employees’ views on “total quality management

CHAPTER - I

INTRODUCTION

1

1.1 INTRODUCTION

Total Quality Management (TQM), a buzzword phrase of the 1980’s, has been killed and

resurrected on a number of occasions. The concept and principles, seem to be creeping

back into existence by “bits and pieces” through the evolution of the ISO 9001

Management Quality System standard.

TQM relates to ISO 9000, Quality awards, empowerment, training, competition,

customer service, six sigma, and many more. The synergy between quality and

participation can elevate a company to a higher plane of competitiveness. TQM is not a

“quick fix” but rather a continuous improvement program throughout the whole

company.

Quality plays a major role in the survival of any business today. Quality is equally

important in manufacturing, service or any other enterprise. Quality is about behaving in

a way that reflects individuals and an organization’s understanding of the fundamental

inter - connectedness of structure, process and outcome. Quality is defined as “the totality

of features and characteristics of a product or service that bare on its ability to satisfy

stated or implied needs”.

TQM is an integrated organizational approach in delighting customers (both external and

internal) by meeting their expectations on a continuous basis, everyone involved with the

organization working on continuous improvement in all products/ processes along with

proper problem solving methodology.

Quality is not an instant fix and quality does not reside solely in the quality assurance

organizations, which is an organization which plans systematic actions necessary to

provide adequate confidence that a product or service will satisfy given requirements for

quality. To create a quality culture in an organization, key systems and tools from TQM

are applied throughout the organization.

2

‘Total Quality Management’ may be defined as “Continuously meting agreed customer

requirements at the lowest by realizing the potential of all employees.” The three

important themes key to any TQM initiative is the focus on

1. The Customer

2. The Cost &

3. The Employees role

This holistic approach includes the internal as well as external customer, a sense of

commercial reality through cost, awareness utilizing people to their fullest potential.

3

For Further Details Contact:

+91-9962179698

044-26821138

www.lacrosstechnologies.org

4

http://www.lacrosstechnologies.org/

1.2 STAEMENT OF THE PROBLEM:

a) Total Quality is a new approach to improve the effectiveness and flexibility of

organization as a whole. TQM basically aims to involve every person in every

department of an organization working together to eliminate errors and prevent waste.

It is organizational culture to ensure things are done right first time.

b) The industrial revolution took place in the first century. Perhaps the ‘computer

revolution happened in the early 1980’s but we are now without doubt, in the midst of

the ‘quality revolution’- a period of change affecting every type of business enterprise,

organizational and person.

c) A number of Indian Industrial organizations have already made a modest beginning in

the application of TQM. However, a nation-wide culture cannot be created without the

full involvement and support of all concerned. Government can give a boost to the

efforts by instituting National Awards on TQM; the awards may be shaped on the lines

of Deming Award in Japan or Baldrige Award in USA.

TQM is a practice which ensures quality in every conceivable activity in an organization

by looking critically at the product and services, the company produces, the process it

takes to create them and the people who do the work to make certain outputs that fully

satisfy agreed customers’ requirements, including internal customers – the employee.

In practice TQM is found to be more necessary and practicable with lesser difficulties in

the production department where every activity can be done consistently according to the

laid down procedures, which are not very complex. Awareness on the part of the

employee, also the top management about the organic approaches consistent elements

and the way it works in a business environment is of paramount importance. When the

concept of TQM becomes clear, the employee and the top management discerns how

much of it is already practiced in the company and where to focus for further exercise.

The awareness enables employees’ and the top management to gain clarity on the

adoption process of the elements of the TQM with the ongoing stream of activities. Thus

5

it becomes pertinent to study the employees’ views on the TQM initiative being

implemented in their organization.

6

1.3 SIGNIFICANCE OF THE STUDY:

Quality is mantra of the successful business of any organization. Decline of good quality

signals the disappearance of good organizations and brands. Today quality teamed with

cost runs the show. In such a scenario, Total Quality Management is very essential and

crucial in deciding the fate of any business. TQM plays a very vital role in a customer –

centric business. The best quality walks away with but market share. All manufacturing

companies have converted TQM as their constitution to produce products and services of

good standard. Therefore it is very much important to study the relevance and advantage

of TQM in organizations, which gives employees an edge over their competitor’s in the

business. TQM has spread its wings into all fronts of the business from operation to

planning level. If organizations fail to meet the customer needs, they would definitely

experience a face. This study therefore an attempt to study TQM from employees’ point

of view, analyzing its influence and effects on individuals, groups, organizations and

business. The results of the study will provide the management with appropriate feed

back about the TQM initiative of the organization. This will help understand whether the

desired results of the TQM initiative are achieved and an aspect in right correction action

needs to be taken.

7

1.4 OBJECTIVES:

The aim of the study is to study about the employees’ views on “Total Quality

Management”

The objective of the study includes:

To understand Employees’ awareness on TQM.

To know the Employees’ views on contribution of TQM.

To know the Employees’ views on the implementation process.

To gain an insight into the Limitations & Scope for improvement in the

TQM process.

8

1.5 HYPOTHESES:

Webster’s dictionary defines Hypothesis as “a proposition, condition, or principle, which

is assumed perhaps without belief in order to draw out its logical consequences and by

this method to test its accord with facts which are known or may be determined”. Thus

the following Null Hypotheses have been framed for the purpose of this study.

There is no relationship between age of the respondents and their awareness on

TQM

There is no relationship between age of the respondents and their opinion on their

views being taken into consideration

There is no relationship between age of the respondents and their involvement in

the TQM implementation.

There is no relationship between years of experience of the respondents and their

views on improvement of work in the Department/ Team

There is no relationship between years of experience of the respondents and their

views on scope for improvement in the existing TQM pattern.

9

1.6 RESEARCH METHODOLOGY

RESEARCH DESIGN:

A research design indicates a plan of action to be carried out in connection with a

proposed research work. Descriptive design is being adopted for this study as it helps to

portray the prevalence of the phenomenon as it is.

UNIVERSE:

Universe is the target group, which the researcher wants to know about by studying one

or more of its samples. All the workmen of the ARUL DAS INDUSTRIES. constitute the

universe for this study.

FIELD OF STUDY:

The study was carried out among the employees at the shop floor level of ARUL DAS

INDUSTRIES.

SAMPLE DESIGN:

A part of population is termed as sample. The number of units included in sample is

known as, Sample size. Convenience Sampling was used. The sample size taken for this

study was 90 (ninety). The criteria for sample selection were any employee (permanent

and temporary) whose name was on the muster roll was eligible to participate.

SOURCE OF DATA COLLECTION:

The sources of data were the primary source i.e. from the employees of the organization

themselves.

TOOL OF DATA COLLECTION:

Questionnaire was the tool adopted for the Data collection. It refers to a device securing

answers to questions by using a form, which the respondent fills by himself. The

10

researcher for the purpose of the study developed the questionnaire. The questionnaire

was prepared in English and Local language (Tamil) based on the attributes being

measured.

COMPONENTS OF THE TOOL:

The questionnaire contains 26 questions. The various indicators were the employees’

views on TQM awareness level, employee involvement and impact of TQM on

employees.

ACTUAL COLLECTION OF DATA:

Actual collection of data was done during February 2009.

DATA ANALYSIS & INTERPRETATION:

The analysis of the collected data was done with the help of Statistical Package for Social

Sciences (SPSS). The data are represented as tables, diagrams and Yates correction to

facilitate better understanding.

OPERATIONAL DEFINITION:

TQM:

TQM is a process designed to focus on customer’s (employees’ and executives of other

departments) expectations, continuously improving the performance of personnel/ HRD

department of an organization and promoting open decision-making.

EMPLOYEE:

A person who has been working in the organization on full time basis for more than six

months.

INDUSTRY:

11

Any systematic activity carried on by co-operation between an employer and his

workmen. The employment should however be for the production, supply or distribution

of goods or services with a view to satisfy human needs.

1.7 LIMITATIONS OF THE STUDY

Since the sample size of the research study is 90, the study is not very comprehensive and

may not conclusively prove the effectiveness of the TQM on employee. Also the

responses may suffer from human bias and prejudice.

12

CHAPTER - IIREVIEW OF LITERATURE

13

2.1 REVIEW OF LITERATURE

Definition:

Total Quality Management is an enhancement to the traditional way of doing business. It

is a proven technique to guarantee survival in world- class competition. Only by changing

the actions of management will the culture and actions of an entire organization be

transformed. TQM is for the most common sense. Analyzing the three words, we have

Total- Made up of the whole.

Quality- Degree of excellence a product or service provides.

Management- Act, art or manner of handling, controlling, directing, etc.

Evolution of Total Quality Management

Marris Foster and Susan Whittle in their article “The Total Quality Management Maze”

reviewed the development of TQM. In attempting to reduce some of the confusion, which

arose from ill-defined and inconsistent terms of quality control and quality management,

they remarkably classified quality management into four phases.

1. Quality Control (QC) Phase

QC focuses on product defect detection through post-production inspection. It is

concerned with the adherence to standards and sorting out of rejects.

2. Quality Assurance (QA) Phase

QA recognizes that “inspection is not the answer” and that “the entire manufacturing

process must be committed to meeting the quality needs of the design.” QA focuses on

procedure compliance and product conformity to specifications through production and

operations management, often using Statistical Process Control (SPC) as “tracking” tool.

14

3. Total Quality Control (TQC) Phase

TQC programmers attempt to expand the QA philosophy beyond manufacturing

operations into other areas of organizational life. TQC incorporates many of the tools

used in QA, but the purpose of problem analysis is to develop long-term solutions rather

than respond to short-term variations. Concerns with direct cost reduction and a

preoccupation with efficiency are ousted in favor of the pursuit of quality through the

elimination of waste and non-value added procedures and assuring continuous

improvement through the refinement and expansion of quality control systems and

procedures. The utilization of computer integrated manufacturing systems and just-in-

time operations management system then extends outside the factory gate to tie-in

suppliers, distributors and customers in the “chain of quality”. But problems have arisen

in the adoption, as TQC is supposed to be a company-wide movement but, actually, is

largely limited to the manufacturing department.

4. Total Quality Management

TQM is a fundamental shift from what has gone before. The systematic analysis, pre-

planning, and blue printing of operations remains essential, but the focus switches from a

process driven by external controls through procedure compliance and enhancement to a

process of habitual improvement, where control is embedded within and is driven by the

culture of the organization.

Senior management’s role is to provide leadership and support. In TQM, a customer

orientation achieved through continuous quality improvement becomes a valid “taken for

granted” atmosphere shared by everyone, unquestioned and habitually enacted. As the

atmosphere is increasingly taken for granted by everyone, it becomes non-debatable and

drops out of awareness to be embedded in the organization’s culture.

Total Quality Management (TQM)

Total = Quality involves everyone and all activities in the company.

Quality = Conformance to requirements (Meeting Customer Requirements)

Management = Quality can and must be managed

15

TQM = A process for managing quality, it must be a continuous way of life; a

philosophy of perpetual in everything we do.

TQM Compared to ISO 9001

ISO 9000 is a Quality System Management Standard. TQM is philosophy of perpetual

improvement. The ISO Quality Standard sets in place a system to deploy policy and

verifiable objectives. An ISO implementation is a basis for a Total Quality Management

implementation where there is an ISO system; about 75 percent of the steps are in place

for TQM. The requirements for TQM can be considered ISO plus. In short, implementing

TQM is being proactive concerning quality rather than reactive.

Total Quality Management (TQM) ERA:

The era of TQM widened the scope of SQC, other quality control techniques, and quality

assurance. But the important elements which differentiates it from the earlier Quality

assurance era are:

Outward looking perspectives were customers and not internal departments set

quality standards.

Market research quality become more important, otherwise companies would have no

way of knowing how to position their products based on quality.

Enhanced Top Management participation

Extensive training and team building to internalize a quality ethic among all in the

organization.

TQM Model

The TQM model provides a distinctly different way of looking at the management style.

It develops a participative culture where each employee can directly participative in areas

relating to his work and decisions concerning his work. It is organized through quality

circles on voluntary basis and quality improvement teams. It builds positive attitudes of

employee towards quality, organization and respect for each leading to a work place

meaningful to in.

16

QUALITY EVOLUTION PHASES

TQM

Q.A Dept (SPS)

TQC

Q.A Dept. (SPC)

Q.C Dept (SQC)

Q.C Dept. 100%

Inspection

Foreman

Verification

Operator

Inspection

1990 1920 1940 1960 1980 1990

YEAR

QC – Quality Control SQC – Statistical Sampling Inspection

SPC – Statistical Process Control SPS – Statistical Problem Solving

17

Management Commitment

Teamwork Participation Quality Tools & Techniques

Ten Steps to Total Quality Management (TQM)

The Ten Steps to TQM are as follows:

1. Pursue New Strategic Thinking

2. Know your Customers

3. Set True Customer Requirements

4. Concentrate on Prevention, Not Correction

5. Reduce Chronic Waste

6. Pursue a Continuous Improvement Strategy

7. Use Structured Methodology for Process Improvement

8. Reduce Variation

9. Use a Balanced Approach

10. Apply to All Functions

18

QUALITY ISO 9000 SYSTEM

Principles of TQM

The Principles of TQM are as follows:

1. Quality can and must be managed.

2. Everyone has a customer and is a supplier.

3. Processes, not people are the problem.

4. Every employee is responsible for quality.

5. Problems must be prevented, not just fixed.

6. Quality must be measured.

7. Quality improvements must be continuous.

8. The quality standard is defect free.

9. Goals are based on requirements, not negotiated.

10. Life cycle costs, not front end costs.

11. Management must be involved and lead.

12. Plan and organize for quality improvement.

Implementation of TQM

The implementation process of TQM begins with the senior management and most

importantly with the CEO’s commitment. It has been emphasized all along that the top

management should be completely committed to quality. Only then the whole

organizations will follow their path and implement the principles of TQM. In fact,

indifference and lack of involvement by senior management is often cited as the principal

reason for the failure of quality improvement efforts. Nobody else in the organization can

take the responsibility of quality to anybody else in the organization.

Implementation process of TQM needs a thorough re-look into the present organization.

Timing of the implementation process is also important. The organization as a whole

should be prepared to adopt the principles of TQM. Once TQM is implemented it will

require a change in the organization structure, culture, reorganization, change in senior

management personnel, resistance to change etc. The organization must be prepared to

face all these challenges before implementing TQM.

19

The next step is the formation of the quality council. We have already seen what a quality

council is. Initiation of these duties is a substantial part of the implementation of TQM.

The vision statement, mission statement, core values of the organization, quality policy

statement should be first developed with inputs from all personnel in the organization.

For the TQM to be a success it is only required for the involvement of the top

management but all employees in the organization must cooperate for its success. The

active involvement of the middle level managers and the first line supervisors is essential

to the success of TQM effort. Their involvement becomes a requirement because they are

the ones who are accountable for achieving many of the organization’s performance goals

and objectives. So the senior level managers should ensure that managers and supervisors

from all levels have an opportunity to develop ownership by involving themselves in the

TQM effort.

Communication is important throughout the implementation stage. Communication is

necessary to create TQM awareness, interest, desire and action. After the whole

organization is aware of the TQM process, everyone in the organization have to be

trained in quality awareness and problem solving. This training is started when the

employee is placed on a project team or when the group is ready for the training.

After the implementation process has begun, the results will start to show only after a

period of time. This may be a year or even three years or more. So, the organization will

have to be patient and not rush the teams for results. Hasty evaluation for results will not

eliminate the root cause of the problem.

Barriers to TQM implementation

Many organizations will be comfortable in their present state. They are satisfied with the

amount of work done, the profits gotten thereof and the perception that the customers are

satisfied. These types of organizations will not realize the need for TQM until they start

losing their market position. Once the organization starts the TQM process, thee will be a

obstacle to the successful implementation of TQM. Robert J. Masters postulated eight

most common barriers or obstacles to the implementation of TQM. Those are:

20

1) Lack of management commitment,

2) Inability to change organization culture,

3) Improper planning

4) Inadequate use of empowerment and team work,

5) Lack of continuous training and education,

6) Incompatible organizational structure and isolated individuals and departments.

7) Ineffective measurement techniques and lack of access to data and results,

8) Paying inadequate attention to internal and external customers.

Benefits of TQM

By this time you may be aware of the many benefits of implementing total quality

management. However, a few of those points are summarized here.

1) The first and foremost benefit an organization derives out of implementation of TQM

is the customer satisfaction. When customers get a good quality product in their

hands, which conforms to their requirements and is reliable then they are naturally

satisfied with that product. Once a customer is satisfied with the product then in all

probability he is likely to place repeat purchase orders with the same manufacturer.

Moreover a satisfied customer will likely to recommend the product to other buyers

too.

2) The other benefits of TQM are the reduced cost of manufacturing. A popular myth

among manufacturing organizations is that increased quality results in increased costs

and diverged productivity. In reality, quality ultimately results in decreased costs and

increased productivity. This happens because the failures, reworks, wastes are all

reduced by implementing TQM

21

3) TQM increases employee productivity and equipment productivity. A focus on

quality extends the time between failures on equipment and improves the efficiency

of operations. Since the failures and reworks are reduced, employees need not spend

time on these wasteful activities thus their productivity is improved.

4) TQM reduces mistakes and increases monetary savings through more efficient use of

scarce resources.

Other Direct benefits of TQM are:

5) Increased pride of workmanship among individual workers.

6) Better justification for budget because of more efficient operations.

7) Increased readiness of the whole organization.

8) Streamlined maintenance and production processes.

9) Improved sustainability caused by extended time between equipment failures.

10) TQM ensures better profitability of the organization.

TQM as a Foundation:

TQM is the foundation for activities, which include;

Meeting Customer Requirements

Reducing Development Cycle Times

Just In Time/ Demand Flow Manufacturing

Improvement Teams

Reducing Product and Services Costs

Improving Administrative Systems Training

22

TQM Approach

BELIEFS

a) There are no workers, no managers; there are only facilitators and team members.

b) Employees join voluntarily to look at problems

c) Involvement, not participation, is the key word. Involvement means participation plus

commitment plus pride

d) Address organizational needs, especially those of meeting customer requirements.

BEHAVIORS

a) Integrated, cooperative style

b) Workers are empowered and do what is right

c) Family orientated relationship where everyone gives his best

23

VALUES

a) Openness

b) Trust

c) Discipline

d) Patience

e) Respect

Total Quality Management is applicable to all functions as broadly interpreted

Quality means: -

Quality of Work

Quality of Services

Quality of Information

Quality of Process

Quality of Division

Quality of People

Quality of System

Quality of Company

Quality of Objectives, etc.

Quality has an element of cost consideration in it. Idea is to minimize the cost with

quality as the objective.

Total Quality Management – Now

24

During the first half of the twentieth century, customers expected to pay extra for quality.

However, in the competitive business climate of the late 1980’s, quality is no longer an

option: it is a positive requirement without which an organization cannot survive. Quality

products and services demand total commitment and a new management system, Total

Quality Management. As Dr. Steve points out his article in TQM journal, “Ten

Compelling reasons for TQM” the results are almost invariable

Committed Customer

Improved Productivity

Reduced Costs

Improved Certainty in Operations

Improved Company image

Dedicated Management

Increased employee Participation

However, the only way to achieve these results is through commitment by management,

starting with the top management. TQM must be management led, company- wide in

implementation, dedicated to continuous improvement, and the responsibility, of every

employee.

Case Study:

Marilyn Moss still remembers the day more than two years ago when she proudly showed

consultant Roger Street the cutting room at her Moss Inc. tent factory in Camden.

Mountains of nylon fabric from nearly a hundred tents in various stages of assembly were

strewn across tables and piled in corners. Rejects lined the walls.

"I thought I was making the best tent in the world," Moss recalls. "Roger said I was only

selling the best tents, not making them. That's the difference."

25

Street has a slightly different account: "I told her, ‘I think you make crap.'"

Despite the variation in memories, Moss and Street would both agree that Moss Inc. has

never been the same since. Street's assessment started a top-to-bottom overhaul of not

only the tent production process but also the relationship between supervisors and

employees and the way workers are trained.

Today, seconds have been virtually eliminated, productivity is up 38 percent, and Moss

Inc. is poised to sell 2,000 more tents this year than in 1993 (when it sold 8,000), many of

them in Japan, Germany and other overseas markets. The growth is due, in part, to an

expanded budget for promotion and travel financed by savings from the total quality

approach.

"Once you're committed, you can't give into it half-way," Moss says. "You have to give it

your time, your money and your energy. From the senior design engineer to team leaders

to stitchers, they have to be passionate about wanting this to work."

Moss and her 55 employees are no strangers to change and adaptation, although she

concedes the most recent makeover went far beyond anything the company attempted in

the past. Her former husband, Bill Moss, was a design engineer who had patented the

freestanding "Pop Tent" in 1955, but the couple lacked manufacturing experience when

they launched Moss Tent Works in an old factory along the banks of Megunticook

Stream on Mount Battie Street in 1975. They were helped by a $200,000 federal small

business loan in 1976 and, later, a $100,000 loan from Coastal Enterprises Inc., which

also bought $50,000 worth of stock.

The company won renown for its elegant curvilinear tents that resembled flower petals

and use flexible tent poles in fabric "tunnels" to transfer the load throughout the fabric.

But mass-market competitors like North Face and Sierra Designs produced similar-

looking tents with cheaper, overseas labor, forcing Moss tents into the smaller "high end"

niche that reduced sales and profitability. A four-person Moss tent can cost as much as

$800, and although it comes with a lifetime guarantee on workmanship, it is not a product

for the discount shopper.

26

In the mid-1980s, the Mosses, by now divorced, entered the lucrative corporate

exhibition market, developing lightweight tensioned fabric displays for Xerox, Digital,

Exxon and dozens of other major corporations. The exhibition market will account for

nearly half of this year's estimated gross revenues of $4 million, says Marilyn Moss, and

it is one of the reasons the company changed its name to the more generic Moss Inc. (Bill

Moss is no longer affiliated with the company except as a shareholder.)

As for the backpacking tents, Moss designer Charles Duvall won the best product design

award from the Industrial Designers Society in 1991 for three of his tents, but they

weren't making any money for the company. Because of the precise tension and balance

in a Moss tent, fabric patterns, seams, and zippers must be cut and sewn precisely, and

the slightest deviation at the beginning of the process will be magnified in each

successive step. But stitchers worked on batches of 100 tents at a time, and errors were

common as no one stitcher worked on the same tent from start to finish.

Thanks to eagle-eyed inspectors, the quality of the product that went out to customers

was high, but on e in four tents went into the reject pile, costing the company money in

wasted fabric and time in re-sewing mistakes.

"I believed the American way was to make more money by making more tents - a

hundred at a time," Moss says. "It took quite a bit of behavioral modification... to admit

we weren't doing it right and we didn't have a quality product."

Getting to that point meant overcoming her traditional view of centralized, top-down

mass production as well as the Maine "misery index" of high workers' comp costs and

over regulation often cited by business owners as obstacles to growth and profitability.

Moss, it turns out, had more than enough reason to complain. Her comp insurance last

year came to $86,000 because Moss Inc. is rated in a class reserved for outdated - and

more dangerous - circus tent making.

27

And a run-in with the Department of Environmental Protection over waste deposits by

the previous owner of the factory in Camden cost her $30,000 before it was determined

the waste - solid lead from discarded telephone cables - wasn't hazardous after all.

Getting used to Roger Street also took some doing, Moss concedes. His ideas seemed so

off the wall at first that Moss says she would go home at night muttering that Street was a

"fruitcake" and vowing not to go forward with the project.

Street, who had worked the assembly lines in Japan before going on to redesign

production processes at major U.S. companies as a consultant, didn't make things easy.

He started out by telling Moss to get rid of her inspectors.

"She thought she was shipping good stuff, but I thought, "Oh my god, how many times

did she have to make this stuff to get it right," recalls Street, who was semi-retired to a

family "homestead" in Cushing when he volunteered to evaluate the Moss Inc. operations

as a favor to a friend. "In any company you go into and you see an inspector, you know

damn well you've got a problem. At a quality company, you don't have inspectors."

But eliminating inspectors meant eliminating errors, and that forced Moss, the designers,

the production mangers and the stichers to re-examine the 35 to 40 separate steps in the

tent assembly process. Fabrics, patterns, machines - all were scrutinized for their possible

contributions to the mistakes.

"It was not our employees making the mistake so much as I wasn't giving them the right

pattern or fabric," says Moss, recounting how she watched a stitcher struggle to keep a

seam straight because the fabric did not fit. "The person sitting there wasn't going to tell

you - why should she? She was just doing her job, and she had no way to do it

differently."

Street had Moss slow the process from 100 tents to 10 and divide the production floor

into teams of four to five stichers apiece. Each team is given a batch of tents to complete

in a day, and they stop to inspect their work at each step.

28

"It's more challenging but it's also more fulfilling," says Loretta Sweet land, a stitcher

before the makeover who is now a team leader. "I feel like we're more in control of what

we produce."

Moss says it took more than a year to retool machines and work stations, revamp fabric

patterns and re-educate workers. Inspectors have been nearly eliminated, one of the

hardest adjustments for the production employees, according to Joanne Allen, herself a

former inspector.

"We always relied on the inspectors to control the mistakes," Allen says. "Now it's up to

us."

Instead of sewing the same seam 100 times in a day, team members are now cross trained

to do most of the tasks involved in assembling a complete tent. That flexibility makes it

easier to cover for absentees as well as cut down on injuries related to repetitive motion.

"They're told to report the slightest twinge to a supervisor the moment they feel it and

they know they'll be switched to another job," Moss says.

The teams now make about 40 tents from start to finish in a day, and inventory is kept to

a "just in time" minimum - no more fabric is cut than will be used the next day. The

practice of setting up each tent for inspection before shipment has been discontinued, and

"seconds" (imperfect tents that formerly were sold for a lower price) are so rare they are

reserved for "loaners" to customers in need of a tent while theirs is being repaired.

After just a year, Moss found that only two or three employees could not adapt to the

changes while productivity is up 38 percent, mainly from savings on labor and fabric

from "making a tent right the first time."

"Liberal return policies are a marketing tool for some companies, but if you're a quality

company, it shouldn't be part of your scheme," Moss says.

She concedes that the makeover was "extremely costly," mainly from the downtime

needed for retooling and re-education. Moss financed the quality initiative out of profits

29

from the trade exhibit sales, and Street says her investment as well as her perseverance

will be worth it.

"The payback in the long run is superb," Street says, adding that her next challenge will

be to "maneuver the marketplace" for what remains a high quality but very expensive

tent.

Despite the lingering recession in major markets like California and new markets like

Japan, Moss is bullish on sales of tents, even expensive ones.

"I feel terrible charging $800 for a tent, but some people want the best performance and

the best quality," she says. "People can't go to the Caribbean but they can go to a state

park, and they still want to spend money on quality."

Moss also says the Maine image for quality is "superb" among the backpacking set,

another reason she is glad she did not move her operations overseas during the rough

early years.

Also an asset, says Moss, are the many retired executives in the Camden area who have

volunteered their talents on behalf of Moss Inc., and sometimes their money as

shareholder.

TQM: Not a panacea, but may be no longer an option

The only reason Roger Street did not place Moss Inc. on a formal regimen of Total

Quality Management (TQM) might have been its size. At 55 employees, the Camden

tentmaker simply lacked enough warm bodies to form the various engineering,

marketing, service, research, and production "quality circles" so popular with the apostles

of the late W. Edwards Deming.

But in most other respects, TQM was exactly what turned Moss Inc. around: worker

involvement, goal setting and communication within the corporate structure instead of

competition among workers and management control.

30

In Maine, L.L. Bean and National Semiconductor are among TQM's best-known

exponents; UNUM even has a vice president for total quality. Maine state government

indoctrinated 1,000 state workers into the world of TQM at training workshops last week,

and the Maine Quality Center formed last year has 180 member companies who attend

training sessions on such topics as organization redesign, self-managed teams and

customer-supplier relationships.

Deming and Joseph Juran, another TQM guru, introduced Japan to the concept in the

1950's, and both men soon achieved icon status in that country. The idea did not take root

in the United States until the late 1980s after Japanese business had made significant

inroads into many sectors of the U.S. economy, and by October 1991, Business Week

was devoting a 216-page special issue on how to apply TQM to U.S. banks, hospitals,

airlines, car companies and computer manufacturers, citing success stories like Xerox,

Motorola, Federal Express and Harley-Davidson.

But since then, the bloom has come off the TQM rose. Quality comes with a cost, and

although TQM has improved labor-management relations, it hasn't necessarily improved

competitiveness enough to enable TQM-adherents to weather the recession.

The most glaring example was the Wallace Co., the Houston oil-supply company that

won the Commerce Department's Malcolm Bald ridge National Quality Award and filed

for bankruptcy protection soon after. Douglas Aircraft, a subsidiary of McDonnell-

Douglas Corp., found that no amount of team-centered training could overcome the

poisoned labor-management relations that resulted from massive layoffs in the wake of

the end of the Cold War.

Other companies that took up TQM complained that it resulted in too much paperwork

and too many meetings that took time away from serving customers and participating in

community affairs. It was discontinued altogether at Florida Power & Light, where the

late Joe Collier had championed it before coming to Central Maine Power Co.

TQM's defenders point out that it requires long-term patience from shareholders and

peace with labor - two factors not so common in most sectors of the American economy

31

(and unlike Japan). Many companies want TQM to improve market share, rein in costs

and make customers happy within two or three years at most, despite the fact that the

Japanese began TQM to the 1950s and did not see significant payoffs until the 1970s.

32

2.2 COMPANY PROFILE

Arul Das Industries was established in 1995 with intension of designing & manufacturing

of press tools, press components and material handling system on turnkey basis.

Company also provides consultancy in designing press tools.

Company has intents to grow the business by continuously upgrading the quality,

widening the costumer base and exploring the possibility of exports market. As an initial

step company has opted for implementing ISO 9001 – 2000 quality management system.

Company understands changing global market scenario and plan to invest in new systems

to improve product variation and increase production capacity by improving efficiency &

productivity.

The company has built up a strong capability in engineering and execution excellence.

The company works closely with customers to meet and surpass their expectation and

ensuring Total Customer Satisfaction through excellence in product quality, response

time and price competitiveness.

In an industry where Precision, Pricing and People are of paramount importance, the

company has set stringent benchmarks and works consistently in achieving and

improving on it.

The company is engaged in the engineering works related to Designing and

manufacturing of sheet metal, press tool, plastic moulds, Multi cavity plastic moulds, die

casting dies, extrusion dies, Vacuum forming machine and so on. With our technical

expertise and vast experience in the field, we have been able to establish ourselves a

reliable entity in the market.

Ours is an ISO 9001: 2000 certified company. The company endeavors at providing

maximum satisfaction to its esteemed clients through its range of products and services.

33

Consequently, we are reckoned as one of the most credible Die Casting Products

Manufacturers and Suppliers in the market.

Arul Das Industries was set up with a mission to manufacture quality Forging and

Forming Tools. Within a short period, the company has made rapid strides in growth and

excellence. And the company incorporates Quality Assurance Program (QAP), to ensure

that the systems and processes are constantly monitored and thus improvements may

accelerate the growth of client's business.

The Company has a wide product range that caters to various industries ranging from

General Engineering, Fasteners, Chain Industry, Brakes, etc.

Infrastructure and Capability the Company has invested in a state of the art shop floor

which are equipped with:

Grinding Machines

Tool & Cutter Grinders

Lathes

Milling Machines

Drilling Machines

EDM Spark Machines

Hydraulic Press

34

Support base of EDM wire cut, VMC, JIG boring, CNC Machines, Heat treatment

and surface Engineering.

The shop floor is also equipped with metrology lab, a dedicated quality assurance section

which constantly and consistently focuses on strict adherence to quality norms. Having

qualified and dedicated team, who can undertake design and development of Jigs,

Fixtures, Moulds and Special Tools based on the applications, supported with customized

CAD/CAM programmes.

Quality is a process at Arul Das Industries. To ensure that, the company delivers nothing

but the best, the company has a Quality Assurance Program (QAP) in place. This ensures

that the systems and processes are constantly monitored and improvement brought in to

ensure total satisfaction to customers.

The company is guided by a set of quality control policy adopted by the management. All

our products have to be tested on different parameters with the latest non contact

measuring equipment. According to the said policy, we also adhere to the timely delivery

of the booked products. Subsequently, we are counted among the major Plastic Moulds

Manufacturers and Suppliers in the country.

Quality Policy

We, at Arul Das Industries, shall aim to achieve and sustain excellence in all our

activities.

We are committed to Total Customer Satisfaction by providing products and

services which meet or exceed the Customers expectations.

Modernization of the manufacturing facilities, Stress on technological innovation

and training of employees at all levels shall be continuous process in Arul Das

Industries.

A motivated workforce with a sense of pride in the organization shall lead us

towards Total Quality.

Products

35

We are one of the well reckoned names in the genre of tools that are widely used

in various industries. We manufacture precision press tools and precision stamped

components. These products manufactured by us are engineered using years of

experience and expertise.

The acme quality raw materials used in manufacturing these products are

processed as per international standards. The services offered by us include designing and

manufacture of simple, compound and progressive tools.

In addition to this, we also undertake job work in optical profile grinding, jig grinding,

vacuum heat treatment, etc. Besides, we also offer customized solution of press tools as

per the requirements and specifications of the clients.

A. Press Components Division

1. Designing & Manufacturing of Press Tools & Press Components.

B. Material Handling Division

1. Belt Conveyor for Bulk Material Handling.

2. Bag Handling System.

3. Ash Handling System.

4. Screw Conveyor.

5. En–Mass Conveyor.

6. Bucket Elevator.

7. RBC.

8. Bagasse Bale Breaker.

9. Slat Conveyor.

10. All types of chains & slats.

11. Spares for all conveyors.

36

http://www.rebellindia.com/material_handling_equipment.htm

http://www.rebellindia.com/press_component_division.htm

2. Specially Press Components applicable for –

a. Control Panel.

b. Molded Luggage.

c. Power Tools.

d. Precision Machinery Spares

3. Walkways and Gratings.

C. Heat Exchangers.

Bag Handling Equipments :

Tool Room Facility

Press Components

Material Handling Equipments

Control Pannels

Moulded Luggage Fitting

Automobile Press Parts

Power Tool Accessories & Fittings

Tool Room Facility

In house design & development department having experienced die makers.

37

http://www.rebellindia.com/press_component_division.htm#7







http://www.rebellindia.com/heat_exchanger.htm

Well Equipped Tool Room machine setup.

alibrated measuring instruments.

Quality Assurance.

Guidance of International Experts. Press Components

Wide rang of press components in various field of engineering application.

Material Handling Equipments.

Control Pannel.

Molded luggage fittings.

Automobile Press Parts.

Power Tool Accessories & fittings.

Capacitors & Power Factor Controlling Fittings.

Thermal Equipment Accessories.

Material Handling Equipments

Idler clit & Angle Clits.

All Types of Chains.

All types of Slats.

Bearing Housings for Idlers.

38

Control Panels

All types of Hinges.

Door clamps. Vertical & Horizontal Support Clamps. Lock Strips. Fuse Holder. Lifting Angle. Canopies.

Moulded LuggageFitting

All type of back hinges & side hinges.

Stay Bracket.

Section Covers.

Side Lock Hooks & Center Lock Hooks.

Handle Strips

Automobile Press Parts

Upper & Lower Terminals.

Reinforcement.

Lock Clamps.

Clutch Actuating Levers.

Other Consumable Accessories.

39

Power Tool Accessories & Fittings

Brush Holder Inserts.

Fan for Armatures.

Cap ring Assembly for Coupling.

Bearing Plates.

Bearing Covers.

Safety Cover.

Dust Cover.

Base plate.

Wheel Guards of various sizes.

Thrust Bearings.

Belt Conveyor Systems

40

Belt Conveyors are used for handling bulk material such as Bagasse, Ash, Coal, Stone

Crusher, Sand, Salt, Bauxite, Loose Sugar, Mud, etc. our range of manufacturing belt

conveyors from 5 ton / hour to 1000 ton / hour, depending upon the customer's

requirement. Our belt conveyor systems are more economical and trouble free

performance.

Return Bagasse Carrier & Elevator

Return Bagasse carriers & Elevators are used for handling loose bagasse for co-

generation and sugar mill. Our range of return bagasse carrier from 5 ton / hour to 200

ton / hour. These systems are used in Sugar Mill, Co-Generation, Starch Plant, processing

units & commonly for bagasse feeding to boiler.

Bucket Elevator

41

Bucket elevators are used for elevating fertilizer, Loose Sugar, Grain, Foundry Sand,

Coal, Bagasse, etc. We are manufacturing both belt type (Twin Leg) and chain type (Self

Supported) Elevators. Our belt type bucket elevators are modular & compact in design,

low power consumption, smooth in operation. Capacity ranging from 5 ton / hour to 100

ton / hour.

Screw Conveyor

Screw Conveyors are used for handling Sand, Grain, Sugar, Fertilizer, Seeds and Ash etc.

Capacity of screw conveyors ranging from 5 ton / hour to 60 ton / hour. Screw conveyors

are required in various plants like cattle feed, sugar factory, Starch, Chemical, Fertilizer

Plants etc. Our screw conveyors are very efficient and safe in operation.

Heat Exchangers

42

Heat Exchanger basically air cooled heat exchangers are manufactured by quality tubes

having spiral wounded SS, MS & CU fins. The fined tubes of different pitch distance

fines are utilized as per design factor which directly results in efficiency & smooth

running of the light weight. These tubes will be arranged in such a way that the air flow

heat less is minimum with maximum face area. The temp of air will be raised using

saturated steam i. e. with minimum

Advantages :

Maximum face area per area of heat exchanger.

Compact in designs results light weight & easy handling.

Portable Belt Conveyors

43

ReBELL' offers portable belt conveyors of standard belt width of 600 and 650mm. for

conveying 50 kg. and 100 kg. bags. Frame is manufactured from tabular section and

angle. Frame is mounted on ADV tyres fitted to axle. Capacity of belt conveyors is 700 to

800 bags / hour.

Model 20 ft. 30 ft. 50 ft.

Length C/C 6000 mm. /20ft 9200 mm / 30ft 15500 mm 50ft

Delivery Height 1600 mm. /5.25ft 1750 mm. /5.75ft2000 mm /6.5ft

Horse Power 2.0 HP 2.0 HP 3.0 HP

Bag Stackers

To Reduce the man power and for stacking the bags in godowns stackers are used.

The equipment consists frame fabricated from ISA 40X5 & ISA 25X5 mounted on

chassis which is fixed on ADV tyres. Winch system is provided for lifting and lowering

the frame. Stacker is used for handling grain, Fertilizer and Sugar bags.

Truck loader is specially used for loading the truck.

Our Mission

To Be a Reliable, Preferred Global Solution Provider and Supplier of Precision Tooling

Stamped Components and Sub Assemblies for Electronics, Electrical, Communication,

Instrumentation, Medical & Aviation Sector.

44

General Specification

Model 14 ft. 20 ft. 26 ft. 33 ft. 45 ft.

Boom Length C/C 4300 mm. /14ft

6100 mm. /20ft.

7900 mm. /26ft

10100 mm. /33ft

13700 mm. /45ft

Delivery Height (Max.) 2750 mm. /9ft

4000 mm. /13ft

5000 mm. /16ft

6700 mm. /22ft

8800 mm. /29ft

Delivery Height (Min.) 1400 mm. /4.5ft

1500 mm. /5ft

2000 mm. /6.5ft

2500 mm /8ft

3500 mm. /11ft

No of Bag layers 9 Nos. 13 Nos. 17 Nos. 22 Nos. 29 Nos.

Degree Of Inclination 31Deg 40Deg 40Deg 40Deg 40Deg

Horse Power 1.5HP 2.0HP 3.0Hp 5.0Hp 7.5Hp

Available Machine Facility

M1 TR Armasrong 900x320x350

Surface Grainding 200*600 Tp 06 Avro

Lathe Matcine Medium Duty

Drill Matchine -2nos

Bench Grainder

30 Ton Power Press (ambika ) 1nos

Messuring Instument

Verniar Caliper : 150mm,200mm,300mm. 0mm to 600mm.

Daile Verniar : 200mm

Hight Guge : 300mm

Rediuse Guge : 0.5mm to 25mm

Thred Guge

Man Power Strenth

Die Meker 1

Millar 1

Turenr 2

45

Press Opreter 2

Unskiled 2

Andmin Staff 2

List of Production Machinery

Power Press 30 MT Mechanical 1Nos

hand grinding 1Nos

Drilling M/c 1" 1Nos

Die Grinder 1Nos

Surface Grinder 200X600 1Nos

M1TR 1Nos

Lathe M/C 4.5 Feet Medium duty 1Nos

List of Instruments

Vernier Caliper 0-200mm 1Nos

Vernier Caliper Gauge 0-200mm 1Nos

Vernier Height Gauge 0-300mm 1Nos

Micro Meter 0-25mm 1Nos

Surface Plate 600X600mm 1Nos

Redius Gauges 0.5 to 25mm 3Nos

Thread Gauge Inches And mm 1Nos

Magnetik V Block 1Nos

46

CHAPTER - IIIANALYSIS

48

The data collected are analyzed and interpreted to arrive at the significant findings. The area for which the analysis was done is as follows.

Simple demographic profile of the respondents (1.1- 1.3)

Employees awareness on TQM (1.4- 1.7)

Employees views on the implementation process (1.8- 1.11)

Employees views on the contribution of TQM (1.12- 1.16)

Limitations & Scope for improvement in the TQM process (1.17- 1.21)

Chi- square test has been applied to test the null hypotheses. Certain data have also been

presented in the form of diagrams.

49

Table No: 1.1

Distribution of Respondents by their Age

Age(In years)

Frequency(n)

Per cent(%)

20-30 7 7.8

31-40 59 65.6

41-50 14 15.6

51-60 10 11.1

Total 90 100.0

Mean Age = 38.5

The above table depicts the age of the respondents. More than three- fifth of the

respondents (65.6%) belong to the 31- 40 years age group, a little less than one- fifth of

the respondents (15.6%) are in the age group of 41- 50 years, while a little more than one

– tenth of the respondents (11.1) are in the age group of 51- 60 years

The analysis clearly exemplifies that most of the respondents belong to 31- 40 years of

age. The mean age is 38.5 years. Thus most of the respondents are in the productive age

group.

50

Diagram No. 1.1a

Pie Diagram Portraying Respondents by Age

51

Table No: 1.2

Distribution of Respondents by their Educational Qualification

Educational QualificationFrequency

(n)Per cent

(%)

Secondary 45 50.0 Higher Secondary 28 31.1

ITI 15 16.7 Graduate 2 2.2

Total 90 100.0

The above table depicts the Educational Background of the respondents. A half of the

respondents (50%) have done their Secondary schooling, a little less than one- third of

the respondents (31.1%) have completed there Higher Secondary, a little less than one-

fifth of the respondents (16.7%) have done there I.T.I

Thus we understand that most of the respondents have done their schooling only. It is

possible that they had joined the organization and acquired their skills by experience.

Prevalence of professional formation before the organization is relatively less.

52

Table No: 1.3

Distribution of Respondents by their years of experience

Years Frequency (n)

Per cent (%)

1-10 18 20.0

11-20 55 61.1

21-30 16 17.8

31-40 1 1.1

Total 90 100.0

Mean years of experience= 15 years

The above table depicts the years of experience of the respondents. A Little more than

three - fifth of the respondents (61.1%) come under the experience level of 11 – 20 years,

one - fifth of the respondents (20%) come under the experience level of 1 –10 years, a

little less than one – fifth of the respondents (17.8%) have experience ranging between 21

to 30 years and a very negligible number of respondents come under the experience level

of 31 – 40 years.

The analysis clearly exemplifies that most of the respondents’ ranges from 1 to 40 years

of experience. The mean age is 15 years.

53

Table No: 1.4

Distribution of Respondents by their Awareness on TQM

Responses Frequency (n)

Per cent (%)

Yes 86 95.6No 4 4.4

Total 90 100.0

The table above shows the awareness level of the respondents on TQM. The distribution

clearly depicts that a very great majority of the respondents (95.6%) are aware of TQM.

The rest of them, i.e. very negligible number of the respondents (4.4%) is not aware of

TQM.

Thus we can understand that most of the respondents are aware of TQM thanks to the

efforts of the organization for making the employees aware TQM through their regular

programs.

54

Table No: 1.5

Distribution of Respondents by Source of knowledge about TQM

Response Frequency (n)

Per cent (%)

Previous Experience 6 6.7Journals or Magazine 10 11.1

Colleagues 4 4.4

Company Programs 70 77.8

Total 90 100.0

The above table shows the respondents’ source of knowledge about TQM. A little more

than three – fourth of the respondents (77.8%) have agreed that they got to know about

TQM through the company programs. The rest of them, i.e. (11.1%) got their awareness

through Journals & Magazines, Previous Experience and through their fellow Colleagues

Thus we can understand that most of the respondents are aware about TQM. The

company as part of the TQM initiative organizes regular programs to sensitive the

employees about the concept.

55

Table No: 1.6

Distribution of Respondents whether TQM is necessary in every Organization


Per cent (%)

Yes 89 98.9No 1 1.1

Total 90 100.0

From the respondents’ response we came to know that all the respondents are aware that

TQM is implemented within their company. The above table depicts the respondents’

reaction to the statement that TQM is necessary in every organization. A very great

majority of the respondents (98.9%) are of the view that TQM is necessary in every

organization. The remaining a very negligible proportion of the respondents (1.1%)

disagrees to the above said statement.

Thus we understand that most of the respondents support that TQM is necessary in every

organization.

56

Table No: 1.7

Distribution of Respondents by since TQM implemented in your organization

Since Frequency (n)

Per cent (%)

2001 1 1.12002 89 98.9

Total 90 100.0

The above table depicts the respondents’ response to the Question “since when was TQM

implemented in your organization”. A very great majority of the respondents (98.9%) are

of the view that TQM is implemented in the year 2002. Whereas a very negligible of the

respondents (1.1%) said TQM is implemented in the year 2001.

Thus we understand that TQM is implemented in the organization in the year 2002.

Table No: 1.8

57

Distribution of Respondents by their explanation on the objectives of TQM


Per cent (%)

Yes 87 96.7No 3 3.3

Total 90 100.0

The above table shows the respondents’ response to the question whether the objectives

of TQM being explained to you before the implementation. A very great majority of the

respondents (96.7%) agreed that the objectives of TQM had been explained before the

implementation. And a very negligible (3.3%) of the respondents disagreed that they

were not explained TQM’s objectives before implementation.

Thus we can understand from the employees’ response that the objectives of TQM been

explained before the implementation process. From this aspect we can understand that the

company wants the employees’ to know each and every thing before any new process is

started.

58

Table No: 1.9

Distribution of Respondents by their expectation on the implementation of TQM


Per cent (%)

Yes 88 97.8

No 2 2.2

Total 90 100.0

The above table depicts the respondents’ views as to whether their expectations were met

during TQM implementation. A very great majority of the respondents (97.8%) have

agreed to the above said statement. The rest of them, i.e. a very negligible proportion of

the respondents (2.2%) disagreed to the above stated statement.

Thus we can understand from the above statement that a great majority of the respondents

have agreed that their expectations were met during TQM implementation.

59

Table No: 1.10

Distribution of Respondents by their “Views on TQM”


Per cent (%)

Yes 85 94.4No 5 5.6

Total 90 100.0

The above table depicts the respondents’ views on whether employees’ views on TQM

taken into consideration. A very great majority of the respondents (94.4%) views on

TQM been taken into consideration. The rest of them, i.e. a little less than one- tenth of

the respondents (5.6%) have expressed that their views on TQM is not taken into

consideration.

Thus we can understand that the organization seeks employees’ views during the TQM

implementation.

60

Table No: 1.11

Distribution of Respondents by the role of HR department in the TQM implementation

Role of HR Frequency (n)

Per cent (%)

Training 57 44.1Suggestions 24 18.7

Information 29 22.4

NIL 19 14.8Total 129 100.0

* Multiple Responses

The table above shows the respondents views on the roles of HR in the TQM process. A

little more than two- fifth of the respondents (44.1%) say that HR department gives

Training during the TQM implementation process. A little more than one- fifth of the

respondents (22.4%) says through information, and a little less than one- fifth of the

respondents (18.7%) says through suggestions during the implementation of TQM in the

organization.

Thus, the table clearly indicates that a little more than two- fifth of the respondent’s

views on the role of HR department in the TQM implementation process are based on

Training.

61

Diagram No. 1.11a

Pie Diagram Portraying Respondents by Role of HR department in the TQM

62

Table No: 1.12

Distribution of Respondents by their involvement in the TQM implementation


Per cent (%)

Yes 87 96.7No 3 3.3

Total 90 100.0

The above table depicts the respondents’ involvement in TQM implementation. A very

great majority of the respondents (96.7%) were involved in the TQM implementation.

The rest of them, i.e. a very negligible proportion of the respondents (3.3%) stated that

they were not involved in the TQM implementation.

Thus we can understand from the respondents views that a great majority of the

respondents were involved in the TQM implementation.

63

Table No 1.13

Distribution of Respondents by their views on the contribution of TQM towards improvement of work


Per cent (%)

Yes 88 97.8No 2 2.2

Total 90 100.0

The above table indicates the respondent’s view does TQM helped in improving our

work.

A very great majority of the respondents (97.8%) are of the view that TQM has helped in

improving their work. Whereas, a very negligible proportion of the respondents (2.2%)

disagreed to the stated statement.

Thus we can understand that a great majority of the respondents agreed that because of

TQM implementation their work has improved

64

Table No 1.14

Distribution of Respondents by their views on the contribution of TQM towards improvement of Department/ Team


Per cent (%)

Yes 84 93.3No 6 6.7

Total 90 100.0


Department/ Team


improving our Department/ Team. Whereas, a little less than one- tenth of the

respondents (6.7%) disagreed to the stated statement.


TQM implementation their Department/ Team work has improved.

65

Table No 1.15

Distribution of Respondents by their views on the contribution of TQM towards improvement of Organization


Per cent (%)

Yes 87 96.7No 3 3.3

Total 90 100.0


organization


improving their Organization. Whereas, a very negligible proportion of the respondents

(3.3%) disagreed to the stated statement.


TQM implementation their organization has improved

66

Diagram No. 1.15a

67

Table No: 1.16

Distribution of Respondents does TQM help in making innovations in your process


Per cent (%)

Yes 89 98.9No 1 1.1

Total 90 100.0

The table above shows the respondents view “Does TQM help in making innovations”.

The table shows that a very great majority of the respondents (98.9%) support the view

that TQM can help in making innovations in their process. But a very negligible

proportion of the respondents (1.1%) are against the view that TQM does not help in

making innovations in their work process.

Thus the table shows that a very great majority of the respondents support the stated

view.

68

Table No: 1.17

Distribution of Respondents by their views on effectiveness of TQM concept


Per cent (%)

Yes 88 97.8No 2 2.2

Total 90 100.0

The table depicts the respondents’ view that TQM is a very effective concept. The table

shows that a very great majority of the respondents (97.8%) agree to the stated statement.

But a very negligible proportion of the respondents (2.2%) disagreed the view that TQM

is not a very effective concept.

Thus we can understand that the organization has explained all the benefits and

importance of TQM. From the response we can feel that a majority of the respondents

agreed that TQM is a very effective concept.

Table No 1.18

69

Distribution of Respondents by their view whether they received support from

supervisors, staff in practicing TQM


Per cent (%)

Yes 76 84.4No 14 15.6

Total 90 100.0

The table shows the response of the respondents whether they require more

encouragement and support from supervisors, maintenance staff in practicing TQM. The

table shows that a great majority of the respondents (84.4%) agree that they need more

support from their supervisors, staff in practicing TQM. A little less than one- fifth of the

respondents (15.6%) disagreed to the view of statement.

Thus we can understand that a majority of the respondents want more encouragement and

support from maintenance staff in practicing TQM

70

Table No: 1.19

Distribution of Respondents by their view whether they received teammates support in TQM practice


Per cent (%)

Yes 60 66.7

No 30 33.3Total 90 100.0

The table depicts the response of the respondents whether they require more support from

their teammates during TQM practice. Two- third of the respondents (66.7%) agreed that

they want more support from their teammates during TQM practice, and one- third of the

respondents (33.3%) disagreed to the above statement.

Thus we can understand that a majority of the respondents want each other’s support

during TQM practice in the organization.

71

Diagram No. 1.19

72

Table No 1.20

Distribution of Respondents by their views on scope for improvement in the existing TQM pattern


Per cent (%)

Yes 56 62.2No 34 37.8

Total 90 100.0

The table depicts the response of the respondents whether there is any scope for

improvement in the existing TQM pattern. The table shows that a little more than three-

fifth of the respondents (62.2%) agreed that they need more scope for improvement in the

existing TQM pattern. A little more than one- third of the respondents (37.8%) disagreed

to the above statement.

Thus we can understand that majority of the respondents agreed that there should be

scope for improvement in the TQM pattern.

Table No 1.21

73

Distribution of Respondents by their views on changes in the existing TQM practice


Per cent (%)

No Changes Required 37 41.1

TQM awareness level 16 17.8

TQM implementation level 37 41.1

Total 90 100.0

The table depicts the respondents’ views on the statement “whether they require any

change to the existing pattern of TQM. The table shows that less than half of the

respondents (41.1%) agreed that they don’t need any changes. A little less than one- fifth

of the respondents (17.8%) said that they need changes in the TQM awareness level.

Thus we can understand that a majority of the respondents feel that there should be

changes in the TQM implementation level.

Table No: 1.22

74

Distribution of Respondents by their Age and Awareness on TQM

In this table, the age of the respondents are related with awareness on TQM. The

researcher is of interest to know whether there is any relation between the age of the

individual and awareness on TQM

Age of the

Respondent(in years)

Awareness on TQM Total

Yes No 20-40 64

(96.9%)2

(3.03%)66

41-60 22(91.6%)

2(8.33%)

24

Total 86 4 90

*Figure in parentheses represent percentages.

Chi- Square Value = 0.256 Not Significant at 0.05 level

With Yate’s Correction

Degree of Freedom = 1

The above table has been drawn to understand the relationship between the two variables

i.e. the age of the respondents and the respondents’ opinion on the awareness on TQM.

For the purpose of easy analysis, the age categories have been reorganized as 20- 40

years on the one hand and 41- 60 years on the other.

From the above table we understand that more respondents in the age group of 20- 40

years (96.9%) have affirmed their awareness on TQM compared to their counterparts in

75

the 41- 60 years of age group (91.6%). On the whole we find an equitable distribution of

responses as regards awareness on TQM across different age groups of respondents.

At the same time, to understand the statistical significance of the said distribution chi-

square test has been applied. Accordingly the null hypothesis is “There is no relationship

between age of the respondents and their awareness on TQM”.

The results of the chi- square test indicate that the said distribution is statistically not

significant. This is because the calculated value is 0.256 for one degree of freedom at

0.05 level of significance as against the table value of 3.841. Hence we accept the null

hypothesis.

Thus, more respondents in the lesser age group are aware about TQM. However this is

not statistically significant.

76

Table No: 1.23

Distribution of Respondents by their Age and their views on TQM

In this table, the age of the respondents are related their views taken into consideration.

The researcher is of interest to know whether there is any relation between the age of the

individual and their views on TQM

Age of the Respondent

(in years)

Employees views on TQM Total

Yes No 20-40 63

(95.4%)3

(4.54%)66

41-60 22(91.6%)

2(8.33%)

24

Total 85 5 90






i.e. the age of the respondents and the respondents’ views on TQM. For the purpose of

easy analysis, the age categories have been reorganized as 20- 40 years on the one hand

and 41- 60 years on the other.


years (95.4%) have affirmed their views on TQM compared to their counterparts in the

77

41- 60 years of age group (91.6%). On the whole we find an equitable distribution of

responses as regards views on TQM across different age groups of respondents.



between age of the respondents and their views on TQM”.




hypothesis.

Thus, more respondents in the lesser age group agree their views on TQM. However this

is not statistically significant.

78

Table No: 1. 24

Distribution of Respondents by their Age and Explanation on the objectives of TQM

In this table, the age of the respondents are related with Objectives of TQM explained

before TQM implementation. The researcher is of interest to know whether there is any

relation between the age of the individual and their objectives of TQM before

implementation.

Age of the Respondent

(in years)

Explanation on the objectives of TQM Total

Yes No 20-40 64

(96.9%)2

(3.03%)66

41-60 23(95.8%)

1(4.1%)

24

Total 87 3 90






i.e. the age of the respondents and the respondents’ objectives on TQM. For the purpose

of easy analysis, the age categories have been reorganized as 20- 40 years on the one

hand and 41- 60 years a on the other.


years (96.9%) have affirmed the objectives of TQM compared to their counterparts in the

79

41- 60 years of age group (95.8%). On the whole we find an equitable distribution of

responses as regards objectives of TQM across different age groups of respondents.



between age of the respondents and the objectives of TQM.




hypothesis.

Thus, more respondents in the lesser age group agree the objectives of TQM explained

before implementation. However this is not statistically significant.

80

Table No: 1.25

Distribution of Respondents by their Years of Experience and their views on the

contribution of TQM towards improvement of work

In this table, the years of experience of the respondents is related with their improvement

of work in the Department/ Team. The researcher is of interest to know whether there is

any relation between the years of experience of the individual and their expectations

during TQM implementation in their organization.

Years of Experience Does TQM help in improving your Department/ Team

Total

Yes No 1- 20 68

(93.1%)5

(6.8%)73

21-40 16(94.1%)

1(5.8%)

17

Total 84 6 90 *Figure in parentheses represent percentages.

Chi- Square Value = 0.381

Not Significant at 0.05 level




i.e. the years of experience of the respondents and the respondents’ opinion that TQM has

helped in improving your Department/ Team. For the purpose of easy analysis, the age

categories have been reorganized as 1- 20 years on the one hand and 21- 40 years a on the

other.

81

From the above table we understand that more respondents in the years of experience of

1- 20 years (93.1%) have affirmed that TQM has helped in improving your Department/

Team. compared to their counterparts in the 41- 60 years of age group (94.1%). On the

whole we find an equitable distribution of responses as regards that TQM has helped in

improving your Department/ Team across different age groups of respondents.



between years of experience of the respondents and that TQM has helped in improving

your Department/ Team.




hypothesis.

Thus, more respondents in the higher years of experience agree that TQM has helped in

improving your Department/ Team. However this is not statistically significant.

82

Table No: 1.26

Distribution of Respondents by their Years of Experience and views on Scope for

improvement in the existing TQM pattern

In this table, the years of experience of the respondents is related with their scope for

improvement in the existing TQM pattern. The researcher is of interest to know whether

there is any relation between the years of experience of the individual and their scope for

improvement in the existing TQM pattern.

Years of Experience Scope for improvement in the existing TQM pattern

Total

Yes No 1- 20 44

(60.2%)29

(39.7%)73

21-40 12(70.5%)

5(29.4%)

17

Total 56 34 90





i.e. the years of experience of the respondents and the respondents’ opinion that is there

83

any scope for improvement in the existing TQM pattern. For the purpose of easy analysis,

the age categories have been reorganized as 1- 20 years on the one hand and 21- 40 years

a on the other.

From the above table we understand that more respondents in the years of experience of

1- 20 years (60.2%) have affirmed that TQM has helped in improving your Department/

Team. compared to their counterparts in the 21- 40 years of age group (70.5%). On the

whole we find an equitable distribution of responses as regards that is there any scope for

improvement in the existing TQM pattern across different age groups of respondents.



between years of experience of the respondents and is there any scope for improvement

in the existing TQM pattern.




hypothesis.

Thus, more respondents in the higher years of experience agree that TQM has helped in

the scope for improvement in the existing TQM pattern.

84

CHAPTER - IV

FINDINGS, CONCLUSIONS &

SUGGESTIONS

85

The researcher has summarized the research study in this chapter. The researcher has also

added his own comments and recommendations towards the research study.

The final chapter gives an insight into the following aspects

Summary of the study.

Findings and conclusions.

Suggestions and Recommendations.

SUMMARY OF THE STUDY:

The researcher aims at studying the employees’ views on Total Quality Management at

Arul Das Industries, Chennai.

TQM enables employees’, through greater commitment to the Quality and also to the

organizational goal, to take more responsibility for their own performance and its

improvement.

The main aim of the study is to study the employees’ views on Total Quality

Management; the objectives of the study are to determine the employees’ awareness on

TQM, employees’ views on the implementation process, employees’ views on

contribution of TQM and Limitations & Scope for improvement in the TQM process.

In this study the descriptive design has been adopted. The universe includes all

employees’ working in Arul Das Industries where TQM is followed. The convenience

sampling method for the research study, primary data was collected through the

questionnaire.

The researcher used a questionnaire, which consists of 26 questions, and the

questionnaire was divided into two sections. Both close and open-ended questions were

asked. The first section consists of questions 1 to 6. it is on the personal profile of the

86

employees’. The second section deals with questions based on the objectives prepared for

the study.

The sample size of the present research is 90 distributed among the confirmed employee

category. The respondents of the stated cadre belong to the lower level of the hierarchical

structure of the organization.

The actual data collection was done during the month of February 2009.

87

4.1 FINDINGS

I. PERSONAL PROFILE:

AGE:

The analysis clearly depicts that three fifth of the respondents (65.6%) belong to 31- 40

years of age. The mean age is 38.5 years. Thus most of the respondents are in the

productive age group.

EDUCATIONAL QUALIFICATION:

It is inferred that half of the respondents (50%) have done their schooling only. It is

possible that they had joined the organization and acquired their skills by experience.

Prevalence of professional formation before the organization is relatively less.

YEARS OF EXPERIENCE:

The analysis clearly depicts that most of the respondents’ ranges from 1 to 40 years of

experience. The mean age is 15 years.

II. EMPLOYEES’ AWARENESS ON TQM:

Awareness on TQM

It is inferred that a very great majority of the respondents (95.6%) are aware of TQM

thanks to the efforts of the organization for making the employees aware TQM through

their regular programs.

Source of knowledge about TQM:

It clearly depicts that a little more than three fourth of the respondents (77.8%) are aware

about TQM through company programs. The company as part of the TQM initiative

organizes regular programs to sensitive the employees about the concept.

88

Whether TQM implemented within your company:

It is inferred that 100% of the respondents are aware that TQM is implemented in their

organization.

Whether TQM necessary in every organization:

It is found that a very great majority of the respondents (98.9%) say that TQM is

necessary in every organization.

Since when TQM implemented in your organization:

Most of the respondents (98.9%) that TQM been implemented in the organization in the

year 2002.

III. EMPLOYEES’ VIEWS ON THE IMPLEMENTATION PROCESS:

Explanation of TQM objectives:

It clearly depicts that a very great majority of the respondents (96.7%) agree that the

objectives of TQM been explained before the implementation process.

Expectation during TQM implementation:

It clearly depicts that a very great majority of the respondents (97.8%) agree that their

expectations were met during TQM implementation.

Satisfaction during TQM implementation process:

It is found that 100% of the respondents are satisfied with the TQM implementation

process.

Employees’ views on TQM implementation process:

89

It clearly depicts that the organization seeks for employees’ views during the TQM

implementation. That a very great majority of the respondents (94.4%) expressed their

views on TQM implementation process.

Role of HR Department during TQM implementation process:

Around half of the respondents (48.9%) views on the role of HR department in the TQM

implementation process are based on Training.

IV. EMPLOYEES’ VIEWS ON CONTRIBUTION OF TQM:

Involvement during TQM implementation:

It is found that a very great majority of the respondents (96,7%) were involved in the

TQM implementation

Improvement of work:

It is found that a great majority of the respondents (97.8%) agreed that because of TQM

implementation their work has been improved.

Improvement of Department/ Team:

It is inferred that a great majority of the respondents (93.3%) agreed that because of TQM

implementation their Department/ Team has been improved.

Improvement of organization:

It is found that a great majority of the respondents (93.3%) agreed that because of TQM

implementation their Organization has been improved.

Innovations through TQM implementation process:

It is inferred that a very great majority of the respondents (98.9%) support the stated

view.

V. LIMITATIONS & SCOPE FOR IMPROVEMENT IN THE TQM PROCESS:

TQM a very effective concept:

90

It is found that the organization has explained all the benefits and importance of TQM, a

great majority of the respondents (97.8%) agreed that TQM is a very effective concept.

Encouragement & support from staff in practicing TQM:

It is found that a majority of the respondents (84.4%) wants more encouragement and

support from maintenance staff in practicing TQM.

Support from Teammates in TQM process:

It is found that two- third of the respondents (66.7%) wants teammates support during

TQM practice in the organization.

SCOPE FOR IMPROVEMENT IN THE EXISTING TQM PATTERN:

It is found that three- fifth of the respondents agreed that there should be scope for

improvement in the TQM pattern.

Changes in the existing TQM practice:

It is found that less than half of the respondents (41.1%) feel that there should be changes

in TQM implementation level.

91

4.2 CONCLUSIONS:

More respondents in the age group of 20- 40 years have affirmed their awareness on

TQM. On the whole we find an equitable distribution of responses as regards awareness

on TQM across different age groups of the respondents. Thus, more respondents in the

lesser age group are aware about TQM. However this is not statistically significant.

It is found that more respondents in the age group of 20- 40 years have affirmed their

views on TQM. On the whole we find an equitable distribution of responses as regards

the views on TQM across different age groups of the respondents. Thus, more

respondents in the lesser age group agree their views on TQM. However this is not

statistically significant.

It clearly depicts that more respondents in the age group of 20- 40 years have affirmed

that the objectives of TQM explained before implementation process. On the whole we

find an equitable distribution of responses as regards the explanation of objectives of

TQM across different age groups of the respondents. Thus, more respondents in the lesser

age group are agreeing the objectives of TQM explained before implementation.

However this is not statistically significant.

More respondents in the years of experience of 21- 40 years have affirmed that TQM has

helped in improving their Department/ Team. On the whole we find an equitable

distribution of responses as regards that TQM implementation has helped their

Department/ Team across different years of experience of the respondents. Thus, more

respondents in the higher years of experience agree that TQM helped in improving their

Department/ Team.

It is inferred that more respondents in the years of experience of 21- 40 years have

affirmed their views on scope for improvement in the existing TQM pattern. On the

whole we find an equitable distribution of responses as regards their views on scope for

improvement in the existing TQM pattern.

92

4.3 SUGGESTIONS

From the study the researcher had a overview about Total Quality Management

implementation in an organization. Majority of the respondents were aware of TQM, and

through the response it shows that they are happy with the implementation process

carried out in their organization.

Training must be provided to apprentices. Company should take extra care in

encouraging all practice TQM.

Frequent revision sessions on TQM must be given to employees for continuous

practice.

Regular and scheduled feedback meetings and sessions should be conducted.

More individual participation and recognition must be given.

Establish rewards and recognition for better performances in achievement of

quality related aspects.

Identify an external consultant to provide techniques for effective implementation.

Encourage teamwork and suggestions schemes.

Through proper monitoring poor TQM practicing individual and groups should

trained to practice effectively.

CONCLUDING REMARKS

The success of TQM feedback would, to a large extent, depend on the readiness of the

organizations for this initiative. Further, success would depend on the effectiveness of the

steps that have been adopted by the organization. Finally, employees in the organization

have to play a major role in making Total Quality Management feedback effective.

Though an attempt has been made to understand the various aspects of Total Quality

Management in Arul Das Industries, which is a Manufacturing Company, there is still

scope for more research in this area of study.

93

BIBLIOGRAPHY

94

References

Book Materials:

Bester field: “Total Quality Management” Prentice Hall India, Second Edition

Senthil Murugan: “ Total Quality Management” SciTech Publications, 2005

Rama Krishnan “ Total Quality Management” Dharani Publications, 2005

B.Senthil Arasu, “ Total Quality Management” SciTech Publication India Pvt. Ltd.

J Pravin Paul 2005

English Electric Book “ Total Quality Management”

Sundararaju.S.M “ Total Quality Management” A Premier Bombay

Publishing House, Mumbai

Websites:

www.tqm.comwww.gslis.utexas.eduWeb.cbe.neu.edu

95

http://www.gslis.utexas.edu/

http://www.tqm.com/

EMPLOYEES’ VIEWS ON TOTAL QUALITY MANAGEMENT

Questionnaire

Personal Details:

1. Age:

2. Sex: Male/ Female

3. Educational Qualification:

4. Designation:

5. Total Work Experience:

Employees’ awareness on TQM:

1. Are you aware of TQM?

Yes ( ) No ( )

2. How did you come to know about TQM?

Previous Experience

Journals or Magazines

Colleagues

Company Programs

3. Are you aware whether TQM is implemented within your Company?

Yes ( ) No ( )

4. Is TQM necessary in every Organization?

96

Yes ( ) No ( )

5. Since when has TQM been implemented in your organization?

…………………………………………………………………

Employees’ views on the implementation process:

1. Were the objectives of TQM explained to you before the implementation?

Yes ( ) No ( )

2. Do you think your expectations were met during TQM implementation?

Yes ( ) No ( )

3. Are you satisfied by TQM implementation process?

Yes ( ) No ( )

4. Are employees’ views taken into consideration?

Yes ( ) No ( )

5. What was the role of the HR department in TQM implementation?

………………………………………………………………………

Employees’ views on contribution of TQM:

1. Were you involved in TQM implementation?

Yes ( ) No ( )

2. Do you think that TQM has helped in improving your work?

97

Yes ( ) No ( )3. Do you think that TQM has helped in improving the Departments / Team?

Yes ( ) No ( )

4. Do you think TQM has helped in improving your organization?

Yes ( ) No ( )

5. Does TQM help in making innovations in your process?

Yes ( ) No ( )

Limitations & Scope for improvement in the TQM process:

1. Do you think TQM is a very effective concept?

Yes ( ) No ( )

2. Do you require more encouragement and support from supervisors, maintenance staff in practicing TQM

Yes ( ) No ( )

3. Do you think that your teammates must extend more support in TQM practice?

Yes ( ) No ( )

4. Do you think there is any scope for improvement in the existing TQM pattern?

Yes ( ) No ( )

5. Do you like to make any changes to the existing TQM practice?

If required, then in which level?

a. No changes required

b. TQM awareness level

98

c. TQM implementation level

99

employees’ views on “total quality management

Documents