Mayur Merged PDF

A
PROJECT REPORT
ON
“AN ANALYTICAL
STUDY OF THE QUALITY PROCEDURES AT
M/S WHEELS INDIA LTD”
Submitted to
Rashtrasant Tukadoji Maharaj Nagpur University, Nagpur
For the award of degree of
Master of Business Administration
Course specialization in
Human Resource Management
Prepared by:
Mayur Bisen
Guide:
Dr. Nilesh Yemde
2022 – 2023
NIT Graduate School of Management

Survey No. 13/2, Mahurzari, Katol Road, Nagpur – 441 501
CERTIFICATE
This is to certify that the project report titled “An Analytical Study of
The Quality Procedures At M/S Wheels India Ltd ” is a bonafide work of
Mayur Bisen who is student of MBA (Second Year), NIT Graduate School of
Management (Academic Session 2022-23). This report is being submitted in partial
fulfillment of requirement for the course of Post Graduate Degree of Masters of
Business Administration (MBA) of Rashtrasant Tukadoji Maharaj Nagpur
University, Nagpur.
Dr. Nilesh Yemde Dr.Mukesh Patil
Project Guide Director
Date:
Place: Nagpur
DECLARATION
I Mayur Bisen hereby declare that the project report titled, “An Analytical
Study of The Quality Procedures At M/S Wheels India Ltd” which is being
submitted by me in partial fulfillment of requirement for the Degree of Master of
Business Administration of Rashtrasant Tukadoji Maharaj Nagpur University, is a
bonafide record of work exclusively carried out by me. It is the result of my
genuine efforts and the same has not been previously submitted towards
requirements of any course or examination of this or any other university. The
sources of material and information used in this research study has been duly
acknowledged and certified. I hereby further confirm that this project truly
represents the bonafide work undertaken by me and is the outcome of thorough and
systematic research.
Mayur Bisen
ACKNOWLEDGEMENT
Blessing, guidance, cooperation and support are always needed to accomplish any
task and at the same time faith, endeavor and dedication are also required for
gaining knowledge.
I am indebted to Dr. Mukesh Patil , Director, NIT GSM, who has been a source of
inspiration through his constant guidance, personal interest, encouragement and
help.
I have a great pleasure to put my deep sense of gratitude to Dr. Nilesh Yemde,
Project Guide, for his able guidance throughout this project, who had been a
constant source of inspiration and under whose dynamic guidance, I have been able
to complete my project.
I am highly obliged to my parents for their personal care and inspiration that has
placed me to work on this project.
I would be failing in my duty if I omit to thank the Staff of Organization without

whose cooperation, my project would remain an incomplete assignment.
Mayur Bisen
CONTENT TABLE
S.No. Page
PARTICULARS
No.
Introduction of Topic 1
1
Company Profile 20
2
Objectives of Study 26
3
4 Research Methodology 28
Review of Literature 32
5
Data Analysis and Interpretation 42
6
Findings & Conclusion 52
7
Suggestions / Recommendations 58
8
Bibliography 60
9
Annexure – Questionnaire / Balance 63
10 sheet, etc.
CHAPTER 1
INTRODUCTION
of TOPIC
An Analytical study of the quality procedures At M/S Wheel India Ltd. Mayur Bisen Page 1
Intr oduc tion of Topic
I mpr o ving qua l it y ( r educ ing bad qua l it y and i mpr o ving wo r k pro cesses)
in a co mpa ny r equ ir e s r e flect io n by bo t h t he ma nage me nt and a l l t he
e mp lo yee s in o r der t o define t he r eachable go a ls in t er ms o f qua l it y
t hat can be accept ed by e ver yo ne.
A “q u a li t y p oli cy ” is t he ge ner a l d ir ect ive s a nd go a ls in t er ms o f
qua lit y t hat ar e la id o ut by a co mpa ny’ s ma nag e me nt and fo r ma l iz ed in
a wr it t en do cume nt . T he qualit y po lic y d e fines t he dir ect ive s and st akes
per sued in t er ms o f be ne f ic iar y sat is fact io n.
T he t er m “q u a li t y p roced u re ” r e fer s t o t he appr o ach and o per at io na l
o r ganizat io n used t o achie ve t he go a ls se t by t he qua li t y po lic y.
Mo st impo rt ant ly, an inve nt o r y o f t he co mpa ny mu st be t aken t hat can
be used t o o ut line it s o r ganiz at io n a nd whic h c lar if ies t he co mp a ny’ s
pr o ject :
 T he co mpa ny’ s ge ner a l go a ls

 T he gener a l o r ganizat io n and r espo ns ibi l it ies: w ho do es what ?
At t his st age, a new st r uct ur ing t hat t akes int o acco unt t he qua lit y
o r ganizat io n ca n be de fined. T his “ or gani zat i onal shake - up ” a llo w s
co mpa nie s t o r edefine t he ir co r e bus ine ss a nd go als and co nst it ut es a
mea ns by w hic h t o so ft en r és ist ance t o cha ng e. I nso far as t he go a l o f
qua lit y is be ne fic iar y s at is fact io n, it is esse nt ia l t o pro per ly de fine t he
be ne f ic iar ies.
Becaus e imp le me nt ing a qua lit y pr o cedur e o ft en r equ ir e s o r ganizat io na l
cha ng es, it mu st st art o ff by invo lving t he hig hest le ve l o f t he
hier ar c hy. Wr it ing a co mm it me nt let t er t hat is s ig ned by ma nage me nt
set s t he pro cedur e in st o ne and leg it i m ize s a qua lit y ma nager whe n
o per at io na l c ha nges ar e imp le me nt ed.
A qua l it y pr o cedur e hinge s o n succe s s ive act io n p la ns t hat allo w a
co mpa ny t o pinpo int and fo r ma l ize s ho rt -t er m go a ls a nd t he mea ns b y
whic h t o me et t he m. I nst it ut ing a qua l i t y pr o cedur e abo ve a ll invo lves

est ablis h ing a new sp ir it t hat is shar ed by e ver yo ne in t he co mpa ny .
T her e fo r e, a success fu l pr o ject depends lar ge l y o n t he co mmu nic at io n
sur r o und ing it s imp le me nt at io n. So , a commu n i cat i on camp ai gn wil l
a llo w e mp lo ye es t o lear n a bo ut t he act io n t hat has be e n t aken and fin d
t he ir p lac e in t he co mpa ny’ s pr o ject .
Hu ma n r eso ur ce is t he mo st impo r t ant fact o r fo r any o r ganizat io n a nd
succes s o f a ny Or ga nizat io n is depe nd i ng upo n it s r eso ur ce . I f hu ma n
r eso ur ce o f o r ganizat io n is no t happ y w it h t he o r ganizat io n. I t wil l
adver s e l y a f fect t he or ganizat io n.
T he hig her degr ee of co m m it me nt t o war d wo r k wil l i mpr o ve
pr o duct ivit y a nd w il l decr ea se r e ject io n cause due t o huma n fact o r.
S o t o mak e t he peo ple happ y is t he r es po ns ibi l it y o f t he or ganiz at io n.
S o t his st udy is he lp fu l t o measur e t he le ve l o f co mm it me nt t o war d
wo r k and t o kno w t he fact o r affect ing t he co mm it me nt le ve l. T o day,
qua lit y ma nage me nt has beco me o ne o f t he impo r t ant fo r ces le ad ing t o
o r ganizat io na l gr o wt h and a co mpa ny’ s succ ess in nat io na l a nd
int er nat io na l mar ket s.
T o be succes s fu l in t he mar ket p lace, eac h par t o f t h e o r ganizat io n mu st
wo r k pro per ly t o get her t o war ds t he same go als, r eco gniz ing t hat each
per so n and eac h act ivit y a f fect s and in t ur n is a ffe ct ed by ot her s. To
i mpr o ve co mpet it ive ne ss, o r ganiz at io ns ar e lo o king fo r a hig her le ve l
o f e ffect ive nes s acr o ss al l fu nct io ns and pr o cesses and ar e cho o s ing
T QM as a st r at eg y t o st ay in bus ine s s. T he incr ea sed awar ene ss o f
se nio r execut ive s, who ha ve r eco gnize d t hat qualit y is a n impo r t ant
st r at egic is sue, is r e flect ed as a n impo r t ant fo cus fo r all le ve ls o f t he
o r gan izat io n. T his r equ ir e s de fining a nd imp le me nt ing se ver a l fact or s
( ide nt if ied as cr it ica l fact o r s in t his pap er ) .
Ma ny co mpa nie s ar e fr ust r at ed in t he ir e ffo r t t o impr o ve qua lit y
t hr o ugh T QM becau se t hese co mpa nie s ha ve e xc lu s ive ly fo cu sed o n
f ina nc ia l mea s ur es inst ead o f qua lit y mea sur es. Ot her st udies, in t he
r ecent past also o bser ved t he fa i lur e o f T QM. T hese fa i lur es ar e due t o
t he t oo muc h- t oo soo n effo r t wit ho ut pro per fo undat io n a nd fo cus.
Ma nu fa ct ur ing fir ms, t her efo r e, need t o under st and t he T QM CS Fs fo r
t he success fu l i mp le me nt at io n o f T QM. T her efo r e, t her e is a pr ess ing
need t o est ablis h T QM CS F s fo r ma nu fact ur ing f ir ms. T his p aper
exa m ine s t he T QM fr a mewo r ks deve lo p ed by sc ho lar s a nd bus ine ss es
and de ve lo ps t he T QM CS Fs fo r ma nu fac t ur ing fir ms.
QUALI T Y: -
1. Qualit y me a ns fit ne ss fo r use.
2. Qualit y mea ns pr o duct ivit y, co mp et it ive co st , and t ime l y de l iver y,
t ot al cust o mer sat is fact io n.
3. Qualit y me a ns co nfo r ma nc e t o spec if i cat io n a nd st andar d.
4. Co nfo r ma nce t o r equir e me nt s.
5. Qualit y is w hat t he cust o mer sa ys
6. Qua lit y me a ns get t ing e ver yo ne t o do what t he y ha ve agr eed t o do
and t o do it r ig ht t he fir st t ime a nd e ver y t ime.
T OT AL QU ALI T Y: -
I t mea ns a l l t he peo p le o f t he o r ganiz at io n ar e co mm it t ed t o pro duct
qua lit y by do ing r ig ht t hing s r ig ht , fir st t ime, ever y t ime by e mp lo ying
o r ganizat io n r eso ur ce t o pro vide va lue t o cust o mer .
T OT AL QU ALI T Y MAN AGE ME NT : –
It is t he pr o cess des ig ned to fo cus ext er na l/ int er na l cust o mer
expe ct at io n pr eve nt ing pr o ble ms bu i ld in g, co mm it me nt t o qualit y in t he
wo r kfo r ce and pro mo t ing t o o pen dec is io n mak ing.
T OT AL:
E ver yo ne asso c iat ed wit h t he co mp a ny is invo lved in co nt inuo us
i mpr o ve me nt , in a l l fu nct io na l ar ea, at all le ve l.
QUALI T Y:
Cust o mer expr es s and i mp l ied r equ ir e me nt is met fu l l y.
M AN AGE ME NT :
 E xecut ive ar e fu l l y co mm it t ed.

 Dec is io n in a p la nned wa y.
 T o ma int a in e xist ing le ver o f qua l it y.
 To impr o ve exist ing le ver o f qua lit y.
 E ffect ive ut il iz at io n o f r eso ur ce.
P RI NCI P LE S OF T QM: -
1. Delig ht t he cust o mer
2. Manage me nt by fact
3. P eo ple based ma nage me nt
4. Co nt inuo us impr o ve me nt
5. St ro ng leader s hip
6. Qualit y s yst e m mea sur e& r eco r d
7. T eam wo r k, T eam acco unt able, co rr ect pro ble m
8. P eo ple o r ie nt ed t echno lo g y, speed.
FOUR C ’S OF T QM
1. Co mm it me nt 2. Co mpet ence
3. Co mmu nicat io n 4. Co nt inuo us impr o ve me nt
F ACT OR AFFE CT E D T HE COMMI T MENT OF T HE E MP LOYE E S: -
 Gener a l wo r ker at t it ude t o war d t he co mp any.

 Gener a l wo r ker at t it ude t o war d t he super viso r .
 Le ver o f sat is fact io n t o war d jo b st andar d.
 T he le ver of co ns ider at io n t he su per viso r sho ws to his
subo r d inat io n.
 T he wo r klo ad & wo r k pr essur e le ve l.
 T he t r eat me nt o f ind iv idua l by t he ma na ge me nt .
 T he le ver o f wo r ker ’s sat is fact io n w it h t he sa lar ies.
 T he le ve l o f wo r ker pr ide in t he co mpa ny a nd it s act ivit y
 Wo r ker r eact io n t o t he fo r ma l co mmu nicat io n net wo r k in t he
o r ganizat io n.
 I nt r ins ic jo b s at is fact io n le ve l o f t he wo r ker .
O PERAT IO NS M ANAG EM ENT:
Oper at io ns ma nag e me nt fo cuses o n car e fu ll y ma nag ing t he pr o cesse s t o

pr o duce and d ist r ibut e pro duct s and ser vice s. Ma jo r , o ver a ll a ct ivit ie s
o ft en inc lude pr o duct cr eat io n, deve lo p me nt , pro duct io n a nd
d ist r ibut io n. (T hese act ivit ie s ar e als o asso ciat ed wit h P r o duct and
S er vice Ma nage me nt . ) Relat ed act ivit ie s inc l ud e ma nag ing pur chase s,
inve nt o r y co nt ro l, qua lit y co nt ro l, st or age, lo g ist ic s and e va luat io ns o f
pr o cesses. A gr eat dea l o f fo cu s is o n e ffic ie nc y a nd e ffe ct ive nes s o f
pr o cesses. T her e fo r e, o per at io ns ma nage me nt o ft en inc lud es su bst ant ia l
mea sur e me nt and ana l ys is o f int er na l pr o cesses. U lt imat e ly, t he nat ur e
o f ho w o per at io ns ma nage me nt is car r ied o ut in an o r ganizat io n
depend s ver y muc h o n t he nat ur e o f t he pr o duct s o r ser vic es in t he
o r ganizat io n, fo r exa mp le, o n r et ail, ma nu fact ur ing o r who le sa le.
Co mpa nie s spe nd mi l l io ns wr ing ing ever y bit o f ine ff ic ie nc y fr o m
supp ly c ha ins. But , t her e is a hidde n t rove o f e ff ic ie nc y a nd va lu e t hat
lead ing co mpa nie s ar e just beg inn in g to co ns ider . S upply c ha in
m igr at io n fr o m lea n a nd fu nct io na l t o ag ile and cust o mized. I mpr o ving
supp ly- c ha in ma nage me nt t o gain a c o mpet it ive edge. A mis a l ig ned
supp ly c ha in ca n lead t o hig her co st s, lo wer qualit y a nd poo r cust o mer
ser vic e. An I nvest igat ive S t udy in S ma l l a nd Med iu m E nt er pr ises. It
appear s t hat t he not io ns o n supp l y c ha in ma nage me nt ma y o nl y be
ind ir ect ly as so c iat ed w it h t he is sue s sur ro und ing co nsu mer be ha vio r s
t o war d ma int a in ing and/ o r ot her w ise pushing cust o mer sat is fact io n. T he
fo r ces o f g lo ba l iz at io n a nd ever flat t ening wo r ld ar e exer t ing r enewed
pr essur e o n glo ba l sup p l y c ha ins. I t is t ime t hat o r ganizat io ns co unt er
supp ly c ha in d isr upt io ns by bu i ld ing so lid ‘s e nse a nd r espo nd ’
capa bil it ie s. Fo ur car dina l pr inc ip les fo r ma xi m iz ing pa yback fr o m
supp ly c ha in t echno lo g y invest me nt s. This paper e xa m ines t he i mpact
o f e- bu s ines s o n supp l y c ha in int egr at io n o n fo ur cr it ic a l i mpact s o f e -
bus ine ss o n supp l y c ha in int egr at io n o n fo ur cr it ic a l d i me ns io ns.
T he co mp le xit ies of get t ing mat er ia l o r der ed, ma nu fact ur ed and

de liver ed o ver lo ad mo st supp ly c ha in ma nag e me nt ( S CM) syst e ms.
E r adic at ing t he “hig h - inve nt or y- po o r- ser vice - le ve l”
pr o ble m. U nlo ck ing Va lue fr o m E - S upp ly M a nage me nt . Desp it e t he “e, ”
e- supp ly ma nage me nt is abo ut mu c h mo r e t han t echno lo g y. F ive st eps
can he lp bus ine sse s make t he mo st o f t he ir e ffo r t s. A fe w far s ig ht ed
f ina nce e xe cut ive s ar e ma nag ing t he i r supp ly c ha in a s a vir t ua l
co r por at io n, find ing inno vat ive wa ys t o r educe co st s and incr ea se
ear nings. F lo w Manu fact ur ing is E sse nt ia l t o Co mpet it ive S upp ly C ha i n
Ma nage me nt . Many co mp a nies ar e no t awar e o f ho w t he ir su pp ly c ha in s
ar e per fo r ming or eve n w hat supp ly c ha in t he y’r e in. S pec i fi c
asse ss me nt cr it er ia based o n t he S ix L e ve ls o f S upp l y C ha in E xce l le nce
and a st r at egic a ss ess me nt met ho do lo g y can he lp t he m det er mine ho w
t he ir supp l y c ha in is per fo r ming a nd t hus plot a co ur se fo r
i mpr o ve me nt . Ma jo r shift s in g lo ba l bu s iness co nd it io ns ar e r ad ica l l y
a lt er ing input co st s and r isk. I n r espo ns e, co mpa nie s mu st r ealig n t he ir
supp ly c ha ins, inc lud ing: r et hink in g pro duct fo r mu lat io n and
packag ing, r est r uct ur ing t he supp ly c ha in net wor k and fo ot pr int , and
r ea lig ning t he ro le o f supp lier s and t hir d par t ies. No w t hat S upply
Cha in M anage me nt has e nt er ed t he co nsc io us ne ss o f ma nu fact ur ing
ma nager s, we ar e exper ie nc ing t he ine vit a ble r us h t o apply a so ft war e
so lut io n t o imp le me nt at io n o f a fu l l y int egr at ed cha in o f act ivit ies fr o m
t he t o p t o t he bo t t o m o f t he mat er ia ls f lo w. But supp ly c ha i n
ma nage me nt is muc h mo r e t ha n so ft war e
Fo cus o f t he pro ble m:
T he ma in e mp has is will be on to find o ut qua lit y e mp lo yee ’s
co mm it me nt t o war ds t he ir wo r k as a r esu lt of t ot al qua lit y
i mp le me nt at io n.
Re view o f E xist ing lit er at ur e:
Ma ny peo p le ha ve wo r k o n t his t o pic. T he y su m up var io us f ind ing.
T he y fo u nd t hat apply T QM has d ir ect ly incr eas ed t he ir mo r a le ;
incr ea se t he sat is fact io n le ve l a nd co m m i t me nt t o war ds t he ir wo r k.

T hese ar e t he find ing o f var io us r esear c her s.
S ever a l ar t ic le s ha ve bee n pu bl is hed i n d if fer e nt jo ur na ls, magaz ine s
and newspaper suc h as BUS I NE S S RE VIE W, T HE E CONOMI C T I MES ,
VI KALP A et c.
But t he e ffe ct o f T QM o n e mp lo yees co m m it m e nt in t he co mpa ny ha s so
far no t under t aken.
Q u ali t y M an agemen t :
A qua l it y pr o cedur e is t he mo st impo r t ant fact or fo r any o r ganizat io n
and succe ss o f a ny Or ganiz at io n is d epend ing upo n it s r eso ur ce. I f
hu ma n r eso ur ce o f o r ganizat io n is no t happ y w it h t he or ganizat io n. It
w il l ad ver se l y a f fect t he o r ganizat io n.
T he hig her degr ee of co mm it me nt t o war d wo r k wil l i mpr o ve
pr o duct ivit y a nd w il l decr ea se r e ject io n cause due t o huma n fact o r.
S o t o mak e t he peo ple happ y is t he r es po ns ibi l it y o f t he or ganiz at io n.
S o t his st udy is he lp fu l t o measur e t he le ve l o f co mm it me nt t o war d
wo r k and t o kno w t he fact o r affect ing t he co mm it me nt le ve l .
UNDERS TAND ING TO TAL Q UAL ITY M ANAG EM ENT ( TQ M)
O ri gi n s of TQ M
T ot al qua lit y ma nage me nt has e vo lve d fr o m t he qua lit y as sur ance
met ho ds t hat wer e fir st deve lo ped aro und t he t ime o f t he F ir st Wo r ld
War . T he war e ffo r t led t o lar ge sca le ma nu fact ur ing e f fo r t s t hat o ft en
pr o duced poo r qualit y. To he lp t o cor r ect t his, qualit y inspect o r s wer e
int r o duced o n t he pr o duct io n line t o ensur e t hat t he le ve l o f fa ilur e s
due t o qualit y w as min i m ized.
Aft er t he F ir st Wo r ld War , qua lit y ins pect io n beca me mo r e co mmo n
p lace in ma nu fact ur ing e nvir o nme nt s and t his led t o t he int ro duct io n o f
S t at ist ica l Qua l it y Co nt ro l ( S QC) , a t heo r y de ve lo ped by Dr . W.

E dwar ds Deming. T his qua lit y met ho d pr o vided a st at ist ica l met ho d o f
qua lit y ba sed o n samp l ing. Wher e it was not po ss ible t o inspect ever y
it e m, a sa mp le was t est ed fo r qualit y. T he t heo r y o f S QC was based o n
t he not io n t hat a var iat io n in t he pro duct io n pr o cess leads t o var iat io n
in t he end pr o duct . I f t he var iat io n in t he pro cess co uld be r emo ved t his
wo uld lead t o a hig her le ve l o f qua lit y i n t he end pr o duct .
Aft er Wo r ld War T wo , t he indust r ia l m anu fact ur er s in J apa n pr o duced
poo r qualit y it e ms. I n a r espo nse t o t his, t he Japa ne se U nio n o f
S c ie nt ist s and E ng ineer s invit ed Dr . De ming t o t r ain e ng ineer s i n
qua lit y pr o cesses. B y t he 1950 ’s qua l it y co nt ro l was a n int egr a l par t o f
Japa nes e ma nu fact ur ing and wa s ado pt ed by a l l le ve ls o f wo r ker s wit hi n
an o r g anizat io n.
B y t he 1970’s t he no t io n o f t ot al qua lit y was be ing d iscu ssed. T his was
see n as co mpa ny- w ide qua l it y co nt r o l t hat invo lves a l l e mp lo yees fr o m
t o p ma nage me nt t o t he wo r ker s, in qua lit y co nt r o l. I n t he next decade
mo r e no n- J apa nes e co mpa nie s wer e int ro ducing qua lit y ma nage me nt
pr o cedur es t hat based o n t he r esu lt s seen in Japa n. T he new wave o f
qua lit y co nt ro l be ca me k no wn as T o t al Qua lit y Ma nage me nt , whic h w as
used t o descr ibe t he ma ny qu a lit y - fo c used st r at egie s and t echniqu es
t hat beca me t he ce nt e r o f fo cus fo r t he qua lit y mo ve me nt .
T ot al Qua lit y M a nage me nt has ma ny de fin it io ns. Gur us o f t he t ot al
qua lit y ma nage me nt d is c ip l ine l ike D e m ing, Jur an, Cr o sby, I s hikawa
de fined t he co ncept in d iffer e nt wa ys but st il l t he esse nc e and sp ir it
r e ma ined t he sa me. Acco r ding t o Dem ing, qua lit y is a co nt inuo us
qua lit y i mpr o ve me nt pro cess t o war ds pred ict able degr ee o f uni fo r mit y
and depe nda bi l it y. De m ing a lso id e nt if ied 14 pr inc ip le s o f qua l it y
ma nage me nt to impr o ve pr o duct ivit y a nd per fo r ma nce of t he
o r ganizat io n. Jur an de f ined qua l it y a s “f it nes s fo r use. ” Acco r ding t o
hi m, e ver y per so n in t he o r ganizat io n m ust be invo lved in t he e f fo r t t o
make pr o duct s or ser vices t hat ar e fit fo r use. Cro sby d e fine s qua lit y a s
co nfo r ma nce t o r equir e me nt s. His fo cus has be e n o n z ero defect s and

do ing it r ig ht t he fir st t ime. I shik awa a lso emp has iz ed impo rt ance o f
t ot al qua lit y co nt r o l t o impr o ve o r ganiz at io na l per fo r ma nce. Acco r ding
t o him qua l it y do es no t o nly mea n t he qua lit y o f pr o duct , but also o f
a ft er sale s ser vice, qua lit y o f ma nage m ent , t he co mpa ny it s e lf a nd t he
hu ma n li fe. Fe ig e nbau m de f ined t ot al qua lit y a s a co nt inuo us wo r k
pr o cesses, st art ing w it h cust o mer r e qu ir e me nt s and e nd ing w it h
cust o mer ’s sat is fact io n.
De fin it io ns o f qua lit y ha ve cha nged w it h t he passage o f t ime w it h
cha ng ing cu st o mer ’s ne eds a nd r equ ir e m ent s. But t he esse nce ha s mo r e
o r le ss bee n t o deve lo p an appr o ach t o pr o ble m so lving, co nfo r mat io n
t o st andar ds fo r cust o mer sat is fact io n. Wit h ma nage me nt fu nct io ns
get t ing co mp le x, appr o aches t o ma nag in g qua lit y in fu nct io na l ar ea s ar e
beco ming d i ff icu lt . Or ganiz at io ns, whi ch ha ve succe ss fu l l y use T Q M
pr inc ip les, ha ve cu st o mer and qua lit y e mbedded in t he ir co r por at e
st r at egy. Any o r ganizat io n is a s yst e m o f int er r e lat ed unit s. Fo r T QM t o
succeed, a l l o f t he co mp o ne nt s w it hin t he o r ganizat io n must be
co llect ive l y invo lved. I nit ia ll y, o r ganiz at io ns i mp le me nt ed T QM in t he
ho pe t hat impr o ve me nt in t he sho p - fl oo r act ivit ies wo uld so lve a l l
exist ing pr o duct ivit y a nd qua lit y pr o ble ms.
Lat er , t he y ha ve r ea l ized t hat T QM is muc h mo r e t han ju st sho p - flo o r
i mpr o ve me nt s. T he defin it io ns o f qua l i t y inco r po r at e fact or s lik e t o p
ma nage me nt co mmit me nt , leader s hip, t eam wo r k, t r aining a nd
deve lo p me nt , r ewar ds and r eco gnit io n, invo lve me nt and e mpo wer me nt
o f e mp lo yees et c. T hese cr it ica l fa ct o r s ar e t he fo und at io n fo r
t r ans fo r mat io na l o r ie nt at io n to cr eat e a sust a ina ble i mpr o ve me nt
cu lt ur e fo r co mpet it ive ad va nt age o n a co nt inuo us bas is.
Acco r d ing t o S elladur a i Ra j, T QM int er ve nt io ns o r act ivit ie s mu st be
gu ided by fo ur cha nge pr inc i p les, na me l y wo r k pro cesses, var ia bi l it y,
ana l ys is, a nd co nt inuo us impr o ve me nt . P ro duct des ig n a nd pr o duct io n
pr o cesses must be impr o ved ; var ia nce must be co nt ro lled t o ensur e hig h
qua lit y; dat a mu st be s yst e mat ica l l y co llect ed and a na l yz ed in a

pr o ble m- so lving c yc le ; and co mm it me nt made t o co nt inuo us lear ning b y
t he e mp lo yees a bo ut t he ir wo r k.
S ELECT IO N AND ANALYS IS O F TQ M FRAM EWO RK S
An e xt ens ive lit er at ur e sur ve y ha s be en car r ied o ut t o se lect T QM

fr a me wo r ks fo r t his st udy. T he r e le va nt lit er at ur e has r e vea led t hat
d iffer e nt co unt r ies have ado pt ed sim i lar T QM fr a mewo r ks in t he fo r m
o f qua lit y awar ds w it h a d iffer e nt t it le. To day, t her e ar e mo r e t han a
hu ndr ed qua lit y awar ds e xist ing in d i f fer e nt co unt r ies. Ho wever , a l l
t hese qua l it y awar ds ar e bas ic a ll y d er ived fr o m t hr ee bas ic a nd
pr est ig io us awar ds: t he Malco lm Ba l dr ige Nat io na l Qua l it y Awar d
( MBNQ A) , t he E uro pean Qua lit y Awar d ( E QA) and t he De ming P r ize.
T his st udy, t her e fo r e, inc lude s o nly t he se t hr ee bas ic awar ds as T QM
fr a me wo r ks alo ng w it h o t her fr a me wo r ks deve lo ped by sc ho lar s.
Fur t her mo r e, t hr o ugh t he st udy o f T QM lit er at ur e, ele ve n T QM
fr a me wo r ks deve lo ped by r es ear c her s ha ve bee n se le ct ed. I n t ot al,
fo ur t e en impo rt ant T QM fr a mewo r ks
Th e Cost of TQ M :
Ma ny co mpa nie s be l ie ve t hat t he co st s o f t he int ro duct io n o f T QM ar e

far gr eat er t han t he be ne f it s it w i l l pr o duce. Ho wever r esear ch acr o ss a
nu mber o f indust r ies has co st s invo lved in do ing no t hing, i. e. t he dir ect
and ind ir e ct co st s o f qua lit y pr o ble ms, ar e far gr eat er t han t he co st s o f
i mp le me nt ing T QM.
T he Amer ica n qua lit y e xper t , P hil Cr o sby, wr ot e t hat ma ny co mpa nie s
cho se t o pay fo r t he poo r qualit y in w ha t he r efer r ed t o as t he “P r ice o f
No nco nfo r ma nce”. T he co st s ar e ident ifie d in t he P r event io n,
Appr a isa l, Fa i lur e ( P AF) Mo del.
P r eve nt io n co st s ar e asso ciat ed wit h t he des ig n, imp le me nt at io n and

ma int e na nc e o f t he T QM s yst e m. T he y a r e p la nned a nd incur r ed be fo r e
act ual o per at io n, and ca n inc lude:
P rod u ct Req u i remen t s – T he set t ing spec ific at io ns fo r inco ming

mat er ia ls, pr o cesses, fin is hed pr o duct s/ ser vice s.
Q u ali t y Plan n i n g – Cr eat io n of p l ans fo r qua lit y, r e l ia bi l it y,
o per at io na l, pr o duct io n and inspect io ns.
Q u ali t y Assu ran c e – T he cr eat io n and ma int e na nce o f t he qua lit y
s yst e m.
T rai n i n g – T he deve lo p me nt , pr epar at io n a nd ma int e na nce of
p r o cesses.
Appr a isa l co st s ar e asso c iat ed w it h t he ve ndo r s and cu st o mer s
eva luat io n o f pur cha sed mat er ia ls a nd se r vices t o ensur e t he y ar e w it hi n
spec if ic at io n. T he y ca n inc lud e:
Veri fi cat i on – I nspect io n o f inco ming mat er ia l aga inst agr eed upo n
spec if ic at io ns.
Q u ali t y Au d i t s – Check t hat t he qua lit y s yst e m is fu nct io ning
co rr ect ly.
Ven d or Eva lu at i on – Asse ss me nt and appr o va l o f ve ndo r s.
Fa i lur e co st s can be sp lit int o t ho se r esult ing fr o m int er na l a nd ext er na l
fa i lur e. I nt er na l fa i lur e co st s o ccu r when r esu lt s fa i l t o r each qua l it y
st andar ds and ar e det ect ed befo r e t he y ar e shipp ed t o t he cust o mer .
T hese ca n inc lude:
Wast e – Unnece ssar y wo r k or ho ld ing st o cks as a r esu lt o f er r o r s, poor
o r ganizat io n o r co mmu nic at io n.
S crap – Defect ive pro duct o r mat er ia l t hat canno t be r epa ir ed, used o r
so ld.
Rewo rk – Co r r ect io n o f de fect ive mat er ia l o r erro r s.
Fai lu re An a lysi s – T his is r equ ir ed t o est ablis h t he caus es o f int er na l
pr o duct fa i lur e.
E xt er na l fa ilur e co st s o ccur when t he pr o duct s o r ser vices fa il t o r each

qua lit y st andar ds, but ar e not det ect ed unt il a ft er t he cust o mer r ece ive s
t he it e m. T he se ca n inc lude:
Rep ai rs – S er vic ing o f r et ur ned pr o duct s o r at t he cust o mer s it e.
Warran t y C lai m s – It ems ar e r ep lac ed o r ser vices r e - per fo r med u nder
war r ant y.
Comp lai n t s – Al l wo r k and co st s asso c iat ed w it h dea ling w it h
cust o mer ’s co mp la int s.
Ret u rn s – T r anspo r t at io n, invest igat io n and ha nd l ing o f r et ur ned it e ms.
TH E TQ M VIS IO N:
T he qua lit y c yc le beg ins a nd e nds w it h t he user . I t st art s when t he

user ’s ne ed is a na l yzed t o des ig n a pr o duct . Dur ing t he de ve lo p me nt &
ma nu fact ur e o f t hat pro duct , var io us depar t me nt s and sect io ns o f t he
co mpa ny ma ke t he ir co nt r ibut io ns in bu i ld ing qua lit y int o it . T he c yc le
end s w it h t he u ser becaus e t he fina l pr o o f o f t he pr o duct qual it y co mes
dur ing it s use by t he user , who se “de li ght ” is t he ult imat e a im o f t his
co ncept . Qualit y is no lo ng er t he exc lu s ive do ma in o f t he inspect o r s,
ma nu fact ur er s and phar mac ist s. E ven S ale s per so nne l ha ve t he ir r o le t o
p la y in t he ac hie ve me nt o f t he pr imar y o bject ive o f qua l it y.
Qua lit y Ma nage me nt , as do es any ma na ge me nt pro cess, has t hr ee ma i n
co mpo ne nt s:
1. Qualit y P la nning – Des ig ning t he des ir ed & de liver a ble qua l it y
st andar ds.
2. Qualit y I mp le me nt at io n.
3. Qualit y Mo nit o r ing & co nt ro l.
I t is imper a t ive t hat T QM effo r t s sho u ld be pro per ly o r ganized t o co -
o r dinat e t he var io us co nt r ibut ing aspect s o f qua lit y. As suc h we need t o
kno w t he bas ic ide as be hind T QM. Or ganizat io ns ar e mad e up o f a
co mp le x s yst e m o f cust o mer s and sup p lier s. P eo ple pa y at t ent io n t o
who supp lies t he m; w it h w hat t he y ne e d t o do t heir jo b a nd who t he

cust o mer is fo r what t he y pr o duce. Whe n e ver ybo d y be co mes co ncer ned
abo ut meet ing t he ir cust o mer s ’ r equ ir e me nt s, qualit y w i l l be t her e,
w it ho ut do ubt . I n meet ing cust o mer exp ect at io ns t he fo cus mu st be o n
t he pr o cess, not just o n t he r esu lt s. T o impr o ve a pr o cess it is i mpo rt ant
t o loo k at t he so cio - cu lt ur a l issue s o f o r ganizat io n t o cr eat e a hea lt hy,
o pen at mo spher e in whic h peo p le ar e wi l l ing t o o pen up and do so me
int r o spect io n o n t he ir pro cesses. And t his is so met hing t he ma nage me nt
must be a ble t o fac il it at e.
In co nt r ast to t r adit io na l l y ma nage d o r ganizat io n, TQ ma nage d
o r ganizat io ns be l ie ve t hat , t ho ugh t her e is no co mp la int fr o m t he
cust o mer s, t her e is a lwa ys sco pe fo r impr o ve me nt . E ver ybo d y in t he
o r ganizat io n is t r a ined t o pla n &par t ic ipat e in gr o ups. Meet ing s &
Br a in st o r ming se ss io ns beco me pr im ar y ve hic le s fo r p la nning &
cr eat ive pr o ble m so lving. E ach me mbe r in t he t ea m is r eco gnized &
r ewar ded. E rro r s and pro ble ms ar e view ed as o pport unit ie s fo r lear ning
r at her t han blu nd er s t o be punis hed.
I n t he r ece nt past , T QM got it s fo r ma l r eco gnit io n by wa y o f I S O 9000.
I n or der t hat o r ganizat io ns ma y succ es s fu ll y co mpet e wit h wor ld - c la ss
leader s, it is imper at ive t o loo k at and be pr ep ar ed fo r qualit y wa y
be yo nd t he po pular I S O 9000.
I n t he co nt ext o f t he I nd ia n o r ganizat io n, t he co mmo n per cept io n he ld
is t hat qua lit y impr o ve me nt is uneco no m ica l s ince it incr eas es co st and
inve st me nt , t her eby decr ea s ing pr oduct ivit y. T r ad it io na l I nd ia n
ma nager s ar e no t pr epar ed fo r int ense g l o ba l co mpet it io n w her e qua l it y,
co st , and st ick ing t o t he dead lines and cust o mer sat is fact io n ar e o f
par a mo unt impo rt ance. T he y ar e not prepar ed t o shed t he be lie f t hat
t he y ca n get bus ines s by co r ner ing lic e nse s, in flu e nc ing t he
bur eaucr at s.
Do me st ic ma nager s ar e unawar e o f t he mo me nt o us cha nges t ak ing
p lace. I ro nic a ll y e ve n t o day mo st I nd ia n ma nag er s r e ly mo r e o n mar ket
go ss ip and co lle ct ing r ando m dat a t han pa ying an accr ed it ed age nc y fo r

fact ua l info r mat io n.
I nd ia n co mp a nies s ho u ld wake up t o t he r ea lit ie s a nd t r y t o bu ild up an
o r ganizat io n w her e info r mat io n flo w s fr ee ly; e mp lo yee s ar e e mpo wer ed
w it h dec is io n- mak ing a nd pr o ble m so lvi ng, w her e t ea mwo r k is awar ded
and e nco ur aged. Our execut ives ha ve t o lear n ho w t o beco me succe ss fu l
qua lit y ma nager s, so t hat t he y ca n bec o me g lo ba l ma nag er s and t hi s
pr imar il y mea ns c ha nge in t he ir minds et .
S u st ai n ab le Develop men t of TQ M :
S ust aina bi l it y is de fined as ‘t he abi l it y o f an o r ganizat io n t o adapt t o

cha ng e in t he bu s ines s e nvir o nme nt t o capt ur e co nt empo r ar y best
pr act ice met ho ds and t o achie ve and ma int a in super io r co mpet it ive
per fo r ma nc e’ descr ibes su st aina bil it y a s t he deve lo p me nt t hat meet s
pr esent needs w it ho ut co mpr o mis ing t he abi l it y o f fut ur e gener at io ns t o
meet t he ir o wn need s. Wit ho ut sust aina bi l it y, t her e is lit t le be ne fit t o
be ga ined fr o m T QM. Ahmed et al . ( 2002) r eport ed t hat ma n y
o r ganizat io ns ju mp ed o n t he T QM band wago n t hink ing t hat if t he y co p y
t he t oo ls a nd t echnique s, t he y w i l l r e ap t he be ne f it s o f T QM. T h e
f ind ing s o f t he ir st udy suggest ed t hat t he so cia l s yst e ms ca nno t be
ig no r ed; r at her bot h so cia l a nd t echnica l s yst e ms need t o be deve lo pe d
s imu lt a neo us l y fo r sust a ina bi lit y o f T QM. T he fo llo w ing s ympt o ms fo r
T QM pro cess no t wo r king.
 T he r esu lt s ar e no t v is ib le ;
 T o p ma nage me nt co mm it me nt is no t seen and is no t fe lt ;

 M idd le ma nage me nt do es not kno w pr ecis e ly w hat is exp ect ed o f
t he m in r e lat io n t o t he T QM pro cess;
 Lo w degr ee o f e mp lo yee invo lve me nt ; and
I n t he pr ese nt co nt ext , t her e is a need t o deve lo p a T QM sust a ina bi l it y

met ho do lo g y t hat c lear l y de fine s t he st eps to be t aken by t he
o r ganizat io ns fo r effect ive lo ng t er m imp le me nt at io n o f T QM. T his is
at t empt ed in t he pr ese nt st ud y by us in g De ming ’s P la n - Do - St udy- Act
( P DS A) c yc le. T his appr o ach is u nique an d ca n be cust o mized t o su it
t he r equ ir e me nt s o f ind iv idua l u ser as exp la ined in t he met ho do lo g y
sect io n.
PDS A Cycle fo r S u st ai n ab le Develop m en t O f TQ M:
T he De ming ’s P DS A c yc le is a we ll- k no wn mo de l fo r co nt inua l pr o cess

i mpr o ve me nt . It t eaches o r ganizat i o ns t o pla n a n act io n, do it , st udy t o
see ho w it co nfo r ms t o t he pla n and act o n what has be e n lear ned.
T he t er ms ar e de fined be lo w.
S t ep 1: P la n Reco gnize a n o ppo rt unit y, and p la n t he cha nge.
S t ep 2: Do imp le me nt t he cha nge.
S t ep 3: St udy Re vie w t he imp le me nt at io n, ana l yz e t he r esu lt s and
id e nt if y le ar ning s.
S t ep 4: Act T ake act io n bas ed o n what yo u lear ned in t he st ep 3. I f
t he
cha nge was succ ess fu l, inco r por at e t he lear n ing s fr o m t he
t est
int o wider cha ng es. I f no t , go t hr o ugh t he c yc le aga in.
T QM T E CHNI QUES :
B en ch marki n g: Fo r ma ny co mpa nie s be nc hmar k ing has be co me a

co mpo ne nt o f t he ir T QM P ro gr amme.
I n mo st deve lo p ing co unt r ie s lik e I nd i a, unt il r ece nt ly a l mo st a ll t he
indust r ies had a few nu mber o f pr o duct s and ser vices, whic h d if fer ed
mar ked l y in t he ir ut il it ar ia n c har act er is t ics. Ho wever , such a s it uat io n
is har d l y su st a ina ble w it h incr ea s ing c o mpe t it io n fr o m fo r e ig n go o ds
and ser vices. I n such a s it uat io n, co mpe t ing fir ms ha ve t o co nt inuo us ly

i mpr o ve.
T he be nc hmar k ing appr o ach no t o nly p r o vides a co mpar at ive pr o fi le,
but a lso he lps t he ma nage me nt t o ide nt ify inno vat ive pr o duct s and
ser vic es. ”Be nc hmar k ing is a co nt inuo us pr o cess o f measur ing o ne’ s
pr o duct s, ser vic es & pr act ic es aga inst t o ughest co mpet it o r s”. It wil l
sear c h fo r t he best pr act ices in t he indus t r y, whic h w il l lead t o super io r
qua lit y go o ds. Wit h t he gro wing e mp ha s is o n qualit y, it has g ot gr eat
s ig ni f ica nc e in t he pr esent co mpet it ive wo r ld.
I f best pr act ice s ar e fo llo wed, cust o mer r equ ir e me nt s can eas il y be met ,
lead ing t o incr eas ing pr o fit a bi l it y o f t he co mpa ny. But t he e mp lo yee s
r es ist change in t he beg inn ing becau se t he y ar e habit uat e d t o o ld
pr o cesses. E ffo r t s t o change mind set o f e mp lo yee s must vigo ro usl y
co nt inue t il l des ir ed e ffect is ac hie ved.
B u si n ess P roces s Reen gi n ee ri n g:
Bus ines s P r o cess Ree ng ineer ing ge ner a l l y r edes ig ns pr o cess es & t he
o r ganizat io n t hat per fo r ms t he m in o rd er t o r educe t he nu mber o f
bo undar ies cr o ssed. E ach t ime a pr o cess cr o sses a n o r ganizat io na l
bo undar y, o ppo rt unit ies fo r er ro rs ar ise. Bus ine ss P r o cess
Ree ng ineer ing is t he fu nda me nt a l r et hi nk ing a nd r ad ica l r edes ig n o f
Bus ines s P r o cesses to achie ve dr a mat ic impr o ve me nt s in cr it ica l
co nt empo r ar y mea sur es o f per fo r ma nc e, such as co st , qualit y, ser vic e
and spe ed.
P recau t i on s:
Wher e ver t he r espo ns ibi l it y o f qua lit y m anag e me nt is t o be de legat ed t o
d iffer e nt depar t me nt s, it s ho uld be d o ne w it h ma ny pr ecaut io na r y
mea sur es, t her eby e nsur ing mo nit o r ing & co nt ro l is in t he ha nds o f
qua lit y ma nage me nt peo ple. T he hi er ar chy st r uct ur e of qua lit y
ma nage me nt sho u ld be kept t o as few le ve ls as po ss ible a nd t he span o f

co nt ro l s ho uld be as br o ad as po ss ible.
As t he t r adit io na l o r ganizat io ns ar e una ble t o me et t he pr esent
cha l le ng es, t her e is ever y need fo r new t echnique s & phi lo so phie s w it h
whic h o r ganizat io ns can sur vive a nd t hrive under gr ue ling co mpet it io n.
To r et ain t he ir co mpet it ive edge, co mpa ny s ho u ld c ha nge t he ir
t r adit io na l wa ys o f wo r k ing, t o r ead t he ir cust o mer ’s m ind. No
o r ganizat io n ca n a ffo r d t o o ver lo o k cust o mer , co mpet it io n & c ha nge,
t he t hr ee vit a l fo r ces o f t o day’ s co mpe t it ive e nvir o nme nt . T QM is a n
i mpo rt ant mi le st o ne in t he o ngo ing evo lut io n of t he f ie ld of
ma nage me nt .
Q UALITY M EAS UREM ENT TECH N I Q UES :
Qua lit y mea sur e me nt t echnique is based o n a set o f act ivit ies, used o n
an o ngo ing a nd co nt inua l bas is, t o me asur e per fo r mance in t er ms o f
meet ing ide nt ifie d cust o mer need s and sat is fier s. Qualit y mea sur e me n t
is co nc er ned w it h t he per cept io n o f cu st o mer s a nd le ve ls o f sat is fa ct io n
and ho w t o use t ho se me asur e me nt s in t he des ig n o f a pr o duct or
ser vic e and/ o r t o t r ack t he achie ve me nt o f act ivit y go a ls.
Pu rp ose
T he pur po se o f qua lit y mea sur e me nt t echnique is t o ide nt if y t he
ind icat o r s needed t o me asur e cu st o mer s ’ per cept io ns o f t he e nt er pr is e,
in t er ms o f qua lit y o r per fo r ma nce a nd t o est ablis h a mea sur e me nt
pr o cess t hat is co ns ist ent wit h mea sur ing o bject ive s, t ar get s, and go als
set o ut in t he r e inve nt ed va lue st r ea m o r r edes ig ned pr o cess.
B en efi t s
T he be ne fit of us ing qua l it y me asu r e me nt t echnique is t hat it
est ablis he s a fr a mewo r k fo r qualit y measur e me nt and co nt inuo us
i mpr o ve me nt and pr o vide s a r e lia ble a nd o bject ive ba s is fo r dec is io n

mak ing based o n o bje ct ive a na l ys is o f per fo r ma nce. S ix S ig ma is a
bus ine ss ma nag e me nt st r at eg y o r ig ina l l y de ve lo ped by Mo t o ro la, US A
in 1986. [ 1] [ 2] As o f 2010, it is w id e ly u sed in ma ny s ect or s o f
indust r y.
S ix S ig ma seeks to impr o ve t he qua lit y o f pr o cess o ut put s by
ide nt ifying a nd r e mo ving t he cause s o f de fect s ( er ro r s) and min i miz ing
var ia bi l it y in ma nu fact ur ing a nd bus in ess pr o cesses. I t uses a set o f
qua lit y ma nage me nt met ho ds, inc lud ing st at ist ica l met ho ds, and cr eat es
a spec ia l infr ast r uct ur e o f peo ple w i t hin t he o r ganiz at io n ( “B la ck
Be lt s”, “Gr ee n Be lt s”, et c.) who ar e exper t s in t hese met ho ds. E ach S i x
S ig ma pr o ject car r ied o ut wit hin a n or ganizat io n fo llo ws a define d
seque nce o f st eps and has quant ified fi na nc ia l t ar get s ( co st r educt io n
and/ o r pro fit incr ease) .
T he t er m S ix S ig ma o r ig inat ed fr o m t er mino lo g y a sso c iat ed w it h
ma nu fact ur ing, spec if ic a ll y t er ms asso ciat ed wit h st at ist ica l mo de l ing
o f ma nu fa ct ur ing pr o cesses. T he mat ur it y o f a ma nu fact ur ing pr o cess
can be d escr ibed by a s ig ma r at ing ind icat ing it s yie ld, o r t he
per cent age o f de fect - fr ee pr o duct s it cr eat es. A s ix s ig ma pr o cess is o ne
in w hic h 99. 99966% o f t he pr o duct s ma nu fact ur ed ar e st at ist ica l l y
expe ct ed t o be fr ee o f defect s ( 3. 4 defe ct s per mil l io n) . Mot oro la set a
go al o f “s ix s ig ma” fo r a ll o f it s ma nu fact ur ing o per at io ns, a nd t his
go al beca me a bywo r d fo r t he ma nage me nt and eng ineer ing pr act ice s
used t o achie ve it .
CHAPTER 2
COMPANY
PROFILE
Compa ny Profile
Whe e ls I nd ia is pr o mo t ed by t he T VS Gr o up and was st ar t ed in t he

ear ly 60 ’s t o ma nu fact ur e aut o mo bi le whee ls. P r o duct s ma nu fact ur ing
and supp l ying o f whe e ls fo r heavy ve hi c le s like t r ucks, buses, t r ailer s,
whee ls fo r lig ht ve hic le s like car s, mini va ns, w hee ls. T o day, Whee l s
I nd ia has gr o wn a s a lead ing ma nu fact ur er o f st ee l w hee ls fo r passe ng er
car s, ut il it y ve hic le s, t r ucks, buses, agr icu lt ur a l t r act or s and
co nst r uct io n equ ip me nt in I nd ia. T he co mpa ny supp lie s 2/ 3r d o f t he
do me st ic mar ket r equir e me nt and expo rt s 18% o f t he t ur no ver t o No rt h
Amer ica, E uro pe, As ia P ac if i c a nd S o ut h Afr ica.
T he co mp a ny a lso ha s a t echnic a l- f ina nc ia l co lla bo r at io n w it h T it an
E uro pe
Whe e ls I nd ia des ig ns and ma nu fact ur es whee ls fo r t he spec ifi c
r equ ir e me nt s o f t he cust o mer . Our act ivi t ies ar e dr ive n by t he fo l lo w ing
o bject ive s:
 Ma int a in lead er s hip in t he do me st ic mar ket and pr ese nce i n

expo r t mar ket s.
 E nsur e cust o mer sat is fact io n t hr o ugh t ime l y d e liver y o f qua l it y
pr o duct s and ser vices, at co mpet it ive pr ices.
 Co nt inuo us ly i mpr o ve & inno vat ive pr o duct desig n, pr o cess
t echno lo g y a nd wo r k en vir o nme nt t o o ffer bet t er pro duct s.
 Br ing a bo ut invo lve me nt o f a ll e mp lo ye es in ac hie ving t he a bo ve
o bject ive s.
Plan t s An n u al M an p ower
Cap aci t y
Pad i , Pu n e , Ramp u r, B awal, S ri p eru m b u d u r an 10 mi l lio n 1, 930

d Pan t agar whee ls
Headquar t er s o f Ra mpur d ist r ict is R a mpur Ro wn a nd it is a par t o f

Mo r adabad d ivis io n. It is bo unded by D ist r ict Udha m S ing h Nag ar in
No rt h s ide, Mo r adabad in West s ide, Bar e il l y in E ast s ide a nd Badau n
in S o ut h s ide. T he d ist r ict o ccupie s an a r ea o f 2, 367 km².
Whe e ls I nd ia ha s t he abi l it y t o desig n t he co mp let e r ange o f st ee l -
whee ls t o suit cust o mer r equ ir e me nt s, inco r por at ing nece ssar y st yl ing
and per fo r ma nce c har act er ist ic s.
PRO DUCT:
 Wh eel s fo r H eavy Veh i cle s

( T r ucks, Buses, L ig ht Co mmer c ia l V e hic le s, T r ailer s, T ipp er s
et c.)
 Wh eel s fo r Li gh t Veh i cles
( P asse nger Car s, M ini Va ns, S UV’s & M UV’s)
 Wh eel s fo r Ag ri cu lt u ra l Ap p li cat i on s
( T r act o r s, Co mbine s, Far m E qu ip me nt s et c.)
 Wh eel s fo r O f f - Road Con st ru ct i on Eq u i p men t s
 Wi re Wh ee ls
( Fo r Co nt empo r ar y & C las s ic Car s, MUV’s & S UV’s)
 Ai r S u sp en si on
AWARDS
Al l I nd ia Or ga nizat io n o f E mp lo yer s ’ ( AI OE ) , an a ll ied bo d y o f

Feder at io n o f I nd ia n C ha mber s o f Co m mer ce a nd I ndust r y ( FI CCI )
Awar d fo r Out st and ing I ndust r ia l Re lat io ns: 2010 - 11
WH EELS INDIA PO LICY AND EQ UA L O PPO RTUN IT IES
T he Co mp a ny be l ie ve s t hat hu ma n r eso ur ces whic h ma nage t he ot her

r eso ur ces ha ve inf in it e pot ent ia l a nd t he r efo r e, t he ir de ve lo p me nt is t he
ke y t o Or ganizat io na l e f fect ive ne ss. We fir m l y be l ie ve in int egr at ing
t he HR w it h t he bu s ines s o per at io ns and t o co nt r ibut e s ig ni fic a nt l y
t o war ds achie ving t he bu s ines s o bject ives, gro wt h and de ve lo p me nt o f
t he Or ganizat io n and e mp lo yees.
 Whe e ls I nd ia pr o vides equa l o pport unit y t o it s e mp lo ye es a nd a l l

qua li fie d app l ica nt s fo r e mp lo yme nt , w it ho ut r egar d t o t he ir
r e lig io n, r ace, cast e, co lo ur , mar it a l s t at us, sex, age et c, and
dec is io ns ar e ba sed so le l y o n mer it .
 E mp lo ye es in Whe e ls I nd ia ar e t r eat ed w it h d ig nit y a nd r espe ct
and in ac co r dance w it h t he Co mpa ny’ s po lic y t o ma int a in a wo r k
envir o nme nt fr ee fr o m d is cr im inat io n and abu s ive be ha vio r ,
inc lud ing ge nder bas ed o nes, in any fo r m o r ma nner what so ever .
 M ini mu m Ag e fo r r ecr uit me nt : Cand idat es s ho uld ha ve co mp let ed
18 year s o f age as o n t he dat e o f app l ica t io n.
 Whe e ls I nd ia ha s ado pt ed t he Co nfeder a t io n o f I nd ia n I ndust r y’ s
( CI I ) Co de o f Co nduct fo r Affir mat ive Act io n. Acco r d ing ly, we
enco ur age cand idat es be lo ng ing to S chedu led Cast e and
S chedu led T r ibe t o apply a nd pr o vide t he m equa l o ppo rt unit y
e it her fo r emp lo yme nt and / or fo r inst it ut io na l t r a ining as par t o f
t he ir educat io na l cur r icu lu m.
 We ha ve, ne ar ly fo r five dec ades, c o ns ist ent ly ma int a ined a
peace fu l a nd har mo nio us r e lat io ns hip w it h t he t r ade unio n a nd t he
e mp lo yee s, based o n mut ua l t r ust & co nfide nce, r espect and
co ncer n fo r va lues. We nur t ur e leader s hip w it h o ne int e r na l t r ade
unio n.
 We ad her e t o st at ut es and ma int a in r a ppo rt wit h Go ver nme nt /
ext er na l Age nc ies and co nt r ibut e to ma int a in ing peace fu l
indust r ia l r e lat io ns.
S WO T ANALYS IS :
S t ren gt h s
A fir m’ s st r engt hs ar e it s r eso ur ces and capa bil it ie s t hat can be used as
a bas is fo r deve lo p ing a co mpet it ive adva nt age. E xa mp le s o f suc h
st r engt hs inc lude:
P at ent s
 S t ro ng br a nd na me s
 Goo d r eput at io n a mo ng cust o mer s
 Co st adva nt ages fr o m pr o pr iet ar y k no w - ho w
 E xc lus ive acce ss t o hig h gr ade nat ur a l r eso ur ces
 Fa vo r able acce ss t o dist r ibut io n net wo r ks
Weakn es se s
T he abse nce o f cer t ain st r engt hs ma y be vie wed as a weaknes s. Fo r
exa mp le, eac h o f t he fo llo w ing ma y be co ns id er ed weakne ss es:
 Lack o f pat ent prot ect io n

 A weak br and na me
 P oor r eput at io n a mo ng cust o mer s
 H ig h co st st r uct ur e
 Lack o f acce ss t o t he best nat ur al r eso ur ces
 Lack o f acce ss t o key d ist r ibut io n c ha nne ls
I n so me case s, a weakne ss ma y be t he f lip s ide o f st r engt h. T ake t he
case in w hic h a f ir m ha s a lar ge a mo unt o f ma nu fa ct ur ing capa c it y.
Whi le t his capac it y ma y be co ns ider ed a st r engt h t hat co mpet it o r s do
no t shar e, it also ma y be a co ns id e r ed a weakne ss if t he lar ge
inve st me nt in ma nu fa ct ur ing capac it y p r eve nt s t he fir m fr o m r eact ing
qu ick l y t o change s in t he st r at egic envir o nme nt .
O p p ort u n i t i es
T he ext er na l e nvir o nme nt a l ana lys i s ma y r e vea l cer t ain new
o ppo rt unit ie s fo r pro fit a nd gr o wt h. S o me e xa mp le s of su c h
o ppo rt unit ie s inc lude:
 An u nfu l f i lle d cust o mer need

 Ar r iva l o f new t echno lo g ies
 Lo o sening o f r egu lat io ns
 Re mo va l o f int er nat io na l t r ade bar r ier s
Th reat s
Cha nges in t he e xt er na l e nvir o nme nt a l a lso ma y pr e se nt t hr eat s t o t he
f ir m. S o me e xa mp les o f suc h t hr eat s inc l ude:
S hift s in co nsu mer t ast es away fr o m t he f ir m’ s pr o duct s
 E mer gence o f su bst it ut e pro duct s

 New r egu lat io ns
 I ncr eased t r ade bar r ier s
CHAPTER 3
OBJECTIVES OF
STUDY
O B JECTIVES O F TH E S TUDY
 T o st udy t he Qua lit y Co nt r o l S yst e ms a s ado pt ed by Whee ls I nd ia

Lt d.
 T he a im o f t his st ud y is t o ana lyz e t he imp le me nt at io n a nd
e ffect ive nes s o f T ot al Qua l it y M a nage m ent at Whee ls I nd ia Lt d.
 T o st udy t he dif fer e nt o per at io na l T e chnique s imp le me nt ed in
Whe e ls I nd ia Lt d and o pt im ize it fo r t he ma xi mu m t hr o ughput .
 To suggest the improved project strategies for better qualit y.
 To understand project evolut ion over time in industry.
 To ident ify skills set required to manage the project successfully.
CHAPTER 4
RESEARCH
METHODOLOGY
Research M ethodology
Resear c h met ho do lo g y in a wa y is a wr it t en ga me p la n fo r co nduct ing

r esear ch. Re sear c h met ho do lo g y ha s ma ny d i me ns io ns. I t inc ludes no t
o nly t he r esear c h met ho ds but a lso co ns id er s t he lo g ic be hind t he
met ho ds used in t he co nt ext o f t he st ud y a nd co mp la ins w hy o nl y a
par t icu lar met ho d o f t echnique ha s been u sed. T he ba s ic t ask o f
r esear ch is t o gener at e accur at e info r mat io n fo r use in dec is io n mak ing.
Resear c h c a n be de fined as t he s yst e mat ic a nd o bject ive pr o cess o f
gat her ing, r eco r ding and a na lyz ing dat a fo r aid in mak ing bus ine s s
dec is io ns.
As t he pro je ct invo lves ana l yz ing o f fin anc ia l st r uct ur e, t he r esear ch is
exp lo r at or y in nat ur e, co ver ing fina nc i a l par a met er s and co me o f t he
i mpo rt ant r at io s t o carr y o ut r esear ch.
T he pro ject be ing under t aken is exp lo r at o r y r esear ch, wher e in a l l t he
appr o aches o f e xp lo r at o r y r esear c h ar e ado pt ed.
DATA CO LLEC TIO N

Dat a Collect i on Ap p roach
T he base o n w hic h a st udy r e st s is t he i nfo r mat io n t hat is e mbedded in
it . T he dat a fo r t his st ud y w i ll be o bt a ined as a ble nd o f bo t h S eco ndar y
and P r imar y so ur ces.
S econ d ary Dat a

Alr ead y pu bl is hed dat a wil l fo r m t he st ar t ing po int fo r t he st udy. T his
inc lude s: –
 O ffic ia l Repo r t s o n r elat ed mat t er s.

 L it er at ur e o f qua lit y ma nage me nt ava i la ble at Whee ls I nd ia Lt d.
 Boo ks and Jo ur na ls o n qua lit y pr o cess o f I ndust r ie s.
 Boo ks o n Qua lit y, a nd Oper at io n Ma nag e me nt
P ri ma ry Dat a
Dat a wil l be co llect ed spec if ica l l y fo r t he r esear c h needs at hand. T he
so ur ces inc lud e : –
In t ervi ew s o f 4 Ma nager s at Whee ls I nd ia Lt d.

Q u est i on n ai res: A st r uct ur ed, no n - dis gu is ed quest io nna ir e w il l be
pr epar ed. T his w i ll t he n be pr ese nt ed t o co ncer ned peo ple at Whe e l s
I nd ia Lt d. 10 emp lo yee s fr o m midd le a nd S enio r Manage me nt wil l be
co nt act ed fo r t he pur po se o f get t ing t he r equir ed info r mat io n. T he
in fo r mat io n gat her ed wo uld be a na l yz ed and pr esent ed in t he fina l
r eport .
 Nu mb e r of Resp on d en t s: 25
 Area o f st u d y : Qua lit y pr o cedur es and co nt ro l
 T he sa mp l ing t echnique us ed was co nve nie nc e sa mp l ing u nder

t his sa mp le of r espo nde nt s was c ho sen acco r ding to t he
co nve nie nce o f t he r esear c her .
S TAS TICAL TO O LS :
T he t oo ls used in t his st ud y wer e MS -EXCE L, MS - WORD. MS - E XCE L

was used t o pr epar e pie - c har t s and g r aphs. MS - WORD wa s used t o
pr epar e o r wr it e t he who le pr o ject r epo rt .
M ETH O D US E TO PRES ENT DATA:
Dat a An alysi s & In t erp ret at i on – Cla ss i f icat io n & t abu lat io n
t r ans fo r ms t he r aw dat a co llect ed t hr ough quest io nna ir e in t o use fu l
in fo r mat io n by o r ganiz ing a nd co mp i l in g t he bit s o f dat a co nt ained i n
eac h quest io nna ir e i. e. , o bser vat io n a nd r espo nses ar e co nver t ed in t o
under st and a ble a nd o r der ly st at ist ics ar e used t o o r ganize a nd a na l yze

t he dat a.
¨ S imp le t abu lat io n o f dat a using t a ll y mar k s.
¨ Calcu lat ing t he per cent age o f t he r espo nse s.
Fo r mu la us ed = ( na me o f r espo nse s / t ot a l r espo nse s) * 100
REPO RT WRI TING AND PRES ENTA TIO N
Repo rt E nco mpa sse s – Char t s, diagr a ms
CHAPTER 5
REVIEW OF
LITERATURE
Review of Literature
T he lit er at ur e fo r r eview t o be co llect ed fr o m se co ndar y so ur ces suc h as

magaz ine s, ar t ic les, r eport s, budget s, new spaper et c t o hig hl ig ht t he
pr o ble ms and find ings o f t he st udy do ne by ma ny r e sear c h and bu s ines s
p r o fess io na ls t o under st and t he s ig nif ic anc e o f t he Qua lit y pr o cess o f
t he co mpa nies. T he o bject ives o f t he pro po sed t o pic ha ve t o be
fo r mu lat ed bas ed on t he pr evio us s t udy by t he ma ny r ese ar c h
pr o fess io na ls. Appr o ximat e ly t en t o fift een r e views has t o be co llect ed
and pr ese nt ed in my pr o ject r eport .
Qua lit y is ne ver an acc id e nt . It is a lwa ys t he r esu lt o f high int e nt io ns,
s incer e e ffo r t s, int e llige nt d ir ect io n and sk i l lfu l e xecut io n. I t is a n
at t r ibut e or char act er ist ic who se d ict io nar y mea ning is t he degr ee o f
goo dness o r wort h o f a per so n, place o r t hing.
I n det er mining t he qua lit y o f a pro duct , t he cust o mer ’s exp ect at io ns
abo ut t he pro duct wil l be g ive n t he t op mo st pr io r it y. I n t he pr ese nt
sce nar io , cust o mer de lig ht is t he need o f t he ho ur in o r der t o sur vive
t he cut t hro at co mpet it io n.
T her e ar e d iffer e nt appro aches t hr o ugh whic h t he co ncept o f qua lit y c a n
be u nder st oo d. Acco r ding t o t he pr o duct - based appr o ach, qua lit y is a n
at t r ibut e, whic h ca n be me asur ed quant it at ive l y. T he ma nu fact ur ing
ba sed appr o ach o n t he ot her hand, uses univer sa l de fin it io n o f
co nfo r ma nce t o r equir e me nt s. T he va lu e - bas ed appr o ach sa ys t hat t he
co nsu mer pur chase dec is io n is ba sed o n co ns ist ent qualit y at an
a ffo r dable pr ice.
W. Ed ward s De ming de fine s qua lit y a s: “P r ide in Wo r kma ns hip” Dr . J.
Jur an de f ine s qua l it y as: “t ho se pr o duct feat ur es whic h me et t he need s
o f cust o mer s a nd t her eby pr o vide pr o duct sat is fact io n. ” o r “fr eedo m
fr o m de f ic ie nc ie s. ” Kao r u I shikawa de f ines qua l it y as: “t ot al qua l it y
co nt ro l, Japane se st yle, is a t ho ught r evo lut io n in ma nage me nt . ” Gar y
Gr iff it h, in his bo o k “T he Qua l it y T e chnic ia n’s Ha nd bo o k, ” define s
qua lit y a s: “t he t ot alit y o f fe at ur es and char act er ist ics o f a pro duct o r
ser vic e t hat bear o n it s abi l it y t o sat is fy g ive n needs. ”
Total Quality Management (TQM)

T ot al Qua lit y M a nage me nt is a ma nage me nt appr o ach t hat o r ig inat ed in
t he 1950’s a nd ha s st ead il y beco me mo r e po pular s ince t he ear l y
1980’s. T ot al Qua l it y is a de scr ipt io n o f t he cu lt ur e, at t it ude and
o r ganizat io n o f a co mpa ny t hat st r ives t o pro vid e cust o mer s w it h
pr o duct s and ser vice s t hat sat is fy t he i r needs. T he cult ur e r equir es
qua lit y in a ll asp ect s o f t he co mpa ny’ s oper at io ns, w it h pr o cesses be in g
do ne r ig ht t he fir st t ime and de fe ct s and wast e er adicat ed fr o m
o per at io ns. T ot al Qua l it y Ma nage me nt , T QM, is a met ho d by w hic h
ma nage me nt and e mp lo yee s ca n beco me invo lved in t he co nt inuo us
i mpr o ve me nt of t he pro duct io n of goo ds and ser vice s. It is a
co mbinat io n o f qua lit y a nd ma nage m ent t oo ls a imed at incr eas ing
bus ine ss a nd r educ ing lo sses due t o wast efu l pr act ic es. S o me o f t he
co mpa nie s, whic h ha ve i mp le me nt ed T QM, inc lude Fo r d Mot or
Co mpa ny, P hi l l ips S e m ico nduct or , S GL Car bo n, Mot o ro la a nd T o yo t a
Mot o r Co mpa ny.
Alt ho ugh no t wo bus ines se s use T QM in e xa ct ly t he sa me wa y, it s
t heo r y r est s o n t wo bas ic t enet s. T he fir st and mo st impo rt ant is t hat
cust o mer s ar e vit a l t o t he o per at io n o f t he o r ganizat io n. Wit ho ut
cust o mer s, t her e is no bu s ines s, and w it ho ut bus ine ss, t her e is no
o r ganizat io n. Co nseque nt ly , it sho uld be t he pr imar y a i m o f any gr o up
t o keep cust o mer s sat is f ied by pr o vid i ng t he m w it h qua lit y pr o duct s
( De ming 1986) .
T hese idea s ar e no t fo r e ig n t o mo st o rganizat io ns. What make s T QM
unique is it s ca ll fo r a r est r uct ur ing o f ma nage me nt met ho ds t o cr eat e
t hat qualit y. T QM pro po ne nt s ur ge or ganizat io ns t o t ur n near s ig ht ed,
t o p - do wn ma nage me nt “o n it s he ad” by invo lving bo t h cust o mer s a nd
e mp lo yee s in dec is io ns. T his s eco nd t enet , t hat ma nage me nt needs t o
l ist en t o no nt r adit io na l so ur ces o f info r mat i o n in o r der t o inst it ut e

qua lit y, is based o n t he be l ie f t hat peo ple wa nt t o do qualit y wo r k and
t hat t he y wo uld do it if ma nager s wo uld list e n t o t he m and cr eat e a
wo r kplace bas ed o n t he ir id eas ( Demi n g ) .
Ma nager s, in t he T QM vie w, need t o beco me le ader s w ho “no t o nl y
wo r k in t he s yst e m but also o n t he s yst e m” ( Roch eleau 1991) . A
co mpa ny w i ll s ee co nt inuo us impr o ve me nt in pr o duct s o nly w he n
ma nager s r ea lize a ll s yst e ms co ns ist o f int er depende nt part s and wo r k
t o aim a l l t ho se par t s t o war d a vis io n o f qua li t y. T his t yp e o f leader s hip
is ne eded t o ensur e t hat pro duct qua lit y i mpr o ves co nst ant ly a nd
fo r ever and t r uly sat is f ies t he cust o mer s ( De ming) .
S ome u sefu l me ssage s f ro m resu lt s of TQ M i mp lemen t at i on s:
 i f yo u wa nt t o be a fir st - r at e co mpa ny, d o n’t fo cus o n t he seco nd -

r at e co mpa nies w ho can’t ha nd le T QM, lo o k at t he wo r ld - c las s
co mpa nie s t hat have ado pt ed it
 t he mo st effect ive wa y t o spend T QM int r o duct io n fu nds is by
t r aining top ma nage me nt , peo ple invo lved in new pr o duct
deve lo p me nt , and peo ple invo lved w it h c ust o mer s
 I t ’s muc h eas ier t o int ro duce E DM/ P DM in a co mpa ny w it h a
T QM cu lt ur e t han in o ne w it ho ut T QM. P eo ple in co mpa nies t hat
ha ve i mp le me nt ed T QM ar e mo r e li ke ly t o have t he ba s ic
under st and ing neces sar y fo r imp le m ent ing E DM/ P DM. Fo r
exa mp le, t he y ar e mo r e like l y to view E DM/ P DM as an
in fo r mat io n and wo r kflo w ma nag e me nt s yst e m suppo rt ing t he
ent ir e pr o duct li fe c yc le t he n as a depar t me nt a l so lut io n fo r t he
ma nage me nt o f CAD dat a
I mpo rt ant aspect s of T QM inc lude cust o mer - dr ive n qua lit y, top
ma nage me nt lead er s hip a nd co mmit me nt , co nt inuo us impr o ve me nt , fa st
r espo nse, act io ns based o n fact s, emp l o yee par t ic ipat io n, and a T QM
cu lt ur e.
Cu st ome r- d ri ven q u ali t y
T QM has a cust o mer - fir st o r ie nt at io n. T he cust o mer , not int er na l

act ivit ies a nd co nst r aint s, co mes fir st . Cust o mer sat is fa ct io n is see n as
t he co mpa ny’ s hig hest pr io r it y. T he compa ny be l ie ves it w il l o nl y be
succes s fu l if cu st o mer s ar e sat is fie d. T he T QM Co mpa ny is se ns it ive t o
cust o mer r equir e me nt s and r espo nds rap id l y t o t he m. I n t he T QM
co nt ext , `be ing se ns it ive t o cust o mer r e qu ir e me nt s’ go es be yo nd de fect
and er r o r r educt io n, and mer e ly meet ing spec i f icat io ns o r r educ ing
cust o mer co mp la int s. T he co ncept o f r e qu ir e me nt s is e xpa nded t o t ake
in not o nly pr o duct and ser vic e at t r ibut es t hat meet bas ic r equ ir e me nt s,
but also t ho se t hat enha nce and d iffe r ent iat e t he m fo r co mp et it ive
adva nt age.
E ach par t o f t he co mpa ny is invo lved in T ot al Qua l it y, o per at ing as a
cust o mer t o so me fu nct io ns a nd as a sup p lier t o ot her s. T he E ng ineer ing
Depar t me nt is a sup p lier to do wnst r ea m fu nct io ns suc h as
Ma nu fa ct ur ing a nd F ie ld S er vic e, and ha s t o t r eat t hese int er na l
cust o mer s w it h t he sa me se ns it iv it y a nd r espo ns ive nes s as it wo u ld
ext er na l cust o mer s.
TQ M lead ersh i p fro m t op man agemen t
T QM is a wa y o f l ife fo r a co mpa ny. I t ha s t o be int ro duced and led b y

t o p ma nag e me nt . T his is a ke y po int . At t e mpt s t o imp le me nt T QM o ft en
fa i l becau se t o p ma nag e me nt do esn’t le ad and get co mm it t ed – inst ead
it de legat es and pa ys lip ser vice. Co mmit me nt a nd per so na l
invo lve me nt is r equ ir ed fr o m t o p ma nag e me nt in cr eat ing a nd dep lo ying
c lear qua lit y va lues a nd go als co ns ist ent wit h t he o bject ive s o f t he
co mpa ny, a nd in cr eat ing a nd dep lo ying we ll de f ined s yst e ms, met ho ds
and per fo r ma nce mea sur es fo r achie vi ng t ho se go als. T hese s yst e ms and
met ho ds gu ide a ll qu a lit y act ivit ies and enco ur age part ic ipat io n by a l l
e mp lo yee s. T he deve lo p me nt and use o f per fo r ma nce ind icat o r s is
l inked, d ir ect ly or ind ir e ct ly, to cust o mer r equ ir e me nt s and
sat is fact io n, and t o ma na ge me nt and e mp lo yee r e mu ner at io n.
Con t i n u ou s i mp rovemen t
Co nt inuo us impr o ve me nt o f a ll o per at ions a nd act ivit ies is at t he hear t

o f T QM. Once it is r eco gnized t hat cust o mer sat is fact io n ca n o nl y be
o bt ained by pr o vid ing a hig h - qua l it y pr o duct , co nt inuo us i mpr o ve me nt
o f t he qua lit y o f t he pr o duct is see n a s t he o nl y wa y t o ma int a in a hig h
le ve l o f cust o mer sat is fact io n. As we l l as r eco gniz ing t he l ink bet ween
pr o duct qualit y a nd cust o mer sat is fa ct io n, T QM also r eco gnize s t hat
pr o duct qualit y is t he r esu lt o f pro cess qua lit y. As a r esu lt , t her e is a
fo cus o n co nt inuo us impr o ve me nt o f t he co mpa ny’ s pr o cesses. T his w il l
lead t o an impr o ve me nt in pr o cess qua lit y. I n t ur n t his w il l lead t o an
i mpr o ve me nt in pr o duct qualit y, and t o an incr ea se in cust o mer
sat is fa ct io n. I mpr o ve me nt c yc les ar e e nco ur aged fo r all t he co mpa ny’ s
act ivit ies suc h as pr o duct deve lo p me nt , use o f E DM/ P DM, and t he wa y
cust o mer r elat io ns hip s ar e ma naged. This imp l ie s t hat all a ct ivit ie s
inc lude measur e me nt and mo nit o r ing o f c yc le t ime a nd r es po ns ive nes s
as a bas is fo r seek ing o ppo rt unit ies fo r impr o ve me nt .
E li m inat io n of wast e is a ma jo r co mpo ne nt of t he co nt inuo us
i mpr o ve me nt appro ach. T her e is a lso a st ro ng e mphas is o n pr eve nt io n
r at her t han det ect io n, and a n e mp ha s is o n qua lit y at t he des ig n st age.
T he cust o mer - dr ive n appr o ach he lp s t o pr event er ro r s and ac hie ve
de fect - fr ee pr o duct io n. Whe n pr o ble ms do o ccur wit hin t he pr o duct
deve lo p me nt pr o cess, t he y ar e ge ner a l l y d is co ver ed a nd r eso lved be fo r e
t he y ca n get t o t he ne xt int er na l cust o me r .
Fast resp on se
T o achie ve cust o mer s at is fact io n, t he co mpa ny ha s t o r espo nd r ap id l y

t o cust o mer needs. T his imp l ies s ho rt pr o duct and ser vice int ro duct io n
c yc le s. T hes e ca n be ac hie ved w it h cust o mer - dr ive n a nd pr o cess -
o r ie nt ed pro duct deve lo p me nt because t h e r esu lt ing s imp l ic it y a nd
e ffic ie nc y gr eat ly r educe t he t ime invo lved. S imp l ic it y is ga ine d
t hr o ugh co ncur r ent pro duct and pr o cess deve lo p me nt . E ffic ie nc ie s ar e
r ea lized fr o m t he e li m inat io n o f no n - va lue - add ing e ffo r t such as r e -
des ig n. T he r esult is a dr amat ic impr o ve me nt in t he e lap sed t ime fr o m
pr o duct co ncept t o fir st ship me nt .
Acco rd i n g t o Arman d V. Fei gen b au m in 15 JAN 2002:

T echnica l capa bi l it y is no lo ng er t he pr inc ipa l co mpet it ive det er mina nt
in t he co mput er and so ft war e indu st r y. T echnic a l capa b i l it y is
nec ess ar y but no t suffic ie nt fo r success. What d iffer e nt iat e t he
succes s fu l fr o m t he unsucce ss fu l o r ganizat io n, t o day, in super io r
“wo r ld - c las s” s yst e ms of wo r k pro cesse s t hat me n and wo me n
t hr o ugho ut t he o r ganizat io n under st and , be lie ve in a nd ar e a part o f.
T hese s yst e ms o f c lear wo r k pro cesses r educe bur eaucr ac y a nd c yc le
t imes, incr ea se r espo ns ive ne ss a nd inno vat io n, and lo wer co st s t her eb y
assur ing pr o duct , mar ket and o r ganiz at io na l succe ss. T his is T ot al
Qua lit y Ma nage me nt : t her e ar e t en bas i c be nc hmar ks under p inn ing t he
t echno lo g y o f t ot al qua l it y ma nage me nt and mak e qua lit y a wa y o f
t ot all y fo cus ing t he o r ganizat io n o n t he co mpet it ive d is c ip l ine o f
ser ving t he cust o mer . T hese benc hmar ks ar e discus sed.
Acco rd i n g t o Ri ch ard H ackman , Ru th Wag eman i n 2002:

I n r ecent year s, t ot al qua lit y ma nag e me nt (T QM) has beco me so met hing
o f a so cia l mo ve me nt in t he Unit ed S t at es. T his co mme nt ar y r et ur ns t o
t he wr it ings o f t he mo ve me nt ’s fo under s – W. E dwar ds Deming, Jo seph
Jur an, and Kao r u I shika wa – t o assess t he co her ence, dist inct ive nes s, and
l ike l y per s e ver a nce o f t his pr o vo cat ive ma nage me nt philo so phy. We
ide nt ify a nu mber o f gaps in w hat is k no wn abo ut T QM pr o cesses a nd
o ut co me s a nd exp lo r e t he co ngr ue nce bet ween T QM pr act ice s a nd
be ha vio r a l s c ie nce k no w led ge a bo ut mo t ivat io n, le ar ning, a nd c ha nge i n
so c ia l s yst e ms. T he co mme nt ar y co nc lu des w it h a pro gno sis abo ut t he
fut ur e o f T QM – inc lud ing so me spe cu lat io ns a bo ut what wil l be needed
i f T QM is t o t ake root and pro sper in t he year s t o co me.
I t has no w bee n a decade s ince t he co r e ideas o f t ot al qua l it y
ma nage me nt ( T QM) set fo r t h by W. E dwar ds Deming, Jo seph Jur an, and
Kao r u I shikawa ga ine d s ig nif ic a nt accept ance in t he U. S . ma nag e me nt
co mmu nit y. I n t hat decade, T QM has beco me so met hing o f a so c ia l
mo ve me nt . It has spr ead fr o m it s ind ust r ia l o r ig ins t o hea lt h car e
o r ganizat io ns, publ ic bur eaucr ac ie s, no npr o fit o r ganizat io ns, and
educat io na l inst it ut io ns. It has beco me incr e as ing l y pr o mine nt in t he
po pular pr ess, in t he po rt fo lio s o f t r ainer s and co nsu lt a nt s, and , mo r e
r ecent ly, in t he sc ho lar ly lit er at ur e. ( 1) I nst it ut io ns spec i f ica l l y
char t er ed t o pro mot e T QM have bee n est ablis hed, and a discer nib le
T QM ideo lo g y has de ve lo ped and d if fu sed t hro ugho ut t he ma nager ia l
co mmu nit y. And, in it s mat ur it y, T QM has beco me c o nt ro ver s ia l–
so met hing w ho ’s wo rt h and impact peo ple ar gue abo ut .
Dr . Ar ma nd Fe ige nbau m is t he or ig i nat o r o f t ot al qua l it y co nt r o l
( T QC) , t he ma nag e me nt appro ach t hat ha s pro fo und l y in f lue nced t he
co mpet it io n fo r do mest ic a nd int er na t io na l mar ket s in t he U nit ed
S t at es, Japan a nd t hr o ugho ut t he indust r ia lized wo r ld.
Acco rd i n g t o Q u azi , H esan A; Pad i b jo, S amu el R i n Nu mb er 5t h ,

1 9 9 8:
L it er at ur e r eview hig hl ig ht s t he impo r t ance o f T QM fo r S ME s t o
i mpr o ve t he ir cur r ent bus ines s pr act ices as we ll as qua l it y o f pr o duct s
and ser vice s, t o ensur e lo ng - t er m sur vi va l. Ho wever , t her e ar e sever a l
bar r ier s t o effe ct ive imp le me nt at io n of T QM in such o r ganiz at io ns,

na me l y, t he appar ent lack o f bu s ines s exper ie nce a nd k no w ledge, and
l i m it at io n o f fina nc ia l as we l l a s hu ma n r eso ur ces. S ingapo r ean S ME s
acco unt fo r a lar ge s har e o f it s e co no my, ho we ver , lit t le ha s bee n
wr it t en o n ho w T QM has bee n app l ied i n t hese co mpa nie s in S ingapo r e
and t he r eg io n. T his paper r eport s t he r esu lt s o f a p ilo t st udy co nduct ed
a mo ng a sa mp le o f lo ca l S ME s. T he find ings ar e co mpar ed t o an ear lier
wo r k do ne in S ing apo r e. Furt her mo r e, t his pap er r epo rt s t he find ings o f
fo llo w - up int er views w it h so me lo ca l S ME s r egar ding t he per ceive d
be ne f it s o f a nd bar r ier s t o I S O 9000. Based o n t he exper ie nce in
S ingapo r e, I S O 9000 cert ificat io n ha s p r o vided s ig ni fic a nt be ne f it s fo r
S ME s. T he jo ur ne y t o war ds T QM wil l, ho wever , r equ ir e no t o nly fu l l
co mm it me nt o f t he co mpa ny ma nage m ent , but also a qualit y cu lt ur e
cr eat ed ext er na ll y by t he go ver nme nt whic h is cr uc ia l t o t he pr o gr ess
be yo nd I S O 9000.
Acco rd i n g t o S an j ay Ah i re, Rob ert Lan d eros i n 2009:

T ot al qua lit y ma nage me nt ( T QM) is a r evo lut io nar y appr o ach t o
e ffect ive ma nage me nt . T he r esear ch in T QM ha s e mer ged fr o m pr act ic a l
need s o f o r ganizat io ns e mbr a c ing t his p hi lo so phy, and t he lit er at ur e is
mo st ly co ncept ua l and pr act it io ner - o r ie nt ed. T her e is a lack o f so und
t heo r et ica l fr a me wo r k cla ss i f ying pas t effo r t s and gu id ing fut ur e
r esear ch. T o fil l t he vo id, a st udy o f t he publ is hed T QM lit er at ur e is
under t aken. A r e view, c la ss i fic at io n, and ana lys is o f t he r esear ch i n
T QM spa nning t he la st t wo decades is p r esent ed. A t ot al o f 226 T QM -
r e lat ed ar t ic les ar e ide nt if ied fr o m 44 r efer eed ma nage me nt jo ur na ls
publ is hed fr o m 1970 t o 1993. T hese a r t ic les ar e t hen c lass i f ied an d
ana l yz ed us ing t he fo llo w ing t wo - dime ns io na l s c he me: ( 1) art ic le
o r ie nt at io n ( co ncept ua l, case st udy, emp ir ica l, ana lyt ic a l, s imu lat io n,
and o ver view) and ( 2) art ic le fo cus us ing t he Ma lco lm Ba ldr ig e
Nat io na l Qua l it y Awar d cr it er ia. T he a na lys is o f t he l it er at ur e pr esent s
per t ine nt deve lo p me nt s in eac h o f t he seve n cr it er ia. I n add it io n, it

pr o vides fut ur e r esear ch d ir ect io ns as we ll a s a r eady r efer ence o f t he
T QM lit er at ur e. T he suggest io ns fo r r esear ch s ho u ld gu ide fut ur e
deve lo p me nt s in t he T QM fie ld a nd he lp t r ans fo r m it int o a fo r ma l
d is c ip l ine.
CHAPTER 6
DATA ANALYSIS
AND
INTERPRETATION
Data Analysis and Interpretation
1 . Do you t h i n k t h at at Wh eels In d i a Lt d . i mp lemen t good an d

p rop e r q u ali t y p roc ed u re?
TAB LE - 1
Cri t e ri a F req u en cy Pe rcen t age
Yes 21 84%
No 4 16%
ANALYS IS & INTERPR ETA TIO N

As per sho wn in t he abo ve gr aph, 84% o f r espo ndent t hink t hat at
ser vic e Whee ls I nd ia Lt d. Lt d. imp le me nt goo d and pr o per qualit y
pr o cedur e, and o nly 16% o f r espo nde nt do n’t t hink like t hat .
2 . “ A p rop e r q u ali t y p roced u re mad e Wh eel s In d i a Lt d . on e of t h e

wel l kn owi n g comp an y”. Do you agree ab ove st at emen t ?
TAB LE - 2
S t ro ng ly agr ee 6 24%
Agr ee 13 52%
Neut r al 3 12%
D is agr ee 2 8%
S t ro ng ly D isagr ee 1 4%
As per sho wn in t he abo ve p ie gr aph, 52% o f r espo ndent agr ee a pro per
qua lit y pr o cedur e made Whee ls I nd ia Lt d. o ne o f t he well k no w ing
co mpa ny”, 24% o f r espo nde nt S t ro ngl y agr ee, 12% o f r espo nde nt
Neut r al, 8% o f r espo nde nt Disagr e e and o nly 4% o f r espo ndent
st ro ng ly D is agr ee.
3. Do you feel t h at Q u ali t y Proced u re s gi ve h elp t o good p rod u ct i on

re sp on se an d i n creas e p ro fi t i n Wh eels In d i a Lt d. ?
TAB LE - 3
S t ro ng ly agr ee 4 16%
Agr ee 15 60%
Neut r al 5 20%
D is agr ee 1 4%
S t ro ng ly D isagr ee 0 0%
As per sho wn in t he abo ve pie gr aph, 60% o f r espo ndent fee l agr ee fee l
t hat Qualit y P r o cedur es give he lp t o goo d pro duct io n r espo nse and
incr ea se pr o fit in Whee ls I nd ia Lt d. , 16% o f r espo nde nt S t ro ngly agr ee,
20% o f r espo nde nt Neut r al, and 4% o f r espo nde nt Dis agr ee
4. Wh at ot h er b en efi t ( s) d oes you r organ i zat i on gai n wit h

IS O / TQ M ?
TAB LE - 4
I mpr o ve P ro duct ivit y 16 64%
I mpr o ve Mo r ale 2 8%
Les s P aper 2 8%
Les s Wast e 1 4%
Les s Rewo r k 3 12%
I ncr ease M ar ket S har e 1 4%

As per s ho wn in t he a bo ve p ie gr ap h, 64 % o f r espo ndent t hink I mpr o ve
P ro duct ivit y be ne f it o r ganizat io n ga in w it h I S O/ T QM, 12% of
r espo ndent t hink Less Rewo r k, 8% o f r espo ndent t hink I mpr o ve
Mo r ale, 8% o f r espo nde nt t hink Less P aper and ot her 4% r espo ndent
t hink I ncr ea se Mar ket S har e.
5. Does t h e fi rm’ s q u ali t y con t rol man u al req u i re a sp eci fi ed

ch eck li st to be u sed to asse ss i n d ep en d en ce an d
con t i n u an ce/ accep t an ce on each assu ra n ce en gagemen t ?
TAB LE - 5
Yes 20 80%
No 5 20%

As per sho w n in t he a bo ve gr ap h, 80% o f r espo nde nt t hink t hat qua lit y
co nt ro l ma nua l r equ ir e a spec i f ied c heck l ist t o be used t o assess
indepe nde nce and co nt inua nce/ a cce pt ance on each assur a nc e
engag e me nt , and 20% o f r espo ndent do n’t t hink like t hat .
6. Do you t h in k t h at Tot al q u ali t y con t ro l i s ve ry ess en t i al fo r

organ i zat i on ?
TAB LE – 6
Yes 23 92%
No 2 8%

As per sho wn in t he abo ve gr ap h, 92% o f r espo nde nt t hink t hat Tot a l
qua lit y co nt r o l is ver y es se nt ia l fo r or ganizat io n a nd 8% o f r espo ndent
do n’t t hink like t hat .
7 . Does you r comp an y h ave a syst em t o en su re t ech n i cal d at a i s

cu rren t ?
TAB LE - 7
Yes 24 96%
No 1 4%
As per sho wn in t he a bo ve gr aph, 96% o f r espo nde nt t hink t hat

co mpa ny ha ve a s yst e m t o ensur e t echnica l dat a is cur r ent and 4% o f
r espo ndent do n’t t hink like t hat .
8. Do you t h i n k t h at t ech n i cal d at a st ored i n a man n er t o p reven t

d amage?
TAB LE - 8
Yes 21 84%
No 4 16%

As per sho wn in t he abo ve gr aph, 84% o f r espo ndent t hink t hat t hink
t hat t echnica l dat a st o r ed in a ma nner t o pr eve nt da mage a nd 16% o f
r espo ndent do n’t t hink t hat t hink t hat t echnica l dat a st o r ed in a ma nner
t o pr event da mage.
9 . Does you r comp an y h ave a d o cu men t ed p roced u re t o en su re t h at

sc rap p ed p art s are ret u rn ed t o t h e cu st ome r or mu t i lat ed b eyon d
rep ai r?
TAB LE – 9
Yes 16 64%
No 9 36%
.

co mpa ny ha ve a do cume nt ed pro cedur e t o ensur e t hat scr apped part s ar e
r et ur ned t o t he cust o mer o r mut ilat e d be yo nd r epa ir a nd 36% o f
10. O veral l, Do you t h i n k t h at IS O /TQ M b ri n gs p osi t i ve effect t o

you r o rgan i zat i on ?
TAB LE - 10
Yes 20 80%
No 5 20%

I S O/ T QM br ings po s it ive e ffect t o yo ur o r ganizat io n a nd 20% o f
11. If t h e p rop er q u ali t y p ro ced u re i s fol lowed wh i l e accep t i n g t h e

row mat e ri a l i n an n u al.
TAB LE - 11
Yes 17 68%
No 7 28%
Ca n’t sa y 1 4%
As per s ho wn in t he a bo ve p ie gr aph, 6 8% o f r espo nde nt t hink t hat t he

pr o per qualit y pr o cedur e is fo llo wed w hi le acc ept ing t he r o w mat er ia l
in a nnua l, 28% o f r espo nde nt do n’t t hink lik e t hat , and 4% o f
r espo ndent Can’t sa y a nyt hing.
12. H ow far i t i s feasi b le t o i mp rove q u ali t y t h ereb y red u ci n g Ti m e

at mi n i mu m Cost ?
TAB LE - 12
Fea s ible 22 88%
Not Feas ib le 3 12%
S acr ific e o ne o r t wo aspect s 0 0%

t o gain Qua l it y

As per s ho wn in t he a bo ve gr aph, 88% o f r espo nde nt t hink fea s ib le t o
i mpr o ve qua lit y t her e by r educ ing T im e at min imu m Co st , 12% o f
1 3 . Wh at i s t h e mai n Rat i on al b eh i n d ad op t i n g TQ M ?
TAB LE - 13
Cust o mer Requ ir e me nt fo r 10 40%

S upp ly
Co mpet it ive P r essur e 5 20%
S ho rt er lead t ime s 3 12%
T o achie ve wo r ld c lass st at us 7 28%

As per sho wn in t he abo ve p ie gr aph, 88% o f r espo ndent t hink
Cust o mer Requ ir e me nt fo r S upply is t he ma in Rat io na l be hind ado pt ing
T QM, 28% o f r espo ndent To achie ve wo r ld c la ss st at us, 20% o f
r espo ndent t hink Co mpet it ive P r essur e, and 12% o f r espo nde nt
S ho rt er lead t ime s is t he ma in R at io na l behind ado pt ing T QM.
CHAPTER 7
FINDINGS AND
CONCLUSION
Findings & Conclusion
F ind ings
As per t he o ut co me o f t he 84% o f r esponde nt t hink t hat at M/ S Whee l s

I nd ia Lt d. imp le me nt goo d and pr o per qua lit y pr o cedur e, and o nly 16%
o f r espo nde nt do n’t t hink like t hat .
F ind ing t hat 52% o f r espo nde nt agr ee a pr o per qualit y pr o cedur e made
M/ S Whee ls I nd ia Lt d o ne o f t he w e ll k no w ing co mp a ny”, 24% o f
r espo ndent St ro ng ly agr ee, 12% of r espo nde nt Neut r a l, 8% of
r espo ndent D isagr ee a nd o nl y 4% o f r espo ndent st ro ngly D is agr ee.
Fr o m t he o ut co me 60% o f r espo nde nt fee l agr ee fee l t hat Qua lit y

P ro cedur es give he lp t o goo d pro duct i o n r espo nse and incr ea se pr o fit in
M/ S Whee ls I nd ia Lt d 16% o f r esponde nt S t ro ng ly agr ee, 20% o f
r espo ndent Neut r al, and 4% o f r espo ndent Disagr ee
Fr o m t he o ut co me o f t he st udy it is e vide nt t hat , 64% o f r espo nde nt

t hink I mpr o ve P r o duct ivit y be ne f it or gani zat io n ga in w it h I S O/ T QM,
12% o f r espo nde nt t hink Less R ew o r k, 8% o f r espo nde nt t hink
I mpr o ve Mo r ale, 8% o f r espo nde nt t hink Le ss P aper a nd ot her 4%
r espo ndent t hink I ncr eas e Mar ket S har e.
As per t he o ut co me 80% o f r e spo nde nt t hink t hat Tot al qua l it y co nt ro l

ma nua l r equ ir e a sp ec if ied c heck l ist t o be us ed t o assess indepe nde nc e
and co nt inu a nce/ acc ept ance o n each as s ur ance e ngage me nt , and 20% o f
Fr o m t he o ut co me o f t he st ud y it is e vide nt 92% o f r espo nde nt t hink

t hat qualit y co nt r o l is ver y es se nt ia l fo r or ganiz at io n a nd 8% o f
As per t he o ut co me o f t he st udy 96% o f r espo nde nt t hink t hat co mpa ny

ha ve a s yst e m t o ensur e t echnica l d at a is cur r ent and 4% o f r espo nde nt
do n’t t hink like t hat .
F ind ing t hat 84% o f r espo ndent t hink t hat t hink t hat t echnica l d at a
st o r ed in a ma nner t o pr eve nt damage and 16% o f r espo nde nt do n’t
t hink t hat t hink t hat t echnica l dat a s t o r ed in a manner t o pr event
da mage.
As per find ings t hat 64% o f r espo nde nt t hink t hat co mpa ny ha ve a
do cume nt ed pr o cedur e t o ensur e t hat scrapped par t s ar e r et ur ned t o t he
cust o mer or mut ilat ed be yo nd r epa ir a nd 36% o f r espo nde nt do n’t t hink
l ike t hat .
As per t he o ut co me o f t he st udy, 80% o f r espo ndent t hink t hat
I S O/ T QM br ings po s it ive e ff ect t o yo ur o r ganizat io n a nd 20% o f
68% o f r espo ndent t hink t hat t he pro per qualit y pr o cedur e is fo llo w ed
whi le accept ing t he r o w mat er ia l in a nnua l, 28% o f r espo ndent do n’t
t hink like t hat , and 4% o f r espo nde nt can’t sa y anyt hing.
F ind ing t hat 88% o f r espo nde nt t hink feas ib le t o impr o ve qua l it y
t her eby r educ ing T ime at min imu m Co st , 12% o f r espo nde nt do n’t t hink
l ike t hat .
As per find ings t hat , 88% o f r espo nde nt t hink Cu st o mer Requ ir e me nt
fo r S upply is t he ma in Rat io na l b e hind ado pt ing T QM, 28% o f
r espo ndent T o achie ve wo r ld c la ss st at us, 20% o f r espo nde nt t hink
Co mpet it ive P r es sur e, and 12% o f r esp o ndent S hort er lead t imes i s
t he ma in R at io na l be hind ado pt ing T QM .
Co nc lu s io n
Qua lit y is a mea sur e o f exce l le nce in manu fact ur ing. A t yp ic a l qua l it y
depar t me nt in ma nu fa ct ur ing is e ngag ed in des ig ning inspe ct io n p la ns,
co nt ro l p la ns a nd set t ing up co nt ro l char t s. Do es it ensur e qualit y?
Do es it he lp in ac hie ving ma nu fa ct ur ing exce l le nce ? Do es it make t he

co mpa ny mo r e pr o fit able ? We ne ed t o cha lle ng e each depar t me nt b y
ask ing it s va lue pr o po s it io n. Qua l it y de par t me nt s must not be immu ne
fr o m que st io ns suc h as, “Ho w is it add ing va lue ?”
I nt ro spect io n and pr o bing va lue pr o po s it io n le ads t o fur t her quest io ns
abo ut t he pur po se o f a qua lit y depar t me nt . We ma y lear n t he pur po se as
t o ensur e cust o mer sat is fa ct io n, t o ensur e o ut go ing qua lit y o r he lp
ma nu fact ur ing. Ho wever , such pur po ses o f t he qualit y depar t me nt do
no t he lp a co mpa ny. T he pur po se o f a qua lit y depar t me nt is t o ensur e
p r o fit mar g ins by r educ ing ine ff ic ie nc ie s, o per at io ns er r o r s and pr o duct
de fect s. In add it io n, t he pur po se a lso mu st inc lude pr o act ive l y
i mpr o ving capa bi l it y a nd capac it y o f o per at io ns t hr o ugh new met ho ds,
t oo ls or sk il ls.
Mo st qualit y depar t ment s ar e fo r ce d t o be t im id by o per at io ns peo p le.
T he y ar e t o ld t o do t hing s suc h as add inspect io n, r espo nd t o a
cust o mer co mp la int o r sim i lar suc h r equest s. Qualit y depar t me nt s ar e
co ns ider ed an unwa nt ed co st and a bur den bec ause t he y add no appar ent
va lue ; t he y ar e c o ns ider ed t o be co st o f do ing bu s ines s.
T hink ing o f exce l le nce in t he qualit y de par t me nt will le ad us t o define
o ur va lue pr o po sit io n, and fa c il it at e exce l le nce in ever y depar t me nt .
E xce l le nce in e ver y depar t me nt mea ns he lp ing each depar t me nt in
de fin ing a nd ide nt ifying exce l le nce s uch t hat it co nt r ibut es t o t he
pr o fit able gr o wt h of t he o r ganizat io n. T his must t hen hig hl ig ht
depar t me nt s t hat ar e not co nt r ibut ing t o t he pro fit a ble gr o wt h, or is sue s
adver s e l y a f fect ing it .
I f a co mp a ny has a vic e pr es ide nt ( V P ) o f qua l it y, t he n he must advis e
t he CE O t o fo cus o n pro fit a ble gr o wt h t hr o ugh po s it ive be ha vio r s,
insp ir at io n, s yner g y a nd de ma nd fo r exc e lle nce. I f t his ca nno t be
acco mp l is hed, o r t he vice pr es ide nt is not hear d at t he execut ive le ve l,
t he qua lit y depa r t me nt is impo t ent t o beg in w it h. Wit ho ut such
asser t io ns, qua lit y depar t me nt s canno t add va lu e. Lead ing a qua lit y
depar t me nt is not a jo b; inst ead, it is t he r o le o f an e va nge l ist and a

co unse lo r . I f we canno t cr eat e a qualit y st at e o f mind at t he execut i ve
le ve l, it canno t fi lt er do wn t o t he ma nag e me nt le ve l.
E xce l le nce in t he qua l it y depar t me nt me ans est abl is hing c lear t ar get s in
t er ms o f it s co nt r ibut io n t o pro fit a bil it y, r educt io n in co st o f qua l it y
t hr o ugh les s inspect io n a nd t est , and deve lo p ing ne w sk il ls. T he ma i n
pur po se o f t he qua l it y d epar t me nt bo ils do wn t o st r iving fo r per fe ct io n
in cr it ica l pr o cesses a nd suppo rt ing act ivit ie s t o war d sust aining
pr o fit able gr o wt h. S uch a pur po se wil l lead t o ide nt if ying act ivit ie s in
t he qua lit y depar t me nt such a s qua l it y t hink ing acr o ss t he co r po r at io n,
est ablis h ing t ar get s in e ver y depar t me nt fo r defin ing per fect io n,
ena bl ing e ffe ct ive pr o cesses a nd do cume nt at io n in e ac h depar t me nt ,
met ho ds o f ver if ying per fo r ma nce aga i nst t ar get s, t he capabi l it y a nd
dr ive t o o ver co me pr o ble ms, and t he abi lit y t o assess co r po r at e
per fo r ma nc e in achie ving bus ine ss o bjec t ives. T hes e ar e not eas y t asks,
but qualit y fo lk s mu st be w ill ing t o wo r k s mar t and har d.
I ha ve fo und t hat qualit y pr o fe ss io na ls s ee t he ir jo bs in t wo cat ego r ies ,
e it her as a leader o r as a ma nager . A qu a lit y leader finds o ppo rt unit ies
t o cr eat e va lue t hr o ugh his e ver - c ha ng i ng r o le, whi le adapt ing t o t he
o r ganizat io n’ s ne eds. T he qua lit y le ader fo r esees pr o ble ms,
co lla bo r at es and addr esses t he m pr o act ive ly.
On t he ot her hand, a qualit y ma nager passe s t ime at wo r k, per fo r ms
r o ut ine t hing s, and w he n pr o ble ms o cc ur , bla mes t he pr o cess o wner .
Qua lit y pr o fes s io na ls at all le ve ls mu st see t he ir ro le as a leader
dr iving va lue t hro ugho ut t he or ganiz at io n. Just like ot her a r eas in t he
co mpa ny, ever y qu a lit y pr o fes s io na l mu s t st r ive fo r per fect io n, o ut gro w
t he jo b a nd cr eat e new o ppo rt unit ie s fo r ever yo ne, inc lud ing o nese lf.
T he qua lit y pr o fe ss io n is at a cr it ic a l j unct ur e and mu st be view ed fo r
it s va lue pr o po sit io n in t he g lo ba l l y co mpet it ive envir o nme nt , and it s
fu nda me nt a l int ent fo r it s exist e nce.
S o we can sa y t hat at M/ S Whee ls I nd ia Lt d we can impr o ve t he qua l it y

by fur t her o pt imiz ing a nd br idg ing t he gap bet wee n t he act ua l a nd
des ir ed pr o cedur es.
CHAPTER 8
SUGGESTIONS
&
RECOMONDATION
Suggestions / Recommendations
T he suggest io ns I have g ive n fo r t he bet t er me nt ar e exp la ined be lo w:
 I t is ver y impo r t ant t o pro vide t he o ppo rt unit y t o t he emp lo yee s

o f t he o r ganizat io n t o expr ess t he ir id e as o r what ever t he y wa nt
t o expr ess.
 Ma nage me nt sho u ld c lear t he ir vis io n mis s io n a nd go a ls t o war ds
t he e mp lo yees in t he o r ganizat io n.
 Ma nage me nt sho uld invo lve t he wor ker s r epr esent at ive s in
ma nager ia l act ivit ies so t hat t he t r anspar enc y co u ld be ma int a ined
and t hr o ugh t his t he y ca n w in t he co nf id enc e o f t he e mp lo yee s.
 Ma nage me nt sho u ld g ive due impo rt ance t o me nt a l r e la xat io n
&so c ia l cu lt ur a l de ve lo p me nt o f an e m p lo yee s who st r ive s har d
fo r t he co mpa ny.
 Rewar d o r P r ais e/ appr ec iat io n wo r ks as mag ic fo r an ind iv idua l
and mo t ivat es t he m fo r wo r k.
 Ro le c lar it y o f eac h po sit io n s ho u ld be de fined and based o n t hat
ind iv idua ls ca n p la n t he ir wo r k acco r ding ly.
 S e lf- po t ent ia l s yst e m s ho u ld be e nco ur aged.
 T her e ar e r egular r eview and co mpar iso n o f cur r e nt & past
per fo r ma nc e t o det ect gr adual det er io r at io n in t he st r at egy.
 P ro per coo per at io n s ho u ld be nece ssar y in t he co mpa ny.
CHAPTER 9
BIBLIOGRAPHY
Bibliography
1. P ot er, M.E . ( 1990), T he co mpet it ive Ad va nt ages o f Nat io ns,

MacM i l la n P r ess Lt d. , Lo ndo n.
2. S aunder s, M. et al ( 2000) , r esear ch Met ho ds fo r Bus ines s
S t udent s, P r ent ice Ha ll, P ear so n
E ducat io n. ht t p: / / www. alk e mla bs. co m.
3. T he r e lat io ns hip bet ween t ot al qua l it y ma nage me nt pr act ices a nd
o per at io na l per fo r ma nce Re fe r e nces a nd fur t her r ead ing ma y be
ava i la ble fo r t his ar t ic le. Dan n y S amson an d M i le Terzi ovs ki .
4. T he r elat io ns hip bet ween o r ganizat io n st r at egy, t ot al qua lit y
ma nage me nt ( T QM), and o r ganiz at io n per fo r ma nce – – t he
med iat ing r o le o f T QM Dan i el I. Praj o go an d A mri k S . S oh a.
5. Ahir e, S. L. 1997. Manage me nt S c ie nce - T ot al Qua lit y
Ma nage me nt int er face s: An int egr at ive fr a me wo r k. I nt er faces 27
( 6) 91- 105.
6. Cua, K. O., K. E. McKo ne, and R. G. S chr o eder. 2001.
Re lat io ns hips bet ween i mp le me nt at io n of T QM, JI T , and T P M and
ma nu fact ur ing per fo r mance. Jo ur na l o f Oper at io ns M a nage me nt
19 ( 6) 675 - 694.
7. Ana nd, G. , P. T . War d, and M. V. Tat iko nda. 2010. Ro le o f
exp l ic it and t ac it kno wledge in s ix s ig ma pr o ject s: An e mp ir ic a l
exa m inat io n o f d iffer e nt ia l pr o ject succe ss. Jo ur na l o f Oper at io ns
Ma nage me nt 28 ( 4) 303 - 315.
8. Ho er l, R. W. 2001. S ix S ig ma black be lt s: what do t he y need t o
kno w? Jo ur na l o f Qua l it y T ec hno lo g y 33 ( 4) 391 –406.
9. “S ix S ig ma vs. Tot al Qua lit y
Ma nage me nt ” . ht t p: / / www. pmhut . co m/ s i x - s ig ma - vs- t ot al- qua lit y-
ma nage me nt . Ret r ie ved Apr i l 19, 2010.
Refe ren ce of B ooks
1. Qua lit y a ssur a nc e po lic ies & pr o cedur es: Jud it h M. Bu lau , Jo nes
& Bar t let t Lear ning, 01 - Apr - 1990 – Medica l – 351 pages
2. T ot al Qua lit y Ma nag e me nt R. : Ashle y Raw lins , 01 - Ju l- 2008 –
Bus ine ss & E co no mics – 352 pages
CHAPTER 10
CHAPTER 8
ANNEXURE
Annexure – Questionnaire / Balance sheet, etc.
Q UES TIO NNA IRE
Dear re sp on d en t s,
I am a st udent do ing MB A. I am under l ying a pro ject
na med “ANALYS IS O F TH E Q UALI TY PRO CEDUR ES AT M / S
WH EELS INDI A LTD. ”. So by fi l l ing t his quest io nna ir e p le ase he lp
me in co mp let ing my r esear c h pr o je ct .
Name : ……………………………….
Age : ……… ……………………….
Ad d re ss : ……………………………….
G en d er : ……………………………….
Desi gn at i on : ……………………………….
Con t act No. : ……………………………….
Q 1. Do you t hi n k t h at at Wh eels In d i a Lt d. i mp le men t good an d
p rop e r q u ali t y p roc ed u re?
Yes No
Q 2. “A p rop er q u ali t y p roced u re mad e Wh eels In d i a Lt d . on e of t h e
wel l kn owi n g comp an y”. Do you agree ab ove st at emen t ?
1 4 . St ro ng ly agr ee
1 5 . Agr ee,
1 6 . Neut r al
1 7 . Disagr ee
1 8 . St ro ng ly d is agr ee
Q 3. Do you feel t h at Q u ali t y Proced u re s gi ve h elp to good
p rod u ct i on resp on s e an d i n crease p rofi t i n Wh eels In d i a Lt d . ?
1 9 . St ro ng ly agr ee
2 0 . Agr ee,
2 1 . Neut r al
2 2 . Disagr ee
2 3 . St ro ng ly d is agr ee
Q 4. Wh at ot h er b en efi t ( s) d oes you r o rgan i zat i on gai n wi t h
IS O / TQ M ?
I mpr o ve P ro duct ivit y
I mpr o ve Mo r ale
Les s P aper
Les s Wast e
Les s Rewo r k
I ncr ease M ar ket S har e
Q 5. Does t h e fi rm’ s q u ali t y con t rol man u al req u i re a sp eci fi ed
ch eck li st to be u sed to asse ss i n d ep en d en ce an d
con t i n u an ce/ accep t an ce on each assu ra n ce en gagemen t ?
Yes No
Q 6. Do you t hi n k t h at Tot al q u ali t y con t rol i s ve ry e ssen t i al fo r
organ i zat i on ?
Yes No
Q 7. Does you r comp an y h ave a syst e m t o en su re t ech n i ca l d at a i s
cu rren t ?
Yes No
Q 8. Do you t h in k t h at t ech n i cal d at a st ored i n a man n er t o p reven t
d amage?
Yes No
Q 9. Does you r comp an y h ave a d ocu m en t ed p roced u re t o en su re t h at
sc rap p ed p art s are ret u rn ed t o t h e cu st ome r or mu t i lat ed b eyon d
rep ai r?
Yes No
Q 10. O veral l, Do you t hi n k t h at IS O /TQ M b ri n gs p osi t i ve effect t o
you r o rgan i zat i on ?
Yes No
Q 11. If th e p rop er q u ali t y p roced u re i s fol lowed wh i le accep t i n g t h e
row mat e ri a l i n an n u al.
Yes
No can’t sa y.
Q 12. H ow far i t i s feasi b le t o i mp rove q u ali t y t h ereb y red u ci n g
Ti me at mi n i mu m Cost ?
THANK
YOU

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A

NIT Graduate School of Management

The Quality Procedures At M/S Wheels India Ltd ” is a bonafide work of

Management (Academic Session 2022-23). This report is being submitted in partial

fulfillment of requirement for the course of Post Graduate Degree of Masters of

Business Administration (MBA) of Rashtrasant Tukadoji Maharaj Nagpur

Dr. Nilesh Yemde Dr.Mukesh Patil

Project Guide Director

submitted by me in partial fulfillment of requirement for the Degree of Master of

Business Administration of Rashtrasant Tukadoji Maharaj Nagpur University, is a

bonafide record of work exclusively carried out by me. It is the result of my

requirements of any course or examination of this or any other university. The

I would be failing in my duty if I omit to thank the Staff of Organization without

Intr oduc tion of Topic

 T he co mpa ny’ s ge ner a l go a ls

whic h t o me et t he m. I nst it ut ing a qua l i t y pr o cedur e abo ve a ll invo lves

 E xecut ive ar e fu l l y co mm it t ed.

 Gener a l wo r ker at t it ude t o war d t he co mp any.

O PERAT IO NS M ANAG EM ENT:

Oper at io ns ma nag e me nt fo cuses o n car e fu ll y ma nag ing t he pr o cesse s t o

T he co mp le xit ies of get t ing mat er ia l o r der ed, ma nu fact ur ed and

incr ea se t he sat is fact io n le ve l a nd co m m i t me nt t o war ds t he ir wo r k.

UNDERS TAND ING TO TAL Q UAL ITY M ANAG EM ENT ( TQ M)

S t at ist ica l Qua l it y Co nt ro l ( S QC) , a t heo r y de ve lo ped by Dr . W.

co nfo r ma nce t o r equir e me nt s. His fo cus has be e n o n z ero defect s and

qua lit y; dat a mu st be s yst e mat ica l l y co llect ed and a na l yz ed in a

S ELECT IO N AND ANALYS IS O F TQ M FRAM EWO RK S

An e xt ens ive lit er at ur e sur ve y ha s be en car r ied o ut t o se lect T QM

Ma ny co mpa nie s be l ie ve t hat t he co st s o f t he int ro duct io n o f T QM ar e

P r eve nt io n co st s ar e asso ciat ed wit h t he des ig n, imp le me nt at io n and

P rod u ct Req u i remen t s – T he set t ing spec ific at io ns fo r inco ming

E xt er na l fa ilur e co st s o ccur when t he pr o duct s o r ser vices fa il t o r each

T he qua lit y c yc le beg ins a nd e nds w it h t he user . I t st art s when t he

who supp lies t he m; w it h w hat t he y ne e d t o do t heir jo b a nd who t he

go ss ip and co lle ct ing r ando m dat a t han pa ying an accr ed it ed age nc y fo r

S ust aina bi l it y is de fined as ‘t he abi l it y o f an o r ganizat io n t o adapt t o

 T o p ma nage me nt co mm it me nt is no t seen and is no t fe lt ;

I n t he pr ese nt co nt ext , t her e is a need t o deve lo p a T QM sust a ina bi l it y

PDS A Cycle fo r S u st ai n ab le Develop m en t O f TQ M:

T he De ming ’s P DS A c yc le is a we ll- k no wn mo de l fo r co nt inua l pr o cess

B en ch marki n g: Fo r ma ny co mpa nie s be nc hmar k ing has be co me a

and ser vices. I n such a s it uat io n, co mpe t ing fir ms ha ve t o co nt inuo us ly

B u si n ess P roces s Reen gi n ee ri n g:

ma nage me nt sho u ld be kept t o as few le ve ls as po ss ible a nd t he span o f

Q UALITY M EAS UREM ENT TECH N I Q UES :

i mpr o ve me nt and pr o vide s a r e lia ble a nd o bject ive ba s is fo r dec is io n

Whe e ls I nd ia is pr o mo t ed by t he T VS Gr o up and was st ar t ed in t he

 Ma int a in lead er s hip in t he do me st ic mar ket and pr ese nce i n

Pad i , Pu n e , Ramp u r, B awal, S ri p eru m b u d u r an 10 mi l lio n 1, 930

Headquar t er s o f Ra mpur d ist r ict is R a mpur Ro wn a nd it is a par t o f

 Wh eel s fo r H eavy Veh i cle s

Al l I nd ia Or ga nizat io n o f E mp lo yer s ’ ( AI OE ) , an a ll ied bo d y o f

WH EELS INDIA PO LICY AND EQ UA L O PPO RTUN IT IES

T he Co mp a ny be l ie ve s t hat hu ma n r eso ur ces whic h ma nage t he ot her

 Whe e ls I nd ia pr o vides equa l o pport unit y t o it s e mp lo ye es a nd a l l

 Lack o f pat ent prot ect io n

 An u nfu l f i lle d cust o mer need

 E mer gence o f su bst it ut e pro duct s

 T o st udy t he Qua lit y Co nt r o l S yst e ms a s ado pt ed by Whee ls I nd ia

 To understand project evolut ion over time in industry.

 To ident ify skills set required to manage the project successfully.

Resear c h met ho do lo g y in a wa y is a wr it t en ga me p la n fo r co nduct ing

DATA CO LLEC TIO N