a study on total quality management

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A STUDY ON TOTAL QUALITY MANAGEMENT AT SHAHI EXPORTS

PVT.LTD, (KNIT DIVISION), BANGALORE

A PROJECT REPORT

Submitted by

SURENDRA KU. TRIPATHI

(10TM31)

In partial fulfilment of the requirements of SVPISTM for the

Award of Post Graduate Diploma in Textile Management

Under the Guidance of

Prof. Dr.S.Usha

Assistant Professor (Finance)

SARDAR VALLABHBHAI PATEL INTERNATIONAL SCHOOL OF

TEXTILE’S & MANAGEMENT

(A National level Autonomous Institute under the Ministry of Textiles, Govt. of India)

COIMBATORE – 641 004

2

Certificate

3

CERTIFICATE

This is to certify that the project work titled A STUDY ON TOTAL QUALITY

MANAGEMENT AT SHAHI EXPORTS PVT.LTD, (KNIT DIVISION)

BANGALORE is a bonafide work done by Surendra Ku. Tripathi ROLL NO.

10TM31 for the award of Diploma of Post Graduate Diploma in Management

(Textiles).

Program coordinator Faculty

guide

DIRECTOR

Submitted for the Viva-Voce examination held on

Signature of Internal Examiner with date Signature of external Examiner

With date

4

Acknowledgement

5

ACKNOWLEDGEMENT

I take this opportunity to express my gratitude to Prof. Mr. S.R. Pujar, Director-

SVPITM for giving me an opportunity to pursue my project at SHAHI

EXPORTS PVT.LTD, BANGALORE.

My faculty guide Prof. Dr.S.Usha encouraged me and provided valuable guidance

required for the successful completion of this summer project and extended her support

through all phases of the project. I am grateful and have a deep sense of gratitude for her.

I would like to express my gratitude to Dr.payal Pitliya, Assistant General Manager,

Shahi Exports Pvt.Ltd, for giving me an opportunity to pursue my project at Shahi

Exports Pvt.Ltd (knit division) Bangalore.

I would also like to express my deep sense of gratitude to Mr. Shankar P. Manager

TQA (Total Quality Assurence), for mentoring and guiding me – as my Organizational

Guide - in all phases of my project work and its subsequent completion.

The staff members at Shahi Exports Pvt. Ltd always offered their support promptly and

patiently, which made my stay at my research place smooth and easy going.

I would also like to thank my friends who were always there for patiently listening to my

research work, having pleasant discussions, and for being a source of encouragement for

the project work.

Finally, I would like to thank my parents who made it all possible.

Surendra Ku. Tripathi

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CONTENTS

S.NO

TITLE

PAGE NO

1.

ACKNOWLEDGEMENT

5

2.

LIST OF TABLES

7

3.

LIST OF FIGURES

8

4.

EXECUTIVE SUMMARY

10

5.

INTRODUCTION

12

6.

THEORY OVERVIEW

43

7.

METHODLOGY

55

8.

ANALYSIS AND INTERPERTATION

61

9.

FINDINGS

106

10.

SUGGESTION

108

11. SWOT ANALYSIS OF SHAHI EXPORTS PVT.LTD, 109

12.

CONCLUSION

112

13.

APPENDICES

113

14.

BIBLIOGRAPHY

120

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LIST OF TABLES

S.NO

TABLE TITLE

PAGE NO

1 Table 4.1: Responses to TQM closed questions 68

2 Table 4.2: Responses to TQM tools closed questions 70

3 Table 4.3: TQM components 77

4 Table 4.4: Training and development 79

5 Table 4.5; Manual Daily Rejection Report Line c1 81



8 Table 4.8; Rejection Report for 18 July 2011 84





13 Table 4.13; Rejection Report for 23uly 2011 89






19 Table 4.19; Rejection Report for 30july 2011 95

20 Table 4.20; Rejection Report for 01 Aug. 2011 96

21 Table 4.21; Rejection Report for 02 Aug.2011 97

22 Table 4.22; Rejection Report for o3 Aug. 2011 98



25 Table 4.25; Defects control limit 101

26 Table 4.26; Rework Causes 103

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LIST OF FIGURES

SL.NO. FIGURE TITLE

PAGE NO.

1 Figure 4.1Analysis & interpretation of The Gender

Information

63

2 Figure 4.2Analysis & interpretation of The Departments

Information

64

3 Figure 4.3Analysis & interpretation of The Current Post

level Information

65

4 Figure 4.4Analysis & interpretation of The Years of Service

Information

66

5 Figure 4.5Importance of ISO 9000

71

6 Figure 4.6TQM & ISO 9000 are Interrelated

72

7 Figure 4.7TQM The Answer to Serve the Public better

73

8 Figure 4.8Surveys conducted to Assess Customer

Satisfaction

74

9 Figure 4.9Top Management Taking The Lead in TQM

75

10 Figure 4.10Persons Responsible For Quality

76

11 Figure 4.11; Rejection Report for 18 July 2011

84


85

13 Figure 4.13; Rejection Report for 20 July 2011 86


87


88


89

9


90


91


92


93


94


95

23 Figure 4.23; Rejection Report for 01 Aug. 2011

96

24 Figure 4.24; Rejection Report for 02 Aug.2011

97

25 Figure 4.25; Rejection Report for o3 Aug. 2011

98


99


100

28 Figure 4.28Defects Control Limit

102

29 Figure 4.29Scatter Chart

102

30 Figure 4.30Pareto Analysis for rework Causes

104

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Executive Summary

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EXECUTIVE SUMMARY

This study was undertaken to analyze and understand the Total Quality Management in

Shahi Exports Pvt.Ltd,Banglore This study indicates the importance of Total Quality

Management and its factor which can enhances the productivity, quality, performances of

the organization. Management is an art of getting the work done by the people. TQM as

a management philosophy that is generally accepted as a strategy to improve the

productivity of Organization. .

TQM are of the opinion that management techniques, tools, and systems

can be used as a means of collecting and displaying information in ways to help the

human brain grasp thoughts and ideas that, when applied to physical processes, cause the

processes to yield better results. The quality management literature provides a wide range

of quality management tools, techniques, and systems most commonly found in quality

management.

The objective of study in Shahi Exports, to study the total quality management of Shahi

Exports Pvt.Ltd;

To study the awareness among the employees about the quality measures taken by Shahi

Exports Pvt.Ltd.

To study the quality system followed by Shahi Exports Pvt.Ltd.

The study was further initiated with the help of Shahi Exports with their valuable

information and responding to the survey. A questionnaire comprising of 10 questions

was distributed among the Employee and three production lines taken for the purpose of

data collection. The analysis was carries out after feeding the respondent data into

Percentage Analysis. For Quality analysis I was use some TQM tools for quality defect in

production.

The study reported further examines the various factors which are responsible for

influencing the Employee of Shahi Exports to be satisfied, Checking quality system. This

one is also important for further improvement.

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Chapter – 1

Introduction

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CHAPTER – 1

INTRODUCTION

Total Quality Management

In order to comprehend the need for improvement in the manufacturing

industry and to better manage our projects and manufacturing companies,

we need to look for a method to do so .production managers need to

improve their performance. Manufacturing costs are becoming far too

high. Quality management is more difficult than it should be. When

turnaround at the end of a order becomes a gut-wrenching experience

with unnecessary disputes (which must be settled) that arise due to

insufficient quality or indifference to quality, settlement by negotiation,

arbitration, or even litigation imposes a serious drain on the financial

resources of a company and limits profit potential. To be competitive in

today’s market, it is essential for manufacturing companies to provide

more consistent quality and value to their owners/customers. Now is the

time to place behind us the old adversarial approach to managing

production work. It is time to develop better and more direct relationships

with our owners/customers, to initiate more teamwork at the jobsite, and

to produce better quality work. Such goals demand that a continuous

improvement (CI) process be established within the company in order to

provide quality management. Ancient Greeks referred to the concept of

continuous improvement as well as the Chinese. Recently CI has been

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referred to as Total Quality Management (TQM). Whichever name is

preferred; the concept must be understood and applied to a firm’s

operations. Meeting owner/customer requirements (providing customer

satisfaction) is a primary objective of quality management, and

contractors who are the suppliers of manufacturing services must address

owner/customer requirements if they are to succeed. The manufacturing

industry exists to provide a service to its owners/customers who are

becoming more demanding and are seeking higher quality, better value,

and lower costs. These owner/customer requirements mirror the

economic pressures they face in their own businesses. Implementing total

quality management / continuous improvement in managing everyday

manufacturing activities is relevant to all those who participate in and

contribute to the manufacturing process.

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NEED FOR THE STUDY:

The need of the study is to find the quality of work life of the employees who are

working in the organization. This study helps to know about the satisfaction level

of the employees towards many factors such as working conditions, Monetary

benefits, Training given by the Organization. This also helps to find what the

employees expectation towards the organization. To cover various aspects of

quality work life and with the help of it I was also finding out quality defects in

production with the help of statically method.

OBJECTIVE OF THE STUDY:

Main objectives:

1. To study the total quality management of Shahi Exports Pvt.Ltd.

2. To study the awareness among the employees about the quality measures

taken by Shahi Exports Pvt.Ltd.

3. To study the quality system followed by Shahi Exports Pvt.Ltd;

Purpose of the Study

The purpose of the study is to include the development of a TQM organizational

culture in the Integrated Development Plan (IDP) of the SHAHI EXPORTS. The

IDP is the principal strategic planning instrument that guides and informs all

planning, management, development and implementation decisions and actions

in the local area and supersedes all other plans for quality development.

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Limitations of the Study:

1. The study is confined to only limited area so that the results cannot be

generalized.

2. Respondents may give biased answer to the Questions.

3. The study was conducted in few span of time.

4. Small sample size and limited area of investigation which might not be true

representative of the whole quality parameter of the industry.

5. The Quality of work life is vast subject the most common factors that are

influencing the Quality of work life only were considered for the study.

6. In a production unit they were give me only three line for collecting defects.

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LITERATURE REVIEW

(De Peniche, 2008: 1)

Quality is often referred to as fitness for purpose or meeting customer

requirements or conformance to customer specifications. There is, however,

a growing acceptance of the fact that quality should be seen as consistently

exceeding customer expectations. The thinking behind this is if service to

customers is not constantly improved upon, competitors will take over that

specific market. Quality is a measurement of the success of the outcome that

the customer would like to see in the product or service.

(Lawless, 2007: 11)

Throughout the centuries, people shared the same objectives. The provision

of housing to the urban poor, provision of infrastructure at acceptable levels

of service and the regulation of urban space in relation to the quality of life.

Although times have changed with improvements in technology transfer, the

problems facing residents are aggravated in South Africa by crime, violence

and informal settlements, the collapse and legacy of apartheid, costly urban

sprawl and urban and rural growth realities .

(Naidoo, 2007: 69)

The TQM philosophy seems to be the answer because it can make the

connection between the needs for efficiency in production and for greater

efficiency in municipal management and can thereby make great strides

towards improving the quality of life for all in the 21st century.

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(Thompson, 2005: 168)

Most governmental organizations run the risk of delivering inferior

services due to their inherent monopolistic characteristics. There are

dangers hidden in a lack of competition that creates a haven for

complacency. Being the only institution in town can serve as an obstacle

in the delivery of quality services to the public. Limited options create the

predicament where acceptance of less than quality can become the norm.

(Thompson, 2005: 168)

A TQM transformation process involves enabling an organization to meet

and exceed the public needs, to understand and satisfy expectations, while

identifying services that may not be perceived relevant by the public. A

TQM approach can serve as a strategy for continually improving the

processes that deliver services.

This chapter analyses current literature on TQM as an organizational

culture in local government. It also identifies possible areas that can be

utilized by Eden DM in the development of a TQM organisational culture.

The specific objectives that will be examined include:

Meaning, definition, history and importance of TQM;

The relationship between TQM and ISO 9000;

The difference between business and government;

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The Batho Pele principles and the IDP;

TQM principles;

Definition and importance of organisational culture in change

management;

A model for changing organisational culture.

The implementation of TQM.

Dewhurst, Martinez-Lorente & Dale, (1999: 265).

The aim of a public organisation is to satisfy certain needs of society, within

the constraints of available budgets. In public organisations the search for

cost reduction is usually more important than improvements in quality.

Quality is often defined as the minimum demanded by government or some

form of regulatory authority where an improvement in quality does not lead

to an increase in consumers' demand, for example an improvement in the

quality of electricity supply does not imply an increase in its use. In addition,

employees are usually content to work to a standard with considerable

commitment to rules, regulations and precedent. There is also a tendency to

play it safe and a lack of urgency to make improvements to key business

processes. The incentive to reduce costs is not as urgent for a publicly owned

organisation as is the case in a competitive sector.

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Tan (1997: 151),

Argues that even those organisations that deliver superior services must be

careful not to lose their momentum. The drive that brought them to

positions of service quality leadership in the public sector may not remain

to sustain or enhance continuous improvement. Governmental

organisations that are provided for by legislation along with any past

successes will not ensure survival in the sector. Administrators and

managers in the public sector should develop an organisational culture for

continuous improvement together with planning for and orchestrating

change.

Davison & Grieves, (1996: 33)

There are two reasons, therefore, why TQM in local government is

important. Firstly, because of the nineteenth century concern with municipal

pride and its history of improvement well into the twentieth century, local

government has a legitimate interest in the quality of service provision.

Secondly, because compulsory competitive tendering now requires local

authorities to monitor the quality of their services, they have the opportunity

to develop quality programmes which reflect the unique needs of the public

sector.

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Evans and Bellamy (1995: 31)

Argue that governments have multiple and sometimes competing objectives.

With multiple goals and no bottom-line, governments have based their

evaluations on process controls, for example budgeted expenditure versus

actual expenditure and oversight rather than performance results. This

approach is ineffective and forces management to focus on the accountability

aspect rather than on the results.

Goetsch and Davis (1994: 382)

Are of the opinion that management techniques, tools, and systems can be

used as a means of collecting and displaying information in ways to help the

human brain grasp thoughts and ideas that, when applied to physical

processes, cause the processes to yield better results. The quality

management literature provides a wide range of quality management tools,

techniques, and systems most commonly found in quality management

literature;

Dale and Cooper (1992: 35)

Explain TQM as a management philosophy that is generally accepted as a

strategy to improve the productivity of institutions. However, several

definitions are used to define TQM philosophies, strategies, approaches and

processes. A common definition is important to prevent confusion arising

among staff members and to resolve disagreements that may arise within

and between departments in an institution when implementing TQM.

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An analysis of the various definitions in literature showed that researchers

classify TQM as a:

culture;

management and institutional process;

management philosophy with guiding principles;

strategy;

System (Oschman, Ströh & Auriacombe, 2005: 177).

(Kline, 1992: 7).

TQM is a strategy and process to manage an institution as an integrated

system of principles, methods and best practices that provide a framework

for the institution to strive for excellence in everything it does. It must be

done under the leadership and commitment of top management, supported

by education and training, open communication, change management,

regular self-assessment, support structures, systems and resources. This will

subsequently empower employees through investing in them in order to

improve their performance as teams, able to deliver continuously improved

quality products and services. Through this approach a corporate TQM

culture will be established, to satisfy and exceed agreed internal and

external customer requirements at the lowest overall cost.

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COMPANY PROFILE

SHAHI EXPORTS PVT. LTD BANGALORE (KNIT DIVISION)

History

SHAHI started in 1974 at Delhi,bangalore operations began on 1st july 1988 with

250 associates and 104 machines.Expansion by 60 times by last 32 years.

Headquarters New Delhi Area India

Industry Apparels & Fashion

Type Privately held

Status Operating

Company Size 35000 employees (knit-12000)

Manufacturing capacity 4 million pcs/month (1.5 m/m knit)

Founded 1974

Website http://www.shahi.co.in

Common job Titles Merchandiser 17%

Manager 9%

Executive 9%

Human Resourses Executive 5%

Merchant 5%

http://www.shahi.co.in/

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SHAHI EXPORTS PVT.LTD. is engaged in the manufacture and export of

readymade garments in the International market. It is No 1 .Export house of India having

an annual turnover of 450 million USD.

The Group is into manufacturing of a wide range of Men’s, Ladies wear, Kidswear and

also in Home products. SHAHI group has all the modern units equipped with state-of-

the-art technology giving the best to its buyers. It caters to a versatile client base of US &

European market like Walmart, Target, A&F, Hugo Boss, FCUK, H&M, Liz Claiborne,

GAP, CK, Espirit, Zara etc.

SHAHI Group’s commitment to quality can meet global quality standards. Its ranking

given by J.C.Penney, the world-renowned departmental stores, is one of the best in

AsiaWe craft the finest knit garments in India supported by world class sewing facilities

at par with international standards.

Our core strength being Product Development & Design Inputs backed by our in-house

design departments as well as our design offices in US & Europe.

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Shahi - Knits Division is vertically integrated and manufacturing most of its fabrics

starting from yarn. Our success in fabrication being we start selecting the right fiber

coupled with dedicated spinning mills to cater to our specific requirements.

Our stringent quality controls starting from 100% fabric inspection at 4 Point system to

on-line inspection in garmenting, end-line inspection and supported by independent TQA

team ensures the best of its quality of the product we manufacture.

Shahi has implemented the latest ERP System "MOVEX" which connects all the supply

chain starting from yarn till the shipment and facilitates to monitor & adhere the TNA to

meet the delivery schedules.

MISSION

To provide the best quality product and to exceed customer expectation through

uncompromising quest for perfection.

VISSION

Always to be number one in the knitted garment business.

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AWARDS

President of India Award.

Best exporter award from apparel export promotion council (New Delhi).

Best vendor of the year rated by Wal-Mart/Jc penney/Target.

Best Manufacturing facilities rated by NIFT.

Canara bank award.

Industrial architecture building award.

Women entrepreneur award.

Health& Safety award from govt.of Haryana.

Award for the best creche in the garment industry.

Third Highest Exports on global basis 2005-06,

Second Highest Group Employment Provider 2005-06,

Highest Exports in MMF Garments 2005-06,

Women Entrepreneur of 2005-06

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BUYERS

AMERICAN BUYERS- A&F, ANN TAYLOR, COLOUMBIA, CK JEANS,

C&B, CWC, DICKS, DILLARDS, DMC,

EDDIE BAUER, ENERGIE, GAP, GOODYS, GH BASS, HUDSON, J.JILL,

KHOLS, NAUTICA, OLDNAVY,

PVH &IZOD, SAMS MEXCO, SAIN BURYS, SEAN JHON, TESCO,

TOMMY, WALMART BENETTON, C&A, CHICCO, DEBENAHAMS, ECI,

ECKO, ESPIRIT, GROUPPOCOIN, H&M,

EUROPIAN BUYERS-METALAN, MEXX, MONOPRIX, NEXT, S.OLIVER,

TIMBER LAND, BENETTON, C&A, CHICCO, DEBENAHAMS, ECI, ECKO,

ESPIRIT, GROUPPOCOIN, H&M,

OUR PEOPLE MAKE DIFFRENCE

We believe in corporate leadership, the success is responsibility with freedom to work is

transferred to every individual with a collective teamwork.

The entire Shahi organization works on a single ERP system, which unifies all the

departments working. This not only makes us one of a kind but also gives us the

superiority of efficient functioning.

This allows us to typically handle the manufacturing, logistics, and distribution,

inventory, shipping, invoicing, and accounting for a company. This also synchronizes our

business activities like sales, delivery, billing, production, inventory management, quality

management, and human resources management.

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Our today's structure is in complete contrast to our yesteryears' departments, which have

given way to modules like CRM, SRM, SCM and EPM, to not only giving efficient

services to our customers but also to deal effectively with suppliers.

Our ERP functioning is cross-functional and enterprise wide. All functional departments

that are involved in operations or production are integrated in one system. In addition to

manufacturing, warehousing, logistics, and Information Technology, this also includes

accounting, human resources, marketing, and strategic management.

MANUFACTURING

An innovative team under mature infrastructure is the pride of Shahi in fashion industry.

We got 21 state-of-the-art manufacturing facilities spread across Delhi, Bangalore,

Tirupur with whooping 25,000 machines installed. It is supported by the latest automatic

spreaders & CAD/CAM cutting and the best of the micro-process controlled sewing

machines with under-bed trimmers.

The start-of-the-art sewing facilities with online checking at critical points coupled with

stringent quality controls at finishing section meeting the standards of our buyers.

The facilities are of most modern with a total buildup area over 6 million sq. ft. spread

across India to support to manufacturing.

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EMBROIDERY

We are one of the largest installations of Barudan over 90 machines each of 20 heads

capable of producing 9 colors, producing 1 billion stitches per day. Also new embroidery

addition can support sequencing and special operations in the machine, with the above

capacity we can turn-around time of an order can be shorter.

WASHING

We have state-of-the art front loaded micro-process controlled washing facilities with a

expertise of washing for various brands like Abercrombie, Replay etc., we can do the

following washes in fabric & garment form

Enzyme wash

Acid wash

Potassium permanganate wash

Aged wash

Vintage wash

Rubber ball wash

Tea stain wash

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GARMENT DYEING

Garment pigment dyed

Sulpher dyed

Garment dyed over print

Tie & Dye

Dip Dye

FABRIC PROCESSING

Sarla Fabrics, the processing plant rates as one of India's foremost wet processing plant.

All kinds of woven fabrics like poplin, twill, canvas, gauze etc., and made of cotton,

linen; rayon and lycra blends are processed to international standards. Prints like reactive,

vat color discharge on reactive grounds & pigments apart from some special printing

techniques like burnt out effects on polyester-cotton blends are achieved here. In all, the

unit whips out 100,000 meters of processed fabric per day.

The pre-treatment section houses an Osthoff Gas Singe & Desize machine, Benninger

Continuous Bleaching Range, Ben Dimensa Chainless Merceriser.

The Dyeing Section has a host of machinery like a Kusters Colt Pad Batch & Benninger

Wash Range, Continuous Dyeing Range, Jet Dyeing, Benninger Pad-Dry (with Kuster

Padder) and Benninger Pad Steam Range.

12 Color Rotary Printing Machines, with after-treatment machines like Continuous Ager,

Loop Ager, Star Agers; Polymerisers & Washing Ranges find pride of place. The

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designing department is computerised with small yardages tackled on a Baby-Pilot

Rotary Machine.

In the Finishing Section one finds Stenters, a Relax Dryer cum baker, Emerising (Peach)

Machine & Preshrinking Range. Speciality finishes (apart from normal silicon or soft

finishes) like easy care (Self Smoothening Rating -3-3.5), Permanent hydrophilic, Stain

repellant - Teflon, Water repellent, Anti microbe or Permanent fresh & Permanent

Perfume can be applied.

Sarla Fabrics is equipped with an ultra-modern laboratory, with globally acclaimed

equipment. The laboratory has a Datacolour Computer Colour Matching System, coupled

with a Datacolour Automatic Dispenser, to eliminate any human error. There is a Mathis

Padder with Dryer & Steamer and a replica pilot plant of bulk dyeing machines. Lab to

Bulk co-relation is perfectly documented and remains above 95% at every time.

KNITTING

having brand new Mayer & Cie knitting machines covering the fine spectrum of knits -

Jersey, Interlock, Auto striper, Lycra, Rib & collar knitting.

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SPECIAL PROCESS

Sequencing / beadwork

We got the expertise & experience in the last 3 decades to handle the most complicated

sequencing & beadwork, we can handle over .5 million pieces per month and spread

across over India.

Smocking/Shirring

We are capable of producing various smocking/shirring styles with the following

machines and to name a few: M/c No.

DFB-1412PSSM -> 12 needle, flatbed machine with 9 different smocking cams.

M/c No. DFB-1404PMD - multi-purpose machine for attaching elastic, attaching

waistband, sewing the front of shirts, attaching line tapes, smocking and shirring.

M/c No. DFB-1412PQ - 12 needle flatbed machine for simultaneous shirring.

M/c No. MMX-3303F - 3 needle, bottom cover stitch with smocking for decorative tape

binding.

Manual/Hand Embroidery

We have in-house capacity of hand embroidery to handle big orders.

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SAMPLING

Shahi always concentrates n spends manpower/money in sampling, we have dedicated

sampling units all over 300 machines for knits, woven-Men & woven-women and turning

around 15,000 samples every month. The sampling units are equipped with the latest

technology machines and well-experienced tailors to handle all kinds of samples with a

short lead-time.

We have a huge library for wovens / knits which can support the latest trends in the

market and the buyers can select the fabric and make the samples with a quick turn

around time. Added to that we got a huge library of trims/accessories to support the

sampling.

PRINTING

We have the latest printing facilities, which can produce over 12 color 90,000 meters a

day. We are also equipped with digital laboratory printing to turn-around the samples

faster.

TRAINING

Our most valuable asset is our Human Resource. It is imperative to develop people to

take on the challenges of future. We believe that this can be achieved only by

continuously honing competencies and developing individuals to take on higher roles and

greater responsibilities.

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Businesses today have to be ready to compete. Improved transportation and

communication has shrunk the world. The talk is now of "global pressures", and "world

market requirements". Improving productivity is the name of the game.

Shahi provides focused learning experiences to the Associates, which stimulate, support

and develop their potential into work related competencies. Multi Skill training, Seminars

and Workshops on relevant topics groom the Associates on required competencies.

COMPLIANCE

SOCIAL ACCOUNTABILITY 8000

As a corporate citizen and a business entity that is evolving through continual

improvement in ethical business, employee welfare and adherence to local and

international laws has been certified SA – 8000, by Bureau Veritas Quality International

(BVQI).

The certification is widely accepted in the Europe & the US as a sign of a corporate body

that has definite ethical business practice. It not only ensures better work environment,

equal pay, grievance handling mechanism, definite disciplinary procedure, mechanism to

check and address sexual harassment and healthy employee-management relationship at

the Premise of manufacturing that is certified but also takes care of the supply chain, and

ensure that starting from raw material supplier, accessory supplier to shipment of final

product, ethical business is practiced. This is ensured in the form of Supplier Compliance.

SA - 8000 has a definite audit process conducted by BVQI every six months, where

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associate interview is done & relevant document is reviewed, witch in turn ensures that

all the clauses of the SA-8000 Standard is followed.The following are the Standards:

CHILD LABOUR

FORCED LABOUR

HEALTH AND SAFETY

FREEDOM OF ASSOCIATION

DISCRIMINATION

DISCIPLINARY PRACTICES

WORKING HOURS

REMUNERATION

MANAGEMENT SYSTEM

Social Accountability In charge: A responsible person is appointed as social

accountability in charge to ensure that the requirement of the Clauses of SA-8000 is met

at all times.

Grievance Handling In charge: A qualified person is dedicated to addressing the

grievance of the associates and is available during the working hours through the month.

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Health & Safety In-Charge: A qualified and experienced person is appointed as

Health & Safety In charge to ensure that healthy and safe work environment is

maintained in the factory premise.

The top management, including the CEO of the company actively involves in ensuring

that all the clauses of the SA – 8000 is followed strictly and sustained.

PRODUCT CLASSIFICATION

Premium ware

We are catering to Golf ware, Corporate-ware, Premium-ware, which are crafted from the

finest Egyptian or Pima cotton to the stringent quality levels.

Fashions ware

We are catering to the customer in Northern America, Europe especially Italy where they

are the trend setters and close to the fashion 'n' quick delivery subject to the changes as

the order progress with innovative ideas & design in-puts.

Retail

We are able to cater the major retailers in Northern American/Europe where we have

expertise in sourcing the right fabric at the competitive price and the optimum efficiency

in sewing to make the products more competitive to cater to the major retailers

worldwide.

37

PRODUCTS

Mens / Boys

Polo , Crew Neck , Henley, Ranglon, Hoody, V Neck, Fleece Jacket, Tracksuit.

38

Womens / Girls

Tee,Camisole,Embelished,Cap sleeve,Strap Tank Top,Vest,Skirt

39

FABRICATION

All Cotton & Cotton blended fabrics will be manufactured in-house. We also

import various blended fabrics suiting to our buyer requirements.

Single Jersey

Pique

Sheer Jersey

Interlock

Waffle

Ottoman

Flat Back Rib

Yarn Dyed Striper

Mini-Jacquard

Electronic Jacquard

Velour

Pointel

Sueded

Rib 1x1, 2x2

40

Leadtime

Normally we work on 90 - 120 days leadtime & for repeat orders we even

work on 75 - 90 days leadtime.

QUALITY

Pre-Production activities

Process development department analysits issues a file to Quality and Production.

Suggests batch layout/folders/guides and egronomic as per GSD to be used for

bulk production

Changes in design / construction suggested to the buyer for improved quality /

productivity .

Verigated Rib

Cotton Fleece

Polyester Fleece

41

FABRICS

4 Point system for fabric inspection by professionally trained

manpower.

In house lab for testing various fabric parameters like shrinkage,

spirality, wet and dry rub, colour fastness to washing etc.

DEFECT SIZE

PENALTY

POINT

STICKER COLOR

From 0 up to 3”

1 Yellow

From 3” up to 6”

2 Green

From 6” up to 9”

3 Blue

9 and above

4 Red

CUTTING

State of the art cutting room equipped with latest CAD/CAMS to provide precision

cutting consistently

Fabric is relaxed to control shrinkage

42

In majority of cases panel wash is done to arrest shrinkage, and spirality (in

knits)

On line inspection to address issues related to laying, spreading, cutting

Lot wise GSM / Shade continuity cards maintained in cutting section.

SEWING

Stress on process standardization to enhance quality

Deskilling Operation by using folders / guides / pattens to get consistent

quality.

SPF concept enables minimum wip in the lines thereby making it easier to

control quality.

In line inspection points to weed out isues as close as possible to the needle.

An independent audit team audits pcs after end line inspection @ 1.5 AQL

Feedback from Audit on daily basis for further improvement

FINISHING

Clear SOP for processing of a style in finishing.

Strong independent internal audit to certify quality before finalshipment.

43

Chapter – 2

An overview of the

study

44

CHAPTER – 2

AN OVERVIEW OF THE STUDY

TQM is a management philosophy, a paradigm, a continuous improvement approach to

doing business through a new management model. The TQM philosophy evolved from

the continuous improvement philosophy with a focus on quality as the main dimension of

business. Under TQM, emphasizing the quality of the product or service predominates.

TQM expands beyond statistical process control to embrace a wider scope of

management activities of how we manage people and organizations by focusing on the

entire process, not just simple measurements.

TQM is a comprehensive management system which:

Focuses on meeting owners’/customers’ needs by providing quality services at a

cost that provides value to the owners/customers

Is driven by the quest for continuous improvement in all operations

Recognizes that everyone in the organization has owners/customers who are

either internal or external

Views an organization as an internal system with a common aim rather than as

individual departments acting to maximize their own performances

Focuses on the way tasks are accomplished rather than simply what tasks are

accomplished

Emphasizes teamwork and a high level of participation by all employees.

45

TQM BELIEFS

Presented here are universal total quality management beliefs.

Owner/customer satisfaction is the measure of quality

Everyone has owners/customers; everyone is an owner/customer

Quality improvement must be continuous

Analyzing the processes used to create products and services is key to quality

improvement

Measurement, a skilled use of analytical tools, and employee involvement are

critical

sources of quality improvement ideas and innovations

Sustained total quality management is not possible without active, visible,

consistent, and enabling leadership by managers at all levels

If we do not continuously improve the quality of products and services that we

provide our owners/customers, someone else will

THE MEANING OF QUALITY

Quality is often referred to as fitness for purpose or meeting customer requirements or

conformance to customer specifications. There is, however, a growing acceptance of the

fact that quality should be seen as consistently exceeding customer expectations. The

thinking behind this is if service to customers is not constantly improved upon,

competitors will take over that specific market. Quality is a measurement of the success

of the outcome that the customer would like to see in the product or service.

46

STEPS IN IMPLEMENTING TQM

1 Obtain CEO Commitment

2 Educate Upper-Level Management

3 Create Steering Committee

4 Outline the Vision Statement, Mission Statement, & Guiding

principles

5 Prepare a Flow Diagram of Company Processes

6 Focus on the Owner/Customer (External) & Surveys

7 Consider the Employee as an Internal Owner/customer

8 Provide a Quality Training Program

9 Establish Quality Improvement Teams

10 Implement Process Improvements

11 Use the Tools of TQM

12 Know the Benefits of TQM

Continuous Improvement

47

Provide a Quality Training Program

Which employees are trained first?

The successful TQM company provides training to employees in the order illustrated in

the figure below. The training program must begin with upper management, then training

must be provided for the remaining management, and the in-house trainers and

facilitators. It cannot be emphasized enough that if upper management is not trained and

is not a viable, visible participant from the beginning, then the program will not survive.

A Upper Management

B Remaining Management

C In-House Trainers & Facilitators

D Front-Line Supervisors

E Non-Supervisory Employees

F Team Training

G Training of Subcontractors & Suppliers

Continuous Training

48

Establish quality improvement teams

Quality improvement teams address these special needs . . .

The principal items that quality improvement teams should address are discussed here.

Note that the items can be added or deleted as necessary, and are not listed in a particular

order.

TIME All participants, from the members to the steering committee, need time to

prepare and participate in these team activities.

LOCATION Consideration must be planned for where the meetings will be held,

and where members can prepare for these meetings. It should be a quiet area away from

the work station.

SCHEDULE Meetings should be on a regular schedule and, if missed, then rescheduled

within three working days for the sake of continuity andto show the importance of these

meetings.

STEERING COMMITTEE

It must oversee and nurture, not drive, the program. An analogy to this is how do you

bring up your children to be confident, respected and healthy, and to eventually become

independent and make wise decisions.

UNIONS Get union members involved at the outset of a program. Ask them to be

participants in the steering committee.

PATIENCE This is a long-range program and results come slowly. Patience must be

exercised continually.

49

VOLUNTEER This is highly important. Members must want to join or depart from

teams freely.

ADVERTISE Be consistent in the mode of advertising activities. Think it out before

implementing it to avoid a paper mill trap. Get all company employees educated about

teams - not a select few.

TRACKING Some form of tracking is required but can become another paper mill

which consumes too much time. Serious consideration for minimizing paperwork must be

given at the outset of your program and modified as required.

TRUST Lack of it, by management, will demotivate teams quicker than anything.

Likewise, the team members must trust those involved in the program not to steal their

problems or solutions.

LOYALTY It can be secured if properly nurtured. Obtaining this must be a goal of

management.

TRAINING This is so basic, but can delay a successful program needlessly by lack of

a good, practical training program. Every attempt must be made to follow the training

program, at all levels, once it has been documented and approved.

50

QUALITY SYSTEMS FOLLOWED BY SHAHI EXPORTS

SIX SIGMA

KAIZEN

PCMM(People capability maturity model)

SA-8000(Social Accountability)

5 S

ISO -9001-2000

TPM (Total productive maintenance)

AM(Autonomous maintenance)

VSM (Value stream mapping)

SPF (Single piece flow)

SIX SIGMA

Sigma A term used in statistics to represent standard deviation, an indicator of the

degree of variation in a set of measurements or a process.

“Six sigma A statistical concept that measures a process in terms of defects—at

the six sigma level, thereare only 3.4 defects per million opportunities. Six Sigma

is also a philosophy of managing that focuses on eliminating defects through

practices that emphasize understanding, measuring, and improving processes”

Achieving six sigma means your processes are delivering only 3.4 defects per million

opportunities (DPMO)—in other words, they are working nearly perfectly. Sigma (the

51

Greek letter ) is a term in statistics that measures something called standard deviation.

In its business use, it indicates defects in the outputs of a process, and helps us to

understand how far the process deviates from perfection.

(We’ll get into the statistics in later chapters.) A sigma represents 691462.5 defects per

million opportunities, which translates to a percentage of nondefective outputs of only

30.854%. That’s obviously really poor performance. If we have processesfunctioning at a

three sigma level, this means we’re allowing 66807.2 errors per million opportunities, or

delivering 93.319%

nondefective outputs. That’s much better, but we’re still wasting money and

disappointing our customers. How well are your processes operating? Are they three

sigma? Four sigma? Five? Most organizations in the U.S. are operating at three to four

sigma quality levels. That means they could be losing up to 25% of their total revenue

due to processes that deliver too many defects—defects that take up time and effort to

repair as well as creating unhappy customers. Is that good enough? The answer is simple.

No it’s not when you could be doing a lot better. Helping you do that is what this book is

about. The central idea of Six Sigma management is that if you can measure the defects

in a process, you can systematicallyfigure out ways to eliminate them, to approach a

quality level of zero defects.

So, in short, Six Sigma is several things:

• A statistical basis of measurement: 3.4 defects per million opportunities

• A philosophy and a goal: as perfect as practically possible

• A methodology

• A symbol of quality

52

Sigma Level

(Process Capability)

Defects per Million

Opportunities

2 308,537

3 66807

4 6210

5 233

6 3.4

The Six Sigma Strategy

To achieve Six Sigma quality, a process must produce no more than 3.4 defects per

million opportunities. An “opportunity” is defined as a chance for nonconformance, or

not meeting the required specifications. This means we need to be nearly flawless in

executing our key processes. Six Sigma is a vision we strive toward and a philosophy that

is part of our business culture

KAIZEN

Kaizen means improvement. Moreover it means continuing improvement in personal life,

home life, social life, and working life. When applied to the workplace Kaizen means

continuing improvement involving everyone - from top management to managers and

workers.

The Kaizen strategy is the single most important concept in Japanese management. It is

the key to Japanese competitive success. Because of Japan’s success, the Kaizen

53

philosophy has been implemented in organizations around the world as a way to improve

production values while also improving employee morale and safety.

5 S

5S is a set of techniques providing a standard approach to housekeeping within

Lean Manufacturing.

1. 5s Seiri (Sort)

Seiri is the identification of the best physical Organisation of the workplace.

2. 5s Seiton (Set)

Seiton is the series of steps by which the optimum organisation identified in the first

pillar are put into place.

3. 5s Seiso (Shine)

The principle here is that we are all happier and hence more productive in clean, bright

environments.

There is a more practical element in that if everything is clean it is immediately ready for

use.

4. 5s Seiketsu (Standardisation)

This is best described as Standardised cleanup, but other names adopted include

Standardisation.

5. 5s Shitsuke (Sustain)

The final stage is that of Discipline. For those who wish to retain the use of initial S's in

English this is often listed as Sustain or Self-discipline.

54

IMPLEMENTATION of MINI DUSTBIN

The use of the mini dustbin the wastages are utilizing proper in a manner.

In the flore area, the mistake wastages such as threads, mistake labels, sizewise

defects are of proper checking and thrown to the mini dustbin.

Benefits of MINI DUSTBIN

The benefits of the mini dustbin such as

The wastages and the dust particles are placed in the mini dustbin.

It’s save workplace good in a manner.

The dust, wastages are not applied to the other garments in the production

line and inspection table.

55

Chapter - 3

RESEARCHMETHODOLOGY

56

CHAPTER- 3

RESEARCH METHODOLOGY

RESEARCH DESIGN:

The relevant project brief is on the practical understanding of the “Total Quality

Management”. This research defines the Quality level of the employee’s work of

the Organization. This was done by using the questionnaire in which ask from

each employee for their opinions. After analyzing these questionnaire problems

were found out and suggestions were given.

RESEARCH:

Research is a process in which the researcher wishes to find out the end result for

a given problem and thus the solution helps in future course of action. The

research has been defined as “A careful investigation or enquiry especially

through search for new facts in any branch of knowledge.

Research Methodology:

The procedure using, which researchers go about their work of describing,

explaining and predicting phenomena, is called Methodology. Methods

compromise the procedures used for generating, collecting and evaluating data.

Methods are the ways of obtaining information useful for assessing explanations.

57

Type of Research:

The type of research used in this project is descriptive in nature. Descriptive research is

essentially a fact-finding related largely to the present, abstracting generations by cross

sectional study of the current situation. The descriptive methods are extensively used in

the physical and natural science, for instance when physics measure, biology classifies,

zoology dissects and geology studies the rocks. But its use in social science is more

common, as in socio economic surveys and job and activity analysis.

Descriptive research aims at,

To portray the characteristics of a particular individual situation, or group

(with or without specific initial hypothesis about the nature of these

characteristics).

To determine the frequency with which something occurs or with which it

is associated with something else (usually, but not always, with a specific

initial hypothesis).

A descriptive study involves the following steps:

Formulating the objectives of the study.

Defining the population and selecting the sample.

Designing the method of data collection.

Analysis of the data.

Conclusions and recommendations for further improvements in the practices.

58

Research Problem & Objectives:

Quality level among departments about existing product range. Their perception about

company service and effectiveness of these two factors in supply chain.

Sampling Plan

Sample population

The sample population is 120 RESPONDENTS.

Sample size:

So I took the sample size120,for the employee work quality. And for the quality

check in garment, I took 3 production line c1, c2, and c3.

Sample unit:

An implementation of kaizen concept in zigzag line production to know

identify continuous improvement of the quality in production line.

DATA COLLECTION

PRIMARY DATA

The data collected for a purpose or when the researcher investigates a particular

problem at hand is known as primary data.

Sources of primary data:

Face to face interaction.

Interaction with department head.

59

SECONDARY DATA

Secondary data is collected for the present study.

Sources of Secondary Data:

Company’s monthly journal.

Website.

Observation of daily rejection report.

Line wise collect defect for quality measurement.

DATA COLLECTION INSTRUMENTS:

Direct observation and personal interview with questionnaire is the main

instrument to collect the data. Both primary and secondary data have been used

for the purpose of the study. The primary data have been collected on the basis

of prepared questionnaire. For this I used two types of questionnaire.

Questionnaire

First is about company service and Quality level while other is about

effectiveness.

In the first questionnaire, I put the some questions related to services offering by

the company to its employee. Second is for employee’s training facility,

questions are about their quality level.

60

Description of statistical tool used

1. ISO 9000 series

2. Pareto analysis

3. Scatter chart

4.5 S System

5.3sigma analysis

6. Kaizen

7. Percentage analysis.

61

Chapter - 4

Analysis & Interpretation

62

CHAPTER – 4 ANALYSIS AND INTERPRETATION

INTRODUCTION

Analysis is the computation of certain or measures along with searching of relationship

that exist among the data group.

Analysis, particular in case of survey on experimental data, involves estimating the

values of unknown parameters of the population and testing of hypotheses for drawing

inferences.

Interpretation refers to the task of drawing inferences from the collected fasts.

Interpretation is the device through which the factors that seem to explain what has been

observed in the course of the study can be understood and it also provides a theoretical

conception which can serve as a guide for further researchers.

METHODOLOGY OF ANALYSIS

First I was make questionnaires for TQM .With the help of these questionnaires I was

find out quality work and employee satisfaction in SHAHI EXPORTS.

.

63

ANALYSIS AND INTERPRETATION OF THE BIOGRAPHICAL

INFORMATION

GENDER

Figure 4.1: Graphic representation of the gender composition

INTERPRETATION

Figure 4.1 indicates that of the 120 respondents who participated in the study, 83 were

male (69 per cent) and 37 were female (31 per cent). From this, it can be inferred that

SHAHI EXPORTS employs more males than females.

64

DEPARTMENTS

Figure 4.2: Graphic representation of the different departments

INTERPRETATION

Figure 4.2 gives a breakdown of the different departments that responded to the

questionnaire. 40 respondents (33.34 per cent) are from the Fabric audit department,

17respondents (14.16 per cent) from Trims audit dept, 63 respondents (52.5 per cent)

from Production dept.

The Production department employees giving more response in SHAHI EXPORTS and

that is also reflected in the number of respondents that participated.

0

10

20

30

40

50

60

70

FABRIC AUDIT TRIMS AUDIT PRODUCTION

NO

.OF

RE

SP

ON

DE

NT

S

DIFFERENT DEPARTMENTS

DEPARTMENTS

65

CURRENT POST LEVEL

Figure 4.3: Graphic representation of the current post levels

INTERPRETATION

Figure 4.3 indicates that 80 of the respondents (66.67 per cent) are at post level 1 – 3,

while 22 respondents (18.33 per cent) are at post level 4 – 6, 13 respondents (10.84 per

cent) are at post level 7 – 9 and Five respondent (4.16 per cent) at post level 10 – 12.

0

10

20

30

40

50

60

70

80

90

POSTLEVEL 1-3 POSTLEVEL 4-6 POSTLEVEL 7-9 POSTLEVEL 9-12

NO

.OF

RE

SP

ON

DE

NT

S

POSTLEVELS

CURRENT POST LEVEL

66

YEARS OF SERVICE AT SHAHI EXPORTS

Figure 4.4: Graphic representation of years of service

INTERPRETATION

Figure 4.4 gives a breakdown of the number of years that each respondent has been

employed by SHAHI EXPORTS. 71 respondents (59.16 per cent) have a service period

of 0 to 4 years, another 42 respondents (35 per cent) had been employed 5 to 8 years, 5

respondents (4.16 per cent) had a service record of 9 to 10 years, 2 respondents (1.68 per

cent) had a service record of more than 12 years.

0

10

20

30

40

50

60

70

80

0-4 YEARS 5-8 YEARS 9-12 YEARS MORE THAN-12

67

ANALYSIS AND INTERPRETATION OF TOTAL QUALITY

MANAGEMENT

Table 4.1 presents respondents’ responses to the TQM questions. The table

indicates the following:

96 respondents (80 per cent) indicated that SVPL has a TQM programme.

89 respondents (74 per cent) indicated that that the TQM policy has been

implemented effectively;

64 respondents (54 per cent) indicated that they were trained in

implementing TQM;

48 respondents (40 per cent) indicated that TQM is entrenched in the

vision and mission of SHAHI EXPORTS.

74 respondents (62 per cent) indicated that their respective departments

place emphasis on quality customer service.

68

TOTAL QUALITY MANAGEMENT

Description of

closed questions

No. of Yes

Responses

No. of No

Responses

Total

Responses

% of Yes

Responses

TQM programme at

Shahi exports

96 24 120 80%

Effective

implementation of the

TQM programme

89 31 120 74%

Training you on

implementing the

TQM programme

64 56 120 54%

Total Quality is part of

the vision and mission

48 72 120 40%

Emphasis on quality

customer service

74 46 120 62%

Average 74.2% 45.8% 120 62%

Table 4.1: Responses to TQM closed questions

69

ANALYSIS AND INTERPRETATION OF TQM TOOLS

Table 4.2 presents responses to the TQM tools questions. The table indicates the

following:

84 respondents (70 per cent) are of the opinion that employees are encouraged to

make suggestions for quality and safety improvements in the workplace and that

there is a system in place for employees to put their suggestions in suggestion

boxes;

69 respondents (58 per cent) indicated that there are visible charts in the working

environment which are used to record the standard of performance in TQM so

that everybody knows when the standard is achieved or not;

only 41 respondent (34 per cent) indicated that they received rewards and

recognition for best performance in their jobs.

It is quite clear that the TQM tools that are available in SEPL are utilized.

70

TQM TOOLS

Description of

closed questions

No of Yes

Responses

No. of No

Responses

Total

Responses

% of Yes

Responses

Workers are

encouraged to make

suggestions.

Suggestion boxes are in

place for improvements

in quality and safety

84 36 120 70%

Visible charts to record

the standard of

performance in TQM

69 51 120 58%

Rewards and

recognition for best

performance

41 79 120 34%

Average 64.67% 55.334% 120 54%

Table 4.2: Responses to TQM tools closed questions

71

IMPORTANCE OF ISO 9000

INTERPRETATION

Figure 4.5 shows respondents’ responses to the importance of ISO 9000. 65 respondents

(54.16 per cent) indicated that ISO 9000 is highly important, while 42 respondents (35

per cent) indicated that it is important,. And 13 respondents (10.84) indicated that it is not

very important.

Figure 4.5: Importance of ISO 9000

0

10

20

30

40

50

60

70

Highly important Important Not very important Of no important

NO

.OF

RE

SP

ON

DE

NT

S

RESPONDENTS DISPOSITION

IMPORTANCE OF ISO 9000

72

TQM AND ISO 9000 ARE INTERRELATE

Figure 4.6: Relationship between TQM and ISO 9000

INTERPREETATION

Figure 4.6 indicates the relationship between TQM and ISO 9000. 35 respondents (29.16

per cent) strongly agree,77respondents (64.16) agree that TQM and ISO 9000 are

interrelated.

6 respondents (5 per cent) remain neutral and 2 respondent (1.68 per cent) disagreed.

TQM approach and the ISO 9000 standards are interrelated so that organisations that

apply ISO 9000 standards in basic procedures can, in the next phase, implement the TQM

philosophy (Waks & Frank, 1999: 249).

0

10

20

30

40

50

60

70

80

90

Stronglyagree Agree Neutral Disagree Stronglydisagree

NO

.OF

.RE

SP

ON

DE

NT

RESPONDENT DISPOSITION

TQM AND ISO 9000 ARE INTERRELATED

73

TQM THE ANSWER TO SERVE THE PUBLIC BETTER

Figure 4.7: TQM the answer to serve the public better

INTERPRETATION

Figure 4.7 indicates that 39 respondents (32.5per cent) strongly agree,55respondents

(45.84per cent) , agree that TQM is the answer to eliminate inefficiency, wastefulness

and remoteness from those whom local government is supposed to serve. 16 respondents

(13.34 per cent) remained neutral, while 7 respondents (5.84 per cent) disagreed,3

respondents ( 2.5per cent) strongly disagreed.

0

10

20

30

40

50

60

Stronglyagree Neutral Stronglydisagree

no

.of re

sp

on

de

nts

Respondents disposition

TQM THE ANSWER TO SERVE THE PUBLIC BETTER

74

SURVEYS CONDUCTED TO ASSESS CUSTOMER SATISFACTION

Figure 4.8: Surveys conducted to assess customer satisfaction

INTERPRETATION

Figure 4.8 indicates that 39 respondents ( 32.5percent) indicate that surveys to assess

customer satisfaction are continuously conducted. 22 respondents ( 18.16percent)

indicate that surveys are often conducted, 36 respondents (30 percent) indicated that it is

sometimes done, while 15 respondents (12.5 per cent) indicated that surveys are seldom

conducted, 8 respondents (6.67percent) indicated that surveys are never conducted.

This is a reason for concern, but it corresponds with Table 4.2 that indicates that the

majority of the respondents indicated that there are having suggestion boxes and visible

charts but less at the various departments in SEPL.

0

5

10

15

20

25

30

35

40

45

Continuously Often Sometimes Seldom Never

NO

.OF

RE

SP

ON

DE

NT

S


SURVEYS CONDUCTED TO ASSESS CUSTOMER SATISFACTION

75

TOP MANAGEMENT TAKING THE LEAD IN TQM

Figure 4.9: Top management taking the lead in TQM

INTERPRETATION

Figure 4.9 indicates that 14 respondents ( 11.67percent) indicate that top management

take lead in TQM to a great extent . 58 respondents (48.34 percent) indicate that some

what , 29 respondents (24.16 percent) indicated that very little, while 19 respondents

(15.83 per cent) indicated not at all.

0

10

20

30

40

50

60

70

To a great extent Somewhat Very little Not at all

NO

.OF

RE

SP

ON

DE

NT

S


TOP MANAGEMENT TAKING THE LEAD IN TQM

76

PERSONS RESPONSIBLE FOR QUALITY

Figure 4.10: Persons responsible for quality

INTERPRETATION

Figure 4.10 indicates that 82 respondents (68.34 per cent) are of the opinion that

everybody is responsible for quality, 12 respondents (10 per cent) indicate that managers

are responsible, while 26 respondents (21.66 per cent) indicate that designated persons

are responsible for quality.

0

10

20

30

40

50

60

70

80

90

Everybody Managers Designated persons

NO

.OF

RE

SP

ON

DE

NT

S

PERSONS RESPONSIBLE FOR QUALITY

77

ANALYSIS AND INTERPRETATION OF TQM COMPONENTS

TQM COMPONENTS

Description of

components

Strongly

agree

Agree Neutral Disagree Strongly

disagree

Leaders must create a

culture of quality

49 65 4 2

Employees

participation

86 30 3 1

Formation of quality

circles

62 45 10 3

Following a systems

approach

91 28 1

Benchmarking and

best practices

87 11 2 11 9

Training and

development

78 30 12

Total responces 453 209 31 17 10

% responces 62.91% 29.02% 4.30% 2.36% 1.39%

Combined responces 91.93% 4.30% 3.75%

Table 4.3: TQM components

78

INTERPRETATION

Table 4.3 reflects the various components for implementing a successful TQM

programme. An analysis of Table 4.3 indicates that 91.93 per cent of the combined

respondents strongly agree or agree that the components are key ingredients for

implementing a successful TQM programme. 4.3 per cent of the respondents remain

neutral. Only 3.75% respondent disagreed to the commonality that quality circles should

be formed.

79

ANALYSIS AND INTERPRETATION OF TRAINING AND

DEVELOPMENT

TRAINING AND DEVELOPMENT

Description of closed

questions

No of Yes

Responses

No. of No

Responses

Total

Responses

% of Yes

Responses

Offering training

courses to improve

your skills

92 28 120 77%

Involve you in

developing the

training plan

78 42 120 65%

Assess the training

needs of the

employees

89 31 120 74%

Training and

development budget

102 18 120 85%

Average 90.25% 29.75% 120 75%

Table 4.4: Training and development

80

INTERPRETATION

Table 4.4 indicates the training and development commitments by the employer. The

analysis of the table indicates the following:

92 respondents (77 per cent) indicated that SEPL offers some training courses to

improve employee’s skills;

78 respondents (65 per cent) indicated that SEPL involves them in developing the

training plan that suits their needs;

89 respondents (74 per cent) indicated that SPEL assesses the training needs to

determine which training is necessary for the employees;

102 respondents (85 per cent) indicated that SEPL does have a training budget.

81

KAIZEN CONCEPT APPLY IN PRODUCTION FLORE AREA

TABLE NO 4.5 MANUAL DAILY REJECTION REPORT- LINE C1

DATE STYLE COLOR S M L XL FABRIC

DEFECT

DAMAGE MMT COLOR PRINTING TOTAL GRAND

TOTAL

18/07/2011 9920 White 1 1 1 1 2 2

19/07/2011 ,, ,, 0 2

20/07/2011 ,, ,, 1 2 1 2 3 5

21/07/2011 ,, ,, 3 2 2 1 2 5 10

22/07/2011 ,, ,, 4 1 3 4 14

23/07/2011 7920 Blue 2 1 2 1 3 17

25/07/2011 ,, ,, 1 3 4 4 21

26/07/2011 ,, ,, 1 5 2 2 1 1 6 27

27/07/2011 ,, ,, 4 3 1 3 3 7 34

28/07/2011 ,, ,, 7 1 2 1 2 3 8 42

29/07/2011 ,, ,, 2 2 2 44

30/07/2011 ,, ,, 4 1 3 4 48

01/08/2011 ,, ,, 2 2 1 1 2 4 52

02/08/2011 ,, ,, 1 1 1 1 2 54

03/08/2011 ,, ,, 1 2 1 1 1 3 57

04/08/2011 ,, ,, 3 1 2 3 60

05/08/2011 7920 Blue 1 1 1 61

13 15 12 9 12

82

TABLE NO 4.6 MANUAL DAILY REJECTION REPORT-LINES C2


DEFECT


TOTAL

18/07/2011 1422 Black 0 0

19/07/2011 ,, ,, 3 1 1 1 3 3

20/07/2011 ,, ,, 1 2 1 1 1 3 6

21/07/2011 ,, ,, 5 3 2 5 11

22/07/2011 ,, ,, 4 1 2 2 1 5 16

23/07/2011 ,, ,, 2 1 1 1 1 1 1 2 5 21

25/07/2011 ,, ,, 1 2 1 2 3 24

26/07/2011 ,, ,, 1 1 1 25

27/07/2011 1422 Black 2 1 1 1 1 3 28

28/07/2011 1188 Red 1 1 1 1 2 2 4 32

29/07/2011 ,, ,, 2 1 1 2 34

30/07/2011 ,, ,, 3 1 2 1 1 4 38

01/08/2011 ,, ,, 2 2 1 1 2 4 42

02/08/2011 ,, ,, 1 1 1 3 3 45

03/08/2011 ,, ,, 2 3 1 1 1 2 5 50

04/08/2011 ,, ,, 1 1 2 3 1 4 54

05/08/2011 1188 Red 1 1 2 2 56

9 13 11 9 14

83

TABLE NO 4.7MANUAL DAILY REJECTION REPORT – LINE C3


DEFECT


TOTAL

18/07/2011 9057 WHITE 2 1 1 1 1 3 3

19/07/2011 ,, ,, 1 1 1 4

20/07/2011 ,, ,, 1 1 1 1 2 6

21/07/2011 ,, ,, 4 3 1 4 10

22/07/2011 ,, ,, 3 1 2 2 1 3 6 16

23/07/2011 ,, ,, 1 1 1 1 2 18

25/07/2011 ,, ,, 0 18

26/07/2011 ,, ,, 2 2 1 3 4 22

27/07/2011 ,, ,, 2 2 2 2 4 26

28/07/2011 ,, ,, 1 1 2 2 28

29/07/2011 9057 White 1 1 2 1 3 4 32

30/07/2011 967 Yellow 0 32

01/08/2011 ,, ,, 0 32

02/08/2011 ,, ,, 3 1 2 2 4 36

03/08/2011 ,, ,, 2 2 3 1 4 40

04/08/2011 ,, ,, 1 1 1 1 2 42

05/08/2011 967 Yellow 2 1 1 1 1 3 45

9 13 8 5 10

84

DATE WISE REJECTION IN PRODUCTION LINE

TABLE NO.4.8

DATE REASONS SIZES

SMALL MEDIAM LARGE EXTRA

LARGE

TOTAL

DEFECTS

18/07/2011 FABRIC

DEFECT

1 1

DAMAGE 1 1

MMT 1 1

COLOR

PRINTING 2 2

TOTAL PCS REJECTION 3 1 1 5

Figure 4.11

0

0.5

1

1.5

2

2.5

FABRIC

DEFECT

DAMAGE MMT COLOR PRINTING

REJECTION

NO

.OF

PC

S SMALL

MEDIAM

LARGE

EXTRA LARGE

85

TABLE NO.4.9

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

19/07/2011 FABRIC

DEFECT

1 1

DAMAGE

MMT 1 1 2

COLOR 1 1

PRINTING

TOTAL PCS REJECTION 1 3 4

Figure 4.1

0

0.2

0.4

0.6

0.8

1

1.2

FABRIC

DEFECT


REJECTION

NO

.OF

PC

S SMALL

MEDIAM

LARGE

EXTRA LARGE

86

TABLE NO.4.10

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

20/07/2011 FABRIC

DEFECT

2 1 3

DAMAGE 1 1 2

MMT

COLOR 2 2

PRINTING 1 1


Figure 4.13

0

0.5

1

1.5

2

2.5

FABRICDEFECT


NO

.OF

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

87

TABLE NO.4.11

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

21/07/2011 FABRIC

DEFECT

DAMAGE 3 2 3 8

MMT 1 1

COLOR 1 2 3

PRINTING 2 2


Figure 4.14

0

0.5

1

1.5

2

2.5

3

3.5

FABRIC

DEFECT


REJECTION

NO

.OF

PC

S

SMALL

MEDIAM

LARGE

EXTRA LARGE

88

TABLE NO.12

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

22/07/2011 FABRIC

DEFECT

2 2 4

DAMAGE

MMT 2 1 3

COLOR 1 1

PRINTING 3 3 1 7

TOTAL PCS REJECTION 3 4 6 2 15

Figure 4.15

0

0.5

1

1.5

2

2.5

3

3.5

FABRIC DEFECT DAMAGE MMT COLOR PRINTING

NO

.OF

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

89

TABLE NO.4.13

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

23/07/2011 FABRIC

DEFECT

DAMAGE 2 1 1 4

MMT 1 1 2

COLOR 1 1 2

PRINTING 2 2


Figure 4.16

0

0.5

1

1.5

2

2.5

FABRICDEFECT


NO

.OF

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

90

TABLE NO.4.14

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

25/07/2011 FABRIC

DEFECT

5 5

DAMAGE

MMT

COLOR 2 2

PRINTING


Figure 4.17

0

1

2

3

4

5

6

FABRICDEFECT


NO

.OF

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

91

TABLE NO.4.15

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

26/07/2011 FABRIC

DEFECT

2 1 3

DAMAGE 3 2 1 6

MMT 1 1

COLOR

PRINTING 1 1


Figure 4.18

0

0.5

1

1.5

2

2.5

3

3.5

FABRICDEFECT


NO

,OF

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

92

TABLE NO.4.16

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

27/07/2011 FABRIC

DEFECT

DAMAGE 1 1

MMT 1 3 2 6

COLOR 1 3 4

PRINTING 2 1 3


Figure 4.19

0

0.5

1

1.5

2

2.5

3

3.5

FABRICDEFECT


NO

.OF.

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

93

TABLE NO.4.17

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

28/07/2011 FABRIC

DEFECT

3 1 1 1 6

DAMAGE 1 2 3

MMT 2 2

COLOR

PRINTING 3 3


Figure 4.20

0

0.5

1

1.5

2

2.5

3

3.5

FABRICDEFECT


NO

.OF

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

94

TABLE NO.4.18

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

29/07/2011 FABRIC

DEFECT

DAMAGE

MMT 1 1 2

COLOR 2 2

PRINTING 2 2 4


Figure 4.21

0

0.5

1

1.5

2

2.5

FABRICDEFECT


NO

.OF.

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

95

TABLE NO.4.19

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

30/07/2011 FABRIC

DEFECT

1 1

DAMAGE 3 2 5

MMT 1 1

COLOR 1 1

PRINTING


Figure 4.22

0

0.5

1

1.5

2

2.5

3

3.5


NO

.OF

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

96

TABLE NO.4.20

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

01/08/2011 FABRIC

DEFECT

2 2

DAMAGE 1 1

MMT 1 2 3

COLOR

PRINTING 2 2


Figure 4.23

0

0.5

1

1.5

2

2.5


NO

.OF.

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

97

TABLE NO.4.21

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

02/08/2011 FABRIC

DEFECT

2 1 3

DAMAGE

MMT

COLOR 2 2

PRINTING 2 1 1 4


Figure 4.24

0

0.5

1

1.5

2

2.5

FABRICDEFECT


NO

.OFP

CS

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

98

TABLE NO.4.22

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

03/08/2011 FABRIC

DEFECT

1 1

DAMAGE 2 1 1 4

MMT 1 1 2

COLOR 1 1 2

PRINTING 2 1 3


Figure 4.25

0

0.5

1

1.5

2

2.5

FABRICDEFECT


NO

.OF

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

99

TABLE NO.4.23

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

04/08/2011 FABRIC

DEFECT

1 1

DAMAGE 1 1 2 4

MMT 2 2

COLOR

PRINTING 1 1 2


Figure 4.26

0

0.5

1

1.5

2

2.5

FABRICDEFECT


NO

.OF

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

100

TABLE NO.24

DATE REASONS SIZES


LARGE

TOTAL

DEFECTS

05/08/2011 FABRIC

DEFECT

DAMAGE 1 1 2

MMT 1 1 1 3

COLOR 1 1

PRINTING


Figure 4.27

0

0.2

0.4

0.6

0.8

1

1.2

FABRICDEFECT


NO

.OF

PC

S

REJECTION

SMALL

MEDIAM

LARGE

EXTRA LARGE

101

THREE SIGMA ANALYSIS

TABLE NO.4.25

DATE DEFECTS MID RANGE UCL CL LCL

18/07/2011 5 16.67816 9.529412 2.380662

19/07/2011 4 1 16.67816 9.529412 2.380662

20/07/2011 8 4 16.67816 9.529412 2.380662

21/07/2011 14 6 16.67816 9.529412 2.380662

22/07/2011 15 1 16.67816 9.529412 2.380662

23/07/2011 10 5 16.67816 9.529412 2.380662

25/07/2011 7 3 16.67816 9.529412 2.380662

26/07/2011 11 4 16.67816 9.529412 2.380662

27/07/2011 14 3 16.67816 9.529412 2.380662

28/07/2011 14 0 16.67816 9.529412 2.380662

29/07/2011 8 6 16.67816 9.529412 2.380662

30/07/2011 8 0 16.67816 9.529412 2.380662

01/08/2011 8 0 16.67816 9.529412 2.380662

02/08/2011 9 1 16.67816 9.529412 2.380662

03/08/2011 12 3 16.67816 9.529412 2.380662

04/08/2011 9 3 16.67816 9.529412 2.380662

05/08/2011 6 3 16.67816 9.529412 2.380662

AVERAGE 9.529412 2.6875

102

Control Limit Table is defect plots that also indicate the range of variation built into the

system. They are used to monitor a process to see whether it is in statistical control or

not. in that table given upper control limit (ucl) control limit (cl) lower control limit (lcl),

If defect is more than UCL so we know that production area not balance.

Figure 4.28

Figure 4.29

0

2

4

6

8

10

12

14

16

18

18/0

7/201

1

19/0

7/201

1

20/0

7/201

1

21/0

7/201

1

22/0

7/201

1

23/0

7/201

1

25/0

7/201

1

26/0

7/201

1

27/0

7/201

1

28/0

7/201

1

29/0

7/201

1

30/0

7/201

1

1/8/

2011

2/8/

2011

3/8/

2011

4/8/

2011

5/8/

2011

DAYS

DE

FE

CT

S DEFECTS

UCL

CL

LCL

SCATTER CHART

0

2

4

6

8

10

12

14

16

1 3 5 7 9 11 13 15 17DAYS

NO

.OF

.DE

FE

CT

DEFECTS

103

PARETO ANALYSIS

Pareto analysis graphically illustrate the relationship of two variables

such as rework causes and total rework,with the cause of rework the largest being first

place in the graph (nearest the y axis),the second most cause being placed second,and so

forth.

In this Pareto figure,damage caused the greatest impact (41) and printing caused the

second greatest impact (36) with the cumulative effect of both being 77 defects around

47.5%, fabric defect and MMT (measurement) caused each 31 defects,color caused less

no.of defects(23)

TABLE NO.4.26

REWORK CAUSES

LINES FABRIC

DEFECT

DAMAGE MMT COLOR PRINTING TOTAL

LINE C1 13 15 12 9 12 61

LINE C2 9 13 11 9 14 56

LINE C3 9 13 8 5 10 45

TOTAL 31 41 31 23 36 162

104

PARETO ANALYSIS FOR REWORK CAUSES

Figure 4.30

PARETO ANALYSIS

0

5

10

15

20

25

30

35

40

45

TOTAL DEFECTS

NO

.OF

DE

FE

CT

S

DAMAGE

PRINTING

FABRIC DEFECT

MMT

COLOR

105

Chapter – 5

Findings,Suggestions&

Conclusion

106

CHAPTER – 5 FINDINGS,SUGGESTIONS AND CONCLUSION

FINDINGS FROM RESEARCH

Safety measures are provided to the workers.

Monitoring the quality and process control by using latest statistical method.

Social awareness is created among the employees.

Effective maintenance of inventory level.

5’S are not followed.

No discussion or meeting between interrelated departments, leading to

communication gap.

Cutting process is not standardized.

Timely delivery.

Promotions are done based on performance and service.

There are having 69 per cent male and 31 per cent Female . working in a entire

organigation, it can be inferred that SHAHI EXPORTS employs more males

than females.

70 per cent of the opinions of employees are encouraged to make suggestions for

quality and safety improvements in the workplace and that there is a system in

place for employees to put their suggestions in suggestion boxes;

58 per cent indicated that there are visible charts in the working environment

which are used to record the standard of performance in TQM so that everybody

knows when the standard is achieved or not;

107

34 per cent indicated that they received rewards and recognition for best

performance in their jobs.

54.16 per cent indicated that ISO 9000 is highly important, while 42

respondents 35 per cent indicated that it is important,

29.16 per cent strongly agree,77respondents 64.16 agree that TQM and ISO 9000

are interrelated;

32.5per cent strongly agree, 45.84per cent , agree that TQM is the answer to

eliminate inefficiency, wastefulness and remoteness from those whom local

government is supposed to serve;

32.5percent indicate that surveys to assess customer satisfaction are continuously

conducted. 18.16 percent indicate that surveys are often conducted.

11.67percent indicate that top management take lead in TQM to a great extent .

48.34 percent indicate that some what ,

68.34 per cent are of the opinion that everybody is responsible for quality, 12

respondents 10 per cent indicate that managers are responsible,

They provide a good facility for training.

108

SUGGESTIONS:

Discussing on the problems and actions are initiated

In inspection department, following standard instruction for inpecting material

Provide good traning for workers

Can plan and set the target for production on hourly and daily basis with standard

of quality

5 S should be strictly followed

Arrange meeting and seminars

As many new players are coming into the business and many more markets is

tapped through rigorous marketing and use of best production practices will

ensure the success of the organization in the competitive post quota scenario.

109

SWOT ANALYSIS OF SHAHI EXPORTS PVT LTD.

SWOT analysis is a tool for auditing an organigation and its

environment.It is the first stage of planning and helps marketers to focus on key

issues.SWOT analysis help generate nem ideas as to how a company canuse a

particular strength to defend against threats in the market.If a company is aware of

the potential threats then it can have responses and plan ready to counteract them

when they happen.

STRENGTHS

Quality products and service are the biggest strength of SHAHI EXPORTS.

Optimum and successful utilization of resources.

Business strategy itself is strength.long term strategy i.e….4 year ahead.

Man power of about more than 12000(knits-Banglore)

Strong sourcing team situated in Tirupur.

Strong financial back ground.

Strong and huge sampling capacity.

The buyers are from different different destinations and handles accounts for

about 40 buyers.

SHAHI stands vertically integrated as one of the largest manufactuter/exporters

in India offering ready-to-wear garment for ladies,men and children.

110

90% of the fabric is develop in own house.

It is ISO 9000 certified factory while the knits unit works in compliance with

SA8000 certification.

Implementing different workshops for productivity improvement like 5S,

Kaizen,etc...

Rapid growth

Most modern manufacturing facility with maximum capacity.

Excellence in quality and productivity.

Highly qualified managing team.

WEAKNESS.

Increased employee turnover and improper manpower planning.

Not able to fully cater to the polyester based apparels.

They are not provide perfect training to newly joined worker.

Even workers are doing work but they do not know procedure of work.

Sustaining of implemented system is not to the level of planned.

They are using 5s system but middle level employee and workers not know about

it.

111

OPPORTUNITIES

Bring efficiency in production by opting for more sophisticated techniques of

production with quality standard.

Planning to establish a strong sourcing support for polyester fabrics.

Strong name in the apparel industry in international level.

Valuable trust from the buyers.

Can develop a strong base for high value added products.

Empowering the employees by improving proper training at equal intervals.

Many new players are coming into the business and many more markets are to be

tapped through rigorous marketing.

THREATS

Completion from few global companies.

Fast technological changes may affect the company.

Lower management and operators take lot of time to adapt to new concept of

manufacturing.

Good management team may affect the company environment.

The quality management system is still on the verge of changing to concepts such

as 5s, Kaizen, etc.

112

CONCLUSION

In this study I came to the total quality management implementation

in the Shahi Exports Pvt.Ltd, Banglore.This study also reveals the great

knowledge of about six sigma and kaizen system. in these system very useful in

improving quality, reduce the garment rejection in the garment industry. Also

know various Japanese tools of 5S concept, suggestion system and quality control

circle.

This study also gives some suggestions to reduce the garment

rejection and improve quality of product in the production unit of Shahi Exports

Pvt.Ltd, Bangalore. In this observation study is very useful for my career.

113

Appendices

114

APPENDICES

SECTION A: BIOGRAPHICAL PROFILE

GENDER

A1 Male Female

DEPARTMENT

A2

TRIMS AUDIT DEPARTMENT

FABRIC AUDIT DEPARTMENT

PRODUCTION DEPARTMENT

CURRENT POST LEVEL

A3

POST LEVEL 1-3

POST LEVEL 4-6

POST LEVEL 7-9

POST LEVEL 10-12

YEARS OF SERVICE WITH SHAHI EXPORTS

A4

YEARS 1-4

YEARS 5-8

YEARS 9-12

ABOVE 12 YEARS

115

SECTION B: TOTAL QUALITY MANAGEMENT (TQM)

Please answer the following questions by making an X in the appropriate box.

B1 Does SEPL have a TQM programme? YES NO

B2 If SEPL has a TQM policy, do you think the programme has been

implemented effectively?

B3 Did SEPL train you in implementing the TQM programme?

B4 Is Total Quality entrenched in the vision and mission of SEPL?

B5 Does your department place emphasis on quality customer service?

SECTION C: TOTAL QUALITY MANAGEMENT TOOLS

Please answer the following questions by making an X in the appropriate box.

C1 Does SEPL encourage workers to make suggestions?

Does SEPL have a system in place for employees to put

their suggestions in suggestion boxes for improvements of

quality And safety in the workplace?

YES NO

C2 Are there visible charts in your working environment which are

used to record your standard of performance in TQM so that

everyone knows when the standard is achieved or not?

C3 Do you get rewards and recognition for best performance in your

job?

116

SECTION D: TOTAL QUALITY MANAGEMENT AND ISO 9000

ISO 9000 is a worldwide standard that gives the buyer peace of mind that the service or

product they are buying meets these requirements and does so consistently.

Please mark with an X the box that best describes your view of the following statement

D1

In the global arena that we operate how would you rate the importance of an ISO

9000 standard in terms of consistently meeting product and service requirements?

HIGHLY

IMPORTANT

IMPORTANT NOT VERY

IMPORTANT

OF NO

IMPORTANCE

Please mark with an X the box that best describes your view of the following statement

D2

The TQM approach and the ISO 9000 standards are interrelated so that

organisations that apply ISO 9000 standards in basic procedures can in the next

phase implement the TQM philosophy.

STRONGLY

AGREE

AGREE NEUTRAL DISAGREE STRONGLY

DISAGREE

117

SECTION E: BUSINESS AND GOVERNMENT

For the following questions please mark with an X the box that matches your view most closely.

E1

TQM is viewed by many in the private sector as the answer to the principal criticisms of

public services their alleged inefficiency, wastefulness and remoteness from those whom

they are supposed to serve.

STRONGLY

AGREE


DISAGREE

E2

How often are surveys conducted to assess customer satisfaction?

COUTINUOUSLY OFTEN SOMETIMES SELDOM NEVER

E3

To what extent does top management of SEPL set an example by taking the lead in quality

improvements?

TO BE GREAT

EXTENT

SOME

WHAT

VERY LITTLE NOT AT ALL

E4

Who is mainly responsible for quality in your department?

EVERYBODY MANAGERS DESIGNATED PERSONS

118

SECTION F: TQM PRINCIPLES

Description of

components

STRONGLY

AGREE


DISAGREE

F1 Leaders are responsible to

create a culture of quality.

F2 Employee participation in

process re-engineering,

new ways of doing things

and communicating their

ideas to management.

F3 Formation of quality

circles where groups of

employees do similar

work.

F4 A systems approach is

followed whereby those

working on the systems

must listen to feedback

from those working in the

system.

F5 Benchmarking and best

practices with similar

organisations and

international organisations

119

F6 Training and development

plays an important part of

TQM.

SECTION G: TRAINING AND DEVELOPMENT

G1 Does SEPL offer some training courses or any kind of training,

related to your job to improve your skills?

YES NO

G2 Does SEPL involve you in developing the training plan that suits

your needs?

G3 Does SEPL assess the training needs of the employees to decide

which training is necessary?

G4 Does SEPL have a training and development budget?

120

Bibliography

121

BIBLIOGRAPHY

Buckler, B. 1996. A learning process model to achieve continuous

improvement and innovation.

Kanji, G.K. 1998. An innovative approach to make ISO 9000 standards

more effective. Total Quality Management,

Kanji, G.K. & Barker, R.L. 1990. Implementation of total quality

management. Total Quality Management,

Reliability Analysis Center. 2008. Total quality management [Online].

Available from: http://rac.iitri.org

www.shahiexports.com

a study on total quality management

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