UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

QUALITY CONTROL

Chapter-1| Quality Control Fundamentals

Quality refers to the standard or level of excellence of a product, service, or process. It
encompasses various attributes that determine its ability to meet the desired requirements,
expectations, and specifications. Quality is often subjective, but it generally represents the
overall characteristics that make something function effectively, be reliable, and be valuable.

1.1 Characteristics of Quality:

a) Conformance to Standards or Specifications:

➢ A product or service is considered high-quality if it adheres to predefined

standards, specifications, or regulatory guidelines. This ensures uniformity,
consistency, and reliability.

➢ Example: A car with precise engine tolerances that operate within the
manufacturer's guidelines.

b) Performance:

➢ The functionality and performance of the product or service in fulfilling its

intended purpose.

➢ High performance means the product meets or exceeds the expectations set for
it.

➢ Example: A smartphone that functions quickly, has minimal lag, and supports all
features effectively.

c) Durability:

➢ Durability refers to the longevity and endurance of a product over time and under
different conditions of use.

➢ A durable product retains its performance and appearance even after extensive
use.

➢ Example: A pair of hiking boots that last for many years without deterioration.

d) Reliability:

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

➢ Reliability indicates how consistently a product or service performs as expected
without failure.

➢ A reliable product works consistently without unexpected breakdowns or

defects.

➢ Example: A washing machine that operates smoothly with few or no repairs

needed over a long period.

e) Aesthetics:

➢ Aesthetics are the visual, tactile, and sensory aspects of a product, such as its
design, appearance, and feel.

➢ This characteristic pertains to how the product appeals to the senses, creating a
positive user experience.

➢ Example: A well-designed, visually appealing smartphone with a sleek body and

comfortable texture.

f) Features:

➢ The set of additional attributes or functionalities that enhance the basic

performance of a product or service.

➢ Features increase the perceived value of the product.

➢ Example: A television with 4K resolution, smart capabilities, and voice control.

g) Ease of Use:

➢ Refers to how easy and intuitive it is for customers to interact with a product or
service.

➢ A product that is simple to use, with a clear user interface or instructions, is

considered higher quality.

➢ Example: A website with an easy-to-navigate interface and intuitive design.

h) Consistency:

➢ This refers to the ability to produce the same high standard of output every time
the product or service is used or delivered.

➢ Consistency assures users that they will get the same level of quality repeatedly.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

➢ Example: A fast-food chain that delivers the same quality of food and service at
every location.

i) Customer Satisfaction:

➢ The ability of a product or service to meet or exceed customer expectations and

requirements.

➢ High-quality products generate high levels of customer satisfaction.

➢ Example: A hotel providing exceptional customer service, comfortable rooms,

and value-added amenities that leave guests satisfied.

j) Value for Money:

➢ Quality can also be defined by how much value the product offers relative to its
price.

➢ A product may be of high quality if it offers more benefits or features than

competing products in the same price range.

➢ Example: A budget smartphone that provides premium features at an affordable

price.

1.2 Dimensions of Quality (based on service or product type):

• For Products:

a) Performance: How well the product performs its intended function.

b) Reliability: How dependable the product is over time.

c) Durability: How long the product lasts under regular use.

d) Serviceability: The ease and cost of repair and maintenance.

e) Aesthetics: The look, feel, and appeal of the product.

f) Features: Extra attributes or functionalities that improve the product.

• For Services:

a) Tangibles: Physical aspects such as facilities, equipment, and staff appearance.

b) Reliability: The ability to consistently provide promised service.

c) Responsiveness: The willingness to help customers and provide prompt

service.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

d) Assurance: Knowledge and courtesy of staff, as well as their ability to inspire
trust.

e) Empathy: The provider's ability to understand and care for the customer's
needs.

1.3 Factors Influencing Quality:

a) Materials and Components:

➢ The raw materials, ingredients, or components used in the production process

affect the final quality of the product. Higher-quality materials often lead to
better products.

b) Design and Engineering:

➢ The design process, including engineering considerations, has a major

influence on the product's overall quality. Good design accounts for user
experience, durability, and cost efficiency.

c) Manufacturing Process:

➢ The methods used to produce or assemble the product directly impact its
quality. High-tech machinery, quality control measures, and skilled labor
contribute to quality output.

d) Labor and Skill:

➢ The skills of workers involved in production or service delivery, as well as their

training, can determine the level of quality. Skilled labor tends to result in
higher-quality outcomes.

e) Quality Control and Testing:

➢ Systems in place to ensure that the product meets certain standards (e.g.,
inspections, tests, quality audits) are crucial in maintaining high quality.
Consistent testing prevents defects and substandard products from reaching
customers.

f) Customer Feedback and Continuous Improvement:

➢ Incorporating customer feedback into product or service improvements can

lead to higher quality over time. Continuous improvement methodologies like

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

Six Sigma or Total Quality Management (TQM) focus on increasing quality by
identifying inefficiencies and optimizing processes.

1.4 Measuring Quality:

Quality can be measured using various techniques, such as:

a) Defect Rate: The number of defects found in a product or service.

b) Customer Satisfaction Surveys: Direct feedback from customers about their

experiences.

c) Performance Metrics: Quantifiable measures that track how well the product or
service functions over time (e.g., uptime for a software product).

d) Cost of Poor Quality (COPQ): The total cost related to defects, including rework,
scrap, warranty costs, and lost customer goodwill.

1.5 Types of Quality

a) Quality of Design

• The quality of design of a product is concerned with the tightness of the

specifications to manufacture the product. For example, a part which has a drawing
tolerance of ± 0.001 mm would be considered to have a better quality of design than
another with a tolerance of ± 0.01 mm.
• A good quality of design must ensure consistent performance over its stipulated life
span stated in terms of rated output, efficiency, overload capacity, continued or
intermittent operation for specified application or service.
• It should consider possible modes of failure due to stress, wear, distortion,
corrosion, shocks, vibrations, high or low temperature, altitude or pressure,
environmental conditions etc.
• However, product design and development is a continuous process which results
into evaluation of a product, based on assessed user needs, their feedback after use
and development in technology at a given point of time, in a given environment

(b) Quality of Conformance

• The quality of conformance is concerned with how well the manufactured product
conforms to the quality of design.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

• When a design has been established, it is the ask of all responsible for production
planning and manufacturing to obtain a high level of quality of conformity; the
measure of truthfulness with which the product conforms to the design
specifications.

For good quality of conformance with the design. any organization should ensure that:

• The incoming raw materials are of adequate quality. The machines and tools for
the job and the measuring instruments are adequate for their purposes and are
kept at high level of maintenance.
• Proper selection of the process and adequate process control is done.
• The operators should be well trained, experienced and motivated for quality
consciousness.
• Proper care should be taken in shipment and storage of finished goods.
• Inspection programme should be such that it gives accurate measure of the
efficiency of the whole system, and ensures to reduce and sort out defective
products from the lot during processing.
• Feedback from both, the internal inspection and the customers, are obtained
regarding quality for taking corrective action.
• S.Q.C techniques should be used to control variability in manufacturing process.
• Higher quality of design usually costs more, higher quality of conformance
usually costs less, by reducing the number of defective products produced.

(C) Quality of Performance

The quality of performance is concerned with how well the manufactured product gives
its performance. It depends upon.

(a) Quality of Design

(b) Quality of conformance.

• It can be a best design possible, but poor conformance control can cause poor
performance, conversely the best conformance control cannot make the product
function correctly, if the design itself is not right.
• Fitness for use is achieved through two components: product features and freedom
from deficiencies. Product features in manufacturing industries cover performance,

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

reliability, durability, ease of use, serviceability, aesthetics, reputation, etc. In
service industries, they cover accuracy, timeliness, completeness, friendliness,
courtesy, anticipation of customer needs, aesthetics, the
• service provider's knowledge and reputation, etc. Product features have a major
effect on sales income through market share and premium prices and include the
quality of design. Improving the quality of design generally leads to higher costs.
• Freedom from deficiencies in manufacturing industries covers freedom from
defects and errors in the product at the time of delivery and servicing. Freedom from
deficiencies has a major impact on costs through lower waste, lower warranty costs
and lower cycle times. Freedom from deficiencies refers to the quality of
conformance. Increasing the quality of conformance usually results in lower costs.
In addition, greater conformance means fewer complains and, therefore, increased
customer satisfaction.
• The approach taken by quality management for product features on the one hand
and freedom from deficiencies on the other is different. The former is proactive,
while the latter is reactive

1.6 Quality Assurance (QA) and Quality Control (QC)

Quality Assurance (QA) and Quality Control (QC) are both essential elements of a
quality management system, but they focus on different aspects of ensuring a product
or service meets quality standards. Below is a detailed explanation of the differences
between the two:

a) Definition:

• Quality Assurance (QA): QA is a proactive process aimed at preventing defects by

ensuring the quality of the processes involved in production or service delivery. It is
about creating and maintaining a system to ensure that the processes used to manage
and create the product are adequate to meet the desired quality standards.

• Quality Control (QC): QC is a reactive process that focuses on identifying and

correcting defects in the final product. QC involves monitoring and inspecting the
product or service after it has been produced to ensure it meets the required
specifications and standards.

b) Focus:

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

• Quality Assurance: QA focuses on improving and ensuring the processes,
procedures, and systems used to create the product. The goal is to prevent defects from
occurring in the first place.

• Quality Control: QC focuses on detecting and correcting defects in the finished

product. The aim is to identify any issues after the product has been produced and
rectify them before the product reaches the customer.

c) Approach:

• Quality Assurance: QA is primarily process-oriented, ensuring that the right

processes, methodologies, and standards are followed to guarantee high quality.

• Quality Control: QC is product-oriented, emphasizing the inspection, testing, and

verification of the finished product or service to identify any faults.

d) Goal:

• Quality Assurance: The main goal of QA is to prevent defects by improving the

processes and methods used in production or service delivery.

• Quality Control: The goal of QC is to identify and correct defects in the final
product to meet the desired quality standards.

e) Activities:

• Quality Assurance: QA activities include:

➢ Developing process standards and procedures.

➢ Training employees on best practices.

➢ Implementing process audits.

➢ Risk management and preventive actions.

➢ Reviewing and improving processes continually.

• Quality Control: QC activities include:

➢ Inspecting products or services.

➢ Conducting tests and measurements.

➢ Reviewing results for compliance with specifications.

➢ Identifying defects or deviations and taking corrective action.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

➢ Performing sampling and statistical process control.

f) Timing:

• Quality Assurance: QA is conducted before and during the production process. It

ensures that the processes are capable of producing high-quality outcomes.

• Quality Control: QC occurs after the production process. It involves checking the
finished product for defects, ensuring that only high-quality products are delivered.

g) Scope:

• Quality Assurance: QA typically involves system-wide activities that cover the

entire production process, from design to delivery, and includes long-term strategies
for continuous improvement.

• Quality Control: QC is more specific and focused on the product itself. It checks
whether the final product conforms to the defined quality standards and
specifications.

h) Examples:

• Quality Assurance:

➢ Establishing a standardized workflow for product development.

➢ Conducting training sessions for workers on quality standards.

➢ Setting up a system for continuous feedback and improvement in production

processes.

• Quality Control:

➢ Inspecting products for defects before they are shipped.

➢ Running tests to ensure that products meet specific technical or performance

criteria (e.g., testing the tensile strength of materials).

➢ Using statistical tools to monitor quality trends (e.g., sampling for defects in a
production line).

i) Methods:

• Quality Assurance: QA uses methodologies such as:

➢ Total Quality Management (TQM)

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

➢ Six Sigma

➢ ISO 9001 (Quality Management Systems)

➢ Process improvement initiatives.

• Quality Control: QC typically involves techniques like:

➢ Inspection and testing

➢ Statistical process control (SPC)

➢ Sampling methods

➢ Automated inspections.

j) Outcome:

• Quality Assurance: QA leads to the establishment of efficient processes that reduce

the likelihood of defects occurring in the first place.

• Quality Control: QC ensures that any defects or issues in the finished product are
identified and corrected, preventing poor-quality products from reaching customers.

Summary of Key Differences:

Feature Quality Assurance (QA) Quality Control (QC)

Focus Process-oriented, focused on improving Product-oriented, focused on defect

systems detection

Goal Prevent defects by improving processes Detect and correct defects in the final
product

Approach Proactive (prevents issues) Reactive (detects and fixes issues)

Activities Process auditing, training, process Inspections, testing, measurements,

standardization sampling

Timing Before and during production After production

Scope System-wide, continuous improvement Product-specific, end-of-line checks

Examples Developing SOPs, process audits Product inspections, product testing

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

1.7 Importance of Quality

Quality is a crucial factor in the success of any product, service, or organization. It
influences customer satisfaction, business reputation, cost efficiency, and long-term
sustainability. Below is a detailed explanation of the importance of quality from
multiple perspectives:

1.8 Customer Satisfaction

• Meeting Customer Expectations: High-quality products and services meet or
exceed customer expectations. When a product performs as expected, is durable, and
is free from defects, customers are more likely to be satisfied.

• Customer Loyalty: Quality leads to customer satisfaction, and satisfied customers

are more likely to return for future purchases. Consistently high-quality experiences
create loyalty and enhance customer retention.

• Positive Word of Mouth: Customers who are pleased with the quality of a product
or service tend to recommend it to others. This creates organic promotion through
word-of-mouth, which is one of the most powerful forms of marketing.

• Reputation and Brand Image: A reputation for delivering quality builds a strong
brand. When a brand is known for its quality, it differentiates itself in the marketplace
and fosters trust with customers.

1.9 Cost Efficiency and Profitability

• Reduced Costs in the Long Run: While investing in quality assurance and control
may involve initial costs, maintaining high quality can reduce the costs associated
with defects, repairs, rework, and waste. In the long run, focusing on quality improves
cost efficiency.

• Minimized Warranty and Return Costs: Products with fewer defects or failures
lead to fewer warranty claims and returns. This helps businesses save money on
repairs, replacements, and logistics.

• Increased Operational Efficiency: Ensuring high-quality processes often means

optimizing production methods, reducing errors, and improving resource
management. This leads to better use of time, labor, and materials, which can directly
impact the bottom line.

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Chapter-1 | Quality Control Fundamentals

• Higher Margins: Quality products are perceived as having greater value, allowing
businesses to charge premium prices. Customers are often willing to pay more for
reliable, high-quality products and services.

1.10 Competitive Advantage

• Differentiation in the Market: Quality is one of the key ways to stand out in a
competitive market. Companies that consistently deliver higher-quality products or
services have a unique selling point (USP) that can differentiate them from
competitors.

• Brand Loyalty and Repeat Business: As mentioned earlier, customers who trust in
the consistent quality of a brand are more likely to return and even recommend it to
others. This loyalty provides companies with a competitive edge.

• Higher Market Share: Companies that provide better quality may attract more
customers, increasing their market share. In contrast, lower-quality products can lead
to loss of customers and diminished market position.

• Global Competitiveness: In a global marketplace, quality often becomes a critical

factor for businesses aiming to expand internationally. Products that meet global
standards or exceed customer expectations can win markets abroad.

1.11 Legal and Regulatory Compliance

• Avoidance of Legal Issues: Non-compliance with quality standards can lead to legal
consequences, including fines, product recalls, or lawsuits. Ensuring quality
compliance with industry regulations helps businesses avoid costly legal repercussions.

• Health and Safety: In industries like healthcare, food production, and construction,
quality is directly tied to safety. Substandard products or services can lead to accidents,
injuries, or health risks, which can be disastrous both financially and reputationally.

• Certifications and Accreditations: Maintaining quality standards can help businesses

obtain certifications (such as ISO 9001) that are required by law or enhance credibility
in specific industries. These certifications demonstrate that a business adheres to
recognized standards, making it more reliable and trustworthy in the eyes of customers
and regulators.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

1.12 Employee Satisfaction and Productivity

• Workplace Morale: Employees working for an organization that focuses on quality
tend to feel more proud of their work. They are often more motivated and engaged
when they see that the company values their contributions and strives for excellence.

• Clear Expectations: Quality standards provide employees with clear expectations

and guidelines. This minimizes confusion and helps maintain consistency in
performance.

• Reduced Rework and Stress: When quality processes are in place, employees spend
less time correcting mistakes, handling complaints, or dealing with issues that arise
from poor-quality products. This reduces workplace stress and improves job
satisfaction.

• Attracting Talent: Companies known for their commitment to quality often attract
better talent. High-caliber professionals are more likely to seek employment in
organizations that align with their values and standards of excellence.

1.13 Long-Term Business Sustainability

• Reduced Risk of Failure: High-quality products or services are less likely to
encounter problems, reducing the risk of product failure. Businesses that consistently
provide quality are more likely to survive and thrive in the long term.

• Adapting to Changing Markets: Companies that maintain a strong focus on quality

are also more likely to be adaptable. As customer needs change, they can apply
quality management systems to continuously improve and innovate, staying relevant
in an evolving marketplace.

• Building Stronger Supplier Relationships: Organizations committed to quality are

often able to form better relationships with suppliers who also meet stringent quality
standards. These relationships help improve the overall supply chain, leading to better
resource management, reliability, and product consistency.

1.14 Innovation and Improvement

• Continuous Improvement: Focusing on quality encourages a culture of continuous
improvement. Businesses that regularly evaluate and improve their products,

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

services, and processes tend to be more innovative and responsive to customer
demands.

• Enhancing Product Development: Quality is not just about maintaining current

standards, but also about innovating. Companies that embrace quality management
often find opportunities to improve existing products and services, leading to new
and better offerings for customers.

• Use of Feedback for Innovation: Businesses that maintain a strong focus on

quality are often better at collecting and using customer feedback to drive product
development and improvement.

1.15 Brand Reputation and Trust

• Trust: Quality is a key factor in building trust with consumers. When a brand
consistently delivers high-quality products or services, customers feel confident in
their purchases and the brand itself. Trust leads to long-term relationships and repeat
business.

• Reputation for Excellence: Companies that are known for quality tend to enjoy a
strong reputation in the marketplace. This can lead to positive media coverage,
recognition from industry bodies, and a stronger position in the marketplace.

• Public Perception: In today’s social media-driven world, the reputation of a brand

can be significantly impacted by negative customer experiences. Consistently
delivering high quality reduces the risk of negative reviews and bad publicity,
preserving brand integrity.

Questions

Q1. What is the main focus of Quality Assurance (QA)?

A) Inspecting finished products for defects

B) Preventing defects by improving processes

C) Testing products for performance standards

D) Correcting errors after the product is released

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

Q2. Which of the following is a characteristic of high-quality products?

A) Low cost

B) Durability

C) High manufacturing speed

D) Simple design

Q3. Which of the following best describes the difference between Quality Assurance and
Quality Control?

A) QA is a process-oriented approach, while QC is a product-oriented approach

B) QA focuses on detecting defects, while QC focuses on preventing defects

C) QA occurs after production, while QC happens before production

D) QA is used to increase costs, while QC is used to reduce costs

Q4. Which of the following would be considered an example of a product's aesthetic quality?

A) Durability of a smartphone

B) The color and design of the smartphone

C) The screen resolution of the smartphone

D) The battery life of the smartphone

Q5. What does 'conformance to specifications' mean in relation to product quality?

A) The product's ability to meet customer expectations

B) The product's adherence to a predefined set of standards or guidelines

C) The product’s ability to perform well under various conditions

D) The product’s aesthetic appeal

Q6. Which of the following is the primary focus of Quality Assurance (QA)?

A) Identifying defects in the finished product

B) Preventing defects by improving processes

C) Testing products after production

D) Correcting product defects in the final stage

Q7. What is the key difference between Quality Assurance (QA) and Quality Control (QC)?

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

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A) QA is product-oriented, and QC is process-oriented

B) QA is focused on prevention, and QC is focused on detection

C) QA happens after production, and QC happens during production

D) QA deals with process design, and QC deals with sales

Q8. Which of the following is a method used in Quality Assurance?

A) Statistical sampling

B) Training employees on quality standards

C) Product testing

D) Final product inspection

Q9. Which of the following best describes the goal of Quality Control (QC)?

A) Ensuring the processes are designed correctly

B) Preventing defects during production

C) Identifying and correcting defects in the final product

D) Conducting process audits for improvements

Q10. When does Quality Assurance (QA) primarily take place during production?

A) After production

B) During production

C) Before production

D) During the shipping stage

Q11. Why is quality important for customer satisfaction?

A) It ensures that customers are always happy with the price

B) It helps in meeting or exceeding customer expectations

C) It eliminates the need for marketing

D) It focuses only on the physical appearance of the product

Q12. How does high quality contribute to cost efficiency in business?

A) By requiring fewer resources to produce the product

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

B) By reducing customer complaints and returns

C) By increasing the complexity of production processes

D) By lowering the price of the product

Q13. What is the long-term benefit of maintaining high-quality standards in an organization?

A) Increased market share and customer loyalty

B) Immediate increase in profits

C) Fewer employees required

D) Reduced need for innovation

Q14. How does quality impact a company's reputation?

A) It builds trust and credibility in the market

B) It makes the company more expensive to operate

C) It decreases customer expectations

D) It eliminates the need for customer service

Q15. What is the relationship between quality and employee satisfaction?

A) High quality improves employee job satisfaction and morale

B) High quality leads to more employee turnover

C) High quality requires fewer employees to produce products

D) High quality results in more administrative tasks for employees

Solutions
1. Answer: B) Preventing defects by improving processes

Explanation:

A) Inspecting finished products for defects: This is related to Quality Control (QC), not
QA. QA is proactive, while QC is reactive.

B) Preventing defects by improving processes: This is the correct answer. QA focuses on

improving processes to prevent defects and ensure quality standards.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

C) Testing products for performance standards: This is more aligned with Quality Control
(QC), not QA.

D) Correcting errors after the product is released: This is also part of QC, which focuses
on identifying and fixing defects in finished products.

2. Answer: B) Durability

Explanation:

A) Low cost: Low cost does not necessarily indicate high quality. Quality often involves a
balance between cost and performance.

B) Durability: Durability is a key characteristic of high-quality products. It indicates that the

product will last a long time and perform well over time.

C) High manufacturing speed: Manufacturing speed does not directly affect the quality of
the product. High-speed production may compromise quality.

D) Simple design: While simple design can be effective, it doesn't inherently reflect the
quality of the product. Quality is about how well it performs and meets customer expectations.

3. Answer: A) QA is a process-oriented approach, while QC is a product-oriented

approach

Explanation:

A) QA is a process-oriented approach, while QC is a product-oriented approach: Correct.

QA focuses on improving the processes to prevent defects, while QC focuses on inspecting
the final product for defects.

B) QA focuses on detecting defects, while QC focuses on preventing defects: This is

incorrect. QA is about process prevention, while QC detects defects in the product.

C) QA occurs after production, while QC happens before production: Incorrect. QA is

proactive and involves processes before and during production, while QC is reactive and
happens after production.

D) QA is used to increase costs, while QC is used to reduce costs: This is not accurate.
Both QA and QC aim to optimize processes and improve quality, which may reduce costs in
the long term.

4. Answer: B) The color and design of the smartphone

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

Explanation:

A) Durability of a smartphone: This is a functional quality, not an aesthetic one. It refers to

how well the product withstands wear and tear.

B) The color and design of the smartphone: Correct. Aesthetic quality refers to the visual,
tactile, and sensory aspects of a product, such as design, color, and appearance.

C) The screen resolution of the smartphone: This is a functional attribute related to the
product's performance, not aesthetic quality.

D) The battery life of the smartphone: This is a performance-related feature, not related to
aesthetics.

5. Answer: B) The product's adherence to a predefined set of standards or guidelines

Explanation:

A) The product's ability to meet customer expectations: This is related to customer

satisfaction, not the technical specifications.

B) The product's adherence to a predefined set of standards or guidelines: Correct.

Conformance to specifications means that the product is manufactured to meet certain
predefined standards or requirements.

C) The product’s ability to perform well under various conditions: This refers to
performance quality, not conformance to specifications.

D) The product’s aesthetic appeal: This is related to the visual or sensory quality, not
specifications.

6. Answer: B) Preventing defects by improving processes

Explanation:

A) Identifying defects in the finished product: This describes Quality Control (QC), which
focuses on inspecting the finished product to detect defects.

B) Preventing defects by improving processes: Correct. QA is proactive and aims to prevent

defects by ensuring that the processes and systems are effective and efficient.

C) Testing products after production: This is a function of QC, not QA.

D) Correcting product defects in the final stage: This is part of QC, which addresses issues
after they occur, whereas QA works to prevent them.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

7. Answer: B) QA is focused on prevention, and QC is focused on detection

Explanation:

A) QA is product-oriented, and QC is process-oriented: Incorrect. QA focuses on

processes, and QC focuses on the finished product.

B) QA is focused on prevention, and QC is focused on detection: Correct. QA aims to

prevent defects by improving processes, while QC is reactive, detecting defects in the final
product.

C) QA happens after production, and QC happens during production: Incorrect. QA is

generally proactive and occurs before and during production, while QC is typically after
production.

D) QA deals with process design, and QC deals with sales: This is incorrect. QC deals with
inspecting and testing products, while QA deals with ensuring that processes meet quality
standards.

8. Answer: B) Training employees on quality standards

Explanation:

A) Statistical sampling: This is a QC technique used to inspect products to detect defects,

not a QA activity.

B) Training employees on quality standards: Correct. QA involves activities like training,

creating standards, and establishing best practices to prevent defects.

C) Product testing: Product testing is generally a QC activity used to find defects in the final
product.

D) Final product inspection: This is part of QC, where products are inspected to ensure they
meet the required quality standards.

9. Answer: C) Identifying and correcting defects in the final product

Explanation:

A) Ensuring the processes are designed correctly: This is part of QA, which focuses on
process design and improvement.

B) Preventing defects during production: This is a characteristic of QA, not QC.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

C) Identifying and correcting defects in the final product: Correct. QC focuses on
inspecting and testing the final product to detect and correct defects.

D) Conducting process audits for improvements: Process audits are part of QA, which
looks to improve processes to ensure product quality.

10. Answer: B) During production

Explanation:

A) After production: QA activities are not just after production; they occur throughout the
process, from design to delivery.

B) During production: Correct. QA involves monitoring and improving processes during

production to prevent defects.

C) Before production: While QA starts with process design and planning before production,
it also involves ongoing monitoring during production.

D) During the shipping stage: QA is focused on production processes, not the shipping stage.

11. Answer: B) It helps in meeting or exceeding customer expectations

Explanation:

A) It ensures that customers are always happy with the price: While price is important,
quality impacts how well the product or service meets customer needs, which goes beyond
just price.

B) It helps in meeting or exceeding customer expectations: Correct. High-quality products

and services meet or exceed customer expectations, leading to satisfaction and loyalty.

C) It eliminates the need for marketing: Quality is important, but marketing still plays a
crucial role in promoting a product or service.

D) It focuses only on the physical appearance of the product: While aesthetics matter,
quality includes performance, durability, and customer experience, not just appearance.

12. Answer: B) By reducing customer complaints and returns

Explanation:

A) By requiring fewer resources to produce the product: High quality doesn’t always
reduce resource use but rather optimizes production processes.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

B) By reducing customer complaints and returns: Correct. High-quality products lead to
fewer returns and complaints, reducing costs associated with repairs, replacements, and
customer service.

C) By increasing the complexity of production processes: Increased complexity doesn’t

necessarily improve cost efficiency. Quality aims to streamline and simplify processes.

D) By lowering the price of the product: Quality is often associated with higher prices, not
necessarily lower. The focus is on value and performance.

13. Answer: A) Increased market share and customer loyalty

Explanation:

A) Increased market share and customer loyalty: Correct. Consistently providing high-
quality products or services builds a strong reputation, attracts more customers, and fosters
loyalty, which helps in increasing market share.

B) Immediate increase in profits: While quality can lead to higher profits over time, the
impact is long-term, not immediate.

C) Fewer employees required: High quality may require a well-trained workforce, not
necessarily fewer employees.

D) Reduced need for innovation: Quality management encourages continuous improvement

and innovation to meet evolving customer expectations.

14. Answer: A) It builds trust and credibility in the market

Explanation:

A) It builds trust and credibility in the market: Correct. High-quality products and services
create a strong, trustworthy reputation, which is essential for long-term business success.

B) It makes the company more expensive to operate: While high quality may involve
investment, the long-term benefits (e.g., customer loyalty, fewer returns) outweigh the costs.

C) It decreases customer expectations: Quality increases customer expectations as they

expect reliable, well-performing products or services.

D) It eliminates the need for customer service: High quality reduces the number of service
issues, but customer service remains necessary for addressing concerns and feedback.

15. Answer: A) High quality improves employee job satisfaction and morale

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-1 | Quality Control Fundamentals

Explanation:

A) High quality improves employee job satisfaction and morale: Correct. Employees feel
proud of working for a company that produces high-quality products and services, leading to
higher job satisfaction.

B) High quality leads to more employee turnover: This is not true; employees are more
likely to stay with a company known for producing high-quality products.

C) High quality requires fewer employees to produce products: High quality often
requires skilled employees to maintain standards, not necessarily fewer employees.

D) High quality results in more administrative tasks for employees: High quality should
streamline processes, reducing unnecessary administrative burdens.

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 UPPSC AE 2024 Combined State Engineering Services Examination

Practice questions | Quality Fundamentals-1

Q1. Which of the following is a key benefit of implementing a Total Quality Management
(TQM) system?
A) Reducing the need for process documentation
B) Achieving higher customer satisfaction
C) Increasing the speed of production
D) Lowering product prices
Q2. What is the term used to describe the ability of a product to consistently perform its
intended function over time?
A) Durability
B) Reliability
C) Performance
D) Aesthetics
Q3. Which of the following is a characteristic of a product with high quality in terms of
serviceability?
A) It is easy and inexpensive to repair
B) It performs exceptionally well
C) It has a sleek and modern design
D) It is available in multiple colors
Q4. What is the most important factor in determining the value for money of a product?
A) Its performance and features relative to its price
B) Its aesthetic appeal
C) Its brand reputation
D) Its packaging
Q5. Which of the following would best indicate a product's conformance to quality
standards?
A) Customer feedback
B) The product meets regulatory requirements
C) The product is visually appealing
D) The product is frequently tested for defects
Q6. What is the key benefit of implementing Quality Assurance?
A) Reducing defects in the final product
B) Preventing defects from occurring during production
C) Enhancing the aesthetic appeal of the product
D) Increasing the speed of production
Q7. Which of the following is a tool commonly used in Quality Control?
A) Process mapping
B) Fishbone diagram

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 UPPSC AE 2024 Combined State Engineering Services Examination
C) Inspection and testing
D) Benchmarking
Q8. Which of the following activities would be a Quality Assurance (QA) activity in a
manufacturing environment?
A) Performing an inspection on a product line
B) Analyzing customer complaints about the product
C) Creating a process checklist for production
D) Running a test to check the durability of the product
Q9. What is the primary focus of a Quality Control (QC) department?
A) Designing processes to improve quality
B) Inspecting products to ensure they meet quality standards
C) Developing training programs for employees
D) Analyzing customer feedback to improve product design
Q10. In which of the following situations would Quality Assurance (QA) be involved?
A) Testing a product after it has been manufactured
B) Inspecting the components used in a product
C) Analyzing production processes for potential improvements
D) Checking for defects in the final product before shipping
Q11. How does high-quality production benefit a company in the competitive market?
A) It creates a unique selling point and strengthens market differentiation
B) It eliminates the need for advertising
C) It reduces the need for quality testing
D) It decreases the cost of production drastically
Q12. Why is quality crucial in maintaining legal and regulatory compliance?
A) It ensures the company avoids penalties, lawsuits, or recalls
B) It helps in lowering production costs
C) It simplifies the production process
D) It makes the product look more attractive to customers
Q13. How does quality impact product development and innovation?
A) It encourages continuous improvement and better design
B) It limits creativity and experimentation
C) It focuses solely on the current product, ignoring future trends
D) It reduces the need for customer feedback
Q14. What is the role of quality in fostering customer loyalty?
A) Quality products lead to better customer experiences and repeat business
B) Quality makes products cheaper for customers
C) Quality eliminates the need for customer support
D) Quality guarantees that all customers will be satisfied
Q15. How does focusing on quality contribute to the sustainability of a business?

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 UPPSC AE 2024 Combined State Engineering Services Examination
A) It reduces the risk of product failure and ensures consistent customer demand
B) It increases the complexity of the business operations
C) It eliminates the need for employee training
D) It guarantees a constant supply of raw materials

Solutions
1. Answer: B) Achieving higher customer satisfaction
Explanation:
A) Reducing the need for process documentation: TQM encourages thorough
documentation and standardization of processes, not reducing them.
B) Achieving higher customer satisfaction: Correct. TQM focuses on continuous
improvement, customer feedback, and reducing defects, all of which lead to higher customer
satisfaction.
C) Increasing the speed of production: TQM focuses on quality improvement, not
necessarily speed.
D) Lowering product prices: TQM does not directly focus on lowering prices, but it does
improve efficiency, which may indirectly reduce costs.
2.Answer: B) Reliability
Explanation:
A) Durability: This refers to the product’s ability to last over time, but not necessarily its
consistency in performance.
B) Reliability: Correct. Reliability refers to how consistently a product performs its intended
function over time without failure.
C) Performance: This refers to how well the product works or performs, but not necessarily
its consistency over time.
D) Aesthetics: Aesthetics pertains to the visual and sensory qualities of a product, not its
reliability.
3. Answer: A) It is easy and inexpensive to repair
Explanation:
A) It is easy and inexpensive to repair: Correct. Serviceability refers to how easily and cost-
effectively a product can be repaired or maintained.
B) It performs exceptionally well: This relates more to the performance of the product, not
its serviceability.
C) It has a sleek and modern design: This relates to the aesthetic qualities of the product, not
its serviceability.
D) It is available in multiple colors: This is an aesthetic feature, not a characteristic of
serviceability.

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 UPPSC AE 2024 Combined State Engineering Services Examination
4. Answer: A) Its performance and features relative to its price
Explanation:
A) Its performance and features relative to its price: Correct. Value for money is determined
by how well a product’s performance and features justify its cost.
B) Its aesthetic appeal: Aesthetic appeal can influence customer perception, but it is not the
main factor in value for money.
C) Its brand reputation: Brand reputation can influence consumer choices but does not
directly determine value for money.
D) Its packaging: Packaging may affect a product's appeal but does not directly affect its value
for money.
5. Answer: B) The product meets regulatory requirements
Explanation:
A) Customer feedback: While important, feedback indicates satisfaction, not conformance to
quality standards.
B) The product meets regulatory requirements: Correct. Meeting regulatory standards is a
clear indicator of conformance to predefined quality standards.
C) The product is visually appealing: Aesthetic quality does not necessarily mean the product
conforms to technical quality standards.
D) The product is frequently tested for defects: Testing is part of quality control, but it
doesn’t directly indicate conformance to quality standards.
6. Answer: B) Preventing defects from occurring during production
Explanation:
A) Reducing defects in the final product: This is a goal of QC, not QA. QA is about
preventing defects before they happen.
B) Preventing defects from occurring during production: Correct. QA focuses on improving
processes to reduce the chances of defects.
C) Enhancing the aesthetic appeal of the product: Aesthetic qualities are a part of product
design but are not the focus of QA.
D) Increasing the speed of production: While efficiency may be a side effect, QA focuses on
improving quality, not just increasing speed.
7. Answer: C) Inspection and testing
Explanation:
A) Process mapping: This is more closely associated with QA, as it helps in process design
and improvements.
B) Fishbone diagram: A tool used in both QA and QC to identify the root causes of defects,
often part of process improvement, but not specifically for final product inspection.

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 UPPSC AE 2024 Combined State Engineering Services Examination
C) Inspection and testing: Correct. QC focuses on the inspection and testing of products to
identify defects.
D) Benchmarking: Benchmarking is often used in QA for process improvement, but it is not
primarily a QC tool.
8. Answer: C) Creating a process checklist for production
Explanation:
A) Performing an inspection on a product line: This is part of QC, as it focuses on inspecting
the finished product.
B) Analyzing customer complaints about the product: While valuable, this is more related
to post-production and feedback, not a proactive QA activity.
C) Creating a process checklist for production: Correct. QA involves establishing standards
and procedures, such as creating checklists, to ensure consistency and quality in production.
D) Running a test to check the durability of the product: This is a QC activity, as it focuses
on testing the final product for defects.
9. Answer: B) Inspecting products to ensure they meet quality standards
Explanation:
A) Designing processes to improve quality: This is the function of QA, not QC.
B) Inspecting products to ensure they meet quality standards: Correct. QC is focused on
inspecting and testing the finished product to ensure it conforms to the required standards.
C) Developing training programs for employees: This is a QA activity, as QA focuses on
process improvement and employee training.
D) Analyzing customer feedback to improve product design: This is important for both QA
and QC but is more related to the feedback loop after a product is released.
10. Answer: C) Analyzing production processes for potential improvements
Explanation:
A) Testing a product after it has been manufactured: This is QC, not QA.
B) Inspecting the components used in a product: This can be part of QC to ensure
components meet standards before production.
C) Analyzing production processes for potential improvements: Correct. QA focuses on
ensuring that production processes are designed and optimized for high quality and that
improvements are made where needed.
D) Checking for defects in the final product before shipping: This is a typical QC activity,
focused on product inspection.
11. Answer: A) It creates a unique selling point and strengthens market differentiation
Explanation:

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 UPPSC AE 2024 Combined State Engineering Services Examination
A) It creates a unique selling point and strengthens market differentiation: Correct. High
quality helps a company differentiate itself from competitors, which is essential in a
competitive market.
B) It eliminates the need for advertising: Advertising is still important to promote high-
quality products; quality alone cannot replace marketing.
C) It reduces the need for quality testing: Quality testing is necessary to ensure that standards
are consistently met, regardless of the quality level.
D) It decreases the cost of production drastically: High-quality production may require
investment in processes and materials but can lead to cost savings in the long run by reducing
defects and returns.
12. Answer: A) It ensures the company avoids penalties, lawsuits, or recalls
Explanation:
A) It ensures the company avoids penalties, lawsuits, or recalls: Correct. Quality ensures
that products comply with legal and regulatory standards, avoiding legal issues like fines,
lawsuits, or recalls.
B) It helps in lowering production costs: While quality can reduce costs in the long run, its
primary role in compliance is ensuring products meet required standards.
C) It simplifies the production process: Quality may improve efficiency but does not
necessarily simplify the process; in some cases, it may require more detailed planning and
controls.
D) It makes the product look more attractive to customers: While aesthetic quality can
appeal to customers, the main role of quality in compliance is ensuring safety and adherence
to regulations.
13. Answer: A) It encourages continuous improvement and better design
Explanation:
A) It encourages continuous improvement and better design: Correct. Quality management
fosters a culture of continuous improvement and innovation, leading to better product design
and new solutions.
B) It limits creativity and experimentation: Quality does not limit creativity; in fact, it
encourages experimentation within a controlled, effective framework.
C) It focuses solely on the current product, ignoring future trends: Quality management
encourages adaptability and staying aligned with customer needs, including future trends.
D) It reduces the need for customer feedback: Quality should incorporate customer feedback
to improve products and services.
14. Answer: A) Quality products lead to better customer experiences and repeat business
Explanation:

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 UPPSC AE 2024 Combined State Engineering Services Examination
A) Quality products lead to better customer experiences and repeat business: Correct.
When customers experience high quality, they are more likely to return and remain loyal to the
brand.
B) Quality makes products cheaper for customers: Quality often involves investing in
materials and processes that can raise the price, but customers will perceive value in the long-
term performance.
C) Quality eliminates the need for customer support: High-quality products may reduce the
need for support, but customer service is still necessary for addressing issues and inquiries.
D) Quality guarantees that all customers will be satisfied: No product can guarantee 100%
satisfaction, but high quality improves the likelihood of customer satisfaction.
15. Answer: A) It reduces the risk of product failure and ensures consistent customer
demand
Explanation:
A) It reduces the risk of product failure and ensures consistent customer demand: Correct.
Maintaining high quality minimizes product failures, which protects the business's reputation
and sustains demand over time.
B) It increases the complexity of the business operations: Quality management may require
additional processes, but it is about improving, not complicating, operations.
C) It eliminates the need for employee training: Employee training is essential for
maintaining quality standards, so it does not eliminate the need.
D) It guarantees a constant supply of raw materials: Quality is about the final product’s
performance and standards, not guaranteeing a constant supply of materials.

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Chapter-2 | Quality Control Tool and Techniques

QUALITY CONTROL

Chapter-2| Quality Control Tool and Techniques

2.1 Statistical Process Control (SPC)
Statistical Process Control (SPC) is a method used in quality control and process
management to monitor, analyze, and control a process through statistical techniques. It
aims to ensure that the process operates efficiently, producing products that meet quality
standards with minimal variation. SPC involves using data from the production process
to identify issues, monitor the stability of the process, and take corrective actions when
necessary to improve quality and performance.

2.1.1 Key Concepts of Statistical Process Control

a) Process Variation:

• Every process has inherent variation, and it is important to distinguish between

two types of variation:

➢ Common Cause Variation (Random Variation): This is the natural,

inherent variability in a process that is always present. It arises from factors
like machine wear, material inconsistencies, and operator differences.
Common cause variation is expected and stable, and the process is considered
"in control" when it is dominated by this type of variation.

➢ Special Cause Variation (Assignable Variation): This type of variation

occurs due to specific, identifiable factors such as equipment malfunction,
human error, or external environmental factors. Special cause variation
indicates that the process is "out of control" and needs investigation and
correction.

b) Control Charts:

• Control charts (also called Shewhart charts) are one of the primary tools used in
SPC. They visually display process data over time and help identify trends, shifts,
or outliers that suggest problems.

• A control chart typically includes:

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

➢ Central Line (CL): This is the average or target value of the process.

➢ Upper Control Limit (UCL) and Lower Control Limit (LCL): These are
the boundaries of acceptable variation. If the process data points fall outside
these limits, the process is considered to be out of control.

➢ Data Points: These represent the actual process measurements over time.

c) Types of Control Charts: Control charts are tailored to different types of data and
processes:

• X-bar and R Charts: Used for monitoring the mean (average) and range of a
process when the data is collected in subgroups (e.g., samples of 5 units).

• X-bar and S Charts: Similar to X-bar and R charts but used when the standard
deviation is known or when sample sizes are large.

• p-Chart (Proportion Chart): Used to monitor the proportion of defective items

in a process when the data is in the form of proportions (e.g., percentage of
defective units in a batch).

• np-Chart: Used for monitoring the number of defective items in a sample, similar
to a p-chart but with fixed sample sizes.

• c-Chart (Count of Defects): Used to monitor the number of defects in a constant

sample size.

• u-Chart: Used for monitoring the number of defects per unit in a process when
the sample size can vary.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

d) Process Capability:

• Process capability is the ability of a process to produce products that meet

specified quality standards. It is determined by comparing the natural variation of
the process (its spread) to the specification limits (acceptable range of variation).

• The most common measure of process capability is the Cp index, which compares
the process spread to the specification limits. A value of Cp > 1 indicates that the
process can meet the specifications consistently. If Cp < 1, the process may not be
capable of producing products within specifications.

e) Capability Indices (Cp, Cpk, Pp, Ppk):

• Cp: Compares the width of the process distribution to the width of the
specification limits. It does not consider the process mean.

• Cpk: Similar to Cp, but it also accounts for how centered the process is. A higher
Cpk indicates better capability.

• Pp: A measure of process capability based on overall variation, including both

common cause and special cause variation.

• Ppk: Similar to Pp but accounts for the process mean shift.

2.1.2 Steps in Statistical Process Control

a) Data Collection:

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

• Collect data from the production process. The data can be from the actual product
or the process itself, such as measurements of dimensions, weight, temperature,
or other relevant attributes.

• It is important to ensure that the data is representative of the process, and it is

typically collected over time or across multiple batches.

b) Plot Data on a Control Chart:

• Organize the collected data and plot it on a control chart. The chart will have
control limits based on historical data or specifications, with the central line
representing the process mean or target value.

• Data points that fall outside the control limits indicate potential issues that
require investigation.

c) Analyze the Control Chart:

• Analyze the control chart for patterns. A process is considered "in control" if the
data points fluctuate randomly within the control limits, with no clear trends or
outliers.

• Special patterns to look for include:

• Trends: A consistent upward or downward movement over time.

• Cycles: A repeating pattern in the data.

• Sudden jumps: Large, abrupt shifts in data values.

• Outliers: Data points that fall far outside the control limits.

d) Investigate Special Causes:

• If special cause variation is detected (i.e., points outside the control limits or
unusual patterns), investigate to identify the root cause. This could involve
checking equipment, reviewing operator actions, or evaluating external factors
that might affect the process.

e) Take Corrective Actions:

• Once the special causes are identified, corrective actions can be taken to bring
the process back into control. This might involve fixing equipment, changing
procedures, or training employees.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

f) Monitor the Process Continuously:

• SPC is a continuous improvement method, so regular monitoring is essential to

ensure that the process remains stable and improvements are sustained over time.
Continuous data collection and chart updates are necessary.

2.1.3 Benefits of Statistical Process Control

a) Improved Product Quality:

• By detecting issues early, SPC helps in maintaining high product quality by

ensuring that processes stay within predefined limits.

b) Reduced Waste and Defects:

• SPC helps identify and eliminate sources of variation, leading to less waste, fewer
defective products, and better resource utilization.

c) Cost Savings:

• By reducing defects and improving efficiency, SPC can lower production costs
and prevent expensive recalls or rework.

d) Better Decision Making:

• SPC provides data-driven insights into the health of a process, allowing managers
and operators to make informed decisions based on real-time data rather than
guesswork.

e) Improved Customer Satisfaction:

• With fewer defects and more consistent product quality, customer satisfaction
increases, leading to better customer retention and brand reputation.

f) Continuous Improvement:

• SPC helps establish a culture of continuous improvement by identifying trends

and areas for optimization, leading to ongoing process enhancement.

2.1.4 Challenges in Statistical Process Control

a) Data Quality:

• SPC is only effective if the data collected is accurate, representative, and timely.
Poor data collection methods or incomplete data can lead to incorrect conclusions.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

b) Resistance to Change:

• Employees may resist SPC if they perceive it as an additional workload or if they

are not trained on its benefits and applications.

c) Understanding the Root Causes:

• While SPC can identify when a process is out of control, it doesn't always explain
why. Identifying the underlying causes of variation requires additional problem-
solving tools (such as root cause analysis or fishbone diagrams).

d) Initial Setup Costs:

• Setting up SPC systems, including training staff, implementing monitoring

systems, and establishing control charts, can be resource-intensive. However, this
investment typically pays off through long-term savings.

2.2 Sampling Techniques

Sampling Techniques are methods used to select a subset of items from a larger
population to estimate characteristics or make inferences about the entire population.
These techniques are widely used in various fields such as statistics, market research,
quality control, and social sciences. By using a sample, researchers can draw conclusions
without needing to examine every single member of a population, saving both time and
resources.

2.2.1 Types of Sampling Techniques

Sampling techniques are typically categorized into probability sampling and non-
probability sampling. Let's dive into each category and its specific methods.

A) Probability Sampling:
In probability sampling, each member of the population has a known and non-zero
chance of being selected. This type of sampling is advantageous because it allows for the
calculation of sampling error and generalization of results to the larger population. The
main probability sampling techniques are:

a) Simple Random Sampling:

• Definition: Each member of the population has an equal chance of being selected. It
is the most basic and straightforward type of probability sampling.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

• How it works: You randomly select participants or items from the population, often
using random number generators or drawing lots.

• Example: Selecting 10 employees randomly from a list of 100 employees in a

company.

• Advantages:

➢ No bias in selection.

➢ Every individual has an equal chance of being chosen.

• Disadvantages:

➢ It may not be practical for large populations, as it can be time-consuming and

costly to obtain a truly random sample.

b) Systematic Sampling:

• Definition: Involves selecting every nth item from a list or population after choosing
a random starting point.

• How it works: After selecting a random starting point, every nth element in the
population is selected for inclusion in the sample.

• Example: If you want a sample of 10 from a population of 100, you might select
every 10th item after randomly choosing a starting point between 1 and 10.

• Advantages:

➢ Simpler to implement than simple random sampling, especially in large

populations.

➢ Still ensures randomness if the population list does not follow any specific order.

• Disadvantages:

➢ If there’s an underlying pattern in the population that aligns with the sampling
interval, this could introduce bias.

c) Stratified Sampling:

• Definition: The population is divided into different subgroups, or strata, that share
similar characteristics (e.g., age, income, education), and then a sample is taken from
each stratum.

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Chapter-2 | Quality Control Tool and Techniques

• How it works: First, divide the population into strata, and then randomly sample
from each stratum, either proportionally or equally.

• Example: A survey of employees in a company might stratify the population by

department (e.g., HR, marketing, IT) and then randomly select employees from each
department.

• Advantages:

➢ Provides more precise estimates of the population characteristics because it

ensures representation from each subgroup.

➢ Reduces sampling error.

• Disadvantages:

➢ More complex to administer than simple random sampling.

➢ Requires knowledge about the population’s stratification in advance.

d) Cluster Sampling:

• Definition: The population is divided into clusters, and a random sample of clusters
is selected. All or a random sample of elements from the chosen clusters are then
included in the sample.

• How it works: Divide the population into clusters (often based on geographic
location or other natural groupings), randomly select some clusters, and then collect
data from all or a random subset of individuals within the selected clusters.

• Example: A city is divided into different neighborhoods (clusters), and you randomly
select a few neighborhoods to survey all households in those neighborhoods.

• Advantages:

➢ Cost-effective and easier to implement, especially for geographically dispersed

populations.

➢ Useful for large populations.

• Disadvantages:

➢ May increase sampling error if the clusters are not homogenous (i.e., the people
within each cluster differ significantly from each other).

e) Multistage Sampling:

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• Definition: A combination of various sampling methods used in stages, typically
starting with a larger group and narrowing down to smaller groups.

• How it works: For example, you could first use cluster sampling to select several
regions, then use simple random sampling to select individual households within
those regions.

• Example: A researcher might first sample entire schools (clusters), then sample
individual classrooms within those schools, and then finally select students randomly
within those classrooms.

• Advantages:

• Highly flexible and practical for large-scale studies.

• Can be used when population lists are incomplete or unavailable.

• Disadvantages:

• Can introduce more sampling errors, especially if the stages are poorly executed.

B) Non-Probability Sampling:
In non-probability sampling, the selection of individuals is not random. Some
individuals have a higher chance of being selected, and the results cannot be generalized
to the population as precisely as in probability sampling. This technique is often used
when probability sampling is not feasible due to cost or time constraints.

a) Convenience Sampling:

• Definition: The sample is taken from a group that is easy to access or convenient for
the researcher.

• How it works: Researchers select subjects based on what is easiest to reach.

• Example: A researcher might survey people walking in a mall or customers visiting

a store.

• Advantages:

➢ Very quick and easy to implement.

➢ Inexpensive and convenient.

• Disadvantages:

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

➢ Highly biased, as it does not represent the broader population.

➢ Limited generalizability.

b) Judgmental (Purposive) Sampling:

• Definition: The researcher selects participants based on their judgment or

knowledge about the population. This often involves selecting individuals who have
specific characteristics or expertise.

• How it works: The researcher deliberately chooses individuals who are deemed
representative of the population or who possess specific qualities relevant to the
study.

• Example: A researcher studying healthcare professionals might specifically select

doctors, nurses, and medical researchers for interviews.

• Advantages:

➢ Useful when specific expertise or characteristics are needed.

➢ Efficient for targeting a specific subgroup.

• Disadvantages:

➢ Subjective and prone to researcher bias.

➢ Not representative of the broader population, limiting generalizability.

c) Snowball Sampling:

• Definition: A method often used when studying hard-to-reach populations. Existing

subjects recruit future subjects from among their acquaintances, thus "snowballing"
the sample size.

• How it works: One participant refers another, and those referred participants may
refer others, creating a chain of recruitment.

• Example: Studying a hidden population like drug users or individuals with rare
medical conditions.

• Advantages:

➢ Effective for studying populations that are hard to reach or identify.

➢ Useful for qualitative research.

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• Disadvantages:

➢ Can lead to bias because the sample may not represent the population accurately.

➢ The sample may be homogenous, with participants sharing similar traits or

backgrounds.

d) Quota Sampling:

• Definition: The researcher ensures that certain characteristics are represented in the
sample in proportion to their prevalence in the population. However, selection within
the quotas is non-random.

• How it works: The researcher divides the population into subgroups (e.g., by gender,
age, income), and then selects participants from each subgroup to meet a
predetermined quota.

• Example: A researcher might ensure that 50% of the sample is female, 30% is male,
and 20% is non-binary, based on the population's gender distribution.

• Advantages:

➢ Ensures that key subgroups are represented in the sample.

➢ Easier and faster than random sampling.

• Disadvantages:

➢ Non-random selection within quotas can introduce bias.

➢ The sample may not be fully representative of the entire population.

C) Acceptance sampling
• Acceptance sampling is the process of evaluating a portion of the product/ material in
a lot for the purpose of accepting or rejecting the lot as either conforming or not
conforming to quality specifications.

• The process of performing a check of raw materials, components and parts supplied
by the vendors is called incoming inspection. Similarly, before dispatching a lot of
finished goods to the customers, an outgoing inspection is done. For both of these,
incoming and outgoing inspection, acceptance sampling may be used.

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• Inspection for acceptance purpose is carried out at many stages in manufacturing.

There are generally two ways in which inspection is carried out: (i) 100% inspection
(ii) Sampling inspection.

• In 100% inspection all the parts or products are subjected to inspection, whereas in
sampling inspection only a sample is drawn from the lot and inspected. A sample
may be defined as the number of items drawn from a lot, batch or population for
inspection purposes.

• However, 100% inspection will be required when the lots contain items that are
critical in nature and any failure at a later stage of assembling or performance may
result in high cost of replacement or rework. 100% inspection may also be useful for
lots of expensive items having a very low volume of annual consumption.

• Through sampling inspection, we determine the acceptance or rejection of a lot or

population on the basis of number of defective parts found in a random sample drawn
from the lot. If the number of defective items does not exceed a predefined level, the
lot is accepted, otherwise it is rejected.

• Acceptance sampling can be performed during inspection of incoming raw materials,

components, and assemblies, in various phases of in-process operations, or during
final product inspection. It can be used as a form of product inspection between
companies and their vendors, between manufacturers and their customers, or
between departments or divisions within the same company.

• Acceptance sampling does not control or improve the quality level of the process.
As stressed previously, quality cannot be inspected into a product or service; quality
must be designed and built into it. Because of the very

Types of Acceptance Sampling

a) Single Sampling Plan

• When a decision on acceptance or rejection of the lot is made on the basis of only
one sample, the acceptance plan is known as a single sampling plan.

• If N is the lot size from which the sample is drawn. n is the sample size, c is the
number of allowable defectives in the sample, then the sampling plan shown in figure
below is applicable.

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• Example: In the sampling plan, if N = lot size = 500, n = sample size = 50, c =
acceptance number = 10, it means that if we take a sample of 50 items from a lot of
500, and if the sample contains more than 10 defective item then the lot gets rejected,
otherwise the lot is accepted.

b) Double Sampling Plan

• When a decision on acceptance or rejection of the lot is made on the basis of

sometimes only one and sometimes on the basis of two samples, the acceptance
plan is known as a double sampling plan.

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Example: N= 500, n₁ = 25, n₂ = 40, c₁ = 1, C₂ = 4

This may be interpreted as follows:

• Take a first sample of 25 items from a lot of 500 and inspect it.

• Accept the lot on the basis of the first sample if it contains 0 or 1 defective item

• Reject the lot on the basis of the first sample if it contains more than 4 defective
items

• Take a second sample of 40 items if the first sample contains 2, 3 or 4 defective

items.

• Accept the lot on the basis of the first and second sample combined, if the combined
sample of 65 items contains 4 or less defective items.

• Reject the lot on the basis of the combined sample if the combined sample contains
more than 4 defective items.

• The lot may be accepted in the following ways.

• 0 or 1 defective item in the first sample (without taking second sample)

• 2 defective items in the first sample followed by 0, 1 or 2 defective items in the

second sample.

• 3 defective items in the first sample followed by 0 or 1 defective item in the

second sample.

• 4 defective items in the first sample followed by 0 defective items in the second
sample.

• The probability of accepting the lot is the sum of probabilities of the different ways
in which it may be accepted.

• Although double sampling plans are more complicated than single sampling plans,
usually fewer items need to be sampled, on average, to make a decision regarding
the lot. This is because a demonstration of extremely good or extremely poor batch
quality in the first sample causes acceptance or rejection of the lot without the need
for a second sample.

c) Multiple Sampling Plan

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• In this plan, a decision to accept or reject a lot is taken after inspecting more than
two samples.

• A multiple sampling plan will generally involve less total inspection, than the
corresponding single or double sampling plan guranteeing the same protection. But
they usually require higher administrative costs and higher calibre inspection
personnel may be necessary to guarantee proper use of the plans.

d) Sequential Sampling Plan

• The ultimate extension of the multiple sampling plan is the sequential sampling plan,
which is an item-by-item inspection plan.

• After each item is inspected, a decision is made to accept the lot, reject the lot, or
choose another item for inspection, depending on whether the observed cumulative
number of nonconforming items is less than or equal to the acceptance number,
greater than or equal to the rejection number, or in between the two.

Methods of Sampling Plan

• The sampling methods can be classified as:

➢ Simple random sampling

➢ Stratified sampling

➢ Systematic sampling

➢ Cluster sampling

➢ Two stage sampling

2.3 Quality control tools

As given by Kaoru Ishikawa, seven quality control tools are as under:

• Pareto Chart

• Flow Chart

• Cause and Effect Diagram

• Scatter Plot

• Check Sheet

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• Histogram

• Control Chart
a) Pareto Chart
• It is given by Vilfredo Pareto, an Italian economist.
• It supports 80/20 rule, which states that approx "80% of problem are created by
approx 20% of cause".
• Pareto chart helps in identifying and distinguishing the vital few factors from the
trivial many. Thus, by finding out and eliminating few (unnecessary) factors, most
of the problems can be solved.
• The exact percentages (80/20) may vary in different situations but the sense is that
most of the problem are caused by very few factors.
• Pareto chart help prioritize problems by arranging them in descending order of
importance, from left to right in a bar diagram.
• In an environment of limited resources, these diagrams help companies decide on
the order in which they should address problems.

b) Flow Chart
• It is a pictorial diagram which shows the sequence of events in a process.
• A flow chart would allow pin pointing of key problem areas that contribute to a
particular problem.

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• Flow charts help in visualising and understanding a process, and also in finding
flaws and bottle necks in a process.
• Commonly used symbols in flow charts

c) Cause-and-Effect Diagrams
• Cause-and-effect diagrams were developed by Kaoru Ishikawa and thus are often
called Ishikawa diagram.
• They are also known as fishbone diagrams because of their appearance (in the plotted
form).
• These diagrams are used to identify and attributed to a problem (or an effect). These
diagrams thus help determine which of several causes has the greatest effect.
• A cause-and-effect diagram can aid in identifying the reasons why a process goes out
of control Alternatively, if a process is stable, these diagrams can help management
decide which causes to investigate for process improvement.
• It is known as a fishbone diagram because of its shape, similar to the side view of a
fish skeleton. The defect is shown as the fish's head, facing to the right, with the
causes extending to the left as fishbones; the ribs branch off the backbone for major
causes, with sub-branches for root-causes to as many levels as required.
• The causes emerge by analysis, often through brainstorming sessions, and are
grouped into categories on the main branches off the fishbone. Each potential cause
is traced back to find the root cause, often using the why-why analysis. After
determining the root cause, the causes may be prioritised to determine which are
having the largest effect and which are easy to fix or control.

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d) Scatter Plots
• The scatterplot consists of plotting data to depict the relationship between two
variables.
• When we analyze processes, the relationship between a controllable variable and a
desired quality characteristic is frequently of importance. Knowing this relationship
may help us decide how to set a controllable variable to achieve a desired level for
the output characteristic.
• The measured or dependent variable is customarily plotted along the vertical axis.
Subsequently, a correlation, if it exists, may be established between the two
variables. For example, weight and height, weight would be on y axis and height
would be on the x axis.
• Correlations may be positive (rising), negative (falling), or null (uncorrelated). If
the pattern of dots slopes from lower left to upper right, it indicates a positive
correlation between the variables being studied. If the pattern of dots slopes from
upper left to lower right, it indicates a negative correlation.

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e) Check Sheet
• A check sheet is a structured, prepared form for collecting and analysing data in real
time at the location where the data is generated.
• This is a generic tool that can be adapted for a wide variety of purposes.
• The pattern and distribution of data helps in analysing the causes for problems.

f) Histogram
• It is a bar graph that shows the distribution of data. It is used to determine the spread
and variation of data point in graphical from.
• It is most commonly used graph to show frequency distribution. It provides the easiest
way to evaluate the distribution of data.

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Interval height (in cm) Frequency

139.5 – 149.5 6

149.5 – 1595 9

159.5 – 169.5 7

169.5 – 179.5 5

179.5 – 189.5 2

189.5 – 199.5 1

The above figure tells us about the variation of height among the people.

g) Control Chart
• A control chart is a graphical tool for monitoring the activity of an ongoing process.
Walter Shewhart first proposed their general theory. Hence, controlled charts are
sometimes referred to as Shewhart control charts.
• Control charts contain three lines. The centreline (CL) which represents the average
value of the quality characteristic being plotted, is an indication of where the process
is centered. Control charts contain two lines on either side of the centreline, known
as upper control limit (UCL) and lower control limit (LCL).

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• Control charts tell whether a process is under control or out of control. If the points
plotted in the control chart fall randomly within the UCL and LCL and don't show
any identifiable non-random pattern, then it will be said that the process is under
control.
• On the other hand, if a point falls outside the control limits or points lie within the
control limits but show any particular non-random pattern, then it is said that the
process has gone out of control.
• In the control chart, the value of the quality characteristics are plotted along the
vertical axis and the horizontal axis represents samples from which the quality
characteristic are found. The quality characteristics are obtained from the inspection
of items in the samples.
• Quality characteristics are of two types - variables and attributes. Variable are those
quality characteristics, which can be measured, ex length, diameter, weight etc.
Thus numerical values can be obtained for these variable quality characteristics.
Attributes are those quality characteristics which are expressed in terms of good or
bad, defective or non-defective, conformity or non-conformity etc. Ex - proportion
of defectives, number of defects in a unit etc.
• Variation and quality are opposite to each other. The more the variation, lower will
be the quality and vice-versa. Thus, to improve the quality, variation in the quality
characteristic of the product should be minimised.
• Variations are of two types: (1) Natural variations, or common cause variations or
variations due to chance factors and (2) special cause variations or variations due to
assignable factors.
• Variations due to the common causes are always present in the process. Their
magnitude is small. These can't be eliminated but can be reduced, through quality
improvement. If these variations are present, then the points will fall randomly
within the control limits in the control chart and the process will be under control.

Benefits of Control Chart

• A control chart indicates when something may be wrong so that corrective action
can be taken.

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• The pattern of the plot on the control chart can diagnose possible causes and hence
can indicate possible remedial actions.
• Since variation is a part of any process, hence the control chart shows that when the
variation is normal due to common causes only and so no correction action is
needed.
• If the control chart shows a process to be in statistical control, we can estimate the
capability of the process and hence its ability to meet customer's requirements. This
helps the product and process design.
• Control charts also provide useful information regarding actions to take for quality
improvement.

2.4 Inspection and testing

Inspection and testing are critical steps in the manufacturing, quality assurance, and
product development process. They ensure that a product or component meets the
required standards and specifications. The different types of inspection and testing can
be categorized based on the methods employed, such as visual, dimension, functional,
and destructive testing. Let’s break down each type in detail:

a) Visual Inspection

Definition: Visual inspection is the process of examining a product or component using

the human eye or magnifying tools to detect any defects, surface flaws, or deviations
from the desired specifications.

Process:

• It can be conducted manually or using visual inspection tools like magnifying

glasses, microscopes, or digital cameras with high-resolution capabilities.
• Light sources (e.g., UV lights) may be used to enhance visibility of certain defects,
such as cracks or surface inconsistencies.
• It can also involve the use of technology like computer vision systems in automated
inspections.

Purpose:

• To detect surface defects like cracks, dents, scratches, corrosion, or paint

imperfections.

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• To check for cosmetic flaws or irregularities that may affect the appearance or
functionality of the product.
• Often used for final inspections before packaging or shipment.

Advantages:

• Fast and non-destructive.

• Relatively low cost and simple to implement.
• Can be done in various stages of production (incoming materials, in-process, and
final inspection).

Limitations:

• Limited to visible defects and cannot detect internal problems like stress fractures or
hidden flaws.
• Subjectivity in judgment, depending on the inspector’s skill and experience.

b) Dimension Inspection

Definition: Dimension inspection involves measuring the physical dimensions (length,

width, height, diameter, etc.) of a component to ensure it conforms to the specified
design tolerances.

Process:

• Common tools used include calipers (vernier, digital, or micrometer), height gauges,
optical comparators, and coordinate measuring machines (CMM).
• Measurement can be done manually or with automated systems, and the data can be
compared to the blueprint specifications.
• Tolerances (acceptable limits for variation) are predefined, and deviations outside
these tolerances can indicate manufacturing issues.

Purpose:

• To verify the precise size, shape, and geometry of components.

• To ensure that the part fits correctly within an assembly or meets functional
requirements.
• Ensures that components adhere to strict specifications, especially in industries like
aerospace, automotive, and electronics.

Advantages:

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• Accurate and precise measurements.

• Can be automated, reducing human error.

• Ensures product fit and functionality, especially in complex assemblies.

Limitations:

• Only checks physical attributes, not performance or durability.

• Does not detect hidden defects or irregularities like cracks or internal stresses.

c) Functional Testing

Definition: Functional testing ensures that the product or component works as intended
under normal operating conditions. It involves testing the actual performance of the
item.

Process:

• The product is tested under real-world conditions or simulated environments to

confirm it meets the performance specifications.

• For electrical devices, this might involve checking the power output, battery life, or
signal strength.

• For mechanical systems, it could involve checking the smooth operation of gears,
pistons, or any moving parts.

• Test methods can include environmental simulations (e.g., temperature, humidity),

vibration tests, load tests, or operational tests.

Purpose:

• To validate the functionality of the product, ensuring that it works as expected.

• To detect any failure modes that may not have been evident in previous inspections.
• To verify that all features perform as intended when subjected to real-world usage or
stress conditions.

Advantages:

• Ensures product reliability and safety in actual usage.

• Verifies the performance under realistic or extreme conditions.

Limitations:

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• May require more time and resources (e.g., expensive testing setups or simulation
environments).

• Not suitable for all types of products (e.g., products with non-repetitive functions).

d) Destructive Testing

Definition: Destructive testing involves testing a product or material to the point of

failure in order to understand its characteristics, strength, and limits. The product or
material cannot be used after testing.

Process:

• Common tests include tensile testing, impact testing, fatigue testing, and fracture
testing, where samples are subjected to stress, pressure, or other extreme conditions.
• Tensile testing measures how a material stretches under tension until it breaks.
• Impact testing evaluates how a material reacts to a sudden force or shock, typically
using a pendulum-type impact tester.
• Fatigue testing assesses the number of cycles a material can withstand before failure
due to repeated stress.
• Fracture toughness testing evaluates the ability of a material to resist crack
propagation.

Purpose:

• To determine material properties like strength, ductility, and elasticity.

• To understand failure modes and material behavior under stress.
• To ensure that materials or components can withstand the stresses they will
encounter during normal usage or extreme conditions.

Advantages:

• Provides critical data on the limits and durability of materials.

• Essential for safety-critical applications (e.g., aerospace, automotive).
• Helps manufacturers improve product design by understanding failure points.
Limitations:
• The sample or product is destroyed, meaning it cannot be reused.
• Can be expensive and time-consuming due to the need for specialized equipment.

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• Often involves testing a small sample size, which may not fully represent real-world
conditions.

Type of Purpose Methodology Examples of Advantages Limitations

Testing Tools/Equipment

Visual Detects Manual or Magnifying Fast, simple, Limited to

Inspection visible assisted glasses, digital low-cost visible
defects and inspection cameras, UV defects,
flaws lights subjective

Dimension Verifies Measurement Calipers, Accurate Cannot

Testing physical tools and micrometers, and precise, detect
dimensions equipment CMMs automated hidden
options defects or
performance

Functional Assesses Performance Load testers, Validates Time-

Testing performance simulations or signal generators, operational consuming,
in real-world testing testing chambers performance expensive,
use not always
applicable

Destructive Determines Applying Tensile testers, Provides Destructive,

Testing material stress until impact testers, valuable expensive,
limits and failure occurs fatigue testers data on time-
failure durability intensive
modes and limits

QUESTIONS

1. What is the primary purpose of using control charts in SPC?

a) To determine the cause of process variation

b) To identify the presence of systematic errors

c) To monitor the stability of a process over time

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Chapter-2 | Quality Control Tool and Techniques

d) To predict future performance of the process

2. Which type of control chart would be most appropriate for monitoring the number of defects
in a batch of products where the sample size varies?

a) p-chart

b) u-chart

c) np-chart

d) c-chart

3. In an SPC context, what does a "point outside the control limits" typically indicate?

a) The process is in statistical control

b) The process is stable and predictable

c) A special cause of variation has occurred

d) The process is experiencing random variation

4. When performing an X-bar chart, what does a "run" of 7 consecutive points all above the
centerline indicate?

a) The process is in control

b) There is a special cause of variation

c) The process is statistically stable

d) The process is experiencing random variation

5. Which of the following best describes the concept of "process capability" in SPC?

a) The ability of the process to produce output without variation

b) The degree to which a process meets customer specifications

c) The ability of a process to remain stable over time

d) The difference between the upper and lower control limits

6. Which of the following best describes the primary use of a Pareto chart?

a) To identify the root cause of defects

b) To track the performance of a process over time

c) To display the most significant factors contributing to a problem

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

d) To visualize the relationship between two variables

7. What is the main advantage of using a Fishbone (Ishikawa) diagram in problem-solving?

a) It helps in collecting data from different sources

b) It allows the user to analyze the root causes of a problem systematically

c) It tracks the changes in process over time

d) It identifies potential process improvements

8. What does a control chart primarily show?

a) The relationship between input and output in a process

b) The frequency of defects in a product

c) The variation in a process over time

d) The percentage of defect-free products

9. Which of the following tools would be most useful for identifying the frequency of different
types of defects in a manufacturing process?

a) Histogram

b) Pareto chart

c) Scatter diagram

d) Control chart

10. What is the primary purpose of a histogram in quality control?

a) To predict future defects in a process

b) To show the distribution of data and identify patterns

c) To track the causes of defects over time

d) To compare actual performance against a target

11. What is the primary purpose of destructive testing in quality control?

a) To evaluate the process capability

b) To ensure that products meet customer specifications

c) To assess the physical properties of a material by causing failure

d) To determine the aesthetic quality of a product

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12. Which of the following best describes a "go/no-go" gauge used in inspection?

a) A tool used to measure the temperature of a product

b) A device used to test the visual appearance of a product

c) A measuring tool used to determine if a part meets specified tolerances

d) A tool that analyzes the chemical composition of a material

13. Which of the following types of testing would be most appropriate for identifying defects
in the internal structure of a material without causing damage?

a) Destructive testing

b) Visual inspection

c) Non-destructive testing (NDT)

d) Functional testing

14. Which of the following inspection methods is most suitable for detecting surface cracks in
a metal part?

a) Ultrasonic testing

b) Visual inspection

c) Eddy current testing

d) X-ray testing

15. What is the main advantage of using automated inspection systems over manual inspection?

a) They eliminate the need for quality standards

b) They allow for faster, more consistent, and repeatable inspections

c) They reduce the need for employee training

d) They are less expensive to implement in the long term

16. Which of the following best describes the purpose of acceptance sampling?

a) To verify the production process quality based on continuous inspection

b) To determine the root cause of defects in a batch of products

c) To decide whether a batch of products should be accepted or rejected based on a sample

d) To measure the specific dimensions of a product

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

17. What does the "acceptance quality limit" (AQL) represent in acceptance sampling?

a) The maximum allowable defect rate for a single product

b) The maximum defect rate that is acceptable in a batch of products

c) The number of products that must be tested in a batch

d) The threshold at which all products in a batch must be tested

18. In acceptance sampling, what does the "lot size" refer to?

a) The number of units in a sample

b) The total number of products produced in a batch

c) The number of defective units in a batch

d) The number of units that pass the inspection

19. What is the role of the "sample size" in acceptance sampling?

a) It determines the total number of defects allowed in a batch

b) It specifies the number of units that must be inspected in a batch

c) It defines the acceptable defect rate in a batch

d) It defines the number of defect-free products needed to accept a batch

20. In a typical acceptance sampling plan, what does the "acceptance number" refer to?

a) The maximum number of defective items allowed in a sample for the lot to be accepted

b) The number of defects found in the sample after inspection

c) The number of products that must be inspected before making a decision

d) The total number of products in the batch

1. Answer: c) To monitor the stability of a process over time

Explanation of Options:

a) To determine the cause of process variation: Control charts help identify when a process is
out of control, but they don’t pinpoint the specific cause of variation. Root cause analysis would
be needed for that.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

b) To identify the presence of systematic errors: Control charts are not specifically designed
for this purpose. They are more focused on identifying out-of-control signals (random or non-
random).

c) To monitor the stability of a process over time: Correct. Control charts help assess whether
a process is stable (in-control) or if variation is occurring that needs attention (out-of-control).

d) To predict future performance of the process: Control charts do not predict future
performance. They track current performance and identify variations that may require
corrective actions.

2. Answer: b) u-chart

Explanation of Options:

a) p-chart: This chart is used to monitor the proportion of defective items in a sample when the
sample size is constant. It is not appropriate when the sample size varies.

b) u-chart: Correct. The u-chart is used for monitoring the number of defects per unit when
sample size varies. It accounts for the varying sample size in each subgroup.

c) np-chart: The np-chart is used to track the number of defectives in a fixed sample size, so
it’s inappropriate when sample sizes vary.

d) c-chart: This chart tracks the number of defects per unit in situations where the sample size
remains constant. It does not work when the sample size changes.

3. Answer: c) A special cause of variation has occurred

Explanation of Options:

a) The process is in statistical control: A point outside control limits indicates an out-of-control
condition, meaning the process is not in control.

b) The process is stable and predictable: A point outside control limits suggests instability and
predictability issues.

c) A special cause of variation has occurred: Correct. A point outside the control limits suggests
that a special cause (a non-random event) is influencing the process.

d) The process is experiencing random variation: Random variation usually stays within control
limits. A point outside control limits signals something unusual or non-random.

4. Answer: b) There is a special cause of variation

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Chapter-2 | Quality Control Tool and Techniques

Explanation of Options:

a) The process is in control: A run of 7 points all above the centerline suggests something out
of the ordinary, so the process is not in control.

b) There is a special cause of variation: Correct. A sequence of 7 consecutive points on one side
of the centerline typically signals a special cause of variation.

c) The process is statistically stable: A sequence of 7 points on one side of the centerline implies
instability in the process.

d) The process is experiencing random variation: Random variation should not show trends or
runs like this. Such patterns suggest special cause variation.

5. Answer: b) The degree to which a process meets customer specifications

Explanation of Options:

a) The ability of the process to produce output without variation: This is an unrealistic
expectation. All processes have some level of variation.

b) The degree to which a process meets customer specifications: Correct. Process capability
refers to how well the output of a process meets the specifications or tolerances defined by
customers or product design.

c) The ability of a process to remain stable over time: While stability is important, process
capability focuses on meeting specifications, not stability alone.

d) The difference between the upper and lower control limits: This defines the control limits of
a process, not its capability to meet specifications.

6. Answer: c) To display the most significant factors contributing to a problem

Explanation of Options:

a) To identify the root cause of defects: A Pareto chart helps identify the significant factors
contributing to a problem but does not directly identify the root cause.

b) To track the performance of a process over time: A Pareto chart is not used for tracking
performance over time. It is used to prioritize issues based on frequency or impact.

c) To display the most significant factors contributing to a problem: Correct. The Pareto chart
is based on the Pareto Principle (80/20 rule) and helps highlight the most frequent or impactful
causes.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

d) To visualize the relationship between two variables: This is more characteristic of a scatter
diagram, not a Pareto chart.

7. Answer: b) It allows the user to analyze the root causes of a problem systematically

Explanation of Options:

a) It helps in collecting data from different sources: The Fishbone diagram doesn’t focus on
data collection, it focuses on categorizing potential causes of a problem.

b) It allows the user to analyze the root causes of a problem systematically: Correct. The
Fishbone diagram helps to systematically categorize and analyze potential root causes of a
problem.

c) It tracks the changes in process over time: This is more relevant to control charts or run
charts, not a Fishbone diagram.

d) It identifies potential process improvements: While Fishbone diagrams are great for
identifying causes, they do not directly identify solutions or improvements.

8. Answer: c) The variation in a process over time

Explanation of Options:

a) The relationship between input and output in a process: This is the focus of scatter diagrams
or process flow diagrams, not control charts.

b) The frequency of defects in a product: Control charts monitor process variation, not just the
frequency of defects.

c) The variation in a process over time: Correct. Control charts track the stability and variation
within a process over time and help detect any out-of-control situations.

d) The percentage of defect-free products: This is more aligned with a defect rate chart like a
p-chart, not a control chart.

9. Answer: b) Pareto chart

Explanation of Options:

a) Histogram: A histogram displays the distribution of a single set of data points, such as the
frequency of measurements. It doesn't focus on the categories of defects.

b) Pareto chart: Correct. A Pareto chart is used to show the frequency or significance of
different categories of problems, allowing you to focus on the most important ones.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

c) Scatter diagram: A scatter diagram shows the relationship between two variables but doesn’t
display frequencies or categories of defects.

d) Control chart: A control chart is used to monitor process stability over time, not to identify
the frequency of different types of defects.

10. Answer: b) To show the distribution of data and identify patterns

Explanation of Options:

a) To predict future defects in a process: Histograms are not used for prediction; they visualize
the distribution of existing data.

b) To show the distribution of data and identify patterns: Correct. A histogram provides a visual
representation of data distribution, helping to identify patterns and variations.

c) To track the causes of defects over time: This is more suited to control charts or Fishbone
diagrams, not histograms.

d) To compare actual performance against a target: This is more appropriate for tools like
control charts, not histograms.

11. Answer: c) To assess the physical properties of a material by causing failure

Explanation of Options:

a) To evaluate the process capability: Process capability evaluation typically uses non-
destructive methods and statistical tools like control charts, not destructive testing.

b) To ensure that products meet customer specifications: Destructive testing focuses on testing
the material's strength and properties by failure, not simply ensuring specification
conformance.

c) To assess the physical properties of a material by causing failure: Correct. Destructive testing
is used to measure the limits of materials and components by intentionally causing failure to
understand their properties under stress (e.g., tensile testing, impact testing).

d) To determine the aesthetic quality of a product: Aesthetic quality is typically assessed

visually, and destructive testing is not relevant for this purpose.

12. Answer: c) A measuring tool used to determine if a part meets specified tolerances

Explanation of Options:

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

a) A tool used to measure the temperature of a product: This is typically a thermometer or
temperature sensor, not a go/no-go gauge.

b) A device used to test the visual appearance of a product: Visual appearance is assessed
through visual inspection, not a go/no-go gauge.

c) A measuring tool used to determine if a part meets specified tolerances: Correct. A go/no-go
gauge is a simple tool used in inspection to verify whether a part meets the specified size or
dimensional tolerances. It has two elements: one for the "go" side (acceptance) and one for the
"no-go" side (rejection).

d) A tool that analyzes the chemical composition of a material: Chemical analysis would require
a different kind of testing equipment, such as spectrometers or chemical testing kits.

13. Answer: c) Non-destructive testing (NDT)

Explanation of Options:

a) Destructive testing: Destructive testing is used to determine how a material fails under stress,
but it causes permanent damage to the product.

b) Visual inspection: Visual inspection can detect surface defects but does not provide insight
into internal structural issues.

c) Non-destructive testing (NDT): Correct. NDT allows for the examination of internal
structures (e.g., X-ray, ultrasonic, magnetic particle testing) without causing any damage to the
material.

d) Functional testing: Functional testing verifies that the product performs according to its
intended function but does not assess internal material properties or defects.

14. Answer: c) Eddy current testing

Explanation of Options:

a) Ultrasonic testing: Ultrasonic testing is primarily used for detecting internal flaws in
materials, not surface cracks.

b) Visual inspection: Visual inspection can be effective for detecting visible surface cracks, but
it may not identify small or hidden defects.

c) Eddy current testing: Correct. Eddy current testing is highly effective for detecting surface
cracks and other surface defects in conductive materials like metals.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

d) X-ray testing: X-ray testing is effective for detecting internal flaws, but not as ideal for
surface defects, as it primarily highlights internal structural issues.

15. Answer: b) They allow for faster, more consistent, and repeatable inspections

Explanation of Options:

a) They eliminate the need for quality standards: Automated inspection systems still need to
follow quality standards to ensure consistent product quality.

b) They allow for faster, more consistent, and repeatable inspections: Correct. Automated
inspection systems can inspect parts more quickly and with higher consistency and
repeatability than manual inspection, reducing human error.

c) They reduce the need for employee training: While automation may reduce the need for
certain manual tasks, employees still need training to operate and maintain the system.

d) They are less expensive to implement in the long term: Automation systems can have high
upfront costs, though they may save money in the long term due to increased efficiency and
reduced labor costs.

16. Answer: c) To decide whether a batch of products should be accepted or rejected based
on a sample

Explanation of Options:

a) To verify the production process quality based on continuous inspection: Acceptance

sampling typically involves sampling a subset of products, not continuous inspection.

b) To determine the root cause of defects in a batch of products: Acceptance sampling is not
used for root cause analysis; it’s a decision tool for batch acceptance.

c) To decide whether a batch of products should be accepted or rejected based on a sample:

Correct. Acceptance sampling is used to inspect a sample and decide whether the entire batch
should be accepted or rejected.

d) To measure the specific dimensions of a product: Dimension measurement is not the focus
of acceptance sampling; it deals with the acceptability of the entire batch.

17. Answer: b) The maximum defect rate that is acceptable in a batch of products

Explanation of Options:

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

a) The maximum allowable defect rate for a single product: AQL applies to a batch, not a single
product.

b) The maximum defect rate that is acceptable in a batch of products: Correct. AQL is the
maximum percentage of defective units allowed in a batch before the batch is rejected.

c) The number of products that must be tested in a batch: The number of products tested is
determined by the sampling plan, not by the AQL.

d) The threshold at which all products in a batch must be tested: AQL doesn’t require testing
all units; it determines the acceptable defect level in the sample.

18. Answer: b) The total number of products produced in a batch

Explanation of Options:

a) The number of units in a sample: The sample size is separate from the lot size. The lot size
refers to the entire batch.

b) The total number of products produced in a batch: Correct. Lot size refers to the total number
of products in a batch or production run.

c) The number of defective units in a batch: This refers to the number of defective items in a
batch, not the total lot size.

d) The number of units that pass the inspection: The number of passing units is a result of the
inspection, not the definition of lot size.

19. Answer: b) It specifies the number of units that must be inspected in a batch

Explanation of Options:

a) It determines the total number of defects allowed in a batch: The sample size does not directly
determine the number of defects allowed; that is the role of the acceptance quality limit (AQL).

b) It specifies the number of units that must be inspected in a batch: Correct. The sample size
is the number of units selected from the batch to inspect.

c) It defines the acceptable defect rate in a batch: This is the role of the AQL, not the sample
size.

d) It defines the number of defect-free products needed to accept a batch: The sample size is
about how many products to inspect, not how many need to be defect-free for acceptance.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-2 | Quality Control Tool and Techniques

20. Answer: a) The maximum number of defective items allowed in a sample for the lot
to be accepted

Explanation of Options:

a) The maximum number of defective items allowed in a sample for the lot to be accepted:
Correct. The acceptance number is the highest number of defective items allowed in the sample
for the batch to be accepted.

b) The number of defects found in the sample after inspection: The acceptance number is the
threshold for defective items, not the number found.

c) The number of products that must be inspected before making a decision: This is related to
the sample size, not the acceptance number.

d) The total number of products in the batch: This refers to the lot size, not the acceptance
number.

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Practice questions | Quality Control Tools and Techniques

Q1. What is the purpose of using the "Cpk" index in SPC?

a) To measure the percentage of defective units produced

b) To determine the process stability over time

c) To assess how well a process is performing relative to customer specifications

d) To calculate the probability of a defect occurring

Q2. Which of the following actions is appropriate when a process is found to be "out of control"
in SPC?

a) Immediately stop the production to correct the issue

b) Investigate and identify the special cause of variation

c) Adjust the process settings to bring it within control limits

d) Continue producing and monitor for any additional issues

Q3. What does the "sigma level" of a process measure?

a) The number of standard deviations between the process mean and the closest specification
limit

b) The average number of defects per unit produced

c) The total variation in the process output

d) The proportion of units that are out of specification

Q4. What is the difference between "common cause variation" and "special cause variation"?

a) Common cause variation is usually easier to identify than special cause variation

b) Special cause variation is inherent to the process, while common cause variation is due to
external factors

c) Common cause variation is the random variation inherent to the process, while special cause
variation comes from external factors

d) Special cause variation is present only when the process is in control

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 UPPSC AE 2024 Quality Control Tools and Techniques
Q5. What is the "Central Limit Theorem" (CLT) important for in SPC?

a) It helps calculate the control limits for a control chart

b) It describes how sample means will be distributed in a large number of samples

c) It predicts the behavior of individual data points

d) It determines the minimum sample size needed for a valid process measurement

Q6. What is the main use of a scatter diagram in quality control?

a) To measure the variation of a process

b) To establish the relationship between two variables

c) To show how frequently defects occur

d) To analyze the root cause of a problem

Q7. In which scenario would a flow chart be most useful in quality control?

a) Identifying which defect causes the most problems

b) Showing how different causes are related to a problem

c) Mapping out the steps in a process to find inefficiencies

d) Analyzing the relationship between two variables

Q8. What does a control chart typically consist of?

a) A histogram and a scatter diagram

b) A centerline, upper and lower control limits, and data points

c) A list of potential causes of variation

d) A sequence of steps involved in a process

Q9. Which of the following tools would be most useful for detecting process trends and shifts
over time?

a) Histogram

b) Control chart

c) Fishbone diagram

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 UPPSC AE 2024 Quality Control Tools and Techniques
d) Scatter diagram

Q10. How does the seven basic quality control tools contribute to continuous improvement?

a) They provide a framework for identifying, analyzing, and solving problems systematically

b) They create complex models that predict future quality performance

c) They establish benchmarks for comparing quality performance across industries

d) They enforce quality standards by comparing products against set criteria

Q11 .Which of the following is a key disadvantage of using destructive testing in a production
environment?

a) It requires highly trained personnel

b) It can cause permanent damage to the test sample

c) It does not provide reliable data

d) It is only useful for quality control in high-volume production

Q12. What is the primary purpose of using a leak test in the inspection process?

a) To determine the physical dimensions of a part

b) To detect surface defects in a material

c) To measure the strength of a material under stress

d) To check for leaks or seal integrity in a system

Q13. Which inspection method would be best for detecting small, internal cracks in a composite
material?

a) Visual inspection

b) Ultrasonic testing

c) Magnetic particle testing

d) X-ray testing

Q14. Which of the following is a key consideration when performing a functional test on a
product?

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 UPPSC AE 2024 Quality Control Tools and Techniques
a) Ensuring that the product's material properties are tested under extreme conditions

b) Confirming that the product performs its intended function within the specified limits

c) Measuring the product's dimensional accuracy

d) Checking the appearance of the product for visual defects

Q15. In the context of acceptance sampling, what is the role of an "acceptance quality limit"
(AQL)?

a) It defines the maximum defect level that is acceptable in a batch of products

b) It determines the sampling plan to be used for inspection

c) It sets the minimum number of units to be tested in a batch

d) It specifies the total number of defects allowed in a product

Q16. What is the main disadvantage of using acceptance sampling as a quality control method?

a) It requires constant re-inspection of every product in a batch

b) It may allow batches with a higher defect rate than acceptable to be accepted

c) It results in costly rework and waste

d) It requires no training for personnel involved in inspection

Q17. In a sampling plan, what does the "reject number" represent?

a) The number of defective items in the batch that would result in rejection of the lot

b) The number of units that must pass inspection for a batch to be accepted

c) The number of defective units in the sample that would cause the batch to be accepted

d) The maximum number of defects allowed in a product

Q18. In a double sampling plan, what happens if the results of the first sample are inconclusive?

a) The entire batch is automatically rejected

b) A second sample is taken and inspected before a decision is made

c) The first sample is tested again

d) The inspection is paused until a decision can be made

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 UPPSC AE 2024 Quality Control Tools and Techniques
Q19. What does the "producer's risk" refer to in acceptance sampling?

a) The risk that defective products are rejected despite being of acceptable quality

b) The risk that an entire batch is accepted when it should be rejected

c) The risk that a batch is inspected at all

d) The risk that a batch fails to meet the AQL

Q20. Which of the following best describes the role of acceptance sampling in a quality control
program?

a) It is used to test every product for defects before shipment

b) It provides a method for determining whether a batch of products meets predefined quality
standards based on a sample

c) It helps prevent defects from occurring by improving process capability

d) It is used to track the performance of a production line over time

1. Answer: c)

Explanation:

To assess how well a process is performing relative to customer specifications

a) To measure the percentage of defective units produced: Cpk is not directly about the
percentage of defects but how well the process can meet specifications.
b) To determine the process stability over time: Stability is measured by control charts, not by
the Cpk index.
c) To assess how well a process is performing relative to customer specifications: Correct. Cpk
measures the process capability, or how well the process meets the desired specifications.
d) To calculate the probability of a defect occurring: Cpk does not directly calculate
probabilities but indicates how close the process is to the target and how much variation it has.
2. Answer: b)

Explanation:

Investigate and identify the special cause of variation

a) Immediately stop the production to correct the issue: Stopping production might be
necessary in certain cases, but first, investigating the cause is the most appropriate action.

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 UPPSC AE 2024 Quality Control Tools and Techniques
b) Investigate and identify the special cause of variation: Correct. The first step when a process
is out of control is to identify the root cause of the special variation before making adjustments.
c) Adjust the process settings to bring it within control limits: Adjusting without identifying the
cause could lead to improper corrections and recurring issues.
d) Continue producing and monitor for any additional issues: Continuing without investigating
the cause could lead to further out-of-control situations.
3. Answer: a)

Explanation:

The number of standard deviations between the process mean and the closest specification limit
a) The number of standard deviations between the process mean and the closest specification
limit: Correct. The sigma level measures how far the process mean is from the closest
specification limit, indicating process capability.
b) The average number of defects per unit produced: This would be more related to the defect
rate, not sigma level.
c) The total variation in the process output: Total variation is typically described by the standard
deviation, but sigma level specifically refers to how close the process is to meeting
specifications.
d) The proportion of units that are out of specification: The sigma level relates to the distance
from the mean to the specification limit, not the proportion of out-of-spec units.
4. Answer: c)

Explanation:

Common cause variation is the random variation inherent to the process, while special cause
variation comes from external factors
a) Common cause variation is usually easier to identify than special cause variation: Common
cause variation is generally harder to identify because it is inherent to the system.
b) Special cause variation is inherent to the process, while common cause variation is due to
external factors: This is incorrect. Special cause variation is not inherent but arises from outside
factors.
c) Common cause variation is the random variation inherent to the process, while special cause
variation comes from external factors: Correct. Common causes are inherent in the process,
while special causes are external or irregular factors.
d) Special cause variation is present only when the process is in control: Special cause variation
only occurs when the process is out of control.

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 UPPSC AE 2024 Quality Control Tools and Techniques
5. Answer: b)

Explanation:

It describes how sample means will be distributed in a large number of samples

a) It helps calculate the control limits for a control chart: The CLT is important for
understanding the distribution of sample means, not directly for calculating control limits.
b) It describes how sample means will be distributed in a large number of samples: Correct.
The CLT states that, for large enough sample sizes, the distribution of the sample means will
approximate a normal distribution, which is foundational for SPC.
c) It predicts the behavior of individual data points: The CLT is about the distribution of sample
means, not individual data points.
d) It determines the minimum sample size needed for a valid process measurement: While
sample size is important in SPC, the CLT doesn't directly determine the sample size.
6. Answer: b)

Explanation:

To establish the relationship between two variables

a) To measure the variation of a process: This is typically done using control charts or
histograms, not scatter diagrams.
b) To establish the relationship between two variables: Correct. A scatter diagram shows how
two variables are related, whether they have a positive, negative, or no correlation.
c) To show how frequently defects occur: This would be more appropriately done with a Pareto
chart or histogram.
d) To analyze the root cause of a problem: A Fishbone diagram or a process map is better suited
for root cause analysis than a scatter diagram.
7. Answer: c)

Explanation:

Mapping out the steps in a process to find inefficiencies

a) Identifying which defect causes the most problems: A Pareto chart would be more
appropriate for identifying the most frequent defects.
b) Showing how different causes are related to a problem: A Fishbone diagram is better suited
for showing the relationships between causes and problems.
c) Mapping out the steps in a process to find inefficiencies: Correct. A flow chart is used to
map out the steps in a process, helping to identify inefficiencies or areas for improvement.

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 UPPSC AE 2024 Quality Control Tools and Techniques
d) Analyzing the relationship between two variables: This is the function of a scatter diagram,
not a flow chart.
8. Answer: b)

Explanation:

A centerline, upper and lower control limits, and data points

a) A histogram and a scatter diagram: A control chart is distinct from both histograms and
scatter diagrams, though it might include data points.
b) A centerline, upper and lower control limits, and data points: Correct. A control chart
typically includes a centerline (representing the average or mean), upper and lower control
limits, and data points to track the process.
c) A list of potential causes of variation: This is more characteristic of a Fishbone diagram or
root cause analysis, not a control chart.
d) A sequence of steps involved in a process: This describes a flow chart, not a control chart.
9. Answer: b)

Explanation:

Control chart
a) Histogram: Histograms show the distribution of data but are not useful for detecting trends
over time.
b) Control chart: Correct. Control charts are specifically designed to monitor process stability
and detect trends, shifts, or out-of-control conditions over time.
c) Fishbone diagram: This is more used for identifying causes of problems rather than
monitoring process performance over time.
d) Scatter diagram: While scatter diagrams show relationships between variables, they are not
suited for detecting time-based trends.
10. Answer: a)

Explanation:

They provide a framework for identifying, analyzing, and solving problems systematically
a) They provide a framework for identifying, analyzing, and solving problems systematically:
Correct. The seven basic quality control tools provide a structured approach for identifying
issues, analyzing their causes, and implementing solutions to improve quality.
b) They create complex models that predict future quality performance: The tools focus more
on identifying and solving current issues rather than predicting future performance.

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 UPPSC AE 2024 Quality Control Tools and Techniques
c) They establish benchmarks for comparing quality performance across industries: These tools
are not focused on benchmarking across industries but rather on improving specific processes.
d) They enforce quality standards by comparing products against set criteria: While these tools
help improve processes, enforcing standards is typically handled through quality control
measures and audits, not the tools themselves.
11. Answer: b)

Explanation:

It can cause permanent damage to the test sample

a) It requires highly trained personnel: While destructive testing may require trained personnel,
this is not the key disadvantage.
b) It can cause permanent damage to the test sample: Correct. Destructive testing sacrifices the
test sample in order to determine its strength or material properties, making it unsuitable for
testing large numbers of products.
c) It does not provide reliable data: Destructive testing provides reliable data on the failure
modes of materials but at the cost of testing fewer samples.
d) It is only useful for quality control in high-volume production: Destructive testing is
typically not used in high-volume production because it destroys the tested items, limiting its
practicality.
12. Answer: d)

Explanation:

To check for leaks or seal integrity in a system

a) To determine the physical dimensions of a part: Leak tests are not used for measuring
dimensions; tools like calipers or micrometers serve this purpose.
b) To detect surface defects in a material: Leak tests focus on identifying whether fluids or
gases escape, not surface defects.
c) To measure the strength of a material under stress: This is typically the purpose of destructive
tests like tensile testing, not leak tests.
d) To check for leaks or seal integrity in a system: Correct. Leak tests are specifically used to
determine if there are any leaks in a system, often using air, water, or other gases.

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 UPPSC AE 2024 Quality Control Tools and Techniques
13. Answer: b)

Explanation:

Ultrasonic testing
a) Visual inspection: Visual inspection is typically used for detecting surface flaws and would
not be suitable for internal cracks in composite materials.
b) Ultrasonic testing: Correct. Ultrasonic testing uses high-frequency sound waves to detect
internal cracks and flaws in materials like composites.
c) Magnetic particle testing: Magnetic particle testing is primarily used for ferromagnetic
materials, and it detects surface and near-surface flaws, not internal cracks in composites.
d) X-ray testing: X-ray testing can detect internal flaws but is generally more expensive and
complex than ultrasonic testing for detecting cracks in composites.
14. Answer: b)

Explanation:

Confirming that the product performs its intended function within the specified limits
a) Ensuring that the product's material properties are tested under extreme conditions: This is
more relevant to material testing or destructive testing, not functional testing.
b) Confirming that the product performs its intended function within the specified limits:
Correct. Functional testing checks whether the product operates as expected in real-world
conditions and meets performance specifications.
c) Measuring the product's dimensional accuracy: Dimensional accuracy is typically checked
through dimensional or geometrical inspection, not functional testing.
d) Checking the appearance of the product for visual defects: Visual inspection would check
for appearance issues, but functional testing is about ensuring the product works as intended.
15. Answer: a)

Explanation:

It defines the maximum defect level that is acceptable in a batch of products

a) It defines the maximum defect level that is acceptable in a batch of products: Correct. The
AQL represents the maximum percentage of defective items that is considered acceptable
during sampling inspection.
b) It determines the sampling plan to be used for inspection: The AQL influences the sampling
plan but does not directly determine it. The plan is based on the AQL and other factors such as
lot size.

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 UPPSC AE 2024 Quality Control Tools and Techniques
c) It sets the minimum number of units to be tested in a batch: The AQL does not directly define
the number of units to be tested; this is determined by the sampling plan.
d) It specifies the total number of defects allowed in a product: AQL applies to the defect rate
in a batch, not individual products.
16. Answer: b)

Explanation:

It may allow batches with a higher defect rate than acceptable to be accepted
a) It requires constant re-inspection of every product in a batch: Acceptance sampling does not
require re-inspection of every product; it inspects only a sample.
b) It may allow batches with a higher defect rate than acceptable to be accepted: Correct.
Acceptance sampling can sometimes accept a batch with more defects than is acceptable due
to the sampling process, especially when the sample size is small.
c) It results in costly rework and waste: While acceptance sampling is used to control defects,
it does not necessarily cause rework or waste.
d) It requires no training for personnel involved in inspection: Personnel still need training to
apply acceptance sampling effectively, particularly in interpreting results and applying
standards.
17. Answer: a)

Explanation:

The number of defective items in the batch that would result in rejection of the lot
a) The number of defective items in the batch that would result in rejection of the lot: Correct.
The reject number specifies the number of defects found in the sample that would lead to the
rejection of the entire batch.
b) The number of units that must pass inspection for a batch to be accepted: This is related to
the acceptance number, not the reject number.
c) The number of defective units in the sample that would cause the batch to be accepted: This
is the role of the acceptance number, not the reject number.
d) The maximum number of defects allowed in a product: This is not the definition of the reject
number.
18. Answer: b)

Explanation:

A second sample is taken and inspected before a decision is made

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 UPPSC AE 2024 Quality Control Tools and Techniques
a) The entire batch is automatically rejected: In a double sampling plan, rejection does not
occur immediately if the first sample is inconclusive.
b) A second sample is taken and inspected before a decision is made: Correct. In a double
sampling plan, if the first sample does not provide a clear decision, a second sample is taken to
make a final decision on the batch.
c) The first sample is tested again: The second sample is typically taken instead of re-testing
the first sample.
d) The inspection is paused until a decision can be made: The inspection continues with the
second sample rather than being paused.
19. Answer: a)

Explanation:

The risk that defective products are rejected despite being of acceptable quality
a) The risk that defective products are rejected despite being of acceptable quality: Correct.
Producer’s risk refers to the possibility of rejecting a batch that meets the acceptance criteria
due to sampling variability.
b) The risk that an entire batch is accepted when it should be rejected: This is known as
consumer's risk, not producer’s risk.
c) The risk that a batch is inspected at all: This is not related to producer’s risk.
d) The risk that a batch fails to meet the AQL: This risk is more related to the consumer's risk.
20. Answer: b)

Explanation:

It provides a method for determining whether a batch of products meets predefined quality
standards based on a sample
a) It is used to test every product for defects before shipment: Acceptance sampling only
involves testing a sample of products, not every product.
b) It provides a method for determining whether a batch of products meets predefined quality
standards based on a sample: Correct. Acceptance sampling is used to decide whether a batch
should be accepted or rejected based on the inspection of a sample.
c) It helps prevent defects from occurring by improving process capability: This is the role of
process control and improvement methods, not acceptance sampling.
d) It is used to track the performance of a production line over time: This is more relevant to
statistical process control (SPC), not acceptance sampling.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

QUALITY CONTROL

Chapter-3| Cost of Quality

3.1 Cost of Quality (COQ) is a concept that refers to the total cost incurred to ensure that
products or services meet quality standards and customer expectations. It encompasses the
costs associated with achieving and maintaining quality as well as the costs resulting from
defects or failures. COQ is a critical tool for organizations to manage and improve their quality
control systems because it helps to quantify the financial impact of quality efforts and
deficiencies.

The Cost of Quality can be divided into four major categories:

• Cost of quality has two main components (1) cost of conformance and (2) cost of
non-conformance.

• Cost of conformance i.e. prevention and appraisal costs can be considered as good
amount spent. Cost of failure is an unnecessary amount spent in the form of internal
and external failure costs.

• Cost of quality Cost of conformance + Cost of non-conformance.

A) Prevention Costs
These are costs incurred to prevent defects from occurring in the first place. Prevention
costs are proactive and focus on reducing the likelihood of quality issues by improving
processes, systems, and employee training. Investing in prevention is generally seen as a

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

long-term, cost-effective strategy for maintaining product quality and customer
satisfaction.

Examples of Prevention Costs:

• Quality training programs for employees

• Investment in process improvement initiatives (e.g., Six Sigma, Lean Manufacturing)

• Supplier quality audits and evaluations

• Preventive maintenance of equipment

• Development of quality plans and standards

• Product design reviews and testing

Key Objective:
The main objective of prevention costs is to eliminate the causes of defects before they
occur. By focusing on prevention, organizations can reduce future costs associated with
defects, which can be much higher than investing upfront in quality systems.

B) Appraisal Costs
Appraisal costs are incurred for measuring and monitoring the quality of products and
services. These costs are associated with the activities required to assess whether a
product meets quality standards. Appraisal is essentially a form of inspection, testing,
and verification to detect defects before products are delivered to customers.

Examples of Appraisal Costs:

• Inspection and testing of materials, components, and final products
• Quality control audits and reviews
• Maintenance and calibration of testing equipment
• Sampling and statistical quality control
• Incoming and outgoing product inspection
• Inspection during production

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

Key Objective:
Appraisal costs aim to detect defects early in the production process. While these costs
help ensure that only quality products reach customers, they do not directly prevent
defects from occurring; they merely help identify and correct them.

C) Internal Failure Costs

Internal failure costs are incurred when defects are found before the product reaches the
customer. These costs arise from defects that are identified and corrected during the
manufacturing or production process. While the defect is caught internally, there are still
significant costs associated with rework, scrap, and delays.

Examples of Internal Failure Costs:

• Rework and repair costs to correct defects
• Scrapping of defective products that cannot be fixed
• Costs of handling and storing defective items
• Costs of disposal of defective materials or products
• Production delays and lost productivity
• Investigation and analysis of defects

Key Objective:
Internal failure costs are incurred because of defects discovered during the production
process, and while the products are not delivered to customers, these costs can still be
significant. Reducing internal failure costs is a key goal of quality improvement
initiatives, as it helps save resources and avoid redoing work.

D) External Failure Costs

External failure costs are the costs associated with defects found after the product has
been delivered to the customer. These costs are typically the most expensive and
damaging because they affect customer satisfaction, brand reputation, and market share.
External failures represent defects that could have been caught during production but
were missed, leading to costs incurred when customers experience problems with the
product or service.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

Examples of External Failure Costs:

• Warranty claims and repairs

• Product returns and replacements

• Loss of customer loyalty and future sales

• Brand damage and loss of market reputation

• Legal costs due to product liability or lawsuits

• Customer complaints and the associated handling costs

• Product recalls and the associated costs

• Costs of field service and support for defective products

Key Objective:
External failure costs are the most detrimental to an organization because they directly
impact the customer and can damage the organization’s reputation. These costs are
typically the result of failing to catch defects earlier in the process, and they can lead to
customer churn and reduced sales.

NOTE: Hidden Quality costs: These are also costs incurred when trying to understand
the cost of poor quality. Commonly measured failure costs include scrap, rework,
warranty etc., but the hidden failure costs will include increased inventory. decreased
capacity, potential loss of sales. engineering and management time etc

3.2 The Relationship Between the Different Costs of Quality

• Prevention and Appraisal Costs are often seen as investments. These costs are
intended to reduce or eliminate defects and failures, particularly internal and external
failures. Investing in prevention and appraisal will generally result in lower failure
costs (both internal and external).

• Internal and External Failure Costs are reactive costs that arise due to defects. The
higher the level of internal and external failures, the greater the total cost of quality.

3.3 COQ Quadrant or "Pyramid of Quality"

A common illustration of COQ is a pyramid where the largest section (at the bottom)
consists of prevention costs, followed by appraisal costs, and the smallest section (at the

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

top) is external failure costs. The idea is that focusing on prevention (and appraisal) can
significantly reduce the much higher costs associated with internal and external failures.

How to Use Cost of Quality for Decision Making

a. Quantifying and Analyzing Costs

• Organizations can analyze their COQ to assess which areas are contributing the most
to quality problems. For instance, if internal failure costs are high, it might indicate
poor process control or a need for better training and preventive measures.

b. Improving Profitability

• By identifying where money is being spent inefficiently on internal and external

failure costs, an organization can redirect resources toward more effective prevention
and appraisal activities, which will reduce overall COQ in the long run.

c. Making Strategic Investments

• COQ analysis helps in making informed decisions about investments in quality

management systems, technology, training, or process improvement initiatives. For
instance, investing in automation or better quality assurance tools could lead to higher
appraisal costs initially but may lead to significant reductions in failure costs over
time.

Example Calculation of Cost of Quality

Imagine a company that manufactures consumer electronics. The company incurs the
following costs in a given year:

• Prevention Costs: Rs 100,000 (training, process improvements)

• Appraisal Costs: Rs 50,000 (inspection, testing)

• Internal Failure Costs: Rs 200,000 (rework, scrap)

• External Failure Costs: Rs 500,000 (warranty claims, returns, and reputational

damage)

Total COQ = Prevention + Appraisal + Internal Failure + External Failure

In this case, Total COQ = 100,000 + 50,000 + 200,000 + 500,000 = Rs 850,000

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

By focusing more on prevention and reducing both internal and external failure costs, the
company can significantly lower the total COQ, especially the expensive external failure
costs, which impact customer loyalty and long-term profitability.

Why Managing the Cost of Quality is Important

a) Competitive Advantage: By focusing on prevention and reducing failure costs, an
organization can enhance its product quality, reduce waste, improve customer
satisfaction, and differentiate itself in the market.

b) Profitability: A company that manages its COQ effectively will incur lower costs in
dealing with defects and failures, thus increasing profitability.

c) Customer Loyalty: Reducing external failure costs ensures customers receive

quality products, which can lead to increased loyalty, repeat business, and positive
word-of-mouth referrals.

3.4 The optimum quality cost model shows three curves:

• Failure costs: These reduce as the failures decrease or lesser products are defective.
These increase as the level of quality decreases.

• Prevention and appraisal costs: These are low when the level of quality is less and
these increase as the level of quality increases.

• Total quality cost: This is sum of the failure costs and the prevention and appraisal
costs The objective is to minimise the total cost of Quality.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

• The costs associated with poor quality are due to both sporadic and chronic quality
problems. A sporadic problem is sudden which requires remedy through restoration
of the status quo. A chronic problem is a long-standing, adverse situation which
requires remedy through a change in status quo. The approach to solving sporadic
problems differs from the that used to solve chronic problems. The process control
solves sporadic problems while chronic problems are solved through quality
improvement. Sporadic problems must receive immediate attention. On the other
hand, the chronic problems occur over a period of time, are often difficult to solve
and are accepted as inevitable.

• Total quality cost curve may be divided into three zones. The zone in which a
company is in can usually be identified from the prevailing ratios of the quality costs
in the principal categories as follows:

• Zone of Improvement Projects: This is the left-hand portion of the total quality cost
curve. Failure costs constitute more than 70 per cent of the total quality costs while
prevention costs are less than 10 percent of the total. In such cases, there are
opportunities for reducing total quality costs by the quality of conformance. The
approach is to identify specific improvement projects and pursue them to improve
the conformance, thereby reducing the costs of poor quality, especially failure costs.

• Zone of High Appraisal Costs: This is the right-hand portion of the total quality cost
curve. It is usually characterized by the fact that appraisal costs exceed failure costs.
In such cases there are also opportunities to reduce costs.

• Zone of Indifference: This is the central area of the total quality cost curve. In this
zone, the failure costs are usually about half the quality costs while prevention costs

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

are about 10 per cent of the quality costs. In the indifference zone, the optimum has
been reached. Continuous improvement is always desirable.

• Cost of quality (COQ) data is useful as a measurement tool for it can be used very
effectively to identify and prioritize improvement opportunities and to track the
impact of the change once it is initiated. The COQ data is aimed at attacking the
failure costs and driving them to zero. This strategy is implemented to enable quick
problem solving and initiation of change of improvement in the processes that
produce the product or service.

• Appraisal cost activities should be minimized as they do not add value since they do
not change the quality of the product or service being evaluated. The more the
inspections or verifications conducted, the less likely that the poor quality product
will be shipped to the customer. However, these activities do not prevent the poor
quality product from being produced. By spending more money on prevention
activities, appraisal activities can be reduced and this also leads to low failure costs.

3.5 Value of Quality

• With superior quality, the company can earn higher share of market, firm prices, a
higher percentage of successful bids, and still other benefits to income. It is this effect
on income which makes quality to have value. Hence, value of quality can be defined
as the return directly or indirectly gained by the manufacturer due to mission of
quality.

• The value of quality is to be assessed considering various factors, a few of which are
as under:

➢ The saving due to increased production.

➢ Reduction in scrap and re-work cost.
➢ Increased sales of good quality product.
➢ Reputation of the manufacturer and goodwill of the customer.
➢ Psychological stability in the enterprise due to increased sales and security of
jobs to Jolas workers.

3.6 Balance Between the Cost of Quality and Value of Quality

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

• The balance between the cost of quality and value of quality gives optimum quality
of design.

• From company's point of view profit is more important. It is not necessary that the
company should manufacture 100% quality products. The study of optimum quality
of design involves market survey. While carrying out market survey expected sale for
particular quality, profit and competition in the market is to be considered The quality
of design should meet the needs of the customers and at the same time its
manufacturing cost should be such which will yield maximum profit. The aim should
be to improve quality at lower cost.

• The curves representing the cost and value of quality of design are shown in figure.
If we want to improve the quality of design from point 1 to point 2, the cost of quality
will increase by amount A whereas the value of quality will increase by amount B.
Now B > A and therefore, improvement in quality at this level will yield more income.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

Q1. Which of the following is an example of a prevention cost in the context of the Cost of
Quality?
a) Rework costs to fix defective products
b) Product inspections performed during production
c) Supplier evaluation and selection processes
d) Warranty claims from customers
Q2. What would be the most likely consequence of reducing prevention costs in an
organization’s quality program?
a) Increased external failure costs
b) Decreased internal failure costs
c) Lower appraisal costs
d) Fewer product inspections
Q3. Which of the following would be considered an external failure cost in a company
manufacturing automobiles?
a) Costs of training employees on quality control methods
b) Warranty costs for repairing faulty engines
c) Inspection of car parts during production
d) Repairing defects identified during final inspection before shipment
Q4. Which of the following is true about appraisal costs?
a) They are incurred to prevent defects from occurring
b) They are costs associated with discovering defects during production
c) They include the cost of reworking defective products
d) They represent the cost of warranty claims from customers
Q5. Which of the following actions is most likely to reduce both internal failure costs and
external failure costs?
a) Reducing employee training programs on quality
b) Investing in more robust quality control systems and preventive maintenance
c) Increasing the sample size for product inspections

d) Cutting back on supplier audits and inspections

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

Q6. In the context of Cost of Quality, what is meant by the term “hidden costs”?
a) Costs that are not accounted for in the traditional financial reporting system
b) Costs incurred from defects that occur after the product has been shipped
c) Costs associated with training and preventive measures
d) The cost of appraisal activities, such as inspections
Q7. How does the Cost of Quality (COQ) help in making decisions about resource allocation?
a) It identifies areas where quality improvement efforts can be most effectively focused
b) It measures the direct return on investment for quality improvement programs
c) It helps determine how many products need to be tested to ensure quality
d) It estimates the costs of failure after product release to the customer
Q8. Which of the following is an example of external failure cost in a software development
company?
a) Costs of employee training on software testing techniques
b) Bug-fixing during development phase
c) Customer complaints and returns for defective software
d) Time spent conducting internal code reviews
Q9. Which of the following scenarios is most likely to result in the highest external failure
costs?
a) A manufacturing company produces a batch of products that do not meet customer
expectations, but the defects are identified before shipment
b) A software company releases an update that causes widespread system failures across
customer systems
c) A construction company discovers that their building project is behind schedule
d) A food company experiences waste during production due to quality control issues
Q10. Which of the following would most likely increase the Cost of Quality (COQ) for an
organization?
a) Reducing the number of inspections performed during production
b) Investing in advanced automation to reduce manual errors
c) Decreasing employee training and development programs
d) Focusing on preventive maintenance of machinery

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

1. Answer: c) Supplier evaluation and selection processes

Explanation of Options:

a) Rework costs to fix defective products: This is an example of internal failure cost, as
rework occurs when defects are identified during production.

b) Product inspections performed during production: This is an example of appraisal cost,

as it involves checking the quality of products during production.

c) Supplier evaluation and selection processes: Correct. Supplier evaluation is a prevention

cost because it focuses on selecting suppliers who can meet quality requirements, preventing
defects before they happen.

d) Warranty claims from customers: This is an example of external failure cost, as it occurs
after the product has been delivered to the customer.

2. Answer: a) Increased external failure costs

Explanation of Options:

a) Increased external failure costs: Correct. If prevention costs are reduced, defects are more
likely to escape detection and reach the customer, leading to higher external failure costs.

b) Decreased internal failure costs: Prevention costs aim to reduce internal failures. Reducing
them would likely lead to an increase in internal failure costs.

c) Lower appraisal costs: Appraisal costs might remain unaffected by a reduction in

prevention costs.

d) Fewer product inspections: Reducing prevention costs doesn't directly correlate with fewer
inspections; instead, it might lead to more defects, thus increasing inspection needs.

3. Answer: b) Warranty costs for repairing faulty engines

Explanation of Options:

a) Costs of training employees on quality control methods: This is a prevention cost

because training is aimed at preventing defects.

b) Warranty costs for repairing faulty engines: Correct. Warranty repairs are an example of
external failure costs, as they involve correcting defects after the product has been delivered
to the customer.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

c) Inspection of car parts during production: This is an appraisal cost because it involves
measuring and testing the quality of products during production.

d) Repairing defects identified during final inspection before shipment: This is an internal
failure cost, as the defects are found internally before the product is delivered.

4. Answer: b) They are costs associated with discovering defects during production

Explanation of Options:

a) They are incurred to prevent defects from occurring: Prevention costs are related to
preventing defects, not appraisal costs.

b) They are costs associated with discovering defects during production: Correct. Appraisal
costs are the costs associated with measuring and evaluating products to detect defects before
delivery.

c) They include the cost of reworking defective products: Reworking defective products is
an example of internal failure costs, not appraisal costs.

d) They represent the cost of warranty claims from customers: Warranty claims are
external failure costs, not appraisal costs.

5. Answer: b) Investing in more robust quality control systems and preventive maintenance

Explanation of Options:

a) Reducing employee training programs on quality: This would likely increase both
internal and external failure costs, as employees would be less equipped to prevent and detect
defects.

b) Investing in more robust quality control systems and preventive maintenance: Correct.
Improving quality control systems and preventive maintenance reduces defects and the
likelihood of failure both internally (during production) and externally (after delivery).

c) Increasing the sample size for product inspections: While increasing inspections can catch
more defects, it does not address the root cause of defects and may increase appraisal costs
rather than reducing failure costs.

d) Cutting back on supplier audits and inspections: This would likely increase failure costs
due to defects entering the system from suppliers.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

6. Answer: a) Costs that are not accounted for in the traditional financial reporting system

Explanation of Options:

a) Costs that are not accounted for in the traditional financial reporting system: Correct.
Hidden costs refer to costs that organizations may not explicitly track in their regular
accounting systems but are still significant, such as lost opportunities, customer dissatisfaction,
or internal inefficiencies.

b) Costs incurred from defects that occur after the product has been shipped: These are
external failure costs, not hidden costs.

c) Costs associated with training and preventive measures: These are prevention costs, not
hidden costs.

The cost of appraisal activities, such as inspections: These are appraisal costs, not hidden
costs.
7. Answer: a) It identifies areas where quality improvement efforts can be most effectively
focused

Explanation of Options:

a) It identifies areas where quality improvement efforts can be most effectively focused:
Correct. COQ analysis helps organizations identify high-cost areas (such as external failures)
and target improvement efforts where they will have the greatest financial impact.

b) It measures the direct return on investment for quality improvement programs: COQ
does not directly measure ROI; it is a tool to assess the total cost of quality and identify areas
for improvement.

c) It helps determine how many products need to be tested to ensure quality: This is related
to appraisal costs, but COQ itself is broader and focuses on total quality-related costs.

d) It estimates the costs of failure after product release to the customer: This would fall
under external failure costs, but COQ encompasses more than just failure costs.

8. Answer: c) Customer complaints and returns for defective software

Explanation of Options:

a) Costs of employee training on software testing techniques: This is a prevention cost, as

it is aimed at preventing defects during software development.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

b) Bug-fixing during development phase: This is an internal failure cost, as it addresses
defects found before the software is released.

c) Customer complaints and returns for defective software: Correct. These are external
failure costs, as they occur after the product has been delivered to the customer.

Time spent conducting internal code reviews: This is an appraisal cost, as it involves
checking the quality of the code before release.
9. Answer: b) A software company releases an update that causes widespread system failures
across customer systems

Explanation of Options:

a) A manufacturing company produces a batch of products that do not meet customer

expectations, but the defects are identified before shipment: These are internal failure
costs, not external failure costs, as the defects are caught before delivery.

b) A software company releases an update that causes widespread system failures across
customer systems: Correct. This is a classic example of external failure costs because defects
are discovered only after the product is delivered to customers, and they can lead to customer
dissatisfaction, legal costs, and brand damage.

c) A construction company discovers that their building project is behind schedule: This
is not directly related to failure costs but could affect the appraisal or internal failure costs.

d) A food company experiences waste during production due to quality control issues:
This would lead to internal failure costs, as the defects are discovered before the product is
shipped.

10. Answer: c) Decreasing employee training and development programs

Explanation of Options:

a) Reducing the number of inspections performed during production: This could reduce
appraisal costs, but it may increase failure costs if defects go unnoticed.

b) Investing in advanced automation to reduce manual errors: This would likely reduce
internal failure costs by improving consistency and quality, thereby lowering the overall
COQ.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-3 | Cost of Quality

c) Decreasing employee training and development programs: Correct. Reducing training
could increase internal failure costs due to a lack of knowledge and skills, which could lead
to higher defects and quality issues.

d) Focusing on preventive maintenance of machinery: Preventive maintenance reduces the

risk of equipment breakdowns and defects, which would decrease failure costs.

How to connect?

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Practice questions | Cost of Quality-3

Q1. Which of the following actions would most effectively reduce external failure costs in a
manufacturing company?

a) Increasing the number of quality inspections during production

b) Investing in advanced training programs for employees

c) Improving the product design to make it more robust

d) Reducing the time spent on preventive maintenance of equipment

Q2. Which of the following is an example of internal failure cost for a software development
company?

a) Costs of fixing software bugs after release

b) Costs of implementing new software features to meet customer requirements

c) Costs of internal code reviews and testing during development

d) Costs of conducting user training after product launch

Q3. What is the primary objective of prevention costs in relation to the Cost of Quality (COQ)?

a) To detect defects after the product has been delivered to the customer

b) To measure the efficiency of product inspections and testing

c) To eliminate the causes of defects before they occur

d) To rework products that do not meet quality standards

Q4. Which of the following best describes the relationship between prevention costs and
appraisal costs in Cost of Quality (COQ)?

a) Prevention costs increase as appraisal costs increase

b) Prevention costs decrease as appraisal costs increase

c) Prevention and appraisal costs are independent of each other

d) Prevention costs are a subset of appraisal costs

Q5. Which of the following would lead to an increase in internal failure costs in an
organization?

a) Improving the product design to be more fault-tolerant

b) Increasing the frequency of quality audits during production

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 UPPSC AE 2024 Combined State Engineering Services Examination
c) Reducing the amount of testing during the development phase

d) Investing in preventive maintenance of production equipment

Q6. How does a high level of external failure costs typically affect a company's long-term
profitability?

a) It has a negligible impact, as the costs are borne by the customer

b) It increases profitability by focusing on post-sale services and customer satisfaction

c) It negatively affects profitability due to customer dissatisfaction and reputation damage

d) It decreases profitability because of increased preventive and appraisal costs

Q7. What is the potential risk of focusing too heavily on reducing appraisal costs in an
organization?

a) An increase in external failure costs due to undetected defects reaching customers

b) A decrease in prevention costs

c) A reduction in internal failure costs due to less rework

d) A reduction in training costs for employees

Q8. Which of the following would be considered a hidden cost of quality in a company?

a) The cost of customer complaints

b) The cost of reworking defective products

c) The cost of lost sales due to poor product quality

d) The cost of training employees on quality control methods

Q9. What is the impact of prevention costs on the overall Cost of Quality when an organization
has already implemented a strong quality management system?

a) Prevention costs become less significant and can be reduced further

b) Prevention costs have a high impact on increasing overall COQ

c) Prevention costs reduce both internal and external failure costs, lowering the total COQ

d) Prevention costs increase due to the need for constant improvement and adaptation

Q10. Which of the following strategies is likely to have the most significant impact on reducing
external failure costs in an automotive manufacturing company?

a) Increasing the frequency of quality control checks during production

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 UPPSC AE 2024 Combined State Engineering Services Examination
b) Developing a more comprehensive employee training program

c) Investing in supplier quality management systems and collaboration

d) Reducing the number of final product inspections

Solutions
1. Answer: c) Improving the product design to make it more robust

Explanation of Options:

a) Increasing the number of quality inspections during production: While increasing

inspections can help catch defects before they reach customers, it doesn't eliminate the root
cause of defects, which is the product design or manufacturing process. This is more related to
appraisal costs than external failure costs.

b) Investing in advanced training programs for employees: Training helps reduce internal
failure costs by improving skills and processes, but it does not directly reduce external failure
costs, which are about defects reaching the customer.

c) Improving the product design to make it more robust: Correct. A more robust product
design prevents defects from occurring in the first place, reducing both internal and external
failure costs.

d) Reducing the time spent on preventive maintenance of equipment: Preventive

maintenance helps avoid failures in production equipment, and reducing it can increase both
internal and external failure costs by causing defects during manufacturing.

2. Answer: c) Costs of internal code reviews and testing during development

Explanation of Options:

a) Costs of fixing software bugs after release: These are external failure costs, as the defects
are identified after the product is released to customers.

b) Costs of implementing new software features to meet customer requirements: This is a

prevention cost (investing in improvements based on customer needs), but not an internal
failure cost.

c) Costs of internal code reviews and testing during development: Correct. Internal code
reviews and testing help identify and fix defects during development, which are internal
failure costs.

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 UPPSC AE 2024 Combined State Engineering Services Examination
d) Costs of conducting user training after product launch: This is not an internal failure
cost, but it could be part of customer support or an external failure cost if related to fixing user-
facing issues.

3. Answer: c) To eliminate the causes of defects before they occur

Explanation of Options:

a) To detect defects after the product has been delivered to the customer: This is an
example of external failure costs, not prevention costs.

b) To measure the efficiency of product inspections and testing: This is related to appraisal
costs, not prevention costs.

c) To eliminate the causes of defects before they occur: Correct. Prevention costs focus on
activities designed to avoid defects from happening in the first place, such as training, quality
planning, and process improvements.

d) To rework products that do not meet quality standards: This is an example of internal
failure costs, not prevention costs.

4. Answer: b) Prevention costs decrease as appraisal costs increase

Explanation of Options:

a) Prevention costs increase as appraisal costs increase: This is incorrect because increased
appraisal costs do not necessarily lead to an increase in prevention costs.

b) Prevention costs decrease as appraisal costs increase: Correct. If more is spent on

prevention (e.g., training, process improvements), there will typically be fewer defects, and
thus lower need for appraisal (e.g., inspections, testing).

c) Prevention and appraisal costs are independent of each other: Incorrect. The two are
often connected, as effective prevention can reduce the need for extensive appraisal.

d) Prevention costs are a subset of appraisal costs: This is incorrect. Prevention costs aim to
prevent defects, whereas appraisal costs focus on detecting them after production begins.

5. Answer: c) Reducing the amount of testing during the development phase

Explanation of Options:

a) Improving the product design to be more fault-tolerant: This would reduce internal
failure costs by preventing defects during manufacturing.

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 UPPSC AE 2024 Combined State Engineering Services Examination
b) Increasing the frequency of quality audits during production: This would reduce
internal failure costs by catching defects earlier in the process.

c) Reducing the amount of testing during the development phase: Correct. Less testing
during development can lead to undetected defects, increasing internal failure costs (e.g.,
rework, scrap).

d) Investing in preventive maintenance of production equipment: This would reduce

internal failure costs by preventing equipment-related defects.

6. Answer: c) It negatively affects profitability due to customer dissatisfaction and reputation

damage

Explanation of Options:

a) It has a negligible impact, as the costs are borne by the customer: Incorrect. While
external failure costs affect customers, the company incurs costs to address them, including
refunds, replacements, and damage to brand reputation.

b) It increases profitability by focusing on post-sale services and customer satisfaction:

This is not correct. Excessive external failure costs hurt profitability by increasing costs related
to fixing issues and losing customer trust.

c) It negatively affects profitability due to customer dissatisfaction and reputation

damage: Correct. High external failure costs result in customer complaints, product returns,
and warranty claims, which lead to lost sales and brand damage.

d) It decreases profitability because of increased preventive and appraisal costs: This

would affect profitability but not specifically due to external failure costs.

7. Answer: a) An increase in external failure costs due to undetected defects reaching

customers

Explanation of Options:

a) An increase in external failure costs due to undetected defects reaching customers:

Correct. If too much focus is placed on cutting appraisal costs (e.g., inspections, tests), defects
may go unnoticed, leading to increased external failure costs as defective products reach
customers.

b) A decrease in prevention costs: Focusing on appraisal costs doesn't necessarily affect

prevention costs directly.

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 UPPSC AE 2024 Combined State Engineering Services Examination
c) A reduction in internal failure costs due to less rework: This is unlikely because reducing
appraisal costs does not address internal failures, and could potentially increase rework.

d) A reduction in training costs for employees: This is unrelated to appraisal costs, as

training is a prevention cost.

8. Answer: c) The cost of lost sales due to poor product quality

Explanation of Options:

a) The cost of customer complaints: This is an external failure cost but not a hidden cost, as
it is usually measurable and tracked.

b) The cost of reworking defective products: This is an internal failure cost and typically
tracked, not hidden.

c) The cost of lost sales due to poor product quality: Correct. Lost sales and damaged
reputation often represent hidden costs, as they may not be directly accounted for but have a
significant impact on long-term profitability.

d) The cost of training employees on quality control methods: This is a prevention cost and
is typically not considered a hidden cost.

9. Answer: c) Prevention costs reduce both internal and external failure costs, lowering the
total COQ

Explanation of Options:

a) Prevention costs become less significant and can be reduced further: This is incorrect.
As quality systems improve, prevention costs remain important because they ensure defects
don't occur, thus saving on failure costs.

b) Prevention costs have a high impact on increasing overall COQ: Prevention costs are an
investment to reduce future failure costs and do not increase COQ in the long term.

c) Prevention costs reduce both internal and external failure costs, lowering the total
COQ: Correct. Strong prevention efforts lead to fewer defects, reducing internal and external
failure costs, which lowers overall COQ.

d) Prevention costs increase due to the need for constant improvement and adaptation:
While continuous improvement is important, prevention costs should lead to savings by
reducing failure costs, rather than increasing.

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 UPPSC AE 2024 Combined State Engineering Services Examination
10. Answer: c) Investing in supplier quality management systems and collaboration

Explanation of Options:

a) Increasing the frequency of quality control checks during production: While this helps
identify defects before the product leaves the factory, it does not address the root causes of
defects that lead to external failure costs.

b) Developing a more comprehensive employee training program: Employee training is

important for reducing internal defects, but it does not directly address defects that reach
customers.

c) Investing in supplier quality management systems and collaboration: Correct. Working

with suppliers to improve their quality processes helps ensure that defects do not enter the
system, thus reducing external failure costs significantly.

d) Reducing the number of final product inspections: Reducing inspections could increase
external failure costs if defects go unnoticed.

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Chapter-4 | Quality Management System

QUALITY MANAGEMENT SYSTEM

Chapter-4| Quality Management System

4.1 Standards
• The more the variation, the lesser will be the quality and vice-versa. Thus in order to
improve quality, the variation should be minimized.
• Thus standardisation leads to reduction of variation and thus improvement in quality.
Further, standardisation helps in interchangeability which makes mass production
possible.
• Standards lead to increase in confidence of investors and trust in consumers. Thus,
standards can also be used as a marketing strategy.
• Development of standards is a dynamic process. It means standards evolve over a
period of time depending on the changing requirements.
• Standardization can help to maximize environmental protection, compatibility,
interoperability, safety, accident reduction and quality.

4.2 Certification Marks used in India

• Agmark: It is used for all agricultural products. It is given by Directorate of Marketing
and Inspection, Ministry of Agriculture.
• BIS hallmark: It is a system of hallmarking of gold and silver jewellery sold in India
for certifying the purity of metal. If BIS Hallmark is present on the jewellery then it
means that it is certified and quality assured according to set of standards laid by Bureau
of Indian Standards.
• Ecomark: It is an ecolabel for various products issued by the Bureau of Indian
Standards.
• FPO mark: It is given for all processed fruit products in India. It certifies that the
product was manufactured in a hygienic 'food-safe environment.
• Geographical Indications marks: It is defined under the WTO Agreement on Trade-
Related Aspects of Intellectual Property Rights (TRIPS) Examples, include the
Darjeeling tea and Basmati mark.
• India Organic certification mark for organically farmed food products. It certifies that
the product conforms to the specifications of National Standards for Organic Products,
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Chapter-4 | Quality Management System

2000. The certification is issued by testing centres accredited by the Agricultural and
Processed Food Products Export Development Authority (APEDA) under the National
Program for Organic Production of the Government of India.
• ISI mark: It is used for industrial product. It certifies that a product conforms to a set
of standards laid by the Bureau of Indian Standards.
• Non Polluting Vehicle mark: It is given for mo vehicles certifying conformity to the
Bharat Stage emission standards. The standards and timelines for its implementation
are set by Central Pollution Control Boards.
• The International Organization for Standardization (ISO) is an international
standard-setting body composed of representatives from various national standards
organizations. The organization promotes worldwide proprietary, industrial and
commercial standards. It is headquartered in Geneva, Switzerland.
• The International Organization for Standardization, is an independent, non-
governmental organization, the members of which are the standards organizations of
the 162 member countries. It is the world's largest developer of voluntary international
standards and facilitates world trade by providing common standards between nations.
Over twenty thousand standards have been set covering everything from manufactured
products and technology to food safety, agriculture and healthcare.
• Use of the standards aids in the creation of products and services that are safe, reliable
and of good quality. The standards help businesses increase productivity while
minimizing errors and waste. By enabling products from different markets to be directly
compared, they facilitate companies in entering new markets and assist in the
development of global trade on a fair basis. The standards also serve to safeguard
consumers and the end-users of products and services, ensuring that certified products
conform to the minimum standards set internationally.
ISO has three membership categories:
Member bodies are national bodies considered the most representative standards body
in each country. These are the only members of ISO that have voting rights. BIS
represents India in this.
Correspondent members are countries that do not have their own standards
organization. These members are informed about ISO's work, but do not participate in
standards promulgation.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

Subscriber members are countries with small economies. They pay reduced
membership fees, but can follow the development of standards.

4.3 ISO 9000 Series

ISO 9000 is a set of international standards on quality management developed to help
companies effectively document the quality system elements to be implemented to
maintain an efficient quality system. They are not specific to any one industry and can
be applied to organizations of any size.
ISO 9000 series can help a company satisfy its customers, meet regulatory requirements,
and achieve continual improvement. However, it should be considered to be a first step,
the base level of a quality system, not a complete guarantee of quality. Third-party
certification bodies provide independent confirmation that organizations mest the
requirements of ISO 9001.
• ISO 9000:2015: Quality management systems. Fundamentals and vocabulary
• ISO 9001:2015: Quality management systems. Requirements
• ISO 9004:2009: Quality management systems - Managing for the sustained success of
an organization (continuous improvement)

4.4 Other Popular Standards

• ISO 14001 Environmental management
• ISO 19011 Guidelines for auditing management systems
• ISO 31000 Risk management
• ISO 50001 Energy management
• ISO 45001 Occupational health and safety
• ISO 13485 Medical devices
• ISO 17025 Testing and calibration laboratories
• ISO 27001 Information security management
• ISO 16949 automotive industry supply chain

4.5 ISO 9001

ISO 9001 is a globally recognized standard for Quality Management Systems (QMS)
that provides organizations with a framework to ensure they consistently meet customer
and regulatory requirements, while also enhancing customer satisfaction. It is part of the

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

broader ISO 9000 family of standards, which focus on quality management principles.
ISO 9001 is applicable to any organization, regardless of size, type, or the products or
services it offers.
The latest version of ISO 9001 is ISO 9001:2015, released in September 2015. It
introduced some important changes, including a greater emphasis on risk-based thinking
and a focus on leadership engagement, strategic alignment, and continual improvement.
Here’s a detailed breakdown of ISO 9001, its structure, principles, and the benefits of
implementing the standard.

4.6 Key Principles of ISO 9001

ISO 9001 is built upon seven key principles of quality management. These principles
guide organizations in creating and improving their QMS. They are:
a) Customer Focus: The organization must understand customer needs, meet their
requirements, and strive to exceed their expectations. This is the core of a quality
management system.
b) Leadership: Leaders at all levels should establish a unified vision and set clear
directions to align the organization with its goals, ensuring everyone works towards
a common objective.
c) Engagement of People: Employees at all levels should be involved in the processes
and decisions of the organization. Engaging people helps in leveraging their abilities
and fostering a culture of continuous improvement.
d) Process Approach: ISO 9001 advocates for managing activities as processes, where
each process is interlinked and managed effectively to achieve consistent and
predictable results.
e) Improvement: Continual improvement is a permanent objective of the organization.
Through regular reviews, the organization identifies opportunities to enhance
efficiency, effectiveness, and quality.
f) Evidence-based Decision Making: Organizations are encouraged to make decisions
based on data and factual analysis. This helps in reducing risks and improving
processes.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

g) Relationship Management: Organizations should maintain good relationships with
external stakeholders (such as suppliers and partners) to create value and ensure long-
term success.

4.7 Structure of ISO 9001:2015

The structure of ISO 9001:2015 follows a common framework known as Annex SL,
which is used across all ISO management system standards. This structure makes it easier
for organizations to integrate multiple management systems (e.g., ISO 14001 for
environmental management) as they all share the same high-level structure.
Here’s a breakdown of the main sections of ISO 9001:2015:
a) Clause 1: Scope
This section defines the purpose of the standard and its applicability. It specifies that
ISO 9001 applies to all organizations, regardless of their size or sector, aiming to
improve their overall performance.
b) Clause 2: Normative References
This section lists any referenced documents that are required for implementing ISO
9001.
c) Clause 3: Terms and Definitions
This section provides key terms and definitions used in the standard, ensuring clarity
and consistency in interpretation.
d) Clause 4: Context of the Organization
Organizations must understand the context in which they operate, including external
and internal factors that can impact their quality management system. This includes
identifying stakeholders and their needs.
e) Clause 5: Leadership
Top management must demonstrate leadership and commitment by ensuring that
quality management is integrated into the organization’s strategy and culture. This
section also highlights the need for establishing roles and responsibilities.

f) Clause 6: Planning
Planning is central to ISO 9001. Organizations are required to establish quality
objectives and determine the actions needed to address risks and opportunities. This

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

section also emphasizes the need for setting measurable goals and defining actions
for improvement.
g) Clause 7: Support
This clause outlines the resources required for the QMS, including human resources,
infrastructure, and organizational knowledge. It also includes requirements for
competence, awareness, communication, and documented information (such as
procedures and records).
h) Clause 8: Operation
This section focuses on the core processes of the organization. It includes
requirements for managing operations, meeting customer requirements, and
controlling any external resources or suppliers involved in the process.
i) Clause 9: Performance Evaluation
The organization must monitor, measure, analyze, and evaluate the performance of
its QMS. This includes internal audits, management reviews, and assessment of
customer satisfaction.
j) Clause 10: Improvement
Organizations must continually improve the QMS. This section addresses corrective
actions, how to address nonconformities, and ensure that improvements are made to
the system in response to performance evaluations or customer feedback.

4.8 Benefits of Implementing ISO 9001

Implementing ISO 9001 brings a variety of benefits to organizations:
a) Enhanced Customer Satisfaction: By focusing on customer needs and delivering
quality products and services, ISO 9001 helps improve customer satisfaction,
leading to repeat business and improved customer loyalty.
b) Improved Efficiency: ISO 9001 promotes process optimization, reducing waste,
and improving resource utilization. This results in greater operational efficiency.
c) Better Risk Management: The 2015 version of the standard places a strong
emphasis on risk-based thinking. By identifying and addressing potential risks,
organizations can proactively manage uncertainties and prevent disruptions.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

d) Consistency: ISO 9001 helps standardize processes and workflows, ensuring that
quality is consistent across the organization and that employees understand their
roles in delivering quality.
e) Market Advantage: ISO 9001 certification is widely recognized and respected. It
demonstrates to customers, regulators, and stakeholders that the organization is
committed to maintaining high standards of quality, which can provide a
competitive edge in the marketplace.
f) Continuous Improvement: ISO 9001 fosters a culture of continuous improvement.
By regularly evaluating performance, identifying opportunities for enhancement,
and implementing corrective actions, organizations can adapt to changing market
conditions and customer expectations.
g) Regulatory Compliance: ISO 9001 helps organizations meet regulatory
requirements and industry standards, reducing the risk of legal issues and penalties.
h) Employee Engagement and Motivation: With a focus on leadership and people,
ISO 9001 encourages employee involvement in decision-making and process
improvements, boosting morale and motivation.

4.9 Certification Process

While ISO 9001 is not a mandatory certification, many organizations choose to become
certified to gain credibility and demonstrate their commitment to quality. The
certification process typically involves the following steps:
a) Preparation: The organization assesses its current processes and identifies gaps in
meeting the ISO 9001 requirements.
b) Implementation: The organization implements the necessary changes, including
documentation of the quality management system (QMS) and staff training.
c) Internal Audits: Conduct internal audits to ensure that the QMS is working
effectively and that all ISO 9001 requirements are being met.
d) Management Review: The top management reviews the system to ensure that it
aligns with organizational goals and is effective.
e) Certification Audit: An external ISO certification body conducts an audit to assess
compliance with the standard. If the organization meets all requirements, the
certification is granted.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

f) Surveillance Audits: After certification, regular surveillance audits (usually
annually) are conducted to ensure ongoing compliance and continual improvement.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

Questions
Q1. Which of the following is NOT a requirement for leadership under ISO 9001:2015?

a) Assigning clear responsibilities and authorities for quality management

b) Ensuring engagement of people at all levels of the organization

c) Establishing a quality policy that aligns with the organization’s strategy

d) Ensuring customer satisfaction through routine audits

Q2. ISO 9001:2015 requires organizations to use which type of approach for decision-making?

a) Intuition-based approach

b) Risk-based approach

c) Experience-based approach

d) Analytical approach

Q3. Which of the following is part of Clause 6, 'Planning,' in ISO 9001:2015?

a) Determining the organization's internal and external context

b) Conducting customer satisfaction surveys

c) Addressing risks and opportunities

d) Setting up the management review process

Q4. Which of the following activities is NOT part of the 'Support' clause of ISO 9001:2015?

a) Managing organizational knowledge

b) Ensuring employee competence

c) Conducting internal audits

d) Controlling documented information

Q5. In ISO 9001:2015, which clause requires organizations to define their quality policy?

a) Clause 4

b) Clause 5

c) Clause 6

d) Clause 7

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

Q6. What is the main objective of Clause 10: Improvement in ISO 9001?

a) To ensure corrective actions are implemented when there are nonconformities

b) To ensure the quality policy is communicated to all employees

c) To manage resources effectively

d) To assess the effectiveness of quality audits

Q7. Which of the following is a key benefit of adopting ISO 9001?

a) Guaranteeing a 100% defect-free product

b) Reducing the need for quality audits

c) Enhancing customer satisfaction and business performance

d) Reducing the need for employee training

Q8. Which of the following would typically be considered a nonconformity in ISO 9001:2015?

a) A document has been incorrectly filed

b) A new product is being developed

c) Customer complaints are received

d) A new employee is hired without formal training

Q9. In ISO 9001:2015, which of the following best describes the role of management reviews?

a) To monitor customer satisfaction

b) To evaluate the effectiveness of the QMS and identify areas for improvement

c) To define new quality objectives

d) To conduct internal audits

Q10. Which of the following activities should be considered when assessing customer
satisfaction in ISO 9001:2015?

a) Reviewing feedback from suppliers

b) Conducting market research on competitors

c) Monitoring complaints, returns, and surveys

d) Analyzing employee performance reviews

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

1. Answer: d) Ensuring customer satisfaction through routine audits
Explanation of Options:
a) Assigning clear responsibilities and authorities for quality management: Correct. This
is a requirement under ISO 9001 for top management to establish clear leadership.
b) Ensuring engagement of people at all levels of the organization: Correct. Leadership in
ISO 9001 emphasizes the need for engagement of all employees to ensure the success of the
quality management system.
c) Establishing a quality policy that aligns with the organization’s strategy: Correct. Top
management must define a quality policy that reflects the organization’s overall strategic
direction.
d) Ensuring customer satisfaction through routine audits: Incorrect. While audits assess
QMS effectiveness, they do not directly ensure customer satisfaction. Customer satisfaction is
addressed more through process management and continual improvement.
2. Answer: b) Risk-based approach
Explanation of Options:
a) Intuition-based approach: Incorrect. ISO 9001 requires decisions to be based on evidence
and data, not intuition.
b) Risk-based approach: Correct. ISO 9001 emphasizes a risk-based approach to decision-
making, which helps organizations identify and mitigate risks and opportunities that can affect
product or service quality.
c) Experience-based approach: While experience can be helpful, ISO 9001 stresses the need
for data and evidence-based decisions, not solely experience.
d) Analytical approach: Analytical thinking is important, but the standard specifically calls
for a risk-based approach to manage uncertainty.
3. Answer: c) Addressing risks and opportunities
Explanation of Options:
a) Determining the organization's internal and external context: This is addressed in
Clause 4, ‘Context of the Organization,’ not Clause 6.
b) Conducting customer satisfaction surveys: This is part of performance evaluation (Clause
9), not planning.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

c) Addressing risks and opportunities: Correct. Clause 6 focuses on planning for the QMS,
which includes addressing risks and opportunities that could affect the ability to meet
objectives.
d) Setting up the management review process: This is covered in Clause 9, not Clause 6.
4. Answer: c) Conducting internal audits
Explanation of Options:
a) Managing organizational knowledge: Correct. Clause 7 includes managing organizational
knowledge to ensure that employees have the information necessary to perform their jobs
effectively.
b) Ensuring employee competence: Correct. Clause 7 emphasizes the need to assess and
ensure employee competence through training and development.
c) Conducting internal audits: Incorrect. Internal audits are part of the 'Performance
Evaluation' (Clause 9), not 'Support'.
d) Controlling documented information: Correct. This is addressed in Clause 7, which
emphasizes the control of documents and records related to the QMS.
5. Answer: b) Clause 5
Explanation of Options:
a) Clause 4: This clause defines the context of the organization, including its external and
internal environment, not quality policy.
b) Clause 5: Correct. Clause 5 requires top management to define a quality policy that is
aligned with the organization’s strategy and direction.
c) Clause 6: Clause 6 is related to planning and addressing risks and opportunities, not quality
policy.
d) Clause 7: This clause deals with support, such as resources, competence, and
documentation, not quality policy.
6. Answer: a) To ensure corrective actions are implemented when there are nonconformities
Explanation of Options:
a) To ensure corrective actions are implemented when there are nonconformities: Correct.
Clause 10 focuses on the continual improvement of the QMS, which includes addressing
nonconformities and taking corrective actions.
b) To ensure the quality policy is communicated to all employees: This is part of Clause 5, not
Clause 10.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

c) To manage resources effectively: This is part of Clause 7 (Support), not Clause 10.
d) To assess the effectiveness of quality audits: This is covered in Clause 9 (Performance
Evaluation).
7. Answer: c) Enhancing customer satisfaction and business performance
Explanation of Options:
a) Guaranteeing a 100% defect-free product: ISO 9001 does not guarantee a 100% defect-
free product but helps in reducing defects through quality management.
b) Reducing the need for quality audits: Audits are necessary to assess the effectiveness of
the QMS, so ISO 9001 does not reduce the need for them.
c) Enhancing customer satisfaction and business performance: Correct. ISO 9001 aims to
improve processes, reduce inefficiencies, and increase customer satisfaction, which leads to
better business performance.
d) Reducing the need for employee training: Training is essential for maintaining quality,
and ISO 9001 emphasizes its importance.
8. Answer: a) A document has been incorrectly filed
Explanation of Options:
a) A document has been incorrectly filed: Correct. A nonconformity is any deviation from
established procedures or standards, such as improper document control.
b) A new product is being developed: This is part of regular business operations and is not a
nonconformity unless it does not meet established quality standards.
c) Customer complaints are received: Customer complaints may highlight a nonconformity
but are not inherently a nonconformity on their own.
d) A new employee is hired without formal training: While this could be a risk, it does not
directly qualify as a nonconformity unless it violates a specific quality requirement.
9. Answer: b) To evaluate the effectiveness of the QMS and identify areas for improvement
Explanation of Options:
a) To monitor customer satisfaction: Monitoring customer satisfaction is part of performance
evaluation, not management reviews.
b) To evaluate the effectiveness of the QMS and identify areas for improvement: Correct.
Management reviews are conducted to evaluate the performance of the QMS, review
opportunities for improvement, and align the system with the organization’s strategic direction.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-4 | Quality Management System

c) To define new quality objectives: Defining quality objectives is part of the planning
process, not the management review.
d) To conduct internal audits: Internal audits are a separate process, usually conducted by
internal auditors, not during management reviews.
10. Answer: c) Monitoring complaints, returns, and surveys
Explanation of Options:
a) Reviewing feedback from suppliers: This is part of the relationship with suppliers, not
directly related to customer satisfaction.
b) Conducting market research on competitors: This is important for strategic planning but
is not a direct measure of customer satisfaction.
c) Monitoring complaints, returns, and surveys: Correct. ISO 9001 recommends
organizations monitor customer satisfaction through direct feedback, such as complaints,
returns, and surveys.
d) Analyzing employee performance reviews: This is part of internal performance
management, not customer satisfaction.

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Practice questions | Quality Management System-4.

Q.1 What is the purpose of Clause 4 (Context of the Organization) in ISO 9001:2015?

To establish internal and external audit requirements

b) To ensure alignment of the QMS with the organization’s strategic objectives

c) To provide guidelines on employee competency

d) To monitor performance indicators

Q2. What does the term "documented information" in ISO 9001:2015 refer to?

Only the quality policy

b) All records and documents necessary for the effective operation of the QMS

c) The final product design specifications

d) The cost of quality reports

Q3. In the context of ISO 9001:2015, what is the role of risk-based thinking?

To eliminate risks in the production process

b) To ensure all risks are avoided

c) To identify and address risks that could affect the QMS’s ability to achieve objectives

d) To identify opportunities for growth outside the organization

Q4. How often is an external audit required for ISO 9001 certification?

Every 2 years

b) Every 3 years

c) Annually

d) Every 5 years

Q5. Which of the following is a direct benefit of performing an internal audit in the ISO
9001:2015 standard?

Identify and correct nonconformities

b) Assess customer satisfaction

c) Improve external stakeholder relationships

d) Increase product sales

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 UPPSC AE 2024 Combined State Engineering Services Examination

Q6. What is the primary purpose of the management review in ISO 9001?
To ensure the quality policy is updated
b) To assess whether the quality management system is operating effectively
c) To evaluate employee performance
d) To conduct risk analysis for business opportunities
Q7. Which of the following is NOT a requirement for documented information in ISO
9001:2015?
It must be controlled and maintained
b) It must be readily available for use
c) It must be updated at least annually
d) It must be protected from unauthorized access
Q8. In ISO 9001:2015, what is the term for a formal review of the QMS to ensure it is
compliant and effective?
Internal audit
b) Risk assessment
c) Management review
d) Performance evaluation
Q9. Which clause of ISO 9001:2015 requires organizations to ensure they have the
necessary resources for their QMS?
Clause 6: Planning
b) Clause 7: Support
c) Clause 8: Operation
d) Clause 9: Performance Evaluation
Q10. Under ISO 9001:2015, what should an organization do if they identify
nonconformities during the internal audit?
Conduct a risk assessment
b) Take immediate corrective actions and document the findings
c) Notify customers
d) Ignore the findings if they are minor

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 UPPSC AE 2024 Combined State Engineering Services Examination
1. Answer: b) To ensure alignment of the QMS with the organization’s strategic objectives

Explanation of Options:

a) To establish internal and external audit requirements: This is part of Clause 9

(Performance Evaluation), not Clause 4.

b) To ensure alignment of the QMS with the organization’s strategic objectives:

Correct. Clause 4 focuses on understanding the internal and external context to ensure the
QMS supports the strategic objectives of the organization.

c) To provide guidelines on employee competency: This is part of Clause 7 (Support),

not Clause 4.

d) To monitor performance indicators: This is part of Clause 9 (Performance Evaluation),

not Clause 4.

2. Answer: b) All records and documents necessary for the effective operation of the QMS

Explanation of Options:

a) Only the quality policy: Incorrect. Documented information refers to more than just the
quality policy.

b) All records and documents necessary for the effective operation of the QMS:
Correct. Documented information includes procedures, records, and other documentation
required to manage and operate the QMS.

c) The final product design specifications: This is specific to product design, not all the
required documentation under ISO 9001.

d) The cost of quality reports: Cost of quality reports are not part of "documented
information" as defined by ISO 9001.

3. Answer: c) To identify and address risks that could affect the QMS’s ability to achieve
objectives

Explanation of Options:

a) To eliminate risks in the production process: This is not the objective of risk-based
thinking. Risks may be managed rather than eliminated.

b) To ensure all risks are avoided: While some risks may be avoided, the objective is to
address risks to ensure the QMS remains effective, not to avoid all risks.

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 UPPSC AE 2024 Combined State Engineering Services Examination
c) To identify and address risks that could affect the QMS’s ability to achieve
objectives: Correct. Risk-based thinking helps identify and manage risks that could prevent
the organization from meeting its quality objectives.

d) To identify opportunities for growth outside the organization: This is unrelated to

risk-based thinking, which focuses on managing risks related to the QMS.

4. Answer: c) Annually

Explanation of Options:

a) Every 2 years: Incorrect. Audits are typically required annually to ensure ongoing
compliance.

b) Every 3 years: Incorrect. Annual audits are required for certification maintenance.

c) Annually: Correct. Organizations with ISO 9001 certification must undergo surveillance
audits annually.

d) Every 5 years: Incorrect. Surveillance audits are required annually, not every 5 years.

5. Answer: a) Identify and correct nonconformities

Explanation of Options:

a) Identify and correct nonconformities: Correct. Internal audits help identify areas
where the QMS is not conforming to requirements and facilitate corrective actions.

b) Assess customer satisfaction: This is part of performance evaluation but not a direct
goal of internal audits.

c) Improve external stakeholder relationships: While internal audits may identify

improvements that indirectly improve stakeholder relationships, this is not their primary
purpose.

d) Increase product sales: Sales are impacted by many factors, but internal audits
themselves do not directly influence sales.

6. Answer: b) To assess whether the quality management system is operating effectively

Explanation of Options:

a) To ensure the quality policy is updated: The management review may discuss quality
policy but its primary purpose is to evaluate the QMS's effectiveness.

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 UPPSC AE 2024 Combined State Engineering Services Examination
b) To assess whether the quality management system is operating effectively: Correct.
Management reviews ensure the QMS is functioning as expected and identify opportunities
for improvement.

c) To evaluate employee performance: Employee performance reviews are separate from

management reviews.

d) To conduct risk analysis for business opportunities: While risk analysis may be part
of the review, the primary goal is to evaluate the QMS.

7. Answer: c) It must be updated at least annually

Explanation of Options:

a) It must be controlled and maintained: Correct. Documented information must be

controlled to ensure it is accessible and accurate.

b) It must be readily available for use: Correct. Documented information must be easily
accessible to those who need it for operational purposes.

c) It must be updated at least annually: Incorrect. The frequency of updates is based on

the needs of the organization, not a set annual requirement.

d) It must be protected from unauthorized access: Correct. Documented information

must be secure to prevent unauthorized access.

8. Answer: c) Management review

Explanation of Options:

a) Internal audit: While audits help ensure compliance, they are not formal reviews of the
entire QMS like management reviews.

b) Risk assessment: This process is about identifying risks, not formally reviewing the
QMS’s effectiveness.

c) Management review: Correct. Management reviews assess the overall effectiveness of

the QMS, looking for areas of improvement.

d) Performance evaluation: This is related to monitoring performance indicators, not a

formal review of the QMS.

9. Answer: b) Clause 7: Support

Explanation of Options:

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 UPPSC AE 2024 Combined State Engineering Services Examination
a) Clause 6: Planning: This clause is focused on planning for achieving objectives and
addressing risks, not resources.

b) Clause 7: Support: Correct. Clause 7 focuses on providing the necessary resources,

including human resources, infrastructure, and knowledge.

c) Clause 8: Operation: This clause addresses the operation and delivery of the product or
service, not resources.

d) Clause 9: Performance Evaluation: This focuses on evaluating the effectiveness of the

QMS, not resources.

10. Answer: b) Take immediate corrective actions and document the findings

Explanation of Options:

a) Conduct a risk assessment: While a risk assessment might help in some situations, the
main requirement is to take corrective actions for nonconformities.

b) Take immediate corrective actions and document the findings: Correct.

Nonconformities should be addressed with corrective actions, and the findings should be
documented for traceability.

c) Notify customers: Customers should be informed if a nonconformity affects them, but

it is not the first step after an internal audit.

d) Ignore the findings if they are minor: Nonconformities should never be ignored, even
if they seem minor.

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Chapter-5 | Total Quality Management (TQM)

QUALITY CONTROL

Chapter-5| Total Quality Management (TQM)

Total Quality Management (TQM) is a comprehensive and structured approach to
organizational management that seeks to improve the quality of products and services through
continuous improvements, focusing on the long-term success of the organization by satisfying
both customer and employee needs. TQM involves the participation of all members of an
organization in improving processes, products, services, and the organizational culture. It
emphasizes customer satisfaction, employee involvement, process management, and the
importance of data-driven decision-making.

5.1 Core Principles of Total Quality Management (TQM)

a) Customer Focus

• The primary goal of TQM is to meet or exceed customer expectations. The

customer’s perception of quality drives all improvements in the organization.
TQM emphasizes understanding customer needs and using feedback to refine
products and services.

• Companies practicing TQM are committed to continuous improvement in

customer satisfaction through better processes and products.

b) Total Employee Involvement

• TQM encourages the involvement of all employees, from top management to

front-line workers, in decision-making processes that impact quality. It fosters a
culture where employees take ownership of the quality of their work.

• Employee training, empowerment, and encouragement are critical in creating a

workforce committed to continuous improvement and quality.

c) Process-Centered Approach

• TQM is based on the idea that the overall quality of an organization depends on
how well individual processes perform. By optimizing processes, organizations
can reduce waste, improve efficiency, and consistently produce high-quality
products and services.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

• Every activity or operation within the organization is viewed as a process that can
be improved, and the focus is on improving processes rather than blaming
individuals.

d) Integrated System

• TQM is not a standalone program; it involves integrating quality principles into

every aspect of the organization, including marketing, sales, production, and
finance.

• The goal is to create a seamless system where every part of the organization works
together to achieve the common objective of providing high-quality products and
services.

e) Continuous Improvement (Kaizen)

• Continuous improvement, often referred to as Kaizen (a Japanese term for "good

change"), is the cornerstone of TQM. It involves a relentless pursuit of small
improvements in processes over time, which leads to significant enhancements in
the overall quality.

• TQM encourages adopting a mindset of never being satisfied with the current state
of quality and always seeking ways to improve.

f) Fact-Based Decision Making

• Decisions in TQM are based on the use of data and analysis rather than
assumptions or gut feelings. Statistical tools, data collection, and analysis are used
to monitor performance and identify areas for improvement.

• Using facts helps eliminate subjective opinions and enables organizations to make
informed decisions that lead to quality improvements.

g) Communications

• Effective communication is essential to TQM. Information must be shared at all

levels of the organization to ensure everyone is aligned with the quality goals and
objectives. This transparency fosters a sense of ownership and collaboration.

• Open and clear communication also ensures that feedback from customers and
employees is gathered and addressed.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

5.2 Key Components of Total Quality Management

a) Leadership Commitment

• For TQM to be successful, top management must commit to the principles and
goals of the program. Leaders are responsible for setting the vision, providing
resources, and creating an environment where quality is valued.

• Leadership should encourage a quality-focused culture, provide guidance, and

empower employees to contribute to quality improvements.

b) Customer Satisfaction

• TQM is built around the understanding that quality is defined by the customer.
Organizations must continuously gather feedback from customers, both external
and internal, to understand their expectations and deliver products or services that
meet or exceed these expectations.

• Tools like customer surveys, focus groups, and net promoter scores (NPS) are
used to assess satisfaction levels and make improvements based on customer
input.

c) Employee Involvement

• Employee participation is crucial for TQM. All employees should be empowered

to suggest improvements, identify quality issues, and be involved in decision-
making processes that affect their work. This leads to higher morale and a greater
sense of responsibility for quality outcomes.

• Techniques such as teamwork, suggestion schemes, and quality circles are

implemented to engage employees at all levels in the quality management process.

d) Process Management

• TQM emphasizes the importance of process management. It aims to identify and

understand the processes that drive quality within an organization. Managers
analyze and document processes, measure performance, and work to optimize
efficiency while ensuring product or service quality.

• Tools such as flow charts, cause-and-effect diagrams, and process mapping are
used to visualize and manage processes.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

e) Integrated System

• TQM is an integrated system that requires alignment of all parts of the

organization with the goal of achieving quality. It brings together people,
processes, policies, and procedures into a unified approach where each part
supports the overall quality goals.

• The Quality Management System (QMS) is used to ensure that every aspect of
the organization’s operations is aligned with the desired quality outcomes.

f) Continuous Improvement

• Continuous improvement is the philosophy of consistently seeking better ways to

achieve quality. It is not a one-time effort but an ongoing pursuit of incremental
improvements.

• Techniques like Plan-Do-Check-Act (PDCA) and Six Sigma can help

organizations achieve continuous improvement.

g) Data-Driven Decision Making

• TQM encourages using data and statistical methods to identify areas for
improvement, measure performance, and make informed decisions. The use of
data ensures that improvements are based on facts and are not arbitrary.

• Common tools for data analysis include Pareto analysis, scatter diagrams,
histograms, and control charts.

5.3 TQM Tools and Techniques

There are several tools that are commonly used to implement TQM effectively:

a) Pareto Analysis (80/20 Rule): This tool helps to identify the most significant
problems by highlighting the vital few factors (often 20%) that contribute to the
majority (often 80%) of problems or defects.

b) Fishbone Diagram (Ishikawa): This visual tool helps identify the root causes of a
problem by categorizing potential causes (e.g., people, processes, equipment,
materials).

c) Flowcharting: A flowchart helps map out a process to understand how work is done
and where improvements can be made.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

d) Histogram: A histogram displays the frequency of occurrences of a set of data,
helping to identify patterns and areas for improvement.

e) Control Charts: These charts track process performance over time to ensure that a
process remains stable and that any variation is predictable.

f) Six Sigma: A set of techniques and tools for process improvement that focuses on
reducing variability and defects. It uses the DMAIC (Define, Measure, Analyze,
Improve, Control) methodology.

g) Benchmarking: This involves comparing an organization’s processes and

performance metrics to industry bests or competitors to identify areas for
improvement.

5.4 Benefits of Total Quality Management (TQM)

a) Improved Product Quality

• By focusing on quality throughout the entire organization, TQM helps in

delivering higher-quality products and services, leading to improved customer
satisfaction and fewer defects.

b) Increased Efficiency

• TQM promotes the optimization of processes, leading to more efficient operations,

reduced waste, and cost savings.

c) Enhanced Customer Satisfaction

• When organizations focus on understanding and meeting customer needs, they are
better able to deliver products that delight customers, leading to stronger customer
loyalty.

d) Employee Motivation and Engagement

• TQM fosters a sense of involvement and ownership among employees, leading to

improved morale and job satisfaction. This empowerment can lead to higher
productivity and innovation.

e) Continuous Improvement

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

• The emphasis on continual improvement means that the organization is constantly
evolving, learning from past experiences, and enhancing its processes and
performance.

f) Long-Term Success

• TQM drives long-term success by focusing on sustainable growth, customer

retention, and continuous improvement rather than short-term fixes.

g) Reduction in Costs

• With improved processes, reduced defects, and better resource management,

organizations practicing TQM often experience a reduction in operational costs
and waste.

5.5 Challenges of Implementing TQM

a) Resistance to Change

• Employees may resist changes in culture, processes, and leadership approaches

required for TQM. Overcoming this resistance requires clear communication,
training, and leadership commitment.

b) Time-Consuming

• TQM requires long-term commitment and can be a time-consuming process, as it

involves deep cultural changes and ongoing monitoring and improvement.

c) Resource Intensive

• Implementing TQM often requires investment in training, tools, and resources to

analyze and improve processes. Organizations may face challenges in allocating
resources for these activities.

d) Lack of Management Commitment

• If top management does not fully support TQM or fails to allocate the necessary
resources, it can be difficult to implement successfully across the organization.

5.6 Total Quality Management (TQM) Tools and Techniques

Total Quality Management (TQM) Tools and Techniques are methodologies used to
enhance the effectiveness and efficiency of processes, reduce waste, and improve the overall
quality of products and services within an organization. These tools, when integrated with

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

strategies like Six Sigma, Lean Manufacturing, and Kaizen, help organizations achieve
continuous improvement and excellence. Below is a detailed explanation of these TQM tools
and techniques within the contexts of Six Sigma, Lean Manufacturing, and Kaizen:

A) Six Sigma: Tools and Techniques

Six Sigma is a data-driven methodology focused on improving processes by identifying
and removing the causes of defects and variation. The goal is to achieve near-perfect
processes, targeting fewer than 3.4 defects per million opportunities.

Statistical Concepts Related to Six Sigma

• Six sigma is a set of techniques and tools for process improvement. It was introduced
by engineer Bill Smith while working at Motorola in 1986.
• Six sigma seeks to improve the quality of output of a process by identifying and
removing the causes of defects and minimising the variability in processes. Each six
sigma project carried out within an organisation follows a defined sequence of steps
and has specific value targets. Six sigma may lead to reduced process cycle time,
reduced costs, increased customer satisfaction and increased profits.
• A six sigma process is one in which 99.99966% of all opportunities to produce some
feature of a part are statistically free of defects i.e. six sigma process will give 3.4
defects per million opportunities (DPMO). It relies on use of Normal Distribution to
predict defective rates.
• Six Sigma quality is a benchmark of excellence for product and process quality,
popularized by Motorola based on zero defect concept introduced by Philip B. Crosby.
It provides a quantitative statistical notion of quality useful in understanding measuring
and reducing variation. Six sigma is an overall strategy to accelerate improvements in
its processes, products and services.
• The philosophy of Six Sigma is the same as that of TQM which is reducing defects.
However, Six Sigma has a direct link with profitability by reducing the cost of poor
quality which the firm has to incur through rework, rejects and lost customers.
• Six sigma requires continuous efforts to achieve stable and predictable process results
by reducing variation. Achieving such level of sustained improvement requires
commitment from the entire organisation, particularly from the top-level management.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

• For six sigma projects, there is a clear focus on achieving measurable and quantifiable
financial returns. Also, there is an increased emphasis on strong and passionate
management leadership and support.
• ISO 13053: 2011 and ISO 18404: 2015 deal with six sigma process.
• Lean management differs from six sigma in the sense that lean management emphasises
on eliminating waste and ensuring efficiency while six sigma focuses on eliminating
defects and reducing variability.
• Six sigma is the process that has six standard deviations on each side between the mean
and the specification limit.
• It contrasts to six sigma quality, the three sigma quality performance of 99.73% results
in 2700 DPMO. For a process with a series of steps, the overall yield is the product of
the yields of the different steps. Considering the complexity involved in the modern
processes, three sigma quality level will result in larger number of defects thus making
the organisation unviable.
• In a six sigma process, over a period of time, a 1.5 sigma shift is introduced into the
calculation. Accordingly, a process that fits 6 sigma between the process mean and the
nearest specification limit in a short term will fit only 4.5 sigma in the long term.
• This may be because the process mean will shift over a period of time or because the
long term standard deviation of the process will be greater than that observed in the
short term or both. This increase in variation over a period of time may be due to small
variation in process inputs, changing conditions etc.
• If a process is originally designed to be twice as good as a customer demands then even
with a shift in the distribution of output the customer demands are likely to be met.
• A six sigma process with no shift in the mean results in 2 defects per billion
opportunities.
• Six sigma is a breakthrough management process that is used to improve a company's
performance by variation reduction.
• Six sigma methodology has two elements which comprise the voice of customer and
the voice of process. It essentially reduces the gap between two voices and ensure that
they match.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

• Six sigma as a business strategy increases customers' responsiveness, builds customer

relationships, improves organisational resilience to respond to market conditions and
aligns people and processes behind agreed objectives.
• Six sigma is also a measure of excellence. Embarking on a six sigma programme means
delivering top quality products and services while virtually eliminating all internal
inefficiencies.
• Six sigma characteristics include operating processes under statistical control,
controlling input process variables rather than the usual output product variables,
maximising equipment uptime and optimising cycle time.
• Six sigma may mean not only the obvious reduction of cycle time during production
but more importantly optimising response time to inquiries, maximising the speed and
accuracy with which inventory and materials are supplied and fool proofing such
support processes from errors, inaccuracies and inefficiency.
• A six sigma process has very low standard deviation. As the sigma rating of a process
increases, the process capability increases. It means that as sigma rating increase, the
proportion of defects produced on average decreases.
• Six sigma quality level is the closest to zero defect. Less than 60 does not yield
acceptable level of quality and more than 60 does not yield substantial benefits. Total
customer satisfaction can be achieved with reliable product/services. It leads to
reduction in cost of poor quality.
• It starts with the recognition of a problem, and the defining of project to cure or alleviate
that problem. The project is undertaken by a team using DMAIC- Define, Measure,
Analyse, Improve, Control.

Limitation of Three Sigma Quality

• Let us consider that a product consists of 100 mutually independent parts and the
probability of producing the product within 3-sigma control limit is 0.9973. Then, the
probability that any specific part of the product is non-defective is 0.9973 0.9973 ×
0.9973 x...100 times = (0.9973)100 0.7631.
• If it is assumed that all 100 parts must be non- defective for the product to function
satisfactorily, then 23.70% of the products produced under the three-sigma quality will

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

be defective. This is not an acceptable situation, because there are many products that
have many components assembled in them.

Six Sigma Quality

• Under six-sigma quality, the probability that any specific unit of the hypothetical
product above is non-defective is 0.9999998, or 0.002 parts per million (ppm), a much
better situation.

Specification limit Percent inside ppm defective Process capability

specifications
68.27 ± 1 sigma 317300 0.33

95.45 ± 2 sigma 45500 0.67

99.73 ± 3 sigma 2700 1

99.9973 ± 4 sigma 63 1.33

99.9999943 ± 5 sigma 0.57 1.67

99.9999998 ± 6 sigma 0.002 2.0

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Chapter-5 | Total Quality Management (TQM)

Specification Percent Ppm Process Cost of Competitive

inside defective capability poor Level
specification Quality
(% of
sales)
± 1 sigma 30.23 697700 –0.167 74% Non-

± 2 sigma 69.13 308700 0.67 30 to 40% competitive

± 3 sigma 9.32 66810 0.5 20 to 30% Industry

± 4 sigma 99.3790 620 0.934 15 to 20% Average

± 5 sigma 99.9740 233 1.167 10 to 15% World Class

± 6 sigma 99.999660 3.4 1.5 <10%

• Process capability is the ability of a process to produce output within specification

limits. The concept of process capability only holds meaning for processes that are in a
state of statistical control. Process capability indices measure how much "natural
variation" a process experiences relative to its specification limits. The various process
capability indices are: Cp = (USL-LSL) / 6 σ
• It estimates what the process is capable of producing if the process mean were to be
centered between the specification limits.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

• If the process mean is not centered, Cp over estimates process capability then another
index Cpk may be used. Cpk = Min [(USL- mean)/3 σ; (Mean- LSL)/3 σ]
• It estimates what the process is capable of producing, considering that the process mean
may not be centered between the specification limits.
• Cp2 and Cpk = 1.5 assuming a 1.56 mean shift. The higher the value of Cpk the lower
will be the amount of product which is outside specification limits. In certifying
suppliers, some organisations use Cpk as one element of certification criteria.
• Comments concerning Cp and Cpk are as follows:

1. The Cp value does not change as the process center changes.

2. Cp = Cpk when the process is centered.

3. Cpk is always equal to or less than Cp.

4. A Cpk value greater than 1.00 indicates the process conforms to specifications.

5. A Cpk value less than 1.00 indicates that the process does not conform to
specifications.

6. A Cp value less than 1.00 indicates that the process is not capable

7. A Cpk value of zero indicates the average is equal to one of the specification limits.

8. A negative Cpk value indicates that the average is outside the specifications.

Methods Used In Six Sigma

• Six Sigma projects follow two project methodologies DMAIC and DMADV:
• DMAIC is used for projects aimed at improving an existing business process.
• DMADV is used for projects aimed at creating new product or process designs.

DMAIC
• The DMAIC project methodology has five phases:
• Define the system, the voice of the customer and their requirements, and the project
goals, specifically.
• Measure key aspects of the current process and collect relevant data; calculate the
'as-is' Process Capability.
• Measure key aspects of the current process and collect relevant data; calculate the
'as-is' Process Capability.

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Chapter-5 | Total Quality Management (TQM)

• Analyze the data to investigate and verify cause-and-effect relationships. Determine

what the relationships are, and attempt to ensure that all factors have been considered.
Seek out root cause of the defect under investigation.
• Improve or optimize the current process based upon data analysis using techniques
such as design of experiments, poka yoke or mistake proofing, and standard work to
create a new future state process. Set up pilot runs to establish process capability.
• Control the future state process to ensure that any deviations from the target are
corrected before they result in defects. Implement control systems such as statistical
process control, and continuously monitor the process.

DMADV
• The DMADV project methodology features five phases:
• Define design goals that are consistent with customer demands and the enterprise
strategy.
• Measure and identify CTQs (characteristics that are Critical To Quality), measure
product capabilities, production process capability, and measure risks.
• Analyze to develop and design alternatives
• Design an improved alternative, best suited per analysis in the previous step
• Verify the design, set up pilot runs, implement the production process and hand it
over to the process owner(s).

Implementation of Six Sigma

• The six sigma project has the following hierarchy levels:
• Executive Leadership includes the CEO and other members of top management. They
are responsible for setting up a vision for Six Sigma implementation. They also
empower the other role holders with the freedom and resources to explore new ideas
for breakthrough improvements by transcending departmental barriers and
overcoming inherent resistance to change.
• Champions take responsibility for Six Sigma implementation across the organization
in an integrated manner. The Executive Leadership draws them from upper
management. Champions also act as mentors to Black Belts.
• Master Black Belts, identified by Champions, act as in-house coaches on Six Sigma.
They assist Champions and guide Black Belts and Green Belts Apart from statistical

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

tasks, they spend their time on ensuring consistent application of Six Sigma across
various functions and departments.
• Black Belts operate under Master Black Belts to apply Six Sigma methodology to
specific projects. They primarily focus on Six Sigma project execution and special
leadership with special tasks, whereas Champions and Master Black Belts focus on
identifying projects/functions for Six Sigma. Black Belts are projects leaders and they
are held responsible for the results. The allocate roles and responsibilities to the
various team members.
• Green Belts are the employees who take up Six Sigma implementation along with
their other job responsibilities, operating under the guidance of Black Belts. They
may lead small scale improvement projects within their functional area.
• Yellow Belts These don't lead any project on their own. Basically they are support
staff.

Key Tools and Techniques in Six Sigma:

a) DMAIC Methodology (Define, Measure, Analyze, Improve, Control):

• Define: Identify the problem and define the scope of the project. Establish
customer requirements and project goals.

• Measure: Collect data to understand the current process performance and identify
areas of improvement.

• Analyze: Use statistical tools to analyze the data, determine root causes of issues,
and quantify the extent of the problem.

• Improve: Implement solutions to eliminate the root causes and improve the
process.

• Control: Put systems in place to sustain improvements over time and prevent
regression.

b) Statistical Process Control (SPC):

• SPC involves using control charts to monitor and control a process. These charts
help identify variations in processes, allowing for corrective actions before defects
occur. Control charts are essential in Six Sigma to ensure that improvements are
maintained.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

c) Process Mapping and Flowcharting:

• Process mapping and flowcharts are tools used to visualize processes. In Six
Sigma, process mapping helps to understand the steps involved, identify
inefficiencies, and pinpoint areas for improvement.

d) Fishbone Diagram (Ishikawa or Cause-and-Effect Diagram):

• The fishbone diagram helps identify all potential causes of a problem,

categorizing them into areas like people, processes, equipment, materials, and
environment. This technique is crucial in the Analyze phase of Six Sigma to ensure
all root causes are considered.

e) Pareto Analysis:

• Based on the 80/20 Rule, Pareto analysis is used to identify the most significant
causes of defects. It helps prioritize efforts on the few causes that will have the
greatest impact on process improvement.

f) FMEA (Failure Modes and Effects Analysis):

• FMEA is used to identify potential failure modes in a process and assess the
severity, likelihood, and detectability of each failure. It helps prioritize
improvements based on the risk they pose to the process.

B) Lean Manufacturing: Tools and Techniques

Lean Manufacturing focuses on eliminating waste and improving efficiency in
production processes. The goal of Lean is to create value for customers while minimizing
resource use, such as time, materials, and labor.

Key Tools and Techniques in Lean Manufacturing:

a) Value Stream Mapping (VSM):

• Value Stream Mapping is a tool used to visualize the flow of materials and
information in a process, from raw material to finished product. It helps identify
non-value-added activities (waste) and areas where improvements can be made.

b) 5S (Sort, Set in Order, Shine, Standardize, Sustain):

• 5S is a methodology for organizing and maintaining a clean and efficient

workspace. The five steps are:

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

▪ Sort: Eliminate unnecessary items.

▪ Set in Order: Organize items for easy access.

▪ Shine: Clean the work area and equipment.

▪ Standardize: Establish standard practices for work.

▪ Sustain: Maintain improvements over time.

c) Kanban (Pull System):

• Kanban is a scheduling system that helps control inventory levels and production
flow. It uses visual signals (e.g., cards or boards) to trigger the replenishment of
materials only when needed, reducing excess inventory and minimizing waste.

d) Just-in-Time (JIT):

• Just-in-Time is a Lean technique that aims to produce and deliver goods only
when they are needed in the production process. This reduces inventory levels and
improves flow efficiency, ensuring that resources are used efficiently.

e) Poka-Yoke (Error Proofing):

• Poka-Yoke involves designing processes and systems in a way that makes it

impossible or very difficult to make mistakes. For example, error-proofing devices
or mechanisms that prevent incorrect assembly or configuration of parts.

f) Kaizen (Continuous Improvement):

• Kaizen is a core principle of Lean, focusing on continuous, incremental

improvements. It encourages all employees to suggest small, incremental changes
that can lead to significant improvements over time. Kaizen involves teamwork,
communication, and a bottom-up approach to solving problems.

C) Kaizen: Tools and Techniques

Kaizen is a Japanese term meaning "continuous improvement." It is a philosophy that
focuses on improving productivity, efficiency, and quality by making small, incremental
changes in daily operations. Kaizen emphasizes the involvement of all employees in the
improvement process.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

Key Tools and Techniques in Kaizen:

a) Kaizen Events (Kaizen Blitz):

• Kaizen Events or Kaizen Blitz are focused, time-limited improvement initiatives

that typically last from a few days to a week. These events involve cross-functional
teams working together to identify and solve problems in specific areas, such as a
production line or service process.

b) 5 Whys Technique:

• The 5 Whys technique is a simple problem-solving tool that involves asking

"Why?" multiple times (typically five) to uncover the root cause of a problem. By
drilling down to the underlying cause, Kaizen ensures that corrective actions
address the source rather than just the symptoms of a problem.

c) A3 Problem Solving:

• The A3 report is a structured, visual problem-solving approach used in Kaizen. It

provides a concise summary of the problem, root causes, analysis, solutions, and
action plans. The A3 methodology is used to facilitate problem-solving and ensure
everyone is aligned on the issue and solution.

d) Standardized Work:

• Standardized work involves creating and documenting the most efficient way to
perform a task, ensuring that the process is carried out consistently. Kaizen focuses
on continuously improving these standards to achieve higher efficiency and
quality.

e) Visual Management:

• Visual management involves using visual cues (e.g., charts, labels, color-coding)
to convey information about process status, issues, and performance. This helps
teams identify problems quickly and take corrective actions in real-time.

f) Gemba Walks:

• A Gemba Walk is when managers and team leaders go to the "Gemba" (the place
where work is done) to observe processes firsthand, engage with employees, and
identify opportunities for improvement. This practice emphasizes the importance

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Chapter-5 | Total Quality Management (TQM)

of understanding the actual work environment and collecting insights from those
closest to the work.

5.7 How TQM, Six Sigma, Lean, and Kaizen Interact

While Six Sigma, Lean Manufacturing, and Kaizen are separate methodologies, they
share common principles and can complement each other within a Total Quality
Management (TQM) approach.

• Six Sigma focuses on reducing defects and variation using data and statistical
analysis. It is highly effective in improving the quality of processes and reducing
variability.

• Lean Manufacturing focuses on eliminating waste and improving efficiency in

processes. It aims to improve the flow of materials, reduce cycle times, and optimize
resource use.

• Kaizen is about continuous improvement through small, incremental changes. It

empowers employees at all levels to contribute to improvements.

When combined, these methodologies form a powerful approach to achieving TQM goals:

• Six Sigma provides the tools and methods for reducing defects and variation.

• Lean Manufacturing removes waste and optimizes processes for greater efficiency.

• Kaizen provides a culture of continuous improvement and employee involvement.

Together, they create a system where processes are improved, waste is minimized, and
quality is consistently enhanced, all contributing to an organization’s long-term success
and customer satisfaction.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

Q1. Which of the following is NOT a principle of Total Quality Management (TQM)?

a) Continuous improvement

b) Customer focus

c) Top-down management approach

d) Employee involvement

Q2. Which of the following is the primary goal of the 5S methodology in TQM?

a) To identify and remove waste

b) To streamline customer complaints

c) To standardize production schedules

d) To improve employee morale

Q3. What does the “A” in DMAIC stand for in Six Sigma and TQM methodologies?

a) Analyze

b) Act

c) Apply

d) Arrange

Q4. Which of the following best describes the role of leadership in TQM?

a) Ensuring quality goals are met through employee compliance

b) Acting as a visionary and motivating employees to embrace quality principles

c) Assigning quality tasks to employees

d) Monitoring production output closely for defects

Q5. Which of the following is a key characteristic of Kaizen in TQM?

a) Large-scale changes at irregular intervals

b) Continuous improvement through small, incremental changes

c) Centralized decision-making by management

d) Focus on short-term profits

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

Q6. Which of the following tools is primarily used to identify the root cause of a problem in
TQM?

a) Control charts

b) Fishbone diagram

c) Pareto chart

d) Histogram

Q7. What does the “P” in the PDCA cycle stand for?

a) Process

b) Plan

c) Performance

d) Prove

Q8. What is the primary focus of Total Quality Management (TQM)?

a) Financial performance

b) Cost reduction

c) Customer satisfaction through continuous improvement

d) Employee welfare

Q9. Which of the following is an example of a non-value-added activity (waste) in Lean

Manufacturing?

a) Overproduction

b) Customer feedback

c) Regular training

d) On-time delivery

Q10. What is the purpose of statistical process control (SPC) in TQM?

a) To increase worker productivity

b) To reduce customer complaints

c) To monitor and control process variability

d) To reduce the cost of raw materials

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

1. Answer: c) Top-down management approach

Explanation of Options:

a) Continuous improvement: This is a core principle of TQM, as it involves continuously

making small incremental improvements in all processes.

b) Customer focus: TQM emphasizes understanding and meeting customer needs and
requirements as a primary objective.

c) Top-down management approach: This is not a TQM principle. TQM encourages bottom-
up involvement where all employees contribute to quality improvements, not just top
management dictating the changes.

d) Employee involvement: TQM promotes full involvement from all levels of the
organization, ensuring that employees at all levels contribute to quality efforts.

2. Answer: a) To identify and remove waste

Explanation of Options:

a) To identify and remove waste: 5S focuses on creating a clean, organized, and efficient work
environment by eliminating unnecessary items and ensuring that everything has its proper
place. This helps remove waste and improves efficiency.

b) To streamline customer complaints: This is not the goal of 5S. Customer complaints may
be addressed through other quality management processes, not 5S.

c) To standardize production schedules: This is more related to planning and scheduling

methodologies, not 5S.

d) To improve employee morale: While 5S can contribute to improved morale by creating a

more organized and clean workplace, its primary focus is on waste reduction.

3. Answer: a) Analyze

Explanation of Options:

a) Analyze: DMAIC stands for Define, Measure, Analyze, Improve, Control. The "Analyze"
phase focuses on identifying the root causes of problems or variations in a process.

b) Act: “Act” is part of the PDCA (Plan-Do-Check-Act) cycle, not DMAIC.

c) Apply: “Apply” is not part of DMAIC.

d) Arrange: This is not part of the DMAIC methodology.

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Chapter-5 | Total Quality Management (TQM)

4. Answer: b) Acting as a visionary and motivating employees to embrace quality principles

Explanation of Options:

a) Ensuring quality goals are met through employee compliance: Leadership should
motivate and involve employees in the process, not just enforce compliance.

b) Acting as a visionary and motivating employees to embrace quality principles: Correct.

Leaders are responsible for creating a vision of quality and driving a culture of quality within
the organization.

c) Assigning quality tasks to employees: Leadership should not just assign tasks; they should
foster a culture of quality and involvement.

d) Monitoring production output closely for defects: While monitoring is important,

leadership in TQM focuses more on enabling processes and motivating employees, rather than
merely focusing on output defects.

5. Answer: b) Continuous improvement through small, incremental changes

Explanation of Options:

a) Large-scale changes at irregular intervals: Kaizen emphasizes small, continuous

improvements, not large changes.

b) Continuous improvement through small, incremental changes: Correct. Kaizen

encourages small improvements that lead to significant long-term gains.

c) Centralized decision-making by management: Kaizen encourages employee

involvement and decision-making at all levels, not just centralized by management.

d) Focus on short-term profits: Kaizen is focused on long-term continuous improvement, not

on short-term profits.

6. Answer: b) Fishbone diagram

Explanation of Options:

a) Control charts: Used for monitoring process stability and variation, not for root cause
analysis.

b) Fishbone diagram: Correct. A fishbone diagram (Ishikawa) helps identify potential root
causes of a problem by categorizing causes into several areas (e.g., people, processes,
materials).

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

c) Pareto chart: Helps prioritize problems based on frequency, but does not directly identify
root causes.

Histogram: Shows the distribution of data, but does not directly identify root causes.
7. Answer: b) Plan

Explanation of Options:

a) Process: This is not the correct term for the PDCA cycle.

b) Plan: Correct. The PDCA cycle stands for Plan, Do, Check, Act. The "Plan" phase involves
setting goals and deciding how to achieve them.

c) Performance: Performance is related to assessing results, but not what "P" stands for in
PDCA.

d) Prove: Prove is not part of the PDCA cycle.

8. Answer: c) Customer satisfaction through continuous improvement

Explanation of Options:

a) Financial performance: Financial performance is an outcome of effective TQM but is not

the primary focus.

b) Cost reduction: While TQM can lead to cost reduction through improved processes, the
main goal is customer satisfaction.

c) Customer satisfaction through continuous improvement: Correct. The goal of TQM is to

improve customer satisfaction by continuously improving quality across all areas of the
organization.

d) Employee welfare: While TQM involves employee involvement, the primary goal is
customer satisfaction through quality improvement.

9. Answer: a) Overproduction

Explanation of Options:

a) Overproduction: Correct. Overproduction creates excess inventory and waste, which is a

key concept in Lean Manufacturing.

b) Customer feedback: Customer feedback is valuable and helps improve processes, so it is

not waste.

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 UPPSC Assistant Engineer Combined State Engineering Services Examination

Chapter-5 | Total Quality Management (TQM)

c) Regular training: Training employees is valuable for continuous improvement and not
considered waste.

d) On-time delivery: Timely delivery adds value to the customer, so it is not considered waste.

10. Answer: c) To monitor and control process variability

Explanation of Options:

a) To increase worker productivity: SPC focuses on process control, not specifically on

worker productivity.

b) To reduce customer complaints: While SPC can indirectly help reduce complaints by
improving process quality, its primary purpose is controlling variability.

c) To monitor and control process variability: Correct. SPC uses control charts to monitor
process stability and ensure that it stays within acceptable limits.

d) To reduce the cost of raw materials: SPC focuses on quality and process control rather
than direct cost reduction of raw materials.

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Practice questions | TQM-5

Q1. What is the key principle of Six Sigma methodology?

a) Maximizing resource utilization

b) Reducing variation and defects to near perfection

c) Empowering employees to make independent decisions

d) Streamlining production schedules

Q2. What is the function of a Pareto Chart in TQM?

a) To monitor process changes over time

b) To identify the root cause of problems

c) To prioritize problems based on their impact

d) To measure customer satisfaction

Q3. In Lean Manufacturing, what is the purpose of a Kanban system?

a) To increase inventory levels

b) To reduce lead times by pulling inventory when needed

c) To automate production processes

d) To evaluate supplier performance

Q4. What is the significance of standardized work in TQM?

a) To ensure that tasks are completed according to personal preference

b) To document and maintain the best way to perform tasks

c) To eliminate unnecessary tasks

d) To identify employee performance metrics

Q5. What is the main difference between TQM and traditional quality management?

a) TQM focuses on top-down quality control

b) TQM involves all employees in quality improvement

c) TQM only focuses on defect prevention

d) TQM eliminates the need for customer feedback

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 UPPSC AE 2024 Combined State Engineering Services Examination
Q6. Which of the following is an example of a process improvement tool in TQM?

a) Gantt chart

b) Control chart

c) Fishbone diagram

d) Job description

Q7. Which of the following is NOT a tool used for problem-solving in TQM?

a) Brainstorming

b) SWOT analysis

c) Control charts

d) Pareto analysis

Q8. What is the key focus of the TQM principle of continuous improvement?

a) Achieving short-term results through major changes

b) Making small, ongoing improvements in all areas of the organization

c) Fixing immediate issues only

d) Focusing on customer complaints exclusively

Q9. What is the importance of data-driven decision-making in TQM?

a) It helps prioritize customer preferences

b) It ensures decisions are based on facts, not assumptions

c) It simplifies quality processes

d) It focuses on immediate results

Q10. Which of the following tools helps in identifying the most significant causes of quality
problems?

a) Scatter diagram

b) Histogram

c) Pareto chart

d) Control chart

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 UPPSC AE 2024 Combined State Engineering Services Examination
1. Answer: b) Reducing variation and defects to near perfection

Explanation of Options:

a) Maximizing resource utilization: This is more related to Lean, not Six Sigma.

b) Reducing variation and defects to near perfection: Correct. Six Sigma aims for a process
that produces fewer than 3.4 defects per million opportunities.

c) Empowering employees to make independent decisions: While Six Sigma does involve
employee involvement, its focus is on process improvement through data-driven decision-
making.

d) Streamlining production schedules: This is part of Lean Manufacturing, not Six Sigma.

2. Answer: c) To prioritize problems based on their impact

Explanation of Options:

a) To monitor process changes over time: This is the function of a control chart, not a Pareto
chart.

b) To identify the root cause of problems: A Pareto chart helps identify the most significant
problems, but not the root causes directly.

c) To prioritize problems based on their impact: Correct. The Pareto chart is based on the
80/20 rule, helping identify which problems to tackle first.

d) To measure customer satisfaction: This is not the purpose of a Pareto chart.

3. Answer: b) To reduce lead times by pulling inventory when needed

Explanation of Options:

a) To increase inventory levels: Kanban is used to control and reduce inventory, not to increase
it.

b) To reduce lead times by pulling inventory when needed: Correct. Kanban helps manage
workflow by signaling when to replenish inventory, thus minimizing overproduction.

c) To automate production processes: Kanban focuses on controlling inventory, not

automation.

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 UPPSC AE 2024 Combined State Engineering Services Examination
d) To evaluate supplier performance: While supplier performance can be monitored, this is
not the primary goal of a Kanban system.

4. Answer: b) To document and maintain the best way to perform tasks

Explanation of Options:

a) To ensure that tasks are completed according to personal preference: Standardized work
is about consistency, not personal preferences.

b) To document and maintain the best way to perform tasks: Correct. Standardized work
ensures that the most efficient and effective methods are followed consistently.

c) To eliminate unnecessary tasks: While continuous improvement can eliminate waste,

standardized work focuses on best practices.

d) To identify employee performance metrics: This is not the purpose of standardized work.

5. Answer: b) TQM involves all employees in quality improvement

Explanation of Options:

a) TQM focuses on top-down quality control: TQM involves bottom-up participation from
all employees, not just top-down control.

b) TQM involves all employees in quality improvement: Correct. TQM emphasizes that
quality improvement is everyone's responsibility.

c) TQM only focuses on defect prevention: TQM encompasses continuous improvement, not
just defect prevention.

d) TQM eliminates the need for customer feedback: Customer feedback is crucial in TQM
to improve quality.

6. Answer: b) Control chart

Explanation of Options:

a) Gantt chart: Gantt charts are used for project scheduling, not process improvement.

b) Control chart: Correct. Control charts are used to monitor process stability and
improvement.

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 UPPSC AE 2024 Combined State Engineering Services Examination
c) Fishbone diagram: A fishbone diagram helps identify root causes but is not a process
improvement tool in itself.

d) Job description: Job descriptions outline roles but are not a tool for process improvement.

7. Answer: b) SWOT analysis

Explanation of Options:

a) Brainstorming: Brainstorming is used for problem-solving by generating ideas.

b) SWOT analysis: SWOT analysis is used for strategic planning, not for problem-solving in
TQM.

c) Control charts: Control charts are used to monitor processes and identify problems.

d) Pareto analysis: Pareto analysis helps prioritize problems based on their impact.

8. Answer: b) Making small, ongoing improvements in all areas of the organization

Explanation of Options:

a) Achieving short-term results through major changes: Continuous improvement focuses

on small, long-term gains, not short-term major changes.

b) Making small, ongoing improvements in all areas of the organization: Correct.

Continuous improvement is about ongoing efforts for incremental gains.

c) Fixing immediate issues only: Continuous improvement seeks to proactively improve

processes, not just react to problems.

d) Focusing on customer complaints exclusively: While customer complaints are important,

continuous improvement applies to all areas of the organization, not just responding to
complaints.

9. Answer: b) It ensures decisions are based on facts, not assumptions

Explanation of Options:

a) It helps prioritize customer preferences: While customer feedback is important, data-

driven decision-making in TQM focuses on using facts and metrics to guide improvements, not
just customer preferences.

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 UPPSC AE 2024 Combined State Engineering Services Examination
b) It ensures decisions are based on facts, not assumptions: Correct. Data-driven decision-
making in TQM ensures that improvements and decisions are made based on objective data,
leading to more effective and informed actions.

c) It simplifies quality processes: Data-driven decision-making does not necessarily simplify

processes, but rather provides a clearer understanding of where to focus efforts.

d) It focuses on immediate results: Data-driven decision-making in TQM emphasizes long-

term, sustainable improvements based on consistent data analysis, not just immediate results.

10. Answer: c) Pareto chart

Explanation of Options:

a) Scatter diagram: A scatter diagram helps identify relationships between two variables, not
necessarily the most significant causes of problems.

b) Histogram: A histogram is used to understand the distribution of data, but not specifically
to identify the most significant causes of quality problems.

c) Pareto chart: Correct. A Pareto chart is based on the 80/20 rule and helps prioritize quality
issues by showing the most frequent problems, enabling focus on the most impactful issues.

d) Control chart: A control chart is used to monitor process stability over time, but not to
prioritize causes of quality problems.

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