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Q1. Explain how the Theory of Constrains can be applied at an automobile repairing and service center. (10 Marks)
Q2. Your company has compiled the following data on the small set of products that comprise the specialty repair shop. Perform an ABC inventory classification for the data. Which product(s) do you suggest the firm keep the tightest control over?
|Item code||Annual demand||Unit cost (INR.)|
Q3: According to Tarí and Sabater (2004), firms must develop both the hard and soft parts of TQM in order to succeed. While the hard elements are related to quality tools and techniques for continuous improvement, the soft side is associated with management concepts and principles such as team work, leadership, customer focus and culture (Fotopoulos and Psomas, 2009). In their study about quality management tools and techniques, Tarí and Sabater (2004) analyzed about 30 commonly used tools and techniques such as benchmarking, brainstorming, design of experiments (DOE), failure mode and effect analysis (FMEA), flow charts, poka yoke, quality function deployment (QFD), quality improvement teams and statistical process control (SPC). Soft elements indirectly affect performance, because they create an environment that facilitates the implementation of hard elements (Rahman and Bullock, 2005). (Source: Gerolamo et al. (2014), Quality Management: How do Brazilian Companies use it?, Procedia – Social and Behavioral Sciences 143 ( 2014 ) 995 – 1000)
Q3a. Using examples from manufacturing industry, explain any two management concepts and principles (soft practices) related to TQM. (5 Marks)
Q3b. Using examples from manufacturing industry, explain any two tools or techniques for continuous improvement (hard elements) related to TQM. (5 Marks)
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