effectiveness of tqm
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EXECUTIVE SUMMARY
Total Quality Management (TQM) is a managerial philosophy that
focuses attention upon identifying and producing a product that meets or
exceeds customer expectation within the environment. That fosters the co-
operative effort of knowledgeable employees who are empowered to strive for
continuous improvement of the organization’s product process.
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. In this project I try to reveal the
effectiveness of TQM with reference to the Digila Devices India Pvt.LTD.
Digila Devices India LTD. having a well defined Quality Circle, their
recommendations has resulted in a reduced number of defects, reduced
absenteeism and improvement in productivity and job satisfaction. The quality
planning is carried out through a well planned Quality Management system. The
quality control is carried out by one of the popular QC tool flow chart, which
helps to the pictorial representation of the stages in a process.
Effective organizations use standards such as ISO 9000 and certifications
such as AQSR, NQAQSR, MBNQA to provide guidance for establishing their
quality management system’s structure, maintaining records, and using quality
techniques to improve processes and systems. The Digila Devices India
Pvt.LTD successfully implemented the TQM and we can say without any doubt
that implementation makes a positive effect on the entire organization.
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Electronics is something that has blended into our lives. The written matter that
is now being read has also been written with the aid of electronics or more
specifically electronic equipments. Therefore as a part of life, electronics and
electronic devices and equipments hold major significance. We regularly use
television, telephones, computers, ovens, radios and other such equipments. It is
interesting to know how all this came into existence and how with time there
have been major innovations and improvements in the existing products.
Over view of the automobile industry in India
History of the automobile
In the year 1769, a French engineer by the name of Nicolas
J. Cugnot invented the first automobile to run on roads. This automobile, in fact,
was a self-powered, three-wheeled, military tractor that made the use of a steam
engine. The range of the automobile, however, was very brief and at the most, it
could only run at a stretch for fifteen minutes. In addition, these automobiles
were not fit for the roads as the steam engines made them very heavy and large,
and required ample starting time. Oliver Evans was the first to design a steam
engine driven automobile in the U.S.
A Scotsman, Robert Anderson, was the first to invent an electriccarriage between 1832 and 1839. However, Thomas Davenport of the U.S.A.
and Scotsman Robert Davidson were amongst the first to invent more
applicable automobiles, making use of non-rechargeable electric batteries in
1842. Development of roads made travelling comfortable and as a result, the
short ranged, electric battery driven automobiles were no more the best option
for travelling over longer distances. The automobile industry finally came of
age with Henry Ford in 1914 for the bulk production of cars.
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CHAPTER-2
COMPANY PROFILE
2.1 Background and inception of the company:
Digila Devices India Pvt.LTD, an ISO 9001-2008 Certified Company,
manufactured and marketed by wide verities of electronic devices and
automobile equipments with reliable technology. The registered office of the
company is situated in the state of Kerala.
The main objectives to be pursued by the company on its incorporation are – todo the business of manufacture, distribution and service of electronic and
electrical devices, equipments and connected accessories.
Digila Devices India Pvt.LTD. introduced low cost and easy install electronic
cash register, coin pay phones, charge indicators and speed governors are on the
brand name MERCYDA.
The industrial arts continuous and exhaustive testing of these machines assures
on undoubted reliability and good performance.
2.2 Nature and business carried
Digila Devices India Pvt.LTD. an ISO9001-2008Certified
company, they are doing the business of manufacture, distribution and service
of electrical devices, equipments and connected accessories. The company
manufactured and marketed a wide range of products that are highly innovative
and best in the industry. Manufactured after extensive, research and
development, these products are highly demanded all around.
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2.3 Vision, Mission & Quality Policy
Vision:
“Manufacturing world’s most advanced communication and automobile
equipments with reliable technology”
Mission:
“To develop and promote cost effective and environment
friendly technologies f or a better and safer tomorrow.”
Quality policy:
The company provides value and satisfaction to customers on products
and services.
This will be achieved through:
Systematic training and motivation of employees.
Complying with customer requirements and applicable
statutory/regulatory requirements.
Continually improving the efficiency and effectiveness of the
Quality Management Systems.
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2.4 Product Profile
Digila Devices India Pvt. LTD manufactured and distributed a wide range of
products that are highly innovative and best in the industry. Manufactured after
extensive, research and development, these products are highly demanded all
around.
Automobile Equipments:
Speed Governor
Communication Equipments
MERCYDA coin pay phones
• -Wall mounted pay phones
• -Table top pay phones
MERCYDA 2001 STD PCO monitors
MERCYDA local call monitor
MERCYDA conference unit
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2.5 Area of Operation
In the last few years, the company has sold more than 21,000 Speed Governors
across India, which is the highest amount by Speed Governor Manufacturer. By
providing 360 degree service to clients, they have gained success in setting up
huge sales & after sales network in following states:
Kerala
Andhra Pradesh
Punjab
Gujarat Karnataka
Goa
Tamil Nadu
Maharashtra
Major Distributors:
Dars Automobiles Pvt.LTD-Bangalore
PSN Automobiles
Grace Automotives
Grace agencies
Automotive marketing Pvt.Ltd
2.6 Ownership Pattern
Digila Devices India Pvt.LTD is a family driven ownership pattern. Mr.Biju
Paulose an electronic engineering graduate, he is the Managing Director of
Digila Devices India Pvt.LTD.
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2.7 Competitors Information
The Automobile division of Craysol technologies is a fast growing division of
the company which has set its mark in the history by developing numerous
technologies for enabling better safety and improving efficiency. Craysol is a
part of the XL Group, founded in 1974, driven by the same team with the
highest ambition, vision and strive for perfection. Craysol is the first company
around the world which developed IFMS (Intelligent Fuel Management System)
and used it in Speed Governors. The Research and Development Division of
Craysol is accredited with several award winning technology in hardware,
embedded software as well as in systems programming. Way back in 2003, the
first concept of Fuel based Speed Management System was conceived in the
minds of the management and in two years, the dreams came to the light with
the first Speed Governor XSP0403. The perfection and refinement that Craysol
has brought in fuel based technology over past so many years is very evident as
XSP0403 is the only Speed Governor model from India approved for VOLVO
vehicles.
WHY CRAYSOL
The first Company to Develop IFMS Technology.
Perfected over years of Research and Development.
More number of Installations that any other company in India.
Fully Online Billing and Spare Mgmt System called WIBS.
ISO 9000:2001 Certified for production facility.
All major Transporters are Customers of Craysol.
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ROSMERTA AUTOTECH PVT. LTD.
An ISO 9001:2008 certified company offering highly innovative Speed
Governor (Fuel Based), Speed Governor (Cable / Actuator Type), Vehicle
Tracking System (VTS) and others.
The company incorporated under the Companies Act 1956. Rosmerta Autotech
Pvt. Ltd. "Previously Known as MULTI SPEED GEARS PVT. LTD." is a
highly specialized manufacturer and exporter in the field of automobile. With
their products, they are offering highly innovative technology solutions to
clients, domestic as well as international, which includes statutory authorities,
Government sector, OEMs and after market clients in the transport sector. Their
product range includes Speed Governor (Fuel Based), Speed Governor (Cable /
Actuator Type), GPS Based Variable Speed Governor (VSG) (Patent Pending),
Variable Speed Governor with Tracker (VSG + VTS) and many others.
The products can be categorized into road safety solutions and are approved as
well as certified by ARAI (Automobile Research Association of India, Pune)
and iCAT (International Centre for Automotive Technology, Manesar,
Gurgaon).
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Pricol have a very good market leadership through customer delight. The
company will be a responsible corporate citizen and share the benefits
with society. They make their customers, employees, suppliers and shareholders
feel proud of their association and long-term relationship .
Product profile:
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2.8 Infrastructural Facilities
The company has developed a huge infrastructure, which is well equipped with
a series of machines and facilities. These enable in ensuring the best quality of
their Speed Governor pay phone and others. It comprises a manufacturing setup
and R&D set up. The manufacturing set up is located at North Kerala. Owing to
their infrastructure, they have always met the client's expectations and acquired
their complete satisfaction.
Location: NH 212, Industrial layout
Near Govt:Technical High school
Sulthan Bathery
North Kerala-673592
Physical Facilities:The plant is designed to accommodate the –
Processing hall
Raw material storage
Finished goods storage
Administrative office.
R&D Block
2.9 Quality Certification
Digila Devices India Pvt.LTD an ISO 9001:2008 certified company and hence
are offering only the flawless products. They have been awarded with this
certification for adhering to international quality & system standards. In
addition, they have also acquired various technical approvals such as:
ARAI (The Automotive Research Association of India) certification
DOT-TEC Approved
ISO Certification
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2.10 Work flow model
Ok
Ok
Not ok
Not ok
Ok
Deale
Review
includingPr
od
S
Verify
Purc
In
co
Re
Purchase order to
approved supplier & sub
Iss
ue
Manuf
acturin
Maintai
n the
machin
Follow non conformation
procedure DDIL/QSP/8.3
Train
In
proc
ess
Di
Receive customer
complaint if any and take
Cor
rect
E
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CHAPTER-3
The McKinsey 7S Framework
The McKinsey 7S framework developed in the early 1980s by Tom
Peters and Robert Waterman, two consultants working at the McKinsey &
Company consulting firm, the basic premise of the model is that there are seven
internal aspects of an organization that need to be aligned if it is to be
successful.
The 7S model can be used in a wide variety of situations where an alignment
perspective is useful, for example;
Improve the performance of a company.
Examine the likely effects of future changes within a company.
Align departments and processes during a merger or acquisition.
Determine how best to implement a proposed strategy.
The Seven Elements
The McKinsey 7S model involves seven interdependent factors which are
categorized as either "hard" or "soft" elements:
Hard Elements Soft Elements
Strategy
Structure
Systems
Shared Values
Skills
Style
Staff
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"Hard" elements are easier to define or identify and management can directly
influence them: These are strategy statements; organization charts and reporting
lines; and formal processes and IT systems.
"Soft" elements, on the other hand, can be more difficult to describe, and are
less tangible and more influenced by culture. However, these soft elements are
as important as the hard elements if the organization is going to be successful.
The way the model is presented in Figure 1 below depicts the interdependency
of the elements and indicates how a change in one affects all the others.
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STRATEGY:
The strategy which means the plan devised to maintain and build competitive
advantage over the competition.Digila Devices India Pvt.LTD having thestrategy to do the business of manufacture, distribution and service of electronic
and electrical devices, equipments and connected accessories. The industrial
arts continuous and exhaustive testing of these machines assures on undoubted
reliability and good performance.
SYSTEMS:
The system means the daily activities and procedures that staff members engage
in to get the job done. The decision making systems within the organization can
range from management intuition to structured computer systems to complex
expert systems.
STYLE:
The style means the style of leadership adopted. The leadership approach of top
management and the company’s overall operating approach. All the decision
here is participative.
Organization Culture:
A large family
Basic trust in people
MBO
Pride in company and its products
Top management-visible and accessible
Top management- fair and firm.
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SKILLS:
People-in a real sense, a lasting competitive advantage of any organization;
people are the engine driving of their business successfully. Everything else –
almost everything else can be replicated products, brands, services, assets and
infrastructure but not people resources. What an organization indeed requires is
developing a strong foundation of capable and competent human resources.
Through sustained training and development activities the company ensures that
competences, skills, knowledge and capabilities of their employees are
continuously sharpened.
Through the continuous product improvement and up gradation that provides
world’s most advanced communication and automobile equipments with
reliable technology.
STAFF:
The company ensures that a new family member is fully acclimatized with the
organizational environment and understands his job responsibilities very well
.So that he can perform very well in a challenging environment with structured
goals but with a comfortable feeling that he/she is being cared for and helped in
every possible way.
Employee welfare:
Welfare fund
Emergency assistance
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SHARED VALUE:
Shared Values were called "super ordinate goals" when the model was first
developed. These are the core values of the company that are evidenced in thecorporate culture and the general work ethic.
Build Trust: the company conducts all their business dealings with fair and
ethical business practices and strive to build trust in minds of all their
customers.
Belief in Excellence: the company believes in setting higher levels of excellence in all their actions and will recognized and reward the excellence
achieved by our team members.
Delighting customers: the company delights their customers by providing them
world class products and services and thereby enhances their quality of life.
Ensuring accountability: the company will work in a transparent, performanceoriented environment and define clear accountability for their employees, while
empowering them to achieve their performance goals with speed and efficiency.
Encouraging team work: the company ensures dignity and respect for the
individual while encouraging team work.
Personal growth: every employee will be enabled to learn at the work placewith significant opportunities for the personal growth and contribution to the
organization.
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ORGANIZATION STRUCTURE:
Managing Director
Management Representative
Trainees &Helpers
Marketing MgrSr.Production Mgr Purchase Mgr Administration Mgr
Receptionist AssistantsProduction Mgr
Service Engineer
Sr.Technical Assistant
Technical Assistant
Marketing Executives
Quality Assurance Mgr
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CHAPTER-4
SWOT ANALYSIS
STRENGTHS:
Innovative
Strong brand positioning to drive growth
Dominating market value in its product categories
Good working environment
ISO Certification
ARAI approval.
WEAKNESSES:
Publicity of these products are less in mass media
Distribution network is less in number in many cities.
OPPORTUNITIES:
Good progress of speed governor in business market.
THREATS:
Competition from other brand like Pricol, MSG, Craysol.
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Trading and Profit & Loss a/c for the year ended 31 st March 2010
INCOME
Sales
A
EXPENDITURE
Material consumed
Opening stock
Add purchases
Less closing stock
Add direct expensesFreight chargeJob work expensesSalary and allowances-pdn
B
GROSS PROFIT A-BIndirect incomes
Less expenditure
salary and allowancesadvertisementmanaging directors remunerationrentinterest and bank charges
printing and stationeryelectricity chargesprofessional chargestelephone chargetravelling expensesdirectors sitting feeISO certification expenses
R&D expenses
2008-2009 2009-2010
8,237,650.00 12,653,467.00
8,237,650.00 12,653,467.00
14,492,850.00
396,627.00
5,474,919.00
16,863,551.17
14889477.00
9172400.00
22338470.17
14492850.00
5717077.00
-
373000.00
344700.00
7845620.17
882639.00
468893.00
627349.00
6434777.00 9824501.17
1802873.00
43262.40
2828965.83
1846135.40 28282965.83
154200.00
-
300000.00
108000.00
14280.00
44650.00
14091.00
3000.00
39837.00
5865.00
31200.00
-
792750.00
187000.00
53107.00
480000.00
118800.00
46578.20
141488.50
28612.00
36750.00
53352.00
7890.00
31200.00
28472.00
1061832.00
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Provident fundAccounting chargesIncome tax and FBTTaxes and fees
Central excise duty paidAudit feeSundry expensesRepairs &maintenancePeriodicalsTransportation charges
D
Profit/Loss before depreciation C-D
Less depreciation
NET PROFIT/ LOSS
67910.00
11250.00
-
1500
-
10000.00
47809.00
-
1218.00
81240.00
43039.00
-
29040.00
1710.00
129543.00
10000.00
88945.00
62986.52
1100.00
106382.00
1728800.00 2747827.22
117335.40
34820.68
81138.61
36842.81
82514.72 44295.80
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BALANCE SHEET AS ON 31 st MARCH 2009
SOURCE OF FUNDS
Share capital
Authorized capital
(100000 shares of Rs .10 each)
Issued, subscribed & paid up capital
(95000 shares of Rs .10 each)
SHARE APPLICATION MONEY
Total
APPLICATION OF FUNDS
Fixed Assets
Tools and equipments
Gross block
Depreciation
Net block A
Current assets loans and advances
Sundry debtors
Deposits
Advance to directors
Closing stock
Cash and bank balances
Indian overseas bank s.Bathery
Cash in hand
B
31/03/2009 31/03/2008
1000000.00 1000000.00
950000.00
1975000.00
950000.00
4000000.00
2925000.00 4950000.00
557880.74333525.51
557880.74298704.83
224355.23 259175.91
162680.00218732.00292907.00
9172400.00
23604.3189498.52
162680.00218732.00257953.00
14492850.00
188933.70105776.63
9959821.83 15426925.33
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Less current liabilities & provisions
Audit feeKVAT payable
Duties and taxes
Salary payable
Sundry creditors
C
Net current assets (B-C) D
Miscellaneous expenditure not w/off
Preliminary expenses E
PROFIT &LOSS A/C F
TOTAL (A+D+E+F)
20000.00
9196.00
-65500.007189682.77
10000.00
6615.00
994.9065500.0010760707.77
7284378.77 10873817.67
2675443.06
12250.00
12951.71
4583107.66
12250.00
95466.43
2925000.00 4950000.00
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LEARNING EXPERIENCE
As a management student the ten weeks project work which gave me an
amazing experience about industrial exposure of the firm Digila Devices India
Pvt.LTD. Digila Devices India Pvt.LTD, an ISO 9001-2008 Certified Company,
manufactures and market by wide verities of electronic devices and automobile
equipments with reliable technology.
Digila Devices India Pvt.LTD has been successfully following their quality
management systems through a well defined TQM. The TQM is an opportunity
for management to control the company on its overall quality.TQM is an overallbusiness strategy, that all activities of the company will be focused on satisfying
all stakeholders of the company.
In theoretically the TQM has quality of life as its primary objective. But in
reality, it is perceived to be an instrument to achieve high product quality
through continuous improvement.
On the basis of this study I understood that the company following very good
documentation process. They maintained list of quality procedures, list of work
instruction, list of control plans and the list of quality records.
We can concise this project that the company is successfully following their
quality management system through a well defined TQM and this effectiveness
reflect a positive effect on the companies productivity, work life ,market shareand each department of the company.
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CHAPTER-7
GENERAL INTRODUCTION
Research Methodology:
Research methodology is a way to solve the research problem in a
systematic manner. The methodology of research work provides an outline and
a framework of how the work conducted. The methodology may differ from
problem to problem, yet the basic approach towards the research remains the
same.
Research Design:
The research design is logical and systematic plan prepared for directing a
research study. It is a conceptual structure within which the research would be
conducted. It find what, where, when, how much, by what means a research is
to be conducted. It specifies the objective of the study, the methodology and
techniques to be developed for achieving the objective it constitutes the blueprint for the collection measurement and analysis of data.
Thus we can say that research design is a plan that states the sources and types
of information required for the study of the problem.
7.1 Title of the study
A study on the “Effectiveness of Total Quality Management with special
reference to Digila Devices India Pvt.LTD”
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7.2 Statement of the problem
TQM is a management philosophy that seeks to integrate all organizational
functions (marketing, finance, design, human resource, and production,customer service, etc.) to focus on meeting customer needs and organizational
objectives.
TQM views an organization as a collection of processes. It maintains that
organizations to continuously improve these processes by incorporating the
knowledge and experiences of workers. The simple objective of TQM is “Do
the right things, right the first time, every time”. TQM is infinitely variable and
adaptable. Although originally applied to manufacturing operations, and for a
number of years only used in that area, TQM is now becoming recognized as a
generic management tool, just as applicable in service and public sector
organizations
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. In this project I try to reveal the
effectiveness of TQM with reference to the Digila Devices India Pvt.LTD.
7.3 Objective of the study
To study the effectiveness of TQM with reference to Digila Devices India
Pvt.LTD.
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7.4 Scope of the study
The study is carried out at Digila Devices India Pvt.LTD provides an insight
into the implementation and the effectiveness of the TQM.
TQM takes into account all quality measures taken at all levels and involving all
company employees.
TQM has already implemented in the Digila Devices India Pvt.LTD and this
study reveals the effectiveness of that implementation.
7.5 Research design and methodology
Type of research: Exploratory in nature.
Sample size : 50 respondents
7.6 Source of data
Primary data:
Direct personal interview
Structured questionnaire
Secondary data:
Web sites Journals and magazines
Company brochures
Text books
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7.7 Limitations of the study
The study is confined to only one firm
The study has been carried out and complied on the assumption that the
information rendered by the respondents is true.
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7.8 OPERATING DEFINITIONS
TOTAL:
Everyone associated with the company is involved in continuous improvement,
in all functional area, at all level.
QUALITY:
Quality means fitness for use.
Quality means conformance to specification and standard.
TOTAL QUALITY MANAGEMENT:
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.
TQM Defined
TQM is a management philosophy that seeks to integrate all organizational
functions (marketing, finance, design, human resource, and production,
customer service, etc.) to focus on meeting customer needs and organizational
objectives.
Total Quality Management which focuses attention upon identifying and
producing products that meets or exceeds customer expectation within the
environment. That fosters the co-operative effort of knowledgeable employees
who are empowered to strive for continuous improvement of the organization’s
product process.
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Total Quality Management, TQM, is a method by which management and
employees can be involved in the continuous improvement of the production of
goods and services. It is a combination of quality and management tools aimed
at increasing business and reducing losses.
Total Quality is a description of the culture, attitude and organization of a
company that aims to provide, and continue to provide, its customers with
products and services that satisfy their needs. The culture requires quality in all
aspects of the company's operations, with things being done right first time, and
defects and waste eradicated from operations.
Important aspects of TQM include customer-driven quality, top management
leadership and commitment, continuous improvement, fast response, actions
based on facts, employee participation, and a TQM culture.
Quality Circle:
A Quality Circle is a small group (8 to 10) of employees who meet voluntarily
on a regular basis to share ideas in on attempt to identify, analyze and solve
quality or job related problems.
In many companies, their recommendations have resulted in a reduced number
of defects, reduced absenteeism and improvement in productivity and job
satisfaction.
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QUALITY STANDARDS
AQSR American Quality Standards Rating
American Quality Standards Rating (AQSR) will provide buyers and importers
valuable information about the company and products, allowing them to buy
with confidence.
The AQSR will provide valuable information about the company's products,
their operating history, financial stability, experience in exporting to the United
States and other information to help the decision about doing business with
them.
The National Accreditation Board for Certification Bodies (NABCB)
undertakes assessment of Certification Bodies applying for accreditation as per
the Board's criteria in line with international standards and guidelines. The
Board offers accreditation to the Certification bodies and Inspection Bodies.
Accreditations offered
Quality Management Systems (QMS) Environmental Management Systems (EMS)
Food Safety Management Systems
Inspection
Product Certification
Occupational Health and Safety Management Systems
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ISO (International Organization for Standardization) is the world's largest
developer and publisher of International Standards.ISO is a network of the
national standards institutes of 161 countries, one member per country, with a
Central Secretariat in Geneva, Switzerland, that coordinates the system. ISO is a
non-governmental organization that forms a bridge between the public and
private sectors. On the one hand, many of its member institutes are part of the
governmental structure of their countries, or are mandated by their government.
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DATA ANALYSIS AND INTERPRETATION
Table 8-1 shows the number of employees knows the implementation of
TQM:
Levels Total Respondent Yes No
number % number %
Top Level 7 7 100 0 0
Middle Level 15 15 100 0 0
Lower level 28 23 82 5 18
Total 50 45 90 5 10
Analysis:
From the above table it can be seen that the all top level and middle level
employees knows the implementation of TQM. But in lower level out of
28 respondents only 23 knows the TQM implementation
Inference:
Hence from the above analysis, it can be inferred that 90% 0f total
respondents knows the implementation of TQM.
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Fig no 8.1 shows the number of employees knows the implementation of TQM
0
10
20
30
40
50
60
70
80
90
100
Top Level Middle Level Lower Level Total
Yes %
NO %
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Table 8.2 shows the number of employees aware the ISO certification:
Levels Total Respondent Yes No
number % number %
Top Level 7 7 100 0 0
Middle Level 15 15 100 0 0
Lower level 28 28 100 0 0
Total 50 50 100 0 0
Analysis:
From the above table it can be seen that the all top level, middle level,
and lower level employees knows the ISO certification of the company.
Inference:
Hence from the above analysis, it can be inferred that 100% 0f total
respondents knows the ISO certification of the company
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Figure 8.2 shows the number of employees aware the ISO certification
0
10
20
30
40
50
60
70
80
90
100
Top Level Middle Level Lower Level Total
Yes %
NO %
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Table 8.3 shows the employee awareness about the company’s quality
circle
Analysis:
From the above table it can be seen that the all top level and middle level
employees knows the Quality Circle of the company. But in lower level
out of 28 respondents only 20 knows the Quality Circle.
Inference:
Hence from the above analysis, it can be inferred that 84% 0f total
respondents knows the Quality Circle of the company.
Levels Total Respondent Yes No
number % number %
Top Level 7 7 100 0 0
Middle Level 15 15 100 0 0
Lower level 28 20 71 8 29
Total 50 42 84 8 16
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Fig no 8.3 shows the employee awareness about the company’s quality
circle
0
10
20
30
40
50
60
70
80
90
100
Top level Middle level Lower level Total
Yes %
No %
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Table 8.4 shows the length of service of employees at Digila Devices
Si.no Length of service
No. of respondents
Percentage
1 0- 5 years 22 442 5-10 years 28 56
3 10-15 years 0 0
4 Above 15 0 05 TOTAL 50 100
Analysis:
From the above table it can be seen that 56% of total respondents are
working at Digila Devices India PVT.Ltd for more than 5 years period
and followed by 44% of respondents between 0-5 years.
Inference:
Hence from the above analysis, it can be inferred that majority of
respondents are permanent workers in Digila Devices India Pvt.LTD and
have served the organization for more than 5 years.
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Figure number 8.4 shows the length of service of employees at Digila Devices
0
10
20
30
40
50
60
0-5 years 5-10 years 10-15 years above 15
No.of respondent (%)
No.of respondent (%)
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Table 8.5 shows how the working environment rated in the organization
Parameter No of respondents % of respondents
Highly satisfied 10 20
Satisfied 40 80
Neither satisfied or nor 0 0
Dissatisfied 0 0
Total 50 100
Analysis:
From the above table, it is found that 80% of respondents are satisfied
and 20% of respondents are highly satisfied with the working
environment in the organization.
Inference:
From the above analysis, it is inferred that majority of the respondents are
satisfied with the working environment of the organization.
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Figure number 8.5 shows how the working environment rated in the
organization
Percentage Of respondent
Highly satisfied
Satisfied
Neither satisfied or nor
Dissatisfied
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Table 8.6 shows the opinion about employee training program which improve
their skill.
Parameter No of respondents % of respondents
Strongly agree 33 66
Agree 17 34
Nor agree/neither agree 0 0
Disagree 0 0
Total 50 100
Analysis:
From the above table 66% of respondents they strongly agreed and 34%
of respondents agreed that employee training program which improves
their skill.
Inference:
Hence from the above analysis, it is inferred that entire respondents
agreed that the employee training program which improve their skill.
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Figure number 8.6 shows the opinion about employee training program which
improve their skill.
0
10
20
30
40
50
60
70
Stronly agree Agree Nor
agree/neither
agree
Disagree
Percentage of respondent
Percentage of respondent
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Table 8.7 shows the relationship with superiors and co- workers
Parameter No of respondents % of respondents
Highly satisfied 20 40
Satisfied 30 60
Neither satisfied or nor 0 0
Dissatisfied 0 0
Total 50 100
Analysis:
From the above table, it is found that 60% of respondents are satisfied
and 40% of respondents are highly satisfied with the relationship of their
superiors and co- workers.
Inference:
From the above analysis, it is inferred that majority of the respondents are
satisfied with the relationship of their superiors and co- workers.
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Figure number 8.7 shows the relationship with superiors and co- workers
0
10
20
30
40
50
60
Highly satisfied Satisfied Neither
satisfied or nor
Dissatisfied
no: of respondent
% of respondent
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Table 8.8 shows the respondents are treated as the asset of the company.
Levels Total Respondent Yes No
number % number %
Top Level 7 7 100 0 0
Middle Level 15 15 100 0 0
Lower level 28 28 100 0 0
Total 50 50 100 0 0
Analysis:
From the above table shows that 100% respondents they say they are
treated as the asset of the company.
Inference:
From the above analysis, it is inferred that all the respondents are
commonly agreed that they are treated as the asset of the company.
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Fig no 8.8 shows the respondents are treated as the asset of the company.
0
10
20
30
40
50
60
70
80
90
100
Top level Middle level Lower level
YES
NO
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Table 8.9-shows employee opinion about the company benefits which improve
their productivity.
Levels Total Respondent Yes No
number % number %
Top Level 7 7 100 0 0
Middle Level 15 15 100 0 0
Lower level 28 28 100 0 0
Total 50 50 100 0 0
Analysis:
From the above table shows that 100% respondents they say that the
company benefits which improve their productivity.
Inference:
From the above analysis, it is inferred that all the respondents are
commonly agreed that the company benefits which improve their
productivity.
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Fig no 8.9-shows employee opinion about the company benefits which improve
their productivity
0
10
20
30
40
50
60
70
80
90
100
Top level Middle level Lower level
YES
NO
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Table 8.10 shows that the employee’s job makes the best use of their abilities
Levels Total Respondent Yes No
number % number %
Top Level 7 7 100 0 0
Middle Level 15 15 100 0 0
Lower level 28 20 71 8 29
Total 50 42 84 8 16
Analysis:
From the above table, it is found that the top level and middle level
employees responds 100%, that the employee’s job makes the best use of
their abilities.
Inference:
From the above analysis, it is inferred that 84% of the total respondents
says that the employee’s job makes the best use of their abilities.
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Fig no 8.10 shows that the employee’s job makes the best use of their
abilities
0 20 40 60 80 100 120
Top level
Middle level
Lower level
Total
NO
YES
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Table 8.11 shows the TQM implementation which changes in product
complaint.
Products Total Respondent Zero complaint Complaint
number % number %
Speed governor 20 20 100 0 0
Pay Phone - - - 0 0
P CO Monitors 16 16 100 0 0
Charge Indicator 16 16 100 - -
Conference Unit - - - - -
Analysis:
From the above table shows that the all respondents says speed governor,
PCO Monitors and charge indicators are the present manufacturing
products they are having 100% zero complaint.
Inference:
From the above analysis, it is inferred that after the implementation of
TQM the products are moved in to zero complaint products.
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Fig no 8.11 shows the TQM implementation which changes in the complaints of
products
0
10
20
30
40
50
60
70
80
90
100
speed
governor
Pay phone pco
monitor
charge
indicator
conference
unit
Zero complaint
Complaint
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Table no. 8.12 shows the cycle time difference of after the implementation of
TQM.
Levels Total Respondent Yes No
number % number %
Top Level 7 7 100 0 0
Middle Level 15 15 100 0 0
Total 22 22 100 0 0
Analysis:
From the above table shows that all respondents of top and middle level
employees say that there is a cycle time difference after the implementation of
TQM.
Inference:
From the above analysis, it is inferred that after the implementation of TQM
there is a cycle time difference of the production process of the company.
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Fig no. 8.12 shows the cycle time difference of after the implementation of
TQM.
0
20
40
60
80
100
120
Top level Middle level Total
YES
NO
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Table no 8.13 shows the organization’s sales turnover
Si Year Sales turnover( units) Sales turnover in Rs.
1 2007-2008 4218 12653467
2 2008-2009 2745 8237650
3 2009-2010 3250 9750000
4 2010-2011 4555 13665000
Analysis:
From the above table shows that 2007-08 sales turnover is 4218 units .In 2008-
09 that was 2745 units and 2009-10 that was increased into 3250 units. And the
final year the sales turnover increased into 4555 units.
Inference:
From the above analysis, it is inferred that after the implementation of TQM
there is a positive effect on the sales turnover.
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Fig no 8.13 shows the organization’s sales turnover
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
2007-2008 2008-2009 2009-2010 2010-2011
STR IN UNITS
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Table no 8.14 shows the Market share of the product in various years
Si Year Market share (%)
1 2007-2008 20
2 2008-2009 25
3 2009-2010 32
4 2010-2011 38
Analysis:
From the above table shows 20% market share in 2007-08, 25% in 2008-
09, 32% in 2009-10 and 38% in the year 2010-11.
Inference:
There is a gradual growth on the market share of the product after the
implementation of TQM.
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Figure number 8.14 shows the market share of the product.
0
5
10
15
20
25
30
35
40
2007-2008 2008-2009 2009-2010 2010-2011
market share (%)
market share (%)
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Table 8.15 shows the number of distributors of the company in various years.
Si Year Number of Distributors
1 2007-2008 40
2 2008-2009 60
3 2009-2010 75
4 2010-2011 120
Analysis:
From the above table shows 40 distributors in 2007-08, 60 in 2008-09, 75
in 2009-10 and 120 in the year 2010-11.
Inference:
There is a gradual growth on the number of distributors after the
implementation of TQM.
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Figure 8.15 shows the number of distributors
0
20
40
60
80
100
120
140
2007-08 2008-09 2009-10 2010-2011
number of distributors
number of distributors
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FINDINGS
Digila Devices India Pvt.LTD having a well defined quality management
system.
TQM implementation helps to the overall improvement of the firm.
TQM effect reflects in a long term basis, and also considers the quality as
a long term investment.
In theoretically the TQM has quality of life as its primary objective. But
in reality, it is perceived to be an instrument to achieve high productquality through continuous improvement.
Top level and middle level employees know very well about TQM
implementation. But in lower level employees around 18 % have no idea
about the implementation of TQM.
All levels of employees have a clear cut knowledge about ISO.
Top level and middle level employees know very well about Quality
Circle. But in lower level employees around 29 % have no idea about
the functions of QC.
80% of respondents are highly satisfied with their working environment.
20% respondents are satisfied with their working environment.
66% respondents are strongly agreed that the training programs which
improve their skills and abilities.34% respondents are agreed to that.
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All levels of employees jointly agreed that they are treated as the asset of
the company.
60% are highly satisfied and 40% are satisfied with the relationship of
their superiors and co-workers.
Top and middle level employees are agreed that their job makes the best
use of their abilities.
TQM implementation changes the complaints of products in zero defects.
TQM effectiveness reflects on the market share of the product
After the implementation of TQM there is a positive effect on the sales
turnover of the company.
There is a gradual growth on the number of distributors after the
implementation of TQM.
All levels of employees are agreed to that the implementation of TQM
which makes a positive effectiveness.
SUGGESTION
To increase sales promotional activities.
To focus more on the lower level employee’s productivity and their
quality of work life.
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CONCLUSION
The TQM is an opportunity for management to control the overall
quality of the products manufactured by the company.TQM should be on the
agenda of every company.TQM is an overall business strategy. It means that all
activities of the company will be focused on satisfying all stakeholders of the
company.
Digila Devices India Pvt.LTD has been successfully following their
quality management systems through a well defined TQM.
Theoretically the TQM has quality of life as its primary objective. But in reality,
it is perceived to be an instrument to achieve high product quality through
continuous improvement.
We can concise this project that the company is successfully following
their quality management system through a well defined TQM and this
effectiveness reflects a positive effect on
Improved the quality of products
Improve the quality conscious employees
Improved workers participation
Improved the workers satisfaction
Improved relation with suppliers and dealers
Improved internal communication
Preventation of non-conformities
Reduction in costs
Increase in sales
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On the basis of this study we can find out some side effects of the
implementation of TQM. But those effects like cost of quality, complex
documentation process affects very narrowly on the functions of the company.
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CHAPTER-10 ANNEXURE
Questionnaire
Dear sir/madam,
I Rahul. P. Chandran final year MBA student of SEA College
of Engineering and Technology, Bangalore have undertaken a Study on the
effectiveness of TQM with special reference to Digila Devices India Pvt.LTD.
This exercise is a partial fulfillment of the MBA.
I would be obliged if you could provide some of your valuable time to answerthe following questions.
1. Name :
2. Age :
3. Post :4. Years of experience: 0 - 5 5-10
10-15 Above 15
Q1.Does your organization apply TQM?
YES [ ] NO [ ]
Q2.Is your organization ISO 9000 Certified?
YES [ ] NO [ ]
Q3.What are the quality practices, your organization are apply for
Quality Circle [ ] JIT [ ]
GMP [ ] Benchmarking [ ]
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5s Practice [ ] Business Process Re-engineering [
Q4. How is the working environment in the organization?
a. Highly satisfied
b. satisfied
c. Neither satisfied nor dissatisfied
d. dissatisfied
Q5. Training program of the company has helped me lot in improving my skills
a. Strongly Agree
b. Agree
c. Disagree
d. Strongly disagree
Q6. The relationship with your superior and co-workers
a. Highly satisfied
b. Satisfied
c. Neither satisfied nor dissatisfied
d. dissatisfied
Q7.Are you treated as the asset of the company?
a. Yes
b. No
•
Q8.Is the company providing benefits to improve the productivity of workers
a. Yes
b. No
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Q9 .Do you find that your job makes the best use of your abilities?
YES [ ] NO [ ]
Q10.Are you attending the QC meetings
Monthly [ ] Quarterly [ ]
Q11.Have any estimated cycle time difference after the implementation of
TQM?
YES [ ] NO [ ]
Q12. After the implementation of TQM have any changes in the complaint
Complaint [ ] Zero complaint [ ].
Q13. Defects, damages, quality complaints
YES [ ] NO [ ]
Q14. The sales turnover of the company in various years
a. In 2008
b. In 2009
c. In 2010
d. In 2011.
Q15.Market share of the product in various years
a. In 2008
b. In 2009
c. In 2010
d. In 2011
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Effectiveness of TQM
Q16. Number of distributors of the company
a. In 2008
b. In 2009
c. In 2010
d. In 2011
top related