SUMMER TRAINING PRESENTATION REPORT ON

STUDY OF QUALITY MANAGEMENT PRACTICES FOLLOWED AT RAHMAN INDUSTRIED LTD.

. Under the Supervision of: Submitted By: Mr. Ahmad Iqbal Arisha Fatima Siddiqui (Manager Administration, 12-MBA(IB)-20 Rahman industries Ltd Jajmau ,Kanpur)

Introduction of Rahman Group:

A conglomeration of several companies.

Engaged in manufacturing & exporting finished leather, footwear , furniture & other leather products.

Started its operation as ALLAHDAD Tannery in 1981,which later amalgamated into RAHMAN INDUSTRIES LTD. in 2009. The group started with a buff tannery & now are positioned amongst top 10 leather manufacturers and exporters of India.

PRODUCTS Finished Leathers:

• Safety and Casual Footwear Leather• Upholstery Leather• Harness & Belting Leather

Footwear:

• Direct injected, double density, polyurethane sole Safety Footwear• Goodyear Welted Footwear• Direct Vulcanized Rubber Soles Safety / Army Footwear• Casual and Stuck on Footwear• Sandals and Slippers

Furniture:

• Sofa • Chairs • Cushion Covers 

Other Leather Products:

• Shoes / Boot Uppers & Lasted Uppers • Equestrian Products (Harness & Saddelery)

CONCEPTUAL OVERVIEW

ISO is a name used for the International Organization for Standardization

Objective:. To promote development of standardization to facilitate international exchange of goods and services.

*PRINCIPLE PLAN, DO, CHECK & ACT

ISO

COMPARATIVE ANALYSIS

TQM

Adopt the new philosophy

Cease dependence on inspection to achieve quality

Business not awarded on price alone

Minimize total cost by working with a single supplier.

A cost effective measure to improve quality

ISO 9000 SERIES

One set pattern followed

Inspection an important element

Price is a set measure

Many suppliers are sub contracted

Cost renders this practice burdensome

OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE: To study Quality Management Practices followed by RAHMAN INDUSTRIES LTD.

SECONDARY OBJECTIVES: - To compare the quality management practices of Rahman Industries Ltd with that of TQM - To find the drivers and barriers in implementing TQM at Rahman Industries Ltd

NEED FOR THE STUDY

To know the current status of quality management at Rahman Industries Ltd.

To understand the effectiveness of current quality management programme at Rahman Industries.

To know the advantages of the two quality management programmes.

To know the drivers and barriers of TQM at Rahman Industries ltd.

RESEARCH METHODOLOGY RESEARCH DESIGN

Research design - ‘DESCRIPTIVE DESIGN’.

Respondents’ sample selection by NON-PROBABILITY SAMPLING TECHNIQUE

Data collection done by the questionnaire that were supplied to all the people involved in quality management at the company.

SAMPLE SIZE is 25. 

DATA COLLECTION

PRIMARY DATA: Primary data was collected through survey method by

distributing questionnaires to the people involved in quality management practices.

The questionnaire was carefully designed by taking into account the parameters of study.

 

SECONDARY DATA: Internet Brochures Newspapers Reports Books Records of the organisation

DATA ANALYSIS

1.What is your organisation’s perception of quality? a. Eliminating defects b. A tool to improve profits c. A competitive advantage d. Others(please specify)

80% of the respondents answered that for the organisation, quality means eliminating defects and supplying a zero error product.

While other 8% have the view that for the organisation quality is a tool and a way to improve profits.

Remaining 12% consider that for the organisation quality stands as a competitive advantage.

 

a b c0%

20%

40%

60%

80%

100%80%

8% 12%

2. How would you rate the importance of product quality?(rate on a scale of 1-5; 1=least important ;3=neither important nor unimportant,5=most important)

To 84% respondents the quality of the products is amongst the most important

factors. 12% rate the quality as amongst very important factor while 4% rate it

as just an important factor.   Overall rating=4.8 report links\hyperlink 2.docx

1 2 3 4 50

0.2

0.4

0.6

0.8

1

0 0 0.040.12

0.840000000000001

% of individuals

 

3. What type of quality management program do you have? a. Total Quality Management b. ISO 9000 series c. Quality Control

96% of the respondents answered that the quality management program of their Co. is ISO 9000 series. Which implies that most of the respondents were aware of the quality management plan of their Co.

a b c0%

20%40%60%80%

100%120%

4%

96%

0%

4. Your organisation’s quality management program can be described as: a. Periodic short range resolution c. A formal long term program b. Motivational plan d. Others(please specify)

Shows that all of the respondents are well aware of the type of quality management plan that their Co. has.

a b c d0%

20%40%60%80%

100%120%

0% 0%

100%

0%

% of individuals

5. Major objective of your program are: a. Increasing productivity b. Cost reduction c. Involvement of employee in quality building effort d. Compliance with statutory environmental and safety regulations e. Others(please specify)

According to 60% respondents , major objective of their quality management program is employee involvement in quality building efforts

20%

20%60%

% of individuals

abcd

6. According to you ,rate the following practices of TQM as per their importance. (rate on a scale of 1-5; 1=least important;3=neither important nor unimportant,

5=most important) a. Product design & development e. Committed leadership b. Process management f. Strategic planning c. Supplier Quality Management g. Employee involvement d. Customer involvement h. Training

i. Information & feedback

overall rating=4.76

1 2 3 4 50%

20%

40%

60%

80%

0% 0% 4%16%

80%(a)-product design & devel-

opment

%of individuals

1 2 3 4 50%

10%20%30%40%50%60%

0% 0%

16%

60%(b)-process management

%of respondents

1 2 3 4 50

0.2

0.4

0.6

0 0 0

0.6000000000000

01

0.4

(c)-supplier quality management

% of respondents

Overall rating=4.08

overall rating=4.40

1 2 3 4 50

0.2

0.4

0.6

0.8

1

0 0 0

0.2

0.8

(d)-customer involvement

% of respondents

1 2 3 4 50

0.1

0.2

0.3

0.4

0.5

0.6

0 0 0

0.4

0.6000000000000

01(e)-committed leadership

% of respondents

Overall rating=4.80

overall rating=4.60

1 2 3 4 50

0.10.20.30.40.50.60.7

0 0 0

0.4

0.60000000000

0001

(f)-strategic planning

1 2 3 4 50

0.1

0.2

0.3

0.4

0.5

0.6

0 0

0.2 0.2

0.60000000000

0001(g)-employee involvement

%of respondents

Overall rating=4.60

Overall rating=4.40

1 2 3 4 50

0.1

0.2

0.3

0.4

0.5

0.6

0%

20%

0%

60%

20%

(h)-training

%of individuals

1 2 3 4 50

0.2

0.4

0.6

0.8

1

0 0 0

0.8

0.2

(i)-information & feedback

%of individuals

Overall rating=3.80

Overall rating=4.20

a b c d e f g h i0123456

4.764.08 4.46 4.8 4.6 4.6 4.4

3.8 4.2

Comparative ratings

a-product design &developmentb-process managementc-supplier quality managementd-customer involvemente-committed leadershipf-strategic planningg-employee involvementh-trainingi-information & feedback

7.Based on their relevance of application in your industry rate the following TQM practices.(rate on a scale of 1-5; 1=least important,3=neither important nor unimportant,5=Most important) a-Product design & development f-Strategic planning

b-Process management g-Employee involvement c-Supplier quality management h-Trainingd-Customer involvement i-Information & feedback e-Committed leadership report links\Hyperlink.docx

a b c d e f g h i3.5

4

4.5

5

5.55

4.8

4.2

4.6

4.2

4.64.4

4.2 4.2

overall rating

overall rating

8. You set your quality goals to the level of?a-Leading company in your fieldb-The competition in generalc-To the level set internallyd-Others (please specify)

40% respondents answered that goals are set to the level of leading Co. in the field.36% responded that the level is set internally20% said that the level is set to the competition in general

40%

20%

36%

4%

abcd

9. Rate the share of responsibility each of the following parties hold in practicing TQM.(rate on a scale of 1-5; 1=smallest share of responsibility,5=largest share of responsibility)  a-Top management d- Operations department b- Executive management e-Productions department c-Office personnel f- Labourers

a b c d e f0

2

4

64.2

53.6

54.04

overall rating

overall rating

10. According to you, shall the customers be a part of the quality management practices? a.Yes b. No

80% of respondents answered that the customers should be a part of quality management practices.

 

80%

20%

ab

11. Rate the importance of Customer involvement in the quality management practices.(rate on a scale of 1-5;1=least important,3=neither important nor unimportant,5=most important)

Overall rating =4.84

1 2 3 4 50

0.10.20.30.40.50.60.70.80.9

1

0 00.08

0

0.92

% of respondents

12.What according to you should be the extent of customer involvement in the processes of total quality management?(rate on a scale of 1-5;1=least involvement, 5=complete involvement)

Overall rating=4.20

1 2 3 4 50

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0%4% 4%

60%

32%% of respondents

13. How important is customer communication to your industry?(rate on a scale of 1-5;1=least important,3=neither important nor unimportant,5=very important)

Overall rating=4.40

1 2 3 4 50

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0 0

0.2 0.2

0.60000000000000

1

% of respondents

14.. What importance rating will you give to customer satisfaction?

(rate on a scale of 1-5;1=least important,3= neither important nor

unimportant,5=most important)

Overall rating=4.80

1 2 3 4 50

0.10.20.30.40.50.60.70.80.9

0 0 0

0.2

0.8

% of respondents

15. Do you have system for gathering client suggestions?a-Yesb-Noc-Can’t say

1

abc

16. How do you measure client’s satisfaction? a-Questionnaire survey b-By number of complaints c-Not measured d-One to one communication e-Others(please specify)

88%

12% a

b

c

d

e

17. Is formal training of TQM or any quality improvement program given to employees?a-No training is givenb-Some training is availablec-A formal training program is available

4% 4%

92%

abc

18. How important is the role of supplier in maintaining the quality of the products?(rate on the scale of 1-5;1=least important,3=neither important nor unimportant,5=most important)

Overall rating=4.48

 

1 2 3 4 50

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0 0

0.12

0.28

0.60000000000

0001

%of respondents

19. Are all suppliers or subcontractors rated? a-Yes b-No c-Mostly d-Can’t say

100%

abcd

20. Do you have any system for gathering employee suggestions?a-Yesb-Noc-Can’t say

100%

a

21. How does the organisation solve quality related problems?a-Assigns individuals to solveb-Setup a multidisciplinary team for each problemc-A permanent team is availabled-Others (please specify)

4%

96%

abcd

22. Do you know the quality policy of your company? a.Yes b. No

1

a

b

23. How important is the quality policy for the company?(rate on a scale of 1-5;1=least important3=neither important nor unimportant,5=very important)

Overall rating=4.88

1 2 3 4 50

0.10.20.30.40.50.60.70.80.9

1

0 0 0

0.12

0.88

%of respondents

24. In your company, quality is first incorporated in the project at:a. Concept developmentb. R&Dc. Operationsd. Final inspection

20%

80%

abcd

25. After implementation of your quality program, relationship with your customers and suppliers has:a. Improvedb. Remained the samec. Decreasedd. Can’t say

1

abcd

26. Obstacles in implementation of the Total Quality Management program(can tick more than one):a. Attitude of executive management towards qualityb. Schedule and cost treated as main prioritiesc. Emphasis on short term objectivesd. Lack of education and training to drive improvement processe. Lack of employee commitmentf. Tendency to cure symptoms rather than get to root cause of a problemg. Lack of expertise or resources in TQMh. Current tendering or bidding climate

0.8

0.04 0.16

abcdefgh

FINDINGS

Rahman industries’ perception of quality is that quality is a tool to improve profits.

Rahman industries ltd has a formal long term programme for quality management.

The company has set its quality goals for leading the company in its field.

The company gives utmost importance to quality maintenance, customer & employee involvement in quality management .

The company aims at customer satisfaction while serving them

There is not much difference in TQM and ISO9001:2008 quality

TQM is a broader and a more directive quality management programme.

Implementing TQM in the industry has following barriers:

Attitude of management towards quality.

Lack of proper training and knowledge.

The habit or tendency to cure symptoms and not the root cause.

Drivers for TQM in the industry:

Management’s commitment to quality

Implementation of the quality norms

Involvement of employees as well as customer.

 .

RECOMMENDATIONS   Quality should be considered as a competitive advantage

and not only as a tool for improving profits.

Customer satisfaction should be the primary goal for any service provided to the customer by the company.

Employees should be more involved in the quality management programme.

TQM is a broader and a better quality management technique & the Co. should look forward to implement TQM.

The quality management practice being followed at Rahman Industries is one of the best and is being followed from many years but with changing scenario the perception of quality must change and accordingly the quality management programme should be upgraded.

The perception of quality is cost reduction. The employees and the management must focus not only on cost reduction but also on improving quality ,customer satisfaction and customer involvement. Because at the end it is the customer who is to be targeted for sales and growth of the company.

LIMITATIONS OF THE STUDY  The duration of the study was limited and hence an

elaborate survey could not be undertaken.

Only a small sample had to be considered because of lack of time , which doesn’t actually reflect an accurate picture of the real existing scenario.

Personal biases of the respondents might have entered into their responses.

Some of the data involving some exact figures & some confidential information wasn’t shared which might have affected the study.

REFERENCES: 

Rahman’s annual report Rahman’s internal database Wikipedia Google Google scholar