Sikkim Manipal University

A PROJECT REPORT

on

EFFECTIVENESS OF QULITY MANAGEMENT

SYSTEM
ON IVRCL LIMITED WATER TANK
Under the guidance
Of
Submitted by

RANIMA YASMIN
In partial fulfillment of the requirement
for the award of the degree
Of
MBA
In
Total Quality Management
Sikkim Manipal University
December 2010
Sikkim Manipal University of Health, Medical and Technological Sciences Distance
Education Wing Syndicate house, Manipal- 576104

ACKNOWLEDGEMENT

If words can be considered as a symbol of approval and token of acknowledgement

then let the words play the heralding role of expressing my gratitude acknowledgement.
At the very outset, I take the privilege to convey my gratitude to those people whose
cooperation, suggestion and heartfelt support helped me to accomplish the project report
works successfully.
I acknowledge my sincere gratitude to my Centre Head M M Sarma for permitting
me to do the study.
My sincere thanks to my faculty guide Mr. Abidur Rahman for his careful
supervision, valuable guidance and constant encouragement right from the inception to the
successful completion of my summer project.
I would like to express my sincere thanks to all the faculty members of the Deptt. Of
Business Administration for their support.
My profound gratitude to Shri. P.S. Ghosh DGM (HR&ES) and Shri. Dilip Kr
Borthakur Senior Manager (HR&ES) for giving me the opportunity to do my project
work in their esteemed organization.
Last but not the least. I express my heartfelt thanks to all other staff member of
IVRCL LIMITED, my parents and friends for the timely help and support they have
rendered in bringing my study, so its relevance in a faithful manner.

STUDENT DECLARATION

I here by declare that the project report entitled at An Analytic Study on Quality
Management of IVRCL LIMITED water tank submitted in partial fulfillment of the requirements
for the degree of Master of Business Administration to Sikkim Manipal University, India,
is my original work and not submitted for the award of any other degree, diploma,
fellowship, or any other similar title or prizes.

Place:
Date:

RANIMA YASMIN
MBA Fourth Semester
Reg.No.:510925092
PVI Computer Training
Centre, Nagaon
Assam.

EXAMINERS CERTIFICATION

This is to certify that Ranima Yasmin has successfully completed the project titled
Quality Management System adopted at IVRCL LIMITED WATER TANK for the
requirement of partial fulfillment of Master of Business Administration (MBA), program
conducted at PVI Computer Training Centre, a University study centre of SIKKIM
MANIPAL UNIVERSITY.

I wish her all success in her further Endeavour.

Internal Examiner

External Examiner

CERTIFICATE
This is to certify that the project report entitled
An analytic study on Quality Management of IVRCL LIMITED water tank
Submitted in partial fulfillment of the requirements for the degree
Of
Master of Business Administration
Of
Sikkim Manipal University
Of
Health, Medical and Technological Science

He has worked under my guidance and that no part of this report has been submitted
for the award of any other Degree, Diploma, Fellowship or other similar titles or prizes and
that the work has not been published in any journal or Magazine.

RANIMA YASMIN
Reg.No.: 510925092

Certified by
(Guides Signature)

UNIVERSITY STUDY CENTRE CERTIFICATE

4

Certified that Ranima Yasmin is a student of MBA Final semester holding

University Roll No.510925092 under the roll of my College, a University Study Centre of
SIKKIM MANIPAL UNIVERSITY of Health, Medical & Technological Sciences, has
completed his project entitled An analytic study on Quality Management of IVRCL
LIMITED WATER TANK as Submitted in partial fulfillment of the award of the degree
of Master of Business Administration (MBA) of the said University.
He has worked under my supervision. The Report submitted is genuine & no part of
this report has been submitted anywhere for the award of any degree from any University.
He was sincere & obedient during his tenure of study having an amiable behavior &
good character.

I wish him all the Best.

( M M Sharma)
Centre Head
PVI Computer Training Centre

PREFACE
Projects are an indispensable part of any kind of formal education. They help us to
have a practical exposure as well as better outlook of the subject, which we are studying. In
a professional course like M.B.A, the students are equipped with strong theoretical
5

knowledge about the business operations and the time-tested methods of running a
successful business. To make this theoretical knowledge stronger, the students are assigned
certain projects in various organizations to get an idea of practical working styles.
I was assigned to work in IVRCL LIMITED. The topic of study was An analytic
study on Quality Management of IVRCL LIMITED water tank. The project
commenced from 03rd Sep 2010 to 4th NOV 2010.
In order to make the data and findings easily understandable, efforts have been made
to present the information in a simplified, lucid and organized manner. It gives me
immense practical exposure to the practical working patterns and the environment. I will
be satisfied if the organization gets benefits from the study and the findings.

Place: Nagaon
Date: 0-12-2010

CONTENTS
CHAPTER NO.
1.
2.

TITLE

Executive Summary:
An overview of the organization:
Introduction
History of the organization

3.

Project Overview:
Introduction to the Study
Objectives the Study
Scope of the Study
Research Methodology
Limitation of the Study
Data Analysis
Recommendation
Conclusion

4.

Others:
Questionnaire
Bibliography
References
Glossary

Chapter-1
EXECUTIVE SUMMARY
Project Title

: An analytic study on effectiveness of quality management

system in IVRCL LIMITED.
Duration of study
: 3rd Sep to 4th Nov 2010.
Place of study
: IVRCL LIMITED, Assam.
Name of the company : IVRCL LIMITED Industries.
Major project
:A Study on Effectiveness of Quality Management System in
IVRCL LIMITED.
Methodology
: A structured questionnaire was developed and
Administered among the selected sample for effective analysis.
Major finding
: Quality Management system have been contributing
to the overall growth of IVRCL LIMITED through cost reduction,
waste elimination, process improvement and greater
productivity. There seems to be ignorance among the
support staffs and casual workers to some extent.
Major Recommendations : To maintain quality maintaining proper parameter
during process operation is essential. Also for
production of quality tank, if the raw material in
plastic it may give law cost and with minimum errors.

Chapter-2
Industrial Profile

Way back in 1987 when we formed IVRCL, the infrastructure industry in India was in its infancy. We were clear in our minds
then, that we did not intend to build just another infrastructure company. We wanted to be different. The also ran tag was
certainly not for us. Looking back, I can say, at the risk of sounding immodest, that we not only dreamed big, we dreamed to be
different.
We soon built qualifications to bid for water related projects and established ourselves in the water segment. We did realize that
transporting water either by canals or through underground pipelines was our calling. We challenged ourselves into the waterrelated arenas and pretty soon opportunities presented themselves - and we grabbed them with both hands!
We went on to build canals, reservoirs and moved on to buildings, industrial structures, bridges, flyovers, highways, roads,
power transmission, railways, real estate, water treatment plants and even set-up our own sea water desalination plant. Our
forays continue as we get into oil & gas, mining LSTK, FEED capabilities and SCADA Systems.
In Sri Lanka, 4100 dwellings are under construction. With a Hydro-electric station in Nepal, which is a run-of-the-river scheme
with a 6 kms long headrace tunnel and a surface power house and with notable breakthroughs in the Middle East and Africa, we
have now embarked on a global presence.
The central as well as various state governments have been our major clients, entrusting mega projects to IVRCL which
contribute to Indias infrastructure. Apart from contributing to the national development of the country, what fills us with pride
is the satisfaction that we could make a difference in the lives of our fellow countrymen.
IVRCLs ample management skills were on display in the successful acquisition, assimilation and turnaround of Hindustan
Dorr-Oliver, a leading Engineering, Procurement and Construction Company (EPC).
DavyMarkham, a subsidiary of HDO, specialises in the design, manufacture, fabrication and machining of heavy and complex
engineering components and assemblies for mining applications.

The vast workshops, of 1,75,000 sft of manufacturing area in a 20 acre site situated in the industrial heart
of Sheffield, UK, offer facilities that are unique in Western Europe, in terms of capacity and capabilities.
All these companies are an integral part of the Groups overall strategy and we are sure they will see us
emerge as a dominant force in the specialized engineering.
We are indeed proud of our subsidiary companies, Hindustan Dorr-Oliver and DavyMarkham.
The company has indeed grown impressively and is now a global player of formidable repute. The
company handles large turnkey projects, utilizing its expertise in hydraulics, controls, engineering, heavy
engineering components for mining projects, installation and servicing, and has the capability of moving
individual structures weighing up to 350 tonne.
To appreciate our employees contribution and ensure they share in our success, IVRCL is the first
infrastructure company to offer ESOPs over 3 million shares have been distributed. We enjoy the trust of
nearly one lakh shareholders and we have acquired HDO and DavyMarkham in the last few years and do
plan for more acquisitions in due course of time.
9

Confident of our competitive advantage, strong project management skills, excellent pre-qualification
credentials, integrated execution capabilities and high-quality human resources, we will continue to lead
the way. But more than business success and growth, what we truly welcome is the opportunity to improve
the human condition. We continue to measure success not by the figures we reach, but by the lives we
touch.
As India boldly moves forward to chart out its economic destiny, IVRCL is committed to being a partner
in progress. As always arousing hope and confidence by blazing new trails and living up to our promise of
ENGI-VISIONING A NEW WORLD!!

Health, Safety, Environment & Quality

Quality Policy
Commitment to customer satisfaction, quality awareness, desire for excellence and continual improvement
is our motto.

Hindustan Dorr-Oliver (HDO) is a leading Indian Engineering, Procurement and Construction (EPC)
Company. With a unique combination of process know-how, experience and technical/managerial ability
in pollution control processes, Hindustan Dorr-Oliver is an ideal acquisition for IVRCL.
HDOs core expertise lies in Designing, Manufacturing, Supplying & Installing Equipment, Systems &
Processes for liquid-solid separation and pollution control in the following industries:
Committed to build a safe and sustainable world
IVRCL has put in place stringent policies to create a safe and healthy environment at the project sites. The
Company's policy for Health, Safety & Environment has been consistent towards achieving a ZERO Loss
Time Injury.

Pulp and Paper

Mineral Beneficiation

Chemicals, Food and Pharmaceuticals

Breweries and Distilleries

Refineries and Petrochemicals

Oil and Gas

10

Phosphatic Fertilizers

Industrial and Municipal Waste Water / Waste Water

With this new arm, IVRCL is well within reach of positioning itself as a full-fledged Knowledge Process
Outsourcing Hub for engineering solutions.
For more information visit: www.hdo.in

Aavisa
Aavisa is a living idea, where living amongst nature is a lifestyle. On completion, it will be one of the few
LEEDS accredited townships in India, with land earmarked for Retail, Commercial, Hospitality, social
infrastructure spaces. Its 700 acres of lush greenery, an eco-sensitive township, nestled by 7 lakes with an
18 hole championship Golf course running through the heart of the property.
An IVRCL creation, the project is located near Sriperumbudur, on NH-4 (Bangalore to Chennai highway).
Aavisa is in proximity to the industrial corridor which has offices of international and national blue-chip
companies Hyundai, Nokia, Motorola, Borg Warner, Foxconn, Dell, Saint Gobain, Samsung,
Flextronics, etc.

Chapter - III
11

Company profile

IVRCL Infrastructures and projects Ltd commenced operation in 1990 and established itself as a
premier EPCC & LSTK service provider with front end engineering capabilities. Commencing operations
with building construction as class-I construction firm in 1987, IVRCL forayed into various social
infrastructure sectors like water management, roads and high way, bridges, power transmission lines with
attendant engineering capabilities and was graded as one of the developer companies by state and central
government.
Over a period of time IVRCL has developed core competencies. IVRCL now have a platform for any
infrastructure to be built. What can stop any company? People, competency level, finance limit. IVRCL
is not short of anything. It has tremendous credibility. With bankers who are willing to support projects.
IVRCL is now looking to benchmark itself as an international company thanks to its involvement in
projects in abroad. The company is eyeing water projects, development of ports it is sourcing a location in
Andhra Pradesh ship building and fabrication of components for oilrigs.
By virtue of its presence in core sector activity, IVRCL has redefined the Quality of life in its many
facts. This has come through its commitments, care and concern for societal issues and largely by way of
experience, having built upon brick by brick in its track record of a decade and a half.

IVRCL, is today, reckoned as a leader in Infrastructure building and development providing one-stop
turnkey solutions on a cost-effective basis. IVRCL has been rated as The Fastest Growing Construction
Company. Firmly entrenched in the core sector activity of infrastructure leading to nation building,
IVRCL stands out for its pioneering work in providing complete water solutions including water
transmission, treatment and waste management. The companys other infrastructure activity includes roads
and highways, bridges and transmission lines with attendant engineering capabilities.
This has come about through its commitment, care and concern for societal issues and largely by the way
of experience, having built upon brick in its track record of decade and a half.
Little wonder, IVRCL is today, reckoned as a leader in infrastructure building and development providing
one-step turnkey solutions on a cost- effective basis.
Head office: - Hyderabad.
Administrative offices: - Chennai, Cochin, Bangalore, Pune, Kolkata, Jodhpur, Raipur(Chhattisgarh),
Ahmadabad, Margo(Goa), Delhi, Jaipur, Jharkhand, Punjab, Bihar, Bilaspur(MP), Bhopal, Jind(Haryana),
Jammu & Kashmir, Kotdwara(Uttaranchal).
The company operating with 3424 employees in financial year 2006, in 2007 it increased to 4836,
in 2008 the employees are 5082 and 6257 in (2009) now the employees are approximately 7500(2010).
IVRCL is the first company in the Indian infrastructure sector to offer ESOPs to the employees. The
company aims to provide stimulating and safe professional opportunities for its people. Health insurance
coverage, Medical Reimbursement, LTA (leave travel), informal family get-togethers and other tangible
and intangible benefits, all make IVRCLs people motivate a lot
Direct and indirect subsidiaries of the company
IVRCL:1. IVRCL Strategic resources & services limited.
Salem toll ways limited

Kumarpalayam toll ways limited

Jalandhar Amristar Toll ways limited

IVRCL buildings products limited

2. Hindustan Dorr Oliver limited
HDO technologies limited
12

3. IVRCL prime urban developers limited

IVRCL Mega malls limited
IVR Hotels and resorts limited
IVR Vanaprastha private limited
Absorption air con engineers private limited
IVR PUDL resorts and clubs private limited
4. IVRCL water infrastructures limited
Chennai water desalination limited
First STP private limited
5. IVRCL PSC pipes private limited
6. IVR environmental
7. Projects private limited
8. Alkor petro limited
9. IVRCL steel construction and services limited
10. GEO IVRCL engineering limited
11. IVRCL steel construction & services limited
12. IVRCL water infrastructure limited
13. IVRCL road toll holding limited
14. First STP private limited
15. Chennai water desalination limited
It has two Sister companies, namely:
Hindustan Dorr-Oliver ltd.
IVR Prime Urban Developers
Hindustan Dorr-Oliver ltd: Hindustan Dorr-Oliver (HDO) is a leading Indian engineering, procurement and construction company.
HDO is the ideal acquisition of IVRCL for designing, manufacturing, supplying & installing equipment,
systems & processes for liquid-solid separation and pollution control in the following industries:

Pulp and paper

Chemicals, Food and pharmaceuticals

Breweries and Distilleries

Refineries and Petrochemicals

Oil and Gas.

Phosphatic Fertilizers

Industrial and Municipal Waste Water.

Within this new arm, IVRCL is well within reach of positioning itself as a full-fledged Knowledge Process
Outsourcing Hub for engineering solutions.
IVR Prime Urban Developers Ltd: the aim of IVR prime is to create luxury-intensive urban
infrastructure. Implementation of new technologies, environment soundness and superior combine make
IVR Primes most development. Strongly entrenched with proven domain knowledge, experience and
credentials. The projects include:
Residential
Hospitality
Hill Ridge springs
Ella Compass
Villas at Hill Ridge Springs
Mall at Hill Ridge Springs

13

MISSION
To become a leader in infrastructure business by providing total solutions
QUALITY POLICY
Commitment to customer satisfaction,
Quality awareness, desire for excellence and
Continual improvement is our motto.
TARGETS by 2010
100000cr-Turn Over
100000cr- Assets
10000cr- Market Capitalization
7500- Human Capital
IVRCL VISION
IVRCL will be the national leader in constructing projects, which make everybody like mere comfortable,
easy & safe. It provides projects, services and infrastructures of such excellent value that customers will
actively choose to do business them. To reach the goals in providing value to customers and shareholders,
they will continue to develop at IVRCL culture, built on the strength of the multicultural key value is:
1. Co-operation
2. People development
3. Environmental Concern
4. Professionalism
5. Speed
Appreciation Certificates
QUALITY ASSURED COMPANY
ISO 9001: 2008
ENVIRONMENTAL MANAGEMENT SYSTEM
ISO 14001: 2004
SAFETY ASSURED COMPANY
OHSAS 18001: 2007
IVRCL - Performance at a glance
(Rs. Millions)

Particulars
Turnover
Profit before Tax
Profit after Tax
Equity Capital
Reserves & Surplus
Net Worth
Gross Block
Net Block
Book Value (Rs.)
EPS (Rs.) Basic
Dividend

2008-09
49,830.91
2,737.74
2,259.67
267.01
17,838.74
18,105.75
6,623.50
5,206.97
135.62
16.93
70%

2007-08
36,981.14
2,853.30
2,104.77
266.98
15,792.80
16,059.78
4,175.96
3,191.94
120.31
16.08
70%

2006-07
23,464.57
1,850.96
1,414.63
259.32
12,957.88
13,217.20
2,593.35
1,929.13
101.94
12.38
50%

14

AWARDS & REWARDS.

Maharashtra Krishna Valley Development Corporation: Won Best Contractor Award for Mechanized Water
Canal Projects.
GEC Alsthom (I) Limited): Received Bonus for early completion of the HVDC Back-to-Back Power Projects.
Indian Institute of Bridge Engineers (IIBE): Won 1st Prize for Cable Stayed Bridge at Chitrapuzha for Kochi
Refineries Limited.
Gujarat Water Infrastructures Limited: Received Award for Commissioning of Water Pipeline ahead of
Schedule.
Tirumala Tirupathi Devasthanams, Tirupathi: received Award for completing the Water Supply Project at
Tirumala Hills, Tirupathi, in a record period of 75 days.
Central Organization for Railway Electrification): Received Award from Indian Railways for completing the
Electric Loco-shed Project at Lalaguda, Secunderabad ahead of schedule.
Government of Maharashtra: Received Award for completing Earthquake Rehabilitation Projects of
3200 houses & 125 Kms. roads in Latur & Killari Districts in Maharashtra.
Bharat Heavy Electricals Limited: Received Award from BHEL employees for the early completion of
Housing Colony of 1936 dwellings.
Rajasthan Urban Infrastructure Development Project, Jodhpur: Won Best Safety Performance Award
conducted on National Safety Day.
Winner of the Golden Peacock Award for Occupational Health and Safety 2008.
National safety Council of India: Received Safety Awards for Sipat Super Thermal Station, NTPC ltd, Sipat,
Chhattisgarh.
Indian Oil Corporation: Received Appreciation letter for 2 Million Safe Man Hours without any Accident at
IOCL Refinery Township Project of Paradip, Orissa.

Major Client Names:

In Public Sector

Oil and Natural Gas Corporation Limited

Bharat Heavy Electrical Limited
Nuclear Power Corporation of India Limited
Bharat Petroleum Corporation Limited
Indian Oil Corporation Limited
National Thermal Power Corporation.

In Private Sector

Birla Institute of Technology and Science (BITS)

Brandix India Apparel City Private Limited
DLF Akruti Info Parks (Pune) Limited
Telco Construction Equipment Company Limited
TATA Projects Limited
Jindal Steel and Power Limited.

15

Future plans of IVRCL:

Dredging
Hydro Power Projects
Oil & Gas Exploration
Information Technology Enabled Services (ITES).
Suppliers:For the IVRCL Company the suppliers are

Steel Authority of India Limited

Lumino Industries Limited
Jain Irrigation Systems Limited
Lanco Industries Limited
Pioneer Trans-Energy Limited
Essar Steel Limited
Medhaj Engineers Private Limited

Welspun-Gujarat Stahl Rohren Limited

GPT Industries Limited
ABB Limited

IVRCL has taken insurance coverage for its projects from

Bajaj Allianz General Insurance Company Limited,

Future Generali,
ICICI Lombard General Insurance Company Limited,
Reliance General Insurance Company Limited,
Royal Sundaram General Insurance Company Limited and
United India Insurance Company Limited.

Competitors:For IVRCL the competitors are many, the competitors in the fields like Water Supply and Environmental
Projects, Transportation, Buildings and Industrial Structures, Power and Transmission Projects in
construction sector are as follows:

L&T
D L F Ltd
Punj Lloyd L td
Jaiprakash Associates Ltd
Nagarjuna Constructions Ltd

HR-TOOLS
Competency Mapping
Enterprises Resource Planning
Balanced Score Card
Effective controls at all levels
Training and Development Programme
HR- INITIATIVES
Cultivate positive work culture
Quality month
Star of the month
16

Executive presentation
Quality circles
House keeping
Safety month
Statutory maintenance
Common cafeteria

CULTURAL INITIATIVES
IVRCL Family Day
Independence Day
Republic Day
Community Development Programmes
Public Relations Programmes
IVRCL News Letter (DHADKAN)
HR-DEVELOPMENT PLANS
Training need analysis
Training budget
Training calendar
Identification of external training agencies
IVRCL Vision, Mission transmission, Teambuilding, Positive Attitude, Discipline and safety
RETENTION PLANS
Review Compensation Plans
Empowerment
Relocation to place of choice
Involve in decision making
Abroad programmes
Create professionalism
Hard furnishing loan
Vehicle loan
Marriage loan
Education loan
Club membership
Recognition for good work
Employee stock option
Housing loan
HR-POLICIES
Human Capital Planning
Recruitment / Selection /Induction
Training and Development
Performance Appraisal
Succession Planning
Career Planning
Job Rotation and Multi Skilling
Job Enrichment
HR Manual
17

 Induction Manual
Safety Manual
Exit Interviews
INTEGRATED PERFORMANCE MANAGEMENT SYSTEM
Day to Day to Accountability
Individual Goals
Short term / long term goals
Individual development plans
Team targets
HR_SURVEYS
Organizational culture
HRD Climate
Training Need Analysis
Compensation Survey
Employee Satisfaction

HR_SAFETY INITIATIVES
Safety survey
Safety Budget
Safety Policy
Safety Manual
Awareness and Training on safety
Safety Reviews and Safety Meetings
Safety systems
Safety audit
Safety Banners
On site emergency plan
Zero accident schemes for sites
LEARNING CENTRE FOR HUMAN EXCELLENCE
Establish Learning Centre
Fresher Training
Induction Training
In-house Training
External Training

Electrical Department:
Electrical Department basically deals with maintenance and repairs of equipment and
machine. The electrical department is basically divided into two parts depending upon the
area of work on the plant.
The electrical department consists of 30 officers, Among them both Degree and Diploma
holder engineer. In addition, to this there are 60 technicians are there.
18

Civil Department:
The NPM has well organized civil department which is engaged in modification and
rectification of civil construction like road, trains, buildings etc.
The civil department consists of 12 engineers and it is1. Civil Plant.
Civil Township looks after the civil construction of township and civil plant looks after the
civil construction of plant.

Corporate Citizen
As a responsible corporate citizen, HPC is committed to social uplift and development of
the areas near its mills. It has made significant contribution to the development of the local
community by encouraging ancillary industries in Greenfield areas. It provides health-care
facilities and encourages education, sports and cultural activities in the near-by villages.
IVRCL LIMITED has also contributed to the construction of roads in the villages near its
mills. In many adjacent villages, It provides safe drinking water.
Employment:
IVRCL LIMITED has generated direct employment for about 17000 employees and on
average more than 10000 indirect workers employees each year. They created employment
opportunities both direct and indirect in this region.
Strategy:
The mission is pursued through the following initiatives in the supply chain:
Enunciation of a Quality Policy and defining Quality Objectives in quantifiable and
measurable terms, clearly reflecting the commitment to achieve and continuously improve
Customer Satisfaction at all levels in the organization.
Produce and deliver such quality of goods and services which are comparable to the best
in their class. Any non-conformity at any stage of operations throughout the products life19

cycle is seen not merely as a loss to the company but to the entire nation. All employees are
encouraged to feel that quality is an article of faith and everybodys responsibility rather
than a narrow commercial obligation.
Customer-First policy aimed at transforming the entire company into a customer-focused
organization. These objectives are realized by establishing, implementing, maintaining and
continually improving an ISO 9001 - based Quality Management
System in all Strategic Business Units in the organization.

Occupational Health and Safety Policy:

IVRCL LIMITED is committed to Promote and maintain the occupational Health and Safety (OHS) standards to
protect its Human Resources (including interested parties and environment from
foreseeable work hazards associated with its integrated polp and paper
manufacturing process including captive units.
Comply with all the relevant statutory provisions and other requirements in respect
of OH & S.
Cotinually improve the OH & S standards through all reasonable effects of risk
reduction activities.
SWOT Analysis of the Company:
Strengths:
1. High Capacity of Utilization.
2. Good Level and Productivity of Plan.
3. Well Qualified Technology and Skilled manpower.
4. Good Reputation of IVRCL LIMITED Products in North Indian Market.
Weakness:
1. The prices of finished goods are controlled by Government but the prices of InputRaw materials have been de-controlled.
2. No uniform facilities(No dress Code).
3. Lack of working machines.
Opportunities:
1. Strong marketing network in all over India.
2. 591 across of Land and Infrastructure facilities.
3. Operational efficiency and high capacity utilization.
Threats:
1. Transportation Problem.

20

Chapter-3
PROJECT OVERVIEW
Introduction to the study:
The study is an attempt to understand the quality policies and quality management
system of IVRCL LIMITED.
Concept of Quality Management System:
A quality management system (QMS) is the means by which quality management practices
are made an integral part of an organization. A QMS is not a temporary fad, but a
permanent part of an organization with a direct bearing on how the organization conducts
its business. QMS is not a vague phrase; it has a very specific meaning: a QMS has a
structure, a defined scope, responsibilities, necessary content (in terms of defined processes
and supporting QMS documentation), and required resources to accomplish quality
planning, quality control, quality assurance, and continuous quality improvement activities.
If an organization merely implements a few quality management practices in its operations,
it cannot claim to have a quality management system in place.
A QMS is not static, and by definition it must be improved continually in order to enhance
organizational effectiveness and efficiency. It may be formally defined as follows. A
quality (management) system consists of the organizational structure, procedures,
processes, and resources needed to implement quality management.
Quality management is the process for ensuring that all project activities necessary to
design, plan and implement a project are effective and efficient with respect to the purpose
of the objective and its performance.
Project quality management (QM) is not a separate, independent process that occurs at the
end of an activity to measure the level of quality of the output. It is not purchasing the most
expensive material or services available on the market. Quality and grade are not the same,
grade are characteristics of a material or service such as additional features. A product may
be of good quality (no defects) and be of low grade (few or no extra features).
Quality management is a continuous process that starts and ends with the project. It is more
about preventing and avoiding than measuring and fixing poor quality outputs. It is part of
every project management processes from the moment the project initiates to the final steps
in the project closure phase.
QM focuses on improving stakeholders satisfaction through continuous and incremental
improvements to processes, including removing unnecessary activities; it achieves that by
21

the continuous improvement of the quality of material and services provided to the
beneficiaries. It is not about finding and fixing errors after the fact, quality management is
the continuous monitoring and application of quality processes in all aspects of the project.
Definition of Quality:
Quality has been defined as "the totality of characteristics of an entity that bear on its
ability to satisfy stated or implied needs. International Organization for Standardization
(ISO), Quality Management and Quality Assurance (Geneva, Switzerland: ISO Press,
1994) stated and implied quality needs are the inputs used in defining project requirements
from the donor and the beneficiaries. It is also defined as the Conformance to
requirements or fitness for use; which means that the product or services must meet the
intended objectives. Joseph M. Duran , Quality Control Handbook (1951)of the project and
have a value to the donor and beneficiaries and that the beneficiaries can use the material
or service as it was originally intended. The central focus of quality management is
meeting or exceeding stakeholders expectations and conforming to the project design and
specifications. The ultimate judge for quality is the beneficiary, and represents how close
the project outputs and deliverables come to meeting the beneficiaries requirements and
expectations. How a beneficiary defines quality may be completely subjective, but there
are many ways to make quality objective; by defining the individual characteristics and
determine one or more metrics that can be collected to mirror the characteristic. For
instance, one of the features of a quality product may be that it has a minimum amount of
errors. This characteristic can be measured by counting errors and defects after the product
is used. Quality management is not an event - it is a process, a consistently high quality
product or service cannot be produced by a defective process. Quality management is a
repetitive cycle of measuring quality, updating processes, measuring, updating processes
until the desired quality is achieved.
The Purpose of Management of Quality:
The main principle of project quality management is to ensure the project will meet or
exceed stakeholders needs and expectations. The project team must develop a good
relationship with key stakeholders, specially the donor and the beneficiaries of the project,
to understand what quality means to them. One of the causes for poor project evaluations is
the project focuses only in meeting the written requirements for the main outputs and
ignores other stakeholder needs and expectations for the project. Quality must be viewed
on an equal level with scope, schedule and budget. If a project donor is not satisfied with
the quality of how the project is delivering the outcomes, the project team will need to
make adjustments to scope, schedule and budget to satisfy the donors needs and
expectations. To deliver the project scope on time and on budget is not enough, to achieve
stakeholder satisfaction the project must develop a good working relationship with all
stakeholders and understand their stated or implied needs.
Quality management consists of four main processes:
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Quality Definition
Quality Assurance
Quality Control
Quality Improvements
Quality Definition:
The first step on the quality management is to define quality, the project manager and the
team must identify what quality standards will be used in the project, it will look at what
the donor, beneficiaries, the organization and other key stakeholders to come up with a
good definition of quality. In some instances the organization or the area of specialization
of the project (health, water or education) may have some standard definitions of quality
that can be used by the project. Identifying quality standards is a key component of quality
definition that will help identify the key characteristics that will govern project activities
and ensure the beneficiaries and donor will accept the project outcomes. Quality
management implies the ability to anticipate situations and prepare actions that will help
bring the desired outcomes. The goal is the prevention of defects through the creation of
actions that will ensure that the project team understands what is defined as quality.
Quality Characteristics:
All material or services have characteristics that facilitate the identification of its quality.
The characteristics are part of the conditions of how the material, equipment and services
are able to meet the requirements of the project and are fit for use by the beneficiaries.
Quality characteristics relate to the attributes, measures and methods attached to that
particular product or service.
Functionality

is the degree, by which equipment performs its intended function, this is

important especially for clinical equipment, that the operation should be behave as
expected.
Performance,

its how well a product or service performs the beneficiaries intended use.
A water system should be designed to support extreme conditions and require little
maintenance to reduce the cost to the community and increase its sustainability.
Reliability,

its the ability of the service or product to perform as intended under normal
conditions without unacceptable failures. Material used for blood testing should be able to
provide the information in a consistent and dependable manner that will help identify
critical diseases. The trust of the beneficiaries depend on the quality of the tests.
Relevance,

its the characteristic of how a product or service meets the actual needs of
the beneficiaries, it should be pertinent, applicable, and appropriate to its intended use or
application.
Timeliness,

how the product or service is delivered in time to solve the problems when
its needed and not after, this is a crucial characteristic for health and emergency relief
work.
Suitability,

defines the fitness of its use, it appropriateness and correctness, the

agriculture equipment must be designed to operate on the soul conditions the beneficiaries
will use it on.
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Completeness,

the quality that the service is complete and includes all the entire scope
of services. Training sessions should be complete and include all the material needed to
build a desired skill or knowledge
Consistency,

services are delivered in the same way for every beneficiary. Clinical tests
need to be done using the same procedure for every patient.
Quality characteristics are not limited to the material, equipment or service delivered to the
beneficiaries, but also applies to the material, equipment and services the project staff uses
to deliver the project outputs. These include the vehicles, computers, various equipment
and tools and consulting services the project purchases and uses to carry out its activities.
Quality characteristics must be included in all material, equipment and services the project
will purchase, the procurement officers must have a complete description of what is
required by the project, otherwise a procurement office may purchase the goods or services
based on her or his information of the product.
Quality plan:
Part of defining quality involves developing a quality plan and a quality checklist that will
be used during the project implementation phase. This check list will ensure the project
team and other actors are
delivering the project outputs according to the quality requirements. Once the project has
defined the quality standards and quality characteristics, it will create a project quality plan
that describes all the quality definitions and standards relevant to the project, it will
highlight the standards that must be followed to comply to regulatory requirements setup
by the donor, the organization and external agencies such a the local government and
professional organizations (health, nutrition, etc) The quality plan also describes the
conditions that the services and materials must posses in order to satisfy the needs and
expectations of the project stakeholders, it describes the situations or conditions
that make an output fall below quality standards, this information is used to gain a common
understanding among the project team to help them identify what is above and what is
below a quality standard.
The quality plan also includes the procedure to ensure that the quality standards are being
followed by all project staff. The plan also includes the steps required to monitor and
control quality and the approval process to make changes to the quality standards and the
quality plan.
Quality Assurance:
Assurance is the activity of providing evidence to create confidence among all stakeholders
that the quality-related activities are being performed effectively; and that all planned
actions are being done to provide adequate confidence that a product or service will satisfy
the stated requirements for quality. Quality Assurance is a process to provide confirmation
based on evidence to ensure to the donor, beneficiaries, organization management and
other stakeholders that product meet needs, expectations, and other requirements. It assures
24

the existence and effectiveness of process and procedures tools, and safeguards are in place
to make sure that the expected levels of quality will be reached to produce quality outputs.
Quality assurance occurs during the implementation phase of the project and includes the
evaluation of the overall performance of the project on a regular basis to provide
confidence that the project will satisfy the quality standards defined by the project. One of
the purposes of quality management is to find errors and defects as early in the project as
possible. Therefore, a good quality management process will end up taking more effort
hours and cost upfront. The goal is to reduce the chances that products or services will be
of poor quality after the project has been completed. Quality assurance is done not only to
the products and services delivered by the project but also to the process and procedures
used to manage the project, that includes the way the project uses the tools, techniques and
methodologies to manage scope, schedule, budget and quality. Quality assurance also
includes the project meets any legal or regulatory standards.
Quality Audits:
Quality audits are structured reviews of the quality management activities that help identify
lessons learned that can improve the performance on current or future project activities.
Audits are performed by project staff or consultants with expertise in specific areas. The
purpose of quality audit is to review how the project is using its internal processes to
produce the products and services it will
deliver to the beneficiaries. Its goal is to find ways to improve the tools, techniques and
processes that create the products and services. If problems are detected during the quality
audits, corrective action will be necessary to the tools, processes and procedures used to
ensure quality is reestablished. Part of the audit may include a review of the project staff
understanding of the quality parameters or metrics, and skills expertise and knowledge of
the people in charge of producing or delivering the products or services. If corrective
actions are needed, these must be approved through the change control processes.
The PDCA Cycle:
The most popular tool used to determine quality assurance is the Shewhart Cycle. This
cycle for quality assurance consists of four steps: Plan, Do, Check, and Act. These steps are
commonly abbreviated as PDCA.
The four quality assurance steps within the PDCA model stand for
Plan: Establish objectives and processes required to deliver the desired results.
Do: Implement the process developed.
Check: Monitor and evaluate the implemented process by testing the results against
the predetermined objectives.
Act: Apply actions necessary for improvement if the results require changes.
The PDCA is an effective method for monitoring quality assurance because it analyzes
existing conditions and methods used to provide the product or service to beneficiaries.
The goal is to ensure that excellence is inherent in every component of the process. Quality
assurance also helps determine whether the steps used to provide the product or service is
25

appropriate for the time and conditions. In addition, if the PDCA cycle is repeated
throughout the lifetime of the project helping improve internal efficiency.
The PDCA cycle is shown below as a never-ending cycle of improvement; this cycle is
sometimes referred to as the Shewart/Deming3 cycle since it originated with Shewart and
was subsequently applied to management practices by Deming.

Plan

Do

Act

Check

Figure: The Shewart/Deming Cycle

Quality assurance demands a degree of detail in order to be fully implemented at every

step. Planning, for example, could include investigation into the quality of the raw
materials used in manufacturing, the actual assembly, or the inspection processes used. The
Checking step could include beneficiary feedback or surveys to determine if beneficiary
needs are being met or exceeded and why they are or are not. Acting could mean a total
revision in the delivery process in order to correct a technical flaw. The goal to exceed
stakeholder expectations in a measurable and accountable process is provided by quality
assurance.
Assurance vs. Control:
Quality assurance is often confused with quality control; quality control is done at the end
of a process or activity to verify that quality standards have been met. Quality control by
itself does not provide quality, although it may identify problems and suggest ways to
improving it. In contrast, quality assurance is a systematic approach to obtaining quality
standards. Quality assurance is something that must be planned for from the earliest stages
of a project, with appropriate measures taken at every
stage. Unfortunately far too many development projects are implemented with no quality
assurance plan, and these projects often fail to meet quality expectations of the donor and
beneficiaries. To avoid problem the project must be able to demonstrate the consistent
compliance with the quality requirements for the project.
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Quality Control:
Quality control is the use of techniques and activities that compare actual quality
performance with goals and define appropriate action in response to a shortfall. It is the
process that monitors specific project results to determine if they comply with relevant
standards and identifies different approaches to eliminate the causes for the unsatisfactory
performance. The goal of quality control is to improve quality and involves monitoring the
project outputs to determine if they meet the quality standards or definitions based on the
project stakeholder expectations. Quality control also includes how the project performs in
its efforts to manage scope, budget and schedule.
Acceptance:

The beneficiaries, the donor or other key project stakeholders accept or

reject the product or service delivered.
Acceptance occurs after the beneficiaries or donor has had a change to evaluate the product
or service.
Rework;

is the action taken to bring the rejected product or service into compliance with
the requirements, quality specifications or stakeholder expectations. Rework is expensive
that is why the project must make every effort to do a good job in quality planning and
quality assurance to avoid the need for rework. Rework and all the costs associated with it
may not refundable by the donor and the organization may end up covering those costs.
Adjustments;

correct or take the necessary steps to prevent further quality problems or

defects based on quality control measurements. Adjustments are identified to the processes
that produce the outputs and the decisions that were taken that lead to the defects and
errors. Changes are taken to the Change Control processes of the project.
Quality Control Tools:
There are a couple of good tools that can be used to control quality on a project, these are
cause and effect diagrams, Pareto charts and control charts:
Cause

and Effect Diagram, also known as fishbone diagrams or Ishikawa diagrams

(named after Kaoru Ishikawa, a Japanese quality control statistician, who developed the
concept in the 1960s, and is considered one of the seven basic tools of quality
management) It is named fishbone diagram because of their fish-like appearance, it is an
analysis tool that provides a systematic way of looking at effects and the causes that create
or contribute to those effects. The
Ishikawa Diagram is employed by a problem-solving team as a tool for assembling all
inputs (as to what are the causes of the problem they're addressing) systematically and
graphically, with the inputs usually coming from a brainstorming session. It enables the
team to focus on why the problem occurs, and not on the history or symptoms of the
problem, or other topics that digress from the intent of the session. It also displays a realtime 'snap-shot' of the

27

Cause A

Cause B

Cause A-1

Cause A-2

Cause B-1
Cause B-1

Cause C
Cause C-1
Cause C-2

Major Defect
Quality Error

Cause D-2
Cause D-1

Cause D

Cause E-2
Cause E-1

Cause E

CauseF-2
Cause F-1

Cause F

Figure: Fishbone diagram

collective inputs of the team as it is updated. The possible causes are presented at various
levels of detail in connected branches, with the level of detail increasing as the branch goes
outward, i.e., an outer branch is a cause of the inner branch it is attached to. Thus, the
outermost branches usually indicate the root causes of the problem.
Pareto

Charts; based on Paretos rule, which states that 80 percent of the problems are
often due to 20 percent of the causes. The assumption is that most of the results in any
situation are determined by a small number of causes and helps identify the vital few
contributors that account for most quality problems. The chart is a form of histogram that
orders the data by frequency of occurrence; it shows how many defects were generated by
a type of category of identified cause. For example to determine the errors in the collection
of beneficiary data the project team identified five causes and for each cause the frequency
they contained errors, the data is plotted as shown in the chart below, the bars represent
each category and the line the cumulative percentage of the errors, the
chart allows to identify that 80% of the errors could be reduced just by improving the
collection of data in two categories instead of focusing efforts to correct all categories.

28

120%

Freq
uenc
y

100%

Perce
ntage
of
error

80%
60%
40%
20%
0%

Baseline data errors

Figure: Pareto Chart
Control

Charts; is a graphical display of data that illustrates the results of a process

over time, the purpose of a control chart is to prevent defects, rather than detect them or
reject them, the chart allows the determine whether a process is in control or out of control
over specified length of time. Control charts are often used to monitor the production of
large quantities of products, but can also be used to monitor the volume and frequency of
errors in documents, cost an schedule variances and other items related to project quality
management. The figure below illustrates an example of a control chart for the process of
controlling the weight of products manufactured by the beneficiaries for sale in
international markets. The customer has a limit tolerance for defects; these are the upper
and lower control limits in the chart. Random examination of the products reveals data that
once charted on the graph identifies the times when the production process created items
that were outside the control limits, this helps the project determine actions to help the
beneficiaries improve the quality of their work.

29

Upper limit
i
gh
t
W
e
i
g
h
t

M
e
a
n

Lower limit
i
gh
t 3
4

5
6
7
8
9
10
Time Scale
Figure: Control charts
Control charts can also be used to the project management areas, such as schedule and
budget control, to determine whether the costs variances or schedule variances are outside
the acceptable limits set by the donor.
Quality Improvement:
It is the systematic approach to the processes of work that looks to remove waste, loss,
rework, frustration, etc. in order to make the processes of work more effective, efficient,
and appropriate. Quality improvement refers to the application of methods and tools to
close the gap between current and expected levels of quality by understanding and
addressing system deficiencies and strengths to improve, or in some cases, re-design
project processes. A variety of quality improvement approaches exists, ranging from
individual performance improvement to redesign of entire project processes. These
approaches differ in terms of time, resources, and complexity, but share the same four steps
in quality improvement:
Identify

what you want to improve; the project using the data found in the quality
control process identifies the areas that need improvement.
Analyze

the problem or system, the team then investigates the causes for the problem
and its implications to the project, the causes may be internal or external to the project.
Develop

potential solutions or changes that appear likely to improve the problem or

system, the team brainstorms ideas and potential solutions to the problem, taking in
consideration its impact to the project schedule and budget. After careful considerations the
team decides and chooses the best alternative.
Test

and implement the solutions. The team may decide to test the solution on a small
scale to verify that it is capable of fixing the problem, it testes for the initial assumptions
30

made about the problem and once it confirms that the solution is a viable alternative, it then
proceeds to implement in a full scale the solution.
Cost of Quality:
The cost of quality is the sum of costs a project will spend to prevent poor quality and any
other costs incurred as a result of outputs of poor quality. Poor quality is the waste, errors,
or failure to meet stakeholder needs and project requirements. The costs of poor quality can
be broken down into the three categories of prevention, appraisal, and failure costs:
Prevention

costs: These are planned costs an organization incurs to ensure that errors
are not made at any stage during the delivery process of that product or service to a
beneficiary. Examples of prevention costs include quality planning costs, education and
training costs, quality administration staff costs, process control costs, market research
costs, field testing costs, and preventive maintenance costs. The cost of preventing
mistakes are always much less than the costs of inspection and correction.
Appraisal

costs: These include the costs of verifying, checking, or evaluating a product

or service during the delivery process. Examples of appraisal costs include receiving or
incoming inspection costs, internal production audit costs, test and inspection costs,
instrument maintenance costs, process measurement and control costs, supplier evaluation
costs, and audit report costs.
Failure

costs: A project incurs these costs because the product or service did not meet
the requirements and had to be fixed or replaced, or the service had to be repeated.
Leadership:
Joseph M. Juran, one of the leading experts in Quality management said that it is most
important that management be quality-minded. In the absence of sincere manifestation of
interest at the top, little will happen below 4 What this means is the main cause of quality
problems is a lack of leadership. In order to establish and implement effective quality
projects, senior management must lead the way. A large percentage of quality problems are
associated with management, not technical issues, it is the responsibility of the
development organizations senior management to take responsibility for creating,
supporting, and promoting quality programs.
Quality problems should be taken as an opportunity for improvement; problems can help
identify more fundamental or systemic root causes and help develop ways to improve the
process. Unfortunately projects do not have a culture that promotes the identification of
problems for the fear that making improvements is an admission that the current way of
doing things is flawed or that those responsible are poor performers. Improved
performance cannot occur unless the project team feels comfortable that they can speak
truthfully and are confident that their suggestions will be taken seriously.
Maturity Models:
Another approach to improve quality is the use of maturity models, which are frameworks
for helping organizations and projects improve their processes. The model includes a
31

method for assessing the projects maturity levels as a first step to determine the
improvements needed to increase the capacity of the project to deliver the project outputs
as promised.
The use of the word "maturity" implies that capabilities must be grown over time in order
to produce repeatable success in project management. The Random House College
Dictionary defines "maturity" as full development or perfected condition. "Maturity" also
indicates understanding or visibility into why success occurs and ways to correct or prevent
common problems. "Model" implies change, a progression, or steps in a process.
Project management maturity is the progressive development of an organizations project
management approach, methodology, strategy, and decision-making process. The
appropriate level of maturity can vary for each organization based on specific goals,
strategies, resource capabilities, scope, and needs.
The proper level of maturity to which an organization should strive is determined during a
detailed assessment conducted by a professional project management consulting team. The
organization has achieved full project management maturity when it has met the
requirements and standards for project management effectiveness and it is capable of
demonstrating improvements such as on-time project delivery, cost reductions,
organizational efficiency, and quality outcomes.
A project quality maturity usually consists of five levels:
Level

1. Informal level, there is no defined processes for quality practices or standards.

The organization may be in the initial stages of considering how projects should define
quality, but most efforts are informal and had-oc.
Level

2. Defined level, the organization has defines some basic quality standards and
project quality policies that are being adopted. But not all projects are using it in a
consistent manner.
Level

3. Repeatable level, the quality process is well documented and is an

organizational standard. All projects are using it and producing consistent and repeatable
results.
Level

4. Controlled level, all projects ire required to use quality planning standard
processes. The organization has a unit or roles that coordinate quality standards and
assurance and quality audits are done on a regular basis.
Level

5. Optimized level, the quality process includes guidelines for feeding

improvements back into the process. Metrics are used as key criteria for quality decisions
and quality results are predictable. The model helps an organization identify were they
stand and were they should strive to reach, it is a simple way to determine the level of
maturity required for a project or organization, some organizations may be comfortable
with achieving a level 3 while others may be encouraged to reach a level 4 due to the need
to comply with legal or regulatory standards.

32

Implementing a QMS:
For most organizations, the primary motivation for implementing a QMS is either
management need or customer demand. Managements motivation for implementing a
QMS usually stems from its need to improve productivity, improve product quality, and
reduce time-to-market, thus gaining a competitive advantage. Sometimes, managements
motivation for implementing a QMS is driven by competitive pressure, where the
organizations competitors have established (or are in the process of establishing) a formal
QMS with the goal of registration to a recognized QMS standard, such as ISO 9000. In
such cases, registration to a quality management system standard is perceived to be a
valuable asset for marketing and soliciting new customers.
Customer demands on an existing supplier (or a potential supplier) to implement a QMS is
driven by the customers need of an assurance that the supplier is capable of meeting the
customers quality requirements. Often, such a demand may be made in response to
continued sub par performance of an existing supplier, or prior to approving a new
supplier.
In certain industries, customers (including government agencies) also go to the extent of
inviting bids only from suppliers who have attained a particular quality registration.
Because an organization that does not have a QMS in place may be barred from bidding for
potential business, it is likely to translate into management motivation to implement a
QMS.
It has been argued that the management-motivated approach will normally be more
comprehensive and fruitful than the model used for demonstrating the adequacy of the
quality system (i.e., the customer motivated implementation of a QMS). In other words,
the likelihood that a QMS will be adequate and effective is significantly improved if its
implementation is driven by internal motivation in the organization (management need)
rather than external pressures (customer demand). In fact, management commitment to
quality is the most significant prerequisite for a successful QMS implementation.
When management visibly demonstrates its commitment to quality, and promotes a
quality-oriented and customer-focused mindset in the organization, it encourages the
employees to strive to realize the true benefits of the implemented QMS. On the other
hand, a QMS that is implemented solely with the objective of achieving a coveted quality
registration to win new business, or please potential customers, will serve merely as a
short-lived marketing tool. This is because the lack of an effective QMS eventually will
manifest itself in poor product quality, late product delivery, low employee morale, and
dissatisfied customers.
Benefits of implementing a QMS:
33

Implementation of a QMS in an organization offers near-term and long term rewards:

Defined processes and supporting QMS documentation are the basis for repetition,
and help reduce (and eliminate) variation within process execution. As variation is
reduced, it results in improvements in operational efficiency.
With the implementation of corrective and preventive solutions that effectively
address the root causes of quality problems, permanent solutions are implemented.
This results in improvements in organizational effectiveness.
A QMS enables an organization to focus on how it executes its business processes.
Such process focus and awareness are essential in order to be able to monitor and
analyze process performance for continual improvement.
A QMS fosters continual improvement in the organizations productivity, rework
costs, on-time delivery performance, and within budget project execution. This
enables the organization to enhance its bottom-line revenue growth.
A QMS results in higher-quality products and services, as quality management
practices are continually improved.
As an organization improves the quality of products and services, it improves
customer satisfaction levels, which helps improve customer loyalty and customer
retention.
A QMS enables the organization to gain a competitive advantage due to its being
perceived as a best-in-class supplier by its customers. This enables the
organization to retain customers, attract new ones, increase market share, and
enhance top-line revenue growth.
A QMS enhances an organizations competitive position by allowing it to present
itself as a viable supplier in situations where a customer requires its suppliers to
have a formal QMS in place (although in certain cases customers also seek
registration to a QMS standard).
A QMS enhances customer confidence in the ability of a supplier to deliver
products and services according to specified quality requirements (quality
assurance).
A QMS reduces the organizations reliance on heroes to make projects a success,
because all employees are aware of the required quality management practices. In
other words, it enhances an organizations ability to achieve quality requirements
because employee competencies are augmented by a process infrastructure that
helps achieve the Identified requirements.

34

A QMS reduces (or eliminates) an organizations dependence on a few individuals

for information regarding critical processes, because such processes are now
formally documented. This reduces organizational vulnerability to employee
turnover.
A QMS reduces waste of resources and loss of reputation resulting from rejection
and rework of inferior-quality products (referred to as Cost of Poor Quality). This
enables the organization to shift from a reactive mode of operation (performing
corrective action) to a proactive mode (performing preventive action).
A QMS promotes employee understanding that quality is everyones responsibility.
The realization that each employee contributes to the achievement of quality
requirements helps institutionalize quality improvements across the organization,
at all levels.
Employee morale and satisfaction improve as employees participate in defining
their processes, and are empowered to own, monitor, and continually improve
those processes.
A QMS results in improved communication both internally and externally, which
results in improvements in efficiency and effectiveness, and improved customer
supplier relations.
Quality Management Systems Philosophy:
A system is an ordered set of ideas, principles and theories or a chain of operations that
produce specific results, and to be a chain of operations they need to work together in a
regular relationship. Shannon defined a system as a group or set of objects united by some
form or regular interaction or interdependence to perform a specified function.
Deming defines a system as a series of functions or activities within an organization that
work together for the aim of the organization. These three definitions appear to be
consistent although worded differently.
A quality management system is not a random collection of procedures, tasks or documents
(which many quality systems are). Quality management systems are like air-conditioning
systems they need to be designed. All the components need to fit together, the inputs and
outputs need to be connected, sensors need to feed information to processes which cause
changes in performance and all parts need to work together to achieve a common purpose.
ISO 9000 defines a quality management system as a set of interrelated or interacting
processes that achieve the quality policy and quality objective. But the word quality gets in
the way of our thinking. It makes us think that quality management systems operate
alongside environmental management systems, safety management systems, and financial
management systems. In ISO 9000 it is stated that the quality management system is that
35

part of the organizations management system that focuses on the achievement of outputs
in relation to the quality objectives, therefore the quality management system must exist
to achieve the organizations quality objectives. This concept was unclear in the 1994
version with the result that many quality systems were focused on procedures for their own
sake rather than on serving objectives. It would appear therefore that other parts of the
management system are intended to serve the achievement of specific objectives. For
example, we could establish:
Safety systems to serve safety objectives
Environmental systems to serve environmental objectives
Security systems to serve security objectives
Human resource systems to serve human resource objectives
Marketing systems to serve marketing objectives
Innovation systems to serve innovation objectives
Financial systems to serve financial objectives
Many organizations have appointed specific managers to achieve each of these objectives
so that we have for instance an Environmental Manager, fulfilling Environmental
Objectives through an Environmental Management System and a Quality Manager
fulfilling Quality Objectives through a Quality System. Do the same for the others and you
would have multiple management systems. This is what functional management produces
and as a result puts the managers in potential conflict with each other as each tries to
achieve their objectives independently of the others. Many of these objectives are in reality
not objectives at all but constraints that exist only by virtue of the organizations necessity
to satisfy customers.
However, several questions arise: Are quality objectives, objectives of the same kind as
the other objectives or are these other objectives a subset of quality objectives? and Is the
quality management system just one of a series of systems or is it the parent system of
which the others are a part?
To find the answer it is necessary to go back a step and ask: Which comes first, an
objective or a need? We dont set financial objectives because we think its a good idea;
there is a need that has its origins in the organizations mission statement.
The mission statement tells us what our goal is and where are we going. Without customers
there is no business therefore the basic purpose of a business is to satisfy a particular want
in society and so create a customer. Its mission is related to these wants and is expressed in
specific terms. To be effective, a mission statement should always look outside the
36

business not inside. For example, a mission that is focused on increasing market share is an
inwardly seeking mission whereas a mission that is focused on bringing cheap digital
communication to the people is an outwardly seeking mission statement. From the mission
statement we can ask, What affects our ability to accomplish our goal? The answers we
get become our critical success factors and it is these factors that shape our objectives:
If our success depends on the safety of our products, we need safety objectives.
If our success depends on securing the integrity of information entrusted to us by our
customers, we need security objectives.
If our success depends on the impact our operations have on the environment, we need
environmental objectives.
If our success depends on capital investment in modern plant and machinery, we need
financial objectives.
This list is incomplete, but if we were to continue, would we find a reason for having
quality objectives? Business will only create customers if they satisfy their needs; therefore
success in all businesses depends on fulfilling customer needs and expectations.
Quality is defined in ISO 9000 as the degree to which a set of inherent characteristics
fulfils requirements. Note that the definition is not limited to customer requirements and
the inherent characteristics are limited to products. It could apply to any set of
requirements internal or external, technical or non-technical including health, safety and
environmental requirements. It could also apply to any process outcome: products,
services, decisions, information, impacts, etc. It extends to all those with an interest in the
business.
Quality is therefore a term that describes the condition of business outcomes. Everything a
business does must directly or indirectly affect the condition of its outcomes and therefore
all business objectives are quality objectives. Therefore we do not need quality objectives
in addition to all the other objectives because all objectives are quality objectives and the
quality management system is not part of the management system it is the management
system. We can therefore describe the relationship between the management system and
the organization diagrammatically as shown in Figure.

37

All the objectives only arise as a result of the organization seeking to create and satisfy
customers. There is no environmental objective, impact or anything else if the organization
does not have customers. Objectives for the environment, safety, security, finance, human
resources etc. only have meaning when taken in the context of what the business is trying
to do, which is to create and satisfy customers. While many might argue that the purpose of
business is to make money for the shareholders or owners this is different from the purpose
of a business, which is to create and retain customers and do this in a manner that satisfies
the needs and expectations of all stakeholders. Without a customer there is no business at
all, therefore customer needs must come first. Satisfying customers becomes the only true
objective; all others are constraints that affect the manner in which the organization
satisfies its customers. It may help therefore if we view any objective that serves a
stakeholder other than the customer as a constraint or a requirement that impacts the
manner in which customer objectives are achieved.
The management system is the way the organization operates, the way it carries out its
business, the way things are. Its purpose is to enable the organization to accomplish its
mission, its purpose, its goals and its objectives. All organizations possess a management
system. Some are formal, some are informal. Even in a one-person business, that person
will have a way of working a way of achieving his or her objectives. That way is the
system and comprises the behaviors, processes and resources employed to achieve those
objectives. The system comprises everything that affects the results. It only has to be
formalized when the relationships grow too large for one person to manage by relying on
memory.
It is unlikely that you will be able to produce and sustain the required quality unless you
organize yourselves to do so. Quality does not happen by chance, it has to be managed. No
human endeavor has ever been successful without having been planned, organized and
controlled in some way.
Scope of the System:
As the quality management system is the means by which the organization achieves its
objectives, it follows that the scope of the system (what it covers) is every function and
activity of the organization that contributes to these objectives. This should leave no
38

function or activity outside the system. The system must also include suppliers because the
organization depends on its suppliers to achieve its objectives. The chain of processes from
the customer interface and back again includes the suppliers.
Including every function and activity within the system should not be interpreted as
compelling every function and activity to certification to ISO 9001 far from it.
Design of the System:
Imagine you are designing an air-conditioning system. You would commence by
establishing the system requirements, then design a system that meets the requirements,
document the design and build a prototype. You would then test it and when satisfied it
functions under the anticipated operating conditions, launch into production. If problems
are detected during production, solutions would be developed and the design
documentation changed before recommencing production. If problems were experienced
during maintenance, the design documentation would be consulted to aid in the search for
the fault. If improvements are to be made, once again the design documentation would be
consulted and design changes made and the documentation revised before implementation
in production.
This traditional cycle for products therefore has some redeeming features:
Design does not commence without a specification of requirements if it does, the wrong
product is likely to be designed.
Designs are documented before product is manufactured if they are not documented, it
is likely that the product cannot be manufactured or will not fit together or functions as
intended.
Designs are proven before launching into production if production commences before
design proving, the product will probably fail on test or in service.
Design documentation is changed before changes are implemented in production if
documentation is not changed before implementation, the product will be different each
time it is made; solved problems will recur and no two installations will be alike.
If we apply the same logic to the design and implementation of a management system, we
would:

Define the requirements before commencing management system design, i.e. we

would establish the objectives the system is required to achieve (The vision,
mission, corporate goals etc.)
Document the management system design before implementation.

39

Verify that the management system meets the requirements before commitment to
full operation.

Document changes to the management system before implementation in practice.

But what often happens is:

Management system development commences without a specification of requirements or a
clear idea of the objectives is need to achieve; often the system exists only to meet ISO
9000, or some other standard.

The management system is documented before it has been designed.

The management system is made fully operational before being verified it meets
the requirements.

Changes are made to practices before they are documented.

Improvements are made to the management system without consulting the

documentation because it is often out of date.

As the management system is the means by which the organization achieves its objectives,
the management system delivers the organizations products. (This includes hardware,
software, services and processed material including information products.)
If we analyze the factors on which the quality of these products depends we would deduce
they include:

The style of management (autocratic, democratic, participative, directive etc.)

The attitude and behavior of the people (positive, negative etc.)

The capability of the available resources (capacity, responsiveness, technology)

The quantity and quality of the available resources (materials, equipment, finance,
people)

The condition and capability of the facilities, plant and machinery

The physical environment in which people work (heat, noise, cleanliness etc.)

The human environment in which people work (freedom, empowerment, health

and safety)

It follows therefore that a management system consists of the processes required to deliver
the organizations products and services as well as the resources, behaviors and
40

environment on which they depend. It is therefore not advisable to even contemplate a

management system simply as a set of documents or if we do go some way towards ISO
9000:2000, a set of processes that simply converts inputs into outputs. Three out of the
seven factors above relate to the human element, we therefore cannot afford to ignore it.
QMS Planning Phase:
The QMS planning phase entails the specification of the QMS implementation goal, and
lays out the roadmap that the organization will follow to achieve the defined goal. Plans
devised at this stage may be revised later (as needed), but for the most part, decisions made
in this phase will have a profound effect on the pace and thoroughness of the QMS
implementation effort, and quality of the resulting QMS. It is therefore important that there
be adequate forethought and meticulous planning in this phase. These items are
summarized below
Implementation prerequisites: Identify prerequisites for success, and ensure that they have
been secured. Doing so helps maximize the chances of success and helps mitigate risks
from the beginning of the QMS implementation.
Implementation goal: Establish a clear goal statement that satisfies the SMART criteria.
Implementation team: Plan for an implementation team with adequate cross-functional
representation and clearly defined roles and responsibilities that are communicated to all
implementation team members.
Implementation strategy: Brainstorm the implementation strategy and ensure that it is
clearly communicated to all implementation team members and staff members.
Implementation process: Define an implementation process that lays out the high-level
roadmap for implementing the QMS. This includes main phases of QMS implementation
and key activities within each phase.
Implementation schedule, needed resources, and cost: For the implementation roadmap
defined in the previous step, estimate the resources for each activity and establish an
implementation schedule. Ensure that an adequate contingency is included within each
phase. Also, estimate the major expenses for the implementation and budget for the
anticipated implementation costs.
Mechanisms to manage the implementation, communicate progress, and encourage
employee participation: Identify the mechanisms that will be used to track and control
implementation progress to ensure that the project progresses according to plans. Identify
means that will be used to communicate progress, especially to senior management, and to
facilitate timely management intervention in case progress lags. Identify means that will be
used to encourage employee participation and recognize employee contribution.
41

QMS documentation: Ensure that the key elements of a sound QMS documentation
management system are in place. Ensure that the process for creating, reviewing, and
approving new QMS documentation is defined and communicated to all employees.
QMS Definition Phase:
The QMS definition phase entails the definition and documentation of the organizations
QMS. If the organization has selected a quality management system standard for use, this
phase entails the definition of the QMS in accordance with the standards requirements.
Activities in this phase include but are not limited to:
1. Requirements analysis (if applicable): Analyze each requirement in the QMS standard to
clearly understand what is required and how the requirement can be satisfied.
2. Gap analysis: Assess the current state of the system (processes and procedures) against
best practices in the given industry, or against requirements in the QMS standard (if one
was selected). This exercise is intended to obtain answers to the question Where are we
right now? With a better understanding of where one is and where one is headed (project
goal), one is better able to plan future action. The gap analysis may reveal that processes
and procedures are already in place in certain areas of the organization. When appropriate,
reuse all or part of the current implementation as opposed to beginning from scratch. The
gap analysis may also reveal critical quality discrepancies requiring immediate attention;
these should be planned for immediate rectification.
3. Revise implementation plan: As is obvious from the foregoing explanation, the gap
analysis typically will cause the implementation plan to be fine-tuned as per the insight
gained into the current state of the system.
4. Correct critical quality (or process) deficiencies: Act upon the results of the gap analysis
to correct critical quality (or process) deficiencies that can be fixed relatively easily. Doing
so provides immediate return on investment for initiating the quality implementation effort.
It also provides an opportunity to cite the success stories to sustain management
commitment and encourage employee participation.
5. Perform high-level process mapping and create supporting process documentation:
Perform process mapping for high-level organizational processes, and create supporting
process documentation, as needed.
6. Perform low-level process flowcharting and create supporting process documentation:
Perform process flowcharting for lower-level organizational processes, and create
supporting process documentation as needed.
7. Create additional QMS documentation: In addition to QMS documentation in the form
of process maps, create additional documentation as needed, such as procedures, templates,
and forms.
42

QMS Refinement Phase:

The QMS refinement phase involves a final verification of the entire QMS to ensure that
all processes interact as originally planned and, further, that all processes are mutually
consistent and correctly defined. This phase also involves a final validation to ensure all
elements of the QMS comply with the organizations quality requirements (and, if
applicable, requirements of the QMS standard in use). Deficiencies identified during this
phase are addressed by requesting corrective action from the respective process (or
document) owners.
QMS Deployment Phase:
The QMS deployment phase involves institutionalizing the QMS across the organization.
In this phase, the QMS is rolled out incrementally so that it gradually is adopted and
becomes the new way of working. As each process is defined, documented, and approved
for use by employees, it enters the QMS deployment phase. In this phase, employees are
trained on the defined processes, and execution of the processes is monitored by the quality
assurance personnel (and by QMS implementation team members, as appropriate) who
participate in or observe activities as they are executed.
They verify that processes are being executed correctly and that they are adequate and
effective. Process execution also is verified by means of internal quality audits performed
during or after process execution.
This does not imply that during QMS deployment, all old processes are thrown out and
replaced with new high-quality processes. However, establishment of a QMS will cause the
organization to examine all its existing processes, and it is safe to assume that most of them
would be impacted to some extent during QMS implementation (mostly in terms of needed
improvements). This examination also may reveal some inadequate and inefficient
processes that need to be discarded and replaced with new ones. For the most part,
however, implementation of the QMS generally will result in changes to existing
processes, with some processes undergoing major change and others undergoing minor
change. It is important to plan for a certain amount of time (typically, months) between
completion of employee training and commencement of internal quality audits. This time
period, referred to as the process establishment period, is required for two reasons: first,
some amount of time is required to adequately promulgate a QMS throughout an
organization such that it becomes well entrenched in the organization by becoming an
inherent part of how the organization conducts everyday business.
Second, some amount of time is required to build sufficient amount of evidence of use of
the QMS that then can be audited. Starting an internal quality audit program too soon
might not provide internal auditors sufficient evidence that is necessary to assess adequacy
43

and effectiveness of the QMS. The process establishment period varies from one
organization to another and depends on factors such as:
Lead time to develop the products (in order to allow all product development
processes to be exercised at least once);
Extent of change to current processes;
Amount of QMS training provided to employees.
It is to be expected that, beginning with the process establishment period, the organization
will encounter growing (maturing) pains because the natural human tendency to resist
change will begin to surface once the QMS begins to directly affect how everyone does
their work. Further, employees and management personnel unaccustomed to the new
and/or refined processes in certain cases will attempt to circumvent the process when
operational and schedule considerations overtake quality considerations.
The QMS implementation team will need to address the aforementioned challenges by
continually educating management and personnel (and managing their expectations),
emphasizing benefits already realized, monitoring process execution, and reasoning with
personnel and working cooperatively with them to overcome resistance to change.
Continuous Improvement:
With the completion of the QMS deployment phase, an organization effectively transitions
to a state where compliance with the defined QMS needs to be continually monitored and
the defined system needs to be continuously improved and optimized. This is the final and
never-ending phase of QMS implementation the continual improvement phase. It entails
the use of mechanisms necessary to facilitate continuous improvement of the QMS.
Mechanisms for continuous improvement are not necessarily established in this phase only.
Some of them may have been defined in the QMS definition phase and deployed in the
QMS deployment phase. Others may have been defined but their deployment deferred until
the continuous improvement phase. Yet other continuous improvement mechanisms may
remain undefined until this phase. For example, an organization typically does not start
collecting customer satisfaction data until a few months after completion of the QMS
deployment phase, else it would be too early for its customers to realize benefits from the
implementation of the QMS. Moreover, collecting customer satisfaction data too soon
might not provide readily actionable information because many of the known deficiencies
might be attributed to causes that the organization already is addressing under the QMS
implementation underway.
Quality is not something that is done at the end of a phase or at the end of the project, is a
continuous process to ensure quality is performed in all aspects of the project. The goal is
to continuously improve based on the lessons learned and new insights provided by the
project. To be effective it should happen during all activities of the project.
44

Continuous improvement, in regard to project quality always focuses on improving

stakeholder satisfaction through continuous and incremental improvements to processes,
including the removal of any unnecessary activities. By applying a process that
continuously improves every element of the project can achieve better results than trying to
wait until the end of a phase or a mid term evaluation to start making adjustments and
improvements to the work. It requires little effort and by doing small incremental
improvements the project can reach significant levels of quality.
To implement continuous improvements, it necessary to have a culture of reflection that
allows the project team to learn from mistakes and apply the lesson on the next phase or
cycle and not spend time and effort trying to put blame, otherwise, the team will fear
reporting any problems with quality and it will be too late to do anything once the donor or
the beneficiaries find out.

45

Objectives of the study:

The main objective of the study was to find out the following: To study the effectiveness of Quality Management System in

IVRCL LIMITED.
Employee attitude towards present Quality Management

System.
Investigate about the leading policy of IVRCL LIMITED.
To find History of IVRCL LIMITED.
To identify areas where there can be scope for improvement

in Quality Management System.

For partial fulfillment of MBA.
To give suitable recommendations.

46

Scope of the Study:

This project is done within the IVRCL LIMITED.
To know about the Quality Product strategies of IVRCL LIMITED industries.
To know Quality Management System that has changed over a period of time.
To know the requirement of in Quality Management System on an organization.
To know Pros and cons of in Quality Management System.
To know practical application of Quality Management System in IVRCL LIMITED.
To identify Quality Management System behind public sector industry.
Sample taken from around 100 people.

Limitations: The study being very extensive might be very difficult to complete within

the

stipulated time of two months.

The project may suffer from financial constraint.
It may suffer from biasness & ignorance of the respondents.

Research Methodology:
The study was descriptive in nature and except for a few instances where statistical
analysis of considerable region was used, the researcher tried to present the findings in a
simple format.
The respondents were selected through simple random sampling. The method of contact
was through personal interview as it was the most versatile amongst the alternatives. This
helped provide clarification to the respondents and also had the advantage of recording
additional information and opinion.
Research Design:
Research design refers to framework or plan for a study that guides the collection and
analysis of data. A typical research design of a company basically tries to resolve the
following issues:
Determining Data Collection design.
47

Determining Data Methods.

Determining Data Sources.
Determining Primary Data Collection Method.
Developing Questionnaires.
Determining Sampling Plan.

Explorative Research Design:

Explorative studies are undertaken with a view to know more about the problem. These
studies help in a proper definition of the problem, and development of specific hypothesis
is to be tested later by more conclusive research designs. Its basic purpose is to identify
factors underlying a problem and to determine which one of them need to be further
researched by using rigorous conclusive research design.

Conclusive Research Design:

Conclusive research studies are more formal in nature and are conducted with a view to
eliciting more precise information for purpose of making decisions.
These studies can be either Descriptive or Experimental.
Thus, it was mix of both the tools of Research Design that is, Explorative as well as
Conclusive.
Data collection:
Primary and Secondary data.
Primary data:
Questionnaire, Direct interview,
Interaction with the present staff within the
organization.
Secondary data:
Internet, Journal/Magazines.
Data collection procedure:
Survey.
Research Instrument:
Structured Questionnaires.
Sampling Plan:
Sample size: 100
Sample area: Within Nagaon . Guwahati and
nearby areas.
Sample procedure: Random Sampling.
Data representation:
Tabulation and graphical
Representation method will be
adopted.
Data analysis:
For analyzing data, statistical projections and
sampling methods will be used.

Data Analysis:
QUESTIONNAIRE DESIGN:
48

The questionnaire method of survey was undertaken due to its main advantages of
versatility, speed and cost. The questionnaire helps to get accurate point of view of
personnel.
In order to learn the awareness of persons working at IVRCL LIMITED about quality
management system as well as to collect other relevant information. The questionnaire
intended broadly covered the following areas:
Workers awareness
Comparative statements
Satisfaction level

QUESTIONNAIRE:
In survey made of data collection, questionnaire is by far the most popular means of data
collection instrument. A questionnaire uses a structured standardized format of data
collection to record verbal responses to questions. Particularly, when the sample is large
and the study wishes to collect data about specifics of consumers attitude.
I have chosen the questionnaire technique, to collect the primary data because of its
obvious advantages which are as follow:(a) Versatility-The unique advantage of using a questionnaire is its versatility.
Respondents can be probed on a wide diversity of issues by questioning.
(b) Speed and cost- questionnaire method is usually cheaper and faster than observations.
(c) Ease of communication- since the questions are formulation in advance, all the required
information can be obtained in an orderly and systematic manner. The exact wording of
the questions can be carefully worked art to reduce the possibility of ambiguity and
misunderstanding.
(d) Control- since same questions are put before all respondents in the same order, it offers
maximum control on the interviewing process and information content.
For this project on workers and outsider peoples awareness & profile, only one
questionnaire was designed and used. It was for both those working in the company and
the prospective personnel.
The questionnaire was designed in such a way that the respondent would have no
hesitation in fully expressing his/her views. Moreover, care was taken in the sequencing of
questions. Again care was taken in the wordings of questions direct, simple and unbiased
wording were used.

49

Analysis & findings:

The data collected through questionnaire are suitably arranged in table for the purpose of
effective and in-depth analysis and interpretation. Use of percentage, pie-diagram, bardiagram etc is also made for the study whenever necessary.
Only the management, worker and related personnel are targeted respondents of the
questionnaire.
This questionnaire deals with all the analysis and findings related to quality management
system. Three different types of analysis are done covering almost all the objectives that
are need to be found.
The questionnaire was divided into two segments so that correct information is achieved
when conducting the survey.
First type of the questionnaire was designed to gather information regarding the general
concept of the respondents.
Second type of questionnaire was specially designed to collect information regarding the
technical solution.
Questionnaire Analysis:
The first question of the questionnaire was asked- What does the term ISO
stand for? What standards make up the ISO 9000 2000 series?
The findings are mentioned below:
The respondents simply share with me and they suitably give me their view:
The term ISO stands for the International Organization for Standardization. You would
reasonably assume that it ought to be IOS, but it isn't. Apparently, the term ISO was chosen
(instead of IOS), because ISO in Greek means equal, and ISO wanted to convey the idea of
equality - the idea that they develop standards to place organizations on an equal footing.
Tabulation of Respondents Perception:
Respondents
View

Management
Personnel

Worker

Other

Percentage

Able to Define

45

43

95

Unable to

00

5
50

Percentage Wise Respondent

5%

Define

95%

The second question asked to the respondents to find out the Total Quality
Management (TQM) helps business because it
The findings are mentioned below:
Says that every person in the business must work together to make excellent quality
products. Excellent product increase sales and profits or lowers a businesss costs because
making excellent products means it does not waste money on repairs and refunds.
Tabulation of Respondents Perception:
Respondents View
Agree
Disagree
No Response
Total

Management
45
05
00
50

Casual Worker
40
06
04
50

Percentage %
85
11
4
100

Percentage Wise Respondents View:

51

The third question asked to the respondents to find out the benefits of quality
management system.

The finding of the above question is:

Improvement in internal quality (reduction in scrap, rework and nonconformities in the shop)
Improvement in external quality (customer satisfaction, claims of non-conforming
products, returned products, warranty claims, penalty claims etc.)
Improvement in Production reliability (number of break downs, percentage down
time etc)
Improvement in Time performance (on-time delivery, time to market etc.
Reduction in the cost of poor quality (external non-conformities, scrap, rework etc)
Above 100 respondents we collect the appropriate data as shown in the table:

Respondents
View
Perfectly
Describe
Partially
Describe
Ignorant

Number of Respondents
%
73
22
5

Total
100
52

Percentage Wise Respondents View:

5%

22%
%

73%

The fourth question asked to the respondents to find out, where most of the
quality problems occurs.
Finding of the question is:
Originate on the shop floor because of waste and product rework. Number of respondent,
their view etc. are listed below in the table
Respondents
View
Strongly agree
Agree
Disagree
No Response
Total

Management Technical
(M)
Worker (T)
20
10
0
1
31

30
10
0
2
42

Casual
Workers(C)
15
5
3
4
27

Number of
Respondents %
65
25
3
7
100

Percentage Wise Respondents View:

53

The fifth question asked to the respondents to find out, quality should generally
be of priority with ?
Finding of the question is:
Among 100 respondents from 70% of them are agree with that quality should generally be
of equal priority with cost & schedule and 25% of them believe equal priority with cost,
but higher priority than schedule and 5% express their ignorance.
By putting the above data in a pie diagram then we can find the visual representation
of the respondents view-

Percentage Wise Respondents View:

5%

25%

70%

54

The fifth question asked to the respondents to find out the concept of quality is
based on?
The findings are given below:
The respondents view are 20% of them believes producing excellent products that are
superior to other similar items, 15% of them believe conforming to the requirements
specifications, 5% of them believe maintaining uniformity of design and 60% of them
thought the concept of quality is based on all of the above points.
The visual representation of the above findings is-

Percentage Wise Respondents View:

The sixth question asked to the respondents to find out Is the quality of IVRCL
LIMITED water tank is fulfilling the requirements of this generations need?
Finding of the question is:
Out of 100 respondents from Nagaon and out side of the firm I found the view about the
Vardhman product quality. There are people from IVRCL LIMITED they believe the
product from Vadhaman is latest i.e. the paper of can fulfilling this generations need. But
few of believe SYNTEX produces the best quality. Also from out side of the firm given the
mix reaction as shown in the table:
55

Resp. view

From NPM Outsider of Percentage

(50)
the firm(50)
of NPM
Product of
35
20
70%
Percentage
Wise
Respondents
View:
Vardhamn is
best(B)
Product of
10
10
20%
IVRCL
LIMITED is
Medium(M)
Product of
5
15
10%
SYNTEX is
best(B)
No knowledge
00
5
0%
Total
50
50

Percentage of
Outsider
40%
20%

30%
10%

The 7th question asked to the respondents to find out Is the technology using in
IVRCL LIMITED is the latest? Explain with example?
The 8th question asked to the respondent to find out the advantage of quality of
tank base production?
Finding of the question is:
When I present the above question they proudly said that their process is latest such as tank
production, which began in IVRCL LIMITED industries from the last month. When I visit
the tank section then I found the newly designed machine purchased from German, which
they believe technologically the latest. Here they said the life plastic products is several
times more than the other features of the production. We can draw a visual representation
of respondents view as follows56

Tech. using in
IVRCL
LIMITED is
latest
Strongly
agree
Agree

Management

Technical
Worker

Casual
Worker

20

15

15

50

10

15

30

Weak
response
No answer

15

Total

35

35

30

100

Percentage Wise Respondents View:

The 9th question asked to the respondents to find out if they have knowledge
or not about PDCA cycle?
Finding of the question is:
Amanzingly maximum of the personnel can explain PDCA cycle- The most popular tool
used to determine quality assurance is the Shewhart Cycle. This cycle for quality assurance
consists of four steps: Plan, Do, Check, and Act. These steps are commonly abbreviated as
PDCA.
The four quality assurance steps within the PDCA model stand for:
Plan: Establish objectives and processes required to deliver the desired results.
Do: Implement the process developed.
Check: Monitor and evaluate the implemented process by testing the results against the
predetermined objectives.
57

Act: Apply actions necessary for improvement if the results require changes.
If we put the view of the respondent in a visual representation we foundPercentage Wise Respondents View:
3% 7%

90%

The 10th question asked to the respondents to find out where

quality problems are occurs?

the most

Finding of the question is:

The maximum respondents are strongly agrees with the view Originate on the shop floor
because of waste and product rework.
We get the following visual representation by putting the respondents view with percentage
wiseRespondents
view
Strongly
agree
Agree
Weak
response
No response
Total

Management
persons 40
30

Technical
persons 40
35

Casual
worker 20
10

Percentage

5
5

3
2

5
3

13
10

0
0
2
40
40
20
Percentage Wise Respondents View:

2
100

75

58

The 11th question asked to the respondents to find out What have to do the
manufacturers to prevent the majority of product defect in most of the
processes.
Finding of the question is:
The technical workers view Increase the use of acceptance control charts instead of standard three-sigma
control charts.

Make a concerted effort to eliminate the potential for product defects in the
design stage.

But in the base level the answer is not acceptable.

Respondents view
Suitable answer
Acceptable
answer
Not acceptable
Total

Technical persons
70
10

Base worker 20
5
7

Percentage
75%
17%

0
80

8
20

8%
100

Percentage Wise Respondents View:

59

The 12th question asked to the respondents to find out if any effect of raw
materials on final product?
Percentage Wise Respondents View:

60

The 13th no. question asked Are the customer satisfied with the new quality
of Tank ?
Finding of the question is:
Tech. using in Management
Technical
Casual
IVRCL
Worker
Worker
LIMITED is
latest
Strongly
20
15
15
agree
Agree
10
15
5
Weak
5
5
5
response
No answer
0
0
5
Total
35
35
30
Percentage Wise Respondents View:

50
30
15
5
100

61

The 14th question asked to the respondents to find out if they know the
quality tools?
Finding of the question is:
Tabulation of Respondents Perception:
Respondents View

Management

Agree
Disagree
No Response
Total

Casual Worker

45
09
00
50

40
06
00
50

Percentage %
85
15
00
100

Percentage Wise Respondents View:

15%

85%

The 15th question asked to the respondents to find if they familiar with the
zero defect concept?
The 16th question asked to the respondents to find if they familiar with 80-20
rules.
Finding of the question is:
Percentage Wise Respondents View:

62

Resp. view

Yes

No

No
Response

Percentage

Management

35

10

50%

Technical

40

10

00

50%

The 18th question asked to the respondents to find if they have

knowledge about QMP?
The 19th question asked to the respondents to find if they think that
QMS has help IVRCL LIMITED?
The 20th question asked to the respondents to find what are the Quality
Improvement activities going on in IVRCL LIMITED?
Finding of the question is:
Respondents
view
Agree

Management
persons
(MNG)
35

Technical
persons (TP)

Casual
worker (CW)

Percentage
%

38

15

88
63

Disagree
No response
Total

5
0
40

2
0
40

3
2
20

10
2
100

Percentage Wise Respondents View:

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Recommendations:
To maintain quality maintaining proper parameter during process operation is
essential.
Also for production of quality plastic, if the raw material in proper parameter it
may give law cost and with minimum errors.
There is need for Quality improvement tool to be implemented in IVRCL
LIMITED.
To make employees more aware of QMS by organising seminars, providing
training on a continuous basis.
To make sure that the awareness programme covers as many workers as possible.
To teach the workers how to make efficient utilization of the existing Quality
Management Tools & Techniques.
Before starting the trails their must be strong commitment from management
which should be a commitment for time, money and total backup for the project.

Conclusion:
IVRCL LIMITED is a largest plastic producer which is popular among Education Sector
and the product quality is acceptable in India and out of India.
IVRCL LIMITED Ltd has large number of employers skilled and unskilled, line and staff,
flexible and inflexible work in a network of domestic foreign facilities. Formal and
informal system, good and bad practices and old and new cultures co-exist production
consists of a mix of low volume of high engineered, customized products. Sometimes
medium columns of high performance products with short life cycles and sometimes high
volume of high quality low cost commodities.

65

IVRCL LIMITED ltd product process is as varied as the products they produce. IVRCL
LIMITED ltd has taken a new Manufacturing Strategy or Plan to bring structure or order
into the complex environment. The optical properties are one of the vital criteria beside the
competitive price for product (paper / board) selection by the customer.
Though management personnel are fully aware of the above mentioned systems, there
seems to be ignorance among the support staffs and casual workers to some extent.
The feedback generated during the study helps to identify the areas where needs
managements attention to increase the effectiveness of ERP and TPM systems in IVRCL
LIMITED, and provides an opportunity for improvement

Chapter-4
Others
Questionnaire:
Dear Respondent,
I am a student of management undergoing MBA from PVI computer training
centre under Sikkim Manipal University. A part of my curriculum I am undergoing my
summer project on A analytic study on quality management system of IVRCL LIMITED.
Your kind cooperation in this regard will help me in the ultimate fulfillment of my project
and its objectives.
I assure that all the information provided by you are meant for academic
purpose and will be kept strictly confidential.
Thanking you
Yours faithfully
Ranima Yasmin

66

67

Bibliography:
BOOKS
Quality Control Handbook (1951)
SUCCESSFUL TRIAL OF OPTIMIZATION
OF ASA SIZING

AUTHOR
Joseph M. Duran
TYAGI MOHIT,
BHANDRA, K.GOSWAMI
S AGARWAL

NEWSPAPER
COMPANY WEBSITE OF IVRCL LIMITED
TIMES OF INDIA
TELEGRAPH
ASSAM TRIBUNE

68

Reference:
FERGUSON L D DEINKING CHEMISTRY I TAPPI J 75 (7) , 75 (1992).
FERGUSON L D DEINKING CHEMISTRY I TAPPI J 75 (8) , 49 (1992).
RANGAN S G SANTASARKKA MATTI, RANGAMANNAR G IPPTA J,
CONVERSION ISSU, 129 (DEC 1998).
STC TATA HONEYWELL LTD, IPT (IITR) SECONDARY FIBRE
PROCESSING AND DEINKING (NOV 2001).
JAIN R K NATHUR R M, AND KULKARNI A G, IPPTA J 13 (3), 21 (2001).
TECHNIDYNE CORPORATION, NEW ILBANY, U S A.
www.google.com

Glossary:

PPC Precipitated Calcium Carbonate.

QMS Quality Management System.
BOM - Bill of Material.
QC Quality Control.
QMP Quality Management Planning.
MD - Managing Director.
ED - Executive Director.
GM - General Manager.

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