LIST OF CONTENTS

CHAPTER
TITLE PAGE NO
NO
CHAPTER-1
1.1 INTRODUCTION 1
1.2 COMPANY PROFILE 4
1.3 OBJECTIVES OF THE STUDY 13
1.4 IMPORTANCE OF STUDY 14
1.5 LIMITATION AND SCOPE OF STUDY 15
CHAPTER – 2
2.1 REVIEW OF LITERATURE 16-26
CHAPTER – 3
3.1 RESEARCH METHODOLOGY 27
3.2 RESEARCH DESIGN 27
3.3 SAMPLING DESIGN 28
CHAPTER-4
4.1 DATA ANALYSIS 31
4.2 DATA INTERPRETATION 33- 75
CHAPTER-5
5.1 RESEARCH FINDINGS 77
5.2 SUGGESTIONS 79
5.3 CONCLUSION 80
REFERENCES 81
QUESTIONNAIRE 84
 LIST OF TABELS
Table Titles Page
No. No.
4.2.1 THE AGE CLASSIFICATION OF THE RESPONDENTS 33

4.2.2 THE GENDER CLASSIFICATION OF THE RESPONDENTS 34

4.2.3 THE EDUCATIONAL QUALIFICATION OF THE RESPONDENTS 35

4.2.4 WORK EXPERIENCE OF THE RESPONDENTS 36

4.2.5 ANNUAL INCOME OF THE RESPONDENTS 37

4.2.6 THE WORK CULTURE SUPPORTIVINESS IN ORGANIZATION 38

4.2.7 STRESS IN JOB 39

4.2.8 KINDS OF STRESS 40

4.2.9 LEVELS OF STRESS 42

4.2.10 PHYSICAL INCONVIENCE DUE TO STRESS IN JOB 44

4.2.11 FACTROS CAUSING STRESS 45

4.2.12 CONSEQUENCES FACED DUE TO STRESS 47

4.2.13 STRATEGIES PERSONALLY TO MANAGE STRESS 49

4.2.14 STRATEGIES ADOPTED FOR STRESS 50

4.2.15 STEPS TAKEN BY ORGANIZATION TO MANAGE STRESS 52

4.2.16 COMPANY PROGRAMS TO MANAGE STRESS 53

4.2.17 MEASURES IN CONTROLLING STRESS 55

4.2.18 RECREATIONAL ACTIVITY PROVIDED TO REDUCE STRESS 57

4.2.19 FREQUENCY OF RECREATIONAL ACTIVITY CONDUCTED 59

4.2.20 HR DEPARTMENT IMPLEMENTING STRESS MANAGEMENT 61

TECHNIQUES
4.2.21 STRESS WHICH CAN BE INTERNALLY STOPPED 62

4.2.22 PROBLEMS CAUSED AT WORK DUE TO POOR MAINTENANCE OF 64

EQUIPMENT
4.2.23 PROBLEMS CAUSED AT WORK DUE TO EXCESSIVE HEAT & COLD 65

4.2.24 PROBLEMS CAUSED AT WORK DUE TO OVER CROWDING 67

4.2.25 PROBLEMS CAUSED AT WORK DUE TO POOR VENTILATION 69

4.2.26 PROBLEMS CAUSED AT WORK DUE TO LIGHTING 71

 LIST OF CHARTS

Table Titles Page

No. No.

4.2.1 THE GENDER CLASSIFICATION OF THE RESPONDENTS 33

4.2.2 THE AGE CLASSIFICATION OF THE RESPONDENTS 34

4.2.3 THE EDUCATIONAL QUALIFICATION OF THE RESPONDENTS 35

4.2.4 WORK EXPERIENCE OF THE RESPONDENTS 36

4.2.5 ANNUAL INCOME OF THE RESPONDENTS 37

4.2.6 THE WORK CULTURE SUPPORTIVINESS IN ORGANIZATION 38

4.2.7 STRESS IN JOB 40

4.2.8 KINDS OF STRESS 41

4.2.9 LEVELS OF STRESS 42

4.2.10 PHYSICAL INCONVIENCE DUE TO STRESS IN JOB 44

4.2.11 FACTROS CAUSING STRESS 46

4.2.12 CONSEQUENCES FACED DUE TO STRESS 47

4.2.13 STRATEGIES PERSONALLY TO MANAGE STRESS 49

4.2.14 STRATEGIES ADOPTED FOR STRESS 50

4.2.15 STEPS TAKEN BY ORGANIZATION TO MANAGE STRESS 52

4.2.16 COMPANY PROGRAMS TO MANAGE STRESS 54

4.2.17 MEASURES IN CONTROLLING STRESS 55

4.2.18 RECREATIONAL ACTIVITY PROVIDED TO REDUCE STRESS 57

4.2.19 FREQUENCY OF RECREATIONAL ACTIVITY CONDUCTED 59

4.2.20 HR DEPARTMENT IMPLEMENTING STRESS MANAGEMENT 61

TECHNIQUES
4.2.21 STRESS WHICH CAN BE INTERNALLY STOPPED 63

4.2.22 PROBLEMS CAUSED AT WORK DUE TO POOR MAINTENANCE OF 64

EQUIPMENT
4.2.23 PROBLEMS CAUSED AT WORK DUE TO EXCESSIVE HEAT & COLD 66

4.2.24 PROBLEMS CAUSED AT WORK DUE TO OVER CROWDING 67

4.2.25 PROBLEMS CAUSED AT WORK DUE TO POOR VENTILATION 69

4.2.26 PROBLEMS CAUSED AT WORK DUE TO LIGHTING 71

 ABSTRACT

With the successful application of the Six Sigma management method in major companies around the
world, more and more companies have introduced this management method one after another. The
advantages of reducing production costs, improving product quality and customer satisfaction, and
enhancing enterprise competitiveness have gradually emerged. At the end of the 20th century, Japanese
companies fully entered the American market, bringing unprecedented challenges to American
companies. In order to regain the product market, Motorola Corporation of the United States began to
develop a quality improvement strategy. After conducting benchmarking against Japanese companies, the
Japanese company's total quality management approach was introduced into the company to determine
quality improvement goals. Six Sigma management was born in Motorola in 1987. In ten years, it not
only eased the dilemma of the low market share of the enterprise's products, but also increased the profits
of the company, becoming a model that has succeeded in using Japan's quality management methods in
accordance with its own situation. With the successful application of the Six Sigma management method
at Motorola, global companies began to pay attention to this quality management method. Global
500 companies including Microsoft, DuPont and Ford, as well as Japanese and Korean companies such as
LG and Samsung, have started full implementation of Six Sigma management. In the early 21st century,
Chinese companies also began to implement Six Sigma management within the company. Lenovo Group
was the first Chinese company to implement Six Sigma management.

This study has been done to identify the level of stress of employees in AUTOMOTIVE INDIA PVT.
LTD Stress is the body’s reaction to a change that requires a physical, mental or emotional adjustment or
response. Managing stress is all about taking charge of your thoughts, emotions, schedule, environment,
and the way you deal with problems. This Study identified the reasons different types of stress faced by
the employees, its causes, effects and symptoms at the work place.. This study would be useful to know
the strength and feedbacks about the stress management program which affects the quality management.

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 CHAPTER 1
1.1 INTRODUCTION

Work stress is recognized world-wide as a major challenge to workers’ health and the healthiness
of their organizations. Workers who are stressed are also more likely to be unhealthy, poorly
motivated, less productive and less safe at work. Their organizations are lesslikely to be successful
in a competitive market.
Stress can be brought about by pressures at home and at work. Employers cannot usually
protectworkers from stress arising outside of work, but they can protect them from stress that
arises through work.
Stress at work can be a real problem to the organization as well as for its workers. Good
management and good work organization are the best forms of stress prevention. If employeesare
already stressed, their managers should be aware of it and know how to help.

Work-related stress is the response people may have when presented with work demands and
pressures that are not matched to their knowledge and abilities and which challenge their abilityto
cope.
Stress occurs in a wide range of work circumstances but is often made worse when employeesfeel
they have little support from supervisors and colleagues and where they have little controlover
work or have the can cope with its demands and pressures.
There is often confusion between pressure or challenge and stress and sometimes it is used to
excuse bad management practice.
Pressure at the workplace is unavoidable due to the demands of the contemporary work
environment. Pressure perceived as acceptable by an individual, may even keep workers
alert,motivated, able to work and learn, depending on the available resources and personal
characteristics. However, when that pressure becomes excessive or otherwise unmanageable it
leads to stress. Stress can damage your workers health and your business performance.
Stressresults from a mismatch between the demands and pressures on the person, on the one hand,
and their knowledge and abilities, on the other. It challenges their ability to cope with work.

This includes not only situations where the pressures of work exceed the worker’s ability to

1
cope but also where the worker’s knowledge and abilities are not sufficiently utilized and thatis a
problem for them. support they receive from people who matter to them. As health is not merely
the absence of disease or infirmity but a positive state of complete physical, mental and social
well-being a healthy working environment is one in which there is not only an absence of harmful
conditionsbut an abundance of health prompting ones.
These may include continuous assessment of risks to health, the provision of appropriate
information and training on health issues and the availability of health promoting organizational
support practices and structures. A healthy work environment is one in which staff have made
health and health promotion a priority and part of their working lives

Poor work organization, that is the way we design jobs and work systems and the way we manage
them, can cause work stress.
Excessive and otherwise unmanageable demands and pressures can be caused by poor work
design, poor management and unsatisfactory working conditions. Similarly, these things can result
in workers not receiving sufficient support from others or not having enough control overtheir
work and its pressures.
Research findings show that the most stressful type of work is that which values excessive
demands and pressures that are not matched to workers’ knowledge and abilities, where there is
little support from others.
The more the demands and pressures of work are matched to the knowledge and abilities of
workers, the less likely they are to experience work stress. The more support workers receive from
others at work, or in relation to work, the less likely they are to experience work stress. The more
control workers have over their work and the way they do it and the more they participate in
decisions that concern their jobs, the less likely they are to experience work stress.Most of the
causes of work stress concern the way work is designed and the way in which organizations are
managed. Because these aspects of work have the potential for causing harm,they are called
‘stress-related hazards’

All over the world, many companies are adopting Six Sigma methodology as process excellence
tool. GE, Motorola, ABB, City Bank and Ford are few of them. Some Asian companies are also
have been implemented Six Sigma. Toshiba, Honda, Sony, and Samsung are a few of them. In
India, many companies are implementing Six Sigma. Tata Motors, Larsen & Toubro, HDFC are
few of them. Globalization has opened the doors of the world market to Indian organizations,
which in turn forcing them to bring their products

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& services to a world- class level. For that along with various tools, Six Sigma is becoming
popular in India. Indian Statistical Institute is doing good work to promote Six Sigma in India.
However, due to cultural, work environment & economic differences between India & western
countries, a different implementation strategy is required for India. To evolve this strategy &
model for implementation, a thorough study of Indian work & organizational environment in
Indian industries is required.

Define Identify Design Optimize Verify

Define− Define what the customers want, or what they do not want.
Identify− Identify the customer and the project.
Design− Design a process that meets customers’ needs. Optimize−
Determine process capability and optimize the design. Verify− Test,
verify, and validate the design

Many organizations in India are also implementing Six Sigma to Improve Business Processes. But
Geographical, Cultural & Work environmental differences influence this implementation process.
An implementation strategy developed for Indian work environment will increase the effectiveness
of Six Sigma in Indian Organizations.

For this, a Six Sigma Implementation model exclusively developed for Indian Organizations
considering the experiences of representative organizations is required. Through this study, we can
say that effective Six Sigma model will lead every organization of India.

The objective of this research is to develop a model for implementation of Six Sigma in Indian
organizations. In this study, an emphasis is given on human angle in context with Indian Culture
and work environment because experience shows that for implementation of any new initiatives in
organizations, the success of implementation depends on soft skills of people of the organization.

Six Sigma not only helps you reduce waste, but it also helps you further leverage effective
processes. With formal training, you will learn how to utilize resources to achieve maximum
effectiveness using your current business process.

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1.2 COMPANY PROFILE

The mission of the Automotive industry – one of the most globalized industries – is
to provide safe and accessible transportation for the world’s increasing population.
The industry is one of the main engines of economic growth, with important
multiplier effects both in upstream sectors such as metal processing, chemicals,
and textiles, and in downstream sectors like ICT,trade and services. It is also one of
the biggest innovators on a global scale, rapidly adopting breakthrough
technologies that address the need for more efficient and environmentally- friendly
transport solutions.

The Automotive industry involves the manufacturing of bodies, engines, parts and
whole vehicles for ground transportation. Such vehicles include motorcycles, cars,
light commercial vehicles and heavy commercial vehicles.

Introduction

The Indian auto-components industry has experienced healthy growth over the last
few years.The auto-component industry of India has expanded by 10.6 per cent to
reach at a level of US$ 56.2 billion in FY19.
The auto-components industry accounts for 2.3 per cent of India’s Gross Domestic
Product (GDP) and employs as many as 1.5 million people directly and indirectly
each. A stable government framework, increased purchasing power, large domestic
market, and an ever- increasing development in infrastructure have made India a
favorable destination for investment.

Market Size
The Indian auto-components industry can be broadly classified into the organized
and unorganized sectors. The organized sector caters to the Original Equipment
Manufacturers (OEMs) and consists of high-value precision instruments while the
unorganized sectorcomprises low-valued products and caters mostly to the
aftermarket category.
India’s exports of auto components increased at a CAGR of 8.34 per cent, during
FY14- FY19,with the value of auto component exports increasing from US$ 10.16
4
billion in FY14 to US$15.17 billion in FY19. This has been driven by strong
growth in the domestic market