Effectiveness of Quality Management System

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PROJECT REPORT

ON

Effectiveness of Quality
Management System
SUBMITTED BY
NAME:
REG NO.:
SUBMITTED TO SCDL

In partial fulfillment of the requirements for the award of degree of

POST GRADUATE DIPLOMA IN


BUSINESS ADMINISTRATION

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CONTENTS

S.NO CHAPTERS PAGE NOS

1 Executive Summary 4

2 Overview of the Organization 6

a. Introduction 7

b. History of the organization 7

c. SWOT Analysis of Organisation 15

3 Theoretical Perspective 16

a. Concepts of Quality Management System 17

b. Definition of Quality 18

c. PDCA Cycle 23

d. Pareto Charts 26

e. Implementing a QMS 32

4 Objectives the Study 48

5 Scope of the Study 50

6 Research Methodology 52

7 Research Design 53

8 Limitation of the Study 54

9 Data Analysis & Interpretations 57

10 Recommendation 74

11 Conclusion 76

12 Bibliography 78

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DECLARATION

This is to declare that I “________________________” have carried out this project work
myself in part fulfillment of the Post Graduate Diploma in Business Administration
(Specialization – Operations Management) Program of SCDL.

The work is original, has not been copied from anywhere else and has not been submitted to
any other University/Institute for an award of any degree/diploma.

Date: Name:

Signature: Reg No:

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CERTIFICATE OF SUPERVISOR

Certified that the work incorporated in this Project Report on Effectiveness of Quality
Management System submitted by ______________________ is his/her original work and
completed under my supervision.

Material obtained from other sources has been duly acknowledged in the Project Report

Date: Signature of Guide

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Executive Summary

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EXECUTIVE SUMMARY

Project Title An analytic study on Effectiveness of Quality Management


System
Methodology A structured questionnaire was developed and Administered
among the selected sample for effective analysis
Major finding Quality Management system has been contributing to the
overall growth of Vardhaman 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 error’s.

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Overview of Organisation

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AN OVERVIEW OF THE ORGANIZATION

Introduction:
Established in the year 1992, Vardhaman Polymers, Solapur are one of the leading
manufacturers and suppliers of superior quality PVC pipes, rigid PVC pipes & HDPE pipes.
The collection is globally accepted for its features such as rugged construction, corrosion
resistance, low maintenance and leak proof. Hence, we are honored as an ISO 9001:2000
certified company. It is classified as Indian Non-Government Company and is registered at
Registrar of Companies, Jaipur. In 2015, Its authorized share capital is Rs. 1,500,000 and its
paid up capital is Rs. 1,500,000. It is involved in Manufacture of plastic products.

Under the insightful guidance of the owner Mr. Shirish Chankeshwara, we have carved out a
niche for ourselves in the industry for offering quality PVC pipes and HDPE pipes. Moreover,
we are duly supported by dynamic, energetic and experienced team.

Further, we are backed by a strong dealer network of 200 dealers around Karnataka, Andhra
Pradesh &.Maharashtra. It assists in prompt delivery of the ordered range to various clients
spread across India within agreed time.

History:
The industrial city of Ludhiana, located in the fertile Malwa region of Central Punjab is
otherwise known as the "Manchester of India". Within the precincts of this city is located the
Corporate headquarters of the Vardhman Group, a household name in Northern India. The
Vardhman Group, born in 1965, under the entrepreneurship of Late Lala Rattan Chand
Oswal has today blossomed into one of the largest Textile Business houses in India.

At its inception, Vardhaman had an installed capacity of 14,000 spindles, today; its capacity
has increased multifold to over 8 lacs spindles. In 1982 the Group entered the sewing thread
market in the country which was a forward integration of the business. Today Vardhaman
Threads is the second largest producer of sewing thread in India. In 1990, it undertook yet
another diversification - this time into the weaving business. The grey fabric weaving unit at

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Baddi (HP), commissioned in 1990 with a capacity of 20,000 meters per day, has already
made its mark as a quality producer of Grey poplin, sheeting, shirting in the domestic as well
as foreign market. This was followed by entry into fabric processing by setting up Auro
Textiles at Baddi and Vardhaman Fabric at Budhni, Madhya Pradesh. Today the group has 900
shuttle less looms and has processing capacity of 90mn meters fabrics/annum.

In the year 1999 the Group has added yet another feather to its cap with the setting up of
Vardhman Acrylics Ltd., Bharuch (Gujarat) which is a joint venture in Acrylic Fibre
production undertaken with Marubeni and Exlan of Japan. The company also has a strong
presence in the markets of Japan, Hong Kong, Korea, UK and EU in addition to the domestic
market. Adherence to systems and a true dedication to quality has resulted in obtaining the
coveted ISO 9002/ ISO 14002 quality award which is the first in Textile industry in India and
yet another laurel to its credit.

Manufacturing Unit:

We possess state-of-the-art manufacturing unit which is regularly upgrade to enhance the


production capacity. Further, it has scope to enhance its area with increase in demand of our
vast range by various clients. The unit is installed with sophisticated and Fully Automatic
modern Extrusion Machines such as Koliste, Windsor including:
 Water Tank
 Haul-off
 Automatic cutting
 Electro polishing

These machines are regularly checked, serviced and lubricated for its smooth functioning. If
required, these can be replaced by latest and new one. These machines are handled by our
proficient team of engineers.

Our manufacturing unit is duly supported by an in-house design unit assisting in development
of latest designed pipes.

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Vision: To be globally recognized as a Leading Supplier of Quality Fabrics"

Mission:
“Our mission is to break into the golden circle of the globally acclaimed Information
Technology Services Companies by achieving sustainable and profitable growth through
delivery of exceptional IT services to customers by our outstanding people who take pride in
the quality of our services, our business ethics, and our passion to exceed customer’s
expectations”

Quality
Ontrack is an ISO 9001:2000 Certified Company with Total Customer Satisfaction as its
quality policy objective. The emphasis is on basic process discipline enabling timely delivery,
and quality assured deliverables. Well-defined and documented quality standards and
procedures have been laid down for project management that helps monitor projects on a real-
time basis and ensure that the customer is never out of touch.
Quality is our forte and can be found in every business activity of our company. We follow
stringent quality measures at every stage of production right from procurement of raw
material. We have been conferred with ISI approved: 4985:2000; CM/L: 7227366 and
4984:1995; CM/L: 7497294. Further, our collection is also developed in compliance with
ISO 9001:2000 certification and BIS (Bureau Of Indian Standard).

Under the guidance of quality controllers, we do quality check at all stages of production. The
finished array is also quality tested on various parameters in accordance with international
quality standards. These parameters include:
 Dimensional accuracy
 Leakage
 Corrosion resistance
Quality whether of the people, product or of the services rendered, is of utmost importance
improve employee productivity and overall general development. Mandatory training courses
on programming practices and software quality assurance have been identified for Ontrack's
human resource, the actual practitioners of quality processes. Vardhman is among the few

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fully integrated fabric suppliers in the country. An exquisite range of fabrics for shirting and
trousers enables Vardhman to offer fashion solutions to the leading clothing manufactures in
the world. The state-of-the-art manufacturing facilities having 900 shuttle less looms and
producing 90 mn meters per annum processed fabric are located in North and Central India,
which cater to the highly customized fabric needs of the buyers. An integrated fabric supply
chain extending from raw materials to yarns and from weaving to processing provides the
winning edge to the customers.

Steel Overview
Vardhman Special Steel is a niche player in the special and alloy steel market of India. With
installed capacity of 1,00,000 MT per annum, Vardhman offers alloy steel made with
contemporary technologies like electro-magnetic stirrers, vacuum degasification, auto mould
level controlled and auto controlled cooling etc. With continuous research and development
efforts, Vardhman Special Steel meets the stringent quality requirements of commercial
vehicles, tractors, cars, two wheelers, defence applications, railway components and other
engineering products.

Engineered for the future


Vardhman Special Steels incorporates some of the most advanced manufacturing facilities
with equally reliable support facilities. The plant has well conceived layout plan with modern
material handling facilities-all designed for economic processing of materials and human
skills. Vardhman's ability to adopt changes in technology is evident in its extensive use of
automation and contemporary concepts.

FIBER Overview
The acrylic fiber of Vardhman is acclaimed for a wide variety of textile applications. The
modern manufacturing plant based on renowned Japan Exlan Wet Spun technology produces
18000 MT per annum acrylic fiber at Gujarat (Western India). The fiber marketed under the
brand name VARLAN has achieved high level of recognition in the Indian market because of
super soft touch and silky appearance.

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Product Features
Superb soft touch & silky appearance; resilence; excellent dye -ability; brilliant shades, high
bulk yarn products incorporating shrinkable fibres; low pill formation; better crease recovery;
high resistance to chemicals, light, weathering and midew make VARLAN a preferred fibre in
knitted, woven and other applications.

Product Range
 Acrylic Bright & Semi-dull Non shrinkable fibre in 1.2,1.5,2,3,5,7,10,15 deniers in a
wide range of cut lengths
 Acrylic Bright & Semi-dull Shrinkable fibre with different shrinage levels in 2,3,5
deniers in a wide range of cut lengths
 Acrylic Tow endless Bright & Semi dull in 2,3 denier
 Specialty acrylic fibres suitable for Open end spinning; Soft handle, Water absorbent
applications etc

Vardhman Acrylics Ltd


Vardhman Group ventured into the manufacture of Acrylic Fiber/Tow in 1999. The joint
venture, Vardhman Acrylics Ltd. (VAL) was set up together with two leading Japanese
business houses namely Japan Exlan Co. Ltd., a part of Toyobo Group of Japan and Marubeni
Corporation Japan. The company has set up a 18000 TPA Acrylic Staple Fibre and Tow
production plant at Jhagadia, Distt. Bharuch in the state of Gujarat, India. The world class wet
spun technology for the manufacture of Acrylic fiber / Tow has been sourced from Japan
Exlan Co. Ltd., Japan. It is a state of the art, highly automated production facility making it
amongst the most advanced plants of its' type in the world. VAL's products are marketed under
the brand name "VARLAN®".

Quality Philosophy
In order to achieve total customer satisfaction it is important to meet their expectations in
terms of quality and prompt, professional response to their needs. It is this belief that makes

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Vardhman fully geared to provide pre and post sales technical support to it's customers
including assistance in material selection.

To ensure the right quality, Vardhman Special Steels has been quick to incorporate state-of-
the-art technology in its quality control programme. At first, the process parameters and
conditions are developed. Later, these are constantly monitored throughout the entire
manufacturing process. The quality parameters are repeated within a narrow range from heat
to heat. The final produce is then inspected and tested to ensure compliance with the
customer's requirement. Appropriate statistical quality control systems and the latest testing
facilities are the hallmarks of Vardhman's Quality Assurance Department.

Inspection & Testing Facilities


1. Spectrometer Atocomp 7000-Jarrell Ash,ARL 4460-Themo Electron S.A
2. Mobile Spectrometers.
3. Wet Analytical Laboratory
4. Oxygen & Nitrogen determinator-LECO
5. Carbon & Sulphur Determinator-LECO.
6. Active O2 determinator in Liquid Steel-CELOX.
7. Total Hydrogen determinator in Liquid Steel-HYDRIS.
8. Metallurgical Microscope with photography arrangements-CARL ZEISS.
9. Image Analyser System
10. Ultrasonic Flaw Detecors
11. Magna Flux Machine
12. Universal Testing Machine
13. Impact Testing Machine
14. Jominy Hardenbility Testing Facility.
15. Metascope.
16. Portable Alloy Analyser (XRF).

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The processes in place at Ontrack cover the following activities:
 Requirement Analysis
 Project Management
 Risk Management
 Client Relationship Management
 Quality Assurance
 Configuration Management

Quality Assurance:
 Define QA Plan and Review Process
 Define and Measure Quality Metrics
 Conduct Reviews based on pre defined Checklists and Review Forms
 Testing Correctness, Completeness and Traceability

Methodology:
The methodology used consists of stages, which broadly are the following:
 Systems Study
 Planning and Estimation - Project Plan, Test Plan, Configuration Management Plan,
Risk Management Plan and Training Plans.
 Project Kick Off and Start Audit
 Requirements Analysis
 High Level Design - DFDs, ERDs, Use Cases, Site Map, Screen Shots
 Prototype
 Low Level Design - Technical Specifications including Class Design, and Database
Design, Use Case Diagrams
 Periodic Reviews for Compliance and Process Improvement
 Construction (includes Unit Testing)
 Integration and System Testing
 Preliminary Acceptance Testing

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 Final Client Acceptance and Support
We are constantly upgrading our equipment, software and techniques to ensure our technology
is on the "cutting edge"

Expectations from the Customers:


The expectations from the customers are usually stated in the tender documents and
subsequently in the purchase order. Any ambiguities are resolved through the ‘Contract
Review’ mechanism established, implemented and maintained as per the ISO 9001 Quality
Management System.

Ensuring Customer Satisfaction:


To ensure Total Customer Satisfaction, the following initiatives are taken. Various business
processes of the company are defined and managed with the sole objective of meeting and
exceeding the explicit and implicit customer expectations. The Strategic Business Unit
structure is effectively deployed to clearly identify, understand and ensure total adherence to
customer requirements. In the case of export market, the customer requirements are verified
by the respective QA agencies of the export house or designated agencies of the country or
within the organization. The products are manufactured only after evaluation of all parameters
set for bulk production to the satisfaction of the customer. The Quality Management activity
based on the ISO 9000 Quality Management System and is usually prevention-oriented.
Product quality is assured through Process Control & Stage Inspection and final quality is
assured through Final Product Testing. The status of customer satisfaction is measured through
two principal interventions:
 Customer Satisfaction Survey
 Handling Customer Complaints
 Complaint Handling System

Customer Satisfaction Survey:


This is carried out by sending structured questionnaires to major customers and eliciting their
opinion about the products and services being offered. The data collected are analyzed by the

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corporate Standards and Quality Assurance Group. The results of these reviews are used to
update the systems and procedures, thus institutionalizing continual improvement processes.

Complaint Handling System:


The calls and complaints from the customers are systematically processed for timely response
and solution. Complaints are handled to the satisfaction of the customers acknowledgements
are taken to act as an input for further improvement of the product or service. The complaint
status is reported at regular intervals to the manufacturing units for review and necessary
corrective & preventive action.

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 Vardhaman Products in North Indian Market.

Weakness:
1. The prices of finished goods are controlled by Government but the prices of Input-
Raw 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.

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Theoretical Perspective

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THEORETICAL PERSPECTIVE

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

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every project management processes from the moment the project initiates to the final steps in
the project closure phase.

QM focuses on improving stakeholder’s satisfaction through continuous and incremental


improvements to processes, including removing unnecessary activities; it achieves that by 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 stakeholder’s
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.

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The Purpose of Management of Quality:
The main principle of project quality management is to ensure the project will meet or exceed
stakeholder’s 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 donor’s 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:


 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

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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, it’s 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, it’s 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.

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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 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

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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
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.

Effectiveness of Quality Management System Page 23


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

Effectiveness of Quality Management System Page 25


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 real-time 'snap-shot'
of the

Cause A Cause B Cause C

Cause A-1 Cause B-1 Cause C-1

Cause B-1 Cause C-2


Cause A-2
Major Defect

Quality Error
Cause D-2
Cause E-2 CauseF-2

Cause D-1 Cause E-1 Cause F-1

Cause D Cause E 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 Pareto’s 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

Effectiveness of Quality Management System Page 26


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.
Perce
120% ntage
of
Freq 100% error
uenc
y 80%

60%

40%

20%

0%

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

Effectiveness of Quality Management System Page 27


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.

Upper limit
i
gh
t
W
e M
i e
g a
h n
t

Lower limit
i
gh
t
1 2 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

Effectiveness of Quality Management System Page 28


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 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

Effectiveness of Quality Management System Page 29


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 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.

Effectiveness of Quality Management System Page 30


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.

Effectiveness of Quality Management System Page 31


 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.

Implementing a QMS:
For most organizations, the primary motivation for implementing a QMS is either
management need or customer demand. Management’s 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, management’s motivation for
implementing a QMS is driven by competitive pressure, where the organization’s 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 customer’s need of an assurance that the supplier is capable of meeting the
customer’s 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

Effectiveness of Quality Management System Page 32


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:


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.

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A QMS fosters continual improvement in the organization’s 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 organization’s 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 organization’s 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 organization’s ability to achieve quality requirements
because employee competencies are augmented by a process infrastructure that helps
achieve the Identified requirements.
A QMS reduces (or eliminates) an organization’s 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).

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A QMS promotes employee understanding that quality is everyone’s 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 part of the

Effectiveness of Quality Management System Page 35


organization’s 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
organization’s 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 organization’s 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 don’t set financial objectives because we think it’s a good idea; there is a need that
has its origins in the organization’s mission statement.

Effectiveness of Quality Management System Page 36


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 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.

Effectiveness of Quality Management System Page 37


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.

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.

Effectiveness of Quality Management System Page 38


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 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.

Effectiveness of Quality Management System Page 39


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.

Effectiveness of Quality Management System Page 40


 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 organization’s 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.)

Effectiveness of Quality Management System Page 41


 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
organization’s products and services as well as the resources, behaviors and 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.

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 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.
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 organization’s
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 standard’s 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

Effectiveness of Quality Management System Page 43


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.

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 organization’s 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.

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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

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provide internal auditors sufficient evidence that is necessary to assess adequacy 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

Effectiveness of Quality Management System Page 46


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.

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.

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Objectives of the Study

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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 Vardhaman.

 Employee attitude towards present Quality Management System.

 Investigate about the leading policy of Vardhaman.

 To find History of Vardhaman.

 To identify areas where there can be scope for improvement in Quality Management
System.

 For partial fulfillment of MBA.

 To give suitable recommendations.

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Scope of the Study

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SCOPE OF THE STUDY

 This project is done within the Vardhaman.

 To know about the Quality Product strategies of Vardhaman 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 Vradhaman.

 To identify Quality Management System behind public sector industry.

 Sample taken from around 100 people.

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Research Methodology

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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.
 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.

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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
Sample size 100
Sample procedure Random Sampling
Data representation Tabulation and graphical
Data analysis For analyzing data, statistical projections and sampling
methods will be used

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.

QUESTIONNAIRE DESIGN:
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 ‘Vardhaman’ 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

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to record verbal responses to questions. Particularly, when the sample is large and the study
wishes to collect data about specifics of consumer’s 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.

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, bar-diagram
etc is also made for the study whenever necessary.
Only the management, worker and related personnel are targeted respondents of the
questionnaire.

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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.

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Data Analysis & Interpretations

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QUESTIONNAIRE ANALYSIS

Question 1: “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 7 95

Unable to Define 00 2 3 5

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Question 2: 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 business’s costs because making
excellent products means it does not waste money on repairs and refunds.
Tabulation of Respondents Perception:
Respondents View Management Casual Worker Percentage %
Agree 45 40 85
Disagree 05 06 11
No Response 00 04 4
Total 50 50 100

Percentage Wise Respondents View:

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Question 3: Benefits of quality management system.

The finding of the above question is:


 Improvement in internal quality (reduction in scrap, rework and non-
conformities 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 Number of Respondents %

Perfectly Describe 73

Partially Describe 22

Ignorant 5
Total 100

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Question 4: 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 Management(M) Technical Casual Number of


View Worker (T) Workers(C) Respondents %
Strongly agree 20 30 15 65
Agree 10 10 5 25
Disagree 0 0 3 3
No Response 1 2 4 7
Total 31 42 27 100

Percentage Wise Respondents View:

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Question 5: 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
respondent’s view-

Percentage Wise Respondents View:

5%

25%

70%

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Question 6: 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:

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Question7: “Is the quality of Vardhaman 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 Vardhaman 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:

Resp. view From NPM Outsider of Percentage of Percentage of


(50) the firm(50) NPM Outsider
Product of Vardhamn is 35 20 70% 40%
best(B)
Product of Vardhaman is 10 10 20% 20%
Medium(M)
Product of 5 15 10% 30%
SYNTEX is best(B)
No knowledge 00 5 0% 10%
Total 50 50

Percentage Wise Respondents View:

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Question 8: “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 Vardhaman 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 follows-

Tech. using in Vardhaman is latest Management Technical Casual %


Worker Worker
Strongly agree 20 15 15 50
Agree 10 15 5 30
Weak response 5 5 5 15

No answer 0 0 5 5
Total 35 35 30 100

Percentage Wise Respondents View:

Question 9: If they have knowledge or not about PDCA cycle?

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Finding of the question is:

Amazingly 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.
 Act: Apply actions necessary for improvement if the results require changes.

If we put the view of the respondent in a visual representation we found-

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Question 10: Where the most quality problems are occurs?

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
wise-

Respondents Management Technical Casual worker Percentage


view persons 40 persons 40 20
Strongly agree 30 35 10 75
Agree 5 3 5 13
Weak response 5 2 3 10
No response 0 0 2 2
Total 40 40 20 100
Percentage Wise Respondents View:

Question 11: “What have to do the manufacturers to prevent the majority of product
defect in most of the processes”.

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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 Technical persons Base worker 20 Percentage
Suitable answer 70 5 75%
Acceptable answer 10 7 17%
Not acceptable 0 8 8%
Total 80 20 100

Percentage Wise Respondents View:

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Question 11: If any effect of raw materials on final product?
Percentage Wise Respondents View:

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Question 12: ‘Are the customer satisfied with the new quality of Tank ?’

Finding of the question is:

Tech. using in Vardhaman is latest Management Technical Casual %


Worker Worker
Strongly agree 20 15 15 50
Agree 10 15 5 30
Weak response 5 5 5 15
No answer 0 0 5 5
Total 35 35 30 100

Percentage Wise Respondents View:

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Question 13: If they know the quality tools?

Finding of the question is:

Tabulation of Respondents Perception:

Respondents View Percentage %


Management Casual Worker
Agree 45 40 85
Disagree 09 06 15
No Response 00 00 00
Total 50 50 100
Percentage Wise Respondents View:

15%

85%

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Question 14: If they familiar with 80-20 rules.

Finding of the question is:

Resp. view Yes No No Response Percentage


Management 35 10 5 50%

Technical 40 10 00 50%

Percentage Wise Respondents View:

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Question 15: What are the Quality Improvement activities going on in Vardhaman?

Finding of the question is:

Respondents Management Technical Casual worker Percentage


view persons (MNG) persons (TP) (CW) %
Agree 35 38 15 88
Disagree 5 2 3 10
No response 0 0 2 2
Total 40 40 20 100

Percentage Wise Respondents View:

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Recommendations

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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 error’s.
 There is need for Quality improvement tool to be implemented in Vardhaman.
 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 there must be strong commitment from management which
should be a commitment for time, money and total backup for the project.

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Conclusions

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CONCLUSION

Vardhaman is a largest plastic producer which is popular among Education Sector and the
product quality is acceptable in India and out of India.

Vardhaman Ltd has large number of employer’s 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.

Vardhaman ltd product process is as varied as the products they produce. Vardhaman 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
management’s attention to increase the effectiveness of ERP and TPM systems in Vardhaman,
and provides an opportunity for improvement

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Bibliography

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BIBLIOGRAPHY:

BOOKS
 Quality Control Handbook by Joseph M. Duran
 Successful Trial of Optimization of ASA Sizing by Tyagi Mohit, Bhandra, K.Goswami

NEWSPAPER
 Company Website of Vardhaman
 Times Of India
 Telegraph

Reference:
 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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