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PROJECT REPORT TITLED

“QUALITY CIRCLE SYSTEM” IN BHARTI TELETECH LIMITED

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Enrolment No.: XXXXX Project Proposal Number: XXXX Study Center: XXXXXXX

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SCHOOL OF MANAGEMENT STUDIES INDIRA GANDHI NATIONAL OPEN UNIVERSITY MAIDAN GARHI NEW DELHI - 110068

Quality Circle System at Bharti Teletech Ltd.

CERTIFICATE
This is to certify that the project titled “ Quality Circle Systems in Teletech Limited being submitted in partial fulfillment for the award of the Master’s Degree in Business Administration of Indira Gandhi National Open University. This report has not been submitted earlier either to this University or to any other University/Institution for the

fulfillment of the requirement of a course of study.

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Quality Circle System at Bharti Teletech Ltd.

SUMMARY
My research project deals with “Quality Circle System as carried out at Bharti Teletech Limited.” The objective of my study is to understand & analyze the existing quality circle system in the company. In this report, I have studied & evaluated the quality circle procedure as it is carried out in the company. The First section of my report deals with a detailed company profile. It includes the company’s history, its activities & operations, etc. This section attempts to give detailed background information about the company & the nature of its functioning. The Second section deals with Quality Circle. In this section, I have given a brief conceptual explanation to Quality Circle. It contains the definition, process & significance of Quality Circle. The Third section of my report deals with my research study about the Quality circle system as carried out at Bharti Teletech Limited. This is the concluding section. This section also contains my findings, limitations & recommendations. The fourth & final section of this report consists of extra information that is related to the main contents of the report. These annexure include some forms & documents relating to the company, also relating to the research study & important documents upon which the project is based.

INTRODUCTION TO THE COMPANY
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Bharti had over 1. Mumbai. Its existing services sector businesses include cellular operations in Andhra Pradesh. • From the directors desk As we spread wings to expand our capabilities & explore new horizons. the fundamental focus remains unchanged: seek out the best technology in the world & put it at the service of our ultimate user: our customer. Kerala. Chennai. First Indian Company to provide comprehensive telecom services Distance outside India in Seychelles Services in India. Haryana. Madhya Pradesh.Quality Circle System at Bharti Teletech Ltd. In addition.399. it also has a fixed-line operation in the states of Madhya Pradesh & Chhattisgarh. Himachal Pradesh. Kolkata & Punjab. Delhi. Established in 1985. Tamil Nadu & UP (West). 4 . Karnataka & Tamil Nadu & nationwide broadband & long distance networks. 2002.000 Internet customers.000 cellular. Karnataka. Sunil Bharti Mittal (Group Chairman and Managing Director) Bharti Enterprises has been at the forefront of technology & has revolutionized Tele-communications with its world-class products & services. 3. ranging from being the 1. 2. First private basic telephone service provider in the country. Bharti has entered into license agreement to operate eight cellular networks in the telecom circles of Gujarat. Haryana. Delhi.696.000 fixed line & 120. Bharti has been a pioneering force in the telecom sector with many firsts & innovations to its credit. First private sector service provider to launch National Long As of April 30. 177.000 customers – nearly 1. 4. Maharashtra. First cellular service in Delhi.

The Company is also implementing a submarine cable project connecting Chennai-Singapore for providing international bandwidth. 5 . Bharti has recently launched national long distance services by offering data transmission services & voice transmission services for calls originating & terminating on most of India's cellular networks. Apart from being the largest manufacturer of telephone instruments. it is also the first Telecom Company to export its products to the USA. HISTORY OF THE COMPANY 1985 Bharti Telecom Limited (BTL) incorporated & entered into a technical tie up with Siemens AG of Germany for manufacture of electronic push button telephones.Quality Circle System at Bharti Teletech Ltd. Bharti Enterprises also manufactures & exports telephone terminals & cordless phones.

Japan for assembly & marketing of Casio Radio Pagers in India. BCL awarded a license to operate cellular services in Delhi. factory 1992 Bharti Cellular Limited (BCL) formed to offer cellular services under the brand name AirTel. 1990 BTL tied up with Lucky Goldstar Corporation of South Korea for manufacture of cordless telephones. 1991 BTL entered into an OEM Contract with Premier Telecom. Button Telephones in Uganda. a wholly owned subsidiary of Sprint Corporation of USA (a Fortune 500 Company) for manufacture & export of telephone sets.000 sets). Japan for manufacture of telephone answering machines. 1993 BTL is Awarded ISO 9002 Accreditation for Gurgaon factory. USA. primarily manufacture telephone sets for export to Sprint Corporation. 1987 Ludhiana Factory of BTL commenced production of electronic push button telephones with annual capacity of 200. (Installed capacity of approximately 10. 1989 BTL tied up with Takacom Corporation. 1994 BTL’s Ludhiana factory also awarded ISO 9002 accreditation.000 sets. BTL provided technical assistance for manufacture of Electronic Push of BTL set up at Gurgaon Second to near Delhi. 1995 6 . BTL entered into an OEM contract with CONAIR. 00. USA for manufacture & export of telephone sets.Quality Circle System at Bharti Teletech Ltd. BTL entered into a strategic alliance with Casio.

Bharti BT Internet Limited on formed to offer Internet British & E-Commerce Telecom Services in its collaboration with British Telecom. 1997 British Telecom joined the Consortium of Bharti Cellular. Ltd. Formed Casio Bharti Mobile Communications Formed Bharti Duraline Pvt.Quality Circle System at Bharti Teletech Ltd. 7 . Venture with Duraline Corporation. consolidated shareholding in Bharti Cellular. Bharti & BT formed a joint venture Bharti BT limited for a VSAT project. with Telecom Italia. Bharti Global granted the license to operate comprehensive telecom services in Seychelles as Second Operator. a Joint limited a joint venture with Casio & Mitsui of Japan to manufacture & market Radio Pagers. BTNL granted License for Madhya Pradesh Fixed Line services. 1996 BTNL’s winning bid for Madhya Pradesh Service Area for Fixed Line telephone services. 1998 First ever-Indian Private Fixed Line Service launched in Indore. a BTNL awarded BCL consortium with Telecom Italia. Formed Bharti Telenet Limited (BTNL). Services launched in Seychelles 12th December 1998. 1998 by BTNL. Formed Siemens Telecom Limited – a joint venture with Siemens Limited to market telephone terminals under SIEMENS & BEETEL brand names. 1999 License to operate cellular services in Himachal Pradesh. Madhya Pradesh on 4th June. Formed a Joint Venture Company Bharti Tele-Ventures Ltd. Italy to promote various telecom projects in India. launched GSM cellular services in Delhi.. BTNL commercially launched cellular services in Himachal Pradesh.. USA to manufacture HDPE Ducts. Acquired Goa Telecommunications & Systems Ltd. an existing profit making company to manufacture Wireless Transmission Equipment. Italy (then STET) to bid for basic & cellular services in terms of nationwide tenders.

EM Warburg Pincus. Kerala. Acquired controlling stake in J T Mobiles Cellular Operator in Andhra & Karnataka (Now Bharti Mobile limited). Bharti Telesonic & Bharti Cellular have entered into license agreements with the DoT to provide ISP services in India Bharti launches India’s first private sector national long distance service under the brand name IndiaOne Bharti Launched Touchtel in Haryana. Tamil Nadu & Karnataka circles. Maharastra.Quality Circle System at Bharti Teletech Ltd. one of the largest International Private Equity Investors. Crossed the 1 million subscriber base mark in October 2001. Haryana. 2000 New York Life International takes stake in Bharti Cellular. Bharti Telesoft opened its overseas offices in UK & USA. Launch of AIRTEL & MAGIC brands in Karnataka & Andhra Pradesh. Gujarat. 2001 Entered into a joint venture with Singapore Telecom Intentional for Submarine Cable project between India & Singapore Acquired cellular operations from Spice Cell in Kolkata. Punjab license restored to Bharti Mobile by the DoT & migration to NTP. 2002 Bharti launched cellular services in Punjab Bharti listed on the 8 . for Submarine Cable project between Singapore-Chennai & Mumbai-Singapore.1999 accepted Bharti Telesonic has entered into a license agreement with DoT to provide National Long Distance Services in India & has been the first service provider to start service in the country. Acquired four licenses to offer basic services in Delhi. UP (West). Intel takes Equity stake in Bharti Tele-Spatial & Bharti Telesoft. Acquired eight cellular licenses as fourth operator for the circles of Mumbai. Haryana. Bharti BT Internet launches Mantra Online Internet services in May. Entered into a JV with Singapore Telecom Intel. Acquire controlling stake in Skycell. Tamil Nadu & Madhya Pradesh. Bharti Aquanet. joins BTVL. Chennai Singapore Telecom decides to invest in Bharti & becomes partner in BTL & BTVL.

It is India’s leading manufacturer of high quality telephone sets with an installed capacity of 5 millions. COMPANY PROFILE Bharti Teletech Limited (BTTL) is the manufacturing arm of Bharti Enterprises. 2002. Bombay Stock Exchange & the Delhi Stock Exchange on February 18. National stock Exchange. Bharti Teletech Limited Gurgaon was incorporated in the year 1991. it is India’s leading telecommunication conglomerate. Bharti received a letter of intent from the Government of India to provide international voice services.Quality Circle System at Bharti Teletech Ltd. 9 .

which are equipped with world class manufacturing capabilities & technological expertise. telecom equipment products from Bharti stable. Beetel constitutes 35% of the total market share in India. 10 . Developed tone Phone Swithichable Telephone instrument & plan system in-house.Quality Circle System at Bharti Teletech Ltd. Over the years. It ushered in the telecom revolution when it has entered into technical collaboration with Siemens. AG of Germany to manufacture a wide range of Telephones. under the brand name “Beetel” have carved a niche for themselves in the market. because Bharti’s first establishment (in Ludhiana) was not able to meet the increasing demand of Bharti’s consistent high quality telephones. as per DOT requirement. Bharti Teletech’s production units are located in three provinces of India.  PRODUCT LINE • Electronic push button phone: Commercial production started in June 1987 at Ludhiana factory. thereby making Beetel the largest selling brand in country.

Won OEM contract from Sprint Corporation. Largest Installed manufacturing capacity for telephones in India in private sector. of India.S Federal specifications. • • • • Won “Golden Peacock national Quality Award” in 1997. • Cordless phone: Commercial production started in August 1991 in technical collaboration with L.K. The pioneers in the country to manufacture cordless phones in technical collaboration with L. USA since the past 9 years • • The first Telecom company in India to achieve ISO 9000 certificate with STQC & BSI.C South Korea.I.I. Won Excellence in Exports Award. USA for export of phones in 1991. 11 . SriLanka & Mauritius. The first in the country to manufacture & export telephones to USA as per U. (July 1993).Supplied over 1 million phones with “ Zero” defect quality rating. Telegraph & Telecommunication (PTT) in India.G. Regular exports to Sprint Corp.  ACCOMPLISHMENTS • • • The pioneers in the country to introduce Electrical Push Button Telephone (EPBT) under Siemens License (June 1987). Supplier to Post. Only Telephone Company to use state-of –the art Surface Mount Technology (SMT).G. • • • • The Largest telephone manufacturer in India. Largest supplier of telephones to BSNL/MTNL in India.Quality Circle System at Bharti Teletech Ltd. U.C South Korea (August 1991). Govt. The honour of being the only Telephone manufacturing company in the country to be accorded with the status of a recognized R & D institution by Ministry of Science & Technology.

Quality Circle System at Bharti Teletech Ltd. 12 . Having been awarded “The Golden Peacock National Quality Award” & “ISO 9002” accreditation. Tie up with International design houses. superior design & process engineering. The Company’s Innovation Centre boasts of: • • • • • • In-house Industrial & engineering design by CAD (Unigraphics Software). Environment test laboratory for conducting reliability & life tests. PTT specifications of various countries. the company has set up a ‘Center for Excellence ‘employing world –class Surface Mount Technology (SMT) for PCB sub-assemblies which is faster.  QUALITY Bharti Teletech takes further Bharti Enterprise’s commitment to quality & excellence. In consonance with this commitment & in its constant endeavor to maintain technical leadership & providing the customer with products of international standards. Bharti Teletech has also been awarded: • Excellence award in Electronics for Communication Equipment from the Department Of Electronics (DoE). for its commitment to quality & enhanced value in products. In-house PCB design. In house library for technical manuals. A dedicated team of engineers contributes to Bharti Teletech’s leadership position. Specific test equipment’s such as PTT specifications simulator. Government of India. error-free & results in reliable & consistent quality management programme to produce zero defect telephones. Bharti Teletech is poised to play a significant role in this millennium.  INNOVATION CENTRE Bharti Teletech products are synonymous with world class quality.

• R&D facilities fully equipped to suit any PTT/Telecom specifications conforming to ‘UL’.Quality Circle System at Bharti Teletech Ltd. 13 .’ETL’& ‘EC’ standards.

to meet DoT & MTNL's requirement of the phones. 2002.000 customers as of April 30. 177. Sunil Bharti Mittal (Group Chairman and Managing Director) Bharti Tele-Ventures Limited was incorporated on July 7. (CBMC) (into manufacturing pagers) & MSI Pvt. The company has an installed capacity of 3. Bharti TeleVentures has partnerships with leading international investors like SingTel. UK respectively. 1995 for promoting investments in telecommunications services.6mn phones per annum.Quality Circle System at Bharti Teletech Ltd.697. Ltd.07% respectively.000 fixed-lines & 121. Warburg Pincus. These were joint ventures between Bharti & Casio Japan for CBMC & MSI Plc. Asian Infrastructure Fund Group & International Finance Corporation. Bharti Tele-Ventures is India's leading private sector provider of telecommunications services based on an aggregate of approximately 1.01% & 0.399. The company also has an installed capacity of 18. The boost in the telecom sector would bolster the growth in the sale of company's products.000 cordless phones. DoT & MTNL are the two major customers of the company. The Company through its subsidiaries also 14 . consisting of approximately 1. New York Life Insurance.000 dial up Internet customers. DoT & MTNL have a requirement of nearly 4mn phones per annum. EXECUTIVE SUMMARY Bharti Telecom manufactures push button telephones & cordless phones. The utilization rates for the capacities of the push button telephones & cordless phones are 32. Cellular services currently constitute the largest portion of Bharti Tele-Ventures' business in terms of total revenues & the Company expects that this will remain the case for the foreseeable future. The company has divested its stake from Casio Bharti Mobile Communications Ltd.000 cellular.

provides fixed-line. BUSINESS DIVISIONS Bharti Tele-Ventures presently offers cellular services in seven of the 22 circles in India & intends to provide cellular services in eight additional circles. 2002. As of April 30. internet services & network solutions. The Company seeks to capitalize on the growth opportunities that it believes are available in the Indian telecommunications market & consolidate its position to be the leading integrated telecommunications services provider in key markets in India. as per unaudited results. with a focus on providing cellular services. The fixed-line services are offered 15 . according to COAI reports. as of April 30. Haryana. Bharti Tele-Ventures was the first private sector operator to provide fixed-line services in India.500 million & the EBITDA was approximately Rs 4. for which the Company has entered into licenses with the DoT.066 mullion. located in central India. 2002 our revenues were approximately Rs 15. approximately 93% of India's total number of cellular subscribers resided in the Company's existing & proposed cellular circles. During this period cellular services represented over 80% of the Company's total revenue. The Company currently provides fixedline services in the Madhya Pradesh circle. The Company's cellular customers in its existing circles accounted for approximately 21% of the total all India cellular subscriber base.Quality Circle System at Bharti Teletech Ltd. It has also launched its fixed-line services in the four circles of Delhi. VSAT. For the year ended March 31. 2002. Karnataka & Tamil Nadu. The Company has also commenced offering national long distance services by offering data transmission services & voice data transmission services The Company intends to widen its range of telecommunications services to provide international bandwidth access & international voice services.

Bharti Tele-Ventures has entered into a license agreement with the DoT to provide national long distance services & is in the process of deploying a fiber optic network across India to provide these services to corporate & individual customers across India.Quality Circle System at Bharti Teletech Ltd. In addition. The Company has also entered into a license agreement with the DoT to provide international long distance services in India. Bharti Tele-Ventures intends to complement its cellular & fixed-line services with national long distance services & international bandwidth access. These services are expected to be launched shortly. under the brand name Touchtel. Bharti Tele-Ventures is also constructing a submarine cable landing station in the city of Chennai. through which the Company intends to provide international bandwidth access for international long distance telecommunications services. VSATs & international bandwidth access through the Company's gateways & landing station in India. Bharti Tele-Ventures believes that these circles have high telecommunications revenue potential. 16 . Bharti Tele-Ventures services presently to provides & VSAT based data transmission national multinational corporate customers. especially for carrying data traffic. the Company offers secure & reliable end-to-end network solutions to its corporate customers by leveraging the bandwidth available in the Company's subsidiaries through its nationwide fiber optic backbone. The Company also provides Internet access services to residential & corporate customers. last mile connectivity in fixed-line & cellular circles. Bharti Tele-Ventures has recently launched national long distance services by offering data transmission services & voice transmission services for calls originating & terminating on most of India's cellular networks.

Offer multiple telecommunications services to provide customers with a "one-stop shop" solution. The Company has developed the following strategies to achieve its strategic objective: • • • • • • • Focus on maximizing revenues & margins. Leverage strengths of our strategic & financial partners. The investment made by SingTel is their third largest investment outside Singapore. Warburg Pincus' investment is one of their largest investments made in the world. & Emphasize on human resource development to achieve 17 .Quality Circle System at Bharti Teletech Ltd. PARTNERS Bharti Tele-Ventures' existing foreign shareholders have acquired direct & indirect equity interests in the Company for a total consideration exceeding US$ 1 billion. with a focus on providing cellular services. Asian Infrastructure Fund Group & New York Life Insurance. Bharti Tele-Ventures' other partners include leading international financial investors such as International Finance Corporation. Position ourselves to tap data transmission opportunities & offer advanced mobile data services. The Company's financial partner. Focus on satisfying & retaining our customers by ensuring high level of customer satisfaction. BUSINESS STRATEGY Bharti Tele-Ventures' strategic objective is to capitalize on the growth opportunities that the Company believes are available in the Indian telecommunications market & consolidate its position to be the leading integrated telecommunications services provider in key markets in India. Capture maximum telecommunications revenue potential with minimum geographical coverage.

• • • The strong brand name recognition & a reputation for offering high quality service to its customers. Existing New(1) Bharti 18 All . Warburg International Corporation. COMPETITIVE STRENGTHS Bharti Tele-Ventures believes that the following elements will contribute to the Company's success as an integrated telecommunication services provider in India & will provide the Company with a solid foundation to execute its business strategy: • Nationwide Footprint . & The Company's Pincus. • Focus on telecommunications to enable the Company to better anticipate industry trends & capitalize on new telecommunications-related business opportunities.As of April 30.Quality Circle System at Bharti Teletech Ltd. 2002. operational efficiencies. Quality management team with vision & proven execution skills. Infrastructure Fund Group & New York Life Insurance. The key demographics of Bharti Tele-Ventures' present & proposed cellular circles are set forth below. approximately 93% of India's total cellular subscribers resided in the Company's seven existing & eight proposed cellular circles. These 15 circles collectively accounted for approximately 56% of India's land mass. The information given below is for the total market & is not representative of Bharti Tele-Ventures' market share or network coverage. strong relationships Finance with international Asian strategic & financial investors such as SingTel.

6 27% 16% 16% 45% 30% 27% 15 1.132 9. Number of circles Area of the circles (in '000 sq.71 32.0 9.278 1.025 68% 56% 58% 93% 82% 80% areas (in Mn)(3) Market Cellular subscribers in the licensed areas (in Mn) (4) Market DELs in the licensed area (in Mn) (5) Number of vehicles in the licensed areas (in '000s) (6) 36. km)(2) Population in the licensed India 22 3.8 29.027 6.848 593 6.Quality Circle System at Bharti Teletech Ltd.22 26.779 19 .4 6 525 167 3.

engaged in various functions with an orientation to problem-solving. R.) & tamasic qualities (i. self-actualization etc. craze for ego inflation etc. 20 . restlessness & tension.  History of Quality Circles Though the Quality Circles had been operation with different names in India the credit of developing the concept has gone to the Union of Japanese Scientists & Engineers (HUSE) along with Dr. religious & political settings since the dawn of Indian Civilization to enhance ‘Satvic Qualities’ (i. Dwivedi. A task force is a group of most skilled employees selected & appointed by management. But quality circle is not task force & the former is broader than the latter. In fact.e. knowledge & concern for others. The Quality circles involve people in solving problems & tap their brain power effectively. historically Gun Mandal (Quality Circles) have been used in different social. authority & power..) minimize rajasic (urge for economic resources. indolence & wickedness. REVIEW OF LITERATURE QUALITY CIRCLES  What is Quality Circle? It is a small group of employees in the same work area or doing similar type of work who voluntarily meets regularly for about an hour every week to identify. rightly felt that. concern for personal interest.e.S. Tokyo. interest. urge for excellence. Kaoru Ishikawa of Mushashi Institute of Technology. but also to enrich the quality of work life of employees.. analyze & resolve work related problems not only to improve quality. There is a misconception that quality circles & task force are one & the same. productivity & the total performance of the organization. proneness to error.Quality Circle System at Bharti Teletech Ltd. trust & confidence.

. interpersonal & conflict resolution. To improve various supervisory skills like leadership. v. with a view to motivating them. including problem solving techniques etc. To satisfy the workers’ psychological needs for self-urge. To develop. Accomplishment of this objective will ensure enhancement of employee morale & commitment. He appealed to the workmen & supervisors to form Quality Circles whereupon they will be given the necessary simple statistical Quality Control tools with which they can analyze & solve work related problems after identifying them.Quality Circle System at Bharti Teletech Ltd. ORGANIZATIONAL STRUCTURE OF QUALITY CIRCLES 21 . Ishikawa conceived the idea of Quality Control circles & wrote about it in a journal “Gemba to QC” (Quality Control for the Foreman) brought out by HUSE in which he became an important functionary.) Non-application of the science of Bhagavad-Gita & Vedas to industrial & business organization is one of the reasons for dependence of Indian organization on the techniques developed in foreign countries. loss of self identity etc. iv. productivity & reduce cost of production per unit of output. To improve quality of products/services. Achievement of this objective effectively requires the use of certain techniques. participation. In 1962. distrust.3 million covering 13 million members in 1986. urge to exploit & damage others. ii.  Important objectives of Quality circles i. creative & innovative skills through participation. recognition etc. It was in 1961 that Dr. problem solving. the number of circles steadily grew to 1. creating & developing work interest. The concept of quality circles is not an exception to it. iii. enhance & utilize human resources effectively. & To utilize individual imaginative. 20 circles were registered with HUSE.

The activities of the members include: attending meetings without fail. this would produce a catalytic effect on them & induce them either to become members of the existing circle or form new circles. is the members themselves. There are the persons who have to help in implementing the recommendations made by the Quality Circle members. Those who are interested in the concept will form a Quality Circle. The members in a circle should be from the same work place as the members from the same work place are familiar with the work & it will be useful for them in meetings. of course.1.Quality Circle System at Bharti Teletech Ltd. 22. the members are the heart of the programme. (1) Non-members: Non-members play an important role in the Quality Circle activities. absolutely necessary. It is found that is as successful in our country. (2) Members: The basic element of a Quality Circle. In fact. The organizational structure of Quality Circle consists of several levels as shown in Fig. a well-structures approach is The model of the structure is indigenous. & proper use of their untapped brain power is the key to its success. participating actively in the meetings & contributing ideas/views in the problem identification & problem solving discussions & development useful solutions to the problem/ (3) Leader/Deputy Leader : The Quality Circle leader is elected by 22 . therefore. Even the non-members would become part of the structure in the process of quality circle activities. Hence. One of the factors for the success of any organization is its structure & the functional rapport between the different elements. For the successful operation of Quality Circles. The concept of Quality Circle is introduced to the members by the management with the help of audio-visual equipment & meetings.

Generally. human behavior & participative leadership styles. initiation & promotion of active participation. (4) Facilitator: Facilitator is an important link between the Quality Circle leader & the steering committee. (e) training members in problem solving techniques. (e) helping the Quality Circle in preparing the presentations. The leader must have skills in discussion. (5) Steering Committee: It is an apex body at the highest level of the plant which would be responsible for formulating the objectives & for supplying the resources for the Quality Circle activities. The main duties of a facilitator are (a) serving as a Quality Circle co-ordinator. the line manager acts as the leader of the quality circle. He is expected to be an excellent resource person for training the managers at higher level. (c) initiating the setting up of Quality Circles by persuading the supervisors by teaching & training.Quality Circle System at Bharti Teletech Ltd. (d) providing feedback to the steering committee about the proceedings & results of the Quality Circle. (f) Acting as an evaluator & reviewer if Quality Circle operations & programme. He should be trained in group dynamics. The facilitator has to maintain sound inter-personal relations in order to function as a social leader. It advises guides & directs the quality circles in their operation. He is responsible for the operation of his circle & is therefore responsible for the circle activities. (c) acting as link between members & facilitator. (d) keeping the meetings on right track. The structure of the committee is made up of the departmental heads 23 . He should prove himself successful in acting as a co-ordinator. leaders & management. (b) training members. teacher & innovator. (b) generating enthusiasm for circle activities. visual aids etc. The main functions of quality circle leader as – (a) conducting meetings regularly. coach. the circle members. promoter.

Quality Circle System at Bharti Teletech Ltd.

from

every

major

function

like

production,

finance,

material

management, engineering, & other service areas headed by the Chief Executive of the plant. The main functions of the Steering Committee are: i. ii. iii. iv. v. Providing training to Quality Circle leaders. Arrangement of meeting halls & associates in the meetings. Providing budget for Quality Circle activities. Making Quality Circle activities as part of the organizational goals. The steering committee would take part in the top management presentation given by the Quality Circles & respond to Circles’ recommendations expeditiously. They may also participate in annul social get-together. (6) Top Management: The top management in the Quality structure consists of Chairman & Managing Director, Directors, Chief Executives, General Managers, & other top executives. Without the faith & commitment, support & encouragement from this top level the activities of the Quality Circles cannot be deemed to have complete support for the programme. (7) Co-ordinating Agency: Although the Quality Circle structure does not envisage a separate department to look after its activities, a great deal of co-ordination is called for convening Steering Committee meetings, arranging management presentations, formulating budgets & disseminating relevant information on circles to the parties concerned, etc. The main functions of the co-ordinating committee are: i. Preparing agenda & convening meetings of the Steering Committee.

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Quality Circle System at Bharti Teletech Ltd.

ii. iii. iv.

Presenting the report of the Quality Circle activities to the Steering Committee. Maintaining statistics of the operating of the Quality Circles. Co-ordinating training programmes & arranging seminars, workshops, conventions & top management presentations once in two months.

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Quality Circle System at Bharti Teletech Ltd.

DISCUSSION TECHNIQUES OF QUALITY CIRCLES
The Quality Circles use certain techniques to identify, analyze & resolve problems. They are (i) Brain Storming (ii) Data Collection (iii) Pareto Analysis. (iv) Cause & Effect Diagram. (v) Line Graphs. (vi) Frequency Distribution. (vii) Scatter Diagram. (viii) Histogram. Among these eight techniques three techniques are mainly used in discussing various problems at quality circles. (1) Brain Storming Processes: Under this technique, a complete free environment is created with a view to stimulating creativity. In this free environment, employee’s ideas are free from criticism. Hence, employees voice all their worthy, as well as stupid ideas. All these ideas are recorded seriously. This technique is useful to generate as many ideas as possible. Later, the plus & minus points of each idea are discussed before taking a final decision. (2) Cause and Effect: Members are asked to find out the causes for the identified problem. In this process, members identify one Then they identify important effect of this cause on the problem.

other causes & their effects. Charting out of those causes & effects resembles a fish bone diagram. Hence, this technique is also called ‘fish bone diagram.’ (3) Sampling and Charting Methods: Members of Quality Circles observe the events & their consequences in the form of positive or negative results. the problem These techniques will work effectively in attaining the objectives only when the organizational structure of the Quality Circle is sound & systematic. They chart out all their observations either in sequence or in some other relationship which gives a clear idea of

QUALITY CIRCLE PROCESS

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mangers in most cases accept the solutions. hours & in the company premises. The next stage is that members select the best solution from among the alternative solutions. Thus. The members & leader are given instructions regarding problem solving Initially. the Quality Circle identifies several problems which affect the Quality of the service etc. to the management about the postVarious steps/stages in the process of a least one working session in every week preferably during working If the working session is conducted after the working hours. the support of top management is essential for effective functioning of Quality Circles. If the solution is accepted. the Quality Circle members should acquaint There maybe at themselves with the objectives & role of quality Circles.Quality Circle System at Bharti Teletech Ltd... techniques. Then the members develop alternative solutions. honorarium for attending the meetings. their effect & consequences on organization & members. Management has to provide all types of support including finance to implement such solutions. Some of the members then present the selected solution to the But management. Later the members discuss the problems & select the genuine problem. Each working session of a Quality Circle may be for one hour. The size may vary between 6 and 12. the members analyze it by using the various problem solving techniques Sometimes the Quality Circle leader invites various experts to help in analyzing the problem & their effects. After selecting the problem. First. discussed earlier. the members may be paid 27 . Management reviews the solution & may or may not accept the solution offered by the Quality Circle members. cost benefit analysis & merits & demerits of each solution. Then the circle should be given an opportunity for making a presentation implementation benefits. the members either by themselves and/or with the help of others implement the solution. The size of the each Quality Circle should be moderate to enable fruitful discussion.

(d)Development ideas/solutions solving Step 4 the of for various each a (effect) all to major Brainstorming. The circle makes to a their 28 presentation . weightage etc. Management presentation.Quality Circle System at Bharti Teletech Ltd. (c) Treating cause as problem identifying contributing problem. and the the separate the major to causes contributing causes and sub-causes causes/sub-causes. (b)Identifying the problem. Problems Selection of a Problem Analysis of the Problem(a) Identification of the Brainstorming effect collection cause and data cause of the problem diagram Pareto Diagram cause and effect diagram. Quality Circle & the techniques used are presented in Table given below: Table Various Steps/Stages in the Process of Quality Circle and the Technique Used Step 1 Step 2 Step 3 Identification of the Brainstorming By consensus method based on rankings.

Data collection Line Graph. Step 5 Step 6 entire of the with developed problem- Management Decision Implementation. The along QC members with are the After the further involved in implementation management. management solutions the analysis. The member & leader of the Quality Circle should recognize & practice the following concepts to make the Quality Circle 29 . The given making implementation.Quality Circle System at Bharti Teletech Ltd. data on the problem may be collected to see the Step 7 effect of implementation. Management presentation. circle needs to be for postopportunities CONCEPTS EFFECTIVE TO MAKE QUALITY CIRCLE PROCESS 1. implementation.

Avoidance of heated argument in favour of one particular position. (ii) improved job satisfaction. sensitivity skills etc. 7. 3. who is also the supervisor. Circle leader. BENEFITS OF QUALITY CIRCLES Quality Circles benefit both the members & the organization. Promotion of constructive disagreements in place of dodging arguments in search of an artificial state of harmony. 5. In other words full throated eloquence should not be a substitute for clarity & logic. 8. Periodic summarizing of the activities by the leaser or by a member to ensure common understanding. Benefits for members include (i) satisfaction of self-esteem & esteem from others. (iii) selfdevelopment in terms of skills.Quality Circle System at Bharti Teletech Ltd. Suspicion of agreement that come too quickly & easily. Avoidance of such techniques as majority vote & division to obtain group agreement. must constantly beware of the influence of the supervisory position. (iv) satisfaction of social & psychological needs. knowledge. Encouragement of all members to clarify & build on each other’s ideas 4. 2. 6. benefits to the 30 . process effective. Persuasion by all the parties concerned that there is more than one way to solve a problem successfully.

This effectiveness & to enhance job satisfaction. LIMITATIONS OF THE QUALITY CIRCLE SYSTEM  Quality circles are the group of employees. organization include: (a) improvement in the job performance of members. (d) promotion of participative management culture & team work.  Nothing can be achieved overnight. (b) development of solutions to the identified areas.Quality Circle System at Bharti Teletech Ltd. who meet regularly once a week. PROBLEMS OF QUALITY CIRCLES However. It is a long term process & a never ending effort to improve the quality of work & performance of the employees. awarding & motivating the Quality Circle members & facilitators. Ultimately the effective functioning of the Quality Circle results in the organizational effectiveness.22. (e) generation of pride among the members in doing a meaningful job. participative scheme will contribute to This participative the organizations scheme will if top management takes proper care & interest. there are certain problems in Quality Circle regarding fitting of Quality Circle in existing cultural environment in the industry rewarding. (f) increased managerial effectiveness. sound human relations in an organization & quality of work life of employees. These problems can be solved if top management takes proper care & interest. It takes time to create the 31 . Fig.3 shows the benefits from Quality Circles & their relationship to organizational effectiveness. (h) development of harmony & mutual trust between members & the management. (c) improvement in two way communication among members & members & the management. (g) development of problem solving – ethic in the organization.

RESEARCH METHODOLOGY  RESEARCH OBJECTIVE • To analyze the quality circle activities in Bharti Telecom. right atmosphere at the work place. highlighting the achievements & strengths of quality circles & providing suggestions (under any capacity) to the weakness of the same.  It can take years to have any substantial effect on the productivity or as a matter of fact any reduction in cost. if any. 32 . the right attitude in the minds of the workers.Quality Circle System at Bharti Teletech Ltd. Gurgaon.

I have made use of questionnaires for ascertaining the attitude of the employees towards the quality circle system at Bharti. 6) Giving suggestions & recommendations to the company. magazines & online resources on the internet.  RESEARCH METHODOLOGY Data or information lies at the basis of any research. (d) to determine the effectiveness of the quality circle activities. Further analyses of the past records & future plans of quality circle activities were done. • To find how quality circle works & structure of quality circle in the company. 5) Identifying weak areas in quality circles. 1) How efficient are the employees in quality circle? 2) What is the level of interest? 3) How much are they satisfied with the activities? 4) Various techniques used by the members in quality circle & scope for improvement. The data for my research has been conducted through both primary as well as secondary sources. The primary data has been collected mainly from books. Data regarding opinion & attitude towards the quality circle system was collected by way of questionnaires designed for the purpose. (e) to determine the opinions & attitudes of employees towards the quality 33 . & joint coordinator in the company. journals. (c) to determine how successfully the circle is able to solve the problems. For my research. facilitators.Quality Circle System at Bharti Teletech Ltd. The secondary has been collected by way of observing the quality circle meetings & by conducting informal discussions with the circle members. (b) to know the technical aspects of the quality circle. The main aim of conducting the survey using questionnaires was to determine the (a) level of improvement in productivity measures.

the “sample Size” selected for the same may not be 34 . The language used in the questions is simple & clear.Quality Circle System at Bharti Teletech Ltd. no effort was spared to make the study most accurate & useful. HIGHLIGHTS OF THE QUESTIONNAIRE The main highlights of my questionnaire are as follows: • • • • The questionnaire is precise & to the point. • Confidentiality is guaranteed. • Respondents’ feedback has been given due importance. The respondent’s have not been asked to disclose their names or identities. There is provision for their suggestions. biases on the part of respondents might have resulted in some subjectivity.  Although all attempts were made to make this an objective study. LIMITATIONS OF THE PROJECT  It was also difficult to get all the information required due to the company’s policy of keeping certain information confidential. There are mostly objective questions (multiple choices) but provision for long answers is also there wherever required.  Though. circle activities. Personal questions have been avoided.

 This being the maiden experience of the researcher of conducting study such as this. Services of a top consultant from IIT Delhi were utilized for the very purpose. In the period of 6 months. the possibility of better results.Quality Circle System at Bharti Teletech Ltd. FINDINGS ON THE BASIS OF QUALITY CIRCLES:  QUALITY CIRCLES IN THE COMPANY On 7th Nov’96 the quality circle movement reached Bharti Telecom. resulting in biased results. using deeper statistical techniques in analyzing & interpreting data may not be ruled out. the true representative of the Company. quality circle 35 . due to the sustained efforts of the top management with the aim of setting high standards of telecommunication technology in India. Gurgaon unit.

they are elected from the members only.  Total Quality Management Council (TQM) Reviews the performance & progress of Quality Circles.  STRUCTURE The company has a formal & well established structure of quality control circles. He helps the circle members during the meetings & after the meetings. Quality circles have regular meetings with each group meetings once a week for an hour in a friendly & cooperative atmosphere. average number of members in a circle is 8. Every quality circle has its own distinct name & is concerned with the activities of its department. 15 quality circles have been Before the quality training registered so far. At the time of introduction the structure was not only made on the paper but also in reality. circle activities started all the members were given explaining to them the concept of quality circle & the duties & responsibilities they have towards quality circles. 36 . The Mostly all the members are from the shop floor.  Facilitators Every circle has a facilitator.  Members There is voluntary participation for the employees. who is responsible for facilitating & guiding quality circle activities in his individual area. There are 11 facilitators representing the varied areas in the unit. Every circle has a leader & deputy leader.Quality Circle System at Bharti Teletech Ltd. The members of the TQM council are from different departments.  Coordinator Is the senior executive responsible for coordinating the activities of the circles & Joint Coordinator is directly related to the quality circles? The joint coordinator directs the circle members in all aspects. concept was started to mature.

In Bharti Telecom. The members were given 3 hours of training in different techniques of quality circle like:       Concept of quality circle Brainstorming Cause and effect diagram Pareto analysis Histogram Collecting data They were also taught about Team interaction & how to conduct meeting.Quality Circle System at Bharti Teletech Ltd.  TRAINING It is an important aspect of quality circle activity. Training was imparted on the following topics:       Concepts of quality circles Conducting meeting Team interaction Cause and effect diagram Pareto analysis WORKING OF QUALITY CIRCLES 37 . training was imparted by the Joint Coordinator. In fact training is the backbone of the quality circle movement. The facilitators were given 4 hours of training. According to the findings through questionnaire & meeting with members & facilitators. A consultant from IIT Delhi was invited to have meeting & give lectures to the facilitators. the method of training are quiet satisfactory. leaders & members. But nothing was touched in Decision making. Goal setting process & managerial philosophy.

It has also come to light that some circles are not interested in continuing either because of work load or due to lack of interest. This has also contributed to the broken momentum of the quality circle activities. But there are some circles which are very enthusiastic in circle meetings & work according to the set standards. The real operation of the quality circle started after the completion of the training. in their work are. They also make cause & effect diagram of the problem & again collect data on the probable causes. The working circles identify the problems. It was divided into five heads:  STRUCTURE 38 . The diagrams give an idea of circle operation as decided by the management: It has been observed that first three steps have been completed by all the circles except the circles which do not hold meeting. All the 15 circles were organized & schedules were made for the meeting.  MEETINGS: In March 97 the meetings of all the quality circles were suspended for a month due to work load. The last two steps Presentations & review aren’t being completed by the management. which is away from the shop floor. All the circles were given 1 hour per week to hold meeting in the company’s library room.  CIRCLES MEETING ASSESSMENT: Questionnaire was developed for the assessment of quality circles meeting.Quality Circle System at Bharti Teletech Ltd. collect the data & do the ABC and Pareto analysis of the problems identified.

The result is tabulated in the table below: ALWAY S STRUCTURE The group skips from subjects to subject.Quality Circle System at Bharti Teletech Ltd. 39 3 3 4 3 1 3 4 . The same few members tend to monopolize discussion. Members of the group raise concerns and questions that are off the 3 4 3 5 1 2 4 2 4 subjects Members know what the agenda is in the meeting Group members come and go at will during the meeting The rules of the meeting are clear. INFLUENCE Chosen solutions are what the leader wants rather than what the group wants Participation by group members is encouraged Most members of the group Some 4 3 2 3 1 1 3 SOMETIME NEVER S 3 3 4 1 3 4 participate in discussions. members have concerns or ideas that never get on the agenda All sides of an issue get aired. Discussions seem to go on endlessly. PROBLEM SOLVING The group divides or stalemates on issues.  INFLUENCE  PROBLEM SOLVING  OPENNES  FOLLOW THROUGH A total of 7 circles responded to the questionnaire.

The group proposes solutions before thoroughly identifying the causes. The same problem repeatedly emerges over the span of several meeting. Various alternatives are aired before a decision is reached. 5 3 2 4 5 2 5 2 40 .Quality Circle System at Bharti Teletech Ltd. There is disagreement over the real issue or problem which is being considered.

FOLLOW THROUGH There is confusion about who is going to make the decision or have the final say. Members are open and willing to be critical. Members are subject to personal attack. When a decision is reached. There is confusion after the meeting is over who was to get things done and what was to be done 3 41 .Quality Circle System at Bharti Teletech Ltd. are 4 1 1 4 1 2 5 4 1 2 5 3 7 4 4 appropriate action is taken The records of the meeting available before the next meeting. OPENNESS Members are willing to express their real feelings about problems or issues Disagreement is ignored.

find it difficult to implement the suggestions comprehensively.Quality Circle System at Bharti Teletech Ltd. Top management took deep interest in introducing the employees with the concepts 42 . has reduced hook switch assembly. QUALITY IMPROVEMENT: The spirit of quality improvement through quality circle is very much present.  Reduction in defective products: Base unit sleek dept.  FINDINGS ON THE BASIS OF THE PARAMETERS OF PROGRESS: 1. Widespread suggestions have been contributed by employees for quality improvement but management due to causes like short period of time (6 months). it has been found that there is a general feeling among the employees that there has been a slackness According of to interest in quality & circle activities by Top were Management. Premier final assembly has reduced the problem of wrong wiring by 70%. has totally solved the problem of buzzer distortion. PARTICIPATION : On the basis of discussions with the employees & the questionnaire distributed to them. facilitators members quality circles enthusiastically introduced in Bharti Telecom. 2. time by 16%.  Reduction or elimination of rework: Rework area has made 1% improvement in RFT due to reduction in the ring problem. FINDINGS  % Reduction of rejects: Hook switch dept.

3. WASTE REDUCTION: On the basis of interviews given by facilitators & members of quality circles. 08. 5. 4. MACHINE UTILIZATION : Bharti Telecom LTD. Most of the work is done manually or by small tools & equipment. SAFETY: Safety measures have not been discussed by quality circles mainly due the absence of heavy machinery & safety hazards associated with them. KUSHBOO. COST REDUCTION: It has been found that there has not been substantial cost reduction. quality circle SANGAM (Premier Hand Set Assembly) confirms improvement in the field of Machine Utilization. PRODUCTIVITY: 43 . But as time progressed the interest of top management decreased & the suggestions contributed by the members have not been properly dealt with. they have been able to make improvement in waste reduction. CHANDERKANTA.656 per annum. Only one verified example was found in the maintenance department: 40 W tube lights were to be replaced by 36 W tube lights in order to have savings worth Rs. Main reason sited by them is increase in their confidence & team spirit due to quality circle activities.Quality Circle System at Bharti Teletech Ltd. of quality circle & in explaining the responsibilities to the employees towards the quality circles. Gurgaon. However. being an electronic telecommunication unit has very little use of heavy machinery. The reason remains that 6 months is too short a period to show cost reduction.. 2. 6. 7.

there has not been an overall improvement in company’s productivity but at least 3 quality circles have shown some improvement in their respective departments. These three to high circles have levels increased their productivity due motivational among the members of quality circle.e.Quality Circle System at Bharti Teletech Ltd. 6 persons are doing packing of 800 sets NAVJYOTI ASSEMBLY) SANGAM (PREMIER HAND SET ASSESMBLY) FAULT FINDER (PREMIER HOUSING ASSEMBLY) (PREMIER FINAL instead of 7. 44 . 8. QUALITY CIRCLE ASHIMITA (TOUCH UP) LOTUS (PACKING) IMPROVEMENT MADE Manpower productivity improved by 80% to 90% Premier packing productivity increased by 10% i. Improvements in productivity with the help of quality circle have been ranked highly by almost all the circle members. According to the findings. MACHINE MAINTENANCE: No need has been felt to discuss machine maintenance on the quality circle level as the maintenance department is solely responsible for this purpose.

According to the members. Few of them have gone to the extent of discouraging the members to hold meetings by saying that the work load is heavy or little time is there etc. He is the major link between the members & the top management. It has been found that most members are not even aware of such council (TQM) which is reviewing their progress.  Quality Circle Members and Joint Coordinator : The findings show that communication is of highest level between members & the joint coordinator.  Quality Circle Members and Coordinator : The findings show that there is minimum communication between quality circle members & the co-coordinator.  Quality Circle Members and Facilitators: The findings show mixed feelings on the relationship between members & the facilitators. COMMUNICATION BETWEEN:  Quality Circle Members and Total Quality Management (TQM) Council: Members have gone on record to confirm that there is no interaction whatsoever between TQM council & themselves. 9.Quality Circle System at Bharti Teletech Ltd. Whatever little communication is present is with the help of interoffice memo or 45 . the joint coordinator has been the most influential person form the time of induction of quality circle at Bharti Telecom to date. through Joint-coordinator. While some have been reported to be indifferent towards the quality circles activities. Some facilitators have been found to be very supportive & helpful to the members & towards the activities. Joint Coordinator takes out time to personally attend the meetings of quality circle & is available to discuss problem & suggestions.

13. 10. 15. It has been found that plans have been chalked out to hold presentations & sponsoring quality circle for inter-organizational competition. ABSENTEEISM: Discussions with members show that absenteeism has been 46 . Some are very enthusiastic & are willing to contribute but it has also been found that frustration is creeping among others due to lack of implementation of their suggestions by the management. PRODUCT IMPROVEMENT: No visible improvement has been seen. 12. SIGNIFICANCE OF QUALITY CIRCLE TO THE MEMBERS: There are mixed feelings among the members regarding the significance of quality circle activities. 11. Recently on quality circle has been chosen for inter-organizations competition & such gestures by the management will help in making things better. RECOGNITION: Till now no recognition has been provided to the members of quality circle for their efforts. ROLE CLARITY: Most of the members are well trained in the basic techniques of quality circle & they are aware of their responsibilities as quality circle members. There is no reward system but plans are there to hold dinners with the top management.Quality Circle System at Bharti Teletech Ltd. 14. FEEDBACK: Feedback from joint co-coordinator is present but feedback from top management is yet not present.

GRIEVANCES: No discussions have been made on this point. 47 . 16. WORK SATISFACTION: Members feel that due to the lack of motivation from management & negligence in implementing their suggestions has somewhat deteriorated their level of work satisfaction. reduced to an extent but this reduction has been due to reasons other than quality circle activities. 17.Quality Circle System at Bharti Teletech Ltd.

Quality Circle System at Bharti Teletech Ltd. It would have been better if the training should have been spread over a few days to give better insight to the employees in quality circles. Firstly. They have followed an open door policy to help employees & quality circle members to over come their problems. Second. CONCLUSION One of the more important & significant conclusions which I can draw from my study at Bharti Telecom. Gurgaon is that the importance of quality circle was duly recognized by the management. reason is that the duration of training to introduce the employees to quality circles was limited. the enthusiasm by which the quality problems with their solutions circle members participate in meetings & strive to come to conclusions about the impending is not sustained by management. The middle management’s efforts have to be appreciated. They have showed patience in listening to the suggestions & grievances of quality circle members & have done everything under their control to keep the members going. meetings an unnecessary obligation. important reasons are responsible. The management according to the findings is not only unable to implement those findings & suggestions but also fail to recognize & appreciate the same. But the Two enthusiasm by which this chapter was opened at the organization has considerable ebbed especially among the circle members. This has severely affected the moral of the members & may of them seem to find quality circle 48 .

Those over which circle members have limited control but which require the influence of an outside agency. But it should be realized that some of the objectives of the Quality Circles.  There should not be any delay or non-implementation of Circle recommendations. Those over which circle members have neither control nor influence. Quality Circles do not just identify & analyze problems but they also implement them their own recommendations. irrespective of the fact that it may fall 49 . which are responsible for the encouraging growth of the Circle concept in their organizations. as long as it is related to the work they are doing. mainly to make different sections of employees communicate better & to break down the barriers between the workers & other levels of management. In India Chairman & Director of BHEL & HMT personally participate in Quality Circle presentations.Quality Circle System at Bharti Teletech Ltd. RECOMMENDATIONS  There should be visible support from management Occasional words of praise & encouragement from all the levels of management go a long way in boosting the morale enthusiasm of the Quality Circles. It has been observed that some circles & facilitators think that only those problems should be solved which fall under the category 1. this can be achieved if circles are encouraged to tackle every kind of problem. The work related issues of the Quality Circles can be categorized as follows:    Those over which circle members have control.

members need further counseling periodically which facilitators & other executives should not fail to give. It is recommended that changing of facilitators who aren’t interested may have better result is future.Quality Circle System at Bharti Teletech Ltd. quality circles may be guided to give first priority for the problems falling under category 1 & to take up others later. Through this one group can communicate with each other & give suggestions to 50 .  Facilitators should become more active in the activities.  Improving communication There are a number of different ways in which quality circle can improve communication: o PRESENTATION – The presentation for circles is arranged by the facilitators.  However. Even after training. o MONTHLY LEADERS MEETING – It is recommended that the leaders of various circles can have monthly meeting of 1 hour in which they could discuss the progress. The function should be well organized & the top management should attend it. under any of the three category. Facilitators should be liberal with praise & gesture of recognition to maintain high morale of quality circles.  Care should be taken to ensure that the suggestions & recommendations given are being considered by the management & other departments. Invitations should be extended to every body including potential quality circles members from other departments & departmental managers as well as a few representatives from other companies.

Nothing else demonstrates better to the quality circle members the lack of seriousness on the part of the management than suspending the meeting for 1 month.Quality Circle System at Bharti Teletech Ltd. point which is easy visible. But when once he witnessed the case studies given by the quality circle. This should be avoided. as well as other information material which could create more interest in quality circle programs. each other on how to improve.  Appreciation letters There is another important function that management should perform. apart from arranging for the presentation & reviewing 51 The boards should be at a centre . The facilitators can post the accomplishments of circles members. o INFORMATION BOARDS – Quality circle information boards are another effective method that can be used. A senior engineer was reluctant to permit quality circle members to have meetings. There was a case in Maruti Udyog Ltd.  There should be regular quality circle activities and meetings. Many senior engineers tend to ask the quality circle members to postpone their weekly hour long meeting on the plea of production pressure. would take the initiative to remind the members of the scheduled meeting. he became a convert & thereafter. o ANNUAL GATHERINGS AND PICNICS – The Company can organize picnics or gatherings for the members to keep people involved & to create an informal channel. o POSTERS – Posters help to communicate effectively many messages about the quality circle programs.

Group pictures of the circle members at work are taken & displayed in the work area. Managerial philosophy. Goal setting processes 4. And decision making. Team interaction 2. 7).  Finished problem display When the problem has been presented to management many details can be displayed in a showcase. it to present a “thank you” letter to all of the circle members & sent to their home address.  Pictures of circle members Many companies have used this method to promote circle activities.  Certificates Once the problem have been solved & given to the management. Copies of all the certificates should also be proudly displayed on the notice board to show the circle achievements to the employees of the company. This will evoke curiosity about the program & participation proceeds more rapidly.  Training On the basis of the findings it can be concluded that the members are in need of some more training on some behavioral aspects. them. Like training can be give on: 1. 52 .Quality Circle System at Bharti Teletech Ltd. 3. a certificate showing the completion of the project should be presented to the leader & copies given to the members (see EXHIBIT No. This would help to generate more interest & may encourage workers in others areas & in people who are still waiting to join the circles.

the next week the circle meets for the first hour of the second shift.  Presentation between circles According to the findings many circles have a problem that the other circles affect their performance & without realizing this they continue perform in the same manner. Therefore.Quality Circle System at Bharti Teletech Ltd. two methods have been used successfully for scheduling meetings:  Quality circle for each shift can function with a linking pin (one or two people who attend all meetings) being the coordinating mechanism. the circle meets one hour before quitting time for the first shift. so that they could improve on it. To cope with the different times when members are available.  Problem of shifts Shift work presents a problem for circles & the coordinator is also concerned abut how to maintain the regularity of the meetings.  There is a third alternative: each shift can form its own circle which is independent of other circles in the unit. 53 . For one week. to solve these circles should have the authority to call any circle in their presentation & present them with the facts. it is only among the circles to inform each other about their deficiencies.  The second method involves scheduling. In these it is not necessary that the top management should be present.

Questionnaire for the members.Quality Circle System at Bharti Teletech Ltd. III. Quality circle project report. Format for quality circle meeting. ANNEXURES I. VIII. Questions concerning the feelings about the circles and the organization. Questions about the technical aspects of the circle. QUESTIONNAIRE FOR THE SUPERVISERS 54 . V. IX . II. VII. Questions about the circle process. VI. I. Questionnaire for the supervisors. Questions about the effectiveness of the circle. Circle meeting assessment form. IV.

Any improvement which have occurred in machine utilization? __________________________________________________________________ __________________________________________________________________ 7. Any reduction in the rework? __________________________________________________________________ __________________________________________________________________ 3. Have you experienced any decrease in machine maintenance? __________________________________________________________________ __________________________________________________________________ II. Any safety improvements? __________________________________________________________________ __________________________________________________________________ 8.Quality Circle System at Bharti Teletech Ltd. Any suggestion given & implemented regarding reduction in wastage & scrap? __________________________________________________________________ __________________________________________________________________ 6. QUESTIONNAIRE FOR THE MEMBERS PRODUCTIVITY MEASURES 55 . Have you implemented any suggestions on cost reduction? __________________________________________________________________ __________________________________________________________________ 5. Has there been any reduction in overheads? __________________________________________________________________ __________________________________________________________________ 4. PRODUCTIVITY MEASURES 1. Have you experienced any reduction in rejects? ____________________________________________________________________ ________________________________________________________________ 2.

QUESTIONS ABOUT THE TECHNICAL ASPECTS OF THE CIRCLE Tick the correct answer. To what type of circle or team do you presently belong? 56 . 1. What are the safety problems you face & whether they have been raised in quality circle meeting & what are the result? ______________________________________________________ ______________________________________________________ III. Whether any efforts have been made to reduce any kind of cost? If yes what? ______________________________________________________ 7. 1. Have you discussed these problems in quality circle?   Yes  No  3. What is the quality related problem? ___________________________________________________________ 2. What are the reasons that problems are been solved.Quality Circle System at Bharti Teletech Ltd. How have you improved the quality of work in terms of : o REJECTIONS _________________________________________ o REWORK __________________________________________ 6. How many problems you have been able to solve? ____________________________________________________________________ ____________________________________________________ 4. ___________________________________________________________ 5.

How often would you like the circle to meet? o daily o more than once a week.floor o Clerical \ office o Technical o Professional o Managerial o Other (specify) 2. How often does the circle meet? o Daily o More than once a week. o Shop. but not daily o once a week o twice a month o once a month o less than once a month 57 . but not daily o Once a week o Twice a month o Once a month o Less than once a month 3.Quality Circle System at Bharti Teletech Ltd.

Do you think the circle should meet: o on company time o after work but at time and a half pay. For what length of time does the circle meet? o less than an hour o approximately one hour o between one and two hour o more than two hours o length of time varies 6.Quality Circle System at Bharti Teletech Ltd. how adequately were you trained in each of the following skills? o not at all o very little o somewhat o considerably o more than adequately Please answer by selecting the correct option according to the following scale : 58 . 4. double-time pay o after work at regular compensation o after work without compensation o a combination of without compensation and one of the other 5. Prior to joining the circle.

Which of these have been important to your circle? Please answer by selecting the correct option according to the following scale: i. QUESTIONS ABOUT CIRCLE PROCESSES 1. Extremely important o Aggressiveness of the member’s __ o Ability of the member’s __ o Ability of the leader __ o Ability of the facilitator ___ o Knowledge of the job by the member’s __ o Cooperation among the members __ o Training received by member’s __ o Managerial attitude and support __ o Feedback provided __ 2. IV.Quality Circle System at Bharti Teletech Ltd. Rate each of the following statements according to how well the item describes the purpose of the circle of which you are a member. Following are a number of factors which determine how successfully the circle is able to solve problems. Somewhat important iv. o To increase productivity __ o To increase quality ___ o To decrease the number of defective parts __ o To increase communication between workers and management___ 59 . Unimportant ii. Neither unimportant nor important iii. on the basis of the above scale.

o To improve the quality of work life for employees __ o To increase employees participation__ o To allow the employees use their intelligence__ o To make management or the company look good __ V. QUESTIONS ABOUT THE EFFECTIVENESS OF THE CIRCLE 60 .Quality Circle System at Bharti Teletech Ltd.

1 How effective the circle is depends upon many people. yourself___ o Other circle member’s __ o Leader___ o Facilitator___ o TQ M council ___ 2 To what extent have improvements suggested by your quality circle been implemented? Tick one. QUESTIONS CONCERNING FEELINGS ABOUT THE CIRCLE AND THE ORGANIZATION 61 . in your opinion.Quality Circle System at Bharti Teletech Ltd. what is the contribution that each of the following make to the success of the circle? Rate each according to the following scale: o 1 no contribution o 2 little contribution o 3 considerable contributions o 4 tremendous contributions o You. o not at all o a little o considerably o to a great extent o every suggestion has been implemented VI.

vi. I enjoy being a member of the circle __ My experiences with the circle have been unpleasant and frustrating __ I communicate with supervisors more easily than I did in the past __ My relationship with my work group has become better __ Our circle is doing important work__ Our efforts are appreciated within this company__ 2 Why did you join the circle? check all answers which apply: o To get time off from work o To meet or influence members of management o Because of a friend o As a joke o Management or the supervisor told me to do so o For personal recognition o Because of peer pressure o Monetary rewards o To get some problems straightened out o To help the company o To keep my job 62 . iv. 1 Based on your own experience as a circle member.Quality Circle System at Bharti Teletech Ltd. iii. how strongly do you agree or disagree with each statement? Answer according to the following scale : o strongly disagree o disagree o somewhat agree o strongly agree i. ii. v.

3 Do you enjoy being the team leader? Yes / No 4 If you are not presently a circle leader. would you like to be one? Yes / NO VII. CIRCLE MEETING ASSESSMENT ALWAYS SOMETIMES STRUCTURE The group skips from subjects to subjects. 63 NEVER .Quality Circle System at Bharti Teletech Ltd.

The same few members tend to monopolize discussion. Discussions seems to go on endlessly INFLUENCE Chosen solutions are what the leader wants rather than what the group wants. Most members of the group participate in discussions.Quality Circle System at Bharti Teletech Ltd. The rules of the meeting are clear. Some members have concerns or idea that never gets on the agenda. All sides of an issue get aired. 64 . Members know what the agenda is in the meeting Group members come and go at will during the meeting. Members of the group raise concerns and questions that are off the subjects. Participation by group members is encouraged.

PROBLEM SOLVING The group divides or stalemates on issues. Members are open and willing to be critical. When a decision is reached. Disagreement is ignored. There is confusion after the meeting over who was to get things done and what was to be done. OPENNESS Members are willing to express their real feelings about problems or issues. The records of the meeting are available before the next meeting. appropriate action is taken. Members are subject to personal attack.Quality Circle System at Bharti Teletech Ltd. Various alternatives are aired before a decision is reached. CONTENTS  SUMMARY  INTRODUCTION TO THE COMPANY 1 2 65 . There is disagreement over the real issue or problems which are being considered. FOLLOW THROUGH There is confusion about who is going to make the decision or have the final say. The group proposes solutions before thoroughly identifying The same problem repeatedly emerges over the span of several meeting.

2 4 8 11 17 17 19 23 24 27 28 28 29 30 32 33 33 39 45 46 51 65  HISTORY OF THE COMPANY  COMPANY PROFILE  EXECUTIVE SUMMARY  REVIEW OF LITERATURE • Quality circles • • • • • • • Organizational structure of quality circles Decision techniques of quality circles Quality circle process Concepts to make quality circle effective Benefits of quality circle Problems of quality circle Limitations of the quality circle system  RESEARCH METHODOLOGY  LIMITATIONS OF THE PROJECT  FINDINGS • On the basis of quality circles • On the basis of parameters of progress  CONCLUSION  RECCOMENDATIONS  ANNEXURE  BIBLIOGRAPHY 66 .Quality Circle System at Bharti Teletech Ltd. • From the directors desk.