project tqm

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.

Sikkim Manipal University -1-


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



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.



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



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 -



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



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



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 [email protected]

Website www.fabtechtex.com

Branch Sangola

Supplier of Raw material cotton purchased from Private Party


http://www.fabtechtex.com/

mailto:[email protected]


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



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



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.



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



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



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



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:



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.



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.



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.



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.



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.



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.


No of respondents

24%

76%


Table No 4.2

Title: Table showing the quality assurance system & Operation provided by the

organization.


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


72%

28%


Table No 4.3

Title: Table Showing that the organizations quality audit.


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 .


41%26%

33%


Table No 4.4

Title: Table Showing the regularly updated quality information system.


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 .


32% 19%

49%


Table No 4.5.

Title: Table showing the existence of brain storming session.


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 .


21%

34%

45%


Table No 4.6.

Title: Table Showing that organization practicing the 5’s Japanese philosophy


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.


29%

No of respondents

71%


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 .


20%

32%

48%


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.



Table No 4.9.

Title: Table showing the shared vision of the business growing.

Response No. of respondents Percent


agree 29 26


Disagree 24 22

Total 110 100

(source-survey)

Graph no 4.9

Interpretation:


Strongly agree agree Strongly Disagree

Disagree0

5

10

15

20

25

30

35

40

45

50

No. of respondents


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.



agree 42 38


Disagree 20 18

Total 110 100

(source-survey)

Graph No 4.10.


Disagree0

5

10

15

20

25

30

35

40

45

50

No. of respondents

Interpretation:



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



agree 20 18


Disagree 42 38

Total 110 100

(source-survey)

Graph No 4.11


Disagree05

101520253035404550

No. of respondents

Interpretation:



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.


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:



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.


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.


46%23%

31%


Table No 4.14.

Title: Showing the types of relations of employees with superior, peers and

subordinates.


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:



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.


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


50%

33%

17%


Table No 4.16.

Title: Table showing that the best use of employee abilities by measuring

performance properly?


Yes 31 28

NO 37 34

sometimes 42 38

Total 110 100

(Source-survey)

Graph No 4.16.

No. of respondents

YesNosometimes

Interpretation:


38% 28%

34%


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.



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.



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?


Agree Disagree

10) Are there the Employees kept updated with changes in job skills & job designs?




Agree Disagree

11) IS it Formal or informal method followed for employees feedback and acting on that

feedback?


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


project tqm

Documents