Tqm (Repaired)

7/16/2019 Tqm (Repaired)

http://slidepdf.com/reader/full/tqm-repaired 1/83

“IMPACT OF TOTAL QUALITY MANAGEMENT”

I n

INDO ASIAN FUSEGEAR LIMITED



ACKNOWLEDGEMENTS

Research cannot be claimed the work of a single person. It is rather teamwork. It is thefforts of many persons involved.

extend my heartfelt gratitude to, Mr. Ramnersh Yadav (HR Manager)in the study of “IMPAC

OF TOTAL QUALITY MANAGEMENT " who provide me an opportunity to carry out the researcwork in their esteemed organization which enlightened my path in successfully towards completin

his project. I sincerely appreciate his contribution.

would like to thank the HR Department for assigning me a good project, under responsible an

hard working persons. They have made this summer’s a real worth and a delightful experience thwould stay for a lifetime with me paving my way towards professionalism.

would like to thank my faculty guide Mr. Ashok Sharma for his constant support in theoretic

aspects related to the project .I owe my sincere thanks to Rajiv Sharma, Director CEST for providinme various facilities in doing this project work.

am also very thankful to all respondents for their Welcoming attitudes and their wholehearteresponses. Without their help this study would not have been possible.

At the last but not least, I also express my heartfelt gratitude to my parent, who provideme an opportunity to reach at this level and my friends for their help and motivating me f

completion of this study.



EXECUTIVE SUMMARY

There is well known saying “Knowledge without Application is a waste”. So it is very necessary to

provide the practical knowledge along with the theoretical knowledge. It is very easy to study the

fundamentals of management. But is somehow to implement them within the business environment

A person has to face a lot of problem when he goes through the actual atmosphere of business. No

doubt classroom study is an important part for the knowledge of business environment, but practica

exposures provide some extra knowledge about the theoretical concept.

Gandhi ji said “the customer is the most important visitor to our establishment. He is m

depend on us. We depend on him”. Thus, every company inevitable have to its quality to re tain

customer.

My project is directed towards the study about IMPACT OF TOTAL QUALIT

MANAGEMENT. For this I choose INDO ASIAN (energy management) at Murthal, Sonepat

and tried to find out their approach toward s TQM principles. Primary data was collected throug

survey method with the help of questionnaire of workers and staff separately and that was analyzed

properly with the help of bar diagrams to arrive at findings to the study.



S.NO. TOPIC PAGE NUMBER

1. COMPANY PROFILE 6-15

2. REVIEW OF EXISTING LITERATURE 16-17

3. JUSTIFICATION OF THE STUDY 18-19

4. OBJECTIVE OF STUDY 20-21

5. RESEARCH METHODOLOGY 22-23

6. INTRODUCTION OF THE PROJECT 24-33

7. ANALYSIS & INTERPRETATION 34-62

8. FINDINGS 63-65

9. CONCLUSION 66-67

10. SUGGESTIONS 68-69

11. LIMITATIONS 70-71

12. BIBLIOGRAPHY 72-73

13. QUESTIONNAIRE 74-78



ABOUT INDO ASIAN

Indo Asian was formed in 1958 by a young group of technocrats indigenously develope

India’s first sheet steel enclosed rewritable switch at Jalandhar in Punjab. This marked th

birth of INDO ASIAN, which today has grown into a multi product, multi Location Compan

specializing in manufacturing and marketing a wide range of high-tech. electrical produc

used for distribution, protection, control and conservation of electrical energy. The superi

quality of these products has earned them the respect of the Indian market and the world ov

where they are popular under the brand names: Indo Asian industrial plugs & socket

stopshock RCCBs, Indo Asian HRC fuse links and Contactors & Relays.

The group’s annual turnover, which grew from Rs. 10 million in 1986, to Rs. 900 million la

year, is slated to reach Rs. 2500 million by the year 2007. Its modern manufacturing units

Sonipat, Noida, Parwanoo, and Jalandhar, are being further augmented. Once achieved, th

would be largest production base in India of the next generation of RCCBs, and Compa

Fluorescent lamps and other high technology, high quality electrical control and safe

equipments.

At present the group comprises the following companies:-

1) INDO ASIAN FUSEGEAR LTD., MURTHAL

2) INDO ASIAN FUSEGEAR LTD., NOIDA

3) INDO ASIAN FUSEGEAR LTD., JALANDHAR

4) INDO ASIAN FUSEGEAR LTD., LIGHTING DIVN. HARIDWR .



The registered office of the group is located in Okhla New Delhi.

HISTORY

The Company was incorporated in the name and style “INDO KOPP PRIVATE LIMITED” undhe Companies Act, 1956 as private company vide certificate of incorporation No. 5538288 dated

6th November, 1989 issued by the Registrar of Companies, NCT Delhi & Haryana.

The Company was converted into deemed Public Limited Company w.e.f. Ist July, 1998. The

Company was reconverted into Private Limited Company w.e.f. 7th January, 2002. Thereafter theCompany has been converted into Public Limited Company w.e.f. 27th January, 2005.

The registered office of the company is situated at 51 Kms. G. T. Road, Murthal, Distt. Sonepat,Haryana 131027.

The name of the Company has been changed to INDO ASIAN FUSEGEAR (INDIA)LIMITED, w.e.f. 15th June, 2005 and which is the name, the Company is presentlyknown as. Pursuant to the

Scheme of Arrangement approved by the Hon’ble High Court of Punjab& Haryana at Chandigarhvide its order dated 5th May, 2005/ 26th May, 2005, thetransferor company (IAFL) has transferred

ts entire business to the transferee Companyw.e.f. 1st April, 2005.



PRODUCTS

Products manufactured by the INDO ASIAN are domestic products, special applicatio

products, industrial products and lighting products:-

DOMESTIC PRODUCTS:-

MCBs RCCBs DBs

SPDs FR PVC Wires Wiring Accessori

http://www.indoasian.com/ListProduct.php?SubCatID=36




















SPECIAL APPLICATION PRODUCTS:-

Time Switches Plug and Socket

INDUSTRIAL PRODUCTS:-

MCCBs Fuses Cubical Switch


























Onload changeover Rewirable Switches Feeder Pillars

LIGHTING PRODUCTS:-

CFLs FTLs Domestic Luminaries







































VISION

Our vision “enriching quality of life by ensuring safe, efficient and convenient use

electricity” has been our guiding force for development of new and better products. Th

culture of innovation and constant change has played a key role in our success.

COMMITEMENT

Our focus on “energy management” i.e. designing and building products that not only protect an

control but conserve and comprehensively manage mankind’s greatest asset i.e. electrical energy h

enabled us to serve millions of our customers both in India and abroad with world class products.

Today Indo Asian has emerged as a strong brand name and has proven track record both

domestic and international markets. Our deep commitment to social responsibility gives us muc

satisfaction as the fact that millions of customers in every corner of the world respect us, trust us an

use our products for protection of people, property and possessions.

MISSION



BETTER TECHNOLOGY

BETTER QUALITY

BETTER TOMORROW

BUSINESS

The Company is engaged in the business of manufacturing and marketing of various electric

protection devices including High Breaking Capacity Miniature Circuit Breakers(MCBs), HigRupturing Capacity Fuses (HRC), Earth Leakage Circuit Breakers (ELCB),Distribution Board

Compact Fluorescent Lamps (CFLs) and other lighting products Plant Locations, and other details business which is being transferred to the company as per the Scheme -

♦

M urthal Plant

Unit I set up in the year 1984, situated at 51 kms., G. T. Karnal Road, Distt.Sonepat haryana

131027and engaged in the manufacturing of Miniature CircuitBreakers (MCB), High Rupturing

Capacity Fuses (HRC), Earth Leakage CircuitBreakers (ELCB), Distribution Boards and other

electrical protection equipment.Unit III set up in the year 1991, situated at 51 kms., G. T. KarnalRoad, Distt. Sonepat, Haryana131027and engaged in the manufacturing of Miniature Circuit

Breakers (MCB).

♦ J alandhar Plant

Unit II set up in the year 1990, situated at Bye Lane,Nakodar Road, Jalandhar ,Punjab and ngaged inhe manufacturing of Distribution Boards, RewireableSwitches, Feeder Pillars and other electrical

products.

♦ C FL Plant, Noida

CFL Plant set up in year 1997, situated at A39,Hosiery Complex, Phase II Extension , Noida, U.P

201305 in technical arrangement with M/s Korea Advanced Lighting Company Ltd. and engaged inhe manufacturing of Compact Fluorescent Lamps (CFLs).

♦ P arwanoo Plant

Parwanoo Plant set up in 2003, situated at Plot No. 9 & 12, Parwanoo, Solan, Himachal Pradesh an

engaged in the manufacturing of Miniature Circuit Breakers (MCB), Residual Current CircuitBreakers (RCCB), Switch Fuse Disconnecter & other electrical products and Compact Fluorescent

Lamps (CFLs).



SOME OF INDO ASIAN MAJOR CUSTOMERS IN INDIA INCLUDES:-

Railway integral coach factory, Electricity Board, CPWD, PWD, NTPC, Indian O

Corporation Limited, Oil and natural gas commission, Reliance Industries Ltd., Bluestar Lt

M.R.F Ltd., Ashok Leyland Ltd., Bajaj Auto Ltd., Hindustan Liver Ltd., Tata Honeywell Ltd

CROSSING GLOBAL FRONTEIRS

Indo Asian products are well accepted in countries around the world, our regular overse

market include Russia, Australia, Malaysia, Nepal, Srilanka, U.A.E., Iran, Syria, jorde

Angola, and Cyprus. Some of our valued major foreign customers include public utilities

South Africa.

Bovara Pvt. Ltd. Australia persuasion listriknagra (PNL), Jakarta, Indonesia, public utiliti

board Singapore. Ceylon Electricity Board Srilanka, Rahad corporation khartourn, Suda

Ministry of Electricity and water Dubai, Dubai Electricity company Dubai. Water an

Electricity company Abu Dhabi, ministry of Electricity and water Doha, ministry of electrici

and water Muscat Oman, Jordanian Electric power supply company Amman.



GROUP’S FOREIGN COLLABORATION

The group’s pursuit of excellence is backed by extensive in -house R&D technical an

commercial collaboration with world leaders such as:-

1) HEINRICH KOPP AG, GERMANY

2) DOEPKE & CO. AG, GERMANY

3) MENNEKES ELECTRO TECHNIC. GMBH & CO., GERMANY

4) KLOCKNER MOELLER CMBH, GERMANY

QUALITY- CENTERS AROUND THE CUSTOMERS

The name "Indo Asian" is today synonymous with high quality in the field of electrical

distribution and protection equipment in India, Asia as well as other developed countries.

Quality of our products and processes is, in fact, checked by impartial bodies which is now



a variety of Indo Asian products are ASTA tested and their manufacturing plants have won

ISO 9001 certification from BVQ1, UK. In fact, Indo Asian Fuse gear Limited was the first

Indian manufacturer of electrical safety equipment, to be awarded ISO 9001 certification

under the upgraded 1994 guidelines.

At Indo Asian, we recognize that quality holds the greatest insurance to our Customer.

Especially, when one manufacturer's product looks no different from another’s! which is why

in spite of certifications and recognitions , we have put in place Quality Management

Cycle that works right around, from materials procurement to product application; with

everything revolving around the customer's needs, customer's preferences and his objectives.

Ultimately, how well our products safeguard human lives and property, is our primary

concern.



OBJECTIVES OF THE COMPANY

Objectives establish the goals and the aims of the business and determine the shape of future event

Objectives are the way of achieving motives for profit of social service.

Main objectives of INDO ASIAN as given in its memorandums of Association are:

Increasing productivity of work force.

To introduce new products and create new markets.

Customer service and customer satisfaction.

Improving work culture among the employees.

Capitalizing on company strength and use of corporate assets.

Continuous innovation.

To provide a growth rate of about 10% p.a.

Improve the advertising effectiveness.

To ensure that a large proportion of its sales is directed towards the rural sectors an

urban sectors.



Review of Existing li terature:

To research any problem, it is necessary to review the existing literature. Various studies relatin

o different aspects of recruitment have been conducted in the past. A brief review of some of th

major studies in recent years is given below.

Before Industrial Revolution, skilled craftsmen served both as manufacturers and

inspectors, building quality into their products through their considerable pride in their

workmanship.

Industrial Revolution changed this basic concept to interchangeable parts. Likes

Thomas Jefferson and F. W. Taylor (“scientific management” fame) emphasized on productio

efficiency and decomposed jobs into smaller work tasks. Holistic nature of manufacturin

rejected!

America woke up to the quality revolution in early 1980s. Ford Motor Compan

consulted Dr. Deming to help transform its operations.

Early 1990s: Quality management principles started finding their way in service industry

FedEx, the Ritz-Carton Hotel Company was the quality leaders.



Statistical approaches to quality control started at Western Electric with the separation

of inspection division. Pioneers like Walter Shewhart, George Edwards, W. Edwards

Deming and Joseph M. Juran was all employees of Western Electric.



Justification of the Study

Review of literature indicates that many studies have been conducted in this area but no one h

made in depth study about IMPACT OF TOTAL QUALITY MANAGEMENT in busine

organization.

“In today’s competitive environment, ignoring the Quality is the tantamount to the corpora

suicide” Quality is the most important patent weapon in face the fierce competition and it need to b

nurtured through the right attitude and a quality culture.

t is being increasingly recognized that higher quality of product and services and custom

satisfaction is the key to the survival of the organization. The nature of the current worldwi

competition generally demands from any corporation the following type of ability characteristic:

1. To understand what the customer demand, to provide it, on time.

2.To provide product &services of higher quality and reliability consistently.

3. To keep up with the pace of change, technology as well as social.

4. To be one step ahead of the customer need, that is to predict what the customer will want one ye

from now.



OBJECTIVE OF THE STUDY

Today, market has become competitive and customer driven. Now customer are defines the quality

So TQM strives toward the achievement of quality in everything one does. To improve the process

people must know what to do, how to do it, have the right method to do it and be able to measure th

mprove of the process.

So this study will helpful in finding out the degree of TQM implementation in the

company and helps them in understanding and study the level of commitment of employees toward

heir work and the organization.

The objectives of this study are:

To find the degree of TQM implemented in the organization.

To study the level of commitment of employees toward their work.

To find out factor influencing the commitment.

The main objective of the project is to study about “IMPACT OF TOTAL QUALIT

MANAGEMENT " at INDO ASIAN FUSEGEAR LTD.”



RESEARCH METHODOLOGY

Research methodology is a way to solve the research problem in a systematic manner. It may

understand as a science of studying how the research is done significantly. The methodology may

differ from problem to problem, yet the basic approach towards the research remains the same. The

sequence or steps followed have been explained as under:

RESEARCH DESIGN

This research is of EXPLORATARY RESEARCH DESIGN .I have used the questionnai

method for collecting the data.

SCOPE OF THE STUDY:-

UNIVERSE: - Staff employees & Workers

SAMPLE SIZE: - 20% of the universe

SOURCE OF DATA COLLECTION:-

a) PRIMARY SOURCES: - Direct interview, questionnaire-structured & multiple choi

question.

b) SECONDARY SOURCES: - Records, manuals & through books



A questionnaire was prepared to get information about the project and to know the motivatio

level of employees. The responses were further tabulated as per the weight age of responses. F

these purpose a structured, multiple choice questionnaire was used.



INTRODUCTION OF THE TOPIC

Human resource is the most important factor for any organization and success of any Organization

s depending upon its resource .If human resource of organization is not happy with the organizatio

t will adversely affect the organization.

The higher degree of commitment toward work will improve productivity and will decrease

rejection cause due to human factor.

So to make the people happy is the responsibility of the organization. So this study is helpful to

measure the level of commitment toward work and to know the factor affecting the commitment

evel.

QUALITY:-

Quality means fitness for use.

Quality means productivity, competitive cost, and timely delivery, total customer satisfactio

Quality means conformance to specification and standard.

Quality is customer satisfaction

Quality is what the customer says

Quality means getting everyone to do what they have agreed to do and to do it right the first

time and every time.



TOTAL QUALITY :-

t means all the people of the organization are committed to product quality by doing right things

right, first time, every time by employing organization resource to provide value to customer.

TOTAL QUALITY MANAGEMENT (TQM): -

Total Quality Management (TQM) is a structured system for meeting and exceeding customer

needs and expectations by creating organization-wide participation in the planning and

mplementation of improvement (continuous and breakthrough) processes. TQM is based on a

number of ideas.

TOTAL :

Everyone associated with the company is involved in continuous improvement, in all functional

area, at all level.

QUALITY:

Customer express and implied requirement is met fully.

MANAGEMENT:

Executive are fully committed

Decision in a planned way.

To maintain existing lever of quality.

To improve existing lever of quality



Why TQM?

In a global marketplace a major characteristic that will distinguish those organizations that

are successful will be the quality of leadership, management, employees, work processes, product,and service.

This means that products must not only meet customer and community needs for valuehey must be provided in a continuously improving, timely, cost-effective, innovative, and

productive manner.

PRINCIPLES OF TQM:-

Delight the customer

Management by fact

People based management

Continuous improvement

Strong leadership

Quality system measure& record

Team work, Team accountable, correct problem

People oriented technology, speed.



FOUR C’S OF TQM

1. Commitment 2. Competence

3. Communication 4. Continuous improvement

FACTOR AFFECTED THE COMMITMENT OF THE EMPLOYEES:-

General worker attitude toward the company.

General worker attitude toward the supervisor.

Lever of satisfaction toward job standard.

The lever of consideration the supervisor shows to his subordination.

The workload & work pressure level.

The treatment of individual by the management

The lever of worker’s satisfaction with the salaries

The level of worker pride in the company and its activity

Worker reaction to the formal communication network in the organization.

Intrinsic job satisfaction level of the worker.

Worker attitude toward the fellow worker.



TQM: Towards better productivity

TQM is a success mantra for operational industries, but healthcare needs it the most. Sushmi Dey

explores the dimensions of this management strategy

The International Organization for Standards (ISO) defines

TQM as, "…a management approach for an organization, centeredon quality, based on the participation of all its members and aimin

at long-term success through customer satisfaction, and benefits toall members of the organization and to society."

TQM acts an umbrella under which everyone in theorganization can strive for customer satisfaction, reduce costs andwastage and increase the efficiency of services.

"The main focus of TQM is to analyze," say Dr CP Kamle, Chief-de-Consortium, Dr Kamle's

Prescription, Boston (USA). TQM is a management-oriented strategy which aims at embedding

awareness of quality in all organizational processes.

TQM, which originally hails from the Japanese shoe industry, saw the 1980's bring it to the

healthcare domain. Says Vikram Anand, General Manager, Operations, Hosmac India Private

Limited, "When TQM initially came up in hospitals, quality circles or groups were formed who

suggested measures of quality control.

It is these quality circles which gradually gave way to TQM in healthcare

"In order to control

the cost, fundamentalchanges in the

healthcare sector aretaking place"

Dr CP Kamle, Chief-de-Consortium,

Dr Kamle's Prescription,Boston



QUALITY PERSPECTIVE

Everyone defines Quality based on their own perspective of it. Typical responses about the

definition of quality would include:

» Perfection

» Consistency

» Eliminating waste

» Speed of delivery

» Compliance with policies and procedures

» Doing it right the first time

» Delighting or pleasing customers

» Total customer satisfaction and service



QUALITY PERSPECTIVE



Evolution of TQM philosophies

• The Deming Philosophy

Definition of quality, “A product or a service possesses quality if it helps somebody and enjoys

good and sustainable market.”

Improve quality Decrease costbecause of lessrework, fewer

mistakes.

Capture the marketwith better qualityand reduced cost.

Stay in businessLong-termcompetitivestrength

Productivityimproves



The Crosby philosophy

Absolute’s of Management

• Quality means conformance to requirements not elegance.

• There is no such thing as quality problem.

• There is no such thing as economics of quality: it is always cheaper to do the job right the firtime.

• The only performance measurement is the cost of quality: the cost of non-conformance.

Basic Elements of Improvement

• Determination (commitment by the top management)

• Education (of the employees towards Zero Defects (ZD))• Implementation (of the organizational processes towards ZD)

The Juran philosophy

Pursue quality on two levels:

1. The mission of the firm as a whole is to achieve high product quality.2. The mission of each individual department is to achieve high production quality.

Quality should be talked about in a language senior management understands:

money (cost of poor quality).

At operational level, focus should be on conformance to specifications through

elimination of defects- use of statistical methods.



OBJECTIVE WISE ANALYSIS

(Micro Analysis)

The analysis according to the objectives is explained below:

Do you think that this organization is QUALITY conscious toward employees?

A. Yes

B. No

Staff % Workers %

A 87 65

B 13 25

0

20

40

60

80

100

Staff Workers

A B

This graph shows that about 87% staff and 65% worker agreed that organization is quality consciou

oward employees.



Does the organization have the certification of ISO 9000?

A. Yes

B. No

Staff % Worker %

A. 100 67

B. 0 33

100

0

67

33

0

20

40

60

80

100

Staff Worker

A. B.

This graph shows that 100% staff and 70% worker said that the organization have the certification o

SO 9000.



Is the organization provide quality assurance system& operation

A. Yes

B. No

Staff % Worker %

A. 80 58

B. 20 42

80

20

58

42

0

10

20

30

40

50

60

70

80

Staff Worker

A.

B.

This graph shows that 80% staff& app.65% worker think that organization providing quality

assurance system &operation.



Does the organization have the quality circle?

A. Yes

B. No

Staff % Worker %

A. 87 46

B. 13 54

87

13

46

54

0

1020

30

40

50

60

70

80

90

Staff Worker

A. B.

t shows that app.90% staff & 46% worker agreed with the statement. 54% workers said they don’t

know about this.



How many people are involved in the quality circle?

A. Below 10 B.Above 10

C. Above 15 D. Can’t say

Staff % Worker%

A. 22 36

B. 54 28

C. 14 22

D. 10 14

22

54

36

28

0

10

20

30

40

50

60

Staff Worker

A. B. C. D.

It shows that about 54% staff says there are above 10 members in the quality circle.



How frequently the organization have the meeting of quality circle ?

A. Weekly B. Biweekly

C. Monthly D. Yearly

Staff % Worker%

A. 17 35

B. 57 42

C. 26 23

D. 0 0

17

57

35

42

0

10

20

30

40

50

60

Staff Worker

A.

B.

C.

D.

t shows that app.60 % staff & 42% worker says organization have the biweekly meeting of quality

circle.



Do you know about the agenda of information or any other information?

A. Yes

B. No

Staff % Worker %

A. 60 14

B. 40 86

60

40

14

86

0

20

40

60

80

100

Staff Worker

A. B.

Above graph shows that 60% staff say that they know about the agenda of the information but 86

worker say they don’t know about this.



Is the organization s going for the quality audit?

A. Yes

B. No

C. Can’t say

Staff % Worker %

A. 85 26

B. 10 24

C 5 50

85

10

26 24

0

10

20

30

4050

60

70

80

90

Staff Worker

A. B. C

Above graph shows that 85% staff &26% worker says that organization is going for quality audit

but 50% worker says they don’t know about the quality audit.



Does the organization s have quality information system?

A. Yes

B. No

C. Can’t say

Staff % Worker %

A. 95 15

B. 0 31

C 5 54

95

0

15

31

0

20

40

60

80

100

Staff Worker

A. B. C

Above graph shows that 95% staff says that organization have quality information system &54 %

worker says they don’t know about this.



Are the information system is regularly updated?

A. Yes

B. No

C. Can’t say

Staff % Worker %

A. 69 55

B. 11 11

C 20 34

69

11

55

11

0

10

20

30

40

50

60

70

Staff Worker

A. B. C

About 70 % staff & 55% worker says that organization regularly updated.



Do you think the organizations used benchmarking?

A. Yes

B. No

C. Can’t say

Staff % Worker %

A. 30 8

B. 25 0

C 45 92

Above graph shows that 30%staff says that organization have quality information system but 92%

worker say they don’t know about this.

3025

8

00

20

40

60

80

100

Staff Worker

A. B. C



Does the organization s is going for brain storming session?

A. Yes

B. No

C. Don’t know

Staff % Worker %

A. 70 3

B. 13 0

C 17 97

Above graph shows that 70%staff agreed with the statement. but 97% worker say they don’t know

about this.

70

13

30

0

20

40

60

80

100

Staff Worker

A. B. C



Are the organization is practicing the 5’s Japanese philosophy?

A. Yes

B. No

Staff % Worker %

A. 90 26

B. 10 74

t shows that about the 90% staff and 26% worker says they are practicing this but 74% workers

don’t know about this.

90

10

26

74

0

10

20

30

40

50

60

70

80

90

Staff Worker

A. B.



Does the organization have the certification of ISO 14000?

A. Yes

B. No

C. Don’t know

Staff % Worker %

A. 100 53

B. 0 16

C 0 31

t shows that all of the respondent of staff & most of the worker category says that organization hav

SO 14000.

100

0

53

16

0

20

40

60

80

100

Staff Worker

A. B. C



A formal planning process exists in the organization?

A. Strongly agree

B. Strongly disagree

C. Don’t know

D. Agree

E. Disagree

Staff % Workers %

A 18 7

B 12 30

C 20 46

D 30 7

E 20 10

t shows that about 18% of the respondent are agree with the statement but in worker category most

of them are either disagree or don’t know.

1812

7

30

0

10

20

30

40

50

Staff Worker

A. B. C D E



There is a shared vision of where the business is growing?

A. Strongly agree


C. Don’t know

D. Agree

E. Disagree

Staff % Workers %

A 22 7

B 5 13

C 25 40

D 45 13

E 3 27

t shows that about 45% staff of the respondent are agree with the statement but in worker category

app.40% do know regarding it.

22

57

13

0

10

20

30

40

50

Staff Worker

A. B. C D E



Employees are keeping updating with change in the job skill & job design?

A. Strongly agree


C. Don’t know

D. Agree

E. Disagree

Staff % Workers %

A 10 3

B 5 15

C 10 13

D 55 45

E 20 24

t shows that app. 55% respondents among staff and 45% among worker are agreeing with the

statement.

10

53

15

0

10

20

30

40

50

60

Staff Worker

A. B. C D E



Formal& informal method is followed for employees feedback & acting on th

feedback?

A. Strongly agree B. Strongly disagree C. Don’t know

D. Agree E. Disagree

Staff % Workers %

A 15 2

B 5 21

C 0 7

D 70 40

E 10 30

Above graph shows that app. 70% respondents of the staff and 40% from worker said that there are

proper feedback system are agree with the statement .

15

52

21

0

10

20

30

40

50

60

70

Staff Worker

A. B. C D E



Does the organization provide right environment to apply knowledge from new

programs to the job?

A. Strongly disagree B. Strongly agree B. C. Don’t know

E. Agree E. Disagree

Staff % Workers %

A 5 5

B 75 28C 10 13

D 7 46

E 3 8

Above graph shows that 75% staff and 28% from worker said that organization doesprovide the rig

environment to apply knowledge to the job.

5

75

5

28

0

10

20

30

40

50

60

70

80

Staff Worker

A. B. C D E



Do you feel that this organization is a good place to work?

A. Yes

C. No

D. Can’t say

Staff % Workers %

A 80 58

B 5 36

C 15 8

0

10

20

30

40

50

60

70

80

Staff Workers

A

B

C

It shows that 80% staff&58% worker agreed with the statement.



Do you feel comfortable with the rules and policies of the organization?

A. Yes

B. No

C. Some times

Staff % Worker %

A. 55 47

B. 20 40

C. 25 13

0

10

20

30

40

50

60

Staff Worker

A.

B.

C.

It shows that the employees of the staff category are more satisfied with the rules and policies of

the organization then employees from the workers category which is 47%.



What type of relations are you having with your superiors, peers and subordinates?

A. Good

B. Average

C. Poor

Staff Workers

A. 90 34

B. 10 50

C. 0 16

0

10

20

30

40

50

60

70

80

90

Staff Workers

A.

B.

C.

It shows that most of the employees from the staff category are having good relationships wi

their superiors. But most of the workers are having only satisfactory relationships.



If bad, then why it is so?

A. They are not co-operating with you

B. Their behavior is not good

C. There is not proper communication.

D. All of the above

Workers

A. 10B. 27

C. 18

D. 45

0

5

10

15

20

25

30

35

40

45

worker

A.

B.

C.

D.

It shows that most of the worker takes misbehavior from their superior.



Do you feel that you can get ahead in the organization if you make efforts?

A. Yes B. No C. Sometimes

Staff Workers

A. 45 24

B. 25 72

C. 30 4

0

10

20

30

40

50

60

70

80

Staff Workers

A.

B.

C.

This shows that most of the workers feel that they can’t get ahead in the organization if they work

hard but the attitude of employees of staff is just opposite.



Do you get reward on your good performance?

A. Yes

B. No

C. Sometimes

Staff % Workers %

A. 30 22

B. 65 68

C. 5 10

0

10

20

30

40

50

60

70

Staff Workers

A.

B.

C.

This shows that most of the staff members or workers have not get reward in the organization on

heir good performance.



Do you feel that your performance is measured properly in the organization?

A. Yes

B. No

C. Sometimes

Staff % Workers %

A. 45 26

B. 40 67

C. 15 7

0

10

20

30

40

50

60

70

Staff Workers

A.

B.

C.

Most of the staff members’ thinks that their performance is properly measured in the organizatio

but the workers feels just opposite of it



Do you find that your job makes the best use of your abilities?

(For Managers)

A. Yes

B. No

C. Sometimes

Staff

A. 55B. 30

C. 15

0

10

20

30

40

50

60

Staff

A.

B.

C.

It shows that most of the staff members are feels that their job makes the best use of the

abilities.



MACRO ANALYSIS

(Inferences &Interpretation)

The detailed analyses of the results are explained below:

MOST OF EMPLOYEES FEELS THAT:

Most of the staff member and worker feel that organization is quality conscious and employee

friendly. This also increases their commitment toward the work and toward the organization.

Some of the employee’s feel that they have proper information about the policies, practices followe

n the organization. But some of employees feel that there is no proper communication.

Most of the facts related with the organization are hired by the management from the employees.

Most of the employees feel that they don’t get rewarded for their good performance.

Most of the staffs’ members feel that their performance is properly measured in the organization.



FINDINGS

Working conditions of the organization:-

The study shows that the majority of the employees are satisfied. This is because there is a

assumption that working conditions and satisfaction are interrelated contradicts the two fact

theory of motivation. According this theory working conditions are part of maintenance facto

which, when provided help to remove dissatisfaction.

Satisfaction level of responsibility and authority:-

The study shows that the employees are satisfied with the authority and responsibility given

them. Because responsibility without adequate authority, may most of the times, leave a

employee confused and indecisive, because in the absence of authority he may at times, not b

able to take prompt decision resulting in delayed action on his part.

Working environment in the organization:-

It is important that the atmosphere in which the employee works is very friendly and cooperativ

The study shows that the positive result that the environment is friendly, encouraging an

competitive.

Communication with superiors:-

The importance of communication has increased with the increase in the size of busines

growing competition and advancement in technology. Like the study shows that some of th



employees are so satisfied. So there should be an effective, clear and two way communication

between superiors and subordinates.

Attitude of superiors towards the problems subordinates:-

The attitude of superiors should be friendly and understanding towards their subordinates. The

should help them in solving problems. The study shows that the most of the employees indica

that the Attitude of superiors towards their problem is Hostile and problem solving and help the

employee who wants to learn more about his job.

Superior involves subordinates while taking decisions:-

The study shows that the (50%) of the employees are involved in taking decision and remainin

are not satisfied. So the employees are allowed to given their ideas, suggestion. This can increa

employee commitment to work, productivity, goals and motivation. Higher level should tak

interest in the problem of the lower level.

Satisfied with the salary package:-

The study shows that some of the employees are satisfied and some of them are not satisfie

because the job responsibilities are more and the salary paid is not accordance with it. It is one

the most important motivating factors. So the salary should be given on time.

Satisfaction from training and development programme:-

The study shows that the employees are not so satisfied with training programme and grow

opportunity. So the training programmes and growth opportunity are directed toward



maintaining and improving current job performance, while development programmes, seek

develop skills for future jobs. It is the responsibility of the management to identify the trainin

needs of its employees and done initiate, appropriate training efforts



CONCLUSION

Indo Asian (energy management) has implemented a quality conscious culture across all the vertica

and horizontal layers of the company which is the prerequisite of TQM. TQM encourages

participation amongst shop floor workers and managers and Indo Asian is no exception to this as

both the levels of management are working very hard to attain a desired quality level. Indo Asianwork culture believes in prevention not detection of problems. TQM is an approach to improving th

competitiveness, effectiveness and flexibility of an organization for the benefit of all stakeholders.Planning, organizing is exercised of removing all the wasted effort and energy that is routinely spenn organizations.

All managers demonstrate their seriousness and commitment to quality ensure they communicate thprinciples, strategies and benefits to the people for whom they have responsibility.

Managers take responsibility for preparing, reviewing and monitoring the policy, plus take part inregular improvements of it and ensure it is understood at all levels of the organization.

These, combined with a TQM approach, should result in a quality organization, with satisfiedcustomers and good business results.



SUGGESTIONS



The suggestions I have given for the betterment are explained below:

♦ It is very important to provide the opportunity to the employees of the organization to expres

their ideas or whatever they want to express.

♦ Management should clear their vision mission and goals towards the employees in the

organization.

♦ Management should involve the workers representatives in managerial activities so that the

transparency could be maintained and through this they can win the confidence of the

employees.

♦ Management should give due importance to mental relaxation &social cultural development

of an employees who strives hard for the company.

♦ Reward or Praise/appreciation works as magic for an individual and motivates them for work

♦ Role clarity of each position should be defined and based on that individuals can plan their

work accordingly.

♦ Self-potential system should be encouraged.

♦ There are regular review and comparison of current & past performance to detect gradual

deterioration in the strategy.

♦ Proper cooperation should be necessary in the company.



LIMITATION



Time period for this is very less.

Employees of the organization may hide the fact.

The management did not agree to disclose all the confidential data.

Number of respondents are very less, so clear conclusion can’t be drawn.

Some of the employees did not take the questionnaire seriously.



BIBLIOGRAPHY

Books:

Marketing Management – By Philip Kotler

Human Resource Management RESEARCH METHODOLOGY, METHODS AND TECHNIQUES

BY C.R.KOTHARI



WEBSITE:-

www.indoasian.com

www.qualitymag.com

http://www.indoasian.com/


http://www.qualitymag.com/






QUESTIONNAIRE

1. Do you think the organization is quality conscious toward employees?



YES ■ NO

2. Does the organization have the certification of ISO 9000?

YES ■ NO

3. Is the organization providing quality assurance system & operation?

YES ■ NO

4. Does the organization have quality circle?

YES ■ NO

5. How many people are involved in quality circle?

Below 10 ■ above 10 ■ above 15 ■ can’t say

6. How frequently the organizations have the meeting of quality circle?

Weekly ■ biweekly ■ monthly ■ yearly

7. Do you about the agenda of information or any other information?

YES ■ NO

8. Are the organization is going for the quality audit? YES ■ NO ■ can’t say

9. Does your organization have quality information system?

YES ■ NO ■ can’t say



10. Are the information system is regularly updated?


11. Do you think the organization used bench marking, if any, please tell me the name of th benchmark organization?


If yes, then

a. Org.

b. Area

12. Does the organization is going for the brain storming session?

YES ■ NO ■ don’t know

13. Are you practicing the 5’s Japanese philosophy?


14. Does the organization have the certification of ISO 14000 or any other, if any please mention


15. Are you practicing the six sigma for the error control?


16. A formal career planning process exist in the organization

Strongly Agree ■ Strongly disagree



Don’t know Agree ■ Disagree

17. There is a shared vision of where your business is growing?


18. Employees are kept updated with changes in job skills & job designs?



19. Formal or informal method is followed for employees feedback and acting on that feedback?



20. Does the organization provide right environment to apply your knowledge from new programto the job?

Very much ■ Some what Little

Not at all

21. Do you feel that the organization is a good place to work?

Yes ■ No ■ Sometimes

22. Do you feel comfortable with rules and policy of the organization?


23. What types of relations are you having with your superior, peers and subordinates?

Good ■ Average ■ Poor

If bad then why it is so?

They are not cooperating. Their behavior is not good

There is no proper communication. All above



24. Do you feel that you can get ahead in the org. if you make an effort?


25. Do you get any reward on your good performance?


26. Do you find that your performance is properly measured in the organization?


27. Do you find that your job makes the best use of your abilities?

Yes ■ No ■ Some Times

Thank you for your kind co-operation.

Tqm (Repaired)

Documents

Transcript of Tqm (Repaired)