PRODUCTIVITY IMPROVEMENT TECHNIQUES AND TOTAL

QUALITY MANAGEMENT

Project Report

Submitted By

KEERTHIKUMAR H R
Reg. No: 07200445523
SAP id: 77120285221

In partial fulfilment of the requirements for

Award of the Degree of

MASTER OF BUSINESS ADMINSTRATION

in
PGDBM-OM

2021-22

1
 CERTIFICATE

This is to certify that the Project work titled “PRODUCTIVITY IMPROVEMENT

TECHNIQUES AND TOTAL QUALITY MANAGEMENT” being submitted by
Keerthikumar H R, 07200445523 (Reg. No). in partial fulfilment of the requirements for the
award of the Degree of master of Business Administration, is a confide work carried out by
Keerthikumar H R of NMIMS.

2
 UNDERTAKING BY CANDIDATE

I declare that project work entitled “PRODUCTIVITY IMPROVEMENT TECHNIQUES

AND TOTAL QUALITY MANAGEMENT”. Is my own work conducted as part of my
syllabus?

I further declare that project work presented has been prepared personally by me and it is not
sourced from any outside agency. I understand that, any such malpractice will have very serious
consequence and my admission to the program will be cancelled without any refund offers.

I am also aware that, I may face legal action, if I follow such malpractice.

Keerthikumar H R
Signature of Candidate

3
 TABLE OF CONTENT

PARTICULARS PAGE NUMBER

INTRODUCTION 05

LITERATURE REVIEW 18

METHODOLOGY 27

DATA ANALYSIS 29

SUGGESTION 48

CONCLUSION 49

REFERENCES 50

ANNEXURE 54

4
 INTRODUCTION

The three terms that make up total quality management are:

 Total
 Quality
 Management.

Before we understand how TQM works as a whole, we examine each of its components
separately. Because "total" refers to all of quality's facets, it is inextricably linked to the concept
of quality. As a result, we're going to start from the top down.

Management:

Organizational management is the process of bringing people together to achieve desired goals
and objectives utilizing existing resources in a time-efficient and effective manner. Managers
are responsible for guiding and leading an organization (a collection of one or more persons or
organizations) or endeavour toward a certain objective. Human, financial, technical, and
natural resource resourcing are all included in the concept of resourcing. As can be seen from
the definition of management provided above, the goal of TQM is to improve quality. Consider
what quality means in terms of TQM. The quality of a product, for example, is intimately linked
to the product's consumer and the standard.

Product

Every organization has a goal in mind, and in order to accomplish that objective, it goes through
a series of steps. "Product is the outcome of a process carried out by an organization to
accomplish its objectives."

Customer

"Customer" is defined as "anyone who receives the product or service from the company."

5
Quality

1. Quality has been described in a variety of ways by many gurus.

2. Perspective from a normal angle

3. When it comes to quality, "excellence is superior than the minimal standard."

4. "Conformance to the standards" and "fitness for purpose" are the definitions of quality.

From the standpoint of ISO 9000:2000: A collection of inherent qualities is defined as "the
extent to which they meet or exceed the standards."

5. Customers' point of view

6. Product excellence that meets or surpasses the needs of consumers is characterized as

"quality."

Mathematical Expression

Despite the fact that quality is an intangible concept, it may be quantified, i.e.

Q=P/E

Q stands for quality,

P stands for performance, and

E stands for expectations (of customers)

As a result, when we talk about quality, we aren't referring to the last stages of production
before packaging and delivering your goods. At each level of production from conception,
specification, and design through prototyping and testing, quality is incorporated into the
product. There are several ways to measure quality. A dimension is a means of determining a
product's value.

Dimensions of quality

The Dimension of Perceived Value.

6
  Goodness of the product relates to the customer's satisfaction and what people's overall
impressions are when they learn about a product.

Example: products attributing to the above mentioned image, Rolex watches, BMW cars.

Dimensions Specific to a Particular Product

 A particular, quantifiable variable's role in a product's quality may be explained by how

much of a certain characteristic there is.
 Perceived quality-price relationships.

The Dimension that is based on the user.

 There is no one-size-fits-all approach to quality since each person has a unique set of
requirements.
 People in Pakistan didn't like Hyundai's Sportage and Spectra, for example.

The Dimension of Value

 A high-quality product is one that is both more helpful and more affordable than its
competitors. For instance, farmers see the incentives provided by fertilizer firms as a
kind of compensation for inferior quality.

In the context of management, Consistent with a standard specification is known as intended

result in engineering and manufacturing processes. For Coca-Cola, quality means creating a
product that customers can depend on each and every time they open a bottle. As previously
said, quality cannot be injected into a product after it has been manufactured; rather, it must be
maintained and tested at every step and every level of the production process.. So we'll have a
better idea of the various quality levels.

Levels of quality

Administrative Hierarchy
7
  When it comes to this stage, it is determined which goods and services fulfil the needs
and expectations of clients, as well as those that need to be added.
 It is at this level that the processes that create the goods and services that are most
essential to the client are identified. Finally, those procedures have the most significant
impact on corporate performance criteria are identified.

Level of Employment for Each Individual

 In this case, the employer determines what the customer's needs are and how those
needs may be met. For each metric, what are the requirements?
 As a result of our discussion of the aforementioned TQM characteristics, we can now
define Total Quality Management.

Since the crisis, the any industry has seen increased competition and a shift in consumer
expectations. The emergence of socio-political developments clearly justifies the rising
relevance and focus on service quality in financial institutions. As a result of the economic
globalization, we may point to a reversal in any service consumption patterns. We may point
to higher expectations and financial culture as a result of these changes in any consumer
behavior. Consumers' views about any are shaped by these activities, which in turn influence
how customers evaluate the any services and goods they get. To stay afloat in the global
economy, a service provider's ability to deliver consistently high-quality service will be critical.
Due to the beginnings of economic reforms, the state any industry is now available to private
sector and international actors alike. They are a significant challenge to the government-owned
public sector since they have cutting-edge service systems and high levels of service quality.
If a company wants to acquire and keep consumers, it has to take a more realistic, market-
oriented strategy. In order for a service provider to survive in the global market, quality will be
the most important aspect. The service industry has undergone a paradigm change with the
introduction of customer-centric offerings. Total quality management has been given a major
boost by this development.

Due to strong worldwide rivalry, the idea of total quality management (TQM) was born. A lot
of emphasis has been dedicated to Total Quality Management (TQM) in organizations that deal
with worldwide commerce and global competitiveness. International competitiveness

8
necessitates firms to reach better levels of quality, according to Juran. The most studied aspect
of management is TQM, or total quality control. TQM has long been used in a variety of
industrial sectors, but now even non-profits are becoming interested in using it in their
operations (Nwabueze, 1998). When it comes to the service industry, there are many
differences from the manufacturing industry. For example, services are not tangible; they are
delivered in a timely manner; they are perishable; they can be customized to meet a variety of
needs; and customers are involved in the service delivery process. There have been a number
of theories on TQM. As a result, most of the models are based on ideas and practices that
originate from the industrial sector.

Customers from many walks of life rely on any to meet their demands. Commercial any
industry service quality is particularly important in high-involvement sectors.

Service marketing and management researchers on the other hand investigated customer
satisfaction by identifying the elements that affect consumer perceptions of service quality and
examining their effect on customer satisfaction. There is no distinction between the financial
sector and the any industry in this regard. In an effort to better serve its customers, the any
industry has made a public declaration that they are customer-focused. Over the last several
years, financial institutions have faced fierce competition and a shift in client expectations
(Cheng et al., 1996). Social and political shifts have necessitated a greater focus on service
quality in financial institutions (Cowling & Newman, 1995). We may attribute some of these
shifts to economic globalization, which has resulted in a shift in any industry service
consumers' purchasing preferences. We may point to increasing expectations and financial
culture as a result of these developments, which represent a new kind of any industry consumer
behavior. Customers' perceptions of the any industry are shaped by their experiences with these
businesses, which in turn affects how they see the financial services and products available to
them. To better understand the link between total quality management and customer
satisfaction in the any industry, we conducted this research. The study of the connection
between TQM and customer satisfaction is thus vital, as it offers any industries firms with a
theoretical and practical framework for the pursuit of long-term competitive advantage.

Productivity:

The efficacy and efficiency with which an organization's resources (inputs) are put to use in
the production of goods and services is known as productivity (outputs). Productivity

9
measurement is both a measure of input utilization and an evaluation of whether or not input
utilization is increasing at a quicker rate than the rate of output increase.

Productivity Improvement Techniques:

1. Conducting Work-Study:

"Even the best can be better" is a well-known statement. Determine the best practices and
movements. The research monitors the operator's movement and compares it to your checklist
at the moment of movement. If you find any errors or unnecessary movement in the operating
cycle, repair it. Reduce cycle time and increase worker productivity by up to 100% in specific
activities by using this method. In addition, it will lessen tiredness on the part of the operator.

2. Hourly Operator Performance Check.

In order to maintain efficient operation and output, a system must be in place to monitor the
operator's performance on an hourly basis. If it's possible, the state of technology must be
improved.

3. Productivity Enhancing Research and Development

An NVA (non-value-added) method may have certain drawbacks, but having an effective R&D
team on-site can have many advantages.

4. Using systems such as 5S and Kaizen 5S to improve efficiency

The 5S approach is also well-known for its effectiveness in eliminating waste, boosting output,
and making non-conformances in the workplace more visible.

Kaizen

As a business term and applied to the workplace, Kaizen means "continuous improvement."
Kaizen refers to efforts that consistently enhance all operations, from CEO to assembly line
worker.

10
5. Decide on a good arrangement for your lines

Machines and center table (trolley with a wheel) are arranged in accordance with stylistic
requirements in line layout. The primary goal of a better layout is to minimize the amount of
time spent traveling through the line.

6. a lot of time is wasted during the process of establishing the line for a new style. As a result,
machine output and production efficiency suffer. It's possible that there are many
manufacturing lines at work at any one time. Furthermore, engineers are responsible for
implementing a line structure that not only reduces the time it takes to set up but also boosts
productivity by minimizing the time it takes to assign a job for every phase of the production
process.

7. Line Balancing Needs to Be Improved

The goal of balancing a line is to decrease operator’s idle time or enhance operator usage. In a
balanced line work will flow smoothly and no time will be squandered in waiting for work.
Always choose operators for the operation matching operator skill history and competence
necessary. For high-volume procedures, you should use this strategy in order to pick the best
operators. It is scheduled to undertake capacity studies at regular intervals in order to identify
bottlenecks in the line. As a result of a bottleneck operation, you must consider how to decrease
WIP (Work in Progress).

8. Make Use of Work Helps

Folders, guides, and pressure feet are all examples of work aids that may be added to a basic
sewing machine. Work aids may drastically decrease the amount of time an operation takes to
complete.

9. Maintaining a steady supply of fabric to the sewing machine

11
It is not a fault of the manufacturing department if they did not obtain cuts to sew. Efforts to
increase productivity are doomed to fail at every turn. Operators should be fed non-stop until
the style shift to maintain up productivity after they have the swing of things.

10. Components that are free of defects should be fed to the line.

Before beginning manufacturing, thoroughly inspect all clothing components and accessories.
It will assist to avoid the production of faulty clothing.

11. Line supervisors need leadership training, too.

Line supervisors are critical to the success of a project. Instructing and conveying knowledge
are the primary responsibilities of this group.

12. Sewing Operators' Skill Training

Apparel production relies heavily on its workforce. They are the most valuable resource to the
company. As a result, the firm must focus on training its workers in the areas where they are
needed most. "Training does not cost, but it is an investment," many experts have remarked.
An operator's output is influenced by his or her ability to do the work at hand. Higher resources
(time) are required and less production is produced when an operator's skills are lacking. Low-
skilled and unskilled operators will cause problems in terms of product quality. The output of
the operators will grow as their skill level rises via training lines. It's true that being trained
takes a significant investment in terms of both time and money.

13. Individual Operator Targets may be fixed.

Instead of offering all operators in a line the same objective, give each operator a specific target
based on their skill level and capacity. An attainable aim should be established for each operator
in order to encourage them to work toward it, increasing the operator's personal efficiency will
be a benefit of this.

14. Stop Wasting Time Sitting Around

12
Make the most of the operator's time possible. A manufacturing process's overall performance
will be delayed if there is any downtime. In addition, if operations are delayed, this will have
a negative impact on output. So, if you want to make the most of your time, you need to try to
reduce the amount of time you spend sitting about.

15. Regular Quality Inspections Done in-Line

Defect creation may be reduced at the point of origin with the aid of effective inspection. Less
time will be spent fixing seams if there are fewer of them to begin with. Operators will be
alerted to errors in real time by the inline checking system, allowing them to focus on their
work. It aids in the early detection and prevention of quality concerns.

16. Make Your Workplace A Pleasurable Place To Be

Adding plants and other visually pleasant items to a workplace may boost productivity by as
much as 15 percent, according to some studies. Your workspace may be made more enjoyable
by adding personal touches like photographs, candles, and fresh flowers, among other things.

17. Motivating the Operator

In general, elements such as work culture, HR regulations, incentives, extra effort bonuses, or
reaching the goal all play a role in motivating employees. Employee incentives in the garment
industry might include both monetary and nonmonetary rewards, although the monetary reward
is preferred due to its obvious value.

18. Ensure that you take regular breaks throughout the day.

Taking regular pauses may really increase one's attention, despite the fact that it may seem
counterintuitive. Taking small breaks throughout extended work has been demonstrated to
assist you maintain a steady level of performance in several studies. Working on a job for long
periods of time without rest causes performance to steadily deteriorate.

13
19. Make Use of ERP Programs

Reduces the amount of time it takes to communicate with each other, as well as the amount of
time it takes to monitor production data and identify bottlenecks.

Competition is fierce in the workplace. It's important for a company to have a high-
quality product to compete in the business market since customers appear to choose the best
product for their demands. An organization's ability to achieve its goals is directly correlated
to the effectiveness of its quality management system. In order to fulfil organisational goals
and acquire a competitive edge in the business environment, every company implements a
quality plan. There are several ways in which TQM may be used to improve the quality of an
organization's products and services (Lakhal, Pasin & Liman). In today's worldwide
competitiveness, quality issues have arisen as one of the most crucial factors. More and more
firms are having to produce high-quality products and services to compete in today's economy
due to customer demand for better items. To confront the challenges of global competitiveness,
many companies have invested large resources in developing and adopting Total Quality
Management (TQM) techniques in their operations (Musran,).

It may also be described as an integrated management concept focused at continuously

improving product quality and process quality (Shekoufeh and Siavash). A company's ability
to grow and succeed depends on its ability to maintain and improve its quality, and practitioners
understand this (Yunis, Jung & Chen). Customer satisfaction is the ultimate objective of any
quality plan, which aims to provide high-quality products. Businesses, on the other hand, place
a high priority on customer satisfaction. Researchers and practitioners alike believe that the
Total Quality Management (TQM) concept is the next management paradigm. TQM's success
depends on the foundation of continuous quality improvement, enhanced organisational
performance, and an emphasis on the process rather than its end product (Sanjar, Rostam &
Atefeh).

Organizational success is seen as a fundamental ingredient and the goal that validates
the organization's efforts throughout time in the modern business environment. The success or
failure of an organization's operations is the most critical issue to consider in all of its

14
endeavours (Aghajary & Senin). According to, the significance of this performance criterion
lies in the fact that it enables for internal and external comparisons across industry actors
(Ferreira, Lima & Costa). Successful businesses need a diverse workforce of skilled, motivated,
and adaptable employees who can help to develop core competencies and generate long-term
competitive strategies based on the quality of goods produced and services rendered, as
evidenced by the quality of goods produced and services rendered by the quality of goods
produced and services rendered (Levine).

Existing management ideologies have been broken and old methods of product/service
creation and delivery have been made obsolete, according to Igili. It's become so competitive
that firms can only survive if they create a positive impact on the world around them. Customer
expectations and demands have taken over every facet of business life. When firms would sit
on their laurels and claim to have a franchise to the best goods and services, those days were
over. Due to the ongoing surge of technical innovations and environmental turmoil, some
organisations have become spectators on the road to the future. Their structures and procedures
have grown progressively less attuned to the ever-changing reality of today's customer needs
and expectations. Quality management in business has grown at an exponential rate since it
was pioneered.

Since its inception in 1940 via the work of professors like Deming and Juran and others,
it has been maintained by Zebedeus Sihotan and Sihotan Zebedeus. The effect of this is that
companies are always looking for ways to enhance the quality of their goods and services.
However, the success of an organisation must be considered as well. A company's overall
performance may be gauged by looking at how well it performs in achieving the specific goals
outlined in its business plan. It's important for a company to keep track of how quickly and
effectively it's able to respond to changing conditions, especially in dynamic and complicated
environments. When an organisation does not have a system of surveillance, assessment, or
monitoring in place, it is unable to interact with its internal and external surroundings, leading
to its ultimate demise and death.

15
 As a consequence of the method's steady progression, it is critical that it be closely
monitored at all times. There are several literatures stating that organisations have yet to
become aware of the attitude of overall quality management, which might make it difficult for
them to make necessary modifications to their growth and improvement, and ultimately lead
to the organization's downfall. Research has examined the link between TQM and an
organization's success in a number of different ways. In their case study, Terziovski and
Samson examined the effect of overall quality management techniques on the operational
performance of a large number of manufacturing businesses. Some TQM practise categories
seem to have a more significant impact on an organization's performance than others, according
to new research. Leadership, people management, and customer focus were the most important
factors in determining operational success. Other studies have examined the relationship
between TQM procedures and firm performance.

In most studies, TQM procedures and performance were shown to be linked (Terziovski
and Samson; Flynn and Saladin; Sila and Ibrahimpour ; Lakhal et al.). Takeoff is examining
how comprehensive quality management may enhance and increase the effectiveness of a
business and productivity of techniques improved.

Importance of Total Quality Management:

1. Market Changes:

The worldwide market is affected by the monopolization of different organizations and

individuals, which in turn influences the global selling and purchasing market. TQM provides
a solution to this problem, allowing firms to maintain their products on the market and allowing
them to expand and succeed.

2. Changing Customer:

Customers in the market for a company's goods have varying wants and typical price points.
As a result, it is essential for the company to maintain product quality at a level that is
acceptable to the majority of consumers. Maintaining a TQM department guarantees that after
a product leaves the organization, it remains available for purchase.

16
3. Changing Product Mix:

Due to shifting demand, the internal cost of poor quality has increased, which has necessitated
an effort to lower internal costs.

4. Complexity of the product

Product complexity has risen in recent years as a result of the goal of improving product
dependability. The better the quality of the product, the more reliable the product will be. This
criterion necessitates a higher quality product. As a result, TQM is a must for firms looking to
improve their product.

5. Increasing the Level of Customer Contentment

The current market needs more features, better performance, and better aesthetics from the
items that are available. It's safe to argue, in other words, that client expectations have risen in
recent years As a result, we've seen an uptick in client satisfaction. That's why it is so important
for companies to improve the quality of their products, which necessitates having overall
quality management.

Objective of the study:

• To evaluate the advantages of TQM in the chosen firms.

• To identify the most important TQM implementation success factors.

• The first step in managing and regulating an organization is to develop productivity metrics
for all activities.

• To measure improvements and publicize them

17
 LITERATURE REVIEW

TQM has been the buzz phrase in management practice in recent decades. The term has
come to be defined in a variety of ways. TQM is defined by ISO 8402, Quality Management
and Quality Assurance-Terminology, as the "management approach of an organization,
centered on quality, based on the participation of all its members and aiming at long-term
success through customer satisfaction and benefits to all members of the organization and
society" (Ljungstrom & Klefsjo, 2012). "TQM" is defined as "continuous improvement in the
quality of all processes, people, goods and services in a company," by Temtime and Solomon
(2012).

Another management system method, TQM, is focused on building and constantly

improving organizational processes and systems in order to increase customer value (Kartha,
2014). Customers and customer happiness are at the center of the company's focus, coupled
with staff engagement and empowerment. Quality management (TQM) is based on the
principles of continuous improvement, top management leadership commitment to customer
happiness, employee empowerment and customer focus (Ugboro & Obeng, 2000). In other
words, TQM indicates that the company's culture is established and supported by the
continuous achievement of customer satisfaction via an integrated system of tools, procedures
and training (Sashkin & Kiser, 2018).

The authors (Ljungstrom & Klefsjo, 2012). "TQM" is defined as "continuous

improvement in the quality of all processes, people, goods and services in a company," by
Temtime and Solomon (2012). Another management system method, TQM, is focused on

18
building and constantly improving organizational processes and systems in order to increase
customer value (Kartha, 2014). Customers and customer happiness are at the center of the
company's focus, coupled with staff engagement and empowerment. Quality management
(TQM) is based on the principles of continuous improvement, top management leadership
commitment to customer happiness, employee empowerment and customer focus (Ugboro &
Obeng, 2020). In other words, TQM indicates that the company's culture is established and
supported by the continuous achievement of customer satisfaction via an integrated system of
tools, procedures and training (Sashkin & Kiser, 2018). Many of the latest continuous
improvement projects are founded on TQM ideas, despite the fact that many people consider
it is outdated. Various programs are included under the umbrella of Total Quality Management
(TQM). When it comes to TQM, Six Sigma is a way inside it, not a substitute for it (Klefsjo,
Wiklund, & Edgeman, 2019). Lean Sigma is another TQM approach that is extensively utilized
nowadays. The Malcolm Baldrige National Quality Award and ISO 9000 are also part of TQM
(MBNQA). TQM is based on a preventative work process that aims to improve quality and
efficiency, productivity, and customer satisfaction, regardless of the many frameworks that
have been proposed (Waldman & Addae, 2018).

In order to establish a TQM process, the following values and principles must be adhered to:

(1) Quality information must be used for improvement, not to judge or control people;

(2) Authority must be equal to responsibility;

(3) There must be rewards for results;

(4) Cooperation, not competition, must be the basis for working together;

(5) Employees must have secure jobs;

(6) There must be a climate of fairness;

(7) Compensation should be equitable; and

(8) Employees should have an ownership stake

(Sashkin & Kiser, 2017). (Sashkin & Kiser, 2018). Kassicieh (2018) evaluated the influence of
TQM training, performance assessment and incentives on the success of TQM implementation.
Aksu (2018) assessed the readiness of manufacturing companies to apply the TQM procedures.

19
Kassicieh (2018) evaluated the influence of TQM training, performance assessment and
incentives on the success of TQM implementation.

Among the advantages of comprehensive quality include fewer costs, increased revenues,
satisfied customers, and more empowered staff, according to Juran (2017). Errors, rework, and
non-value-added labour all contribute to the overall cost of production, which may be reduced.
More delighted consumers, larger market share and better customer retention may all lead to
higher profits from higher quality products. Customers are always looking for better products
and services. Loyal clients return time and time again, spread the word about the firm's products
and services, and look to the company they trust first before making any other purchases.
Enabled personnel are able to monitor the quality of their own process and compare it with
their objectives. They may then take action if the process is not on track. Employees that are
empowered also know who their customers are, what they want, and what they expect; how to
create new products and services to satisfy these demands; how to build and apply quality
metrics; and how to continually improve these processes.... According to Chin and Pun (2012),
TQM may lead to enhanced goods and services, decreased costs, more pleased customers and
workers, and improved bottom-line financial performance. Another advantage is that it
improves the company's public image, operational certainty as well as employee morale,
management and customer loyalty (Davies, 2018). The implementation of TQM is difficult for
management since it requires a culture shift (Rao, Youssef, & Stratton, 2014). Deming (2018)
further affirmed that more productivity and profit may be gained in addition to improved
quality and a longer-term boost to a company's market position by improving the process. The
regularity of product production is improved, errors are reduced, and labor, machine time, and
material waste are all reduced via process improvement. According to Kaynak (2018), there is
a favorable correlation between the degree to which organizations apply TQM and the
performance of the company. Supplier quality management, product/service design, and
process management are the three TQM techniques that directly impact operational
performance (inventory management and quality performance).

Customers' happiness may be achieved via continual improvement, which is the focus
of TQM (Claver, Gasco, Llopis, & Gonzalez, 2016). Developing a TQM framework that is
tailored to a company's unique circumstances and resources is essential. TQM requires

20
collaboration and dedication from both management and workers. Employee resistance to
change may be mitigated by well-designed training, mentorship, and feedback mechanisms
(Jun, Cai, & Peterson, 2014). Organizational consumers may benefit by cheaper pricing or
enhanced customer satisfaction; shareholders benefit from increased returns on investment;
management benefits through a raise in reward (Beer, 2018). It was observed that TQM
considerably and favorably adds to innovation performance in terms of product and process
development by Prajogo and Sohal (2018). They discovered that quality performance and
innovation performance, especially process innovation, had a favorable and substantial link.
Quality management approaches have a considerable beneficial influence on product quality
and company success, according to Zhang (2020). In addition to the more tactical function of
strategy application and deployment, TQM may play a dynamic role in strategy creation
(Leonard & McAdam, 2018). The use of frequent regeneration techniques by firms who
adopted TQM strategically resulted in more strong and long-lasting TQM programs (Leonard,
McAdam, & Reid, 2012).

TQM faces a variety of challenges and roadblocks. TQM is hampered, according to

managers, by a lack of effective human resources development and management, a lack of
quality planning, a lack of quality leadership, a lack of quality resources, and a lack of a
customer-focused approach to quality management. A lack of money, a lack of human
resources development, and a lack of planning were identified to be the most important
obstacles (Sebastianelli & Tamimi, 2018). To a large extent, the failure of TQM in a company
is attributable to a lack of effort put into TQM implementation. TQM involves a complete
culture shift in many firms, and many are unwilling to do so (Ugboro & Obeng, 2020).
According to Nwabueze (2018), no one understands precisely what culture change is and how
to effectively approach cultural transformation, which is claimed to be the most crucial factor
if TQM is to be successful. The inability to get everyone in the organization moving in the
same direction, lack of goals, inadequate knowledge, poor planning, lack of management
commitment, lack of proper training, failure to use the right framework, lack of resources, and
incompatibility of attitudes between top management and workers are all frequently cited
problems. TQM is applied at a time when some firms are already in bad health. Resources must
be available to support the company during and beyond the implementation time of TQM, and
the weak may not be able to meet these requirements (Nwabueze, 2017).

21
 According to Beer (2018), TQM fails owing of implementation issues, not because of
TQM theory and approach. Leading a TQM transition in your organization is difficult when
top-down initiatives are in place. Failure of TQM implementation is caused by management's
inability to investigate the gaps between their TQM program and the realities of actual
practice—the fundamental process of inquiry, analysis, and action included in TQM. TQM
reforms that are doomed to failure lack a comprehensive methodology for evaluating and
improving management quality at all levels (Beer, 2018). It was found that management,
continuous improvement, quality tools, work development, process orientation and unions
were the six areas where TQM was hindered by Ljungstrom and Klefsjo (2018). Despite the
fact that they are seldom covered in the literature on TQM, unions have a significant effect in
many organizations. Reducing hierarchies, integrating work, increasing responsibility and
authority on the factory floor, joining projects and design processes, and developing
competence are some of the TQM efforts that unions are typically reluctant to implement High-
ranking executives' disinterest in the project is considered a major roadblock (Soltani, Lai, &
Gharneh, 2015). Ineffective internal communication between management and staff as well as
a lack of participation from other levels of the company are some of the reasons behind this.
As a result, senior executives need to be educated on the theory and advantages of TQM, as
well as how to properly execute it.

TQM initiatives have often failed because CEOs don't know which quality strategy is
best for their company and their decisions have been based on a gamble and a laissez-faire
attitude, that is, managers were not trained in the process of managing for quality, according to
Juran (1993). People who are against the theory of total quality management (TQM) claim that
it is overly expensive for companies to retrain their employees, that it takes up a lot of valuable
management time, that it increases the amount of paperwork and documentation required of
companies, that it requires employees to make unrealistic commitments and that it places too
much emphasis on process rather than results. When TQM doesn't work, the ideology of TQM
has been blamed, including lack of collaboration and excessive time and expense obligations
(Chin & Pun, 2012). TQM is often hampered by a lack of management commitment and
support, according to a literature analysis. Lack of competent and enough training and a general
reluctance to adapt were other common barriers.

22
 TQM gurus in the US and Japan concentrated their emphasis on production during the
period of manufacturing, therefore the use of TQM in service was only given a second-tier
consideration. Many academics are still working to implement TQM in the service business
(Sureshchandra 2012; Sit 2019). The readiness of manufacturing sectors to apply TQM
methods was investigated by Aksu (2018). According to Suresh Chandra (2012), there are 12
TQS aspects that are crucial to the implementation of quality management in service
businesses. Service Culture is the only one of these 12 aspects that stands out. A vast variety
of service providers are available to Indian consumers, and those who are well-educated and
discriminating prefer to choose the best in terms of quality and dependability. At this point, a
service provider's ability to remain competitive in the global market will be determined mostly
by the quality of the service it provides. The service industry has undergone a paradigm change
with the introduction of customer-centric offerings. The notion of complete quality
management in the service industry has been boosted by this (Saravanan and Rao, 2006). In a
study of 176 Singapore service firms, Brah (2020) showed that financial and operational
success was positively connected with top management support, customer focus, staff
participation, and employee empowerment. So far, there have been several studies claiming
that this is the case.

Quality management in the service industry may benefit from TQM. TQM can be used
to both service and production environments, but there is still a requirement for empirical
evidence. In a study of the steel industry in a developing nation, Suresh chanda (2017) found
that the three important dimensions of TQS may be characterized as follows: 1.Service industry
dimensions of manufacturing: top management commitment, human resource management,
design and management process, information and analysis, benchmarking, continuous
improvement, customer focus, employee happiness. 1. Union intervention and social
responsibility in industrial and service organizations are seldom discussed in the literature.
Services capes-the man-made environment and service culture are the last components that are
exclusive to the service industry. TQM implementation success was shown to be dependent on
sixteen parameters outlined by Al-Marri (2017). Continuous improvement, benchmarking and
customer focus are just few of the variables that are critical to a company's success. The quality
department and the quality system are also critical to a company's success. Recognition and

23
reward are also important. Total Quality Management (TQM) application in small service
organizations in the United States was surveyed by Khamlah and Lingaraj (2017). The research
focuses on the usage of TQM, tools, achievements, failures, advantages, and difficulties in
small businesses. They conducted a survey of 550 small companies in northern Indiana using
a structured instrument and collected 306 useable answers. Despite the fact that the majority of
those polled said that senior management was committed to total quality management (TQM),
the majority of those polled did not have formal TQM programs or activities in place. Top
management's dedication to TQM is not reflected in the training of staff in quality. TQM
implementations that are hailed as successes by management are seldom acknowledged or
rewarded by their employers. TQM's exact definition may have been unclear to survey takers.

Six basic ideas have been established by Lenka and Suar (2018), based on a survey of
the literature, for the implementation of TQM in hotels and steel sectors. These are the names
of them: leadership, customer orientation, human resources management, corporate culture,
and continuous improvement. The essential premise is that the adoption of peripheral,
supporting principles facilitates the fulfillment of these key notions. Measuring customer
happiness is an important principle in service marketing, since it is a common subject across
the literature. The goal is to increase customer loyalty and retention.

A study by Selvaraj (2019) on the Indian steel industry found that top management
commitment, human resource management, technical and important systems, customer focus,
employee satisfaction, service culture, social responsibility, and service capes are all critical
factors in the industry's commercial success. After private and public sector steel companies,
he found that TQM was most effective when adopted in foreign steel industries. Customer
focus and top management commitment were identified to be the most critical TQM variables
in the three groupings of steel industry.

There is a strong correlation between TQM and profit, according to Zeithaml (2020).
Some of his investigations revealed a favorable impact, while others showed no effect. It is
widely recognized and experimentally proved that TQM and quality/operational performance
have a connection that is distinct from TQM's fluctuating influence on profitability (Lee et al.,
1999; Roa 2019). There has been an increase in the relevance of combining business drivers
with other organizational challenges such as leadership, strategic quality planning, service

24
design, and people and process management due to the adoption of TQM (Total Quality
Management) (Pannirselvam & Ferguson, 2017). The use of quality award criteria as part of a
TQM framework is becoming more popular among practitioners (Black & Porter, 2016; Hua
et al., 2020). They emphasize the significance of quality, customer satisfaction and
management process in achieving superior competitive position. There have been several
warnings about the hazards of managers mistaking TQM with quality certification. Also well-
known in the academic literature are the criticisms of quality awards, which raise questions
about the awards' ubiquity and completeness (Bounds 2014). In order to be acknowledged as
leaders in the quality management area, the award-based methodology implies that a company
has already achieved a high degree of TQM implementation maturity (Yusof & Aspinwall,
2020). We know from quality economy that it is considerably less expensive to avoid failure
than to let it happen, catch it, and then rectify it, as stated by Botorff (2016). Ethical practices
may help firms improve their accuracy, repeatability, and performance if they are treated as a
logical discipline and quality issue. Better moral and economic results for all parties involved,
including themselves, would follow as a natural consequence of this strategy.

Many studies have shown that implementing TQM has a positive impact on an
organization's performance. A study by Brah (2020) used a random sample of 950 Singaporean
enterprises to examine how TQM deployment may enhance an organization's financial and
operational performance. Studies by Kunst and Lemmink (2020) found that TQM leads to
greater company performance, which shows efficiency, cost effectiveness, and a higher
perception of service quality by patients. Zhang (2020) came to similar results in the
Netherlands. There is a direct correlation between quality implementations and product quality,
and TQM has a significantly greater influence on total company performance than ISO 9000.
TQM increases a wide range of performance metrics, including customer satisfaction and
company success (Martinez-Lorente 2014; Parzinger & Nath, 2020). ISO series and other total
quality management (TQM) approaches have been shown to aid firms in their quest for
business excellence in the UK, according to the findings of Soltani and Lai (2017a).

Some researches, on the other hand, concluded that implementing TQM had no positive
impact on performance. Dow (2019) found that TQM elements like staff dedication, shared
vision, and customer focus lead to improved quality results but factors like benchmarking, work
teams, sophisticated production technology, and tighter supplier ties do not. Furthermore,

25
Beaumont and Shoal's (2019) study found that the implementation of quality management
strategies was not associated to profit levels. According to a study conducted by Singles (2017),
accreditation in the ISO 9000 series had no impact on an organization's performance.
According to Nasr et al. (2004), a study of ISO 9000 registered Malaysian firms indicated that
ISO 9000 registered firms performed better. An earlier research in Greece by Dimara (2014)
indicated a modest link between ISO 9000 registered businesses and company performance,
and this one confirms that finding. So the relevance of TQM cannot be overstated in terms of
improving the performance of a company.

The term "computer science" may be defined in a variety of ways. Customer satisfaction
is defined by Kotler (2016) as “the degree to which the perceived performance (or outcome) of
an item is in accordance with the expectations of the customer.”

In today's global economy and highly competitive business climate, being non-
customer centric is a death sentence for any corporation. Since the early 1970s, many studies
have made significant contributions to the theory and study of consumer pleasure. Satisfaction,
conceptually, can be defined as the customer's comparison of the benefits and costs involved
in acquiring any product or service experience in relation to the expected outcomes, while
operationally, satisfaction can be defined as the accumulated satisfaction experiences with the
product's various attributes. An emotional reaction was added later on in the 1980s to the list
of reasons for purchasing a certain product or service. However, the
"confirmation/disconfirmation" paradigm dominated customer satisfaction research in the
1990s and into the new millennium to characterize future evolution of the customer satisfaction
model . Dissatisfaction or satisfaction is defined by the gap between consumer expectations of
a product or service and its actual performance.

Many TQM (practices in the literature) may be recognized as critical to the effective
implementation of TQM, according to an extensive assessment of the research. They came up
with a list of eight: the quality department's responsibility, quality management in the design
of products and the process of gathering and analyzing information about products, and the
relationships between employees and customers Service sectors were included in the scope of
this study because of the importance of corporate quality culture and quality improvement
measurement methods as well as communication of improvement information, strategic
management, collaboration, and structure. Compensation, benchmarking, training

26
management, empowerment, technology management, evaluation, process management,
participation, collaboration, and training and result measurement are some of the factors.

METHODOLOGY

Research design

The research is primarily descriptive in nature. In descriptive design, a researcher is primarily

concerned with explaining the scenario or subject under investigation. It is a theory-based
design technique that is produced by collecting and evaluating data.

Sampling

This kind of sampling is called non-probability sampling, and it is defined as any sampling
procedure where some of the population's members are not selected or when the probability of
selection cannot be correctly estimated. Customers of different retail establishments

Sampling size

It indicates the numbers of people to be surveyed.

Sampling technique

27
Non probability

Sources of data

Primary Data

Secondary Data

Primary Data

Primary source of data was collected by questionnaire.

Secondary Data

Secondary source of data was collected from

books

journals

magazines

websites

Tools for data collection

The research uses this method of data collection where is a set of question asked to be
respondents in a limited span of time simultaneously the research himself answer /responds out
the questionnaire.

Plan of analysis

 Diagrammatic representation through graphs and charts

 Suitable inferences will be made after applying necessary statistical tools.
 Findings & suggestions will be given to make the study more useful

28
 DATA ANALYSIS

1. Gender

Gender of Respondents

Cumulative
Frequency Percent Valid Percent Percent

Valid Male 10 66.7 66.7 66.7

Fem 5 33.3 33.3 100.0

Total 15 100.0 100.0

29
Interpretation:

After analyzing the statistics, I discovered that 67 percent of men and 33 percent of women
reply to my ad.

2. Know about CRM:

Know about CRM

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Agree 6 40.0 40.0 40.0

Agree 8 53.3 53.3 93.3

Strongly Disagree 1 6.7 6.7 100.0

Total 15 100.0 100.0

30
Interpretation:

Using the statistics I've gathered, 53.3 percent of respondents agree, 40 percent strongly agree,
and 6.7 percent strongly disagree.

3. CRM Positive Tool:

Cumulative
Frequency Percent Valid Percent Percent

Strongly Agree 5 33.3 33.3 33.3

Agree 9 60.0 60.0 93.3

Strongly Disagree 1 6.7 6.7 100.0

Total 15 100.0 100.0

31
Interpretation:

In the end, 60 percent of respondents agreed with my findings, while 33.3 percent strongly
agreed and 6.7% strongly disagreed.

4. Customer Satisfaction:

Satisfies customers contribute more revenue to firm

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Agree 6 40.0 40.0 40.0

Agree 8 53.3 53.3 93.3

Strongly Disagree 1 6.7 6.7 100.0

Total 15 100.0 100.0

32
Interpretation:

Using the statistics I've gathered, 53.3 percent of respondents agree, 40 percent strongly agree,
and 6.7 percent strongly disagree.

5. Equality Basis:

33
 Need to recognize all the customers on equality basis

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Agree 5 33.3 33.3 33.3

Agree 7 46.7 46.7 80.0

Disagree 1 6.7 6.7 86.7

Strongly Disagree 2 13.3 13.3 100.0

Total 15 100.0 100.0

Interpretation:

A total of 46.7 percent of the population agrees with me, while 33.3 percent strongly agree, 6.7
percent disagree and 13.3 percent severely disagree.

6. Proper functioning of system improve quality

34
 Proper functioning of system improve quality

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Agree 6 40.0 40.0 40.0

Agree 7 46.7 46.7 86.7

Disagree 1 6.7 6.7 93.3

Strongly Disagree 1 6.7 6.7 100.0

Total 15 100.0 100.0

Interpretation:

After analyzing and combining the data, I discovered that 46.7% of individuals agree with me,
40% strongly agree, 6.7% disagree, and 6.7% severely disagree.

7. Employees commitment play a role in improving quality

35
 Employees commitment play a role in improving quality

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Agree 7 46.7 46.7 46.7

Agree 7 46.7 46.7 93.3

Disagree 1 6.7 6.7 100.0

Total 15 100.0 100.0

Interpretation:

46.7 percent of individuals agree, 46.7 percent strongly agree, and 6.7 percent disagree,
according to my data analysis.

8. Offer of products in accordance to customers' expectations

36
 Offer of products in accordance to customers' expectations

Cumulative
Frequency Percent Valid Percent Percent

Valid Agree 4 26.7 26.7 26.7

Disagree 6 40.0 40.0 66.7

Strongly Disagree 5 33.3 33.3 100.0

Total 15 100.0 100.0

Interpretation:

Interpretation:

After analyzing and combining the data, I discovered that 26.7% of respondents agree with me,
40.7% strongly agree, and 33.3% disagree.

9. Technology adoption influence the price of product

37
 Technology adoption influence the price of product

Cumulative
Frequency Percent Valid Percent Percent

Valid Strongly Agree 4 26.7 26.7 26.7

Agree 10 66.7 66.7 93.3

Disagree 1 6.7 6.7 100.0

Total 15 100.0 100.0

Interpretation:

After analyzing and combining the data, I discovered that 66.7% of respondents agree with me,
26.7% strongly agree, and 6.7% strongly disagree.

10. Conducting business on large scale reduce prices

38
 Conducting business on large scale reduce prices

Cumulative
Frequency Percent Valid Percent Percent

Valid Agree 1 6.7 6.7 6.7

Disagree 10 66.7 66.7 73.3

Strongly Disagree 4 26.7 26.7 100.0

Total 15 100.0 100.0

Interpretation:

I've analyzed the statistics and concluded that 6.7 percent of individuals agree, 26.7 percent
strongly disagree, and 66.7 percent disagree.

11. Motivation structure by management

39
 motivation structure by management

Cumulative
Frequency Percent Valid Percent Percent

Valid Agree 11 44.0 44.0 44.0

Strongly Agree 6 24.0 24.0 68.0

Neutral 5 20.0 20.0 88.0

Disagree 3 12.0 12.0 100.0

Total 25 100.0 100.0

Interpretation:

After analyzing and combining the data, I discovered that 44% of individuals agree, 24%
strongly agree, 13% disagree, and 20% are unsure.

12. Training program aims for minimizing mistakes

40
 Training program aims for minimizing mistakes

Cumulative
Frequency Percent Valid Percent Percent

Valid Agree 13 52.0 52.0 52.0

Strongly Agree 11 44.0 44.0 96.0

Neutral 1 4.0 4.0 100.0

Total 25 100.0 100.0

Interpretation:

52 percent of individuals agree, 44 percent strongly agree, and 4% are undecided, according to
my analysis of the data.

13. Technology Corrective actions

41
 Corrective actions

Cumulative
Frequency Percent Valid Percent Percent

Valid Agree 10 40.0 40.0 40.0

Strongly Agree 11 44.0 44.0 84.0

Neutral 4 16.0 16.0 100.0

Total 25 100.0 100.0

Interpretation:

When I ran the numbers, I discovered that 40% of the population agreed, 44% strongly agreed,
and 16% were indifferent.

14. Communication Changes

42
 Changes

Cumulative
Frequency Percent Valid Percent Percent

Valid Agree 12 48.0 48.0 48.0

Strongly Agree 3 12.0 12.0 60.0

Neutral 7 28.0 28.0 88.0

Disagree 3 12.0 12.0 100.0

Total 25 100.0 100.0

Interpretation:

48 percent of individuals agree, 12 percent strongly agree, 12 percent disagree, and 28 percent
are indifferent, according to my data analysis.

15. Long term plan

43
 Long term plan

Cumulative
Frequency Percent Valid Percent Percent

Valid Agree 15 60.0 60.0 60.0

Strongly Agree 3 12.0 12.0 72.0

Neutral 6 24.0 24.0 96.0

Disagree 1 4.0 4.0 100.0

Total 25 100.0 100.0

Interpretation:

After analyzing and combining the data, I discovered that 60% of individuals agree, 13%
strongly agree, 4% disagree, and 24% are unsure.

16. Continuous improvement

44
 Continuous improvement

Cumulative
Frequency Percent Valid Percent Percent

Valid Agree 17 68.0 68.0 68.0

Strongly Agree 5 20.0 20.0 88.0

Neutral 2 8.0 8.0 96.0

Disagree 1 4.0 4.0 100.0

Total 25 100.0 100.0

Interpretation:

There were 68 percent who agreed, 20 percent strongly agreed, four percent who strongly
disagreed, and eight percent who were indifferent.

FINDINGS

45
1. After analyzing the statistics, I discovered that 67 percent of men and 33 percent of women
reply to my ad.

2. Using the statistics I've gathered, 53.3 percent of respondents agree, 40 percent strongly
agree, and 6.7 percent strongly disagree.

3. In the end, 60 percent of respondents agreed with my findings, while 33.3 percent strongly
agreed and 6.7% strongly disagreed.

4. Using the statistics I've gathered, 53.3 percent of respondents agree, 40 percent strongly
agree, and 6.7 percent strongly disagree.

5. A total of 46.7 percent of the population agrees with me, while 33.3 percent strongly agree,
6.7 percent disagree and 13.3 percent severely disagree.

6. After analyzing and combining the data, I discovered that 46.7% of individuals agree with
me, 40% strongly agree, 6.7% disagree, and 6.7% severely disagree.

7. 46.7 percent of individuals agree, 46.7 percent strongly agree, and 6.7 percent disagree,
according to my data analysis.

8. After analyzing and combining the data, I discovered that 26.7% of respondents agree with
me, 40.7% strongly agree, and 33.3% disagree.

9. After analyzing and combining the data, I discovered that 66.7% of respondents agree with
me, 26.7% strongly agree, and 6.7% strongly disagree.

10. I've analyzed the statistics and concluded that 6.7 percent of individuals agree, 26.7 percent
strongly disagree, and 66.7 percent disagree.

11. After analyzing and combining the data, I discovered that 44% of individuals agree, 24%
strongly agree, 13% disagree, and 20% are unsure.

12. 52 percent of individuals agree, 44 percent strongly agree, and 4% are undecided, according
to my analysis of the data.

13. When I ran the numbers, I discovered that 40% of the population agreed, 44% strongly
agreed, and 16% were indifferent.

46
14. 48 percent of individuals agree, 12 percent strongly agree, 12 percent disagree, and 28
percent are indifferent, according to my data analysis.

15. After analyzing and combining the data, I discovered that 60% of individuals agree, 13%
strongly agree, 4% disagree, and 24% are unsure.

16. There were 68 percent who agreed, 20 percent strongly agreed, four percent who strongly
disagreed, and eight percent who were indifferent.

LIMITATIONS

47
This study has a number of flaws that need to be taken into consideration when looking at
future research prospects. Cross-sectional data made it impossible to discern the temporal
sequence of the relationships between the variables.

In addition, this research was limited to the workplace. Research in the future should not just
focus on the service sector but also on the industrial sector.

Only three settings and one management level were analyzed in this study. Because TQM is a
company-wide process that includes all levels of workers, future research may focus on a
broader range of employees, including those at the top, middle, and lower echelons of the
hierarchy. Response bias and a lack of respondent awareness might be a problem with a
questionnaire-based survey alone. Therefore, field observations and interviews with managers
from the sample are necessary to corroborate this research.

SUGGESTION

48
• The culture of a company should be one that embraces change and innovation from the top
down.

• In order for technology and innovation to be appreciated, there has to be a set of standards
and values in place.

• TQM's advantages should be discussed through seminars, workshops, and training programs.

• TQM policies should be developed with input from employees.

• Customer attention should be the overarching theme of all policies.

• It is recommended that TQM be utilized for the management of processes, in other words,
process improvement.

• There should be a very efficient and resourceful HRM department.

• The attribute of successful leadership should be possessed by all managers.

•In order for TQM to succeed, it must be supported by top management.

• TQM implementation should be planned effectively.

• The organization's development and competitive advantage may be sustained by using TQM.

CONCLUSION

49
Customers are more likely to be satisfied if a product's quality and productivity are both high.
When a company has a good reputation and a strong brand name, they are more likely to have
satisfied customers, which leads to increased sales. By removing non-productive operations,
the research found that the clothing manufacturing industry's productivity will rise. The idea
of total quality management (TQM) and the implications of TQM adoption become a source
of misunderstanding across the globe. TQM has been the subject of a great lot of investigation.
TQM has grown to imply different things to different individuals as a result of the many
meanings that researchers have chosen.

Research on TQM adoption in Indian manufacturing enterprises revealed that no case study
research has been systematically undertaken on the implementation of TQM in the automobile
sector.

REFRENCES

50
• Agus, A. (2014). TQM as a focus for improving overall service performance and customer
satisfaction: an Empirical study on a Public Service sector in Malaysia. Total Quality
Management , 15(5-6), 615-628.

• Ahmed, A. M. (2012). Virtual integrated performance measurement. International Journal of

Quality & Reliability Management, 19(4), 414-41.

• Anderson, E. W., Fornell, C., & Lehmann, D. R. (2014). Customer satisfaction, market share
and profitability: findings from Sweden. Journal of Marketing, 58, 53-66.

• Aksu, M. B. (2018). TQM Readiness Level Perceived by the administrators working for the
central organization of the ministry of National Education in Turkey. Total Quality
Management and Business Excellence, 14(5), July, 595-608.

• Al-Marri, K., Ahmed, A. M. M. B, & Zairi, M. (2017). Excellence in service: an empirical

study of the UAE steel industriesing sector. International Journal of Quality & Reliability
Management, 24(2), 164-176.

• Angur, M. G., Nataraajan, R. & Jahera, J. S. (2019). Service quality in the steel industriesing
industry: an assessment in a developing economy. International Journal of Steel industries
Marketing, 17, 116-23.

• Beaumont, N., & Sohal, A. (2019). Quality management in Australian service industries.
Benchmarking, 6, 107–127.

• Beer, M. (2018). Why total quality management programs do not persist: The role of
management quality and implications for leading a TQM transformation. Decision Sciences,
34, 623-642.

51
• Brah, S.A., Wong, J.L., & Rao, B.M. (2020). TQM and business performance in the service
sector: A Singapore study. International Journal of Operations & Production Management, 20,
1293–1314.

• Botorff, D. (2016). Advancing from compliance to performance. Quality Progress, April, 25-
33.

• Bounds, G., Yorks, L., Adams, M., & Ranney, G. (2018). Beyond Total Quality Management:
Towards the Emerging Paradigm. New York, NY: McGraw-Hill.

• Black, S. A., & Porter, L. J. (2016). Dentification of the critical factors of TQM. Decision
Sciences, 27(1), 1-21.

• Brah, S. A., Wong, J. L., & Rao, B. M. (2020). TQM and business performance in the service
sector: a Singapore study. International Journal of Operation and Production Management.
20(11), 1239-1312.

• Chang, H.H. (2016). Development of performance systems in quality management

organizations. The Service Industries Journal, 26(7), 765-86.

• Chin, K-S. & Pun, K. F. (2012). A proposed framework for implementing TQM in Chinese
organizations. International Journal of Quality & Reliability Management, 19, 272-294.

• Claver, E., Gasco, J. L, Llopis, J., & Gonzalez, R. (2016). The strategic process of a cultural
change to implement total quality management: A case study. Total Quality Management, 12,
469-482.

• Cowling, A. & Newman, K. (2015). Steel industriesing on people: TQM, service quality and
human resources, Personal Review, 24(7), 25–40.

52
• Curry, A., & Kkolou, E. (2014). Evaluating CRM to contribute to TQM improvement: A
cross-case comparison. The TQM Magazine, 16, 314–324.

• Davies, E.C. (2018). Quality: Its historical context. Engineering Management, 13(2), 14-17.

• Deming, W. E. (2016). Improvement of quality and productivity through action by

management. National Productivity Review, 1(1), 12-22.

• Dimara, E., Skuras, D., Tsekouras, K., & Goutsos, S. (2014). Strategic orientation and
financial performance of firms implementing ISO 9000. International Journal of Quality &
Reliability Management, 21, 72–90.

• Dimitriades, A. S. (2016). Customer satisfaction, loyalty and commitment in service

organizations: some evidence from Greece. Management Research News, 29(12), 782-800.

• Dow, D., Samson, D., & Ford, S. (2019). Exploding the myth: Do all quality management
practices contribute to superior quality performance? Production and Operations Management,
8, 1–28.

• Elango, R. & Gudep, V. K., (2016). A Comparative Study on the Service Quality and
Customers Satisfaction among Private, Public and Foreign steel industries. The ICFAI Journal
of Management, 5 (3), 8-19.

• Engel, S. & Kapp, K. (2014). Sovereign steel industries develops a methodology for
predicting the ROI of Training Program. Journal of Orgnizational Excellence, 23 (Spring), 51-
60.

53
• Hua, H., Chin, K. S., Sun, H., & Xu, Y. (2020). An empirical study on quality management
practices in Sanghai manufacturing industries, Total Quality Management, 11(8), 1111-1122.

• Jun, M., Cai, S., & Peterson, R. T. (2014). Obstacles to TQM implementation in Mexico‘s
maquiladora industry. Total Quality Management, 15(1), 59-72.

• Juran, J. M. (2014). Why quality initiatives fail. Journal of Business Strategy, 14(4), 35-38.

• Juran, J. M. (2014). Juran's Quality Handbook, 5e. Blacklick, OH: McGraw-Hill Professional
Book Group.

• Kassicieh, K. S., and Yourstone, S. A. (2018). Training, Performance evaluation, rewards and
TQM Implementation Success. Journal of Quality Management, 3 (1), 25-38.

• Kartha, C. P. (2014). A comparison of ISO 9000: 2000 quality system standards, QS9000,
ISO/TS 16949 and Baldrige criteria. TQM Magazine, 16, 331-340.

ANNEXURE

1. Do you think the organization is quality conscious toward employees?

a. Yes

b. No

54
2. Does the organization have the certification of ISO 9000?

a. Yes

b. No

3. Is the organization providing quality assurance system & operation?

a. Yes

b. No

4. Does the organization have quality circle?

a. Yes

b. No

5. How many people are involved in quality circle?

a. Below 10

b. above 10

c. above 15

d. can’t say

6. How frequently the organizations have the meeting of quality circle?

a. Weekly

b. biweekly

c. monthly

d. yearly

55
7. Do you about the agenda of information or any other information?

a. Yes

b. No

8. Are the organization is going for the quality audit?

a. Yes

b. No

c. can’t say

9. Does your organization have quality information system?

a. Yes

b. No

c. can’t say

10. Are the information system is regularly updated?

a. Yes

b. No

c. can’t say

11. Do you think the organization used bench marking, if any, please tell me the name of the
benchmark organization?

a. Yes

b. No

c. can’t say

12. Does the organization is going for the brain storming session?

56
a. Yes

b. No

c. don’t know

13. Are you practicing the 5’s Japanese philosophy?

a. Yes

b. No

c. don’t know

14. Does the organization have the certification of ISO 14000 or any other, if any please
mention?

a. Yes

b. No

c. don’t know

15. Are you practicing the six sigma for the error control?

a. Yes

b. No

c. don’t know

16. A formal career planning process exist in the organization

a. Strongly Agree

57
b. Strongly disagree

c. Don’t know

d. Agree

e. Disagree

17. There is a shared vision of where your business is growing?

a. Strongly Agree

b. Strongly disagree

c. Don’t know

d. Agree

e. Disagree

18. Employees are kept updated with changes in job skills & job designs?

a. Strongly Agree

b. Strongly disagree

c. Don’t know

d. Agree

e. Disagree

19. Formal or informal method is followed for employees feedback and acting on that
feedback?

a. Strongly Agree

b. Strongly disagree

c. Don’t know

58
d. Agree

e. Disagree

20. Does the organization provide right environment to apply your knowledge from new
programs to the job?

a. Very much

b. Some what

c. Little Not at all

21. Do you feel that the organization is a good place to work?

a. Yes

b. No

c. Sometimes

22. Do you feel comfortable with rules and policy of the organization?

a. Yes

b. No

c. Sometimes

23. What types of relations are you having with your superior, peers and subordinates?

a. Good

b. Average

c.Poor

If bad then why it is so?

59
• They are not cooperating.

• Their behavior is not good

• There is no proper communication.

• All above

24. Do you feel that you can get ahead in the org. if you make an effort?

a. Yes

b. No

c. Sometimes

25. Do you get any reward on your good performance?

a. Yes

b. No

c. Sometimes

26. Do you find that your performance is properly measured in the organization?

a. Yes

b. No

c. Sometimes

27. Do you find that your job makes the best use of your abilities?

a. Yes

60
b. No

c. Sometimes

61