PROJECT

ON
CUSTOMER SATISFACTION SURVEYS
AT
FEDERAL MOGUL GOETZE (INDIA) LTD,
BAHADURGARH, PATIALA.
SUBMITTED BY :
JATIN SHARMA
ROLL NO. 1277!1
MBA
REGIONAL INSTITUTE OF MANAGEMENT "
TECHNOLOGY
MANDI GOBINDGARH
PUNJAB TECHNICAL UNIVERSITY
2#12$2#1%
1
AC&NO'LEDGEMENT
Concentration, dedication, hard-work & application are essential but not the only
factors to achieve the desired goal. All these are supplemented by guidance,
assistance & co-operation of people to make it success. Every complete,
successful assignment is the result of many hands joined together.
t is a matter of pride and privilege for me to ade!uately e"press my deep
indebtedness and thanks to my project guide #s. $uman Arora%#anager-&'( for
his valuable guidance, co-operation and constant inspiration.
take the opportunity to e"press my gratitude to #r. $anjay who took pains to
see that get all facilities re!uired for my project work and enlightened me about
real working of organi)ation.
acknowledge my thanks to all the other staff members, who directly or indirectly
helped me in completing this project.
*astly, how can forget to owe my indebtedness to my parents who provided
moral support as well as ade!uate finances during the course of my studies.
+A,- $&A'#A
2
PREFACE
#anagement is a vital function with all aspects of the working of an enterprise
and hence a course in business administration has become a sort of prere!uisite
for a successful career in today.s dynamic business environment. ,heories on
management aim at establishing the best way of doing things undyingly the
situational needs determine their mode of application. Effective management is
always a situational management. $o a student undergoing a postgraduate
program in management needs to be e"posed to the realities in the field, which
puts to the test of classroom learning.
,he project report related to C/$,0#E' $atisfaction was prepared at 1ederal
#ogul 2oet)e %ndia( *imited, 3atiala. ,he field of &' management has
undergone many changes and the management re!uires data of the Customer
s4workers of any company. ,herefore the presentation of proper records has
become for the further growth and diversification of the company.
,o sum up, in this humble e"ercise an effort has been made to learn about the
C/$,0#E' $atisfaction of a reputed and esteemed automobile parts company
%1ederal #ogul 2oet)e ndia *imited( with the hope that it will be useful for my
career in the field of management, and further add to my knowledge.
3
TABLE OF CONTENTS.
S(. NO. DESCRIPTION PAGE NO.
-,'05/C,0- ,0 1E5E'A* #02/* 6 7 86
8 0'2A-$A,0- $,'/C,/'E 89
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A 'E$30-$E 'A,E <;
8B C0-C*/$0- <>
88 CC*02'A3&@ <A
4
FEDERAL$ MOGUL CORPORATION
1ederal-#ogul Corporation is a leading global automotive supplier based in
$outhfield, #ichigan, /$A. 1ederal-#ogul Corporation is an innovative and
diversified D9.A billion global supplier of !uality products, trusted brands and
creative solutions to manufacturers of automotive, light commercial, heavy-duty
and off-highway vehicles, as well as in power generation, aerospace, marine, rail
and industrial. ,he =B,BBB people of 1ederal-#ogul located in <9 countries drive
e"cellence in all they do.
1ederal #ogul is a premier supplier of products, services and solutions to original
e!uipment manufacturers that use !uality components in their vehicles and
automotive systems, and to aftermarket customers who sell company.s world-
renowned brand-name replacement parts through repair shops and retail outlets.
As partner with a global network of suppliers whose commitment to e"cellence
and on-time delivery is crucial to company success.
1or more than a century, 1ederal #ogul has developed the innovative products,
which customers need to produce the ne"t generation of vehicles. 1ederal-#ogul
has been creating value through innovation and leading technology for more than
8BB years. ,oday, the company is a key player in the global marketplace, serving
industries that range from automotive and commercial vehicles to railroad and
aerospace. Customers know they can rely on 1ederal-#ogul.s !uality e"cellence
in products, trusted brands and creative solutions.
,he company utili)es its engineering and materials e"pertise, proprietary
technology, manufacturing skill, distribution fle"ibility and marketing power to
deliver !uality products and services, and leading brands. 1ederal-#ogul is
focused on driving global profitable growth and creating value to satisfy
customer, Customer and stakeholder e"pectations.
5
FEDERAL MOGUL GOETZE (INDIA) LTD.
BAHADURGARH, PATIALA
2oet)e %( *td., Cahadurgarh, 3atiala was set up in 8A6= with the collaboration of
#4s. 2oet)e Eerke, 2ermany which started its production of 3iston 'ings for
automobile industry in 8A6;. ,he plant is situated at Cahadurgarh, about A kms.
from 3atiala on the 3atiala-'ajpura 'oad.
Considering the need of complete 3iston assembly, Escorts *td. ventured into
manufacturing of 3istons in 8A6> with the collaboration of #4s. #ahle 2mb&,
2ermany, which delivered the ndian automobile industry its 3istons in 8A9B.

Escorts entered in collaboration with #4s. $/F0 2mb&, 2ermany for 3iston
'ings in 8A9; and manufacturing started in 8A9>. ,o meet the increasing
demand of market, in 8A;;, a parallel unit for manufacturing 3istons and 3iston
3ins was set up in Cangalore.
1rom 8 0ctober 8AA9, Escorts *td. entered into joint venture with #4s. #ahle
2mb&, 2ermany with the formation of the new company Escorts #ahle *td. in
8AA>, 2oet)e also became a part of 1ederal #ogul, a well-known group of /$A.
n +une :BBB, both Escorts #ahle *td. and 2oet)e have become G$-ABBB
certified companies.
6
,he present capacity of the plant is :>6.BA lacs nos. 3iston 'ings and 6:.9> lac
nos. 3istons %on <B: working days(. ,he total capital employed as on <8 #arch
:BB= is 8<=.=9 crores in 'ing Activity and 3iston Activity. ,he workforce including
managers and supervisors is 88<8 nos. in 'ing Activity and 8<B= in 3iston
Activity as on <8 #arch :BB=. ,he turnover of the 3atiala 3lants is 86A crores
e"cluding E"cise %combined in 'ing Activity and 3iston Activity( as on <8 #arch
:BB=.
,here are total number of Customer s are 22)7 who are working in the 1ederal
#ogul 2oet)e ndia *td.

7
FEDERAL$MOGUL GOETZE (INDIA) LIMITED
1ederal-#ogul 2oet)e %ndia( *imited was established in 8A6= as a joint venture
with 2oet)e-Eerke of 2ermany. 2oet)e-Eerke of 2ermany is now owned by
1ederal-#ogul Corporation, a D9.< billion global company and one of the leading
manufacturers of automotive components in the world.
1ederal-#ogul 2oet)e %ndia( *imited is #anufacturer of world-class pistons,
piston rings, sintered parts and cylinder liners covering a wide range of
applications including two4three-wheelers, cars, $/?s, tractors, light commercial
vehicles, heavy commercial vehicles, stationary engines and high output
locomotive diesel engines. ,he most modern production facilities at Cangalore,
3atiala and Chiwadi are certified ,$ 89A=A, $08=BB8 and 0&$A$ 8>BB8.
P*+,-./0+1 C232.0/4:
3iston rings 6=.A9 #illion
3istons 8<.6; #illion
T-*1+56*:
Apr B9 - 5ec B9 -' =6BB #illion
N6/ P*+70/ (27/6* /28):
Apr B9 - 5ec B9 -' %9<.8=( #illion
P*+,-./ R2196:
pistons, piston rings, cylinder liners, light alloy castings, sintered products
L+.2/0+1 +7 +*9210:2/0+1;< =62,>-2*/6*<:
F6,6*2($M+9-( G+6/:6 (I1,02) L0?0/6,
A-:94<, #ohan Co-operative ndustrial Estate
#athura 'oad, -ew 5elhi-88BB==.
P=+16 N-?@6*: HA8 88 =8=A;9BB
C+?3214 L+9+ :
8
MISSION OF THE COMPANY


I$teadily moving towards leadership with piston with vision strategy seeing it as
the best way to leaders in businessJ


VISION OF THE COMPANY

I,o be one of the worlds leading automotive solutions providerJ
9
MILESTONES
1A% ncorporated as a +? with G+6/:6 '6*B6.
1A7 'ing & liner production. %P2/02(2 (
1A! 3iston production as escorts. %Automotive 5ivision(
%CollaborationK#ahle(%P2/02(2)
1AC# Cast iron 4 1orged piston production started. %P2/02(2)
1AC! 3ins 4 ring carrier production started. %P2/02(2 (
1A77 3iston 4 ring production started. %B2192(+*6)
1A!2 $teel rings 4 *arge bore locomotive piston. %B2192(+*6 (
1A! *ight alloy products. %P2/02(2)
1A!A Auto thermic pistons production. %B2192(+*6)
1AA# #oly coated 4 FA 4 chrome oil rings. %P2/02(2)
1AA2 *arge bore rings 4 pistons for battle tanks. %B2192(+*6(
1AAC Escorts %Automotive 5ivision( hived off into joint venture with MDS M2=(6,
G6*?214
1AA7 G+6/:6 TP (I1,02) L/,. - #anufacturer of steel rings
2##1 #erger of F6,6*2($M+9-( <01/6*6, 3*+,-./< L/,. E0/= G+6/:6 (I1,02)
L/,.
2##) #erger of Escorts 30</+1< 2./050/06< E0/= G+6/:6 (I1,02) L/,.
2##% ntroduction of .=*+?6$.6*2?0. *019<
2##% ,echnical collaboration for pistons with F6,6*2($M+9-( C+*3+*2/0+1
2##C #ajority stakeholding ac!uisition by F6,6*2($M+9-( C+*3+*2/0+1
2##C -ame changed L2oet)e %ndia( *imitedL to LF6,6*2($M+9-( G+6/:6 (I1,02)
L0?0/6,L
2##7 1ederal-#ogul 2oet)e %ndia( *td has appointed #r. 'ustin #urdock
has been appointed as #anaging 5irector & C10.
10
MANAGEMENT
B+2*, +7 D0*6./+*<
D6<0912/0+1 N2?6
Chairman & 5irector K - #r. F.-. $ubramaniam
#anaging 5irector & 3resident K- #r. +ean &umbert *ouis de
Ehole ,ime 5irector & C10 K - #r. 'ustin 'ay #urdock

5irector K - #r. 'ainer +ueckstock
5irector K - #r. #ukul 2upta
C+*3+*2/6 L62,6*<
Ehole ,ime 5irector & C10 K- #r. 'ustin 'ay #urdock
E"ecutive 5irector 7 0perations K - #r. Andreas Folf
1inancial Controller & Company $ecretary K - #r. 'ajan *uthra
&ead - nformation $ystems K - #r. 3eter #iller
&ead 7 AE H '&5 K- #r. $23 -aidu
&ead 7 Guality K- #r. 'ajesh $inha
&ead - 0riginal E!uip. $ales K- #r. #ahesh +oshi
11
MAJOR CUSTOMERS OF THE COMPANY
PASSENGER CARS " JEEPS
&industan #otors *td.
3remier Automobiles *td.
#ahindra & #ahindra *td.
#aruti /dyog *td.
,elco
BI$'HEELERS
Cajaj Auto *td.
Escorts @amaha *td.
Finetic Engineering *td.
,?$ $u)uki *td.
#ajestic Auto *td.
$cooters ndia *td.
deal +awa %( *td.
*ohia #achines *td.
TRACTORS
Eicher ,ractors *td.
#ahindra & #ahindra *td.
Escorts *td. %,5(
Escorts *td. %1armtrac 5ivision(
&#, *td.
COMMERCIAL VEHICLES (LCV;< " MCV;<)
12
,elco
DEFENCE
?ehicles 1actory, +abalpur
COMPRESSORS
,elco
STATIONERY ENGINES
Firloskar 0il Engines *td.
EFPORT DESTINATION
5ubai
Cangladesh
$ingapore
Egypt
#auritius
/.$.A
2ermany
-epal
$ri *anka
/ganda

13
COLLABORATIONS

GERMANY
o 1aun
o Class
JAPAN
o @amaha
o Fayaka
o #ikni
U&
o +CC %2oet)e(
o 1ord
USA
o &/2&E$
FRANCE
o Cosch
o 5ynapal
14


FEDERAL$MOGUL BRANDS
Abe"
AE
A-C0
Atlas
Ceral
Carter
Champion
5/'0-
1el-pro
1erodo
13 5iesel
2lyco
2oet)e
#etafarmr
#oog
-ational
-ecto
-ural
3ayen
3oralr
3recision
'aimsa
$ealed 3ower
$peed-pro
Eagner Crake 3roducts
Eagner *ighting
15
ORGANISATION STRUCTURE



16
CHAIRMAN
EFECUTIVE
DIRECT
VICE .=20*?21
PRESIDENT
CHIEF (plant
Services)
CHIEF
(Man!actrin")
CHIEF
(Finance)
CHIEF
(St#res)
CHIEF
($ers#nnel)
MANAGERS
S%&FF
S'( S%&FF )
*+,-E,S
PRODUCT MANUFACTURED AT FEDERAL MOGUL
GOETZE (INDIA) LTD. BAHADURGARH, PATIALA
PLANT
PISTONS

1ederal-#ogul 2oet)e ndia has state-of-the-art test bed facilities, design
facilities for products and dies and tooling with CA543'0-E.
P*+,-./0+1 C232.0/4: 1) ?0((0+1 30</+1< 36* 211-?
P*+,-./ R2196: )# ?? /+ )## ?? ,02?6/6*
17

A33(0.2/0+1<
Ci-wheelers
Cars
$/?s
,ractors
*ight commercial vehicles
&eavy commercial vehicles
&eavy output locomotive diesel engines
$tationary engine
ndustrial
C+2/019<
2raphite
,in
3hosphating
Anodising
#oly coating
P*+,-./< <-0/2@(6 7+*
= stroke engines
: stroke engines
2asoline engines
5iesel engines
C-2 engines
F62/-*6<
Autothermic
Autothermatic
'ing carrier 4 Alfin
5ouble C.. grooves
1orged
Articulated
$teel cap pistons
3istons with cooling coil
18
,hin-walled pistons for cars
,hin-groove pistons
PISTON RINGS
G+6/:6 30</+1 *019< of 0E#s and Aftermarket in ndia has state-of-the-art
design facilities for products, tooling with CA543'0-E42*5E $01, and test bed
facilities. 1ederal-#ogul 2oet)e ndia is dedicated to developing new
technologies and continuously improving its products.
P*+,-./0+1 C232.0/4: ?0((0+1 *019< 36* 211-?
P*+,-./ R2196: )#?? /+ )##?? ,02?6/6*
G+6/:6 ?21-72./-*6< 2 E0,6 *2196 +7 30</+1 *019< 7+*:
Ci-wheelers
,ractors
3assenger cars & $/?s
Commercial vehicles %&C?s, #C?s & *C?s(
*ocomotive engines
$tationary engines
ndustrial
19
C+2/019 O1 R-11019 S-*72.6
Chrome ceramic plated rings %CF$(
#olybdenum coated rings
3lasma filled rings
$emi-inlaid rings
1erro" filled rings
Chrome plated rings

Chrome 3lated 'ing ," ,ype E"pander & Cr 3lated 'ails
-'ing with Cr plated 3eriphery
F62/-*6<
,hin rings made from $2 iron
Asymmetric profile rings
$pecially honed chrome rings
*ower sharp edge rings
'everse torsion rings
Conformable chrome oil rings
Feystone
-apier
-itriding
5rilled hole oil ring
nterrupted cut
-arrow land
20
CYLINDER LINERS
F6,6*2($M+9-( G+6/:6 I1,02 manufactures wet and dry cylinder liners with
honnong and sleeves for bi-wheeler applications for its !uality conscious
customers.
A33(0.2/0+1<
Ci-wheelers
Cars
,ractors
*ight commercial vehicles
&eavy commercial vehicles
$tationary engines
P*+,-./0+1 C232.0/4: #. ?0((0+1 (016*< 36* 211-?
P*+,-./ R2196: # ?? /+ 12# ?? 01/6*12( ,02?6/6*
F62/-*6<
,hin-walled
3lateau honed
Eith and without flanges
C+2/019
3hosphating
21
TIMINGS

,he factory runs round the clock in three shifts, namely- #orning, Afternoon and
-ight.
TIMINGS SHIFTS
9.<B a.m. to :.<B p.m. #orning $hift
:.<B p.m. to 8B.<B p.m. Afternoon $hift
8B.<B p.m. to 9.<B a.m. -ight $hift

H+E656* /=6 N+1$3*+,-./0+1 ,632*/?61/ E+*B< 01 2 G616*2( S=07/.
(F*+? A 2.?. /+ 3.?.).
22
LOCATION OF DEPOTS


23
ORGANISATION
OF
FEDERAL MOGUL GOETZE (INDIA) LTD.
ORGANISATION GOALS
,he company has laid down for itself goal of improving the IvalueJ to the
customers throughK
8. LEADERSHIP: ,o maintain leadership in following categoriesK-
#arket shareK to maintain its status as brand leaders in the country for
3iston and 3iston 3ins.
3roduct 5evelopmentK ,o develop 3iston and 3iston 3ins for all new
applications as identified.
,echnology: moderni)ation and up gradation of technology to the latest
improvements to meet customer re!uirements.
2. CUSTOMER SATISFACTION:
t shall strive to achieve customer satisfaction rating more than ABM.
). TECHNICAL REGUIREMENT:
3roducts are manufactured as per specifications based on 5- 4 +$ 4 $ 4
#A&*E -0'#$ 4 $/F0 -0'#$ as also against customers specific
re!uirements.
%. GUALITY:
,o improve !uality consistently through !uality assurance and process
control.
. DELIVERY:
24
,o strive to achieve 8BBM on time delivery as per customer re!uirements
C. ENVIRONMENT AND SAFETY:
1#2 is fully aware of its environment and social responsibilities. ,o keep
the environment healthy, several measures like smoke precipitators,
effluent treatment plant, plantation programs etc. have been adopted.
3ollution control methods adopted by the company have been approved
by the Central 2ovt. 3eriodic checks and regular training is conducted to
ensure safety.
7. MEDICAL FACILITIES:
Company takes a lot of interest in the e"tra curricular activities like
medical programs and rural development programs etc. ,he company has
its own medical centre as well as a heart institute and research centre,
where Customer s get treatment on reimbursement basis.
25
ORGANISATION SET UP

,he organi)ational set up of the following departments is studied in detailK
8. &' 5epartment
:. 1inance 5epartment
<. 3urchase and $tore 5epartment
=. 3roduction 5epartment
HR DEPARTMENT
&' department advises the management on all matters relating to &'
administration. ,he top management takes into account its advice before arriving
at final decisions on human resources and administrative matters. &' 3olicies in
1E5E'A* #02/* 20E,NE %-5A( *#,E5 have been divided into three
partsK
a( &' 1/-C,0-$ to encourage the adoption and utili)ation of latest
methods and techni!ues in areas of manpower planning and development
and keeping avenues of promotion open to Customer s.
b( 3'0?$0- 01 C0##/-CA,0-, ,'A--2 A-5 EE*1A'E
#EA$/'E$, C/$,0#E' C0##/-CA,0- so that Customer s
contributes their best to company.s objectives and also get opportunities
for advancement and self-development.
c( -5/$,'A* 'E*A,0-$ between employer and Customer so as to
promote satisfactory relations by providing channels for upward and
downward communication and establishing systematic procedure for
redress.
26
ORGANISATION CHART OF HR DEPARTMENT

27
Deputy General
Manager HR
Director HR
Assistant
Manager
Training
Manager
HR& IR
C=067 '6(72*6
O770.6*
Superiors
S-@+*,012/6<
S/277
INTRODUCTION TO PROJECT.
CUSTOMER SATISFACTION
AND
SURVEYS TO MEASURE CUSTOMER SATISFACTION
Customer satisfaction is a measure of how happy workers are with their job and
working environment. Feeping morale high among workers can be of
tremendous benefit to any company, as happy workers will be more likely to
produce more, take fewer days off, and stay loyal to the company. ,here are
many factors in improving or maintaining high Customer satisfaction, which wise
employers would do well to implement.
,o measure Customer satisfaction, many companies will have mandatory
surveys or face-to-face meetings with Customer s to gain information. Coth of
these tactics have pros and cons, and should be chosen carefully. $urveys are
often anonymous, allowing workers more freedom to be honest without fear of
repercussion. nterviews with company management can feel intimidating, but if
done correctly can let the worker know that their voice has been heard and their
concerns addressed by those in charge. $urveys and meetings can truly get to
the center of the data surrounding Customer satisfaction, and can be great tools
to identify specific problems leading to lowered morale.
#any e"perts believe that one of the best ways to maintain Customer
satisfaction is to make workers feel like part of a family or team. &olding office
events, such as parties or group outings, can help build close bonds among
workers. #any companies also participate in team-building retreats that are
designed to strengthen the working relationship of the Customer s in a non-work
related setting. Camping trips, paintball wars and guided backpacking trips are
versions of this type of team-building strategy, with which many employers have
found success.
0f course, few workers will not e"perience a boost in morale after receiving more
money. 'aises and bonuses can seriously affect Customer satisfaction, and
should be given when possible. @et money cannot solve all morale issues, and if
a company with widespread problems for workers cannot improve their overall
environment, a bonus may be !uickly forgotten as the daily stress of an
unpleasant job continues to mount.
28
f possible, provide amenities to your workers to improve morale. #ake certain
they have a comfortable, clean break room with basic necessities such as
running water. Feep facilities such as bathrooms clean and stocked with
supplies. Ehile an air of professionalism is necessary for most businesses,
allowing workers to keep family photos or small trinkets on their desk can make
them feel more comfortable and nested at their workstation. Casic considerations
like these can improve Customer satisfaction, as workers will feel well cared for
by their employers.
,he backbone of Customer satisfaction is respect for workers and the job they
perform. n every interaction with management, Customer s should be treated
with courtesy and interest. An easy avenue for Customer s to discuss problems
with upper management should be maintained and carefully monitored. Even if
management cannot meet all the demands of Customer s, showing workers that
they are being heard and putting honest dedication into compromising will often
help to improve morale.
Customer satisfaction is often measured by anonymous C-</+?6* <2/0<72./0+1
<-*564< administered periodically that gauge Customer satisfaction in areas
such asK
management,
understanding of mission and vision,
empowerment,
teamwork,
communication, and
coworker interaction.
,he facets of Customer satisfaction measured vary from company to company.
A second method used to measure Customer satisfaction is meeting with small
groups of Customer s and asking the same !uestions verbally. 5epending on the
culture of the company, either method can contribute knowledge about Customer
satisfaction to managers and Customer s.
E"it interviews are another way to assess Customer satisfaction in that satisfied
Customer s rarely leave companies.
29
30
ADVANTAGES AND RIS&S
Although there are distinct advantages to conducting regular Customer
satisfaction surveys, there can also be risks.
*isted here are some of the main advantages, considerations and the possible
risks to conducting Customer satisfaction surveys.
ADVANTAGES
dentify 3roblems - $urveys are can be very effective in identify problems areas
before they become serious, especially those that are hidden from senior
management.
Eorking Environment - 1rom something small like a broken chair to the more
serious problem of sick building syndrome that can result in personnel
e"periencing headachesO eye, nose, and throat irritationO a dry coughO dry or itchy
skinO di))iness and nauseaO and difficulty in concentrating. $urveys allow
environmental problems to be identified in a measured and controlled manner.
'emuneration & Cenefits - #easure and monitor how satisfied personnel are with
their remuneration and benefits.
#ood and #oralle - 3rovides a simple but effective method to measure and
monitor the mood and moralle of an organi)ation.
Cenchmark - n the same way that an organi)ation will consider their financial
position by comparison with previous years, so the regular use of online surveys
will allow an organi)ation to monitor and measure their progress and
development in non-financial terms.
3rocesses & 3rocedures - As businesses evolve some of the traditional
processes and procedures can become anti!uated, personnel are often the first
to know and the last to be asked. Cusinesses evolve and the business processes
need to be regularly re-aligned.
,raining - *ack of proper training is a common cause of dissatisfaction among
Customer s and can lead to more serious problems such as stress.
31
Communication - 1or an organi)ation to run efficiently good internal and e"ternal
communications are essential, surveys can provide a method to help
organi)ations to monitor and measure how well an organi)ation communicates.
2oals and 0bjectives - $urveys can measure and monitor the e"tent that the
personnel are aligned with the senior managementPs business goals and
objectives.
Compliance - ,o properly comply with an ever increasing array of regulations the
modern organi)ation needs to be able to disseminate information throughout the
organi)ation and ensure, through records, that the information has been
received, and importantly, understood.
Feeping the nitiative - t is always better for management to ask than be told. Cy
conducting regular Customer surveys management are able to keep the initiative
in trying to identify problems that may otherwise manifest into demands.
CONSIDERATIONS
#anagement Cacking - A survey that is both sanctioned and has the support of
senior management will go some way in ensuring that any action re!uired, based
on the survey findings, will be implemented.
Ask the right !uestions - Consider careful the !uestions being asked. f Customer
s feel that the survey is just trying to tick the right bo"es the survey could
backfire.
A survey that is to be conducted annually should try and ask !uestions that will
provide senior management with an overall health check of the organi)ation.
Avoid !uestions that will only apply to specific departments or personnel. f some
areas of the organi)ation re!uire detailed investigation consider running separate
one-off surveys that can be targeted at specific personnel.
ncentive - #ost Customer s will feel that by being able to give their opinions that
they are already stakeholders in the e"ercise and will be happy to participate in
the survey as they will e"pect to benefit from the process.
&owever, some incentive may help improve the overall response rate or could be
used to encourage early participation.
$maller incentives could be handed out to all Customer s or all participating
Customer s could be entered into a lottery to receive a more substantial pri)e.
Anonymous - ,he decision to allow respondents to remain anonymous or not
needs careful consideration. A survey that is conducted anonymously may allow
32
Customer s to be more candid, however, anonymity may encourage some
individuals to make wild accusations that can not be substantiated and cause
considerable concern. Ehen in doubt it is often better to keep everything Pon the
recordP rather than PoffP.
Ehere survey respondents are known there is the opportunity to chase for
surveys that have not been completed and also to follow up on some issues
directly with those Customer s who have raised them as problems.
Comments - Feep free te"t comments to a minimum because they are difficult
and time consuming to measure and analy)e.
Consider limiting free te"t comments to one at the end of the survey or, in the
case of surveys that are not being conducted anonymously, allow for a post-
survey follow-up to obtain more information where additional and more specific
detail is re!uired.
RIS&S
#anagement - $ome managers can regard any form of Customer consultation
as a sign of weakness and may have a tendency to dismiss out of hand any
negative comment.
Earts and All - A survey is likely to reveal warts and all. $enior management
should be prepared for discovering that the top down view can differ from the
bottom up view and that ignorance, of any identified problems, can no longer be
used as an e"cuse.
-on-Action - #any Customer s will invest time and effort in participating in a
survey and their hopes and e"pectations will be raised. Any post-survey non-
action is likely to promote cynicism and jeopardi)e any future initiatives to obtain
Customer feedback.
#anagement should formally respond to the issues raised in surveys even if the
demands of Customer s are not to be met. f senior management agree to
address and resolve some issues then action needs to have started before any
further survey is scheduled.
Can Cause 3roblems - Ehere surveys reveal, or bring problems, to the surface
there could be a tendency for senior management to blame the messenger.
33
SURVEY PURPOSE.
,he purpose of the survey was toK
Q #easure Customer perceptions of the work environment.
Q dentify job satisfaction levels.
Q dentify areas of strength and opportunities for improvement.
,he survey gathered information about Customer satisfaction in eight main
areasK
Q +ob $atisfaction
Q Communications43riorities
Q $upervision4nvolvement
Q 'ecognition4'eward4Advancement
Q ,raining4#entoring
Q ,eamwork4Colleagues
Q #ission4#otivation
Q Eorkload4'esources
,he survey also offered opportunities for respondents to provide their own ideas
and comments.
34
METHODOLOGY.
,he survey was conducted using a simple !uestionnaire having 8: multiple
choice !uestions covering all the above mentioned aspects important to measure
level of satisfaction among Customer s.
,he satisfaction level was measured on = parameters i.e. very poor, poor, good
and very good.
FE.E,&/ M+0'/ 0+E%1E (I2.I&) /%.
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36
RESPONSE RATE.
0ut of a total of ::<; Customer s, 8<=: Customer s took the survey i.e. the
response rate was appro"imately 9BM. ,he sample is large enough to provide an
accurate feedback.
,he break up of the results obtained is as follows K-
37
CONCLUSION.
0n the basis of the survey conducted on 8<=: Customer s, it can be said that the
level of satisfaction among the Customer s is very high on all the parameters and
there are very few Customer s who are not satisfied with their job. According to
the re!uirements, the Customer s are further sent for workshops or counseling
etc.
38
BIBLIOGRAPHY.
OFFICIAL SOURCES:$
Company reports.
0fficial records.
'EB SITES:$
www.goet)eindia.com
www.employer-Customer .com
www.wikipedia.com
39