rewrite the answers

Q1.Discuss in detail Total Quality Management and Analyze the concepts of TQM.

Total Quality management is defined as a continuous effort by the management as well as employees of a particular organization to ensure long term customer loyalty and customer satisfaction. Remember, one happy and satisfied customer brings ten new customers along with him whereas one disappointed individual will spread bad word of mouth and spoil several of your existing as well as potential customers.

You need to give something extra to your customers to expect loyalty in return. Quality can be measured in terms of durability, reliability, usage and so on. Total quality management is a structured effort by employees to continuously improve the quality of their products and services through proper feedbacks and research. Ensuring superior quality of a product or service is not the responsibility of a single member.

Every individual who receives his/her paycheck from the organization has to contribute equally to design foolproof processes and systems which would eventually ensure superior quality of products and services. Total Quality management is indeed a joint effort of management, staff members, workforce, suppliers in order to meet and exceed customer satisfaction level. You can’t just blame one person for not adhering to quality measures. The responsibility lies on the shoulder of everyone who is even remotely associated with the organization.

Total quality management ensures that every single employee is working towards the improvement of work culture, processes, services, systems and so on to ensure long term success.

Total Quality management can be divided into four categories:

Plan, Do, Check, Act

Also referred to as PDCA cycle.

Planning Phase

Planning is the most crucial phase of total quality management. In this phase employees have to come up with their problems and queries which need to be addressed. They need to come up with the various challenges they face in their day to day operations and also analyze the problem’s root cause. Employees are required to do necessary research and collect relevant data which would help them find solutions to all the problems.

Doing Phase

In the doing phase, employees develop a solution for the problems defined in planning phase. Strategies are devised and implemented to overcome the challenges faced by employees. The effectiveness of solutions and strategies is also measured in this stage.

Checking Phase

Checking phase is the stage where people actually do a comparison analysis of before and after data to confirm the effectiveness of the processes and measure the results.

Acting Phase

In this phase employees document their results and prepare themselves to address other problems.

Q2.Explain in detail the Retail Layout and Work Cells with the help of neat Sketches.

Objective is to maximize profitability per square foot of floor space

Sales and profitability vary directly with customer exposure

Five Helpful Ideas for Supermarket Layout

1. Locate high-draw items around the periphery of store

2. Use prominent locations for high-impulse and high-margin items

3. Distribute power items to both sides of an aisle and disperse them to increase viewing of other items

4. Use end-aisle locations

5. Convey mission of store through careful positioning of lead-off department

Retail Slotting

Manufacturers pay fees to retailers to get the retailers to display (slot) their product

Contributing factors

Limited shelf space and closer control of inventory

An increasing number of new products

Better information about sales through POS data collection

Services capes

Ambient conditions - background characteristics such as lighting, sound, smell, and temperature

Spatial layout and functionality - which involve customer circulation path planning, aisle characteristics, and product grouping

Signs, symbols, and artifacts – characteristics of building design that carry social significance

Work Cells

Reorganizes people and machines into groups to focus on single products or product groups

Group technology identifies products that have similar characteristics for particular cells

Volume must justify cells

Cells can be reconfigured as designs or volume changes

Requirements of Work Cells

1. Identification of families of products

2. A high level of training, flexibility and empowerment of employees

3. Being self-contained, with its own equipment and resources

Advantages of Work Cells

1. Reduced work-in-process, Raw materials and Finished goods inventory

2. Less floor space and direct labor

3. Heightened sense of employee participation

4. Higher utilization of equipment and machinery

5. Reduced investment in machinery and equipment

Analyze and compare different types of processes and present in a table form.

Production facilities are organized around processes to facilitate production of products/services

Similar processes are grouped together at one place

Example: All drills or lathes are together

Suitable to produce Low volume, high variety products

Repetitive Focus Strategy

Facilities often organized as assembly lines (Automobiles, electronics, electrical products)

Characterized by modules with parts and assemblies made previously

Modules may be combined for many output options

Less flexibility than process-focused facilities but more efficient

Product Focus Strategy

Facilities are organized to produce a standardized products

High volume, low variety products, such as glass, paper, fizzy drinks, beer.

Also called;

Continuous process manufacturing as have very long process

Line flow production

Continuous production

Mass Customization Process Strategy

The rapid, low-cost production of goods and service to satisfy increasingly unique customer desires

Combines the flexibility of a process focus with the efficiency of a product focus

Process Focus (Low volume, high variety)	Repetitive Focus (Modular)	Product Focus (High-volume, low-variety)	Mass Customization (High-volume, high-variety)
Small quantity, large variety of products	Long runs, standardized product made from modules	Large quantity, small variety of products	Large quantity, large variety of products
General purpose equipment	Special equipment aids in use of assembly line	Special purpose equipment	Rapid changeover on flexible equipment
Operators are broadly skilled	Employees are modestly trained	Operators are less broadly skilled	Flexible operators are trained for the necessary customization
Many job instructions as each job changes	Repetition reduces training and changes in job instructions	Few work orders and job instructions because jobs standardized	Custom orders require many job instructions