UNIT-III

OPERATIONS AND QUALITY MANAGEMENT

1. What Is Total Quality Management?

(Quality Management is the act of overseeing all activities and tasks that must
be accomplished to maintain a desired level of excellence. It is also referred to as total
quality management (TQM).)

A QMS is used by manufacturers as a set of policies, procedures, and

processes. The direction and control of vital business activities are coordinated by the
system. QMS can help organisations to improve their efficiency, effectiveness, and
profitability

2. Define Quality Control

Quality control is the process of ensuring that products or services meet certain
standards of quality. It involves testing units and determining if they are within the
specifications for the final product. The purpose of the testing is to determine any need
for corrective actions in the manufacturing process.

Quality control can be done at any stage of the production process, from raw
material inspection to finished product testing.

3. What are the types of Process Design?

(i) Job Process Design: For customised products/services.

(ii) Batch Process Design: For moderate production volumes.
(iii) Mass Process Design: For high production volumes & standardised
items.
(iv) Continuous Process Design: For large-scale, non-stop production.

4. What are the factors affecting process design?

(i) Product nature and demand: It is essential for an organisation to

schedule its production in a way that it can always meet estimated future demand
levels.
(ii) Technology and equipment available.
(iii) Volume and variety of production.
(iv) Labor skills and availability.
(v) Regulatory and safety requirements.
(vi) Flexibility
(vii) Degree of Vertical Integration: It determines the extent to which a
product and its components are produced internally.

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5. Components/elements/principles of TQM

Total Quality Management (TQM) is a management approach that

focuses on the continuous improvement of quality in all aspects of an organisation. It
is based on the belief that everyone is responsible for quality and that quality is
essential to success.

Components/elements/principles of TQM

(i) Customer focus: TQM emphasises the importance of understanding

and meeting customer needs.

(ii) Continuous improvement: Continual improvement is essential for

success. Optimal efficiency and complete customer satisfaction don’t happen
in a day. A business should continually find ways to improve processes and
adapt products and services to customer needs.

(iii) Employee involvement: Employees must understand the vision and

goal. They must be sufficiently trained and given the proper resources to
complete tasks in order to achieve goals in time.

(iv) Process-centered approach: A process is a series of steps that take

inputs from suppliers (internal or external) and transform them into outputs that
are delivered to customers (internal or external)

(v) Data-driven decision-making: TQM requires that an organisation

continually collect and analyse data in order to improve decision-making
accuracy

(vi) Communications: Effective communication plays a large part in

maintaining morale and in motivating employees at all levels. Communications
involve strategies, methods, and timeliness

(vii) Strategic and systematic approach: A strategic plan that integrates

the quality development, maintenance, and improvement efforts of various
groups in an organization.

(viii) Integrated system: All departments within an organisation should

collaborate to achieve common goals. Integrated systems help the company to
continuously improve and gain an advantage over the competition

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6. ISO (International Organization for Standardization)

ISO is a global entity that develops and publishes international standards to

ensure the quality, safety, and efficiency of products, services and systems. Adhering
to ISO standards signifies compliance with global quality norms.

7. Explain Quality Control

Quality control (QC) is a procedure or set of procedures intended to ensure that

a manufactured product or performed service adheres to a defined group of quality
criteria or meets the client's or customer's requirements.

Quality control can be done at any stage of the production process, from raw
material inspection to finished product testing.

8. Statistical Quality Control (SQC)

SQC is the application of statistical methods to monitor and control the quality
during various stages of a production process. SQC methods can be used to identify
and correct problems in the production process and to ensure that products meet
customer requirements.

9. Inspection

Inspection means the acceptability of a manufactured product. It measures the

qualities of a product or service in terms of predefined standards. Product quality may
be specified by strength, hardness, shape, surface finish, dimensions, etc

Inspection can be done at any stage of the production process, from raw
material inspection to finished product testing It is a fundamental part of quality control,
providing a basis for accepting or rejecting a material.

10. Inventory Management

Inventory Management refers to the process of ordering, storing, using, and

selling a company’s inventory. This includes the management of raw materials,
components and finished products.

Inventory management helps companies identify which and how much stock to
order at what time. It tracks inventory from purchase to the sale of goods. The practice
identifies and responds to ensure there’s always enough stock to fulfil customer orders
and proper warning of a shortage.

PART-B

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11. Explain Deming 14-point approach to TQM?

Deming’s 14-point approach to Total Quality Management (TQM) is a set of

management practices aimed at increasing quality and productivity. The points include
creating constancy of purpose for improving products and services, adopting a new
philosophy, ceasing dependence on inspection to achieve quality, and improving
constantly and forever every process for planning, production, and service.

12. Explain the Principles of Total Quality Management.

Components/elements/principles of TQM

Total Quality Management (TQM) is a management approach that focuses on

the continuous improvement of quality in all aspects of an organisation. It is based on
the belief that everyone is responsible for quality and that quality is essential to
success.

(i) Customer focus: TQM emphasises the importance of understanding

and meeting customer needs.

(ii) Continuous improvement: Continual improvement is essential for

success. Optimal efficiency and complete customer satisfaction don’t happen
in a day. A business should continually find ways to improve processes and
adapt products and services to customer needs.

(iii) Employee involvement: Employees must understand the vision and

goal. They must be sufficiently trained and given the proper resources to
complete tasks in order to achieve goals in time.

(iv) Process-centered approach: A process is a series of steps that take

inputs from suppliers (internal or external) and transform them into outputs that
are delivered to customers (internal or external)

(v) Data-driven decision-making: TQM requires that an organisation

continually collect and analyse data in order to improve decision-making
accuracy

(vi) Communications: Effective communication plays a large part in

maintaining morale and in motivating employees at all levels. Communications
involve strategies, methods, and timeliness

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 (vii) Strategic and systematic approach: A strategic plan that integrates
the quality development, maintenance, and improvement efforts of various
groups in an organization.

(viii) Integrated system: All departments within an organisation should

collaborate to achieve common goals. Integrated systems help the company to
continuously improve and gain an advantage over the competition

13. Explain the types of Inventory Management.

There are four main types of inventory management:

(a) Just-in-time (JIT) inventory management: Under this method, raw materials
are ordered just in time to go into production, and finished goods are completed just
in time to be shipped to customers.

(b) Materials requirement planning (MRP) inventory management: MRP is a

method of inventory management that uses sale forecasts to plan inventory
purchases. The factors considered are customer demand, production schedules and
lead times.

(c) Economic order quantity (EOQ) inventory management: Economic order

quantity (EOQ) is the ideal order quantity that a company should order to minimise
inventory costs such as holding costs, shortage costs and order costs.

(d) Days sales of inventory (DSI) inventory management: It measures the

average time items stay in inventory before being sold.

Other methods and techniques include

(e) ABC analysis: ABC analysis is a method of classifying inventory items into
three categories (A, B, and C) based on their value and importance.

(f) Dropshipping: Dropshipping is a method where the supplier ships items

directly from its warehouse to the customer.

(g) Perpetual Inventory System: Constantly updates inventory levels in real-time.

14. Explain the different methods of Quality Control. Give their merits and
demerits.

Methods of QC are:
(i) Inspection
(ii) Statistical Process Control

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 (iii) Testing
(iv) FEMA
(v) Six Sigma
(vi) Quality Audits

(a) Inspection means the acceptability of a manufactured product. It measures the

qualities of a product or service in terms of predefined standards. Product quality may
be specified by strength, hardness, shape, surface finish, dimensions, etc. Inspection
can be done at any stage of the production process, from raw material inspection to
finished product testing It is a fundamental part of quality control, providing a basis for
accepting or rejecting a material.

Merits:
(i) Simple and straightforward to implement.
(ii) Detect a wide range of defects.

Demerits:
(i) Time-consuming and expensive.
(ii) Difficult to identify micro defects.
(iii) Can be disruptive to the production process.
(iv) Doesn’t prevent wastage.

(b) Statistical Quality Control (SQC): SQC uses statistical methods to monitor
and control the quality during various stages of a production process.

Merits:
(i) precision and accuracy
(ii) Identifies problems early
(iii) Saves money
(iv) Improves overall quality
(v) Satisfies customers

Demerits:
(i) Complex method
(ii) Time-consuming
(iii) Prone to human error.

(c) Six-Sigma: Six Sigma is a data-driven quality control method that aims to
improve processes by identifying and eliminating defects. It is a highly structured
methodology that follows a five-step process:
-Define: Define the process to be improved and the specific customer
requirements that must be met.
-Measure: Collect data on the current performance of the process.
-Analyze: Identify the root causes of the defects in the process.
-Improve: Implement solutions to eliminate the root causes of the defects.

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 -Control: Monitor the process to ensure that the improvements are sustained.
Merits:
(i) Quality Improvement
(ii) Cost Reduction
(iii) Customer Focus
(iv) Process Optimisation
(v) Data Driven Decision Making
(vi) Reduces defect

Demerits:
(i) Complex Method
(ii) Time Consuming
(iii) Expensive to implement
(iv) Difficult to sustain over time.

15. State the criteria and advantages of a perfect layout.

A perfect layout should have the following criteria:

(i) Efficient Space Utilization: Optimal use of available space with no wastage
(ii) Flexibility: Ability to adapt to changes in manufacturing operations
(iii) Accessibility: Easy access to manufacturing, maint and servicing facilities
(iv) Economy in Handling: Optimal use of resources for handling materials
(v) Minimum Movement: Direct movement of men and machines to reduce costs

Advantages of a good layout include

(i) improved efficiency

(ii) reduced manufacturing cycle time
(iii) cost reduction
(iv) increased inventory turnover
(v) improved customer satisfaction
(vi) improved safety.

16. Define inventory. Explain various types of inventory.

Inventory is the stock of goods or materials that a business holds for the
purpose of selling or producing goods. It can include raw materials, work-in-progress,
and finished goods.

There are four main types of Inventory:

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(i) Raw Materials: These are the basic materials that are used to produce goods.
For example, a furniture manufacturer might have raw materials such as wood, fabric,
and hardware

(ii) Work In Progress (WIP): WIP inventory refers to items in production and
includes raw materials or components and even packing materials.

(iii) Finished Goods: items that are ready for sale.

(iv) Maintenance, repair, and operating (MRO) supplies: These are supplies that
are used to keep equipment and facilities running smoothly. For example, a factory
might have lubricants, cleaning supplies, and spare parts.

17. Describe the advantages and disadvantages of inventory management.?

Inventory management has several advantages and disadvantages:

Advantages

(a) Cost efficiency.

(b) Time-Saving.
(c) Reduction in stock-out
(d) Effective resource utilisation.
(e) Improved cash flow
(f) Reduced Losses.
(g) Sales Forecasting.
(h) Customer Satisfaction
(j) Streamlined Operation

Disadvantages

(a) Expensive
(b) Complexity
(c) Limited Risk Elimination
(d) System Crashes
(e) Reduced Physical Audits

18. Demonstrate what you mean by inventory turnover. Discuss different

types of inventory costs.

Inventory turnover is a financial ratio that shows how many times a company
has sold and replaced its inventory over a specific period, usually a fiscal year. It’s

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calculated by dividing the cost of goods sold (COGS) by the average value of inventory
during the period.

Inventory Turnover = Cost of Goods Sold / Avg Inventory

A high inventory turnover indicates strong sales and effective inventory

management, while a low ratio may suggest weak sales or excess inventory.

Types of Inventory Costs:

(a) Purchase Cost: Total amount a business pays to acquire inventory from
suppliers including transportation and related expenses.

(b) Ordering Costs: Costs associated with placing and receiving orders for
inventory, including order processing, transportation, and inspection upon receipt.

(c) Holding Costs: Costs incurred to hold and store inventory, such as
warehousing, insurance, security, depreciation, and obsolescence.

(d) Stockout Costs: Costs resulting from running out of stock and being unable to
fulfill customer demand, including lost sales, potential customers, and damage to the
company's reputation.

(e) Spoilage Costs: These are associated with perishable inventory that can rot
or spoil if not sold in time.

19. Prescribe the different types of inventory management techniques.

(a) ABC Analysis: ABC analysis is a method of classifying inventory items into
three categories (A, B, and C) based on their value and importance.

(b) Batch Tracking: Items with similar characteristics are grouped together for
tracking purposes, focusing on factors like expiration dates and defect tracking.

(c) Bulk Shipments: Inventory is purchased, stored, and shipped in large

quantities, often directly from suppliers, to reduce handling.

(d) Consignment: Products are held by a supplier until the business sells them,
and payment is made upon sale.

(e) Cross-Docking: Inventory is transferred directly from supplier trucks to delivery

trucks, minimising the need for warehousing.

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(f) Days Sales of Inventory (DSI): This measures the average time items stay in
inventory before being sold.

(g) Dropshipping: The supplier ships items directly from its warehouse to the
customer.
(h) Economic Order Quantity (EOQ): This formula shows exactly how much
inventory a company should order to reduce holding and other costs.

(j) FIFO and LIFO: FIFO means moving the oldest stock first. LIFO is the other
way round.

(k) Just-In-Time Inventory (JIT): Under this method, raw materials are ordered
just in time to go into production, finished goods are completed just in time to be
shipped to customers.

(l) Lean Manufacturing: This methodology focuses on removing waste or any

item that does not provide value to the customer from the manufacturing system.

(m) Materials Requirements Planning (MRP): MRP is a method of inventory

management that uses sale forecasts to plan inventory purchase. The factors
considered are customer demand, production schedules and lead times

(n) Perpetual Inventory Management: This method tracks inventory levels in real-
time.

(o) Safety Stock: Extra inventory held in reserve to ensure availability in case of
unexpected demand or supply issues.

20. Explain the need for inventory management.

Inventory management is crucial for efficient and effective operations across

various industries. Here are the key reasons highlighting the need for inventory
management:

(a) Optimizing Costs: helps minimise holding costs associated with storing
excess inventory and carrying costs like warehousing, insurance, and
depreciation.

(b) Meeting Customer Demand: Maintaining an optimal level of inventory

ensures timely fulfilment of customer orders.

(c) Preventing Stockouts: Adequate inventory levels help prevent

stockouts, ensuring that products are available when customers demand them.

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 (d) Improve Cash Flow: Money tied up in inventory could be used
elsewhere in business.

(e) Reducing Holding Time: Effective management helps reduce the time
inventory spends in storage, decreasing the risk of obsolescence and ensuring
that products are sold at their highest value.

(f) Reduction in Waste: Effective inventory management reduces the

likelihood of products becoming obsolete or damaged due to long storage
periods. This minimizes waste and losses.

(g) Cost Management: Proper inventory management helps in reducing

storage, insurance, and other carrying costs

(h) Customer Satisfaction: Having products readily available for

customers means you can meet their demands promptly. This leads to higher
customer satisfaction and loyalty.

(j) Enhances Productivity and Efficiency: Inventory management

systems provide valuable data about sales trends, which can be used to
enhance productivity and efficiency.

PART-C

21. Explore in detail about Nature of quality.

Quality is about meeting or exceeding customer expectations. It is about providing

products and services that are reliable, durable, and fit for their intended purpose.

There are many different aspects to quality:

(i) Performance: The product or service must perform as expected.

(ii) Features: The product or service should have the features that customers
expect. For example, a smartphone should have a camera and a web browser.

(iii) Conformance: The product or service should meet the specifications that have
been set for it. For example, a piece of furniture should be made to the correct
dimensions.

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(iv) Reliability: The product or service should be reliable and consistent in its
performance. For example, a restaurant should serve food of the same quality every
time.

(v) Durability: The product or service should be durable and last for a reasonable
amount of time. For example, a pair of shoes should not fall apart after a few weeks
of wear.

(vi) Fitness for Use: Quality is also about the fitness of a product or service for a
specific purpose or use. A quality product is not only well-made but also suitable for
its intended use

(vii) Value Addition: Quality adds value to a product or service. Customers are
willing to pay a premium for higher quality.

(viii) Employee Involvement: Employees at all levels play a role in ensuring the
quality of products or services. Employee training, engagement, and commitment to
quality are vital aspects of achieving and maintaining high standards.

(ix) Ethical Considerations: Quality often involves ethical considerations. This

includes ensuring that products or services are safe, environmentally sustainable, and
produced under fair labour conditions.

22. Write in detail about Traditional Quality Management.

Traditional Quality Management (TQM) is a management approach that

focuses on the short-term goals and objectives of an organisation. Here are some key
aspects of Traditional Quality Management:

(i) Supervisor-Driven Approach: In traditional quality management, supervisors

instruct employees based on the organisation’s short-term goals and objectives. They
rely on their authority to tell employees what to do.

(ii) Quality Defined by Company: The company defines its quality standards and
determines whether a particular product is acceptable. This is often based on internal
specifications and standards.

(iii) Emphasis on Short-Term Success: Traditional quality management

emphasizes achieving short-term objectives, such as the number of products
produced or profits earned in a quarter.

(iv) Accountability: If defects are found, managers identify who is responsible and
hold them accountable.

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(v) Managing with Fear: Managers may use fear to motivate employees,
threatening to discipline or even fire them if they do not meet expectations.

(vi) Accountability of the Few: Only the employees who are directly involved in
producing a product are responsible for its quality in traditional management.

(vii) Acting on Instincts: Supervisors and employees solve problems and act
based on their individual knowledge, skills, and instincts in traditional quality
management.

23. Elaborate Modern Quality Management tools

Modern Quality Management tools are advanced techniques that help

organizations plan, communicate, and successfully execute major projects. Here are
some of the modern quality management tools:

(i) Six Sigma: Six Sigma is a data-driven methodology that uses statistical
methods to identify and eliminate defects and improve processes.

(ii) Lean manufacturing: Lean manufacturing is a systematic approach to

identifying and eliminating waste in processes.

(iii) Total Quality Management (TQM): TQM is a comprehensive approach

focusing on customer satisfaction, continuous improvement, employee involvement,
and fact-based decision-making.

(iv) Kaizen: Kaizen involves continuous, incremental improvements achieved by

every employee at all levels. It emphasizes small, manageable changes that
accumulate over time.

(v) 5S Methodology: Originating from Japanese terms, the 5S approach (Sort, Set
in Order, Shine, Standardize, Sustain) aims to optimize workplace organization,
efficiency, and safety.

(vi) PDCA Cycle: The Plan-Do-Check-Act cycle is a four-step model for continuous
improvement in business processes. It involves planning, executing, evaluating
results, and implementing necessary changes.

(vii) Poka-Yoke: Poka-Yoke focuses on error prevention by incorporating

mechanisms that prevent mistakes or make them immediately apparent.

(viii) FMEA (Failure Mode and Effects Analysis): FMEA is a systematic approach to
identify and prioritise potential failure modes in a system, product, or process, enabling
proactive risk mitigation.

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(ix) Quality Function Deployment (QFD): QFD is a methodology that translates
customer requirements into product and process design specifications.

24. Total Quality Management Programme

Total Quality Management (TQM) programs are designed to facilitate quality

management or quality control, compliance management, risk assessment, document
control, and any other component of total quality that contributes to the control, quality,
and validity of a product and/or service. Here are some key aspects of TQM
programmes:

(i) Customer focus: TQM emphasises the importance of understanding

and meeting customer needs.

(ii) Continuous improvement: Continual improvement is essential for

success. Optimal efficiency and complete customer satisfaction don’t happen
in a day. A business should continually find ways to improve processes and
adapt products and services to customer needs.

(iii) Total Employee involvement: Employees must understand the vision

and goal. They must be sufficiently trained and given the proper resources to
complete tasks in order to achieve goals in time.

(iv) Process-centered approach: A process is a series of steps that take

inputs from suppliers (internal or external) and transform them into outputs that
are delivered to customers (internal or external)

(v) Strategic and systematic approach: A strategic plan that integrates

the quality development, maintenance, and improvement efforts of various
groups in an organization.

(vi) Integrated system: All departments within an organisation should

collaborate to achieve common goals. Integrated systems help the company to
continuously improve and gain an advantage over the competition

Here are some examples of TQM programs:

(i) Quality circles: Quality circles are small groups of employees who meet
regularly to discuss and solve quality problems.

(ii) Kaizen: Kaizen is a Japanese philosophy. Kaizen events are held over
a short period of time to focus on improving a specific process

(iii) Six Sigma: Six Sigma is a data-driven methodology that uses statistical
methods to identify and eliminate defects and improve processes.

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 (iv) Lean manufacturing: Lean manufacturing is a systematic approach to
identifying and eliminating waste in processes.

25. Explain 5’S - Recognition for quality management.

5S is a workplace organisation method that originated in Japan. It is based on

the five Japanese words. It is designed to reduce waste and optimise productivity by
maintaining an orderly workplace.

5S is a method for creating a tidy, organised and efficient workplace. It

involves eliminating unnecessary items and organising the necessary ones for easy
access and upkeep.

The 5S:

(i) Sort: No unnecessary items at the workplace, only necessary ones.

(ii) Set in order: Arrange necessary items in a way that is easy to find and use.

(iii) Shine: Clean and inspect the workplace on a regular basis.

(iv) Standardise: Create and follow procedures for maintaining the workplace in a
5S condition

(v) Sustain: Continuously improve the 5S system

Benefits of 5S for Quality Management

5S can provide a number of benefits for quality management:

- Improved quality
- Improved Safety
- Cost Reduction
- Customer satisfaction
- Competitive Edge
- Improved employee morale

26. Illustrate in detail about Quality control

Quality control (QC) is a procedure or set of procedures intended to ensure that

a manufactured product or performed service adheres to a defined group of quality
criteria or meets the client's or customer's requirements.
Quality control can be done at any stage of the production process, from raw
material inspection to finished product testing

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Methods of Quality Control:

(a) Statistical Process Control (SPC): SQC use statistical methods to monitor
and control the quality during various stages of a production process.

(b) Inspection: Involves examining products or services to ensure they meet

specified requirements and identifying any non-conformities.

(c) Testing: Involves subjecting products to various tests to measure their

performance, durability, safety, and other quality parameters.

(d) Quality Audits: Systematic examination of quality management systems,

processes, and records to ensure compliance with defined standards and best
practices.

(e) Failure Mode and Effect Analysis (FMEA): A structured approach to

identifying potential failure modes in a system, prioritising them based on severity,
occurrence, and detectability, and developing strategies to mitigate risks.

Key Components of Quality Control:

(f) Standards and Specifications: Clearly defined quality standards and

specifications provide a basis for evaluation and comparison.

(g) Quality Tools: Various tools and techniques such as control charts,
histograms, fishbone diagrams, and Pareto charts aid in analyzing data and identifying
issues.

(h) Feedback and Continuous Improvement: Feedback from quality control

activities is used to improve processes, products, and services continually.

Benefits of Quality Control:

(j) Customer Satisfaction

(k) Cost-Efficiency
(l) Market Competitiveness.

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27. Explain in detail about charts & sampling

Charts and sampling are two important tools to monitor and improve quality.

Charts: Charts are a graphical representation of data that can be used to track trends,
identify areas for improvement, and make decisions about quality control. Some of the
most common types of charts are:

(i) Control charts: Control charts are graphical representations that

monitor and control processes over time. They can be used to identify trends
and patterns in the data and to determine if the process is under control.

(ii) Histograms: Histograms are used to show the distribution of data. It

helps identify the cause of problems in the system by analysing the shape and
width of the distribution.

(iii) Pareto charts: Pareto charts are used to identify the most common
problems and most frequently occurring defects. They are based on the Pareto
Principle that 80% of problems are caused by 20% of factors.

Benefits:
(i) Early detection of process deviations
(ii) Timely corrective actions.
(iii) Enhanced product quality
(iv) Enhanced process efficiency

Sampling: Sampling is the process of selecting a subset of a population to represent

the entire population. Sampling is used to inspect products and services without
having to inspect every single item.

There are two main types of sampling:

• Probability sampling: Probability sampling is a type of sampling in which every

member of the population has an equal chance of being selected.

• Non-probability sampling: non-probability sampling is a type of sampling in

which not every member of the population has an equal chance of being
selected.

Benefits:
(i) Cost-effective data collection.
(ii) Provides a representative view of the population.
(iii) Quicker process

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28. Briefly explain the various elements of operations planning and
Scheduling system.

Operations planning and scheduling systems (OPSS) are used to plan and schedule
the production or delivery of goods and services. The various elements include:

(a) Demand forecasting: OPSS use demand forecasting to predict future demand
for products or services. This information is used to set production and inventory
targets.

(b) Aggregate Production Planning: Aggregate planning is the process of

determining the overall level of production or output for a specific period of time. This
involves making decisions about the number of workers to hire, the amount of
inventory to hold, and the production capacity of the organisation.

(c) Aggregate Capacity Planning: Capacity planning is the process of identifying

and evaluating the capacity needed to meet production demands. It involves
determining the capacity required for both long-term and short-term objectives.

(d) Scheduling: Scheduling is the process of deciding the sequence and timing of
production activities. It involves setting start and end times for each task in the
production process.

(e) Workplace Planning: Workplace planning deals with allocating resources with
priority to work job with the first delivery date.

(f) Shop floor control: Shop floor control is the process of managing the
production process on a day-to-day basis.

(g) Inventory Management: Inventory management helps companies identify

which and how much stock to order at what time. It tracks inventory from purchase to
the sale of goods.

29. Explain Inventory Control. Explain in detail the various methods of

Inventory control.

Inventory control is the process of tracking and managing the stock of goods
and materials that a business has on hand. It ensures a business maintains an
adequate quantity of stock to meet forecasted demand with minimum holding cost.

Inventory control helps the business in knowing the shortfall and quantities to
be ordered considering the net stock available. Thus, it ensures that enough stocks
are maintained to meet customer needs, at any point in time.

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Methods of Inventory Control

• Periodic inventory system: the stock of goods and materials is counted on a

regular basis, such as once a month or once a quarter. This method is simple
to implement, but it can be inaccurate and time-consuming.

• Perpetual inventory system: the stock of goods and materials is tracked on a

real-time basis. This method is more accurate but also more complex.

• Just-in-time (JIT) inventory system: Under this method, raw materials are
ordered just in time to go into production, and finished goods are completed just
in time to be shipped to customers. This system can help to reduce inventory
costs, but it requires careful planning and coordination.

• ABC analysis: ABC analysis is a method of classifying inventory into three

categories: A, B, and C. A items are the most valuable items, B items are
moderately valuable items, and C items are the least valuable items. ABC
analysis can help businesses to focus their inventory control efforts on the most
important items.

• Economic order quantity (EOQ): EOQ is a method for determining the optimal
order quantity for inventory items.

• Two Bin Method: In this method, two bins of inventory are held for each item.
When one bin is empty, it’s time to order the item before the second bin finishes.

• Barcode Scanning: This technology is used for automatic identification and

data capture. It helps in tracking inventory levels and movements.
.

30. Explain the concepts of Quality Control Charts (or Simply Control Chart)

Quality control charts, also known as Shewhart charts or process control

charts, are graphical tools used to determine whether a manufacturing or business
process is in a state of statistical control. They are considered one of the seven basic
quality tools.

Components of Quality Control Charts: Quality control charts typically consist of

(i) Central Line: a central line for the average

(ii) Upper Control Limit: an upper line for the upper control limit
(iii) Lower Control Limit: a lower line for the lower control limit
(iv) These lines are determined from historical data.
(v) Data Points taken at regular interval forms the basis of this chart.

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Purpose and Importance of Quality Control Charts:

(i) Monitor Process Stability: Check performance, enables early detection

of anomalies/variation.
(ii) Facilitate Decision-making
(iii) Continuous Improvement

Types of Quality Control Charts:

(i) Univariate Chart: This chart analyses a specific attribute of a product

(ii) Multivariate Chart: This chart measures variances in several product
attributes.

Benefits of Quality Control Charts

(i) Helps identify the degree by which products or processes vary from
specifications
(ii) Assist in error correction
(iii) Monitor and control the quality of a production process.

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 QUESTION

PART-I
1. Define TQM?
2. Define quality control
3. What are the types of process design?
4. What are the factors affecting process design?
5. Give the components of TQM
6. Demonstrate what you mean by ISO?
7. Explain the term Quality Control?
8. Determine SQC?
9. Illustrate Inspection?
10. Explain Inventory Management?

PART-II

11. Explain Deming's 14-point approach to TQM.

12. Explain the principles of TQM
13. Explain the types of Inventory Management. Brief the salient futures of anyone?
14. Explain the different methods of Quality Control. Give their merits and demerits.
15. State the criteria and advantages of a perfect layout.
16. Define inventory. Explain various types of inventory.
17. Describe the advantages and disadvantages of inventory management.
18. What do you mean by inventory turnover? Discuss different types of inventory
costs.
19. Prescribe the different types of inventory management techniques.
20. Explain the need for inventory management

PART-III

21. Explore in detail about Nature of quality

22. Write a detail about Traditional quality Management.
23. Elaborate Modern quality Management tools
24. Prescribe the TQM Programmes
25. Explain 5’S - Recognition for quality management
26. Illustrate in detail about Quality control
27. Explain in detail about charts & sampling.
28. Briefly explain the various elements of operations planning and scheduling
system.
29. Enhance Inventory Control. Explain in detail the various methods of Inventory
control?
30. Explain the concepts of Quality control charts

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