Noida Institute of Engineering and Technology

Greater Noida

Tools and Techniques for

Quality Management

Unit: 3

Subject Name – Quality

Faculty Name – Madneeta
Management
Singh
Course – B.Tech 8th sem Assistant professor
Department- CSE

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 SYLLABUS

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 CONTENTS
• Course objectives
• Course outcomes
• Program Outcome
• CO-PO Mapping
• Program Specific outcome
• CO-PSO Mapping
• Program Educational Objectives
• Recap and precap
• Syllabus of Unit 3
• Recap of team
• Objective of histogram
• Histogram
• Recap of histogram
• Objective of check sheet
• Check sheet
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 CONTENTS
• Recap of check sheet
• Objective of Ishikawa diagram
• Ishikawa diagram
• Recap of Ishikawa diagram
• Objective of Pareto chart
• Pareto chart
• Recap of Pareto chart
• Objective of Scatter diagram
• Scatter diagram
• Recap of Scatter diagram
• Objective of Control chart
• Control chart
• Recap of Control chart

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 CONTENTS

• Objective of Flow chart

• Flow chart
• Video links
• Daily quiz
• Weekly assignments
• MCQs
• Old question papers
• Expected questions for university exam
• Summary

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 COURSE OBJECTIVES

AOE0861.1 To learn about common term Quality Concepts

AOE0861.2 To know TQM principle

AOE0861.3 To understand the importance of different chart like P-

charts and C-charts

AOE0861.4 To know new term PDCE cycle, 5S,Kaizen

AOE0861.5 To be aware about different ISO standards and JIT

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 COURSE OUTCOMES
Define the Quality Concepts and Manufacturing Quality
AOE0861.1
Conceptualize the term Quality Management and relate
AOE0861.2 to this various TQM Principles

Analyze the different Tools and Techniques and Control

AOE0861.3 Charts

Distinguish between Defects Diagnosis and Prevention

AOE0861.4 term

Coordinate IS0 and its concept to Quality Management

AOE0861.5

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 PROGRAM OUTCOME

1. Engineering knowledge
2. Problem analysis
3. Design/development of solutions
4. Conduct investigations of complex problems
5. Modern tool usage
6. The engineer and society
7. Environment and sustainability
8. Ethics
9. Individual and team work
10. Communication
11. Project management and finance
12. Life-long learning
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 CO-PO Mapping
CO PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10 PO11 PO1
2

AOE086 3 3 2 2 1 2 2 1 1 1 2 3
1.1

AOE086 3 3 3 3 2 2 2 1 1 1 2 3
1.2

AOE086 3 3 2 3 3 2 2 1 2 1 2 3
1.3

AOE086 3 2 3 2 2 2 2 1 2 1 3 3
1.4

AOE086 3 2 3 2 2 2 2 1 2 1 2 3
1.5

Avg

3 2.6 2.6 2.4 2 2 2 1 1.6 1 2.2 3

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Madneeta Singh AOE0861 QM Unit 3 9
 PROGRAM SPECIFIC OUTCOME

On successful completion of graduation degree, The computer Science & Engineering

graduates will be able to:

PSO1: identify, analyze real world problems and design their ethical solutions using
artificial intelligence, robotics, virtual/augmented reality, data analytics, block chain
technology, and cloud computing.

PSO2: design and develop the hardware sensor devices and related interfacing software
systems for solving complex engineering problems.

PSO 3: understand inter-disciplinary computing techniques and to apply them in the

design of advanced computing.

PSO 4: conduct investigation of complex problem with the help of technical, managerial,
leadership qualities, and modern engineering tools provided by industry sponsored
laboratories.

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 CO- PSO Mapping
CO PSO1 PSO2 PSO3

AOE0861.1 3 2 3

AOE0861.2 3 2 2

AOE0861.3 3 2 3

AOE0861.4 3 3 3

AOE0861.5 3 2 3

Avg
3 2.2 2.8

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 Program Educational Objectives
PEO 1: To have an excellent scientific and engineering breadth so as to comprehend,
analyze, design and provide sustainable solutions for real-life problems using state-of-the-
art technologies.

PEO 2: To have a successful career in industries, to pursue higher studies or to support

entrepreneurial endeavors and to face the global challenges.

PEO 3: To have an effective communication skills, professional attitude, ethical values and
a desire to learn specific knowledge in emerging trends, technologies for research,
innovation and product development and contribution to society.

PEO 4: To have life-long learning for up-skilling and re-skilling for successful professional
career as engineer, scientist, entrepreneur and bureaucrat for betterment of society.
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 Introduction(CO3)

• Many organizations use quality tools to help monitor and manage

their quality initiatives.
• There are several types of tools that can be used. However, there
are seven management tools for quality control that are the most
common.
• Different tools are used for different problem-solving opportunities,
and many of the tools can be used in different ways.
• The trick is to become familiar and comfortable with all of these
quality tools so you can pull the appropriate one out of your
toolbox when there is a problem that needs to be solved

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 Tools For Quality Control(CO3)

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 HISTOGRAMS(CO3)

• Histograms are bar chart pictures of data that shows patterns that
fall within typical process conditions.
• Changes in a process should trigger new collection of data.
• A minimum of 50-75 data points should be gathered to ensure an
adequate number of data points have been collected.
• The patterns that are detected demonstrate an analysis that helps
understand variation.
• In this example, it shows that the receptionist received the most
phone calls about contribution statements for that period.

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 HISTOGRAMS(CO3)

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 HISTOGRAMS(CO3)

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 Check sheet (CO3)

• A check sheet is a basic quality tool that is used to collect data. A check
sheet might be used to track the number of times a certain incident
happens.
• As an example, a human resource department may track the number of
questions by employees, per category, per day.
• In this particular check sheet the tool shows the total number of questions
received by the human resources department.
• This information helps that department identify opportunities to
proactively share information with employees in an effort to reduce the
numbers of questions asked.

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 Check sheet (CO3)

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 Recap of check sheet

A check sheet might be used to track the number of times

a certain incident happens.

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 Objective of Ishikawa

Shows the many possible causes of a problem

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 Ishikawa diagram (CO3)
• Ishikawa diagram also known as a ,cause and effect diagram, fish-
bone diagram shows the many possible causes of a problem.
• To use this tool, you need to first identify the problem you are
trying to solve and simply write it in the box (head of the fish) to the
right.
• Next, you will list the major causes of the problem on the spine of
the fish.
• Causes are typically separated into categories of people, process,
materials and equipment.
• Causes are then identified through brainstorming with a group
familiar with the problem.
• Once all of the possible causes are identified, they can be used to
develop an improvement plan to help resolve the identified
problem.

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 Ishikawa diagram (CO3)

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 Ishikawa diagram (CO3)

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 Recap of Ishikawa

Once all of the possible causes are identified, they can be

used to develop an improvement plan to help resolve the
identified problem.

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 Objective of Pareto chart

Showing how many results were generated by the type or

category of the identified cause

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 Pareto chart(CO3)
• The Pareto Chart is a histogram ordered by the frequency of result
occurrences, showing how many results were generated by the type
or category of the identified cause.
• The relative position of the occurrences is used to guide corrective
actions
• The corrective actions must initially focus on the problems that are
causing the majority of defects.
• A Pareto chart is a bar graph of data showing the largest number of
frequencies to the smallest
• In this example, we are looking at the number of product defects in
each of the listed categories.
• When you look at the number of defects from the largest to the
smallest occurrences, it is easy to see how to prioritize
improvements efforts.
• The most significant problems stand out and can be targeted first
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 Pareto chart(CO3)

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 Pareto chart(CO3)

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 Scatter diagram (CO3)

• Scatter diagrams are graphs that show the relationship between

variables. Variables often represent possible causes and effect.
• As an example, a scatter diagram might show the relationship
between how satisfied volunteers are that attend orientation
training.
• The diagram shows the relationship between volunteer satisfaction
scores and volunteer orientation training.
• Scatter Diagrams are used to study and identify the possible
relationship between the changes observed in two different sets of
variables

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 Scatter diagram (CO3)

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 Scatter diagram (CO3)

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 Control chart (CO3)

• Control charts or run charts are used to plot data points over time
and give a picture of the movement of that data.
• These charts demonstrate when data is consistent or when there
are high or low outliers in the occurrences of data.
• Control charts present the results of a process over time
• They are used to determine if the process is under control
• They are used to monitor any type of variable output

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 Control chart (CO3)

• It focuses on monitoring performance over time by looking at the

variation in data points. And it distinguishes between common
cause and special cause variations. The Dow Jones Industrial
Average is a good example of a control chart.
• The control chart is a graph used to study how a process changes
over time. Data are plotted in time order. A control chart always has
a central line for the average, an upper line for the upper control
limit, and a lower line for the lower control limit.
• These lines are determined from historical data. By comparing
current data to these lines, you can draw conclusions about
whether the process variation is consistent (in control) or is
unpredictable (out of control, affected by special causes of
variation).

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 Control chart (CO3)

• Control charts are at the heart of statistical process control (SPC). So

maybe we should start with answering what a process is. A process
is simply what we do. It can be filling out an expense report,
checking a person into a hospital, driving to work, filling a
prescription, etc.
• All these processes generate an output - either a product or
service. In addition, the processes generate data. SPC is simply
taking that data the process generates and using it to control and
improve the process.

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 Control chart (CO3)

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 Control chart (CO3)

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 Recap of control chart

Control charts are at the heart of statistical process

control (SPC). So maybe we should start with answering
what a process is

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 Objective of Flow chart

depicts how several elements interact with each other

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 Flow chart(CO3)

• A flowchart is any chart that depicts how several elements interact

with each other
• Flowcharts are also used to document work process flows.
• This tool is used when trying to determine where the bottlenecks or
breakdowns are in work processes.
• Flow-charting the steps of a process provides a picture of what the
process looks like and can shed light on issues within the process.
• Flowcharts are also used to show changes in a process when
improvements are made or to show a new workflow process.
• This example provides a picture so those checking children in will
know the steps each takes depending on whether it is their first
time or a child who has been there before.

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 Flow chart(CO3)

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 Flow chart(CO3)

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 NEW MANAGEMENT TOOLS
• Japanese professor Kaoru Ishikawa originally developed the seven
quality tools. These quality tools were simple to use and can be
applied by anyone in the organization to improve a process.
Later, these seven new quality tools were used to plan the quality
improvement process. These tools are called the seven advanced
quality tools or seven management and planning tools. These
include:
• 1. Affinity diagrams
• 2. Tree diagrams
• 3. Process decision program charts (PDPC)
• 4. Matrix diagrams
• 5. Interrelationship digraphs
• 6. Prioritization matrices
• 7. Activity network diagrams

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 1. Affinity diagrams

• An affinity diagram is used along with the brainstorming.

• It is used to organize large amounts of poorly organized or

unorganized data into groups that reflect natural
relationships.

• This tool can help you identify patterns in the data.

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 2. Tree Diagrams

• A tree diagram is usually used to break down complex

concepts or broad categories into smaller parts, making
them easier to understand.

• A tree diagram shows a hierarchical structure of ideas.

• It helps organize information into categories.

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3. Process Decision Program Chart (PDPC)

• PDPC is used to identify what may go wrong in a new plan.

This tool is somewhat similar to FMEA.

• You start with a tree diagram to break down the objective into
tasks. Draw the next level as what could go wrong, and at the
end, the countermeasures to address issues.

• Then draw another layer above it to show how things get to

the root cause. The PDPC helps you determine where the
problems lie and why they occur.

• It also enables you to determine if an issue has been identified

correctly.

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4. Matrix Diagram

• A matrix diagram is a tool that helps you to analyze your data.

• This tool allows you to compare two or more sets of

information.

• It gives visual representations of comparisons between different

parameters, such as costs vs. benefits.

• The types of matrices include: L- shaped, T–shaped, Y-shaped,

X-shaped, C–shaped, and Roof shaped matrices.

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 5. Interrelationship Digraph or
Interrelationship Diagram

• The interrelationship digraph is a graphical representation of

the interdependencies among activities.

• It shows the dependencies between the activities.

• An interrelation­ship graph shows the cause-and-effect

relationship among various factors involved in an issue.

• It helps analysts understand why certain things happen.

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 6. Prioritizing Matrices

• Prioritizing matrix is an L-shaped matrix that helps to

prioritize the project based on its importance.

• It is used to compare various choices.

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7. Activity Network Diagram (also known as
Arrow Diagram)

• An activity network diagram is a tool that visualizes all the

activities involved in a particular project.

• It represents the relationships between the different activities.

Each box represents an activity, and the arrows represent the
flow.

• Activity Network Diagrams manage a number of tasks in a

sequence and identify bottlenecks or the critical path in the
project execution.

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 What is Six Sigma?

• Six Sigma is a quality management methodology

used to help businesses improve current processes,
products, or services by discovering and eliminating
defects.

• The goal is to streamline quality control in

manufacturing or business processes so there is little
to no variance throughout.

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 Six Sigma principles
The goal in any Six Sigma project is to identify and eliminate any
defects that are causing variations in quality by defining a
sequence of steps around a certain target.

•Smaller is Better creates an “upper specification limit,” such as

having a target of zero for defects or rejected parts.
•Larger is Better involves a “lower specification limit,” such as
test scores — where the target is 100%.
•Nominal is Best looks at the middle ground — a customer
service rep needs to spend enough time on the phone to
troubleshoot a problem, but not so long that they lose
productivity.

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 Six Sigma methodologies

In practice, Six Sigma follows one of two sub-

methodologies: DMAIC and DMADV

Six Sigma DMAIC: The Six Sigma DMAIC project

methodology includes five phases, each represented as a
letter in the DMAIC acronym.

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•Define the problem, the customer, the project requirements, and the
ultimate goals and expectations of the customer. During this phase,
projects are selected, research is conducted to determine various
opportunities and possibilities, and the scope of the project is
established.

•Measure performance of the current process by establishing a data

collection plan to determine defects and gather metrics. At this stage, it’s
important to establish performance baselines, future goals, and how
performance will be measured.

•Analyze the process to establish root cause of variations and defects to

identify issues with the current strategy that stand in the way of the end
goal. During the analyze phase, it’s important to use data to identify
parameters and inputs that have the most significant impact on the final
process.
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•Improve the process by eliminating root causes of defects
through innovative solutions. During the improve phase, the focus
is on testing the best potential solutions identified in the earlier
phases. It’s important to consider performance, cost,
implementation demands, and risks or disruptions that may arise.

•Control the new process to avoid falling into old habits and to
ensure it stays on track. During this final phase, all changes made
to the process are documented, the root cause of every problem is
explained, and a schedule is established for continued monitoring.

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 Application of TQM in Manufacturing

1.Quality Control: TQM promotes a proactive approach to

quality control by incorporating statistical process control
(SPC) techniques. Manufacturers monitor and control
production processes in real-time, reducing variability and
ensuring consistent product quality.

2.Cross-Functional Teams: TQM encourages the formation of

cross-functional teams comprising individuals from various
departments. These teams collaborate to identify and solve
problems, share expertise, and drive improvements across the
entire manufacturing process.

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 3.Supplier Relationships: TQM extends beyond the factory
floor to encompass the entire supply chain. Manufacturers
working within a TQM framework build strong relationships
with suppliers, emphasizing mutual collaboration, shared
goals, and continuous improvement in both product quality
and delivery performance.

4. Employee Training and Development: TQM recognizes

the importance of a skilled and motivated workforce.
Manufacturers invest in training programs to enhance
employees' skills, fostering a culture of continuous learning
and improvement.

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 Benchmarking

The process of measuring products, services, and processes

against those of organizations known to be leaders in one or
more aspects of their operations.
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Types of benchmarking

1) Process benchmarking

The initiating firm focuses its observation and investigation of

business processes with a goal of identifying and observing the best
practices from one or more benchmark firms. Activity analysis will be
required where the objective is to benchmark cost and efficiency;
increasingly applied to back-office processes where outsourcing may be
a consideration.

2) Financial benchmarking

Performing a financial analysis and comparing the results in an

effort to assess your overall competitiveness.
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3)Performance benchmarking

Allows the initiator firm to assess their competitive position

by comparing products and services with those of target firms.

4) Product benchmarking

The process of designing new products or upgrades to

current ones. This process can sometimes involve reverse
engineering which is taking apart competitors products to find
strengths and weaknesses.

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5)Strategic benchmarking

Involves observing how others compete. This type is usually not

industry specific meaning it is best to look at other industries.

6)Functional benchmarking

A company will focus its benchmarking on a single function in order

to improve the operation of that particular function. Complex functions
such as Human Resources, Finance and Accounting and Information and
Communication Technology are unlikely to be directly comparable in
cost and efficiency terms and may need to be disaggregated into
processes to make valid comparison.

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 IT benchmarking

Several IT areas can benefit from benchmarking.

However, it’s important first to analyze exactly what you want to
accomplish with benchmarking.
Identifying your overall objective will help you track what is right
for your company.

Some aspects to consider include:

•Your overall business goals
•Your decision-making process
•Your customers’ pain points and goals
•What is easy to measure and report

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Once you have identified what is important to both your company
and customers, you can start analyzing which areas you want to
benchmark.
Let’s look common IT areas to consider benchmarking against the
market.

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 IT operations efforts

IT operations require a number of activities vital to the health of

your IT department.
The effectiveness of your IT operations—and the ITOps team—
touches every single department in your company.

Consider all the areas ITOps supports:

•Maintaining infrastructures
•Onboarding and training new users
•Configuring new applications
•Maintaining security
•Ensuring service availability and reliability
•And much more!

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The better your ITOps team can perform, the more advanced
your business will be.

Common areas to benchmark in IT operations include:

•Comparing your IT overhead costs to others in your

industry can help save your company money and improve your
bottom line.

•Looking at the number and types of service

disruptions can also help you measure how well the services
you provide stack up to the competition.

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 Service management efforts

Your IT service management (ITSM) is critical for your reputation

as a business. If you develop great products or services, but deliver
and manage them poorly, your customers will take notice and move
on quickly.

With the right IT operations in place, service management is

particularly driven by right processes and overall productivity,
which all drive revenue.

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In terms of service management, you might start with the service
desk and technical support. ITSM benchmarks can include:

•Improving call duration or the average time to answer a

ticket can all have a powerful impact on every part of your
business.

•Understanding the customer experience your service/help desk

provides can also be a differentiator. After all, we know that
customer experience is extremely important in fields that are
crowded with competitive options.

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Successful service desks have also defined which metrics they
use to measure success.
Regularly benchmark your performance on these metrics to
others in your field, perhaps quarterly or semi-annually.

Some common ITSM metrics include:

•First-call resolution rate

•User/customer satisfaction
•Cost per ticket
•Time to resolve

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 Software development

Measuring success in this area will always depend on:

•The characteristics of the project
•Your overall goals

In a DevOps environment, you might look to measure (and

therefore benchmark) areas such as:
•Time spent on innovation
•Number of defects avoided
•Agility
•Quality work or improvements released

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 Digital transformation efforts

Implementing the changes and getting your talent and culture on

board with it will determine the success of any digital
transformation. It requires:

•Setting the right goals

•Maximizing the assets that IT has
•Developing a practical roadmap to achieve success

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 Instead of relying on traditional IT benchmarks,
these measures provide deeper insight into your
transformation:

•Scope of transformation
•Active usage of new technology
•User engagement
•Availability & reliability
•Risk factors
•Customer experience
•Innovation

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 IT organization benchmarks

Bucketing benchmarks into four keys areas, with

metrics that support each one:

•Operational metrics
•Financial metrics
•Solution delivery metrics
•Organizational metrics

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 FACULTY VIDEO LINKS, YOUTUBE & NPTEL
VIDEO LINKS AND ONLINE COURSES DETAILS

• https://www.youtube.com/watch?v=Q3EOCAuExJU
• https://www.youtube.com/watch?v=yWlAOFs04go
• https://www.youtube.com/watch?v=QifqIoUNTJM
• https://www.youtube.com/watch?v=qb3mvJ1gb9g
• https://www.youtube.com/watch?v=2ePeXePNLrs
• https://www.youtube.com/watch?v=HkdoR-NNEoI
• https://www.researchgate.net/publication/318654507_Total_
Quality_Management_Notes
• http://www.mescenter.ru/images/abook_file/Total_Quality_
Management_and_Six_Sigma.pdf

07/06/2024 Madneeta Singh AOE0861 QM Unit 3 87

 DAILY QUIZ

• What is histogram?
• Briefly explain pareto chart?
• Explain the checksheet?
• Give the example of control chart?
• What is use of control chart?

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 WEEKLY ASSIGNMENT

1. Discuss Pareto Charts.

2. Discuss fishbone diagrams.
3. Discuss Histogram.
4. Discuss control charts for variables.
5. Discuss flowcharts and give a simple example.
6. Provide an overview of the Toyota practical problem solving
process.
7. Explain a total quality decision making process.
8. Explain why quality tools are important.

07/06/2024 Madneeta Singh AOE0861 QM Unit 3 89

 MCQs
• Fish bone diagram is also known as?
a. Cause and effect chart
b. Ishikawa diagram
c. Both a and b
d. None of the above

• Control chart is a
a) Process monitoring tool
b) Process control tool
c) Both (a) and (b)
d) None of the above

07/06/2024 Madneeta Singh AOE0861 QM Unit 3 90

 MCQs

• Rectangle represents ________ While plotting flow chart.

a. Step in activity
b. Decision making
c. Direction of flow
d. None of the above
• __________ is used to collect data
a. Check sheets
b. Histogram
c. Scatter diagram
d. Control chart

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 MCQs

• __________represent the data graphically

a. Check sheets
b. Histogram
c. Scatter diagram
d. Control chart
• __________ shows the relationship between two variables
a. Check sheets
b. Histogram
c. Scatter diagram
d. Control chart

07/06/2024 Madneeta Singh AOE0861 QM Unit 3 92

 MCQs

• __________ explains if process under control or not

a. Check sheets
b. Histogram
c. Scatter diagram
d. Control chart
• ___________helps in identifying the main cause of problem
a. Histogram
b. Pareto chart
c. cause and effect diagram
d. Flow chart

07/06/2024 Madneeta Singh AOE0861 QM Unit 3 93

 MCQs

• Which identify the root cause of problem and their effect

a. Histogram
b. Pareto chart
c. cause and effect diagram
d. Flow chart
• Which is used to represent graphically different process and
work flow
a. Histogram
b. Pareto chart
c. cause and effect diagram
d. Flow chart

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 OLD QUESTION PAPERS

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 OLD QUESTION PAPERS

07/06/2024 Madneeta Singh AOE0861 QM Unit 3 96

 REFERENCES

Text Book
• Lt. Gen. H. Lal, “Total Quality Management”, Eastern Limited
• Greg Bounds, “Beyond Total Quality Management”, McGraw Hill
• Menon, H.G, “TQM in New Product manufacturing”, McGraw Hill
Reference Book
• Total Quality Management” by Besterfield
• “Total Quality Management” by Mukherjee
• Total Quality Management” by Vijayan
• “Total Quality Management- Text and Cases” by Janakiraman B
and Gopal R K
• https://www.researchgate.net/publication/318654507_Total_Qu
ality_Management_Notes

07/06/2024 Madneeta Singh AOE0861 QM Unit 3 97

 Thank You
07/06/2024 Madneeta Singh AOE0861 QM Unit 3 98