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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Chapter No. 1
INTRODUCTION
1.1 Introduction to the study
Total quality management (TQM) has spread its wings in every sphere of the global
corporate world and Indian companies are no exception. In this paper, first the growth
and spread of TQM in India is traced from its initiation to current status. Further, the
paper has tried to identify the causes for poor quality of products and service, and the
gaps that exist between the expectations and the outcome after adopting the TQM
practices. Later a critical view of the quality scene in India is presented, and finally,
based on these observations suitable guidelines and recommendations are made to
bridge this gap. It is concluded that there is still a long way to go for Indian
companies to receive the stamp of acceptance for their products at international level.
This is Total Quality Management Project Report. Human resource is the most
important factor for any organization and success of any Organization is depending
upon its resource. If human resource of organization is not happy with the
organization. It 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 level.
1.2 Statement of problems
The main emphasis will be on to find out quality employee’s commitment toward
their work as a result total quality implementation.
1.3 Objective of the study
The objectives of this study are:
1. To find the extend of TQM implemented in the organization.
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
2. To study the level of commitment of employees toward their work.
3. To find out factor influencing the commitment.
1.4 Significance of study
The study on the topic “Total Quality Management” will be useful not only to the
researcher but also to the management. The study has wide scope in understanding the
degree of commitment of the employee towards organization. It also useful in
understanding the various factors that influence and motivate the employees to
perform. It can be applied to understand the problems faced during their stay and the
role of various organizational factors on the behavior of the employees. This study
finds wide application of various theoretical concepts into practice.
1.5 Research Methodology
1.5.1 Research Methodology:-
Research methodology is the process which helps in selecting tool to achieve
objective. The research was conduction in descriptive form. Marketing research
specifies the information required addressing these issues, design the method for
collecting information manages and implement the data collection process, analysis
result and communicates finding and their implications. Both primary and secondary
data were collected by the researcher.
1.5.2 Sources of Data collection
1.5.2.1 Primary data
Data obtained from the first hand by the research is called as primary data. Here the
main source of primary data collection was interview, discussion and interaction with
employee by using questionnaire.
1.5.2.2 Secondary data
Any data which has gathered earlier for some other purpose are secondary data in the
hands of marketing researcher. Refer to data available in the some form or another and
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
many include the result of previously performed research or other available material
such as internet, reports. Various sources of secondary data are Internet News paper
Interaction with company employee, Various HR related books, and Company
website.
1.5.3 Sampling Procedure
Sampling plan has three parts, are as follows.
1.5.3.1 Study Area
Employees and some part of workers of fabtech project Ltd.
1.5.3.2 Sample size-
Sample was selected which will cover the substantial portion to achieve the reliable
result. The sample size was selected 110 respondents.
1.5.3.3 Sampling Method
Simple Random sampling
1.6 Limitation of the study:-
1. Employees of the organization may hide the fact.
2. The management did not agree to disclose all the confidential data.
3. Number of respondents is very less, so clear conclusion can’t be drawn.
4. The study is limited to employees and workers.
5. The information was taken from human resource department, Further the
questionnaire setup was checked from human resource and objectionable questions
were dropped.
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Chapter No.2
Company Profile
2.1 About of Organization
With a vision to create state-of-the-art cotton yarn spinning unit, Fabtech group
initiated the project development during the financial year 2006-07. Fabtech textiles is
situated in Sangola, district Solapur around 5 hours drive from Pune. The factory with
ultramodern equipment for Cotton Yarn manufacturing spans over 11 acres of land.
The total built up area consisting of the Production unit, ancillary block, administration
block, training lab and guest rooms is spread over 20,000 square meters The
Company’s executive director is Mr. Bausaheb Rupnar and Vice President is Mr. Patil.
The Textile project is divided into two phases.
Phase 1: The first phase of 15,600 spindles is already installed and commissioned.
Production activity in Phase 1 has also been started. The cost of Total Plant &
Machinery installed till date is Rs.200Million.
Phase II: The phase II of the project is already underway and will cater to a capacity
of 14,400 spindles. Estimated Cost of Plant and Machinery for Phase II is expected at
Rs.225 Million.
2.2 Vision and Mission
Vision
To be a world-class leader in our business and achieve global standards through
quality and innovation. We are committed to bring value and higher returns for our
associates and stakeholders. To partner with our clients and associates in achieving
better standards of excellence by overcoming challenges with zeal and confidence.
Mission
To become one of the leading engineering companies in the world with a
foundation built on quality, safety, innovation and cost competitiveness
To establish a culture of innovation, self-motivation and ownership towards work
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
To provide cost-effective and quality solutions for our clients
To strive to achieve better standards of quality and excellence in any ecosystem
To invest in eco-friendly systems
To extend the benefits of industrial development to rural India through employment
generation and women empowerment
Foster team bonding and encourage employees to embrace new ideas, and build HR
processes for nurturing skills and capabilities
2.3 Historical Background:-
Fabtech was established in the year 1992 by Mr. B.A. Rupnar as a fabrication unit for
Carbon Steel pressure vessels; developed into manufacturing of reactors, columns,
vessels of exotic metals. Started with EPCC for mounded storage facilities and now is
one of the market leaders for EPCC projects for various process units and mounded
bullet vessels
Fabtech has executed export orders for Design, Fabrication and Supply of ASME "U"
Stamp Pressure Vessels / Filters, Pressure Vessels for Water Treatment plants, LPG /
Propane Storage Bullets & Mobile Tankers and process units for various countries like,
United States of America, England, Sudan, Sri Lanka, Dubai, Indonesia, Australia,
Turkey, Bangladesh and Nepal.
Year of Establishment : 1992
Nature of Business : Manufacturer
Major Markets : Indian Subcontinent, East Asia, Middle East & South
East Asia
2.4 Different Departments of Organization:
FABTECH PROJECTS & ENGINEERS LTD., EKHATPUR is a very big Factory in
Solapur district. It is having various functional departments for smooth and systematic
working those department are -
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
HR&Safety Department.
Accountant Department.
Production Department.
Engineering.
Inventory Management.
ERP system.
2.5 Different Products
Equipments Manufacturing Under the equipments manufacturing division following
process equipment are manufactured using Carbon Steel, Stainless Steel, Alloy Steel as
well as cotton yarn.
Reactors
Process Columns
Heat Exchangers (Shell / Tube / Finned Types)
Dryer and regenerator
Pressure vessels
Separators
Heat Exchangers (Shell / Tube / Finned)
Degasser
Purifier vessels
Pressure swing absorbers
Scrubbers
Pulsating Chambers
Cryogenic Vessels and
Cotton yarn
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
2.6 Organization Chart: Chairman
Board of Directors
Managing Directors
C.O.
Finance Administration Production HR
Production engineer
Shift officer
Spinning Manager SQC Dept Maintenance Dept Engineering Dept
Shift in charge SQC in charge Maintains Charge Chief Engineer
Supervisor Investigator Supervisors Deputy Engineer
Jobbers Wrapping Boy Workers Workmen
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
2.7 Future Plan of the Organization:
To increase production capacity.
Fabtech Group is also in the process of setting up educational institutions in Moshi,
Pune.
Future project: Five ward hospital and an old age home.
2.8 Company Profile:
Company Name Fabtech Projects & Engineers Limited, textile division,
Sangola.
Year of Establishment 1992
Office Pune
Products Cotton yarn
Capacity of Production 3600 tone per year
Registered Address Gat No.620/621, At Post-Ekhatpur, Tal- Sangola, Dist. Solapur-413
307.
Telephone No. 02187-222795
Fax 02187-222795
E mail fabtechtex@gmail.com
Website www.fabtechtex.com
Branch Sangola
Supplier of Raw material cotton purchased from Private Party
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
2.9 Manufacturing Process of Cotton Yarn
The basic procedure in cotton yarn spinning is the raw cotton is converted into a
thread of required quality and of a required count. The manufacturing process and
value addition/function of each stage of continuous process is explained as under.
Sr. No. Department Type of Activity Carryout
1 BLOWROOM Raw & un-cleaned cotton is fed into the blow room unit
and impurities of cotton such as trash, foreign particles and
other impurities are removed from cotton. The fire
diversion system diverts to a wet pond outside the factory,
any cotton that might catch fire due to friction of the
impurities. The Premier contamination clearer system
results in highly cleaned cotton and this is directly fed to
carding machines through chut feed method.
2 CARDING The cleaned cotton fed through chut from blow room is
further cleaned though lickerin wires and fine cleaned
cotton is converted into sliver using LMW carding
Machines. The cotton sliver/noil is stored in cans.
3 COMBING The carding sliver is further passed though combing unit
and short fiber contents of the cotton is further removed
from the sliver and cotton sliver/noil of very fine quality is
manufactured.
4 DRAWFRAME Multi slivers drawn from combers are fed into this units
and single sliver of these multi slivers is manufactured.
The draw frame finisher further enhances the slivers before
the spinning operation
5 SPEED FRAME This is the beginning of real spinning of the yarn. The
sliver is spun into primary stage of yarn, at a speed of
1,000-1,200 rpm and the sliver is winded on to pre-
primary bobbin
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
6 RINGFRAME The speed frame bobbins are loaded to the ring frame
machines and final yarn is manufactured. The ring frame
machine has a speed of 16,000 to 22,000 rpm and it is the
final stage of yarn manufacturing. The yarn is winded on
plastic bobbins.
7 AUTOCONNIN
G
We have specialized Auto conning machinery imported
from Germany that is used to wind the yarn on bobbins
onto cones of required quantity say, 1.00kg, 1.50kg,
1.89kg or say 3.00 kgs, as per requirement.
8 YARN
CONDITIONIN
G
The yarn cone of required size, manufactured on auto
coning machine is loaded on trollies and the trollies are
loaded into high pressure steam vessel. The high-pressure
vessel of steam is carrying out the process of yarn
conditioning and improves the strength value of the yarn
9 CHECKING &
PACKING
The yarn taken out from the yarn conditioning machine is
checked in ultraviolet light for contamination in yarn and
finally yarn is packed in HDPE Bag or Cartoon as per
requirement.
2.10 Infrastructure
Fabtech has six manufacturing units in Pune and one manufacturing unit in Solapur
district Advanced manufacturing facilities including
Covered shops
Bending facilities
Handling facilities (EOT & mobile Cranes)
Heavy Press machines
Automatic & manual Welding machines
Drilling facilities
Qualified & experienced manpower for production & quality control in shops
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Qualified & experienced manpower for handling projects from Office as well as
site
Equipments / Tools / Tackles for projects execution
Streamlined processes enabled by SAP ERP system
2.11 Uniqueness of the project:
The setup of the project is planned very scientifically and systematically with due
importance to facilitate smooth flow of material and ease of production
Energy conservation and saving is given topmost priority, in selection of
machinery vis-a-vis productivity
Selection of state of the art and latest technology machines with low electric
consumption and high production ratio, will give better cost effective production.
Combination of machinery is planned systematically, to keep the managements
hands free to use flexible product mix of production line
From day one, an ERP software is installed for production and management
reporting.
Ultramodern testing equipments such as “Uster” and “Premier” make equipment
will definitely help in producing high quality yarn.
2.12 Corporate Social Responsibilities:
Fabtech has recently established a textile unit for manufacturing cotton yarn at
Sangola, Solapur. As part of its corporate responsibility Fabtech is empowering rural
population through education and skills development.
The unit is enabling Fabtech to extend the benefits of industrial development to rural
India through employment generation and women empowerment.
Fabtech Group has setup spinning mill and garment factory at Sangola, Solapur as
employment oriented units in backward/ drought prone area.
Fabtech has set up college in Sangola to enable higher education at reasonable cost
for local students.
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Chapter No. 3
Theoretical Background
3.1 Introduction:
An organization needs to consider ABCD for the effective application of TQM where
A stands for accident cure, B stands for breakdown, C stands for cost reduction and D
stands for damage. This policy of ABCD is in relation to product and if TQM needs to
be introduced a positive attitude from the side of management and employees is
required and then a collective effort will come up. TQM should give chance for
unleashing employee’s creativity and potential. The aim of TQM is to reduce
variations in quality of the products as well as in the working of whole organization.
For the successful implementation of TQM, an organization must consider the
commitment from all the level of organization.
A name itself is sufficient to describe everything but a bit more clarification will add to
a base for the description. TQM talks about the satisfaction of customer, supplier,
employees etc. and it requires continuous improvement. If the workers of an
organization are efficiently working then their morale will go up. TQM works
effectively if the organization works in a family manner. TQM works on one belief
that mistakes can be avoided and defects can be prevented. And management should
believe in watching each and every step. Here management is like a father, employees
are the children and manager is like mother and as father and mother takes care for
their home collectively the same way , management and managers are supposed to
take care for their organization with the help of tool called TQM.
Total quality management is called total because entire organization is involved,
Quality means degree of excellence. And management in literal sense means getting
things done by others. In a TQM effort, all members of an organization participate in
improving processes, products, services and the culture in which they work. The
earlier introduced quality management concept is now taken over by Total quality
management. To have effective TQM the first requirement is strong internal
motivation and emotional involvement for implementation. So the concept of TQM
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
talks about adopting the new policy, creating quality products, eliminate defects,
estimate for breakdown, accidents etc . Hence TQM should be purpose driven so first
the whole organization should be willing to accept the change then only TQM can
actually affect the organization in a positive way.
TOTAL QUALITY MANAGEMENT
Success in our modern business world depends greatly on the right approach to
manage a business. Businesses have to deal with tough competition and new
technological challenges.
Quality of Product and Service becomes more important.TQM is an integrative
philosophy of management for continuously improving the quality of employee
performance, products and processes.
Definition of total quality management:
Total Quality Management (TQM) is an approach that seeks to improve quality and
performance which will meet or exceed customer expectations. This can be achieved
by integrating all quality-related functions and processes throughout the company.
TQM looks at the overall quality measures used by a company including managing
quality design and development, quality control and maintenance, quality
improvement, and quality assurance. TQM takes into account all quality measures
taken at all levels and involving all company employees.
Total Quality Management (TQM) is defined as a Management method relying on
the cooperation of all members of an organization. A Management method that centers
on Quality and on the
long-term success of the
organization through the
satisfaction of the
Customers, ass well as the
benefit of all its members
and society.
Structure of TQM
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
3.2 What Is Total Quality Management
Total quality management is a management system for a customer focused
organization that involves all employees in continual improvement of all aspects of
the organization. TQM uses strategy, data, and effective communication to integrate
the quality principles into the culture and activities of the organization.
TQM is seen as the most comprehensive approach to Quality thinkable for an
enterprise. The pillars of Total Quality Management are T Q M
T stands for Total
It is the Integration of the Staff, Suppliers, Customers and other Stakeholders. Away
from Party- specific Thinking to a more holistic approach.
Q stands for Quality
It is the Quality of the work and the process of the Enterprise leading to Quality of
Products.
M for Management
It stresses the leadership task "Quality" and the Quality of leadership. From a
scientific point of view TQM can count as school of Leadership. From the enterprises
point of view TQM can be seen as a Leadership Model.
3.3 Origins of TQM
Total quality management has evolved from the quality assurance methods that were
first developed around the time of the First World War. The war effort led to large
scale manufacturing efforts that often produced poor quality. To help correct this,
quality inspectors were introduced on the production line to ensure that the level of
failures due to quality was minimized.
After the First World War, quality inspection became more commonplace in
manufacturing environments and this led to the introduction of Statistical Quality
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Control (SQC), a theory developed by Dr. W. Edwards Deming. This quality method
provided a statistical method of quality based on sampling. Where it was not possible
to inspect every item, a sample was tested for quality. The theory of SQC was based
on the notion that a variation in the production process leads to variation in the end
product. If the variation in the process could be removed this would lead to a higher
level of quality in the end product.
After World War Two, the industrial manufacturers in Japan produced poor quality
items. In a response to this, the Japanese Union of Scientists and Engineers invited Dr.
Deming to train engineers in quality processes. By the 1950’s quality control was an
integral part of Japanese manufacturing and was adopted by all levels of workers
within an organization.
By the 1970’s the notion of total quality was being discussed. This was seen as
company-wide quality control that involves all employees from top management to the
workers, in quality control. In the next decade more non-Japanese companies were
introducing quality management procedures that based on the results seen in Japan.
The new wave of quality control became known as Total Quality Management, which
was used to describe the many quality-focused strategies and techniques that became
the center of focus for the quality movement.
Diagram below demonstrates the foundational pillars of TQM:
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
3.4 Concept of TQM:
The Total quality management (TQM) concepts were first developed by a number of
American consultants, including Wetware Deming, Joseph Juran, and A. V.
Feigenbaum. The TQM Philosophy greatly emerged under the Deming’s quality
management philosophies were first developed in the prior to World War II. Total
Quality Management is an approach to the art of management that originated in
Japanese industry in the 1950's and has become steadily more popular in the West
since the early 1980's. The total quality concept is based on the following steps i.e.,
“chain reaction” they are as below:
Improved Quality results to decrease costs because of less rework fewer mistakes,
fewer delays, and better use of time and materials. As a result productivity improves.
Better quality output capture to higher market share and allows the company or
organization to raise prices. This increases the company’s profitability and allows it to
stay in business. Quality output capture the market for this purpose the company
creates more jobs. It involves the problem-solving, and defining and satisfying
customer expectations.
Basic concept:
TQM is a philosophy. It enables the organization to meet the needs and rising
expectations of employees constantly. It is a strategy for survival in business.
Following are the basic requirements to implement TQM.
1) Commitment and involvement of the management.
1) Effective participation of the work force.
3) Aim for continuous improvements.
4) Treating suppliers as partners.
5) Establish performance measures for process.
6) Effective horizontal & vertical communication within the organization.
Quality control techniques, cost cutting measures were implemented.
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Comparison of old & new culture:
Quality element Old culture TQM
Definition Product oriented Customer oriented
Priorities Quality to service then cost All are equal
Decision making process. Short term Long term
Emphasis Detection Prevention
Responsibility Quality control & production Everyone’s responsibility
Problem solving Management Team
Advantages of TQM:
1) Helps to improve the overall quality of product or services.
2) Reduces wastages of all types, less stress and friction.
3) Create bench mark for other industries to follow.
4) Improves productivity at all levels.
5) Helps to cut costs and improves ‘bottom line’ (profit)
6) Motivation to employees through their participation in ‘quality circles’.
7) Improved relations with suppliers.
8) Make organization more competitive in the market.
9) Create quality culture for growth & longetivity.
10) It provides excellent working environment.
11) Prevention of defects than detection and repairs.
12) Develop culture for continuous improvement.
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
3.5 Principles of TQM
TQM is not something that happens overnight. While there are a number of software
solutions that will help organizations quickly start to implement a quality management
system, there are some underlying philosophies that the company must integrate
throughout every department of the company and at every level of management.
Whatever other resources you use, you should adopt these seven important principles
of Total Quality Management as a foundation for all your activities.
1. Be Customer focused: Whatever you do for quality improvement, remember that
ONLY customers determine the level of quality. Whatever you do to foster quality
improvement, training employees, integrating quality into processes management,
ONLY customers determine whether your efforts were worthwhile.
2. Insure Total Employee Involvement: You must remove fear from work place,
then empower employee... you provide the proper environment. Everyone in the
company, from the workers on the line to the upper management, must realize that
they have an important part to play in ensuring high levels of quality in their
products and services. Everyone has a customer to delight, and they must all step
up and take responsibility for them.
3. Process Centered: Fundamental part of TQM is to focus on process thinking.
4. Integrated system: All employees must know the business mission and vision.
5. Strategic and systematic approach: Strategic plan must integrate quality as core
component.
6. Continual Improvement: Using analytical, quality tools, and creative thinking to
become more efficient and effective. Total Quality Management is not something
that can be done once and then forgotten. It’s not a management “phase” that will
end after a problem has been corrected. Real improvements must occur frequently
and continually in order to increase customer satisfaction and loyalty.
7. Fact Based Decision Making: Decision making must be ONLY on data, not
personal or situational thinking. The statistical analysis of engineering and
manufacturing facts is an important part of TQM. Facts and analysis provide the
basis for planning, review and performance tracking
8. Communication: Communication strategy, method and timeliness must be well
defined.
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
3.6 TQM. Methods:
1) Identify quality problems, analyze and find solutions.
2) Establish quality measurement and assurance program in all the departments.
3) Provide training to all. Create excellent working environment.
4) Implement 5 ‘S’ culture (good house keeping)
5) Establish quality circles through participation of employees.
6) Establish statistical process control techniques.
7) Make the design more robust, reliable and safe.
3.7 Quality audit:
It is a systematic independent & documented process for obtaining audit evidence and
evaluating objectively to determine whether the stated criteria are fulfilled.
It is conducted for deciding performance, corrective steps taken or not, follows up for
noncompliance items and continuous improvement. Hence Auditor must be well trained
in audit process, examination of documents, collection of data through record,
observations, discussion/interview etc. Auditing is done for quality system,
departments, product quality and documentation. Auditing is done in 4 stages.
1) Audit notification.
2) Audit conducted thru examination of documents, observations and interview.
3) Verification, Compliance/Noncompliance report and summarizing the observations.
4) Corrective actions proposed.
5) Follow up and close.
6) Registration.
7) Maintain the system.
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
3.8 TQM Implementation Approaches
You can't implement just one effective solution for planning and implementing TQM
concepts in all situations. Below we list generic models for implementing total
quality management theory:
1. Train top management on TQM principles.
2. Assess the current: Culture, customer satisfaction, and quality management
system.
3. Top management determines the core values and principles and communicates
them.
4. Develop a TQM master plan based on steps 1, 2, 3.
5. Identify and prioritize customer needs and determine products or service to meet
those needs.
6. Determine the critical processes that produce those products or services.
7. Create process improvement teams.
8. Managers support the efforts by planning, training, and providing resources to
the team.
9. Management integrates changes for improvement in daily process management.
After improvements standardization takes place.
10. Evaluate progress against plan and adjust as needed.
11. Provide constant employee awareness and feedback. Establish an
employee reward/ recognition process.
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A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Chapter No.4
Data analysis and Interpretation
4.1 DATA ANALYSIS & INTERPRITATION
Table No 4.1
Title: Table showing that quality consciousness of organization toward employees
Answer Number of respondent Percent
Yes 84 76
NO 26 24
Total 110 100
(source-survey)
Graph No 4.1
YesNo
Interpretation :
Above table 4.1 indicates that 76 percent of employees thinks that organization is quality
conscious toward employees and 24 percent are not agree about quality consciousness of
organization toward employees.
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No of respondents
24%
76%
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Table No 4.2
Title: Table showing the quality assurance system & Operation provided by the
organization.
Answer Number of respondent Percent
Yes 79 72
NO 31 28
Total 110 100
(source-survey)
Graph No 4.2 :
No of respondents
YesNo
Interpretation :
Above table 4.2 indicates that 72 percent of employees thinks the quality assurance system
& Operation provided by the organization and 28 percent of employees thinks that the
organization is not providing quality assurance system & Operation
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72%
28%
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Table No 4.3
Title: Table Showing that the organizations quality audit.
Answer Number of respondent Percent
Yes 29 26
NO 36 33
Can’t say 45 41
Total 110 100
(source-survey)
Graph No 4.3.
No of respondents
YesNoCant say
Interpretation:
Above table 4.3 indicates that, 26 percent employees say that, organizations has quality
audit , 33 percent say that organizations has no quality audit, 41 percent of employees are
unable to say .
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41%26%
33%
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Table No 4.4
Title: Table Showing the regularly updated quality information system.
Answer Number of respondent Percent
Yes 21 19
NO 54 49
Can’t say 35 32
Total 110 100
(source-survey)
Graph No 4.4
No of respondents
YesNoCant say
Interpretation:
above table 4.4 indicates that, according to 19 percent employees organizations has
updated quality information system ,according to 49 percent employees organizations has
no updated quality information system ,32 percent of employees are unable to answer .
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32% 19%
49%
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Table No 4.5.
Title: Table showing the existence of brain storming session.
Answer Number of respondent Percent
Yes 23 21
NO 38 34
Don’t know 49 45
Total 110 100
(source-survey)
Graph No 4.5.
No of respondents
YesNoDon't know
Interpretation:
Above table 4.5 indicates that, according to 21 percent employees organizations has the
existence of brain storming session, according to 34 percent employees organizations has
no existence of brain storming sessio,45 percent of employees are unable to answer .
Sikkim Manipal University -25-
21%
34%
45%
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Table No 4.6.
Title: Table Showing that organization practicing the 5’s Japanese philosophy
Answer Number of respondent Percent
Yes 32 29
NO 78 71
Total 110 100
(source-survey)
Graph No 4.6.
YesNo
Interpretation :
Above table 4.6 indicates that 29 percent of employees thinks organization practicing the
5’s Japanese philosophy and 71 percent of employees thinks that the organization is not
practicing the 5’s Japanese philosophy.
Sikkim Manipal University -26-
29%
No of respondents
71%
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Table No 4.7.
Title: Table showing that the organization practicing the six sigma for the error
control.
Answer Number of respondent Percentage %
Yes 22 20
NO 35 32
Don’t know 53 48
Total 110 100
(source-survey)
Graph No 4.7.
No of respondents
YesNoDon't know
Interpretation:
Above table 4.7 indicates that, 20 percent employees says that organization practicing the
six sigma for the error control, 32 percent employees says that organization not practicing
the six sgma for the error control and 48 percent of employees are unable to answer .
Sikkim Manipal University -27-
20%
32%
48%
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Table No 4.8.
Title: Table showing the formal carrier planning existence
Response No. of respondents Percentage
Strongly agree 35 32
agree 42 38
Strongly Disagree 13 12
Disagree 20 18
Total 110 100
(source-survey)
Graph No 4.8.
Strongly agree agree Strongly Disagree Disagree0
5
10
15
20
25
30
35
40
45
50
No. of respondents
Interpretation:
Above table 4.8 indicates that, 32 percent employees strongly agree about formal carrier
planning existence, 32 percent employees are only agree, 12 percent of employees are
strongly Disagree and 18 percent of employees are Disagree.
Sikkim Manipal University -28-
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Table No 4.9.
Title: Table showing the shared vision of the business growing.
Response No. of respondents Percent
Strongly agree 34 31
agree 29 26
Strongly Disagree 23 21
Disagree 24 22
Total 110 100
(source-survey)
Graph no 4.9
Interpretation:
Sikkim Manipal University -29-
Strongly agree agree Strongly Disagree
Disagree0
5
10
15
20
25
30
35
40
45
50
No. of respondents
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
From above chart It indicates that, 31 percent employees strongly agree about shared
vision of the business, 26 percent employees are only agree, 21 percent of employees are
strongly Disagree and 22 percent of employees are Disagree.
Table No 4.10.
Title: Table Showing that employee updated with changing job skill & job design.
Response No. of respondents Percent
Strongly agree 35 32
agree 42 38
Strongly Disagree 13 12
Disagree 20 18
Total 110 100
(source-survey)
Graph No 4.10.
Strongly agree agree Strongly Disagree
Disagree0
5
10
15
20
25
30
35
40
45
50
No. of respondents
Interpretation:
Sikkim Manipal University -30-
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Above table 4.10 indicates that, 32 percent employees strongly agree about employee
updated with changing job skill & job design, 38 percent employees are only agree, 12
percent of employees are strongly Disagree and 18 percent of employees are Disagree.
Table No 4.11.
Title: Showing Formal or informal method is followed for employee’s feedback and
acting on that feedback
Response No. of respondents Percent
Strongly agree 13 12
agree 20 18
Strongly Disagree 35 32
Disagree 42 38
Total 110 100
(source-survey)
Graph No 4.11
Strongly agree agree Strongly Disagree
Disagree05
101520253035404550
No. of respondents
Interpretation:
Sikkim Manipal University -31-
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Above table 4.11 indicates that, 12 employees strongly agree about Formal or informal
method is followed for employee’s feedback and acting on that feedback, 18 percent
employees are agree, 32 percent of employees are strongly Disagree and 38 percent of
employees are Disagree.
Table No 4.12.
Title: Table showing the interest of employees towards organization.
Answer Number of respondent Percent
Very much 73 66
Some what little 35 32
Not at all 2 2
Total 110 100
(source-survey)
Graph No 4.12.
Very much Some what little Not at all0
5
10
15
20
25
30
35
40
45
50
No. of respondents
Interpretation:
Sikkim Manipal University -32-
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Above table 4.12 indicates that, 66 percent employees are very interested toward
organization, 25 percent employees are somewhat little interested in organization and 2
percent are not interested.
Table No 13.
Title: Table showing that the comfortableness of employees with rules and policy of
the organization.
Answer Number of respondent Percent
Yes 24 23
NO 36 31
sometimes 50 46
Total 110 100
(source-survey)
Graph No 4.13.
No of respondents
YesNosometimes
Interpretation:
Above table 4.13 indicates that, 23 percent employees are comfortable with rules and
policy of the organization, 31 percent employees are not comfortable and 46 percent are
sometime comfortable.
Sikkim Manipal University -33-
46%23%
31%
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Table No 4.14.
Title: Showing the types of relations of employees with superior, peers and
subordinates.
Answer Number of respondent Percent
Good 68 62
Average 29 26
Poor 13 12
Total 110 100
(source-survey)
Graph No 4.14.
Good Average Poor0
5
10
15
20
25
30
35
40
45
50
No. of respondents
Interpretation:
Sikkim Manipal University -34-
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Above table 4.14 indicates that, 62 percent employees have good relation with superior,
peers and subordinates, 26 percent employees have average relation with superior, peers
and subordinates, and 12 percent of employee have poor relation with superior, peers and
subordinates.
Table No 4.15. Table showing that the reward system or motivation level of
organization.
Answer Number of respondent Percent
Yes 36 33
NO 19 17
sometimes 55 50
Total 110 100
(Source-survey)
Graph No 4.15.
No of respondents
YesNosometimes
Interpretation:
Above table 4.15 indicates that, 33 percent employees get ahead or got reward in the
organization on, 17 percent employees feels that they are not get ahead or not got any
reward in the organization, and 50 percent of employee sometime get ahead or get any
reward in the org
Sikkim Manipal University -35-
50%
33%
17%
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Table No 4.16.
Title: Table showing that the best use of employee abilities by measuring
performance properly?
Answer Number of respondent Percent
Yes 31 28
NO 37 34
sometimes 42 38
Total 110 100
(Source-survey)
Graph No 4.16.
No. of respondents
YesNosometimes
Interpretation:
Sikkim Manipal University -36-
38% 28%
34%
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Above table 4.16 indicates that, 28 percent employee abilities get used by measuring
performance properly, 34 percent employees abilities not get used properly and 38 percent
of employee abilities some time used by organization by measuring performance properly.
Chapter No.5
Summary and Conclusion
5.1 FINDINGS
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
toward the employees. 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 followed in the organization. But some of employees feel that there is no
proper communication.
Most of the facts related with the organization are hide by the management from
the employees.
Most of the employees feel that they don’t get rewarded for their good
performance.
Most of the staff’s member feels that their performance is properly measured in the
organization.
5.2 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 express their ideas or whatever they want to express.
Management should clear their vision mission and goals towards the employees in
the organization.
Sikkim Manipal University -37-
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
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.
Sikkim Manipal University -38-
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Questionnaire
1) Do you think the organization is quality conscious toward employees?
YES NO
2) Is the organization providing quality assurance system & operation?
YES NO
3) Are the organization is going for the quality audit?
YES NO can’t say
4) Does your organization have updated quality information system?
YES NO can’t say
5) Does the organization is going for the brain storming session?
YES NO don’t know
6) Are you practicing the 5’s Japanese philosophy?
YES NO don’t know
7) Are you practicing the six sigma for the error control?
YES NO don’t know
8) IS a formal career planning process exist in the organization
Strongly Agree Strongly disagree
Agree Disagree
9) There is a shared vision of where your business is growing?
Strongly Agree Strongly disagree
Agree Disagree
10) Are there the Employees kept updated with changes in job skills & job designs?
Sikkim Manipal University -39-
A Study of “Total Quality Management” in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Strongly Agree Strongly disagree
Agree Disagree
11) IS it Formal or informal method followed for employees feedback and acting on that
feedback?
Strongly Agree Strongly disagree
Agree Disagree
12) Does the organization provide right environment to apply your knowledge?
Very much Somewhat Little
Not at all
13) Do you feel comfortable with rules and policy of the organization?
Yes No Sometimes
14) What types of relations are you having with your superior, peers and subordinates?
Good Average Poor
15) Do you feel that you can get ahead or get any reward in the org. if you make an effort?
Yes No Sometimes
16) Do you find that your job makes the best use of your abilities by measuring
performance properly?
Yes No Sometimes
Sikkim Manipal University -40-
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