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CHAPTER III
METHODOLOGY
3.1 Introduction
Over the past decade many organisations across India have undergone
changes in their strategies, structures and management approaches. These
changes have been brought about by a number of different challenges, including
the introduction of new technology, globalisation and increased competition in
both the public and private sectors. The strategies and management approaches
adopted have focused on improving product and service quality and customer
satisfaction as part of a response to these challenges. Recently, the strategies and
management approaches have taken place under the label of Total Quality
Management (TQM). It places significant importance on involving employees -
their experience and creativity - in the organisational wide improvement process
in order to achieve strategic objectives. From this context, the present study is
valid in focusing on the nature and extent of employee involvement in TQM
initiatives.
The complex nature of TQM and its multiple perspectives, which have
been associated with the concept of quality, have made advanced in theoretical
and research area difficult as specially in the sociological field. However, the
present study applied the sociological approach like institution theory in the
study of TQM concept. Institution theories suggest sequential processes involved
in the implementation of new concept in the organisation and in their spread
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through institutionalization processes like habitualization, objectification and
sedimentation. The study analyzed these processes of institutionalization in the
adoption of the TQM concept by the employees in the study organisation.Further,
the study describes the TQM in practice with a particular focus on the nature and
extent of employee involvement and it looks at the influence of socio-economic
aspects in the performance of the employees in TQM initiatives.
3.2 Objectives of the study
The following objectives were set for the present study:
1. To study the socio-economic aspects of the employees,
2. To study the attitude of the employees towards TQM Implementation,
3. To assess the involvement of employees in TQM initiatives,
4. To find out the favorable and unfavorable conditions for participation in
TQM program,
5. To analyze the changes taken place among employees after the
implementation of TQM.
3.3 Hypotheses of the study
On the basis of the objectives and the review of related literatures, the
following hypotheses have been formulated for the present study:
1. Employee’s performances in TQM initiatives have more positive effect on
highly educated
2. Employee’s performances in TQM initiatives have more positive effect on
higher cadre
3. Employee’s performances in TQM initiatives have more positive effect on
stress level.
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4. Employee’s performances in TQM initiatives have more positive effect on
motivation level
5. Employee’s performances in TQM initiatives have positive effect on
Changes in workplace and personal life
3.4 Research design
The research design of this study is descriptive in nature. It attempts to
describe the socio-economic aspects of the employees, attitudes, and involvement
of the employees in TQM initiatives, and favourable and unfavourable conditions
in the participation of TQM programs. It also focused on the influence of socio-
economic aspects of the employee in participation of TQM initiatives and the
impact of TQM programme on the employees’ workplace and personal life.
3.5 Area of the study
Bharat Heavy Electricals Limited, Trichy Unit has been purposively
selected for conducting the present study. As a Public Sector Organisation (PSO)
and its adherence to quality, the organisation bagged the quality recognition from
National and International accreditation agencies. It was the first PSO to acquire
certification for its Quality Management Systems (ISO 9001). The organisation
implemented TQM concept in the year 2000 and bagged the “Significant
Achievement in TQM” during 2007. From these aspects, the researcher found
valid to conduct the present research in the BHEL, Trichy unit.
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3.5.1 Bharat Heavy Electricals Limited (BHEL)
Bharat Heavy Electricals Limited (BHEL) is the largest engineering and
manufacturing enterprise in India in the energy and infrastructure sector today.
Established in 1963 for the design, manufacture, erection and commissioning of
heavy electrical equipment in India, BHEL has today a network of 14
Manufacturing Divisions, four Regional Power Sector construction groups, eight
Service Centers, 18 Regional Offices and over 100 Project Sites worldwide.
BHEL manufactures over 180 products under 30 major product groups and caters
to the Power Generation & Transmission, Transportation, Telecommunications,
Industry and Renewable Energy sectors. Presently, BHEL is the Market Leader
in the domestic Power Plant Equipment market having contributed to 65% of
total electric power generating capacity in the country.
BHEL is a board managed company. The Management Committee (MC)
is the apex body at the next level. The MC comprises the Chairman & Managing
Director (CMD), full-time Functional Directors and Executive Directors. The
company has been earning profits continuously since 1971-72 and paying
dividends since 1976-77. By virtue of its distinguished track record and potential
for sustained excellent performance, the company has the distinction of being
hailed as a ‘Navaratna’ company by the Government of India as early as in
1996.The company had been adjudged as the “Star Company – Public Sector
Award” for the year 2006 by Business Standard and Business Today’s Survey
has recognized BHEL as the “only PSU in Top Ten Wealth Creators in the last
10 years”
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3.5.2 BHEL, Trichy Unit
One of the foremost manufacturing facilities in BHEL is the Trichy
Complex, located in Trichy District of Tamil Nadu. The unit has a total covered
area of over 200,000 sq meters. BHEL Trichy Complex comprises of the High
Pressure Boiler Plant, Seamless Steel Tube Plant, Boiler Auxiliaries Plant and
Piping Centre. The High Pressure Boiler Plant (HPBP), set up during 1963-65
for the manufacture of steam generators for process and utility applications, has
grown through three phases of expansion, with an increase in manufacturing
capacity from 750 MW per annum to 4000 MW during the 1970s and '80s.
3.5.3 Products and Services
The Unit manufactures a wide range of steam generators for power
generation and industrial applications, seamless steel tubes, high pressure Valves
for power and industrial applications, oil field equipment and steam generation
equipment (heat exchangers and pressure vessels for advanced applications) for
nuclear power plants. Steam generators are complex custom-designed products
with over 1,00,000 components. These are manufactured and delivered to
projects sites in a pre-determined sequence as Despatchable Units (DUs). These
DUs are assembled together at project sites over a period of several months as
per commissioning schedules agreed upon with each customer. The Unit renders
services to Customers through a dedicated Service Group. The Unit is the leading
center for coal based R&D in the country. Also it offers technical consultancy
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and training in welding through its Welding Research Institute (WRI), to Sister
Units and other organizations in India and abroad.
3.5.4 Organizational Chart
The Executive Director (ED) heads the unit. A team of Product and
Function Managers (GMs/ AGMs) directly reports to ED.
Figure 3.5.4.1
Organisation Structure
3.5.5 Organizational Culture
The Unit is committed to delivering high performance in a cooperative and
participative environment by setting aggressive targets supported by motivational
steps to ensure that employees set their own stretch targets and contribute their
best towards the overall goals. The Unit has an excellent work culture evidenced
by the highly motivated and empowered employees (near zero loss of man-days
due to strikes), fairness and transparency in all activities, participative
environment and excellent communication network through more than 20 formal
Workers
Executive Director
Product managers (GM) Functional Managers (GM)
AGM
Supervisor
SDGM
DGM
Managers
Deputy Manager
AGM
Supervisor
SDGM
Managers
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channels (consisting of representatives from participating Unions and elected
employee representatives) and informal means. Employees’ participation in
continuous improvement activity is exemplary and the Unit has been bagging
INSSAN Awards for Suggestions and winning top honors in National and
International Quality Circle forums and in BHEL EXCEL Award Schemes.
A highly flexible and adaptive work culture has been brought about to
keep in phase with the changes being introduced in the Unit. The Quality Circle
movement has gained roots in the Unit and have the QC Circles have taken up a
no. of Projects to carryout improvements in their place of work. The Circles are
encouraged to participate in the Regional and National Conventions for Quality
Circles. These circles have been winning “Par Excellent and Excellent Awards”-
the highest Award of recognition in these Conventions consistently.
Another remarkable feature is the ability of the Unit to nurture talent for
most leadership positions within the Unit over the years. Candidates who have
grown with the Unit over the years have filled in most key positions of Product
Managers and Function Heads. Successive EDs of Unit have risen from entry-
level positions in Unit. The high degree of informality in the organisation is
revealed by the ease with which responses are obtained for various perception
measurements ranging from daily e-polls to Employee Perception Surveys and
Leadership Perception Surveys.
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3.5.6 Manpower profile
The profile of employees of the Unit is given in following table with the
category break-up. The Unit had adopted 'Voluntary Retirement Scheme (VRS)'
four times in the last few years to make it lean. Limited additions of skilled
workforce are made to replenish for the retirements and skill gaps.
Table 3.5.6.1
Strength of the employee as on ovember 2007
3.5.7 Recognition and Certifications
The Unit was the first Public Sector Organisation to acquire certification for
its Quality Management Systems (ISO 9001). Later on, certification was
obtained for Environmental Management Systems (ISO 14001) and Occupational
Health & Safety Management Systems (OHSAS 18001) The Unit has obtained a
no. of other Product certifications, plant approvals and accreditation from
professional institutions such as,
� ASME "S"-Stamp authorization recognizing BHEL, Trichy as 'Power
Boiler Manufacturer' to ASME Code - a first for an Indian company.
Category os.
Executives 1911
Supervisors 1703
Artisans 3368
Support Technical staff 398
Clerical & O.S.S. 728
Total 7808
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� Class-I Pressure Vessel Manufacturers Certificate from Lloyds Register of
Shipping, UK.
� Group-1 Boiler Manufacturing Certificate from American Bureau of
Shipping.
� API Monogram for manufacturing Oil Field Equipment for Valves.
� Seamless Steel Tube Plant is an approved manufacturer of Steel Pipes and
Tubes by Lloyds Register of Shipping.
� Seamless Steel Tube Plant is certified as ' Well Known Tube and Pipe
Maker' by Central Boiler Board of the Indian Government.
The introduction and development of TQM concept in BHEL Trichy is
visualized at the end of the chapter. It demonstrates the organization’s
commitment to the development of TQM concept.
3.6 BHEL - TQM Journey
Realizing the need for survival and growth in the turbulent and
competitive environment and building on the inherent strengths and quality
systems, BHEL is evolved new strategies to make continuous improvements in
all spheres of activities. Towards this, Top Management Workshops were held in
October '94 and May '95 in which key thrust areas were firmed up and action
plan drawn to meet the objectives of achieving International level of Quality,
elimination of generic problems & institutionalization of continuous
improvements. The TQM Movement in BHEL drives special significance in
view of the company’s vision of becoming the world-class enterprise. The vision
statement of the company is supported by mission statement and BHEL Values.
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Based on this statement the TQM journey started in the organization that are
highlighted below:
1. Pilot implementation in select areas
2. Introduction of measurement and monitoring parameters for
processes
3. Formation of Total Quality council and Total Quality Promotion
Centre
4. Action Planning and identification of Critical Success Factors,
Critical Processes and Process Mentors
5. Implementation of improvement process, review, monitoring and
measurement of results
6. Institutionalize for continuous improvement journey and integrate
all the above into the action plan for "Ascent towards Business
Excellence".
The TQM concepts were introduced in BHEL, Trichy on pilot basis in
1995 covering two products Heat Exchange Pressure vessel (HEPV) and
Industrial Power Products (IPP) and subsequently extended to other products of
High Pressure Boiler Plant in 1997. The unit has been preparing position reports
every year in line with the CII-EXIM award model and getting this assessed by
trained TQM assessors from various sister units of BHEL. Since the year 2000,
the unit has been undergoing external assessments and the improvement efforts
are taken in line with the criterion parts of the CII-EXIM Award for Business
Excellence model. Today the organization has made “Continuous Improvement”
as a company wide culture as reflected in the Quality Policy.
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3.6.1 TQM Initiative Maturity Matrix
The major thrust in TQM has been to ensure a balanced focus on the
relevant stakeholders – Customer, Employees, Suppliers, Society and
Shareholders. Integrating all the improvement channels and focusing on the
strategies of the organization to deliver higher quality products and services to
the customer has been the underlying theme and implemented in all the processes.
Towards this, the organization had identified and implemented major
breakthrough initiatives with challenging targets as shown in the following
Initiative Maturity Matrix:
Table 3.6.1
TQM Initiative Maturity Matrix
TQM Initiative Maturity Matrix
Initial Stage Partly Implemented Pockets of Excellence Company wide
Implementation
¤ Functional
TQCs
¤ Cost of Quality
¤ War on Waste
¤ 5 ‘S’ and OEE
¤ Emap for
executives
¤ Internal Customer
Perception Gap
analysis
¤ Structured External
Customer
Perception Survey
¤ Reverse Auction
¤ Improvement
Projects Reward
Scheme (IMPRES)
� Self
Certification
of
Subcontractors
� E-Link with
customers of
Spares
Business for
Contract
Monitoring
� Business
Process
Management
� Joint Venture
with IIT,
Madras
� ISO 9001:2000
� ISO 14001
� OHSAS 18001
� Modernization of
Production and
Communication
facilities
� System of
Department-wise
Balanced Score
Cards (BSCs)
� ERP
� B2B with select
subcontractors
� Quality circles
3.6.2 Ascent to Business Excellence (ABE)
It is the Unit’s approach to drive the critical success factors and ensures
that the key processes are effective in meeting the overall objectives and goals.
The approach developed in 2000 has been revised almost every year since 2002.
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The Unit continues to make rapid strides in its quest for Business Excellence for
achieving the company’s vision of becoming world-class engineering enterprise.
Table 3.6.2
Ascent to Business Excellence
The Unit continues to take up further initiatives, e.g., implementation of
capability building programmes like end-to-end lean transformation with focus
on Lean Manufacturing. To improve the Work Place environment in view of
implementing the TQM, the management applied and introduced various
techniques and programmes in order to increase the employee involvement level
in BHEL, Trichy
3.6.3 TQM Techniques
TQM can be achieved rapidly by the proper use of the appropriate quality
techniques. In BHEL Trichy, many different strategies, tactics, techniques, tools
13. Vision 2012 – Divisional plan implementation strategies
14. Improving competitiveness with focus on ‘On - time and sequential deliveries’
15. Variants of existing design to meet market needs
8. Development of new Products through Technology Acquisition and In house R&D
9. Thrust on Knowledge Based Engineering
10. Skill replenishment and Motivation enhancement
11. Better understanding of External and Internal Customer requirements
12. Organizational Restructuring
1. Maximize pressure parts Production in Shops
2. Timely capacity addition - Phase I & II expansion
3. Enhance Outsourcing 4. Outsourcing w ith
vendor material 5. Away Center and Site
fabrication
6. Global sourcing for Competitive procurement
7. Increased AMA
Major Strategic Initiatives
8. Planning for Business Growth
5. Technology Acquisition/Development
6. Product Development 7. HR Acquisition and
Development
1. Contracts Management 2. Manufacturing
3. Outsourcing 4. Procurement
Key Processes
[C] Market Building [B] Capability Building [A] Capacity Building
Critical Success Factors
13. Vision 2012 – Divisional plan implementation strategies
14. Improving competitiveness with focus on ‘On - time and sequential deliveries’
15. Variants of existing design to meet market needs
8. Development of new Products through Technology Acquisition and In house R&D
9. Thrust on Knowledge Based Engineering
10. Skill replenishment and Motivation enhancement
11. Better understanding of External and Internal Customer requirements
12. Organizational Restructuring
1. Maximize pressure parts Production in Shops
2. Timely capacity addition - Phase I & II expansion
3. Enhance Outsourcing 4. Outsourcing w ith
vendor material 5. Away Center and Site
fabrication
6. Global sourcing for Competitive procurement
7. Increased AMA
Major Strategic Initiatives
8. Planning for Business Growth
5. Technology Acquisition/Development
6. Product Development 7. HR Acquisition and
Development
1. Contracts Management 2. Manufacturing
3. Outsourcing 4. Procurement
Key Processes
[C] Market Building [B] Capability Building [A] Capacity Building
Critical Success Factors
ASCENT TO BUSINESS EXCELLENCE
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and methods are used under the concept of TQM. Using Quality Management
Systems, Bench Marking, Lean Management, Seven Quality control Tools,
Gemba Kaizen, POKA YOKE, Three M’s, Single Minute Exchange of Die, and
supporting information technology play an important role in enhancing the
implementation of TQM.
3.6.4 Employee Involvement Initiatives
Employee involvement is a key to the success of any improvement action.
Towards involving employees in TQM initiatives, BHEL-Trichy has carried out
the following initiatives:
3.6.4.1 Communication
In BHEL Trichy, communication needs are identified through employee
surveys, focused group discussions and through designated coordinators.
Employee Perception survey (EPS) is conducted to collect employees feedback.
In the study organisation formal communication cascade to the employees in the
following ways:
� In house journals
� Display boards
� Pamphlet and Brochure
� Intranet websites
Further, in the study organization employees are provided with innovative
channels of direct communication with the top management through “e-polls”
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and “Snegithan” communication boxes into which suggestions or complaints
could be dropped for quick response.
3.6.4.2 Problem solving initiatives
In the study organisation, the problem solving meetings initiated through
quality circles and meetings organised to solve the quality related problems in the
workplace. Comprehensive information systems enabled the personnel to obtain
better guidance, leading to improved decision-making. Thus, the success is
attributed to systematic application of TQM.
3.6.4.3 Team work
To bringing the team culture among the employees in the organisation,
BHEL has deployed various programmes. For example, Quality Circles have
been effectively contributing to improve way of working in the shop floors and
bringing team culture in the organisation. In BHEL employees voluntarily get
involved in ‘5S’ movement, Quality Circles, improvement projects, Cross
Functional Teams and in new initiatives such as ERP, OHSAS, OEE, etc. thus
enhancing team spirit.
3.6.4.4 Training
In BHEL Trichy, all employees undergo specific training based on the
level of induction and cadre change. Various approaches have been designed and
put in place to encourage and promote learning opportunities. Annual training
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calendar is prepared by Human Resources Development Centre (HRDC) to meet
the training needs of all employees. The departmental training coordinators
identify the training needs of employees in consultation with the respective
department heads. Special training programmes for initiatives like TQM, ERP,
5S, OHSAS, etc. are given in due course of the time. An exhaustive training
module is used to inculcate the organization culture and values among Executive
trainees. Similar induction training programmes are arranged for newly recruited
artisans and supervisors and employees who undergo cadre change. Specific
training modules are imparted for specific skills and competencies
3.6.4.5 Quality Circle (QC)
BHEL, Trichy has been successfully implemented the Quality Circle
movement in their organization. These circles have been resolving problems
related to product quality, cycle time reduction, process improvement, cost
reduction and customer’s feedback. In the year 2006-07, more than 600 such
problems were resolved resulting in tangible benefits of Rs.1345 lakhs.
Table 3.6.4.5
Performance of Quality Circle from 2003-2007
Year 2003 2004 2005 2006 2007
No of QC 228 242 250 266 294
Employee Involved 1370 1455 1502 1596 1968
Case Studies completed 981 1042 1105 1252 1345
Savings
(in Rs.Lakhs) 980 1156 1206 1345 1605
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The achievements of quality circles are periodically disseminated to
higher management as well as to other sections through periodically arranged
management presentations. Quality circles are nominated for presentation in
many conventions organized by BHEL, Confederation of Indian Industry,
Quality Circle Forum of India and other reputed organizations to enable the
members (employees) of the Quality circle to develop leadership qualities and
also to provide motivation and knowledge sharing.
Quality circles from BHEL Trichy have been regularly winning awards
and accolades in such conventions organized at regional, National and
International levels. To cap it all, for the first time, a quality circle participated in
the International Quality Circle Convention held at Beijing, China during
October 2007 and won the “Golden Award”. This achievement at international
level is an inspiration for other Quality Circle members to step up their activities.
To increase the involvement and formation of further quality circle, a scheme of
Quarterly and Annual award for quality circles has been instituted in the
organization during 2007-08.
3.6.4.6 The 5-S Process
The 5-S process is being implemented in BHEL Trichy using the
following methodology:
� Company divided in to 24 zones
� 5-S Committee formed in every department headed by co-coordinator.
� Awareness programmes on 5-S thro Training
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� Pre & Post photographs taken
� Internal Audit carried out after implementation
� Inauguration of 5-S corner in selective places
� Systematic follow-up & periodical training programme
This process was better implemented in the study organisation. The
employees keeping the tools in the appropriate place, path ways inside the
machine shop was clearly lined. The raw materials, materials for next operation
and rejected goods are clearly classified and kept in the appropriate places. Some
of these improvements show the involvement of employee’s involvement in
following the process and steps taken by the management.
3.6.4.7 Improvement Projects Rewards Scheme (IMPRES)
To develop and tap the creative potential of employees for achieving
Business Excellence, the scheme was implemented in the BHEL Trichy in
2004.The scheme is e-network based and each individual / team will register his
project through a Central Registration System and also give the project his/her
assessed score. The progress of the scheme is given below:
Table 3.6.4.7
Registered IMPRES projects form 2004 -2007
Year 2004 2005 2006 2007
No of projects registered 1556 2100 1805 2252
Awarded 610 478 629 720
Savings
(in Rs. Lakhs) 9014 6512 7104 8320
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3.6.4.8 Overall Equipment Effectiveness (OEE)
BHEL Trichy recognizes the important role that equipment and process
performance have on bottom-line results and is working on improvement of
OEE. It has been implemented since 2004 with a view to improve employee
involvement, encourage teamwork and to create team culture. OEE is also used
to improve machine availability, performance and product quality.
Table 3.6.4.8
Details of OEE maintenance
Year 2004-05 2005-06 2006-07 2007-08
No. of Machines under OEE 19 79 79 92
Overall equipment effectiveness
(world class 85%) 28 % 40 % 53% 58 %
3.6.4.9 Suggestion Scheme
Suggestion scheme is an instrument to promote participation of employees
and in an endeavor to provide each and every employee an opportunity to
improve their work area/condition. Suggestion fortnight is organized every year
to give a special impetus to receiving suggestions from the employee. In BHEL
Trichy each suggestion will be evaluated based on 4 criteria, namely,
Originality/innovation, Qualitative gains, Monetary Savings and Recurring
savings. Suggestions will be evaluated according to these criteria, with points
given according to the merit level of each parameter. After the implementation of
accepted suggestions, the suggestors receive reward depending on the points
scored for a suggestion.
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3.6.4.10 Rewards and Recognitions
The various forms of awards and recognition for employees are given to
the significant achievements in TQM initiatives. The Executive Director presents
awards to individuals and teams on the eve of Republic Day, Independence Day,
Safety day, Quality month, Hindi month and on other special occasions.
Employee performances in the organisation are recognized through cash awards,
certificates, Plant performance and special incentive payments. Some of these
awards and recognitions are listed below:
� Suggestion awards,
� Productivity awards,
� Quality Circle awards,
� Good Work Awards,
� Quarterly gifts for achieving targeted production,
� Annual gifts,
� Special incentive payment around Rs.20,000/- p.a.,
� BHEL Excel Awards,
� Awards for achievement in Safety and House Keeping,
� Independence & Republic Day Awards for outstanding contributions,
� Publication of individual achievements in House journals.
3.6.5 Business Excellence Group (Department)
The initiatives taken by BHEL, Trichy in the last few years have set the
tone for the path of Business Excellence. The consistent efforts have yielded
significant improvement in the organization culture, which has enabled to
achieve CII Exim award. To enable the process of continuous improvement,
creation of excellence culture and for a focused approach a new group has been
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formed. The group is named as “Business Excellence Group”. This group in a
systematic and structured way will accelerate the pace of movement towards
Business Excellence with guidance from Total Quality Council (TQC) and
through active involvement of Total Quality Promotion Council (TQPC).
The group will be headed by AGM (Business Excellence) and who will
further report to General Manager (Quality). He will be the mentor for this group
and will oversee the activities of Business Excellence Group. The strength of the
group can vary depends upon the need. The Organization Chart below of this
group is enclosed.
Figure 3.6.5a
Organizational Structure of Business Excellence Team
The team can carry out the TQM initiatives in the organisation and
facilitate the employees for active participation in TQM programmes.
Executive Director
General Manager (Quality)
Senior Deputy General Manager
Assistant General Manager
Deputy General Manager
Foreman
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3.7 Pretesting the Questionnaire
To determine the effectiveness of the questionnaire, it is necessary to
pretest it before actually using it. Pretesting can help to determine the strengths
and weaknesses of the questionnaire, concerning question format, wording and
order. In the present study, the researcher tested the tentatively prepared
questionnaire. For that purpose, it was distributed in the quality circle meeting
and interviews were conducted about the compatibility of the questionnaire.
Questions elucidating ambiguous responses were sharpened and the irrelevant
questions were deleted; some questions were added for getting proper data from
the respondents.
3.8 Tools of data collection
The questionnaire was the main form of data collection for the present
study. It consisted of three parts. Part I of the questionnaire consisted of socio
economic characteristics such as age, sex, marital status, education, experience,
income, present position, education and occupation of the parents. Part II of the
questionnaire assessed the attitude and involvement of the employees in TQM
initiatives such as responses to TQM implementation, sense of team work,
training, motivation and support of trade union. Final part of the questionnaire
consisted of favourable and unfavourable condition for participation in TQM and
impact of TQM on employees work life and personal life. To measure the
attitude of the employees three point scale was used. The questionnaire was
distributed through a senior manager/supervisor of the concerned departments in
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the organisation. A covering letter explaining the purpose of this study was
attached to assure them of the confidentiality of their responses. The text of the
questionnaire is included in the appendix of this thesis.
An in-depth interview and discussion was conducted among the TQM
implementation team in the organisation. The interview focussed mainly on the
introduction and the process adopted to implement the TQM concept in the
organisation. It also covered reasons for the introduction of TQM programme
and the role of employees in involvement process.
3.9 Sample selection
The sample size for the study was decided to select minimum of five
percent of the total strength of the employees in BHEL, Trichy unit. They were
selected by stratified random sampling method. The number of distributed
questionnaires and the response collected are given in the table.
Table 3.9.1
Questionnaires distributed and received
Category Total strength of
the employee
No.
distributed
No.
received
Executive 1611 200 91
Supervisors 1703 200 98
Artisans 3368 400 174
Clerical and supportive staffs 1126 150 48
TOTAL 7808 950 412
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There are various reasons for the differences in numbers distributed. To
achieve our preferred sample of five percent from each category, the
questionnaire was distributed on the basis of the strength of the employees. Out
of the 950 questionnaires distributed to employees in the study organisation, 412
filled in questionnaires were received from the respondents, yielding a response
rate of 43 percent, which is considered acceptable in the sociological research.
Data collection was done from the month of December 2007 to April 2008.
3.10 Analysis of data
Both quantitative and qualitative data were collected and analyzed by
using the Statistical Package for the Social Sciences software (version 12).
Frequency and cross tables were generated and the results were interpreted
through percentage analysis. The significance between the variables was tested
using the chi-square test. To test the hypotheses formulated chi-square test were
used. The levels of significance for the acceptance of the association were 0.01
and 0.05 levels (P = < 0.01 & 0.05).
3.11 Difficulties encountered in the study
The researcher has confronted the following hazards:
� While collecting data, initially there was very low response from the
respondents, but by increasing the questionnaire distribution more than 10
percent of the sample and continues follow-up made the effort successful.
� Since BHEL is a reputed organisation run by Government of India, the
employees in all cadres are very busy with their own responsibilities. So
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the researcher has to spend more time to meet the respondents to explain
the purpose and importance of the study and to collect the filled in
questionnaires.
3.12 Chapterization
The present study on “Sociological analysis of Total Quality
Management in Industrial organisation” consists of the following five chapters:
Chapter 1 begins with background and development of the research idea
and development of the TQM concept in the field of Sociology. This introduction
leads into the development of the concept TQM, various TQM awards and the
concept of employee involvement. Further, the details of the concepts used in the
study were presented. Finally, the Theoretical base for the research was presented.
In chapter 2, the main focus is on the review of existing research. It
covered the history and development of TQM concept, implementation of TQM
concept in different national settings and attitude of the employee towards TQM
implementation. Further it covers the various aspects of employee involvement in
TQM initiatives and changes in organisation by implementing the TQM concept.
Chapter 3 discusses the methodology adopted in the study such as
objectives, hypothesis, research design and difficulties encountered in the data
collection.
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Chapter 4 contains the analysis and interpretation of the data collected.
Frequency and cross tables were generated and the results were interpreted
through percentage analysis. Chi square test were used to find the significance
between the variables. Finally, Hypothesis was tested by using the Chi-square
test.
Finally, Chapter 5 deals with the summary of the data analysis, the
researcher’s conclusions and suggestions for the improvement of employee
involvement practices in the study organisation.