In fulfilment of the requirement for the degree of MASTER OF BUSINESS ADMINISTRATION (SESSION 200 !

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Su$mitted to% B&S& 'OM(UTERS
Submitted By: HARDEEP SINGH

)' 'ODE **+ B&S& 'OM(UTERS MA)ER,OT)A

(REFA'E
One should always work with an objective in its mind. To accomplish that objective efficient management of material, time and financial resources is very important. Above coordination is must that determines the degree of success. Awareness at each level of life is necessary for a human being keeping all this is in view this report on TOTA !"A #T$ %A&A'(%(&T) is prepared by me. The rounded encouraging support by %r. *arabjit *ingh towards this report has created in me confidence regarding the approval of the subject matter. The present report is well arranged in coherent manner. An attempt has been made to provide the general public the necessary information about the +rivate and +ublic ,anks. The main intention behind this report is to compile the subject matter in such way that even a layman could get the knowledge. *o # would like to say that this report is a result of an assignment, to improve and gain confidence.

A-.no/ledgement
# am sincerely thankful to all those people who have been giving me any kind of assistance in the making of this project report. # e.press my gratitude to Mr. Jagpreet singh (Executive Director) (Officiating) , who has through his vast e.perience and knowledge has been able to guide me, both ably and successfully towards the completion of the project. # e.press my gratitude to B.S. Computers # would hereby, make most of the opportunity by e.pressing my sincerest thanks to Mr. Sachin all my faculties whose teachings gave me conceptual understanding and clarity of comprehension, which ultimately made my job more easy. ast of all but not the least # would like to acknowledge my gratitude to the respondents without whom this survey would have been incomplete. # am also thankful to authority of VEER Enterprises (SEASONZ ICE CREAM providing me the information.

!ar"eep Singh

'ERTIFI'ATE
This is to certify that MR. !AR#EE$ SIN%! has done the %ajor 0esearch +roject report entitled &'O'A( )*A(I'+ MANA%EMEN', under my supervision for the fulfillment of the degree of Master o- Business A"ministration of $un.a/ 'echnica0 *ni1ersit23 Ja0an"har. The work done by him is a sole effort and has not been submitted as or its part for any other degree. Mr. 444444 %ember of 1aculty of %anagement )*ES' IN5OS+S (*#!IANA.

T0$le of 'ontent1
'ontent1
#ntroduction of T!%
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Aspects of T!% 3hat is !uality4 #ntroduction about (nterprise 5eer (nterprises *(A*O&67 #ce 8ream +ractical (.perience Types of %achinery +acking material 8onceptuali9ation +rinciples of T!% 1our 86s of T!% 1actors effecting the commitment of employees Operationali9ation of the concept !uality %anagement :istory of !uality %anagement !uality #mprovement +rocess;Tools < Techni=ues T!% #mprovement %ethodology Objectives 0esearch %ethodology imitations 8onclusion 0ecommendations

INTRODU'TION OF T2M

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Total !uality %anagement is an approach to the art of management that originated in ?apanese industry in the 1@>ABs and has become steadily more popular in the 3est since the early 1@CABs. Total !uality is a description of the culture, attitude and organi9ation of a company that aims to provide, and continue to provide, its customers with products and services that satisfy their needs. The culture re=uires =uality in all aspects of the companyBs operations, with things being done right first time, and defects and waste eradicated from operations. T!% is the way of managing for the future, and is far wider in its application than just assuring product or service =uality D it is a way of managing people and business processes to ensure complete customer satisfaction at every stage, internally and e.ternally. T!%, combined with effective leadership, results in an organisation doing the right things right, Erst time. %any companies have difficulties in implementing T!%. *urveys by consulting firms have found that only -AF/GH of companies that have undertaken T!% have achieved either significant or even tangible improvements in =uality, productivity, competitiveness or financial return. As a result many people are sceptical about T!%. :owever, when you look at successful companies you find a much higher percentage of successful T!% implementation.

*ome useful messages from results of T!% implementationsI

if you want to be a firstFrate company, donBt focus on the secondF rate companies who canBt handle T!%, look at the worldFclass companies that have adopted it

the most effective way to spend T!% introduction funds is by training top management, people involved in new product development, and people involved with customers

itBs much easier to introduce (J%K+J% in a company with a T!% culture than in one without T!%. +eople in companies that have implemented T!% are more likely to have the basic understanding necessary for implementing (J%K+J%. 1or e.ample, they are more likely to view (J%K+J% as an information and workflow management system supporting the entire product life cycle then as a departmental solution for the management of 8AJ data

AS(E'TS OF T2M
aL 8ustomerFdriven =uality, bL Top management leadership and commitment,

cL 8ontinuous improvement,

dL 1ast response,

eL Actions based on facts,

fL (mployee participation, and

gL A T!% culture.

The core of T!% is the customer-supplier interfaces, both e.ternally and internally, and at each interface lie a number of processes. This core must be surrounded by commitment to =uality, communication of the =uality message, and recognition of the need to change the culture of the organisation to create total =uality. These are the foundations of T!%, and they are supported by the key management functions of people, processes and systems in the organisation.
Customer6"ri1en 7ua0it2

T!% has a customerFfirst orientation. The customer, not internal activities and constraints, comes first. 8ustomer satisfaction is seen as the companyBs highest priority. The company believes it will only be successful if customers are satisfied. The T!% company is sensitive to customer re=uirements and responds rapidly to them. #n the T!%
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conte.t, Nbeing sensitive to customer re=uirementsB goes beyond defect and error reduction, and merely meeting specifications or reducing customer complaints. The concept of re=uirements is e.panded to take in not only product and service attributes that meet basic re=uirements, but also those that enhance and differentiate them for competitive advantage. (ach part of the company is involved in Total !uality, operating as a customer to some functions and as a supplier to others. The (ngineering Jepartment is a supplier to downstream functions such as %anufacturing and 1ield *ervice, and has to treat these internal customers with the same sensitivity and responsiveness as it would e.ternal customers.
')M 0ea"ership -rom top management

T!% is a way of life for a company. #t has to be introduced and led by top management. This is a key point. Attempts to implement T!% often fail because top management doesnBt lead and get committed F instead it delegates and pays lip service. 8ommitment and personal involvement is re=uired from top management in creating and deploying clear =uality values and goals consistent with the objectives of the company, and in creating and deploying

well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all =uality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer re=uirements and satisfaction, and to management and employee remuneration.
Continuous impro1ement

8ontinuous improvement of all operations and activities is at the heart of T!%. Once it is recogni9ed that customer satisfaction can only be obtained by providing a highF=uality product, continuous improvement of the =uality of the product is seen as the only way to maintain a high level of customer satisfaction. As well as recogni9ing the link between product =uality and customer satisfaction, T!% also recogni9es that product =uality is the result of process =uality. As a result, there is a focus on continuous improvement of the companyBs processes. This will lead to an improvement in process =uality. #n turn this will lead to an improvement in product =uality, and to an increase in customer satisfaction. #mprovement cycles are encouraged for all the companyBs activities such as product development, use of (J%K+J%, and the way customer relationships are managed. This
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implies that all activities include measurement and monitoring of cycle time and responsiveness as a basis for seeking opportunities for improvement. (limination of waste is a major component of the continuous improvement approach. There is also a strong emphasis on prevention rather than detection, and an emphasis on =uality at the design stage. The customerFdriven approach helps to prevent errors and achieve defectFfree production. 3hen problems do occur within the product development process, they are generally discovered and resolved before they can get to the ne.t internal customer.
5ast response

To achieve customer satisfaction, the company has to respond rapidly to customer needs. This implies short product and service introduction cycles. These can be achieved with customerFdriven and processForiented product development because the resulting simplicity and efficiency greatly reduce the time involved. *implicity is gained through concurrent product and process development. (fficiencies are reali9ed from the elimination of nonF valueFadding effort such as reFdesign. The result is a dramatic

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improvement in the elapsed time from product concept to first shipment.

Actions /ase" on -acts

The statistical analysis of engineering and manufacturing facts is an important part of T!%. 1acts and analysis provide the basis for planning, review and performance tracking, improvement of operations, and comparison of performance with competitors. The T!% approach is based on the use of objective data, and provides a rational rather than an emotional basis for decision making. The statistical approach to process management in both engineering and manufacturing recogni9es that most problems are systemFrelated, and are not caused by particular employees. #n practice, data is collected and put in the hands of the people who are in the best position to analy9e it and then take the appropriate action to reduce costs and prevent nonFconformance. "sually these people are not managers but workers in the process. #f the right information is not available, then the analysis, whether it be of shop floor data, or engineering test results, canBt take place, errors canBt be identified, and so errors canBt be corrected.
Emp0o2ee participation

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A successful T!% environment re=uires a committed and wellF trained work force that participates fully in =uality improvement activities. *uch participation is reinforced by reward and recognition systems which emphasi9e the achievement of =uality objectives. OnFgoing education and training of all employees supports the drive for =uality. (mployees are encouraged to take more responsibility, communicate more effectively, act creatively, and innovate. As people behave the way they are measured and remunerated, T!% links remuneration to customer satisfaction metrics. A ')M cu0ture #tBs not easy to introduce T!%. An open, cooperative culture has to be created by management. (mployees have to be made to feel that they are responsible for customer satisfaction. They are not going to feel this if they are e.cluded from the development of visions, strategies, and plans. #tBs important they participate in these activities. They are unlikely to behave in a responsible way if they see management behaving irresponsibly F saying one thing and doing the opposite.
$ro"uct "e1e0opment in a ')M en1ironment

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+roduct development in a T!% environment is very different to product development in a nonFT!% environment. 3ithout a T!% approach, product development is usually carried on in a conflictual atmosphere where each department acts independently. *hortFterm results drive behavior so scrap, changes, workFarounds, waste, and rework are normal practice. %anagement focuses on supervising individuals, and fireFfighting is necessary and rewarded. +roduct development in a T!% environment is customerFdriven and focused on =uality. Teams are processForiented, and interact with their internal customers to deliver the re=uired results. %anagementBs focus is on controlling the overall process, and rewarding teamwork.
A8ar"s -or )ua0it2 achie1ement

The Jeming +ri9e has been awarded annually since 1@>1 by the ?apanese "nion of *cientists and (ngineers in recognition of outstanding achievement in =uality strategy, management and e.ecution. *ince 1@CC a similar award Othe %alcolm ,aldrige &ational !uality AwardL has been awarded in the "*. (arly winners of the ,aldrige Award include AT<T O1@@-L, #,% O1@@AL,

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%illiken O1@C@L, %otorola O1@CCL, Te.as #nstruments O1@@-Pero..

34AT IS 2UA)IT56

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A fre=uently used deEnition of =uality is Delighting the customer by fully meeting their needs and expectations. These may include performance, appearance, availability, delivery, reliability,

maintainability, cost effectiveness and price. #t is, therefore, imperative that the organisation knows what these needs and e.pectations are. #n addition, having identiEed them, the organisation must understand them, and measure its own ability to meet them. !uality starts with market research D to establish the true re=uirements for the product or service and the true needs of the customers. :owever, for an organisation to be really effective, =uality must span all functions, all people, all departments and all activities and be a common language for improvement. The cooperation of everyone at every interface is necessary to achieve a total =uality organisation, in the same way that the ?apanese achieve this with company wide =uality control. Customers an" supp0iers There e.ist in each department, each ofEce, each home, a series of customers, suppliers and customerF supplier interfaces. These are the =uality chains), and they can be broken at any point by one person or one piece of e=uipment not meeting the re=uirements of the customer, internal or e.ternal. The failure usually Ends its way to the interface between the organisation and its e.ternal customer, or in the worst case, actually to the e.ternal customer.
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1ailure to meet the re=uirements in any part of a =uality chain has a way of multiplying, and failure in one part of the system creates problems elsewhere, leading to yet more failure and problems, and so the situation is e.acerbated. The ability to meet customers6 Oe.ternal and internalL re=uirements is vital. To achieve =uality throughout an organisation, every person in the =uality chain must be trained to ask the following =uestions about every customerFsupplier interfaceI Customers (interna0 an" e9terna0 Q 3ho are my customers4 Q 3hat are their true needs and e.pectations4 Q :ow do, or can, # End out what these are4 Q :ow can # measure my ability to meet their needs and e.pectations4 Q Jo # have the capability to meet their needs and e.pectations4 O#f not, what must # do to improve this capability4L Q Jo # continually meet their needs and e.pectations4 O#f not, what prevents this from happening when the capability e.ists4L Q :ow do # monitor changes in their needs and e.pectations4 Supp0iers (interna0 an" e9terna0 Q 3ho are my internal suppliers4 Q 3hat are my true needs and e.pectations4
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Q :ow do # communicate my needs and e.pectations to my suppliers4 Q Jo my suppliers have the capability to measure and meet these needs and e.pectations4 Q :ow do # inform them of changes in my needs and e.pectations4 As well as being fully aware of customers6 needs and e.pectations, each person must respect the needs and e.pectations of their suppliers. The ideal situation is an open partnership style relationship, where both parties share and beneEt. $oor practices To be able to become a total =uality organisation, some of the bad practices must be recognised and corrected. These may includeI Q eaders not giving clear direction

Q &ot understanding, or ignoring competitive positioning Q (ach department working only for itself Q Trying to control people through systems Q 8onfusing =uality with grade Q Accepting that a level of defects or errors is inevitable Q 1ire Eghting, reactive behaviour Q The Its not my problem attitude
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'he essentia0 components o- ')M : commitment ; 0ea"ership T!% is an approach to improving the competitiveness, effectiveness and Re.ibility of an organisation for the beneEt of all stakeholders. #t is a way of planning, organising and understanding each activity, and of removing all the wasted effort and energy that is routinely spent in organisations. #t ensures the leaders adopt a strategic overview of =uality and focus on prevention not detection of problems. 3hilst it must involve everyone, to be successful, it must start at the top with the leaders of the organisation. All senior managers must demonstrate their seriousness and commitment to =uality, and middle managers must, as well as demonstrating their commitment, ensure they communicate the principles, strategies and beneEts to the people for whom they have responsibility. Only then will the right attitudes spread throughout the organisation. A fundamental re=uirement is a sound =uality policy, supported by plans and facilities to implement it. eaders must 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 organisation. (ffective leadership starts with the development of a mission statement, followed by a strategy, which is translated into action plans down through
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the organisation. These, combined with a T!% approach, should result in a =uality organisation, with satisEed customers and good business results. The > re=uirements for effective leadership areI Q Jeveloping and publishing corporate beliefs, values and objectives, often as a mission statement Q +ersonal involvement and acting as role models for a culture of total =uality Q Jeveloping clear and effective strategies and supporting plans for achieving the mission and objectives Q 0eviewing and improving the management system Q 8ommunicating, motivating and supporting people and encouraging effective employee participation The task of implementing T!% can be daunting. The following is a list of points that leaders should considerS they are a distillation of the various beliefs of some of the =uality gurusI Q The organisation needs a longFterm commitment to continuous improvement. Q Adopt the philosophy of 9ero errorsKdefects to change the cu0ture to right Erst time Q Train people to understand the customer<supp0ier

relationships Q Jo not buy products or services on price alone D look at the

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tota0 cost Q 0ecognise that improvement of the s2stems must be managed Q Adopt modern methods of super1ising an" training D eliminate fear Q (liminate barriers between departments by managing the process D improve communications and team8or= Q (liminate goals without methods, standards based only on numbers, barriers to pride of workmanship and Ection D get -acts by studying processes Q 8onstantly educate and retrain D develop e9perts in the organisation Q Jevelop a s2stematic approach to manage the

implementation of T!% Cu0ture change The failure to address the culture of an organisation is fre=uently the reason for many management initiatives either having limited success or failing altogether. "nderstanding the culture of an organisation, and using that knowledge to successfully map the steps needed to accomplish a successful change, is an important part of the =uality journey. The culture in any organisation is formed by the beliefs, behaviours, norms, dominant values, rules and the climate). A culture change, e.g,
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from one of acceptance of a certain level of errors or defects to one of right Erst time, every time, needs two key elementsI Q 8ommitment from the leaders Q #nvolvement of all of the organisation6s people There is widespread recognition that major change initiatives will not be successful without a culture of good teamwork and cooperation at all levels in an organisation, as discussed in the section on +eople. 'he /ui0"ing /0oc=s o- ')M> processes3 peop0e3 management s2stems an" per-ormance measurement (verything we do is a +rocess, which is the transformation of a set of inputs, which can include action, methods and operations, into the desired outputs, which satisfy the customers6 needs and e.pectations. #n each area or function within an organisation there will be many processes taking place, and each can be analysed by an e.amination of the inputs and outputs to determine the action necessary to improve =uality. #n every organisation there are some very large processes, which are groups of smaller processes, called key or core business processes. These must be carried out well if an organisation is to achieve its mission and objectives. The section on +rocesses discusses processes and how to improve them, and #mplementation covers how to prioritise and select the right process for improvement.
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The only point at which true responsibility for performance and =uality can lie is with the $eop0e who actually do the job or carry out the process, each of which has one or several suppliers and customers. An efEcient and effective way to tackle process or =uality improvement is through teamwork. :owever, people will not engage in improvement activities without commitment and recognition from the organisation6s leaders, a climate for improvement and a strategy that is implemented thoughtfully and effectively. The section on +eople e.pands on these issues, covering roles within teams, team selection and development and models for successful teamwork. An appropriate documented )ua0it2 Management S2stem will help an organisation not only achieve the objectives set out in its policy and strategy, but also, and e=ually importantly, sustain and build upon them. #t is imperative that the leaders take responsibility for the adoption and documentation of an appropriate management system in their organisation if they are serious about the =uality journey. The *ystems section discusses the beneEts of having such a system, how to set one up and successfully implement it. Once the strategic direction for the organisation6s =uality journey has been set, it needs $er-ormance Measures to monitor and control the journey, and to ensure the desired level of performance is being achieved and sustained. They can, and should be, established at all levels in the
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organisation, ideally being cascaded down and most effectively undertaken as team activities and this is discussed in the section on +erformance.

ABOUT T4E ENTER(RISE

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7EER ENTER(RISES SEASON89 I'E 'REAM

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After the discussion of T!% in detail now we will discuss about T!% in a particular manufacturing plant. :ere we will discuss that due to

production which problems can be decrease the =uality of product. 3e will discuss that how we can be maintain the =uality. (very production procedure is differ than another. (very product is shifted from one to ne.t department where =uality is the main thing to produce a product. &ow we will discuss about the particular product which is produced in manufacturing plant that is #8( 80(A%, it is called also fro9en desert. #ce cream is food product which demand much care about =uality. #n ice cream production =uality is the main thing every point of production depend upon =uality. 3ithout =uality we cannot spread our product in the market. !uality is main cause to increase the business. Jue to ice cream production we need much consistency of =uality. !uality increase the taste of ice cream. &ow we will discuss about a firm of ice cream manufacturing. The firm name is 5((0 (&T(0+0#*(* and the brand name is *(A*O&69 ice cream. 1irm &ame IF 5eer (nterprises

,rand &ame IF *eason69 #ce cream

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 +lace +rop.

IF

udhiana

IF :ardeep *ingh

(RA'TI'A) E:(ERIEN'E

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%yself :ardeep *ingh. # am the owner of the plant of ice cream. # have the practical knowledge about the =uality of ice cream. # am running this factory from last three years. 3hen # established this plant, the one thing was in my mind that was a =uality maintenance. # kept one thing in my mind that # will never compromise with =uality in any situation. # did not compromise with =uality thus # earn less profit. &ow we will discuss every point where =uality e.ist from bottom to top. $urchasing o- ra8 materia0 IF The =uality of every product is depend on the =uality of raw material. *o the raw material should be purchased from the good dealer and good distributor and should be branded company. #n ice cream manufacturing raw material is very important thing. 0aw material is the base of taste. The material which is used for making ice cream is that IF %ilk %ilk +owder *ugar

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 '.%.*. *tab 8ustard +owder 8ream (ssence *ticks 3ater 1. Mi0=IF %ilk is the main thing for making ice creams. %ilk should be pure and full of fat. The minimum fat of milk should be G and the ma.imum M.> to making ice cream. %ilk should be pure =uality and should be fresh. #f it is not fresh we can not improve the =uality. 3hen, we purchase milk then milk should be checked by the fat machine and it should be pure and fresh. -. Mi0= po8"er IF %ilk powder is also making from milk. #t is also called dry milk. #n making of ice cream milk powder is

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used for increase the gravity of milk. %any companies are available in the market of dry milk. ,ut the better one should be purchased like "ttam etc. /. Sugar IF *ugar is basic part of taste. *ugar should be carefully put in the mi.ture. #t should be neither much nor less.

2. %.M.S. IF '%* is ingredient which is used for smoothness and to make ice cream fluffy. >. Sta/ IF #t is also ingredient, which is used for making mi.ture thicker and light. G. Custar" po8"erIF 8ustard powder is mainly used in & Stic= ?u0-i, M. Cream IF 8ream should be pure and fresh, because it is very important to increase the =uality. 8ream is very helpful in becoming material soft and tasteful. C. Essence IF (ssence are available in many flavors. #n ice cream different types of flavors are used. #n market many companies are available of essence. ,ut according to me 1,# O,ushL is the best one in this category. 1,#O,ushL is best =uality product.

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,ut every essence should be used till the e.piry date. The e.piry date is mentioned by the company on every bottle. @. Stic=s IF *ticks are mainly used in ice candy. *ticks should be in perfect si9e and every stick should be in same si9e. *tick should be in smooth stuff and very clean. 1A. @ater IF The water is used for making ice candy must should be filtered.

)ua0it2 o- Mi9ture To make the mi.ture every ingredient should be put in the selected ratio because much =uantity or less =uantity of ingredient and become the cause of bad =uality (very ingredients like '%*, *tab, %ilk +owder, *ugar, (ssence should be put in the milk accordingly to the =uantity of the milk and this mi.ture should be cooked on the gas burner or the boiler till the giving time according to recipe. #f it is done accordingly to the selected ratio of ingredients we can get the best =uality and delicious taste. S=i00e" Sta-- >6 the staff should be skilled because the =uality of product is in the hand of staff.

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The person who is appointed to make the ice cream should be skilled. :e should have the knowledge about every ingredient. :e should have the ability to produce the ice cream in any flavor. :e should have the ability to give the shape to ice cream clearly. The other staff should be also skilled. :elper, who helps the ice cream maker should be knowledgeable about his work. The all staff should have the efficiency to do work continues. The hands of every staff member should be covered with gloves and head with cloth or cap. The head of the department should be able to produce the =uality in product and he should be able to operate the all machines properly.

)ua0it2 o- machiner2 The machineries which are used to produce ice cream should be good =uality and should be purchased from well know company. The machine should be purchased from branded company.

T5(ES OF MA'4INES
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%achine is the main processor to produce the =uality. Jifferent types of machines are used to produce ice cream. There are four types of machines which are mainly used in this process that areIF 1. ,oiler -. :omoni9er /. 8hiller 2. 8harner A #ndian branded company which is manufacturing machines that is SI%MA,. S#'%A is a branded company which is famous in all over #ndia for ice cream machines. %y own factory # purchased all machines from this company. ,ecause the accuracy of this machine is better than local company machines.

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1. Boi0er IF ,oiler should be purchased from branded company the mi.ture should be ,oiled 1>F-A mins. 'auge should be accurate of the boiler.

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-. !omoniAer IF After making the mi.ture, the mi.ture is passed into the homoni9er. The mi.ture put in the bowl and it reaches in the piston. 3here mi.ture is pressed by the piston for getting the smoothness and better =uality and then mi.ture is come out from a pipe.

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/. Charner IF :ere mi.ture is reached in final process. The normal charner have ten liter capacity to produce ice cream in one time. The charner takes twenty minute to ready one lot. (very gauge of charner should have accuracy. All gauges should be in running condition.

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The blades of charner should be sharped. ,efore using the charner, it washes with water and after complete the work it washes again with water. $ac=ing +acking is the last stage which keep maintain the =uality. (very packing wrapper and brick bo.es should be made by better =uality poly and better paper or card sheets. (very packing material should be food grade. 3hich is approved by health department. The ice cream should be packed properly in the wrapper and brick bo.es. The both sides of every brick bo. should be laminated. The inner and outer side should be laminated. The e.piry date should be mentioned on every packing material and manufacturing date also should be mentioned. The main thing is that ice cream should be packed properly and sealed properly in the wrapper and brick bo..

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(A',IN; MATERIA)

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Storage The packed ice cream should be stored in the free9er. #ce cream should be stored in rows and columns so that it remain safe and in original shape. The temperature of the free9er should be in minus OFL degree. #t should be near about of minus F-A to F-G. The door of the free9er should be properly closed and the free9er should be switched on continues -2 hours. And generator should be available in the factory. C0ean0iness 8leanliness is the main cause to increase the =uality .the all side of factory should be clean the floor of the factory should be washed daily. 'arbage of the factory should placed in separate place. cleanliness is must to produce the better =uality. (very thing which is used to produce ice cream like steel bucket, steel jar, tubs etc should be washed before and after using. (very tub and jar in which material is kept should be covered with net. Jo not keep the material without cover. There should be proper ventilation in the factory. 8leanliness is must for the customer6s specially for children health even it is must =uality maintenance. 8leanliness is also checked by the health department. #t is must for getting =uality.

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'ON'E(TUA)I9ATION
This is Total !uality %anagement +roject 0eport. :uman resource is the most important factor for any organi9ation and success of any Organi9ation is depending upon its resource .#f human resource of organi9ation is not happy with the organi9ation. #t will adversely affect the organi9ation. The higher degree of commitment toward work will improve productivity and will decrease rejection cause due to human factor. *o to make the people happy is the responsibility of the organi9ation. *o this study is helpful to measure the level of commitment toward work and to know the factor affecting the commitment level. )*A(I'+>6 1. !uality means fitness for use. -. !uality means productivity, competitive cost, and timely delivery, total customer satisfaction. /. !uality means conformance to specification and standard.

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2. 8onformance to re=uirements. >. !uality is what the customer says G. !uality means getting every one to do what they have agreed to do and to do it right the first time and every time. 'O'A( )*A(I'+>6 #t means all the people of the organi9ation are committed to product =uality by doing right things right, first time, every time by employing organi9ation resource to provide value to customer. 'O'A( )*A(I'+ MANA%EMEN'> 6 #t is the process designed to focus e.ternalKinternal customer e.pectation preventing problems building, commitment to =uality in the workforce and promoting to open decision making. 'O'A(> (very one associated with the company is involved in continuous improvement, in all functional area, at all level. )*A(I'+> 8ustomer e.press and implied re=uirement is met fully.

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MANA%EMEN'> Jecision in a planned way. To maintain e.isting lever of =uality. To improve e.isting lever of =uality. (ffective utili9ation of resource.

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(RIN'I()ES OF T2M
1. Jelight the customer -. %anagement by fact /. +eople based management 2. 8ontinuous improvement >. *trong leadership G. !uality system measure< record M. Team work, Team accountable, correct problem C. +eople oriented technology, speed.

FOUR '8S OF T2M

1. 8ommitment -. 8ompetence /. 8ommunication

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2. 8ontinuous improvement

FA'TOR AFFE'TED T4E 'OMMITMENT OF T4E EM()O5EES

'eneral worker attitude toward the company. 'eneral worker attitude toward the supervisor. ever 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 worker6s satisfaction with the salaries The level of worker pride in the company and its activity 3orker reaction to the formal communication network in the organi9ation.

#ntrinsic job satisfaction level of the worker.

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3orker attitude toward the fellow worker.

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O(ERATIONA)ISATION OF T4E 'ON'E(T

# have studied on impact of employee6s commitment toward. # have e.plained earlier. #n the company, they already have implemented T!% so through this study, # measured the degree of implementation in the organi9ation and what are the factor that are affected the commitment lever and to check how much they are satisfaction with the T!% implement. 1or this purpose, # have made the =uestionnaire which consisting of multipleFchoice =uestions. # have collected the data from them and after that # have tabulated them and interpreted them and give the recommendation. 5ocus o- the pro/0em> The main emphasis will be on to find out =uality employee6s commitment toward their work as a result total =uality implementation. Re1ie8 o- E9isting 0iterature>

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%any people have work on this topic. They sum up various finding. They found that apply T!% has directly increased their moraleS increase the satisfaction lever and commitment toward their work. These are the finding of various researchers. *everal articles have been published in different journals, maga9ines and newspaper such as :A05A0J ,"*#&(** 0(5#(3, T:(

(8O&O%#8 T#%(*, 5#TA +A etc. ,ut the effect of T!% on employees commitment in the company has so far not undertaken. This project has been done first time in the company.

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')(S M S7uare" #n %ayBs issue of 1ocus, +aul 5arga of *ervice 'raphics wrote an article entitled T!O*L%U Total !uality O*alesL %anagement. 3hile many total =uality management programs have fallen into disfavor, T!O*L% is a critical issue for sales and e.ecutive management. +aulBs comments about the value of T!O*L% struck a chord based on some tough e.periences over past years. !uality in the sales and marketing process first became a critical issue to me about si. years ago. 3hile the basic tenets of =uality have always been appealing, imagine my plight as a sales e.ecutive for a high technology company faced with the following scenariosI %any of our Jepartment of Jefense *ubcontractors Oat the time about 2AH of our businessL were imposing their vendor =uality programs on us. Our salespeople found themselves being measured against yardsticks they didnBt understand. 3e were found nonFcompliant by some customers and not allowed to compete. Our VbidV prices were uplifted by others to reflect the cost of nonFcompliance. (ach customer had their own program, all of which were bad news if you did not comply. The sales teams were not e=uipped to deal with any of these programs.

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At the same time, many of our commercial customers were implementing their own =uality programs. At the time, %otorola was telling us that we would be re=uired to compete for the ,aldrige award. Other customers were beginning to look at #*O @AAA, and others were applying *i. *igma measurement criteria, while others had their uni=ue programs. The sales organi9ation wanted to comply with our customersB needs and continue to be recogni9ed as a =uality business partner, but did not know where to begin. 3e had several challengesI

The first was getting our own company to recogni9e that =uality is defined by the customer. ike our customers, our corporation had defined and implemented an aggressive =uality program. :owever, no one had spoken with the salespeople or with the customers. %any of the tough goals the corporation had set for itself were nonFcompliant when compared to those goals our customers were setting for their suppliers OusWWL.

*econd was finding a =uality training program that focused on the needs of salespeople. The =uality professionals seemed to focus on the VhardV sides of businessFFmanufacturing, development and administration. &one had programs targeted to the sales and marketing functions. # visited some of the ,aldrige award winners to discover how they had trained their sales organi9ations. %ost

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had developed their own programs with minimal help from =uality professionals.

1inally, we had to learn how to take a close look at ourselves and clean up our own house. 3e had to recogni9e that sales and marketing are definable processes, just as the other functions in an organi9ation. 3e had to define our process, define how to measure ourselves and then seek to improve our processes Othe ?apanese and =uality guruBs call it Tai9en.L.

#t took a lot of work, but it meant our survival, both as a corporation and as sales professionalsFFafter all, each failure hit the salesperson in the walletWW

The first step was relatively easy. 3e mapped the 22 customer driven =uality programs and compliance re=uirements against our corporate =uality goals. OThese 22 customers represented a significant amount of business.L 1rankly, the job became fairly easy at that point. # had the opportunity to present our customersB =uality re=uirements to our corporate =uality council. #t helps when the 8hairman of the ,oard chairs that council. Once it became obvious that meeting our internal =uality goals would not meet our customersB =uality re=uirements and that we faced losing business, we caught the attention of our chairman and the
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rest of the corporation. #t was one step in becoming customer focused.

Then we undertook developing our own =uality programs. 1irst, we began introducing our people to the basic concepts of =uality and customer satisfaction. Then we sponsored a number of projects to understand where we were and to make small improvements. 0ather than just tracking revenue, e.penses and a few other things, we started becoming attentive to a number of other factorsFFFreturns, delivery, the number of telephone rings in our offices and telemarketing centers and other measurements. (ach of these projects started establishing awareness in different parts of the organi9ation. On second thought, maybe they established better awareness with the e.ecutive management staff. #n hindsight, # remember countless individuals talking about small problems impacting our customers that we needed to fi., but taken separately they didnBt catch our attention. # think our people always knew we could and should do better, but could not capture the attention of management. &ow we were paying attention. 1inally we began to undertake the big task. 3e started to e.amine the process of selling. :ow did we define our process from the overall management of the business down to the daily activities of the salespeople4 :ow could we do this without creating a bureaucracy which

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diverted our focusFFsatisfying our customersB re=uirements and profitably growing our business4 ,enchmarking some leading sales organi9ations helped us tremendously. 3e opted for simplicity. 3e reali9ed that we could adopt a simple process and apply that, with discipline, to everything that we didFFfrom business management, to territory management, to improving the effectiveness and productivity of each salesperson, to coaching and developing everyone in the organi9ation. Only upon implementing this process were we able to see the +:(&O%(&A results it producedW 3e started to see the followingI

3e had a common language and process to manage the business. Our forecast integrity improved tremendously.

Our process forced us to focus on the way the world was, not the way we wanted it to be. 3e drove a fact base approach to managing the organi9ation, the selling process and each sales situation.

#n each selling situation, we began to focus on the customer need to buy, not our need to sell. 8ustomers would call me and ask V3hat have you done4 $our salespeople are asking me =uestions # have never been asked before. They are really interested in my business and my problemsWV

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Our results were tremendous. 3e were no longer VblacklistedV as nonF compliant by our customers. Our customers started looking at us as a valued business partner. Our company was becoming much more customer focused. The productivity of the sales organi9ation was improving, cost per order dollar was declining. 3e were growing.

T!O*L% makes senseW #n the greater 8leveland area, specifically, e.amine the factors driving all of us to improve the =uality and effectiveness of our sales organi9ations. The automotive industry has adopted a standard by which it will measure all suppliersFF!*@AAA. %any companies in this area need to train their salespeople in partnering with their automotive customers in implementing the !*@AAA programs. #*O@AAA is driving other companies. *upplier participation is an important factor in this standardFFour salespeople stand at the forefront of working with customers in assuring that we comply with the needs of our customers. #f those reasons are not important enough, consider the results other companies have achieved by introducing a =uality and process orientation to sales. One organi9ation adopting a process similar to that # described reduced its sales cycle by an average of 2AH. Organi9ations # have managed have reduced cost per order dollar by over -AH. One

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organi9ation implementing this process orientation has enabled itself to become the strategic vendor of choice to many of its customersFFpurely because of the ability of the sales organi9ation to focus on its customersB problems.

T!O*L% makes business senseW As +aulBs article pointed out, creating customer focused partnerships which drive growth and profitability is key to all sales e.ecutives. 3hether you call it total =uality or not, it makes the sales organi9ation more effective and productive. #t provides the competitive edge.

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2UA)IT5 MANA;EMENT
!uality %anagement history, gurus, T!% theories, process

improvement, and organisational commitment The history of =uality management, from mere BinspectionB to Total !uality %anagement, and its modern Bbranded interpretations such as B*i. *igmaB, has led to the development of essential processes, ideas, theories and tools that are central to organi9ational development, change management, and the performance improvements that are generally desired for individuals, teams and organi9ations. These free resources, materials and tools are an e.cellent guide to the =uality management area, for practical application in organi9ations, for study and learning, and for teaching and training others. These free pdf materials are provided by permission of the "T Jepartment of #ndustry F now the Jepartment for ,usiness, (nterprise and 0egulatory 0eform F which is gratefully acknowledged. The materials listed and linked from this page are subject to 8rown 8opyright. +lease note that since the replacement of the "T Jepartment of #ndustry by the Jepartment for ,usiness, (nterprise and 0egulatory 0eform, the
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branding on the materials is now obsolete. &evertheless, since the !uality %anagement technical and historical content is unaffected by the JT# branding the materials remain relevant for training, learning and reference. #t is appropriate to note the passing a little while back now, of ?oseph ?uran, a seminal figure in the history of =uality management, who died -C 1ebruary -AAC, age 1A/. ?uran did more than teach the ?apanese about =uality management. :e was also arguably the first =uality e.pert to emphasise that no =uality management system works unless people are empowered and committed to take responsibility for =uality F as an ongoing process F effectively for =uality to become part of part of peopleBs behaviour and attitudes F an ethos. The section below on Tai9en e.plains the connections between the true ethos of =uality management, and the positive ethical management of people.

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4ISTOR5 OF 2UA)IT5 MANA;EMENT

The roots of Total !uality %anagement can be traced to early 1@-ABs production =uality control ideas, and notably the concepts developed in ?apan beginning in the late 1@2ABs and 1@>ABs, pioneered there by Americans 1eigenbum, ?uran and Jeming.. )*A(I'+ MANA%EMEN' %*R*S AN# '!EORIES !uality %anagement resulted mainly from the work of the =uality gurus and their theoriesI the American gurus featured in the 1@>ABs ?apanI ?oseph ?uran, 3 (dwards Jeming, and Armand 1eigenbumS the ?apanese =uality gurus who developed and e.tended the early American =uality ideas and modelsI Taoru #shikawa, 'enichi Taguchi, and *higeo *hingoS and the 1@MAFCABs American 3estern gurus, notably +hilip 8rosby and Tom +eters, who further e.tended the !uality %anagement concepts after the ?apanese successes... %ore about the !uality %anagement gurus and their theories, including the development andKor use of the +lan, Jo, 8heck, Act O+J8AL cycle, +areto analysis, cause and effect diagrams, stratification, checkFsheets, histograms, scatterFcharts, process control charts, system design, parameter design, tolerance design OBTaguchi
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methodologyBL, !uality #mprovement Teams O!#TL, ?ust #n Time O?#TL, %anagement ,y 3alking About O%,3AL, %cTinsey MF* 1ramework, etc. 'O'A( )*A(I'+ MANA%EMEN' (')M Total !uality %anagement features centrally the customerFsupplier interfaces, Oe.ternal and internal customers and suppliersL. A number of processes sit at each interface. 8entral also is an organi9ational commitment to =uality, and the importance of communicating this =uality commitment, together with the acknowledgement that the right organi9ational culture is essential for effective Total !uality

%anagement.... %ore about the fundamentals and structures of the T!% model, including the people, processes and systems in the organi9ation. $ROCESSES 6 *N#ERS'AN#IN% $ROCESSES AN# ME'!O#S 5OR $ROCESS IM$ROVEMEN' "nderstanding processes is essential before attempt is made to improve them. This is a central aspect to Total !uality %anagement, and also to more modern =uality and process improvement interpretations and models such as *i. *igma.... %ore about Total !uality %anagement process and process improvement methods.

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2UA)IT5 (RO'ESS

IM(RO7EMENT

TOO)S AND TE'4NI2UES

A wide range of tools and techni=ues is used for identifying, measuring, prioritising and improving processes which are critical to =uality. Again these ideas and methods feature prominently in modern interpretations of Total !uality %anagement methodology, such as *i. *igma. These process improvement tools and techni=ues includeI J0#5( OJefine, 0eview, #dentify, 5erify, (.ecuteL, process mapping, flowFcharting, force field analysis, cause and effect, brainstorming, +areto analysis, *tatistical +rocess 8ontrol O*+8L, 8ontrol charts, bar charts, Bdot plotB and tally charts, checkFsheets, scatter diagrams, matri. analysis, histograms.. A summary of =uality tools is below Jeveloping people and teams +eople are a fundamental component within any successfully developing organi9ation. Take away the people and the organi9ation is nothing. Take away the peopleBs motivation, commitment and ability to work together in wellForganised teams, and again, the organi9ation is nothing. 8onversely, inspire the people to work well, creatively, productively, and the organi9ation can fly. ogically therefore, the development and proper

utili9ation of people are vital to the success of all =uality management

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initiatives. There are a wide range of models that are used in selecting, assessing, training and developing and motivating people, among which are classical models such as ,elbin, %yers ,riggs Type #ndicator Osee the personality models sectionL, ,ruce TuckmanBs

B1orming, *torming, &orming, +erformingB model, ?ohn AdairBs Action 8entred eadership model. )*A(I'+ MANA%EMEN' S+S'EMS A BTotal !uality organi9ationB generally benefits from having an effective !uality %anagement *ystem O!%*L. A !uality %anagement *ystem is typically defined asI VA set of coFordinated activities to direct and control an organi9ation in order to continually improve the effectiveness and efficiency of its performance.V 8ustomer e.pectations inevitably drive and define BperformanceB criteria and standards. Therefore !uality %anagement *ystems focus on customer e.pectations and ongoing review and improvement. $ER5ORMANCE MEAS*REMEN' AN# MANA%EMEN' There are many ways to measure organi9ational performance other than financial output or profit. %odern measurement focuses on the essential activities, resources and other factors F many less intangible than

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traditional indictors F that impact on final outputs. These include modern methods such as ,alanced *corecard. EBCE((ENCE AN# '!E E*RO$EAN )*A(I'+

MANA%EMEN' MO#E( The (uropean 1oundation for !uality %anagement O(1!%L (.cellence %odelX is a useful framework for developing =uality and e.cellence within an organi9ation. ')M SE(56ASSESSMEN' AN# A@AR#S *SIN% '!E E5)MC MO#E( Any organi9ation can assess itself provided it has the commitment to so so, and a framework for the selfFassessment... :ere are some ideas, and a process for =uality and e.cellence selfFassessment. ')M BENC!MAR?IN% AN# )*ES'IONNAIRE (REA#INESS 5OR BENC!MAR?IN% ,enchmarking is a widely used term within the field of organi9ational measurement and management .... :ere is an e.planation of

benchmarking, and a =uestionnaire by which an organi9ation Oor a department or process teamL can assess its readiness for benchmarking. ')M IM$(EMEN'A'ION 5RAME@OR? AN# B(*E$RIN'

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:ere is a framework and BblueprintB for the implementation of a =uality improvement or Be.cellenceB initiative. #t includes the following elementsI

T!% +rocesses Tools and techni=ues +eople and teamwork !uality management system +erformance measurement (1!% (.cellence %odelX *elfFassessment This blueprint for achieving organi9ational e.cellence is based on many years of research, education and advisory work in the (uropean 8entre for ,usiness (.cellence O(8for,(L, and the research and education division of Oakland 8onsulting plc. #t is, along with the other resources in this section, information and advice initially from the "T Jepartment of #ndustry, now replaced by the Jepartment for ,usiness, (nterprise and 0egulatory 0eform. ?AIZEN Tai9en is a very significant concept within =uality management and deserves specific e.planationI

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Tai9en Ousually pronounced Bky9anB or Bky9enB in the western worldL is a ?apanese word, commonly translated to mean Bcontinuous improvementB. Tai9en is a core principle of =uality management generally, and specifically within the methods of Total !uality %anagement and B ean %anufacturingB. Originally developed and applied by ?apanese industry and

manufacturing in the 1@>As and GAs, Tai9en continues to be a successful philosophical and practical aspect of some of the best known ?apanese corporations, and has for many years since been interpreted and adopted by BwesternB organi9ations all over the world. Tai9en is a way of thinking, working and behaving, embedded in the philosophy and values of the organi9ation. Tai9en should be BlivedB rather than imposed or tolerated, at all levels. The aims of a Tai9en organi9ation are typically defined asI

To be profitable, stable, sustainable and innovative. To eliminate waste of time, money, materials, resources and effort and increase productivity.

To make incremental improvements to systems, processes and activities before problems arise rather than correcting them after the event.
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To create a harmonious and dynamic organi9ation where every employee participates and is valued. Tey concepts of Tai9enI

E1er2 is a key word in Tai9enI improving everything that everyone does in every aspect of the organi9ation in every department, every minute of every day.

(volution rather than revolutionI continually making small, 1H improvements to 1AA things is more effective, less disruptive and more sustainable than improving one thing by 1AAH when the need becomes unavoidable.

(veryone involved in a process or activity, however apparently insignificant, has valuable knowledge and participates in a working team or Tai9en group Osee also !uality 8ircles belowL.

(veryone is e.pected to participate, analysing, providing feedback and suggesting improvements to their area of work.

(very employee is empowered to participate fully in the improvement processI taking responsibility, checking and coFordinating their own activities. %anagement practice enables and facilitates this.

(very employee is involved in the running of the company, and is trained and informed about the company. This encourages commitment and interest, leading to fulfilment and job satisfaction.
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Tai9en teams use analytical tools and techni=ues to review systems and look for ways to improve Osee !uality Tools belowL. At its best, Tai9en is a carefully nurtured philosophy that works smoothly and steadily, and which helps to align BhardB organi9ational inputs and aims Oespecially in processFdriven environmentsL, with BsoftB management issues such as motivation and empowerment. ike any methodology however, poor interpretation and implementation can limit the usefulness of Tai9en practices, or worse cause them to be counterFproductive. Tai9en is unsuccessful typically whereI

Tai9en methods are added to an e.isting failing structure, without fi.ing the basic structure and philosophy.

Tai9en is poorly integrated with processes and peopleBs thinking. Training is inade=uate. (.ecutiveKleadership doesnBt understand or support Tai9en. (mployees and managers regard Tai9en as some form of imposed procedure, lacking meaningful purpose. Tai9en works best when it is BownedB by people, who see the concept as both empowering of individuals and teams, and a truly practical way to improve =uality and performance, and thereby job satisfaction and
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reward. As ever, such initatives depend heavily on commitment from above, criticallyI

to encourage and support Tai9en, and to ensure improvements produce not only better productivity and profit for the organi9ation, but also better recognition and reward and other positive benefits for employees, whose involvement drives the change and improvement in the first place. #nterestingly, the spirit of Tai9en, which is distinctly ?apanese in origin F notably its significant emphasis upon individual and worker

empowerment in organi9ations F is reflected in many BwesternB concepts of management and motivation, for e.ample the $FTheory principles described by Jouglas %c'regorS :er9bergBs %otivational

Theory, %aslowBs &eeds :ierarchy and related thinkingS AdamsB (=uity TheoryS and 8harles :andyBs motivational theories. 1ascinatingly, we can now see that actually very close connections e.ist betweenI

the -un"amenta0 princip0es o- )ua0it2 Management F which might be regarded as cold and detached and focused on BthingsB not people, and

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progressi1e DhumanistD i"eas a/out moti1ating an" managing peop0e F which might be regarded as too compassionate and caring to have a significant place in the optimi9ation of organi9ational productivity and profit. The point is that in all effective organi9ations a very strong mutual dependence e.ists betweenI

systems, processes, tools, productivity, profit F the BhardB inputs and outputs Osome say BleftFside brainBL, and

people, motivation, teamwork, communication, recognition and reward F the BsoftB inputs and outputs OBrightFside brainBL Tai9en helps to align these factors, and keep them aligned. )ua0it2 too0s B!uality ToolsB refers to tools and techni=ues used in support of Tai9en and other =uality improvement or =uality management programmes and philosophies. ,ased mainly on statistical and manufacturing process tools, !uality Tools are used at all levels of an organi9ation F typically in B=uality circlesB or Tai9en work teams to analyse and review activities and uncover inefficiencies.

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The main !uality Tools areI

'he DE @h2sD F asking B3hy4B at least five times to uncover root cause of a problem.

50o8charts F bo.es and arrows method of e.amining activities, potentially used in brainstorming, also found in business process modelling.

5ish/one<Ishi=a8a #iagrams F fishboneFstructured diagram for identifying causeKeffect patterns, in which primary categories are generally preFdetermined according to conte.t. *ee fishbone diagram and usage e.amples for project management.

Run Charts F a graph which plots dataKchange along a timeline. $areto Charts F a line and bar graph displaying causeKeffect ratios, especially biggest relative cause, based on +areto theory.

!istograms F a bar graph displaying data in simple categories which together account for a total.

Chec=0ists<Chec=sheets F preFformatted lists for noting incidence, fre=uency, etc., according to known useful criteria

Contro0<She8hart

Charts F

standard

pattern

of

performanceKtime for a given process, often in 0un 8hart format, which acts as a template to check conformance and deviation.

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Scatter #iagram<Scatterp0ot F a graph which plots points Otypically very many individual instancesL according to two variables, which produces a useful visual indication of the relationship between the two variables. *ome =uality tools, like flowcharts and checklists, have become part of mainstream management. Others tools such as the 1ishbone diagram have stayed =uite specific to the engineering and manufacturing disciplines, which traditionally have a strong focus and e.pertise in Tai9en, B eanB management and other =uality management methodologies.

)*A(I'+ CIRC(ES !uality circles, similar to Tai9en teams, are a key part of any continuous improvement programme. #n this conte.t the word BcircleB refers to a team of people. Teams or small groups Othe circlesL meet to analyse, and review working practices with a view to making suggestions for improvement in their work and the systems.

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As with many !uality Tools, the specific use of !uality 8ircles is chiefly concentrated among manufacturing and engineering organi9ations or in technical departments of this sort. The term !uality 8ircles may be found in more general use outside of these traditional areas, in which case the name tends to imply or symbolise that teams are working in an empowered, cooperative way, especially focused on problemFsolving and improvements, rather than a strict adherence to technical Total !uality %anagement or related processes. This article contains a summary of implementation of T!% improvement projects in the %anufacturing and *ervice *ectors over the last > years. #t highlights difficulties encountered in using specific improvement tools as well as handling of the team members.

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T2M IM(RO7EMNT MET4ODO)O;5

Throughout these T!% improvement projects, a common methodology was used as a systematic way to M !8 tools are widely employed within this methodology
1. 'he #E5INE phase

#n this phase, team members are re=uired to identify improvement projects. *ome tools commonly used to help members to select improvement projects are as followsIF aL ,rain *torming bL %ulti 5oting cL *election 'rid dL +roblem *tatement "pon completion of using the tools, team members will be able to select and agreed to a project which may be an opportunity for improvement or problem. A +roblem *tatement is used as a summary of this phase to state
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the nature of the project, boundaries of the process to be improved, goal and target, resource re=uired and potential constraints 3hile this is a simple phase to accomplish, often team members are faced with difficulties for some valid reasons. *ome of the common difficulties encountered are as followsIF aL Team leader cannot decide whether to use the above tools to select project even though project is already assigned by the management bL Team leader lack e.perience in directing team members cL ack of initial data to support decision making dL Team members are not well verse with the subject matter eL ack understanding of the improvement tools
-. 'he ANA(+SE phase

This is a critical phase where the current state of the subject matter as well as root causes will be analysed in detail. This analysis is done systematically and logically as followsIF aL The scope of the subject matter bL 8urrent performance OproblematicL trend

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cL #dentify possible causes of the opportunity or problem dL Jetail diagnostic to the root cause of the confirmed true causes 8ertainly, these steps are performed using common improvement tools include MF!8 tools such as ,rainstormingS Jata collectionS Trend 8hartingS 1ishF,one Jiagram and whyF3hy Analysis. Team members use these tools selectively to dissect the problem into smaller junks and look at them critically. As e.pected, team members do not seems to able to grasp the use of these tools effectively. Often than not, team members make conclusion to the Vroot causeV too soon without factual data to support. The reasons for this are several, some of them are as followsIF aL Team leader dominate in team discussion bL *ome team members used past e.perience to make conclusion cL Jata collection is tedious dL ack data analytical skill eL ack focus during brainstorming on possible causes fL Jid not spend enough time to validate the possible causes gL Too judgmental on the causes

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hL 0oot cause analysis is often skip after possible causes is identified

/. 'he IM$ROVE phase

There are two steps in this phase, namelyS plan the improvement and #mplement the improvement plan. "pon completed the Analyse phase, the team members would have some ideas what are some of the causes of the problem. And to some e.tend, the root causes of the problem is identified. ,ased on these causes, planning to improve them is the key objective of this #%+0O5( +hase. There are several tools involve in doing so, namelyIF aL ,rainstorming of action K solution bL *election 'rid cL ,enchmarking dL 8ostF,enefit Analysis eL 8ontrol lot and testing fL +ilot the action K solution gL 1orceF1ield Analysis hL +revention +lanner

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Traditionally, when an action K solution is identified, often than not, they are implemented without considering the risk involved. *ometime when they are implemented, these action K solution cause different set of problem. Juring my consulting projects, team leaders failed to stay control of the Ve.citement of successV when action K solution is identified. 0isk analysis was not enough or lacking before they are implemented. *ome of the difficulties encountered by the team members during this #%+0O5( phase are as followsIF aL Action K solution taken causes other problem O?ump into the action without further evaluation of the riskL bL Action K solution does not yield long term result O%ember got over e.ited about the action K solution and forgot about the root causes. cL ine workers refuse to abide to the new action K solution O1ocus too much on technical aspect of the action K solution, forgot about the human factor. &ew action K solution involve change. %anaging the change is often neglectedL dL *ome action K solution are not carried out as e.pected
2. 'he CON'RO( phase

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This is the most neglected but critical phase to ensure action K solution put in placed are permanently yield e.pected results. #t cannot be over emphasi9ed the importance of 8O&T0O . &ot only team need to control the improvement result but e=ually important the action K solution. These are the critical components of the whole #mprovement +rojects to ensure sustainability of the improvement. :owever, members tends to keep track of the result without reali9ing it is the action K solution that bring about the improvement of the results. ,esides tracking and monitoring, it is important that new action K solution are standardi9ed across the company with simple yet effective work instructions and *tandard Operating +rocedures. And they are periodically audited for compliance. That %anagement team has included these items in their operation review meeting until such a time they feel it is sustainable. They are some basic tools used in this phase, namelyIF aL Trend 8harting bL 8ontrol 8hart cL Jocumentation dL Audit eL OnFjob training

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fL 0eFcertification Juring this phase, least difficulties were encountered by team members. +erhaps it was due to the fact that most action K solution are taken placed in the work area they are in charge. :owever, there are cases where teams are set up for a crossFfunction project in which action K solution to be taken are in work areas not the responsibility of the team members. #n which case, team members faced with the following difficultiesIF aL Action and solution are not carried out consistently bL *ome of the line workers are not aware of the changes cL Tracking is focus on results but did not e.tend to the action K solution The above article is a compilation of issues in several T!% projects facilitated by the author in various manufacturing and service sectors from year -AA1 to -AAG. These projects are categori9ed asIF Sa0es Impro1ement $ro.ects such as>6 aL 8ustomer < %arket Analysis bL 0eduction in 8ustomer 8omplaints cL +roduction "ptime

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dL Jelivery 8ycle Time eL oan +rocessing An" Cost Re"uction $ro.ects such as>6 aL !uality #mprovement bL +rocess Optimi9ation cL #ncrease ,oiler (fficiency dL 0educe %aterial osses eL 0educe (lectricity 8onsumption fL 0educe %achine Jowntime gL 0educe 0epair < %aintenance hL 0econcile #nsurance +olicy +remium etc This article deals with some common difficulties encountered during the implementation of improvement projects with regards to the use of tools, implementing action and solutions, sustaining the effort and so on. :owever, other aspects not included in this article are management commitment, sustainability and 0eward < 0ecognition.

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#n summary, the above projects were completed and their duration varied depending on project comple.ity. Also, the cost of project, improvement and its related cost saving varied too. As an indication, the project saving ranged from few thousand to a million %alaysian 0inggit. ,esides these tangible benefits, there are several intangible benefits too. To name a fewS team member work well together as a team than before, gaining e.tra understanding to the processes, gain analytical and project improvement skill etc

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OB<E'TI7E OF T4E STUD5

The objectives of this study areI 1. To find the degree of T!% implemented in the organi9ation. -. To study the level of commitment of employees toward their work. /. To find out factor influencing the commitment.

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RESEAR'4 MET4ODO)O;5
0esearch methodology is a way to solve the research problem in a systematic manner. #t 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 se=uence or steps followed have been e.plained as underI UNIVERSE ND SURVE! "O"U# $ION The universe is the employee working at mill. # have selected 1AA employees 2A 10O% T:( *TA11, GA 10O% T:( 3O0T(0 for the survey. RESE R%& DESI'N This research is of (P+ O0ATA0$ 0(*(A08: J(*#'&.# have used the =uestionnaire method for collecting the data. N #!SIS " $$ERN #ata co00ection> This data is primary data, which # have been collected with the help of =uestionnaire. # have prepared a =uestionnaire on the basis of the factors responsible for employee6s commitment in the organi9ation
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%A80O A&A $*#* O#nferences <#nterpretationL The detailed analyses of the results are e.plained belowI MOS' O5 EM$(O+EES 5EE(S '!A'> %ost of the staff member and worker feel that organi9ation is =uality conscious toward the employees. This also increases their commitment toward the work and toward the organi9ation. *ome of the employee6s feel that thy have proper information about the policies, practices followed in the organi9ation. ,ut some of employees feel that there is no proper communication. %ost of the facts related with the organi9ation are hided by the management from the employees. %ost of the employees feel that they don6t get rewarded for their good performance. %ost of the staff6s member feels that their performance is properly measured in the organi9ation.

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)IMITATIONS
1. (mployees of the organi9ation may hide the fact. -. The management did not agree to disclose all the confidential data. /. &umbers of respondents are very less, so clear conclusion can6t be drawn.

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'ON')USION
After of the discussion about =uality in the particular manufacturing plant we can say that the over all product is depend on =uality. 3ithout =uality we can not spread our product in the market and our brand name can not be get famous without =uality. #ce cream is a food product where e.istence of =uality is must. The food product business like ice cream can be survive only upon =uality and originality. !uality can raise popularity of our product on region, national as well as international level. #n the nutshell we can say that all over business depends upon the better =uality. #f the product =uality is better then people would like our product.

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RE'OMMENDATIONS
The suggestions # have given for the betterment are e.plained belowI Y #t is very important to provide the opportunity to the employees of the organi9ation to e.press their ideas or whatever they want to e.press. Y %anagement should clear their vision mission and goals towards the employees in the organi9ation. Y %anagement 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. Y %anagement should give due importance to mental rela.ation <social cultural development of an employees who strives hard for the company. Y 0eward or +raiseKappreciation works as magic for an individual and motivates them for work.

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0ole clarity of each position should be defined and based on that individuals can plan their work accordingly. *elfFpotential system should be encouraged.

There are regular review and comparison of current < past performance to detect gradual deterioration in the strategy.

+roper cooperation should be necessary in the company.

3e believe that people need small moments of pleasure in their lives. Our passion is inspired by our love for simple ingredients like milk, fruit and chocolate, which make our products the best +leasure 1ood) there is.

#n a world of stress, denial, restraint and Bless is moreB, providing moments of daily pleasure is still really important for our customers and their families. %oreover, we take great pride in believing that we are, in a way responsible for putting that smile on the consumerBs face. 'aste the -un si"e o- 0i-e %ention ice cream and most people think of the :eartbrand. The brand with the big red heart logo is behind many muchFloved ice cream classics F from indulgent treats like %agnum and 8ornetto, to the refreshing fruit tastes of *olero and family favourites like 5iennetta.

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Ma=ing 2ou happ2 1ew foods are guaranteed to put a smile on peopleBs faces like ice cream. ,ut while ice cream should always be fun, weBve an everFgrowing range of lower fat, lower sugar products. :eartbrand now provides lighter versions for those watching the calories and smaller si9es for smaller appetites, as well old favourites F thereBs something for everyone. Ice Cream ma=es 2ou happ2 6 its o--icia0F A study carried out using 1%0# brain scanners showed that eating 3allBs had an immediate effect on the part of the brain that is activated when someone is really enjoying themselves F The pleasure areas . *o we now have scientific evidence to prove what we all already knew, that ice cream really does make you happyW 3e believe that little pleasures in life, at some point, add up to make a huge difference. +leasure is not a sin. #t is actually o.ygen for the soul. 3e say that because it is a scientifically proven fact that happy people live longer.

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