CHAPTER-1

COMPANY PROFILE

INTRODUCTION

INTRODUCTION
KUMAR group as the manufacturer and exporters of Heavy Duty Automotive
Suspension components specializing in Class 6. 7 , 8 Trucks,Brake and Wheel hardware,
Precision Machined Ductile/Grey Iron Casting and Forging components and Precision
Machined from Bar items, with forty-nine years of history.KUMAR INDUSTRIAL
CORPORATION (Prop.Kumar Auto Parts Pvt.Ltd. ) is a member company looking after
the International business for the group. Our Business is based on core values of trust,
hard work and transparency. They are always looking for Long Tern Relationships with
our Customers for whom they can become a Manufacturing partner in low Cost
manufacturing Hub.
They are manufacturing all items according to the International standards and as per the
customers specifications. Our elaborate Quality Control system ensures required quality
at every stage of the manufacturing process.
They have been participating in International Trade Shows regularly where we display
our complete range of Heavy Duty Suspension and Brake And Wheel End Hardware,
since the last 15 Years.
Their product line includes SUSPENSION COMPONENTS OF AUTOMOBILES,
BRAKE AND WHEEL END HARDWARE,HIGH TENSILE FASTENERS AND
AUTOMOTIVE CASTING,RAILWAY TRACK COMPONENTS like PR & E-CLIPS ,
FLAT CLIPS, TRACK BOLTS ( GRADE 5 & 8 ) DOUBLE SPRING WASHERS, POLE
LINE HARDWARE. For manufacturing these items we follow the International
standards (American, Canadian or European) at each stage of the process. They are
making these items in standard sizes or as per customer requirements.
Look forward to do Business with you and thanking you in Anticipation for your Query.

KUMAR, A tiny entity emerged in 1949 has carved out a niche for herself and is
deriving her raison dtre from the manufacturing and export of quality
engineering goods. All our manufacturing, Processes are accredited to IS09001:2008.We entered into the government business in the year 1973, prominent
among them are State Transports and Defence. In 1986 we entered in to the rail
road business with Indian Railways. In 1993 we have entered into the export
business.
The facilities are spreaded over to more than 70000 Sq. Ft of area and employs
work force of more than 150. We are always looking for expansion and have
185000 Sqfeet of Industrial Land Available for Expansion. The manufacturing
base of the group is located at Ludhiana, an industrial city of prosperous state of
Punjabin India. This city is situated 190 miles North of Capital City of New Delhi
and is well connected via rail, road and air. Ludhiana is an industrial city with a
rich infrastructure conducive to growth. So much so it has a dry portfacilitating
overseas shipments to take care of all custom formalities locallyand the required
raw material is locally available in abundance.
"Ensuring Customer Satisfaction through timely
Delivery of Tested and Safe Quality Products"
On the moving wheel of quality, we cater to the vast changing needs of customers from
developed countries including USA, Canada and South America The group has earned
her reputation by supplying quality components for Automobiles, Utility, Railroad and
other industrial sectors. In the attainment of a high level of repute, strict adherence to our
Quality Policy, which is a part of our long-term commitment to quality, is of tremendous
help to us. Our in-house facilities for Casting (Ductile, and GreyIron) Stamping, Forging,
Machining, Heat Treatment, Quality Control, and knowledgeable workforce can easily
accommodate any general or specific standards at a competitive price.

60% of sales is contributed by overseas segment and 40%by the Domestic. In a domestic
market, we are approved suppliers to the Railways, State Transports, Defence and the
Wholesale market. In the international market we catering to customers engaged in
Automotive, Utility and Railroads industries.

Professionalism, Determination, Trust and Hard Work in KUMAR are

helping us to surge ahead to face the challenges of the 21st century

PRODUCT CATEGORIES
Automobiles Suspension Component of Truck Trailor & Trolley

Product Sub Categories

Equalizer Cast
Equalizer Fabricated
Hanger and Shackle Cast
Torque Arm Assembly / Wheel Bolts
Automobile Suspension Fastener
Brake Shoe Rollers
Spring /Shackle Pins
Bracke Drums and Hubs
Rubber Bushes
U-Bolts,Center Bolts with Nuts

EQUALIZER CAST

EQUALIZER BUSHING

EQUALIZER BUSHING KIT ASSEMBLY

EQUALIZER BUSHING KIT ASSEMBLY

EQUALIZER FABRICATED

HANGER AND SHACKLE

TORQUE ARM ASSEMBLY

AUTOMOBILE SUSPENSION FASTENER

BRAKE SHOE ROLLERS

SPRING SHACKLE PINS

BRAKE DRUMS AND HUBS

RUBBER BUSHES

U-BOLTS , CENTER BOLTS WITH NUTS

Railway Parts
E-Clip

Flat Clips
Tie Plate with E-Clips
Cast Shoulders
Switch Stand Assembly and Components

E-CLIPS

FLAT CLIPS

TIE PLATE WITH E-CLIPS

CAST SHOULDERS

SWITCH STAND ASSEMBLY AND COMPONENTS

FASTENERS

INFRASTRUCTURE
Cnc Machine Shop
CNC TURNING CENTER

CNC TURNING CENTER

CNC TURNING CENTER

CNC TURNING CENTER

HORIZONTAL CNC MACHINING

CENTER

Heat Treating
Medium Frequency Induction Hardening Machine

Medium Frequency Induction Hardening Machine

Shaker Hearth Hardening Furnance

Carborised Hardening & Temporing

Medium Frequency Induction Hardening Machine

Shaker Hearth Hardening Furnance

Solutions
Customer Service
W ensure error-free order placement and tracking services. The size and
completeness of our packaging and warehousing enables us to handle any
customer packaging requirement.
We work hard and fast to keep our customers satisfied. That means we meet
delivery promise dates more than 95% of the time...even under the most stringent
requirement.
Management
Our managers are always accessible...customer relationships are marked by
individualized service, flexibility and responsiveness. Independently owned for
more than half a century, Kumar Industries has a strong history of providing
superior products at competitive prices.
Pre-Engineering and Product Design
With a fully-staffed engineering department, Kumar Industires offers preengineering capabilities to assist customers in getting ideas into production and
out to the marketplace as quickly as possible. Our experience-based knowledge
enables us to troubleshoot design problems, offer valuable co-engineering
assistance on new product designs and ensure the most cost effective
manufacturing for optimum product value.
Packaging Capabilities
With our custom packaging capabilities we can handle any packaging requirement,
including private labeling, bar-coding and just-in-time delivery.

CHAPTER-2
INTRODUCTION TO
TOTAL QUALITY MANAGEMENT

INTRODUCTION TO TOTAL QUALITY MANATEMENT

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 caused due to human factor.
To make the people happy is the responsibility of the organization. The present 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.

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:
Executive are fully committed
Decision in a planned way.
To maintain existing lever of quality.
To improve existing lever of quality.
Effective utilization of resource.
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. Comptence

3. Communication

4. Continuous improvement

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.
Worker attitude toward the fellow worker.

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.

TQM IN BLUE LAYER PVT. LTD.

TOTAL QUALITY MANAGEMENT(TQM) :
Total = Quality involves everyone and all activities in the company.
Quality = Conformance to Requirements (Meeting Customer Requirements).
Management = Quality can and must be managed.
TQM = A process for managing quality; it must be a continuous way of life; a philosophy
of perpetual improvement in everything we do.
TQM Compared to ISO 9001 :ISO 9000 is a Quality System Management Standard.
TQM is a philosophy of perpetual improvement. The ISO Quality Standard sets in place a
system to deploy policy and verifiable objectives. An ISO implementation is a basis for a
Total Quality Management implementation. Where there is an ISO system, about 75
percent of the steps are in place for TQM. The requirements for TQM can be considered
ISO plus. Another aspect relating to the ISO Standard is that the proposed changes for the
next revision (1999) will contain customer satisfaction and measurement requirements. In
short, implementing TQM is being proactive concerning quality rather than reactive.
TQM as a Foundation: TQM is the foundation for activities, which include;

Meeting Customer Requirements

Reducing Development Cycle Times
Just In Time/Demand Flow Manufacturing
Improvement Teams
Reducing Product and Service Costs
Improving Administrative Systems Training

TEN STEPS TO TOTAL QUALITY MANAGEMENT (TQM):

The Ten Steps to TQM are as follows:
1.

Pursue New Strategic Thinking

2.

Know your Customers

3.

Set True Customer Requirements

4.

Concentrate on Prevention, Not Correction

5.

Reduce Chronic Waste

6.

Pursue a Continuous Improvement Strategy

7.

Use Structured Methodology for Process Improvement

8.

Reduce Variation

9.

Use a Balanced Approach

10.

Apply to All Functions

APPLYING PRINCIPLES OF TQM ARE AS FOLLOWS:

1.

Quality can and must be managed.

2.

Everyone has a customer and is a supplier.

3.

Processes, not people are the problem.

4.

Every employee is responsible for quality.

5.

Problems must be prevented, not just fixed.

6.

Quality must be measured.

7.

Quality improvements must be continuous.

8.

The quality standard is defect free.

9.

Goals are based on requirements, not negotiated.

10.

Life cycle costs, not front end costs.

11.

Management must be involved and lead.

12.

Management Commitment
1. Plan (drive, direct)
2. Do (deploy, support, participate)
3. Check (review)
4. Act (recognize, communicate, revise)

13.

Employee Empowerment
1. Training
2. Suggestion scheme
3. Measurement and recognition
4. Excellence teams

14.

Fact Based Decision Making

1. SPC (statistical process control)
2. DOE, FMEA

3. The 7 statistical tools

4. TOPS (FORD 8D - Team Oriented Problem Solving)
15.

Continuous Improvement
1. Systematic measurement and focus on CONQ
2. Excellence teams
3. Cross-functional process management
4. Attain, maintain, improve standards

16.

Customer Focus
1. Supplier partnership
2. Service relationship with internal customers
3. Never compromise quality
4. Customer driven standards Plan and organize for quality improvement.

PROCESSES MUST BE MANAGED AND IMPROVED:

Processes must be managed and improved! This involves:

Defining the process
Measuring process performance (metrics)
Reviewing process performance
Identifying process shortcomings
Analyzing process problems
Making a process change
Measuring the effects of the process change

Communicating both ways between supervisor and user Key to Quality:

The key to improving quality is to improve processes that define, produce and support
our products.
All people work in processes.
People
Get processes "in control"

Work with other employees and managers to identify process problems and eliminate

them Managers and/or Supervisors Work on Processes

Provide training and tool resources
Measure and review process performance (metrics)

Improve process performance with the help of those who use the processWhy

TQM

in Blue Layer Clothing???. There are several benefits of applying TQM in a company
these can be enlisted under various heads but to ease them let`s study them under the
heads of benefits that TQM application in a firm gives to management and
employees:1.

For management:-(a) Provides an invaluable problem-solving tool for managers

and supervisors to use(b) Dispels negative attitudes(c) Management becomes
more aware of problems that affect the individuals work environment(d)
Employees

gain

sense

of

participation(e)

Increases

efficiency and

productivity(f) Reduces turnover rate, tardiness, costs, errors, and scrap &
rework(g) Improves communications within and among all departments(h)
Develops management skills that were never taught, or are long forgotten due to
lack of application (i) Develops overall company awareness and company unity(j)
Rearranges priorities which once seemed locked in place(k) Builds loyalty to the
company(l) Reveals training requirements in all departments(m)Lessens the
number of defects received from suppliers when they are encouraged to train in
quality management
2.

For Employee:-(a) Provides opportunity for personal growth and development

(as a result of team training activities) and the opportunity to develop and present
recommendations(b) Increases innovation (through a greater variety of
approaches and perspectives) for solving problems, removing fear of failure(c)
Employees

use

their

knowledge

and

skills

to

generate

data-driven

recommendations that will lead to well informed decision-making(d) Encourages

decision-making at the most appropriate level(e) Increases motivation and
acceptance of new ideas(f) Increases job satisfaction (as a result of the
opportunity to participate inand have influence over work)(g) Recognizes
employees for their knowledge, skills, and contribution toward improvement(h)
Develops mutual respect among employees, management and customers(i)
Promotes teamwork Reducing rework to zero is achievable: Using quality
management and CI to reduce rework to nearly zero is an achievable goal. The
negative cost of quality, which includes errors, delays, rework, etc., is estimated to

be 30 percent of the cost of construction. This figure does not include dissatisfied
owners/customers who do not come back for repeat business.
COST OF QUALITY???Why do we implement the above information into our
companies? To make more money and/or to stay in business. If you dont implement
TQM/CI, it will cost your firm money. Its managements choice to obtain these
improvements. Failure to implement quality processes results in a status quo situation
where unnecessary costs remain and improvements are not implemented. Noted here are
the costs of non conformance.
Cost of Quality = Cost of Non-conformance + Cost Prevention
Areas where savings can be derived by making improvements are noted here:1.

Inspection of direct hire work

2.

Inspection of subcontractor work

3.

Inspection at vendor source of supply

4.

Inspection of shipments

5.

Review of shop drawings

6.

All training costs, including safety

7.

Facilitator costs

8.

Salary of quality coordinator, if needed

9.

Meetings of the steering committee and quality improvement teams

10.

Administration of the quality management program

11.

Reward system

Cost-Categories for unacceptable work

Work areas that affect cost are listed here:
1.

Rework/revisions

2.

Complaint resolution

3.

Insurance premiums/coverage

4.

Remove/replace

5.

Bonding limits and costs

6.

Write-offs

7.

Un-billed charges8.Overdue receivables

9.

Claim defense

10.

Change order redesign (engineers and architects)

11.

Ineffective interdisciplinary coordination

12.

Accept as-is, with credit to client

13.

Ineffective trade coordination

14.

Unplanned field services

15.

Call-backs

16.

Unrecorded time

17.

Unplanned premium overtime

18.

Disputed invoices

19.

Unpaid time

20.

Repetitive quality assurance

21.

Invoice errors

22.

Unpaid invoices

23.

Accept as-is, with no extra compensation

THE PITFALLS OF TQM

The transformation to quality is not without its pitfalls. Many companies have started on
the road to quality but failed to achieve success due to several factors:
1.

Lack of top management support.

2.

Lack of middle management support.

3.

Commitment in only one department.

4.

Short-term commitment - failure to stay on course.

5.

Haphazard approach - a little of this and that with no meaningful change in the
system

6.

Failure to acquire the services of a competent statistician or to provide statistical

training for employees.

7.

Measure success and guide program on the basis of short-term profits.

8.

Failure to solicit worker input.

9.

Over dependence on computerized quality control.

10.

Funding failure - lack of funds to make meaningful changes in the system (i.e.,
new machinery, training, improved raw materials).

11.

No market research. Not knowing what the requirements are.

12.

no testing of incoming materials - garbage in - garbage out.

13.

Overselling hourly workers - expecting instant pudding.

14.

Adversarial management (management by fear).However, with total commitment

and constancy of purpose, these hazards can be overcome.

STEPS IN IMPLEMENTING TQM

1

Obtain CEO Commitment

Educate Upper-Level Management

Create Steering Committee

Outline the Vision Statement, Mission Statement, & Guiding Principles

Prepare a Flow Diagram of Company Processes

Focus on the Owner/Customer (External) & Surveys

Consider the Employee as an Internal Owner/customer

Provide a Quality Training Program

Establish Quality Improvement Teams

10

Implement Process Improvements

11

Use the Tools of TQM

12

Know the Benefits of TQM

Continuous Improvement
1.

Obtain CEO Commitment

The first step in implementing TQM is to obtain the total commitment, involvement, and
leadership of the CEO and upper-level management.
2.

Educate Upper-Level Management :- The second step is to teach the CEO and
upper-level management how to conduct the following:

a)

Undergo quality training

b)

Commit to TQM and provide the necessary resources of time and money to
permit improvement

c)

Assist in the development of the corporate vision statement, mission statement,

guiding principles, and objectives

d)

Serve as a model of expected behavior

e)

Actively lead the way by participating in the activities of the quality steering
committee and company training

f)

Drive fear out of the organization

g)

Provide suitable recognition for those who contribute to the quality mission

h)

Drive decision making and problem resolution to the lowest practicable level

3.

Create a Steering Committee: Upon completion of upper managements

commitment and training, a steering committee must be created to guide the
company through the process of implementing TQM.

4.

Outline the Vision Statement, Mission Statement, & Guiding Principles

a)

Establishing guiding principles:In developing the fourth step, important principles to consider including in the
companys vision statement, mission statement, and guiding principles are as
follows:

i.

Owner/customer Satisfaction

ii.

Improved Safety

iii.

Elimination of errors and defects

iv.

Doing things right, the first time

v.

Reputation as the best in the field

vi.

Continuous Improvement vii. Employee Empowerment

5.

Prepare a Flow Diagram of Company Processes :- A mechanical contracting

firm created the TQM flow diagram illustrated in the figure below to implement
quality processes within the company

6.

Focus on the Owner/Customer (External) :- Surveys Focusing on a customers

concerns Still one of the best ways of accomplishing quality improvement is
obtained by focusing on customers concerns, and by learning what those
concerns are through owner/customer surveys. Much can be provided by studying
how your owner/customer feels about your service, your attitude, and whether

you would be recommended to another owner/customer. Several areas to survey,

and to take care to provide or honor, are listed here.
a)

Safe operating procedures

b)

Accident experience

c)

Attitude

d)

Professional competence of the project manager, superintendent, and project

engineers.

e)

Technical competence of the work force

f)

Overall responsiveness to owner/customer requests

g)

Degree of communications

h)

Planning

i)

Administrative procedures

j)

Appearance and conduct of the work force

k)

Condition of equipment

l)

Coordination and supervision of subcontractors

m)

Appearance of the job-site

n)

Timeliness

o)

Your product/service delivery system

p)

Your product/service performances

q)

Your product/service delivery system

r)

Your product/service performance

s)

The general image of your company

t)

Your peoples level of performance

u)

The perceived price-value relationship of your product/service

v)

Your competitors strengths and weaknesses

7.

Consider the Employee as an Internal Owner/Customer:- In order to conduct

an analysis of the internal processes within the company, the following steps
should be applied to the internal processes within a company.

a)

List several of your internal owners/customers within your company

b)

Choose one of these owners/customers to focus on for the application of this

technique

c)

Determine the Outputs (products, services, information) that must be provided to

this internal owner/customer

d)

Determine the work Processes your company uses to produce these Outputs

e)

Learn how your customers expectations are met and how satisfaction is measured

8.

Provide a Quality Training Program:- Which employees are trained first? The
successful TQM company provides training to employees in the order illustrated
in the figure below. The training program must begin with upper management,
then training must be provided for the remaining management, and the in-house
trainers and facilitators. It cannot be emphasized enough that if upper
management is not trained and is not a viable, visible participant from the
beginning, then the program will not survive. How are management and other
employees trained? In order to implement the training mentioned above, the
following process should be undertaken:

a)

Select a consultant, community college, or other training

b)

Train management

c)

Select trainer, facilitator

d)

Send trainer, facilitator to training

e)

Trainer trains front-line supervisors

f)

Trainer trains remaining employees

g)

Establish a training committee

h)

Orient short-term hires and new employees

i)

Facilitator or trainer provides team training

j)

Establish long-term, continuing program for training in quality management,

leadership, communication, technical skills

k)

Evaluate all training

l)

Improve training A Upper Management B Remaining Management C In-House

Trainers & Facilitators D Front-Line Supervisors E Non-Supervisory Employees
F Team Training G Training of Subcontractors & Suppliers Continuous Training

9.

Establish quality improvement teams Quality improvement teams focus on :In establishing quality improvement teams, a smaller company might assign one
quality improvement team. Larger firms might assign several, possibly with one

quality lead team as a guide for the other teams. Areas where quality improvement
teams could begin investigating for possible improvement are:
a)

Increased Employee Value

b)

Informed Employees

c)

Technical Training

d)

Quality Training

e)

Employee Suggestions

f)

Employee Participation

g)

Higher Quality of Artistry

h)

Personal Development

Good QIT member qualities are . . .Representatives who are selected to be quality-lead
team members should possess the following attributes:
i.

Commitment to quality, customer satisfaction, and the success of the

ii.
iii.
iv.
v.
vi.

organization
good communication and interpersonal skills
a big picture view of the organization and of the industry
a strong commitment to learning and change
representation of a different area and level of the organization
good organizational skills Quality improvement team tasks are . .

Quality improvement teams are active in the following task areas:

a)

Identify the customers of the process

b)

Determine customer expectations

c)

Flowchart the process

d)

Identify all of the inputs and interfaces

e)

Identify the output(s)

f)

Systematically review the procedures currently being used in the process

g)

Collect and analyze available quantitative data

h)

Determine the need for additional data

i)

Identify the problem(s)

j)

Determine the root cause of the problem

k)

Determine potential solutions

l)

Select a trial solution

m)

Present recommendations to the steering committee

n)

Implement the solution on a pilot-project basis

o)

Analyze the data to discern if there has been improvement

p)

The quality improvement team (QIT) is responsible for planning and managing
the TQM implementation process for the organization. The QIT is responsible for
making TQM happen.

q)

The QIT must take the lead in managing the cultural changes that TQM will
require.

r)

At least one member of the Senior Management Team (SMT) should be a member
of the QIT.s) The QIT reports to the Chief Executive Officer (CEO) and the SMT.
The QIT and SMT should hold a joint meeting to review the TQM effort at least
quarterly.

10.

Implement Process Improvements

a)

Management interest and support

b)

Focus on customer satisfaction

c)

Identification of areas needing improvement

d)

Employee involvement

e)

Cooperative attitude between elements of the company

f)

Viewing every person who is on the receiving end of a process as a customer

g)

Fear driven from the company

h)

Correctly composed teams

i)

A system for selecting processes to be improved

j)

Training for all employees in quality awareness

k)

Training for teams in team procedures and disciplined problem solving

l)

Improved communications outside the company

The structure approach to process improvement

i.
ii.

Problem is brought to the attention of the steering committee

Steering committee forms a team to examine the process and make necessary

iii.
iv.

recommendations for improvement

Team meets, reviews its mission, and determines how often it will meet
Training is initiated for team members

v.

Team meets weekly for an hour or two to analyze the problem and develop a

vi.
vii.

solution.
Solution is initiated on a pilot basis vii. Results of pilot study are examined
Solution is implemented company-wide12. Use the Tools of TQM Seven
classical tools of quality and process improvement, plus one, are presented
below.

TOOL USED
1.

Flowchart:-Portrays all the steps in a process.

Helps understand the process.

2.

Cause and Effect Diagram: -Portrays possible causes of a process

problem. Helps determine root cause.

3.

Control Chart :-Shows if a process has too much variation

4.

Histogram :-Portrays the frequency of occurrence.

5.

Check Sheet :-Tabulates frequency of occurrence

6.

Pareto Diagram : -Visually portrays problems and causes in order

of severity

or frequency. Helps determine which problem or cause to tackle first.

7.

Scatter Diagram :-Helps determine if two variables are related

8.

Run Chart:- Shows variation and trends with time. Provides baseline data, and
helps to determine if a process is improving or not.

12.

POTENTIAL BENEFITS OF TQM:

The advantages of adopting TQM system compared to conventional quality system are
numerous and are outlined below.
1.

TQM helps to focus clearly on the needs of the market. The traditional approach
of quality control focusses on the technical details of a product so as to satisfy the
customer. However, the customer longs for different satisfaction perspectives
which are generally overlooked in the traditional approach. The needs change
from person to person and also from place to place. As TQM focuses on the
concept of university, it tries to abstract the satisfaction perceptions of the market
and thus helps the organisation to identify and meet the requirements of the
market in a better way.

2.

TQM facilitates to aspire for a top quality performer in every sphere of activity. It
is a well accepted fact that the negative attitudes of employees and non
participative culture of the organization pose the greatest hurdle to organisations
success, growth and prosperity. TQM emphasis, on bringing about attitudinal and
cultural change through promotion of participative work culture and effective
team-work. This serves to satisfy the higher human needs of recognition and selfdevelopment and enhances employees interest in the job. The employees
performance, thus, is not restricted to the product or service areas but reflects in
other spheres as well.

3.

It channelizes the procedures necessary to achieve quality performance. Quality in

its true sense can not be achieved instantly. It requires a systematic and a longterm planning and strategic approach. By focusing on defining the quality
policies, goals and objectives, and communicating these properly to one and all in
the organization, adopting SQC and SPC techniques and developing and using a
system of evaluation , the organization can channelize their efforts to achieve the
desired and objectivated quality performance.

4.

It helps examine critically and continuously all processes to remove

nonproductive activities and waste. The organizations always aim at improving
productivity as it leads to reduction in cost resulting in increase in profitability.
The efforts in this direction are contributed because of the formation of quality
improvement teams which meet regularly and through a systematic approach
which tries to remove nonproductive activity. A continuous effort to identify the
problems and resolve them helps to reduce the waste. The culture of well being
thus improves housekeeping, cost-effectiveness and safety.

5.

It gears organizations to fully understand the competition and develop an effective

combating strategy. The dynamic changes in the global market and the open
market policies adopted by a large number of organizations has resulted in
increased competition and for many organizations the survival has become a key
issue. For this cause it is essential for the organistions to understand the
competition and develop and adopt suitable strategies to meet the challenges. As

TQM helps to understand the pulse of customer and thus the market, it gives an
edge to the organizations of variable nature to meet the competition.
6.

It helps to develop good procedures for communication and acknowledging good

work. Improper procedures and inadequate communication are yet another bane
of many organizations, which result in misunderstanding, confusion, low
productivity, duplication of efforts, poor quality, low morale and so on. TQM
brings together members of various related sections, departments and different
levels of management thereby providing an effective vehicle of communication
and interaction.

7.

It helps to review the process needed to develop the strategy of never ending
improvement. Quality improvement efforts cannot be restricted to any time
period. They need to be continuous to meet the dynamic challenges. TQM
emphasizes on a continuous and periodic review so as to make the required
changes. The benefits derived by the organizations, therefore, are many and
multifaceted. Many of these can be measured in quantitative terms. However, the
intangible benefits, which includes enrichment of the quality of the work life and
many more are not quantifiable. At the same time, it has to be established whether
they do occur or not in order to prove or disapprove the efficacy of the concept.

CHAPTER-3

OBJECTIVES OF THE STUDY

OBJECTIVES 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 factors influencing the commitment.

CHAPTER-4
RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Research methodology is a way to solve the research problem in a systematic manner. It
may be understood 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 employees working at Blue Layer Pvt. Ltd.
SAMPLE SIZE
I have selected 100 employee 40 FROM THE STAFF,60 FROM THE WORKER for the
survey.
SAMPLE TECHNIQUE
Convenience Sampling & Judgement Sampling
RESEARCH DESIGN
This research is of EXPLORATARY RESEARCH DESIGN.
SOURCES OF DATA
Data from both primary and secondary sources have been used with the help of
questionnaire. I have prepared a questionnaire on the basis of the factors responsible for
employees commitment in the organization.
ANALYSIS OF DATA:Tools used for analysis of data is percentage method, historgrams have been made to
present data.

CHAPTER-5
DATA ANALYSIS AND
INTERPRETATION

DATA ANALYSIS AND 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 they have proper information about the policies,
practices followed in the organization. But some of employees feel that there is no proper
communication.
Most of the facts related with the organization are hired by the management from the
employees.
Most of the employees feel that they dont get rewarded for their good performance.
Most of the staffs member feel that their performance is properly measured in the
organization.

1.

Do you think that this organization is quality conscious toward employees?

A. Yes
B.

No

Staff %

Workers %

Yes

87

65

No

13

35

87
90
80

65

70
60
50
40

25

30

13

20
10
0

Staff %

Workers %
Yes

Interpretation:

No

This shows that about 87% staff and 65% worker agreed that organization is quality
conscious toward employees.
2.

Is the organization having the certification of ISO 9000?

A. Yes
B.

No

Staff %

Worker %

Yes

100

67

No

33

100
100
90
80
70
60
50
40
30
20
10
0

67

33

Staff %

Worker %
Yes

Interpretation:

No

This shows that 100% staff and 70% worker said that the organization has the
certification of ISO 9000.

3.

Is the organization having quality assurance system & operation?

A. Yes
B.

No

Staff %

Worker %

Yes

80

58

No

20

42

80
80
70

58

60
42

50
40
30

20

20
10
0

Staff %

Worker %
Yes

No

Interpretation:
This shows that 80% staff & app. 65% worker think that organization providing quality
assurance system & operation.

4.

Is the organization having the quality circle?

A. Yes
B.

No

Staff %

Worker %

Yes

87

46

No

13

54

87
90
80
70

54

60

46

50
40
30

13

20
10
0

Staff %

Worker %
Yes

No

Interpretation:
It shows that app.90% staff & 46% worker agreed with the statement. 54% workers said
they dont know about this.

5.

How many people are involved in the quality circle?

Staff %

Worker%

Below 10

22

36

Above 10

54

28

Above 15

14

22

Cant say

10

60

14

54

50
36

40
30

28
22

22

20

14

10

14

10
0

Below 10

Above 10

Above 15

Staff %

Cant say

Worker%

Interpretation:
It shows that about 54% staff says there are above 10 members in the quality circle.

6.

How frequently the organization conducts the meeting of quality circle ?

Staff %

Worker%

Weekly

17

35

Biweekly

57

42

Monthly

26

23

Yearly

57

60
50

42
35

40

26

30
20

23

17

10
0

Weekly

Biweekly
Staff %

Monthly

Y
0early 0

Worker%

Interpretation:
It shows that app.60 % staff & 42% worker says organization have the biweekly
meeting of quality circle.

7.

Do you know about the agenda of meeting or any other information?

Staff %

Worker %

Yes

60

14

No

40

86

86

90
80
70

60

60
40

50
40
30

14

20
10
0

Staff %

Worker %
Yes

No

Interpretation:
Above graph shows that 60% staff say that they know about the agenda of the meeting
but 86% worker say they dont know about this.

8.

Is the organization going for the quality audit?

90

Staff %

Worker %

Yes

85

26

No

10

24

Cant say

50

85

80
70
60

50

50
40

26

30
20

24
10

10
0

Yes

No
Staff %

Cant say
Worker %

Interpretation:
Above shows that 85% staff &26% worker says that organization is going for quality
audit but 50% worker says they dont know about the quality audit.

9.

Does the organization have quality information system?

100

Staff %

Worker %

Yes

95

15

No

31

Cant say

54

95

90
80
70

54

60
50
31

40
30

15

20

10
0

Yes

0No
Staff %

Cant say

Worker %

Interpretation:
Above shows that 95% staff says that organization have quality information system &54
% worker says they dont know about this.

10

Are the information systems regularly updated?

Staff %

Worker %

Yes

69

55

No

11

11

Cant say

20

34

69
70
55

60
50

34

40
30

20

20

11

11

10
0

Yes

No
Staff %

Cant say
Worker %

Interpretation:
About 70 % staff & 55% worker says that information system of organization are
regularly updated.

11.

Do you think the organization uses benchmarking?

Staff %

Worker %

Yes

30

No

25

Cant say

45

92

92

100
90
80
70
60

45

50
40

30

25

30
20

10
0

Yes

No
Staff %

Interpretation:

Worker %

Cant say

This shows that 95%staff says that organization have quality information system but 54%
worker say they dont know about this.

12.

Does the organization conduct for brain storming sessions?

Staff %

Worker %

Yes

70

No

13

Dont know

17

97

97
100
90
80
70
60
50
40
30
20
10
0

70

17

13
3
Yes

No
Staff %

Dont know

Worker %

Interpretation:
Above table shows that 70% staff agreed with the statement but 97% worker say they
dont know about this.

13.

Is the organization practicing the 5s Japanese philosophy?

Staff %

Worker %

Yes

90

26

No

10

74

90
90

74

80
70
60
50
40

26

30
10

20
10
0

Staff %

Worker %
Yes

No

Interpretation:
It shows that about the 90% staff and 26% worker says they are practicing this but 74%
workers dont know about this.

14.

Does the organization has the certification of ISO 14000 ?

Staff %

Worker %

Yes

100

53

No

16

Dont know

31

100
100
90
80
70
60
50
40
30
20
10
0

53
31
16

Yes

0 No
Staff %

Interpretation:

Worker %

0 know
Dont

It shows that all of the respondent of staff & most of the worker category says that
organization have ISO 14000.

15.

A formal planning process exist in the organization?

Staff %

Workers %

Strongly agree

18

Strongly disagree

12

30

Dont know

20

46

Agree

30

Disagree

20

10

50
45
40
35
30
25
20
15
10
5
0

46
30
20

18
7

12

Staff %

Interpretation:

30
20
7

Workers %

10

It shows that about 50% of the respondent are agree with the statement but in worker
category most of them are either disagree or dont know.16. There is a shared vision of
where the business is growing?

Staff %

Workers %

Strongly agree

22

Strongly disagree

13

Dont know

25

40

Agree

45

13

Disagree

27

45
40
35
30
25
20
15
10
5
0

40

27

25

22
13
7

13

Staff %

Interpretation:

45

Workers %

It shows that about 50% staff of the respondent are agree with the statement but in
worker category app.60% disagree with the statement.

17.

Employees are kept updated with change in the job skill & job design?

Staff %

Workers %

Strongly agree

10

Strongly disagree

15

Dont know

10

13

Agree

55

45

Disagree

20

24

55

60

45

50
40
30
20

10

10

15
3

20

10 13

24

Staff %

Workers %

Interpretation:
It shows that app. 70% respondents are agree with the statement .

18.

Formal& informal method is followed for employees feedback & acting on

that feedback?

Staff %

Workers %

Strongly agree

15

Strongly disagree

21

Dont know

Agree

70

40

Disagree

10

30
70

70
60
50
40
30
20
10
0

40

30

21

15
2

10

Staff %

Workers %

Interpretation:
Above table shows that app. 80% respondents of the staff and 45% from worker said that
there are proper feedback system. are agree with the statement .

CHAPTER-6

FINDINGS AND SUGGESTIONS

FINDINGS AND SUGGESTIONS

The suggestions I have given for the betterment are explained below:

It is very important to provide the opportunity to the employees of the organization

to express their ideas or whatever they want to express.

Management should clear their vision mission and goals towards the employees in
the organization.

Management should involve the workers representatives in managerial activities so

that the transparency could be maintained and through this they can win the
confidence of the employees.

Management should give due importance to mental relaxation &social cultural

development of an employees who strives hard for the company.

Reward or Praise/appreciation works as magic for an individual and motivates them

for work.

Role clarity of each position should be defined and based on that individuals can
plan their work accordingly.

Self-potential system should be encouraged.

There are regular review and comparison of current & past performance to detect
gradual deterioration in the strategy.

Proper cooperation is necessary in the company.

SUGGESTIONS
(1)
(2)
(3)
(4)
(5)
(6)

Depend upon best quality of thread.

Dying colour is used to be highly quality not be low quality.
Knitting- distance of design in a repeated form.
Compaction proper alignment should be there.
Cutting should be proper.
Stitching should be properly managed.

CHAPTER-7
CONCLUSION

CONCLUSION
We have seen that Total

Quality Management are formulated at the top

management and then diffused at all levels. In addition the concept of Prevention
is better than cure is successful by medium of these Total Quality Management
too.
It is observed that there were some irregularities in providing proper training to
the workers which can prove harmful for carrying TQM successfully in the
company.
And by personally interviewing we came to know that most of the workers says
that company should use Automatic inspection method because the defects found
in numbers are more . Sometime it becomes difficult to identify them.
We even come to know that the company prefer to reconstruct the defected
production instead of refurbing it, which increases it good will in the market. As a
result of which the number of customer satisfaction level increases.
It was also analyzed during personal interviewing that workers feel motivated to
give their suggestions and views for TQM, they give their views for the changes to
brought , they tell that whether make change in the product quality will be
beneficial or not.

BIBLIOGRAPHY

BIBLIOGRAPHY
Gerring, J. (May 2004) What is a case study and what is it good for? American Political
Science Review. Vol. 98, No. 2. (341-354).
Scholz, R. W. and O. Tietje (2002). Embedded case study methods: integrating
quantitative

and

qualitative

knowledge.

Thousand

Oaks,

Calif.,

Sage

Publications.in, R. K. (1994). Case study research: design and methods. Thousand Oaks,
Sage Publications.
"Six Sigma vs. Total Quality Management". Retrieved April 19, 2010.5Crosby, Philip B.
Lets Talk Quality: 96 Questions You Always Wanted to ask Phil Crosby (1989)
Deming, W. Edwards. Out of the Crisis (1986)7Ishikawa, Kaoru. What is Total Quality C
ontrol? The Japanese Way (1985)
Websites:
www.google.com
www.scribd.com
www.bluelayer.com
www.slideshare.com

APPENDIX

APPENDIX
1.

Do you think the organization is quality conscious toward employees?

YES

2.

NO

Is the organization having the certification of ISO 9000?

YES

3.

NO

Is the organization having quality assurance system & operation?

YES

4.

NO

Is the organization having the quality circle?

YES

5.

How many people are involved in quality circle?

Below 10

6.

above 10

biweekly

yearly

Is the organization is going for the quality audit?

NO

cant say

Does the organization have quality information system?

YES

10.

monthly

NO

YES
9.

cant say

Do you know about the agenda of meeting or any other information?

YES

8.

above 15

How frequently the organizations conduct the meeting of quality circle?

Weekly

7.

NO

NO

cant say

Are the information system is regularly updated?

YES

NO

cant say

11.

Do you think the organization used bench marking, if any, please tell me the name
of the benchmark organization?
YES

12.

NO

dont know

Is the organization practicing the 5s Japanese philosophy ?

YES

14.

NO

dont know

Are you practicing the six sigma for the error control?
YES

16.

NO

Does the organization have the certification of ISO 14000 or any other, if any
please mention?
YES

15.

NO

dont know

A formal planning process exist in the organization

Strongly Agree

Strongly disagree

Dont know Agree

17.

Disagree

There is a shared vision of where the business is growing?

Strongly Agree

Strongly disagree

Dont know Agree

18.

cant say

Does the organization conduct is going for brain storming session?

YES

13.

NO

Disagree

Employees are kept updated with changes in job skills & job designs?
Strongly Agree

Strongly disagree

Dont know Agree

Disagree

Thank you for your kind co-operation.

PROJECT REPORT
ON
PERFORMANCE APPRAISAL IN
INFOWIZ
In the partial fulfillment of the requirement for the degree of
BACHELORS OF BUSINESS ADMINISTRATION

I.K. Gujral Punjab Technical University, Jalandhar

Submitted to:

Submitted by:

Mrs. Savita Sarangal

Parbhjot Kaur
BBA (4th Sem)
Roll No.1432358

GULZAR GROUP OF INSTITUTION, KHANNA

SESSION: 2015-16

ACKNOWLEDGEMENT
Any accomplishment requires the effort of many people and this work is not
different behind this successful undertaking is the blessing and guidance of
many. This formal piece of acknowledgement may not be sufficient to
express my feeling of gratitude and deep respect that have been experienced
during my learning process at Performance Appraisal in Kumar
Industrial Corporation. This endeavor would not have been successful
without the help and encouragement of lot of people with whom I had good
fortunate of interacting during course of journey.

I am indebted to Mrs. Savita Sarangal for the knowledge and experience

that I have gained during course of training. Without her immaculate and
intellectual guidance, sustained efforts and friendly approach it would have
been difficult to achieve the result in short span of period. Not leaving
behind the contribution of all the staff members for sharing with us the
wealth of their experience and knowledge.

Akshay Kumar

PREFACE
BBA is a stepping stone to management career. In order to achieve practical,
positive and concrete results, the classroom learning needs to be effectively
fed to realities of situation existing outside classroom. This is practical time
for management.
To develop healthy managerial and administrative skills in the potential
managers it is necessary that theoretical knowledge must be supplemented
with exposure of real environment. Actually it is very vital for the
management and it is practical training that the measuring of management it
itself realized.
I took guidance under Mrs. Savita Sarangal and was too fortunate to get a
good exposure in this project report an attempt has been to cover aspects.

Akshay Kumar

STUDENT DECLARATION

I hereby declare that the Project entitled Performance Appraisal in

Infowiz submitted for the practical fulfillment of degree of Master of
Business Administration of Gulzar Group of Institution, Khanna affiliated to
Punjab Technical University, Jalandhar is original work and not submitted
for award of any other degree, fellowship or other similar titled or Prize.

Prabhjot Kaur

CONTENTS

Ch. No.
1.
2.
3.
4.
5.
6.
7.

Topics
COMPANY PROFILE
INTRODUCTION TO TOTAL QUALITY MANAGEMENT
OBJECTIVES OF THE STUDY
RESEARCH METHODOLOGY
DATA ANALYSIS AND INTERPRETATION
FINDINGS AND SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY
APPENDIX

Page No.
1-14
15-33
34-35
36-37
38-57
58-60
61-62
63-64
65-67