TotaL Quality Management

A

REPORT

ON

TOTAL QUALITY MANAGEMENT

BY:

AARTHI VEMURI 2007C6PS516P

K.N.S. SRINIVAS 2007B3A1644G

AT

INCAP LIMITED

A Practice School-1 station of

BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI

(JULY, 2009)

1

A

REPORT

ON

TOTAL QUALITY MANAGEMENT

BY:

Aarthi Vemuri 2007C6PS516P M.Sc(Tech.)Information systems

K.N.S.Srinivas 2007B3A1644G M.Sc.(Hons.)Economics and

B.E.(Hons.)Chemical

Prepared in partial fulfillment of the

Practice school-1

Course No.BITS-C221/231

AT

INCAP LTD, Vijayawada

A Practice School-1 station of

BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI

(JULY, 2009)

2

BIRLA INSTITUTE OF TECHNOLOGY AND SCIENCE

PILANI (RAJASTHAN)

Practice School Division

Station: INCAP limited Centre: Vijayawada

From: 25 May 2009 To: 17 July 2009

Date of submission: 15 July 2009

Title of the project: TOTAL QUALITY MANAGEMENT

Aarthi Vemuri 2007C6PS516P M.Sc(Tech.)Information systems

K.N.S.Srinivas 2007B3A1644G M.Sc.(Hons.)Economics and

B.E.(Hons.)Chemical

Name of the PS Faculty: Mr. Tara Sasank T.V.N.V

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Abstract

Total quality management (TQM) has attracted increasing interest throughout the Indian manufacturing sector and its programs have been widely implemented. Currently, there are few studies about TQM implementation by small manufacturing firms in India, even though small firms still dominate many manufacturing industries in India. This study investigates the present status, development, and perception of TQM by small manufacturing firms in India.

Signature of Students: Signature of PS Faculty:

Date:

Keywords-

TQM- Total quality management

PDSA- plan-do-study-act

SQC- Statistical quality control

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Table of contents:

Acknowledgements……………………………………………………………6

1. Introduction……………………………………………………………………7

2. The TQM model………………………………………………………………14

3. Deming's Red Bead Experiment……………………………………………….20

4. Departments in INCAP ltd……………………………………………………..23

5. Discussion………………………………………………………………………24

6. Analysis………………………………………………………………………...24

7. Conclusion…………………………………………………………………....…30

8. Recommendations……………………………………………………………….31

9. Appendix…………………………………………………………………...…....32

List of illustrations:

Fig 1.1- Diagramming the Home Court Advantage…………………………………13

Fig. 2.1 The Four Pillars of TQM……………………………………………………14

Fig. 2.2 The structure of TQMEX model…………………………………………….15

Fig3.2 TQM model…………………………………………………………………...18

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ACKNOWLEDGEMENTS

We would like to express our gratitude to Dr L.K.Maheshwari, Vice-Chancellor,

BITS-Pilani for offering this course. We would like to thank Professor G.Sundar,

Dean, Practice School Division, BITS-Pilani for giving us the opportunity to work in

INCAP LIMITED, Vijayawada.

We are grateful to Mr. Bhagawantha Rao, the Managing director INCAP LTD,

Vijayawada. We further express our gratitude to Mr. K.L.N.Madhusudhan, the P. O

and the coordinator of our PS programme at INCAP. We would like to thank Mr P.K.

Purushothaman, the Technical Director who helped us a lot. We are deeply indebted

to our PS instructor Mr. T.V.N.V.Tara Sasank who gave us the opportunity and the

necessary support to work on this project report. We would like to express our deep

gratitude to Mr. Srinivas, Production In-charge without whom we might not have

accomplished this task. Lastly, we would like to thank M.Kartheek our Co-Instructor

for our PS program for extending his support and cooperation throughout the process.

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1. INTRODUCTION

Total Quality Management is an approach to the art of management that originated in Japanese industry in the 1950's and has become steadily more popular in the West since the early 1980's.

Total Quality is a description of the culture, attitude and organization of a company that aims to provide, and continue to provide, its customers with products and services that satisfy their needs. The culture requires quality in all aspects of the company's operations, with things being done right first time, and defects and waste eradicated fromoperations. At its core, Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction.

In a TQM effort, all members of an organization participate in improving processes, products, services and the culture in which they work. The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.

A core concept in implementing TQM is Deming’s 14 points, a set of management practices to help companies increase their quality and productivity:

1. Create constancy of purpose for improving products and services.2. Adopt the new philosophy.

3. Cease dependence on inspection to achieve quality.

4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier.

5. Improve constantly and forever every process for planning, production and service.

6. Institute training on the job.

7. Adopt and institute leadership.

8. Drive out fear.

9. Break down barriers between staff areas.

10. Eliminate slogans, exhortations and targets for the workforce.

11. Eliminate numerical quotas for the workforce and numerical goals for management.

12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.

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13. Institute a vigorous program of education and self-improvement for everyone.

14. Put everybody in the company to work accomplishing the transformation.

.

W. Edwards Deming: (1900-1993) The Father of Modern Quality

To achieve this level of performance requires more than a good philosophy - the organization must change its behavior and adopt new ways of doing business. This is what Dr. Deming preached to the Japanese in 1950, and in the 1980s and 90s until his death, in America. Deming's approach was amply summed up in his famous 14 Points. These exhort management to rational action instead of merely slogan zing quality and blaming workers for issues beyond the workers' control. We call this "walking the talk." Deming formulated this into his System of Profound Knowledge™ by which management could change itself only with a view from the outside; the system cannot understand itself.

"We have learned to live in a world of mistakes and

defective products as if they were necessary to life. It is

time to adopt a new philosophy in America."

Deming based much of his work on earlier work done by Walter Shewhart on statistical quality control (SQC). Shewhart is considered the father of quality control. SQC uses control charts to identify and control sources of variation in manufacturing processes. In TQM, we apply the principles of controlling the quality of machine-based factory operations to controlling the quality of people-based management operations. The principles we will learn are:

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Variation is inherent in all processes - mechanical and human.

The Plan-Do-Study-Act (PDSA) cycle developed by Dr. Walter Shewhart helps us manage the effects of variation. This is the scientific method applied to problem solving which has us plan and test our improvements, make adjustments, and then standardize them to prevent recurrence. PDSA or PDCA (check) is fundamental to TQM.

To do PDSA, we must collect data relevant to the process and understand what this data means.

Understanding this data helps prioritize and direct improvement.

Improvement increases stakeholder (shareholder, employee, customer, community) satisfaction both now and in the future.

Important aspects of TQM include customer-driven quality, top management leadership and commitment, continuous improvement, fast response, actions based on facts, employee participation, and a TQM culture.

Customer-driven quality TQM has a customer-first orientation. The customer, not internal activities and constraints, comes first. Customer satisfaction is seen as the company's highest priority. The company believes it will only be successful if customers are satisfied. The TQM Company is sensitive to customer requirements and responds rapidly to them. In the TQM context, `being sensitive to customer requirements' goes beyond defect and error reduction, and merely meeting specifications or reducing customer complaints. The concept of requirements is expanded to take in not only product and service attributes that meet basic requirements, but also those that enhance and differentiatethem for competitive advantage.

Each part of the company is involved in Total Quality, operating as a customer to some functions and as a supplier to others. The Engineering Department is a supplier to downstream functions such as Manufacturing and Field Service, and has to treat these internal customers with the same sensitivity and responsiveness as it would external customers.

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TQM leadership from top management

TQM is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn't lead and get committed - instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to management and employee remuneration.

Continuous improvement

Continuous improvement of all operations and activities is at the heart of TQM. Once it is recognized that customer satisfaction can only be obtained by providing a high-quality product, continuous improvement of the quality of the product is seen as the only way to maintain a high level of customer satisfaction. As well as recognizing the link between product quality and customer satisfaction, TQM also recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the company's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality, and to an increase in customer satisfaction. Improvement cycles are encouraged for all the company's activities such as product development, use of EDM/PDM, and the way customer relationships are managed. This implies that all activities include measurement and monitoring of cycle time and responsiveness as a basis for seeking opportunities for improvement.

Elimination of waste is a major component of the continuous improvement approach. There is also a strong emphasis on prevention rather than detection, and an emphasis on quality at the design stage. The customer-driven approach helps to prevent errors and achieve defect-free production. When problems do occur within the product development process, they are generally discovered and resolved before they can get to the next internal customer.

Fast response

To achieve customer satisfaction, the company has to respond rapidly to customer needs. This implies short product and service introduction cycles. These can be achieved with customer-driven and process-oriented product development because the

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resulting simplicity and efficiency greatly reduce the time involved. Simplicity is gained through concurrent product and process development. Efficiencies are realized from the elimination of non-value-adding effort such as re-design. The result is a dramatic improvement in the elapsed time from product concept to first shipment.

Actions based on facts

The statistical analysis of engineering and manufacturing facts is an important part of TQM. Facts and analysis provide the basis for planning, review and performance tracking, improvement of operations, and comparison of performance with competitors. The TQM approach is based on the use of objective data, and provides a rational rather than an emotional basis for decision making. The statistical approach to process management in both engineering and manufacturing recognizes that most problems are system-related, and are not caused by particular employees. In practice, data is collected and put in the hands of the people who are in the best position to analyze it and then take the appropriate action to reduce costs and prevent non-conformance. Usually these people are not managers but workers in the process. If the right information is not available, then the analysis, whether it be of shop floor data, or engineering test results, can't take place, errors can't be identified, and so errors can' becorrected.

Employee participation

A successful TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities. Such participation is reinforced by reward and recognition systems which emphasize the achievement of quality objectives. On-going education and training of all employees supports the drive for quality. Employees are encouraged to take more responsibility, communicate more effectively, act creatively, and innovate. As people behave the way they are measured and remunerated, TQM links remuneration to customer satisfaction metrics.

A TQM culture

It's not easy to introduce TQM. An open, cooperative culture has to be created by management. Employees have to be made to feel that they are responsible for customer satisfaction. They are not going to feel this if they are excluded from the

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development of visions, strategies, and plans. It's important they participate in these activities. They are unlikely to behave in a responsible way if they see management behaving irresponsibly - saying one thing and doing the opposite.

Product development in a TQM environment

Product development in a TQM environment is very different to product development in a non-TQM environment. Without a TQM approach, product development is usually carried on in a conflictual atmosphere where each department acts independently. Short-term results drive behavior so scrap, changes, work-around, waste, and rework are normal practice. Management focuses on supervising individuals, and fire-fighting is necessary and rewarded.

Product development in a TQM environment is customer-driven and focused on quality. Teams are process-oriented, and interact with their internal customers to deliver the required results. Management's focus is on controlling the overall process, and rewarding teamwork.

Introduction of TQM to a company

Many companies have difficulties in implementing TQM. Surveys by consulting firms have found that only 20-36% of companies that have undertaken TQM have achieved either significant or even tangible improvements in quality, productivity, competitiveness or financial return. As a result many people are skeptical about TQM. However, when you look at successful companies you find a much higher percentage ofsuccessfulTQM implementation.

Some useful messages from results of TQM implementations: if you want to be a first-rate company, don't focus on the second-rate

companies who can't handle TQM, look at the world-class companies that have adopted it

the most effective way to spend TQM introduction funds is by training top management, people involved in new product development, and people involved with customers

It’s much easier to introduce EDM/PDM in a company with a TQM culture than in one without TQM. People in companies that have implemented TQM are more likely to have the basic understanding necessary for implementing EDM/PDM. For example, they are more likely to view EDM/PDM as an information and workflow management system supporting the entire product life cycle then as a departmental solution for the management of CAD data

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TQM - The "home-court advantage"

In business, an organization should try to get the home court advantage using TQM. The activities for each employee, including top management, should be geared toward the same purpose, which is often referred to as the vision. If people in a company do not have the same purpose, the organization will be weak. And just as an NBA team sometimes loses fans as it loses games, a company that loses its purpose, misses its goal, and makes too many mistakes, will lose customers. If the organization is to achieve its goals, all people related to the organization must have activities for achieving their purposes. For example, in basketball, the fans scream and clap to show their support for their team, and remain silent or boo the opposing team to discourage them. Each player brings the ball from the front court to the back court. The head coach calls time-out and observes the team’s situation. Every activity is for achieving one purpose. The bigger the number of people who have the same purpose, the stronger the chances are of achieving the purpose. If 20,000 employees are committed, the organization will be stronger than if 10,000 are committed.

Many TQM experts use special terms to explain TQM, such as the voice of the customer table, QFD implementation, Cross-Functional Management, and Hoshin Planning (some terms are mis-defined). These terms are confusing to many people, particularly novices, in many companies.  The initial, simplistic step of implementing TQM is to determine the organization’s goals or obstacles according to the dream oriented or problem oriented approach. In Japan, almost every company uses the problem oriented approach during the initial phases of TQM. Everyone, from top management to the line workers in an organization, determines and defines the problems. Each employee defines the problems using a statement beginning with "I don’t like to . . ." This is a key issue. Jobs listed this way by each employee are not only the employee’s problems, but also the organization’s problems. Using an approach like this is good because it not only helps pinpoint problems; it also opens up discussion within the organization.

In Japanese companies that implement TQM and have won the Deming Prize, all employees, including the president or executive director, discuss their problems using methods like the real-life dream and problem-oriented approaches. Many people in this country tell me that this happens only in Japan, and that it cannot happen here. Do you think this is just the Japanese way or that they can do it only because they’re Japanese? Don’t forget that TQM started in the United States, not Japan. TQM’s home court is America. 

Diagramming the Home Court Advantage

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Fig 1.1- Diagramming the Home Court Advantage

2.The TQM ModelINTRODUCTION: The Need for a Model in TQM

At the century close, the creation of the global market, international orientation of management that sweeps national boundaries, introduction of new technologies, and shift towards customer focused strategies, make the competition stronger than ever. The criteria for success in this global, internationally oriented market have been changing rapidly. In order to expand business, enter new markets, and set realistic, competitive long-term objectives, excellence became an imperative. Management's effort has been directed towards discovering what makes a company excellent.

To achieve excellence, companies must develop a corporate culture of treating people as their most important asset and provide a consistent level of high quality products and services in every market in which they operate. Such an environment has supported the wide acceptance of Total Quality Management (TQM) which emerged recently as a new, challenging, marketable philosophy. It involves three spheres of changes in an organization -- people, technology and structure.

There is also a need for a systematic approach so that each element of TQMEX can be bonded together smoothly. Oakland [1989] originated the idea of a 3-cornerstone model. The proposed 4-pillar model (Figure 3.1) brings the customer's requirement into the system. This makes the approach to TQM more complete. The additional pillar -- satisfying customers -- is vital because it explicitly addresses customer’s requirements. Without it TQM would have no objective.

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Fig. 2.1 The Four Pillars of TQMThe role of top management in implementation of total quality is crucial and its input on people far-reaching. TQM, therefore, should be understood as management of the system through systems thinking, which means understanding all the elements in the company and putting them to work together towards the common goal. The TQMEX Model advocates an integrated approach in order to support the transition to systems management which is an ongoing process of continuous improvement that begins when the company commits itself to managing by quality. The Model illuminates the elements that form a base to the understanding of TQM philosophy and implementation of the process compa

The Structure of TQMEX

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Fig. 2.2 The Four Pillars of TQM

The Logic of TQMEXIn order to have a systematic approach to TQM, it is necessary to develop a conceptual model. Generally, a model is a sequence of steps arranged logically to serve as a guideline for implementation of a process in order to achieve the ultimate goal. The model should be simple, logical and yet comprehensive enough for TQM implementation. It also has to sustain the changes in business environment of the new era. The Model also reflects teachings of the contemporary quality gurus. The idea was to develop a universally applicable step-by-step guideline by including recognized practices in TQM:

Japanese 5-S Practice (5-S) Business Process Re-engineering (BPR)

Quality Control Circles (QCCs)

ISO 9001/2 Quality Management System (ISO)

Total Productive Maintenance (TPM)

As Osada pointed out, 5-S is the key to total quality environment. Therefore, it should be the first step. BPR is concerned with re-defining and designing your business process in order to meet the needs of your customers effectively. It is more concerned with the business objectives and systems, and should follow as Step 2. QCCs are concerned with encouraging the employees to participate in continuous improvement and guide them through. They improve human resources capability to achieve the business objectives. Therefore, this should be Step 3. ISO 9000 is to develop a quality management system based on the good practices in the previous three steps. TPM is a

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result of applying 5-S to equipment based on a sound quality management system. In fact ISO 9001 requires procedures for process control and inspection and testing equipment which are part of TPM. Therefore TPM should be implemented in Step 5.

If the above five steps have been implemented successfully, the organization is already very close towards achieving TQM.

TQMEX is a sequential model which is easy to remember and simple to implement. This is in line with the quality principle of Keep It Short and Simple (KISS), although it is not simple to make a model simple!

Companies starting to implement TQM should follow TQMEX step-by-step. Companies which have already gone through some degree of improvement using some of the steps should review what have not been done and do it as their next step of improvement. In order to maximize your benefits from TQMEX, you have to start early too.

There are different types of TQM models based on their implementation and requirement to an industry. Some of them are

1. Japanese TQM model2. US TQM model

Japanese TQM Models

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At first, few but the Japanese took Deming seriously. Known for his legendary attacks on executives and compassion for the worker, the Japanese sense of responsibility to one's superiors and subordinates made it easier to accept Deming's message that management's role was to provide the optimal conditions for the workers to do the best job.

The Japanese then extended Deming's teaching to many dimensions of management. Here are TQM models from the Japanese Society of Quality and the Japan Standards Association that show how extensive their definition of TQM is.

The Japanese identify three major dimensions of TQM: Daily Management, Hoshin/Policy Management, and Cross Function Management. We will study these in detail in the course.  They can be visualized with the following picture.

US TQM Models

Malcolm Baldrige National Quality Award and State versions

Keep US industries competitive in a global economy.

Six Sigma

Hold business accountable for the cost of poor quality by providing a measurement system that ties customer satisfaction with product performance to design quality and process quality performance.

TQM Implementation Model

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This is one of the implementation models of TQM.

Fig3.2 TQM model

Process ImprovementManage variation Fix a known problem: QI Story

Prevent recurrence: SPC, Kaizen

System ImprovementSix Sigma

Daily ManagementQuality Assurance

Theory of ConstraintsStrategic Policy Management

Product ImprovementQuality Function Deployment

Managing variation

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Process improvement

Process improvement

System improvement

System improvement

Product improvement

Product improvement

Variation is a fact of life. It is random and miscellaneous. Thus, the same process can produce two things that are not alike. In the days of hand-crafted products, this could be accounted for by "fitting" things together. In modern industry where interchangeable parts are assembled into mass-produced final products, controlling variation is critical to customer satisfaction. This is one of the most important tasks a manager faces.

Dr. Walter Shewhart identified two kinds of variation, controlled and uncontrolled, and their characteristics.

Controlled variation:

stable exhibits a consistent pattern over time

results of a process can be predicted with greater certainty

process can be improved because outcomes of changes can be predicted

Uncontrolled variation:

changes over time due to "assignable causes" cannot predict results of process

process cannot be improved easily since outcome of changesare unpredictable

Management's job is to manage variation in order to produce predicable results, such as quality, cost, and production schedules. Since all data sets contain random variation or noise, the noise must be filtered out; otherwise two kinds of mistakes could arise.

1. interpreting controlled variation (noise) as if it were a meaningful change (signal) and expending efforts to "fix" natural variation

2. Interpreting uncontrolled variation (signal) as if it were noise and not recognizing when a change has taken place.

To manage the variation in a process, historical data must be analyzed to identify which changes are noise and which changes are signals. To do this Dr. Shewhart created the control charts. In manufacturing, we use a variety of charts for Statistical Process Control (SPC). 

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3.Deming's Red Bead Experiment

Dr. Deming asks six willing workers to manufacture white beads by scooping them out of a box containing an 80:20 mixture of white to red beads. They are given a target of no more than 3 red beads per day. But the number of red beads produced was as follows:

Willing Worker

Day 1

Day 2

Day 3

Day 4

Mike 8 11 6 7

Leon 14 10 8 11

Karen 7 10 11 5

Bob 11 10 6 10

Melvin 7 12 6 13

Paul 14 7 7 14

Totals 61 60 44 60

Eventually all the Willing Workers lost their jobs and the plant was closed. Why were they fired? Was it their fault? 

Control charts show whether the results were inherent to the process, which the workers did not create and could not control, or whether the results were due to some assignable cause which the workers might have been able to correct themselves.

The individuals chart shows the production of each willing worker for each shift. The moving range shows the change from worker to worker. 

Individuals Chart x-bar

Fig 3.2

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Based on past performance of the bead plant, the variation in the number of red beads remains consistent from worker to worker, shift to shift.

Moving Range mR

Fig 3.3

For management, we will look at constructing a chart that tracks individual values. Here are the steps.

Constructing the individuals control chart (X-bar mR Chart)

1. Collect data. Always show the data with your charts.2. Calculate and plot the moving range (mR). The moving range is simply

to distance between two successive data points. So if the data points are 5, 2, 7, 6, the range is 3 for the first two data points, 5 for the second and third points, and 1 for the third and fourth points, and so on. The moving range is 3, 5, 1, etc. Plot these on a chart and connect the data points with a line. This is the beginning of the mR chart.

3. Calculate the average moving range (R-bar) by summing the moving range numbers and dividing by n-1. The average moving range in the above example is (3+5+1)/3 = 3. Draw and label R-bar on the mR chart.

4. Calculate the Upper Control Limit (UCL) for mR by multiplying the average moving range by 3.27. Draw and label the mR UCL on the mR chart.

5. Plot your original data points and connect with a line on a separate X chart. Calculate the average of X and draw in as the center line (CL).

6. Calculate, draw, and label the Upper and Lower Natural Process Limits of X. Upper Natural Process Limit = X-bar (average of X) + 2.66 x (R-bar)Lower Natural Process Limit = X-bar (average of X) - 2.66 x (R-bar)

7. Show both charts together (X-bar mR Chart) to interpret the results. Individual points outside the control limits indicate assignable cause. If the process is stable, points will be inside control limits. There are additional evaluation tests for stability given in MJ2.

8. Only a stable process can be improved with predictable results.

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4.DEPARTMENTS IN INCAP Ltd:

1. Personnel Department2. Accounts & Administration3. Mulcting Department4. Maintenance Department5. F.G Stores and Dispatches6. Purchase Department7. Production Department

OBJECTIVES:

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The main objectives of the company as per the Memorandum of association and articles of Association of the company are under:

1. To carry on business of development, manufacture, buy, sell, deal import aspects of the aluminum electrolytic capacitors.

2. To manufacture, buy, sell, export, deal in assemble, fit, repair, convert over haul, alter maintain all types of capacitors used in electronic component devices equipments and appliance equipments such as TV transmitters, tape recorders, broad cast relay object to the laws of the lands as applicable in this respect from time to time and reception equipment ideographs and other equipment used in and (or) for audio and visual communications.

Man power particulars:

Number of workersProduction 90

Maintenance 21Quality 12Stores 10Administration 19

5.DISCUSSION:

We collected the information by conducting survey. The survey was done by distributing the questionnaires to the employees. We took considerable care to see that

the questionnaire was distributed in all the departments.

6.ANALYSIS

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1. The extent to which Total quality management is helpful to the employees to gain the required skills for doing their task. And the contribution of TQM in achieving organizational goals. We see how many employees are in agreement or disagreement with the above statement.

2. Is quality given top priority by the supervisors?

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.

3. Do you belong to productive team?

4. Is encouragement given to the managers to set short term goals in order to attain organization’s long term goals?

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5. The employees can easily contribute ideas for customer service improvement. Do you agree with the above statement?

6. Quality and production are given equal importance. Show your agreement or disagreement with the above statement.

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7. Did you receive technical training required for the job you are doing?

All the people who were working in the stores gave the answer “NO”. Otherwise almost all the people have received the technical training.

8. Did you receive problem solving training?

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Many of the senior employees say that they have acquired the problem solving techniques through experience rather than training.

9. Do you feel that there is individual accountability for the goals?

10. Do you agree that individual ideas are used in improvement process?

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11. Your opinion on team’s recognition for improvement and achievement.

7. CONCLUSIONS

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1. Majority of the respondents agreed that introduction of Total Quality Management (TQM) in an industry equips the employees with required skills and helps them in achievement of organizational goals

2. Majority of the respondents agreed immediate supervisor’s first priority is quality.

3. The respondents feel that belong to productive quality team 4. Respondents say that enough encouragement is given by the executives to set

personal goals in order to achieve long-term organizational goals 5. The ideas for customer service improvement process are also taken into

account 6. According to the employees quality and production are equally important in

work centers 7. Most of the employees apart from the store workers are received technical

training 8. Most of the senior employees feel that they have acquired problem solving

techniques through experience rather than training9. Most of them agreed that team work and recognition are important in

company’s success.

8. RECOMMENDATIONS

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Better and more interactions are needed between the management and technical staff at different levels

Employees should be provided with personnel counseling by the supervisor in order to know the attitudes of workers

Management make the employees to know the fundamental values of the company in order to meet the organizational needs and to reach the targets

Management must provide the welfare facilities to meet the requirements of the employees

Organization should provide open door policy to meet organizational

requirement and for solving the employees problem

Employees should be provided with good salaries and perks in order to satisfy them and work happily from family tensions

It is better to have team building training to improve their team work

9. APPENDIX

QUESTIONNAIRE

Name :

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Designation :

Qualification :

1. Introduction of Total Quality Management (TQM) in an industry equips the employees with required skills and helps them in achievement of organizational goals.

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

2. Immediate supervisor’s first priority is quality. What is your opinion on this?

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

3. Do you belong to a productive team?

a) Yes b) No

4. Are managers encouraged to set short term goals in order to attain organization’s long term goals?

a) Yes b) No c) Don’t know

5. It is very easy for the employees to contribute ideas for customer service improvement process

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

6. Do you feel that quality and production are equally important in your work place?

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

7. Did you receive technical training which is required to finish your job effectively?

a) Yes b) No

8. Did you receive problem solving training?

a) Yes b) No

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9. Do you feel that there is individual accountability for the goal?

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

10. Do you agree that individual ideas are used in improvement process?

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

11. What is your opinion on Team’s recognition for improvement and achievement?

a) Strongly agree b) Agree c) Disagree d) Strongly disagree

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