TQM Project

A Project Report on Total Quality Management
ACKNOWLEDGEMENT
I wish to acknowledge my indebtedness to my project guide Mr. Ashish Bal

and faculty guide Ms. Ispita Mishra without whose sincere guidance and support
this project would not have been a success. Thanking them is a small gesture for
the generosity shown.
I am also grateful to MR Nishant Gupta for helping me and providing me
useful information. I am also indebted to all the employees of the organization for
their sincere help and cooperation.
This project is a satisfactory outcome of several days hard work. We are
thankful to the respondents who have given us sample feedback and co-operation
during the preparation of this project.
Finally, I take this opportunity to thank the entire senior executives team
and every associate of this organization, who have helped me directly and
indirectly during this period of project preparation.
Name-
CHANDAN KUMAR
Regd. No.- C15MB2020005
Report on Total Quality Management At Jindal steel and power Limited, Angul
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PREFACE/ABSTRACT
Total Quality Management (TQM) has been practiced in diverse industries from
manufacturing to services. But its important in steel sector has attracted only a few
researchers. By providing the best service quality in steel higher organizational
performance will be expected. There is intense competition between Public steel
sector, Private steel sector and foreign steel sector in India. So customer
satisfaction plays a major role to survive in the intense competition. The present
research attempts to close the research gap of relationship between TQM and
Customer satisfaction. So the objective is to find out the association between the
multidimensionality of TQM and Customer satisfaction in the steel industry in the
India context. This research will provide constructive information that helps the
practitioners to precisely identify areas of concerns and take corrective measures to
enhance their level of customer satisfaction. Knowledge in this area will allow
managers of the steel organizations to direct their resources adequately in
improving the more important contributors of Customer satisfaction.
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Table of Contents
Chapter
No.
Title
Introduction
Research Aims and Objectives
1.1
1.2
4
6
Structure of Study
1.2.
1
1.2.
2
1.2.
3
1.2.
4
1.2.
5
2
2.1
2.2
2.2.
1
Page No.
Introduction
Literature Review
Research Methodology
Findings & Recommendations
Conclusion
Literature Review
Brief
Overview
Overall
Total Quality Management
Benefits of TQM
Obstacles to TQM
TQM From Manufacturing to Services
Model for Evaluating TQM Implementation
in Services
TQM and Organization Performance
Customer Satisfaction
Critical Success Factors of TQM
Theoretical framework
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3.1
3.2
3.2.
1
3.2.
2
3.3.
3
3.3.
4
3.3.
5
3.3.
6
3.3.
7
3.3.
8
3.3
3.4
3.5
3.6
3.7.
1
3.7
3.7.
1
3.7.
2
3.7.
3
4
Introduction of Chapter
The Descriptive Approach Method
Problem and Observation
Identify of Information
Development of Collecting Data Instrument
Population and Sample
Design of Data Collection
Collection of Information
3.3.6.1 Primary Sources
3.3.6.2 Secondary Sources
3.3.6.3 Data Collection Method
Analysis of Information
Generalization
Problem of the Study
Research Design
Aims of Research
Summary of Research Framework
Variable Measurements
3.7.1.1 Independent Variables: TQM Practices
3.7.1.2 Dependent Variable
Usefulnees/Implication of study
Research Implications
Theoretical Implications
Managerial Implications
Graphs of Data Analysis
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5
6
7
8
9
10
11
Interpretation and Analysis

Limitations
Findings
Recommendation
Conclusions
References
Appendix
1.0 Introduction
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Steel sector has undergone intense competition and a change in customers
expectations over the last few years especially after the recession .The importance
and increasing attention to service quality in financial institutions is fully justified
by the socio-political changes that have arisen. Amongst these changes, we can
point to the economic globalization, which has brought about a reversal in
consumer habits for steel services. Amongst the knock-on effects of these changes,
which constitute a new form of steel customer behavior, we can point to greater
demands and financial culture. These behaviors generate attitudes amongst
customers with regard to the steel, which in turn affect these customers
assessment of the steel services and products offered. At this juncture, the quality
of service will be the dominant primary factor in ensuring the survival of the
service provider in the global market. The onset of economic reforms has opened
of public steel sector to private sector and foreign players. These firms with the
state of art service systems and high service quality pose a real threat to the
Government owned public sector. In such a situation organizations have to adopt a
more pragmatic, market orientated approach if they have to succeed in winning and
retaining customers. At this juncture, the quality will be the dominant primary
factor in ensuring the survival of the service provider in the global market. The
customer-centric services have the paradigm shift in the service industries. This has
given an impetus to the concept of total quality management in the service sector.
The concept of total quality management (TQM) has been developed as a result of
intense global competition. Organizations with international trade and global
competition have paid considerable attention to TQM philosophies, procedures,
tools and techniques. According to Juran, international competition requires higher
levels of quality achievement by organizations. Total quality management is the
popular area of research in management. Total Quality Management (TQM) has
been practiced in diverse manufacturing industries and now there is a growing
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interest in the service sector, even from non-profit organizations (Nwabueze,
1998). But the service industry differs from the manufacturing industry in a
number of ways, such as service intangibility, simultaneity of production, delivery
and consumption; perish ability, variability of expectations of the customers and
the participatory role of customers in the service delivery. Several authors have
proposed models of TQM. However, most of the models are based on theories and
practices that are primarily derived from the manufacturing industry.
The steel industry is the largest industry in the service sector which caters to the
needs of the different categories of people. Notably, the service quality of
commercial steel industries tends to play a dominant role in high involvement
industries.
On the other hand, researchers on the service marketing and management studied
service quality by identifying the factors that influence customers expectation and
perception of service quality, and investigating their impact on customer
satisfaction. Financial service sector including steel industries are no different.
Steel industries are struggling to improve service and proclaim that they are
customer focus. Financial institutions have undergone intense competition and a
change in customers expectations over the last few years (Cheng et al., 1996). The
importance and increasing attention to service quality in financial institutions is
fully justified by the socio-political changes that have arisen (Cowling & Newman,
1995). Amongst these changes, we can point to the economic globalization, which
has brought about a reversal in consumer habits for steel industries services.
Amongst the knock-on effects of these changes, which constitute a new form of
steel industries customer behavior, we can point to greater demands and financial
culture. These behaviors generate attitudes amongst customers with regard to the
steel industries, which in turn affect these customers assessment of the financial
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services and products offered. In this study we developed the concept of
relationship between the critical success factor of Total quality management for
service model in steel industries sector and customer satisfaction. As a
consequence studying the linkage between TQM and Customer satisfaction is
necessary as it provides a theoretical as well as a practical platform to the Steel
industries organizations in the efforts to gain sustainable competitive advantage.
1.1 Research Aims and Objectives:
The main aim of the study is to explore the implement ability and the effectiveness
of TQM implementation in India steel industries. In lieu with this, the following
research objectives will be addressed.
Study the implementation levels of TQM among Indian steel sector.
Determine how such implementation improved the quality of products and
services offered by Indian steel authority.
1.2 Structure of Study:
1.2.1 Introduction:
The working title of the study is initially drafted
as: Total Quality Management in Steel Sector. In particular, the research will focus
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on the implement ability of total quality management (TQM) in small scale steel
industries also in India. TQM is a customer-driven, top-down, actions-based and
proactive process. The paper discusses in detail the research proposal of the topic.
In this research proposal, the background and problem of the study are presented;
the objectives of the study are formulated. Here, vital concepts, questions and
assumptions are stated. Finally, the methodology to be used is discussed.
1.2.2 Literature Review:
In recent decades, TQM has become the buzz word in the

management practice. It has been defined in many different ways. The
International Standard ISO 8402, Quality Management and Quality AssuranceTerminology has defined TQM as the management approach of an organization,
centered on quality, based on the participation of all its members and aiming at
long-term success through customer satisfaction, and benefits to all members of the
organization and to society (Ljungstrom & Klefsjo, 2002). Temtime and Solomon
(2002) said that TQM seeks continuous improvement in the quality of all
processes, people, products, and services
of an organization. TQM is also a systems approach to management that aims to
enhance value to customers by designing and continually improving organizational
processes and systems (Kartha, 2004). The emphasis is on employee involvement
and empowerment along with customers and customer satisfaction as the focal
point. The tenets of TQM are continuous improvement, top management leadership
commitment to the goal of customer satisfaction, employee empowerment, and
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customer focus (Ugboro & Obeng, 2000). TQM means that the organizations
culture is defined by and supports the constant attainment of customer satisfaction
through an integrated system of tools, techniques and training (Sashkin & Kiser,
1993).
1.2.3 Research Methodology:
In this section, we discuss sample and data collection procedures and

operational measures of variables used in the study as well as the statistical tests
used to evaluate the multidimensionality of TQM practices and its relationship.
The research strategy that the study will utilize is the descriptive method. A
descriptive research intends to present facts concerning the nature and status of a
situation. It is also concerned with relationships and practices that exist, beliefs and
processes that are ongoing, effects that are being felt, or trends that are developing.
In addition, such approach tries to describe present conditions, events or systems
based on the impressions or reactions of the respondents of the research (Creswell,
1994). This research is also cross-sectional because of limited time. This research
is a study of a particular phenomenon (or phenomena) at a particular time.
Accordingly, cross-sectional studies often employ the survey strategy, and they
may be seeking to describe the incidence of a phenomenon or to compare factors in
different organizations.
In this study, primary and secondary research will be both incorporated. The reason
for this is to be able to provide adequate discussion for the readers that will help
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them understand more about the issue and the different variables that involve with
it. The primary data for the study will be represented by the survey results that will
be acquired from the respondents. A structured questionnaire will be designed for
this study. The study will many section of a steel industries about their TQM
processes. On the other hand, the literature reviews to be presented in the second
chapter of the study will represent the secondary data of the study. The secondary
sources of data will come from published articles from books, journals and theses
and related studies.
1.2.4 Findings & Recommendations:
Top management is very serious in TQM practices and establishing it it all

their departments and they has set up it as a separate department. Even it is given
under the control of auditor. So there is an eagle eye of the auditor on it. Top
management should conduct seminars and workshops for its employees to make
the sense, awareness and benefits of the TQM .there should be trainee programs for
the staff.
1.2.5 Conclusion:
TQM practices are too much valid and necessary for steels to compete in
toadys fierce competition. Now a days top management have started to take full
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interest in the TQM department for the success of their business & steel.
Customers are the real asset of any business either it is a manufacturing or service
sector but it is very important in service sector. So there is an intense need of TQM
in the service sector organization.
2. Literature review
2.1 Brief Overview:
In recent decades, TQM has become the buzz word in the management
practice. It has been defined in many different ways. The International Standard
ISO 8402, Quality Management and Quality Assurance-Terminology has defined
TQM as the management approach of an organization, centered on quality,
based on the participation of all its members and aiming at long-term success
through customer satisfaction, and benefits to all members of the organization and
to society (Ljungstrom & Klefsjo, 2002). Temtime and Solomon (2002) said that
Page 12

TQM seeks continuous improvement in the quality of all processes, people,
products, and services of an organization.
TQM is also a systems approach to management that aims to enhance value
to customers by designing and continually improving organizational processes and
systems (Kartha, 2004). The emphasis is on employee involvement and
empowerment along with customers and customer satisfaction as the focal point.
The tenets of TQM are continuous improvement, top management leadership
commitment to the goal of customer satisfaction, employee empowerment, and
customer focus (Ugboro & Obeng, 2000). TQM means that the organizations
culture is defined by and supports the constant attainment of customer satisfaction
through an integrated system of tools, techniques and training (Sashkin & Kiser,
1993).
2.2 Overall
2.2.1 Total Quality Management:
In recent decades, TQM has become the buzz word in the management practice.
It has been defined in many different ways. The International Standard ISO 8402,
Quality Management and Quality Assurance-Terminology has defined TQM as the
management approach of an organization, centered on quality, based on the
participation of all its members and aiming at long-term success through customer
satisfaction, and benefits to all members of the organization and to society
(Ljungstrom & Klefsjo, 2002). Temtime and Solomon (2002) said that TQM seeks
continuous improvement in the quality of all processes, people, products, and
services of an organization. TQM is also a systems approach to management that
aims to enhance value to customers by designing and continually improving
Page 13

organizational processes and systems (Kartha, 2004). The emphasis is on employee
involvement and empowerment along with customers and customer satisfaction as
the focal point. The tenets of TQM are continuous improvement, top management
leadership commitment to the goal of customer satisfaction, employee
empowerment, and customer focus (Ugboro & Obeng, 2000). TQM means that the
organizations culture is defined by and supports the constant attainment of
customer satisfaction through an integrated system of tools, techniques and training
(Sashkin & Kiser, 1993). Even though many think that TQM is old news, many of
the new continuous improvement initiatives are based on TQM philosophies. TQM
encompasses a number of different initiatives. For example, Six Sigma, which is
popular today, is a methodology within TQM, not an alternative to it (Klefsjo,
Wiklund, & Edgeman, 2001). Lean Sigma is another methodology that is widely
used today that is included within TQM. TQM also includes initiatives such as ISO
9000 and the Malcolm Baldrige National Quality Award (MBNQA). Regardless of
the different perspectives, the underlying theme common to all frameworks is that
TQM is based on a prevention work process that strives to increase quality and
efficiency, improve productivity, and enhance customer satisfaction (Waldman &
Addae, 1993). The core values and beliefs that are essential in implementing a
TQM process include the following elements:
(1) quality information must be used for improvement, not to judge or control
people;
(2) authority must be equal to responsibility;
(3) there must be rewards for results;
(4) cooperation, not competition, must be the basis for working together;
(5) employees must have secure jobs;
(6) there must be a climate of fairness;
(7) compensation should be equitable; and
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(8) employees should have an ownership stake (Sashkin & Kiser, 1993). Kassicieh
et al. (1998) studied the impact of TQM training, performance evaluation and
rewards on the success of TQM implementation. Aksu (2003) examined the
preparedness of manufacturing industries to implement the TQM practices.
Kassicieh et al. (1998) studied the impact of TQM training, performance
evaluation and rewards on the success of TQM implementation.
2.2.2 Benefits of TQM:
Juran (2001) wrote that the benefits and goals of total quality are lower costs,
higher revenues, delighted customers, and empowered employees. Costs can be
lowered by reducing errors, reducing rework, and reducing non-value added work.
Higher quality can also equate to higher revenues through satisfied customers,
increased market share, improved customer retention, more loyal customers, and
premium prices. Customers continue to demand higher quality goods and services.
Delighted customers purchase over and over again, advertise goods and services
for the company, and check first when they are going to buy anything else to see
what is offered by the company they are loyal to. Empowered employees have the
means to measure the quality of their own work processes, to interpret the
measurements, and compare these measurements to goals and take action when the
process is not on target. These empowered employees also understand who their
customers are; what the customers need, want, and expect; how to design new
goods and services to meet these needs; how to develop the necessary work
processes; how to develop and use the necessary quality measurements; and how to
continuously improve these processes. Similarly Chin and Pun (2002) stated that
the implementation of TQM can generate improved products and services, reduced
costs, more satisfied customers and employees, and improved bottom line financial
performance. Other benefits include improved company image, improved certainty
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in operations, improved morale, improved management, and committed customers
(Davies, 2003). However, it is not easy for management to implement TQM,
because TQM means a cultural overhaul (Rao, Youssef, & Stratton, 2004). Deming
(1981) also attested that the benefits of better quality through improvement of the
process are thus not just better quality and the long-range improvement of marketposition, but also greater productivity and profit. Improvement of the process
increases uniformity of output of product, reduces mistakes, and reduces waste of
manpower, machine-time, and materials. Kaynak (2003) suggested that a positive
relationship exists between the extent to which companies implement TQM and
firm performance. The three TQM practices that have direct effects on operating
performance (inventory management and quality performance) are supplier quality
management, product/service design, and process management.
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TQM deals with both individual and collective behaviors that can create customer
satisfaction through continuous improvement (Claver, Gasco, Llopis, & Gonzalez,
2001). Each company should develop its own individual framework for TQM that
fits its situation and available resources. TQM involves teamwork and commitment
on the part of the employees and management. Well-conceived training, mentoring,
and feedback systems have demonstrated that they serve important roles in
mitigating employee resistance to change (Jun, Cai, & Peterson, 2004). If TQM
succeeds in improving performance, the organization's customers may gain
through lowered prices or improved satisfaction; its shareholders gain through
improved returns on investment and management gains through higher
compensation (Beer, 2003). A study by Prajogo and Sohal (2003) found that TQM
significantly and positively contributes to innovation performance, in terms of
product and process. They found that there was a positive and significant
relationship between quality performance and innovation performance, particularly
process innovation. Zhang (2000) identified the significant positive impact of
quality management methods on the products quality and business performance.
TQM can have a dynamic role in strategy formulation, in addition to the more
tactical role of strategy application and deployment (Leonard & McAdam, 2003).
Those organizations that applied TQM at a strategic level were found to have
robust TQM programs with greater longevity as a result of using frequent
regenerative approaches (Leonard, McAdam, & Reid, 2002).
2.2.3 Obstacles to TQM:
TQM has many different obstacles and barriers. As per managers five barriers to
TQM are inadequate human resources development and management; lack of
planning for quality; lack of leadership for quality; inadequate resources for TQM;
and lack of customer focus. The most significant obstacle was found to be
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inadequate resources, followed by inadequate human resources development, and
then lack of planning (Sebastianelli & Tamimi, 2003). A primary reason for TQM
failure in organization is due to half-heartedly implemented TQM. Many
organizations are not willing to undertake the total cultural transformation that
TQM requires (Ugboro & Obeng, 2000). As per Nwabueze (2001), nobody knows
exactly what culture change is and how best to approach cultural transformation,
which is argued to be the most essential ingredient if TQM is to succeed. Other
often-cited problems include getting everyone in the organization to move in the
same direction, the lack of goals, insufficient knowledge, poor planning, lack of
management commitment, lack of proper training, failure to use the right
framework, lack of resources, lack of effective management, and incompatibility of
attitudes of top management and workers. Some companies are already in poor
health at the time during which TQM is implemented. TQM demands that
resources be available to sustain the organization over the full period of
implementation and beyond, and it could prove to be too demanding for the weak
(Nwabueze, 2001).
Beer (2003) stated that TQM fails due to failures in implementation, not in TQM
theory and method. Top-down programs undermine the unit leaders' commitment
and their capacity to lead a TQM transformation in their unit. It is management's
lack of capacity to explore the gaps between the TQM program and the reality of
actual practicethe very process of inquiry, analysis, and action embedded in
TQMthat causes TQM implementation failure. The missing ingredient in
unsuccessful TQM transformations is a total quality management process for
assessing and developing a high quality of management at every level (Beer,
2003). A study by Ljungstrom and Klefsjo (2002) determined that the six areas for
obstacles to TQM are management, continuous improvement, quality methods and
tools, work development, process orientation, and unions. Unions have seldom
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been discussed in TQM literature, but they have a great deal of influence in many
organizations. Efforts to achieve TQM that unions are often resistant to include
reduced hierarchies, integration of work, increased responsibility and authority on
the shop floor, membership in projects and design processes, and competence
development. Lack of senior management commitment is seen as an important
obstacle (Soltani, Lai, & Gharneh, 2005). Reasons for this include lack of
knowledge about what TQM is, ineffective internal communication between
management and employees, and low engagement of other levels of management
within the organizations. So, top executives need training that will help them to
understand the philosophy and benefits of TQM, along with how to implement it
effectively.
Juran (1993) suggested that many companies have failed at TQM initiatives
because CEOs do not know which quality strategy is best for their company and
their choices have been a gamble and there was a laissez-fair attitude, that is,
managers were not
trained in the process of managing for quality. Critics of TQM have suggested that
TQM entails excessive retraining costs, consumes huge amounts of management
time, increases paperwork and documentation, demands unrealistic employee
commitments levels, emphasizes process over results, and fails to address the
needs of small firms, service firms, or non-profits. Failures of TQM have been
attributed to factors that conflict with the philosophy of TQM, which include lack
of cooperation and excessive time and financial commitments (Chin & Pun, 2002).
The review of literature showed that the most common obstacle to TQM is lack of
management support and commitment. Other prevalent obstacles were lack of
proper and adequate training and resistance to change from all involved.
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2.2.4 TQM From Manufacturing to Services:
Developed during the era of manufacturing, both the US and Japanese TQM gurus
focused and addressed their work primarily to manufacturing, and hence the
application of TQM in service was only given secondary attention. Still many
researchers worked for TQM application in service industry (Sureshchandra et al.,
2002; Sit et al., 2009). Aksu (2003) examined the preparedness of manufacturing
industries to implement the TQM practices. Suresh chandra et al. (2002) identified
12 dimensions of Total Quality Service (TQS) as being critical for effective
implementation of quality management in service organizations. Among these 12
dimensions, it is Service Culture which is unique. Today, the Indian customers
have a wide choice of service providers in the market and the more knowledgeable
and discerning among tend to opt for the best in terms of quality and reliability and
are at par with international standard. At this juncture, the quality of service will be
the dominant primary factor in ensuring the survival of the service provider in the
global market. The customer-centric services have the paradigm shift in the service
industries. This has given an impetus to the concept of total quality management in
the service sector (Saravanan and Rao, 2006). Brah et al. (2000) surveyed 176
service companies in Singapore and found that top management support, customer
focus, employee involvement and employee empowerment were positively
correlated with financial and operating performance. So there is no lack of studies
proposing that
TQM can be transferable to the service environment. Still, there is an obvious need
for empirical research to demonstrate that TQM applies equally to both service and
manufacturing setting.
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2.2.5 Model for Evaluating TQM Implementation in Services:
Suresh chanda et al. (2001) in a research study in the steel industries sector of a
developing economy identified that critical dimension of TQS can be broadly
categorized under three groups as follows:1.Dimensions of manufacturing used in
service sector- Top management commitment, Human resource management,
Design and management process, Information and analysis, Benchmarking,
Continuous improvement, Customer focus, Employee satisfaction. 2.Those
dimension that are seldom used in the literature both in manufacturing and service
organization are Union intervention ,Social responsibility 3.Finally those factors
that are unique to the service sector are Services capes-the man made physical
environment and Service culture. Al-Marri et al. (2007) identified sixteen factors
that were found to be critical to TQM implementation success. The factors are top
management support, strategy, continuous improvement, benchmarking, customer
focus, quality department, quality system, human resource management,
recognition and reward, problem analysis, quality service technologies, service
design, employees, services capes, service culture and social responsibility.
Khamlah and Lingaraj (2007) survey of managerial perceptions of the
implementation of total quality management (TQM) in small service businesses in
the US. The study addresses the employment of TQM, tools used, successes,
failures, benefits, and problems encountered in small firms. Using a structured
instrument, they surveyed 550 small businesses from various types of services in
northeastern Indiana and obtained 306 usable responses. Whereas the majority of
the respondents indicate top management commitment towards TQM, most have
not instituted formal TQM programs or quality-enhancing activities. Training of
employees in quality is not commensurate with top management commitment to
TQM. Further, the majority of the firms do not reward or recognize employees who
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successfully apply TQM. There may have been ambiguity in the minds of
respondents about the meaning of TQM.
Lenka and Suar (2008) based on the review of literature, this study has identified
six core concepts, for the realization of TQM in service sector such as hotels and
steel industries. These are:
(a) transformational leadership,
(b) customer orientation,
(c) HRM,
(d) organizational culture,
(e) continuous improvement
The underlying assumption is that realization of these core concepts is facilitated
through the implementation of the peripheral, supporting precepts. One of the
peripheral precepts is measurement of customer satisfaction dominant theme in
services marketing literature, with the aim of increasing customer loyalty and
retention.
Selvaraj (2009) researched about Indian steel industries industry and found that top
management commitment, human resource management, technical and important
systems,
customer
focus,
employee
satisfaction,
service
culture, social
responsibility and services capes are important commercial factors in commercial

steel industries. His research showed that TQM is most successfully implemented
in foreign steel industries followed by private and public sector steel industries.
The important discriminate TQM factors among the three groups of steel industries
were found to be customer focus and top management commitment.
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2.2.6 TQM and Organization Performance:
Zeithaml (2000) summarized about the relation between TQM and profit. His
findings showed that both positive effect in some studies and no effect in other. But
unlike the variability in profitability impact of TQM, the relationship between
TQM and quality/operating performance is well established and empirically
confirmed (Lee et al., 1999; Roa et al., 1999). With popularity of TQM, there is a
growing awareness of importance of linking business drivers with other
organizational issues such as leadership, strategic quality planning, service design,
people and process management (Pannirselvam & Ferguson, 2001). There is a
significant practitioner interest in this area and the adoption of quality award
criteria as TQM framework tends to proliferate (Black & Porter, 1996; Hua et al.,
2000). These awards stress the importance of total quality, customer satisfaction
and management process to the attainment of superior competitive position. Many
authors have highlighted the dangers of managers mistaking the implementation
of TQM for quality accreditation. Critiques of quality awards are also well
rehearsed in the literature, calling into question the ubiquity and completeness of
these awards (Bounds et al., 1994). Award-based framework is meant mainly for
organizations seeking to be recognized as leaders in the quality management field,
and it assumes that an organization has reached a mature level of TQM
implementation (Yusof & Aspinwall, 2000). According to Botorff (2006), From
the economics of quality, we know it is much cheaper to prevent failure than to let
it happen, catch it, and then try to fix it. If organizations would practice ethics as
the logic based discipline and quality problem it is, they would achieve higher
levels of accuracy, repeatability, and performance. This, in turn, would result in
better moral and economic outcomes for all involved, including themselves.
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A considerable body of empirical evidence suggests that TQM implementation
improves organizational performance. Using a random sample of 950 companies in
Singapore, Brah et al. (2000) determined how an organization could benefit from
TQM implementation in terms of improved financial and operating performance.
Kunst and Lemmink (2000) investigated the relationship between quality
implementation and organizational performance in hospitals and discovered that
TQM leads to higher business performance, which indicates efficiency, cost
effectiveness, and higher perceived service quality by patients. In the Netherlands,
Zhang (2000) reached almost similar conclusions. He found that quality
implementations have a positive impact on product quality and TQM has much
better effects on the overall business performance than ISO 9000. TQM improves
many aspects of performance such as customer satisfaction and business
performance (Martinez-Lorente et al., 2004; Parzinger & Nath, 2000). In the UK,
Soltani and Lai (2007) found that International Organization for Standardization
(ISO) series and other total quality management (TQM) models were seen as
helping organizations in the journey towards business excellence.
In contrast, there are some researchers who found that the implementation of TQM
did not improve performance. For example, Dow et al. (1999) showed that some
TQM factors, such as employee commitment, shared vision and customer focus,
contribute to superior quality outcome and factors such as benchmarking, work
teams, advanced manufacturing technologies and closer supplier relationships do
not contribute to superior quality outcomes. This is also supported by Beaumont
and Shoals (1999) investigation which showed that the use of quality management
practices was not correlated to profit levels. Singles et al. (2001) studied the effect
of certification in the ISO 9000 series and found that ISO certification itself did not
lead to an improvement in the performance of organizations. But Nasr et al. (2004)
investigated ISO 9000 registered companies in Malaysia and found positive links
Page 24

between ISO 9000 registered companies and firm performance. This is similar to a
study conducted in Greece by Dimara et al. (2004), who found a moderate
relationship between ISO 9000 registered companies and firm performance. So
importance of TQM in raising organization performance cannot be ignored.
European.
2.2.7Customer Satisfaction:
CS can be defined in various ways. According to Kotler (1996), satisfaction is the

level of a person's felt state resulting from comparing a product's perceived
performance (or outcome) in relation to the person's expectations.
In the contemporary global economy and highly competitive business
environment, it is fatal for a business organization to be non-customer
oriented .Since early 70s some important developments in theory and research on
consumer satisfaction have been made by different studies Satisfaction,
conceptually, may be considered as an outcome of purchase and use which is the
outcome of customers comparison of the benefits and costs involved in acquiring
any product or service experience in relation to the expected outcomes, whilst, in
operational terms, satisfaction is similar to the attitude whereas it can be evaluated
as the accumulated satisfaction experiences with the different attributes of the
product. Later, in 80s, addition of "an emotional response to the experiences
provided by, associated with particular products or services purchased .. However,
further development customer satisfaction research during 90s and also at the
inception
of
year
2000,
dominated
by
model
built
on
confirmation/disconfirmation paradigm to describe customer satisfaction (.

Where satisfaction, or dissatisfaction determined by the difference between
Page 25

customer expectations of the product or service and their actually percieved
performance.
2.2.8Critical Success Factors of TQM:
The extent review of the literature suggested that there are numerous
TQM( practices in the literature) that can be identified as being crucial to the
successful implementation of TQM. They identified eight factors: top management
leadership, role of quality department, training, product design,
quality
management, process management, quality information analysis, and employee

relations with customer This covered service industries as corporate quality
culture;
quality
improvement
measurement
systems;
communication
of
improvement information; strategic quality management; teamwork; structure,

people/customer management; operational quality planning; customer satisfaction
orientation. They are: compensation, benchmarking, training management,
empowerment, technology management, assessment, process management,
participation, teamwork, and training and outcome measurement.
--------------------------------------------------------------
Page 26
3. Theoretical Framework
3.1 Introduction of Chapter:

Theoretical framework shows the whole frame work and methods which describes
the whole research and the ways of findings and analysis which describes the
whole research and shows best result.
3.2 The Descriptive Approach Method:

The Eight-Step Process in the Descriptive Method
1. Problem and observation
2. Identify of information
3. Development of data gathering instrument
4. Identification of population and sample
5. Design of information collection procedure
6. Collection of information
7. Analysis of information
8. Generalization or predictions
Page 27
3.2.1 Problem and Observation:

Observation is the first stage, in which one senses that certain changes are
occurring or that some new behaviors, attitudes and feelings are surfacing in ones
environment (i.e., the work place).How does one observe phenomena and changes
in the environment?
3.2.2 Identify of Information:

It involves the seeking of information in depth, of what is observed.
This could be done by talking informally to several people in the work setting or to
clients or to other relevant sources, thereby gathering information on what is
happening and why. (Unstructured interviews)
Then it is followed by structured interviews.
Additionally by doing library research or obtaining information through other
sources, the investigator would identify how such issues have been tackled in other
situations.
3.2.3 Development of Collecting Data Instrument:
Develop a questionnaire and seminars to collect a feasible data for good results and
make good questionnaire according to topic. In this study, primary and secondary
research will be both incorporated. The reason for this is to be able to provide
adequate discussion for the readers that will help them understand more about the
issue and the different variables that involve with it. A structured questionnaire will
Page 28

be designed for this study. The study will survey 25 commercial steel industries
about their TQM processes.
3.2.4. Population and Sample:

The target population of this study was managers and few employees from the steel
industries. TQM in their operations. Therefore, the selected sample is considered to
be a valid representation of the population because is a well-established and
renowned representative of the manufacturing and service industries for over 38
years. In this study, the steel organizations were purposively targeted.
The unit of analysis for this study was the managers who possessed adequate
knowledge of their organizational practices pertaining to quality management
while had great understanding about the level in their organizations. In fact, a
number of researchers also had selected this sample group (i.e. managers) as their
target population in relation to the empirical study of TQM postulated that a
commitment to quality management was primarily initiated by the top
management, and departmental managers were usually more familiar with the
basic principles and terminology of quality management as compared to other
levels of employees (i.e. low-level management). Thus, this group of population
was chosen as the target for this study.
The empirical data were collected using a questionnaire survey. A random sample
of 30 managers was selected from the department. Only one site per organization
was included in the sample. Of the 40 questionnaires originally distributed, 30
were returned with answers. This constituted an overall response rate of 75 percent.
Nevertheless, ten of the returned questionnaires were not usable. .
Page 29
3.2.5 Design of Data Collection:

It is the next logical step after theory formulation.
From the theorized network of associations among the variables, certain testable
hypotheses or educated conjectures can be generated. Hypothesis testing is called
deductive research. Sometimes, hypotheses that were not originally formulated do
get generated through the process of induction. Questionnaire is designed as
structerd questions.major and more questions are close ended.
3.2.6 Collection of Information
3.2.6.1 Primary Sources
The primary data for the study will be represented by the survey results that
will be acquired from the respondents. A structured questionnaire will be designed
for this study. The study will survey 16 department of a organization about their
TQM processes.
3.2.6.2 Secondary Sources:

The literature reviews to be presented in the second chapter of the study will
represent the secondary data of the study. The secondary sources of data will come
from published articles from books, journals and theses and related studies.
3.2.6.3 Data Collection Method:

Page 30

Survey
Books
Discussion
Internet
Research papers journels, articles
3.2.7 Analysis of Information:

Analysis of whole collected data to b done next and apply tests to calculate
good results. It is the important step which shows all differentiation and values.
3.2.8 Generalization:
Generalization is the process of arriving at conclusions by interpreting the
meaning of results of the data analysis.
3.3 Problem of the Study:
The key problem that will be explored in this study is the implement ability
of TQM and the effectiveness of such in the steel industry in India. The following
research questions will be given answer to:
Page 31

1)
How TQM is applied in steel industry in India.?
2)
How TQM improve the quality of in steel industry in India.?
3)
How can the quality of services of in steel industry in India be improved

through TQM?
3.4 Research Design:

The research strategy that the study will utilize is the descriptive method. A
descriptive research intends to present facts concerning the nature and status of a
situation, as it exists at the time of the study (Creswell, 1994). It is also concerned
with relationships and practices that exist, beliefs and processes that are ongoing,
effects that are being felt, or trends that are developing (Best, 1970). In addition,
such approach tries to describe present conditions, events or systems based on the
impressions or reactions of the respondents of the research (Creswell, 1994). This
research is also cross-sectional because of limited time. This research is a study of
a particular phenomenon (or phenomena) at a particular time. (Saunders et al,
2003) Accordingly, cross-sectional studies often employ the survey strategy, and
they may be seeking to describe the incidence of a phenomenon or to compare
factors in different organizations.
In this study, primary and secondary research will be both incorporated.
The reason for this is to be able to provide adequate discussion for the readers that
will help them understand more about the issue and the different variables that
involve with it. The primary data for the study will be represented by the survey
results that will be acquired from the respondents. A structured questionnaire will
be designed for this study. The study will survey 16 department of a steel industries
about their TQM processes. On the other hand, the literature reviews to be
Page 32

presented in the second chapter of the study will represent the secondary data of
the study. The secondary sources of data will come from published articles from
books, journals and theses and related studies.
In this section, we discuss sample and data collection procedures and operational
measures of variables used in the study as well as the statistical tests used to
evaluate the multidimensionality of TQM practices and its relationship.
3.5 Aims of Research:
The main aim of the study is to explore the implement ability and the effectiveness
of TQM implementation in Indian steel industries. In lieu with this, the following
research objectives will be addressed.
Study the implementation levels of TQM among steel organization ,
Determine how such implementation improved the quality of products and
services offered by steel industries.
3.6 Summary of Research Framework:

Dependent Variable:
Customer Satisfaction
Independent Variable:
Page 33
Leadership
Strategic planning
Customer focus
Process management
Information and analysis
Human recourse management
Continuous improvement
In relation to the above, the variables are identified on a general basis. There are
several other variables that affect the Customer Satisfaction level, but only a few
are considered for this in order to avoid complexity
Relationship among Variables
Result
Dependent
Independent
Leadership
Process Management
Page 34
Human Resource
Management
Customers Focus
Information Analysis
Performance
Customers Satisfaction
Strategic Management
Continuous
improvement
Employee
Management
Communication
3.6.1 Variable Measurements:
3.6.1.1 Independent Variables: TQM Practices:

This measure is based on the seven dimensions of TQM . The seven dimensions
namely LD, CF, SP, IA, PM, HR and CI. Each of these TQM categories consists of
three statements or items. Thus, a total of 21 statements were developed. Sample
items include Top management strongly encourages employee involvement in
quality management and improvement activities (LD), Our organization has a
written statement of strategy covering all business operations which is clearly
articulated and agreed by our senior manager (SP), Our organization collects
extensive complaint information from customers (CF), Employees are
Page 35

encouraged to develop new and innovative ways for better performance (PM),
and Availability of key performance figures for analysis and decision making
(information sharing).
3.6.1.2 Dependent Variable:

Similar to TQM, the measures were derived and adapted from numerous existing
studies. Five statements were developed under this construct. Respondents (i.e.
managers) were asked to indicate their opinions about the level in their
organizations based on five-point scale (1, strongly agree; 2, agree; 3, neutral; 4,
disagree; 5, strongly disagree). Some of the examples of the statements that
measured are as follows: Customer satisfaction is an everyday priority in my
organization, Customers are satisfied with my organization's products/services,
and My organization's customers feel that we strive to satisfy.
3.7 Usefulnees/Implication of study:
3.7.1 Research Implications:

In this study, a contemporary research in the domain of TQM has implications in
both theoretical and managerial perspectives. These implications will be discussed
as follows.
Page 36
3.7.2 Theoretical Implications:

From the theoretical perspectives, this study highlights the importance of TQM in
contributing to steel service context. The exploration of the association between
TQM practices and Customer Service in the steel industry fills the current disparity
and consequent gap in knowledge. The proposed theoretical model in this study
emphasizes those TQM elements that are particularly important in determining a
high level of Customer Service towards the service providers or the service firms.
In addition, there are very limited empirical studies that investigate the
multidimensionality of TQM components which facilitate the level of Customer
Service within a service setting. Thus, this empirical study may obtain the attention
from other researchers with its relatively new concept as it identifies the
circumstances that are most conducive to the establishment of CS, particularly in
the domain of TQM.
3.7.3 Managerial Implications:

This study provides some insight into the true worth of TQM implementation in
which it reinforces the widely held be that LD, CF, IA,CI and HR are positively
associated with CS. In addition, this research study provides constructive
information that helps the practitioners to precisely identify areas of concerns and
take corrective measures. A clear vision and mission statements that asserts the
future direction of the organization should be established the steel industries. Apart
from SP, management may need to determine whether effective PM exists in their
industries. If not, management should perhaps re-engineer or revitalize its
Page 37

processes in order to improve its overall business performance while enhance the
CS simultaneous.
---------------------------------------------------------------
4. Graphs of Data Analysis

(1) Gender Respondents:
Page 38

Frequency Table
Gender of Respondents
Cumulative
Frequency Percent Valid Percent
Percent
Valid Male
10
66.7
66.7
66.7
Fem
33.3
33.3
100.0
Total
15
100.0
100.0
Conclusion:
After data operate and bring together I have found that 67% males respond me
and 33% females respond me.
(2) Know about CRM:
Frequency Table
Page 39

Know about CRM
Cumulative
Percent
Valid
Strongly Agree
40.0
40.0
40.0
Agree
53.3
53.3
93.3
Strongly
Disagree
6.7
6.7
100.0
Total
15
100.0
100.0
Conclusion:
After data operate and bring together I have found 53.3% peoples are agree 40%
strongly agree and 6.7% strongly disagree.
Page 40

(3) CRM Positive Tool:
Frequency Table
CRM a positive tool for attracting customers
Cumulative
Percent
Valid Strongly Agree
33.3
33.3
33.3
Agree
60.0
60.0
93.3
Strongly
Disagree
6.7
6.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 60% peoples are agree 33.3%
Page 41

(4) Customer Satisfaction:
Frequency Table
Satisfies customers contribute more revenue to firm
Cumulative
Percent
40.0
40.0
40.0
Agree
53.3
53.3
93.3
Strongly
Disagree
6.7
6.7
100.0
15
100.0
100.0
Total
Conclusion:
Page 42

(5) Equality Basis:
Frequency Table
Need to recognize all the customers on equality basis

Cumulative
Percent
Valid
Strongly Agree
33.3
33.3
33.3
Agree
46.7
46.7
80.0
Disagree
6.7
6.7
86.7
Strongly
Disagree
13.3
13.3
100.0
Total
15
100.0
100.0
Conclusion:
After data operate and bring together I have found 46.7% peoples are agree 33.3%
strongly agree 6.7% are disagree and 13.3% are strongly disagree.
Page 43

(6) Equality Basis:
Frequency Table
Proper functioning of system improve quality

Cumulative
Percent
40.0
40.0
40.0
Agree
46.7
46.7
86.7
Disagree
6.7
6.7
93.3
Strongly
Disagree
6.7
6.7
100.0
15
100.0
100.0
Total
Conclusion:
strongly agree 6.7% are disagree and 6.7% are strongly disagree.
(7) Employees Commitment:
Frequency Table
Page 44

Employees commitment play a role in improving quality
Frequency
Valid Strongly
Agree
Cumulative
Percent Valid Percent
Percent
46.7
46.7
46.7
Agree
46.7
46.7
93.3
Disagree
6.7
6.7
100.0
15
100.0
100.0
Total
Conclusion:
strongly agree 6.7% are disagree.
(8) Customer Expectation:
Frequency Table
Page 45

Offer of products in accordance to customers' expectations
Cumulative
Percent
Valid Agree
26.7
26.7
26.7
Disagree
40.0
40.0
66.7
Strongly
Disagree
33.3
33.3
100.0
15
100.0
100.0
Total
Conclusion:
strongly agree 33.3% are disagree.
(9) Technology:
Frequency Table
Page 46

Technology adoption influence the price of product
Cumulative
Percent
Valid Strongly
Agree
Agree
Disagree
Total
26.7
26.7
26.7
10
66.7
66.7
93.3
6.7
6.7
100.0
15
100.0
100.0
Conclusion: After data operate and bring together I have found 66.7% peoples are
agree 26.7% strongly agree 6.7% are disagree.
(10) Large Scale Business Reduce Price:
Frequency Table
Page 47

Conducting business on large scale reduce prices
Cumulative
Percent
Valid Agree
6.7
6.7
6.7
Disagree
10
66.7
66.7
73.3
Strongly
Disagree
26.7
26.7
100.0
15
100.0
100.0
Total
Conclusion:
strongly disagree and 66.7% are disagree
(11) Quality and Price:
Frequency Table
Page 48

Quality and price correlated
Cumulative
Percent
33.3
33.3
33.3
Agree
60.0
60.0
93.3
Strongly
Disagree
6.7
6.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 60% peoples are agree 33.3%
strongly agree 6.7% are strongly disagree.
Page 49

(12) Price of Product After CRM:
Frequency Table
price of products affect CRM

Cumulative
Percent
Valid Disagree
10
66.7
66.7
66.7
Strongly
Disagree
33.3
33.3
100.0
15
100.0
100.0
Total
Conclusion:
are
After data operate and bring

together I have found 66.7%
peoples are disagree and 33.3%
strongly disagree.
(13) Customer Loyalty:
Frequency Table
Page 50
Loyal customers are more profitable

Cumulative
Percent
Valid Disagree
60.0
60.0
60.0
Strongly
Disagree
40.0
40.0
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 60% peoples are disagree and
40% are strongly disagree.
(14)Complaints Affect Customer Satisfaction:
Frequency Table
Page 51

Complaints affect customers satisfaction
Cumulative
Percent
Valid Disagree
11
73.3
73.3
73.3
Strongly
Disagree
26.7
26.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 73.3% peoples are disagree and
26.7% are strongly disagree.
(15) Customer Satisfaction Affect CRM:
Frequency Table
Page 52

Customers' satisfaction affects CRM
Cumulative
Percent
Valid Disagree
53.3
53.3
53.3
Strongly
Disagree
46.7
46.7
100.0
15
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 53.3% peoples are disagree and
46.7% are strongly disagree.
(16)Existing Customers are More Beneficial:
Frequency Table
Page 53

Existing customers are more beneficial than new ones
Cumulative
Percent
6.7
6.7
6.7
Agree
13.3
13.3
20.0
Disagree
60.0
60.0
80.0
Strongly
Disagree
20.0
20.0
100.0
15
100.0
100.0
Total
Conclusion:
strongly agree 60% are disagree and 20% are strongly disagree.
5.Interpretation and Analysis
(1) Designation:
Page 54
Frequency Table
Designation of the Respondents
Frequency
Valid
Manager
25
Percent
Valid Percent
100.0
Cumulative
Percent
100.0
100.0
Conclusion:
After data operate and bring together I have found 100% peoples are managers.
(2) Motivation Structure:
Frequency Table
Page 55

Introduction of motivation structure by management
Cumulative
Percent
Valid Agree
11
44.0
44.0
44.0
Strongly
Agree
24.0
24.0
68.0
Neutral
20.0
20.0
88.0
Disagree
12.0
12.0
100.0
25
100.0
100.0
Total
Conclusion:
After data operate and bring together I have found 44% peoples are agree 24%
strongly agree 12% are disagree and 20% are neutral.
(3) Management Response to Complaints:
Frequency Table
Page 56
Management's response to complaints

Cumulative
Percent
Valid Agree
13
52.0
52.0
52.0
Strongly
Agree
12
48.0
48.0
100.0
Total
25
100.0
100.0
Conclusion:
strongly agree.
(4) Training Programes:
Frequency Table
Page 57

Training program aims for minimizing mistakes
Cumulative
Percent
Valid Agree
13
52.0
52.0
52.0
Strongly
Agree
11
44.0
44.0
96.0
Neutral
4.0
4.0
100.0
25
100.0
100.0
Total
Conclusion:
strongly agree and 4% are neutral
(5) Technology:
Frequency Table
Page 58

Training program concentrate on financial services
Cumulative
Percent
Valid Agree
15
60.0
60.0
60.0
Strongly
Agree
20.0
20.0
80.0
Neutral
20.0
20.0
100.0
25
100.0
100.0
Total
Conclusion:
(6) Technology:
Frequency Table
Page 59

Corrective actions
Cumulative
Percent
Valid Agree
10
40.0
40.0
40.0
Strongly
Agree
11
44.0
44.0
84.0
Neutral
16.0
16.0
100.0
25
100.0
100.0
Total
Conclusion:
(7) Competitors:
Frequency Table
Page 60

Competitors
Cumulative
Percent
Valid Agree
36.0
36.0
36.0
Strongly
Agree
36.0
36.0
72.0
Neutral
20.0
20.0
92.0
Disagree
8.0
8.0
100.0
25
100.0
100.0
Total
Conclusion:
(8) Communication:
Page 61

Frequency Table
Changes
Cumulative
Percent
Valid Agree
12
48.0
48.0
48.0
Strongly
Agree
12.0
12.0
60.0
Neutral
28.0
28.0
88.0
Disagree
12.0
12.0
100.0
25
100.0
100.0
Total
Conclusion:
(9) Long Term Plan:
Frequency Table
Page 62

Long term plan
Cumulative
Percent
Valid Agree
15
60.0
60.0
60.0
Strongly
Agree
12.0
12.0
72.0
Neutral
24.0
24.0
96.0
Disagree
4.0
4.0
100.0
25
100.0
100.0
Total
Conclusion:
(10) Continuous Improvement:
Frequency Table
Page 63

Continuous improvement
Cumulative
Percent
Valid Agree
17
68.0
68.0
68.0
Strongly
Agree
20.0
20.0
88.0
Neutral
8.0
8.0
96.0
Disagree
4.0
4.0
100.0
25
100.0
100.0
Total
Conclusion:
Page 64

(11) Technology:
Frequency Table
Demands of the job
Cumulative
Percent
Valid
Agree
12
48.0
50.0
50.0
Strongly
Agree
8.0
8.3
58.3
Neutral
36.0
37.5
95.8
Disagree
4.0
4.2
100.0
24
96.0
100.0
4.0
25
100.0
Total
Missing System
Total
Conclusion: After data operate and bring together I have found 48% peoples are
agree 8% strongly agree 4% are disagree and 36% are neutral.
Page 65

6. Limitations
6.1 Research Limitations and Future Research:
Several limitations of this study should be noted in order to determine possible

future research opportunities. First, the time sequence of the relationships between
the variables could not be determined since cross-sectional data were used.
Second, this study was confined only to steel industry. It is suggested that future
research should cover not only whole service but manufacturing industries as well.
Third, a limited number of settings and managerial level were examined. Since
TQM is an organization-wide process and it involves the total participation of all
levels of employees, future research might study more employees at different
hierarchical levels that consist of top executives, middle and lower management
employees. Questionnaire survey alone may suffer response bias and lack of
respondent awareness. Therefore, this analysis needs to be supported by field
observations and interviews of managers from the sample.
Page 66
Page 67

7.Findings
TQM leads to improve quality in every organization.
It results efficiency & high productivity.
It gifts us customer satisfaction.
By adopting it an organization become best in class organization.
It leads to employ satisfaction also.
It fruits fairness of work n the employ devotes more emotions to its work.
It reduces the cost of the processes.
It gives the organization huge profits.
Shareholders wealth, trust and investment maxims many times by adopting
it.
It results in loyal and ultimately loyal customer.
It gives employs empowerment.
It increases the market share of the organization.
Page 68

8.Recommendation
Top management should create a culture that happily absorbs the changes
and innovation.
There should be such types of norms and values that can well come and
appreciate the technology and innovation.
There should be seminars,workshops,training programs about the benefits of
the TQM.
Employees should be involved in making policies of TQM.
The ultimate theme of all the policies should be customer focus.
TQM should be used for the process management ie improvement in
process.
HRM department should be highly effective and resourcefull.
All the managers should have the quality of effective leadership.
Top management should support the climate of TQM.
There should be effective planning for the implementation of TQM.
TQM should be a part of organisation to sustain the growth and ompetitive
edge of the organisation.
Old staff that can,t change itself according to innovation should be fired out
and young blood should be iin policy formation.
Page 69
9. CONCLUSIONS
In the field of total quality management, confusion arose worldwide with the
scope of TQM concept and the effects of TQM implementation. In fact, much
research dealing with the concept of TQM has been conducted. Researchers have
adopted different definitions of TQM; thus far, it has come to mean different things
to different people.
After survey of literature related to TQM implementation in Indian manufacturing
firms, it became evident that no case study research dealing with the
implementation of TQM in automotive industry had been systematically
conducted. Thus, conducting a case study research on TQM implementation in
automotive industry is timely and fills the research gap.
The major objectives of this study were:
To assess benefits of TQM in the selected firms.
To identify critical success factors in TQM implementation.
To identify barrier factors in TQM implementation.
To list the similarities in approaches to TQM implementation.
To evaluate the differences in approaches to TQM implementation
This study started with an extensive review of literature about quality and its
concepts, quality gurus, TQM tools and techniques, the quality award models,
implementation of TQM and research that has been carried out in the field of
TQM.
In order to fulfill the research objectives, the following methods for
collecting data were adopted: survey, structured interview, documentation and
observation. Each of the companies is treated as unit of analysis. First, a withinReport on Total Quality Management At Jindal steel and power Limited, Angul
Page 70

case analysis is performed followed by across-case analysis to identify similarities
and differences between the cases in approach to TQM.
Both quantitative and qualitative data is collected. The quantitative research
involved gathering information from the seven automotive or automotive
component companies which have implemented or in the process of implementing
TQM. The survey questionnaire aimed at identifying and stratifying the critical
success and barrier factors during the implementation of TQM and benefits
achieved as a result of implementation of TQM as perceived by respondents from
the selected firms. The qualitative research involved interviews and documents
collected from the companies. In this level more insights concerning the tools and
techniques to implement TQM were presented based on discussing the experiences
of seven case study organizations .One of the objectives of this research was
identifying the success factors for implementing TQM. Based on the result of this
research the most important success factors which are common for the all case
companies are: Upper management commitment and involvement, developing
employee involvement, achieving positive change, improving quality, quality
training, use of quality tools, teamwork and increasing customer orientation.
The other objective of research was identifying the barrier factors during the
implementation of TQM. The major barrier factors which are common for the all
case companies are: Fear and resistance to change, inadequate knowledge about
TQM and costly and long-term study.
Systematic itemization of the potential driving and restraining forces would
enable managers to design more effective strategies aimed at achieving the desired
results. These factors (success and barrier) were identified and stratified, where
some of them are found fun demented to be addressed in the implementation
process
.
Page 71
Figure shows the critical success and barrier factors of TQM implementation based
on the result of this research.
Based on this research, TQM can be defined as a management system, which

consists of three interdependent units, namely core values, techniques/programs
and tools. The idea is that the core values must be supported by techniques, such as
process management, SPC, QFD, benchmarking, FMEA, customer focused
planning, or improvement teams, and tools, such as control charts, Seven QC tools
or Seven new management tools, in order to be part of a culture. The
implementation work should begin with the acceptance of the core values that
Page 72

should characterize the culture of the organization. The next step is to continuously
choose techniques that are suitable as support for the selected values. Ultimately,
suitable tools have to be identified and used in an efficient way in order to support
the chosen techniques. An important aspect also investigated in this study was the
results and outcomes
from implementing TQM. The types of positive intangible outcomes ranged from
managers realizing the importance of quality improvement, pride in work, quality
improvement becoming a part of the culture and improved communication. In
addition they mentioned improved teamwork, the feeling that everyone was
important, and everyone was recognized for their contribution. With regard to the
tangible outcomes, the case companies have achieved numerous improvements
ranging from improved product quality, improvement in productivity, an increase
in the number of employees involved in improvement activities, and improved
customer and employee satisfaction. They have also experienced reductions in
delivery times, decrease in defects and improvement in morale. It was not intended
for this study to enquire about the actual magnitude of the improvements made. It
was observed, however, from a number of graphical results displayed in the quality
area, that drastic reductions in defect parts per million of most production cells in
the manufacturing area had been achieved in all cases.
--------------------------------------------------------------------------------------------------
Page 73
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Appendix
Questionnaire
TQM and customer satisfaction aspects on
Banks
NAME
______________________________
DESIGNATION
_________________________
Page 83
Questionnaire
ALL THE INFORMATION PROVIDED WOULD BE KEPT
CONFIDENTIAL.
Do you think the organization is quality conscious toward employees?
YES ______ NO ________
Does the organization have the certification of ISO 9000?
YES ______ NO ________
Is the organization providing quality assurance system & operation?
YES ______ NO ________
Does the organization have quality circle?
YES ______ NO ________
How many people are involved in quality circle?
Below 10 ___________ above 10 ____________above 15 _________ cant say
___________
How frequently the organizations have the meeting of quality circle?
Weekly ___________ biweekly ___________ monthly ___________ yearly
___________
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Do you about the agenda of information or any other information?
YES ______ NO ________
Are the organization is going for the quality audit?
YES ______ NO ________ cant say _________
Does your organization have quality information system?
YES ______ NO ________ cant say _________
Are the information system is regularly updated?
YES ______ NO ________ cant say _________
Do you think the organization used bench marking, if any, please tell me the name
of the benchmark organization?
YES ______ NO ________ cant say _________
If yes, then Org. Area
a. _______________________________________________________
b. _______________________________________________________
Does the organization is going for the brain storming session?
YES ______ NO ________ dont know ___________
Are you practicing the 5s Japanese philosophy ?
YES ______ NO ________
Does the organization have the certification of ISO 14000 or any other, if any
please mention?
YES ______ NO ________ dont know ___________
Are you practicing the six sigma for the error control?
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YES ______ NO ________ dont know ___________
A formal career planning process exist in the organization
Strongly Agree __________Strongly disagree ____________
Dont know ___________ Agree ___________ Disagree ___________
There is a shared vision of where your business is growing?
Employees are kept updated with changes in job skills & job designs?
Formal or informal method is followed for employees feedback and acting on that
feedback?
Does the organization provide right environment to apply your knowledge from
new programs to the job?
Very much ___________Some what ___________Little ___________ Not at all
___________
Do you feel that the organization is a good place to work?
Yes ___________No ___________Sometimes ___________
Do you feel comfortable with rules and policy of the organization?
Yes ___________No ___________Sometimes ___________
What types of relations are you having with your superior, peers and subordinates?
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Good ___________ Average ___________ Poor ___________
If bad then why it is so?
They are not cooperating.
Their behavior is not good
There is no proper communication.
All above
Do you feel that you can get ahead in the org. if you make an effort?
Yes ___________No ___________Sometimes ___________
Do you get any reward on your good performance?
Yes ___________No ___________Sometimes ___________
Do you find that your performance is properly measured in the organization?
Yes ___________No ___________Sometimes ___________
Do you find that your job makes the best use of your abilities?
Yes ___________No ___________Sometimes ___________
Thank you for your kind co-operation.
Page 87
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A Project Report on Total Quality Management

I wish to acknowledge my indebtedness to my project guide Mr. Ashish Bal

Regd. No.- C15MB2020005

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

Interpretation and Analysis

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

1.1 Research Aims and Objectives:

1.2 Structure of Study:

A Project Report on Total Quality Management

1.2.2 Literature Review:

In recent decades, TQM has become the buzz word in the

A Project Report on Total Quality Management

1.2.3 Research Methodology:

In this section, we discuss sample and data collection procedures and

A Project Report on Total Quality Management

1.2.4 Findings & Recommendations:

Top management is very serious in TQM practices and establishing it it all

A Project Report on Total Quality Management

2.1 Brief Overview:

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

responsibility and services capes are important commercial factors in commercial

A Project Report on Total Quality Management

A Project Report on Total Quality Management

A Project Report on Total Quality Management

CS can be defined in various ways. According to Kotler (1996), satisfaction is the

confirmation/disconfirmation paradigm to describe customer satisfaction (.

A Project Report on Total Quality Management

management, process management, quality information analysis, and employee

improvement information; strategic quality management; teamwork; structure,

A Project Report on Total Quality Management

3.1 Introduction of Chapter:

3.2 The Descriptive Approach Method:

A Project Report on Total Quality Management

3.2.1 Problem and Observation:

3.2.2 Identify of Information:

A Project Report on Total Quality Management

3.2.4. Population and Sample:

A Project Report on Total Quality Management

3.2.5 Design of Data Collection:

3.2.6.2 Secondary Sources:

3.2.6.3 Data Collection Method:

A Project Report on Total Quality Management

3.2.7 Analysis of Information:

A Project Report on Total Quality Management

How TQM is applied in steel industry in India.?

How TQM improve the quality of in steel industry in India.?

How can the quality of services of in steel industry in India be improved

3.4 Research Design:

A Project Report on Total Quality Management

3.5 Aims of Research: