effectiveness of tqm

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Effectiveness of TQM

SEA College of Engineering & Technology

EXECUTIVE SUMMARY

Total Quality Management (TQM) is a managerial philosophy that

focuses attention upon identifying and producing a product that meets or

exceeds customer expectation within the environment. That fosters the co-

operative effort of knowledgeable employees who are empowered to strive for

continuous improvement of the organization’s product process.

TQM looks at the overall quality measures used by a company including

managing quality design and development, quality control and maintenance,

quality improvement and quality assurance. In this project I try to reveal the

effectiveness of TQM with reference to the Digila Devices India Pvt.LTD.

Digila Devices India LTD. having a well defined Quality Circle, their

recommendations has resulted in a reduced number of defects, reduced

absenteeism and improvement in productivity and job satisfaction. The quality

planning is carried out through a well planned Quality Management system. The

quality control is carried out by one of the popular QC tool flow chart, which

helps to the pictorial representation of the stages in a process.

Effective organizations use standards such as ISO 9000 and certifications

such as AQSR, NQAQSR, MBNQA to provide guidance for establishing their

quality management system’s structure, maintaining records, and using quality

techniques to improve processes and systems. The Digila Devices India

Pvt.LTD successfully implemented the TQM and we can say without any doubt

that implementation makes a positive effect on the entire organization.





Electronics is something that has blended into our lives. The written matter that

is now being read has also been written with the aid of electronics or more

specifically electronic equipments. Therefore as a part of life, electronics and

electronic devices and equipments hold major significance. We regularly use

television, telephones, computers, ovens, radios and other such equipments. It is

interesting to know how all this came into existence and how with time there

have been major innovations and improvements in the existing products.

Over view of the automobile industry in India

History of the automobile

In the year 1769, a French engineer by the name of Nicolas

J. Cugnot invented the first automobile to run on roads. This automobile, in fact,

was a self-powered, three-wheeled, military tractor that made the use of a steam

engine. The range of the automobile, however, was very brief and at the most, it

could only run at a stretch for fifteen minutes. In addition, these automobiles

were not fit for the roads as the steam engines made them very heavy and large,

and required ample starting time. Oliver Evans was the first to design a steam

engine driven automobile in the U.S.

A Scotsman, Robert Anderson, was the first to invent an electriccarriage between 1832 and 1839. However, Thomas Davenport of the U.S.A.

and Scotsman Robert Davidson were amongst the first to invent more

applicable automobiles, making use of non-rechargeable electric batteries in

1842. Development of roads made travelling comfortable and as a result, the

short ranged, electric battery driven automobiles were no more the best option

for travelling over longer distances. The automobile industry finally came of

age with Henry Ford in 1914 for the bulk production of cars.





CHAPTER-2

COMPANY PROFILE

2.1 Background and inception of the company:

Digila Devices India Pvt.LTD, an ISO 9001-2008 Certified Company,

manufactured and marketed by wide verities of electronic devices and

automobile equipments with reliable technology. The registered office of the

company is situated in the state of Kerala.

The main objectives to be pursued by the company on its incorporation are – todo the business of manufacture, distribution and service of electronic and

electrical devices, equipments and connected accessories.

Digila Devices India Pvt.LTD. introduced low cost and easy install electronic

cash register, coin pay phones, charge indicators and speed governors are on the

brand name MERCYDA.

The industrial arts continuous and exhaustive testing of these machines assures

on undoubted reliability and good performance.

2.2 Nature and business carried

Digila Devices India Pvt.LTD. an ISO9001-2008Certified

company, they are doing the business of manufacture, distribution and service

of electrical devices, equipments and connected accessories. The company

manufactured and marketed a wide range of products that are highly innovative

and best in the industry. Manufactured after extensive, research and

development, these products are highly demanded all around.





2.3 Vision, Mission & Quality Policy

Vision:

“Manufacturing world’s most advanced communication and automobile

equipments with reliable technology”

Mission:

“To develop and promote cost effective and environment

friendly technologies f or a better and safer tomorrow.”

Quality policy:

The company provides value and satisfaction to customers on products

and services.

This will be achieved through:

Systematic training and motivation of employees.

Complying with customer requirements and applicable

statutory/regulatory requirements.

Continually improving the efficiency and effectiveness of the

Quality Management Systems.





2.4 Product Profile

Digila Devices India Pvt. LTD manufactured and distributed a wide range of

products that are highly innovative and best in the industry. Manufactured after

extensive, research and development, these products are highly demanded all

around.

Automobile Equipments:

Speed Governor

Communication Equipments

MERCYDA coin pay phones

• -Wall mounted pay phones

• -Table top pay phones

MERCYDA 2001 STD PCO monitors

MERCYDA local call monitor

MERCYDA conference unit





2.5 Area of Operation

In the last few years, the company has sold more than 21,000 Speed Governors

across India, which is the highest amount by Speed Governor Manufacturer. By

providing 360 degree service to clients, they have gained success in setting up

huge sales & after sales network in following states:

Kerala

Andhra Pradesh

Punjab

Gujarat Karnataka

Goa

Tamil Nadu

Maharashtra

Major Distributors:

Dars Automobiles Pvt.LTD-Bangalore

PSN Automobiles

Grace Automotives

Grace agencies

Automotive marketing Pvt.Ltd

2.6 Ownership Pattern

Digila Devices India Pvt.LTD is a family driven ownership pattern. Mr.Biju

Paulose an electronic engineering graduate, he is the Managing Director of

Digila Devices India Pvt.LTD.





2.7 Competitors Information

The Automobile division of Craysol technologies is a fast growing division of

the company which has set its mark in the history by developing numerous

technologies for enabling better safety and improving efficiency. Craysol is a

part of the XL Group, founded in 1974, driven by the same team with the

highest ambition, vision and strive for perfection. Craysol is the first company

around the world which developed IFMS (Intelligent Fuel Management System)

and used it in Speed Governors. The Research and Development Division of

Craysol is accredited with several award winning technology in hardware,

embedded software as well as in systems programming. Way back in 2003, the

first concept of Fuel based Speed Management System was conceived in the

minds of the management and in two years, the dreams came to the light with

the first Speed Governor XSP0403. The perfection and refinement that Craysol

has brought in fuel based technology over past so many years is very evident as

XSP0403 is the only Speed Governor model from India approved for VOLVO

vehicles.

WHY CRAYSOL

The first Company to Develop IFMS Technology.

Perfected over years of Research and Development.

More number of Installations that any other company in India.

Fully Online Billing and Spare Mgmt System called WIBS.

ISO 9000:2001 Certified for production facility.

All major Transporters are Customers of Craysol.





ROSMERTA AUTOTECH PVT. LTD.

An ISO 9001:2008 certified company offering highly innovative Speed

Governor (Fuel Based), Speed Governor (Cable / Actuator Type), Vehicle

Tracking System (VTS) and others.

The company incorporated under the Companies Act 1956. Rosmerta Autotech

Pvt. Ltd. "Previously Known as MULTI SPEED GEARS PVT. LTD." is a

highly specialized manufacturer and exporter in the field of automobile. With

their products, they are offering highly innovative technology solutions to

clients, domestic as well as international, which includes statutory authorities,

Government sector, OEMs and after market clients in the transport sector. Their

product range includes Speed Governor (Fuel Based), Speed Governor (Cable /

Actuator Type), GPS Based Variable Speed Governor (VSG) (Patent Pending),

Variable Speed Governor with Tracker (VSG + VTS) and many others.

The products can be categorized into road safety solutions and are approved as

well as certified by ARAI (Automobile Research Association of India, Pune)

and iCAT (International Centre for Automotive Technology, Manesar,

Gurgaon).





Pricol have a very good market leadership through customer delight. The

company will be a responsible corporate citizen and share the benefits

with society. They make their customers, employees, suppliers and shareholders

feel proud of their association and long-term relationship .

Product profile:

http://www.pricol.com/Products/TractorConstEquip/

http://www.pricol.com/Products/CarsMUVs/

http://www.pricol.com/Products/MotorCyclesScooters/














2.8 Infrastructural Facilities

The company has developed a huge infrastructure, which is well equipped with

a series of machines and facilities. These enable in ensuring the best quality of

their Speed Governor pay phone and others. It comprises a manufacturing setup

and R&D set up. The manufacturing set up is located at North Kerala. Owing to

their infrastructure, they have always met the client's expectations and acquired

their complete satisfaction.

Location: NH 212, Industrial layout

Near Govt:Technical High school

Sulthan Bathery

North Kerala-673592

Physical Facilities:The plant is designed to accommodate the –

Processing hall

Raw material storage

Finished goods storage

Administrative office.

R&D Block

2.9 Quality Certification

Digila Devices India Pvt.LTD an ISO 9001:2008 certified company and hence

are offering only the flawless products. They have been awarded with this

certification for adhering to international quality & system standards. In

addition, they have also acquired various technical approvals such as:

ARAI (The Automotive Research Association of India) certification

DOT-TEC Approved

ISO Certification





2.10 Work flow model

Ok

Ok

Not ok

Not ok

Ok

Deale

Review

includingPr

od

S

Verify

Purc

In

co

Re

Purchase order to

approved supplier & sub

Iss

ue

Manuf

acturin

Maintai

n the

machin

Follow non conformation

procedure DDIL/QSP/8.3

Train

In

proc

ess

Di

Receive customer

complaint if any and take

Cor

rect

E





CHAPTER-3

The McKinsey 7S Framework

The McKinsey 7S framework developed in the early 1980s by Tom

Peters and Robert Waterman, two consultants working at the McKinsey &

Company consulting firm, the basic premise of the model is that there are seven

internal aspects of an organization that need to be aligned if it is to be

successful.

The 7S model can be used in a wide variety of situations where an alignment

perspective is useful, for example;

Improve the performance of a company.

Examine the likely effects of future changes within a company.

Align departments and processes during a merger or acquisition.

Determine how best to implement a proposed strategy.

The Seven Elements

The McKinsey 7S model involves seven interdependent factors which are

categorized as either "hard" or "soft" elements:

Hard Elements Soft Elements

Strategy

Structure

Systems

Shared Values

Skills

Style

Staff





"Hard" elements are easier to define or identify and management can directly

influence them: These are strategy statements; organization charts and reporting

lines; and formal processes and IT systems.

"Soft" elements, on the other hand, can be more difficult to describe, and are

less tangible and more influenced by culture. However, these soft elements are

as important as the hard elements if the organization is going to be successful.

The way the model is presented in Figure 1 below depicts the interdependency

of the elements and indicates how a change in one affects all the others.





STRATEGY:

The strategy which means the plan devised to maintain and build competitive

advantage over the competition.Digila Devices India Pvt.LTD having thestrategy to do the business of manufacture, distribution and service of electronic

and electrical devices, equipments and connected accessories. The industrial

arts continuous and exhaustive testing of these machines assures on undoubted

reliability and good performance.

SYSTEMS:

The system means the daily activities and procedures that staff members engage

in to get the job done. The decision making systems within the organization can

range from management intuition to structured computer systems to complex

expert systems.

STYLE:

The style means the style of leadership adopted. The leadership approach of top

management and the company’s overall operating approach. All the decision

here is participative.

Organization Culture:

A large family

Basic trust in people

MBO

Pride in company and its products

Top management-visible and accessible

Top management- fair and firm.





SKILLS:

People-in a real sense, a lasting competitive advantage of any organization;

people are the engine driving of their business successfully. Everything else –

almost everything else can be replicated products, brands, services, assets and

infrastructure but not people resources. What an organization indeed requires is

developing a strong foundation of capable and competent human resources.

Through sustained training and development activities the company ensures that

competences, skills, knowledge and capabilities of their employees are

continuously sharpened.

Through the continuous product improvement and up gradation that provides

world’s most advanced communication and automobile equipments with

reliable technology.

STAFF:

The company ensures that a new family member is fully acclimatized with the

organizational environment and understands his job responsibilities very well

.So that he can perform very well in a challenging environment with structured

goals but with a comfortable feeling that he/she is being cared for and helped in

every possible way.

Employee welfare:

Welfare fund

Emergency assistance





SHARED VALUE:

Shared Values were called "super ordinate goals" when the model was first

developed. These are the core values of the company that are evidenced in thecorporate culture and the general work ethic.

Build Trust: the company conducts all their business dealings with fair and

ethical business practices and strive to build trust in minds of all their

customers.

Belief in Excellence: the company believes in setting higher levels of excellence in all their actions and will recognized and reward the excellence

achieved by our team members.

Delighting customers: the company delights their customers by providing them

world class products and services and thereby enhances their quality of life.

Ensuring accountability: the company will work in a transparent, performanceoriented environment and define clear accountability for their employees, while

empowering them to achieve their performance goals with speed and efficiency.

Encouraging team work: the company ensures dignity and respect for the

individual while encouraging team work.

Personal growth: every employee will be enabled to learn at the work placewith significant opportunities for the personal growth and contribution to the

organization.





ORGANIZATION STRUCTURE:

Managing Director

Management Representative

Trainees &Helpers

Marketing MgrSr.Production Mgr Purchase Mgr Administration Mgr

Receptionist AssistantsProduction Mgr

Service Engineer

Sr.Technical Assistant

Technical Assistant

Marketing Executives

Quality Assurance Mgr





CHAPTER-4

SWOT ANALYSIS

STRENGTHS:

Innovative

Strong brand positioning to drive growth

Dominating market value in its product categories

Good working environment

ISO Certification

ARAI approval.

WEAKNESSES:

Publicity of these products are less in mass media

Distribution network is less in number in many cities.

OPPORTUNITIES:

Good progress of speed governor in business market.

THREATS:

Competition from other brand like Pricol, MSG, Craysol.





Trading and Profit & Loss a/c for the year ended 31 st March 2010

INCOME

Sales

A

EXPENDITURE

Material consumed

Opening stock

Add purchases

Less closing stock

Add direct expensesFreight chargeJob work expensesSalary and allowances-pdn

B

GROSS PROFIT A-BIndirect incomes

Less expenditure

salary and allowancesadvertisementmanaging directors remunerationrentinterest and bank charges

printing and stationeryelectricity chargesprofessional chargestelephone chargetravelling expensesdirectors sitting feeISO certification expenses

R&D expenses

2008-2009 2009-2010

8,237,650.00 12,653,467.00

8,237,650.00 12,653,467.00

14,492,850.00

396,627.00

5,474,919.00

16,863,551.17

14889477.00

9172400.00

22338470.17

14492850.00

5717077.00

-

373000.00

344700.00

7845620.17

882639.00

468893.00

627349.00

6434777.00 9824501.17

1802873.00

43262.40

2828965.83

1846135.40 28282965.83

154200.00

-

300000.00

108000.00

14280.00

44650.00

14091.00

3000.00

39837.00

5865.00

31200.00

-

792750.00

187000.00

53107.00

480000.00

118800.00

46578.20

141488.50

28612.00

36750.00

53352.00

7890.00

31200.00

28472.00

1061832.00





Provident fundAccounting chargesIncome tax and FBTTaxes and fees

Central excise duty paidAudit feeSundry expensesRepairs &maintenancePeriodicalsTransportation charges

D

Profit/Loss before depreciation C-D

Less depreciation

NET PROFIT/ LOSS

67910.00

11250.00

-

1500

-

10000.00

47809.00

-

1218.00

81240.00

43039.00

-

29040.00

1710.00

129543.00

10000.00

88945.00

62986.52

1100.00

106382.00

1728800.00 2747827.22

117335.40

34820.68

81138.61

36842.81

82514.72 44295.80





BALANCE SHEET AS ON 31 st MARCH 2009

SOURCE OF FUNDS

Share capital

Authorized capital

(100000 shares of Rs .10 each)

Issued, subscribed & paid up capital

(95000 shares of Rs .10 each)

SHARE APPLICATION MONEY

Total

APPLICATION OF FUNDS

Fixed Assets

Tools and equipments

Gross block

Depreciation

Net block A

Current assets loans and advances

Sundry debtors

Deposits

Advance to directors

Closing stock

Cash and bank balances

Indian overseas bank s.Bathery

Cash in hand

B

31/03/2009 31/03/2008

1000000.00 1000000.00

950000.00

1975000.00

950000.00

4000000.00

2925000.00 4950000.00

557880.74333525.51

557880.74298704.83

224355.23 259175.91

162680.00218732.00292907.00

9172400.00

23604.3189498.52

162680.00218732.00257953.00

14492850.00

188933.70105776.63

9959821.83 15426925.33





Less current liabilities & provisions

Audit feeKVAT payable

Duties and taxes

Salary payable

Sundry creditors

C

Net current assets (B-C) D

Miscellaneous expenditure not w/off

Preliminary expenses E

PROFIT &LOSS A/C F

TOTAL (A+D+E+F)

20000.00

9196.00

-65500.007189682.77

10000.00

6615.00

994.9065500.0010760707.77

7284378.77 10873817.67

2675443.06

12250.00

12951.71

4583107.66

12250.00

95466.43

2925000.00 4950000.00





LEARNING EXPERIENCE

As a management student the ten weeks project work which gave me an

amazing experience about industrial exposure of the firm Digila Devices India

Pvt.LTD. Digila Devices India Pvt.LTD, an ISO 9001-2008 Certified Company,

manufactures and market by wide verities of electronic devices and automobile

equipments with reliable technology.

Digila Devices India Pvt.LTD has been successfully following their quality

management systems through a well defined TQM. The TQM is an opportunity

for management to control the company on its overall quality.TQM is an overallbusiness strategy, that all activities of the company will be focused on satisfying

all stakeholders of the company.

In theoretically the TQM has quality of life as its primary objective. But in

reality, it is perceived to be an instrument to achieve high product quality

through continuous improvement.

On the basis of this study I understood that the company following very good

documentation process. They maintained list of quality procedures, list of work

instruction, list of control plans and the list of quality records.

We can concise this project that the company is successfully following their

quality management system through a well defined TQM and this effectiveness

reflect a positive effect on the companies productivity, work life ,market shareand each department of the company.





CHAPTER-7

GENERAL INTRODUCTION

Research Methodology:

Research methodology is a way to solve the research problem in a

systematic manner. The methodology of research work provides an outline and

a framework of how the work conducted. The methodology may differ from

problem to problem, yet the basic approach towards the research remains the

same.

Research Design:

The research design is logical and systematic plan prepared for directing a

research study. It is a conceptual structure within which the research would be

conducted. It find what, where, when, how much, by what means a research is

to be conducted. It specifies the objective of the study, the methodology and

techniques to be developed for achieving the objective it constitutes the blueprint for the collection measurement and analysis of data.

Thus we can say that research design is a plan that states the sources and types

of information required for the study of the problem.

7.1 Title of the study

A study on the “Effectiveness of Total Quality Management with special

reference to Digila Devices India Pvt.LTD”





7.2 Statement of the problem

TQM is a management philosophy that seeks to integrate all organizational

functions (marketing, finance, design, human resource, and production,customer service, etc.) to focus on meeting customer needs and organizational

objectives.

TQM views an organization as a collection of processes. It maintains that

organizations to continuously improve these processes by incorporating the

knowledge and experiences of workers. The simple objective of TQM is “Do

the right things, right the first time, every time”. TQM is infinitely variable and

adaptable. Although originally applied to manufacturing operations, and for a

number of years only used in that area, TQM is now becoming recognized as a

generic management tool, just as applicable in service and public sector

organizations

TQM looks at the overall quality measures used by a company including

managing quality design and development, quality control and maintenance,

quality improvement and quality assurance. In this project I try to reveal the

effectiveness of TQM with reference to the Digila Devices India Pvt.LTD.

7.3 Objective of the study

To study the effectiveness of TQM with reference to Digila Devices India

Pvt.LTD.





7.4 Scope of the study

The study is carried out at Digila Devices India Pvt.LTD provides an insight

into the implementation and the effectiveness of the TQM.

TQM takes into account all quality measures taken at all levels and involving all

company employees.

TQM has already implemented in the Digila Devices India Pvt.LTD and this

study reveals the effectiveness of that implementation.

7.5 Research design and methodology

Type of research: Exploratory in nature.

Sample size : 50 respondents

7.6 Source of data

Primary data:

Direct personal interview

Structured questionnaire

Secondary data:

Web sites Journals and magazines

Company brochures

Text books





7.7 Limitations of the study

The study is confined to only one firm

The study has been carried out and complied on the assumption that the

information rendered by the respondents is true.





7.8 OPERATING DEFINITIONS

TOTAL:

Everyone associated with the company is involved in continuous improvement,

in all functional area, at all level.

QUALITY:

Quality means fitness for use.

Quality means conformance to specification and standard.

TOTAL QUALITY MANAGEMENT:

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.

TQM Defined

TQM is a management philosophy that seeks to integrate all organizational

functions (marketing, finance, design, human resource, and production,

customer service, etc.) to focus on meeting customer needs and organizational

objectives.

Total Quality Management which focuses attention upon identifying and

producing products that meets or exceeds customer expectation within the

environment. That fosters the co-operative effort of knowledgeable employees

who are empowered to strive for continuous improvement of the organization’s

product process.





Total Quality Management, TQM, is a method by which management and

employees can be involved in the continuous improvement of the production of

goods and services. It is a combination of quality and management tools aimed

at increasing business and reducing losses.

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 from operations.

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.

Quality Circle:

A Quality Circle is a small group (8 to 10) of employees who meet voluntarily

on a regular basis to share ideas in on attempt to identify, analyze and solve

quality or job related problems.

In many companies, their recommendations have resulted in a reduced number

of defects, reduced absenteeism and improvement in productivity and job

satisfaction.





QUALITY STANDARDS

AQSR American Quality Standards Rating

American Quality Standards Rating (AQSR) will provide buyers and importers

valuable information about the company and products, allowing them to buy

with confidence.

The AQSR will provide valuable information about the company's products,

their operating history, financial stability, experience in exporting to the United

States and other information to help the decision about doing business with

them.

The National Accreditation Board for Certification Bodies (NABCB)

undertakes assessment of Certification Bodies applying for accreditation as per

the Board's criteria in line with international standards and guidelines. The

Board offers accreditation to the Certification bodies and Inspection Bodies.

Accreditations offered

Quality Management Systems (QMS) Environmental Management Systems (EMS)

Food Safety Management Systems

Inspection

Product Certification

Occupational Health and Safety Management Systems





ISO (International Organization for Standardization) is the world's largest

developer and publisher of International Standards.ISO is a network of the

national standards institutes of 161 countries, one member per country, with a

Central Secretariat in Geneva, Switzerland, that coordinates the system. ISO is a

non-governmental organization that forms a bridge between the public and

private sectors. On the one hand, many of its member institutes are part of the

governmental structure of their countries, or are mandated by their government.





DATA ANALYSIS AND INTERPRETATION

Table 8-1 shows the number of employees knows the implementation of

TQM:

Levels Total Respondent Yes No

number % number %

Top Level 7 7 100 0 0

Middle Level 15 15 100 0 0

Lower level 28 23 82 5 18

Total 50 45 90 5 10

Analysis:

From the above table it can be seen that the all top level and middle level

employees knows the implementation of TQM. But in lower level out of

28 respondents only 23 knows the TQM implementation

Inference:

Hence from the above analysis, it can be inferred that 90% 0f total

respondents knows the implementation of TQM.





Fig no 8.1 shows the number of employees knows the implementation of TQM

0

10

20

30

40

50

60

70

80

90

100

Top Level Middle Level Lower Level Total

Yes %

NO %





Table 8.2 shows the number of employees aware the ISO certification:


number % number %

Top Level 7 7 100 0 0



Total 50 50 100 0 0

Analysis:

From the above table it can be seen that the all top level, middle level,

and lower level employees knows the ISO certification of the company.

Inference:


respondents knows the ISO certification of the company





Figure 8.2 shows the number of employees aware the ISO certification

0

10

20

30

40

50

60

70

80

90

100

Top Level Middle Level Lower Level Total

Yes %

NO %





Table 8.3 shows the employee awareness about the company’s quality

circle

Analysis:

From the above table it can be seen that the all top level and middle level

employees knows the Quality Circle of the company. But in lower level

out of 28 respondents only 20 knows the Quality Circle.

Inference:


respondents knows the Quality Circle of the company.


number % number %

Top Level 7 7 100 0 0



Total 50 42 84 8 16





Fig no 8.3 shows the employee awareness about the company’s quality

circle

0

10

20

30

40

50

60

70

80

90

100

Top level Middle level Lower level Total

Yes %

No %





Table 8.4 shows the length of service of employees at Digila Devices

Si.no Length of service

No. of respondents

Percentage

1 0- 5 years 22 442 5-10 years 28 56

3 10-15 years 0 0

4 Above 15 0 05 TOTAL 50 100

Analysis:

From the above table it can be seen that 56% of total respondents are

working at Digila Devices India PVT.Ltd for more than 5 years period

and followed by 44% of respondents between 0-5 years.

Inference:

Hence from the above analysis, it can be inferred that majority of

respondents are permanent workers in Digila Devices India Pvt.LTD and

have served the organization for more than 5 years.





Figure number 8.4 shows the length of service of employees at Digila Devices

0

10

20

30

40

50

60

0-5 years 5-10 years 10-15 years above 15

No.of respondent (%)

No.of respondent (%)





Table 8.5 shows how the working environment rated in the organization

Parameter No of respondents % of respondents

Highly satisfied 10 20

Satisfied 40 80

Neither satisfied or nor 0 0

Dissatisfied 0 0

Total 50 100

Analysis:

From the above table, it is found that 80% of respondents are satisfied

and 20% of respondents are highly satisfied with the working

environment in the organization.

Inference:

From the above analysis, it is inferred that majority of the respondents are

satisfied with the working environment of the organization.





Figure number 8.5 shows how the working environment rated in the

organization

Percentage Of respondent

Highly satisfied

Satisfied

Neither satisfied or nor

Dissatisfied





Table 8.6 shows the opinion about employee training program which improve

their skill.


Strongly agree 33 66

Agree 17 34

Nor agree/neither agree 0 0

Disagree 0 0

Total 50 100

Analysis:

From the above table 66% of respondents they strongly agreed and 34%

of respondents agreed that employee training program which improves

their skill.

Inference:

Hence from the above analysis, it is inferred that entire respondents

agreed that the employee training program which improve their skill.





Figure number 8.6 shows the opinion about employee training program which

improve their skill.

0

10

20

30

40

50

60

70

Stronly agree Agree Nor

agree/neither

agree

Disagree

Percentage of respondent

Percentage of respondent





Table 8.7 shows the relationship with superiors and co- workers


Highly satisfied 20 40

Satisfied 30 60

Neither satisfied or nor 0 0

Dissatisfied 0 0

Total 50 100

Analysis:

From the above table, it is found that 60% of respondents are satisfied

and 40% of respondents are highly satisfied with the relationship of their

superiors and co- workers.

Inference:

From the above analysis, it is inferred that majority of the respondents are

satisfied with the relationship of their superiors and co- workers.





Figure number 8.7 shows the relationship with superiors and co- workers

0

10

20

30

40

50

60

Highly satisfied Satisfied Neither

satisfied or nor

Dissatisfied

no: of respondent

% of respondent





Table 8.8 shows the respondents are treated as the asset of the company.


number % number %

Top Level 7 7 100 0 0



Total 50 50 100 0 0

Analysis:

From the above table shows that 100% respondents they say they are

treated as the asset of the company.

Inference:

From the above analysis, it is inferred that all the respondents are

commonly agreed that they are treated as the asset of the company.





Fig no 8.8 shows the respondents are treated as the asset of the company.

0

10

20

30

40

50

60

70

80

90

100

Top level Middle level Lower level

YES

NO





Table 8.9-shows employee opinion about the company benefits which improve

their productivity.


number % number %

Top Level 7 7 100 0 0



Total 50 50 100 0 0

Analysis:

From the above table shows that 100% respondents they say that the

company benefits which improve their productivity.

Inference:

From the above analysis, it is inferred that all the respondents are

commonly agreed that the company benefits which improve their

productivity.





Fig no 8.9-shows employee opinion about the company benefits which improve

their productivity

0

10

20

30

40

50

60

70

80

90

100

Top level Middle level Lower level

YES

NO





Table 8.10 shows that the employee’s job makes the best use of their abilities


number % number %

Top Level 7 7 100 0 0



Total 50 42 84 8 16

Analysis:

From the above table, it is found that the top level and middle level

employees responds 100%, that the employee’s job makes the best use of

their abilities.

Inference:

From the above analysis, it is inferred that 84% of the total respondents

says that the employee’s job makes the best use of their abilities.





Fig no 8.10 shows that the employee’s job makes the best use of their

abilities

0 20 40 60 80 100 120

Top level

Middle level

Lower level

Total

NO

YES





Table 8.11 shows the TQM implementation which changes in product

complaint.

Products Total Respondent Zero complaint Complaint

number % number %

Speed governor 20 20 100 0 0

Pay Phone - - - 0 0

P CO Monitors 16 16 100 0 0

Charge Indicator 16 16 100 - -

Conference Unit - - - - -

Analysis:

From the above table shows that the all respondents says speed governor,

PCO Monitors and charge indicators are the present manufacturing

products they are having 100% zero complaint.

Inference:

From the above analysis, it is inferred that after the implementation of

TQM the products are moved in to zero complaint products.





Fig no 8.11 shows the TQM implementation which changes in the complaints of

products

0

10

20

30

40

50

60

70

80

90

100

speed

governor

Pay phone pco

monitor

charge

indicator

conference

unit

Zero complaint

Complaint





Table no. 8.12 shows the cycle time difference of after the implementation of

TQM.


number % number %

Top Level 7 7 100 0 0


Total 22 22 100 0 0

Analysis:

From the above table shows that all respondents of top and middle level

employees say that there is a cycle time difference after the implementation of

TQM.

Inference:

From the above analysis, it is inferred that after the implementation of TQM

there is a cycle time difference of the production process of the company.





Fig no. 8.12 shows the cycle time difference of after the implementation of

TQM.

0

20

40

60

80

100

120

Top level Middle level Total

YES

NO





Table no 8.13 shows the organization’s sales turnover

Si Year Sales turnover( units) Sales turnover in Rs.

1 2007-2008 4218 12653467

2 2008-2009 2745 8237650

3 2009-2010 3250 9750000

4 2010-2011 4555 13665000

Analysis:

From the above table shows that 2007-08 sales turnover is 4218 units .In 2008-

09 that was 2745 units and 2009-10 that was increased into 3250 units. And the

final year the sales turnover increased into 4555 units.

Inference:

From the above analysis, it is inferred that after the implementation of TQM

there is a positive effect on the sales turnover.





Fig no 8.13 shows the organization’s sales turnover

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

2007-2008 2008-2009 2009-2010 2010-2011

STR IN UNITS





Table no 8.14 shows the Market share of the product in various years

Si Year Market share (%)

1 2007-2008 20

2 2008-2009 25

3 2009-2010 32

4 2010-2011 38

Analysis:

From the above table shows 20% market share in 2007-08, 25% in 2008-

09, 32% in 2009-10 and 38% in the year 2010-11.

Inference:

There is a gradual growth on the market share of the product after the

implementation of TQM.





Figure number 8.14 shows the market share of the product.

0

5

10

15

20

25

30

35

40

2007-2008 2008-2009 2009-2010 2010-2011

market share (%)

market share (%)





Table 8.15 shows the number of distributors of the company in various years.

Si Year Number of Distributors

1 2007-2008 40

2 2008-2009 60

3 2009-2010 75

4 2010-2011 120

Analysis:

From the above table shows 40 distributors in 2007-08, 60 in 2008-09, 75

in 2009-10 and 120 in the year 2010-11.

Inference:

There is a gradual growth on the number of distributors after the






Figure 8.15 shows the number of distributors

0

20

40

60

80

100

120

140

2007-08 2008-09 2009-10 2010-2011

number of distributors

number of distributors





FINDINGS

Digila Devices India Pvt.LTD having a well defined quality management

system.

TQM implementation helps to the overall improvement of the firm.

TQM effect reflects in a long term basis, and also considers the quality as

a long term investment.

In theoretically the TQM has quality of life as its primary objective. But

in reality, it is perceived to be an instrument to achieve high productquality through continuous improvement.

Top level and middle level employees know very well about TQM

implementation. But in lower level employees around 18 % have no idea

about the implementation of TQM.

All levels of employees have a clear cut knowledge about ISO.

Top level and middle level employees know very well about Quality

Circle. But in lower level employees around 29 % have no idea about

the functions of QC.

80% of respondents are highly satisfied with their working environment.

20% respondents are satisfied with their working environment.

66% respondents are strongly agreed that the training programs which

improve their skills and abilities.34% respondents are agreed to that.





All levels of employees jointly agreed that they are treated as the asset of

the company.

60% are highly satisfied and 40% are satisfied with the relationship of

their superiors and co-workers.

Top and middle level employees are agreed that their job makes the best

use of their abilities.

TQM implementation changes the complaints of products in zero defects.

TQM effectiveness reflects on the market share of the product

After the implementation of TQM there is a positive effect on the sales

turnover of the company.

There is a gradual growth on the number of distributors after the


All levels of employees are agreed to that the implementation of TQM

which makes a positive effectiveness.

SUGGESTION

To increase sales promotional activities.

To focus more on the lower level employee’s productivity and their

quality of work life.





CONCLUSION

The TQM is an opportunity for management to control the overall

quality of the products manufactured by the company.TQM should be on the

agenda of every company.TQM is an overall business strategy. It means that all

activities of the company will be focused on satisfying all stakeholders of the

company.

Digila Devices India Pvt.LTD has been successfully following their

quality management systems through a well defined TQM.

Theoretically the TQM has quality of life as its primary objective. But in reality,

it is perceived to be an instrument to achieve high product quality through

continuous improvement.

We can concise this project that the company is successfully following

their quality management system through a well defined TQM and this

effectiveness reflects a positive effect on

Improved the quality of products

Improve the quality conscious employees

Improved workers participation

Improved the workers satisfaction

Improved relation with suppliers and dealers

Improved internal communication

Preventation of non-conformities

Reduction in costs

Increase in sales





On the basis of this study we can find out some side effects of the

implementation of TQM. But those effects like cost of quality, complex

documentation process affects very narrowly on the functions of the company.





CHAPTER-10 ANNEXURE

Questionnaire

Dear sir/madam,

I Rahul. P. Chandran final year MBA student of SEA College

of Engineering and Technology, Bangalore have undertaken a Study on the

effectiveness of TQM with special reference to Digila Devices India Pvt.LTD.

This exercise is a partial fulfillment of the MBA.

I would be obliged if you could provide some of your valuable time to answerthe following questions.

1. Name :

2. Age :

3. Post :4. Years of experience: 0 - 5 5-10

10-15 Above 15

Q1.Does your organization apply TQM?

YES [ ] NO [ ]

Q2.Is your organization ISO 9000 Certified?

YES [ ] NO [ ]

Q3.What are the quality practices, your organization are apply for

Quality Circle [ ] JIT [ ]

GMP [ ] Benchmarking [ ]





5s Practice [ ] Business Process Re-engineering [

Q4. How is the working environment in the organization?

a. Highly satisfied

b. satisfied

c. Neither satisfied nor dissatisfied

d. dissatisfied

Q5. Training program of the company has helped me lot in improving my skills

a. Strongly Agree

b. Agree

c. Disagree

d. Strongly disagree

Q6. The relationship with your superior and co-workers

a. Highly satisfied

b. Satisfied

c. Neither satisfied nor dissatisfied

d. dissatisfied

Q7.Are you treated as the asset of the company?

a. Yes

b. No

•

Q8.Is the company providing benefits to improve the productivity of workers

a. Yes

b. No





Q9 .Do you find that your job makes the best use of your abilities?

YES [ ] NO [ ]

Q10.Are you attending the QC meetings

Monthly [ ] Quarterly [ ]

Q11.Have any estimated cycle time difference after the implementation of

TQM?

YES [ ] NO [ ]

Q12. After the implementation of TQM have any changes in the complaint

Complaint [ ] Zero complaint [ ].

Q13. Defects, damages, quality complaints

YES [ ] NO [ ]

Q14. The sales turnover of the company in various years

a. In 2008

b. In 2009

c. In 2010

d. In 2011.

Q15.Market share of the product in various years

a. In 2008

b. In 2009

c. In 2010

d. In 2011




Q16. Number of distributors of the company

a. In 2008

b. In 2009

c. In 2010

d. In 2011

effectiveness of tqm

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