INTRODUCTION

1

CHAPTER 1 1. INTRODUCTION
Quality may be defined as the sum total of features of a product which influence its ability to satisfy a given demand. The quality of product or service is a customer’s perception of the degree to which the product or service meet his or her expectations. Dimensions of Product Quality: Performance Features Reliability Serviceability Appearance Safety

     

Small and medium-sized enterprises (SMEs) play a critical role in economies around the world. To remain competitive, SMEs must be capable of delivering high quality products and services on-time at a reasonable cost. In response to these competitive pressures and customer demand, many SMEs have developed ISO 9001 quality management systems (QMS). ISO 9001 is an international standard that specifies the basic requirements for a QMS. The two primary objectives of the standard are to help an organization demonstrate its ability to meet Customer and regulatory requirements and to enhance customer satisfaction. To that end, the standard contains key requirements clauses focusing on (1) The QMS in general, (2) Management responsibility, (3) Resource management, (4) Product realization, and (5) Measurement, analysis and improvement.
2

1.1 MEANING AND DEFINITION Management system to direct and control an organization with regard to quality – ISO 9000:2000

Quality Management

Quality Planning

Quality Assurance

Quality Control

Criteria Driven

Prevention Driven

Inspection Driven

Quality management can be considered to have three main components: quality control, quality assurance and quality improvement. Quality management is focused not only on product quality, but also the means to achieve it. Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality Management Components Quality Planning • • It identifies the standards and determines how to satisfy those standards. procedures, and

It lays out the roles and responsibilities, resources,

processes to be utilized for quality control and quality assurance

3

• It is used by cross-functional teams to identify and resolve issues involve in providing products. Measure specific results to determine that they match the standards. An 4 . Use of Statistical Process Control (SPC): a methodology for monitoring a process to identify special causes of variation and signal the need to take corrective action when appropriate. Quality management Deployment • Quality management Deployment (QMD) is a systematic process for motivating a business to focus on its customers. Provide the confidence that at the standards will be met ± Inspection Driven Quality Control • • • It addresses the assessment conducted during Quality Assurance for corrective actions. processes. Quality Control standards. services and strategies which will more than satisfy their customers.Quality Assurance • • • It is the review to ensure aligning with the quality assessment will be provided here. Planned and systematic quality activities.

1.2 HISTORY Walter A. Shewhart made a major step in the evolution towards quality management by creating a method for quality control for production, using statistical methods, first proposed in 1924. This became the foundation for his ongoing work on statistical quality control. W. Edwards Deming later applied statistical process control methods in the United States during World War II, thereby successfully improving quality in the manufacture of munitions and other strategically important products. Quality leadership from a national perspective has changed over the past five to six decades. After the Second World War, Japan decided to make quality improvement a national imperative as part of rebuilding their economy, and sought the help of Stewart, Deming and Juran, amongst others. W. Edwards Deming championed Shewhart's ideas in Japan from 1950 onwards. He is probably best known for his management philosophy establishing quality, productivity, and competitive position. He has formulated 14 points of attention for managers, which are a high level abstraction of many of his deep insights. They should be interpreted by learning and understanding the deeper insights and include: • Break down barriers between departments • Management should learn their responsibilities, and take on leadership • Improve constantly • Institute a programme of education and self-improvement In the 1950s and 1960s, Japanese goods were synonymous with cheapness and low quality, but over time their quality initiatives began to be successful, with Japan achieving very high levels of quality in products from the 1970s onward. For example, Japanese cars regularly top the J.D. Power customer satisfaction ratings. In the 1980s Deming was asked by Ford Motor Company to start a quality initiative after they realized that they were falling behind Japanese manufacturers.

5

REVIEW OF LITERATURE

6

CHAPTER 2

2. REVIEW OF LITERATURE
2.1 CONCEPT AND THEORY
QUALITY MANAGEMENT SYSTEM – DEFINITION AND THEORIES

A quality management principle is a comprehensive and fundamental rule/ belief, for leading and operating an organization, aimed at continually improving performance over the long term by focusing on customers while addressing the needs of all other stake holders. Quality Management is becoming increasingly important to the leadership and management of all organizations. It is necessary to identify Quality Management as a distinct discipline of management and lay down universally understood and accepted rules for this discipline. ISO 9000 defines a QMS as: “Management system to direct and control an organization with regard to quality”

TQM -Total quality management: TQM is described by Oakland (1989) as ‘ A method for ridding people’ s results are achieved in less time.’  Kanji (1990) describes it thus: ‘Quality is to satisfy customers’ requirements continually. Total quality is to achieve quality at low cost. Total quality management is to obtain total quality by involving everyone’s daily commitment.’  TQM is often misunderstood, perhaps because of the publicity that defects’ idea has attracted.
7

lives of wasted

effort by involving every body in the process of improving the effectiveness of work, so that

Crosby’s ‘zero

Edward Deming is best known for reminding management that most problems are systemic and that it is management's responsibility to improve the systems so that workers (management and non-management) can do their jobs more effectively. total quality management refers to the promise or guarantee perfection Quality Gurus involvement of all people and all processes within the quality management exercise It does not imply. W. Deming advocated a statistical analysis of the manufacturing process and emphasized cooperation of workers and management to achieve high-quality products. Kaoru Ishikawa. The theory is that improvements in quality lead to lower costs and higher productivity because they result in less rework. healthcare organizations. Walter A. Edwards Deming. educational institutions. in turn. and better use of time and materials. Armand V. leads to long-term competitive strength. 8 . Dr. In the mind of the author. Dr. Shewhart. EDWARDS DEMING (1900–1993) Dr. DR. military organizations. With better quality and lower prices. Quality Gurus—Dr. Philip Crosby. Dr. but all organizations including state and national governments. a firm can achieve a greater market share and thus stay in business. Deming argued that higher quality leads to higher productivity. fewer delays. W. Joseph Juran. fewer mistakes. Genichi Taguchi—have made a significant impact on the world through their contributions to improving not only businesses. and it serves as a Frame work for quality and productivity improvement. W. Instead of relying on inspection at the end of the process to find flaws. Dr. Frederick Taylor. Shigeo Shingo.Feigenbaum. James Harrington. Deming's philosophy is summarized in his famous fourteen points. and Dr. and many other establishments and organizations. providing more and more jobs. H. which.

9 . and the increase in overall quality and productivity that comes from quality improvement upstream. 6. fear of takeovers.e. Performance appraisals (i. Excessive costs of liability further increased by lawyers working on contingency fees. and recording the effects of the corrections on subsequent product quality as defects were prevented. job hopping). such as the effect of happy and unhappy customers on sales. 2. as well as industries themselves. 1.. Mobility of management (i. analyzing their causes. 4. such as the Seven Deadly Diseases listed below. Excessive medical costs. significantly contributed to the American quality crisis. DEMING'S SEVEN DEADLY DISEASES Deming believed that traditional management practices. Lack of constancy of purpose to plan and deliver products and services that will help a company to survive in the long term. 5.e. Emphasis on short-term profits caused by short-term thinking (which is just the opposite of constancy of purpose). worry about quarterly dividends.Deming's quality methods centered on systematically tallying product defects. 3. Management by use of visible figures without concern about other data. which now have been acknowledged as excessive by federal and state governments. correcting the causes. He taught that it is less costly in the long-run to get things done right the first time then fix them later. merit ratings) that promote fear and stimulate unnecessary competition among employees. which promotes short-term thinking.. 7. and other types of reactive management. annual reviews.

Cease dependence on mass inspection. should learn the new philosophy. 2. 3. speed and long term relationship). However. Commonly accepted levels of delays. to establish long-term relationships with a few suppliers (one supplier per purchased part. Everyone organization. value. unknown. Minimize total cost. from top management to shop floor workers. We must prevent mistakes. Don't award business on price tag alone (but also on quality. in some cases. and defective workmanship are now intolerable.DEMING'S FOURTEEN POINTS: Deming formulated the following Fourteen Points to cure (eliminate) the Seven Deadly Diseases and help organizations to survive and flourish in the long term: 1. and unless the quality aspect is considered. defective materials. this approach has ignored "hidden" costs such as increased travel to visit suppliers. Inspection should be used as an information-gathering device. Using multiple suppliers has been long justified for reasons such as providing protection against strikes or natural disasters or making the suppliers compete against each other on cost. Create Develop constancy a plan of to purpose be toward improvement stay in of product and service. Quality has to be designed and built into the product. loss of volume discounts. Many companies and organizations award contracts to the lowest bidder as long as they meet certain requirements. and increased inventory and 10 . increased set-up charges resulting in higher unit costs. the effective price per unit that a company pays its vendors may be understated and. not as a means of "assuring" quality or blaming workers. Deming urged businesses to move toward single-sourcing. 4. it cannot be inspected into it. workers must take responsibility for their work. mistakes. for example) leading to loyalty and opportunities for mutual improvement. low bids do not guarantee quality. Instead of leaving the problems for someone else down the production line. Adopt the new philosophy. However. The purpose of inspection is not to send the product for rework because it does not add value. Instead. in the competitive and business. design and build in quality.

Continuously improve the system of production and service. Shewhart.administrative expenses. The best supervisors are leaders and coaches. the developer of control charts and improvement Cycle as Deming popularized the Plan-Do-Check-Act (PDCA) Plan-Do-Study-Act (PDSA) cycle. 5. opportunities for improvement are recognized and operationally defined. the theory and course of action developed in the previous stage is tested on a small scale through conducting trial runs in a laboratory or prototype setting. and they must know and buy into a company's goals. Also constantly changing suppliers solely on the base of price increases the variation in the material supplied to production. If the results were positive in the pilot stage. not dictators. it is also often referred to as the Deming cycle. 6. After full scale implementation. Supervisors first have to be trained in the quality management before they can communicate management's commitment to quality improvement and serve as role models and leaders. operators are better able to prevent defects. In the doing stage. customer and process feedback will again be obtained and the process of continuous improvement continues. or Deming was a disciple of Walter A. then the plan will be implemented. since each supplier's process is different. a decision is made regarding the implementation of the proposed plan. 7. Institute leadership (modern methods of supervision). Management's job is to the continuously continuous improve the system with cycle of the process Shewhart input from workers and management. Institute training on the job. therefore. Training enables employees to understand their responsibilities in meeting customers' needs. Deming high-lighted the key role of supervisors who serve as a vital link between managers and workers. Deming understood that employees are the fundamental asset of every company. 11 . Otherwise alternative plans are developed. known as the Shewhart cycle. In the planning stage. In the action stage. When training is an integral part of the system. The results of the testing phase are analyzed in the check/study stage using statistical methods.

Also. Barriers between organizational levels and departments are internal barriers. and appreciation for the needs of others in their work. Eliminate slogans aimed solely at the work force. learn the capabilities of processes and how to improve them. customers. 12 . they are hesitant to ask questions about their jobs. 11. and community. External barriers are between the company and its suppliers. then employees will be more concerned about pleasing their supervisors than meeting long-term goals of the organization. Drive out fear. Instead.8. Employees try to please their superiors. It is the system that 80 to 90 percent of the time prevents people from doing their work right the first time. and foster the pursuit of subunit goals that are not necessarily consistent with the organizational goals. Deming believed that people want to do work right the first time. and process parameters. especially if they are not accompanied by feasible courses of action. Therefore. Numerical goals set arbitrarily by management. and changing attitudes and cultures. work standards. Most problems are system-related and require managerial involvement to rectify or change. Objectives set for others can force suboptimization or defective output in order to achieve them. Internal and external organizational barriers impede the flow of information. because they feel that they might lose their jobs. Eliminate numerical goals. Slogans don't help. 9. 10. prevent entities from perceiving organizational goals. respect. Deming argued that the quota or work standard system is a short-term solution and that quotas emphasize quantity over quality. cross-functional teams. There is an economic loss associated with fear in an organization. Barriers can be eliminated through better communication. and quotas. Goals should be set in a participative style together with methods for accomplishment. Create a fear-free environment where everyone can contribute and work effectively. investors. have a demoralizing effect. and they fail to distinguish between special and common causes when seeking improvements to the process. If a supervisor or manager gives the impression that asking such questions is a waste of time. They do not provide data about the process that can be used to meet the quota. People should work cooperatively with mutual trust. Break down barriers between areas. creating an environment of trust is a key task of management. production methods.

and (5) through increasing job loyalty. it reduces the number of people who "job-hop. It is the top management's responsibility to create and maintain a structure for the dissemination of the concepts outlined in the first thirteen points. He believed that these points represent an all-or-nothing commitment and that they cannot be implemented. However. Institute a vigorous program of education and self improvement." 14. and (3) they may blame employees for failing to meet company goals when the real fault lies with the management. (2) it communicates the company goals to the employees.12. (4) training and retraining provides a mechanism to ensure adequate performance as the job responsibilities change. continuous process improvement that cannot be carried out without properly trained and motivated employees. (2) they may not communicate the company's goals to all levels. Remove barriers that hinder workers (and hinder pride in workmanship). Deming felt that people at all levels in the organization should learn and apply his Fourteen Points if statistical process control is to be a successful approach to process improvement and if organizations are to be transformed. Create a structure in top management that will promote the previous thirteen points. This educational investment serves the following objectives: (1) it leads to better motivated employees. This pride can be diminished by several factors: (1) management may be insensitive to workers' problems. The direct effect of pride in workmanship is increased motivation and a greater ability or employees to see themselves as part of the same team. (3) it keeps the employees up-to-date on the latest techniques and promotes teamwork. Take action to accomplish the transformation. Deming's philosophy is based on long-term. he encouraged top management to learn them first. 13 . 13. This point addresses the need for ongoing and continuous education and self-improvement for the entire organization.

and onward. 3. this concept was invented by Shewhart and popularized by Deming. Continuously evaluate and improve. Carry out the change or test. The Deming PDCA Cycle provides opportunities for continuous evaluation and improvement. Repeat Step 2. Repeat Step 1.THE DEMING CYCLE Known as the Deming Plan-Do-Check-Act (PDCA) Cycle. by introducing a change on a small scale. Check it (C). Do it (D). with new knowledge. The steps in the Deming PDCA or PDSA Cycle as shown in Figure 1 are as follows: 1. 2. Plan a change or test (P). 6. employees have time to accept it and are more likely to support it. Act on what was learned (A). When an improvement idea is identified. Study it (S). 4. Additionally. Observe the effects of the change or test. ACT (A) PLAN (P) CHECK (C) DO (D) Deming's PDCA Cycle 14 . it is often wise to test it on a small scale prior to full implementation to validate its benefit. 5. This approach is a cyclic process for planning and testing improvement activities prior to full-scale implementation and/or prior to formalizing the improvement. preferably on a small scale.

Romania. In 1952. In 1934. published in 1951. Dr. 1904 in Braila. one of his greatest contributions might have been in recognizing the importance of organizational culture and employee attitudes in creating a successful organization. known as one of the foremost experts on quality in the world. Juran's Quality Control Handbook. was translated into Japanese. Juran's teaching and consulting career spanned more than seventy years. JOSEPH JURAN (B. Juran joined the inspection branch of the Hawthorne Co. DR. Edward Deming helped arrange the meeting that led to this invitation and his many years of work with Japanese companies. Juran was born on December 24. However. his philosophies paralleled the development of the resource-based view of organizations that emphasized that employee knowledge and skills and organizational culture are very difficult to imitate or replicate. Architect of Quality (2004) is his autobiography. Juran founded the Juran Center for Quality Improvement at the University of Minnesota and the Juran Institute. In many ways. Other books include Juran on Planning for Quality(1 98 8 ). He moved to the United States in 1912 at the age of 8. and he utilized mathematical concepts and tools (Statistical Process Control) to reduce variation and prevent defects. and they can serve as a basis of sustainable competitive advantage. Juran on Leadership for Quality(1 98 9).S. Juran was invited to Japan. Dr. He worked with the U. Juran on Quality by Design(1 992). His third book. S. after completing his B. government during World War II and afterward became a quality consultant. Quality Planning and Analysis (1993). A quality professional from the beginning of his career.Deming was trained as a mathematical physicist. 15 . he became a quality manager. and A History of Managing for Quality(1 995). in Electrical Engineering. 1904) Dr. of Western Electric (a Bell manufacturing company) in 1924.

as well as to support Strategic Quality Management. develop the product or service features that meet customers' needs.JURAN QUALITY THEORIES: Juran's concepts can be used to establish a traditional quality system. the third element of the Trilogy. JURAN'S QUALITY TRILOGY The Quality Trilogy emphasizes the roles of quality planning. an organization must determine who the customers are and what they need. quality control. . Juran's philosophy includes the Quality Trilogy and the Quality Planning Roadmap. and quality improvement. 16 . Quality control is the inspection part of the Quality Trilogy where operators compare actual performance with plans and resolve the differences. and transfer the plans to the operating forces. Chronic waste should be considered an opportunity for quality improvement. QUALITY PLANNING: Quality planning's purpose is to provide operators with the ability to produce goods and services that can meet customers' needs. If quality planning is deficient. QUALITY CONTROL: Quality control is used to prevent things from getting worse. develop processes which are able to deliver those products and services. Among other things. then chronic waste occurs. In the quality planning stage.

Crosby makes the point that it costs money to achieve quality. as a junior electronic test technician. West Virginia. where his early concepts concerning Quality began to form. Indiana. in 1926. After Crosby graduated from high school. When an organization has to rework or scrap an item because of poor quality. he joined the Navy and became a hospital corpsman. He investigated defects found by the test people and inspectors. In 1952 Crosby went to work for the Crosley Corp. Crosby discusses Cost of Quality and Cost of Nonconformance or Cost of Non quality. In 1955. He was recalled to military service during the Korean conflict. When an organization designs and builds an item right the first time (or provides a service without errors). as a reliability technician and quality engineer. quality is free. It does not cost anything above what would have already been spent. After graduation he returned to Wheeling and practiced podiatry with his father.Philosophy:  Management is largely responsible for quality  Quality can only be improved through planning  Plans and objectives must be specific and measurable  Training is essential and starts at the top PHILIP CROSBY (1926–2001) Philip Bayard Crosby was born in Wheeling. In 1946 Crosby entered the Ohio College of Podiatric Medicine in Cleveland. The intention is spend more money on preventing defects and less on inspection and rework. he went to work for Bendix Corp. but it costs more money when quality is not achieved. He joined the American Society for Quality. In his book Quality Is Free. this time he served as a Marine Medical Corpsman. in Richmond. it costs more. CROSBY'S COST OF QUALITY. 17 .

not indexes Crosby's Absolutes of Quality Management are further delineated in his Fourteen Steps of Quality Improvement as shown below o Management Commitment o Quality Improvement Teams o Quality Measurement o Cost of Quality Evaluation o Quality Awareness o Corrective Action o Supervisory Training o Zero Defects o Goal Setting o Error Cause Removal o Recognition o Quality Councils o Do It All Over Again 18 .CROSBY'S FOUR ABSOLUTES OF QUALITY Crosby espoused his basic theories about quality in four Absolutes of Quality Management as follows: 1. Quality means conformance to requirements. not appraisal." 4. The performance standard must be zero defects. The system for causing quality is prevention. not "that's close enough. 3. not goodness. 2. The measurement of quality is the price of nonconformance.

19 . of which 1. Hence. is on a fast route to success. The Association pointed out that the current Indian market for direct selling products is worth around U$600m and provides employment to around 1. The cumulative growth during April-October 2009-10 over the corresponding period of 2008-09 is 11 per cent. The Index of Industrial Production (IIP) quick estimates data for October 2010 shows a growth of 11. according to data by the Ministry of Statistics and Program Implementation.2 INDUSTRY PROFILE HOME APPLIANCES MANUFACTURES INDUSTRY India has emerged as one of the world's top ten countries in industrial production as per UNIDO's new report titled 'Yearbook of Industrial Statistics 2010'.3 per cent in the manufacturing sector as compared to October 2009.2 million are women. though India continues to witness a phenomenal growth of shopping malls and specialty retail stores.India surpassed Canada. The selling industry in India is generally defined as a low investments and high returns affair.2. too. The forecast was made by the World Federation of direct Selling Associations.8 million people. direct selling industry. The rapid growth of the selling market in India means that sales in the country could bring in more than $1 billion by the fiscal year ending March 2013. Brazil and Mexico in 2009 to reach the 9th position from the 12th position it held in 2008.

the industry encompasses a size of INR 33. and engineers. there is a category of electronic products that have become an integral part of modern houses. fully automatic washing machines. We have become so used to some of the home appliances that it seems difficult to live without them. together with its English-speaking workforce and democratic regime make it an attractive destination for manufacturers. room heaters. India.8 million people and having posted a healthy growth rate of 17% in 2008-2009. rotti makers. toasters. Besides. In metro cities and big towns. according to report '2010 Global Manufacturing Competitiveness Index'. water purifiers are some of the most common kitchen appliances in India. juicers & blenders.free refrigerators are the most popular category of home appliances. 20 .” HOME APPLIANCES Home Appliances are that without which a modern home is considered incomplete. electrical irons etc. juicer. by Deloitte Touché Tohmatsu and the US Council on Competitiveness. and frost. the direct selling industry has shown a robust growth. mixer & grinders. fans. especially in urban areas.300 million.GROWTH TRENDS India is ranked second in terms of manufacturing competence. Today. they have made our life more comfortable and easier than ever. microwave ovens. bringing into its fold nearly 1. researchers. Indeed. bringing numerous individuals in its fold through its entrepreneurial nature of activity. room coolers. geysers. such household appliances are regarded as a boon. The report states that the country's talent pool of scientists.grinder. These are air conditioners. This is because they have made the work of housewives less tiresome and more enjoying. HOME APPLIANCES PRODUCTS Products such as microwave ovens. refrigerators. as they are instrumental in cutting down the time involved in most of the domestic chores. This is really a great help since people often find it difficult to keep a balance between professional obligation and household needs. Gas stoves. Most of the domestic appliances are useful in various kitchen related jobs and hence are termed as kitchen appliances.mixer.

Whirlpool. Besides. Voltas. All these products come in various sizes and styles and offer various functions according to your need and budget. a majority of products are electrically operated. Since. manufacturers. wholesalers and retailers spread throughout India. Apart from that Home Appliances stores and shops are located in every locality. there are local home appliances suppliers. IFB. which let you compare products of different companies before buying and also let you buy all kinds of home appliance products at one place. LG. Some of these home appliances manufacturers are Samsung. Apart from them there are various international companies also that deal in domestic appliances.HOME APPLIANCES COMPANIES IN INDIA There are many Home Appliance companies in India like Videocon. HOME APPLIANCE STORES Most of the leading home appliances manufacturers and companies have set up their exclusive retail outlets in important towns and cities of the country. Samsung: Samsung India has its head office in Delhi and 19 branches all over the country. air conditioners and washing machines. With the arrival of international brands in Indian market. So here you will find the sites of some of the leading Home Appliances manufacturers and suppliers. 21 . and Kenmore etc. repair the damaged parts of your electronic products. the focus is on such household appliances that are efficient in power consumption. Some manufacturers also offer after sale service. and if needed. refrigerator. It manufacturers a comprehensive range of home appliances such as microwave ovens. which results in further improvement in qualities and depreciation in prices of most of the home appliances in India. Godrej. the competition among rival companies have become stiff. Ken star etc. Blue star.

Till date it has gained a reputed name in Indian home appliances industry and serving their customers satisfactorily from the past one decade. LG Washing Machines. sandwich maker. washing machines.Life's Good: LG Electronics is a South Korean company and was established in India in 1997. air conditioners and cooking ranges. Air-Conditioners and Microwave Ovens and other electronics products. They offer full warranty on their products. mixer grinder. microwave. Its kitchen appliances are vast such as rotti maker. 22 . Godrej: Godrej is one of the prominent manufacturers of home appliances in India. Their domestic products include refrigerators of various types. They started their business with manufacturing of Color Televisions. Its domestic appliances products include refrigerators. Videocon: There are number of Home Appliances companies in India among which Videocon is one of them who tops the list. television etc. and toaster.LG.

The company was the first in India. Butterfly has grown to be a household name among millions in India. tool & die-making facilities with an impetus on quality control. kitchen products and cookware. kitchen products and cookware. backed by the latest D facilities ensure total compliance to standards of excellence in design and quality. and acquire the ISO 9002 certification. to keep up its passion for progress at all levels. the BUTTERFLY Group has grown from just manufacturing a handful of basic kitchen utensils to an organization involved in a comprehensive range of domestic appliances. has enabled us to consistently produce products of the highest quality sticking to the finest functionality norms. to introduce Stainless Steel Pressure Cookers and Vacuum Flasks. Spectrum Analyzer etc. Our in-house design facilities. This passion would constantly give birth to new product ranges Over the years. 23 . Pioneers in Stainless Steel Appliances started operations four decades ago. under the enterprising leadership of Mr. Four state-of-the-art-manufacturing units.2. Quality and Consistency are our prime motivating factors. Today. The Company’s R&D facilities has the latest design and development tools. in the LPG and Mixie divisions. The Company has state of the art manufacturing facility. Over the years. V Murugesa Chettiar and his sons. Butterfly manufactures a comprehensive range of home appliances.3 COMPANY PROFILE BUTTERFLY INDIA LIMITED The Butterfly Group.

24 . Australia. Middle East and the East Asian Countries. Butterfly products have been recognized for their quality standards by various international organizations. Serving the customer with the finest quality products and adapting to the changing needs and tastes of customers have been the company’s primary motive. Japan.Their products are also exported to the United Kingdom. The Success of Butterfly is attributed to its customer orientation. Canada. Across the globe. among others. BUTTERFLY is all set to conquer wider horizons.

kitchen products and cookware. The major wide ranges of products of Butterfly are LPG STOVES 25 .4 PRODUCT PROFILE Butterfly manufactures a comprehensive range of home appliances.2.

MIXER GRINDERS TABLE TOP GRINDERS 26 .

PRESSURE COOKERS STAINLESS VACUUM FLASKS STAINLESS STEEL VACUUM LUNCH BOX 27 .

ELECTRIC COOKERS 28 .

Today. But. kitchen products and cookware. it manufactures a comprehensive range of home appliances. 29 . the company has established branches across the country. Four state-of-the-art-manufacturing units. The company has excellent reach in South India and I don't have the details on North India. backed by the latest R&D facilities ensure total compliance to standards of excellence in design and quality.ENSEMBLE The company's products command a premium valuation in the home appliances market.

RESEARCH METHODOLOGY 30 .

RESEARCH METHODOLOGY RESEARCH DESIGN Research design is a set of advance decisions that make up the master plan specifying the methods and procedures for collecting and analyzing the needed information. 31 . Secondary Data: The Secondary data has been collected from books.CHAPTER – 3 3. A plan outlining how information is to be gathered for an assessment or evaluation that includes identifying the data gathering method(s). Research design refers to the strategy to integrate the different components of the research project in a cohesive and coherent way. the instruments to be used/created. Company Manuals. Research Design is also a plan for collecting and utilizing data so that desired information can be obtained with sufficient precision or so that an hypothesis can be tested properly. METHOD OF DATA COLLECTION The researcher has collected both primary & secondary data for this research. Primary Data: The Primary data is collected by Survey Method – Questionnaires from top Management to middle level Management. websites and Organization guide. how the instruments will be administered. and how the information will be organized and analyzed.

Total Population Total population is an identifiable total group or aggregation of elements that are of interest to the researcher and pertinent to the specified problem. The total population for the study is around 1000. 32 . It comprises some members selected from it. Sample Size A sample is a subset or subgroup of the total population.SAMPLING TECHNIQUE Sampling technique is the part of statistical practice concerned with the selection of an unbiased or random subset of individual observations within a population of individuals. The population that is actually surveyed is the study population. The Sample size selected from the total population is 150. In other words it refers to the defined target population. Sampling Unit Sampling units are the target population elements available for selection during the sampling process. The target population about which information is desired. Only some and not all elements of the population would from the sample.

The researcher has used Convenience Sampling Method. As the researcher had difficulty in getting open and frank responses from many of the associates.Sampling Method Sampling method is the method used to select sample or subgroup of people or objects from the overall membership pool of defined target population. Convenience sampling refers to the collection of information from members of population who are conveniently available to provide it. with whoever is willing to answer the questionnaire. This is one of the non-random sampling methods. 33 . the researcher is compelled to go for convenience sampling.

1 STATEMENT OF THE PROBLEM The quality management system of a company is like an insurance policy against defects. They took great pride in their crafts and made sure each item was of high quality. 34 . No longer does one person see an item progress from beginning to end. a separate department has had to be established to ensure the quality of each item made as a deliverable is made correctly. There was no need for a quality system because the creator. Today.3. the quality management system is necessary because of the mass production of items. So this project will help to evaluate how effective the Quality management system is deployed in the Butterfly India Limited. The reason a quality management system is now needed and not in past centuries is because of the way things are made today. most items were handmade by an individual or a small group of people. worker and foreman were also the owner. For this reason. In the past.

It helps to improve to • • • • • • • • Set direction and meet customers expectation Improve process control Reduce wastage Lower costs Increase market share Facilitate training Involve staff Raise morals 35 . equipment. beginning with the identification of customer requirements and ending with their satisfaction. at every transaction interface.3.2 NEED FOR THE STUDY A Quality Management System enables an organization to achieve the goals and objectives set out in its policy and strategy. etc and interacts with all activities of the organization. It provides consistency and satisfaction in terms of methods. materials.

o To evaluate how efficiently QMS has been developed. o To study the employees’ perception about the implementation of QMS in the organization. implemented and maintained in the organization. Secondary Objective o To strive for continuous improvement in quality of products and service.3. o To assess the level of management commitment in conducting review of the quality system.3 OBJECTIVES OF THE STUDY Primary Objective To study the effectiveness of Quality Management System (QMS) deployed in Butterfly India Limited. o To determine the importance of a quality manual in the context of QMS implementation. 36 .

Weight mean gives the result equal to the sample mean of the weights assigned to each of the variety values are equal. Weighted average method Proper weight age is to be given various items. Percentage Analysis This is the method to represent raw streams of data as percentage (a part in 100 . It is used a test statistic in testing a hypothesis that provides a set of theoretical frequencies with which observed frequencies compared.percent) for better understanding of collected data. The weight age to each item being proportional to the importance of the item in the distribution.Weight of I items x The Analysis of variance ANOVA 37 . Chi-Square Test The Chi-Square test is a useful measure of comparing experimentally obtained results with those expected theoretically and based on the hypothesis. The formula calculating the weighted average is given by Xw =∑wi xi / ∑wi Xw – Weight Mean Xi – value of I items x Wi .4 METHODS/ TECHIQUES/TOOLS Tools are the one which is used for calculations and based on the results the hypothesis are proved.3.

The customers’ requirements – confidence in the ability of the organization to deliver the desired Product and service consistently meeting their needs and expectations. from the ultimate supplier to the ultimate customer. to support the system activities. These requirements can only be truly met if objective evidence is provided. 3.ANOVA is a general technique that can be used to test the hypothesis that the means among two or more groups are equal. 2. and at an optimum cost with efficient use of the available resources – materials. 3. technology and information. 38 .5 SCOPE OF THE STUDY A fully documented QMS will ensure that two important requirements are met: 1. The organization’s requirements – both internally and externally. under the assumption that the sampled populations are normally distributed. human. in the form of information and data.

3.6 LIMITATIONS OF THE STUDY

1. Time - The time frame had been limited during the study period and is therefore a limitation to the study. With more time and preparations we could have performed a wider study. 2. Workers may be resistant to change – may feel secure in jobs. 3. The associates who have left the organization were not considered for this study as the QMS level is being studied for those who had continued to be with the organization to win over the situation.

39

DATA ANALYSIS AND INERPRETATION

40

CHAPTER - 4 DATA ANALYSIS AND INTERPRETATION 4.1 STATISTICAL TEST – PERCENTAGE ANALYSIS
Table showing the Demographical Data of the respondents No Demographical Details Gender Male Female Age 18-25 26-30 Above 30 Educational qualification 12th or diploma UG PG Professional Experience 0-5 years 5-10 years Above 10 years of

Responses Percentage 125 25 66 36 48 83 17 44 24 32

84 36 30

56 24 20

76 45 29

50.7 30 19.3

41

Demographical data of the respondents are formulated into a table shown above. Figure showing gender of the respondents 17% Male Female 83% Figure showing age group of the respondents 32% 44% 18-25 years 25-30 years Above 30 years 24% 42 . where majority responses were received from men. where as the respondents of professional experience 0-5 years in the organization contributed 51% of the total response and 44% of age group falls under 18-25 are the major respondents in the organization.

Figure showing Professional Experience of the respondents 19% 0-5 years 5-10 years 51% 30% Above 10 years Table 4.1 The Involvement of people is important in making awareness in Quality Management 43 .

Chart 4. or a technical feature that was supposed to be implemented as a part of the project.No of Statement Agree Strongly Agree Disagree Total Responses 46 87 17 150 Percentage 31 58 11 100 INFERENCE From the analysis is evident that most of the respondents of about 58% strongly agree that the involvement of people is important for making awareness in quality management as they felt that it may be a specific usability feature.1 The Involvement of people is important in making awareness in Quality Management 44 . And about 31% of the associates agreed to the above said fact and only 11% of the associates denied the above concept as they thought that it is necessary to have some promotional materials to encourage casual observers to spend more time learning about the product.

of Respondents Percentage 17 11 Srongly agree Disagree Table 4.100 80 60 46 40 20 0 Agree 31 87 58 No.2 “Is Quality is mandatory for the Organization” Statement 45 No of Percentage .

which will lead to greater productivity and reduce the opportunity for an employee to commit an improper or illegal act. Chart 4.Yes No Total Responses 143 7 150 95 5 100 INFERENCE From the data it is observed that quality is mandatory for the growth of the organization and about 95% of the associates felt that it ensure employee maintains a quality of life.2 “Is Quality is mandatory for the Organization” 46 . And only about 5% of the associates denied the above said fact as they felt that it may not provide proper cross training for another employee.

160 140 120 100 80 60 40 20 0 143 95 No. of Respondents Percentage 7 Yes No 5 Table 4.3 “When the Quality Control activities were predominant” 47 .

No of Statement 1980s 1990s 2000s Don’t know Total Responses 25 52 53 20 150 Percentage 17 35 35 13 100 INFERENCE From the analysis it is observed that most of the associates of about 35% believes 1990s and 2000s as it is a period of ongoing process that evaluates and controls the business and the industries in which the company is involved and 17% of the associates show interest on 1980s and 13% of the associates don’t know when the QC activities were predominant as they have no understanding of the technical challenges involved and they don't realize the impact. Chart 4.3 “When the Quality Control activities were predominant” 48 .

4 Quality Management System Program conducted in your organization No of Statement Structured Type Responses 76 49 Percentage 51 . of Respondents Percentage 1980s 1990s 2000s Don’t know Table 4.100 80 60 40 20 0 25 17 52 35 53 35 20 13 No.

Formal Type Informal Type None of the above Total 58 14 2 150 39 9 1 100 INFERENCE From the analysis it is observed that 51% of the associates felt that in their organization they have structured type program which is used to provide information that will aid in evaluating and rating the quality management system. Chart 4. About 39% of the associates confirm that they have a formal type program and about 9% of the associates concentrate on Informal type and only 1% of the associates do not believe in above three types of program as they have some other different type of program in their organization to enhance their organization growth.4 Quality Management System Program conducted in your organization 50 .

of Respondents Percentage 2 1 None of the above Table 4.100 80 60 40 20 0 Structured type Formal type Informal type 76 51 58 39 14 9 No.5 “Is there any target assessment data in the organization?” 51 .

5 “Is there any target assessment data in the organization?” 52 .Statement Yes No Total No of Responses 126 24 150 Percentage 84 16 100 INFERENCE From the analysis it is evident that most of the associates of about 84% felt that they have a target assessment data in their organization as the associates are very confident that the target assessment provides valuable data feedback that enables the administrators to assess productivity. Chart 4. And only 16% of the associates denied to the above fact as they thought that it assess the potential impact of various contingencies or failure scenarios to help maximize availability and sustain business continuity.

160 140 120 100 80 60 40 20 0 Yes No 24 16 84 No. of Respondents Percentage 126 Table 4.6 “Is motivation is important in Quality Management System in the Organization” 53 .

Chart 4.Statement Agree Strongly Agree Disagree Total No of Responses 42 102 6 150 Percentage 28 68 4 100 INFERENCE From this analysis.6 “Is motivation is important in Quality Management System in the Organization” 54 . it is observed that motivation is very important in quality Management System and hence most of the associates of about 68% strongly agree to above said fact as they felt that motivation helps to encourage the employees to attain their organizational goal. About 28% of the associates agree to the fact and only 4% of the associates deny the fact as they were not fortunate to hear the motivating words from their top level management neither the reboot sessions worked out to boost their spirits.

120 100 80 60 40 20 0 Agree Srongly agree 42 28 6 4 102 68 No.7 “Does your organization have quality information system?” Statement No of Responses 55 Percentage . of Respondents Percentage Disagree Table 4.

All aspects of quality management are well recorded and maintained in the quality information system. Chart 4. it is evident that the organization has a very good quality information system.Yes No Total 136 14 150 91 9 100 INFERENCE From the analysis.7 “Does your organization have quality information system?” 56 . About 91% of the respondents agree that there is a quality information system and 9% of them disagree to that.

8 “Are the information system regularly updated?” Statement No of Responses 57 Percentage .140 120 100 80 60 40 20 0 136 91 No. of responses Percentage 14 Yes No 9 Table 4.

Chart 4.8 “Are the information system regularly updated?” 58 . it is clear that the majority of the respondents agree to the fact that the quality information system is regularly updated.Yes No Total 128 22 150 85 15 100 INFERENCE From the analysis. About 85% of the respondents approve that the quality information system is up-to-date and the remaining 15% of them disagree to it. and hence well-maintained.

9 “Is the organization providing quality assurance system & operation?” 59 . of responses Percentage No Table 4.140 120 100 128 85 80 60 40 20 0 Yes 22 15 No.

it is observed that the majority of the respondents agree to the fact that the organization is providing quality assurance system and operation.Statement Yes No Total No of Responses 139 11 150 Percentage 93 7 100 INFERENCE From the analysis. About 93% of the respondents agree to it and 7% of them only disagree to it.9 “Is the organization providing quality assurance system & operation?” 60 . Chart 4. This shows that the organization gives a lot of importance to quality assurance system.

of responses Percentage 11 7 Yes No Table 4.10 “Do you have quality manual?” 61 .140 120 100 80 60 40 20 0 139 93 No.

it can be inferred that the majority of them are cognizant of the fact that there exists a quality manual. Chart 4. About 88% of the respondents agree that a quality manual is present and the remaining 12% of them disagree to it.10 “Do you have quality manual?” 62 . This shows that the company has put into practice.Statement Yes No Total No of Responses 132 18 150 Percentage 88 12 100 INFERENCE From the analysis. the use of quality manual very well.

140 120 100 80 132 88 No. of responses 60 40 20 0 Yes 18 12 No Percentage Table 4.11 “Do you maintain a certified QMS? “ 63 .

it is clear that the organization maintains a certified QMS. Only 5% of the respondents disagree to it.11 “Do you maintain a certified QMS? “ 64 .Statement Yes No Total No of Responses 143 7 150 Percentage 95 5 100 INFERENCE From the analysis. About 95% of the respondents agree that they maintain a certified QMS. Chart 4. which shows that the organization puts a lot of emphasis on maintaining a certified QMS.

of responses Percentage 143 Table 4.12 “Will you be using a consultant to help you to implement QMS?” 65 .160 140 120 100 80 60 40 20 0 Yes 7 5 No 95 No.

Chart 4. This shows that the employees themselves are well-equipped and trained to implement QMS. it is evident that the majority of the respondents strongly disagree to the idea of bringing in an external consultant to implement QMS successfully. and only 17% of the respondents seem to agree to deploy an external consultant to implement QMS. About 83% of the respondents have opined that there is no need for a consultant.12 “Will you be using a consultant to help you to implement QMS?” 66 .Statement Yes No Total No of Responses 26 124 150 Percentage 17 83 100 INFERENCE From the analysis.

140 120 100 80 60 40 20 0 26 17 Yes No 83 No.13 “Do the QMS maintain the records required for quality assurance?” 67 . of responses Percentage 124 Table 4.

About 94% of the respondents agree that the quality management system maintains the records well.Statement Yes No Total No of Responses 141 9 150 Percentage 94 6 100 INFERENCE From the analysis. Chart 4.13 “Do the QMS maintain the records required for quality assurance?” 68 . Only 6% of them disagree to it. it is obvious that the quality management system maintains all the records necessary for quality assurance.

14 “Infrastructure is good and sufficient equipments are available for product conformity?” 69 . of responses Percentage 141 Table 4.160 140 120 100 80 60 40 20 0 Yes 9 6 No 94 No.

Chart 4.14 “Infrastructure is good and sufficient equipments are available for 70 .Statement Yes No Total No of Responses 147 3 150 Percentage 98 2 100 INFERENCE From the analysis it is observed that majority of the respondents agree to the fact that infrastructure is good enough to execute quality management system efficiently. and sufficient equipments are available for product conformity. About 98% of the respondents agree to it and a meager 2% of them disagree to it.

of responses Percentage 32 Yes No STATISTICAL TEST CHI-SQUARE ANALYSIS Evaluating to know the importance of motivation in the quality management and gender 71 .product conformity?” 160 140 120 100 80 60 40 20 0 147 98 No.

15 Statement Agree Strongly agree Disagree Total Male 36 85 4 125 Female 6 17 2 25 Total 42 102 6 150 Table showing calculation of Expected Frequency 125*42/150=35 125*102/150=85 125*6/150=5 72 25*42/150=7 25*102/150=17 25*6/150=1 .Null Hypothesis (H0): There is no significant relationship between the ability to know the importance of motivation in the quality management and gender. Table showing comparison between the ability to know the importance of motivation in the quality management and gender Table 4. Alternative Hypothesis (H1): There is significant relationship between the ability to know the importance of motivation in the quality management and gender.

2 1 Calculated Chi square value = 1. the calculated value is lesser than the table value so the null hypothesis (H0) is accepted and the alternative hypothesis (H1) is rejected.36 INFERENCE In chi-square. Chart Value is 10.Chi square table O 36 6 85 17 4 2 E 35 7 85 17 5 1 O-E 1 -1 0 0 -1 1 X=(O-E)2 1 1 0 0 1 1 X/E 0. Therefore there is no significant relationship between the ability to know the importance of motivation in the quality management and gender.36 Degree of Freedom = (r-1)*(c-1) Where r= No of rows c=No of columns Degree of Freedom = (3-1)*(2-1) = 2 Level of Significance = 5% @ 5% level of significance & Degree of Freedom is 2.14 0 0 0.02 0. 73 .596 Calculated Table value is 1.

Chart 4.15 Figure showing chart comparing ability to know the importance of motivation in the quality management and gender 74 .

160 140 120 100 80 60 40 20 0 150 125 102 85 36 6 Agree 42 17 25 4 2 6 Total Male Female Total Strongly Disagree agree Evaluating to know the level of management commitment in conducting management reviews of quality system and professional experience Null Hypothesis (H0): There is no significant relationship between the ability to know the importance of motivation in the quality management and gender. 75 .

5 36*94/150=22.56 36*41/150=9.24 69*41/150=18.16 Level of management commitment/ Professional experience Good Average Below average Total 36 21 12 69 31 12 2 45 0-5 years 5-10 years Above 10 years 27 8 1 36 94 41 15 Total 150 Table showing calculation of Expected Frequency 69*94/150=43.Alternative Hypothesis (H1): There is significant relationship between the ability to know the importance of motivation in the quality management and gender.9 45*94/150= 28.2 45*41/150=12.86 69*15/150=6.84 36*15/150=3.3 45*15/150=4.6 Chi square table 76 . Table showing comparison between the ability to know the level of management commitment in conducting management reviews of quality system and professional experience Table 4.

278 0.007 0.6 (O-E) -7.44 2.84 19.21 0.86 12.24 0.2 22.25 6.3 9.09 3.76 1.41 7.39 26.57 0.3 -1.84 6.38 1.345 3.01 6.14 -0.56 18.9 4.5 3.76 X/E 1. Chart Value is 14.24 28.86 Calculated Table value is 9.1 -2.8 4.87 0.5 -2.877 Calculated Chi square value = 9.71 4.6 X=(O-E)2 52.969 77 .969 Degree of Freedom = (r-1)*(c-1) Where r= No of rows c=No of columns Degree of Freedom = (3-1)*(3-1) = 4 Level of Significance = 5% @ 5% level of significance & Degree of Freedom is 4.24 2.84 5.O 36 31 27 21 12 8 12 2 1 E 43.

Therefore there is no significant relationship between the level of management commitment in conducting management reviews of quality system and professional experience. Chart 4.INFERENCE The calculated value is lesser than the table value so the null hypothesis (H0) is accepted and the alternative hypothesis (H1) is rejected.16 Table showing comparison between the ability to know the level of management commitment in conducting management reviews of quality system and professional experience 78 .

installation and servicing process Table 4.17 79 .100 80 60 40 20 0 36 21 12 94 41 31 12 2 27 8 15 1 Total Good Average Below average 0-5 years 5-10 years Above 10 years STATISTICAL TEST – WEIGHTED AVERAGE METHOD Table showing the statistics of identity of products is maintained throughout the production. storage.

Chart 4.Particulars 1 2 3 4 Strongly Agree Agree Neutral Disagree Total No of Value(X) 4 3 2 1 W*X 396 135 12 0 543 Respondents(W) 99 45 6 0 150 Weighted Average = ∑WX/∑W = 543/150 = 3. storage. it is evident that the organization maintains the identity of individual products throughout the production. About 66% of the respondents strongly agreed to the above fact and also weighted average method results shows that most of the respondents are opted for strongly agree and 30% are opted for agree to the fact. installation and servicing process 80 . say 4% have neutral say on it. storage. Only meager percentage.62 INFERENCE From the analysis.17 Chart showing the statistics of identity of products is maintained throughout the production. installation and servicing process. This shows the extent to which the organization gives individual attention to its products to ensure the best quality throughout the process.

of respondents 0 Disagree The products are dispatched only if they have passed all tests and inspections that have been released under an authorized concession? Table 4.100 80 60 99 45 40 20 0 Strongly agree Agree 6 Neutral No.18 Particulars 1 2 Strongly Agree Agree No of Value(X) 4 3 W*X 412 114 Respondents(W) 103 38 81 .

18 Chart showing the products are dispatched only if they have passed all tests and inspections that has been released under an authorized concession? 82 . This throws light on the abundant importance that the organization gives for testing and inspection process and it also shows that the company lays a lot of emphasis on quality in all the stages of production.63 INFERENCE From the analysis.3 4 Neutral Disagree Total 9 0 150 2 1 18 0 544 Weighted Average = ∑WX/∑W = 544/150 = 3. Chart 4. it is evident that the majority of the respondents agree to the fact that the products are dispatched only if they have passed all tests and inspections that has been released under an authorized concession.

of respondents 103 0 Disagree STATISTICAL TEST – ANALYSIS OF VARIANCE Evaluation to know the level of understanding of company’s QMS and professional experience Null Hypothesis H0c : H0r : Alternative Hypothesis 83 The variation with respect to professional experience is not significant. The variation with respect to professional experience is significant. .120 100 80 60 40 20 0 Strongly agree Agree 38 9 Neutral No.

of column] – CF 84 .67 Sr2 = Sum of [square of row total/ No. Table showing comparison between the level of understanding of company’s QMS and professional experience Table 4. of rows] – CF = 380.19 Level Professional experience Good Average Below average 36 25 15 76 31 12 2 45 20 8 1 29 87 45 18 of 0-5 years 5-10 years Above years 10 Total understanding/ 150 Correction factor (CF) = [Grand total]2 / N = 2500 Total Sum of squares (TSS) = Sum of Squares of all observations – CF = 1220 Sc2 = Sum of [square of column total/ No.H1c : H1r : The variation with respect to level of understanding is not significant. The variation with respect to level of understanding is significant.

67-806 = 33.33 ANOVA table Source variation Column (Professional experience) Row (Level of Sr2 = 806 3-1=2 Mr2 = 806/2 = 403 Sc2 = 380.33 8-2-2=4 Me2 = 33. df1.67/2 = 190. The calculated value is lesser than the table value so the null hypothesis (H0 c) is accepted and therefore the variation with respect to professional experience is not significant.33/4 = 16.24 Ftab r Fcal > Ftab r r H1 is accepted r understanding) = α. 2.1 Error Se2 = 33. 85 .= 806 Se2 = TSS – Sc2 – Sr2 = 1220-380.67 of Sum of Square Degree freedom 3-1=2 of Mean squares Mc2 = 380. df2 =19.41 Fcal r = Mr2/Me2 = 24.24 INFERENCE 1. df1.67 ‘F’ Tabulated value Ftab c Fcal < Ftab c c H0 is accepted c ‘F’ Decision = α. The calculated value is greater than the table value so the null hypothesis (H1r) is accepted and therefore the variation with respect to level of understanding is significant. df2 = 19.33 sum of Calculated value Fcal c = Mc2/Me2 = 11.

Chart 4.19 Chart showing comparison between the level of understanding of company’s QMS and professional experience 86 .

SUGGESTIONS AND CONCLUSION 87 .100 80 60 40 20 0 36 25 15 0-5 years 45 31 12 2 5-10 years 20 1 Above 10 years 8 18 Total 87 Good Average Below average SUMMARY OF FINDINGS.

CHAPTER . And about 31% of the associates agreed to the above said fact and only 11% of the associates denied the above concept as they thought that it is necessary to have some promotional materials to encourage casual observers to spend more time learning about the product. And only about 5% of the associates denied the above said fact as they felt that it may not provide proper cross training for another employee. 1.1 SUMMARY OF FINDINGS The following is the summary of findings derived from the study on the effectiveness of Quality Management System deployed in Butterfly India Limited. It is observed that motivation is very important in Quality Management System and hence most of the associates of about 68% strongly agree to above said fact as 88 . 2. or a technical feature that was supposed to be implemented as a part of the project. About 39% of the associates confirm that they have a formal type program and about 9% of the associates concentrate on Informal type and only 1% of the associates do not believe in above three types of program as they have some other different type of program in their organization to enhance their organization growth. It is observed that quality is mandatory for the growth of the organization and about 95% of the associates felt that it ensure employee maintains a quality of life. It is evident that most of the respondents of about 58% strongly agree that the involvement of people is important for making awareness in quality management as they felt that it may be a specific usability feature. 4.5 5. 51% of the associates felt that in their organization they have structured type program which is used to provide information that will aid in evaluating and rating the quality management system. which will lead to greater productivity and reduce the opportunity for an employee to commit an improper or illegal act. 3.

About 85% of the respondents approve that the quality information system is up-to-date and the remaining 15% of them disagree to it. 8. It is clear that the majority of the respondents agree to the fact that the quality information system is regularly updated. 7. which shows that the organization puts a lot of emphasis on maintaining a certified QMS. About 95% of the respondents agree that they maintain a certified QMS. This shows that the organization gives a lot of importance to quality assurance system.they felt that motivation helps to encourage the employees to attain their organizational goal. 6. It is observed that the majority of the respondents agree to the fact that the organization is providing quality assurance system and operation. It is evident that the organization has a very good quality information system. About 93% of the respondents agree to it and 7% of them only disagree to it. About 28% of the associates agree to the fact and only 4% of the associates deny the fact as they were not fortunate to hear the motivating words from their top level management neither the reboot sessions worked out to boost their spirits 5. All aspects of quality management are well recorded and maintained in the quality information system. and hence well-maintained. About 91% of the respondents agree that there is a quality information system and 9% of them disagree to that. Only 5% of the respondents disagree to it. It is clear that the organization maintains a certified QMS. 89 .

10. and only 17% of the respondents seem to agree to deploy an external consultant to implement QMS. 11.2 SUGGESTIONS AND RECOMMENDATIONS 90 . storage. About 98% of the respondents agree to it and a meager 2% of them disagree to it. Majority of the respondents agree to the fact that infrastructure is good enough to execute quality management system efficiently. It is evident that the organization maintains the identity of individual products throughout the production. installation and servicing process. and sufficient equipments are available for product conformity. 5.9. This shows that the employees themselves are well-equipped and trained to implement QMS. This shows the extent to which the organization gives individual attention to its products to ensure the best quality throughout the process. About 83% of the respondents have opined that there is no need for a consultant. It is evident that the majority of the respondents strongly disagree to the idea of bringing in an external consultant to implement QMS successfully.

Only a complete understanding of the company’s QMS policies and standards will help the employees to strongly adhere to it and strive for continuous quality improvement. 91 . A cornerstone of total quality is continuous improvement. It is important to promote the level of understanding in other people also.  A suggestion system that encourages job-related suggestions is an additional avenue for fostering this concept and tapping into all employees' creativity and brain power. Employees should know both what works well and where the process breaks down and probably have ideas on potential remedies if only someone would ask.  It is interesting to note that employees with professional experience of 0-5 years had a good understanding of the company’s QMS.

has enabled to consistently produce products of the highest quality sticking to the finest functionality norms. Continuous quality improvement is the key of quality management system and the organization strives towards it in the right direction.5. The physical facilities for testing and inspection are all well present and the infrastructure for QMS implementation is good. The employees seem to have a good understanding about the implementation of quality management systems. It could be concluded from the study that all the QMs policies and standards are properly adhered to. The quality manual and records of quality control activities are well maintained. It is proved from this study that Quality and Consistency are their prime motivating factors and its in-house design facilities. So it can definitely provide a good overview. 92 . tool & die-making facilities with an impetus on quality control.3 CONCLUSION The study is mainly focused on studying how effective the Quality Management System has been implemented in Butterfly India Limited and this study has been concluded on varying age groups and on employees possessing varying years of professional experience.

2. Quality management principles.Gitlow.wikipedia. Quality management Systems – a practical guide 93 .org 3.iso. Online Reference: Management Guru Search Engine. www. www. Howard S.BIBLIOGRAPHY BIBLIOGRAPHY 1. Quality management system.com 4.

Quality management principles and practice. 5th edition APPENDIX QUESTIONNAIRE A STUDY ON EFFECTIVENESS OF QUALITY MANAGEMENT SYSTEM IN HOME APPLIANCES LIMITED WITH REFFERAL TO 94 . Geoff Vorley.5.

BUTTERFLY INDIA LIMITED 1) 2) 3) Name (Optional): Designation Gender: a) Male  b) Female :  4) Age a) b) c) 18 to 25 years 26 to 30 years Above 30 years    5) Educational qualification: a) b) c) Post graduation Under graduation 12th or diploma    6) Professional Experience: a) b) c) 2 to 5 years 5 to 10 years Above 10 years    7) Do the involvement of people is important in making awareness in Quality 95 .

Management System? a) b) c) 8) Agree Strongly agree Disagree Is Quality a mandatory for the organization? a) b) Yes No 9) When the Quality Control activities were predominant? a) b) c) 1980’s 1990’s After 2000 What kind of Quality Management system programme conducted in your Organization? a) Structured type b) Formal type c) Informal type d) None of the above 10) 11) a) b) 12) Is there any target assessment data in the organization? Yes No Motivation is an important factor in Quality Management System in the 96 .

storage.organization? a) b) c) 13) a) b) 14) a) b) 15) a) b) 16) Agree Strongly agree Disagree Does your organization have quality information system? Yes No Are the information system regularly updated? Yes No Is the organization providing quality assurance system & operation? Yes No The identity of your products are maintained throughout the production. installation and servicing process? a) b) c) d) 17) Strongly agree Agree Neutral Disagree The products are dispatched only if they have passed all tests and inspections that has been released under an authorized concession? a) b) c) Strongly agree Agree Neutral 97 .

d) 18) a) b) 19) a) b) 20) a) b) 21) a) b) 22) a) b) c) Disagree Do you have quality manual? Yes No Do you maintain a certified QMS? Yes No Is the quality system a very complex with many specific processes? Yes No Will you be using a consultant to help you to implement the quality management System (QMS)? Yes No What is your level of understanding of company’s QMS? Good Average Below average 23) How would you rate the level of management commitment in conducting management reviews of quality system? a) b) Good Average 98 .

c) Below average 24) a) b) Do the QMS maintains the records required for quality assurance? Yes No 25) Infrastructure is good and sufficient equipments are available for product conformity? a) b) Yes No Thank you for your kind co-operation 99 .

Sign up to vote on this title
UsefulNot useful