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CHAPTER III

METHODOLOGY

3.1 Introduction

Over the past decade many organisations across India have undergone

changes in their strategies, structures and management approaches. These

changes have been brought about by a number of different challenges, including

the introduction of new technology, globalisation and increased competition in

both the public and private sectors. The strategies and management approaches

adopted have focused on improving product and service quality and customer

satisfaction as part of a response to these challenges. Recently, the strategies and

management approaches have taken place under the label of Total Quality

Management (TQM). It places significant importance on involving employees -

their experience and creativity - in the organisational wide improvement process

in order to achieve strategic objectives. From this context, the present study is

valid in focusing on the nature and extent of employee involvement in TQM

initiatives.

The complex nature of TQM and its multiple perspectives, which have

been associated with the concept of quality, have made advanced in theoretical

and research area difficult as specially in the sociological field. However, the

present study applied the sociological approach like institution theory in the

study of TQM concept. Institution theories suggest sequential processes involved

in the implementation of new concept in the organisation and in their spread

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through institutionalization processes like habitualization, objectification and

sedimentation. The study analyzed these processes of institutionalization in the

adoption of the TQM concept by the employees in the study organisation.Further,

the study describes the TQM in practice with a particular focus on the nature and

extent of employee involvement and it looks at the influence of socio-economic

aspects in the performance of the employees in TQM initiatives.

3.2 Objectives of the study

The following objectives were set for the present study:

1. To study the socio-economic aspects of the employees,

2. To study the attitude of the employees towards TQM Implementation,

3. To assess the involvement of employees in TQM initiatives,

4. To find out the favorable and unfavorable conditions for participation in

TQM program,

5. To analyze the changes taken place among employees after the

implementation of TQM.

3.3 Hypotheses of the study

On the basis of the objectives and the review of related literatures, the

following hypotheses have been formulated for the present study:

1. Employee’s performances in TQM initiatives have more positive effect on

highly educated

2. Employee’s performances in TQM initiatives have more positive effect on

higher cadre

3. Employee’s performances in TQM initiatives have more positive effect on

stress level.

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4. Employee’s performances in TQM initiatives have more positive effect on

motivation level

5. Employee’s performances in TQM initiatives have positive effect on

Changes in workplace and personal life

3.4 Research design

The research design of this study is descriptive in nature. It attempts to

describe the socio-economic aspects of the employees, attitudes, and involvement

of the employees in TQM initiatives, and favourable and unfavourable conditions

in the participation of TQM programs. It also focused on the influence of socio-

economic aspects of the employee in participation of TQM initiatives and the

impact of TQM programme on the employees’ workplace and personal life.

3.5 Area of the study

Bharat Heavy Electricals Limited, Trichy Unit has been purposively

selected for conducting the present study. As a Public Sector Organisation (PSO)

and its adherence to quality, the organisation bagged the quality recognition from

National and International accreditation agencies. It was the first PSO to acquire

certification for its Quality Management Systems (ISO 9001). The organisation

implemented TQM concept in the year 2000 and bagged the “Significant

Achievement in TQM” during 2007. From these aspects, the researcher found

valid to conduct the present research in the BHEL, Trichy unit.

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3.5.1 Bharat Heavy Electricals Limited (BHEL)

Bharat Heavy Electricals Limited (BHEL) is the largest engineering and

manufacturing enterprise in India in the energy and infrastructure sector today.

Established in 1963 for the design, manufacture, erection and commissioning of

heavy electrical equipment in India, BHEL has today a network of 14

Manufacturing Divisions, four Regional Power Sector construction groups, eight

Service Centers, 18 Regional Offices and over 100 Project Sites worldwide.

BHEL manufactures over 180 products under 30 major product groups and caters

to the Power Generation & Transmission, Transportation, Telecommunications,

Industry and Renewable Energy sectors. Presently, BHEL is the Market Leader

in the domestic Power Plant Equipment market having contributed to 65% of

total electric power generating capacity in the country.

BHEL is a board managed company. The Management Committee (MC)

is the apex body at the next level. The MC comprises the Chairman & Managing

Director (CMD), full-time Functional Directors and Executive Directors. The

company has been earning profits continuously since 1971-72 and paying

dividends since 1976-77. By virtue of its distinguished track record and potential

for sustained excellent performance, the company has the distinction of being

hailed as a ‘Navaratna’ company by the Government of India as early as in

1996.The company had been adjudged as the “Star Company – Public Sector

Award” for the year 2006 by Business Standard and Business Today’s Survey

has recognized BHEL as the “only PSU in Top Ten Wealth Creators in the last

10 years”

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3.5.2 BHEL, Trichy Unit

One of the foremost manufacturing facilities in BHEL is the Trichy

Complex, located in Trichy District of Tamil Nadu. The unit has a total covered

area of over 200,000 sq meters. BHEL Trichy Complex comprises of the High

Pressure Boiler Plant, Seamless Steel Tube Plant, Boiler Auxiliaries Plant and

Piping Centre. The High Pressure Boiler Plant (HPBP), set up during 1963-65

for the manufacture of steam generators for process and utility applications, has

grown through three phases of expansion, with an increase in manufacturing

capacity from 750 MW per annum to 4000 MW during the 1970s and '80s.

3.5.3 Products and Services

The Unit manufactures a wide range of steam generators for power

generation and industrial applications, seamless steel tubes, high pressure Valves

for power and industrial applications, oil field equipment and steam generation

equipment (heat exchangers and pressure vessels for advanced applications) for

nuclear power plants. Steam generators are complex custom-designed products

with over 1,00,000 components. These are manufactured and delivered to

projects sites in a pre-determined sequence as Despatchable Units (DUs). These

DUs are assembled together at project sites over a period of several months as

per commissioning schedules agreed upon with each customer. The Unit renders

services to Customers through a dedicated Service Group. The Unit is the leading

center for coal based R&D in the country. Also it offers technical consultancy

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and training in welding through its Welding Research Institute (WRI), to Sister

Units and other organizations in India and abroad.

3.5.4 Organizational Chart

The Executive Director (ED) heads the unit. A team of Product and

Function Managers (GMs/ AGMs) directly reports to ED.

Figure 3.5.4.1

Organisation Structure

3.5.5 Organizational Culture

The Unit is committed to delivering high performance in a cooperative and

participative environment by setting aggressive targets supported by motivational

steps to ensure that employees set their own stretch targets and contribute their

best towards the overall goals. The Unit has an excellent work culture evidenced

by the highly motivated and empowered employees (near zero loss of man-days

due to strikes), fairness and transparency in all activities, participative

environment and excellent communication network through more than 20 formal

Workers

Executive Director

Product managers (GM) Functional Managers (GM)

AGM

Supervisor

SDGM

DGM

Managers

Deputy Manager

AGM

Supervisor

SDGM

Managers

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channels (consisting of representatives from participating Unions and elected

employee representatives) and informal means. Employees’ participation in

continuous improvement activity is exemplary and the Unit has been bagging

INSSAN Awards for Suggestions and winning top honors in National and

International Quality Circle forums and in BHEL EXCEL Award Schemes.

A highly flexible and adaptive work culture has been brought about to

keep in phase with the changes being introduced in the Unit. The Quality Circle

movement has gained roots in the Unit and have the QC Circles have taken up a

no. of Projects to carryout improvements in their place of work. The Circles are

encouraged to participate in the Regional and National Conventions for Quality

Circles. These circles have been winning “Par Excellent and Excellent Awards”-

the highest Award of recognition in these Conventions consistently.

Another remarkable feature is the ability of the Unit to nurture talent for

most leadership positions within the Unit over the years. Candidates who have

grown with the Unit over the years have filled in most key positions of Product

Managers and Function Heads. Successive EDs of Unit have risen from entry-

level positions in Unit. The high degree of informality in the organisation is

revealed by the ease with which responses are obtained for various perception

measurements ranging from daily e-polls to Employee Perception Surveys and

Leadership Perception Surveys.

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3.5.6 Manpower profile

The profile of employees of the Unit is given in following table with the

category break-up. The Unit had adopted 'Voluntary Retirement Scheme (VRS)'

four times in the last few years to make it lean. Limited additions of skilled

workforce are made to replenish for the retirements and skill gaps.

Table 3.5.6.1

Strength of the employee as on ovember 2007

3.5.7 Recognition and Certifications

The Unit was the first Public Sector Organisation to acquire certification for

its Quality Management Systems (ISO 9001). Later on, certification was

obtained for Environmental Management Systems (ISO 14001) and Occupational

Health & Safety Management Systems (OHSAS 18001) The Unit has obtained a

no. of other Product certifications, plant approvals and accreditation from

professional institutions such as,

� ASME "S"-Stamp authorization recognizing BHEL, Trichy as 'Power

Boiler Manufacturer' to ASME Code - a first for an Indian company.

Category os.

Executives 1911

Supervisors 1703

Artisans 3368

Support Technical staff 398

Clerical & O.S.S. 728

Total 7808

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� Class-I Pressure Vessel Manufacturers Certificate from Lloyds Register of

Shipping, UK.

� Group-1 Boiler Manufacturing Certificate from American Bureau of

Shipping.

� API Monogram for manufacturing Oil Field Equipment for Valves.

� Seamless Steel Tube Plant is an approved manufacturer of Steel Pipes and

Tubes by Lloyds Register of Shipping.

� Seamless Steel Tube Plant is certified as ' Well Known Tube and Pipe

Maker' by Central Boiler Board of the Indian Government.

The introduction and development of TQM concept in BHEL Trichy is

visualized at the end of the chapter. It demonstrates the organization’s

commitment to the development of TQM concept.

3.6 BHEL - TQM Journey

Realizing the need for survival and growth in the turbulent and

competitive environment and building on the inherent strengths and quality

systems, BHEL is evolved new strategies to make continuous improvements in

all spheres of activities. Towards this, Top Management Workshops were held in

October '94 and May '95 in which key thrust areas were firmed up and action

plan drawn to meet the objectives of achieving International level of Quality,

elimination of generic problems & institutionalization of continuous

improvements. The TQM Movement in BHEL drives special significance in

view of the company’s vision of becoming the world-class enterprise. The vision

statement of the company is supported by mission statement and BHEL Values.

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Based on this statement the TQM journey started in the organization that are

highlighted below:

1. Pilot implementation in select areas

2. Introduction of measurement and monitoring parameters for

processes

3. Formation of Total Quality council and Total Quality Promotion

Centre

4. Action Planning and identification of Critical Success Factors,

Critical Processes and Process Mentors

5. Implementation of improvement process, review, monitoring and

measurement of results

6. Institutionalize for continuous improvement journey and integrate

all the above into the action plan for "Ascent towards Business

Excellence".

The TQM concepts were introduced in BHEL, Trichy on pilot basis in

1995 covering two products Heat Exchange Pressure vessel (HEPV) and

Industrial Power Products (IPP) and subsequently extended to other products of

High Pressure Boiler Plant in 1997. The unit has been preparing position reports

every year in line with the CII-EXIM award model and getting this assessed by

trained TQM assessors from various sister units of BHEL. Since the year 2000,

the unit has been undergoing external assessments and the improvement efforts

are taken in line with the criterion parts of the CII-EXIM Award for Business

Excellence model. Today the organization has made “Continuous Improvement”

as a company wide culture as reflected in the Quality Policy.

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3.6.1 TQM Initiative Maturity Matrix

The major thrust in TQM has been to ensure a balanced focus on the

relevant stakeholders – Customer, Employees, Suppliers, Society and

Shareholders. Integrating all the improvement channels and focusing on the

strategies of the organization to deliver higher quality products and services to

the customer has been the underlying theme and implemented in all the processes.

Towards this, the organization had identified and implemented major

breakthrough initiatives with challenging targets as shown in the following

Initiative Maturity Matrix:

Table 3.6.1

TQM Initiative Maturity Matrix

TQM Initiative Maturity Matrix

Initial Stage Partly Implemented Pockets of Excellence Company wide

Implementation

¤ Functional

TQCs

¤ Cost of Quality

¤ War on Waste

¤ 5 ‘S’ and OEE

¤ Emap for

executives

¤ Internal Customer

Perception Gap

analysis

¤ Structured External

Customer

Perception Survey

¤ Reverse Auction

¤ Improvement

Projects Reward

Scheme (IMPRES)

� Self

Certification

of

Subcontractors

� E-Link with

customers of

Spares

Business for

Contract

Monitoring

� Business

Process

Management

� Joint Venture

with IIT,

Madras

� ISO 9001:2000

� ISO 14001

� OHSAS 18001

� Modernization of

Production and

Communication

facilities

� System of

Department-wise

Balanced Score

Cards (BSCs)

� ERP

� B2B with select

subcontractors

� Quality circles

3.6.2 Ascent to Business Excellence (ABE)

It is the Unit’s approach to drive the critical success factors and ensures

that the key processes are effective in meeting the overall objectives and goals.

The approach developed in 2000 has been revised almost every year since 2002.

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The Unit continues to make rapid strides in its quest for Business Excellence for

achieving the company’s vision of becoming world-class engineering enterprise.

Table 3.6.2

Ascent to Business Excellence

The Unit continues to take up further initiatives, e.g., implementation of

capability building programmes like end-to-end lean transformation with focus

on Lean Manufacturing. To improve the Work Place environment in view of

implementing the TQM, the management applied and introduced various

techniques and programmes in order to increase the employee involvement level

in BHEL, Trichy

3.6.3 TQM Techniques

TQM can be achieved rapidly by the proper use of the appropriate quality

techniques. In BHEL Trichy, many different strategies, tactics, techniques, tools

13. Vision 2012 – Divisional plan implementation strategies

14. Improving competitiveness with focus on ‘On - time and sequential deliveries’

15. Variants of existing design to meet market needs

8. Development of new Products through Technology Acquisition and In house R&D

9. Thrust on Knowledge Based Engineering

10. Skill replenishment and Motivation enhancement

11. Better understanding of External and Internal Customer requirements

12. Organizational Restructuring

1. Maximize pressure parts Production in Shops

2. Timely capacity addition - Phase I & II expansion

3. Enhance Outsourcing 4. Outsourcing w ith

vendor material 5. Away Center and Site

fabrication

6. Global sourcing for Competitive procurement

7. Increased AMA

Major Strategic Initiatives

8. Planning for Business Growth

5. Technology Acquisition/Development

6. Product Development 7. HR Acquisition and

Development

1. Contracts Management 2. Manufacturing

3. Outsourcing 4. Procurement

Key Processes

[C] Market Building [B] Capability Building [A] Capacity Building

Critical Success Factors

13. Vision 2012 – Divisional plan implementation strategies

14. Improving competitiveness with focus on ‘On - time and sequential deliveries’

15. Variants of existing design to meet market needs

8. Development of new Products through Technology Acquisition and In house R&D

9. Thrust on Knowledge Based Engineering

10. Skill replenishment and Motivation enhancement

11. Better understanding of External and Internal Customer requirements

12. Organizational Restructuring

1. Maximize pressure parts Production in Shops

2. Timely capacity addition - Phase I & II expansion

3. Enhance Outsourcing 4. Outsourcing w ith

vendor material 5. Away Center and Site

fabrication

6. Global sourcing for Competitive procurement

7. Increased AMA

Major Strategic Initiatives

8. Planning for Business Growth

5. Technology Acquisition/Development

6. Product Development 7. HR Acquisition and

Development

1. Contracts Management 2. Manufacturing

3. Outsourcing 4. Procurement

Key Processes

[C] Market Building [B] Capability Building [A] Capacity Building

Critical Success Factors

ASCENT TO BUSINESS EXCELLENCE

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and methods are used under the concept of TQM. Using Quality Management

Systems, Bench Marking, Lean Management, Seven Quality control Tools,

Gemba Kaizen, POKA YOKE, Three M’s, Single Minute Exchange of Die, and

supporting information technology play an important role in enhancing the

implementation of TQM.

3.6.4 Employee Involvement Initiatives

Employee involvement is a key to the success of any improvement action.

Towards involving employees in TQM initiatives, BHEL-Trichy has carried out

the following initiatives:

3.6.4.1 Communication

In BHEL Trichy, communication needs are identified through employee

surveys, focused group discussions and through designated coordinators.

Employee Perception survey (EPS) is conducted to collect employees feedback.

In the study organisation formal communication cascade to the employees in the

following ways:

� In house journals

� Display boards

� Pamphlet and Brochure

� Intranet websites

Further, in the study organization employees are provided with innovative

channels of direct communication with the top management through “e-polls”

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and “Snegithan” communication boxes into which suggestions or complaints

could be dropped for quick response.

3.6.4.2 Problem solving initiatives

In the study organisation, the problem solving meetings initiated through

quality circles and meetings organised to solve the quality related problems in the

workplace. Comprehensive information systems enabled the personnel to obtain

better guidance, leading to improved decision-making. Thus, the success is

attributed to systematic application of TQM.

3.6.4.3 Team work

To bringing the team culture among the employees in the organisation,

BHEL has deployed various programmes. For example, Quality Circles have

been effectively contributing to improve way of working in the shop floors and

bringing team culture in the organisation. In BHEL employees voluntarily get

involved in ‘5S’ movement, Quality Circles, improvement projects, Cross

Functional Teams and in new initiatives such as ERP, OHSAS, OEE, etc. thus

enhancing team spirit.

3.6.4.4 Training

In BHEL Trichy, all employees undergo specific training based on the

level of induction and cadre change. Various approaches have been designed and

put in place to encourage and promote learning opportunities. Annual training

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calendar is prepared by Human Resources Development Centre (HRDC) to meet

the training needs of all employees. The departmental training coordinators

identify the training needs of employees in consultation with the respective

department heads. Special training programmes for initiatives like TQM, ERP,

5S, OHSAS, etc. are given in due course of the time. An exhaustive training

module is used to inculcate the organization culture and values among Executive

trainees. Similar induction training programmes are arranged for newly recruited

artisans and supervisors and employees who undergo cadre change. Specific

training modules are imparted for specific skills and competencies

3.6.4.5 Quality Circle (QC)

BHEL, Trichy has been successfully implemented the Quality Circle

movement in their organization. These circles have been resolving problems

related to product quality, cycle time reduction, process improvement, cost

reduction and customer’s feedback. In the year 2006-07, more than 600 such

problems were resolved resulting in tangible benefits of Rs.1345 lakhs.

Table 3.6.4.5

Performance of Quality Circle from 2003-2007

Year 2003 2004 2005 2006 2007

No of QC 228 242 250 266 294

Employee Involved 1370 1455 1502 1596 1968

Case Studies completed 981 1042 1105 1252 1345

Savings

(in Rs.Lakhs) 980 1156 1206 1345 1605

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The achievements of quality circles are periodically disseminated to

higher management as well as to other sections through periodically arranged

management presentations. Quality circles are nominated for presentation in

many conventions organized by BHEL, Confederation of Indian Industry,

Quality Circle Forum of India and other reputed organizations to enable the

members (employees) of the Quality circle to develop leadership qualities and

also to provide motivation and knowledge sharing.

Quality circles from BHEL Trichy have been regularly winning awards

and accolades in such conventions organized at regional, National and

International levels. To cap it all, for the first time, a quality circle participated in

the International Quality Circle Convention held at Beijing, China during

October 2007 and won the “Golden Award”. This achievement at international

level is an inspiration for other Quality Circle members to step up their activities.

To increase the involvement and formation of further quality circle, a scheme of

Quarterly and Annual award for quality circles has been instituted in the

organization during 2007-08.

3.6.4.6 The 5-S Process

The 5-S process is being implemented in BHEL Trichy using the

following methodology:

� Company divided in to 24 zones

� 5-S Committee formed in every department headed by co-coordinator.

� Awareness programmes on 5-S thro Training

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� Pre & Post photographs taken

� Internal Audit carried out after implementation

� Inauguration of 5-S corner in selective places

� Systematic follow-up & periodical training programme

This process was better implemented in the study organisation. The

employees keeping the tools in the appropriate place, path ways inside the

machine shop was clearly lined. The raw materials, materials for next operation

and rejected goods are clearly classified and kept in the appropriate places. Some

of these improvements show the involvement of employee’s involvement in

following the process and steps taken by the management.

3.6.4.7 Improvement Projects Rewards Scheme (IMPRES)

To develop and tap the creative potential of employees for achieving

Business Excellence, the scheme was implemented in the BHEL Trichy in

2004.The scheme is e-network based and each individual / team will register his

project through a Central Registration System and also give the project his/her

assessed score. The progress of the scheme is given below:

Table 3.6.4.7

Registered IMPRES projects form 2004 -2007

Year 2004 2005 2006 2007

No of projects registered 1556 2100 1805 2252

Awarded 610 478 629 720

Savings

(in Rs. Lakhs) 9014 6512 7104 8320

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3.6.4.8 Overall Equipment Effectiveness (OEE)

BHEL Trichy recognizes the important role that equipment and process

performance have on bottom-line results and is working on improvement of

OEE. It has been implemented since 2004 with a view to improve employee

involvement, encourage teamwork and to create team culture. OEE is also used

to improve machine availability, performance and product quality.

Table 3.6.4.8

Details of OEE maintenance

Year 2004-05 2005-06 2006-07 2007-08

No. of Machines under OEE 19 79 79 92

Overall equipment effectiveness

(world class 85%) 28 % 40 % 53% 58 %

3.6.4.9 Suggestion Scheme

Suggestion scheme is an instrument to promote participation of employees

and in an endeavor to provide each and every employee an opportunity to

improve their work area/condition. Suggestion fortnight is organized every year

to give a special impetus to receiving suggestions from the employee. In BHEL

Trichy each suggestion will be evaluated based on 4 criteria, namely,

Originality/innovation, Qualitative gains, Monetary Savings and Recurring

savings. Suggestions will be evaluated according to these criteria, with points

given according to the merit level of each parameter. After the implementation of

accepted suggestions, the suggestors receive reward depending on the points

scored for a suggestion.

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3.6.4.10 Rewards and Recognitions

The various forms of awards and recognition for employees are given to

the significant achievements in TQM initiatives. The Executive Director presents

awards to individuals and teams on the eve of Republic Day, Independence Day,

Safety day, Quality month, Hindi month and on other special occasions.

Employee performances in the organisation are recognized through cash awards,

certificates, Plant performance and special incentive payments. Some of these

awards and recognitions are listed below:

� Suggestion awards,

� Productivity awards,

� Quality Circle awards,

� Good Work Awards,

� Quarterly gifts for achieving targeted production,

� Annual gifts,

� Special incentive payment around Rs.20,000/- p.a.,

� BHEL Excel Awards,

� Awards for achievement in Safety and House Keeping,

� Independence & Republic Day Awards for outstanding contributions,

� Publication of individual achievements in House journals.

3.6.5 Business Excellence Group (Department)

The initiatives taken by BHEL, Trichy in the last few years have set the

tone for the path of Business Excellence. The consistent efforts have yielded

significant improvement in the organization culture, which has enabled to

achieve CII Exim award. To enable the process of continuous improvement,

creation of excellence culture and for a focused approach a new group has been

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formed. The group is named as “Business Excellence Group”. This group in a

systematic and structured way will accelerate the pace of movement towards

Business Excellence with guidance from Total Quality Council (TQC) and

through active involvement of Total Quality Promotion Council (TQPC).

The group will be headed by AGM (Business Excellence) and who will

further report to General Manager (Quality). He will be the mentor for this group

and will oversee the activities of Business Excellence Group. The strength of the

group can vary depends upon the need. The Organization Chart below of this

group is enclosed.

Figure 3.6.5a

Organizational Structure of Business Excellence Team

The team can carry out the TQM initiatives in the organisation and

facilitate the employees for active participation in TQM programmes.

Executive Director

General Manager (Quality)

Senior Deputy General Manager

Assistant General Manager

Deputy General Manager

Foreman

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3.7 Pretesting the Questionnaire

To determine the effectiveness of the questionnaire, it is necessary to

pretest it before actually using it. Pretesting can help to determine the strengths

and weaknesses of the questionnaire, concerning question format, wording and

order. In the present study, the researcher tested the tentatively prepared

questionnaire. For that purpose, it was distributed in the quality circle meeting

and interviews were conducted about the compatibility of the questionnaire.

Questions elucidating ambiguous responses were sharpened and the irrelevant

questions were deleted; some questions were added for getting proper data from

the respondents.

3.8 Tools of data collection

The questionnaire was the main form of data collection for the present

study. It consisted of three parts. Part I of the questionnaire consisted of socio

economic characteristics such as age, sex, marital status, education, experience,

income, present position, education and occupation of the parents. Part II of the

questionnaire assessed the attitude and involvement of the employees in TQM

initiatives such as responses to TQM implementation, sense of team work,

training, motivation and support of trade union. Final part of the questionnaire

consisted of favourable and unfavourable condition for participation in TQM and

impact of TQM on employees work life and personal life. To measure the

attitude of the employees three point scale was used. The questionnaire was

distributed through a senior manager/supervisor of the concerned departments in

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the organisation. A covering letter explaining the purpose of this study was

attached to assure them of the confidentiality of their responses. The text of the

questionnaire is included in the appendix of this thesis.

An in-depth interview and discussion was conducted among the TQM

implementation team in the organisation. The interview focussed mainly on the

introduction and the process adopted to implement the TQM concept in the

organisation. It also covered reasons for the introduction of TQM programme

and the role of employees in involvement process.

3.9 Sample selection

The sample size for the study was decided to select minimum of five

percent of the total strength of the employees in BHEL, Trichy unit. They were

selected by stratified random sampling method. The number of distributed

questionnaires and the response collected are given in the table.

Table 3.9.1

Questionnaires distributed and received

Category Total strength of

the employee

No.

distributed

No.

received

Executive 1611 200 91

Supervisors 1703 200 98

Artisans 3368 400 174

Clerical and supportive staffs 1126 150 48

TOTAL 7808 950 412

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There are various reasons for the differences in numbers distributed. To

achieve our preferred sample of five percent from each category, the

questionnaire was distributed on the basis of the strength of the employees. Out

of the 950 questionnaires distributed to employees in the study organisation, 412

filled in questionnaires were received from the respondents, yielding a response

rate of 43 percent, which is considered acceptable in the sociological research.

Data collection was done from the month of December 2007 to April 2008.

3.10 Analysis of data

Both quantitative and qualitative data were collected and analyzed by

using the Statistical Package for the Social Sciences software (version 12).

Frequency and cross tables were generated and the results were interpreted

through percentage analysis. The significance between the variables was tested

using the chi-square test. To test the hypotheses formulated chi-square test were

used. The levels of significance for the acceptance of the association were 0.01

and 0.05 levels (P = < 0.01 & 0.05).

3.11 Difficulties encountered in the study

The researcher has confronted the following hazards:

� While collecting data, initially there was very low response from the

respondents, but by increasing the questionnaire distribution more than 10

percent of the sample and continues follow-up made the effort successful.

� Since BHEL is a reputed organisation run by Government of India, the

employees in all cadres are very busy with their own responsibilities. So

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the researcher has to spend more time to meet the respondents to explain

the purpose and importance of the study and to collect the filled in

questionnaires.

3.12 Chapterization

The present study on “Sociological analysis of Total Quality

Management in Industrial organisation” consists of the following five chapters:

Chapter 1 begins with background and development of the research idea

and development of the TQM concept in the field of Sociology. This introduction

leads into the development of the concept TQM, various TQM awards and the

concept of employee involvement. Further, the details of the concepts used in the

study were presented. Finally, the Theoretical base for the research was presented.

In chapter 2, the main focus is on the review of existing research. It

covered the history and development of TQM concept, implementation of TQM

concept in different national settings and attitude of the employee towards TQM

implementation. Further it covers the various aspects of employee involvement in

TQM initiatives and changes in organisation by implementing the TQM concept.

Chapter 3 discusses the methodology adopted in the study such as

objectives, hypothesis, research design and difficulties encountered in the data

collection.

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Chapter 4 contains the analysis and interpretation of the data collected.

Frequency and cross tables were generated and the results were interpreted

through percentage analysis. Chi square test were used to find the significance

between the variables. Finally, Hypothesis was tested by using the Chi-square

test.

Finally, Chapter 5 deals with the summary of the data analysis, the

researcher’s conclusions and suggestions for the improvement of employee

involvement practices in the study organisation.