IMPACT OF TOTAL QUALITY MANAGEMENT In

INDO ASIAN FUSEGEAR LIMITED

ACKNOWLEDGEMENTS

Research cannot be claimed the work of a single person. It is rather teamwork. It is the efforts of many persons involved. I extend my heartfelt gratitude to, Mr. Ramnersh Yadav (HR Manager)in the study of IMPACT OF TOTAL QUALITY MANAGEMENT " who provide me an opportunity to carry out the research work in their esteemed organization which enlightened my path in successfully towards completing this project. I sincerely appreciate his contribution. I would like to thank the HR Department for assigning me a good project, under responsible and hard working persons. They have made this summers a real worth and a delightful experience that would stay for a lifetime with me paving my way towards professionalism. I would like to thank my faculty guide Mr. Ashok Sharma for his constant support in theoretical aspects related to the project .I owe my sincere thanks to Rajiv Sharma, Director CEST for providing me various facilities in doing this project work. I am also very thankful to all respondents for their Welcoming attitudes and their wholehearted responses. Without their help this study would not have been possible. At the last but not least, I also express my heartfelt gratitude to my parent, who provided me an opportunity to reach at this level and my friends for their help and motivating me for completion of this study.

EXECUTIVE SUMMARY

There is well known saying Knowledge without Application is a waste. So it is very necessary to provide the practical knowledge along with the theoretical knowledge. It is very easy to study the fundamentals of management. But is somehow to implement them within the business environment. A person has to face a lot of problem when he goes through the actual atmosphere of business. No doubt classroom study is an important part for the knowledge of business environment, but practical exposures provide some extra knowledge about the theoretical concept. Gandhi ji said the customer is the most important visitor to our establishment. He is mot depend on us. We depend on him. Thus, every company inevitable have to its quality to re tain its customer. My project is directed towards the study about IMPACT OF TOTAL QUALITY MANAGEMENT. For this I choose INDO ASIAN (energy management) at Murthal, Sonepat and tried to find out their approach toward s TQM principles. Primary data was collected through survey method with the help of questionnaire of workers and staff separately and that was analyzed properly with the help of bar diagrams to arrive at findings to the study.

S.NO. 1. 2. 3. 4.

TOPIC COMPANY PROFILE REVIEW OF EXISTING LITERATURE JUSTIFICATION OF THE STUDY OBJECTIVE OF STUDY

PAGE NUMBER 6-15 16-17 18-19 20-21

5.

RESEARCH METHODOLOGY

22-23

6.

INTRODUCTION OF THE PROJECT

24-33

7.

ANALYSIS & INTERPRETATION

34-62

8.

FINDINGS

63-65

9.

CONCLUSION

66-67

10.

SUGGESTIONS

68-69

11.

LIMITATIONS

70-71

12.

BIBLIOGRAPHY

72-73

13.

QUESTIONNAIRE

74-78

ABOUT INDO ASIAN Indo Asian was formed in 1958 by a young group of technocrats indigenously developed Indias first sheet steel enclosed rewritable switch at Jalandhar in Punjab. This marked the birth of INDO ASIAN, which today has grown into a multi product, multi Location Company specializing in manufacturing and marketing a wide range of high-tech. electrical products used for distribution, protection, control and conservation of electrical energy. The superior quality of these products has earned them the respect of the Indian market and the world over where they are popular under the brand names: Indo Asian industrial plugs & sockets, stopshock RCCBs, Indo Asian HRC fuse links and Contactors & Relays. The groups annual turnover, which grew from Rs. 10 million in 1986, to Rs. 900 million last year, is slated to reach Rs. 2500 million by the year 2007. Its modern manufacturing units at Sonipat, Noida, Parwanoo, and Jalandhar, are being further augmented. Once achieved, this would be largest production base in India of the next generation of RCCBs, and Compact Fluorescent lamps and other high technology, high quality electrical control and safety equipments. At present the group comprises the following companies:1) 2) 3) 4) INDO ASIAN FUSEGEAR LTD., MURTHAL INDO ASIAN FUSEGEAR LTD., NOIDA INDO ASIAN FUSEGEAR LTD., JALANDHAR INDO ASIAN FUSEGEAR LTD., LIGHTING DIVN. HARIDWR.

The registered office of the group is located in Okhla New Delhi.

HISTORY The Company was incorporated in the name and style INDO KOPP PRIVATE LIMITED under the Companies Act, 1956 as private company vide certificate of incorporation No. 5538288 dated 6th November, 1989 issued by the Registrar of Companies, NCT Delhi & Haryana.

The Company was converted into deemed Public Limited Company w.e.f. Ist July, 1998. The Company was reconverted into Private Limited Company w.e.f. 7th January, 2002. Thereafter the Company has been converted into Public Limited Company w.e.f. 27th January, 2005.

The registered office of the company is situated at 51 Kms. G. T. Road, Murthal, Distt. Sonepat, Haryana 131027.

The name of the Company has been changed to INDO ASIAN FUSEGEAR (INDIA)LIMITED, w.e.f. 15th June, 2005 and which is the name, the Company is presentlyknown as. Pursuant to the Scheme of Arrangement approved by the Honble High Court of Punjab& Haryana at Chandigarh vide its order dated 5th May, 2005/ 26th May, 2005, thetransferor company (IAFL) has transferred its entire business to the transferee Companyw.e.f. 1st April, 2005.

PRODUCTS Products manufactured by the INDO ASIAN are domestic products, special application products, industrial products and lighting products:DOMESTIC PRODUCTS:-

MCBs

RCCBs

DBs

SPDs

FR PVC Wires

Wiring Accessories

SPECIAL APPLICATION PRODUCTS:-

Time Switches

Plug and Socket

INDUSTRIAL PRODUCTS:-

MCCBs

Fuses

Cubical Switch

Onload changeover

Rewirable Switches

Feeder Pillars

LIGHTING PRODUCTS:-

CFLs

FTLs

Domestic Luminaries

10

VISION

Our vision enriching quality of life by ensuring safe, efficient and convenient use of electricity has been our guiding force for development of new and better products. The culture of innovation and constant change has played a key role in our success.

COMMITEMENT Our focus on energy management i.e. designing and building products that not only protect and control but conserve and comprehensively manage mankinds greatest asset i.e. electrical energy has enabled us to serve millions of our customers both in India and abroad with world class products. Today Indo Asian has emerged as a strong brand name and has proven track record both in domestic and international markets. Our deep commitment to social responsibility gives us much satisfaction as the fact that millions of customers in every corner of the world respect us, trust us and use our products for protection of people, property and possessions.

MISSION

11

 BETTER TECHNOLOGY BETTER QUALITY BETTER TOMORROW

BUSINESS The Company is engaged in the business of manufacturing and marketing of various electrical protection devices including High Breaking Capacity Miniature Circuit Breakers(MCBs), High Rupturing Capacity Fuses (HRC), Earth Leakage Circuit Breakers (ELCB),Distribution Boards, Compact Fluorescent Lamps (CFLs) and other lighting products Plant Locations, and other details of business which is being transferred to the company as per the Scheme M urthal Plant Unit I set up in the year 1984, situated at 51 kms., G. T. Karnal Road, Distt.Sonepat haryana 131027and engaged in the manufacturing of Miniature CircuitBreakers (MCB), High Rupturing Capacity Fuses (HRC), Earth Leakage CircuitBreakers (ELCB), Distribution Boards and other electrical protection equipment.Unit III set up in the year 1991, situated at 51 kms., G. T. Karnal Road, Distt. Sonepat, Haryana131027and engaged in the manufacturing of Miniature Circuit Breakers (MCB). J alandhar Plant Unit II set up in the year 1990, situated at Bye Lane,Nakodar Road, Jalandhar,Punjab and ngaged in the manufacturing of Distribution Boards, RewireableSwitches, Feeder Pillars and other electrical products. C FL Plant, Noida CFL Plant set up in year 1997, situated at A39,Hosiery Complex, Phase II Extension , Noida, U.P. 201305 in technical arrangement with M/s Korea Advanced Lighting Company Ltd. and engaged in the manufacturing of Compact Fluorescent Lamps (CFLs). P arwanoo Plant Parwanoo Plant set up in 2003, situated at Plot No. 9 & 12, Parwanoo, Solan, Himachal Pradesh and engaged in the manufacturing of Miniature Circuit Breakers (MCB), Residual Current Circuit Breakers (RCCB), Switch Fuse Disconnecter & other electrical products and Compact Fluorescent Lamps (CFLs).

12

SOME OF INDO ASIAN MAJOR CUSTOMERS IN INDIA INCLUDES:-

Railway integral coach factory, Electricity Board, CPWD, PWD, NTPC, Indian Oil Corporation Limited, Oil and natural gas commission, Reliance Industries Ltd., Bluestar Ltd, M.R.F Ltd., Ashok Leyland Ltd., Bajaj Auto Ltd., Hindustan Liver Ltd., Tata Honeywell Ltd.

CROSSING GLOBAL FRONTEIRS Indo Asian products are well accepted in countries around the world, our regular overseas market include Russia, Australia, Malaysia, Nepal, Srilanka, U.A.E., Iran, Syria, jorden, Angola, and Cyprus. Some of our valued major foreign customers include public utilities in South Africa. Bovara Pvt. Ltd. Australia persuasion listriknagra (PNL), Jakarta, Indonesia, public utilities board Singapore. Ceylon Electricity Board Srilanka, Rahad corporation khartourn, Sudan. Ministry of Electricity and water Dubai, Dubai Electricity company Dubai. Water and Electricity company Abu Dhabi, ministry of Electricity and water Doha, ministry of electricity and water Muscat Oman, Jordanian Electric power supply company Amman.

13

GROUPS FOREIGN COLLABORATION The groups pursuit of excellence is backed by extensive in -house R&D technical and commercial collaboration with world leaders such as:1) HEINRICH KOPP AG, GERMANY 2) DOEPKE & CO. AG, GERMANY 3) MENNEKES ELECTRO TECHNIC. GMBH & CO., GERMANY 4) KLOCKNER MOELLER CMBH, GERMANY

QUALITY- CENTERS AROUND THE CUSTOMERS

The name "Indo Asian" is today synonymous with high quality in the field of electrical distribution and protection equipment in India, Asia as well as other developed countries.

Quality of our products and processes is, in fact, checked by impartial bodies which is now

14

a variety of Indo Asian products are ASTA tested and their manufacturing plants have won ISO 9001 certification from BVQ1, UK. In fact, Indo Asian Fuse gear Limited was the first Indian manufacturer of electrical safety equipment, to be awarded ISO 9001 certification under the upgraded 1994 guidelines.

At Indo Asian, we recognize that quality holds the greatest insurance to our Customer. Especially, when one manufacturer's product looks no different from anothers! which is why, in spite of certifications and recognitions , we have put in place Quality Management Cycle that works right around, from materials procurement to product application; with everything revolving around the customer's needs, customer's preferences and his objectives. Ultimately, how well our products safeguard human lives and property, is our primary concern.

15

OBJECTIVES OF THE COMPANY

Objectives establish the goals and the aims of the business and determine the shape of future events. Objectives are the way of achieving motives for profit of social service.

Main objectives of INDO ASIAN as given in its memorandums of Association are:

Increasing productivity of work force. To introduce new products and create new markets. Customer service and customer satisfaction. Improving work culture among the employees. Capitalizing on company strength and use of corporate assets. Continuous innovation. To provide a growth rate of about 10% p.a. Improve the advertising effectiveness. To ensure that a large proportion of its sales is directed towards the rural sectors and urban sectors.

16

17

18

Review of Existing literature: To research any problem, it is necessary to review the existing literature. Various studies relating to different aspects of recruitment have been conducted in the past. A brief review of some of the major studies in recent years is given below.

Before Industrial Revolution, skilled craftsmen served both as manufacturers and inspectors, building quality into their products through their considerable pride in their workmanship.

Industrial Revolution changed this basic concept to interchangeable parts. Likes of Thomas Jefferson and F. W. Taylor (scientific management fame) emphasized on production efficiency and decomposed jobs into smaller work tasks. Holistic nature of manufacturing rejected!

America woke up to the quality revolution in early 1980s. Ford Motor Company consulted Dr. Deming to help transform its operations.

Early 1990s: Quality management principles started finding their way in service industry. FedEx, the Ritz-Carton Hotel Company was the quality leaders.

19

Statistical approaches to quality control started at Western Electric with the separation of inspection division. Pioneers like Walter Shewhart, George Edwards, W. Edwards Deming and Joseph M. Juran was all employees of Western Electric.

20

21

Justification of the Study

Review of literature indicates that many studies have been conducted in this area but no one has made in depth study about IMPACT OF TOTAL QUALITY MANAGEMENT in business organization.

In todays competitive environment, ignoring the Quality is the tantamount to the corporate suicide Quality is the most important patent weapon in face the fierce competition and it need to be nurtured through the right attitude and a quality culture.

It is being increasingly recognized that higher quality of product and services and customer satisfaction is the key to the survival of the organization. The nature of the current worldwide competition generally demands from any corporation the following type of ability characteristic:

1. To understand what the customer demand, to provide it, on time. 2.To provide product &services of higher quality and reliability consistently. 3. To keep up with the pace of change, technology as well as social. 4. To be one step ahead of the customer need, that is to predict what the customer will want one year from now.

22

23

OBJECTIVE OF THE STUDY

Today, market has become competitive and customer driven. Now customer are defines the quality. So TQM strives toward the achievement of quality in everything one does. To improve the process people must know what to do, how to do it, have the right method to do it and be able to measure the improve of the process. So this study will helpful in finding out the degree of TQM implementation in the company and helps them in understanding and study the level of commitment of employees toward their work and the organization.

The objectives of this study are:

To find the degree of TQM implemented in the organization. To study the level of commitment of employees toward their work. To find out factor influencing the commitment.

The main objective of the project is to study about IMPACT OF TOTAL QUALITY MANAGEMENT " at INDO ASIAN FUSEGEAR LTD.

24

25

RESEARCH METHODOLOGY

Research methodology is a way to solve the research problem in a systematic manner. It may understand as a science of studying how the research is done significantly. The methodology may differ from problem to problem, yet the basic approach towards the research remains the same. The sequence or steps followed have been explained as under:

RESEARCH DESIGN This research is of EXPLORATARY RESEARCH DESIGN .I have used the questionnaire method for collecting the data.

SCOPE OF THE STUDY:UNIVERSE: - Staff employees & Workers SAMPLE SIZE: - 20% of the universe

SOURCE OF DATA COLLECTION:a) PRIMARY SOURCES: question. b) SECONDARY SOURCES: - Records, manuals & through books Direct interview, questionnaire-structured & multiple choice

26

A questionnaire was prepared to get information about the project and to know the motivation level of employees. The responses were further tabulated as per the weight age of responses. For these purpose a structured, multiple choice questionnaire was used.

27

28

INTRODUCTION OF THE TOPIC

Human resource is the most important factor for any organization and success of any Organization is depending upon its resource .If human resource of organization is not happy with the organization. It will adversely affect the organization. The higher degree of commitment toward work will improve productivity and will decrease rejection cause due to human factor. So to make the people happy is the responsibility of the organization. So this study is helpful to measure the level of commitment toward work and to know the factor affecting the commitment level. QUALITY: Quality means fitness for use. Quality means productivity, competitive cost, and timely delivery, total customer satisfaction. Quality means conformance to specification and standard. Quality is customer satisfaction Quality is what the customer says Quality means getting everyone to do what they have agreed to do and to do it right the first time and every time.

29

TOTAL QUALITY :It means all the people of the organization are committed to product quality by doing right things right, first time, every time by employing organization resource to provide value to customer. TOTAL QUALITY MANAGEMENT (TQM): Total Quality Management (TQM) is a structured system for meeting and exceeding customer needs and expectations by creating organization-wide participation in the planning and implementation of improvement (continuous and breakthrough) processes. TQM is based on a number of ideas. TOTAL: Everyone associated with the company is involved in continuous improvement, in all functional area, at all level. QUALITY: Customer express and implied requirement is met fully. MANAGEMENT: Executive are fully committed Decision in a planned way. To maintain existing lever of quality. To improve existing lever of quality

30

Why TQM? In a global marketplace a major characteristic that will distinguish those organizations that are successful will be the quality of leadership, management, employees, work processes, product, and service. This means that products must not only meet customer and community needs for value, they must be provided in a continuously improving, timely, cost-effective, innovative, and productive manner.

PRINCIPLES OF TQM:-

Delight the customer Management by fact People based management Continuous improvement Strong leadership Quality system measure& record Team work, Team accountable, correct problem People oriented technology, speed.

31

FOUR CS OF TQM 1. Commitment 3. Communication 2. Competence 4. Continuous improvement

FACTOR AFFECTED THE COMMITMENT OF THE EMPLOYEES:-

General worker attitude toward the company. General worker attitude toward the supervisor. Lever of satisfaction toward job standard. The lever of consideration the supervisor shows to his subordination. The workload & work pressure level. The treatment of individual by the management The lever of workers satisfaction with the salaries The level of worker pride in the company and its activity Worker reaction to the formal communication network in the organization. Intrinsic job satisfaction level of the worker. Worker attitude toward the fellow worker.

32

TQM: Towards better productivity TQM is a success mantra for operational industries, but healthcare needs it the most. Sushmi Dey explores the dimensions of this management strategy

"In order to control the cost, fundamental changes in the healthcare sector are taking place" - Dr CP Kamle, Chief-de-Consortium, Dr Kamle's Prescription, Boston

The International Organization for Standards (ISO) defines TQM as, "a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society." TQM acts an umbrella under which everyone in the organization can strive for customer satisfaction, reduce costs and wastage and increase the efficiency of services.

"The main focus of TQM is to analyze," say Dr CP Kamle, Chief-de-Consortium, Dr Kamle's Prescription, Boston (USA). TQM is a management-oriented strategy which aims at embedding awareness of quality in all organizational processes. TQM, which originally hails from the Japanese shoe industry, saw the 1980's bring it to the healthcare domain. Says Vikram Anand, General Manager, Operations, Hosmac India Private Limited, "When TQM initially came up in hospitals, quality circles or groups were formed who suggested measures of quality control. It is these quality circles which gradually gave way to TQM in healthcare

33

QUALITY PERSPECTIVE

Everyone defines Quality based on their own perspective of it. Typical responses about the definition of quality would include:

Perfection Consistency Eliminating waste Speed of delivery Compliance with policies and procedures Doing it right the first time Delighting or pleasing customers Total customer satisfaction and service

34

QUALITY PERSPECTIVE

35

Evolution of TQM philosophies

The Deming Philosophy Definition of quality, A product or a service possesses quality if it helps somebody and enjoys a good and sustainable market.

Improve quality

Decrease cost because of less rework, fewer mistakes.

Productivity improves

Long-term competitive strength

Stay in business

Capture the market with better quality and reduced cost.

36

The Crosby philosophy Absolutes of Management Quality means conformance to requirements not elegance. There is no such thing as quality problem. There is no such thing as economics of quality: it is always cheaper to do the job right the first time. The only performance measurement is the cost of quality: the cost of non-conformance. Basic Elements of Improvement Determination (commitment by the top management) Education (of the employees towards Zero Defects (ZD)) Implementation (of the organizational processes towards ZD)

The Juran philosophy Pursue quality on two levels: 1. The mission of the firm as a whole is to achieve high product quality. 2. The mission of each individual department is to achieve high production quality. Quality should be talked about in a language senior management understands: money (cost of poor quality). At operational level, focus should be on conformance to specifications through elimination of defects- use of statistical methods.

37

38

OBJECTIVE WISE ANALYSIS (Micro Analysis) The analysis according to the objectives is explained below: Do you think that this organization is QUALITY conscious toward employees? A. Yes B. No Staff % A B 87 13 Workers % 65 25

100 80 60 40 20 0 Staff Workers

This graph shows that about 87% staff and 65% worker agreed that organization is quality conscious toward employees.

39

 Does the organization have the certification of ISO 9000? A. Yes B. No Staff % A. B. 100 0 Worker % 67 33

100 80 60 40 20

100

67

33

0 0 Staff A. B. Worker

This graph shows that 100% staff and 70% worker said that the organization have the certification of ISO 9000.

40

 Is the organization provide quality assurance system& operation A. Yes B. No Staff % A. B. 80 20 Worker % 58 42

80 70 60 50 40 30 20 10 0

80 58 42 A. B.

20

Staff

Worker

This graph shows that 80% staff& app.65% worker think that organization providing quality assurance system &operation.

41

 Does the organization have the quality circle? A. Yes B. No Staff % A. B. 87 13 Worker % 46 54

90 80 70 60 50 40 30 20 10 0

87

54 46

13

Staff A. B.

Worker

It shows that app.90% staff & 46% worker agreed with the statement. 54% workers said they dont know about this.

42

 How many people are involved in the quality circle? A. Below 10 C. Above 15 B.Above 10 D. Cant say

Staff % A. B. C. D. 22 54 14 10

Worker% 36 28 22 14

60 50 40 30 20 10 0 22

54

36 28

Staff A. B. C.

Worker D.

It shows that about 54% staff says there are above 10 members in the quality circle.

43

 How frequently the organization have the meeting of quality circle ? A. Weekly C. Monthly B. Biweekly D. Yearly Staff % A. B. C. D. 17 57 26 0 Worker% 35 42 23 0

60 50 40 30 20 10 0 17

57 42 35 A. B. C. D.

Staff

Worker

It shows that app.60 % staff & 42% worker says organization have the biweekly meeting of quality circle.

44

 Do you know about the agenda of information or any other information? A. Yes B. No Staff % A. B. 60 40 Worker % 14 86

100 80 60 40 20 0 Staff A. B. 60 40 14

86

Worker

Above graph shows that 60% staff say that they know about the agenda of the information but 86% worker say they dont know about this.

45

 Is the organization s going for the quality audit? A. Yes B. No C. Cant say Staff % A. B. C 85 10 5 Worker % 26 24 50

90 80 70 60 50 40 30 20 10 0

85

26 10 Staff A. B. C

24

Worker

Above graph shows that 85% staff &26% worker says that organization is going for quality audit but 50% worker says they dont know about the quality audit.

46

 Does the organization s have quality information system? A. Yes B. No C. Cant say

Staff % A. B. C 95 0 5

Worker % 15 31 54

100 80 60 40 20 0

95

31 15 0 Staff A. B. C Worker

Above graph shows that 95% staff says that organization have quality information system &54 % worker says they dont know about this.

47

 Are the information system is regularly updated? A. Yes B. No C. Cant say Staff % A. B. C 69 11 20 Worker % 55 11 34

70 60 50 40 30 20 10 0

69 55

11 Staff A. B. C

11 Worker

About 70 % staff & 55% worker says that organization regularly updated.

48

 Do you think the organizations used benchmarking? A. Yes B. No C. Cant say Staff % A. B. C 30 25 45 Worker % 8 0 92

100 80 60 40 20 8 0 Staff A. B. C 0 Worker 30

25

Above graph shows that 30%staff says that organization have quality information system but 92% worker say they dont know about this.

49

 Does the organization s is going for brain storming session? A. Yes B. No C. Dont know Staff % A. B. C 70 13 17 Worker % 3 0 97

100 80 60 40 20 0 Staff A. B. C 13 3 0 Worker 70

Above graph shows that 70%staff agreed with the statement. but 97% worker say they dont know about this.

50

 Are the organization is practicing the 5s Japanese philosophy? A. Yes B. No Staff % A. B. 90 10 Worker % 26 74

90 80 70 60 50 40 30 20 10 0

90 74

26 10

Staff A. B.

Worker

It shows that about the 90% staff and 26% worker says they are practicing this but 74% workers dont know about this.

51

 Does the organization have the certification of ISO 14000? A. Yes B. No C. Dont know Staff % A. B. C 100 0 0 Worker % 53 16 31

100 80 60 40 20 0

100

53

16 0 Staff A. B. C Worker

It shows that all of the respondent of staff & most of the worker category says that organization have ISO 14000.

52

 A formal planning process exists in the organization? A. Strongly agree B. Strongly disagree C. Dont know D. Agree E. Disagree Staff % A B C D E 18 12 20 30 20 Workers % 7 30 46 7 10

50 40 30 20 10 0 Staff A. B. C D Worker E 18 12 7 30

It shows that about 18% of the respondent are agree with the statement but in worker category most of them are either disagree or dont know.

53

 There is a shared vision of where the business is growing? A. Strongly agree B. Strongly disagree C. Dont know D. Agree E. Disagree Staff % A B C D E 22 5 25 45 3 Workers % 7 13 40 13 27

50 40 30 22 20 13 10 0 Staff A. B. C D Worker E 5 7

It shows that about 45% staff of the respondent are agree with the statement but in worker category app.40% do know regarding it.

54

 Employees are keeping updating with change in the job skill & job design? A. Strongly agree B. Strongly disagree C. Dont know D. Agree E. Disagree Staff % A B C D E 10 5 10 55 20 Workers % 3 15 13 45 24

60 50 40 30 20 10 0 Staff A. B. C D Worker E 10 5 3 15

It shows that app. 55% respondents among staff and 45% among worker are agreeing with the statement.

55

 Formal& informal method is followed for employees feedback & acting on that feedback? A. Strongly agree D. Agree B. Strongly disagree C. Dont know E. Disagree

Staff % A B C D E 15 5 0 70 10

Workers % 2 21 7 40 30

70 60 50 40 30 20 10 0 Staff A. B. C D 21 15 5 2 Worker E

Above graph shows that app. 70% respondents of the staff and 40% from worker said that there are proper feedback system are agree with the statement .

56

 Does the organization provide right environment to apply knowledge from new programs to the job? A. Strongly disagree B. Strongly agree B. C. Dont know E. Agree E. Disagree

Staff % A B C D E 5 75 10 7 3

Workers % 5 28 13 46 8

80 70 60 50 40 30 20 10 0 5

75

28

5 Staff A. B. C D E Worker

Above graph shows that 75% staff and 28% from worker said that organization doesprovide the right environment to apply knowledge to the job.

57

 Do you feel that this organization is a good place to work?

A. Yes C. No D. Cant say Staff % A B C 80 5 15 Workers % 58 36 8

80 70 60 50 40 30 20 10 0 Staff Workers A B C

It shows that 80% staff&58% worker agreed with the statement.

58

 Do you feel comfortable with the rules and policies of the organization? A. Yes B. No C. Some times Staff % A. B. C. 55 20 25 Worker % 47 40 13

60 50 40 30 20 10 0 Staff Worker A. B. C.

It shows that the employees of the staff category are more satisfied with the rules and policies of the organization then employees from the workers category which is 47%.

59

 What type of relations are you having with your superiors, peers and subordinates? A. Good B. Average C. Poor Staff A. B. C. 90 10 0 Workers 34 50 16

90 80 70 60 50 40 30 20 10 0 Staff Workers A. B. C.

It shows that most of the employees from the staff category are having good relationships with their superiors. But most of the workers are having only satisfactory relationships.

60

 If bad, then why it is so? A. They are not co-operating with you B. Their behavior is not good C. There is not proper communication. D. All of the above Workers A. B. C. D. 10 27 18 45

45 40 35 30 25 20 15 10 5 0 worker A. B. C. D.

It shows that most of the worker takes misbehavior from their superior.
61

 Do you feel that you can get ahead in the organization if you make efforts? A. Yes B. No C. Sometimes Staff A. B. C. 45 25 30 Workers 24 72 4

80 70 60 50 40 30 20 10 0 Staff Workers A. B. C.

This shows that most of the workers feel that they cant get ahead in the organization if they work hard but the attitude of employees of staff is just opposite.

62

 Do you get reward on your good performance? A. Yes B. No C. Sometimes Staff % A. B. C. 30 65 5 Workers % 22 68 10

70 60 50 40 30 20 10 0 Staff Workers A. B. C.

This shows that most of the staff members or workers have not get reward in the organization on their good performance.

63

 Do you feel that your performance is measured properly in the organization? A. Yes B. No C. Sometimes Staff % A. B. C. 45 40 15 Workers % 26 67 7

70 60 50 40 30 20 10 0 Staff Workers A. B. C.

Most of the staff members thinks that their performance is properly measured in the organization but the workers feels just opposite of it

64

 Do you find that your job makes the best use of your abilities? (For Managers) A. Yes B. No C. Sometimes Staff A. B. C. 55 30 15

60 50 40 30 20 10 0 Staff
It shows that most of the staff members are feels that their job makes the best use of their abilities.
65

A. B. C.

MACRO ANALYSIS (Inferences &Interpretation)

The detailed analyses of the results are explained below: MOST OF EMPLOYEES FEELS THAT:

Most of the staff member and worker feel that organization is quality conscious and employee friendly. This also increases their commitment toward the work and toward the organization. Some of the employees feel that they have proper information about the policies, practices followed in the organization. But some of employees feel that there is no proper communication.

Most of the facts related with the organization are hired by the management from the employees. Most of the employees feel that they dont get rewarded for their good performance.

Most of the staffs members feel that their performance is properly measured in the organization.

66

67

FINDINGS

Working conditions of the organization:The study shows that the majority of the employees are satisfied. This is because there is an assumption that working conditions and satisfaction are interrelated contradicts the two factor theory of motivation. According this theory working conditions are part of maintenance factors which, when provided help to remove dissatisfaction.

Satisfaction level of responsibility and authority:The study shows that the employees are satisfied with the authority and responsibility given to them. Because responsibility without adequate authority, may most of the times, leave an employee confused and indecisive, because in the absence of authority he may at times, not be able to take prompt decision resulting in delayed action on his part.

Working environment in the organization:It is important that the atmosphere in which the employee works is very friendly and cooperative. The study shows that the positive result that the environment is friendly, encouraging and competitive.

Communication with superiors:The importance of communication has increased with the increase in the size of business, growing competition and advancement in technology. Like the study shows that some of the

68

employees are so satisfied. So there should be an effective, clear and two way communications between superiors and subordinates. Attitude of superiors towards the problems subordinates:The attitude of superiors should be friendly and understanding towards their subordinates. They should help them in solving problems. The study shows that the most of the employees indicate that the Attitude of superiors towards their problem is Hostile and problem solving and help their employee who wants to learn more about his job.

Superior involves subordinates while taking decisions:The study shows that the (50%) of the employees are involved in taking decision and remaining are not satisfied. So the employees are allowed to given their ideas, suggestion. This can increase employee commitment to work, productivity, goals and motivation. Higher level should take interest in the problem of the lower level.

Satisfied with the salary package:The study shows that some of the employees are satisfied and some of them are not satisfied because the job responsibilities are more and the salary paid is not accordance with it. It is one of the most important motivating factors. So the salary should be given on time.

Satisfaction from training and development programme:The study shows that the employees are not so satisfied with training programme and growth opportunity. So the training programmes and growth opportunity are directed towards

69

maintaining and improving current job performance, while development programmes, seek to develop skills for future jobs. It is the responsibility of the management to identify the training needs of its employees and done initiate, appropriate training efforts

70

CONCLUSION Indo Asian (energy management) has implemented a quality conscious culture across all the vertical and horizontal layers of the company which is the prerequisite of TQM. TQM encourages participation amongst shop floor workers and managers and Indo Asian is no exception to this as both the levels of management are working very hard to attain a desired quality level. Indo Asian work culture believes in prevention not detection of problems. TQM is an approach to improving the competitiveness, effectiveness and flexibility of an organization for the benefit of all stakeholders. Planning, organizing is exercised of removing all the wasted effort and energy that is routinely spent in organizations. All managers demonstrate their seriousness and commitment to quality ensure they communicate the principles, strategies and benefits to the people for whom they have responsibility. Managers take responsibility for preparing, reviewing and monitoring the policy, plus take part in regular improvements of it and ensure it is understood at all levels of the organization. These, combined with a TQM approach, should result in a quality organization, with satisfied customers and good business results.

71

SUGGESTIONS

72

The suggestions I have given for the betterment are explained below: It is very important to provide the opportunity to the employees of the organization to express their ideas or whatever they want to express. Management should clear their vision mission and goals towards the employees in the organization. Management should involve the workers representatives in managerial activities so that the transparency could be maintained and through this they can win the confidence of the employees. Management should give due importance to mental relaxation &social cultural development of an employees who strives hard for the company. Reward or Praise/appreciation works as magic for an individual and motivates them for work. Role clarity of each position should be defined and based on that individuals can plan their work accordingly. Self-potential system should be encouraged. There are regular review and comparison of current & past performance to detect gradual deterioration in the strategy. Proper cooperation should be necessary in the company.

73

LIMITATION

74

Time period for this is very less.

Employees of the organization may hide the fact.

The management did not agree to disclose all the confidential data.

Number of respondents are very less, so clear conclusion cant be drawn.

Some of the employees did not take the questionnaire seriously.

75

BIBLIOGRAPHY Books: Marketing Management By Philip Kotler Human Resource Management RESEARCH METHODOLOGY, METHODS AND TECHNIQUES BY C.R.KOTHARI

76

WEBSITE:www.indoasian.com www.qualitymag.com

77

QUESTIONNAIRE

1. Do you think the organization is quality conscious toward employees?

78

YES

NO

2. Does the organization have the certification of ISO 9000?

YES

NO

3. Is the organization providing quality assurance system & operation? YES NO 4. Does the organization have quality circle?

YES

NO

5. How many people are involved in quality circle?

Below 10

above 10

above 15

cant say

6. How frequently the organizations have the meeting of quality circle?

Weekly

biweekly

monthly

yearly

7. Do you about the agenda of information or any other information?

YES

NO

8. Are the organization is going for the quality audit? YES NO cant say

9. Does your organization have quality information system? YES NO cant say

79

10.Are the information system is regularly updated? YES NO cant say

11.Do you think the organization used bench marking, if any, please tell me the name of the benchmark organization? YES If yes, then a. Org. b. Area NO cant say

12.Does the organization is going for the brain storming session? YES NO dont know

13.Are you practicing the 5s Japanese philosophy? YES NO dont know

14.Does the organization have the certification of ISO 14000 or any other, if any please mention? YES NO dont know

15.Are you practicing the six sigma for the error control? YES NO dont know

16.A formal career planning process exist in the organization Strongly Agree Strongly disagree

80

 Dont know Agree

Disagree

17.There is a shared vision of where your business is growing? Strongly Agree Strongly disagree

18.Employees are kept updated with changes in job skills & job designs? Strongly Agree Dont know Agree Strongly disagree Disagree

19.Formal or informal method is followed for employees feedback and acting on that feedback? Strongly Agree Dont know Agree Strongly disagree Disagree

20.Does the organization provide right environment to apply your knowledge from new programs to the job? Very much Not at all Some what Little

21.Do you feel that the organization is a good place to work? Yes No Sometimes

22.Do you feel comfortable with rules and policy of the organization? Yes No Sometimes

23.What types of relations are you having with your superior, peers and Good Average Poor

subordinates?

If bad then why it is so? They are not cooperating. Their behavior is not good There is no proper communication. All above
81

24.Do you feel that you can get ahead in the org. if you make an effort? Yes No Sometimes

25.Do you get any reward on your good performance? Yes No Sometimes

26.Do you find that your performance is properly measured in the organization? Yes No Sometimes

27.Do you find that your job makes the best use of your abilities? Yes No Some Times

Thank you for your kind co-operation.

82

83