A TRAINING REPORT

ON

CUSTOMER SATISFACTION

AT

FEDERAL MOGUL GOETZE (INDIA) LTD,

BAHADURGARH, PATIALA.

SUBMITTED BY :

Rajwinder Kaur
ROLL NO. 210600119

MBA

Punjab Institute of Technology, Rajpura

MAHARAJA RANJIT SINGH PUNJAB TECHNICAL

UNIVERSITY, BATHINDA

2022

1
 ACKNOWLEDGEMENT 

Concentration, dedication, hard-work & application are essential but not the only
factors to achieve the desired goal. All these are supplemented by guidance,
assistance & co-operation of people to make it success. Every complete,
successful assignment is the result of many hands joined together.

It is a matter of pride and privilege for me to adequately express my deep

indebtedness and thanks to my project guide Ms. Suman Arora(Manager-HR) for
his valuable guidance, co-operation and constant inspiration.

I take the opportunity to express my gratitude to Mr. Sanjay who took pains to
see that I get all facilities required for my project work and enlightened me about
real working of organization.

I acknowledge my thanks to all the other staff members, who directly or indirectly
helped me in completing this project.

Lastly, how can I forget to owe my indebtedness to my parents who provided

moral support as well as adequate finances during the course of my studies.

RAJWINDER KAUR

2
 PREFACE

Management is a vital function with all aspects of the working of an enterprise

and hence a course in business administration has become a sort of prerequisite
for a successful career in today’s dynamic business environment. Theories on
management aim at establishing the best way of doing things undyingly the
situational needs determine their mode of application. Effective management is
always a situational management. So a student undergoing a postgraduate
program in management needs to be exposed to the realities in the field, which
puts to the test of classroom learning.

The project report related to CUSTOMER Satisfaction was prepared at Federal

Mogul Goetze (India) Limited, Patiala. The field of HR management has
undergone many changes and the management requires data of the Customer
s/workers of any company. Therefore the presentation of proper records has
become for the further growth and diversification of the company.

To sum up, in this humble exercise an effort has been made to learn about the
CUSTOMER Satisfaction of a reputed and esteemed automobile parts company
(Federal Mogul Goetze India Limited) with the hope that it will be useful for my
career in the field of management, and further add to my knowledge.

3
 TABLE OF CONTENTS.

Sl. NO. DESCRIPTION PAGE NO.

INTRODUCTION TO FEDERAL MOGUL 5 – 15

1 ORGANISATION STRUCTURE 16

2 PRODUCT RANGE 17-21

3 TIMINGS 22

4 LOCATION OF DEPOTS 23

5 ORGANISATION OF FEDERAL MOGUL 24-27

6 INTRODUCTION TO PROJECT 28-33

7 SURVEY PURPOSE 34

8 METHODOLOGY 35-36

9 RESPONSE RATE 37

4
 10 CONCLUSION 38

11 BIBLIOGRAPHY 39

FEDERAL- MOGUL CORPORATION

Federal-Mogul Corporation is a leading global automotive supplier based in

Southfield, Michigan, USA. Federal-Mogul Corporation is an innovative and
diversified $6.9 billion global supplier of quality products, trusted brands and
creative solutions to manufacturers of automotive, light commercial, heavy-duty
and off-highway vehicles, as well as in power generation, aerospace, marine, rail
and industrial.  The 40,000 people of Federal-Mogul located in 36 countries drive
excellence in all they do.

Federal Mogul is a premier supplier of products, services and solutions to original

equipment manufacturers that use quality components in their vehicles and
automotive systems, and to aftermarket customers who sell company’s world-
renowned brand-name replacement parts through repair shops and retail outlets.
As partner with a global network of suppliers whose commitment to excellence
and on-time delivery is crucial to company success.  

For more than a century, Federal Mogul has developed the innovative products,
which customers need to produce the next generation of vehicles. Federal-Mogul
has been creating value through innovation and leading technology for more than
100 years. Today, the company is a key player in the global marketplace, serving
industries that range from automotive and commercial vehicles to railroad and
aerospace. Customers know they can rely on Federal-Mogul’s quality excellence
in products, trusted brands and creative solutions.

5
The company utilizes its engineering and materials expertise, proprietary
technology, manufacturing skill, distribution flexibility and marketing power to
deliver quality products and services, and leading brands. Federal-Mogul is
focused on driving global profitable growth and creating value to satisfy
customer, Customer and stakeholder expectations.

FEDERAL MOGUL GOETZE (INDIA) LTD.

BAHADURGARH, PATIALA

Goetze (I) Ltd., Bahadurgarh, Patiala was set up in 1954 with the collaboration of
M/s. Goetze Werke, Germany which started its production of Piston Rings for
automobile industry in 1957. The plant is situated at Bahadurgarh, about 9 kms.
from Patiala on the Patiala-Rajpura Road.
Considering the need of complete Piston assembly, Escorts Ltd. ventured into
manufacturing of Pistons in 1958 with the collaboration of M/s. Mahle GmbH,
Germany, which delivered the Indian automobile industry its Pistons in 1960.

Escorts entered in collaboration with M/s. SUKO GmbH, Germany for Piston
Rings in 1967 and manufacturing started in 1968. To meet the increasing
demand of market, in 1977, a parallel unit for manufacturing Pistons and Piston
Pins was set up in Bangalore.

6
From 1 October 1996, Escorts Ltd. entered into joint venture with M/s. Mahle
GmbH, Germany with the formation of the new company Escorts Mahle Ltd. in
1998, Goetze also became a part of Federal Mogul, a well-known group of USA.
In June 2000, both Escorts Mahle Ltd. and Goetze have become QS-9000
certified companies.

The present capacity of the plant is 285.09 lacs nos. Piston Rings and 52.68 lac
nos. Pistons (on 302 working days). The total capital employed as on 31 March
2004 is 134.46 crores in Ring Activity and Piston Activity. The workforce
including managers and supervisors is 1131 nos. in Ring Activity and 1304 in
Piston Activity as on 31 March 2004. The turnover of the Patiala Plants is 159
crores excluding Excise (combined in Ring Activity and Piston Activity) as on 31
March 2004.

There are total number of Customer s are 2237 who are working in the Federal
Mogul Goetze India Ltd.

7
 FEDERAL-MOGUL GOETZE (INDIA) LIMITED
Federal-Mogul Goetze (India) Limited was established in 1954 as a joint venture
with Goetze-Werke of Germany. Goetze-Werke of Germany is now owned by
Federal-Mogul Corporation, a $6.3 billion global company and one of the leading
manufacturers of automotive components in the world.

Federal-Mogul Goetze (India) Limited is Manufacturer of world-class pistons,

piston rings, sintered parts and cylinder liners covering a wide range of
applications including two/three-wheelers, cars, SUVs, tractors, light commercial
vehicles, heavy commercial vehicles, stationary engines and high output
locomotive diesel engines. The most modern production facilities at Bangalore,
Patiala and Bhiwadi are certified TS 16949, ISO14001 and OHSAS 18001.

Production Capacity:

Piston rings 54.96 Million

Pistons         13.57 Million

Turnover:

Apr 06 - Dec 06 INR 4500 Million

Net Profit (after tax):

Apr 06 - Dec 06 INR (63.14) Million

Product Range:

pistons, piston rings, cylinder liners, light alloy castings, sintered products

Location of organization’s headquarters:

Federal-Mogul Goetze (India) Limited 

A-26/3, Mohan Co-operative Industrial Estate

8
Mathura Road, New Delhi-110044.
Phone Number: +91 11 41497600

Company Logo :

 MISSION OF THE COMPANY 

 
 
“Steadily moving towards leadership with piston   with vision strategy seeing it as
the best way to leaders in business” 
 
 

VISION OF THE COMPANY 

 

“To be one of the worlds leading automotive solutions provider” 

9
 MILESTONES
  1954   Incorporated as a JV with Goetze Werke.    

 1957  Ring & liner production. (Patiala )

 1958  Piston production as escorts. (Automotive Division) 

(Collaboration:Mahle)(Patiala) 

 1960 Cast iron / Forged piston production started.  (Patiala) 

 1968 Pins / ring carrier production started. (Patiala )

 1977 Piston / ring production started. (Bangalore) 

 1982 Steel rings / Large bore locomotive piston. (Bangalore )

 1985 Light alloy products. (Patiala) 

 1989 Auto thermic pistons production. (Bangalore) 

 1990 Moly coated / IKA / chrome oil rings. (Patiala) 

 1992 Large bore rings / pistons for battle tanks. (Bangalore)

 1996 Escorts (Automotive Division) hived off into joint venture with M/S Mahle,
Germany 

 1997 Goetze TP (India) Ltd. -  Manufacturer of steel rings 

 2001 Merger of Federal-Mogul sintered products Ltd. with Goetze (India)

Ltd. 

 2003 Merger of Escorts pistons activities with Goetze (India) Ltd. 

 2004 Introduction of chrome-ceramic rings 

 2004 Technical collaboration for pistons with Federal-Mogul Corporation 

10
 2006 Majority stakeholding acquisition by Federal-Mogul Corporation 

 2006 Name changed "Goetze (India) Limited" to "Federal-Mogul Goetze (India)

Limited" 

2007 Federal-Mogul Goetze (India) Ltd has appointed Mr. Rustin Murdock
has been appointed as Managing Director & CFO.

MANAGEMENT

Board of Directors

Designation Name
Chairman & Director : - Mr. K.N. Subramaniam

Managing Director & President :- Mr. Jean Humbert Louis de

Whole Time Director & CFO : - Mr. Rustin Ray Murdock

Director : - Mr. Rainer Jueckstock

Director : - Mr. Mukul Gupta

Corporate Leaders

Whole Time Director & CFO :- Mr. Rustin Ray Murdock

Executive Director – Operations : - Mr. Andreas Kolf  

Financial Controller & Company Secretary : - Mr. Rajan Luthra

Head - Information Systems : - Mr. Peter Miller    

Head – AE + R&D :- Mr. SGP Naidu  

Head – Quality :- Mr. Rajesh Sinha  

Head - Original Equip. Sales :- Mr. Mahesh Joshi

11
 MAJOR CUSTOMERS OF THE COMPANY
  PASSENGER CARS & JEEPS

 Hindustan Motors Ltd.

 Premier Automobiles Ltd.
 Mahindra & Mahindra Ltd.
 Maruti Udyog Ltd.
 Telco

BI-WHEELERS

 Bajaj Auto Ltd.

 Escorts Yamaha Ltd.
 Kinetic Engineering Ltd.
 TVS Suzuki Ltd.
 Majestic Auto Ltd.
 Scooters India Ltd.
 Ideal Jawa (I) Ltd.
 Lohia Machines Ltd.

 TRACTORS

 Eicher Tractors Ltd.

 Mahindra & Mahindra Ltd.
 Escorts Ltd. (TD)
 Escorts Ltd. (Farmtrac Division)
 HMT Ltd.

 COMMERCIAL VEHICLES (LCV’s & MCV’s)

 Telco

 DEFENCE

 Vehicles Factory, Jabalpur

12
 COMPRESSORS

 Telco

 STATIONERY ENGINES

Kirloskar Oil Engines Ltd.

EXPORT DESTINATION

 Dubai

 Bangladesh

 Singapore

 Egypt

 Mauritius

 U.S.A

 Germany

 Nepal

 Sri Lanka

 Uganda

                        

13
 COLLABORATIONS
 

 GERMANY

o Faun
o Class

 JAPAN

o Yamaha
o Kayaka
o Mikni

 UK

o JCB (Goetze)
o Ford

 USA

o HUGHES  

 FRANCE

o Bosch
o Dynapal

14
  

FEDERAL-MOGUL BRANDS
 Abex
 AE
 ANCO
 Atlas
 Beral
 Carter
 Champion
 DURON
 Fel-pro
 Ferodo
 FP Diesel
 Glyco
 Goetze
 Metafarmr
 Moog
 National
 Necto
 Nural
 Payen
 Poralr
 Precision
 Raimsa
 Sealed Power
 Speed-pro
 Wagner Brake Products
 Wagner Lighting

15
 ORGANISATION STRUCTURE

CHAIRMAN

EXECUTIVE
DIRECTOR

VICE chairman

PRESIDENT

CHIEF (plant CHIEF CHIEF CHIEF CHIEF

Services) (Manufacturing) (Finance) (Stores) (Personnel)

MANAGERS
STAFF

SUB STAFF &

WORKERS

16
 PRODUCT MANUFACTURED AT FEDERAL MOGUL
GOETZE (INDIA) LTD. BAHADURGARH, PATIALA
PLANT

PISTONS

Federal-Mogul Goetze India has state-of-the-art test bed facilities, design

facilities for products and dies and tooling with CAD/PRO-E.

Production Capacity: 13 million pistons per annum

Product Range: 30 mm to 300 mm diameter

Applications

 Bi-wheelers

17
  Cars
 SUVs
 Tractors
 Light commercial vehicles
 Heavy commercial vehicles
 Heavy output locomotive diesel engines
 Stationary engine
 Industrial

Coatings

 Graphite
 Tin
 Phosphating
 Anodising
 Moly coating

Products suitable for

 4 stroke engines
 2 stroke engines
 Gasoline engines
 Diesel engines
 CNG engines

Features

 Autothermic
 Autothermatic
 Ring carrier / Alfin
 Double C.I. grooves
 Forged
 Articulated
 Steel cap pistons
 Pistons with cooling coil
 Thin-walled pistons for cars
 Thin-groove pistons

18
 PISTON RINGS

Goetze piston rings of OEMs and Aftermarket in India has state-of-the-art

design facilities for products, tooling with CAD/PRO-E/GLIDE SOFT and test bed
facilities. Federal-Mogul Goetze India is dedicated to developing new
technologies and continuously improving its products.

Production Capacity: 55 million rings per annum

Product Range: 30mm to 300mm diameter

Goetze manufactures a wide range of piston rings for:

 Bi-wheelers
 Tractors
 Passenger cars & SUVs
 Commercial vehicles (HCVs, MCVs & LCVs)
 Locomotive engines
 Stationary engines
 Industrial

Coating On Running Surface

 Chrome ceramic plated rings (CKS)

 Molybdenum coated rings
 Plasma filled rings
 Semi-inlaid rings
 Ferrox filled rings
 Chrome plated rings

19
 Chrome Plated Ring Tx Type Expander & Cr Plated Rails
I-Ring with Cr plated Periphery

Features

 Thin rings made from SG iron

 Asymmetric profile rings
 Specially honed chrome rings
 Lower sharp edge rings
 Reverse torsion rings
 Conformable chrome oil rings
 Keystone
 Napier
 Nitriding
 Drilled hole oil ring
 Interrupted cut
 Narrow land

20
 CYLINDER LINERS

Federal-Mogul Goetze India  manufactures wet and dry cylinder liners with
honnong and sleeves for bi-wheeler applications for its quality conscious
customers.

Applications

 Bi-wheelers
 Cars
 Tractors
 Light commercial vehicles
 Heavy commercial vehicles
 Stationary engines

Production Capacity: 0.5 million liners per annum

Product Range: 50 mm to 120 mm internal diameter

Features

 Thin-walled
 Plateau honed
 With and without flanges

Coating

 Phosphating

21
 TIMINGS 
 
The factory runs round the clock in three shifts, namely- Morning, Afternoon and
Night. 

TIMINGS SHIFTS

      6.30 a.m.   to 2.30 p.m.         Morning Shift

      2.30 p.m.   to  10.30 p.m.     Afternoon Shift

      10.30 p.m. to  6.30 a.m.        Night Shift 

 

However the Non-production department works in a General Shift.

       (From 9 a.m. to 5 p.m.). 

22
LOCATION OF DEPOTS  
 
       

23
 ORGANISATION

OF

FEDERAL MOGUL  GOETZE (INDIA) LTD.

ORGANISATION GOALS 
The company has laid down for itself goal of improving the “value” to the
customers through:

1. LEADERSHIP: To maintain leadership in following categories:-

Market share: to maintain its status as brand leaders in the country for
Piston and Piston Pins.

Product Development: To develop Piston and Piston Pins for all new
applications as identified.

Technology: modernization and up gradation of technology to the latest

improvements to meet customer requirements.

2. CUSTOMER SATISFACTION:

It shall strive to achieve customer satisfaction rating more than 90%.

3. TECHNICAL REQUIREMENT:

Products are manufactured as per specifications based on DIN / JIS / IS /

MAHLE NORMS / SUKO NORMS as also against customers specific
requirements.

4. QUALITY:

To improve quality consistently through quality assurance and process

control.

5. DELIVERY:

To strive to achieve 100% on time delivery as per customer requirements

24
6.  ENVIRONMENT AND SAFETY:

FMGI is fully aware of its environment and social responsibilities. To keep

the environment healthy, several measures like smoke precipitators,
effluent treatment plant, plantation programs etc.  have been adopted.
Pollution control methods adopted by the company have been approved
by the Central Govt. Periodic checks and regular training is conducted to
ensure safety.

7. MEDICAL FACILITIES:

Company takes a lot of interest in the extra curricular activities like

medical programs and rural development programs etc. The company has
its own medical centre as well as a heart institute and research centre,
where Customer s get treatment on reimbursement basis.

25
 ORGANISATION SET UP
 

The organizational set up of the following departments is studied in detail:

1. HR Department
2. Finance Department
3. Purchase and Store Department
4. Production Department

HR DEPARTMENT

HR department advises the management on all matters relating to HR

administration. The top management takes into account its advice before arriving
at final decisions on human resources and administrative matters. HR Policies in
FEDERAL MOGUL GOETZE (INDIA) LIMITED have been divided into three
parts:

a) HR FUNCTIONS to encourage the adoption and utilization of latest

methods and techniques in areas of manpower planning and development
and keeping avenues of promotion open to Customer s.
b) PROVISION OF COMMUNICATION, TRAINING AND WELFARE    
MEASURES, CUSTOMER COMMUNICATION so that Customer s
contributes their best to company’s objectives and also get opportunities
for advancement and self-development.
c) INDUSTRIAL RELATIONS between employer and Customer so as to
promote satisfactory relations by providing channels for upward and
downward communication and establishing systematic procedure for
redress.

26
 ORGANISATION CHART OF HR DEPARTMENT

Director HR

Deputy General
Manager HR

Manager Assistant
HR& IR Manager Chief Welfare
Training Officer

Superiors Subordinates

Staff

27
 INTRODUCTION TO PROJECT.

CUSTOMER SATISFACTION
AND
SURVEYS TO MEASURE CUSTOMER SATISFACTION

Customer satisfaction is a measure of how happy workers are with their job and
working environment. Keeping morale high among workers can be of
tremendous benefit to any company, as happy workers will be more likely to
produce more, take fewer days off, and stay loyal to the company. There are
many factors in improving or maintaining high Customer satisfaction, which wise
employers would do well to implement.

To measure Customer satisfaction, many companies will have mandatory

surveys or face-to-face meetings with Customer s to gain information. Both of
these tactics have pros and cons, and should be chosen carefully. Surveys are
often anonymous, allowing workers more freedom to be honest without fear of
repercussion. Interviews with company management can feel intimidating, but if
done correctly can let the worker know that their voice has been heard and their
concerns addressed by those in charge. Surveys and meetings can truly get to
the center of the data surrounding Customer satisfaction, and can be great tools
to identify specific problems leading to lowered morale.

Many experts believe that one of the best ways to maintain Customer
satisfaction is to make workers feel like part of a family or team. Holding office
events, such as parties or group outings, can help build close bonds among
workers. Many companies also participate in team-building retreats that are
designed to strengthen the working relationship of the Customer s in a non-work
related setting. Camping trips, paintball wars and guided backpacking trips are
versions of this type of team-building strategy, with which many employers have
found success.

Of course, few workers will not experience a boost in morale after receiving more
money. Raises and bonuses can seriously affect Customer satisfaction, and
should be given when possible. Yet money cannot solve all morale issues, and if
a company with widespread problems for workers cannot improve their overall
environment, a bonus may be quickly forgotten as the daily stress of an
unpleasant job continues to mount.

If possible, provide amenities to your workers to improve morale. Make certain

they have a comfortable, clean break room with basic necessities such as
running water. Keep facilities such as bathrooms clean and stocked with
supplies. While an air of professionalism is necessary for most businesses,

28
allowing workers to keep family photos or small trinkets on their desk can make
them feel more comfortable and nested at their workstation. Basic considerations
like these can improve Customer satisfaction, as workers will feel well cared for
by their employers.

The backbone of Customer satisfaction is respect for workers and the job they
perform. In every interaction with management, Customer s should be treated
with courtesy and interest. An easy avenue for Customer s to discuss problems
with upper management should be maintained and carefully monitored. Even if
management cannot meet all the demands of Customer s, showing workers that
they are being heard and putting honest dedication into compromising will often
help to improve morale.

Customer satisfaction is often measured by anonymous Customer satisfaction

surveys administered periodically that gauge Customer satisfaction in areas
such as:

 management,
 understanding of mission and vision,
 empowerment,
 teamwork,
 communication, and
 coworker interaction.

The facets of Customer satisfaction measured vary from company to company.

A second method used to measure Customer satisfaction is meeting with small

groups of Customer s and asking the same questions verbally. Depending on the
culture of the company, either method can contribute knowledge about Customer
satisfaction to managers and Customer s.

Exit interviews are another way to assess Customer satisfaction in that satisfied
Customer s rarely leave companies.

29
30
 ADVANTAGES AND RISKS

Although there are distinct advantages to conducting regular Customer

satisfaction surveys, there can also be risks.

Listed here are some of the main advantages, considerations and the possible
risks to conducting Customer satisfaction surveys.

ADVANTAGES

Identify Problems - Surveys are can be very effective in identify problems areas
before they become serious, especially those that are hidden from senior
management.

Working Environment - From something small like a broken chair to the more
serious problem of sick building syndrome that can result in personnel
experiencing headaches; eye, nose, and throat irritation; a dry cough; dry or itchy
skin; dizziness and nausea; and difficulty in concentrating. Surveys allow
environmental problems to be identified in a measured and controlled manner.

Remuneration & Benefits - Measure and monitor how satisfied personnel are with
their remuneration and benefits.

Mood and Moralle - Provides a simple but effective method to measure and
monitor the mood and moralle of an organization.

Benchmark - In the same way that an organization will consider their financial
position by comparison with previous years, so the regular use of online surveys
will allow an organization to monitor and measure their progress and
development in non-financial terms.

Processes & Procedures - As businesses evolve some of the traditional

processes and procedures can become antiquated, personnel are often the first
to know and the last to be asked. Businesses evolve and the business processes
need to be regularly re-aligned.

Training - Lack of proper training is a common cause of dissatisfaction among

Customer s and can lead to more serious problems such as stress.

Communication - For an organization to run efficiently good internal and external

communications are essential, surveys can provide a method to help
organizations to monitor and measure how well an organization communicates.

31
Goals and Objectives - Surveys can measure and monitor the extent that the
personnel are aligned with the senior management's business goals and
objectives.
Compliance - To properly comply with an ever increasing array of regulations the
modern organization needs to be able to disseminate information throughout the
organization and ensure, through records, that the information has been
received, and importantly, understood.

Keeping the Initiative - It is always better for management to ask than be told. By
conducting regular Customer surveys management are able to keep the initiative
in trying to identify problems that may otherwise manifest into demands.

CONSIDERATIONS

Management Backing - A survey that is both sanctioned and has the support of
senior management will go some way in ensuring that any action required, based
on the survey findings, will be implemented.

Ask the right questions - Consider careful the questions being asked. If Customer
s feel that the survey is just trying to tick the right boxes the survey could
backfire.

A survey that is to be conducted annually should try and ask questions that will
provide senior management with an overall health check of the organization.

Avoid questions that will only apply to specific departments or personnel. If some
areas of the organization require detailed investigation consider running separate
one-off surveys that can be targeted at specific personnel.

Incentive - Most Customer s will feel that by being able to give their opinions that
they are already stakeholders in the exercise and will be happy to participate in
the survey as they will expect to benefit from the process.

However, some incentive may help improve the overall response rate or could be
used to encourage early participation.

Smaller incentives could be handed out to all Customer s or all participating

Customer s could be entered into a lottery to receive a more substantial prize.

Anonymous - The decision to allow respondents to remain anonymous or not

needs careful consideration. A survey that is conducted anonymously may allow
Customer s to be more candid, however, anonymity may encourage some
individuals to make wild accusations that can not be substantiated and cause
considerable concern. When in doubt it is often better to keep everything 'on the
record' rather than 'off'.

32
Where survey respondents are known there is the opportunity to chase for
surveys that have not been completed and also to follow up on some issues
directly with those Customer s who have raised them as problems.

Comments - Keep free text comments to a minimum because they are difficult
and time consuming to measure and analyze.

Consider limiting free text comments to one at the end of the survey or, in the
case of surveys that are not being conducted anonymously, allow for a post-
survey follow-up to obtain more information where additional and more specific
detail is required.

RISKS

Management - Some managers can regard any form of Customer consultation

as a sign of weakness and may have a tendency to dismiss out of hand any
negative comment.

Warts and All - A survey is likely to reveal warts and all. Senior management
should be prepared for discovering that the top down view can differ from the
bottom up view and that ignorance, of any identified problems, can no longer be
used as an excuse.

Non-Action - Many Customer s will invest time and effort in participating in a

survey and their hopes and expectations will be raised. Any post-survey non-
action is likely to promote cynicism and jeopardize any future initiatives to obtain
Customer feedback.

Management should formally respond to the issues raised in surveys even if the
demands of Customer s are not to be met. If senior management agree to
address and resolve some issues then action needs to have started before any
further survey is scheduled.

Can Cause Problems - Where surveys reveal, or bring problems, to the surface
there could be a tendency for senior management to blame the messenger.

33
 SURVEY PURPOSE.

The purpose of the survey was to:

• Measure Customer perceptions of the work environment.

• Identify job satisfaction levels.
• Identify areas of strength and opportunities for improvement.

The survey gathered information about Customer satisfaction in eight main

areas:

• Job Satisfaction
• Communications/Priorities
• Supervision/Involvement
• Recognition/Reward/Advancement
• Training/Mentoring
• Teamwork/Colleagues
• Mission/Motivation
• Workload/Resources

The survey also offered opportunities for respondents to provide their own ideas
and comments.

34
 METHODOLOGY.

The survey was conducted using a simple questionnaire having 12 multiple

choice questions covering all the above mentioned aspects important to measure
level of satisfaction among Customer s.

The satisfaction level was measured on 4 parameters i.e. very poor, poor, good
and very good.

FEDERAL MOGUL GOETZE (INDIA) LTD

BAHADURGARH, PATIALA.
SURVEY FOR CUSTOMER SATISFACTION.

NAME : _______________________ ID. NO. ___________

DEPT : _______________________ DESIG. ___________

SR.NO. QUES./RATING STRONGLY DISAGREE NEUTRAL AGREE STRONGLY

DISAGREE AGREE
1 2 3 4 5
1. I would proudly
recommend this
organization to
my friends and
relatives for
work.
2. My capabilities
and skills
improve my
work.
3. There is a
friendly and
cordial
relationship
between the
Customer s.
4. I am paid
according to the
work I do.
5. In comparison to
the other
organizations, I
am satisfied with
my salary
package.
6. Promotions in this
organization are
based on my
performance.

35
7. My supervisor is
my guide and
friend.
8. My supervisor
works with me as
a team and
appreciates my
work too.

9. My supervisor
has sufficient
knowledge of his
work and is
capable of taking
work related
decisions.
10. The policies of
the organization
have been made
clear to me.
11. I feel that my job
is safe for me.
12. Senior officers
visit my
department
frequently and
without
hesitation.

SIGNATURE: _______________ DATE : ____________

SURVEY BY THE HEAD OF H.R. DEPARTMENT.

SATISFACTION LEVEL
VERY POOR <24
POOR <36
GOOD <48
VERY GOOD >48

36
 RESPONSE RATE.

Out of a total of 2237 Customer s, 1342 Customer s took the survey i.e. the
response rate was approximately 60%. The sample is large enough to provide an
accurate feedback.

The break up of the results obtained is as follows :-

1% 5% 13% Very poor

Poor
Good

81% Very good

37
 CONCLUSION.

On the basis of the survey conducted on 1342 Customer s, it can be said that the
level of satisfaction among the Customer s is very high on all the parameters and
there are very few Customer s who are not satisfied with their job. According to
the requirements, the Customer s are further sent for workshops or counseling
etc.

38
 BIBLIOGRAPHY.

OFFICIAL SOURCES:-

 Company reports.
 Official records.

WEB SITES:- 

 www.goetzeindia.com
 www.employer-Customer .com
 www.wikipedia.com

39