OPERATION MANAGEMENT

AND
TOTAL QUALITY MANAGEMENT RESEARCH
ON
MESO PRIVATE LIMITED

DURING THE PERIOD OF JUNE -JULY 2010

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE DEGREE OF

MASTER OF BUSSINESS ADMINISTRATION

SUMMER INTERNSHIP PROGRAMME OF GUJARAT TECHNOLOGICAL UNIVERSITY

BY

VIJAY R PARMAR
ROLL NO :
S.R.K INSTITUTE OF MANGEMENT AND COMPUTER APPLICATION
SAPEDA – ANJAR
KACHCHH
 CONTENTS

SECTION A

TITLE 1
PREFACE 3
ACKNOWLEDGEMENT 4
CANDIDATE’S STATEMENT 5
CERTIFICATE BY MENTOR 6

SECTION B

OVERVIEW : MESO 7-9

BRANDS AND PRODUCTS 10-12
INTRO : OPERATION MANAGEMENT 12-14
OPERATION MANAGEMENT: WORKING OF ERP 13-15
OPERATION PROCESS 15-18

SECTION C

OBJECTIVE OF RESEARCH 19
INTRO: TQM 20-32
RESEARCH METHODOLOGY 33
RESEARCH DESIGN 33
ANALYSIS PATTERN 33
QUEISTIONNAIRE 33-35
DATAANALYSIS & INTERPRETATION 35-49
FINDINGS & CONCLUSION 50-51
RECOMMONDETION TO IMPLEMENT TQM 51-53
BIBLIOGRAPHY 55
 PREFACE

The MBA programme is well structured and integrated course of bussiness studies .
The main objective of practical training at MBA level is to develop skill in the student by suppliment to
the theoretical study of business management is general . Industrial training helps to gain real life
knowledge about the industrial environment and business practices. The MBA programme provides
student with fundamental knowledge of bussiness and organization function and activities as well as an
exposure to strategic thinking of management .

In every professional course training is an important factor professor give us theoretical

knowledge of various subjects in the organization . It is only the training through which I come to know
that what an industry is and how it works. I can learn about various departmental operations being
performed in the industry, which would return , help me in the future when I will enter the practical
field .

Training is an integral part of MBA and each and every student has to undergo the
training for 2 months in a company and then prepare a project report on the same after the completion of
training. During this whole training I got lot of experience and came to know about the management
practices in real that how it differs from those of theoretical knowledge and the practically in the real
life.

In todays globalize world, where cutthroat competition is prevailing in the market, theoretical
knowledge is not sufficient. Beside this one need to have practical knowledge, which would help an
individual in his/her carrier activities and it is true that “E xperien c e i s the be st te a c h er”.
 ACKNOWLEDGEMENT

Survey is an excellent tool for learning and exploration. No classroom routine can substitute
which is possible while working in real situations. Application of theoretical knowledge to practical
situations is the bonanzas of this survey.

Without a proper combination of inspection and perspiration, it’s not easy to achieve anything.
There is always a sense of gratitude, which we express to others for the help and the needy services they
render during the different phases of our lives. I too would like to do it as I really wish to express my
gratitude toward all those who have been helpful to me directly or indirectly during the development of
this project.

First of all I wish to express my profound gratitude and sincere thanks to my esteemed learned
Mr. B.H. TRIVEDI (General manager) who allowed me to conduct the survey.

I would like to thank my academic guide MR.FAREED KHOJA and my mentor Mr.LALIT
CHARAN (Factory Manager) who was always there to help and guide me when I needed help.. His
perceptive criticism kept me working to make this project more full proof. I am thankful to him for his
encouraging and valuable support.Working under him was an extremely knowledgeable and enriching
experience for me. I am very thankful to him for all the value addition and enhancement done to me. I
would like to thank whole staff of MESO .

No words can adequately express my overriding debt of gratitude to my parents whose support
helps me in all the way. Above all I shall thank my friends who constantly encouraged and blessed me so
as to enable me to do this work successfully.

VIJAY PARMAR
S.R.K INSTITUTE OF MANGEMENT AND COMPUTER APPLICATION
SAPEDA – ANJAR
KACHCHH
 DECLARATION

I hereby declare that the work incorporated in this report entitled

“_Operation Management & Total quality management of Meso
Private Limited” in partial fulfillment of the requirements for the
award of Master of Business Administration (Sem.- II) is the
outcome of original study undertaken by me/us and it has not been
submitted earlier to any other University or Institution for the award
of any Degree or Diploma.

Date : VIJAY PARMAR

Place :
 CERTIFICATE BY MENTOR

This is to certify that the contents of this report entitled

“_Operation Management & Total quality management of Meso Private
Limited ” by VIJAY PARMAR submitted to GUJARAT TECHNOLOGICAL
UNIVERSITY for Summer Internship Programme for the Award of Master of
Business Administration (MBA Sem-II) is original research work carried out by
him under my mentoring. I, hereby certify the authenticity of the data and facts
mentioned in the report.

This report has not been submitted either partly or fully to any other
University or Institute for award of any degree or diploma.

DATE:
PLACE: NAME OF THE GUIDE
 OVERVIEW

COMPANY PROFILE

COMPANY NAME : MESO PVT LTD

BUSSINESS TYPE : MANUFACTURER AND EXPORTER

PRODUCTS EXPORT: : PERFUME

HAIR CARE
SKIN CARE
HENNA FIXATIVE
PERSONALCARE
NON ALCOHOLIC PERFUMES

IMPORTS : PACKEGING , RAW MATERIAL,

BRANDS : INSTYLE, MARHABA, MESO, MONTEGO

EMPLOYEE : 90

FACTORY SIZE : 5 TO 10000 SQ.MTR

FACTORY LOCATION : KANDLA SEZ , GUJARAT

QA/QC : IN HOUSE

MANAGEMENT CERTIFICATION : ISO 9001:2000

GENERAL MANAGER : MR. B. H TRIVEDI

 OUR VISION

Welcome to the world of MESO a leading manufacturer and exporter of Perfumes.

Cosmetics and Toiletries since 1946. An ISO 9001:2000 certified company; our pillars of strength over
the years have been commitment, service and quality. Our brands MESO, Amity, Instyle & Marhaba
have helped us extend our markets across the globe such as USA, South America, Middle East, Far East
and Africa encompassing products like non-alcoholic perfumes, alcoholic spray perfumes and colognes,
various skin care & hair care products, etc.

Our diverse product categories spanning the globe are produced at our sprawling 50,000 sq.ft. big
manufacturing unit, located at Kandla Special Economic Zone, Gujarat, Attached to it, is our well
equipped Quality Control Laboratory which enables us to enhance our Quality Control Program.

Understanding and adapting to our customer requirements has been one of our features, made possible
by our state of the art R& D facility. We understand the diverse requirements of global markets and
hence create and develop customized formulation, along with attractive designing and packaging to suit
our customer needs as per their respective markets. Our R & D facility has also been the backbone of the
company policy. Quality products at affordable prices. Through constant research and up gradation of
products & ranges, we ensure our customers get complete value for their money.

Come, join hands with six decades of commitment, service and quality. MESO global products at great
prices.

ABOUT MESO

Meso was established in 1947 and used to export essential oils to Africa. Later formulated a special
blend of 'Oil' for Heena, which is being manufactured and exported to Africa and MiddleEast.

Meso's plant in kandla sez was established in 1989 .

Meso Pvt Limited now manufactures and exports Non-alcoholic Perfumes, Alcoholic Spray Perfumes
and colognes, Hair Oils, Talcum Powder, and Hair Creams. Its coverage has extended world wide. In
fact today we export our precious products to USA, UK, Eastern Europe, Middle East, Africa Far East
and many other international markets.

The Company has been awarded ISO 9001 certificate which illustrates its commitment to quality
products and services.

MESO is having its main head office in BOMBAY. Its Research & Development lab is situted in
chennai .
 MESO is professionally managed open to new ideas and concepts for product development. We
understand specific needs of individual markets and are willing to help our clients to create the products
according to there requirments

SEZ policy aims at providing an internationally competitive and hassle free environment for exports
It is a duty free environment & single window clearance mechanism within the zone.

• Kandla, the major Indian port, located in the state of Gujarat, is just 9 km away from the zone,
while the new port at Mundra, with a modern international container terminal is only 60 km
away from KASEZ
• Kandla, incidentally, is closer to the Gulf & African countries

• Kandla is well connected by road, rail & air. The other closest airport at Bhuj is just an hour’s
drive from the zone

• Another feature is the availability of good skilled labour in the zone, which is a sign of healthy
business environment.

MANUFACTURING

MANUFACTURING facility at Kandla, Gujarat in the Special Economic Zone meant for exports. The
state-of-the-art facility is set up at a prime location with in the zone at an area of 10000 sq.m.
The facility includes manufacture of Alcoholic perfumes (Capacity 2 to 5 Tons/Day in 2 shifts),
Creams/lotions/Gels ( 4 Tons/Day in 2 shifts) and Shampoos ( 6 Tons/Day in 2 shifts). The filling
sections are air conditioned, while flame proof equipments are installed in the Alcoholic Perfume
manufacturing area.
Alcohol storage capacity is about 30,000 liters which could be scaled up later. The other utilities
includes Boiler for steam generation, Chillers for both Cream as well as alcoholic perfume manufacture,
Air compressors for pneumatic operation of equipment, Demineralising plant for water softening,
Stackers, Pallet trucks & fork lift for material handling.

State-of-the-art facility at kasez kandla gujarat at western india

built up area about 10000 sq mtr

facility to manufacture following

• cream
• lotion
• perfumes
• hair gel
• hair food
• shampoos
• hair oils
Alcoholic Perfumes: Separate facility for manufacturing alcoholic perfumes with all safety features like
flame proof equipment etc
 BRANDS AND PRODUCT
MESO is having four Brands as below
• MARHABA
• MESO
• INSTYLE
• MONTEGO

Products under MARHABA brand

HAIR CARE
• Marhaba Amla hair oil
• Marhaba Hair cream Anti dandruff
• Marhaba Hair cream coconut
• Marhaba Hair cream regular
• Marhaba Hair food vit e
• Marhaba Hair gel soft hold /strong hold
SKIN CARE
Moisturizing lotion
• Marhaba Moisturizing lotion musk
• Marhaba Moisturizing lotion Aloevera
• Marhaba Moisturizing lotion almond
• Marhaba Moisturizing lotion cocoa butter

• Marhaba Beauty cream jasmine

• Marhaba Beauty cream bakhoor
• Marhaba Beauty cream satin
• Marhaba Beauty cream rose
Marhaba Fair ness cream
Prickly heat powder
• Marhaba Prickly heat powder ice
• Marhaba Prickly heat powder rose
• Marhaba Prickly heat powder sandel
Products under MESO brand

HENNA / NON ALCOHOLIC PERFUME

• Mahalabiya
• Saratiya
• Mazamu
• Meso Sandliya
• Mallika sandliya gold
HAIR CARE
• Amla hair oil
• Amla shampoo

Products under INSTYLE brand

FRAGRANCE MEN
• Instyle Carbon black
• Instyle Cool rio
• Instyle Ice blue
• Instyle Bullet
• Instyle Easy
• Instyle Eternal
FRAGRANCE WOMEN
• Instyle 202 era
• Instyle Star one
• Instyle Sky blue
• Instyle Eternal star
• Instyle Bloom
SKIN CARE
• Instyle Face wash
• Instyle Shower gel
• Instyle hair removing cream
HAIR CARE
• Instyle Shampoo+conditioner anti dandruff
 • Instyle Shampoo+conditioner anti dandruff hibiscuss
Hair food
• Instyle Hair food vit e
• Instyle Hair food protein & aloe
• Instyle Hair food amla max
• Instyle Pomade lanolin
• Instyle Hair dress bergamot
• Instyle Indian hemp
Hair gel
• Instyle strong hold
• Instyle soft hold

Products under MONTEGO brand

FRAGRANCES MEN
• Envol
• Derby black
• Cool blue
• Toledo

FRAGRANCES WOMEN
• Cool blue
• Click
• Ultimate
• Complements
 OPERATION MANAGEMENT

Definition: Operations management (OM) includes all the activities and processes, such as directing
and controlling processes to transform input, such as raw material and skills of labor into out of goods
and services. Input includes raw material, labor, land, facilities (including buildings and plants
equipments, accessories, energy, etc. In other words, OM includes all the activities to convert input into
output of goods and services.

Goals of Operations Management (OM): The ultimate goals of OM are to achieve efficiency (saving
cost, time, efforts and other resources) and effectiveness (getting the desired results) with the help of
many techniques, such as analysis of quantitative data, production planning, inventory control,
budgeting, scheduling, and so forth.

Operations Management (OM) Versus Manufacturing Management (similarities and differences):

The industrial revolution came in 1750 in Europe and America when the large-scale industries were set
up and mass production began. The concepts of systematic and scientific management emerged.
Managers defined the duties and responsibilities of jobs, specialized skills for jobs were stressed and
concepts of production planning, inventory control, budgeting, scheduling, etc were introduced. At the
time, the concept of manufacturing management emerged, which was also called industrial management.
The discipline totally ignored the service sector. Later on, with rise of service sector, the concept of
production management emerged that includes production of goods and services too, which is now
called ‘Operations management (OM).’ Differences in manufacturing and operations management are
found because of the different nature of goods than services.

Trends in Operations Management: Four of the most significant trends are:

1, the service sector is growing faster;
2, manufacturing or production has become very technical (requiring higher skills);
3, OM has become less labor intensive and more automatic, especially with the use of robots;
4, productivity world wide is decreasing because of increasing prices of raw material, energy and other
inputs.

Productivity = Output / Input

Productivity is the measure of efficiency, which is the difference between the value of input and
the output. Productivity is found by dividing total output of goods and services in value by total input of
raw material, labor wages, and other resources or overheads used in production.
Example 1: Suppose a tailor stitches 8 shirts in 8 hours; the productivity of his work is 1 shirt in 1 hour.
8 shirts / (divided by) 8 hours = 1 shirt per hour.
Example 2: A ball point pen manufacturer produces 100,000 pens worth Rs500,000 or Rs5 for each pen;
the input includes labor cost Rs100,000 +
raw material for Rs50,000 + other overheads for Rs50,000. The productivity is:
Rs500,000 /100,000+50,000+50,000 = Rs2.5 per unit ie 200% profit margin

• WORKING OF ERP : ENTER PRISE RESOURCE PLANNING AT MESO

Meso's strongest strength is ERP . this computer application system is best implemented here in every
department of meso . This system is implemented in Sales and marketing , Production, Quality control ,
Store , Accounts & Human resource department .

This ERP system is made by oracle . And this system is effectively implemented in Meso pvt ltd.
This system is easy to learn and fully flexible with every department .

INVENTORY MANAGEMENT STORE MANAGEMENT

ERP defines raw material , work in process and finished goods in terms of any work in
process and finished goods in terms of any unit of measure with automatic conversion from one unit to
another. Physical and cycle count utilities synchronize perpetual with physical inventories. Inventories
can be valued using standard, average, LIFO, FIFO or lot
cost. ERP provides the controls and confidence necessary to reduce materials inventories

This system keeps record item wise , location wise , quality wise, batch wise , cost wisethis system is
also useful in keeping record of stock and reorder quantity it compare the stock with physical stock it
gets indent from production which is known as production indent .

PRODUCTION

ERP supports the simultaneous launch of a series of production projects for all components within a
batch.
Process manufacturers can size a batch based upon a finished weight or volume or the availability of
component materials. A batch can be defined as either a finished good or an intermediate. Batches can
be defined as Fill (bulk to containers), Mix (raw materials and intermediates to finished goods) and
Assembly (combination of finished goods to make up a deliverable product). ERP provides the
versatility of "partial close-outs" to assign production output for partial order fills for urgent customer
requirements. A "critical materials" facility allows manufacturers to inquire if any material shortages
will interfere with production.

SERIAL/LOT TRACKING

ERP provides complete traceability process manufacturers can follow an item from incoming raw
material through multiple bins to the finished good sent to a specific customer. Lot tracking is used for
both purchased items and manufactured items. Customers can choose from several lot issue methods and
create custom serial and lot numbers for any item.
The operations process starts with sales and marketing department when they receive the order from
customer for manufacturing of any of their product

SALES & MARKETING

IN a sales and marketing ERP can give information about customers status

with the help of this system purchase invoise can be generated

sales order are generated by this system

Delevery note can be generated bye this system

this erp system also helpful in keep record of sale return

this are the main work done of sales and marketing department with the help of Erp system.

This are the benefits taken by meso private ltd with the help of ERP system.

OPERATION PROCESS

SALES AND MARKETING

STAGE 1

The whole operations process starts with sales and marketing team . The main work of sales and
marketing team is to contact the customer. here customer is those party who want meso's product for
sell.

They enhance the R & D work according to requirement of their customer.

Basically customer of meso are the distributor of meso's product .

Here they receive the sales order .

After receiving sales order planning department works out the requiremens of raw materials , packing
materials consumable items , engineering items etc

Here they aslo considering the old stock in hand

After works out of every product related workings they raise the PURCHASE REQUISITION

the purchase requisition raised by planning on purchase department .

PURCHASE DEPARTMENT
STAGE 2

Here purchase departments work starts .

After receiving purchase requisition they call for quate / order as per approved rates from approved
vendors .
At minimum rates they select the vendors for raw materials or packing materials or any engineering
materials.
This selection of vendors done between their selected approved vendors.

In case of new items they will source that material as a sample and make it approved that sample from
relavent department.

e.g . in new development of any product suppose they want to try a same raw material from new
vendors then here they will send the sample of that rm to R & D . if they will approved that sample then
and then only they will approved that vendors for that particular material.

After complition of this material requisition they raise the PURCHASE ORDER.

STORES
STAGE 3

Main function of stores

• Receiving and Inspection of materials

.
• Storage and preservation procedures.

• Materials handling.

• Issue of materials from stores.

• Safety and security

Main function of stores starts when they receive the materials.

After receiving the materials they are doing inspection of that material weather it is according to
purchase order or not .

If they find any short or excess material they send this information to purchase department and also to
suppliers

If they find any damaged material which they receive they directly send it to the suppliers

in this varify it that received material is according to quantity as like purchase order .

From here quality controls works starts

quality control department select the sample from received material and doing testing of that material
after testing they approve that material to use

Without approval of any material stores cant issue it to production.

At this stage QC approves the rm / pm .

PRODUCTION PLANNING
STAGE 4

Here production planning is done at micro level as per so requirement.

They plan the production schedule

they schedule the production process and packing activity.

They plan the how much work force to participate in this production.

After production planning actual production activity take place

PRODUCTION
STAGE 5

Here production dept. raise the indent of material for production activities and send it to stores
if that material are QC approved then stores issue that material to production as per indent .

Here process manufacturing is done according to batch wise .

at manufacturing process last final sample of that product taken by QC . again here they doing testing of
that product if product is as per required quality then QC approved that batch.

After QC approval of that product batch this approved batch is taken for filling and final packing .

Here also QC take part for quality checking they check that processed product is filled as per
required quantity or its filled overweight or underweight
.
After filling final packing take place
so here the input materials are converted into finished goods

QC also inspect it and finaly approved that finished goods.

.
After approval of QC that finished goods delevered to store department .

Store department store it and finaly export procedure is take place

the whole operations ends at export of finished goods.

This is the whole operation process of meso department .

SURVEY ON

TOTAL QUALITY MANAGEMENT

OF

MESO PRIVATE LIMITED

 RESEARCH OBJECTIVE

The objectives of this study are:

1.To find the degree of TQM can be implemented in the organization.

2.To study the level of commitment of employees toward their work.

3. To find out factor influencing the commitment.

Meso group is already having ISO 9001:2008 certificate and the whole operation of meso private
limited is done as per quality standards of ISO .

for total quality management implementation the first requirement organization needs is commitment
of employee and top management towards organization.

So the first objective of this study is that weather meso and group is having fully commited
employees. Can meso or mikasa group implement total quality management.

So the first objective of this study is to know that Meso- group is able to implement Total Quality
Management.

Second objective of the study is toi measure the level of commitment of employees towards their work.

And the third objective of this study is to find out those factors which can influence the commitment of
employee towards their work and organization.

This are the main objective of this survey study.

RESEARCH DESIGN

EXPLORATORY RESEARCH DESIGN

SAMPLING DESIGN

CONVENIENCE BASES

SIZE OF SAMPLE

TOTAL 90 EMPLOYEES
 DATA COLLECTION METHOD

1.PRIMARY DATA
Direct Interview through Questionnaire
2.SECONDERY DATA
Websites

DATA ANALYSIS METHOD

GRAPHICAL METHOD

INTRODUCTION

CONCEPTUALIZATION

Human resource is the most important factor for any organization and success of any Organization is
depending upon its resource .If human resource of organization is not happy with the organization. It
will adversely affect the organization.
The higher degree of commitment toward work will improve productivity and will decrease rejection
cause due to human factor.
So to make the people happy is the responsibility of the organization. So this study is helpful to measure
the level of commitment toward work and to know the factor affecting the commitment level .

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

 DEFINITION

• As defined by ISO:
"TQM is a 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."

• In Japanese, TQM comprises four process steps, namely:

 • Kaizen – Kaizen (Japanese for "improvement" or "change for the better") refers to a philosophy
or practices that focus upon continuous improvement of processes in manufacturing,
engineering, supporting business processes, and management .Continuous Improvement is
striving for perfection by continually removing successive layers of Waste .A business
philosophy of continuous cost reduction, reduce quality problems, and delivery time reduction
through rapid, team-based improvement activity.

• 2. Just in time – A manufacturing and inventory management philosophy that seeks to effectively
manage resources and improve organizational effectiveness by identifying and eliminating
sources of waste .Also known as Lean Production . It is an inventory strategy that is employed to
increase efficiency and decrease waste by receiving goods only as they are needed.

• 3..Six sigma – A quality measure and improvement program developed by Motorola that focuses
on the control of a process to the point of ± six sigma (standard deviations) from a centerline, or
3.4 defects per million items. Structured process improvement program for achieving virtually
zero defects (3.4 parts per million) in manufacturing and business processes .Typical
manufacturers operate at around three sigma, or 67,000 defects per million.

• TQM requires that the company maintain this quality standard in all aspects of its business. This
requires ensuring that things are done right the first time and that defects and waste are
eliminated from operations
.
• Total Quality Management (TQM) is a management strategy aimed at embedding awareness of
quality in all organizational processes. TQM has been widely used in manufacturing, education,
government, and service industries, as well as NASA space and science programs.

•  ORIGINS

• Although W. Edwards Deming is largely credited with igniting the quality revolution in Japan
starting in 1946 and trying to bring it to the United States in the 1980s, Armand V. Feigenbaum
was developing a similar set of principles at General Electric in the United States at around the
same time. "Total Quality
• Control" was the key concept of Feigenbaum's 1951 book, Quality Control: Principles, Practice,
and Administration, a book that was subsequently released in 1961 under the title, Total Quality
Control (ISBN 0070203539). Joseph Juran, Philip B. Crosby, and Kaoru Ishikawa also
contributed to the body of knowledge now known as TQM.

• The American Society for Quality says that the term Total Quality Management was first used by
the U.S. Naval Air Systems Command "to describe its Japanese-style management approach to
quality improvement."[1] This is consistent with the story that the United States Department of
the Navy
• Personnel Research and Development Center began researching the use of statistical process
control (SPC); the work of Juran, Crosby, and Ishikawa ; and the philosophy of Deming to make
performance improvements in 1984. This approach was first tested at the North Island Naval
Aviation Depot.
 • In his paper, "The Making of TQM: History and Margins of the Hi(gh)-Story" from 1994, Xu
claims that "Total Quality Control" is translated incorrectly from Japanese since there is no
difference between the words "control" and "management" in Japanese. William Golimski refers
to Koji Kobayashi, former
• CEO of NEC, being the first to use TQM, which he did during a speech when he got the Deming
prize in 1974.

•  TQM :- “A QUALITY ORIENTED APPROACH”

• Total Quality Management (TQM) is one of quality-oriented approaches that many organizations
adopt. It is generally acknowledged that manufacturing companies need to be quality oriented in
conducting their business to survive the business world.

• TQM is an integrated management philosophy and a set of practices that emphasize top
management commitment, customer focus, supplier relationship, benchmarking, quality-oriented
training, employee focus, zero defects, process improvement, and quality measurement. This
paper investigates the

• structural linkages between TQM, product quality performance and business performance in the
electronics industry in Malaysia. Given the nature of this study, the statistical analysis technique
called Structural Equation Modeling was used. This preliminary result suggests that there is
insufficient statistical evidence to conclude significant simple relationships between TQM,
product quality performance, and business performance. This implies that the electronics
industry cannot assume direct causal linkages between these three constructs, which might also
suggest that there is a more complex relationship between TQM, product quality performance,
and business performance. However, the results reveal that top management commitment,
supplier relations and training in particular appear to be of primary importance for TQM
practices in Malaysian electronics companies.

•  CHARACTERISTICS OF TQM:

• The characteristics of TQM, as revealed from above definition are as follows

• 1.TQM is customer oriented.

• 2. TQM requires a long term commitment for continuous improvement of all processes.

• 3. The success of TQM demands the leadership of top management and continuous involvement.

• 4. Responsibility for establishments and improvement of systems lies with the management of an
organization.

• 5.TQM is a strategy for continuously improving performance at all levels and in all areas of
responsibility.

 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 organisation’s 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 self-
development and enhances employee’s interest in the job. The employee’s performance, thus, is not
restricted to the product or service areas but reflects in other spheres as well.

• 3. It channelises the procedures necessary to achieve quality performance. Quality in its true
sense can not be achieved instantly. It requires a systematic and a long-term 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 organisations 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 worklife 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. This can be assessed by a well-planned research
project or by carrying out an opinion survey periodically. The tangible and intangible benefits of
TQM are variable in nature.

• CONCEPTS AND PHILOSOPHIES OF TQM

• Total Quality Management (TQM), a buzzword phrase of the 1980's, has been killed and
resurrected on a number of occasions. The concept and principles, though simple seem to be
creeping back into existence by "bits and pieces" through the evolution of the ISO 9001
Management Quality System standard.

• Companies who have implemented TQM include Ford Motor Company, Phillips Semiconductor,
SGL Carbon, Motorola and Toyota Motor Company.

• The latest changes coming up for the ISO 9001:2000 standard’s "Process Model" seem to
complete the embodiment. TQM is the concept that quality can be managed and that it is a
process. The following information is provided to give an understanding of the key elements of
this process.

• TOTAL QUALITY MANAGE MENT(TQM) :

• Total
= Quality involves ever yone 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.

• TOTAL:
Every one associated with the company is involved in continuous improvement, in all functional
area, at all level.
 • 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.

• QUALITY:
Customer express and implied requirement is met fully.

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

What is ISO 9000?

• ISO 9000 is a family or series of standards established by International Standardization
Organization (ISO), executed and certified by accredited agencies about the quality standards of
products and entire processes within an organization. ISO 9000 provides a set of documentary
guidelines on all the work processes and resultant procedures of workflows. ISO 9000 consists of
seven documents: ISO 9000-9004, ISO 14000, and ISO 17000. ISO 9000 provides guidelines for
selection and use of other standards. ISO 9001 (also called ISO 9001: 2000) focuses on 20
aspects of a quality program for companies that design, install, and provide services of products.
ISO 9002 covers the same areas as ISO 9000 for companies that provide goods and services as
per the customer’s design and specifications or they have design and service facilities to some
other place. ISO 9003 addresses only the production processes. ISO 9004 contains guide lines for
interpreting other standards. ISO 14000 contains guide 10 lines for quality conformity through
quality assurance systems. ISO 17000 contains guide lines for meeting environmental safety
standards.

• When the standards of ISO 9000 are executed in an organization and its subsequent departments
like,
• operations, R&D, finance, accounts, marketing, HR, MIS and their sub-departments, their
performance
• standards on each and every process and procedure are documented. For instance, procurement/
purchasing department will document all the relevant guidelines about how to verify genuineness
of an order of raw material or any other supplies and seeking management approval before
buying, requesting quotations from preapproved suppliers, collecting and evaluating the data i.e.
the prices and other terms, negotiating terms of service, etc. The inspecting the raw materials
will take place when the reach in terms of ordered quantity, quality, price, and other
specifications provided to a supplier. The raw material will be isolated in a safe and secure place,
called “quarantine department”. Similarly employees’ recruitment and selection process and
subsequent procedures along with performance standards will be set.
 •
Benefits of ISO 9000 Certification
• At the outset (in the beginning) of ISO 9000 standards, it took 18 consecutive months and
$200,000 audit fee to help management and employees understand and implement quality
standards. Nowadays it takes less time and fee. First, a company requests an ISO 9000 certifying
company to suggest ways and means or inspect its quality management system (of products’
quality and quality of its entire systems), then the certifying company sets a fee and time frame
to provide consultancy, in which every one in the organization, from managers to workers are
involved in understanding all aspects of quality standards and systematic documentation of
workflows.

• When a company implements ISO 9000 guidelines and is certified by a qualified ISO 9000
consultant
• examiner (i.e. the certifying company), it is awarded with a certificate of ISO 9000. The
company’s name and other introductory details appear in directory of ISO 9000 certified
companies. Quality conscious companies and customers world wide find sources of suppliers
from such directories, so they enjoy great reputation and chances to win sales and business
contracts. Actually, compliance with ISO 9000 standards does not guarantee quality products but
rather it provides documentation to support claims on quality of products and entire system of an
organization.

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:

• Pursue New Strategic Thinking

• Know your Customers
• Set True Customer Requirements
• Concentrate on Prevention, Not Correction
• Reduce Chronic Waste
• Pursue a Continuous Improvement Strategy
• Use Structured Methodology for Process Improvement
• Reduce Variation
• Use a Balanced Approach
• Apply to All Functions

Principles of TQM
:
The Principles of TQM are as follows:

• Quality can and must be managed.

• Everyone has a customer and is a supplier.

• Processes, not people are the problem

.
• Every employee is responsible for quality
.
• Problems must be prevented, not just fixed.

• Quality must be measured.

• Quality improvements must be continuous.

• The quality standard is defect free.

• Goals are based on requirements, not negotiated

.
 • Life cycle costs, not front end costs.

• 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 perfor mance

• 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 process

TQM TOOLS

Total Quality Management (TQM) Tools

• Total quality management (TQM) tools help organizations to identify, analyze and assess
qualitative and quantitative data that is relevant to their business. These tools can identify
procedures, ideas, statistics, cause and effect concerns and other issues relevant to their
organizations. Each of which can be examined and used to enhance the effectiveness,
efficiency, standardization and overall quality of procedures, products or work
environment, in accordance with ISO 9000 standards .

• According to Quality America, Inc. the number of TQM tools is close to 100 and come in
various forms, such as brainstorming, focus groups, checklists, charts and graphs, diagrams
and other analysis tools. In a different vein, manuals and standards are TQM tools as
well, as they give direction and best practice guidelines to you and/or your staff.

• TQM tools illustrate and aid in the assimilation of complicated information such as:

· identification of your target audience

· positive and negative forces affecting business
· assessment of customer needs
· competition analysis
· market analysis
· brainstorming ideas
· productivity changes
· various statistics
· staff duties and work flow analysis
· statement of purpose

· financial analysis
· model creation
· business structure
· logistics analysis

• The list goes on, though essentially TQM tools can be used in any situation, for any number of
reasons, and can be extremely effective if used properly.

• TQM Tools

• The following are some of the most common TQM tools in use today. Each is usedfor, and
identifies, specific infor mation in a specific manner. It should be noted that tools should be used
in conjunction with other tools to understand the full scope of the issue being analyzed or
illustrated. Simply using one tool may inhibit your understanding of the data provided, or may
close you off to further possibilities.

• Pie Charts and Bar Graphs

• Used to identify and compare data units as they relate to one issue or the whole, such as budgets,
vault space available, extent of fonds, etc.

• Histograms
• To illustrate and examine various data element in order to make decisions regarding
them.
• Effective when comparing statistical, survey, or questionnaire results.

• Run Chart
• Follows a process over a specific period of time, such as accrual rates, to track high and low
points in its run, and ultimately identify trends, shifts and patterns.

• Pareto Charts / Analysis

• Rates issues according to importance and frequency by prioritizing specific problems or

causes in a manner that facilitates problem solving.

• Identify groupings of qualitative data, such as most frequent complaint, most commonly
purchased preservation aid, etc. in order to measure which have priority.

• Can be scheduled over select periods of time to track changes. They can also be created in
retrospect, as a before and after analysis of a process change.
 • Force Field Analysis
• To identify driving and restraining forces occurring in a chosen process in order to understand
why that particular process functions as it does. For example, identifying the driving and
restraining forces of catering predominantly to genealogists.
•
• To identify restraining forces that need to be eradicated, or driving forces that need to be
improved, in order to function at a higher level of efficiency.

• Cause and Effect, Ishikawa or Fishbone Diagrams

• designed by Kauro Ishikawa

• Illustrates multiple levels of potential causes (inputs), and ultimate effects (outputs),
of problems or issues that may arise in the course of business.

• May be confusing if too many inputs and outputs are identified. An alternative would be a tree
diagram, which is much easier to follow.

Focus Groups
• Useful for marketing or advertising organizations to test products on the general public.

• Consist of various people from the general public who use and discuss your product,
providing impartial feedback to help you determine whether your product needs improvement
or if it should be introduced onto the market.

• Brainstorming and Affinity Diagram s

• Teams using creative thinking to identify various aspects surrounding an issue.

• An affinity diagram, which can be created using anything from enabling software to post- it
notes organized on a wall, is a tool to organize brainstorming ideas.

• Tree Diagram
• To identify the various tasks involved in, and the full scope of, a project.
• To identify hierarchies, whether of personnel, business structure, or priorities.
• To identify inputs and outputs of a project, procedure, process, etc.

• Flowcharts and Modelling Diagrams

• Assist in the definition and analysis of each step in a process by illustrating it in a clear and
comprehensive manner.

• Identify areas where workflow may be blocked, or diverted, and where workflow is fluid.

• Identify where steps need to be added or removed to improve efficiency and create standardized
 workflow.

• Scatter Diagram

• To illustrate and validate hunches

• To discover cause and effect relationships, as well as bonds and correlations, between two
variables
To chart the positive and negative direction of relationships

• Relations Diagram

• To understand the relationships between various factors, issues, events, etc. so as to understand
their importance in the overall organizational view.

• PDCA

• The Plan-Do-Check-Act style of management where each project or procedure is planned

according to needs and outcome, it is then tested, examined for efficiency and effectiveness, and
then acted upon if anything in the process needs to be altered.

• This is a cyclical style to be iterated until the process is perfected. All of these TQM tools can be
easily created and examined by using various types of computer software (Pollock, 2003) or
by simply mapping them out on paper.

• They can also be easily integrated into team meetings, organizational newsletters, marketing
reports, and for various other data analysis needs. Proper integration and use of these tools
will ultimately assist in processing data such as identifying collecting policies, enhancing
work flow such as mapping acquisition procedures,

FOUR C’S OF TQM

• Commitment
• Competence
• Communication
• Continuous improvement

• FACTOR AFFECTED THE COMMITMENT OF THE EMPLOYEES:-

General worker attitude toward the company.

General worker attitude toward the supervisor.

Level 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 worker’s 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.

• RESEARCH METHODOLOGY

Research methodology is a way to solve the research problem in a systematic manner. It may understand
as a science of studying how the research is done significantly. The methodology may differ from
problem to problem, yet the basic approach towards the research remains the same. The sequence or
steps followed have been explained as under:

• UNIVERSE AND SURVAY POPULATION

The universe is the employee working at factory . I have selected 90 employee 32 FROM THE STAFF,
58 FROM THE WORKER for the survey.

RESEARCH DESIGN

This research is of EXPLORATARY RESEARCH DESIGN .I have used the questionnaire method for
collecting the data.

ANALYSIS PATTERN

Data collection:
This data is primary data, which I have been collected with the help of questionnaire. I have prepared a
questionnaire on the basis of the factors responsible for employee’s commitment in the organization.
 QUESTIONNAIRE

NAME :........................................................................................
DEPARTMENT :..........................................................................

NOTE: THIS QUESTIONNAIRE IS PURELY FOR ACADEMIC PURPOSES.

ALL THE INFORMATION PROVIDED WOULD BE KEPT CONFIDENTIAL.

1. Do you think the organization is quality conscious toward employees?

YES NO

2. Does the organization have the certification of ISO 9000?

YES NO

3. Is the organization providing quality assurance system & operation?

YES NO

4. Does the organization have quality circle?

YES NO

5. How many people are involved in quality circle?

Below 10 above 10 above 15 can’t say

6. How frequently the organizations have the meeting of quality circle?

Weekly quarterly monthly yearly

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

YES NO

8. Are the organization is going for the quality audit?

YES NO can’t say

9. Do you think the organization used bench marking, if any, please tell me the name of the benchmark
organization?
YES NO can’t say

If yes, then please spacify the name:..........

10.Does the organization have the certification of ISO 14000 or any other, if any please mention?
YES NO don’tknow

11. Are you practicing the six sigma for the error control?
YES NO don’tknow

12. A formal career planning process exist in the organization

Strongly Agree Strongly disagree Don’t know Agree Disagree
14. Employees are kept updated with changes in job skills & job designs?
Strongly Agree Strongly disagree Don’t know Agree Disagree

15. Formal or informal method is followed for employees feedback and acting on that feedback?
Strongly Agree Strongly disagree Don’t know Agree Disagree

16. Does the organization provide right environment to apply your knowledge from new programs to the
job?
Very much Some what Little Not at all

17. Do you feel that the organization is a good place to work?

Yes No Sometimes

18.Do you feel comfortable with rules and policy of the organization?
Yes No Sometimes

19. What types of relations are you having with your superior, peers and subordinates?
Good Average Poor
If bad then why it is so?
=> They are not cooperating.
=> Their behavior is not good
=> There is no proper communication.
=>All above

20. Do you feel that you can get ahead in the org. if you make an effort?
Yes No Sometimes

21. Do you get any reward on your good performance?

Yes No Sometimes

22. Do you find that your performance is properly measured in the organization?
Yes No Sometimes

23. Do you find that your job makes the best use of your abilities?
Yes No Some Times

THANK YOU FOR YOUR KIND CO OPERATION

DATA ANALYSIS AND INTERPRETATION

Q:1 Do you think the organization is quality conscious toward employees?

YES 81.11%
NO 18.89%
 YES
NO

INTERPRETATION : According to study 81.11 % means most of employee feels that both company
are much quality concious towards employee and 18.89 % feels that company is not quality concious
towards employee so

Q: 2. Does the organization have the certification of ISO 9000?

YES 92.22%
NO 7.78%

YES
NO
INTRPRETATION: About company 92.22% employee knows that company is having ISO 9001
certificate but still there are 7.78 % employee doesnt know that company is ISO certify to make them
aware company must have to advertise their quality certificate into their employee becouse in total
qualitative management every employee of company must be aware about company .

Q:3 Is the organization providing quality assurance system & operation?

YES 52.22%
NO 47.78%

YES
NO

INTERPRETATION:More than half employee feels that company is providing quality assurance and
operation.and less than half employee feels that company is not providing quality assurance system and
operation.

Q:4 Does the organization have quality circle?

YES 78.89%
NO 21.11%
 YES
NO

INTERPRETATION: 78.89% employee said that company does not have any quality circle so here for
implement and maintain total quality company should need to generate quality circle .

Q:5 How many people are involved in quality circle?

BELOW 10 5.55%
ABOVE 10 3.33%
ABOVE 15 3.33%
CAN'T SAY 2.22%

BELOW 10
ABOVE 10
ABOVE 15
CAN'T SAY

INTERPRETATION: 21.11% Employee said that company is having quality circle out of that 5.55%
said quality circle having less than 10 members.
3.33% said this group is having more than 10 and morethan 15 members and 2.22 % are cant say about
member of quality circle.
Q:6 How frequently the organizations have the meeting of quality circle ?

WEEKLY 7.78%
QUARTERLY 0.00%
MONTHLY 5.56%
YEARLY 1.11%

WEEKLY
QUARTERLY
MONTHLY
YEARLY

INTERPRETATION: Some employee of meso feels that meso is having quality circle and according to
them this quality circles meets every week some said monthly and yearly.

Q:7 Do you know about the agenda of information or any other information ?

YES 6.67%
NO 83.33%
DONT KNOW 10.00%
 YES
NO
DONT KNOW

INTERPRETATION : Most of the employee’s feel that they have no proper information about the
agenda , policies, practices followed in the organization. But some of employees feel that there is proper
communication of agendas. Very less employees who knows about information of agenda
Most of the facts related with the organization are hided by the management from the employees.so to
increase commitment of employees meso should have to share their vision and information with
employees.

Q:8 Are the organization is going for the quality audit ?

YES 85.56%
NO 5.56%
CAN'T SAY 8.89%

YES
NO
CAN'T SAY

INTERPRETATION ; Most of employees feels that organization is regularly going for quality audit this
shows that most of employees aware about quality conciousness of organization.

Q:9 Do you think the organization used bench marking, if any, please tell me the name of the benchmark
organization?
YES 4.44%
NO 35.56%
CAN'T SAY 60.00%

YES
NO
CANT SAY

INTERPRETATION: Most of employee feels that they cannot say that weather meso is using any
benchmarking .but very less employee said that company is using LAKME AND HINDUSTAN
UNILEVER as a benchmark..some employee said they are not using any benchmarking
.
Q:10 Does the organization have the certification of ISO 14000 or any other, if any please mention ?

YES 3.33%
NO 46.67%
DONT KNOW 50.00%

YES
NO
DONT KNOW
INTERPRETATION: Half of employee don't know that meso is having ISO 14000 certificate.some of
employee said that meso is applied for ISO 14000 and some said that meso does not have ISO 14000
certificate.

Q:11 Are you practicing the six sigma for the error control ?

YES 2.22%
NO 26.67%
DONT KNOW 71.11%

YES
NO
DONT KNOW

INTERPRETATION: Most of employee feels that they dont know about any method or six sigma
method for quality management . Some employee feels that meso is not using any six sigma or any
method for quality management. Meso can use six sigma or continueus improvement method for
implement of total quality management one of this method can increase the quality of meso.

Q:12 A formal career planning process exist in the organization ?

STRONGLY AGREE 15.56%

STRONGLY DISAGREE 36.67%
DONT KNOW 26.67%
AGREE 10.00%
DISAGREE 11.11%
 STRONGLY AGREE
STRONGLY DISAGREE
DONT KNOW
AGREE
DISAGREE

INTERPRETATION: Most of employees feels that there is no existance of formal career planning .
Some of them are dont know that weather meso is providing any career planning .so if organization
provide career planning then this will increase the commitment of employees.and indirectly this will
lead organization to total quality management.

Q:13 Employees are kept updated with changes in job skills & job designs ?

STRONGLY AGREE 11.11%

STRONGLY DISAGREE 34.44%
DONT KNOW 24.44%
AGREE 16.67%
DISAGREE 20.00%

STRONGLY AGREE
STRONGLY DISAGREE
DONT KNOW
AGREE
DISAGREE
INTERPRETATION: Most employee feels that employees are not kept updated with change iin job
skills and job design. Some of them dont know about this. Some are agreed that organization keep
regularly update with change in job skills and job design and they provide training.so management
should keep updated with changes in skills and design of job so that this will increase the efficiency of
employee and also productivity of employees.

Q:14 Formal or informal method is followed for employees feedback and acting on that feedback ?

STRONGLY AGREE 14.44%

STRONGLY DISAGREE 22.22%
DONT KNOW 20.00%
AGREE 20.00%
DISAGREE 23.33%

STRONGLY AGREE
STRONGLY DISAGREE
DONT KNOW
AGREE
DISAGREE

INTERPRETATION : Most of employees feels that management does not want feedback and dont want
to worked on feedback of employee.some employee feels that management follow their feedback so
management should involve employees in decision-making so that this will build commitment and
loyalty of employees towards organization.

Q:15 Does the organization provide right environment to apply your knowledge from new programs to
the job?

VERY MUCH 14.44%

SOMEWHAT 32.22%
LITTLE 48.89%
NOT AT ALL 11.11%

VERY MUCH
SOMEWHAT
LITTLE
NOT AT ALL

INTERPRETATION : Most of employees feels that organization provides very little environment to
apply their knowledge . Some feels that they provide somewhat positive and right environment to apply
their knowledge. So for better qualitative production, management should provide right environment to
apply employees knowledge and their skills .

Q:16 Do you feel that the organization is a good place to work?

YES 67.78%
NO 7.78%
SOMETIMES 24.44%

YES
NO
SOMETIMES

INTERPRETATION : Most of employees feel that this organization is good place to work. This shows
their commitment of employees towards organization.

Q:17 Do you feel comfortable with rules and policy of the organization?

YES 54.44%
NO 10.00%
SOMETIMES 35.56%

YES
NO
SOMETIMES

INTERPRETATION : Most of employees feels that they are fully comfortable with rules and policy of
the organization. Some of employees feels that they are sometimes comfortable with rules and regulation
policy of organization.

Q:18 What types of relations are you having with your superior, peers and subordinates?

GOOD 54.44%
AVERAGE 45.56%
POOR 0.00%

GOOD
AVERAGE
POOR
INTERPRETATION : Most of employees feel that their relation with their boss , peers and subordinates
are good and average this shows that proper relationship are maintained in organization. All employees
having good relation with each others.

Q:19 Do you feel that you can get ahead in the org. if you make an effort?

YES 54.44%
NO 30.00%
SOMETIMES 15.56%

YES
NO
SOMETIMES

INTERPRETATION : Most of employees feel that they can get ahead in the organization if they make
an effort . Some feels that they can not get ahead weather they make an effort or not. Here employees
needs more non financial motivation so that they can make more effort towards quality.

Q;20 Do you get any reward on your good performance?

YES 25.56%
NO 50.00%
SOMETIMES 24.44%
 YES
NO
SOMETIMES

INTERPRETATION : Most of employees feels that they did not get ever any reward on their good
performance. Some feels that they get reward on their good performance. To motivate employee
organization should provide performance based pay or any reward on good performance so that
employees feel motivated and this will increase job satisfaction of employees.

Q:21 Do you find that your performance is properly measured in the organization?

YES 25.56%
NO 35.56%
SOMETIMES 38.89%

YES
NO
SOMETIMES
INTERPRETATION : Most of employees feels that their performance is sometimes measeured in the
organization.some of them feel that their performance is not properly measured in the organization. So
for employees fully involvement in job their performance should be properly measured in the
organization.

Q:22 Do you find that your job makes the best use of your abilities?

YES 40.00%
NO 21.11%
SOMETIMES 38.89%

YES
NO
SOMETIMES

INTERPRETATION : Most of employees feels that their job makes best use of their ability. This shows
that organization is using best use of employees ability.

FINDINGS & CONCLUSION

• Organization is totally quality conscious towards employee and all the employees are totally
aware with this thing . This shows that employee knows that due to quality consciousness
organization making optimum use of their abilities.

• Organizatin is using quality control department to keep eyes on good quality at every stage but
still employees feel that there is absence of quality assurance system and operations are not fully
qualitative.
 • Organization is not having any quality circle accept quality control department only this
department keeps eyes only on production issues so some of employees feels that quality circle is
doing work same as quality control so here organization need to establish quality circles so that
every department can get optimum qualitative outputs.

• In the organization there is absence communication of shared vision and mission ,goals.

• There is absence of formal career planning in the organization .

• Employee’s are not kept updated with changes in job design and job skills.

• Employee's feel fears to give feed back on work becouse there is very less chance to act on that
feedback of employee's. so employee's are not providing feed back.

• Organization is not providing right and positive environment to work .Employees use their
knowledge and skills to generate data-driven recommendations that will lead to well-informed
decisionmaking.
•
• Employee's performance is not properly measured in the organization and also most of
employee's demotivated due to no reward system on good performance.There must be rewards
for results.

RECCOMENDATIONS TO IMPLEMENT TOTAL QUALITY MANAGEMENT

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.

• Develops overall company awareness and company unity

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.
Recognizes employees for their knowledge, skills, and contribution toward improvement Self-
potential system should be encouraged.

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

• Proper cooperation should be necessary in the company.

TO IMPLEMENT TOTAL QUALITY MANAGEMENT

• Total Quality Management (TQM) is a philosophy in which the core focus is meeting the
employee's needs and ensuring their satisfaction. Quality in all levels of the organization and
reduction of waste are the key components. Implementing Total Quality Management must start
at the top. Upper level executives must not only embrace the concepts of TQM, but must also be
actively involved in promoting the employee's needs first.

• Assess the overall health of the company as it currently operates. If conditions such as lack of
management skills and poor employee morale currently exist, you must address those problems
first for a better chance of success in implementing Total Quality Management.

• Study the history of the company in relation to change. If the company has a good track record of
responding favorably to changes in the marketplace and making necessary modifications to
business practices along the way, it is probably a good candidate to implement Total Quality
Management.

• Introduce the concept of Total Quality Management to senior level executives. Implementing
Total Quality Management can't be delegated, it must be driven by senior management in order
to succeed.

• Enlist the services of Total Quality Management consultants. They can help you to audit the
company in its current state, suggest areas of improvement and provide training to key
employees who can then pass along that information to other employees.

• Empower the employees to identify needed changes, with the knowledge that management
values their ideas. Systems of reward for measurable improvements should be considered.
Employees at all levels of the organization must feel that what they do contributes to the
customer's satisfaction.

• Realize that implementing Total Quality Management is a long process and doesn't happen
overnight. But with management commitment, consistent training of employees and an eye on
the ultimate goal of retaining satisfied customers, Total Quality Management can be achieved
• Involve your employees in the earliest stages of the creation of a quality management system and
 involve them in the implementation project on the first day. Keep them involved in the quality
process on a personal level.
• Employees may become defensive or express anger at the thought of "more management
nonsense." Let them yell and complain all they want to and don't take it personally. Eventually,
they'll begin to listen and come to believe in the value of the system.

• Establish a "constant learning environment." Both management and labor must be willing to talk
with and learn from each other, without fear of repercussions. Directed "bull sessions," safety
meetings or any other informal gathering of the employees represents the opportunity for a free
exchange of ideas between management and labor, if management and labor understand these
teaching/learning sessions are for the benefit of all. An effective quality management system is a
process of reducing the number of errors and omissions through questioning, learning and
remodeling.

• Promote the use of real-time feedback and discourse at--and between--all levels of management
and labor. If a process is not working, fix it; don't wait for it to fix itself. If someone--no matter
what their level of expertise or job classification--sees a problem or a solution to a problem, they
must be encouraged to come forward. It is everyone's job to see problems and construct
solutions, not just the job of management. Management has the additional task of sorting through
solutions offered by personnel "on the ground" to determine the viability of those solutions to
quality of process and production.

• Use positive reinforcement throughout the implementation phase and beyond. Creating an
environment of trust sometimes means ignoring bad behavior while rewarding good behavior;
only when that trust is established can a sense of community between workers and management
thrive. The implementation of a quality management system represents a profit center for any
business; implementing a quality management system can be a gruesome task but will pay
handsome rewards in the quality of goods and in employee retention and loyalty.

• Use everyone to follow up on each stage of the implementation process and fine-tune the process
as required. If you see that one part of the implementation process is unsteady, find out why
things are going wrong; make the necessary changes to bring the process back on track.

• Follow through to ensure the quality management system is achieving the planned results.
Giving direction is only half of the job; the other half of the job is ensuring directions are
followed and are achieving the desired goals. In terms of the implementation of an effective
quality management system, this means results will be measured by a increase in efficeincy and
productivity , a reduction in returned goods and a reduction in wasted effort and materials.

• The successful TQM company provides training to employees in the order illustrated 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.
 • Establish quality improvement teams also known as Quality Circles .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:

Increased Employee Value

Informed Employees
Technical Training
Quality Training
Employee Suggestions
Employee Participation
Higher Quality of Artistry
Personal Development

• This is a long-range program and results come slowly. Patience must be exercised
continually.This is highly important. Members must want to join or depart from teams freely.Be
consistent in the mode of advertising activities. Think it out before implementing it to avoid a
paper mill trap. Get all company employees educated about teams - not a select few.the team
members must trust those involved in the program not to steal their problems or solutions

This are some recommendation which i suggest to organization to implement total quality management
programme.

LIMITATION
Employees of the organization may hide the fact.

Employees did not agree to disclose all the confidential data.

Number of respondents are very less, so clear conclusion can’t be

drawn.

Review of Existing literature:

Many people have work on this topic. They sum up various finding. They found that apply TQM
has directly increased their morale; increase the satisfaction lever and commitment toward their
work. These are the finding of various researchers.
Several articles have been published in different journals , magazines and newspaper such as
HARVARD BUSINESS REVIEW,THE ECONOMIC TIMES,VIKALPA etc.
But the effect of TQM on employees commitment in the company has so far not undertaken.
This project has been done first time in the company.
 BIBLIOGRAPHY

• WWW.WIKIPEDIA.COM
• VIKALPA
• QUALITY DIGEST