Project TQM

A Study of Total Quality Management in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.
Chapter No. 1
INTRODUCTION
1.1 Introduction to the study

Total quality management (TQM) has spread its wings in every sphere of the global corporate world and Indian companies are no exception. In this paper, first the growth and spread of TQM in India is traced from its initiation to current status. Further, the paper has tried to identify the causes for poor quality of products and service, and the gaps that exist between the expectations and the outcome after adopting the TQM practices. Later a critical view of the quality scene in India is presented, and finally, based on these observations suitable guidelines and recommendations are made to bridge this gap. It is concluded that there is still a long way to go for Indian companies to receive the stamp of acceptance for their products at international level. This is Total Quality Management Project Report. Human resource is the most important factor for any organization and success of any Organization is depending upon its resource. If human resource of organization is not happy with the organization. It will adversely affect the organization. The higher degree of commitment toward work will improve productivity and will decrease rejection cause due to human factor. So, to make the people happy is the responsibility of the organization. So this study is helpful to measure the level of commitment toward work and to know the factor affecting the commitment level.
1.2 Statement of problems

The main emphasis will be on to find out quality employees commitment toward their work as a result total quality implementation.
1.3 Objective of the study

The objectives of this study are: 1. To find the extend of TQM implemented in the organization.
Sikkim Manipal University
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2. To study the level of commitment of employees toward their work. 3. To find out factor influencing the commitment.
1.4 Significance of study

The study on the topic Total Quality Management will be useful not only to the researcher but also to the management. The study has wide scope in understanding the degree of commitment of the employee towards organization. It also useful in understanding the various factors that influence and motivate the employees to perform. It can be applied to understand the problems faced during their stay and the role of various organizational factors on the behavior of the employees. This study finds wide application of various theoretical concepts into practice.
1.5 Research Methodology

1.5.1 Research Methodology:Research methodology is the process which helps in selecting tool to achieve objective. The research was conduction in descriptive form. Marketing research specifies the information required addressing these issues, design the method for collecting information manages and implement the data collection process, analysis result and communicates finding and their implications. Both primary and secondary data were collected by the researcher.
1.5.2 Sources of Data collection 1.5.2.1 Primary data

Data obtained from the first hand by the research is called as primary data. Here the main source of primary data collection was interview, discussion and interaction with employee by using questionnaire. 1.5.2.2 Secondary data Any data which has gathered earlier for some other purpose are secondary data in the hands of marketing researcher. Refer to data available in the some form or another and
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many include the result of previously performed research or other available material such as internet, reports. Various sources of secondary data are Internet News paper Interaction with company employee, Various HR related books, and Company website.
1.5.3 Sampling Procedure

Sampling plan has three parts, are as follows. 1.5.3.1 Study Area Employees and some part of workers of fabtech project Ltd. 1.5.3.2 Sample sizeSample was selected which will cover the substantial portion to achieve the reliable result. The sample size was selected 110 respondents. 1.5.3.3 Sampling Method Simple Random sampling
1.6 Limitation of the study:1. Employees of the organization may hide the fact. 2. The management did not agree to disclose all the confidential data. 3. Number of respondents is very less, so clear conclusion cant be drawn. 4. The study is limited to employees and workers. 5. The information was taken from human resource department, Further the questionnaire setup was checked from human resource and objectionable questions were dropped.
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Chapter No.2 Company Profile

2.1 About of Organization
With a vision to create state-of-the-art cotton yarn spinning unit, Fabtech group initiated the project development during the financial year 2006-07. Fabtech textiles is situated in Sangola, district Solapur around 5 hours drive from Pune. The factory with ultramodern equipment for Cotton Yarn manufacturing spans over 11 acres of land. The total built up area consisting of the Production unit, ancillary block, administration block, training lab and guest rooms is spread over 20,000 square meters The Companys executive director is Mr. Bausaheb Rupnar and Vice President is Mr. Patil. The Textile project is divided into two phases. Phase 1: The first phase of 15,600 spindles is already installed and commissioned. Production activity in Phase 1 has also been started. The cost of Total Plant & Machinery installed till date is Rs.200Million. Phase II: The phase II of the project is already underway and will cater to a capacity of 14,400 spindles. Estimated Cost of Plant and Machinery for Phase II is expected at Rs.225 Million.
2.2 Vision and Mission

Vision To be a world-class leader in our business and achieve global standards through quality and innovation. We are committed to bring value and higher returns for our associates and stakeholders. To partner with our clients and associates in achieving better standards of excellence by overcoming challenges with zeal and confidence. Mission
To become one of the leading engineering companies in the world with a foundation built on quality, safety, innovation and cost competitiveness
To establish a culture of innovation, self-motivation and ownership towards work
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To provide cost-effective and quality solutions for our clients To strive to achieve better standards of quality and excellence in any ecosystem To invest in eco-friendly systems To extend the benefits of industrial development to rural India through employment generation and women empowerment
Foster team bonding and encourage employees to embrace new ideas, and build HR processes for nurturing skills and capabilities
2.3 Historical Background:Fabtech was established in the year 1992 by Mr. B.A. Rupnar as a fabrication unit for Carbon Steel pressure vessels; developed into manufacturing of reactors, columns, vessels of exotic metals. Started with EPCC for mounded storage facilities and now is one of the market leaders for EPCC projects for various process units and mounded bullet vessels Fabtech has executed export orders for Design, Fabrication and Supply of ASME "U" Stamp Pressure Vessels / Filters, Pressure Vessels for Water Treatment plants, LPG / Propane Storage Bullets & Mobile Tankers and process units for various countries like, United States of America, England, Sudan, Sri Lanka, Dubai, Indonesia, Australia, Turkey, Bangladesh and Nepal. Year of Establishment Nature of Business Major Markets : : : 1992 Manufacturer Indian Subcontinent, East Asia, Middle East & South East Asia
2.4 Different Departments of Organization:

FABTECH PROJECTS & ENGINEERS LTD., EKHATPUR is a very big Factory in Solapur district. It is having various functional departments for smooth and systematic working those department are -
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HR&Safety Department. Accountant Department. Production Department. Engineering. Inventory Management. ERP system.
2.5 Different Products

Equipments Manufacturing Under the equipments manufacturing division following process equipment are manufactured using Carbon Steel, Stainless Steel, Alloy Steel as well as cotton yarn.

Reactors Process Columns Heat Exchangers (Shell / Tube / Finned Types) Dryer and regenerator Pressure vessels Separators Heat Exchangers (Shell / Tube / Finned) Degasser Purifier vessels Pressure swing absorbers Scrubbers Pulsating Chambers Cryogenic Vessels and Cotton yarn
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2.6 Organization Chart:
Chairman
Board of Directors
Managing Directors C.O.
Finance
Administration Production engineer
Production
HR
Shift officer
Spinning Manager
SQC Dept
Maintenance Dept
Engineering Dept
Shift in charge
SQC in charge
Maintains Charge Chief Engineer
Supervisor
Investigator
Supervisors
Deputy Engineer
Jobbers
Wrapping Boy
Workers
Workmen
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2.7 Future Plan of the Organization:

To increase production capacity. Fabtech Group is also in the process of setting up educational institutions in Moshi, Pune. Future project: Five ward hospital and an old age home.
2.8 Company Profile:

Company Name
Fabtech Projects & Engineers Limited, textile division, Sangola.
Year of Establishment Office
1992 Pune
Products
Cotton yarn
Capacity of Production Registered Address
3600 tone per year Gat No.620/621, At Post-Ekhatpur, Tal- Sangola, Dist. Solapur-413 307.
Telephone No.
02187-222795
Fax E mail
02187-222795
fabtechtex@gmail.com www.fabtechtex.com
Sangola
Website
Branch Supplier of Raw material
cotton purchased from Private Party
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2.9 Manufacturing Process of Cotton Yarn

The basic procedure in cotton yarn spinning is the raw cotton is converted into a thread of required quality and of a required count. The manufacturing process and value addition/function of each stage of continuous process is explained as under. Sr. No. Department 1 BLOWROOM Type of Activity Carryout Raw & un-cleaned cotton is fed into the blow room unit and impurities of cotton such as trash, foreign particles and other impurities are removed from cotton. The fire diversion system diverts to a wet pond outside the factory, any cotton that might catch fire due to friction of the impurities. The Premier contamination clearer system results in highly cleaned cotton and this is directly fed to carding machines through chut feed method. 2 CARDING The cleaned cotton fed through chut from blow room is further cleaned though lickerin wires and fine cleaned cotton is converted into sliver using LMW carding Machines. The cotton sliver/noil is stored in cans. 3 COMBING The carding sliver is further passed though combing unit and short fiber contents of the cotton is further removed from the sliver and cotton sliver/noil of very fine quality is manufactured. 4 DRAWFRAME Multi slivers drawn from combers are fed into this units and single sliver of these multi slivers is manufactured. The draw frame finisher further enhances the slivers before the spinning operation 5 SPEED FRAME This is the beginning of real spinning of the yarn. The sliver is spun into primary stage of yarn, at a speed of 1,000-1,200 rpm and the sliver is winded on to pre-primary bobbin
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RINGFRAME
The speed frame bobbins are loaded to the ring frame machines and final yarn is manufactured. The ring frame machine has a speed of 16,000 to 22,000 rpm and it is the final stage of yarn manufacturing. The yarn is winded on plastic bobbins.
AUTOCONNING We have specialized Auto conning machinery imported from Germany that is used to wind the yarn on bobbins onto cones of required quantity say, 1.00kg, 1.50kg, 1.89kg or say 3.00 kgs, as per requirement.
YARN
The yarn cone of required size, manufactured on auto
CONDITIONING coning machine is loaded on trollies and the trollies are loaded into high pressure steam vessel. The high-pressure vessel of steam is carrying out the process of yarn conditioning and improves the strength value of the yarn 9 CHECKING PACKING & The yarn taken out from the yarn conditioning machine is checked in ultraviolet light for contamination in yarn and finally yarn is packed in HDPE Bag or Cartoon as per requirement.
2.10 Infrastructure
Fabtech has six manufacturing units in Pune and one manufacturing unit in Solapur district Advanced manufacturing facilities including Covered shops Bending facilities Handling facilities (EOT & mobile Cranes) Heavy Press machines Automatic & manual Welding machines Drilling facilities Qualified & experienced manpower for production & quality control in shops
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Qualified & experienced manpower for handling projects from Office as well as site Equipments / Tools / Tackles for projects execution Streamlined processes enabled by SAP ERP system
2.11 Uniqueness of the project:

The setup of the project is planned very scientifically and systematically with due importance to facilitate smooth flow of material and ease of production Energy conservation and saving is given topmost priority, in selection of machinery vis-a-vis productivity Selection of state of the art and latest technology machines with low electric consumption and high production ratio, will give better cost effective production. Combination of machinery is planned systematically, to keep the managements hands free to use flexible product mix of production line From day one, an ERP software is installed for production and management reporting. Ultramodern testing equipments such as Uster and Premier make equipment will definitely help in producing high quality yarn.
2.12 Corporate Social Responsibilities:

Fabtech has recently established a textile unit for manufacturing cotton yarn at Sangola, Solapur. As part of its corporate responsibility Fabtech is empowering rural population through education and skills development. The unit is enabling Fabtech to extend the benefits of industrial development to rural India through employment generation and women empowerment. Fabtech Group has setup spinning mill and garment factory at Sangola, Solapur as employment oriented units in backward/ drought prone area. Fabtech has set up college in Sangola to enable higher education at reasonable cost for local students. Sikkim Manipal University -11-
Chapter No. 3 Theoretical Background
3.1 Introduction:
An organization needs to consider ABCD for the effective application of TQM where A stands for accident cure, B stands for breakdown, C stands for cost reduction and D stands for damage. This policy of ABCD is in relation to product and if TQM needs to be introduced a positive attitude from the side of management and employees is required and then a collective effort will come up. TQM should give chance for unleashing employees creativity and potential. The aim of TQM is to reduce variations in quality of the products as well as in the working of whole organization. For the successful implementation of TQM, an organization must consider the commitment from all the level of organization. A name itself is sufficient to describe everything but a bit more clarification will add to a base for the description. TQM talks about the satisfaction of customer, supplier, employees etc. and it requires continuous improvement. If the workers of an organization are efficiently working then their morale will go up. TQM works effectively if the organization works in a family manner. TQM works on one belief that mistakes can be avoided and defects can be prevented. And management should believe in watching each and every step. Here management is like a father, employees are the children and manager is like mother and as father and mother takes care for their home collectively the same way , management and managers are supposed to take care for their organization with the help of tool called TQM. Total quality management is called total because entire organization is involved, Quality means degree of excellence. And management in literal sense means getting things done by others. In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work. The earlier introduced quality management concept is now taken over by Total quality management. To have effective TQM the first requirement is strong internal motivation and emotional involvement for implementation. So the concept of TQM
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talks about adopting the new policy, creating quality products, eliminate defects, estimate for breakdown, accidents etc . Hence TQM should be purpose driven so first the whole organization should be willing to accept the change then only TQM can actually affect the organization in a positive way. TOTAL QUALITY MANAGEMENT Success in our modern business world depends greatly on the right approach to manage a business. Businesses have to deal with tough competition and new technological challenges. Quality of Product and Service becomes more important.TQM is an integrative philosophy of management for continuously improving the quality of employee performance, products and processes.
Definition of total quality management: Total Quality Management (TQM) is an approach that seeks to improve quality and performance which will meet or exceed customer expectations. This can be achieved by integrating all quality-related functions and processes throughout the company. TQM looks at the overall quality measures used by a company including managing quality design and development, quality control and maintenance, quality improvement, and quality assurance. TQM takes into account all quality measures taken at all levels and involving all company employees. Total Quality Management (TQM) is defined as a Management method relying on the cooperation of all members of an organization. A Management method that centers on Quality and on the long-term success of the organization through the satisfaction of the
Customers, ass well as the benefit of all its members and society. Structure of TQM
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3.2 What Is Total Quality Management

Total quality management is a management system for a customer focused organization that involves all employees in continual improvement of all aspects of the organization. TQM uses strategy, data, and effective communication to integrate the quality principles into the culture and activities of the organization. TQM is seen as the most comprehensive approach to Quality thinkable for an enterprise. The pillars of Total Quality Management are T Q M
T stands for Total It is the Integration of the Staff, Suppliers, Customers and other Stakeholders. Away from Party- specific Thinking to a more holistic approach.
Q stands for Quality It is the Quality of the work and the process of the Enterprise leading to Quality of Products.
M for Management It stresses the leadership task "Quality" and the Quality of leadership. From a scientific point of view TQM can count as school of Leadership. From the enterprises point of view TQM can be seen as a Leadership Model.
3.3 Origins of TQM

Total quality management has evolved from the quality assurance methods that were first developed around the time of the First World War. The war effort led to large scale manufacturing efforts that often produced poor quality. To help correct this, quality inspectors were introduced on the production line to ensure that the level of failures due to quality was minimized. After the First World War, quality inspection became more commonplace in manufacturing environments and this led to the introduction of Statistical Quality
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Control (SQC), a theory developed by Dr. W. Edwards Deming. This quality method provided a statistical method of quality based on sampling. Where it was not possible to inspect every item, a sample was tested for quality. The theory of SQC was based on the notion that a variation in the production process leads to variation in the end product. If the variation in the process could be removed this would lead to a higher level of quality in the end product. After World War Two, the industrial manufacturers in Japan produced poor quality items. In a response to this, the Japanese Union of Scientists and Engineers invited Dr. Deming to train engineers in quality processes. By the 1950s quality control was an integral part of Japanese manufacturing and was adopted by all levels of workers within an organization. By the 1970s the notion of total quality was being discussed. This was seen as company-wide quality control that involves all employees from top management to the workers, in quality control. In the next decade more non-Japanese companies were introducing quality management procedures that based on the results seen in Japan. The new wave of quality control became known as Total Quality Management, which was used to describe the many quality-focused strategies and techniques that became the center of focus for the quality movement.
Diagram below demonstrates the foundational pillars of TQM:
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3.4 Concept of TQM:

The Total quality management (TQM) concepts were first developed by a number of American consultants, including Wetware Deming, Joseph Juran, and A. V. Feigenbaum. The TQM Philosophy greatly emerged under the Demings quality management philosophies were first developed in the prior to World War II. Total Quality Management is an approach to the art of management that originated in Japanese industry in the 1950's and has become steadily more popular in the West since the early 1980's. The total quality concept is based on the following steps i.e., chain reaction they are as below: Improved Quality results to decrease costs because of less rework fewer mistakes, fewer delays, and better use of time and materials. As a result productivity improves. Better quality output capture to higher market share and allows the company or organization to raise prices. This increases the companys profitability and allows it to stay in business. Quality output capture the market for this purpose the company creates more jobs. It involves the problem-solving, and defining and satisfying customer expectations.
Basic concept: TQM is a philosophy. It enables the organization to meet the needs and rising expectations of employees constantly. It is a strategy for survival in business. Following are the basic requirements to implement TQM. 1) Commitment and involvement of the management. 1) Effective participation of the work force. 3) Aim for continuous improvements. 4) Treating suppliers as partners. 5) Establish performance measures for process. 6) Effective horizontal & vertical communication within the organization.
Quality control techniques, cost cutting measures were implemented.
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Comparison of old & new culture:

Quality element Definition Priorities Decision making process. Emphasis Responsibility Problem solving Old culture Product oriented Quality to service then cost Short term Detection Quality control & production Management TQM Customer oriented All are equal Long term Prevention Everyones responsibility Team
Advantages of TQM:
1) 2) 3) 4) 5) 6) 7) 8) 9) Helps to improve the overall quality of product or services. Reduces wastages of all types, less stress and friction. Create bench mark for other industries to follow. Improves productivity at all levels. Helps to cut costs and improves bottom line (profit) Motivation to employees through their participation in quality circles. Improved relations with suppliers. Make organization more competitive in the market. Create quality culture for growth & longetivity.
10) It provides excellent working environment. 11) Prevention of defects than detection and repairs. 12) Develop culture for continuous improvement.
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3.5 Principles of TQM

TQM is not something that happens overnight. While there are a number of software solutions that will help organizations quickly start to implement a quality management system, there are some underlying philosophies that the company must integrate throughout every department of the company and at every level of management. Whatever other resources you use, you should adopt these seven important principles of Total Quality Management as a foundation for all your activities. 1. Be Customer focused: Whatever you do for quality improvement, remember that ONLY customers determine the level of quality. Whatever you do to foster quality improvement, training employees, integrating quality into processes management, ONLY customers determine whether your efforts were worthwhile. 2. Insure Total Employee Involvement: You must remove fear from work place, then empower employee... you provide the proper environment. Everyone in the company, from the workers on the line to the upper management, must realize that they have an important part to play in ensuring high levels of quality in their products and services. Everyone has a customer to delight, and they must all step up and take responsibility for them. 3. Process Centered: Fundamental part of TQM is to focus on process thinking. 4. Integrated system: All employees must know the business mission and vision. 5. Strategic and systematic approach: Strategic plan must integrate quality as core component. 6. Continual Improvement: Using analytical, quality tools, and creative thinking to become more efficient and effective. Total Quality Management is not something that can be done once and then forgotten. Its not a management phase that will end after a problem has been corrected. Real improvements must occur frequently and continually in order to increase customer satisfaction and loyalty. 7. Fact Based Decision Making: Decision making must be ONLY on data, not personal or situational thinking. The statistical analysis of engineering and manufacturing facts is an important part of TQM. Facts and analysis provide the basis for planning, review and performance tracking 8. Communication: Communication strategy, method and timeliness must be well defined.
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3.6 TQM. Methods:

1) Identify quality problems, analyze and find solutions. 2) Establish quality measurement and assurance program in all the departments. 3) Provide training to all. Create excellent working environment. 4) Implement 5 S culture (good house keeping) 5) Establish quality circles through participation of employees. 6) Establish statistical process control techniques. 7) Make the design more robust, reliable and safe.
3.7 Quality audit:

It is a systematic independent & documented process for obtaining audit evidence and evaluating objectively to determine whether the stated criteria are fulfilled. It is conducted for deciding performance, corrective steps taken or not, follows up for noncompliance items and continuous improvement. Hence Auditor must be well trained in audit process, examination of documents, collection of data through record, observations, discussion/interview etc. Auditing is done for quality system, departments, product quality and documentation. Auditing is done in 4 stages. 1) Audit notification. 2) Audit conducted thru examination of documents, observations and interview. 3) Verification, Compliance/Noncompliance report and summarizing the observations. 4) Corrective actions proposed. 5) Follow up and close. 6) Registration. 7) Maintain the system.
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3.8 TQM Implementation Approaches

You can't implement just one effective solution for planning and implementing TQM concepts in all situations. Below we list generic models for implementing total quality management theory: 1. Train top management on TQM principles. 2. Assess the current: Culture, customer satisfaction, and quality management system. 3. Top management determines the core values and principles and communicates them. 4. Develop a TQM master plan based on steps 1, 2, 3. 5. Identify and prioritize customer needs and determine products or service to meet those needs. 6. Determine the critical processes that produce those products or services. 7. Create process improvement teams. 8. Managers support the efforts by planning, training, and providing resources to the team. 9. Management integrates changes for improvement in daily process management. After improvements standardization takes place.
10. Evaluate progress against plan and adjust as needed. 11. Provide constant employee awareness and feedback. Establish an
employee reward/ recognition process.
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Chapter No.4 Data analysis and Interpretation
4.1 DATA ANALYSIS & INTERPRITATION

Table No 4.1 Title: Table showing that quality consciousness of organization toward employees Answer Yes NO Total Number of respondent 84 26 110 (source-survey) Graph No 4.1 No of respondents
24%
Percent 76 24 100
76%
Yes No
Interpretation : Above table 4.1 indicates that 76 percent of employees thinks that organization is quality conscious toward employees and 24 percent are not agree about quality consciousness of organization toward employees.
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Table No 4.2 Title: Table showing the quality assurance system & Operation provided by the organization. Answer Yes NO Total Number of respondent 79 31 110 (source-survey) Graph No 4.2 :
No of respondents
Percent 72 28 100
28%
72%
Yes No
Interpretation : Above table 4.2 indicates that 72 percent of employees thinks the quality assurance system & Operation provided by the organization and 28 percent of employees thinks that the organization is not providing quality assurance system & Operation
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Table No 4.3 Title: Table Showing that the organizations quality audit. Answer Yes NO Cant say Total Number of respondent 29 36 45 110 (source-survey) Graph No 4.3.
No of respondents
Percent 26 33 41 100
26% 41%
Yes 33% No Cant say
Interpretation: Above table 4.3 indicates that, 26 percent employees say that, organizations has quality audit , 33 percent say that organizations has no quality audit, 41 percent of employees are unable to say .
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Table No 4.4 Title: Table Showing the regularly updated quality information system. Answer Yes NO Cant say Total Number of respondent 21 54 35 110 (source-survey) Graph No 4.4 No of respondents Percent 19 49 32 100
32%
19% Yes No 49% Cant say
Interpretation: above table 4.4 indicates that, according to 19 percent employees organizations has updated quality information system ,according to 49 percent employees organizations has no updated quality information system ,32 percent of employees are unable to answer .
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Table No 4.5. Title: Table showing the existence of brain storming session. Answer Yes NO Dont know Total Number of respondent 23 38 49 110 (source-survey) Percent 21 34 45 100
Graph No 4.5.
No of respondents
21% 45% 34% Yes No Don't know
Interpretation: Above table 4.5 indicates that, according to 21 percent employees organizations has the existence of brain storming session, according to 34 percent employees organizations has no existence of brain storming sessio,45 percent of employees are unable to answer .
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Table No 4.6. Title: Table Showing that organization practicing the 5s Japanese philosophy Answer Yes NO Total Number of respondent 32 78 110 (source-survey) Percent 29 71 100
Graph No 4.6.
No of respondents
29% Yes No
71%
Interpretation : Above table 4.6 indicates that 29 percent of employees thinks organization practicing the 5s Japanese philosophy and 71 percent of employees thinks that the organization is not practicing the 5s Japanese philosophy.
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Table No 4.7. Title: Table showing that the organization practicing the six sigma for the error control.
Answer Yes NO Dont know Total (source-survey)
Number of respondent 22 35 53 110
Percentage % 20 32 48 100
Graph No 4.7.
No of respondents
20% 48% Yes No Don't know 32%
Interpretation: Above table 4.7 indicates that, 20 percent employees says that organization practicing the six sigma for the error control, 32 percent employees says that organization not practicing the six sgma for the error control and 48 percent of employees are unable to answer .
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Table No 4.8. Title: Table showing the formal carrier planning existence Response Strongly agree agree Strongly Disagree Disagree Total No. of respondents 35 42 13 20 110 (source-survey) Graph No 4.8. Percentage 32 38 12 18 100
50 45 40 35 30 25 20 15 10 5 0 Strongly agree agree Strongly Disagree Disagree No. of respondents
Interpretation: Above table 4.8 indicates that, 32 percent employees strongly agree about formal carrier planning existence, 32 percent employees are only agree, 12 percent of employees are strongly Disagree and 18 percent of employees are Disagree.
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Table No 4.9. Title: Table showing the shared vision of the business growing. Response Strongly agree agree Strongly Disagree Disagree Total No. of respondents 34 29 23 24 110 (source-survey) Graph no 4.9 Percent 31 26 21 22 100
Interpretation: From above chart It indicates that, 31 percent employees strongly agree about shared vision of the business, 26 percent employees are only agree, 21 percent of employees are strongly Disagree and 22 percent of employees are Disagree.
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Table No 4.10. Title: Table Showing that employee updated with changing job skill & job design. Response Strongly agree agree Strongly Disagree Disagree Total No. of respondents 35 42 13 20 110 (source-survey) Graph No 4.10. Percent 32 38 12 18 100
Interpretation: Above table 4.10 indicates that, 32 percent employees strongly agree about employee updated with changing job skill & job design, 38 percent employees are only agree, 12 percent of employees are strongly Disagree and 18 percent of employees are Disagree.
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Table No 4.11. Title: Showing Formal or informal method is followed for employees feedback and acting on that feedback Response Strongly agree agree Strongly Disagree Disagree Total No. of respondents 13 20 35 42 110 (source-survey) Graph No 4.11 Percent 12 18 32 38 100
50 45 40 35 30 25 20 15 10 5 0 Strongly agree agree Strongly Disagree Disagree
No. of respondents
Interpretation: Above table 4.11 indicates that, 12 employees strongly agree about Formal or informal method is followed for employees feedback and acting on that feedback, 18 percent employees are agree, 32 percent of employees are strongly Disagree and 38 percent of employees are Disagree.
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Table No 4.12. Title: Table showing the interest of employees towards organization. Answer Very much Some what little Not at all Total Number of respondent 73 35 2 110 (source-survey) Graph No 4.12. Percent 66 32 2 100
50 45 40 35 30 25 20 15 10 5 0 Very much Some what little Not at all No. of respondents
Interpretation: Above table 4.12 indicates that, 66 percent employees are very interested toward organization, 25 percent employees are somewhat little interested in organization and 2 percent are not interested.
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Table No 13. Title: Table showing that the comfortableness of employees with rules and policy of the organization. Answer Yes NO sometimes Total Number of respondent 24 36 50 110 (source-survey) Graph No 4.13.
No of respondents
Percent 23 31 46 100
46%
23% Yes No 31% sometimes
Interpretation: Above table 4.13 indicates that, 23 percent employees are comfortable with rules and policy of the organization, 31 percent employees are not comfortable and 46 percent are sometime comfortable.
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Table No 4.14. Title: Showing the types of relations of employees with superior, peers and subordinates. Answer Good Average Poor Total Number of respondent 68 29 13 110 (source-survey) Graph No 4.14. Percent 62 26 12 100
50 45 40 35 30 25 20 15 10 5 0 Good Average Poor No. of respondents
Interpretation: Above table 4.14 indicates that, 62 percent employees have good relation with superior, peers and subordinates, 26 percent employees have average relation with superior, peers and subordinates, and 12 percent of employee have poor relation with superior, peers and subordinates.
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Table No 4.15. Table showing that the reward system or motivation level of organization. Answer Yes NO sometimes Total Number of respondent 36 19 55 110 (Source-survey) Graph No 4.15.
No of respondents
Percent 33 17 50 100
33% Yes 50% 17% No sometimes
Interpretation: Above table 4.15 indicates that, 33 percent employees get ahead or got reward in the organization on, 17 percent employees feels that they are not get ahead or not got any reward in the organization, and 50 percent of employee sometime get ahead or get any reward in the org
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Table No 4.16. Title: Table showing that the best use of employee abilities by measuring
performance properly? Answer Yes NO sometimes Total Number of respondent 31 37 42 110 (Source-survey) Graph No 4.16. Percent 28 34 38 100
No. of respondents
28%
38%
34%
Yes No sometimes
Interpretation: Above table 4.16 indicates that, 28 percent employee abilities get used by measuring performance properly, 34 percent employees abilities not get used properly and 38 percent of employee abilities some time used by organization by measuring performance properly.
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Chapter No.5 Summary and Conclusion

5.1 FINDINGS
The detailed analyses of the results are explained below: MOST OF EMPLOYEES FEELS THAT: Most of the staff member and worker feel that organization is quality conscious toward the employees. This also increases their commitment toward the work and toward the organization. Some of the employees feel that they have proper information about the policies, practices followed in the organization. But some of employees feel that there is no proper communication. Most of the facts related with the organization are hide by the management from the employees. Most of the employees feel that they dont get rewarded for their good performance. Most of the staffs member feels that their performance is properly measured in the organization.
5.2 SUGGESTIONS
The suggestions I have given for the betterment are explained below: It is very important to provide the opportunity to the employees of the organization to express their ideas or whatever they want to express. Management should clear their vision mission and goals towards the employees in the organization. Management should involve the workers representatives in managerial activities so that the transparency could be maintained and through this they can win the confidence of the employees. Management should give due importance to mental relaxation &social cultural development of an employees who strives hard for the company.
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Reward or Praise/appreciation works as magic for an individual and motivates them for work. Role clarity of each position should be defined and based on that individuals can plan their work accordingly. Self-potential system should be encouraged. There are regular review and comparison of current & past performance to detect gradual deterioration in the strategy. Proper cooperation should be necessary in the company.
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Questionnaire
1) Do you think the organization is quality conscious toward employees? YES NO
2) Is the organization providing quality assurance system & operation? YES NO
3) Are the organization is going for the quality audit? YES NO cant say
4) Does your organization have updated quality information system? YES NO cant say
5) Does the organization is going for the brain storming session? YES NO dont know
6) Are you practicing the 5s Japanese philosophy? YES NO dont know
7) Are you practicing the six sigma for the error control? YES NO dont know
8) IS a formal career planning process exist in the organization Strongly Agree Agree Strongly disagree Disagree
9) There is a shared vision of where your business is growing? Strongly Agree Agree Strongly disagree Disagree
10) Are there the Employees kept updated with changes in job skills & job designs? Strongly Agree Agree Strongly disagree Disagree
11) IS it Formal or informal method followed for employees feedback and acting on that feedback?
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Strongly Agree Agree
Strongly disagree Disagree
12) Does the organization provide right environment to apply your knowledge? Very much Not at all 13) Do you feel comfortable with rules and policy of the organization? Yes No Sometimes subordinates? Somewhat Little
14) What types of relations are you having with your superior, peers and Good Average Poor
15) Do you feel that you can get ahead or get any reward in the org. if you make an effort? Yes No Sometimes
16) Do you find that your job makes the best use of your abilities by measuring performance properly? Yes No Sometimes
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Project TQM

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Project TQM

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A Study of Total Quality Management in HR- Department with special reference to Fabtech Projects and Engineers Ltd. Sangola.

1.1 Introduction to the study

1.2 Statement of problems

1.3 Objective of the study

Sikkim Manipal University

1.4 Significance of study

1.5 Research Methodology

1.5.2 Sources of Data collection 1.5.2.1 Primary data

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1.5.3 Sampling Procedure

Sikkim Manipal University

Chapter No.2 Company Profile

2.2 Vision and Mission

To establish a culture of innovation, self-motivation and ownership towards work

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2.4 Different Departments of Organization:

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2.5 Different Products

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2.6 Organization Chart:

Managing Directors C.O.

Administration Production engineer

Maintains Charge Chief Engineer

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2.7 Future Plan of the Organization:

2.8 Company Profile:

Fabtech Projects & Engineers Limited, textile division, Sangola.

Year of Establishment Office

Capacity of Production Registered Address

Branch Supplier of Raw material

cotton purchased from Private Party

Sikkim Manipal University

2.9 Manufacturing Process of Cotton Yarn

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The yarn cone of required size, manufactured on auto

Sikkim Manipal University

2.11 Uniqueness of the project:

2.12 Corporate Social Responsibilities:

Chapter No. 3 Theoretical Background

Sikkim Manipal University

Sikkim Manipal University

3.2 What Is Total Quality Management

3.3 Origins of TQM

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Diagram below demonstrates the foundational pillars of TQM:

Sikkim Manipal University

3.4 Concept of TQM:

Quality control techniques, cost cutting measures were implemented.

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Comparison of old & new culture:

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3.5 Principles of TQM

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3.6 TQM. Methods:

3.7 Quality audit:

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3.8 TQM Implementation Approaches

employee reward/ recognition process.

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Chapter No.4 Data analysis and Interpretation

4.1 DATA ANALYSIS & INTERPRITATION

Sikkim Manipal University

Sikkim Manipal University