Total quality management of farid fiber in bangladesh

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Chapter 1: Introduction

1.1. Company Profile: Farid Group a leading rope and net manufacturing company in Bangladesh. They have been

manufacturing PE /PP rope since 1978. They have been leading the local market and exporting

our products with Japanese and Germany Technology without any complains. Day by day new

products are being included with higher technology. Now they are manufacturing and Leading

the local market with our PE rope/PP rope/Dan line Rope/Nylon multifilament rope/Jute rope/tire

cord rope /Nylon multifilament net and PE twine net.

In 1978 the company started its slow step by manufacturing 1000kg/day for the time being now

their manufacturing capacity has reached to 6000 kg/day. Group believes in customer's

satisfaction and sincerity of 400 trained workers and 40 experienced employees has reached the

company in today's position.

The company is certified by ISO (9001/2000) for its quality management system.

Their main products are Rope- (PP/PE/Dan line/Nylon multifilament/tire cord/jute and lead) For

Fishing, Marine and Construction use. Nylon multifilament net-For Fishing only. PE twines net-

For Fencing/Agro shade/Construction/Poultry/Bird protecting/Fisheries farm.

The group is committed to provide quality products and services, by doing the right the first

time, by meeting customers’ requirements and using competent man power.

We are also committed to continually improve the effectiveness of the Quality management

system we have adopted.

They are always aware about their customer’s satisfaction. The production procedure goes

through a well-planned way. Raw materials come out from the store then it goes to the Machine.

After receiving the finished goods from the machine the wastes are separated by well-trained

workers.

After separating the wastes part the selected best products go for packing and Measurement.

Then the products go for well-maintained Storage. After receiving the order from Customers

they deliver the product according to customer’s requirements in well packed and secured

condition. The qualities of the products are ensured by well trained quality inspector from first to

last.

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MAIN MOTIVE:


time, by meeting customers’ requirements and using competent man power. We are also

committed to continually improve the effectiveness of the Quality management system we have

adopted.

PRODUCT DETAILS:

HDPE Rope:

Polyethylene rope is floating but slightly heavier than polypropylene rope. Tensile strength is

unchangeable in dry or wet weather. So, widely used in all types of fishing industrial application

Rattan Cool Mat:

“Sriha Cool Mat” a sister concern of Farid Group is producing synthetic rattan mat that takes part

in our daily life. Since long time natural Rattan mats are being used for bedding, sleeping, sitting

etc but day by day population is increasing when the production of natural Rattan is being

decreased for many reasons.

We would like to introduce our Synthetic Rattan mat which can be used as an alternative of

natural rattan mat and where we have tried to keep the features like natural Rattans as well.

PP Danline Type Rope:

Danline rope is made of the finest polypropylene and polyethylene fiber, offering specially high

ultra-violet resistance and the best handling qualities available. The rigidly controlled standards

ensure the most flexible, best balanced, longest wearing rope. One strand of the rope may have

blue and red tracer for the identification of superior quality.

Jute Rope:

Jute rope is made from Natural jute yarn. The best natural yarn from "Tosha"jute.This rope is not

as heavy as other synthetic rope but it's friendly to the environment, Easily rotten Comfortable to

grip.

Lead Rope:

Lead-cored rope is made of lead lines which are wrapped with fiber yarn to make the fiber rope.

It’s heavier than any other synthetic rope as the tire cord rope.

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PE Twine Net:

Farid PE Nets are made from HDPE plastic and are knitted in modern plants. These products are

subjected to rigorous tests for weather ability. We have in-depth knowledge base for a vast range

of netting applications.

All attractive colors can be and size can be provided according to customers requirements.

Nylon Multifilament Nets:

Our Nylon Multifilament nets are produced from best Quality of Nylon and polyester yarn. We

care to check the Quality keenly after getting the delivery from Machine. The denier Of filament

is 210 and the mesh size Of the net (From ½ Inch to 5 inch) will be as per customers Demand.

Color will be white.

1.2. Objectives of the study: Our purposes were to learn through practical application, about total quality management and

their implementation in Farid Fiber.

Hence, some other objectives are stated below:

To figure out their perception regarding Total Quality Management.

To know about their implementation procedure of Total Quality Management.

To figure out the advantages of Total Quality Management.

To figure out the obstacles in implementing TQM.

To know about Counteraction against obstacles while implementing TQM.

1.3. Limitations of the study Though we put our best effort to fulfill our determined objectives, still there were some

limitations we had to go through-

Books on this issues are very few in number

Very limited time which it needs much time for preparing term paper

We were not allowed to go out for data collection during office hours.

No momentary allocation

The area on this term paper is very big but we had to finish the work within a very short

phase.

As our sample size was small, our findings might not be fully accurate.

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CHAPTER 2: LITERATURE REVIEW

2.1 Introduction Management systems are usually implemented in response to current conditions. Such systems

and the terms to describe them change with time and use in new contexts. Much of the current

management literature, in education and other industries, focuses on systems that can be

described under the umbrella term, Total Quality Management, or TQM. TQM contains a mix of

original ideas and those with historical antecedents.

2.2 TQM and its Parameters

“Total Quality Management” (TQM) is a concept that is now nearly a century old that has been

applied to every possible industry. It is a broad and adaptable term that is often specifically

altered to meet the goals of the organization that is implementing a TQM system. Different

organizations use it in very different ways and conform the concepts in order to fit their own

personal goals, which makes it difficult to clearly define its parameters and confounds any

coherent analysis. In order to come to a conclusion about the generally accepted aspects of a

Total Quality Management system, we can look at various quality organizations and

philosophies that exist, and the frameworks they have each created for this concept. We can then

cross-‐examine them to result in a clear and concise illustration of TQM that can guide future

research.

One widely accepted definition comes from the

American Society for Quality’s website. It explains,

“TQM describes 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”(“Total Quality Management”).

Milosan explains, “Total Quality Management is an organizational strategy founded on the idea that performance

in achieving a quality education is achieved only through involvement with the perseverance of

the entire organization in improving processes permanently. The objective is to increase the

efficiency and effectiveness in satisfying customers”.

Later on in her study, Milosan concludes, “TQM refers to an integrated approach by

management to focus all functions and levels of an organization on quality and continuous

improvement”. Milosan’s research surmised that there are six key elements to successfully

implement a TQM process: confidence, training, teamwork, leadership, recognition, and

communication.

TQM can be defined as "Doing the Right Thing, Right the First Time, All the Time; always

Striving for Improvement & always satisfying the Customer."

-[Department of Defense, 1989]

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2.3 The Features of TQM

When TQM is implemented in any organization, it results in high value sustainable benefits.

Some of the benefits are,

1. Improved quality and efficiency

2. Employee participation and teamwork

3. Working relationship

4. Customer satisfaction

5. Employee satisfaction

6. Better Communication

7. Improved Profitability

8. Increasing Market share

TQM along with benefits has many costs related to it as well. The costs of TQM are,

1) Resistance to change: Employees in some organizations may feel insecure under the TQM

program due to lack of trust thus result in a high employee turnover rate.

2) High cost of time: TQM program involves high costs of implementation and it might take

several years for the program to show substantial results. This may result in uncertain economic

conditions.

3) Costs of quality: According to the Business Dictionary, cost of quality is defined as the sum

of costs incurred in maintaining acceptable quality levels with the cost of failure to maintain that

level. There are three costs of quality are,

a) Failure costs

b) Appraisal costs

c) Prevention costs

2.4 Implementation of Total Quality Management

A clear and sound TQM framework needs to be created and adopted which should be

communicated to all the members, at all levels in the organizations. If business, adopts this in the

right way; it would make the procedures in the organization more comprehensive, controlled and

time managed.

Different authors and researchers have designed many TQM frameworks. One of which is the

TQM framework designed by the researcher, Besterfield.

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This framework discusses the factors that are important for any institute to successfully

implement TQM within the organization and enjoy the returns.

2.5 Tools and Techniques of TQM 2.5.1. Benchmarking: Benchmarking is defined as the measurement of organization’s quality

policies, products, programs, strategies, etc. and then comparing it with the best practices in the

market. Some of the objectives of benchmarking are to determine what kind of improvements are

required on the process, to analyze how other organizations achieve their high performance

levels and to use the same information to improve their performance.

This process is done through following steps.

Benchmarking has been practiced by thousands of firms so that they can achieve the best in the

market, some of which are IBM, Wal-Mart, Cisco, P&G, FedEx, etc.

2.5.2. Information Technology (IT): There are various types of information technology systems

such as intranet, instant messaging, video conferencing, virtual learning, E-learning, E-

government, E-commerce, Business-to-business, business-to-consumers and website design

which could aid TQM in the business.

2.5.3 Quality Management Systems (QMS): QMS is a set of complex parts and components

that deal with the quality of products and processes under required controls along with

continuous improvement. Implementing QMS does not by itself make the institute profitable, but

it provides it with the potential to improve, from fields of production and sales.

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The International Organization of Standardization (ISO) recognizes QMS and is reflected in the

ISO 9000 standard. ISO is non-governmental organization working for achieving quality. The

ISO 9000 provides guidance on QMS’s principles and scopes an implementation. Many

organization function without the ISO 9000 certification and depend on the internal review

committee, while ISO 9000 certification needs a formal review and approval of the QMS system

by an outside committee and is done every 6 months.

2.5.4. Statistical Process Control (SPC): In management tools, businesses focus on the root

issue of the problem by concentrating on processes rather than people. They are more subjective

than objective and help in process improvement, new-product development, cost reduction and

policy deployment.

Statistical process control is a part of TQM whose focus is on creating processes that would

deliver quality goods. SPC is an analytical decision making tool which tells us if the process is

working properly or not. The fundamental concept on which SPC is laid is quality improvement

and control using objective data and analysis. Control charts are used to show the results of the

process observation. They show a variation in a measurement in the time period this process is

observed but they do not work appropriately in all situations, thus management tools act as

effective problem-solving tools.

The early stages of SPC consist of several steps that use various tools. The quality tools available

to help organizations improve their processes are:

2.5.5. Pareto Charts: These charts are based on the Pareto Principle that states that eighty

percent of the problems come from twenty percent of the causes. These charts are extremely

important as they can be used to identify the factors that have the greatest effect on the system

that helps the maintainer prioritize the problems and would reflect the quality of the company.

2.5.6. Fishbone Diagram: A Fishbone Diagram identifies many possible causes for an effect or

problem. Professor Kaoru Ishikawa created this cause and effect analysis in the 1960s. This

technique uses a diagram-based approach to analyze all the possible causes of a problem. There

are four steps involved in this analysis:

Identify the problem

Determine the major factors involved.

Recognize all the possible causes of the problem

Analyze the diagram

2.5.7 Flowcharts: Flowcharting breaks down a process in sub-processes and analyzing each

process separately minimize the number of processes, which contribute changes in the process.

Quality control is a continuous process where factors and causes should be constantly reviewed

and changes are made accordingly. It is very important to keep referring to the fishbone diagram

to keep a track of any new factors.

2.5.8. Histogram: A histogram is a representation of a frequency distribution by means of

rectangles whose widths represent class intervals and whose areas are proportional to the

corresponding frequencies. A histogram helps analyze what is going on in the process and helps

show the capability of a process.

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2.5.9 The Deming cycle: Is another tool that can be used for statistical process control. It is a method that is used for process improvement. It has four stages: plan, do, study and Act (PDSA! cycle). It is a set of methodology that focuses on ideas and theories acquired through testing.

2.8. Summary

After thoroughly discussing the parameters, implementation, and methods of analysis of a Total

Quality Management system, it can be concluded that there are varied means to determining

exactly what is included in TQM, which can be narrowed down to some fundamental principles.

First of all, it is clear that throughout history Total Quality Management is seen as an all--

‐encompassing procedure that is intended to improve virtually every area of a business.

Secondly, it is also apparent that, although each TQM--‐based company may choose to use

different approaches to their Total Quality Management system, nearly all examples utilize the

same basic principles: customer focus, employee involvement and continuous improvement. We

can also observe that there may be both a statistical and psychological approach to evaluating the

effectiveness of a TQM process, and that each has its own individual merits that can be

employed in the analysis process.

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CHAPTER 3: Research Methodology & Sample Design

3.1 Introduction This chapter examines the research methodology which generally means the selected methods of

achieving the research objectives. To be more precise, it primarily focuses on the method(s) of

data collection along with the justification of using the method(s). It also includes basic

parameters to be chosen related to the selected method(s). In addition to that, the instruments for

gathering data also fall within the definition of methodology of a research (Aminuzzaman:

1991).

3.2 Methods Assessing and identifying the Total Quality Management of Farid fiber is a matter of qualitative

judgment. For the purpose of this study, two methods are used namely

I. Content Analysis

II. Questionnaire Survey

Content Analysis: This includes collecting related information and data from all relevant books,

documents, published and unpublished research works available, online articles, notes etc

Questionnaire Survey: This survey is intended to gather primary data about Total Quality

Management of Farid Fiber industry with a semi-structured questionnaire.

3.3 Sources of Data The data for this study have been collected both from primary and secondary sources. Secondary

data are drawn from the existing literatures like books, newspaper reports, previous research

works, seminar papers, reports, online etc. Primary data have been collected through

questionnaire survey. The respondents included the production Manager, Senior Commercial

Officer, and workers who are directly related with production of Farid Fiber.

3.4 Data Collection Techniques To collect data, in-depth interviews are conducted through close ended semi structured

questionnaire.

3.5 Sampling Production in charge, supervisor, and workers are directly related with quality. They well know

about their quality system and how they manage their quality. So we took them as our sample.

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3.6 Sample Size Our tram paper is about Total quality Management of Farid Group. We have to take our

respondents from employees who are directly related with production. We took five quality

specialists from Farid Group. Three of them are directly related with production (workers) and

two are upper level employees who are related with quality management of Farid Group. They

help us through giving raw information about their total quality management system. They also

told us how they face problems to manage quality of their products.

3.7 Data Validation The collected data have been validated through cross checking with each other and with the

secondary sources.

3.8 Data Analysis Tools/ Techniques There are some tools which are used in analysis. These are various figures, tables, charts. These

instruments are used in the analysis with the information we got.

3.9 Summary We follow the qualitative survey system. Though our sample size is very few, our data is more

relievable.

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CHAPTER 4: DATA ANALYSIS & FINDINGS

4.1 Introduction In this chapter we convert our raw data and verbal information into valuable structured

information. We make percentage of the responses. And present that percentages on different

graphs and chart.

4.2 Analysis 4.2.1 KNOWLEDGE ABOUT TOTAL QUALITY MANAGEMENT

Meaning of Quality:

We asked our respondents through our survey about the meaning of quality according to their

perspective. We gave them some options but not limited to single answer. All of our respondents

agreed that quality is the way to satisfy external customers. Three of them said it is also the way

to satisfy internal customers. Again three of them said it’s the result of teamwork. Two of them

answered, it is the output of supplier partnership. One replied it is the way to increase profit of

the organization.

Options Number of respondents agreed %

High cost (expensive) 0 0%

Satisfying internal customer

( within the organization)

3 21.43%

Satisfying external customer

( outside the organization)

5 35.71%

Increased profit 1 7.14%

Value for money 0 0%

Teamwork 3 21.43%

Partnership between organization and supplier 2 14.29%

Total responses : 14 100%

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Benefits of Total Quality Management:

We asked them, is TQM provides their organization any extra benefits. All of them replied that

TQM is beneficial for their organization. It improves their ability to design their project, estimate

their cost. It also reduces their warranty claims and lawsuits. It also increases their market share.

We asked them in which sectors TQM would be used to improve (not limited to one answer). All

of them answered they use TQM to estimate cost and reduce warranty claims and increase

market share. Four of them answered it also helps them to reduce change orders. Three of them

agreed that TQM helps them to design project and reduce lawsuit.


Project design 3 12%

Cost estimating 5 20%

Warranty claims 5 20%

Reduce change orders 4 16%

Increase market share 5 20%

Reduce lawsuits 3 12%


0

21.43

35.71 7.14

0

21.43

14.29

Meaning of Quality High Cost



Increased profit

Value for money

Teamwork

Partnership betweenorganization and supplier

0%

50%

100%

TQM used to Improve

12 20 20 16 20 12

Reduce lawsuits

Increase market share

Reduce change orders

Warranty claims

Cost estimating

Project design

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Perception of Total Quality Management:

We asked to know their perception of total quality management. We provided them some options

but not limited to single answer. All of them agreed that TQM is a process of eliminating defect

and helps to acquire competitive advantage. Three other respondents also agreed TQM increases

profit of the organization. Other two disagreed with this; they argued that it is one of the causes

of increasing cost of the production.


Elimination of defects 5 38.46%

A tool to increase profits 3 23.08%

A competitive advantage 5 38.46%

total 13 100%

Potential for improvement within processes

We told our respondents to rate the potentials for improvement within processes to implement

TQM. The Scale is within 1 to 5, 1: Low 5: High. They rated maximum to improve within

the process of redesigning and coordinating with other members of a project (teamwork) to

implement TQM. They also emphasis on improving within the processes of supervising, testing,

certificating, personnel management etc. to implement TQM.

0

20

40

60

80

100

Perception of TQM

38.46

23.08

38.46 A competitive advantage

A tool to increase profits

Elimination of defects

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Processes Respondent

1

Responde

nt

2

Respondent

3

Respond

ent

4

Respondent

5

Tot

al

%

On-site

supervision

4 3 3 4 5 19 10.9

8%

Redesign 5 5 5 5 5 25 14.4

5%

Testing

procedures at

job site

3 3 4 4 4 18 10.4

%

Certification

of materials

3 3 3 3 4 16 9.25

%

Administratio

n of change

orders

3 3 3 3 3 15 8.67

%

Close-out of

projects

3 4 3 4 4 18 10.4

%

On-site safety

management

3 3 3 3 4 16 9.25

%

Personnel

management

of employees

5 4 4 4 4 21 12.1

5%

Coordination

with other

members of a

project

5 5 5 5 5 25 14.4

5%

Total 173 100

%

10.98

14.45

10.4

9.25 8.67

10.4

9.25

12.15

14.45

Imorovement within processes On-site supervision

Redesign

Testing procedures at job site

Certification of materials

Administration of change orders

Close-out of projects

On-site safety management

Personnel management ofemployeesCoordination with other membersof a project

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Order of importance:

We asked them in which area they should carefully handle to implement TQM. We receive their

answer at scale of five.

Options Responde

nt

1

Responde

nt

2

Responde

nt

3

Responde

nt

4

Responde

nt

2

Tota

l

%

Cost 3 4 3 4 4 18 21.67

%

Scope 3 3 3 3 4 16 19.28

%

Time(Schedul

e)

5 5 4 5 5 24 28.93

%

Quality 5 5 5 5 5 25 30.12

%

Total 83 100%

0

10

20

30

40

Order of importance

21.67 19.28

28.93 30.12

Cost

Scope

Time

Quality

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4.2.2 DATA ACQUISITION METHOD

Collecting data to measure the performance of operations or process and Method of

solving quality related problems:

We asked them, do they collect data to measure the performance of operations or process. All of

them replied “Yes”

We also asked to know, how they solve quality related problems. All of them answered their

organization has a permanent team to solve quality problems. Three of them also said sometimes

higher authority sets up a multi-disciplinary team for each problem. Two top level employees

also ensured us, they also assign individual to solve problems, if problems are more complex.

Those individuals are generally highly qualified.


Assigns individual to solve. 2 20%

Set up a multi-disciplinary team for each

problem

3 30%

A permanent team is available. 5 50%

total 10 100%

0

10

20

30

40

50

60

70

80

90

100

Method of solving quality problems

20

30

50 A permanent team is available

Set up a multi-disciplinaryteam for each problem

Assigns individual to solve

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Client’s suggestions:

We asked them do they gather client’s suggestions. They replied us positively. Then we asked to

know the process of gathering client’s suggestions. All of them replied, through verbal

communications. They also said sometimes suggestions are taken through Questionnaire survey

(rare). Most of the times suggestions are taken during the complain process. When numbers of

complaints are increased, they seek suggestions from clients to minimize problems and satisfy

their clients.


Questionnaire surveys 1 10%

By the number of complaints 4 40%

Through verbal communications 5 50%

total 10 100%

Employee Empowerment:

They assured us they empower their employees. They said they use delegating authority. But

some respondents who are directly involve with productions, disagreed with it. They said top

management practice this only for key personal.


Full empowered 1 20%

Only key personal are empowered 4 80%

total 5 100%

10

40 50

Method of gathering Client's suggestions

Questionnaire surveys

By the number of complaints

verbal communications

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Supplier partnership:

They told us their organization do not maintain suppler partnership. They argued in their

business it is not necessary to maintain it. Maximum of their raw materials are collected from our

home country, they involves with international trade. Again their business is mostly labor

oriented business rather than capital oriented. So supplier partnership needs not to be practiced in

their organization.

4.2.3 QUALITY CONTROL

Clear quality policy:

They answered us they have clear quality policy. Hundred percent of top level employees are

aware of it. But near then sixty percent of lower level employees are aware of this policy.

Options Respondent

1

Respondent

2

Respondent

3

Respondent

4

Respondent

2

Total

Top level

employees

100% 100% 100% 100% 100% 100%

Lower level

employees

55% 60% 55% 65% 60% 59%

20

80

0

20

40

60

80

100

120

Employee Empowerment

Only key personal areempowered

Full empowered

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Quality improvement program and factors motivating to implement TQM:

They assured us a quality improvement program has been implemented recently.

We also wanted to know about the factors which motivate them to implement Total Quality

management. We gave them some options but no limited to one answer. All of them think that

TQM is the demand of customers, and it needs to reduce rework. Four of them also think that

competitors create pressure to implement it. Again it is necessary for environmental issues.


Pressure from competitors 4 18.18%

Demanding customers 5 22.73%

Your company’s Chief Executive 2 9.09%

Environmental issues / considerations 4 18.18%

Need to reduce costs and improve

performance

2 9.09%

Need to reduce rework and scrap 5 22.73%


0 20 40 60 80 100

Lower level employees

Top level employees

59

100

41

0

Don't aware of

aware of

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Help from other organizations to implement TQM

They assured us Farid groups got ISO certificate on 16 March 2007. They told us they follow

ISO 9000 guidelines to implement TQM. Again BSTI helps them to improve their product and

service quality.

Major objectives of improvement programs of TQM and the results of improvement

programs:

We asked them to know what the major objectives of improvement programs are. They answered

us; increase productivity with best quality is the major concern. Again it reduces cost and

involves employees in the quality building effort.


Increase productivity 5 33.33%

Cost reduction 3 20%

Involvement of employees in the quality

building effort

4 26.67%

Compliance with statutory, environment and

safety regulations

3 20%


0

50

100

Factors motivating to implement TQM

18.18

22.73

9.09

18.18

9.09

22.73

Need to reduce rework and scrap

Need to reduce costs and improveperformance

Environmental issues /considerations

Your company’s Chief Executive

Demanding customers

Pressure from competitors

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They assured us, after the implementation of their quality improvement program, product

quality has improved. That’s increases their market share and fulfill the customer’s demand.

4.2.4 TRAINING PROGRAMS

Implementation and duration of training programs:

They said us that they provide hundred percent training programs for managerial/supervisory

staff, who are indirectly related to the quality of the product.

Production labors are provided 3 months training programs. But some respondents told us, real

picture is not same as the rules stated. All production labors are not provided 3 months training

programs. Among the labors sixty percent are fully trained up.

0

5

10

15

20

25

30

35

Major objectives ofimprovement programs

33.33

20

26.67 20

Increase productivity

Cost reduction

Involvement ofemployees in thequality building effort

Compliance withstatutory, environmentand safety regulations

60

100

40

0

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Production related labors

Managerial staff

Trained

Untrained

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Training currently emphasizes:

All of them told us their training programs currently emphasize on Communication, teamwork

and customer satisfaction. Three of them also agreed, it also emphasize on process control and

statistical.


Process control 3 14.29%

Statistical analysis 3 14.29%

Team work 5 23.81%

Communication 5 23.80%

Customer satisfaction 5 23.81%


14.29

14.29

23.81 23.8

23.81

Training Currently Emphasizes

Process control

Statistical analysis

Team work

Communication

Customer satisfaction

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Findings

Farid group LTD. is a well known and renowned company among other companies

competing in the same field about its product quality. It is the only ISO certified company in

this field.

It maintains its production quality from raw materials to finished products.

There have a strong bonding and good internal relation between higher management and

workers group about their work.

Farid group not only fulfill the country demand but also supply products to many foreign

countries.

Quality policy indicates their motive regarding product sale, which emphasizes more on

continuous improvement & customer satisfaction rather than just make & sale.

Fire extinguished system is not satisfactory. More precautious way should be adopted in

order to avoid accident.

Working conditions is not appropriate here. Work schedules design don’t always show up

proper justification.

The workers are not well trained; sometimes they are recruited without preliminary

knowledge of work tasks.

Child labor exists here. This drastically hampers both quality and reputation of company.

Though production systems are scientific, workers training method is not up to date, so the

workers cannot cope up with the new production system, and deliver their full work

efficiency.

Work discrimination prevails more or less.

Overtime payments are not justified.

Nepotism exists among the higher level.

Product distribution systems have some lacking and are not fully improved.

Job rotation and work distribution has problem.

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CHAPTER 5: CONCLUSION& RECOMMENDATION

Our overall observation on Farid Group came out satisfactory level. Quality system followed by

the authority was discussed as best as possible and results were shown consequently.


time, by meeting customers’ requirements and using competent man power.

We are also committed to continually improve the effectiveness of the Quality management

system we have adopted.

They are always aware about their customer’s satisfaction. The production procedure goes

through a well-planned way. Raw materials come out from the store then it goes to the Machine.

After receiving the finished goods from the machine the wastes are separated by well-trained

workers.

We tried to figure out the structure and practice by them.

Recommendation

Training time for workers should be at least six months, so that workers can fully understand the

production system.

Overtime payments and job rotation should handle properly.

Promotion policy should be fair.

Distribution channel should be up dated.

Fire extinguished system should be more improved, and should add more apparatus to face the

situation.

Workers should provide training on their safety issues.

Working environments should be improved.

Medical service system should be expanded for the workers.

XXV | P a g e

CHAPTER 6: REFERENCE

BOOK

1. BESTERFIELD DALE H. , BESTERFIELD-MICHNA CAROL, BESTERFIELD GLEN

H. and BESTERFIELD-SACRE MARY (2011-2012) ; TOTAL QUALITY

MANAGEMENT, 3rd

Ed

Delhi, INDIA: Pashupati Printers Pvt. Ltd.

2. MANNAN Dr. M. A. and FERDOUSI FARHANA; ESSENTIALS OF TOTAL

QUALITY MANAGEMENT,1st Ed; Dhaka, Bangladesh: Noor Card Board Box

Factory(Offset Press)

WEBSITE

1. DIGITAL COMMONS @ CAL POLY , Available from:

http://digitalcommons.calpoly.edu/cgi/viewcontent.cgi?article=1093&context=grcsp

[Accessed: 1st August 2015]

2. ASSIGNMENT POINT, Available from:

http://www.assignmentpoint.com/business/management/research-paper-on-total-quality-

management-tqm.html


3. Slide Share, Available from: http://www.slideshare.net/aktagupta/tqm-final3


http://digitalcommons.calpoly.edu/cgi/viewcontent.cgi?article=1093&context=grcsp

http://www.assignmentpoint.com/business/management/research-paper-on-total-quality-management-tqm.html

http://www.assignmentpoint.com/business/management/research-paper-on-total-quality-management-tqm.html

http://www.slideshare.net/aktagupta/tqm-final3

XXVI | P a g e

Appendices

Appendix-1

Table given below shows the details about the participants of the study

Serial

no.

Name of the participants Position & other related information of

concerns

01. Md. Azizur Rahman

Senior commercial officer

Farid Group Head office: Plot No: b-22/23/24, BSCIC,

Industrial Area, comilla-3500, Bangladesh.

Phone: 880-81-77203, 77439, 77246

Fax: 880-81-77267

Mobile: 01713-491714, 01718-184585

E-mail: [email protected]

Website: www.faridgroupbd.com

02. Md. Kamruzzaman Kamrul Production Manager

Farid Group

Head office: Plot No: b-22/23/24, BSCIC,

Industrial Area, comilla-3500, Bangladesh.

Phone: 880-81-77203, 77439, 77246

Fax: 880-81-77267

Mobile: 01713-160212, 0171-206054

E-mail:[email protected]

Website: www.faridgroupbd.com

Appendix-2

Questionnaire:

General information

A1 What is your name?

A2 What is your position in the company?

Please indicate your field of responsibility

----------------------------------------------

A3 Where is your headquarter localized?

……………………………………….

A4 Major activity of company

Please specify

Agri /food industries

Banking, finance and insurance

Construction (roads, dams, tunnels,

1

2

XXVII | P a g e

(If part of a larger conglomerate, circle the

category most

applicable for your unit)

buildings, ships, etc.)

Consultancy

Light manufacturing (textiles,

crockery, toys, etc.)

Pharmaceutical/Medicare

Telecoms and IT

Other kind of service

3

4

5

6

7

8

A5 For how long has your company been

operating with either trade or investments in

foreign markets?

0-10 years

10-30 years

more than 30 years

Knowledge about Total Quality Management

B1 In your opinion, which of these words

best define quality? (Not limited to single

answer)

High cost (expensive)


( within the organization)


( outside the organization)

Increased profit

Value for money

Teamwork

Partnership between organization

and supplier

1

2

3

4

5

6

B2 Do you think that TQM will (or does)

work in your organization?

Very well

To some extent

Won’t work (Questions B3 and

B4 not applicable )

Can’t say ( undecided )

1

2

3

4

B3 Would a TQM program be beneficial to

your organization?

Yes

No ( Question 4 not applicable )


1

2

3

B4 TQM would be used to improve (not

limited to one answer)

Project design

Cost estimating

Warranty claims

Reduce change orders

Increase market share

Reduce lawsuits

1

2

3

4

5

6

B5 What is your organization’s perception of

total quality management? (Not limited to

single answer)

Elimination of defects

A tool to increase profits

A competitive advantage

Others (please specify

…………………………..

1

2

3

4

B6 How would you rate customer

satisfaction?

Very important

Important

Somewhat important

Not Important

Can’t say

1

2

3

4

5

XXVIII | P a g e

B7 Please rate the potential for improvement

within the following processes:

(Scale 1 to 5, 1: Low 5: High)

High low

1 On-site supervision 5-4-3-2-1

2 Redesign 5-4-3-2-1

3 Testing procedures at job site 5-4-3-2-1

4 Certification of materials 5-4-3-2-1

5 Administration of change orders 5-4-3-2-1

6 Close-out of projects 5-4-3-2-1

7 On-site safety management 5-4-3-2-1

8 Personnel management of employees

5-4-3-2-1

9 Coordination with other members of a

project 5-4-3-2-1

B8 Order of importance:

(scale of 5)

1 Cost __________________

2 Scope __________________

3 Time (Schedule)__________________

4 Quality __________________

5 Safety __________________

Data Acquisition Method

C1 Do you collect data to measure the

performance of operations or process?

Yes

No

1

2

C2 How does your organization solve quality

related problems?

Assigns individual to solve.

Set up a multi-disciplinary team

for each problem.

A permanent team is available.

Other (please specify)

1

2

3

4

C3 Do you have a system for gathering

client’s suggestions?

Yes

No

Can’t say

1

2

3

C4 How do you measure client’s satisfaction? Questionnaire surveys

By the number of complaints

Other methods (please specify)

-----------------------

Not measured

1

2

3

4

C5 Are employees empowered to make

significant changes to construction

operations or methodology?

Full empowered

Only key personal are

empowered

Empowerment is not needed

Can’t say (undecided)

1

2

3

4

C6 Do you practice supplier partnership?

Yes

No

1

2

XXIX | P a g e

Quality Control in your Organization

D1 Has your organization developed a clear

quality policy?

Yes

No


1

2

3

D2 Percentage of employees who are aware

of the importance of quality?

D3 a) Are your Organization ISO

certified?

b) Please specify the date.

Yes

No

………………………………………

1

2

D4 Does your organization have a quality

improvement program?

A quality improvement program has been

implemented recently

A quality improvement plan has been a part of

corporate policy for some time now.

Such a plan is under consideration.

No (please skip the remaining questions and

move to the next section)

1

2

3

4

D5 Which of the following factors provided

the motivation to start TQM (not limited

to one answer)

Pressure from competitors

Demanding customers

Your company’s Chief Executive

Environmental issues / considerations

Need to reduce costs and improve performance

Need to reduce rework and scrap

1

2

3

4

5

6

D6 Your organization’s quality improvement

program can be described as:

Periodic short range resolution or

motivational plan

A formal long - term program with wide

spread employees’ awareness

Others (please specify)

…………………………………..

1

2

3

D7 Does your quality improvement plan have

the full support of top management?

Yes

No


1

2

3

D8 The major objectives of your programs

are (not limited to single answer)

Increase productivity

Cost reduction

Involvement of employees in the quality

building effort

Compliance with statutory, environment and

safety regulations.


………………………………………

1

2

3

4

5

XXX | P a g e

D9 After the implementation of your quality

improvement program, services /product

quality has

Drastically improved

Improved

Remained the same

Decreased


Not applicable

1

2

3

4

5

6

D10 Do you get any help from BSTI to

develop your product and service?

Yes

No

1

2

Training

E1 Is formal training in TQM or other quality

improvement philosophies given to

employees?

No training is given (please skip the rest of this

section)

Some training is available

A formal training program is in effect


…………………………………..

1

2

3

4

E2 Percentage of managerial/supervisory

staff that have undergone quality

improvement training?

………………………%

E3 Percentage of non-managerial/technical

staff who have undergone quality

improvement training

…………………………%

E4 Training currently emphasizes (not

limited to one answer)

Process control

Statistical analysis

Data gathering & analysis

Team work

Communication

Customer satisfaction

1

2

3

4

5

6

Total quality management of farid fiber in bangladesh

Education