K.B.P.I.M.S.

R, SATARA

MBA PROJECT REPORT

CHAPTER IV
DATA ANALYSIS AND INTERPETATION
4.1 Introduction The data after collection is processed and analyzed in accordance with the purpose of research. The data should be processed so as to interpret the results and to draw the conclusions. Analysis of data is an important part of research. The data analysis should be done in a proper manner, so as to achieve reliable result This chapter represents data analysis and interpretation of employee involvement in kaizen in m/s mutha spherocast (I) private limited Satara Data has been collected through questionnaire, employee interview, through observation .

4.2 Research Tools Used For Analysis The research tools used for data analysis are tables, likert scale, Percentage, weighted average and ranking method. Tables are used to present data in tabular form. Weighted average and Ranking method are used to draw conclusions about opinion of employees. The likert scale comprises of 5 point scale. It involves the discrimination criteria for evaluation of key competencies of employees. 4.3 Data Analysis Data analysis is devided into two parts A) Analysis of HODS responses B) Analysis of Employees responses

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA A) Analysis of HODS responses

MBA PROJECT REPORT

Table No. 4.3.1 Purpose behind implementation of kaizen practice

Below mentioned table highlights responses of HOD regarding purpose behind implementation of kaizen practice Sr. no 1 Particular Self Development of employees Wt. avg 3.73. Rank I

Organization Development

3.60

II

Work culture Development

2.66

III

(Source - Primary Source.) It has been interpreted from above table, HODS are strongly agree with Self

Development of employees is the main motive behind implementation of kaizen practice in an organisation as it receive I rank, , whereas they are strongly disagree with Work culture Development is purpose behind implementation of kaizen practice as it received III rank
Table No. 4.3.2.Types of kaizen practice

Below mentioned table highlights responses of HOD regarding to types of kaizen practice Sr. No 1 Particulars Individual Oriented No of respondent 2 % 16.67%

Group Oriented

66.67%

Management Oriented

16.67%

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA Total (Source - Primary Source.) 12

MBA PROJECT REPORT 100%

Above table indicates, 66.67% HODS opined that Group Oriented types of kaizen practice is mostly used in an organisation, Whereas 16.67% said that, Individual Oriented and Management Oriented types of kaizen practice is used in an organisation.
Table No. 4.3.3. Benefit of kaizen practice to organization

Below mentioned table highlights responses of HOD regarding to benefits of kaizen practice to organization. Sr no 1. 2. 3. 4. Particulars Continuous improvement Better understanding between management and workers Promote good relations among employees Improve quality of production Wt. avg 3.86 3.06 3.40 3.20 Rank I IV II III

(Source - Primary Source.) Above table reveals, HODS are strongly agree kaizen practice contributes for Continuous improvement as it received I rank, HODS are neither agree nor disagree that kaizen practice would assist for Improve quality of production, whereas they are strongly disagree would develop Better understanding between management and workers

Table No. 4.3.4. Views towards the evaluator Below mentioned table highlights responses of HOD regarding to views towards the evaluator. Sr. No Particulars No of respondent %

Evaluator

33.33%

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA 2 Facilitator 2

MBA PROJECT REPORT 16.67%

Coordinator

25%

Group leader

25%

(Source - Primary Source.) Above table indicates 33.33% HODS are of the view that evaluator is evaluating effectiveness in kaizen practice. 25% said that Coordinator and Group leader is also evaluate effectiveness, whereas16.67% are of the opinion that Facilitator is evaluating effectiveness in kaizen practice. .
Table No. 4.3.5. Tools used for enhancing performance of an organization

Below mentioned table highlights responses of HOD regarding to tools used for enhancing performance of an organization. Sr no 1. 2. 3. 4. 5. 6. Particulars Cost reduction Quality improvement Productivity improvement Cycle time reduction Reduction in rejection Waste management Wt. avg 2.73 3.73 3.86 3.80 3.67 3.33 Rank VI III I II IV V

(Source - Primary Source.) According to HODS Productivity improvement is most important tool used for enhancing performance of an organization which secure I rank. After productivity improvement they give importance to the cycle time reduction which is at II Rank.
4

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA

MBA PROJECT REPORT

They also give importance to the quality improvement of organizational activities which receive III rank. Then HODS are neither agree nor disagree that Reduction in rejection tool useful for enhancing performance of an organization ,it secure IV rank. whereas they are strongly dissatisfied with Cost reduction is a tool helpful for enhancing performance of an organization as it received VI rank.
Table No. 4.3.6. Effect of employees involvement on employees efficiency

Below mentioned table highlights responses of HODS regarding to effect of employees involvement on employees efficiency. Sr no 1. 2. 3. Particulars Make them more responsible Willing to take initiative contribute to cost saving suggestions and growth oriented ideas 4. Feeling of being treated equally (Source - Primary Source.) It has been interpreted from above table, HODS are strongly agree that employee involvement make them more responsible as it received I rank. HODS are neither agree nor disagree that employees are willing to take initiative, whereas they are strongly disagree with employees are involved due feeling of being treated equally.
Table No. 4.3.7. Problems in implementation of kaizen practice

Wt. avg 3.60 3.20 3.53

Rank I III II

3.13

IV

Below mentioned table highlights responses of HODS regarding to Problems in implementation of kaizen practice Sr no 1 . Particulars Improper motivation to employees Wt. avg 3.60 Rank I

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA 2 . 3 . 4 . Lack of presentation skill among employees Lack of communication skill

MBA PROJECT REPORT 3.20 III

3.53

II

Participant are always lot of work pressure

3.13

IV

(Source - Primary Source.) Above table shows the problems in implementation of kaizen practice. HODS faces problem of Improper motivation to employees is the main problem as it receive Ist rank. HODS are neither agree nor disagree with Lack of presentation skill among employees is the problem facing by organization and it secure II nd rank. , whereas the are strongly disagree with Participant are always lot of work pressure as it receive IV rank .

Table No. 4.3.8. Type of participation of employees in kaizen practice

Sr. no 1

Particular Active participation

No of respondent 6

% 50%

Mere sharing information

33.33%

Voluntary participation

16.67%

Total (Source - Primary Source.)

98

100%

The above table shows that, 50% HODS are of the views employees are takes active participation in information in

kaizen practice and 33.33% said that employees are Mere sharing kaizen practice, whereas remaining 16.67% are takes voluntary

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA

MBA PROJECT REPORT

participation Therefore it can be concluded that more employees are active participated in kaizen practice.

B) Analysis of employees responses

Table No. 4.3.9. Satisfaction of employees with present kaizen practice

Below mentioned table showing satisfaction of employees regarding to present kaizen practice received by an organization Sr. no 1. Particulars Yes No of Respondent 55 % 100%

2.

No

0%

(Source - Primary Source.) Above table indicates all of the employees are satisfied with present kaizen practice received by an organization
Table No. 4.3.10. Satisfaction of employees towards kaizen activities

Below mentioned table showing satisfaction of employees towards kaizen activities received by an organization Sr .no 1) Particulars Individual suggestion system Wt. avg 12.46 Rank IV

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA

MBA PROJECT REPORT

2)

Group activities

12.66

III

3)

Employee training

13

II

4)

Motivation through kaizen reward system

13.33

(Source - Primary Source.) Above table indicates, employees are strongly satisfied with Motivation through kaizen reward system activities imparted to them as it receive I rank, employees are satisfied with Employee training activities as it secured II rank, whereas they are strongly dissatisfied with Individual suggestion system activities received by them as it received IV rank. Table.No.4.311.Major inspiration source Below mentioned table highlights responses of employees towards major inspiration source Sr. no Particulars Wt. avg Rank

1. 2. 3. 4.

Top management Group leader Supervisor Team members

16.66 15 15 14.8

I II II IV

(Source - Primary Source.) Above table depict that employees are strongly agree with top management act as major source of inspiration as compared to others. They motivate to the kaizen team members by giving different type of motivational rewards it receive I rank. whereas they are strongly agree Group leader and supervisor are also other source of motivation play vital role in increase in moral of employees.
Table No. 4.3.12. Benefits of kaizen practice to employees

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA

MBA PROJECT REPORT

Below mentioned table highlights responses of employees towards benefits of kaizen practice to employees. Sr no Particulars Wt. avg Rank

1.

Self development

17.06

IV

2.

To develop creativity in work

18.26

3. 4.

To develop decision making skill Improve communication skill

17.46 17.73

V III

5.

Team work and cooperation

18.06

II

(Source - Primary Source.) Above table reveals, kaizen practice contributes to develop creativity in work as employees are strongly agree with it and received I rank, employees are neither agree nor disagree that kaizen practice would assist for Improve communication skill, it receive III rank, whereas employees are strongly disagree that, kaizen practice would develop decision making skill as it received IV rank.
Table No. 4.3.13. Factors contributed to the success of employee involvement

Below mentioned table highlights responses of employees towards Factors contributed to the success of employee involvement. Sr no Particulars Wt. avg Rank

1.

Consistency

17.33

II

2.

Truth and openness

18.4

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA 3. Leadership

MBA PROJECT REPORT 17.26 III

4.

Quality of individual relationship

13.47

5.

Training

17.13

IV

(Source - Primary Source.) Above table depict, most of the employee are strongly agree that truth and openness Is the most important factor contributing in success of employee involvement received I rank. Employees are neither agree nor disagree that leadership would assist contributing in success of employee involvement as it receive III rank, whereas remaining are strongly disagree that, Quality of individual relationship would contributing in success of employee involvement and it received V rank.
Table No. 4.3.14. Outcomes employees get from kaizen practice

Below mentioned table highlights responses employees get from kaizen practice Sr no 1. Particulars Improved productivity and quality

of employees

towards outcomes

Wt. avg 17.45

Rank II

2.

Better safety

19..85

3.

Higher employee moral

17.45

II

4.

Lower employee turnover

16.45

IV

(Source - Primary Source.) Above table depict that employees are strongly agree with better safety is an

important outcomes employees get from kaizen practice as it receive I rank. They are
10

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA

MBA PROJECT REPORT

agreed that improved productivity and quality and higher employee moral are outcomes employees get from kaizen practice ,whereas they are strongly agree with lower employee turnover outcomes employees get from kaizen practice and it receive IV rank.

Table No. 4.3.15. Frequently occurred problems Below mentioned table highlights responses employees get from kaizen practice Sr no Particulars Wt. avg Rank of employees towards outcomes

1.

Neglect the employees opinion

11

IV

2.

Delay in implementation of decision

14.3

II

3.

All members are not involved in decision making

12.9

III

4.

Employees are unknown about new technologies

16

(Source - Primary Source.) Above table depict the frequency of repeating the problems. Employees are unknown about new technologies is main problem it affect on working of kaizen practice It receive Ist rank, Among all employee only few employee of team are involved in decision making process and because of getting improper solutions of concern problems this are repeated again and again and it secure IInd rank. but sometimes management take more time to implement those forwarded decisions and neglect the employees opinion receive IV rank.

11

SHIVAJI UNIVERSITY, KOLHAPUR.

K.B.P.I.M.S.R, SATARA

MBA PROJECT REPORT

Table No. 4.3.16. Reasons of motivation to employees participation in kaizen activities Below mentioned table highlights responses of employees towards reasons of motivation to employees participation in kaizen activities Sr no 1. Particulars For employee welfare and protection 2. 3. For getting incentive To reduce conflict between organization and employees 4. To increase healthy relation between management and workers (Source - Primary Source.) Above table shows reasons of motivation to employees participation in kaizen activities. employees are strongly agreed they are participate in kaizen activities for their welfare and protection as it receives Ist rank. Employees are neither agree nor disagree they participate for reduce conflict between organization and employees, whereas remaining are strongly disagree participate to increase healthy relation between management and workers and it receive IV rank. 11 IV 14.3 12.9 II III Wt. avg 16 Rank I

12

SHIVAJI UNIVERSITY, KOLHAPUR.