
the third area are designed to ensure TQM continue to attract a high profile and does not lose
impetus. Contribution can be in following areas:
1. Introducing or upgrading the TQM component with induction courses.
2. Ensuring that training in tools, techniques, systems and processes continues to be provided
within the organisation.
3. assisting quality improvement teams
4. Ensuring the methods of rewarding success are established.
Review Stage:
HR may also be able to make contribution to TQM at the review level either on regular basis or
part of ongoing procedure for evaluating progress. Such intervention could include:
1. Contributing to leading the preparation of annual TQM reports.
2. Assuring effectiveness of TQM infrastructure
3. Preparing and administrating employee attitude surveys on TQM
Application Stage:
Finally and to some extent in conjunction with each of these stages, HR function can apply to
TQM to review their own activities along the lines of the undertaken by the internal contractors as
analysed earlier. The precise list of practices depends on organisation and function involved.
Some of them may be:
1. Preparing offer and contract letters within a specified time.
2. Advising staff on their terms and condition of employment
3. Evaluating Training provision on annual basis.
4. Continual review of its activities using the people related criteria in EFQM model and
MBNQA.
True/False
Question ISO is Quality management system.
Correct Answer Identify & organize possible causes of problem , Identify possible
causes of problem & determining its relation
Your Answer Identify & organize possible causes of problem , Identify possible
causes of solution , Identify possible causes of problem &
determining its relation
True/False
Question Quality circle benefit to Employee.
True/False
Question The need for TQM is due to Cut throat competition.
True/False
Question The European award uses the criteria of efficiency &
effectiveness.
Correct Answer True
Correct Answer Mission & core values with respect to the enviroment
Your Answer Mission & core values with respect to the enviroment
True/False
Question Leadership from top should be totally honest & transparent in
dealing .
Correct Answer True
True/False
Question Quality approach is potential failure prevention.
True/False
Question The ISO is based on Plan - do - check- Act.
Your Answer Able to perform the activity. , Must posses necessary skill ,
Competent to perform job
True/False
Question CPK is 1' 33 means 64 PPM.
True/False
Question TQM & ISO both focuses on employee.
True/False
Question By Applying basic principle, the process improvement will be in
organization's focuses on work process.
Correct Answer True
True/False
Question Business objectives are derived from mission statement.
Your Answer Focus on work process , Maintain self esteem of other , Tone
initiative
True/False
Question The European award uses the criteria of efficiency &
effectiveness.
Correct Answer True
Your Answer True
Your Answer Initial production run , Initial process setting , Future production
True/False
Question The role of management in QMS is to provide resources.
True/False
Question Physical facilities is tangible dimension.
True/False
Question Zero Deviation means product is set on mean.
True/False
Question Quality approach is continual improvement.
True/False
Question Value is for which customer is paying.
True/False
Question Recruitment & Selection are critical HR issue.
True/False
Question Enviromental impact is any change to the environment, whether
adverse or beneficial.
Correct Answer True
True/False
Question The soft side of TQM include Training on job
True/False
Question Training helps organization Reduces employee' turnover.
True/False
Question Failure mode & effect Analysis is prevention tool.
True/False
Question ISO calls for Product approach.
True/False
Question Enviroment indudes natural resources.
True/False
Question ISO - 9000 -2000 this revision of ISO is currently in use.
True/False
Question European award is given to any country.
Your Answer Initial production run , Initial process setting , Future production ,
Future process
True/False
Question In TQM "Total" means Total Organization.
Correct Answer Mission & value with respect to enviroment , Control & improve
enviroment , Enviromental impact
Your Answer Mission & value with respect to enviroment , Control & improve
enviroment , Enviromental impact
Your Answer Frequency Distribution tool , Data analysis tool , Process control
tool
Correct Answer Serving customer in excellent fashion , Get in pat from customer
& convert in service , Technological improvement
Your Answer Serving customer in excellent fashion , Get in pat from customer
& convert in service , Technological improvement , Cost
reduction
True/False
Question ISO 9000 & TQM are supportive to each other.
Correct Answer Identify & organize possible causes of problem , Identify possible
causes of problem & determining its relation
Your Answer Identify & organize possible causes of problem , Identify possible
causes of solution , Identify possible causes of problem &
determining its relation , Document properly possible causes of
solution
True/False
Question European award is given to any country.
True/False
Question The quality manual have one Level.
True/False
Question Quality is fitness for Purpose
True/False
Question Failure mode & effect Analysis is prevention tool.
True/False
Question The performance of process is in controlled condition then it is
called process at managed level.
Correct Answer False
True/False
Question ISO - 9000 -2000 this revision of ISO is currently in use.
True/False
Question Quality circle benefit to Employee.
True/False
Question In TQM, approach to employee is to involve people.
True/False
Question Recruitment & Selection are critical HR issue.
True/False
Question Each Environmental objective must be traceable back to the
Environmental Policy statement.
Correct Answer True
True/False
Question Zero Deviation means product is set on mean.
Correct Answer True
True/False
Question Histogram is used to compare data.
True/False
Question Venders are assessed on predefined criteria if some activity are
outsourced.
Correct Answer True
True/False
Question The soft side of TQM include Training on job
Correct Answer P -D - C - A
True/False
Question The European award uses the criteria of efficiency &
effectiveness.
Correct Answer True
Your Answer True
True/False
Question The main business process objective is to serve the customer in
excellent manner.
Correct Answer True
Correct Answer Mission & value with respect to enviroment , Control & improve
enviroment , Enviromental impact
Your Answer Mission & value with respect to enviroment , Control & improve
enviroment , Enviromental impact
Correct Answer Gap between adequate service & desired service , Gap between
min & max expectation
Your Answer Gap between adequate service & desired service , Gap between
min & max expectation , Gap between expectation & experience
, Gap between Expectation & delivered service
True/False
Question Quality policy is defined by employee of organisation
True/False
Question TQM approach is based on Participation.
True/False
Question Bar chart shows how data is spread across the range.
Correct Answer True
True/False
Question There is a growing awareness by employers of the value of the employer `Brand'.
Correct Answer To minimize the utilization of human resources for the achievement of individual
Your Answer To minimize the utilization of human resources for the achievement of individual
True/False
Question Different application forms may be necessary for different kinds of work.
Correct Answer The gap between skills possessed by employee and those required for the job
Your Answer The gap between skills possessed by employee and those required for the job
True/False
Question Lecture courses is often an "In-house" activity in any organisation.
True/False
Question Employees of an organisation cannot participate in HRD audit. It is concerned only
with top management's views and goals.
Correct Answer False
True/False
Question Organisational change through continuous learning is necessary for organisations
to survive in today's world.
Correct Answer True
Correct Answer Employees who perform the job , Other employees who watch the workers , Trade
job analysts
Your Answer Employees who perform the job , Other employees who watch the workers , Trade
job analysts
True/False
Question One of the reasons for delayed improvement of QWL is lack of consciousness
among employees.
Correct Answer True
True/False
Question A trainer should concentrate developmental activities on category of "Problem
Children" to get best results.
Correct Answer True
Correct Answer To identify root causes & obstacles to performance , To generate constructive ideas
for improvement
Your Answer To identify root causes & obstacles to performance , To generate constructive ideas
for improvement
Correct Answer Evaluate actual quality performance , Compare actual performance to quality goals ,
Take action on the difference
Your Answer Evaluate actual quality performance , Compare actual performance to quality goals ,
Take action on the difference
Correct Answer Bias on part of management , Lack of privacy , Improper process of discipline
Your Answer Bias on part of management , Lack of privacy , Improper process of discipline
True/False
Question Some of the competencies like attitudes, skills, perspectives etc may cut across all
levels and departments in the company.
Correct Answer True
True/False
Question In sensitivity training, the interaction of participants is facilitated by a professional
behaviour scientist.
Correct Answer True
True/False
Question Good HRD practices do not make any difference on many counts.
True/False
Question Training helps organization Reduces employee' turnover.
True/False
Question The European award uses the criteria of efficiency &
effectiveness.
Correct Answer True
True/False
Question Quality is fitness for Purpose
True/False
Question Prevention of pollution is prevention of cause of pollution.
True/False
Question ISO - 9000 -2000 this revision of ISO is currently in use.
True/False
Question Continious improvement is improvement of inviromental system.
True/False
Question Continual improvement which focusses on the improvement of of
the EMS, must be reviewed every monthefor any changed
aspects and impacts.
Correct Answer False
Correct Answer Gap between adequate service & desired service , Gap between
min & max expectation
Your Answer Gap between adequate service & desired service , Gap between
expectation & experience , Gap between Expectation &
delivered service
True/False
Question In TQM "Total" means Total Organization.
Correct Answer Serving customer in excellent fashion , Get in pat from customer
& convert in service , Technological improvement
Your Answer Serving customer in excellent fashion , Get in pat from customer
& convert in service , Technological improvement
True/False
Question Finance is pillar of TQM.
Shilpa_attempt_2
True/False
Question CPK is 1' 33 means four sigma process.
True/False
Question The control of enviromental aspect Life side analysis.
True/False
Question Poor service is due to Poor people.
True/False
Question Enviromental impact is any change to the environment, whether
adverse or beneficial.
Correct Answer True
True/False
Question The process mapping means sequence & interaction of process.
True/False
Question ISO - 9000- 1994 is Model for quality Assurance.
Your Answer Focus on work process , Tone initiative , Good Decision making
True/False
Question ISO calls for Product approach.
True/False
Question Cause & effect diagram shows relation between causes & its
effect.
Correct Answer True
True/False
Question In TQM - M stands for Money.
Shilpa_attempt-3
True/False
Question Enviroment indudes natural resources.
True/False
Question TQM approach centered on quality.
True/False
Question When process improvements are institutionlized, the process is
optimized level
Correct Answer False
True/False
Question Quality policy is defined by employee of organisation
Correct Answer False
True/False
Question The performance of process is in controlled condition then it is
called process at managed level.
Correct Answer False
True/False
Question Physical facilities is tangible dimension.
True/False
Question Quality approach is continual improvement.
True/False
Question Quality circle benefit to Employee.
Correct Answer The organisation which adopts it , Adjacent property owner &
enviroment
Your Answer The organisation which adopts it , Adjacent property owner &
enviroment , Preservation of Nature
True/False
Question Bar chart shows how data is spread across the range.
Your Answer Competent to perform job , Able to perform the activity. , Must
posses necessary skill
True/False
Question Value is for which customer is paying.
True/False
Question Product quality planning should address capability &
qualification of equipment.
Correct Answer True
Your Answer True
True/False
Question CPK is 1' 33 means four sigma process.
Correct Answer True
Your Answer True
True/False
Question TQM focuses on customer by Delighting customer.
Correct Answer True
Your Answer True
True/False
Question TQM approach centered on quality.
Correct Answer True
Your Answer True
True/False
Question In TQM, approach to employee is to involve people.
Correct Answer True
Your Answer True
True/False
Question The role of management in QMS is to provide resources.
Correct Answer True
Your Answer True
True/False
Question The soft side of TQM include Training on job
Correct Answer True
Your Answer True
True/False
Question Gap 5 is Gap between expectation & perceived service.
Correct Answer True
Your Answer True
True/False
Question Process capability is only calculated when it qualify Bell
shape curve.
Correct Answer True
Your Answer True
True/False
Question The main business process objective is to serve the customer
in excellent manner.
Correct Answer True
Your Answer True
Service characteristic Vary from time to time . Vary from time to time .
True/False
Question ISO emphasis on Detection.
Correct Answer False
Your Answer False
True/False
Question The process mapping means sequence & interaction of process.
Correct Answer True
Your Answer True
True/False
Question By Applying basic principle, the process improvement will be
in organization's focuses on work process.
Correct Answer True
Your Answer True
True/False
Question The performance process is repeatable level.
Correct Answer True
Your Answer True
True/False
Question Leadership from top should be totally honest & transparent
in dealing .
Correct Answer True
Your Answer True
True/False
Question Enviromental impact is any change to the environment,
whether adverse or beneficial.
Correct Answer True
Your Answer True
True/False
Question ISO - 9000- 1994 is Model for quality Assurance.
Correct Answer True
Your Answer True
True/False
Question The ISO is based on Plan - do - check- Act.
Correct Answer True
Your Answer True
True/False
Question Training helps organization Reduces employee' turnover.
Correct Answer True
Your Answer True
True/False
Question Prevention of pollution is prevention of cause of pollution.
Correct Answer True
Your Answer True
Choose Any One.
Marks : 2
a)
b)
c)
d)
Marks : 2
36. While calculating PPK standard deviation is Deter mined, Calculated, Estimate, Formulated.
Marks : 5
38.
Marks : 5
Marks : 5
40.
1. ISO 1. Inspection
2. Lead assessor 2. ISO - 9000 -2000
3. ISO currently in use 3. Qualified personnel
4. ISO emphasis on 4. International organization far standard
5. Prevention
6. Leader
Marks : 5
41.
Marks : 5
Marks : 5
43.
***********************************************************************************************
True/False
Question Objective of finding cost of quality is to analyze it, reduce it.
Correct Answer True
Your Answer True
True/False
Question Value is for which customer is paying.
Correct Answer True
Your Answer True
True/False
Question CPK is 1' 33 means four sigma process.
Correct Answer True
Your Answer True
True/False
Question Recruitment & Selection are critical HR issue.
Correct Answer True
Your Answer True
True/False
Question Leadership from top should be totally honest & transparent in dealing .
Correct Answer True
Your Answer True
True/False
Question Lead assessor is Qualified personnel.
True/False
Question ISO is Quality management system.
Correct Answer True
Your Answer True
True/False
Question Quality is fitness for Purpose
Correct Answer True
Your Answer True
True/False
Question By Applying basic principle, the process improvement will be in organization's focuses on work process.
Correct Answer True
Your Answer True
The process mapping The sequence of operation & interaction of process The sequence of operation & interaction of
process
Activities outsourced Vendors are assessed based on predetermined criteria Vendors are assessed based on
predetermined criteria
True/False
Question Enviroment indudes natural resources.
True/False
Question Bar chart shows how data is spread across the range.
Correct Answer True
Your Answer True
True/False
Question The European award uses the criteria of efficiency & effectiveness.
Correct Answer True
Your Answer True
True/False
Question Each Environmental objective must be traceable back to the Environmental Policy statement.
Correct Answer True
Your Answer True
True/False
Question Continious improvement is improvement of inviromental system.
Correct Answer True
Your Answer True
True/False
Question ISO calls for Product approach.
Correct Answer False
Your Answer True
True/False
Question Prevention of pollution is prevention of cause of pollution.
Correct Answer True
Your Answer True
True/False
Question In TQM - M stands for Money.
Correct Answer False
Your Answer False
True/False
Question Cause & effect diagram shows relation between causes & its effect.
Correct Answer True
Your Answer True