Final project

1.INTRODUCTION

Quality circle is a management approach for an organization, centered on quality, based

on the participation of all its members and aiming at long-term success through customer

satisfaction, and benefits to all members of the organization and to society.

It actively has human capital embedded and not only stimulates commitment, integrity,

work-life balance, passion, enjoyment at work and employee attitudes, but also stimulates

individual and team learning in order to develop a motivated workforce and sustainable

performance improvement and quality enhancement for the organization.

The sample size taken for this study is 95. The respondent’s details includes Labours,

Technicians, Operators, Staff level employees, Managerial employees and others who

work in this Organization. The study has been conducted in AS-1, SHED-1, SHED-44

and HEAD OFFICE which are all situated Madurai. The researcher used census survey

where in the population elements are selected based on the particular units strength

entirely.

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http://www.1000ventures.com/business_guide/mgmt_quality.html

http://www.1000ventures.com/business_guide/mgmt_performance.html

http://www.1000ventures.com/business_guide/crosscuttings/employee_empowerment.html

http://www.1000ventures.com/business_guide/im_fun_factor.html

http://www.1000ventures.com/info/balance_brief.html

1.1 NEED OF THE STUDY

The Quality Circle in HI-TECH ARAI LTD (HTA) running successfully. We need to

identify the attitude of QC members and Non-QC members of HTA. Even though the

organization maintain good Quality Circle, Some workers not yet joined. So that we need

to identify the reasons for not joining them as a member of the Quality Circle in our

organization

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1.2 STATEMENT OF PROBLEM

Attitudes are evaluating statements either favorable or unfavorable concerning the

respondents. They reflect how one feels about something they work for, but the reason

underlying the response are probably complex. In order to understand attitudes, we need

to consider their fundamental properties

Because of work load to the staffs in Head Office, they are showing less interest to

participate in QC activities. Hence collecting the information about Quality Circle, from

the Head Office- staffs was much complicated.

Collection of information from few employees was problematical, due to the lack of

Understanding and lack of knowledge about Quality Circle. The first major practitioner

knowledge gap we will address is the causes of employee attitudes.

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1.3 COMPANY PROFILE

HISTORY OF THE COMPANY:

Hi-Tech Arai limited Madurai, is a joint venture with Arai Seisakusho Co limited,

Japan. The company previously called as Hi-Tech ancillaries limited. After the joint

venture with Arai Seisakusho Co Limited, the company name has changed to Hi-Tech

Arai limited. The company was established rubber components and oil seals for the use

into the market with the World famous company like Suzuki, Honda, Yamaha, Niasion,

Toyota etc. The company was set up with an authorized capital of Rs.4.50 lakhs at 1985.

Later the company entered into technical collaborations with M/S Mitsubishi, Japan and

with Arai Seisakusho limited Japan for manufacture of reed Valve assembly in 1987 . Mr.

Bangera is the Managing Director of the company.. The company is leader in original

equipment marketing with 80% market share. The company was founded by Mr. R.

Lakshmi Narayanan, a pioneer in the area of rubber technology extended its capital base

with participation from the Chennai based Shriram group and it become a closely held

public limited company with its activities increased in all areas of manufacture. Growing

and achieving excellence through people is the motive of the organization. The core

belief is that it is possible to achieve zero defects and achieve leadership in the market.

The company also owns 17 wind mills each with the capacity of producing 6 MW power.

Hi-Tech Arai is the only manufacture of reed valves in India

MAN POWER

The company started its function with a man power of 75 in 1985. Now the total man

power of the company is 800. In additions to this, there are 1200 contract labours.

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PRODUCTS:

Closely supported by the Japanese partners, Hi-Tech Arai

Limited has built a sustaining and component technology

base to the manufacture of oil seals, valve steam seals, O

rings, moulded rubber components and reed valves

assemblies to the highest standards required by the

automotive industry. The company specializes in the

production of three main products for both original

equipment manufacturers and replacement market. The

company caters to the domestic market, though

exports are also promising.

OIL SEALS

Oil seals are especially meant for preventing oil

leakages particularly in two wheelers, four wheelers

and in motor pump sets. Application of oil seals in

these products will prevent oil from leaking.

REED VALVE ASSEMBLIES

The reed valve assemblies that are produced by the

company are used in the new generation two stroke

engines as fuel-efficient equipment. It also saves a

substantial amount of foreign exchange for the country;

moreover reed valve assemblies ensure complete

combustion of fuel inside the cylinder thus helping to

control certain pollution.

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MOULDED RUBER PRODUCTS

Moulded rubber products are the products developed to suit the specifications and design

of customers, so as to meet the exact working conditions of particular model of vehicles.

Usually the moulded rubber products reduce the noise, stroke vibrations and protect

certain other components from dust, water, oil etc. the company is the single source of

supply for moulded products throughout the country.

‘O’ RINGS

Circular products having round cross-section or any customers’ specified sectional from

which just fits in assemblies (pumps, carburetors etc to avoid or stop leakage of fluid gas

from the system.The export market for oil seals depend upon manufacturing technology.

Presently, there is no other player in the market who has a technical collaboration

arrangement with global player in this line of activity. This gives HTA an enormous

advantage over its competitors and its exporters to various countries.

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Organization Structure:

The organization is controlled by 9 boards of directors. It consists of 3 promoter

directors, 5 directors from Arai Seisakusho Ltd, and 1 director from Mitsubishi

Corporation. Mitsubishi Corporation has 1 additional director.

The current chairman of the organization is Mr. R. Lakshmi Narayanan and the

managing director is Mr. B. T. Bangera.

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CUSTOMER OF HI-TECH ARAI:

The following are the customers of Hi-Tech Arai,

Piagia (Italy)

Indore (France)

Ashok Leyland Limited

Bajaj auto Limited

Bajaj Yamaha (Japan, India)

Automotive axles limited

Escort Limited

Hero Honda Motors (Japan, India, Thailand, USA)

TVS Suzuki

Maruti Udyog limited and other leading companies

COMPETITORS OF HI-TECH ARAI:

Fenner india

C.R. Seals

Sigma Fredenburg NOK Seals.

OBJECTIVES OF THE COMPANY:

To maintain a good environment in the factory as well as in the factory premises.

To produce and maintain quality in the products.

To increase the sales every year.

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VISION OF THE COMPANY:

1993-“To become the market leader in the country within 5 years”

1997-“To become one of the top three in the World in the field of oil seals”

2007-“To become the preferred suppliers to all our customers”

2008-“To produce zero defect products”

MISSION OF THE COMPANY:

To produce high quality products, produce them at competitive prices, combined with on

time Delivery, strictly adopting environmental process.”

MILESTONES OF THE COMPANY:

1985 – Hi – Tech ancillary was registered.

1986 – First unit in Thanakkankulam was started.

1987 – Technical collaboration with Arai Seisakusho Co Ltd, Japan.

1990 – Totally professionalized.

1991 – Second unit in Trichy was started.

1991 – Awarded best SSI unit in the District.

1992 – Awarded best SSI unit in the State.

1993 – Third Unit in K Pudur was started.

1994 – Joint Venture with Arai Seisakusho Co Ltd & Mitsubishi

Corporation, Japan.

1994 – Name Changed to Hi – Tech Arai Ltd.

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1995 – Fourth Unit in K Pudur.

1996 – Sixth Unit in K Pudur.

1999 – Most modern factory at K Pudur named Hi – Gashikojo.

2000 – Initiation of Environment Management System certification

program & obtained the certification in July 2001 ISO: 4001.

2001 – Quality award from Lucas TVS Ltd.

2002 – Award from Keihin Lie Ltd Pune for cost optimization.

2003 – Awarded Best SSI unit in the State Level.

2003 – The company was accredited ISO – 9001 – 2000 certification.

2005 – CII & APAC awarded “Best Industry practicing the HIV/Aids

Prevention” for its Aids prevention and control Project.

2006 – First Export order from China.

2008 – Received ISO TS – 16949:2002.

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LOCATIONS:

HEAD OFFICE,

V.P. Rathinasamy Nadar Road,

North chokkikulam,

Madurai – 14

THE UNITS:

Thanakkankulam, Madurai – 6

Sidco Industrial Estate (Shed 14)

k. pudur, Madurai.

Trichy – Chennai Highways,

Kuthor Village, Trichy.

Survey No 2729 / 1, K. Pudur

Industrial Estate, Madurai.

Maruthi Kojo, Industrial Estate,

Uthangudi

Annamalai Complex, Trichy Road,

Uthangudi

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ORGANIZATIONAL POLICIES:

FUNCTIONAL POLICIES:

High quality product shall be produced by practicing total quality

management as a way of life.

Competitive price shall be achieved through sustained efforts on

continuous improvement.

On-time delivery shall be maintained through team efforts.

ENVIRONMENTAL AND QUALITY POLICY:

They are committed to

Strive for continual improvement of our quality performance by meeting

the changing requirements of our customers and our environmental

performance by prevention of pollution and minimization of wastes.

Manufacture high quality products at competitive prices by adhering to

the system, processes and processes and procedures and continually

improving the same.

Promote energy saving and conservation of resources.

Comply with all applicable legislative, regulatory and other

requirements including those that apply to environmental aspects

governing our activities.

Achieve the above by creating awareness among our employees through

proper communication, training and providing conducive work

environment.

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STRATEGIES:

The Organization strives to excel by strictly adopting the following aspects. Growing and

achieving through people, by Training, Bench Marking, Employee involvement,

Employee Empowerment, Root Cause Corrective action, Team Work, Universal

Responsibility, Statistical Thinking, Organizational Culture building & Sustained

management methods.

Quality excellence is achieved by adopting the two major strategy.

KAIZEN:

It’s a Japanese word meaning “change for the batter” or “improvement”;

the common English usage is “continual improvement”.

Kaizen refers to a workplace quality strategy and related to various quality

control systems. kaizen aims to eliminate waste. This is then followed by

standardization of this better way with others, through standardized work.

5S QUALITY PRINCIPLE:

5S is a method of organizing a workplace and keeping it organized. The

key targets of 5S are workplace morale and efficiency. The assertion of 5S

is by assigning everything a location, time is not wasted by looking for

things. 5S advocates believe that the benefit of this methodology come

from deciding what should be kept and how it should be kept and how it

should be stored. This decision making process usually come from a dialog

about standardization between employees of how work should be done.

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The 5S are,

1.SEIRI- Sort and dispose unwanted items.

Follow red tag system.

Fixed point photograph.

Standard for deciding the required things.

2.SEITON- Organizing.

Proper lay out.

Tools shadow board cupboard/racks.

Proper arrangements.

Filing in cabinet.

3.SEISO- Cleaning.

Set time for cleaning and checking standard.

Development cleaning and checking standard.

Follow standards.

4.SEIKETSU- Standardizing.

Develop check list and display.

Position mark.

Jewellery box system.

Visual control

5.SHITSUKE- Training and discipline

Train men at all level

Planned audit

Motivation by recognition

The above mentioned quality aspects are being followed throughout the

organization to uphold its quality. These are followed by its employees as

“their way of life”.

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VARIOUS DEPARTMENTS AND THEIR FUNCTIONS

HUMAN RESOURCE DEPARTMENT:

The HR department is headed by Mr. N. Sankaravelayudham, DGM HR,

controls and monitors the processes involving the human resource related activities

throughout the organization. HR activities include:

Recruitment and training for new employees.

Allocation of employees for various departments and units.

Process any employee related problem.

Employee performance management.

Culture Building.

Formulating Organizational Strategy.

Library maintenance.

Promote learning circles.

Maintain audit and process employee related data like attendance, salary and

other specific functions related to HR management.

MAN POWER PLANNING:

There are two types of man power involved in the Company they are

Company Staff

Contract Labor

In both the cases the man power request is made by the concerned UNIT HEAD

and the HRD HEAD would sanction the same with the approval of the Managing

Director. For contract labor the interview is made by the unit persons but for the

company staff in addition to unit persons the head office persons will also conduct

interview. One important aspect is that the company would give preference to the

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people who are approaching with the reference of the existing employees. The

company started its operations with manpower of around 75 and now it has

manpower of around 2000.

PERFORMANCE APPRAISAL & PROMOTION POLICY:

The performance appraisal and promotion policy of the company is as follows.

Performance Appraisal form (PA Form) is sent to all employees once in a

year and in case of the Operators the PA form is sent to the concerned

supervisor.

In the form the scaling of 1 through 5 is done in which 1&2 represent

Beginner Level, 3&4 represent Leaner Level and 5 represent Trainer Level.

Filled in forms would be collected by the HRD.

Based of the feedback the list of good workers is prepared and maintained.

Based on Organization’s need promotion will be given on approval of MD.

In some cases the employees would be transferred form one unit to the

other.

Poor performer will be given relevant training.

Around 95% of the promotions are given to the existing employees of the

organization.

TRAINING MEASURES:

The first and the fore most of the Training measures are to identify the training

needs of the employees in systematic manner and provide relevant training. The same is

done in the following method.

Training requirements are identified with performance appraisal form.

Training need of the operators is identifies by the supervisors.

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List of required training is received by the HRD from various sources.

Training Budget is made by HRD and is approved by the MD.

Then Training Schedule is prepared.

List of Internal & External faculties is maintained by the HRD and is

approved by the MD.

All the employees of the company should attend at least 32 hours of

training program in a year.

In case a particular employee is not able to attend the given schedule of

training an alternate schedule would be given.

On completion of the training program Training Feed Back Questioner is

circulated to arrive at various decisions regarding the next training program.

Training evaluation questioner is made to assess the impact on the

employees and it is filed in the employees’ personal file and is maintained

till their presence in the organization.

HRD MEASURES:

1. HRD Practices:

Team Building.

Participative style of Management. (Transparency in decision making)

Developing Leadership.

Facilitating Team Work.

Counseling for Addicts.

2. Culture Building:

Transparency.

Change in attitude toward the self & work to unfold the inner potentials.

Committed work force.

More emphasis on team work to get maximum outputs.

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Own the whole family.

3. Quality Circle:

Its main function is to facilitate Process Control, Mutual & Self

development of Employees, Improvement of their Workplace & Productivity by full

participation of all members.

To contribute to the improvement and development of the organization.

To respect humanity and to build worth while lives and cheerful work

areas.

To give fullest recognition to human capabilities and to draw out each

individual’s finite potential.

The total quality management originally started in the year 1994 and now it has

become part and parcel of company’s culture. QC is conducted regularly once in a week

and they will conduct this meeting

For 1 hour after the working hours. Through QC the employees participate in the

company’s progress. They feel comfortable with timing and most of them are satisfied

with the level of management cooperation. The company gives import5ance to their

employees’ view and they feel that is necessary for the development of the company.

Most of them feel that they were able to solve their problems using QC techniques. Once

the task is completed, a new circle is formed. Everyone has great interest towards QC.

The management motivate their better performance by providing certain awards. The low

performance of the employees is also corrected through QC. Most of them feel that they

have improved personally in problem solving . At present there are 120 quality circles

registered in the company. It is said that Rs. 219.30 lakhs has been saved through QC.

QC competitions conducted every month. Those who are selected in the competition are

sent to regional level, state level and national level competition. The employees have won

many prizes in all these competitions. We had an opportunity to view their presentation.

We were amazed by their pro blem solving techniques and their involvement in the QC.

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The employees who have finished 8th and 10th standard were able to learn English and

computer skills and were boldly able to present before the crowd. The problem

identification techniques, problem analysis and problem solving methods were all done

beautifully by them.

In addition to this, there are family learning circles for family members. The management

has developed the participative culture as a way of life in the organization.

Steps in QC:

Problem Identification.

Observation.

Analysis of problem.

Action.

Checking the results.

Standardizing the Systems.

4. Welfare Measures:

Twice Coffee or Tea is provided to their workers in each shift but in summer

additionally buttermilk is provided.

Two uniforms per year for each confirmed workers.

In case of family planning operation Rs 500 is provided.

Two soaps to be provide for workers

Accident compensation is provided.

Conducting sports & games program once in a year.

Forming quality circles for their workers & providing counseling to their

family members.

Sudden visit by the MD to the production units to know the workers

grievances.

SWOT Analysis:

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Strength:

This company is the Indian Market leader in oil seal manufacturing.

The company has a very good reputation for its products.

The company has a very good internal customer satisfaction.

Japanese technological collaboration is the biggest strength of the company.

Weakness:

In case of shell manufacturing around 50 to 60 percent of the input (steel)

wasted.

In case of molding the company wastes around 30 to 40 percent of the

rubber compound which is an imported one.

Opportunities:

The company can become the World Market leader in the near future.

The rubber waste can be converted into a motor belt with slight

modifications in the mould design.

Threats:

There is very less promotion opportunity for the operations people.

The starting pay package offered is very low.

Still the company has not entered in to new projects to expand by

diversification.

ADMINISTRATIVE DEPARTMENT:

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The administrative department is headed by Mr. S. Sankarakailasam, SGM

administration, is responsible for all administrative activities in all departments in any

general issues. Environmental safety activities are administered by this department as per

TNPCB norms. The air and water pollution control is administered by this department

based on AIR AND WATER ACT stated by TNPCB. Its main functions include.

Handling of environmental legal issues.

Interaction with Governmental Organizations.

Magazine subscription.

Grant of scholarships.

Sponsorship for tournaments.

Transport arrangements.

Arranging the visit & convenience of foreign delegates.

EB expenses Audit.

Mail & Courier handling.

SECRETARIAL FUNCTIONS

Any organization with a paid up capital of 2 crores should have qualified

secretary. The organization’s secretary is Mr. R. R. Gnanasekaran. The secretary is

responsible for convening and conducting the Board of Directors meeting. This meeting

should be conducted once in every 3 months. One annual meeting should be held.

Other major functions are:

Compiling the annual report of the organization.

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Liaison between the Board of Directors and the Management.

Liaison between the organization and the Shareholders.

Maintaining the Statutory records.

Handling all the legal activities of the organization based on the company’s

Act.

ACCOUNTS DEPARTMENT

The accounts department records, processes and maintains various financial

aspects and activities of the organization. This department is headed by DGM Finance,

Mr. N. Nirmal Nath. The major functions are as follows.

Accounts Receivables.

Accounts Payables.

Purchase Accounting.

Sales Accounting.

General Accounting.

Fixed Assets Register.

Activity Base Costing.

All general cash flow movements.

Maintaining cash flow movements in both Purchase and Sales.

Deciding mode of payments.

Capitalization, Machinery accounts progress.

Auditing depreciation stated as per Company’s Act.

Stock Valuation throughout the organization at each stage.

Processing Salary & Labour contract accounts.

Process wind power with the electricity board.

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Processing of Sales Tax & Excise Duty.

Income Tax deductions for the payments to contractors and TDS for

employee’s salary.

Filing of Quarterly TDS returns.

Filing form 16A relating to consolidation of IT payments.

Traditional accounting of activities, resource drivers, cost objects & activity

cost drivers by adapting activity based costing.

SYSTEM OF ACCOUNTING & FINANCIAL HIGHLIGHTS:

The company follows double entry system of accounting on accrual basis. They

mainly do Purchase Accounting, Sales Accounting, Fixed Asset Register & Cash flow

statement. The company follows usual accounting standard except for the depreciation

(50% or 100%) and special note is made in the annual report.

PURCHASE DEPARTMENT

The purchase unit is a centralized unit responsible for the purchase of all materials

required for production. The purchase can be classified into 4 categories based on nature

of purchase.

Indigenous - Purchase of locally made material

Imports - Import of required material

Engineering Purchase - Purchase of machinery

Packing Material Purchase - Purchase of material required for

packing.

RAW MATERIAL PURCHASE:

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The company is very keen that all the raw material should be purchased from

approved suppliers. The detailed steps involved in Raw Material Purchase are as

follows

Based on the Sales forecast of the current financial year the quantity of

sales is arrived and it is converted into compound and compound is

converted into raw material thus the raw material requirement for the year

is arrived.

Raw material requirement will be compared with the existing stock position

at Stores, Compounding & Respective Production Units and also at bonded

ware houses at Chennai (Imported Items).

Minimum ordering quantity and period is arrived by ABC analysis and

currently they have the following purchase schedule.

Type of Purchase\Class A B C

Imports 1.5 M 4 M 6 M

Indigenous 10 D 1 M 3 M

A – Goods having around 80% in terms of value.

B – Goods having around 15% in terms of value.

C – Goods having around 05% in terms of value

D – Days.

M – Months.

After considering the stock & the actual requirement for the month, enquiry

for required materials will be sent to suppliers.

Quotations received from the suppliers will be compared in respect of the

price charged, Lead time, quality & the credit period offered.

Sample lots are ordered & on approval from the Quality Assurance

Department the source is finalized.

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After finalizing the source confirmed Bulk purchase order will be issued to

the supplier with the indication of delivery schedules.

Regular follow up for getting the material will be made based on the

emergencies.

Materials required for development purpose (Small Quantity) will be

procured based on the indents by the Technical Center.

OTHER MAJOR FUNCTIONS:

Obtaining purchase indent from every unit.

Scheduling purchase.

Selection of Suppliers base on quality & quantity Marketing.

Cost estimation & Negotiation.

Allotment of scheduled order to supplier.

Decision of Mode of Transport.

Receiving & Dispersing goods to required units.

Vendor development activities.

Cost saving at sources.

EDP/ ERP DEPARTMENT

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The Electronic Data Processing (EDP) department handles all activities regarding

Hardware and software throughout the organization. The Enterprise Resource Planning

(ERP) unit is responsible for coordinating various departments and plants like

Purchasing, Discrete Manufacturing, Inventory, Finance & Order Management and the

technical highlights are as follows.

Database management system used is Oracle 11.5.9.

The mail server used is IBM lotus notes.

OS used is Linux.

Communication is done by dedicated lines provided by BSNL.

OTHER MAIN FUNCTIONS OF ERP:

To provide Hardware & Software services through out the organization.

To provide support to financial functions.

Communicates between various units.

To provide support for production related data.

Resource planning & scheduling activities.

DEVELOPMENT CENTER

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The DC is the mot important unit in the organization under the direct

administration of the Chairman.

To monitor all progress & process in all the units of the organization

To act as a window to customer.

Development of new products.

Customer supportive marketing

Solving customer related queries.

To monitor purchase, manufacturing, sales & dispatch activities.

To maintain the quality state of the organization DC is divided into four main

sections. They are

1) ARAI COMMUNICATION:

This section is solely responsible for communication activities with Arai

Seisakusho Ltd. The communication regarding Design, Engineering &

Technology of the moulds and moulding processes are done by this department.

2) DRAWING SECTION:

This section is solely responsible for drafting various design regarding the

product mould and maintaining the same.

OE Drawing.

Arai Drawing.

Internal Production Drawing.

Shell Drawing.

Profile Drawing.

Customer Reference Drawing.

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Spring Drawing.

A3 Drawing.

It is also responsible for recording engineering change over activities.

3) MATERIAL SECTION:

This section handles all the material related aspects related to the

manufacturing department. The term material means the Compound (Rubber) used for

manufacturing the end product. Its main functions are as follows.

Deciding the compound for manufacturing.

Analysis of compound used for manufacturing.

Analysis of sample products.

Inspection of quality at all stages.

Auditing test reports of compound used for producing end products.

4) MARKETING SECTION:

This section headed by DGM marketing & manager customer support

controls all the marketing activities of the organization. This section handles all

the customer oriented activities too. The functions of this Department can be

described as follows:

Receiving enquiry from customer end.

Analysis of enquiry and related data.

Feasibility Study.

Quotation preparation.

Receiving purchase order from customer end.

Ordering mould.

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Sample submission to customer with related documents.

Receiving customer end report.

Pilot lot production.

Initiate mass production based on customer report.

SALES DEPARTMENT

The Sales Department is classified into two based on the nature of customer they

handle. They are Original Equipment (OE) Sale & Replacement Marketing (RM) Sales.

1) OE SALES:

The major part of the turn over (around 90%) is through OE

market. The company gets into a legal binding with OE customers (new product)

which states that the parts supplied to OE should not be released in the replace

market for the next 2-3 years, etc. and the major customers are.

Hero Honda

Maruthi Udyog Ltd.

Bajaj Group

TVS Motor

Endurance.

2) RM SALES:

The Replacement Marketing Sales is done to the retail end

customers and is headed by Mr. R. Muthuraman, manager, RM sales, this is

done through authorized regional distributors. This department runs the business

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in complete cash and carry method. The packing & dispatch activities of the RM

sale is done through a depot.

Other major customers are:

Piagio (Italy)

Indore (France)

Ashok Leyland Limited

Birla Yamaha(Japan, India)

Automotives Axles Ltd

Escort Ltd.

Gabriel India Ltd.

TVS Suzuki.

QUALITY ASSURANCE DEPARTMENT

The QA Department is responsible for validation, problem solving & maintaining

the quality aspects of the products and processed. This department is controlled by SGM

Technical and SM quality assurance. Major functions are.

Inspection of Moulds, raw materials and finished goods.

Technical specification validation.

Statistical process control.

Issuing & auditing of various parameters.

Key result area:

The company’s key result area is oil Seal production for Automotive Industry and

it is evident from being an Indian market leader and third in the Globe.

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Factors for Success:

The Key factors for the success of this organization are

The high quality of the products.

The competitive price for the products.

Consistent efforts towards making on time delivery

Japanese Technology through joint venture.

And the internal customer satisfaction.

2. STATEMENT OF OBJECTIVE

2.1 PRIMARYOBJECTIVE:

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To know the various activities of the Quality Circle.

To Find out the effectiveness of the Quality Circle in Hi-tech Arai Limited.

To study the involvement of employees in the Quality circle.

2.2 SECONDARY OBJECTIVE:

To understand awareness on Quality circle among the employees.

To know the attitude of employees towards Quality circle.

To identify the motivating factors which influence the employees to join as an

active member in Quality circle.

To suggest measures to improve the attitude of employees towards Quality circle.

2.3 HYPOTHESIS

Hypothesis means a mere assumption or some assumption to be proved or

disproved a hypothesis is a preposition which the researcher wants to verify.

In this research study, following hypothesis testing is done:

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1. Null Hypothesis H0

There is no significant difference between the two selected variables.

2. Alternative Hypothesis H1

There is significant difference between the two selected variables.

3. REVIEW OF LITERATURE:

Review of literature is an important aspect for the study. It helps the researcher to carry

out the research project successfully. It helps the researcher to get a clean knowledge

about the field. Review of literature facilities the researcher uncovering of certain areas

unattained for visualizing the present work and correlates various findings. For this

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purpose a certain number of researches finding literature have been reviewed and

established. The present study describes the employee’s attitudes and their development

in Quality Circle in Hi tech aria limited, Madurai, and should also expresses the

effectiveness of Quality Circle in the study organization.

In terms of employee attitudes, there is also a small, but growing body of research on the

influences of culture or country on employee attitudes and job satisfaction. The continued

globalization of organizations poses new challenges for HR practitioners, and the

available research on cross-cultural organizational and human resources issues can help

them better understand and guide practice (Erez, 1994; House, 1995; Triandis, 1994).

The most cited cross-cultural work on employee attitudes is that of Hofstede (1980,

1985). He conducted research on employee attitude data in 67 countries and found that

the data grouped into four major dimensions and that countries systematically varied

along these dimensions. The four cross-cultural dimensions are:

(1) individualism-collectivism;(2) uncertainty avoidance versus risk taking; (3) power

distance, or the extent to which power is unequally distributed; and (4)

masculinity/femininity, more recently called achievement orientation.

Research studies across many years, organizations, and types of jobs show that when

employees are asked to evaluate different facets of their job such as supervision, pay,

promotion opportunities, coworkers, and so forth, the nature of the work itself generally

emerges as the most important job facet (Judge & Church, 2000; Jurgensen, 1978).

Based on the research shows that employee attitudes predicts withdrawal behaviors like

turnover and absenteeism, researchers have been able to statistically measure the

financial impact on organizations (Cascio, 1986; Mirvis & Lawler,1977).

34

The two most extensively validated employee attitude survey measures are the Job

Descriptive Index (JDI; Smith, Kendall, & Hulin, 1969) and the Minnesota Satisfaction

Questionnaire (MSQ; Weiss, Dawis, England, & Lofquist, 1967). The JDI assesses

employee attitude with five different job areas: pay, promotion, coworkers, supervision,

and the work itself. The JDI is reliable and has an impressive array of validation

evidence. The MSQ has the advantage of versatility—long and short forms are available,

as well as faceted and overall measures.

Another measure used in job satisfaction research (Judge, Erez, Bono, & Thoresen, in

press) is an updated and reliable five-item version of an earlier scale by Brayfield and

Rothe (1951). All of these measures have led to greater scientific understanding of

employee attitudes. Additional issues with measuring employee attitudes that have been

researched and provide potentially useful knowledge for practitioners. First, measures of

job satisfaction can be faceted whereby they measure various dimensions of the job—

while others are global—or measure a single, overall feeling toward the job.

Employee attitude is necessary in order to understand the results and, in turn, take

appropriate actions to improve employee attitudes and job satisfaction. Research on

employee attitude measurement and statistical analyses is a key contribution of the field

of psychology (Edwards, 2001; Macey, 1996). Highlights of the research on survey

analyses and the most important issues for HR practitioners to consider are

1.The Use of Norms, 2.Comparisons and Numerical Accuracy, 3.Linking Employee

Attitudes to Business Measures.

(Schneider & Bowen, 1985). Other researchers (Wiley, 1996) have developed linkage

models that identify the organizational practices—as rated by employee attitude surveys

— that relate to high levels of organizational performance.

35

(Edwards & Fisher, 2004; Kraut, 1996). One likely future direction of employee

attitude research will be to better understand the interplay between the person and the

situation and the various internal and external factors that influence employee

attitudes.The field of industrial/organizational psychology has a long, rich, and, at times,

controversial history related to the study and understanding of employee attitudes . Some

of this research is very specific and aimed primarily at other researchers, while other

publications provide practical guidance on understanding, measuring, and improving

employee attitudes.In particular, a better understanding of the role of emotion, as well as

broader environmental impacts, is needed and has been largely overlooked in past

research. In addition, ongoing research will provide more in-depth understanding of the

effects of employee attitudes and job satisfaction on organizational measures, such as

customer satisfaction and financial measures. Greater insights on the relationship

between employee attitudes and business performance will assist HR professionals as

they strive to enhance the essential people side of the business in a highly competitive

global arena.

(Robert E. Stevens, Robert L. Moore. 1981). Quality Circles are an organizational

development process which deals with deficiencies and problems that plague modern

organizations by combining behavioral science concepts with statistical quality control

techniques at all levels of the organization Quality Circles are based on a people-building

philosophy which breeds trust, respect, and satisfaction between management and

workers. Quality Circles can be applied to any organization, especially the overmanaged

public sector. To succeed, management must not be defeated by its own assumptions.

INTODUCTION ABOUT QUALITY CIRCLE

36

Quality circle is a management approach for an organization, centered on quality,

based on the participation of all its members and aiming at long-term success through

customer satisfaction, and benefits to all members of the organization and to society.

It actively has human capital embedded and not only stimulates commitment,

integrity, work-life balance, passion, enjoyment at work and employee attitudes, but also

stimulates individual and team learning in order to develop a motivated workforce and

sustainable performance improvement and quality enhancement for the organization.

People are the greatest assets of an organization, because, through people all other

resources are converted into utilities. However, management of ‘People Resources’ has

always been a vexed problem ever since the beginning of organised human activities.

Quality Circle is one of the employee participation methods. It implies the development

of skills, capabilities, confidence and creativity of the people through cumulative process

of education, training, work experience and participation. It also implies the creation of

facilitative conditions and environment of work, which creates and sustains their

motivation and commitment towards work excellence. Quality Circles have emerged as a

mechanism to develop and utilize the tremendous potential of people for improvement in

product quality and productivity.

GENESIS OF QUALITY CIRCLES:

After the Second World War Japanese economy was in the doldrums. Seeing this

disastrous effect of war, Americans decided to help Japan in improving the quality

standards of their products. General Douglas Mac Arthur who, at that time, was the

commander of the occupational forces in Japan took up the task of imparting quality

awareness among Japanese to help them improve their products and the reliability of

manufacturing systems including men, machine and materials. Thus, by 1975, they were

37

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topping the world in quality and productivity. This amazing and unique achievement in

modern history became an eye – opener to the world. Industrialists and politicians from

all over the world started visiting Japan to know how they have achieved such magical

results in such a short span. The answer to this was painstaking and persevering efforts of

the Japanese leaders and workers and the development and growth of the philosophy of

small working groups. This resulted in the Quality Circle concept being accepted all over

the world as a very effective technique to improve the total quality of work life.

DEFINITION:

Quality Circle is a small group of 6 to 12 employees doing similar work who

voluntarily meet together on a regular basis to identify improvements in their respective

work areas using proven techniques for analyzing and solving work related problems

coming in the way of achieving and sustaining excellence leading to mutual upliftment of

employees as well as the organization. It is “a way of capturing the creative and

innovative power that lies within the work force”.

PHILOSOPHY:

Quality Circle is a people – building philosophy, providing self-motivation and

happiness in improving environment without any compulsion or monetary benefits. It

represents a philosophy of managing people specially those at the grass root level as well

as a clearly defined mechanism and methodology for translating this philosophy into

practice and a required structure to make it a way of life. It is bound to succeed where

people are respected and are involved in decisions, concerning their work life, and in

environments where peoples’ capabilities are looked upon as assets to solve work-area

problems. The Quality Circle philosophy calls for a progressive attitude on the part of the

management and their willingness to make adjustments, if necessary, in their style and

culture. If workers are prepared to contribute their ideas, the management must be willing

to create a congenial environment to encourage them to do so.

38

CONCEPT:

The concept of Quality Circle is primarily based upon recognition of the value of

the worker as a human being, as someone who willingly activities on his job, his wisdom,

intelligence, experience, attitude and feelings. It is based upon the human resource

management considered as one of the key factors in the improvement of product quality

& productivity. Quality Circle concept has three major attributes:

1 Quality Circle is a form of participation management.

2 Quality Circle is a human resource development technique.

3 Quality Circle is a problem solving technique.

OBJECTIVE:

The objectives of Quality Circles are multi-faced.

a) Change in Attitude.

From “I don’t care” to “I do care”

Continuous improvement in quality of work life through organization of work.

b) Self Development

Bring out ‘Hidden Potential’ of people

People get to learn additional skills

c) Development of Team Spirit

Individual Vs Team – “I could not do but we did it”

Eliminate inter departmental conflicts.

d) Improved Organizational Culture

Positive working environment.

Total involvement of people at all levels.

39

Higher motivational level.

Participate Management process

LAUNCHING QUALITY CIRCLES:

The major prerequisite for initiating Quality Circles in any organization is the

total understanding of, as well as complete confidence and faith in the participative

philosophy, on the part of the top and senior management. In the absence of a

commitment from the Chief Executive to support the Quality Circle movement totally, it

would be inadvisable to seriously attempt the starting of Quality Circles.

The launching of Quality Circles involves the following steps: Expose middle

level executives to the concept.

Explain the concept to the employees and invite them to volunteer as members of

Quality Circles.

Nominate senior officers as facilitators.

Form a steering committee.

Arrange training of co-ordinators, facilitators in basics of Quality Circle approach,

implementation, techniques and operation. Later facilitator may provide training to

Circle leaders and Circle members.

A meeting should be fixed preferably one hour a week for the Quality Circle to

meet.

Formally inaugurate the Quality Circle.

Arrange the necessary facilities for the Quality Circle meeting and its operation.

TRAINING:

40

Appropriate training for different sections of employees needs to be imparted.

Without a proper understanding of the real concept of Quality Circles, both the workers

and management might look at this philosophy with suspicion. Each group should know

beforehand the commitments and implications involved as well as the benefit that can be

obtained from Quality Circles. Such training comprises of:

* Brief orientation programme for top management.

* Programme for middle level executives.

* Training of facilitators.

* Training for Circle leaders and members.

41

Problem Management and identification others can also by members suggest Problem selection by members Problem Specialist's analysis help can be taken, by members if required Solution/ recommendations by members Presentation Solutions to management reviewed & approved by members by management Implementation of Monitoring of approved solutions results by members by members with and report to management's help management

STEPS INVOLVED IN QUALITY CIRCLE ACTIVITIES

The operation of quality circles involves a set of sequential steps as under:

1 Problem identification: Identify a number of problems.

2 Problem selection : Decide the priority and select the problem to be taken up first.

3 Problem Analysis : Problem is clarified and analysed by basic problem solving

methods.

4 Generate alternative solutions : Identify and evaluate causes and generate number of

possible alternative solutions.

5 Select the most appropriate solution : Discuss and evaluate the alternative solutions

by comparison in terms of investment and return from the investment. This enables to

select the most appropriate solution.

6 Prepare plan of action : Prepare plan of action for converting the solution into reality

which includes the considerations “who, what, when, where, why and how” of solving

problems.

7. Implementation of solution : The management evaluates the recommended solution.

Then it is tested and if successful, implemented on a full scale

BASIC PROBLEM SOLVING TECHNIQUES:

The following techniques are most commonly used to analyse and solve work

related problems

1 Brain storming

2 Pareto Diagrams

3 Cause & Effect Analysis

4 Data Collection

5 Data Analysis

42

The tools used for data analysis are :

1 Tables

2 Bar Charts

3 Histograms

4 Circle graphs

5 Line graphs

6 Scatter grams

7 Control Charts

The Quality Circles also are expected to develop internal leadership, reinforce

worker morale and motivation, and encourage a strong sense of teamwork in an

organization

A variety of benefits have been attributed to Quality Circles, including higher

quality, improved productivity, greater upward flow of information, broader improved

worker attitudes, job enrichment, and greater teamwork

Problem quality circles often suffer from unrealistic expectations for fast results,

lock of management commitment and support, resistance by middle management,

resentment by non participants, inadequate training, lack of clear objectives and failure to

get solutions implemented

BENEFITS AND LIMITATIONS OF QUALITY CIRCLES:

It took more than two decades for the quality control concept to get acceptance in

India, after its introduction in Japan. This may be due to the differences in the industrial

context in the two countries. Japan needed it for its survival in a competitive market.

India had a reasonably protected, sellers market, with consequent lethargy towards efforts

to improve quality and productivity. However, with the policy of organizations of

43

economy and organizations of infrastructure development, contexts changed. The concept

now needs to be looked upon as a necessity

4. RESEARCH METHODOLOGY

Research means search for knowledge . Research comprises of defining and

redefining, problems, formulating hypothesis or suggested solution collecting organizing

& evaluating data; making deductions and reaching conclusions; and at last carefully

testing the conclusion to determine whether they fit the formulating hypothesis.

The following are said to be main objectives of a research:

To explore a phenomenon or achieve new insights into it.

To discover the characteristics of a particular individual situation or a group.

To test a hypothesis of a causal relationship between variables.

44

4.1 RESEARCH DESIGN

A research design is the arrangement of condition for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with economy in

procedure.

There are three types of research design namely:

Exploratory

Descriptive

Experimentation

This research deals with descriptive studies.

Descriptive Research Design

45

Descriptive research design includes survey and fact-finding enquiries of

different kinds. The major purpose descriptive research is description of the state of

affairs, as it exists at present. The main characteristic of ex-post facto method is that the

researcher has no control over the variables, he can only report what has happened or

what is happening.

Understand the characteristics of a group in a given situation

Think systematically about aspects in a given situation

Offer ideas for further probe and research and/or

Helps to make certain simple decisions.

4.2 SAMPLE SIZE:

A sample of 95 employees was selected for the study. The researcher used census survey

where in the population elements are selected based on the particular units strength.

4.3 SAMPLING METHOD:

There are two types of sampling methods,

Probability sampling method.

Non-probability sampling method.

In this study probability sampling method is used.

46

Probability sampling method:

Probability sampling means each and every items of the population has an equal

or known chance of being selected as sample. There are around eight methods in

probability sampling.

The method of sampling used in this research is simple random sampling:

SIMPLE RANDOM SAMPLING:

It is the unrestricted probability sampling design, in which every element in the

population has a known and equal chance of being selected as a sample.

In this method all the elements in the population are considered and each elements

has an equal chance of being chosen as the subject.

4.4 QUESTIONNAIRE DESIGN:

Questionnaire is the most common instrument in collecting primary data. A structured

technique for data collection consist of series of questions, written or verbal to which the

respondent reply. To have detail and precise information many close ended questions and

less open ended question have been used. Keeping the above said facts in mind a

structured and well define directed questionnaire has been used. All the essentials of a

good questionnaire were kept in mind and followed.

OPEN ENDED QUESTIONS:

Open ended questions are good as first questions. They introduce the subjects and obtain

the general reactions that are relatively uninfluenced by the question itself. If the question

is left wide open, almost every respondent will be able to give some answer and will thus

47

begin to warm up to the questioning process. In simple words here acceptable response

are not provided to the respondents that they may answer in own words.

CLOSE ENDED QUESTIONS:

It is also called fixed alternative question acceptable responses are provided to the

respondents.

MULTIPLE CHOICES:

A multiple choice question refers to one, which provides several sets of alternatives to

answer multiple choice questions can be used.

4.5 PRETESTING OF METHOD:

The pre-testing was conducted by the research to remove questions which are

vague and ambiguity in nature.

4.6 PERIOD OF THE STUDY:

The researcher takes a period of 4 months to complete the project work, from

December, 2009 to march, 2010.

4.7 METHOD OF DATA COLLECTION:

48

PRIMARY DATA:

Primary data was collected through the method of questionnaires. A

questionnaire was prepared to Market Research on customer preference of TNPL copier

paper. The method adopted to collect the details from the respondent by asking them to

fill up the questionnaire.

SECONDARY DATA:

In this method, also known as desk research the secondary data was collected

from the company’s, website, journals and the standing order.

4.8 SCOPE OF THE STUDY

This study will create the awareness about Quality Circle with employees.

This study may motivate the employees toward Quality Circle.

The study is focused on the functioning of Quality Circle is helps the organization

to know about the effectiveness of Quality circle and this will help the

organization in future to form more Quality Circle and get benefited from them.

49

4.9 LIMITATIONS OF THE STUDY

The limitation of the study can be listed down as follows

AREA/ GEOGRAPHICAL

The study also has a geographical limitation. Hi-tech Arai Limited has several units. But

this study was confined to Shed-1, AS-1, Shed-44, and Head Office alone. Not able to

take the survey in other Units of HI-TECH ARAI LTD.

PROCEDURAL

All the data collected are generally limited by the methods adapted. In the current study,

one of the methods of collections being the questionnaire limits the data to any extent of

data generation available through that method.

50

4.10 STATISTICAL TOOLS USED

The Statistical Package used for this study is SPSS 16.0 and MS-EXAL .

The data collected are classified, analysis and tabulated. The statistical tool are applied

for the analysis of the data. The tool used are:

Reliability statistics

Percentage analysis

Chi-square test

Weighted average

ANOVA

PERCENTAGE ANALYSIS:

51

Percentage refers to a special kind of ratio. Percentage is used in making

comparisons between two or are series of data. Percentage is used to describe

relationships.

% of RespondentsNo of Respondents = --------------------------- × 100 Total Respondents

CHI-SQUARE ANALYSIS (χ 2)

It used to test the significance of discrepancy between experimental values and

the critical values obtained from a hypothesis. This test is used for testing hypothesis

when distribution of the population is non-known and when nominal data is to be

analyzed.

Ʃ(O-E)2

χ 2 = ------------ O = Observed frequency

E E = Expected Frequency

ANOVA (Analysis of variance)

The Analysis of variance is a powerful statistical tool for tests of significance. The term

“analysis of variance” was introduced by prof. R.A Fisher in 1920’s to deal with

problem in the analysis of agronomical data. Variation is inherent in nature. The total

variation in any set of numerical data is due to a number of causes which may be

classified as (i) assignable causes, and (ii) chance causes. The variation due to assignable

causes can be detected and measured whereas the variation due to chance is beyond the

control of human hand and cannot be traced separately. Analysis of variance (ANOVA)

is the separation of variance ascribable to one group of causes from the variance

ascribable to other group”. It is nothing but an arithmetical procedure used to express the

total variation of data as the sum of its non-negative components.

52

5.DATA ANALYSIS AND INTERPRETATION

5.1 Reliability statistics

Reliability Statistics

Cronbach's Alpha No of Items

.893 12

INFERENCE

53

The desired value for reliability test is 0.7 and above. The actual value arrived is .893

So the variables are accepted and the questionnaire is reliable.

Table-1

5.2 PERCENTAGE ANALYSIS

AGE WISE CLASSIFICATION OF RESPONDENTS

S.No Age Group No of Respondents Percentage of

Respondents

1 20-25 10 10.5

2 26-30 15 15.8

3 31-35 24 25.3

4 36-40 18 18.9

5 Above 40 28 29.5

54

6 Total 95 100.00

INFERENCE

From the above table it is found that 29.5% of the respondents belong to the age group of

above 40 years, 25.3% of the respondents belong to the age group of 31 to 35 years.

18.9% of the respondents belong to the age group of 36 to 40 years. 15.8% of the

respondents belong to the age group of 26 to 30 years & 10.5% of the respondents belong

to the age group of 20 to 25 years. It can be inferred that the majority of the employees in

HI-TECH ARAI LIMITED belong to the age group of above 40.

Chart-1

AGE WISE CLASSIFICATION OF RESPONDENTS

55

Age0

5

10

15

20

25

30

20-2526-3031-3536-40Above 40

Perc

enta

ge o

f Res

pond

ents

Table-2

GENDER WISE CLASSIFICATION OF THE RESPONDENTS

56

S.No Gender No of Respondents Percentage of Respondents

1 Male 81 85.3

2 Female 14 14.7

3 Total 95 100

INFERENCE

From the above table it is found that 85.3% of the respondents are Male & 14.7% of the

respondents are Female. It can be inferred that the majority of the employees in HI-

TECH ARAI LIMITED are male.

Chart-2

GENDER WISE CLASSIFICATION OF THE RESPONDENTS

57

Table-3

RESPONDENT’S EDUCATIONAL QUALIFICATION

S.No Educational

Qualification

No of Respondents Percentage of

Respondents

1 10th 45 47.42 12th 13 13.73 Diploma/ ITI 16 16.84 UG 10 10.55 PG 7 7.46 B.E 3 3.17 Others 1 1.18 Total 95 100

58

Gender0

10

20

30

40

50

60

70

80

90

Male

Female

Perc

enta

ge o

f Res

pond

ents

INFERENCE

From the above table it is inferred that 47.4% of the respondents have 10th as their

educational qualification. 13.7% of respondents have 12th as their educational

qualification. 16.8% of the respondents have diploma/ITI qualification. 10.5% of the

respondents have UG qualification. 7.4% of the respondents have PG qualification. 3.1%

of the respondents have B.E qualification & 1.1% of the respondents have other

qualification.

Chart-3

RESPONDENT’S EDUCATIONAL QUALIFICATION

Table-4

CLASSIFICATION OF THE RESPONDENTS DESIGNATION

59

S.No Employees’

Designation


Respondents

1 Supervisor 5 5.3

2 Labours 59 62.1

3 Technical Assistant 6 6.3

4 Operators 8 8.4

5 Others 17 17.9

Total 95 100

Interpretation

From the above table it is inferred that 5.3% of the respondents are supervisors, 62.1% of

the respondents are labours, 6.3 % of the respondents are technical assistant, 8.4% of the

respondents are operators & 17.9% of the respondents have other designation.

60

0 5 10 15 20 25 30 35 40 45 50

OthersB.EPGUGDiploma/ ITI12th10th

Percentage of Respontance

Educ

ation

Chart-4

CLASSIFICATION OF THE RESPONDENTS DESIGNATION

Designation0

10

20

30

40

50

60

70

SupervisorLaboursTechnical AssistantOperatorOthers

61

Table-5

CLASSIFICATION OF THE RESPONDENTS EXPERIENCE

S.No Year of

Experience


Respondents

1 0 to 1 3 3.16

2 1 to 2 3 3.16

3 2 to 3 4 4.21

4 3 to 4 3 3.16

5 Above 4 82 86.31

Total 95 100

INFERENCE

From the above table it is inferred that 86.31% of the respondents have the experience of

above 4 years, 3.16% of the respondents have the experience between 3 to 4 years, 4.21

% of the respondents have the experience between 2 to 3 years, 3.16% of the respondents

have the experience between 1 to 2 years & 3.16 % of the respondents have the

experience of below 1 years.

62

Chart-5

CLASSIFICATION OF THE RESPONDENTS EXPERIENCE

Experience0

102030405060708090

0 to 1

1 to 2

2 to 3

3 to 4

Above 4

0 to 11 to 22 to 33 to 4Above 4

63

Table-6

RESPONDENTS AWARENESS ABOUT QUALITY CIRCLE

S.No Respondents Awareness about Quality

Circle

Percentage of

Respondents

Accepted

Percentage

of

Respondents

rejected

1 All the QC projects are implemented 87.4 12.6

2 QC Projects reduce the cost of functioning 95.8 4.2

3 QC activities consume the production time 76.9 23.1

INFERENCE

From the above table it is inferred that 87.4% of the respondents accept that all the QC

projects are implemented, 12.6% of the respondents reject that all the QC projects are not

implemented. 95.8% of the respondents accept that the QC projects are reducing the cost

of functioning, 4.2% of the respondents reject that the QC projects are never reducing the

cost of functioning & 76.9% of the respondents accept that QC activities consume the

production time, 23.1% of the respondents reject that QC activities never consume the

production time.

64

Chart-6

RESPONDENTS AWARENESS ABOUT QUALITY CIRCLE

All the QC projects are implemented

QC Projects reduce the cost of functioning

QC activities consume the production time

0 20 40 60 80 100

Percentage of respondents rejectedPercentage of respondents accepted

65

Table-7

RESPONDENT’S KNOWLEDGE ENHANCE BY PARTICIPATING

IN QUALITY CIRCLE

Knowledge Frequency Percent

Strongly agree 55 57.9

Agree 35 36.8

No opinion 5 5.3

Total 95 100.0

INFERENCE

From the above it is inferred 57.9% of respondents strongly agree that knowledge

enhances by participate in Quality Circle, 36.8% of respondents agree that knowledge

enhances by participate in Quality Circle & 5.3% of respondents have no opinion.

66

Chart-7

RESPONDENT’S KNOWLEDGE ENHANCE BY PARTICIPATING IN

QUALITY CIRCLE

KNOWLEDGE0

10

20

30

40

50

60

Strongly agreeAgreeNo opinion

67

Table-8

RESPONDENT’S SKILL ENHANCE BY PARTICIPATING IN

QUALITY CIRCLE

Skill Frequency Percent


Agree 43 45.3

No opinion 2 2.1

Total 95 100.0

INFERENCE

From the above it is inferred that 52.6% of respondents strongly agree that skill

enhances by participate in Quality Circle, 45.3% of respondents agree that skill enhances

by participate in Quality Circle & 2.1% of respondents have no opinion.

68

Chart-8

RESPONDENT’S SKILL ENHANCE BY PARTICIPATING IN

QUALITY CIRCLE

SKILL

0 10 20 30 40 50 60

No opinionAgreeStrongly agree

69

Table-9

RESPONDENT’S CREATIVE THINKING SKILL ENHANCE BY

PARTICIPATING IN QUALITY CIRCLE

Creative thinking skill Frequency Percent


Agree 40 42.1

No opinion 1 1.1

Total 95 100.0

INFERENCE

From the above it is inferred that 56.8% of respondents strongly agree that creative

thinking skill enhances by participate in Quality Circle, 42.1% of respondents agree that

creative thinking skill enhances by participate in Quality Circle & 1.1% of respondents

have no opinion.

70

Chart-9

RESPONDENT’S CREATIVE THINKING SKILL ENHANCE BY


CREATIVE THINKING SKILL0

10

20

30

40

50

60


71

Table-10

RESPONDENT’S INTERPERSONAL RELATIONSHIP ENHANCE

BY PARTICIPATING IN QUALITY CIRCLE

Interpersonal relationship Frequency Percent


Agree 57 60.0

No opinion 4 4.2

Disagree 1 1.1

Total 95 100.0

INFERENCE

From the above it is inferred that 34.7% of respondents strongly agree that interpersonal

relationship enhances by participate in Quality Circle, 60.0% of respondents agree that

interpersonal relationship enhances by participate in Quality Circle, 4.2% of respondents

have no opinion &1.1% of disagree that interpersonal relationship enhances by

participate in Quality Circle

72

Chart-10

RESPONDENT’S INTERPERSONAL RELATIONSHIP ENHANCE

BY PARTICIPATING IN QUALITY CIRCLE

INTERPERSONAL RELATIONSHIP 0

10

20

30

40

50

60

Strongly agreeAgreeNo opinionDisagree

73

Table-11

RESPONDENT’S DECISION MAKING ABILITY ENHANCE BY


Decision making ability Frequency Percent


Agree 54 56.8

No opinion 4 4.2

Disagree 1 1.1

Total 95 100.0

INFERENCE

From the above it is inferred that 37.9% of respondents strongly agree that decision

making ability enhances by participate in Quality Circle, 56.8% of respondents agree that

decision making ability enhances by participate in Quality Circle, 4.2% of respondents

have no opinion & 1.1% of disagree that decision making ability enhances by participate

in Quality Circle.

74

Chart-11

RESPONDENT’S DECISION MAKING ABILITY ENHANCE BY


DECISION MAKING ABILITY0

10

20

30

40

50

60

Strongly agree

Agree

No opinion

Disagree

75

Table-12

RESPONDENT’S COMMUNICATION ABILITY ENHANCE BY


Communication ability Frequency Percent


Agree 63 66.3

No opinion 4 4.2

Total 95 100.0

INFERENCE

From the above it is inferred that 29.5% of respondents strongly agree that

communication ability enhances by participate in Quality Circle, 66.3% of respondents

agree that communication ability enhances by participate in Quality Circle & 4.2% of

respondents have no opinion.

76

Chart-12

RESPONDENT’S COMMUNICATION ABILITY ENHANCE BY


COMMUNICATION ABILITY0

10

20

30

40

50

60

Strongly agree

Agree

No opinion

77

Table-13

RESPONDENT’S PROBLEM SOLVING ABILITY ENHANCE BY


Problem solving ability Frequency Percent


Agree 42 44.2

No opinion 2 2.1

Total 95 100.0

INFERENCE

From the above it is inferred that 53.7% of respondents strongly agree that problem

solving ability enhances by participate in Quality Circle, 44.2% of respondents agree that

problem solving ability enhances by participate in Quality Circle & 2.1% of respondents

have no opinion.

78

Chart-13

RESPONDENT’S PROBLEM SOLVING ABILITY ENHANCE BY


PROBLEM SOLVING ABILITY0

10

20

30

40

50

60

Strongly agree

Agree

No opinion


79

Table-14

RESPONDENT’S LEADERSHIP SKILLS ENHANCE BY


Leadership skills Frequency Percent


Agree 51 53.7

No opinion 5 5.2

Total 95 100.0

INFERENCE

From the above it is inferred that 41.1% of respondents strongly agree that leadership

skill enhances by participate in Quality Circle, 53.7% of respondents agree that

leadership skill enhances by participate in Quality Circle & 5.2% of respondents have no

opinion.

80

Chart-14

RESPONDENT’S LEADERSHIP SKILLS ENHANCE BY


LEADERSHIP SKILLS0

10

20

30

40

50

60


81

Table-15

RESPONDENT’S INTERSTED IN TEAM WORK ENHANCE BY


Interested in team work Frequency Percent


Agree 41 43.1

No opinion 1 1.1

Total 95 100.0

INFERENCE

From the above it is inferred that 55.8% of respondents strongly agree that interested in

team work enhances by participate in Quality Circle, 43.1% of respondents agree that

interested in team work enhances by participate in Quality Circle & 1.1% of respondents

have no opinion.

82

Chart-15

RESPONDENT’S INTERESTED IN TEAM WORK ENHANCE BY


INTERESTED IN TEAM WORK

0 10 20 30 40 50 60

No opinionAgreeStrongly agree

83

Table -16

5.3 WEIGHTED AVERAGE

COLLEAGUES ENCOURAGEMENT INFLUENCES THE RESPONDENTS

TO JOIN IN QUALITY CIRCLES

SCALE (W) RESPONDENTS (X) TOTAL (WX)

1 1 1

2 0 0

3 2 6

4 48 192

5 44 220

Sample size X = 95

419

Total WX

=

Weighted Average (Total/Sample size) WX / X =4.41

Approximately 4

INFERENCE

84

From the above table it is inferred that most of the respondents agree that the colleague’s

encouragement made them to join in quality circles.

Table -17

SUPERIOR’S MOTIVATION INFLUCENCE THE RESPONDENTS TO

JOIN IN QUALITY CIRCLES


1 0 0

2 20 40

3 8 24

4 48 192

5 19 95

Sample size X = 95

351

Total WX

=


Approximately 4

INFERENCE

85

From the above table it is inferred that most of the respondents agree that the superior’s

motivation made them to join in quality circles.

Table-18

SUBORDINATES INVOLVEMENT INFLUENCE THE RESPONDENTS



1 1 1

2 3 6

3 4 12

4 65 260

5 22 110

Sample size X = 95

389

Total WX

=


Approximately 4

86

INFERENCE

From the above table it is inferred that most of the respondents agree that the

subordinate’s involvement made them to join in quality circles.

Table-19

QC’S ACHIEVEMENTS INFLUENCE THE RESPONDENTS TO JOIN IN

QUALITY CIRCLES


1 0 0

2 1 2

3 3 9

4 41 164

5 50 250

Sample size X = 95

425

Total WX

=


Approximately 5

87

INFERENCE

From the above table it is inferred that most of the respondents strongly agree that QC’s

achievements made them to join in quality circles.

Table-20

MANAGEMENT’S ENCOURAGEMENT INFLUENCE THE

RESPONDENTS TO JOIN IN QUALITY CIRCLES


1 0 0

2 2 4

3 3 9

4 40 160

5 50 250

Sample size X = 95

423

Total WX

=


Approximately 5

88

INFERENCE

From the above table it is inferred that most of the respondents strongly agree that

management’s encouragement made them to join in quality circles.

Table-21

PARTICIPATING IN COMPETITION INFLUENCE THE RESPONDENTS



1 0 0

2 1 2

3 14 42

4 41 164

5 39 195

Sample size X = 95

403

Total WX

=

Weighted Average (Total/Sample size) WX / X4.24

Approximately 4

89

INFERENCE

From the above table it is inferred that most of the respondents agree that participating in

various competition made them to join in quality circles.

Table-22

LEARNING NEW TECHNIQUES INFLUENCE THE RESPONDENTS TO

JOIN IN QUALITY CIRCLES


1 0 0

2 0 0

3 4 12

4 55 220

5 36 180

Sample size X = 95

412

Total WX

=

Weighted Average (Total/Sample size) WX / X =

90

4.33

Approximately 4

INFERENCE

From the above table it is inferred that most of the respondents agree that learning new

techniques made them to join in quality circles.

Table-23

ATTENDING VARIOUS ORGANIZATIONAL PROGRAMS INFLUENCE

THE RESPONDENTS TO JOIN IN QUALITY CIRCLES


1 0 0

2 0 0

3 1 3

4 49 196

5 45 225

Sample size X = 95

424

Total WX

91

=


Approximately 4

INFERENCE

From the above table it is inferred that most of the respondents agree that attending

various organization programs made them to join in quality circles.

Table-24

REWARDS AND AWARDS INFLUENCE THE RESPONDENTS TO JOIN

IN QUALITY CIRCLES


1 2 2

2 4 8

3 9 27

4 41 164

5 41 205

Sample size X = 95

92

Total WX

=

406


Approximately 4

INFERENCE

From the above table it is inferred that most of the respondents agree that rewards and

awards made them to join in quality circles.

Table-25

POSITIVE CHANGE OF QC-MEMBERS INFLUENCE THE

RESPONDENTS TO JOIN IN QUALITY CIRCLES


1 0 0

2 4 8

3 17 51

4 51 204

5 23 115

Sample size X = 95

93

Total WX

=

378


Approximately 4

INFERENCE

From the above table it is inferred that most of the respondents agree that positive change

of QC-members made them to join in quality circles.

5.4 CHI-SQUARE ANALYSIS

To analyze the relationship between the age of the respondents and knowledge enhance by participating in Quality Circle.

FORMULA:

SOLUTION:

94

H0: There is no significant relationship between the age of the respondents and

knowledge enhance by participating in Quality Circle.

H1: There is significant relationship between the age of the respondents and


OBSERVED FREQUENCY [O]

KNOWLEDGE

TotalSTRONGLY AGREE AGREE NO OPENION

AGE 20-25 yrs 3 7 0 10

26-30 yrs 9 6 0 15

31-35 yrs 16 8 0 24

36-40 yrs 8 6 4 18

above 40 19 8 1 28

Total 55 35 5 95

Row total × Column total EXPECTED FREQUENCY = ________________________

Grand total

95

EXPECTED FREQUENCY [E]

KNOWLEDGE

TotalSTRONGLY AGREE AGREE NO OPENION

AGE 20-25 yrs 5.8 3.7 0.5 10

26-30 yrs 8.7 5.5 0.8 15

31-35 yrs 13.9 8.8 1.3 24

36-40 yrs 10.4 6.7 0.9 18

above 40 16.2 10.3 1.5 28

Total 55 35 5 95

OBSERVED

FREQUENCY

[O]

EXPECTED

FREQUECY

[E]

[O-E] [O-E]2 [O-E]2

___________

E

12 14.5 -2.5 6.25 0.4

16 13.9 2.1 4.41 0.3

8 10.4 -2.4 5.76 0.5

19 16.2 2.8 7.84 0.5

7 3.7 3.3 10.89 2.9

96

6 5.5 0.5 0.25 0.04

8 8.8 -0.8 0.64 0.07

6 6.7 -0.7 0.49 0.07

13 15.3 -2.3 5.29 0.3

Calculated Value = 5.08

Degree of freedom = [r-1] [c-1] = [3-1] [5-1] = 8

Table value = 15.5

INFERENCE

The calculated value is less than the table value. Hence H1 is rejected, H0 is

accepted. There is no significant relationship between the age of the respondents and


Chart-16

THE RELATIONSHIP BETWEEN THE AGE OF THE RESPONDENTS AND

KNOWLEDGE ENHANCE BY PARTICIPATING IN QUALITY CIRCLE.

97

χ2 = [(O-E)2 / E] 5.08

CHI-SQUARE ANALYSIS

To analyze the relationship between the education of the respondents and knowledge enhance by participating in Quality Circle.

FORMULA:

98

SOLUTION:

H0: There is no significant relationship between the education of the respondents

and knowledge enhance by participating in Quality Circle.

H1: There is significant relationship between the education of the respondents and


OBSERVED FREQUENCY [O]

KNOWLEDGE

TotalSTRONGLY

AGREE AGREE NO OPENIONEDUCATIONAL QUALIFICATION

10th 26 15 4 4512th 7 5 0 12Diploma 9 6 1 16UG 5 4 0 9PG 5 3 0 8B.E 2 1 0 3OTHERS 1 1 0 2

Total 55 35 5 95

Row total × Column total EXPECTED FREQUENCY = ________________________

Grand total

99

EXPECTED FREQUENCY [E]

KNOWLEDGE

Total

STRONGLY

AGREE AGREE NO OPENION

EDUCATIONAL

QUALIFICATION

10th26.1 16.5 2.4 45

12th6.9 4.5 0.6 12

Diploma 9.3 5.9 0.8 16

UG 5.2 3.3 0.5 9

PG 4.6 3 0.4 8

B.E 1.7 1.1 0.2 3

OTHERS 1.2 0.7 0.1 2

Total 55 35 5 95

OBSERVED

FREQUENCY

[O]

EXPECTED

FREQUECY

[E]

[O-E] [O-E]2 [O-E]2

___________

E

26 26.1 -0.1 0.01 0.0004

100

7 6.9 0.1 0.01 0.0014

9 9.3 -0.3 0.09 0.0096

5 5.2 -0.2 0.04 0.0076

8 7.5 0.5 0.25 0.0333

15 16.5 -1.5 2.25 0.1363

5 4.5 0.5 0.25 0.0555

6 5.9 0.1 0.01 0.0016

14 13.1 0.9 0.81 0.0618

Calculated Value = 0.307

Degree of freedom = [r-1] [c-1] = [3-1] [7-1] = 12

Table value = 21.026

INFERENCE

The calculated value is less than the table value. Hence H1 is rejected, H0 is

accepted. There is no significant relationship between the education of the respondents

and knowledge enhance by participating in Quality Circle.

Chart-17

THE RELATIONSHIP BETWEEN THE EDUCATION OF THE RESPONDENTS

AND KNOWLEDGE ENHANCE BY PARTICIPATING IN QUALITY CIRCLE.

101

χ2 = [(O-E)2 / E] 0.3075

5.5 ANALYSIS OF VARIANCE(Two-Way ANOVA)

To analyze the relationship between the age of the respondents and management encourage them to join in Quality Circle.

102

MANAGEMENT ENCOURAGEMENT

Total

STRONGLY AGREE

X1

AGREE X2

NO OPENION X3

DISAGREE X4

AGE 20-25 yrsY1

3 6 0 1 10

26-30 yrsY2

8 6 1 0 15

31-35 yrsY3

11 13 0 0 24

36-40 yrsY4

10 7 0 1 18

above 40Y5

17 9 2 0 28

Total 49 41 3 2 95

SOLUTION:

H0: There is no significant relationship between the age of the respondents and

management encourages them to join in Quality Circle.

H1: There is significant relationship between the age of the respondents and

management encourages them to join in Quality Circle.

X1 2 X2

2 X3 2 X4

2

9 36 0 1

64 36 1 0

121 169 0 0

100 49 0 1

103

289 81 4 0

583 371 5 2

Step 1: Number of observation, N = 20

Step 2: Total value of all observation, T= 95

Step 3: Correction factor ( T2/N ) = 451.25

Step 4: Total sum of squares TSS = X12+ X2

2+ X32+ X4

2 - (T2/N)

= 509.75

Step 5: Sum of squares – Column wise,

SSC = ( X1)2+ ( X2 )2

+( X3 )2+( X4 )2- (T2)

N N N N N

= 367.75

Step 6: Sum of squares – Row wise,

SSR = ( Y1 )2+ ( Y2 )2

+( Y3 )2+( Y4 )2

+( Y5 )2- (T2) N N N N N N

= 51.00

SSE = TSS- SSC- SSR = 91.00

Step 7: ANOVA TABLE:

Source

of

variation

Sum of

squares

Degrees

of

freedom

Mean sum of

squares

Variation

Ratio

Table

value at

5% level

104

Between

columns

SSC

=367.75

c-1=3 MSC= SSCc−1

=122.58

Fc=MSCMSE

=16.17

Fc (3,12)

=4.49

Between

Rows

SSR

=51

r-1=4 MSR=SSCr−1

=12.75

Fr= MSRMSE

=1.68

Fr (4,12)

=3.26

Error SSE

=91

N-c-r+1

=12

MSE= SSEN−c−r−1

=7.58

INFERENCE

The calculated value (Fr) is greater than the table (Fr). Hence H1 is rejected, H1 is

accepted. There is significant relationship between the age of the respondents and

management encourages them to join in Quality Circle

Chart-18

THE RELATIONSHIP BETWEEN THE AGE OF THE RESPONDENTS AND MANAGEMENT ENCOURAGE THEM TO JOIN IN QUALITY CIRCLE.

105

FINDINGS

106

29.5% of the respondents belong to the age group of above 40 years, 25.3% of

the respondents belong to the age group of 31 to 35 years. 18.9% of the

respondents belong to the age group of 36 to 40 years. 15.8% of the respondents

belong to the age group of 26 to 30 years & 10.5% of the respondents belong to

the age group of 20 to 25 years. It can be inferred that the majority of the

employees in HI-TECH ARAI LIMITED belong to the age group of above 40.

85.3% of the respondents are Male & 14.7% of the respondents are Female in

HI-TECH ARAI LIMITED. It can be inferred that the majority of the employees

in HI-TECH ARAI LIMITED are male.

47.4% of the respondents have 10th as their educational qualification. 13.7% of

respondents have 12th as their educational qualification. 16.8% of the respondents

have diploma/ITI qualification. 10.5% of the respondents have UG qualification.

7.4% of the respondents have PG qualification. 3.1% of the respondents have B.E

qualification & 1.1% of the respondents have other qualification.

5.3% of the respondents are supervisors, 62.1% of the respondents are labours,

6.3 % of the respondents are technical assistant, 8.4% of the respondents are

operators & 17.9% of the respondents have other designation.

86.31% of the respondents have the experience of above 4 years, 3.16% of the

respondents have the experience between 3 to 4 years, 4.21 % of the respondents

have the experience between 2 to 3 years, 3.16% of the respondents have the

experience between 1 to 2 years & 3.16 % of the respondents have the experience

of below 1 years.

87.4% of the respondents accept that all the QC projects are implemented, 12.6%

of the respondents reject that all the QC projects are not implemented. 95.8% of

the respondents accept that the QC projects are reducing the cost of functioning,

107

4.2% of the respondents reject that the QC projects are never reducing the cost of

functioning & 76.9% of the respondents accept that QC activities consume the

production time, 23.1% of the respondents reject that QC activities never consume

the production time.

57.9% of respondents strongly agree that knowledge enhances by participate in

Quality Circle, 36.8% of respondents agree that knowledge enhances by

participate in Quality Circle & 5.3% of respondents have no opinion.

52.6% of respondents strongly agree that skill enhances by participate in Quality

Circle, 45.3% of respondents agree that skill enhances by participate in Quality

Circle & 2.1% of respondents have no opinion.

56.8% of respondents strongly agree that creative thinking skill enhances by

participate in Quality Circle, 42.1% of respondents agree that creative thinking

skill enhances by participate in Quality Circle & 1.1% of respondents have no

opinion.

34.7% of respondents strongly agree that interpersonal relationship enhances by

participate in Quality Circle, 60.0% of respondents agree that interpersonal

relationship enhances by participate in Quality Circle, 4.2% of respondents have

no opinion &1.1% of disagree that interpersonal relationship enhances by

participate in Quality Circle

37.9% of respondents strongly agree that decision making ability enhances by

participate in Quality Circle, 56.8% of respondents agree that decision making

ability enhances by participate in Quality Circle, 4.2% of respondents have no

opinion & 1.1% of disagree that decision making ability enhances by participate in

Quality Circle.

108

29.5% of respondents strongly agree that communication ability enhances by

participate in Quality Circle, 66.3% of respondents agree that communication

ability enhances by participate in Quality Circle & 4.2% of respondents have no

opinion.

53.7% of respondents strongly agree that problem solving ability enhances by

participate in Quality Circle, 44.2% of respondents agree that problem solving

ability enhances by participate in Quality Circle & 2.1% of respondents have no

opinion.

41.1% of respondents strongly agree that leadership skill enhances by participate

in Quality Circle, 53.7% of respondents agree that leadership skill enhances by

participate in Quality Circle & 5.2% of respondents have no opinion.

55.8% of respondents strongly agree that interested in team work enhances by

participate in Quality Circle, 43.1% of respondents agree that interested in team

work enhances by participate in Quality Circle & 1.1% of respondents have no

opinion.

46.3% of respondents strongly agree that the colleague’s encouragement made

them to join in quality circles. 50.5% of respondents agree that the colleague’s

encouragement made them to join in quality circles. 2.1% of respondents have no

opinion. 1.1% of respondents strongly disagree that the colleague’s encouragement

never made them to join in quality circles

109

20.0% of respondents strongly agree that the superior’s motivation made them to

join in quality circles. 50.5% of respondents agree that the superior’s motivation

made them to join in quality circles. 1.1% of respondents have no opinion. 21.1%

of respondents disagree that the superior’s motivation made them to join in quality

circles.

23.1% of respondents strongly agree that the subordinate’s involvement made

them to join in quality circles. 68.4% of respondents agree that the subordinate’s

involvement made them to join in quality circles. 1.1% of respondents have no

opinion. 3.1% of respondents disagree that the subordinate’s involvement never

made them to join in quality circles. 1.1% of respondents strongly disagree that the

subordinate’s involvement never made them to join in quality circles

52.6% of respondents strongly agree that QC’s achievements made them to join

in quality circles. 43.1% of respondents agree that QC’s achievements made them

to join in quality circles. 3.1% of respondents have no opinion. 1.1% of

respondents disagree that QC’s achievements never made them to join in quality

circles

52.6% of respondents strongly agree that management’s encouragement made

them to join in quality circles. 42.1% of respondents agree that management’s

encouragement made them to join in quality circles 3.1% of respondents have no

opinion. 2.1% of respondents disagree that management’s encouragement never

made them to join in quality circles

110

41.1% of respondents strongly agree that participating in various competition

made them to join in quality circles. 43.1% of respondents agree that participating

in various competition made them to join in quality circles. 1.1% of respondents

have no opinion. 1.1% of respondents disagree that participating in various

competition never made them to join in quality circles.

37.9% of respondents strongly agree that learning new techniques made them to

join in quality circles. 57.9% of respondents agree that learning new techniques

made them to join in quality circles. 1.1% of respondents have no opinion.

47.3% of respondents strongly agree that attending various organization programs

made them to join in quality circles. 51.6% of respondents agree that attending

various organization programs made them to join in quality circles. 1.1% of

respondents have no opinion.

43.2 % of respondents strongly agree that rewards and awards made them to join

in quality circles. 43.2 % of respondents agree that rewards and awards made

them to join in quality circles. 9.4% of respondents have no opinion. 4.1% of

respondents disagree that rewards and awards are never made them to join in

quality circles. 2.1% of respondents strongly disagree that rewards and awards are

never made them to join in quality circles.

24.3% of respondents strongly agree that positive change of QC-members made

them to join in quality circles. 53.7% of respondents agree that positive change of

QC-members made them to join in quality circles. 17.9% of respondents have no

opinion. 4.1% of respondents disagree that positive change of QC-members never

made them to join in quality circles.

111

SUGGESTIONS

All the non members of the quality circle should be given orientation by the

quality circle members and they should induce other to join. Being a member of

quality circles it should be made mandatory/compulsory.

112

Employees should be invited for competitions of quality circles which will make

them more committed towards their work and increases productivity. Best

suggestions of the quality circles can be rewarded.

Transparency between the management and employees make them to feel free and

explain the problems what they face in their real life. The management may also

give their feed back about the employee now and then to appraise their

performance in the projects.

Management should make every effort to help the workers provide suggestions for

the betterment of the workers job and workshop. This will help the workers look at

the way they are doing their jobs.

QC-members should be handle equally by the management. They should be never

treated as superior or subordinate based on their positions. Each and every level of

employee’s suggestion should be recognize in similar way.

TQM & Quality Circle is a revolutionary, holistic concept. It actively has human

capital embedded in Lean Six Sigma in a manner that not only stimulates

commitment, integrity, work-life balance, passion, enjoyment at work and

employee attitudes, but also stimulates individual and team learning in order to

develop a motivated workforce and sustainable performance improvement and

quality enhancement for the organization.

CONCLUSION

Quality circle has become very important for improving a firm's process capabilities in

order to achieve fit and sustain competitive advantages. Quality circle focuses on

encouraging a continuous flow of incremental improvements from the bottom of the

organization's hierarchy. Autonomy and complexity are the other two job attitudes

enhanced through company’s implementation. Job satisfaction and company commitment

113

are work attitudes being the dimensions of employee attitudes. Quality circle can be

linked more with productivity which cannot be measured only by money. There are lot of

factors involved in developing the employees attitude towards quality circle. The

organization plays a facilitator role in developing quality circles. The transparency and

integrity of the organization is very much important for the smooth functioning of quality

circles. The culture has great impact on the quality circles based on Employee

Involvement, Employee Empowerment, Perceived Organizational Support, Employee

Engagement. If the employees are not satisfied their attitudes will be Exit, Neglect,

Absenteeism, Low Productivity and Low turn over. The success of the quality circle

movement in the Hi-Tech Arai Limited is definitely a collective effort and involvement

of both the management and employees. Hence it is evident that quality circles are the

tool for achieving total quality.

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success and a general model for implementing a quality circle process.

A STUDY ON EMPLOYEE’S ATTITUDE TOWARDS QUALITY

CIRCLE WITH SPECIAL REFERENCE TO HI-TECH ARAI LTD,

MADURAI

Respected Sir/Madam

I am M.MURUGADASS doing my second year M.B.A in Vel’s College of

Science, chennai. I would like to do a project on “A STUDY ON EMPLOYEE’S

116

ATTITUDE TOWARDS QUALITY CIRCLE” with respect to the employees in Hi-

Tech Arai limited Madurai. Kindly co-operate with me and provide me the necessary

information. I assure you that the information collected from you is solely for academic

purpose and will be kept confidential.

Personal Details:

1. Name : ………………………………….

2. Age : 20-25 26-30 31-35

36-40 Above 40

3. Sex : Female Male

4. Education : 10th 12th Diploma/ITI

UG. PG. B.E.

Others.

5. Unit : ………………………………

6. Designation : Supervisor Labour Technical assistant.

Operator Others.

7. Work Experience : 0-1 Years 1-2 Years 2-3 Years

3-4 Years above 4 Years

AWARENESS ON QUALITY CIRCLE:

1. How many Quality Circles are there in your unit? _____________________

2. Name the first Quality Circle initiated in your unit? _____________________

117

3. So far how many projects are completed by Quality Circles in your unit?

_____________________

4. Did all the projects done by Quality Circles are implemented?

_____________________

5. How many Quality Circles participated in competitions? (CII,QCFI etc.,)

_____________________

6. Do you think Quality Circles projects reduce the cost of functioning?

Yes No

7. Do you think Quality Circle activities consume the production time?

Yes No

8. Have you ever been a member of Quality Circle?

Yes No

9. What is the eligibility to join in Quality Circle?

__________________________________________

__________________________________________

__________________________________________

__________________________________________

__________________________________________

ATTITUDE TOWARDS QUALITY CIRCLE:

Do you think participating in quality circle activities would enhance my

(SA- Strongly Agree, A-Agree, N- No Opinion, DA- Disagree, SDA-Strongly Disagree)

118

SA A N DA SDA

1 Knowledge

2 Skill

3 Creative thinking skill

4 Interpersonal relationship

5 Decision making ability

6 Communication ability

7 Problem solving ability

8 Leadership skills

9 Interested in team work

Do you think participating in Quality Circle activities

( A-Agree, N- No Opinion, DA- Disagree )

A DA N

1. Consumes time

2. provide learning

3. No implementation of projects completed

4. Getting recognition

MOTIVATING FACTORS WHICH INFLUENCE EMPLOYEES:


119

SA A N DA SDA

1.

1

Colleagues encouragement

2.

2

Superior’s motivation

3.

1

Subordinates involvement

4.

4

QC’s achievements

5. Management’s encouragement

6.

6

Participating in various competition

7.

7

Learning new techniques

8.

8

Attending various organizational programs

9. Rewards and awards

10 Positive change of QC members

120

SUGGESTION TO IMPROVE THE ATTITUDE:


SA A N DA SDA

1. To display the details of quality circle projects

completed in the Notice Board

2. To recognize the members in the meeting

3. To empower them with more responsibilities

4. To Promote them as a team leader

5. To provide monitory benefits/ gifts for

completion of projects

6. To make the members free from regular work

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Final project

Documents

public limited company

hitech arai limited

world famous company

company profile3 history

arai limited madurai

india man powerthe company

arai seisakusho limited

manufacture of oil seals