SET – B

Q1. Explain the phases of PDSA cycle with suitable illustration.

The PDSA (Plan-Do-Study-Act) cycle is a four-stage model for carrying out change and
continuous improvement. It's an iterative learning cycle that emphasizes testing, learning, and
refining a change before fully implementing it. It's often associated with continuous quality
improvement.

Phases of the PDSA Cycle

 Plan:- This is the starting point where you set clear objectives, ask
key questions, and make predictions. You identify a problem or
improvement opportunity, then outline what you aim to achieve,
how you’ll approach it, what data you’ll collect, and what
outcomes you expect.

 Do:- Here, you put your plan into action on a small scale. It’s
essentially a trial run to test the change in real conditions. During
this phase, you collect the data you planned for and note any
unexpected results.

 Study :- In this step, you analyze the data gathered during the
“Do” phase. You compare actual results with your predictions to
understand what worked well, what failed, and why. The purpose
 is to learn and uncover new insights or opportunities.

 Act:- Finally, you decide the next steps based on what you
learned. If the test was successful, you standardize the change and
expand it. If not, you either refine the idea and restart the cycle,
or abandon it if it’s not feasible.

Q2. What is Just in Time (JIT)? Discuss factors to be considered for JIT
implementation.
Just in Time (JIT) Overview

Just in Time (JIT) is a lean manufacturing and inventory strategy designed to boost
efficiency and cut waste by receiving goods only when they are needed in the
production process. Unlike the traditional “just in case” approach, which
keeps large buffer stocks on hand, JIT aims to reduce inventory holding costs
and eliminate unnecessary waste.

Key Factors for JIT Implementation

 Reliable Suppliers
JIT depends on suppliers who can consistently deliver the right
materials, in the right quantity, and exactly on time. Any delays or
quality problems can stop production entirely. That’s why strong,
long-term partnerships with suppliers are essential.

 Quality Management
With almost no backup inventory, the quality of incoming materials
must be flawless. Even small defects can bring production to a halt.
Effective quality control systems — often involving suppliers directly
— are critical.

 Small Batch Production

JIT encourages small, frequent production runs instead of large
batches. Large batches create excess inventory, which goes against the
JIT philosophy. This requires flexible equipment and quick
changeovers to adapt efficiently.

 Demand Forecasting
Although JIT is a “pull” system (driven by actual demand), accurate
demand forecasting is still important. Unexpected spikes in demand
can cause stockouts and lost sales if the supply chain can’t react
quickly enough.
Q3. What is reliability? Discuss reliability in series and parallel connection
System.

Reliability is the probability that a product, system, or service will perform its intended
function without failure for a specified period of time under given operating conditions. It's a
critical dimension of quality, often expressed as a numerical value between 0 and 1 (or as a
percentage).

Reliability in Series and Parallel Connection Systems :

1. Series Connection System: In a series system, components are arranged sequentially.

The system will only function if all of its components are functioning. The failure of
even one component leads to the failure of the entire system.

 Calculation: The total reliability (Rsystem) of a series system is the product of the
individual reliabilities of its components.
 Formula:

Rsystem = R1 × R2 × R3 × ⋯ × Rn

 Example: A flashlight requires a bulb, a switch, and a battery to work. If

the reliability of the bulb is 95% (0.95), the switch is 99% (0.99), and the
battery is 98% (0.98), the system reliability is:

0.95 × 0.99 × 0.98 = 0.922

 (92.2%). As you can see, the overall reliability is lower than that of any
single component.

2. Parallel Connection System: In a parallel system, components are arranged in such a

way that the system functions as long as at least one of the components is
functioning. This configuration is used for redundancy and to increase overall
reliability.

 Calculation: The total reliability (Rsystem) of a parallel system is calculated by

taking 1 minus the probability that all components will fail.
 Formula:

Rsystem = 1 − (1−R1) × (1−R2) × ⋯ × (1−Rn)

 Example: A critical computer system has a redundant backup power

supply. The reliability of the primary power supply is 90% (0.90) and the
backup is 85% (0.85). The system reliability is:

1 − (1−0.90) × (1−0.85) = 1 − (0.10×0.15) = 1 − 0.015 = 0.985

  (98.5%). The reliability of the overall system is significantly higher than
that of the individual components.

Q4. Describe a basic structure of house of quality, a primary planning tool used
in quality function deployment.
The House of Quality (HOQ) is the primary planning matrix used in Quality Function
Deployment (QFD). It's a diagram that looks like a house, used to translate customer
requirements (the "Voice of the Customer") into technical or engineering specifications
for a product or service.

Basic Structure of the House of Quality

The HOQ matrix is divided into several "rooms" or sections:

 Customer Requirements (The "WHATs"): Located on the left side of the house, this
section lists the customer's wants and needs, expressed in their own words. This is the
"Voice of the Customer."
 Relationship Matrix (The "HOW much?"): This is the main body of the house. It's a
grid that shows the relationship between each customer requirement (the "WHATs") and
each technical requirement (the "HOWs"). Symbols are used to indicate the strength of
the relationship (e.g., strong, medium, or weak).
 Correlation Matrix (The "Roof"): The triangular matrix on top of the house. This
section shows the interrelationships or dependencies between the different technical
requirements. It helps to identify if one technical change will positively or negatively
affect another.
 Customer Competitive Assessment: Located on the right side of the house, this section
evaluates how well the company and its competitors are performing on each of the
customer requirements. This provides a competitive benchmark.
 Technical Competitive Assessment: Located on the bottom of the house, this section
evaluates how the company and its competitors are performing on the technical
requirements. It helps prioritize which technical specifications need the most attention.
 Importance Ratings and Target Values: Located at the bottom, these rows calculate
the overall importance of each technical requirement based on its relationship to the
customer's needs. This helps the design team prioritize which technical specifications to
focus on.

Q5. Define QFD (Quality Function Deployment). With neat sketch explain
phases of QFD process.
Quality Function Deployment (QFD) is a structured approach for translating customer
requirements into every stage of product design and development. It's a systematic way to
ensure that the voice of the customer drives the entire product realization process, from initial
concept to final manufacturing controls.

Phases of the QFD Process

QFD is typically implemented in a four-phase process, with each phase building on the
output of the previous one. Each phase uses its own matrix to "deploy" the quality
requirements.

 Phase 1: Product Planning (The House of Quality): This phase focuses on what the
customer wants and how the product will deliver it. The output is a prioritized list of
technical design characteristics.
 Phase 2: Part Development: This phase takes the technical characteristics from
Phase 1 and deploys them into critical part or component characteristics. It
determines which specific parts are most important for achieving the design goals.
 Phase 3: Process Planning: This phase links the critical part characteristics to the
key manufacturing and assembly process parameters. It defines how to produce
the parts to meet the quality standards.
 Phase 4: Production Planning (Control Plans): The final phase translates the
process parameters into specific production and quality control measures. This
includes defining the inspection methods, frequency, and required tools to ensure the
product is consistently produced to spec.

The output of each phase's matrix becomes the input for the next, creating a chain of logic
that links customer needs directly to manufacturing floor controls.

Q6. Explain the customer perception of quality. Discuss about the dimensions
of product and service quality.
Customer perception of quality is the subjective evaluation of a product or service's
excellence based on the customer's personal experience, expectations, and comparisons to
competitors. It's not an objective measure but rather a key driver of customer loyalty and
brand reputation.

Dimensions of Product and Service Quality

Quality can be broken down into various dimensions that customers use to form their
perceptions.

Dimensions of Product Quality (Garvin's 8 Dimensions):

 Performance: The core operating characteristics of the product.

 Features: The "extras" that add value beyond the basic function.
 Reliability: The likelihood of the product functioning correctly over time.
 Conformance: How well the product meets its design specifications.
 Durability: The lifespan of the product.
 Perceived Quality: The reputation or image of the product, often inferred from brand
recognition and advertising.

Dimensions of Service Quality (Parasuraman, Zeithaml, and Berry's 5 Dimensions):

 Tangibles: The physical appearance of the service, including facilities, equipment,
staff, and communication materials.
 Reliability: The ability to perform the promised service dependably and accurately.

 Responsiveness: The willingness to help customers and provide prompt service.

Q7. Find Discuss the importance of quality control in an industry why is

statistical quality control preferred.
Quality Control (QC) is the process of ensuring that products or services meet a
predetermined set of quality standards. It involves inspection, testing, and other
activities to identify defects and prevent them from reaching the customer. The
importance of QC in industry lies in its ability to reduce costs, enhance customer
satisfaction, and improve brand reputation.
Why is Statistical Quality Control (SQC) Preferred?
Statistical Quality Control (SQC) is the application of statistical methods and tools to
monitor and control processes. It is preferred over traditional, reactive QC methods for
several reasons:
 Data-Driven Decisions: SQC provides a quantitative basis for decision-making. By
using tools like control charts and histograms, it helps distinguish between
 natural, random variation and "special causes" of variation that require corrective
action. This prevents managers from overreacting to normal fluctuations and
focuses their efforts on real problems.
 Improved Process Control: SQC helps a company understand the capability of its
process. By knowing the natural limits of a process, a company can ensure it is "in
control" and consistently producing within specification limits.
 Reduced Inspection Costs: Instead of inspecting every single item (100%
inspection), which is time-consuming and costly, SQC uses sampling techniques
to make inferences about the entire batch. This is far more efficient.

Q8. What is TQM and explain Deming's approach to TQM?

Total Quality Management (TQM)
Total Quality Management (TQM) is a management philosophy that focuses on building
quality into every part of a company’s operations. It isn’t limited to the end
product — it covers everything from product design to customer service.
TQM is a long-term, organization-wide effort to achieve continuous
improvement and sustainable success by keeping customer satisfaction at the
center.

Deming’s Approach to TQM

W. Edwards Deming, one of the pioneers of the quality movement, provided the foundation
for TQM through his 14 Points for Management. These weren’t just
techniques, but a new way of thinking: quality is the responsibility of
management, and most problems come from flaws in the system, not from
workers.

Key Elements of Deming’s Approach:

 Institute Training on the Job:- Provide proper training for

employees so they understand how their work contributes to the
overall quality system.

 Drive Out Fear:- Build a workplace culture where employees feel

safe to report issues, ask questions, and suggest improvements without
fear of punishment.

 Break Down Barriers Between Departments:- Encourage

teamwork and cooperation across different departments so problems
can be solved collectively and processes can be improved.

Deming also emphasized the PDSA (Plan–Do–Study–Act) cycle as a vital tool for
continuous improvement. He believed that applying this cycle consistently
across all business processes leads to better quality and higher productivity.