3. also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible
16. •
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes
17. of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as
18. Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of
19. the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by
20. representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto
21. diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of
22. causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•
24. problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control
26. thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific
27. standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:
28. This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those
33. shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.
34. ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means
35. that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the
37. dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification
38. itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality
39. systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for
41. purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,
42. ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO
48. Canada as a basis,
this committee set
out to establish
generic
qualitystandards
primarily for
manufacturing
firms that could be
usedworldwide. Th
49. e ISO 9000 series
of quality
management and
assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
50. first published in
1987, consists of
four
subsections,ISO
9001, 9002, 9003
and 90
TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that
51. are developed by the
top
management.Middle
level focuses on
designing and
controlling the
production
processaccording to
the specifications
laid out in the
product's design; i.e.,
52. the middlemanagers
must make sure the
product conforms to
specifications.
Middlelevel
management must
also design and
implement an
effective
preventionand
quality appraisal
53. system for the
various stages of the
production
process.Finally, they
are also responsible
for customer service
programs.
Supervisory
Management:
55. line
of management,
supervisor's time is
spent in managing
personnel such
asmachine
operators, servers
and clerical staff.
Direct quality
monitoringand
56. control is done at
this level. As a
result, managers at
supervisorylevel
have the
responsibility of
identifying and
seeking solutions
forquality
problems. When
65. •
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes
66. of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as
67. Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of
68. the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by
69. representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto
70. diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of
71. causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•
73. problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control
75. thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific
76. standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:
77. This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those
82. shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.
83. ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means
84. that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the
86. dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification
87. itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality
88. systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for
90. purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,
91. ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO
98. assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO
99. 9001, 9002, 9003
and 90
TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
101. Middlelevel
management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
102. are also responsible
for customer service
programs.
Supervisory
Management:
Supervisors have
the responsibility
fordirecting and
controlling the
106. middle level to
correct and
improve
theproduction
process. In most
cases supervisory
management
collects andreports
quality-related data
to the quality
114. •
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes
115. of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as
116. Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of
117. the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by
118. representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto
119. diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of
120. causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•
122. problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control
124. thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific
125. standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:
126. This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those
131. shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.
132. ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means
133. that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the
135. dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification
136. itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality
137. systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for
139. purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,
140. ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO
147. assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO
148. 9001, 9002, 9003
and 90
-201 Unit-37Dr. Parul
Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
designing and
150. management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible
163. •
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes
164. of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as
165. Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of
166. the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by
167. representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto
168. diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of
169. causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•
171. problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control
173. thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific
174. standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:
175. This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those
180. shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.
181. ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means
182. that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the
184. dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification
185. itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality
186. systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for
188. purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,
189. ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO
196. assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO
197. 9001, 9002, 9003
and 90
TDD-201 Unit-37Dr.
Parul Bhatnagar
implement the
strategic plans that
are developed by the
top
management.Middle
level focuses on
designing and
199. management must
also design and
implement an
effective
preventionand
quality appraisal
system for the
various stages of the
production
process.Finally, they
are also responsible
212. •
Pareto Analysis:
This is based on
the principle - 'that
most
qualityproblems
result from a few
causes'. This
method identifies
the causes
213. of quality problems
and corrects the
major causes by
developing
afrequency
distribution from
the data collected.
This
frequencydistributi
on is referred as
214. Pareto diagram,
which is a visual
aid forfocusing on
major quality
problems.
•
Flowcharts:
A flowchart is a
pictorial
representation of
215. the problem,which
is to be solved. It is
a diagram of (he
steps involved in a
job,operation, or
process. It enables
the user in
identifying and
solvingquality
problems by
216. representing them
in the form of
sequential steps.
• Check Sheets and
Histograms:
Check sheets are
frequently used
inconjunction with
histograms, as well
as with Pareto
217. diagrams. A
check sheet is a
fact-finding tool
that is used to
collect data about
qualityproblems. A
histogram is a bar
chart showing the
frequency
of occurrence of
218. causes of defects.
When the check
sheet is completed,
thetotal tally of
defects for each
cause can be used
for creating a
histogramor a
Pareto chart.
•
220. problem associated
with the variables.
• Process Control:
Process control
involves
monitoring a
productionprocess
using statistical
quality control
methods. Control
222. thelower control
limit and line
above it for the
upper control limit.
Samplesfrom the
process are then
taken over time
and measured
according
tospecific
223. standards. If the
measurement is
within the control
limits, theprocess is
said to be under
control and there is
no quality problem.
•
Cause-and-Effect
Diagrams:
224. This is also
referred to as "fish-
bone" *diagram,
and it is a graphical
description of
elements of a
specific
qualityproblem and
the relationship
between those
229. shift the focus from
inspection to
prevention of
errors,
eliminatingthe
need for the
expensive testing
of the products as
they roll off
theassembly line.
230. ISO 9000
With the wake of
spreading export
consciousness,
quality has taken
anew meaning. The
'certificate' -
become essential
for some exports
toEurope - means
231. that a unit has
systems in place to
ensure
consistentquality of
goods and services.
To cater this
demand for
certification
therehas been a
virtual boom in the
233. dependingupon the
size and
complexity of
operations. The
initial popularity of
ISO9000 in the
country came from
the fear that
without the
certification
234. itwould not be
possible to export
to the European
Community after
1992.The initial
bunch of
companies worked
hard towards
improving
theirquality
235. systems. The
concept of quality
underlying ISO
9000 is meeting
customerrequireme
nts. ISO 9000 is a
standard for quality
assurance. ISO -
theInternational
Organization for
237. purpose of ISO is
to seek to facilitate
the development of
global consensus
agreements
oninternational
standards for
quality
management. For
practical purposes,
238. ithas resulted in a
system for
certifying suppliers
to make sure that
theymeet
internationally
accepted standards
for quality
management. In
1979, the ISO
245. assurancestandards
, developed by the
ISO/Technical
Committee 176
over a periodof
seven years and
first published in
1987, consists of
four
subsections,ISO