Professional Documents
Culture Documents
A PROJECT REPORT
on
QUALITY MANAGEMENT SYSTEM
ON VARDHAMAN WATER TANK
Of
Submitted by
RANIMA YASMIN
1
ACKNOWLEDGEMENT
At the very outset, I take the privilege to convey my gratitude to those people
whose cooperation, suggestion and heartfelt support helped me to accomplish the
project report works successfully.
I acknowledge my sincere gratitude to my Centre Head M M Sarma for
permitting me to do the study.
My sincere thanks to my faculty guide Mr. Abidur Rahman for his careful
supervision, valuable guidance and constant encouragement right from the
inception to the successful completion of my summer project.
I would like to express my sincere thanks to all the faculty members of the
Deptt. Of Business Administration for their support.
My profound gratitude to Shri. P.S. Ghosh DGM (HR&ES) and Shri. Dilip
Kr Borthakur Senior Manager (HR&ES) for giving me the opportunity to do my
project work in their esteemed organization.
Last but not the least. I express my heartfelt thanks to all other staff
member of Vardhaman, my parents and friends for the timely help and support
they have rendered in bringing my study, so its relevance in a faithful manner.
2
STUDENT DECLARATION
I here by declare that the project report entitled at “An Analytic Study on Quality
Management of Vardhaman water tank” submitted in partial fulfillment of the requirements
for the degree of Master of Business Administration to Sikkim Manipal University,
India, is my original work and not submitted for the award of any other degree,
diploma, fellowship, or any other similar title or prizes.
3
EXAMINER’S CERTIFICATION
This is to certify that Ranima Yasmin has successfully completed the project titled
“Quality Management System” adopted at “VARDHAMAN WATER TANK” for the
requirement of partial fulfillment of Master of Business Administration (MBA),
program conducted at PVI Computer Training Centre, a University study centre of
SIKKIM MANIPAL UNIVERSITY.
4
CERTIFICATE
Of
Of
Of
He has worked under my guidance and that no part of this report has been
submitted for the award of any other Degree, Diploma, Fellowship or other similar
titles or prizes and that the work has not been published in any journal or
Magazine.
5
UNIVERSITY STUDY CENTRE CERTIFICATE
( M M Sharma)
Centre Head
PVI Computer Training Centre
6
PREFACE
Projects are an indispensable part of any kind of formal education. They help
us to have a practical exposure as well as better outlook of the subject, which we
are studying. In a professional course like M.B.A, the students are equipped with
strong theoretical knowledge about the business operations and the time-tested
methods of running a successful business. To make this theoretical knowledge
stronger, the students are assigned certain projects in various organizations to get
an idea of practical working styles.
I was assigned to work in Vardhaman. The topic of study was “An analytic
study on Quality Management of Vardhaman water tank”. The project
commenced from 03rd Sep 2010 to 4th NOV 2010.
In order to make the data and findings easily understandable, efforts have
been made to present the information in a simplified, lucid and organized manner.
It gives me immense practical exposure to the practical working patterns and the
environment. I will be satisfied if the organization gets benefits from the study and
the findings.
Place: Nagaon
Date: 0-12-2010
7
CONTENTS
1. Executive Summary:
Introduction
History of the organization
3. Project Overview:
4. Others:
Questionnaire
Bibliography
References
Glossary
8
Chapter-1
EXECUTIVE SUMMARY
9
Chapter-2
Introduction:
Established in the year 1999, we, Vardhaman Polymers, Solapur are one of the leading
manufacturers and suppliers of superior quality PVC pipes, rigid PVC pipes & HDPE
pipes. The collection is globally accepted for its features such as rugged construction,
corrosion resistance, low maintenance and leak proof. Hence, we are honored as an ISO
9001:2000 certified company.
Under the insightful guidance of the owner Mr. Shirish Chankeshwara, we have carved out
a niche for ourselves in the industry for offering quality PVC pipes and HDPE pipes.
Moreover, we are duly supported by dynamic, energetic and experienced team.
Further, we are backed by a strong dealer network of 200 dealers around Karnataka,
Andhra Pradesh &.Maharashtra. It assists in prompt delivery of the ordered range to
various clients spread across India within agreed time.
History :
The industrial city of Ludhiana, located in the fertile Malwa region of Central Punjab is
otherwise known as the "Manchester of India". Within the precincts of this city is located
the Corporate headquarters of the Vardhman Group, a household name in Northern India.
The Vardhman Group, born in 1965, under the entrepreneurship of Late Lala Rattan
Chand Oswal has today blossomed into one of the largest Textile Business houses in
India.
At its inception, Vardhaman had an installed capacity of 14,000 spindles, today; its
capacity has increased multifold to over 8 lacs spindles. In 1982 the Group entered the
sewing thread market in the country which was a forward integration of the business.
Today Vardhaman Threads is the second largest producer of sewing thread in India. In
10
1990, it undertook yet another diversification - this time into the weaving business. The
grey fabric weaving unit at Baddi (HP), commissioned in 1990 with a capacity of 20,000
meters per day, has already made its mark as a quality producer of Grey poplin, sheeting,
shirting in the domestic as well as foreign market. This was followed by entry into fabric
processing by setting up Auro Textiles at Baddi and Vardhaman Fabric at Budhni,Madhya
Pradesh. Today the group has 900 shuttleless looms and has processing capacity of 90mn
meters fabrics/annum.
In the year 1999 the Group has added yet another feather to its cap with the setting up of
Vardhman Acrylics Ltd., Bharuch (Gujarat) which is a joint venture in Acrylic Fibre
production undertaken with Marubeni and Exlan of Japan. The company also has a strong
presence in the markets of Japan, Hong Kong, Korea, UK and EU in addition to the
domestic market. Adherence to systems and a true dedication to quality has resulted in
obtaining the coveted ISO 9002/ ISO 14002 quality award which is the first in Textile
industry in India and yet another laurel to its credit.
Manufacturing Unit :
11
• Water Tank
• Haul-off
• Automatic cutting
• Electro polishing
These machines are regularly checked, serviced and lubricated for its smooth
functioning. If required, these can be replaced by latest and new one. These
machines are handled by our proficient team of engineers.
Mission:
“Our mission is to break into the golden circle of the globally acclaimed Information
Technology Services Companies by achieving sustainable and profitable growth
through delivery of exceptional IT services to customers by our outstanding people
who take pride in the quality of our services, our business ethics, and our passion
to exceed customer’s expectations”
12
13
Ontrack is an ISO 9001:2000 Certified Company with Total Customer Satisfaction as
its quality policy objective. The emphasis is on basic process discipline enabling timely
delivery, and quality assured deliverables. Well-defined and documented quality
standards and procedures have been laid down for project management that helps
monitor projects on a real-time basis and ensure that the customer is never out of
touch.
Quality is our forte and can be found in every business activity of our company. We
follow stringent quality measures at every stage of production right from procurement
of raw material. We have been conferred with ISI approved: 4985:2000; CM/L:
7227366 and 4984:1995; CM/L: 7497294. Further, our collection is also developed in
compliance with ISO 9001:2000 certification and BIS (Bureau Of Indian Standard).
• Dimensional accuracy
• Leakage
Corrosion resistance
The expectations from the customers are usually stated in the tender documents
and
subsequently in the purchase order. Any ambiguities are resolved through the
‘Contract Review’ mechanism established, implemented and maintained as per the
ISO 9001 Quality Management System.
Ensuring Customer Satisfaction:
To ensure Total Customer Satisfaction, the following initiatives are taken. Various
business processes of the company are defined and managed with the sole
objective of meeting and exceeding the explicit and implicit customer expectations.
The Strategic Business Unit structure is effectively deployed to clearly identify,
understand and ensure total adherence to customer requirements. In the case of
export market, the customer requirements are verified by the respective QA
agencies of the export house or designated agencies of the country or within the
organization. The products are manufactured only after evaluation of all
parameters set for bulk production to the satisfaction of the customer. The Quality
Management activity based on the ISO 9000 Quality Management System and is
usually prevention-oriented. Product quality is assured through Process Control &
Stage Inspection and final quality is assured through Final Product Testing. The
status of customer satisfaction is measured through two principal interventions:
15
• Complaint Handling System
The calls and complaints from the customers are systematically processed for
timely response and solution. Complaints are handled to the satisfaction of the
customers acknowledgements are taken to act as an input for further improvement
of the product or service. The complaint status is reported at regular intervals to
the manufacturing units for review and necessary corrective & preventive action.
16
Organization Chart of HPC-Corporate Level:
Chairman Cum
Managing Director
GM
(HR&ES)
17
SHAPE \* MERGEFORMAT
GM
(Marketing)
GM
(HR&ES)
ED/CE ED/CE
ED/MD MD ED
Company Secretary
18
Workings of the various component of paper mill are as follows:
Electrical Department:
Civil Department:
The NPM has well organized civil department which is engaged in modification
and rectification of civil construction like road, trains, buildings etc.
19
Corporate Citizen
Employment:
Vardhaman has generated direct employment for about 17000 employees and on
average more than 10000 indirect workers employees each year. They created
employment opportunities both direct and indirect in this region.
Strategy:
The mission is pursued through the following initiatives in the supply chain:
• Enunciation of a Quality Policy and defining Quality Objectives in quantifiable and
measurable terms, clearly reflecting the commitment to achieve and continuously
improve Customer Satisfaction at all levels in the organization.
• Produce and deliver such quality of goods and services which are comparable to
the best in their class. Any non-conformity at any stage of operations throughout
the product’s life-cycle is seen not merely as a loss to the company but to the
20
entire nation. All employees are encouraged to feel that quality is an article of faith
and everybody’s responsibility rather than a narrow commercial obligation.
Weakness:
21
1. The prices of finished goods are controlled by Government but the prices of
Input-Raw materials have been de-controlled.
2. No uniform facilities(No dress Code).
3. Lack of working machines.
Opportunities:
1. Strong marketing network in all over India.
2. 591 across of Land and Infrastructure facilities.
3. Operational efficiency and high capacity utilization.
Threats:
1. Transportation Problem.
22
Chapter-3
PROJECT OVERVIEW
23
Quality management is the process for ensuring that all project activities
necessary to design, plan and implement a project are effective and efficient with
respect to the purpose of the objective and its performance.
Quality management is a continuous process that starts and ends with the project.
It is more about preventing and avoiding than measuring and fixing poor quality
outputs. It is part of every project management processes from the moment the
project initiates to the final steps in the project closure phase.
Definition of Quality:
Quality has been defined as "the totality of characteristics of an entity that bear on
its ability to satisfy stated or implied needs. International Organization for
Standardization (ISO), Quality Management and Quality Assurance (Geneva,
Switzerland: ISO Press, 1994) stated and implied quality needs are the inputs
used in defining project requirements from the donor and the beneficiaries. It is
24
also defined as the “Conformance to requirements or fitness for use”; which means
that the product or services must meet the intended objectives. Joseph M. Duran ,
Quality Control Handbook (1951)of the project and have a value to the donor and
beneficiaries and that the beneficiaries can use the material or service as it was
originally intended. The central focus of quality management is meeting or
exceeding stakeholder’s expectations and conforming to the project design and
specifications. The ultimate judge for quality is the beneficiary, and represents how
close the project outputs and deliverables come to meeting the beneficiaries’
requirements and expectations. How a beneficiary defines quality may be
completely subjective, but there are many ways to make quality objective; by
defining the individual characteristics and determine one or more metrics that can
be collected to mirror the characteristic. For instance, one of the features of a
quality product may be that it has a minimum amount of errors. This characteristic
can be measured by counting errors and defects after the product is used. Quality
management is not an event - it is a process, a consistently high quality product or
service cannot be produced by a defective process. Quality management is a
repetitive cycle of measuring quality, updating processes, measuring, updating
processes until the desired quality is achieved.
25
project is delivering the outcomes, the project team will need to make adjustments
to scope, schedule and budget to satisfy the donor’s needs and expectations. To
deliver the project scope on time and on budget is not enough, to achieve
stakeholder satisfaction the project must develop a good working relationship with
all stakeholders and understand their stated or implied needs.
Quality Definition:
The first step on the quality management is to define quality, the project manager
and the team must identify what quality standards will be used in the project, it will
look at what the donor, beneficiaries, the organization and other key stakeholders
to come up with a good definition of quality. In some instances the organization or
the area of specialization of the project (health, water or education) may have
some standard definitions of quality that can be used by the project. Identifying
quality standards is a key component of quality definition that will help identify the
key characteristics that will govern project activities and ensure the beneficiaries
and donor will accept the project outcomes. Quality management implies the ability
to anticipate situations and prepare actions that will help bring the desired
outcomes. The goal is the prevention of defects through the creation of actions
that will ensure that the project team understands what is defined as quality.
Quality Characteristics:
26
All material or services have characteristics that facilitate the identification of its
quality. The characteristics are part of the conditions of how the material,
equipment and services are able to meet the requirements of the project and are fit
for use by the beneficiaries. Quality characteristics relate to the attributes,
measures and methods attached to that particular product or service.
Functionality
is the degree, by which equipment performs its intended function,
this is important especially for clinical equipment, that the operation should be
behave as expected.
Performance,
its how well a product or service performs the beneficiaries
intended use. A water system should be designed to support extreme conditions
and require little maintenance to reduce the cost to the community and increase its
sustainability.
Reliability,
it’s the ability of the service or product to perform as intended under
normal conditions without unacceptable failures. Material used for blood testing
should be able to provide the information in a consistent and dependable manner
that will help identify critical diseases. The trust of the beneficiaries depend on the
quality of the tests.
Relevance,
it’s the characteristic of how a product or service meets the actual
needs of the beneficiaries, it should be pertinent, applicable, and appropriate to its
intended use or application.
Timeliness,
how the product or service is delivered in time to solve the
problems when its needed and not after, this is a crucial characteristic for health
and emergency relief work.
Suitability,
defines the fitness of its use, it appropriateness and correctness, the
agriculture equipment must be designed to operate on the soul conditions the
beneficiaries will use it on.
Completeness,
the quality that the service is complete and includes all the
entire scope of services. Training sessions should be complete and include all the
material needed to build a desired skill or knowledge
27
Consistency,
services are delivered in the same way for every beneficiary.
Clinical tests need to be done using the same procedure for every patient.
Quality characteristics must be included in all material, equipment and services the
project will purchase, the procurement officers must have a complete description
of what is required by the project, otherwise a procurement office may purchase
the goods or services based on her or his information of the product.
Quality plan:
Part of defining quality involves developing a quality plan and a quality checklist
that will be used during the project implementation phase. This check list will
ensure the project team and other actors are
delivering the project outputs according to the quality requirements. Once the
project has defined the quality standards and quality characteristics, it will create a
project quality plan that describes all the quality definitions and standards relevant
to the project, it will highlight the standards that must be followed to comply to
regulatory requirements setup by the donor, the organization and external
agencies such a the local government and professional organizations (health,
nutrition, etc) The quality plan also describes the conditions that the services and
materials must posses in order to satisfy the needs and expectations of the project
stakeholders, it describes the situations or conditions
28
that make an output fall below quality standards, this information is used to gain a
common understanding among the project team to help them identify what is
above and what is below a quality standard.
The quality plan also includes the procedure to ensure that the quality standards
are being followed by all project staff. The plan also includes the steps required to
monitor and control quality and the approval process to make changes to the
quality standards and the quality plan.
Quality Assurance:
Assurance is the activity of providing evidence to create confidence among all
stakeholders that the quality-related activities are being performed effectively; and
that all planned actions are being done to provide adequate confidence that a
product or service will satisfy the stated requirements for quality. Quality
Assurance is a process to provide confirmation based on evidence to ensure to the
donor, beneficiaries, organization management and other stakeholders that
product meet needs, expectations, and other requirements. It assures the
existence and effectiveness of process and procedures tools, and safeguards are
in place to make sure that the expected levels of quality will be reached to produce
quality outputs. Quality assurance occurs during the implementation phase of the
project and includes the evaluation of the overall performance of the project on a
regular basis to provide confidence that the project will satisfy the quality
standards defined by the project. One of the purposes of quality management is to
find errors and defects as early in the project as possible. Therefore, a good
quality management process will end up taking more effort hours and cost upfront.
The goal is to reduce the chances that products or services will be of poor quality
after the project has been completed. Quality assurance is done not only to the
products and services delivered by the project but also to the process and
procedures used to manage the project, that includes the way the project uses the
tools, techniques and methodologies to manage scope, schedule, budget and
29
quality. Quality assurance also includes the project meets any legal or regulatory
standards.
Quality Audits:
Quality audits are structured reviews of the quality management activities that help
identify lessons learned that can improve the performance on current or future
project activities. Audits are performed by project staff or consultants with
expertise in specific areas. The purpose of quality audit is to review how the
project is using its internal processes to produce the products and services it will
deliver to the beneficiaries. Its goal is to find ways to improve the tools, techniques
and processes that create the products and services. If problems are detected
during the quality audits, corrective action will be necessary to the tools, processes
and procedures used to ensure quality is reestablished. Part of the audit may
include a review of the project staff understanding of the quality parameters or
metrics, and skills expertise and knowledge of the people in charge of producing or
delivering the products or services. If corrective actions are needed, these must be
approved through the change control processes.
The four quality assurance steps within the PDCA model stand for
Plan: Establish objectives and processes required to deliver the desired results.
Do: Implement the process developed.
Check: Monitor and evaluate the implemented process by testing the results
against
the predetermined objectives.
30
Act: Apply actions necessary for improvement if the results require changes.
The PDCA is an effective method for monitoring quality assurance because it
analyzes existing conditions and methods used to provide the product or service to
beneficiaries. The goal is to ensure that excellence is inherent in every component
of the process. Quality assurance also helps determine whether the steps used to
provide the product or service is appropriate for the time and conditions. In
addition, if the PDCA cycle is repeated throughout the lifetime of the project
helping improve internal efficiency.
Plan Do
Act Check
Quality Control:
Quality control is the use of techniques and activities that compare actual quality
performance with goals and define appropriate action in response to a shortfall. It
is the process that monitors specific project results to determine if they comply with
relevant standards and identifies different approaches to eliminate the causes for
the unsatisfactory performance. The goal of quality control is to improve quality
and involves monitoring the project outputs to determine if they meet the quality
standards or definitions based on the project stakeholder expectations. Quality
control also includes how the project performs in its efforts to manage scope,
budget and schedule.
32
Acceptance:
The beneficiaries, the donor or other key project stakeholders
accept or reject the product or service delivered.
Acceptance occurs after the beneficiaries or donor has had a change to evaluate
the product or service.
Rework;
is the action taken to bring the rejected product or service into
compliance with the requirements, quality specifications or stakeholder
expectations. Rework is expensive that is why the project must make every effort
to do a good job in quality planning and quality assurance to avoid the need for
rework. Rework and all the costs associated with it may not refundable by the
donor and the organization may end up covering those costs.
Adjustments;
correct or take the necessary steps to prevent further quality
problems or defects based on quality control measurements. Adjustments are
identified to the processes that produce the outputs and the decisions that were
taken that lead to the defects and errors. Changes are taken to the Change
Control processes of the project.
33
history or symptoms of the problem, or other topics that digress from the intent of
the session. It also displays a real-time 'snap-shot' of the
Quality Error
Cause D-2
Cause E-2 CauseF-2
collective inputs of the team as it is updated. The possible causes are presented at
various levels of detail in connected branches, with the level of detail increasing as
the branch goes outward, i.e., an outer branch is a cause of the inner branch it is
attached to. Thus, the outermost branches usually indicate the root causes of the
problem.
Pareto
Charts; based on Pareto’s rule, which states that 80 percent of the
problems are often due to 20 percent of the causes. The assumption is that most
of the results in any situation are determined by a small number of causes and
helps identify the vital few contributors that account for most quality problems. The
chart is a form of histogram that orders the data by frequency of occurrence; it
shows how many defects were generated by a type of category of identified cause.
For example to determine the errors in the collection of beneficiary data the project
team identified five causes and for each cause the frequency they contained
34
errors, the data is plotted as shown in the chart below, the bars represent each
category and the line the cumulative percentage of the errors, the
chart allows to identify that 80% of the errors could be reduced just by improving
the collection of data in two categories instead of focusing efforts to correct all
categories.
Perce
120% ntage
45 of
Freq 40 100% error
uenc
y
35 80%
30
60%
25
20 40%
15
20%
10
5 0%
0
No Can'tRead Other
Signature
35
items that were outside the control limits, this helps the project determine actions
to help the beneficiaries improve the quality of their work.
Upper limit
i
gh
t
W
e M
i e
g a
h n
t
Lower limit
i
gh
t
1 2 3 4 5 6 7 8 9 10
Time Scale
Figure: Control charts
Control charts can also be used to the project management areas, such as
schedule and budget control, to determine whether the costs variances or
schedule variances are outside the acceptable limits set by the donor.
Quality Improvement:
It is the systematic approach to the processes of work that looks to remove waste,
loss, rework, frustration, etc. in order to make the processes of work more
effective, efficient, and appropriate. Quality improvement refers to the application
of methods and tools to close the gap between current and expected levels of
quality by understanding and addressing system deficiencies and strengths to
improve, or in some cases, re-design project processes. A variety of quality
improvement approaches exists, ranging from individual performance
improvement to redesign of entire project processes. These approaches differ in
36
terms of time, resources, and complexity, but share the same four steps in quality
improvement:
Identify
what you want to improve; the project using the data found in the quality
control process identifies the areas that need improvement.
Analyze
the problem or system, the team then investigates the causes for the
problem and its implications to the project, the causes may be internal or external
to the project.
Develop
potential solutions or changes that appear likely to improve the
problem or system, the team brainstorms ideas and potential solutions to the
problem, taking in consideration its impact to the project schedule and budget.
After careful considerations the team decides and chooses the best alternative.
Test
and implement the solutions. The team may decide to test the solution on a
small scale to verify that it is capable of fixing the problem, it testes for the initial
assumptions made about the problem and once it confirms that the solution is a
viable alternative, it then proceeds to implement in a full scale the solution.
Cost of Quality:
The cost of quality is the sum of costs a project will spend to prevent poor quality
and any other costs incurred as a result of outputs of poor quality. Poor quality is
the waste, errors, or failure to meet stakeholder needs and project requirements.
The costs of poor quality can be broken down into the three categories of
prevention, appraisal, and failure costs:
Prevention
costs: These are planned costs an organization incurs to ensure
that errors are not made at any stage during the delivery process of that product or
service to a beneficiary. Examples of prevention costs include quality planning
costs, education and training costs, quality administration staff costs, process
control costs, market research costs, field testing costs, and preventive
37
maintenance costs. The cost of preventing mistakes are always much less than
the costs of inspection and correction.
Appraisal
costs: These include the costs of verifying, checking, or evaluating a
product or service during the delivery process. Examples of appraisal costs include
receiving or incoming inspection costs, internal production audit costs, test and
inspection costs, instrument maintenance costs, process measurement and control
costs, supplier evaluation costs, and audit report costs.
Failure
costs: A project incurs these costs because the product or service did
not meet the requirements and had to be fixed or replaced, or the service had to
be repeated.
Leadership:
Joseph M. Juran, one of the leading experts in Quality management said that “it is
most important that management be quality-minded. In the absence of sincere
manifestation of interest at the top, little will happen below” 4 What this means is
the main cause of quality problems is a lack of leadership. In order to establish and
implement effective quality projects, senior management must lead the way. A
large percentage of quality problems are associated with management, not
technical issues, it is the responsibility of the development organizations senior
management to take responsibility for creating, supporting, and promoting quality
programs.
38
project team feels comfortable that they can speak truthfully and are confident that
their suggestions will be taken seriously.
Maturity Models:
Another approach to improve quality is the use of maturity models, which are
frameworks for helping organizations and projects improve their processes. The
model includes a method for assessing the projects maturity levels as a first step
to determine the improvements needed to increase the capacity of the project to
deliver the project outputs as promised.
The use of the word "maturity" implies that capabilities must be grown over time in
order to produce repeatable success in project management. The Random House
College Dictionary defines "maturity" as full development or perfected condition.
"Maturity" also indicates understanding or visibility into why success occurs and
ways to correct or prevent common problems. "Model" implies change, a
progression, or steps in a process.
39
A project quality maturity usually consists of five levels:
Level
1. Informal level, there is no defined processes for quality practices or
standards. The organization may be in the initial stages of considering how
projects should define quality, but most efforts are informal and had-oc.
Level
2. Defined level, the organization has defines some basic quality
standards and project quality policies that are being adopted. But not all projects
are using it in a consistent manner.
Level
3. Repeatable level, the quality process is well documented and is an
organizational standard. All projects are using it and producing consistent and
repeatable results.
Level
4. Controlled level, all projects ire required to use quality planning
standard processes. The organization has a unit or roles that coordinate quality
standards and assurance and quality audits are done on a regular basis.
Level
5. Optimized level, the quality process includes guidelines for feeding
improvements back into the process. Metrics are used as key criteria for quality
decisions and quality results are predictable. The model helps an organization
identify were they stand and were they should strive to reach, it is a simple way to
determine the level of maturity required for a project or organization, some
organizations may be comfortable with achieving a level 3 while others may be
encouraged to reach a level 4 due to the need to comply with legal or regulatory
standards.
Implementing a QMS:
For most organizations, the primary motivation for implementing a QMS is either
management need or customer demand. Management’s motivation for
implementing a QMS usually stems from its need to improve productivity, improve
40
product quality, and reduce time-to-market, thus gaining a competitive advantage.
Sometimes, management’s motivation for implementing a QMS is driven by
competitive pressure, where the organization’s competitors have established (or
are in the process of establishing) a formal QMS with the goal of registration to a
recognized QMS standard, such as ISO 9000. In such cases, registration to a
quality management system standard is perceived to be a valuable asset for
marketing and soliciting new customers.
41
the employees to strive to realize the true benefits of the implemented QMS. On
the other hand, a QMS that is implemented solely with the objective of achieving a
coveted quality registration to win new business, or please potential customers,
will serve merely as a short-lived marketing tool. This is because the lack of an
effective QMS eventually will manifest itself in poor product quality, late product
delivery, low employee morale, and dissatisfied customers.
• Defined processes and supporting QMS documentation are the basis for
repetition, and help reduce (and eliminate) variation within process
execution. As variation is reduced, it results in improvements in operational
efficiency.
• With the implementation of corrective and preventive solutions that
effectively address the root causes of quality problems, permanent
solutions are implemented. This results in improvements in organizational
effectiveness.
• A QMS enables an organization to focus on how it executes its business
processes. Such process focus and awareness are essential in order to be
able to monitor and analyze process performance for continual
improvement.
• A QMS fosters continual improvement in the organization’s productivity,
rework costs, on-time delivery performance, and within budget project
execution. This enables the organization to enhance its bottom-line
revenue growth.
• A QMS results in higher-quality products and services, as quality
management practices are continually improved.
42
• As an organization improves the quality of products and services, it
improves customer satisfaction levels, which helps improve customer
loyalty and customer retention.
• A QMS enables the organization to gain a competitive advantage due to its
being perceived as a “best-in-class” supplier by its customers. This enables
the organization to retain customers, attract new ones, increase market
share, and enhance top-line revenue growth.
• A QMS enhances an organization’s competitive position by allowing it to
present itself as a viable supplier in situations where a customer requires
its suppliers to have a formal QMS in place (although in certain cases
customers also seek registration to a QMS standard).
• A QMS enhances customer confidence in the ability of a supplier to deliver
products and services according to specified quality requirements (quality
assurance).
• A QMS reduces the organization’s reliance on “heroes” to make projects a
success, because all employees are aware of the required quality
management practices. In other words, it enhances an organization’s ability
to achieve quality requirements because employee competencies are
augmented by a process infrastructure that helps achieve the Identified
requirements.
• A QMS reduces (or eliminates) an organization’s dependence on a few
individuals for information regarding critical processes, because such
processes are now formally documented. This reduces organizational
vulnerability to employee turnover.
• A QMS reduces waste of resources and loss of reputation resulting from
rejection and rework of inferior-quality products (referred to as Cost of Poor
Quality). This enables the organization to shift from a reactive mode of
operation (performing corrective action) to a proactive mode (performing
preventive action).
43
• A QMS promotes employee understanding that quality is everyone’s
responsibility. The realization that each employee contributes to the
achievement of quality requirements helps institutionalize quality
improvements across the organization, at all levels.
• Employee morale and satisfaction improve as employees participate in
defining their processes, and are empowered to own, monitor, and
continually improve those processes.
• A QMS results in improved communication both internally and externally,
which results in improvements in efficiency and effectiveness, and
improved customer – supplier relations.
44
ISO 9000 defines a quality management system as a set of interrelated or
interacting processes that achieve the quality policy and quality objective. But the
word quality gets in the way of our thinking. It makes us think that quality
management systems operate alongside environmental management systems,
safety management systems, and financial management systems. In ISO 9000 it is
stated that the quality management system is “that part of the organization’s
management system that focuses on the achievement of outputs in relation to the
quality objectives”, therefore the quality management system must exist to achieve
the organization’s quality objectives. This concept was unclear in the 1994 version
with the result that many quality systems were focused on procedures for their own
sake rather than on serving objectives. It would appear therefore that other parts of
the management system are intended to serve the achievement of specific
objectives. For example, we could establish:
45
independently of the others. Many of these objectives are in reality not objectives
at all but constraints that exist only by virtue of the organization’s necessity to
satisfy customers.
However, several questions arise: “Are quality objectives, objectives of the same
kind as the other objectives or are these other objectives a subset of quality
objectives?” and “Is the quality management system just one of a series of
systems or is it the parent system of which the others are a part?”
To find the answer it is necessary to go back a step and ask: Which comes first, an
objective or a need? We don’t set financial objectives because we think it’s a good
idea; there is a need that has its origins in the organization’s mission statement.
The mission statement tells us what our goal is and where are we going. Without
customers there is no business therefore the basic purpose of a business is to
satisfy a particular want in society and so create a customer. Its mission is related
to these wants and is expressed in specific terms. To be effective, a mission
statement should always look outside the business not inside. For example, a
mission that is focused on increasing market share is an inwardly seeking mission
whereas a mission that is focused on bringing cheap digital communication to the
people is an outwardly seeking mission statement. From the mission statement we
can ask, “What affects our ability to accomplish our goal?” The answers we get
become our critical success factors and it is these factors that shape our
objectives:
· If our success depends on the safety of our products, we need safety objectives.
· If our success depends on the impact our operations have on the environment,
we need environmental objectives.
46
· If our success depends on capital investment in modern plant and machinery, we
need financial objectives.
This list is incomplete, but if we were to continue, would we find a reason for
having quality objectives? Business will only create customers if they satisfy their
needs; therefore success in all businesses depends on fulfilling customer needs
and expectations.
47
All the objectives only arise as a result of the organization seeking to create and
satisfy customers. There is no environmental objective, impact or anything else if
the organization does not have customers. Objectives for the environment, safety,
security, finance, human resources etc. only have meaning when taken in the
context of what the business is trying to do, which is to create and satisfy
customers. While many might argue that the purpose of business is to make
money for the shareholders or owners this is different from the purpose of a
business, which is to create and retain customers and do this in a manner that
satisfies the needs and expectations of all stakeholders. Without a customer there
is no business at all, therefore customer needs must come first. Satisfying
customers becomes the only true objective; all others are constraints that affect
the manner in which the organization satisfies its customers. It may help therefore
if we view any objective that serves a stakeholder other than the customer as a
constraint or a requirement that impacts the manner in which customer objectives
are achieved.
The management system is the way the organization operates, the way it carries
out its business, the way things are. Its purpose is to enable the organization to
accomplish its mission, its purpose, its goals and its objectives. All organizations
possess a management system. Some are formal, some are informal. Even in a
one-person business, that person will have a way of working a way of achieving
his or her objectives. That way is the system and comprises the behaviors,
48
processes and resources employed to achieve those objectives. The system
comprises everything that affects the results. It only has to be formalized when the
relationships grow too large for one person to manage by relying on memory.
It is unlikely that you will be able to produce and sustain the required quality unless
you organize yourselves to do so. Quality does not happen by chance, it has to be
managed. No human endeavor has ever been successful without having been
planned, organized and controlled in some way.
Including every function and activity within the system should not be interpreted as
compelling every function and activity to certification to ISO 9001 far from it.
This traditional cycle for products therefore has some redeeming features:
50
But what often happens is:
As the management system is the means by which the organization achieves its
objectives, the management system delivers the organization’s products. (This
includes hardware, software, services and processed material including
information products.)
If we analyze the factors on which the quality of these products depends we would
deduce they include:
51
• The physical environment in which people work (heat, noise, cleanliness
etc.)
• The human environment in which people work (freedom, empowerment,
health and safety)
The QMS planning phase entails the specification of the QMS implementation
goal, and lays out the roadmap that the organization will follow to achieve the
defined goal. Plans devised at this stage may be revised later (as needed), but for
the most part, decisions made in this phase will have a profound effect on the pace
and thoroughness of the QMS implementation effort, and quality of the resulting
QMS. It is therefore important that there be adequate forethought and meticulous
planning in this phase. These items are summarized below
Implementation goal: Establish a clear goal statement that satisfies the SMART
criteria.
52
Implementation team: Plan for an implementation team with adequate cross-
functional representation and clearly defined roles and responsibilities that are
communicated to all implementation team members.
Implementation process: Define an implementation process that lays out the high-
level roadmap for implementing the QMS. This includes main phases of QMS
implementation and key activities within each phase.
53
The QMS definition phase entails the definition and documentation of the
organization’s QMS. If the organization has selected a quality management
system standard for use, this phase entails the definition of the QMS in
accordance with the standard’s requirements. Activities in this phase include but
are not limited to:
2. Gap analysis: Assess the current state of the system (processes and
procedures) against best practices in the given industry, or against requirements in
the QMS standard (if one was selected). This exercise is intended to obtain
answers to the question Where are we right now? With a better understanding of
where one is and where one is headed (project goal), one is better able to plan
future action. The gap analysis may reveal that processes and procedures are
already in place in certain areas of the organization. When appropriate, reuse all or
part of the current implementation as opposed to beginning from scratch. The gap
analysis may also reveal critical quality discrepancies requiring immediate
attention; these should be planned for immediate rectification.
4. Correct critical quality (or process) deficiencies: Act upon the results of the gap
analysis to correct critical quality (or process) deficiencies that can be fixed
relatively easily. Doing so provides immediate return on investment for initiating
the quality implementation effort. It also provides an opportunity to cite the success
stories to sustain management commitment and encourage employee
participation.
54
5. Perform high-level process mapping and create supporting process
documentation: Perform process mapping for high-level organizational processes,
and create supporting process documentation, as needed.
The QMS refinement phase involves a final verification of the entire QMS to
ensure that all processes interact as originally planned and, further, that all
processes are mutually consistent and correctly defined. This phase also involves
a final validation to ensure all elements of the QMS comply with the organization’s
quality requirements (and, if applicable, requirements of the QMS standard in use).
Deficiencies identified during this phase are addressed by requesting corrective
action from the respective process (or document) owners.
The QMS deployment phase involves institutionalizing the QMS across the
organization.
In this phase, the QMS is rolled out incrementally so that it gradually is adopted
and becomes the new way of working. As each process is defined, documented,
and approved for use by employees, it enters the QMS deployment phase. In this
phase, employees are trained on the defined processes, and execution of the
55
processes is monitored by the quality assurance personnel (and by QMS
implementation team members, as appropriate) who participate in or observe
activities as they are executed.
They verify that processes are being executed correctly and that they are
adequate and effective. Process execution also is verified by means of internal
quality audits performed during or after process execution.
This does not imply that during QMS deployment, all old processes are thrown out
and replaced with new high-quality processes. However, establishment of a QMS
will cause the organization to examine all its existing processes, and it is safe to
assume that most of them would be impacted to some extent during QMS
implementation (mostly in terms of needed improvements). This examination also
may reveal some inadequate and inefficient processes that need to be discarded
and replaced with new ones. For the most part, however, implementation of the
QMS generally will result in changes to existing processes, with some processes
undergoing major change and others undergoing minor change. It is important to
plan for a certain amount of time (typically, months) between completion of
employee training and commencement of internal quality audits. This time period,
referred to as the process establishment period, is required for two reasons: first,
some amount of time is required to adequately promulgate a QMS throughout an
organization such that it becomes well entrenched in the organization by becoming
an inherent part of how the organization conducts everyday business.
56
• Lead time to develop the products (in order to allow all product development
processes to be exercised at least once);
• Extent of change to current processes;
• Amount of QMS training provided to employees.
Continuous Improvement:
57
their deployment deferred until the continuous improvement phase. Yet other
continuous improvement mechanisms may remain undefined until this phase. For
example, an organization typically does not start collecting customer satisfaction
data until a few months after completion of the QMS deployment phase, else it
would be too early for its customers to realize benefits from the implementation of
the QMS. Moreover, collecting customer satisfaction data too soon might not
provide readily actionable information because many of the known deficiencies
might be attributed to causes that the organization already is addressing under the
QMS implementation underway.
Quality is not something that is done at the end of a phase or at the end of the
project, is a continuous process to ensure quality is performed in all aspects of the
project. The goal is to continuously improve based on the lessons learned and new
insights provided by the project. To be effective it should happen during all
activities of the project.
Continuous improvement, in regard to project quality always focuses on improving
stakeholder satisfaction through continuous and incremental improvements to
processes, including the removal of any unnecessary activities. By applying a
process that continuously improves every element of the project can achieve
better results than trying to wait until the end of a phase or a mid term evaluation
to start making adjustments and improvements to the work. It requires little effort
and by doing small incremental improvements the project can reach significant
levels of quality.
To implement continuous improvements, it necessary to have a culture of
reflection that allows the project team to learn from mistakes and apply the lesson
on the next phase or cycle and not spend time and effort trying to put blame,
otherwise, the team will fear reporting any problems with quality and it will be too
late to do anything once the donor or the beneficiaries find out.
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Objectives of the study:
The main objective of the study was to find out the following: -
Vardhaman.
System.
59
Scope of the Study:
time.
organization.
60
Research Methodology:
The study was descriptive in nature and except for a few instances where
statistical analysis of considerable region was used, the researcher tried to present
the findings in a simple format.
The respondents were selected through simple random sampling. The method of
contact was through personal interview as it was the most versatile amongst the
alternatives. This helped provide clarification to the respondents and also had the
advantage of recording additional information and opinion.
Research Design:
Research design refers to “framework or plan for a study that guides the collection
and analysis of data. A typical research design of a company basically tries to
resolve the following issues:
Determining Data Collection design.
Developing Questionnaires.
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Conclusive Research Design:
Conclusive research studies are more formal in nature and are conducted with a
view to eliciting more precise information for purpose of making decisions.
These studies can be either Descriptive or Experimental.
Thus, it was mix of both the tools of Research Design that is, Explorative as well
as Conclusive.
Data collection: Primary and Secondary data.
Primary data: Questionnaire, Direct interview,
Interaction with the present staff within the
organization.
Secondary data: Internet, Journal/Magazines.
Data collection procedure: Survey.
Research Instrument: Structured Questionnaires.
Sampling Plan: Sample size: 100
Sample area: Within Nagaon . Guwahati
and nearby areas.
Sample procedure: Random Sampling.
Data representation: Tabulation and graphical
Representation method will be
adopted.
Data analysis: For analyzing data, statistical projections
and sampling methods will be used.
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Limitations:-
The study being very extensive might be very difficult to complete within the
Data Analysis:
QUESTIONNAIRE DESIGN:
The questionnaire method of survey was undertaken due to its main advantages
of versatility, speed and cost. The questionnaire helps to get accurate point of view
of personnel.
Workers awareness
Comparative statements
Satisfaction level
QUESTIONNAIRE:
63
In survey made of data collection, questionnaire is by far the most popular means
of data collection instrument. A questionnaire uses a structured standardized
format of data collection to record verbal responses to questions. Particularly,
when the sample is large and the study wishes to collect data about specifics of
consumer’s attitude.
I have chosen the questionnaire technique, to collect the primary data because of
its obvious advantages which are as follow:-
(a) Versatility-The unique advantage of using a questionnaire is its versatility.
Respondents can be probed on a wide diversity of issues by questioning.
(b) Speed and cost- questionnaire method is usually cheaper and faster than
observations.
(c) Ease of communication- since the questions are formulation in advance, all the
required information can be obtained in an orderly and systematic manner. The
exact wording of the questions can be carefully worked art to reduce the
possibility of ambiguity and misunderstanding.
(d) Control- since same questions are put before all respondents in the same
order, it offers maximum control on the interviewing process and information
content.
For this project on workers and outsider peoples’ awareness & profile, only one
questionnaire was designed and used. It was for both those working in the
company and the prospective personnel.
The questionnaire was designed in such a way that the respondent would have no
hesitation in fully expressing his/her views. Moreover, care was taken in the
sequencing of questions. Again care was taken in the wordings of questions direct,
simple and unbiased wording were used.
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Analysis & findings:
The data collected through questionnaire are suitably arranged in table for the
purpose of effective and in-depth analysis and interpretation. Use of percentage,
pie-diagram, bar-diagram etc is also made for the study whenever necessary.
Only the management, worker and related personnel are targeted respondents of
the questionnaire.
This questionnaire deals with all the analysis and findings related to quality
management system. Three different types of analysis are done covering almost
all the objectives that are need to be found.
The questionnaire was divided into two segments so that correct information is
achieved when conducting the survey.
First type of the questionnaire was designed to gather information regarding the
general concept of the respondents.
Second type of questionnaire was specially designed to collect information
regarding the technical solution.
Questionnaire Analysis:
• The first question of the questionnaire was asked- “What does the term
‘ISO’ stand for? What standards make up the ISO 9000 2000 series?”
The respondents simply share with me and they suitably give me their view:
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“The term ISO stands for the International Organization for Standardization. You
would reasonably assume that it ought to be IOS, but it isn't. Apparently, the term
ISO was chosen (instead of IOS), because ISO in Greek means equal, and ISO
wanted to convey the idea of equality - the idea that they develop standards to
place organizations on an equal footing.”
Unable to 00 2 3 5
Percentage Wise Respondent
Define
5%
95%
Able to define
Unable to define
• The second question asked to the respondents to find out the Total
Quality Management (TQM) helps business because it…
Says that every person in the business must work together to make excellent
quality products. Excellent product increase sales and profits or lowers a
66
business’s costs because making excellent products means it does not waste
money on repairs and refunds.
• The third question asked to the respondents to find out the benefits of
quality management system.
67
Improvement in internal quality (reduction in scrap, rework and non-
conformities in the shop)
Improvement in external quality (customer satisfaction, claims of non-
conforming products, returned products, warranty claims, penalty claims
etc.)
Improvement in Production reliability (number of break downs, percentage
down time etc)
Improvement in Time performance (on-time delivery, time to market etc.
Reduction in the cost of poor quality (external non-conformities, scrap,
rework etc)
Above 100 respondents we collect the appropriate data as shown in the table:
68
5% 1st Qtr
22% 2nd Qtr
% 3rd
73%
73%
• The fourth question asked to the respondents to find out, where most of
the quality problems occurs.
69
No
100% Response
Disagree
80%
60% Agree
40%
Strongly
20% Agree
0%
M T C Average
• The fifth question asked to the respondents to find out, quality should
generally be of priority with ?
Among 100 respondents from 70% of them are agree with that “quality should
generally be of equal priority with cost & schedule and 25% of them believe equal
priority with cost, but higher priority than schedule and 5% express their
ignorance”.
By putting the above data in a pie diagram then we can find the visual
representation of the respondent’s view-
70
5%
1st Qtr
2nd Qtr
3rd Qtr
25%
70%
• The fifth question asked to the respondents to find out the concept of
quality is based on?
The respondents view are 20% of them believes “producing excellent products that
are superior to other similar items”, 15% of them believe “conforming to the
requirements specifications”, 5% of them believe “maintaining uniformity of design”
and 60% of them thought the concept of quality is based on all of the above points.
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Percentage Wise Respondents View:
60%
5%
15%
Respondent
20%
0 20 40 60 80
• The sixth question asked to the respondents to find out “Is the quality of
Vardhaman water tank is fulfilling the requirements of this generations
need?”
Out of 100 respondents from Nagaon and out side of the firm I found the view
about the Vardhman product quality. There are people from Vardhaman they
believe the product from Vadhaman is latest i.e. the paper of can fulfilling this
generations need. But few of believe SYNTEX produces the best quality. Also from
out side of the firm given the mix reaction as shown in the table:
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Resp. view From NPM Outsider of Percentage Percentage of
(50) the of NPM Outsider
firm(50)
Product of 35 20 70% 40%
Vardhamn is
best(B)
Product of 10 10 20% 20%
Vardhaman is
Medium(M)
Product of 5 15 10% 30%
SYNTEX is
best(B)
No knowledge 00 5 0% 10%
Total 50 50
120
100
80
Out sider
60
Nagaon
40
20
0
B
t
M
e
s
dg
Be
an
an
le
m
hm
w
ha
TE
o
rd
Kn
rd
N
Va
SY
Va
o
N
• The 7th question asked to the respondents to find out “Is the technology
using in Vardhaman is the latest? Explain with example?”
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• The 8th question asked to the respondent to find out the “advantage of
quality of tank base production?”
Finding of the question is:
When I present the above question they proudly said that their process is latest
such as tank production, which began in Vardhaman industries from the last
month. When I visit the tank section then I found the newly designed machine
purchased from German, which they believe technologically the latest. Here they
said the life plastic products is several times more than the other features of the
production. We can draw a visual representation of respondents view as follows-
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20
Management
15 Tech. worker
Casual worker
10
0
Strongly Agree Agree Weak No Response
response
• The 9th question asked to the respondents to find out if they have
knowledge or not about PDCA cycle?
Amanzingly maximum of the personnel can explain PDCA cycle- The most popular
tool used to determine quality assurance is the Shewhart Cycle. This cycle for
quality assurance consists of four steps: Plan, Do, Check, and Act. These steps
are commonly abbreviated as PDCA.
The four quality assurance steps within the PDCA model stand for:
Plan: Establish objectives and processes required to deliver the desired results.
•Do: Implement the process developed.
•Check: Monitor and evaluate the implemented process by testing the results
against the predetermined objectives.
•Act: Apply actions necessary for improvement if the results require changes.
If we put the view of the respondent in a visual representation we found-
Percentage Wise Respondents View:
75
Explain
Unable to explain
3% 7%
No response
90%
• The 10th question asked to the respondents to find out where the
most quality problems are occurs?
The maximum respondents are strongly agrees with the view “Originate on the
shop floor because of waste and product rework”.
We get the following visual representation by putting the respondents view with
percentage wise-
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Manage
ment
persons
Technical
40
persons
30
20
10
Casual
persons
persons
0
Casual
Strongly Agree Weak No
Managem
persons
agre e re sponse response
ent
• The 11th question asked to the respondents to find out “What have to
do the manufacturers to prevent the majority of product defect in most
of the processes”.
77
Percentage Wise Respondents View:
70 Technical worker
60 Base worker
50
40
30
20
10
0
Suitable Acceptable Not
acceptable
• The 12th question asked to the respondents to find out if any effect of
raw materials on final product?
NA
BW
AA
TP
SA
0 20 40 60 80
78
• The 13th no. question asked ‘Are the customer satisfied with the new
quality of Tank ?’
20
15
MNG
10
TW
CW
5
0
SA A WR NA
79
• The 14th question asked to the respondents to find out if they know
the quality tools?
15%
Agree
Disagree
No Response
85%
120
100
Tech
80
Mng
60
40
20
0
Yes No No
Response
81
• The 20th question asked to the respondents to find what are the
Quality Improvement activities going on in Vardhaman?
Mng
40 TP
30 CW
20
10 CW
TP
0
Agree Disagree No response Mng
82
Recommendations:
• Also for production of quality plastic, if the raw material in proper parameter
it may give law cost and with minimum error’s.
• To teach the workers how to make efficient utilization of the existing Quality
Management Tools & Techniques.
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Conclusion:
Though management personnel are fully aware of the above mentioned systems,
there seems to be ignorance among the support staffs and casual workers to
some extent.
The feedback generated during the study helps to identify the areas where needs
management’s attention to increase the effectiveness of ERP and TPM systems in
Vardhaman, and provides an opportunity for improvement
84
Chapter-4
Others
Questionnaire:
Dear Respondent,
Thanking you
Yours faithfully
Ranima Yasmin
85
Bibliography:
BOOKS AUTHOR
Quality Control Handbook (1951) Joseph M. Duran
SUCCESSFUL TRIAL OF OPTIMIZATION TYAGI MOHIT,
OF ASA SIZING BHANDRA, K.GOSWAMI
S AGARWAL
NEWSPAPER
COMPANY WEBSITE OF VARDHAMAN
TIMES OF INDIA
TELEGRAPH
ASSAM TRIBUNE
86
Reference:
87
Glossary:
PPC – Precipitated Calcium Carbonate.
QMS – Quality Management System.
BOM - Bill of Material.
QC – Quality Control.
QMP – Quality Management Planning.
MD - Managing Director.
ED - Executive Director.
GM - General Manager.
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