A Project on

PR as a powerful tool in IMC

Cadbury’s Worm Controversy

Project done by:-

Alka Singh (0003)

Sneha Garg (7116)
(B.B.S. III semester)

To :
Ms. Monika Bansal
Department of Business Studies

DEEN DAYAL UPADHYAYA COLLEGE

UNIVERSITY OF DELHI
 CERTIFICATE
This is to certify that Alka Singh and Sneha Garg, students of BBS, Deen
Dayal Upadhyaya College, University of Delhi has worked under my
guidance for the topic titled “PR As A Powerful Tool In IMC”. To the
best of my knowledge, this piece of work is original and the student to
any other Institute/University has submitted no part of this project earlier.

Ms. Monika Bansal

 DECLARATION
We, Alka Singh and Sneha Garg, students of Bachelor of Business Studies
(3rd semester), in Deen Dayal Upadhyaya College, University of Delhi,
hereby declare that we have made this academic project titled ‘PR as a
powerful tool in IMC’ as a part of the internal assessment for the subject
‘Production And Operation Management’ , for academic year 2010-11. The
project is submitted for the first time and here only and the information
submitted therein is true to the best of our knowledge.

We sincerely thank Ms. Monika Bansal and our friends for the help extended
by them for the successful completion of the project report.

Date:

Countersigned

Signature
(Ms.Monika Bansal) (Alka Singh)

Signature
(Sneha Garg)
 INTRODUCTION
Deming and Juran introduced statistical quality control to Japanese
workers after WW II, as a part of General Mc. Arthur’s rebuilding
programme. Although this was not much different from what was being
done in America, there was one vital difference. They convinced top
Japanese managers that quality improvement would open new world markets
and was necessary for survival of their nations. The managers believed and
fully supported the concept of quality improvement.
The Japanese were in ideal position to embrace this philosophy. The
country was devasted from the war, and they had few natural resources with
which to compete, except their people. During the next 20 years, while the
Japanese were improving quality at an unprecedented rate, quality levels in
the west remained stagnant. Western Manufacturers had little need to focus
on quality. America had a virtual monopoly in Manufacturing, and the Post
war economy was hungry for nearly any kind of consumer good. Top
managers focused their efforts on Marketing, Production quantity and
financial performance.
Definition and Meaning :-
“ Total Quality Management is defined as an integrated approach in
delighting the customer (both internal & external) by meeting their
expectations on a continuous basis, through every one involved with the
organization, working on continuous improvement along with proper
problem solving methodology.”

The term Customer refers to all those to whom we supply a product,

service or information. Thus apart from the ultimate users, the retailers,
stockists and transporters become the external customers to the company.
Departments within the company become internal customers to each other.
Thus the Production department is a customer to the Purchase department
and the supplier to the sales and Dispatch departments.

Total = Quality involves everyone and all activities in the company.

Quality = Conformance to requirements (meeting customer requirements)

Management = Quality can and must be managed.

TQM = a process for managing Quality; it must be a continuous way of life;

a philosophy of perpetual improvement in every thing we do.
TQM compared to ISO 9000 :-
ISO 9000 is a Quality System Management Standard. TQM is a
philosophy of perpetual improvement. The ISO Quality Standard sets in
place a system to deploy policy and verifiable objectives. An ISO
implementation is a basis for a Total Quality Management implementation.
Where there is an ISO system, about 75 percent of the steps are in place for
TQM. The requirements for TQM can be considered ISO plus. Another
aspect relating to the ISO Standard is that the proposed changes for the next
revision will contain customer’s satisfaction and measurement requirements.
In short, implementing TQM is being proactive concerning Quality rather
than reactive.

TQM as a Foundation :-
TQM is the foundation for activities which include;

• Meeting Customers Requirements

• Reducing Development Cycles Times
• Just In Time/Demand Flow Manufacturing
• Improvement Teams
• Reducing Product and Service Cost
• Improving Administrative Systems Training
Principles of TQM :-
The Principles of TQM are as follows:

1. Quality can and must be managed.

2. Everyone has a customer and is a supplier.

3. Processes, not people are the problem.

4. Every employee is responsible for quality.

5. Problems must be prevented, not just fixed.

6. Quality must be measured.

7. Quality improvements must be continuous.

8. The quality standard is defect free.

9. Goals are based on requirements, not negotiated.

10.Plan and organize for quality improvement.

Elements of TQM :-

Focus on Quality and Prevention of Problems

Many definitions of quality exist. Quality can be defined as consistently

producing what the customer wants while reducing errors before and after
delivery to the customer. More importantly, however quality is not so much
an outcome as a never-ending process of continually improving the quality
of what your computer produces.

Encourage the Proper Climate, Empower Employees

For continuous improvement to work, management must empower

employees, so they are willing to innovate and act in an atmosphere of trust
and respect. All of the other components can be in place, and TQM still fail.
Employees motivated to improve service to their customers with the climate
allowing them to do so is a potent combination.

Use the problem solving/problem prevention cycle

This cycle describes the steps that TQM problem solving/prevention

groups uses. Its major elements are

1. The gathering of information and its analysis before actions are taken,
2. the use of brainstorming(creating possible solutions) before evaluating
ideas generated and
3. Evaluation of success.
This cycle using different terminology, is also called the Deming cycle,
where its components are PDCA (Plan, Do, Check, and Act).
Need for TQM
1. Rising customer expectations
2. Increasing competitive pressure and competitive position of
Organization
3. Internal pressure for improvement
4. Low value addition in existing methods
5. To get the best from the people
6. Changing perceptions of vendors and customers
7. Managers and work force perceptions
8. Organizational priorities for improvement
9. To survive

Main Components of TQM

For Six Sigma practitioners who may not be familiar with TQM, the
program has three main components -- Just in Time (JIT), Total Quality
Control (TQC) and Total Employee Involvement (TEI). The relationship
between the three legs of TQM is: JIT exposes the cause of problems; TQC
helps provide a solution to problems. Lastly, since the employees do all
improvements; they need to be involved in the process of change. TEI helps
elicits this involvement.
Benefits of having TQM

• Increased customer satisfaction and loyalty

• Gain a competitive advantage

• Large market share

• Elimination of scrap, waste, errors, etc

• Increase employee involvement

• Teamwork and co-operation

• Information sharing

• Enhanced customer requirements knowledge

• Standardized recommended award amounts

• Defined customer satisfaction issues

• Examination of the strategic planning process

Common pitfalls leading to failure of TQM

Overuse of ‘process action’ teams

Some organizations treat process action teams like candy: They want
dessert before having dinner.
There has been a known case of 3000-person organization with over 70
current process action teams (PATs) working on a variety of issues. The
organization avoids measuring their success, provides them little technical
support, and still has not addressed the systematic changes needed to support
them. This implementation strategy has a high risk of failure, and TQM will
probably not become an integral part of their culture.
This problem occurs when an organization achieves successes with its
first teams or hears about wild successes of other companies.

Not making systematic changes

Management must realize that to fully implement TQM, satisfy its

customers, and promote teamwork in the entire organization often
wrenching systematic changes must be made: Profit sharing may be
introduced; individual performance appraisals may be radically changed or
eliminated; organizational structure may be realigned away from functions
(production, quality, engineering) to a customer; more authority may be
given to line employees.

Not making decisions up front

Many organizations need to design the architecture of their quality effort.

If they do not, they risk pouring time and dollars into an effort that will
eventually collapse. Among the decisions that should be made up-front,
before implementing a quality effort is: the measures of success; the degree
of employee involvement; the depth and breadth of implementation; and the
techniques to be used. As someone once said, “If you don’t know where you
are going, you may not like getting there.”
 Xerox Corporation using TQM
In launching its Total Quality Management programme, called
‘Leadership through Quality’, the CEO of the company cited the fierce
global competition in the office machine business as the motivator for
making the fundamental changes at Xerox to Total Quality in a $400
billion business. His company had enjoyed a near monopoly status for the
sale and rental of Photocopy machines until 1975. Five years later
Xerox’s market share of Photocopy machines had fallen to below 50%
and the firm had a over a 100 direct competitors for that core part of their
business.
Xerox responded to the serious threat to its business by taking the
following steps:-

• Trimming its costs by about $600 million a year. Worldwide,

Xerox employees were reduced through redundancy from 120,000
in 1980 to 104,000 three years later.
• Restructuring, led from corporate headquarters in Stamford,
Connecticut, each part of Xerox reorganized itself for greater
efficiency.
• Competitive benchmarking its new Rivals in terms of products,
service and practices.
• Launching a Total Quality Programme in February, 1983 based on
massive training in the teachings of Deming and Juran.

The policy statement was simple and direct: ‘Xerox is a quality company.
Quality is the basic business principle for Xerox. Quality means providing
our external and internal customers with innovative products and services
that fully satisfy their requirements. Quality is the job of every Xerox
employee.’
Conclusion:-
Through TQM a company can win awards like Malcolm Baldrige quality
award and also can gain recognition from ISO and others like a Deming
Company or Juran Company.
TQM not only helps in improving Productivity but also will help the Co.
to outstand in today’s cut throat competition.
 BIBLIOGRAPHY

1.Quantitavie Techniques Of Management

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Websites

1. www.skyenet.net
2. www.improve.org
3. www.isixsigma.com
4. www.mazur.net
5. www.wikipedia.org

And some other search engines.

----------------------------------- THANK YOU -----------------------------------