In fulfilment of the requirement

for the degree of

MASTER OF BUSINESS
ADMINISTRATION
(SESSION 2008-10)
Submitted to:

Submitted

By:
B.S. COMPUTERS

HARDEEP SINGH
LC CODE 445
B.S. COMPUTERS
MALERKOTLA

PREFACE
1

One should always work with an objective in its mind. To accomplish that
objective efficient management of material, time and financial resources
is very important. Above coordination is must that determines the degree
of success.
Awareness at each level of life is necessary for a human being keeping all
this is in view this report on TOTAL QUALITY MANAGEMENT is
prepared by me. The rounded encouraging support by Mr. Sarabjit Singh
towards this report has created in me confidence regarding the approval
of the subject matter.
The present report is well arranged in coherent manner. An attempt has
been made to provide the general public the necessary information about
the Private and Public Banks. The main intention behind this report is to
compile the subject matter in such way that even a layman could get the
knowledge.
So I would like to say that this report is a result of an assignment, to
improve and gain confidence.

Acknowledgement

I am sincerely thankful to all those people who have been giving

me any kind of assistance in the making of this project report.
I express my gratitude to Mr. Jagpreet singh (Executive
Director) (Officiating), who has through his vast experience and
knowledge has been able to guide me, both ably and successfully
towards the completion of the project. I express my gratitude to
B.S. Computers I would hereby, make most of the opportunity by
expressing my sincerest thanks to Mr. Sachin all my faculties
whose teachings gave me conceptual understanding and clarity of
comprehension, which ultimately made my job more easy.
Last of all but not the least I would like to acknowledge my
gratitude to the respondents without whom this survey would have
been incomplete.
I am also thankful to authority of VEER Enterprises (SEASONZ ICE
CREAM) providing me the information.

Hardeep Singh

CERTIFICATE
3

This is to certify that MR. HARDEEP SINGH has done the

Major

Research

Project

report

entitled

TOTAL

QUALITY

MANAGEMENT under my supervision for the fulfillment of the

degree of Master of Business Administration of Punjab Technical
University, Jalandhar. The work done by him is a sole effort and has not
been submitted as or its part for any other degree.
Mr.
Member of Faculty of Management
QUEST INFOSYS
LUDHIANA.

Table of Contents
Contents
Introduction of TQM
Aspects of TQM
What is Quality?
Introduction about Enterprise
4

Veer Enterprises SEASONZ Ice Cream

Practical Experience
Types of Machinery
Packing material
Conceptualization
Principles of TQM
Four Cs of TQM
Factors effecting the commitment of employees
Operationalization of the concept
Quality Management
History of Quality Management
Quality Improvement ProcessTools & Techniques
TQM Improvement Methodology
Objectives
Research Methodology
Limitations
Conclusion
Recommendations

INTRODUCTION OF TQM
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.

Total Quality is a description of the culture, attitude and organization of a

company that aims to provide, and continue to provide, its customers with
products and services that satisfy their needs. The culture requires quality
in all aspects of the company's operations, with things being done right
first time, and defects and waste eradicated from operations.
TQM is the way of managing for the future, and is far wider in its
application than just assuring product or service quality it is a way of
managing people and business processes to ensure complete customer
satisfaction at every stage, internally and externally. TQM, combined
with effective leadership, results in an organisation doing the right things
right, rst time.
Many companies have difficulties in implementing TQM. Surveys by
consulting firms have found that only 20-36% of companies that have
undertaken TQM have achieved either significant or even tangible
improvements in quality, productivity, competitiveness or financial
return. As a result many people are sceptical about TQM. However, when
you look at successful companies you find a much higher percentage of
successful TQM implementation.

Some useful messages from results of TQM implementations:

if you want to be a first-rate company, don't focus on the secondrate companies who can't handle TQM, look at the world-class
companies that have adopted it

the most effective way to spend TQM introduction funds is by

training top management, people involved in new product
development, and people involved with customers

it's much easier to introduce EDM/PDM in a company with a TQM

culture than in one without TQM. People in companies that have
implemented TQM are more likely to have the basic understanding
necessary for implementing EDM/PDM. For example, they are
more likely to view EDM/PDM as an information and workflow
management system supporting the entire product life cycle then as
a departmental solution for the management of CAD data

ASPECTS OF TQM
a) Customer-driven quality,
b) Top management leadership and commitment,
c) Continuous improvement,

d) Fast response,
e) Actions based on facts,
f) Employee participation, and
g) A TQM culture.

The core of TQM is the customer-supplier interfaces, both externally and

internally, and at each interface lie a number of processes. This core must
be surrounded by commitment to quality, communication of the quality
message, and recognition of the need to change the culture of the
organisation to create total quality. These are the foundations of TQM,
and they are supported by the key management functions of people,
processes and systems in the organisation.
Customer-driven quality
TQM has a customer-first orientation. The customer, not internal
activities and constraints, comes first. Customer satisfaction is seen as
the company's highest priority. The company believes it will only be
successful if customers are satisfied. The TQM company is sensitive
to customer requirements and responds rapidly to them. In the TQM
context, `being sensitive to customer requirements' goes beyond defect

and error reduction, and merely meeting specifications or reducing

customer complaints. The concept of requirements is expanded to take
in not only product and service attributes that meet basic requirements,
but also those that enhance and differentiate them for competitive
advantage.
Each part of the company is involved in Total Quality, operating as a
customer to some functions and as a supplier to others. The
Engineering Department is a supplier to downstream functions such as
Manufacturing and Field Service, and has to treat these internal
customers with the same sensitivity and responsiveness as it would
external customers.
TQM leadership from top management
TQM is a way of life for a company. It has to be introduced and led
by top management. This is a key point. Attempts to implement
TQM often fail because top management doesn't lead and get
committed - instead it delegates and pays lip service. Commitment
and personal involvement is required from top management in
creating and deploying clear quality values and goals consistent
with the objectives of the company, and in creating and deploying
well defined systems, methods and performance measures for

achieving those goals. These systems and methods guide all quality
activities and encourage participation by all employees. The
development and use of performance indicators is linked, directly
or indirectly, to customer requirements and satisfaction, and to
management and employee remuneration.
Continuous improvement
Continuous improvement of all operations and activities is at the
heart of TQM. Once it is recognized that customer satisfaction can
only be obtained by providing a high-quality product, continuous
improvement of the quality of the product is seen as the only way
to maintain a high level of customer satisfaction. As well as
recognizing the link between product quality and customer
satisfaction, TQM also recognizes that product quality is the result
of process quality. As a result, there is a focus on continuous
improvement of the company's processes. This will lead to an
improvement in process quality. In turn this will lead to an
improvement in product quality, and to an increase in customer
satisfaction. Improvement cycles are encouraged for all the
company's activities such as product development, use of
EDM/PDM, and the way customer relationships are managed. This
implies that all activities include measurement and monitoring of
10

cycle time and responsiveness as a basis for seeking opportunities

for improvement.
Elimination of waste is a major component of the continuous
improvement approach. There is also a strong emphasis on
prevention rather than detection, and an emphasis on quality at the
design stage. The customer-driven approach helps to prevent errors
and achieve defect-free production. When problems do occur
within the product development process, they are generally
discovered and resolved before they can get to the next internal
customer.
Fast response
To achieve customer satisfaction, the company has to respond
rapidly to customer needs. This implies short product and service
introduction cycles. These can be achieved with customer-driven
and process-oriented product development because the resulting
simplicity and efficiency greatly reduce the time involved.
Simplicity is gained through concurrent product and process
development. Efficiencies are realized from the elimination of nonvalue-adding effort such as re-design. The result is a dramatic

11

improvement in the elapsed time from product concept to first

shipment.
Actions based on facts
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, improvement of
operations, and comparison of performance with competitors. The
TQM approach is based on the use of objective data, and provides
a rational rather than an emotional basis for decision making. The
statistical approach to process management in both engineering and
manufacturing recognizes that most problems are system-related,
and are not caused by particular employees. In practice, data is
collected and put in the hands of the people who are in the best
position to analyze it and then take the appropriate action to reduce
costs and prevent non-conformance. Usually these people are not
managers but workers in the process. If the right information is not
available, then the analysis, whether it be of shop floor data, or
engineering test results, can't take place, errors can't be identified,
and so errors can't be corrected.
Employee participation

12

A successful TQM environment requires a committed and welltrained work force that participates fully in quality improvement
activities. Such participation is reinforced by reward and
recognition systems which emphasize the achievement of quality
objectives. On-going education and training of all employees
supports the drive for quality. Employees are encouraged to take
more responsibility, communicate more effectively, act creatively,
and innovate. As people behave the way they are measured and
remunerated, TQM links remuneration to customer satisfaction
metrics.
A TQM culture
It's not easy to introduce TQM. An open, cooperative culture has to
be created by management. Employees have to be made to feel that
they are responsible for customer satisfaction. They are not going
to feel this if they are excluded from the development of visions,
strategies, and plans. It's important they participate in these
activities. They are unlikely to behave in a responsible way if they
see management behaving irresponsibly - saying one thing and
doing the opposite.
Product development in a TQM environment

13

Product development in a TQM environment is very different to

product development in a non-TQM environment. Without a TQM
approach, product development is usually carried on in a
conflictual atmosphere where each department acts independently.
Short-term results drive behavior so scrap, changes, work-arounds,
waste, and rework are normal practice. Management focuses on
supervising individuals, and fire-fighting is necessary and
rewarded.
Product development in a TQM environment is customer-driven
and focused on quality. Teams are process-oriented, and interact
with their internal customers to deliver the required results.
Management's focus is on controlling the overall process, and
rewarding teamwork.
Awards for Quality achievement
The Deming Prize has been awarded annually since 1951 by the
Japanese Union of Scientists and Engineers in recognition of
outstanding achievement in quality strategy, management and
execution. Since 1988 a similar award (the Malcolm Baldrige
National Quality Award) has been awarded in the US. Early
winners of the Baldrige Award include AT&T (1992), IBM (1990),

14

Milliken (1989), Motorola (1988), Texas Instruments (1992Xerox.

WHAT IS QUALITY?
A frequently used denition of quality is Delighting the customer by
fully meeting their needs and expectations. These may include
performance,

appearance,

availability,

delivery,

reliability,

maintainability, cost effectiveness and price. It is, therefore, imperative

15

that the organisation knows what these needs and expectations are. In
addition, having identied them, the organisation must understand them,
and measure its own ability to meet them.
Quality starts with market research to establish the true requirements
for the product or service and the true needs of the customers. However,
for an organisation to be really effective, quality must span all functions,
all people, all departments and all activities and be a common language
for improvement. The cooperation of everyone at every interface is
necessary to achieve a total quality organisation, in the same way that the
Japanese achieve this with company wide quality control.
Customers and suppliers
There exist in each department, each ofce, each home, a series of
customers, suppliers and customer- supplier interfaces. These are the
quality chains, and they can be broken at any point by one person or one
piece of equipment not meeting the requirements of the customer, internal
or external. The failure usually nds its way to the interface between the
organisation and its external customer, or in the worst case, actually to the
external customer.
Failure to meet the requirements in any part of a quality chain has a way
of multiplying, and failure in one part of the system creates problems
elsewhere, leading to yet more failure and problems, and so the situation
is exacerbated. The ability to meet customers (external and internal)
16

requirements is vital. To achieve quality throughout an organisation,

every person in the quality chain must be trained to ask the following
questions about every customer-supplier interface:
Customers (internal and external)
Who are my customers?
What are their true needs and expectations?
How do, or can, I nd out what these are?
How can I measure my ability to meet their needs and
expectations?
Do I have the capability to meet their needs and expectations?
(If not, what must I do to improve this capability?)
Do I continually meet their needs and expectations?
(If not, what prevents this from happening when the
capability exists?)
How do I monitor changes in their needs and expectations?
Suppliers (internal and external)
Who are my internal suppliers?

What are my true needs and expectations?

How do I communicate my needs and expectations to my
suppliers?
Do my suppliers have the capability to measure and meet
these needs and expectations?
17

 How do I inform them of changes in my needs and

expectations?
As well as being fully aware of customers needs and expectations, each
person must respect the needs and expectations of their suppliers. The
ideal situation is an open partnership style relationship, where both
parties share and benet.
Poor practices
To be able to become a total quality organisation, some of the bad
practices must be recognised and
corrected. These may include:
Leaders not giving clear direction
Not understanding, or ignoring competitive positioning
Each department working only for itself
Trying to control people through systems
Confusing quality with grade
Accepting that a level of defects or errors is inevitable
Fire ghting, reactive behaviour
The Its not my problem attitude

The essential components of TQM commitment & leadership

TQM is an approach to improving the competitiveness, effectiveness and
exibility of an organisation for the benet of all stakeholders. It is a way
18

of planning, organising and understanding each activity, and of removing

all the wasted effort and energy that is routinely spent in organisations. It
ensures the leaders adopt a strategic overview of quality and focus on
prevention not detection of problems.
Whilst it must involve everyone, to be successful, it must start at the top
with the leaders of the organisation. All senior managers must
demonstrate their seriousness and commitment to quality, and middle
managers must, as well as demonstrating their commitment, ensure they
communicate the principles, strategies and benets to the people for
whom they have responsibility. Only then will the right attitudes spread
throughout the organisation.
A fundamental requirement is a sound quality policy, supported by plans
and facilities to implement it. Leaders must take responsibility for
preparing, reviewing and monitoring the policy, plus take part in regular
improvements of it and ensure it is understood at all levels of the
organisation.
Effective leadership starts with the development of a mission statement,
followed by a strategy, which is translated into action plans down through
the organisation. These, combined with a TQM approach, should result in
a quality organisation, with satised customers and good business results.
The 5 requirements for effective leadership are:
Developing and publishing corporate beliefs, values and
19

objectives, often as a mission statement

Personal involvement and acting as role models for a culture
of total quality
Developing clear and effective strategies and supporting plans
for achieving the mission and objectives
Reviewing and improving the management system
Communicating, motivating and supporting people and
encouraging effective employee participation
The task of implementing TQM can be daunting. The following is a list
of points that leaders should consider; they are a distillation of the various
beliefs of some of the quality gurus:
The organisation needs a long-term commitment to
continuous improvement.
Adopt the philosophy of zero errors/defects to change the
culture to right rst time
Train

people

to

understand

the

customer/supplier

relationships
Do not buy products or services on price alone look at the
total cost
Recognise that improvement of the systems must be managed
Adopt modern methods of supervising and training
eliminate fear
20

 Eliminate barriers between departments by managing the

process improve communications
and teamwork
Eliminate goals without methods, standards based only on
numbers, barriers to pride of
workmanship and ction get facts by studying processes
Constantly educate and retrain develop experts in the
organisation
Develop

systematic

approach

to

manage

the

implementation of TQM
Culture change
The failure to address the culture of an organisation is frequently the
reason for many management initiatives either having limited success or
failing altogether. Understanding the culture of an organisation, and using
that knowledge to successfully map the steps needed to accomplish a
successful change, is an important part of the quality journey.
The culture in any organisation is formed by the beliefs, behaviours,
norms, dominant values, rules and the climate. A culture change, e.g,
from one of acceptance of a certain level of errors or defects to one of
right rst time, every time, needs two key elements:
Commitment from the leaders
Involvement of all of the organisations people
21

There is widespread recognition that major change initiatives will not be

successful without a culture of good teamwork and cooperation at all
levels in an organisation, as discussed in the section on People.
The building blocks of TQM: processes, people, management systems
and performance measurement
Everything we do is a Process, which is the transformation of a set of
inputs, which can include action, methods and operations, into the desired
outputs, which satisfy the customers needs and expectations.
In each area or function within an organisation there will be many
processes taking place, and each can be analysed by an examination of
the inputs and outputs to determine the action necessary to improve
quality.
In every organisation there are some very large processes, which are
groups of smaller processes, called key or core business processes. These
must be carried out well if an organisation is to achieve its mission and
objectives. The section on Processes discusses processes and how to
improve them, and Implementation covers how to prioritise and select the
right process for improvement.
The only point at which true responsibility for performance and quality
can lie is with the People who actually do the job or carry out the process,
each of which has one or several suppliers and customers.
An efcient and effective way to tackle process or quality improvement is
22

through teamwork. However, people will not engage in improvement

activities without commitment and recognition from the organisations
leaders, a climate for improvement and a strategy that is implemented
thoughtfully and effectively. The section on People expands on these
issues, covering roles within teams, team selection and development and
models for successful teamwork.
An appropriate documented Quality Management System will help an
organisation not only achieve the objectives set out in its policy and
strategy, but also, and equally importantly, sustain and build upon them. It
is imperative that the leaders take responsibility for the adoption and
documentation of an appropriate management system in their
organisation if they are serious about the quality journey. The Systems
section discusses the benets of having such a system, how to set one up
and successfully implement it.
Once the strategic direction for the organisations quality journey has
been set, it needs Performance Measures to monitor and control the
journey, and to ensure the desired level of performance is being achieved
and sustained. They can, and should be, established at all levels in the
organisation, ideally being cascaded down and most effectively
undertaken as team activities and this is discussed in the section on
Performance.

23

ABOUT THE ENTERPRISE

24

VEER ENTERPRISES
SEASONZ ICE CREAM

25

After the discussion of TQM in detail now we will discuss about TQM in
a particular manufacturing

plant. Here we will discuss that due to

production which problems can be decrease the quality of product. We

will discuss that how we can be maintain the quality.
Every production procedure is differ than another. Every product is
shifted from one to next department where quality is the main thing to
produce a product.
Now we will discuss about the particular product which is produced in
manufacturing plant that is ICE CREAM, it is called also frozen desert.
Ice cream is food product which demand much care about quality. In ice
cream production quality is the main thing every point of production
depend upon quality. Without quality we cannot spread our product in the
market. Quality is main cause to increase the business. Due to ice cream
production we need much consistency of quality. Quality increase the
taste of ice cream.
Now we will discuss about a firm of ice cream manufacturing. The firm
name is VEER ENTERPRISES and the brand name is SEASONz ice
cream.
Firm Name

:- Veer Enterprises

Brand Name :- Seasonz Ice cream

26

 Place

:- Ludhiana

Prop.

:- Hardeep Singh

PRACTICAL EXPERIENCE
Myself Hardeep Singh. I am the owner of the plant of ice cream. I have
the practical knowledge about the quality of ice cream. I am running this
factory from last three years.

27

When I established this plant, the one thing was in my mind that was a
quality maintenance. I kept one thing in my mind that I will never
compromise with quality in any situation. I did not compromise with
quality thus I earn less profit.
Now we will discuss every point where quality exist from bottom to top.
Purchasing of raw material :- The quality of every product is depend on
the quality of raw material. So the raw material should be purchased
from the good dealer and good distributor and should be branded
company.
In ice cream manufacturing raw material is very important thing. Raw
material is the base of taste. The material which is used for making ice
cream is that : Milk
Milk Powder
Sugar
G.M.S.
Stab
Custard Powder
28

 Cream
Essence
Sticks
Water
1. Milk:- Milk is the main thing for making ice creams. Milk
should
be pure and full of fat. The minimum fat of milk should be 6
and
the maximum 7.5 to making ice cream. Milk should be
pure quality and should be fresh. If it is not fresh we can not
improve the quality. When, we purchase milk then milk should be
checked by the fat machine and it should be pure and fresh.
2. Milk powder :- Milk powder is also making from milk. It is
also called dry milk. In making of ice cream milk powder is
used for increase the gravity of milk. Many companies are
available in the market of dry milk. But the better one should
be purchased like Uttam etc.

29

3. Sugar :- Sugar is basic part of taste. Sugar should be carefully

put in the mixture. It should be neither much nor less.

4. G.M.S. :- GMS is ingredient which is used for smoothness and

to make ice cream fluffy.
5. Stab :- It is also ingredient, which is used for making mixture
thicker and light.
6. Custard powder:- Custard powder is mainly used in Stick
Kulfi
7. Cream :- Cream should be pure and fresh, because it is very
important to increase the quality. Cream is very helpful in
becoming material soft and tasteful.
8. Essence :- Essence are available in many flavors. In ice cream
different types of flavors are used. In market many companies
are available of essence. But according to me FBI (Bush) is the
best one in this category. FBI(Bush) is best quality product. But
every essence should be used till the expiry date. The expiry
date is mentioned by the company on every bottle.

30

9. Sticks :- Sticks are mainly used in ice candy. Sticks should be

in perfect size and every stick should be in same size. Stick
should be in smooth stuff and very clean.
10.Water :- The water is used for making ice candy must should
be filtered.

Quality of Mixture
To make the mixture every ingredient should be put in the selected ratio
because much quantity or less quantity of ingredient and become the
cause of bad quality Every ingredients like GMS, Stab, Milk Powder,
Sugar, Essence should be put in the milk accordingly to the quantity of
the milk and this mixture should be cooked on the gas burner or the boiler
till the giving time according to recipe. If it is done accordingly to the
selected ratio of ingredients we can get the best quality and delicious
taste.
Skilled Staff :- the staff should be skilled because the quality of product
is in the hand of staff.
The person who is appointed to make the ice cream should be skilled. He
should have the knowledge about every ingredient. He should have the

31

ability to produce the ice cream in any flavor. He should have the ability
to give the shape to ice cream clearly.
The other staff should be also skilled. Helper, who helps the ice cream
maker should be knowledgeable about his work. The all staff should have
the efficiency to do work continues.
The hands of every staff member should be covered with gloves and head
with cloth or cap. The head of the department should be able to produce
the quality in product and he should be able to operate the all machines
properly.

Quality of machinery
The machineries which are used to produce ice cream should be good
quality and should be purchased from well know company. The machine
should be purchased from branded company.

TYPES OF MACHINES
Machine is the main processor to produce the quality. Different types of
machines are used to produce ice cream.
32

There are four types of machines which are mainly used in this process
that are:1. Boiler
2. Homonizer
3. Chiller
4. Charner
A Indian branded company which is manufacturing machines that is
SIGMA. SIGMA is a branded company which is famous in all over
India for ice cream machines. My own factory I purchased all machines
from this company. Because the accuracy of this machine is better than
local company machines.

33

1. Boiler :- Boiler should be purchased from branded company the

mixture should be Boiled 15-20 mins. Gauge should be accurate
of the boiler.

34

2. Homonizer :- After making the mixture, the mixture is passed

into the homonizer. The mixture put in the bowl and it reaches in
the piston. Where mixture is pressed by the piston for getting the
smoothness and better quality and then mixture is come out from
a pipe.

35

3. Charner :- Here mixture is reached in final process. The normal

charner have ten liter capacity to produce ice cream in one time.
The charner takes twenty minute to ready one lot. Every gauge of
charner should have accuracy. All gauges should be in running
condition.

36

The blades of charner should be sharped. Before using the charner, it

washes with water and after complete the work it washes again with
water.
Packing
Packing is the last stage which keep maintain the quality. Every packing
wrapper and brick boxes should be made by better quality poly and better
paper or card sheets. Every packing material should be food grade. Which
is approved by health department. The ice cream should be packed
properly in the wrapper and brick boxes. The both sides of every brick
box should be laminated. The inner and outer side should be laminated.
The expiry date should be mentioned on every packing material and
manufacturing date also should be mentioned. The main thing is that ice
cream should be packed properly and sealed properly in the wrapper and
brick box.

37

PACKING MATERIAL

38

39

Storage
The packed ice cream should be stored in the freezer. Ice cream should be
stored in rows and columns so that it remain safe and in original shape.
The temperature of the freezer should be in minus (-) degree. It should be
near about of minus -20 to -26. The door of the freezer should be properly
closed and the freezer should be switched on continues 24 hours. And
generator should be available in the factory.
Cleanliness
Cleanliness is the main cause to increase the quality .the all side of
factory should be clean the floor of the factory should be washed daily.
Garbage of the factory should placed in separate place. cleanliness is
must to produce the better quality. Every thing which is used to produce
ice cream like steel bucket, steel jar, tubs etc should be washed before and
after using. Every tub and jar in which material is kept should be covered
with net. Do not keep the material without cover. There should be proper
ventilation in the factory. Cleanliness is must for the customers specially
for children health even it is must quality maintenance. Cleanliness is
also checked by the health department. It is must for getting quality.

40

CONCEPTUALIZATION
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.
QUALITY:1. Quality means fitness for use.
2. Quality means productivity, competitive cost, and timely delivery, total
customer satisfaction.
3. Quality means conformance to specification and standard.
4. Conformance to requirements.

41

5. Quality is what the customer says

6. Quality means getting every one to do what they have agreed to do and
to do it right the first time and every time.
TOTAL QUALITY:It means all the people of the organization are committed to product
quality by doing right things right, first time, every time by employing
organization resource to provide value to customer.
TOTAL QUALITY MANAGEMENT: It is the process designed to focus external/internal customer expectation
preventing problems building, commitment to quality in the workforce
and promoting to open decision making.
TOTAL:
Every one associated with the company is involved in continuous
improvement, in all functional area, at all level.
QUALITY:
Customer express and implied requirement is met fully.
MANAGEMENT:

42

Decision in a planned way.

To maintain existing lever of quality.
To improve existing lever of quality.
Effective utilization of resource.

43

PRINCIPLES OF TQM
1. Delight the customer
2. Management by fact
3. People based management
4. Continuous improvement
5. Strong leadership
6. Quality system measure& record
7. Team work, Team accountable, correct problem
8. People oriented technology, speed.

FOUR CS OF TQM
1. Commitment
2. Competence
3. Communication
4. Continuous improvement

44

FACTOR AFFECTED THE

COMMITMENT OF THE
EMPLOYEES
General worker attitude toward the company.
General worker attitude toward the supervisor.
Lever of satisfaction toward job standard.
The lever of consideration the supervisor shows to his subordination.
The workload & work pressure level.
The treatment of individual by the management
The lever of workers satisfaction with the salaries
The level of worker pride in the company and its activity
Worker reaction to the formal communication network in the
organization.

Intrinsic job satisfaction level of the worker.

45

Worker attitude toward the fellow worker.

46

OPERATIONALISATION OF THE
CONCEPT
I have studied on impact of employees commitment toward. I have
explained earlier. In the company, they already have implemented TQM
so through this study, I measured the degree of implementation in the
organization and what are the factor that are affected the commitment
lever and to check how much they are satisfaction with the TQM
implement.
For this purpose, I have made the questionnaire which consisting of
multiple-choice questions. I have collected the data from them and after
that I have tabulated them and interpreted them and give the
recommendation.
Focus of the problem:
The main emphasis will be on to find out quality employees commitment
toward their work as a result total quality implementation.
Review of Existing literature:
Many people have work on this topic. They sum up various finding. They
found that apply TQM has directly increased their morale; increase the

47

satisfaction lever and commitment toward their work. These are the
finding of various researchers.
Several articles have been published in different journals, magazines and
newspaper such as HARVARD BUSINESS REVIEW, THE ECONOMIC
TIMES, VIKALPA etc.
But the effect of TQM on employees commitment in the company has so
far not undertaken. This project has been done first time in the company.

TQ(S)M Squared
In May's issue of Focus, Paul Varga of Service Graphics wrote an article
entitled TQ(S)M= Total Quality (Sales) Management. While many total
48

quality management programs have fallen into disfavor, TQ(S)M is a

critical issue for sales and executive management. Paul's comments about
the value of TQ(S)M struck a chord based on some tough experiences
over past years.
Quality in the sales and marketing process first became a critical issue to
me about six years ago. While the basic tenets of quality have always
been appealing, imagine my plight as a sales executive for a high
technology company faced with the following scenarios:
Many of our Department of Defense Subcontractors (at the time about
40% of our business) were imposing their vendor quality programs on us.
Our salespeople found themselves being measured against yardsticks they
didn't understand. We were found non-compliant by some customers and
not allowed to compete. Our "bid" prices were uplifted by others to
reflect the cost of non-compliance. Each customer had their own
program, all of which were bad news if you did not comply. The sales
teams were not equipped to deal with any of these programs.
At the same time, many of our commercial customers were implementing
their own quality programs. At the time, Motorola was telling us that we
would be required to compete for the Baldrige award. Other customers
were beginning to look at ISO 9000, and others were applying Six Sigma

49

measurement criteria, while others had their unique programs. The sales
organization wanted to comply with our customers' needs and continue to
be recognized as a quality business partner, but did not know where to
begin. We had several challenges:

The first was getting our own company to recognize that quality is
defined by the customer. Like our customers, our corporation had
defined and implemented an aggressive quality program. However,
no one had spoken with the salespeople or with the customers.
Many of the tough goals the corporation had set for itself were
non-compliant when compared to those goals our customers were
setting for their suppliers (us!!).

Second was finding a quality training program that focused on the

needs of salespeople. The quality professionals seemed to focus on
the "hard" sides of business--manufacturing, development and
administration. None had programs targeted to the sales and
marketing functions. I visited some of the Baldrige award winners
to discover how they had trained their sales organizations. Most
had developed their own programs with minimal help from quality
professionals.

Finally, we had to learn how to take a close look at ourselves and

clean up our own house. We had to recognize that sales and
50

marketing are definable processes, just as the other functions in an

organization. We had to define our process, define how to measure
ourselves and then seek to improve our processes (the Japanese and
quality guru's call it Kaizen.).
It took a lot of work, but it meant our survival, both as a corporation and
as sales professionals--after all, each failure hit the salesperson in the
wallet!!

The first step was relatively easy. We mapped the 44 customer driven
quality programs and compliance requirements against our corporate
quality goals. (These 44 customers represented a significant amount of
business.) Frankly, the job became fairly easy at that point. I had the
opportunity to present our customers' quality requirements to our
corporate quality council. It helps when the Chairman of the Board chairs
that council. Once it became obvious that meeting our internal quality
goals would not meet our customers' quality requirements and that we
faced losing business, we caught the attention of our chairman and the
rest of the corporation. It was one step in becoming customer focused.

Then we undertook developing our own quality programs. First, we

began introducing our people to the basic concepts of quality and

51

customer satisfaction. Then we sponsored a number of projects to

understand where we were and to make small improvements. Rather than
just tracking revenue, expenses and a few other things, we started
becoming attentive to a number of other factors---returns, delivery, the
number of telephone rings in our offices and telemarketing centers and
other measurements. Each of these projects started establishing awareness
in different parts of the organization. On second thought, maybe they
established better awareness with the executive management staff. In
hindsight, I remember countless individuals talking about small problems
impacting our customers that we needed to fix, but taken separately they
didn't catch our attention. I think our people always knew we could and
should do better, but could not capture the attention of management. Now
we were paying attention.
Finally we began to undertake the big task. We started to examine the
process of selling. How did we define our process from the overall
management of the business down to the daily activities of the
salespeople? How could we do this without creating a bureaucracy which
diverted our focus--satisfying our customers' requirements and profitably
growing our business? Benchmarking some leading sales organizations
helped us tremendously. We opted for simplicity. We realized that we
could adopt a simple process and apply that, with discipline, to

52

everything that we did--from business management, to territory

management, to improving the effectiveness and productivity of each
salesperson, to coaching and developing everyone in the organization.
Only upon implementing this process were we able to see the
PHENOMENAL results it produced! We started to see the following:

We had a common language and process to manage the business.

Our forecast integrity improved tremendously.

Our process forced us to focus on the way the world was, not the
way we wanted it to be. We drove a fact base approach to
managing the organization, the selling process and each sales
situation.

In each selling situation, we began to focus on the customer need to

buy, not our need to sell. Customers would call me and ask "What
have you done? Your salespeople are asking me questions I have
never been asked before. They are really interested in my business
and my problems!"

Our results were tremendous. We were no longer "blacklisted" as noncompliant by our customers. Our customers started looking at us as a
valued business partner. Our company was becoming much more
customer focused. The productivity of the sales organization was

53

improving, cost per order dollar was declining. We were growing.

TQ(S)M makes sense! In the greater Cleveland area, specifically,

examine the factors driving all of us to improve the quality and
effectiveness of our sales organizations. The automotive industry has
adopted a standard by which it will measure all suppliers--QS9000. Many
companies in this area need to train their salespeople in partnering with
their automotive customers in implementing the QS9000 programs.
ISO9000 is driving other companies. Supplier participation is an
important factor in this standard--our salespeople stand at the forefront of
working with customers in assuring that we comply with the needs of our
customers.
If those reasons are not important enough, consider the results other
companies have achieved by introducing a quality and process orientation
to sales. One organization adopting a process similar to that I described
reduced its sales cycle by an average of 40%. Organizations I have
managed have reduced cost per order dollar by over 20%. One
organization implementing this process orientation has enabled itself to
become the strategic vendor of choice to many of its customers--purely
because of the ability of the sales organization to focus on its customers'
problems.

54

TQ(S)M makes business sense! As Paul's article pointed out, creating

customer focused partnerships which drive growth and profitability is key
to all sales executives. Whether you call it total quality or not, it makes
the sales organization more effective and productive. It provides the
competitive edge.

QUALITY MANAGEMENT
Quality Management history, gurus, TQM theories, process improvement,
and organisational commitment

55

The history of quality management, from mere 'inspection' to Total

Quality Management, and its modern 'branded interpretations such as 'Six
Sigma', has led to the development of essential processes, ideas, theories
and tools that are central to organizational development, change
management, and the performance improvements that are generally
desired for individuals, teams and organizations.
These free resources, materials and tools are an excellent guide to the
quality management area, for practical application in organizations, for
study and learning, and for teaching and training others.
These free pdf materials are provided by permission of the UK
Department of Industry - now the Department for Business, Enterprise
and Regulatory Reform - which is gratefully acknowledged. The
materials listed and linked from this page are subject to Crown Copyright.
Please note that since the replacement of the UK Department of Industry
by the Department for Business, Enterprise and Regulatory Reform, the
branding on the materials is now obsolete. Nevertheless, since the Quality
Management technical and historical content is unaffected by the DTI
branding the materials remain relevant for training, learning and
reference.

56

It is appropriate to note the passing a little while back now, of Joseph

Juran, a seminal figure in the history of quality management, who died 28
February 2008, age 103. Juran did more than teach the Japanese about
quality management. He was also arguably the first quality expert to
emphasise that no quality management system works unless people are
empowered and committed to take responsibility for quality - as an
ongoing process - effectively for quality to become part of part of
people's behaviour and attitudes - an ethos. The section below
on Kaizen explains the connections between the true ethos of quality
management, and the positive ethical management of people.

HISTORY OF QUALITY
MANAGEMENT
The roots of Total Quality Management can be traced to early 1920's
production quality control ideas, and notably the concepts developed in
57

Japan beginning in the late 1940's and 1950's, pioneered there by

Americans Feigenbum, Juran and Deming..
QUALITY MANAGEMENT GURUS AND THEORIES
Quality Management resulted mainly from the work of the quality gurus
and their theories: the American gurus featured in the 1950's Japan:
Joseph Juran, W Edwards Deming, and Armand Feigenbum; the Japanese
quality gurus who developed and extended the early American quality
ideas and models: Kaoru Ishikawa, Genichi Taguchi, and Shigeo Shingo;
and the 1970-80's American Western gurus, notably Philip Crosby and
Tom Peters, who further extended the Quality Management concepts after
the Japanese successes... More about the Quality Management gurus and
their theories, including the development and/or use of the Plan, Do,
Check, Act (PDCA) cycle, Pareto analysis, cause and effect diagrams,
stratification, check-sheets, histograms, scatter-charts, process control
charts, system design, parameter design, tolerance design ('Taguchi
methodology'), Quality Improvement Teams (QIT), Just In Time (JIT),
Management By Walking About (MBWA), McKinsey 7-S Framework,
etc.
TOTAL QUALITY MANAGEMENT (TQM)

58

Total Quality Management features centrally the customer-supplier

interfaces, (external and internal customers and suppliers). A number of
processes sit at each interface. Central also is an organizational
commitment to quality, and the importance of communicating this quality
commitment, together with the acknowledgement that the right
organizational

culture

is

essential

for

effective

Total

Quality

Management.... More about the fundamentals and structures of the TQM

model, including the people, processes and systems in the organization.
PROCESSES - UNDERSTANDING PROCESSES AND METHODS
FOR PROCESS IMPROVEMENT
Understanding processes is essential before attempt is made to improve
them. This is a central aspect to Total Quality Management, and also to
more modern quality and process improvement interpretations and
models such as Six Sigma.... More about Total Quality Management
process and process improvement methods.

59

QUALITY PROCESS
8IMPROVEMENT TOOLS AND
TECHNIQUES
A wide range of tools and techniques is used for identifying, measuring,
prioritising and improving processes which are critical to quality. Again
these ideas and methods feature prominently in modern interpretations of
Total Quality Management methodology, such as Six Sigma. These
process improvement tools and techniques include: DRIVE (Define,
Review, Identify, Verify, Execute), process mapping, flow-charting, force
field analysis, cause and effect, brainstorming, Pareto analysis, Statistical
Process Control (SPC), Control charts, bar charts, 'dot plot' and tally
charts, check-sheets, scatter diagrams, matrix analysis, histograms..
A summary of quality tools is below Developing people and teams
People are a fundamental component within any successfully developing
organization. Take away the people and the organization is nothing. Take
away the people's motivation, commitment and ability to work together in
well-organised teams, and again, the organization is nothing. Conversely,
inspire the people to work well, creatively, productively, and the
organization can fly. Logically therefore, the development and proper
60

utilization of people are vital to the success of all quality management

initiatives. There are a wide range of models that are used
in selecting, assessing, training and developing and motivating people,
among which are classical models such as Belbin, Myers Briggs Type
Indicator

(see

the personality

models section), Bruce

Tuckman's

'Forming, Storming, Norming, Performing' model, John Adair's Action

Centred Leadership model.
QUALITY MANAGEMENT SYSTEMS
A 'Total Quality organization' generally benefits from having an effective
Quality Management System (QMS). A Quality Management System is
typically defined as: "A set of co-ordinated activities to direct and control
an organization in order to continually improve the effectiveness and
efficiency of its performance." Customer expectations inevitably drive
and define 'performance' criteria and standards. Therefore Quality
Management Systems focus on customer expectations and ongoing
review and improvement.
PERFORMANCE MEASUREMENT AND MANAGEMENT
There are many ways to measure organizational performance other than
financial output or profit. Modern measurement focuses on the essential
activities, resources and other factors - many less intangible than

61

traditional indictors - that impact on final outputs. These include modern

methods such as Balanced Scorecard.
EXCELLENCE

AND

THE

EUROPEAN

QUALITY

MANAGEMENT MODEL
The European Foundation for Quality Management (EFQM) Excellence
Model is a useful framework for developing quality and excellence
within an organization.
TQM SELF-ASSESSMENT AND AWARDS USING THE EFQM
MODEL
Any organization can assess itself provided it has the commitment to so
so, and a framework for the self-assessment... Here are some ideas, and
a process for quality and excellence self-assessment.
TQM BENCHMARKING AND QUESTIONNAIRE (READINESS
FOR BENCHMARKING)
Benchmarking is a widely used term within the field of organizational
measurement

and

management

....

Here

is

an explanation

of

benchmarking, and a questionnaire by which an organization (or a

department or process team) can assess its readiness for benchmarking.
TQM IMPLEMENTATION FRAMEWORK AND BLUEPRINT

62

Here is a framework and 'blueprint' for the implementation of a quality

improvement or 'excellence' initiative. It includes the following elements:

TQM Processes

Tools and techniques

People and teamwork

Quality management system

Performance measurement

EFQM Excellence Model

Self-assessment
This blueprint for achieving organizational excellence is based on many
years of research, education and advisory work in the European Centre
for Business Excellence (ECforBE), and the research and education
division of Oakland Consulting plc. It is, along with the other resources
in this section, information and advice initially from the UK Department
of Industry, now replaced by the Department for Business, Enterprise and
Regulatory Reform.
KAIZEN
Kaizen is a very significant concept within quality management and
deserves specific explanation:

63

Kaizen (usually pronounced 'kyzan' or 'kyzen' in the western world) is a

Japanese word, commonly translated to mean 'continuous improvement'.
Kaizen is a core principle of quality management generally, and
specifically within the methods of Total Quality Management and 'Lean
Manufacturing'.
Originally

developed

and

applied

by

Japanese

industry

and

manufacturing in the 1950s and 60s, Kaizen continues to be a successful

philosophical and practical aspect of some of the best known Japanese
corporations, and has for many years since been interpreted and adopted
by 'western' organizations all over the world.
Kaizen is a way of thinking, working and behaving, embedded in the
philosophy and values of the organization. Kaizen should be 'lived' rather
than imposed or tolerated, at all levels.
The aims of a Kaizen organization are typically defined as:

To be profitable, stable, sustainable and innovative.

To eliminate waste of time, money, materials, resources and effort

and increase productivity.

To make incremental improvements to systems, processes and

activities before problems arise rather than correcting them after the
event.
64

To create a harmonious and dynamic organization where every

employee participates and is valued.
Key concepts of Kaizen:

Every is a key word in Kaizen: improving everything that

everyone does in every aspect of the organization in every department,
every minute of every day.

Evolution rather than revolution: continually making small, 1%

improvements to 100 things is more effective, less disruptive and more
sustainable than improving one thing by 100% when the need becomes
unavoidable.

Everyone involved in a process or activity, however apparently

insignificant, has valuable knowledge and participates in a working team
or Kaizen group (see also Quality Circles below).

Everyone is expected to participate, analysing, providing feedback

and suggesting improvements to their area of work.

Every employee is empowered to participate fully in the

improvement process: taking responsibility, checking and co-ordinating
their own activities. Management practice enables and facilitates this.

Every employee is involved in the running of the company, and is

trained and informed about the company. This encourages commitment
and interest, leading to fulfilment and job satisfaction.
65

Kaizen teams use analytical tools and techniques to review systems and
look for ways to improve (see Quality Tools below).
At its best, Kaizen is a carefully nurtured philosophy that works smoothly
and steadily, and which helps to align 'hard' organizational inputs and
aims (especially in process-driven environments), with 'soft' management
issues such as motivation and empowerment.
Like any methodology however, poor interpretation and implementation
can limit the usefulness of Kaizen practices, or worse cause them to be
counter-productive.
Kaizen is unsuccessful typically where:

Kaizen methods are added to an existing failing structure, without

fixing the basic structure and philosophy.

Kaizen is poorly integrated with processes and people's thinking.

Training is inadequate.

Executive/leadership doesn't understand or support Kaizen.

Employees and managers regard Kaizen as some form of imposed

procedure, lacking meaningful purpose.
Kaizen works best when it is 'owned' by people, who see the concept as
both empowering of individuals and teams, and a truly practical way to
improve quality and performance, and thereby job satisfaction and
66

reward. As ever, such initatives depend heavily on commitment from

above, critically:

to encourage and support Kaizen, and

to ensure improvements produce not only better productivity and

profit for the organization, but also better recognition and reward and
other positive benefits for employees, whose involvement drives the
change and improvement in the first place.
Interestingly, the spirit of Kaizen, which is distinctly Japanese in origin notably

its

significant

emphasis

upon

individual

and

worker

empowerment in organizations - is reflected in many 'western' concepts

of management and motivation, for example the Y-Theory principles
described

by Douglas

McGregor; Herzberg's

Motivational

Theory, Maslow's Needs Hierarchy and related thinking; Adams' Equity

Theory; and Charles Handy's motivational theories.
Fascinatingly, we can now see that actually very close connections exist
between:

the fundamental principles of Quality Management - which

might be regarded as cold and detached and focused on 'things' not
people, and

67

progressive 'humanist' ideas about motivating and managing

people - which might be regarded as too compassionate and caring to
have a significant place in the optimization of organizational
productivity and profit.
The point is that in all effective organizations a very strong mutual
dependence exists between:

systems, processes, tools, productivity, profit - the 'hard' inputs and

outputs (some say 'left-side brain'), and

people, motivation, teamwork, communication, recognition and

reward - the 'soft' inputs and outputs ('right-side brain')
Kaizen helps to align these factors, and keep them aligned.
Quality tools
'Quality Tools' refers to tools and techniques used in support of Kaizen
and other quality improvement or quality management programmes and
philosophies.
Based mainly on statistical and manufacturing process tools, Quality
Tools are used at all levels of an organization - typically in 'quality
circles' or Kaizen work teams to analyse and review activities and
uncover inefficiencies.

68

The main Quality Tools are:

The '5 Whys' - asking 'Why?' at least five times to uncover root
cause of a problem.

Flowcharts - boxes and arrows method of examining activities,

potentially used in brainstorming, also found in business process
modelling.

Fishbone/Ishikawa Diagrams - fishbone-structured diagram for

identifying cause/effect patterns, in which primary categories are
generally pre-determined according to context. See fishbone diagram
and usage examples for project management.

Run Charts - a graph which plots data/change along a timeline.

Pareto Charts - a line and bar graph displaying cause/effect ratios,

especially biggest relative cause, based on Pareto theory.

Histograms - a bar graph displaying data in simple categories

which together account for a total.

Checklists/Checksheets - pre-formatted lists for noting incidence,

frequency, etc., according to known useful criteria

Control/Shewhart

Charts -

standard

pattern

of

performance/time for a given process, often in Run Chart format, which

acts as a template to check conformance and deviation.

69

Scatter Diagram/Scatterplot - a graph which plots points

(typically very many individual instances) according to two variables,
which produces a useful visual indication of the relationship between the
two variables.
Some quality tools, like flowcharts and checklists, have become part of
mainstream management.
Others tools such as the Fishbone diagram have stayed quite specific to
the engineering and manufacturing disciplines, which traditionally have a
strong focus and expertise in Kaizen, 'Lean' management and other
quality management methodologies.

QUALITY CIRCLES
Quality circles, similar to Kaizen teams, are a key part of any continuous
improvement programme.
In this context the word 'circle' refers to a team of people.
Teams or small groups (the circles) meet to analyse, and review working
practices with a view to making suggestions for improvement in their
work and the systems.

70

As with many Quality Tools, the specific use of Quality Circles is chiefly
concentrated among manufacturing and engineering organizations or in
technical departments of this sort.
The term Quality Circles may be found in more general use outside of
these traditional areas, in which case the name tends to imply or
symbolise that teams are working in an empowered, cooperative way,
especially focused on problem-solving and improvements, rather than a
strict adherence to technical Total Quality Management or related
processes.
This article contains a summary of implementation of TQM improvement
projects in the Manufacturing and Service Sectors over the last 5 years. It
highlights difficulties encountered in using specific improvement tools as
well as handling of the team members.

71

TQM IMPROVEMNT
METHODOLOGY
Throughout these TQM improvement projects, a common methodology
was used as a systematic way to 7 QC tools are widely employed within
this methodology
1. The DEFINE phase
In this phase, team members are required to identify improvement
projects. Some tools commonly used to help members to select
improvement projects are as follows:a) Brain Storming
b) Multi Voting
c) Selection Grid
d) Problem Statement

72

Upon completion of using the tools, team members will be able to select
and agreed to a project which may be an opportunity for improvement or
problem. A Problem Statement is used as a summary of this phase to state
the nature of the project, boundaries of the process to be improved, goal
and target, resource required and potential constraints
While this is a simple phase to accomplish, often team members are faced
with difficulties for some valid reasons. Some of the common difficulties
encountered are as follows:a) Team leader cannot decide whether to use the above tools to select
project even though project is already assigned by the management
b) Team leader lack experience in directing team members
c) Lack of initial data to support decision making
d) Team members are not well verse with the subject matter
e) Lack understanding of the improvement tools
2. The ANALYSE phase
This is a critical phase where the current state of the subject matter as
well as root causes will be analysed in detail. This analysis is done
systematically and logically as follows:-

73

a) The scope of the subject matter

b) Current performance (problematic) trend
c) Identify possible causes of the opportunity or problem
d) Detail diagnostic to the root cause of the confirmed true causes
Certainly, these steps are performed using common improvement tools
include 7-QC tools such as Brainstorming; Data collection; Trend
Charting; Fish-Bone Diagram and why-Why Analysis. Team members
use these tools selectively to dissect the problem into smaller junks and
look at them critically. As expected, team members do not seems to able
to grasp the use of these tools effectively. Often than not, team members
make conclusion to the "root cause" too soon without factual data to
support. The reasons for this are several, some of them are as follows:a) Team leader dominate in team discussion
b) Some team members used past experience to make conclusion
c) Data collection is tedious
d) Lack data analytical skill
e) Lack focus during brainstorming on possible causes

74

f) Did not spend enough time to validate the possible causes

g) Too judgmental on the causes
h) Root cause analysis is often skip after possible causes is identified
3. The IMPROVE phase
There are two steps in this phase, namely; plan the improvement and
Implement the improvement plan. Upon completed the Analyse phase,
the team members would have some ideas what are some of the causes of
the problem. And to some extend, the root causes of the problem is
identified. Based on these causes, planning to improve them is the key
objective of this IMPROVE Phase. There are several tools involve in
doing so, namely:a) Brainstorming of action / solution
b) Selection Grid
c) Benchmarking
d) Cost-Benefit Analysis
e) Control lot and testing
f) Pilot the action / solution

75

g) Force-Field Analysis
h) Prevention Planner
Traditionally, when an action / solution is identified, often than not, they
are implemented without considering the risk involved. Sometime when
they are implemented, these action / solution cause different set of
problem. During my consulting projects, team leaders failed to stay
control of the "excitement of success" when action / solution is identified.
Risk analysis was not enough or lacking before they are implemented.
Some of the difficulties encountered by the team members during this
IMPROVE phase are as follows:a) Action / solution taken causes other problem (Jump into the action
without further evaluation of the risk)
b) Action / solution does not yield long term result (Member got over
exited about the action / solution and forgot about the root causes.
c) Line workers refuse to abide to the new action / solution (Focus too
much on technical aspect of the action / solution, forgot about the human
factor. New action / solution involve change. Managing the change is
often neglected)
d) Some action / solution are not carried out as expected

76

4. The CONTROL phase

This is the most neglected but critical phase to ensure action / solution put
in placed are permanently yield expected results. It cannot be over
emphasized the importance of CONTROL. Not only team need to control
the improvement result but equally important the action / solution. These
are the critical components of the whole Improvement Projects to ensure
sustainability of the improvement. However, members tends to keep track
of the result without realizing it is the action / solution that bring about
the improvement of the results. Besides tracking and monitoring, it is
important that new action / solution are standardized across the company
with simple yet effective work instructions and Standard Operating
Procedures. And they are periodically audited for compliance. That
Management team has included these items in their operation review
meeting until such a time they feel it is sustainable. They are some basic
tools used in this phase, namely:a) Trend Charting
b) Control Chart
c) Documentation
d) Audit

77

e) On-job training
f) Re-certification
During this phase, least difficulties were encountered by team members.
Perhaps it was due to the fact that most action / solution are taken placed
in the work area they are in charge. However, there are cases where teams
are set up for a cross-function project in which action / solution to be
taken are in work areas not the responsibility of the team members. In
which case, team members faced with the following difficulties:a) Action and solution are not carried out consistently
b) Some of the line workers are not aware of the changes
c) Tracking is focus on results but did not extend to the action / solution
The above article is a compilation of issues in several TQM projects
facilitated by the author in various manufacturing and service sectors
from year 2001 to 2006. These projects are categorized as:Sales Improvement Projects such as:a) Customer & Market Analysis
b) Reduction in Customer Complaints

78

c) Production Uptime
d) Delivery Cycle Time
e) Loan Processing
And Cost Reduction Projects such as:a) Quality Improvement
b) Process Optimization
c) Increase Boiler Efficiency
d) Reduce Material Losses
e) Reduce Electricity Consumption
f) Reduce Machine Downtime
g) Reduce Repair & Maintenance
h) Reconcile Insurance Policy Premium etc
This article deals with some common difficulties encountered during the
implementation of improvement projects with regards to the use of tools,
implementing action and solutions, sustaining the effort and so on.

79

However, other aspects not included in this article are management

commitment, sustainability and Reward & Recognition.
In summary, the above projects were completed and their duration varied
depending on project complexity. Also, the cost of project, improvement
and its related cost saving varied too. As an indication, the project saving
ranged from few thousand to a million Malaysian Ringgit. Besides these
tangible benefits, there are several intangible benefits too. To name a few;
team member work well together as a team than before, gaining extra
understanding to the processes, gain analytical and project improvement
skill etc

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OBJECTIVE OF THE STUDY

The objectives of this study are:
1. To find the degree of TQM implemented in the organization.
2. To study the level of commitment of employees toward their work.
3. To find out factor influencing the commitment.

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RESEARCH METHODOLOGY
Research methodology is a way to solve the research problem in a
systematic manner. It may understand as a science of studying how the
research is done significantly. The methodology may differ from problem
to problem, yet the basic approach towards the research remains the
same. The sequence or steps followed have been explained as under:
UNIVERSE AND SURVEY POPULATION
The universe is the employee working at mill. I have selected 100
employees 40 FROM THE STAFF, 60 FROM THE WORKER for the
survey.
RESEARCH DESIGN
This research is of EXPLORATARY RESEARCH DESIGN.I have used
the questionnaire method for collecting the data.
ANALYSIS PATTERN

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Data collection: This data is primary data, which I have been collected
with the help of questionnaire. I have prepared a questionnaire on the
basis of the factors responsible for employees commitment in the
organization
MACRO ANALYSIS (Inferences &Interpretation)
The detailed analyses of the results are explained below:
MOST OF EMPLOYEES FEELS THAT:
Most of the staff member and worker feel that organization is quality
conscious toward the employees. This also increases their commitment
toward the work and toward the organization.
Some of the employees feel that thy 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 hided by the
management from the employees.
Most of the employees feel that they dont get rewarded for their good
performance.

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Most of the staffs member feels that their performance is properly

measured in the organization.

LIMITATIONS
1. Employees of the organization may hide the fact.
2. The management did not agree to disclose all the confidential data.
3. Numbers of respondents are very less, so clear conclusion cant be
drawn.

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CONCLUSION
After of the discussion about quality in the particular manufacturing
plant we can say that the over all product is depend on quality. Without
quality we can not spread our product in the market and our brand name
can not be get famous without quality.
Ice cream is a food product where existence of quality is must. The food
product business like ice cream can be survive only upon quality and
originality.
Quality can raise popularity of our product on region, national as well as
international level.
In the nutshell we can say that all over business depends upon the better
quality. If the product quality is better then people would like our product.

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RECOMMENDATIONS
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.

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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.

We believe that people need small moments of pleasure in their lives. Our
passion is inspired by our love for simple ingredients like milk, fruit and
chocolate, which make our products the best Pleasure Food there is.

In a world of stress, denial, restraint and 'less is more', providing

moments of daily pleasure is still really important for our customers and
their families. Moreover, we take great pride in believing that we are, in a
way responsible for putting that smile on the consumer's face.
Taste the fun side of life
Mention ice cream and most people think of the Heartbrand. The brand
with the big red heart logo is behind many much-loved ice cream classics
- from indulgent treats like Magnum and Cornetto, to the refreshing fruit
tastes of Solero and family favourites like Viennetta.

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Making you happy

Few foods are guaranteed to put a smile on people's faces like ice cream.
But while ice cream should always be fun, we've an ever-growing range
of lower fat, lower sugar products. Heartbrand now provides lighter
versions for those watching the calories and smaller sizes for smaller
appetites, as well old favourites - there's something for everyone.
Ice Cream makes you happy - its official!
A study carried out using FMRI brain scanners showed that eating Wall's
had an immediate effect on the part of the brain that is activated when
someone is really enjoying themselves - The pleasure areas .
So we now have scientific evidence to prove what we all already knew,
that ice cream really does make you happy!
We believe that little pleasures in life, at some point, add up to make a
huge difference. Pleasure is not a sin. It is actually oxygen for the soul.
We say that because it is a scientifically proven fact that happy people
live longer.

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