PROJECT REPORT ON

Implementation of TQM in JSW (Bhushan Power and

Steel Ltd), Sambalpur Works

SUBMITTED BY

NAME: SANTOSH KUMAR MAHTO

REGISTRATION NUMBER: 202108164

GUIDED BY

NAME: MR. MUKESH PANDA

DESIGNATION: SENIOR MANAGER, TQM

SCDL

ACADEMIC YEAR: 2021

Plagiarism Report
PARTICULARS

Chapters Page Number

Project Title 1

No Objection Certificate 2

Declaration by the Learner 3

Plagiarism Report 4

Certificate by Guide 5

Introduction 7-9

Objectives and Scope 10-11

Theoretical Perspective 12

Methodology and Procedure of Work 13

Analysis of Data 14-40

Case study in JSW BPSL Steel ltd. 41-47

Findings 48

Limitations 48-49

Conclusion and your suggestions for improvement 50

in the organisation
1. TQM - INTRODUCTION
TQM is a management philosophy, a paradigm, a continuous improvement approach to
business through a new management model which focuses on quality as the main
dimension of business. TQM embraces a wider scope of management activities for
managing people and organizations by focusing on the entire process, not just simple
measurements TQM is a comprehensive management system which:

1. Focuses on meeting owners/customers' needs by providing quality services at a cost

that provides value to the owners/customers,

2. Is driven by the quest for continuous improvement in all operations with adequate
sustainability.

3. Recognizes that everyone in the organization has owners/customers who are either
internal or external,

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

individual departments acting to maximize their own performances,

5. Focuses on the way tasks are accomplished rather than simply what tasks are
accomplished,

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

effort, all members of an organization participate in improving processes, products,
services and the culture in which they work.

Small q and Big Q

• Big Q and little q is a term coined by Dr Juran in 1980 and is key in fully
understanding quality.

• Little q relates to a much more limited capacity like products. Emphasis on small q
never gives the desired result.

• Big Q is defined as managing the quality in all business processes, products,

services ,standardization and safety. Sometimes, businesses may call Big Q with
other terms like TQM, Continuous Improvement, Six Sigma Quality etc., but in
true sense, they all mean “Business Process Improvement.”
TQM Model for Business Excellence

Basic Principles of TQM ::

 2. Objectives and Scope:

What is the Objective of TQM

Manufacturer Customer
Benefits of Total Quality Management:
Direct Benefit
The major benefits of TQM in terms of cost savings include
❖ Elimination of non-confirmation and repetitive work,
❖ Elimination of waste costs and reject products,
❖ Elimination of repairs and reworks,
❖ Reduced warranty and customer support costs
❖ Process efficiency leading to improved profit per product or service,
❖ Fiscal discipline through elimination of unnecessary steps and wasteful
expenditure.

Other Benefits
TQM frees up management time from redressing problems and directs management time
and effort to
❖ Increase production.
❖ Extend the range of products,
❖ Improve existing products.
 3. Theoretical Perspective:

How to implement TQM

How To
Start

Plan
In the planning stage, a detailed plan of implementation is drafted (including budget and
schedule), the infrastructure that will support the program is established, and the resources
necessary to begin the plan are earmarked and secured.

Assessment (Do)
This stage emphasizes a thorough self-assessment-with input from customers/clients-of the
qualities and characteristics of individuals in the company as well as the company as a
whole.

Implementation (Check)
At this point, the organization can already begin to determine its return on its investment in
TQM. It is during this phase that support personnel are chosen and trained, and managers
and the workforce are trained. Training entails raising workers" awareness of exactly what
TQM involves and how it can help them and the company. It also explains each worker's
role in the program and explains what is expected of all the workers.

Diversification (Act)
In this stage, managers utilize their TQM experiences and successes to bring groups
outside the organization (suppliers, distributors, and other companies that have an impact
on the business's overall health) into the quality process. Diversification activities include
training, rewarding, supporting, and partnering with groups that are embraced by the
organization's TQM initiatives.
 4. Methodology and Procedure of Work:

Major Tool Being Used in TQM implementation.

Various tools are used to check the quality of the product to define weather the product is a
quality one or not and to take the further necessary actions to bring the process under
control: Some Common Tools are:
• Check sheet
• Pareto chart
• Why Why ( 5 Why Analysis)
• Cause and effect diagram (Fish Bone)
• Histogram
 5. Analysis of Data:

5(A). TQM- Analysis Tool – Pareto Chart

What is Pareto Chart

• It was developed by Vilfredo Pareto of Italy on the concept , that 80% Wealth of
Italy lies with 20 % of the population and based on this rule a chart was plotted
which indicates the contribution of “Vital Few” & “Trivial Many” behind any
event/problem.
• In Organization endeavor is to achieve Business Excellence , Pareto Chart is used
in all aspect of management system as a tool to find the major contributor of any
problem / defects etc to address them and achieve Continuous Improvement.

Benefits Of Pareto Chart

• Helps to identify major cause behind the problem.
• Tells about the cumulative impact on a system due to all known sources of
problem/defect.
• Helps in identifying Areas which should be attacked first to get major benefits.

How To Make A Pareto Chart

1. Select the problem and Collect relatable data from all reliable sources.
2. Identify the metrics of consequences ( Y Axis) and the cause categories ( X
Axis) .
3. Sort the cause categories by frequency in descending order
4. Sum the counts and calculate the percentage for each category.
5. List the categories on the horizontal axis and frequencies of consequences on the
vertical axis
6. Collect the data of cumulative percentage .
7. Draw the cumulative percentage line showing the portion of the total that each
category represents .
8. Interpret the results . Typically , involves focusing on those categories ( Vital Few)
that have the most frequent occurrence and causing the failure.
Case Study: Failure of Hydraulic Pumps
In a process unit there had been continuous hindrance to process due to breakdowns of set
of hydraulic pumps in last 3 months. To identify the major causes behind the breakdown
maintenance team collects data and plots a Pareto chart.

Findings:

• Failure of emergency buttons, shaft failure and cable failure are the “Vital Few”
causes of the breakdown.
• BY attacking it we can resolve 78.65% of the reasons behind the
breakdown/failure.
5(B). TQM- Analysis Tool – Fish Bone Diagram
What is Fish Bone Diagram
• It is a graphical technique which can be used by a team to identify and arrange all
possible causes of an event/problems . It was invented by Professor Kaoru Ishikawa
in 1953 and also known as Ishikawa Diagram or Cause & Effect Diagram
• Common Primary cause for all kind of event/problem are categorized under Four
categories as mentioned below:
❖ 4Ms - Man, Machine, Method & Material.
❖ 4Ps - People, Plant, Procedure & Policy.
❖ 4Ss - Surrounding, Supplier , System & Skills.
❖ 2Es – Equipment & Environment
• Help facilitate joint brainstorming discussions, the brainstorming process
encourages broad thinking, keeping teams away from limited thinking patterns.
• The process of asking why something happened repeatedly at each stage helps drill
down to one or more root causes. Other than the primary causes ( Horizontal
Arrows ) , secondary causes are indicated by side arrows as shown in figure below.

Steps for making a Fish Bone Diagram

1. Define main problem .
2. Collect as much data as possible from similar past instances.
3. Arrange a brainstorming session.
4. Fill in the effect box and draw the spine.
5. Identify main ‘Bones’.
6. Add lower level causes / Sub causes.
7. Identify increasingly more detailed level of causes if any by asking questions of
why at each level until one arrives at final root cause.
8. Interpret the results and find out the root causes of the problem/outcome.
 Case Study: Product’s Delivery Failure.
1. In the manufacturing unit, complaints related to products quality at the time of
delivery were increased. It left the top management furious as the company’s
market value was at stake and losses due to rejection were high.
2. A team comprising personnel from logistics, packaging unit and production unit sat
for a brainstorming session and listed the possible causes behind the problems.

Outcome:
❖ During the session all possible causes were listed down and a Fish Bone Diagram
was made which shows the findings

Primary
Cause

Secondary
Cause
Final
Outcome/Problem
5(C) TQM- Analysis Tool – WHY WHY Analysis

What is Why Why Analysis

• Why Why analysis is a root cause analysis tool which is used in an interrogative
way by asking 5Whys in a loop.
• It was a part of TPS ( Toyota Production System) and developed by founder of
Toyota Industries Mr. Taiichi Ohno
• Normally a person/ team reaches to the one or more root cause during the 5W
analysis , however for more complex problem more than 5Why is required to get to
the root cause.

Benefits Of WHY WHY Analysis

• Very Simple & Quick Tool
• Doesn’t Require Statical Analysis.
• Determines relations between causes.
• Helps to identify the root causes of the problem and applicable to all types of
incident investigation.
5(D). TQM- Analysis Tool – Check Sheet
What is a Check Sheet
• It is a tool for gathering information through manual recordings and primarily used
for gathering facts rather than opinions for a process.
• It usually involves making marks/symbols to represent the count of occurrence of a
particular event on a sheet of paper.
• It is used to collect data from the source of information and these data can be both
quantitative and qualitative.

Types Of Check Sheets

❖ Defect Item check sheet:
• It is a Check Sheet used in describing the types of defects and their related
occurrences.
• One occurrence is defined in a slash (/) and increases gradually till the 5th
occurrence. At every 5th occurrence of defect cross slash is used to describe it.
❖ Production process distribution check sheet:
• It is a Check Sheet used to find the variation in measured items.
• It is a simple way to classify exactly at the time of collection and resemble that to a
HISTOGRAM.
❖ Defect cause check sheet:
• It is a Check Sheet where Data stratification is needed to find the real cause of the
defect/problem.
• It comprises details about the elements from Man, Machine, Method , Money .
❖ Defect Location Check Sheet:
• It is a Check Sheet comprising details about the product defect location described
by a sketch or diagram.

Case Study: Final Product Rejections

• In a manufacturing unit, products got rejected due to defects by QC departments of
the organization.
• Shift managers need to classify the defects and its occurrence. He decided to make
a Defect Item check sheet and record the event occurrence frequency.
Findings of Case Study
1. Total defects were 62, out of which 42 lead to rejections of products . Total
Products inspected are 1525.
2. Major contributors were incomplete parts and a separate exercise for finding the
root cause can be performed.
3. The shift manager has now clarity and can plan the job as per feasibility of the task
to be performed.

Benefits Of Check Sheet

• Helps to analyze the data for corrective and preventive action.

• Helps to take decisions more rapidly and precisely.
• Helps to detect how often a problem occurs/ frequency of occurrence.
• It facilitates systematic record keeping for making Histogram & Pareto Chart.
5(E) TQM- Analysis Tool – Histogram
What is Histogram?
• It was developed by Karl Pearson in the year 1881 and the name is derived from
Greek Words Histos:Anything set upright Gamma: Historical writing.
• It is defined as a graphical representation that organizes a group of data points into
user specified ranges.
Overview of Histogram
• A histogram is similar to that of bar chart but categorized into six types based on
three criteria as mentioned below:
❖ Location: The mean and average value of set of data.
❖ Shape: The type of data distribution.
❖ Spread: The total amount of variation and deviation from mean value.

Types Of Histogram & interpretation

Normal Distribution:
A common pattern is the bell-shaped curve known as the "normal distribution." Here,
points are as likely to occur on one side of the average similar to the other side.
Skewed Distribution:
The skewed distribution is asymmetrical because a natural limit prevents outcomes on one
side. The distribution's peak is off centre toward the limit and a tail stretches away from it.
Double-peaked or bimodal:
The outcomes of two processes with different distributions are combined in one set of
data.
Plateau distribution:
The plateau can also be called "multimodal distribution." Several processes with normal
distributions are combined.
Edge peak distribution:
This distribution looks like the normal distribution except that it has a large peak at one
tail. Usually this is caused by faulty construction of the histogram with data lumped
together into a group labeled as “ Greater Than”
Dog food distribution:
The dog food distribution is missing something that results near the average.

How To Make Histogram.

1. Collect Data, min 100 points.
2. Determine Min, Max values and Calculate Range (R), where Range = Minimum
Value- Maximum Value
3. Determine no of classes (C) by taking square root of no of observation.
4. Determine the width(W) of class interval, where width = Range/no of classes.
5. In Short: W= R/C. where W, R and C are described above.
6. Make Frequency distribution table and simultaneously construct the Histogram by
class interval on X Axis and Frequency as Y Axis.

Pros & Cons of Histogram

❖ Benefits & Advantages:

• Displays large amount of data that are difficult to interpreted in tabular form.
• Show the relative frequency of occurrences of the various data values.
• Reveal the variation , centering and distribution shape of the data.
• Helps to predict future performance of the process.
❖ Disadvantages:
• It is applicable with only continuous data.
• Cannot read exact values as data is grouped into various sets and lumped together.
• More difficult to compare two different sets of data.
Total Productive Maintenance (Introduction)
• TPM Stands for “ Total Productive Maintenance “ and consists of 8 Pillars /
principles with 5S activities as its main base. Seiichi Nakajima also known as “
Father Of TPM “ describe this philosophy by quoting “ TPM is making of
products by making of people”
• Nippondenso (Toyota Group; Japan)) was the first company to incorporate TPM in
their premises won prestigious JIPM Award.

TPM structure

Key Benefits
• Improves Profitability by Maximizing OEE – Overall Equipment Efficiency and
working on to achieve the target of “Zero BAD”
❖ Zero Breakdown.
❖ Zero Accident.
❖ Zero Defects.
• Every Shop Floor employee must be involved, and focus should be to keep the
equipment in an optimal condition, and establish visual control in and around the
Shop Floor

OEE – Overall Equipment Efficiency: Definitions and Calculations

• It comprises of 3 factors consisting of Equipment availability, Equipment
Performance and Product Quality produced from a particular Equipment.
• OEE (Overall Equipment Efficiency) = Availability Efficiency X Performance
Efficiency X Quality Efficiency.
 • Availability Efficiency = Equipment Uptime
Total Time
• Performance Efficiency = Actual Equipment Output or Speed
Design Equipment Output or Speed
• Quality Efficiency = No of Good Products
No of Total Products

Losses Affecting OEE

Traditionally, Six Big Losses affecting the Overall Equipment Efficiency are:
• Equipment Failure
• Setup & Adjustment
• Idling & Minor Stops
• Reduced Speed
• Process Defects
• Reduced Yield

What is IMS ( Integrated Management System )

❖ An integrated management system is a management system that integrates all of an
organization's systems and processes in to one complete framework, enabling an
organization to work as a single unit with unified objectives.
❖ An integrated management system allows a management team to create one
structure that can help to effectively and efficiently deliver an organization's
objectives. From managing employees' needs, to monitoring competitors' activities,
from encouraging best practice to minimizing risks and maximizing resources, an
integrated approach can help an organization achieve their objectives
❖ Integrated Management System certification includes single implementation for all
standards i.e. ISO 9001:2008 (Quality Management System), ISO 14001:2004
(Environment Management System), OHSAS 18001:2007 (Occupational Health
and Safety Management System) & SA 8000:2008 at same time benefiting in terms
of:
❖ 1. Reduced training cost,
❖ 2. Reduced time for implementation,
❖ 3. Reduced auditing time,
❖ 4. Faster implementation,
❖ 5. Cost reduction in auditing,
❖ 6. Easy to understand with less documentation compared to normal implementat
What is 5S?
5S is a system for organizing spaces so work can be performed efficiently, effectively, and
safely. This system focuses on putting everything where it belongs and keeping the
workplace clean, which makes it easier for people to do their jobs without wasting time or
risking injury.
5S began as part of the Toyota Production System (TPS), the manufacturing method begun
by leaders at the Toyota Motor Company in the early and mid-20th century. This system,
often referred to as Lean manufacturing in the West, aims to increase the value of products
or services for customers. This is often accomplished by finding and eliminating waste
from production processes.

What are different 5s original & English?

1st S sorting - 1
The first step of 5S, Sort, involves going through all the tools, furniture, materials,
equipment, etc. in a work area to determine what needs to be present and what can be
removed. Some questions to ask during this phase include:
• What is the purpose of this item?
• When was this item last used?
• How frequently is it used?
• Who uses it?
• Does it really need to be here?
1st S sorting – 2
1st S sorting – 6 Types Of Dustbins for Wastes
• Primarily all waste generated is Categorized into 7 types.
• All 7 types of waste are to be stored in color coded dustbins for easy management
of waste before final disposal as per SOP.
• An organized workplace should have proper waste disposal system to avoid
littering of Workplace.
• Timely Disposal of wastes as per SOP is the responsibility of Area In charge.
2nd s Set in order - 1
After sorting only required items left in workplace which to be organised in proper way..
Things to consider:
• Which people (or workstations) use which items?
• When are items used?
• Which items are used most frequently?
• Should items be grouped by type?
• Where would it be most logical to place items?
• Would some placements be more ergonomic for workers than others
• Would some placements cut down on unnecessary motion?
• Are more storage containers necessary to keep things organized?
During this phase, everyone should determine what arrangements are most logical to save
time and problems.
2nd s Set in order - 2
3rd s Shine - 1
The Shine stage of 5S focuses on cleaning up the work area, which means sweeping,
mopping, dusting, wiping down surfaces, putting tools and materials away, etc.
In addition to basic cleaning, Shine also involves performing regular maintenance on
equipment and machinery. Planning for maintenance ahead of time means businesses can
catch problems and prevent breakdowns. That means less wasted time and no loss of
profits related to work stoppages.
Depending on the workspace, a daily 5S checklist or a chart might be useful. A posted
schedule indicating how frequently certain cleaning tasks must occur and who is
responsible for them is another helpful tool.
Efforts also have to be made to find out sources of dirt which are making work place dirty
and requires more cleaning. Sources of dirt to be eliminated.
 3rd s Shine - 2

Guidelines for cleaning under Shine 3S

Method of Cleaning
Items in dept need Supervisor Cleaning Cleaning tools
No. Frequency cleaning to material to
cleanining /Responsibility team to be used
be used be used

1 Drains

2 Roads

3 Office Area

Furniture & File

4
Cabinets

5 Toilet

6 Ladders/staircase

7 Personal Computers

Printer & Xerox

8
machines

9 Waste bins

10 Utility Pipes

11 Stores/racks/materials

12 AC & Ventilation

13 Scrap

Buildings/ Shed/
14
Roofs
4th s Standardization - 1
Once the first three steps of 5S are completed, things should look pretty good. All the extra
stuff is gone, everything is organized, spaces are cleaned, and equipment is in good
working order.
The problem is, when 5S is new at a company, it's easy to clean and get organized…and
then slowly let things slide back to the way they were. Standardize makes 5S different
from the typical spring-cleaning project. Standardize systematizes everything that just
happened and turns one-time efforts into habits. Standardize assigns regular tasks, creates
schedules, and posts instructions so these activities become routines. It makes standard
operating procedures for 5S so that orderliness doesn't fall by the wayside.
Depending on the workspace, a daily 5S checklist or a chart might be useful. A posted
schedule indicating how frequently certain cleaning tasks must occur and who is
responsible for them is another helpful tool.
4s Standardization - 2
 4th s Standardization - 3
• Once the first three steps of 5S are completed, things should look pretty good. All
the extra stuff is gone, everything is organized, spaces are cleaned, and equipment
is in good working order.
• All specified Standardized guidelines to be followed for 1S, 2S n 3S.
• Color coding of all areas and equipment is to be followed.
• Depending on the workspace, a daily 5S checklist or a chart might be useful.
• Attached columns and pictures indicate examples of standardization of workplace.
• A detailed PPT in this regard was shared with departments Head & 5S team
leaders.

SL Items Color & Visual representation To Be Used For

No Nomenclature
Guidelines

1 Bio- Base Color- Green Organic waste , Kitchen

degradable waste, vegetable peels etc.
Nomenclature Strip-
waste Dust bin
Width- 100mm with
black border
Letter Color- Black
on white base

SL Item Color Guidelines Visual Representation Labelling Instructions

NO

1 Coke Oven Golden Yellow Font-Breuer Text– Black

Gas Pipe Line On Base color.
Direction Arrows – Black
Band Color- Black

7 Oxygen Gas Azure Blue Font-Breuer Text– White

Pipe Line On Base color.
Direction Arrows- White
Band Color- White
Visual Workplace – Boards& Fixtures.
5th s Self-discipline or sustain - 1
Once standard procedures for 5S are in place, businesses must perform the ongoing work
of maintaining those procedures and updating them as necessary. Sustain refers to the
process of keeping 5S running smoothly.
Managers need to participate, as do employees out on the manufacturing floor, in the
warehouse, or in the office. Sustain is about making 5S a long-term program, not just an
event or short-term project. Ideally, 5S becomes a part of an organization's culture. And
when 5S is sustained over time, that's when businesses will start to notice continuous
positive results.
To help sustain 5S practices, make sure all new employees (or employees who switch
departments) receive training about their area's 5S procedures.
Keep things interesting. Look at what other companies are doing with 5S. New ideas for
organization can keep things improving and keep employees engaged.
5th s Self discipline or sustain - 2
Expected results.
Transformation Of File Cabinet & Almirahs

6. CASE STUDY IN JSW STEEL LIMITED, SAMBALPUR WORKS

A STUDY ON TOTAL QUALITY MANAGEMENT PROCESS WITH REFERENCE

TO SWITCHING INFO TECHNOLOGY IN PLC AT CSP MILL, JSW

The purpose of the research is to know the perception of an employee towards quality
maintenance, to measure the present quality management process, to study the customer
and employee satisfaction towards the TQM practices in the organization, to analyze the
total quality management improvement program, to reveal the challenges faced by
company to maintain the TQM and to provide suggestion to improve TQM process in
switching info technology.

OBJECTIVES OF THE STUDY

• To know the perception of an employee towards quality maintenance.
• To measure the present quality management and process.
• To study the customer and employee satisfaction towards the TQM practices in an
organization.
• To analyse the total quality management improvement program.
• To reveal the challenges faced by company to maintain the TQM.
• To provide suggestion to improve TQM in switching info technology at JSW.

NEED FOR THE STUDY

In the present competitive world, the need for total quality management is gaining more
and more importance. Competitive pressures in the global manufacturing environment are
forcing manufacturing organizations to re-engineer in order to become more competitive in
the marketplace. Manufacturing of electronic devices plays a crucial role in all aspects.
Logically there are tremendous benefits, and this is a sure way of ensuring that the firm is
generating revenue regardless of the market trends.
Implementing a quality management system is an essential thing to divide activities on
some main steps and to maintain the continuous improvement to meeting the customer’s
requirements, which helps to instil confidence in the organization, in turn leading to more
customers, more sales and more business. The actual process and the implementation
constraints are effectively stated through this study.

STATEMENT OF THE PROBLEM

The quality revolution has happened in India and its impact is not the same across all
industries. The implementation of quality management in a company depends on the level
of top management commitment, the time period, the scale of the company, workers
involvement, intensity of training imparted, the system adopted and the effectiveness of
leadership.
As discussed earlier, the quality struggle still persists because of disparity in minimum
quality standards across industries, large gap in standards between leading and trailing
firms, nonreplicable sampling, etc. There is a concrete need to study the actual scenario of
the quality issues in the grass root level. Hence this research is undertaken to examine the
TQM implementation process and the constraints associated with it.

RESEARCH METHODOLOGY
Descriptive research design has been applied in this study. Lottery method is used under
probability sampling technique to collect the samples. The total population size is 153.
Sample size is 110. Both primary and secondary data are collected through questionnaire,
company websites, journal and article reviews. Structured questionnaire had been used to
conduct survey. The tools used for data analysis are, Percentage Analysis, Chi-Square
Analysis, Correlation, One Way ANOVA and Weighted Average.
HYPOTHESIS
• (H0): There is no significant association between experience and employess are allowed
to give feedback to the organization.
• (H0): There is no significant association between gender and rewards,recognation and
promotion for TQM reinforcement effectively.
• (H0): There is no significant association between education and consideration of
customers complaints for improvement.
• (H0): There is no significant relationship between Organizations’s TQM infrastructure
and Need to reduce scrap and rework.
• (H0): There is no significant relationship between customer satisfactions has shown
improvement and pressure from competitors and demand from the customer.
• (H0): There is no significant difference between experience and improvements towards
TQM.

QUESTIONNAIRE DESIGN
• The questionnaire consists of five parts.
• The first parts deals with demographic variables like Gender, Age, Educational
qualification, marital status, Experience, and Monthly income.
• The second part is about perception of an employee towards quality maintenance and it
consists of four questions.
• The third part aims to measure the present quality management and process which has
five questions.
• The forth part comprises employees and customers satisfaction towards the TQM
practices in an organization.
• The fifth part is on improvement program in TQM.
DATA ANALYSIS

DISCUSSION OF RESULTS
From the above table it is clear that 70% of the respondents are male and 30% of the
respondents are female, 4% of the respondents are in the age group between 18-25yrs, 47%
in the category 26-35yrs, 49% are between 36-45 yrs. It is also clear that 1% of the
respondents are qualified upto 10th std, 50% of the respondents are UG graduates, 6% are
post graduates and 43% of the respondents have studied others diploma courses. 27% of
the respondents are unmarried and 73% are married, 3% of the respondents have 1-2 yrs
experience, 8% have 3-5 yrs experience and 29% have above 5-8 yrs of experience. 60%
of the respondents have above 8 yrs experience, 1% of the respondents earn income
between 5001-10000, 9% of respondents earn between 10001-15000 and 25% respondents
are getting salary between 15001-20000 and 65% of the respondents earn above 20000.

CHI SQUARE ANALYSIS FOR EDUCATION AND CUSTOMERS COMPLAINTS

HAS CONSIDER FOR THE IMPROVEMENT.
Null hypothesis (H0): There is no significant association between education and
consideration of customers complaints for the improvement.
Alternative Hypothesis (H1): There is significant association between education and
consideration of customers complaints for the improvement.
RESULT DISCUSSION
53% of the respondents with Undergraduate education agree that customers complaints
have to be considered for the improvement and 25% disagree with that. 6% 0f the
postgraduate employees agree with the same and 8% of the respondents disagree with that.
41% of the respondents who have studied other courses agree and 58% do not agree with
the same.
From the above table, the P value is 10.700 and the significant level is 0.013.Since the
calculated value is less than the P value (0.013<0.05), it denotes null hypothesis is rejected.
There is significant association between the level of education and consideration of
customers
complaints for the improvement. Hence we accept the alternative hypothesis. Therefore
education of employees influences consideration of customer’s complaints which leads to
improvement of TQM.
CORRELATION ANALYSIS FOR ORGANIZATIONS DEVELOP A TQM
INFRASTRUCTURE EFFECTIVELY AND NEED TO REDUCE SCRAP AND
REWORK
Null Hypothesis (H0): There is no significant relationship between Organizations
developing a TQM infrastructure effectively and the need to reduce scrap and rework.
Alternative Hypothesis (H1): There is significant relationship between Organizations
developing a TQM infrastructure effectively and the need to reduce scrap and rework.

Correlation value is -.327** and the p value is .000

Source: Primary data
Correlation r 108= (Total number of sample size-degrees of freedom, (ie) 110-2=108)

The calculated value is less than the P value (0.000<0.05).which suggests that the null
hypothesis is rejected at the level of significance is 0.01 and the alternative hypothesis is
accepted. So the test is significant (There is a significant relationship between Organization
developing a TQM infrastructure effectively and Need to reduce scrap and rework) and the
correlation lies between +1 to -1.
RESULT:
There is a significant negative relationship between Organization developing a TQM
infrastructure effectively and need to reduce scrap and rework, r (108) =-.327,
P=.000.
CORRELATION ANALYSIS FOR CUSTOMER SATISFACTIONS HAS SHOWN
IMPROVEMENT AND PRESSURE FROM COMPETITORS AND DEMAND FROM
THE CUSTOMER
Null Hypothesis (H0): There is no significant relationship between improvement in
customer satisfactions and pressure from competitors and demand from the customer.
Alternative Hypothesis (H1): There is significant relationship between improvement in
customer satisfactions and pressure from competitors and demand from the customer.

Correlation value is 0.070 and the p value is .467

Correlation r 108= (Total number of sample size-degrees of freedom, (i-e) 110-2=108)
Since the calculated value is less than the P value (0.047<0.05), alternate hypothesis is
accepted and the null hypothesis rejected. So the test is significant (there is significant
relationship between improvement in customer satisfactions and pressure from competitors
and
demand from the customer) and the correlation lies between +1 to -1.
RESULT: There is significant positive relationship between improvement in customer
satisfactions and pressure from competitors and demand from the customer, r (108)
=0.070, P=.000.

ONE-WAY ANOVA FOR EXPERIENCE AND IMPROVEMENTS TOWARTS TQM

Null Hypothesis (Ho): There is no significant difference between experience and
improvements towards TQM.
Alternative Hypothesis (H1): There is significant difference between experience and
improvements towards TQM.
From the above table the F value is 10.317 and the p value is 0.000. As the calculated
value is less than the P value (0.000<0.05), the null hypothesis is rejected and the
alternative hypothesis is accepted. There is a significant difference between the experience
and improvements towards TQM. Hence the alternate hypothesis is accepted. The test
score differs significantly between experience and improvements towards TQM. Hence,
experience has significant impact on TQM improvement, F (3,106) =10.317, P=.000

WEIGHTED AVERAGE METHOD FOR CUSTOMERS SATISFACTION HAS

SHOWN IMPROVEMENT.

WEIGHTED AVERAGE = ∑FW / ∑F

= 431/ 100
= 3.91
=4

INFERENCE:
It is found that majority of the respondents agree with the statement that Customers
satisfaction has shown improvement.
WEIGHTED AVERAGE METHOD FOR ORGANIZATION DEVELOP A PLAN TO
ACHIEVE QUALITY MANAGEMENT.
WEIGHTED AVERAGE = ∑FW / ∑F
= 410/ 110
= 3.72
=4
INFERENCE
It is inferred that majority of the respondents agree with organization developing a plan to
achieve quality management.

7. FINDINGS OF THE STUDY:

The five parts of the questionnaire had been analysed well using appropriate tools and the
results had been discussed in the body of this paper. The quality environment in the
company is needs a makeover. The employees are of the opinion that the top management
support is essential, and the support extended here is less.
The management’s commitment towards quality should made clear to the employees so
that the employees may not lose their motive towards quality improvement. In general,
there is reasonable awareness about the quality concept, their role, and the need for
teamwork, incentives, accountability, and review process. There are some employees who
are still focused on the volume of sales which determine the success of the company.
Though true, the association of quantity with quality should be emphasized throughout the
organization. Education of the employees has a significant influence in consideration of the
customer’s complaints. Handling customer complaints effectively and avoiding them in the
long run would eventually result in quality improvement. The employees are also working
hard on the philosophy of “Do it right for the first time”. This drives them to avoid scrap
and rework there by concentrating on zero errors.

8. LIMITATIONS::

There are many benefits of TQM initiatives in terms of quality improvement, increased
productivity, greater financial yield, and more customer loyalty. However, there are many
challenges and disadvantages of a total quality management system.

DEMANDS A CHANGE IN CULTURE

TQM demands an organizational culture that focuses on continuous process improvement,

teamwork, quality assurance and customer satisfaction.

The principles of TQM requires a change of attitude to focus on customer needs and a
reprioritization of daily operations. It also requires a long-term management commitment
and constant employee involvement.
Changing an organization’s culture is a difficult challenge, because culture amalgamates an
interlocking set of values, processes, effective communication practices, roles,
management processes, goals and assumptions, and is often met with resistance by
employees, who view it as a threat to their jobs.
A good start to implementing a TQM would be emphasizing customer expectations to
employees and striving to meet them in the most efficient manner possible.

DEMANDS PLANNING, TIME AND RESOURCES

If you’re looking for a short-term fix for your business’ quality of products, a TQM system
isn’t the answer for you.
TQM implementation takes a few years at minimum, and that occurs only after significant
strategic planning, time, long-term resource allocation and unwavering management
commitment.
Top management employees have to invest time into teaching a variety of management
tools and problem solving strategies to their staff. Without this proper planning, a TQM
system will ultimately fail.

HIGH QUALITY IS EXPENSIVE

One of the disadvantages of TQM is its expense, so those looking to lower costs might
want to try other methodologies. Implementation often comes with additional training
costs, team-development and human resources costs, quality control costs, consultant fees
and the like.
The system also requires continuous improvement in the form of refresher trainings,
business process or machine inspections and quality measurement.
TQM is not suitable for very small companies because its implementation, training and
execution costs far supersede its financial gains. It’s mainly used as a competitive
advantage for big businesses.

TAKES YEARS TO SHOW RESULTS

TQM is a long-term process that shows results only after years have passed. It requires
perseverance, patience, dedication and motivation. Many organizations give up on it after
failing to see a higher number of satisfied customers quickly. Organizations that function
in highly competitive environments cannot afford the luxury of time.

DISCOURAGES CREATIVITY
Another disadvantage of total quality management is its focus on task standardization to
ensure consistency. While this makes the production process cohesive across supply
chains, it discourages creativity and innovative decision making. It also discourages new
ideas that can possibly improve productivity.
 9. SUGGESTIONS:

Awareness programmes, sensitization on the new concepts of TQM, effective and periodic
training are some aspects which the company should focus on to emerge as a quality
champion. The company must publicize the top management support and encourage their
employees to strive for better quality.
TQM creates impact on organization performance and profitability, so the employees shall
be made to realize this and work coherently. The rewards, recognition and promotion
programme should be in place to retain the motivation factor of the employees. Pressure
from competitors, increasing demand from the customer, reduction of scrap and rework are
additional challenges which the company is currently facing. The internal audit process
needs to be strengthened.

CONCLUSION:
As one of the leading manufacturers of steel, JSW Steel limited is working towards its
quality policy for a sustainable business, long term profit and corporate image. The initial
quality journey is challenging as per this study.
The constraints of effective top management support, employee involvement, training,
recognition have to be overcome very quickly to achieve its milestones. The review
process and the feedback mechanism is in place which would help in overcoming the
obstacles.
Though the current situation is a good start, a kick start is needed on these aspects to
achieve success in the quality front.