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ACKNOWLEDGEMENT
Name-
CHANDAN KUMAR
Report on Total Quality Management At Jindal steel and power Limited, Angul
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PREFACE/ABSTRACT
Total Quality Management (TQM) has been practiced in diverse industries from
manufacturing to services. But its important in steel sector has attracted only a few
researchers. By providing the best service quality in steel higher organizational
performance will be expected. There is intense competition between Public steel
sector, Private steel sector and foreign steel sector in India. So customer
satisfaction plays a major role to survive in the intense competition. The present
research attempts to close the research gap of relationship between TQM and
Customer satisfaction. So the objective is to find out the association between the
multidimensionality of TQM and Customer satisfaction in the steel industry in the
India context. This research will provide constructive information that helps the
practitioners to precisely identify areas of concerns and take corrective measures to
enhance their level of customer satisfaction. Knowledge in this area will allow
managers of the steel organizations to direct their resources adequately in
improving the more important contributors of Customer satisfaction.
Report on Total Quality Management At Jindal steel and power Limited, Angul
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Table of Contents
Chapter
No.
Title
Introduction
Research Aims and Objectives
1.1
1.2
4
6
Structure of Study
1.2.
1
1.2.
2
1.2.
3
1.2.
4
1.2.
5
2
2.1
2.2
2.2.
1
Page No.
Introduction
Literature Review
Research Methodology
Findings & Recommendations
Conclusion
Literature Review
Brief
Overview
Overall
Total Quality Management
Benefits of TQM
Obstacles to TQM
TQM From Manufacturing to Services
Model for Evaluating TQM Implementation
in Services
TQM and Organization Performance
Customer Satisfaction
Critical Success Factors of TQM
Theoretical framework
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3.3.
7
3.3.
8
3.3
3.4
3.5
3.6
3.7.
1
3.7
3.7.
1
3.7.
2
3.7.
3
4
Introduction of Chapter
The Descriptive Approach Method
Problem and Observation
Identify of Information
Development of Collecting Data Instrument
Population and Sample
Design of Data Collection
Collection of Information
3.3.6.1 Primary Sources
3.3.6.2 Secondary Sources
3.3.6.3 Data Collection Method
Analysis of Information
Generalization
Problem of the Study
Research Design
Aims of Research
Summary of Research Framework
Variable Measurements
3.7.1.1 Independent Variables: TQM Practices
3.7.1.2 Dependent Variable
Usefulnees/Implication of study
Research Implications
Theoretical Implications
Managerial Implications
Graphs of Data Analysis
Report on Total Quality Management At Jindal steel and power Limited, Angul
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1.0 Introduction
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The main aim of the study is to explore the implement ability and the effectiveness
of TQM implementation in India steel industries. In lieu with this, the following
research objectives will be addressed.
Study the implementation levels of TQM among Indian steel sector.
Determine how such implementation improved the quality of products and
services offered by Indian steel authority.
1.2.1 Introduction:
The working title of the study is initially drafted
as: Total Quality Management in Steel Sector. In particular, the research will focus
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1.2.5 Conclusion:
TQM practices are too much valid and necessary for steels to compete in
toadys fierce competition. Now a days top management have started to take full
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2. Literature review
In recent decades, TQM has become the buzz word in the management
practice. It has been defined in many different ways. The International Standard
ISO 8402, Quality Management and Quality Assurance-Terminology has defined
TQM as the management approach of an organization, centered on quality,
based on the participation of all its members and aiming at long-term success
through customer satisfaction, and benefits to all members of the organization and
to society (Ljungstrom & Klefsjo, 2002). Temtime and Solomon (2002) said that
Report on Total Quality Management At Jindal steel and power Limited, Angul
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In recent decades, TQM has become the buzz word in the management practice.
It has been defined in many different ways. The International Standard ISO 8402,
Quality Management and Quality Assurance-Terminology has defined TQM as the
management approach of an organization, centered on quality, based on the
participation of all its members and aiming at long-term success through customer
satisfaction, and benefits to all members of the organization and to society
(Ljungstrom & Klefsjo, 2002). Temtime and Solomon (2002) said that TQM seeks
continuous improvement in the quality of all processes, people, products, and
services of an organization. TQM is also a systems approach to management that
aims to enhance value to customers by designing and continually improving
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customer
focus,
employee
satisfaction,
service
culture, social
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of
year
2000,
dominated
by
model
built
on
Page 25
The extent review of the literature suggested that there are numerous
TQM( practices in the literature) that can be identified as being crucial to the
successful implementation of TQM. They identified eight factors: top management
leadership, role of quality department, training, product design,
quality
quality
improvement
measurement
systems;
communication
of
--------------------------------------------------------------
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3. Theoretical Framework
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3.2.8 Generalization:
Generalization is the process of arriving at conclusions by interpreting the
meaning of results of the data analysis.
3.3 Problem of the Study:
The key problem that will be explored in this study is the implement ability
of TQM and the effectiveness of such in the steel industry in India. The following
research questions will be given answer to:
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2)
3)
Page 32
The main aim of the study is to explore the implement ability and the effectiveness
of TQM implementation in Indian steel industries. In lieu with this, the following
research objectives will be addressed.
Study the implementation levels of TQM among steel organization ,
Determine how such implementation improved the quality of products and
services offered by steel industries.
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Leadership
Strategic planning
Customer focus
Process management
Information and analysis
Human recourse management
Continuous improvement
In relation to the above, the variables are identified on a general basis. There are
several other variables that affect the Customer Satisfaction level, but only a few
are considered for this in order to avoid complexity
Result
Dependent
Independent
Leadership
Process Management
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Human Resource
Management
Customers Focus
Information Analysis
Performance
Customers Satisfaction
Strategic Management
Continuous
improvement
Employee
Management
Communication
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---------------------------------------------------------------
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Gender of Respondents
Cumulative
Frequency Percent Valid Percent
Percent
Valid Male
10
66.7
66.7
66.7
Fem
33.3
33.3
100.0
Total
15
100.0
100.0
Conclusion:
After data operate and bring together I have found that 67% males respond me
and 33% females respond me.
(2) Know about CRM:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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Strongly Agree
40.0
40.0
40.0
Agree
53.3
53.3
93.3
Strongly
Disagree
6.7
6.7
100.0
Total
15
100.0
100.0
Conclusion:
After data operate and bring together I have found 53.3% peoples are agree 40%
strongly agree and 6.7% strongly disagree.
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33.3
33.3
33.3
Agree
60.0
60.0
93.3
Strongly
Disagree
6.7
6.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 60% peoples are agree 33.3%
strongly agree and 6.7% strongly disagree.
Report on Total Quality Management At Jindal steel and power Limited, Angul
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40.0
40.0
40.0
Agree
53.3
53.3
93.3
Strongly
Disagree
6.7
6.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 53.3% peoples are agree 40%
strongly agree and 6.7% strongly disagree.
Report on Total Quality Management At Jindal steel and power Limited, Angul
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Frequency Table
Strongly Agree
33.3
33.3
33.3
Agree
46.7
46.7
80.0
Disagree
6.7
6.7
86.7
Strongly
Disagree
13.3
13.3
100.0
Total
15
100.0
100.0
Conclusion:
After data operate and bring together I have found 46.7% peoples are agree 33.3%
strongly agree 6.7% are disagree and 13.3% are strongly disagree.
Report on Total Quality Management At Jindal steel and power Limited, Angul
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Frequency Table
40.0
40.0
40.0
Agree
46.7
46.7
86.7
Disagree
6.7
6.7
93.3
Strongly
Disagree
6.7
6.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 46.7% peoples are agree 40%
strongly agree 6.7% are disagree and 6.7% are strongly disagree.
(7) Employees Commitment:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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Frequency
Valid Strongly
Agree
Cumulative
Percent Valid Percent
Percent
46.7
46.7
46.7
Agree
46.7
46.7
93.3
Disagree
6.7
6.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 46.7% peoples are agree 46.7%
strongly agree 6.7% are disagree.
(8) Customer Expectation:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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26.7
26.7
26.7
Disagree
40.0
40.0
66.7
Strongly
Disagree
33.3
33.3
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 26.7% peoples are agree 40%
strongly agree 33.3% are disagree.
(9) Technology:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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26.7
26.7
26.7
10
66.7
66.7
93.3
6.7
6.7
100.0
15
100.0
100.0
Conclusion: After data operate and bring together I have found 66.7% peoples are
agree 26.7% strongly agree 6.7% are disagree.
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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6.7
6.7
6.7
Disagree
10
66.7
66.7
73.3
Strongly
Disagree
26.7
26.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 6.7% peoples are agree 26.7%
strongly disagree and 66.7% are disagree
(11) Quality and Price:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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33.3
33.3
33.3
Agree
60.0
60.0
93.3
Strongly
Disagree
6.7
6.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 60% peoples are agree 33.3%
strongly agree 6.7% are strongly disagree.
Report on Total Quality Management At Jindal steel and power Limited, Angul
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Frequency Table
10
66.7
66.7
66.7
Strongly
Disagree
33.3
33.3
100.0
15
100.0
100.0
Total
Conclusion:
are
Report on Total Quality Management At Jindal steel and power Limited, Angul
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60.0
60.0
60.0
Strongly
Disagree
40.0
40.0
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 60% peoples are disagree and
40% are strongly disagree.
(14)Complaints Affect Customer Satisfaction:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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11
73.3
73.3
73.3
Strongly
Disagree
26.7
26.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 73.3% peoples are disagree and
26.7% are strongly disagree.
(15) Customer Satisfaction Affect CRM:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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53.3
53.3
53.3
Strongly
Disagree
46.7
46.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 53.3% peoples are disagree and
46.7% are strongly disagree.
(16)Existing Customers are More Beneficial:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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6.7
6.7
6.7
Agree
13.3
13.3
20.0
Disagree
60.0
60.0
80.0
Strongly
Disagree
20.0
20.0
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 13.3% peoples are agree 6.7%
strongly agree 60% are disagree and 20% are strongly disagree.
(1) Designation:
Report on Total Quality Management At Jindal steel and power Limited, Angul
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Frequency Table
Designation of the Respondents
Frequency
Valid
Manager
25
Percent
Valid Percent
100.0
Cumulative
Percent
100.0
100.0
Conclusion:
After data operate and bring together I have found 100% peoples are managers.
(2) Motivation Structure:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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11
44.0
44.0
44.0
Strongly
Agree
24.0
24.0
68.0
Neutral
20.0
20.0
88.0
Disagree
12.0
12.0
100.0
25
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 44% peoples are agree 24%
strongly agree 12% are disagree and 20% are neutral.
(3) Management Response to Complaints:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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13
52.0
52.0
52.0
Strongly
Agree
12
48.0
48.0
100.0
Total
25
100.0
100.0
Conclusion:
After data operate and bring together I have found 52% peoples are agree 48%
strongly agree.
(4) Training Programes:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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13
52.0
52.0
52.0
Strongly
Agree
11
44.0
44.0
96.0
Neutral
4.0
4.0
100.0
25
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 52% peoples are agree 44%
strongly agree and 4% are neutral
(5) Technology:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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15
60.0
60.0
60.0
Strongly
Agree
20.0
20.0
80.0
Neutral
20.0
20.0
100.0
25
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 60% peoples are agree 20%
strongly agree and 20% are neutral
(6) Technology:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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10
40.0
40.0
40.0
Strongly
Agree
11
44.0
44.0
84.0
Neutral
16.0
16.0
100.0
25
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 40% peoples are agree 44%
strongly agree and 16% are neutral
(7) Competitors:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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36.0
36.0
36.0
Strongly
Agree
36.0
36.0
72.0
Neutral
20.0
20.0
92.0
Disagree
8.0
8.0
100.0
25
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 36% peoples are agree 36%
strongly agree 8% are disagree and 20% are neutral.
(8) Communication:
Report on Total Quality Management At Jindal steel and power Limited, Angul
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12
48.0
48.0
48.0
Strongly
Agree
12.0
12.0
60.0
Neutral
28.0
28.0
88.0
Disagree
12.0
12.0
100.0
25
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 48% peoples are agree 12%
strongly agree 12% are disagree and 28% are neutral.
(9) Long Term Plan:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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15
60.0
60.0
60.0
Strongly
Agree
12.0
12.0
72.0
Neutral
24.0
24.0
96.0
Disagree
4.0
4.0
100.0
25
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 60% peoples are agree 12%
strongly agree 4% are disagree and 24% are neutral.
(10) Continuous Improvement:
Frequency Table
Report on Total Quality Management At Jindal steel and power Limited, Angul
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17
68.0
68.0
68.0
Strongly
Agree
20.0
20.0
88.0
Neutral
8.0
8.0
96.0
Disagree
4.0
4.0
100.0
25
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 68% peoples are agree 20%
strongly agree 4% are disagree and 8% are neutral.
Report on Total Quality Management At Jindal steel and power Limited, Angul
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Frequency Table
Demands of the job
Cumulative
Frequency Percent Valid Percent
Percent
Valid
Agree
12
48.0
50.0
50.0
Strongly
Agree
8.0
8.3
58.3
Neutral
36.0
37.5
95.8
Disagree
4.0
4.2
100.0
24
96.0
100.0
4.0
25
100.0
Total
Missing System
Total
Conclusion: After data operate and bring together I have found 48% peoples are
agree 8% strongly agree 4% are disagree and 36% are neutral.
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Top management should create a culture that happily absorbs the changes
and innovation.
There should be such types of norms and values that can well come and
appreciate the technology and innovation.
There should be seminars,workshops,training programs about the benefits of
the TQM.
Employees should be involved in making policies of TQM.
The ultimate theme of all the policies should be customer focus.
TQM should be used for the process management ie improvement in
process.
HRM department should be highly effective and resourcefull.
All the managers should have the quality of effective leadership.
Top management should support the climate of TQM.
There should be effective planning for the implementation of TQM.
TQM should be a part of organisation to sustain the growth and ompetitive
edge of the organisation.
Old staff that can,t change itself according to innovation should be fired out
and young blood should be iin policy formation.
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9. CONCLUSIONS
In the field of total quality management, confusion arose worldwide with the
scope of TQM concept and the effects of TQM implementation. In fact, much
research dealing with the concept of TQM has been conducted. Researchers have
adopted different definitions of TQM; thus far, it has come to mean different things
to different people.
After survey of literature related to TQM implementation in Indian manufacturing
firms, it became evident that no case study research dealing with the
implementation of TQM in automotive industry had been systematically
conducted. Thus, conducting a case study research on TQM implementation in
automotive industry is timely and fills the research gap.
The major objectives of this study were:
To assess benefits of TQM in the selected firms.
To identify critical success factors in TQM implementation.
To identify barrier factors in TQM implementation.
To list the similarities in approaches to TQM implementation.
To evaluate the differences in approaches to TQM implementation
This study started with an extensive review of literature about quality and its
concepts, quality gurus, TQM tools and techniques, the quality award models,
implementation of TQM and research that has been carried out in the field of
TQM.
In order to fulfill the research objectives, the following methods for
collecting data were adopted: survey, structured interview, documentation and
observation. Each of the companies is treated as unit of analysis. First, a withinReport on Total Quality Management At Jindal steel and power Limited, Angul
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Figure shows the critical success and barrier factors of TQM implementation based
on the result of this research.
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10.References
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and customer satisfaction: an Empirical study on a Public Service sector in
Malaysia. Total Quality Management , 15(5-6), 615-628.
Ahmed, A. M. (2002). Virtual integrated performance measurement.
International Journal of Quality & Reliability Management, 19(4), 414-41.
Anderson, E. W., Fornell, C., & Lehmann, D. R. (1994). Customer
satisfaction, market share and profitability: findings from Sweden. Journal
of Marketing, 58, 53-66.
Aksu, M. B. (2003). TQM Readiness Level Perceived by the administrators
working for the central organization of the ministry of National Education in
Turkey. Total Quality Management and Business Excellence, 14(5), July,
595-608.
Al-Marri, K., Ahmed, A. M. M. B, & Zairi, M. (2007). Excellence in
service: an empirical study of the UAE steel industriesing sector.
International Journal of Quality & Reliability Management, 24(2), 164-176.
Angur, M. G., Nataraajan, R. & Jahera, J. S. (1999). Service quality in the
steel industriesing industry: an assessment in a developing economy.
International Journal of Steel industries Marketing, 17, 116-23.
Beaumont, N., & Sohal, A. (1999). Quality management in Australian
service industries. Benchmarking, 6, 107127.
Beer, M. (2003). Why total quality management programs do not persist:
The role of management quality and implications for leading a TQM
transformation. Decision Sciences, 34, 623-642.
Brah, S.A., Wong, J.L., & Rao, B.M. (2000). TQM and business
performance in the service sector: A Singapore study. International Journal
of Operations & Production Management, 20, 12931314.
Botorff, D. (2006). Advancing from compliance to performance. Quality
Progress, April, 25-33.
Bounds, G., Yorks, L., Adams, M., & Ranney, G. (1994). Beyond Total
Quality Management: Towards the Emerging Paradigm. New York, NY:
McGraw-Hill.
Black, S. A., & Porter, L. J. (1996). Dentification of the critical factors of
TQM. Decision Sciences, 27(1), 1-21.
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Appendix
Questionnaire
TQM and customer satisfaction aspects on
Banks
NAME
______________________________
DESIGNATION
_________________________
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Questionnaire
ALL THE INFORMATION PROVIDED WOULD BE KEPT
CONFIDENTIAL.
Do you think the organization is quality conscious toward employees?
YES ______ NO ________
Does the organization have the certification of ISO 9000?
YES ______ NO ________
Is the organization providing quality assurance system & operation?
YES ______ NO ________
Does the organization have quality circle?
YES ______ NO ________
How many people are involved in quality circle?
Below 10 ___________ above 10 ____________above 15 _________ cant say
___________
How frequently the organizations have the meeting of quality circle?
Weekly ___________ biweekly ___________ monthly ___________ yearly
___________
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