A STUDY ON TOTAL QUALITY MANAGEMENT

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A STUDY ON TOTAL QUALITY MANAGEMENT AT SHAHI EXPORTS
PVT.LTD, (KNIT DIVISION), BANGALORE
A PROJECT REPORT
Submitted by
SURENDRA KU. TRIPATHI
(10TM31)
In partial fulfilment of the requirements of SVPISTM for the
Award of Post Graduate Diploma in Textile Management
Under the Guidance of
Prof. Dr.S.Usha
Assistant Professor (Finance)
SARDAR VALLABHBHAI PATEL INTERNATIONAL SCHOOL OF
TEXTILE’S & MANAGEMENT
(A National level Autonomous Institute under the Ministry of Textiles, Govt. of India)
COIMBATORE – 641 004

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CERTIFICATE
This is to certify that the project work titled A STUDY ON TOTAL QUALITY
MANAGEMENT AT SHAHI EXPORTS PVT.LTD, (KNIT DIVISION)
BANGALORE is a bonafide work done by Surendra Ku. Tripathi ROLL NO.
10TM31 for the award of Diploma of Post Graduate Diploma in Management
(Textiles).
Program coordinator Faculty
guide
DIRECTOR
Submitted for the Viva-Voce examination held on
Signature of Internal Examiner with date Signature of external Examiner
With date

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ACKNOWLEDGEMENT
I take this opportunity to express my gratitude to Prof. Mr. S.R. Pujar, Director-
SVPITM for giving me an opportunity to pursue my project at SHAHI
EXPORTS PVT.LTD, BANGALORE.
My faculty guide Prof. Dr.S.Usha encouraged me and provided valuable guidance
required for the successful completion of this summer project and extended her support
through all phases of the project. I am grateful and have a deep sense of gratitude for her.
I would like to express my gratitude to Dr.payal Pitliya, Assistant General Manager,
Shahi Exports Pvt.Ltd, for giving me an opportunity to pursue my project at Shahi
Exports Pvt.Ltd (knit division) Bangalore.
I would also like to express my deep sense of gratitude to Mr. Shankar P. Manager
TQA (Total Quality Assurence), for mentoring and guiding me – as my Organizational
Guide - in all phases of my project work and its subsequent completion.
The staff members at Shahi Exports Pvt. Ltd always offered their support promptly and
patiently, which made my stay at my research place smooth and easy going.
I would also like to thank my friends who were always there for patiently listening to my
research work, having pleasant discussions, and for being a source of encouragement for
the project work.
Finally, I would like to thank my parents who made it all possible.
Surendra Ku. Tripathi

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CONTENTS
S.NO TITLE PAGE NO
1. ACKNOWLEDGEMENT 5
2. LIST OF TABLES 7
3. LIST OF FIGURES 8
4. EXECUTIVE SUMMARY 10
5. INTRODUCTION
12
6. THEORY OVERVIEW
43
7. METHODLOGY
55
8. ANALYSIS AND INTERPERTATION
61
9. FINDINGS
106
10. SUGGESTION
108
11. SWOT ANALYSIS OF SHAHI EXPORTS PVT.LTD, 109
12. CONCLUSION
112
13. APPENDICES
113
14. BIBLIOGRAPHY
120

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LIST OF TABLES
S.NO TABLE TITLE PAGE NO
1 Table 4.1: Responses to TQM closed questions 68
2 Table 4.2: Responses to TQM tools closed questions 70
3 Table 4.3: TQM components 77
4 Table 4.4: Training and development 79
5 Table 4.5; Manual Daily Rejection Report Line c1 81
8 Table 4.8; Rejection Report for 18 July 2011 84
13 Table 4.13; Rejection Report for 23uly 2011 89
19 Table 4.19; Rejection Report for 30july 2011 95
20 Table 4.20; Rejection Report for 01 Aug. 2011 96
21 Table 4.21; Rejection Report for 02 Aug.2011 97
22 Table 4.22; Rejection Report for o3 Aug. 2011 98
25 Table 4.25; Defects control limit 101
26 Table 4.26; Rework Causes 103

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LIST OF FIGURES
SL.NO. FIGURE TITLE PAGE NO.
1 Figure 4.1Analysis & interpretation of The Gender
Information
63
2 Figure 4.2Analysis & interpretation of The Departments
Information
64
3 Figure 4.3Analysis & interpretation of The Current Post
level Information
65
4 Figure 4.4Analysis & interpretation of The Years of Service
Information
66
5 Figure 4.5Importance of ISO 9000 71
6 Figure 4.6TQM & ISO 9000 are Interrelated 72
7 Figure 4.7TQM The Answer to Serve the Public better 73
8 Figure 4.8Surveys conducted to Assess Customer
Satisfaction
74
9 Figure 4.9Top Management Taking The Lead in TQM 75
10 Figure 4.10Persons Responsible For Quality 76
11 Figure 4.11; Rejection Report for 18 July 2011 84

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23 Figure 4.23; Rejection Report for 01 Aug. 2011 96
24 Figure 4.24; Rejection Report for 02 Aug.2011 97
25 Figure 4.25; Rejection Report for o3 Aug. 2011 98
28 Figure 4.28Defects Control Limit 102
29 Figure 4.29Scatter Chart 102
30 Figure 4.30Pareto Analysis for rework Causes 104

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EXECUTIVE SUMMARY
This study was undertaken to analyze and understand the Total Quality Management in
Shahi Exports Pvt.Ltd,Banglore This study indicates the importance of Total Quality
Management and its factor which can enhances the productivity, quality, performances of
the organization. Management is an art of getting the work done by the people. TQM as
a management philosophy that is generally accepted as a strategy to improve the
productivity of Organization. .
TQM are of the opinion that management techniques, tools, and systems
can be used as a means of collecting and displaying information in ways to help the
human brain grasp thoughts and ideas that, when applied to physical processes, cause the
processes to yield better results. The quality management literature provides a wide range
of quality management tools, techniques, and systems most commonly found in quality
management.
The objective of study in Shahi Exports, to study the total quality management of Shahi
Exports Pvt.Ltd;
To study the awareness among the employees about the quality measures taken by Shahi
Exports Pvt.Ltd.
To study the quality system followed by Shahi Exports Pvt.Ltd.
The study was further initiated with the help of Shahi Exports with their valuable
information and responding to the survey. A questionnaire comprising of 10 questions
was distributed among the Employee and three production lines taken for the purpose of
data collection. The analysis was carries out after feeding the respondent data into
Percentage Analysis. For Quality analysis I was use some TQM tools for quality defect in
production.
The study reported further examines the various factors which are responsible for
influencing the Employee of Shahi Exports to be satisfied, Checking quality system. This
one is also important for further improvement.

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CHAPTER – 1
INTRODUCTION
Total Quality Management
In order to comprehend the need for improvement in the manufacturing
industry and to better manage our projects and manufacturing companies,
we need to look for a method to do so .production managers need to
improve their performance. Manufacturing costs are becoming far too
high. Quality management is more difficult than it should be. When
turnaround at the end of a order becomes a gut-wrenching experience
with unnecessary disputes (which must be settled) that arise due to
insufficient quality or indifference to quality, settlement by negotiation,
arbitration, or even litigation imposes a serious drain on the financial
resources of a company and limits profit potential. To be competitive in
today’s market, it is essential for manufacturing companies to provide
more consistent quality and value to their owners/customers. Now is the
time to place behind us the old adversarial approach to managing
production work. It is time to develop better and more direct relationships
with our owners/customers, to initiate more teamwork at the jobsite, and
to produce better quality work. Such goals demand that a continuous
improvement (CI) process be established within the company in order to
provide quality management. Ancient Greeks referred to the concept of
continuous improvement as well as the Chinese. Recently CI has been

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referred to as Total Quality Management (TQM). Whichever name is
preferred; the concept must be understood and applied to a firm’s
operations. Meeting owner/customer requirements (providing customer
satisfaction) is a primary objective of quality management, and
contractors who are the suppliers of manufacturing services must address
owner/customer requirements if they are to succeed. The manufacturing
industry exists to provide a service to its owners/customers who are
becoming more demanding and are seeking higher quality, better value,
and lower costs. These owner/customer requirements mirror the
economic pressures they face in their own businesses. Implementing total
quality management / continuous improvement in managing everyday
manufacturing activities is relevant to all those who participate in and
contribute to the manufacturing process.

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NEED FOR THE STUDY:
The need of the study is to find the quality of work life of the employees who are
working in the organization. This study helps to know about the satisfaction level
of the employees towards many factors such as working conditions, Monetary
benefits, Training given by the Organization. This also helps to find what the
employees expectation towards the organization. To cover various aspects of
quality work life and with the help of it I was also finding out quality defects in
production with the help of statically method.
OBJECTIVE OF THE STUDY:
Main objectives:
1. To study the total quality management of Shahi Exports Pvt.Ltd.
2. To study the awareness among the employees about the quality measures
taken by Shahi Exports Pvt.Ltd.
3. To study the quality system followed by Shahi Exports Pvt.Ltd;
Purpose of the Study
The purpose of the study is to include the development of a TQM organizational
culture in the Integrated Development Plan (IDP) of the SHAHI EXPORTS. The
IDP is the principal strategic planning instrument that guides and informs all
planning, management, development and implementation decisions and actions
in the local area and supersedes all other plans for quality development.

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Limitations of the Study:
1. The study is confined to only limited area so that the results cannot be
generalized.
2. Respondents may give biased answer to the Questions.
3. The study was conducted in few span of time.
4. Small sample size and limited area of investigation which might not be true
representative of the whole quality parameter of the industry.
5. The Quality of work life is vast subject the most common factors that are
influencing the Quality of work life only were considered for the study.
6. In a production unit they were give me only three line for collecting defects.

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LITERATURE REVIEW
(De Peniche, 2008: 1)
Quality is often referred to as fitness for purpose or meeting customer
requirements or conformance to customer specifications. There is, however,
a growing acceptance of the fact that quality should be seen as consistently
exceeding customer expectations. The thinking behind this is if service to
customers is not constantly improved upon, competitors will take over that
specific market. Quality is a measurement of the success of the outcome that
the customer would like to see in the product or service.
(Lawless, 2007: 11)
Throughout the centuries, people shared the same objectives. The provision
of housing to the urban poor, provision of infrastructure at acceptable levels
of service and the regulation of urban space in relation to the quality of life.
Although times have changed with improvements in technology transfer, the
problems facing residents are aggravated in South Africa by crime, violence
and informal settlements, the collapse and legacy of apartheid, costly urban
sprawl and urban and rural growth realities .
(Naidoo, 2007: 69)
The TQM philosophy seems to be the answer because it can make the
connection between the needs for efficiency in production and for greater
efficiency in municipal management and can thereby make great strides
towards improving the quality of life for all in the 21st century.

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(Thompson, 2005: 168)
Most governmental organizations run the risk of delivering inferior
services due to their inherent monopolistic characteristics. There are
dangers hidden in a lack of competition that creates a haven for
complacency. Being the only institution in town can serve as an obstacle
in the delivery of quality services to the public. Limited options create the
predicament where acceptance of less than quality can become the norm.
(Thompson, 2005: 168)
A TQM transformation process involves enabling an organization to meet
and exceed the public needs, to understand and satisfy expectations, while
identifying services that may not be perceived relevant by the public. A
TQM approach can serve as a strategy for continually improving the
processes that deliver services.
This chapter analyses current literature on TQM as an organizational
culture in local government. It also identifies possible areas that can be
utilized by Eden DM in the development of a TQM organisational culture.
The specific objectives that will be examined include:
 Meaning, definition, history and importance of TQM;
 The relationship between TQM and ISO 9000;
 The difference between business and government;

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 The Batho Pele principles and the IDP;
 TQM principles;
 Definition and importance of organisational culture in change
management;
 A model for changing organisational culture.
 The implementation of TQM.
Dewhurst, Martinez-Lorente & Dale, (1999: 265).
The aim of a public organisation is to satisfy certain needs of society, within
the constraints of available budgets. In public organisations the search for
cost reduction is usually more important than improvements in quality.
Quality is often defined as the minimum demanded by government or some
form of regulatory authority where an improvement in quality does not lead
to an increase in consumers' demand, for example an improvement in the
quality of electricity supply does not imply an increase in its use. In addition,
employees are usually content to work to a standard with considerable
commitment to rules, regulations and precedent. There is also a tendency to
play it safe and a lack of urgency to make improvements to key business
processes. The incentive to reduce costs is not as urgent for a publicly owned
organisation as is the case in a competitive sector.

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Tan (1997: 151),
Argues that even those organisations that deliver superior services must be
careful not to lose their momentum. The drive that brought them to
positions of service quality leadership in the public sector may not remain
to sustain or enhance continuous improvement. Governmental
organisations that are provided for by legislation along with any past
successes will not ensure survival in the sector. Administrators and
managers in the public sector should develop an organisational culture for
continuous improvement together with planning for and orchestrating
change.
Davison & Grieves, (1996: 33)
There are two reasons, therefore, why TQM in local government is
important. Firstly, because of the nineteenth century concern with municipal
pride and its history of improvement well into the twentieth century, local
government has a legitimate interest in the quality of service provision.
Secondly, because compulsory competitive tendering now requires local
authorities to monitor the quality of their services, they have the opportunity
to develop quality programmes which reflect the unique needs of the public
sector.

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Evans and Bellamy (1995: 31)
Argue that governments have multiple and sometimes competing objectives.
With multiple goals and no bottom-line, governments have based their
evaluations on process controls, for example budgeted expenditure versus
actual expenditure and oversight rather than performance results. This
approach is ineffective and forces management to focus on the accountability
aspect rather than on the results.
Goetsch and Davis (1994: 382)
Are of the opinion that management techniques, tools, and systems can be
used as a means of collecting and displaying information in ways to help the
human brain grasp thoughts and ideas that, when applied to physical
processes, cause the processes to yield better results. The quality
management literature provides a wide range of quality management tools,
techniques, and systems most commonly found in quality management
literature;
Dale and Cooper (1992: 35)
Explain TQM as a management philosophy that is generally accepted as a
strategy to improve the productivity of institutions. However, several
definitions are used to define TQM philosophies, strategies, approaches and
processes. A common definition is important to prevent confusion arising
among staff members and to resolve disagreements that may arise within
and between departments in an institution when implementing TQM.

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An analysis of the various definitions in literature showed that researchers
classify TQM as a:
 culture;
 management and institutional process;
 management philosophy with guiding principles;
 strategy;
 System (Oschman, Ströh & Auriacombe, 2005: 177).
(Kline, 1992: 7).
TQM is a strategy and process to manage an institution as an integrated
system of principles, methods and best practices that provide a framework
for the institution to strive for excellence in everything it does. It must be
done under the leadership and commitment of top management, supported
by education and training, open communication, change management,
regular self-assessment, support structures, systems and resources. This will
subsequently empower employees through investing in them in order to
improve their performance as teams, able to deliver continuously improved
quality products and services. Through this approach a corporate TQM
culture will be established, to satisfy and exceed agreed internal and
external customer requirements at the lowest overall cost.

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COMPANY PROFILE
SHAHI EXPORTS PVT. LTD BANGALORE (KNIT DIVISION)
History
SHAHI started in 1974 at Delhi,bangalore operations began on 1st july 1988 with
250 associates and 104 machines.Expansion by 60 times by last 32 years.
Headquarters New Delhi Area India
Industry Apparels & Fashion
Type Privately held
Status Operating
Company Size 35000 employees (knit-12000)
Manufacturing capacity 4 million pcs/month (1.5 m/m knit)
Founded 1974
Website http://www.shahi.co.in
Common job Titles Merchandiser 17%
Manager 9%
Executive 9%
Human Resourses Executive 5%
Merchant 5%

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SHAHI EXPORTS PVT.LTD. is engaged in the manufacture and export of
readymade garments in the International market. It is No 1 .Export house of India having
an annual turnover of 450 million USD.
The Group is into manufacturing of a wide range of Men’s, Ladies wear, Kidswear and
also in Home products. SHAHI group has all the modern units equipped with state-of-
the-art technology giving the best to its buyers. It caters to a versatile client base of US &
European market like Walmart, Target, A&F, Hugo Boss, FCUK, H&M, Liz Claiborne,
GAP, CK, Espirit, Zara etc.
SHAHI Group’s commitment to quality can meet global quality standards. Its ranking
given by J.C.Penney, the world-renowned departmental stores, is one of the best in
AsiaWe craft the finest knit garments in India supported by world class sewing facilities
at par with international standards.
Our core strength being Product Development & Design Inputs backed by our in-house
design departments as well as our design offices in US & Europe.

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Shahi - Knits Division is vertically integrated and manufacturing most of its fabrics
starting from yarn. Our success in fabrication being we start selecting the right fiber
coupled with dedicated spinning mills to cater to our specific requirements.
Our stringent quality controls starting from 100% fabric inspection at 4 Point system to
on-line inspection in garmenting, end-line inspection and supported by independent TQA
team ensures the best of its quality of the product we manufacture.
Shahi has implemented the latest ERP System "MOVEX" which connects all the supply
chain starting from yarn till the shipment and facilitates to monitor & adhere the TNA to
meet the delivery schedules.
MISSION
To provide the best quality product and to exceed customer expectation through
uncompromising quest for perfection.
VISSION
Always to be number one in the knitted garment business.

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AWARDS
 President of India Award.
 Best exporter award from apparel export promotion council (New Delhi).
 Best vendor of the year rated by Wal-Mart/Jc penney/Target.
 Best Manufacturing facilities rated by NIFT.
 Canara bank award.
 Industrial architecture building award.
 Women entrepreneur award.
 Health& Safety award from govt.of Haryana.
 Award for the best creche in the garment industry.
 Third Highest Exports on global basis 2005-06,
 Second Highest Group Employment Provider 2005-06,
 Highest Exports in MMF Garments 2005-06,
 Women Entrepreneur of 2005-06

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BUYERS
 AMERICAN BUYERS- A&F, ANN TAYLOR, COLOUMBIA, CK JEANS,
C&B, CWC, DICKS, DILLARDS, DMC,
EDDIE BAUER, ENERGIE, GAP, GOODYS, GH BASS, HUDSON, J.JILL,
KHOLS, NAUTICA, OLDNAVY,
PVH &IZOD, SAMS MEXCO, SAIN BURYS, SEAN JHON, TESCO,
TOMMY, WALMART BENETTON, C&A, CHICCO, DEBENAHAMS, ECI,
ECKO, ESPIRIT, GROUPPOCOIN, H&M,
 EUROPIAN BUYERS-METALAN, MEXX, MONOPRIX, NEXT, S.OLIVER,
TIMBER LAND, BENETTON, C&A, CHICCO, DEBENAHAMS, ECI, ECKO,
ESPIRIT, GROUPPOCOIN, H&M,
OUR PEOPLE MAKE DIFFRENCE
We believe in corporate leadership, the success is responsibility with freedom to work is
transferred to every individual with a collective teamwork.
The entire Shahi organization works on a single ERP system, which unifies all the
departments working. This not only makes us one of a kind but also gives us the
superiority of efficient functioning.
This allows us to typically handle the manufacturing, logistics, and distribution,
inventory, shipping, invoicing, and accounting for a company. This also synchronizes our
business activities like sales, delivery, billing, production, inventory management, quality
management, and human resources management.

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Our today's structure is in complete contrast to our yesteryears' departments, which have
given way to modules like CRM, SRM, SCM and EPM, to not only giving efficient
services to our customers but also to deal effectively with suppliers.
Our ERP functioning is cross-functional and enterprise wide. All functional departments
that are involved in operations or production are integrated in one system. In addition to
manufacturing, warehousing, logistics, and Information Technology, this also includes
accounting, human resources, marketing, and strategic management.
MANUFACTURING
An innovative team under mature infrastructure is the pride of Shahi in fashion industry.
We got 21 state-of-the-art manufacturing facilities spread across Delhi, Bangalore,
Tirupur with whooping 25,000 machines installed. It is supported by the latest automatic
spreaders & CAD/CAM cutting and the best of the micro-process controlled sewing
machines with under-bed trimmers.
The start-of-the-art sewing facilities with online checking at critical points coupled with
stringent quality controls at finishing section meeting the standards of our buyers.
The facilities are of most modern with a total buildup area over 6 million sq. ft. spread
across India to support to manufacturing.

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EMBROIDERY
We are one of the largest installations of Barudan over 90 machines each of 20 heads
capable of producing 9 colors, producing 1 billion stitches per day. Also new embroidery
addition can support sequencing and special operations in the machine, with the above
capacity we can turn-around time of an order can be shorter.
WASHING
We have state-of-the art front loaded micro-process controlled washing facilities with a
expertise of washing for various brands like Abercrombie, Replay etc., we can do the
following washes in fabric & garment form
 Enzyme wash
 Acid wash
 Potassium permanganate wash
 Aged wash
 Vintage wash
 Rubber ball wash
 Tea stain wash

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GARMENT DYEING
Garment pigment dyed
Sulpher dyed
Garment dyed over print
Tie & Dye
Dip Dye
FABRIC PROCESSING
Sarla Fabrics, the processing plant rates as one of India's foremost wet processing plant.
All kinds of woven fabrics like poplin, twill, canvas, gauze etc., and made of cotton,
linen; rayon and lycra blends are processed to international standards. Prints like reactive,
vat color discharge on reactive grounds & pigments apart from some special printing
techniques like burnt out effects on polyester-cotton blends are achieved here. In all, the
unit whips out 100,000 meters of processed fabric per day.
The pre-treatment section houses an Osthoff Gas Singe & Desize machine, Benninger
Continuous Bleaching Range, Ben Dimensa Chainless Merceriser.
The Dyeing Section has a host of machinery like a Kusters Colt Pad Batch & Benninger
Wash Range, Continuous Dyeing Range, Jet Dyeing, Benninger Pad-Dry (with Kuster
Padder) and Benninger Pad Steam Range.
12 Color Rotary Printing Machines, with after-treatment machines like Continuous Ager,
Loop Ager, Star Agers; Polymerisers & Washing Ranges find pride of place. The

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designing department is computerised with small yardages tackled on a Baby-Pilot
Rotary Machine.
In the Finishing Section one finds Stenters, a Relax Dryer cum baker, Emerising (Peach)
Machine & Preshrinking Range. Speciality finishes (apart from normal silicon or soft
finishes) like easy care (Self Smoothening Rating -3-3.5), Permanent hydrophilic, Stain
repellant - Teflon, Water repellent, Anti microbe or Permanent fresh & Permanent
Perfume can be applied.
Sarla Fabrics is equipped with an ultra-modern laboratory, with globally acclaimed
equipment. The laboratory has a Datacolour Computer Colour Matching System, coupled
with a Datacolour Automatic Dispenser, to eliminate any human error. There is a Mathis
Padder with Dryer & Steamer and a replica pilot plant of bulk dyeing machines. Lab to
Bulk co-relation is perfectly documented and remains above 95% at every time.
KNITTING
having brand new Mayer & Cie knitting machines covering the fine spectrum of knits -
Jersey, Interlock, Auto striper, Lycra, Rib & collar knitting.

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SPECIAL PROCESS
Sequencing / beadwork
We got the expertise & experience in the last 3 decades to handle the most complicated
sequencing & beadwork, we can handle over .5 million pieces per month and spread
across over India.
Smocking/Shirring
We are capable of producing various smocking/shirring styles with the following
machines and to name a few: M/c No.
DFB-1412PSSM -> 12 needle, flatbed machine with 9 different smocking cams.
M/c No. DFB-1404PMD - multi-purpose machine for attaching elastic, attaching
waistband, sewing the front of shirts, attaching line tapes, smocking and shirring.
M/c No. DFB-1412PQ - 12 needle flatbed machine for simultaneous shirring.
M/c No. MMX-3303F - 3 needle, bottom cover stitch with smocking for decorative tape
binding.
Manual/Hand Embroidery
We have in-house capacity of hand embroidery to handle big orders.

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SAMPLING
Shahi always concentrates n spends manpower/money in sampling, we have dedicated
sampling units all over 300 machines for knits, woven-Men & woven-women and turning
around 15,000 samples every month. The sampling units are equipped with the latest
technology machines and well-experienced tailors to handle all kinds of samples with a
short lead-time.
We have a huge library for wovens / knits which can support the latest trends in the
market and the buyers can select the fabric and make the samples with a quick turn
around time. Added to that we got a huge library of trims/accessories to support the
sampling.
PRINTING
We have the latest printing facilities, which can produce over 12 color 90,000 meters a
day. We are also equipped with digital laboratory printing to turn-around the samples
faster.
TRAINING
Our most valuable asset is our Human Resource. It is imperative to develop people to
take on the challenges of future. We believe that this can be achieved only by
continuously honing competencies and developing individuals to take on higher roles and
greater responsibilities.

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Businesses today have to be ready to compete. Improved transportation and
communication has shrunk the world. The talk is now of "global pressures", and "world
market requirements". Improving productivity is the name of the game.
Shahi provides focused learning experiences to the Associates, which stimulate, support
and develop their potential into work related competencies. Multi Skill training, Seminars
and Workshops on relevant topics groom the Associates on required competencies.
COMPLIANCE
SOCIAL ACCOUNTABILITY 8000
As a corporate citizen and a business entity that is evolving through continual
improvement in ethical business, employee welfare and adherence to local and
international laws has been certified SA – 8000, by Bureau Veritas Quality International
(BVQI).
The certification is widely accepted in the Europe & the US as a sign of a corporate body
that has definite ethical business practice. It not only ensures better work environment,
equal pay, grievance handling mechanism, definite disciplinary procedure, mechanism to
check and address sexual harassment and healthy employee-management relationship at
the Premise of manufacturing that is certified but also takes care of the supply chain, and
ensure that starting from raw material supplier, accessory supplier to shipment of final
product, ethical business is practiced. This is ensured in the form of Supplier Compliance.
SA - 8000 has a definite audit process conducted by BVQI every six months, where

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associate interview is done & relevant document is reviewed, witch in turn ensures that
all the clauses of the SA-8000 Standard is followed.The following are the Standards:
 CHILD LABOUR
 FORCED LABOUR
 HEALTH AND SAFETY
 FREEDOM OF ASSOCIATION
 DISCRIMINATION
 DISCIPLINARY PRACTICES
 WORKING HOURS
 REMUNERATION
 MANAGEMENT SYSTEM
Social Accountability In charge: A responsible person is appointed as social
accountability in charge to ensure that the requirement of the Clauses of SA-8000 is met
at all times.
Grievance Handling In charge: A qualified person is dedicated to addressing the
grievance of the associates and is available during the working hours through the month.

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Health & Safety In-Charge: A qualified and experienced person is appointed as
Health & Safety In charge to ensure that healthy and safe work environment is
maintained in the factory premise.
The top management, including the CEO of the company actively involves in ensuring
that all the clauses of the SA – 8000 is followed strictly and sustained.
PRODUCT CLASSIFICATION
Premium ware
We are catering to Golf ware, Corporate-ware, Premium-ware, which are crafted from the
finest Egyptian or Pima cotton to the stringent quality levels.
Fashions ware
We are catering to the customer in Northern America, Europe especially Italy where they
are the trend setters and close to the fashion 'n' quick delivery subject to the changes as
the order progress with innovative ideas & design in-puts.
Retail
We are able to cater the major retailers in Northern American/Europe where we have
expertise in sourcing the right fabric at the competitive price and the optimum efficiency
in sewing to make the products more competitive to cater to the major retailers
worldwide.

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PRODUCTS
Mens / Boys
Polo , Crew Neck , Henley, Ranglon, Hoody, V Neck, Fleece Jacket, Tracksuit.

38
Womens / Girls
Tee,Camisole,Embelished,Cap sleeve,Strap Tank Top,Vest,Skirt

39
FABRICATION
All Cotton & Cotton blended fabrics will be manufactured in-house. We also
import various blended fabrics suiting to our buyer requirements.
 Single Jersey
 Pique
 Sheer Jersey
 Interlock
 Waffle
 Ottoman
 Flat Back Rib
 Yarn Dyed Striper
 Mini-Jacquard
 Electronic Jacquard
 Velour
 Pointel
 Sueded
 Rib 1x1, 2x2

40
Leadtime
 Normally we work on 90 - 120 days leadtime & for repeat orders we even
work on 75 - 90 days leadtime.
QUALITY
Pre-Production activities
Process development department analysits issues a file to Quality and Production.
Suggests batch layout/folders/guides and egronomic as per GSD to be used for
bulk production
Changes in design / construction suggested to the buyer for improved quality /
productivity .
 Verigated Rib
 Cotton Fleece
 Polyester Fleece

41
FABRICS
 4 Point system for fabric inspection by professionally trained
manpower.
 In house lab for testing various fabric parameters like shrinkage,
spirality, wet and dry rub, colour fastness to washing etc.
DEFECT SIZE PENALTY
POINT
STICKER COLOR
From 0 up to 3” 1 Yellow
From 3” up to 6” 2 Green
From 6” up to 9” 3 Blue
9 and above 4 Red
CUTTING
State of the art cutting room equipped with latest CAD/CAMS to provide precision
cutting consistently
 Fabric is relaxed to control shrinkage

42
 In majority of cases panel wash is done to arrest shrinkage, and spirality (in
knits)
 On line inspection to address issues related to laying, spreading, cutting
 Lot wise GSM / Shade continuity cards maintained in cutting section.
SEWING
 Stress on process standardization to enhance quality
 Deskilling Operation by using folders / guides / pattens to get consistent
quality.
 SPF concept enables minimum wip in the lines thereby making it easier to
control quality.
 In line inspection points to weed out isues as close as possible to the needle.
 An independent audit team audits pcs after end line inspection @ 1.5 AQL
 Feedback from Audit on daily basis for further improvement
FINISHING
 Clear SOP for processing of a style in finishing.
 Strong independent internal audit to certify quality before finalshipment.

43
Chapter – 2
An overview of the
study

44
CHAPTER – 2
AN OVERVIEW OF THE STUDY
TQM is a management philosophy, a paradigm, a continuous improvement approach to
doing business through a new management model. The TQM philosophy evolved from
the continuous improvement philosophy with a focus on quality as the main dimension of
business. Under TQM, emphasizing the quality of the product or service predominates.
TQM expands beyond statistical process control to embrace a wider scope of
management activities of how we manage people and organizations by focusing on the
entire process, not just simple measurements.
TQM is a comprehensive management system which:
 Focuses on meeting owners’/customers’ needs by providing quality services at a
cost that provides value to the owners/customers
 Is driven by the quest for continuous improvement in all operations
 Recognizes that everyone in the organization has owners/customers who are
either internal or external
 Views an organization as an internal system with a common aim rather than as
individual departments acting to maximize their own performances
 Focuses on the way tasks are accomplished rather than simply what tasks are
accomplished
 Emphasizes teamwork and a high level of participation by all employees.

45
TQM BELIEFS
Presented here are universal total quality management beliefs.
 Owner/customer satisfaction is the measure of quality
 Everyone has owners/customers; everyone is an owner/customer
 Quality improvement must be continuous
 Analyzing the processes used to create products and services is key to quality
improvement
 Measurement, a skilled use of analytical tools, and employee involvement are
critical
 sources of quality improvement ideas and innovations
 Sustained total quality management is not possible without active, visible,
consistent, and enabling leadership by managers at all levels
 If we do not continuously improve the quality of products and services that we
provide our owners/customers, someone else will
THE MEANING OF QUALITY
Quality is often referred to as fitness for purpose or meeting customer requirements or
conformance to customer specifications. There is, however, a growing acceptance of the
fact that quality should be seen as consistently exceeding customer expectations. The
thinking behind this is if service to customers is not constantly improved upon,
competitors will take over that specific market. Quality is a measurement of the success
of the outcome that the customer would like to see in the product or service.

46
STEPS IN IMPLEMENTING TQM
1 Obtain CEO Commitment
2 Educate Upper-Level Management
3 Create Steering Committee
4 Outline the Vision Statement, Mission Statement, & Guiding
principles
5 Prepare a Flow Diagram of Company Processes
6 Focus on the Owner/Customer (External) & Surveys
7 Consider the Employee as an Internal Owner/customer
8 Provide a Quality Training Program
9 Establish Quality Improvement Teams
10 Implement Process Improvements
11 Use the Tools of TQM
12 Know the Benefits of TQM
Continuous Improvement

47
Provide a Quality Training Program
Which employees are trained first?
The successful TQM company provides training to employees in the order illustrated in
the figure below. The training program must begin with upper management, then training
must be provided for the remaining management, and the in-house trainers and
facilitators. It cannot be emphasized enough that if upper management is not trained and
is not a viable, visible participant from the beginning, then the program will not survive.
A Upper Management
B Remaining Management
C In-House Trainers & Facilitators
D Front-Line Supervisors
E Non-Supervisory Employees
F Team Training
G Training of Subcontractors & Suppliers
Continuous Training

48
Establish quality improvement teams
Quality improvement teams address these special needs . . .
The principal items that quality improvement teams should address are discussed here.
Note that the items can be added or deleted as necessary, and are not listed in a particular
order.
TIME All participants, from the members to the steering committee, need time to
prepare and participate in these team activities.
LOCATION Consideration must be planned for where the meetings will be held,
and where members can prepare for these meetings. It should be a quiet area away from
the work station.
SCHEDULE Meetings should be on a regular schedule and, if missed, then rescheduled
within three working days for the sake of continuity andto show the importance of these
meetings.
STEERING COMMITTEE
It must oversee and nurture, not drive, the program. An analogy to this is how do you
bring up your children to be confident, respected and healthy, and to eventually become
independent and make wise decisions.
UNIONS Get union members involved at the outset of a program. Ask them to be
participants in the steering committee.
PATIENCE This is a long-range program and results come slowly. Patience must be
exercised continually.

49
VOLUNTEER This is highly important. Members must want to join or depart from
teams freely.
ADVERTISE Be consistent in the mode of advertising activities. Think it out before
implementing it to avoid a paper mill trap. Get all company employees educated about
teams - not a select few.
TRACKING Some form of tracking is required but can become another paper mill
which consumes too much time. Serious consideration for minimizing paperwork must be
given at the outset of your program and modified as required.
TRUST Lack of it, by management, will demotivate teams quicker than anything.
Likewise, the team members must trust those involved in the program not to steal their
problems or solutions.
LOYALTY It can be secured if properly nurtured. Obtaining this must be a goal of
management.
TRAINING This is so basic, but can delay a successful program needlessly by lack of
a good, practical training program. Every attempt must be made to follow the training
program, at all levels, once it has been documented and approved.

50
QUALITY SYSTEMS FOLLOWED BY SHAHI EXPORTS
 SIX SIGMA
 KAIZEN
 PCMM(People capability maturity model)
 SA-8000(Social Accountability)
 5 S
 ISO -9001-2000
 TPM (Total productive maintenance)
 AM(Autonomous maintenance)
 VSM (Value stream mapping)
 SPF (Single piece flow)
SIX SIGMA
Sigma A term used in statistics to represent standard deviation, an indicator of the
degree of variation in a set of measurements or a process.
“Six sigma A statistical concept that measures a process in terms of defects—at
the six sigma level, thereare only 3.4 defects per million opportunities. Six Sigma
is also a philosophy of managing that focuses on eliminating defects through
practices that emphasize understanding, measuring, and improving processes”
Achieving six sigma means your processes are delivering only 3.4 defects per million
opportunities (DPMO)—in other words, they are working nearly perfectly. Sigma (the

51
Greek letter ) is a term in statistics that measures something called standard deviation.
In its business use, it indicates defects in the outputs of a process, and helps us to
understand how far the process deviates from perfection.
(We’ll get into the statistics in later chapters.) A sigma represents 691462.5 defects per
million opportunities, which translates to a percentage of nondefective outputs of only
30.854%. That’s obviously really poor performance. If we have processesfunctioning at a
three sigma level, this means we’re allowing 66807.2 errors per million opportunities, or
delivering 93.319%
nondefective outputs. That’s much better, but we’re still wasting money and
disappointing our customers. How well are your processes operating? Are they three
sigma? Four sigma? Five? Most organizations in the U.S. are operating at three to four
sigma quality levels. That means they could be losing up to 25% of their total revenue
due to processes that deliver too many defects—defects that take up time and effort to
repair as well as creating unhappy customers. Is that good enough? The answer is simple.
No it’s not when you could be doing a lot better. Helping you do that is what this book is
about. The central idea of Six Sigma management is that if you can measure the defects
in a process, you can systematicallyfigure out ways to eliminate them, to approach a
quality level of zero defects.
So, in short, Six Sigma is several things:
• A statistical basis of measurement: 3.4 defects per million opportunities
• A philosophy and a goal: as perfect as practically possible
• A methodology
• A symbol of quality

52
Sigma Level
(Process Capability)
Defects per Million
Opportunities
2 308,537
3 66807
4 6210
5 233
6 3.4
The Six Sigma Strategy
To achieve Six Sigma quality, a process must produce no more than 3.4 defects per
million opportunities. An “opportunity” is defined as a chance for nonconformance, or
not meeting the required specifications. This means we need to be nearly flawless in
executing our key processes. Six Sigma is a vision we strive toward and a philosophy that
is part of our business culture
KAIZEN
Kaizen means improvement. Moreover it means continuing improvement in personal life,
home life, social life, and working life. When applied to the workplace Kaizen means
continuing improvement involving everyone - from top management to managers and
workers.
The Kaizen strategy is the single most important concept in Japanese management. It is
the key to Japanese competitive success. Because of Japan’s success, the Kaizen

53
philosophy has been implemented in organizations around the world as a way to improve
production values while also improving employee morale and safety.
5 S
5S is a set of techniques providing a standard approach to housekeeping within
Lean Manufacturing.
1. 5s Seiri (Sort)
Seiri is the identification of the best physical Organisation of the workplace.
2. 5s Seiton (Set)
Seiton is the series of steps by which the optimum organisation identified in the first
pillar are put into place.
3. 5s Seiso (Shine)
The principle here is that we are all happier and hence more productive in clean, bright
environments.
There is a more practical element in that if everything is clean it is immediately ready for
use.
4. 5s Seiketsu (Standardisation)
This is best described as Standardised cleanup, but other names adopted include
Standardisation.
5. 5s Shitsuke (Sustain)
The final stage is that of Discipline. For those who wish to retain the use of initial S's in
English this is often listed as Sustain or Self-discipline.

54
IMPLEMENTATION of MINI DUSTBIN
The use of the mini dustbin the wastages are utilizing proper in a manner.
In the flore area, the mistake wastages such as threads, mistake labels, sizewise
defects are of proper checking and thrown to the mini dustbin.
Benefits of MINI DUSTBIN
The benefits of the mini dustbin such as
 The wastages and the dust particles are placed in the mini dustbin.
 It’s save workplace good in a manner.
 The dust, wastages are not applied to the other garments in the production
line and inspection table.

55
Chapter - 3
RESEARCHMETHODOLOGY

56
CHAPTER- 3
RESEARCH METHODOLOGY
RESEARCH DESIGN:
The relevant project brief is on the practical understanding of the “Total Quality
Management”. This research defines the Quality level of the employee’s work of
the Organization. This was done by using the questionnaire in which ask from
each employee for their opinions. After analyzing these questionnaire problems
were found out and suggestions were given.
RESEARCH:
Research is a process in which the researcher wishes to find out the end result for
a given problem and thus the solution helps in future course of action. The
research has been defined as “A careful investigation or enquiry especially
through search for new facts in any branch of knowledge.
Research Methodology:
The procedure using, which researchers go about their work of describing,
explaining and predicting phenomena, is called Methodology. Methods
compromise the procedures used for generating, collecting and evaluating data.
Methods are the ways of obtaining information useful for assessing explanations.

57
Type of Research:
The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact-finding related largely to the present, abstracting generations by cross
sectional study of the current situation. The descriptive methods are extensively used in
the physical and natural science, for instance when physics measure, biology classifies,
zoology dissects and geology studies the rocks. But its use in social science is more
common, as in socio economic surveys and job and activity analysis.
Descriptive research aims at,
 To portray the characteristics of a particular individual situation, or group
(with or without specific initial hypothesis about the nature of these
characteristics).
 To determine the frequency with which something occurs or with which it
is associated with something else (usually, but not always, with a specific
initial hypothesis).
A descriptive study involves the following steps:
Formulating the objectives of the study.
Defining the population and selecting the sample.
Designing the method of data collection.
Analysis of the data.
Conclusions and recommendations for further improvements in the practices.

58
Research Problem & Objectives:
Quality level among departments about existing product range. Their perception about
company service and effectiveness of these two factors in supply chain.
Sampling Plan
Sample population
The sample population is 120 RESPONDENTS.
Sample size:
So I took the sample size120,for the employee work quality. And for the quality
check in garment, I took 3 production line c1, c2, and c3.
Sample unit:
An implementation of kaizen concept in zigzag line production to know
identify continuous improvement of the quality in production line.
DATA COLLECTION
PRIMARY DATA
The data collected for a purpose or when the researcher investigates a particular
problem at hand is known as primary data.
Sources of primary data:
 Face to face interaction.
 Interaction with department head.

59
SECONDARY DATA
Secondary data is collected for the present study.
Sources of Secondary Data:
 Company’s monthly journal.
 Website.
 Observation of daily rejection report.
 Line wise collect defect for quality measurement.
DATA COLLECTION INSTRUMENTS:
Direct observation and personal interview with questionnaire is the main
instrument to collect the data. Both primary and secondary data have been used
for the purpose of the study. The primary data have been collected on the basis
of prepared questionnaire. For this I used two types of questionnaire.
Questionnaire
First is about company service and Quality level while other is about
effectiveness.
In the first questionnaire, I put the some questions related to services offering by
the company to its employee. Second is for employee’s training facility,
questions are about their quality level.

60
Description of statistical tool used
1. ISO 9000 series
2. Pareto analysis
3. Scatter chart
4.5 S System
5.3sigma analysis
6. Kaizen
7. Percentage analysis.

61
Chapter - 4
Analysis & Interpretation

62
CHAPTER – 4
ANALYSIS AND INTERPRETATION
INTRODUCTION
Analysis is the computation of certain or measures along with searching of relationship
that exist among the data group.
Analysis, particular in case of survey on experimental data, involves estimating the
values of unknown parameters of the population and testing of hypotheses for drawing
inferences.
Interpretation refers to the task of drawing inferences from the collected fasts.
Interpretation is the device through which the factors that seem to explain what has been
observed in the course of the study can be understood and it also provides a theoretical
conception which can serve as a guide for further researchers.
METHODOLOGY OF ANALYSIS
First I was make questionnaires for TQM .With the help of these questionnaires I was
find out quality work and employee satisfaction in SHAHI EXPORTS.
.

63
ANALYSIS AND INTERPRETATION OF THE BIOGRAPHICAL
INFORMATION
GENDER
Figure 4.1: Graphic representation of the gender composition
INTERPRETATION
Figure 4.1 indicates that of the 120 respondents who participated in the study, 83 were
male (69 per cent) and 37 were female (31 per cent). From this, it can be inferred that
SHAHI EXPORTS employs more males than females.

64
DEPARTMENTS
Figure 4.2: Graphic representation of the different departments
INTERPRETATION
Figure 4.2 gives a breakdown of the different departments that responded to the
questionnaire. 40 respondents (33.34 per cent) are from the Fabric audit department,
17respondents (14.16 per cent) from Trims audit dept, 63 respondents (52.5 per cent)
from Production dept.
The Production department employees giving more response in SHAHI EXPORTS and
that is also reflected in the number of respondents that participated.
0
10
20
30
40
50
60
70
FABRIC AUDIT TRIMS AUDIT PRODUCTION
NO.OFRESPONDENTS
DIFFERENT DEPARTMENTS
DEPARTMENTS

65
CURRENT POST LEVEL
Figure 4.3: Graphic representation of the current post levels
INTERPRETATION
Figure 4.3 indicates that 80 of the respondents (66.67 per cent) are at post level 1 – 3,
while 22 respondents (18.33 per cent) are at post level 4 – 6, 13 respondents (10.84 per
cent) are at post level 7 – 9 and Five respondent (4.16 per cent) at post level 10 – 12.
0
10
20
30
40
50
60
70
80
90
POSTLEVEL 1-3 POSTLEVEL 4-6 POSTLEVEL 7-9 POSTLEVEL 9-12
NO.OFRESPONDENTS
POSTLEVELS
CURRENT POST LEVEL

66
YEARS OF SERVICE AT SHAHI EXPORTS
Figure 4.4: Graphic representation of years of service
INTERPRETATION
Figure 4.4 gives a breakdown of the number of years that each respondent has been
employed by SHAHI EXPORTS. 71 respondents (59.16 per cent) have a service period
of 0 to 4 years, another 42 respondents (35 per cent) had been employed 5 to 8 years, 5
respondents (4.16 per cent) had a service record of 9 to 10 years, 2 respondents (1.68 per
cent) had a service record of more than 12 years.
0
10
20
30
40
50
60
70
80
0-4 YEARS 5-8 YEARS 9-12 YEARS MORE THAN-12

67
ANALYSIS AND INTERPRETATION OF TOTAL QUALITY
MANAGEMENT
Table 4.1 presents respondents’ responses to the TQM questions. The table
indicates the following:
 96 respondents (80 per cent) indicated that SVPL has a TQM programme.
 89 respondents (74 per cent) indicated that that the TQM policy has been
implemented effectively;
 64 respondents (54 per cent) indicated that they were trained in
implementing TQM;
 48 respondents (40 per cent) indicated that TQM is entrenched in the
vision and mission of SHAHI EXPORTS.
 74 respondents (62 per cent) indicated that their respective departments
place emphasis on quality customer service.

68
TOTAL QUALITY MANAGEMENT
Description of
closed questions
No. of Yes
Responses
No. of No
Responses
Total
Responses
% of Yes
Responses
TQM programme at
Shahi exports
96 24 120 80%
Effective
implementation of the
TQM programme
89 31 120 74%
Training you on
implementing the
TQM programme
64 56 120 54%
Total Quality is part of
the vision and mission
48 72 120 40%
Emphasis on quality
customer service
74 46 120 62%
Average 74.2% 45.8% 120 62%
Table 4.1: Responses to TQM closed questions

69
ANALYSIS AND INTERPRETATION OF TQM TOOLS
Table 4.2 presents responses to the TQM tools questions. The table indicates the
following:
 84 respondents (70 per cent) are of the opinion that employees are encouraged to
make suggestions for quality and safety improvements in the workplace and that
there is a system in place for employees to put their suggestions in suggestion
boxes;
 69 respondents (58 per cent) indicated that there are visible charts in the working
environment which are used to record the standard of performance in TQM so
that everybody knows when the standard is achieved or not;
 only 41 respondent (34 per cent) indicated that they received rewards and
recognition for best performance in their jobs.
It is quite clear that the TQM tools that are available in SEPL are utilized.

70
TQM TOOLS
Description of
closed questions
No of Yes
Responses
No. of No
Responses
Total
Responses
% of Yes
Responses
Workers are
encouraged to make
suggestions.
Suggestion boxes are in
place for improvements
in quality and safety
84 36 120 70%
Visible charts to record
the standard of
performance in TQM
69 51 120 58%
Rewards and
recognition for best
performance
41 79 120 34%
Average 64.67% 55.334% 120 54%
Table 4.2: Responses to TQM tools closed questions

71
IMPORTANCE OF ISO 9000
INTERPRETATION
Figure 4.5 shows respondents’ responses to the importance of ISO 9000. 65 respondents
(54.16 per cent) indicated that ISO 9000 is highly important, while 42 respondents (35
per cent) indicated that it is important,. And 13 respondents (10.84) indicated that it is not
very important.
Figure 4.5: Importance of ISO 9000
0
10
20
30
40
50
60
70
Highly important Important Not very important Of no important
NO.OFRESPONDENTS
RESPONDENTS DISPOSITION
IMPORTANCE OF ISO 9000

72
TQM AND ISO 9000 ARE INTERRELATE
Figure 4.6: Relationship between TQM and ISO 9000
INTERPREETATION
Figure 4.6 indicates the relationship between TQM and ISO 9000. 35 respondents (29.16
per cent) strongly agree,77respondents (64.16) agree that TQM and ISO 9000 are
interrelated.
6 respondents (5 per cent) remain neutral and 2 respondent (1.68 per cent) disagreed.
TQM approach and the ISO 9000 standards are interrelated so that organisations that
apply ISO 9000 standards in basic procedures can, in the next phase, implement the TQM
philosophy (Waks & Frank, 1999: 249).
0
10
20
30
40
50
60
70
80
90
Stronglyagree Agree Neutral Disagree Stronglydisagree
NO.OF.RESPONDENT
RESPONDENT DISPOSITION
TQM AND ISO 9000 ARE INTERRELATED

73
TQM THE ANSWER TO SERVE THE PUBLIC BETTER
Figure 4.7: TQM the answer to serve the public better
INTERPRETATION
Figure 4.7 indicates that 39 respondents (32.5per cent) strongly agree,55respondents
(45.84per cent) , agree that TQM is the answer to eliminate inefficiency, wastefulness
and remoteness from those whom local government is supposed to serve. 16 respondents
(13.34 per cent) remained neutral, while 7 respondents (5.84 per cent) disagreed,3
respondents ( 2.5per cent) strongly disagreed.
0
10
20
30
40
50
60
Stronglyagree Neutral Stronglydisagree
no.ofrespondents
Respondents disposition
TQM THE ANSWER TO SERVE THE PUBLIC BETTER

74
SURVEYS CONDUCTED TO ASSESS CUSTOMER SATISFACTION
Figure 4.8: Surveys conducted to assess customer satisfaction
INTERPRETATION
Figure 4.8 indicates that 39 respondents ( 32.5percent) indicate that surveys to assess
customer satisfaction are continuously conducted. 22 respondents ( 18.16percent)
indicate that surveys are often conducted, 36 respondents (30 percent) indicated that it is
sometimes done, while 15 respondents (12.5 per cent) indicated that surveys are seldom
conducted, 8 respondents (6.67percent) indicated that surveys are never conducted.
This is a reason for concern, but it corresponds with Table 4.2 that indicates that the
majority of the respondents indicated that there are having suggestion boxes and visible
charts but less at the various departments in SEPL.
0
5
10
15
20
25
30
35
40
45
Continuously Often Sometimes Seldom Never
NO.OFRESPONDENTS
SURVEYS CONDUCTED TO ASSESS CUSTOMER SATISFACTION

75
TOP MANAGEMENT TAKING THE LEAD IN TQM
Figure 4.9: Top management taking the lead in TQM
INTERPRETATION
Figure 4.9 indicates that 14 respondents ( 11.67percent) indicate that top management
take lead in TQM to a great extent . 58 respondents (48.34 percent) indicate that some
what , 29 respondents (24.16 percent) indicated that very little, while 19 respondents
(15.83 per cent) indicated not at all.
0
10
20
30
40
50
60
70
To a great extent Somewhat Very little Not at all
NO.OFRESPONDENTS
TOP MANAGEMENT TAKING THE LEAD IN TQM

76
PERSONS RESPONSIBLE FOR QUALITY
Figure 4.10: Persons responsible for quality
INTERPRETATION
Figure 4.10 indicates that 82 respondents (68.34 per cent) are of the opinion that
everybody is responsible for quality, 12 respondents (10 per cent) indicate that managers
are responsible, while 26 respondents (21.66 per cent) indicate that designated persons
are responsible for quality.
0
10
20
30
40
50
60
70
80
90
Everybody Managers Designated persons
NO.OFRESPONDENTS
PERSONS RESPONSIBLE FOR QUALITY

77
ANALYSIS AND INTERPRETATION OF TQM COMPONENTS
TQM COMPONENTS
Description of
components
Strongly
agree
Agree Neutral Disagree Strongly
disagree
Leaders must create a
culture of quality
49 65 4 2
Employees
participation
86 30 3 1
Formation of quality
circles
62 45 10 3
Following a systems
approach
91 28 1
Benchmarking and
best practices
87 11 2 11 9
Training and
development
78 30 12
Total responces 453 209 31 17 10
% responces 62.91% 29.02% 4.30% 2.36% 1.39%
Combined responces 91.93% 4.30% 3.75%
Table 4.3: TQM components

78
INTERPRETATION
Table 4.3 reflects the various components for implementing a successful TQM
programme. An analysis of Table 4.3 indicates that 91.93 per cent of the combined
respondents strongly agree or agree that the components are key ingredients for
implementing a successful TQM programme. 4.3 per cent of the respondents remain
neutral. Only 3.75% respondent disagreed to the commonality that quality circles should
be formed.

79
ANALYSIS AND INTERPRETATION OF TRAINING AND
DEVELOPMENT
TRAINING AND DEVELOPMENT
Description of closed
questions
No of Yes
Responses
No. of No
Responses
Total
Responses
% of Yes
Responses
Offering training
courses to improve
your skills
92 28 120 77%
Involve you in
developing the
training plan
78 42 120 65%
Assess the training
needs of the
employees
89 31 120 74%
Training and
development budget
102 18 120 85%
Average 90.25% 29.75% 120 75%
Table 4.4: Training and development

80
INTERPRETATION
Table 4.4 indicates the training and development commitments by the employer. The
analysis of the table indicates the following:
 92 respondents (77 per cent) indicated that SEPL offers some training courses to
improve employee’s skills;
 78 respondents (65 per cent) indicated that SEPL involves them in developing the
training plan that suits their needs;
 89 respondents (74 per cent) indicated that SPEL assesses the training needs to
determine which training is necessary for the employees;
 102 respondents (85 per cent) indicated that SEPL does have a training budget.

81
KAIZEN CONCEPT APPLY IN PRODUCTION FLORE AREA
TABLE NO 4.5 MANUAL DAILY REJECTION REPORT- LINE C1
DATE STYLE COLOR S M L XL FABRIC
DEFECT
DAMAGE MMT COLOR PRINTING TOTAL GRAND
TOTAL
18/07/2011 9920 White 1 1 1 1 2 2
19/07/2011 ,, ,, 0 2
20/07/2011 ,, ,, 1 2 1 2 3 5
21/07/2011 ,, ,, 3 2 2 1 2 5 10
22/07/2011 ,, ,, 4 1 3 4 14
23/07/2011 7920 Blue 2 1 2 1 3 17
25/07/2011 ,, ,, 1 3 4 4 21
26/07/2011 ,, ,, 1 5 2 2 1 1 6 27
27/07/2011 ,, ,, 4 3 1 3 3 7 34
28/07/2011 ,, ,, 7 1 2 1 2 3 8 42
29/07/2011 ,, ,, 2 2 2 44
30/07/2011 ,, ,, 4 1 3 4 48
01/08/2011 ,, ,, 2 2 1 1 2 4 52
02/08/2011 ,, ,, 1 1 1 1 2 54
03/08/2011 ,, ,, 1 2 1 1 1 3 57
04/08/2011 ,, ,, 3 1 2 3 60
05/08/2011 7920 Blue 1 1 1 61
13 15 12 9 12

82
TABLE NO 4.6 MANUAL DAILY REJECTION REPORT-LINES C2
DEFECT
TOTAL
18/07/2011 1422 Black 0 0
19/07/2011 ,, ,, 3 1 1 1 3 3
20/07/2011 ,, ,, 1 2 1 1 1 3 6
21/07/2011 ,, ,, 5 3 2 5 11
22/07/2011 ,, ,, 4 1 2 2 1 5 16
23/07/2011 ,, ,, 2 1 1 1 1 1 1 2 5 21
25/07/2011 ,, ,, 1 2 1 2 3 24
26/07/2011 ,, ,, 1 1 1 25
27/07/2011 1422 Black 2 1 1 1 1 3 28
28/07/2011 1188 Red 1 1 1 1 2 2 4 32
29/07/2011 ,, ,, 2 1 1 2 34
30/07/2011 ,, ,, 3 1 2 1 1 4 38
01/08/2011 ,, ,, 2 2 1 1 2 4 42
02/08/2011 ,, ,, 1 1 1 3 3 45
03/08/2011 ,, ,, 2 3 1 1 1 2 5 50
04/08/2011 ,, ,, 1 1 2 3 1 4 54
05/08/2011 1188 Red 1 1 2 2 56
9 13 11 9 14

83
TABLE NO 4.7MANUAL DAILY REJECTION REPORT – LINE C3
DEFECT
TOTAL
18/07/2011 9057 WHITE 2 1 1 1 1 3 3
19/07/2011 ,, ,, 1 1 1 4
20/07/2011 ,, ,, 1 1 1 1 2 6
21/07/2011 ,, ,, 4 3 1 4 10
22/07/2011 ,, ,, 3 1 2 2 1 3 6 16
23/07/2011 ,, ,, 1 1 1 1 2 18
25/07/2011 ,, ,, 0 18
26/07/2011 ,, ,, 2 2 1 3 4 22
27/07/2011 ,, ,, 2 2 2 2 4 26
28/07/2011 ,, ,, 1 1 2 2 28
29/07/2011 9057 White 1 1 2 1 3 4 32
30/07/2011 967 Yellow 0 32
01/08/2011 ,, ,, 0 32
02/08/2011 ,, ,, 3 1 2 2 4 36
03/08/2011 ,, ,, 2 2 3 1 4 40
04/08/2011 ,, ,, 1 1 1 1 2 42
05/08/2011 967 Yellow 2 1 1 1 1 3 45
9 13 8 5 10

84
DATE WISE REJECTION IN PRODUCTION LINE
TABLE NO.4.8
DATE REASONS SIZES
SMALL MEDIAM LARGE EXTRA
LARGE
TOTAL
DEFECTS
18/07/2011 FABRIC
DEFECT
1 1
DAMAGE 1 1
MMT 1 1
COLOR
PRINTING 2 2
TOTAL PCS REJECTION 3 1 1 5
Figure 4.11
0
0.5
1
1.5
2
2.5
FABRIC
DEFECT
DAMAGE MMT COLOR PRINTING
REJECTION
NO.OFPCS
SMALL
MEDIAM
LARGE
EXTRA LARGE

85
TABLE NO.4.9
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
19/07/2011 FABRIC
DEFECT
1 1
DAMAGE
MMT 1 1 2
COLOR 1 1
PRINTING
TOTAL PCS REJECTION 1 3 4
Figure 4.1
0
0.2
0.4
0.6
0.8
1
1.2
FABRIC
DEFECT
REJECTION
NO.OFPCS
SMALL
MEDIAM
LARGE
EXTRA LARGE

86
TABLE NO.4.10
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
20/07/2011 FABRIC
DEFECT
2 1 3
DAMAGE 1 1 2
MMT
COLOR 2 2
PRINTING 1 1
Figure 4.13
0
0.5
1
1.5
2
2.5
FABRIC
DEFECT
NO.OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

87
TABLE NO.4.11
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
21/07/2011 FABRIC
DEFECT
DAMAGE 3 2 3 8
MMT 1 1
COLOR 1 2 3
PRINTING 2 2
Figure 4.14
0
0.5
1
1.5
2
2.5
3
3.5
FABRIC
DEFECT
REJECTION
NO.OFPCS
SMALL
MEDIAM
LARGE
EXTRA LARGE

88
TABLE NO.12
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
22/07/2011 FABRIC
DEFECT
2 2 4
DAMAGE
MMT 2 1 3
COLOR 1 1
PRINTING 3 3 1 7
TOTAL PCS REJECTION 3 4 6 2 15
Figure 4.15
0
0.5
1
1.5
2
2.5
3
3.5
FABRIC DEFECT DAMAGE MMT COLOR PRINTING
NO.OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

89
TABLE NO.4.13
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
23/07/2011 FABRIC
DEFECT
DAMAGE 2 1 1 4
MMT 1 1 2
COLOR 1 1 2
PRINTING 2 2
Figure 4.16
0
0.5
1
1.5
2
2.5
FABRIC
DEFECT
NO.OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

90
TABLE NO.4.14
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
25/07/2011 FABRIC
DEFECT
5 5
DAMAGE
MMT
COLOR 2 2
PRINTING
Figure 4.17
0
1
2
3
4
5
6
FABRIC
DEFECT
NO.OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

91
TABLE NO.4.15
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
26/07/2011 FABRIC
DEFECT
2 1 3
DAMAGE 3 2 1 6
MMT 1 1
COLOR
PRINTING 1 1
Figure 4.18
0
0.5
1
1.5
2
2.5
3
3.5
FABRIC
DEFECT
NO,OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

92
TABLE NO.4.16
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
27/07/2011 FABRIC
DEFECT
DAMAGE 1 1
MMT 1 3 2 6
COLOR 1 3 4
PRINTING 2 1 3
Figure 4.19
0
0.5
1
1.5
2
2.5
3
3.5
FABRIC
DEFECT
NO.OF.PCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

93
TABLE NO.4.17
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
28/07/2011 FABRIC
DEFECT
3 1 1 1 6
DAMAGE 1 2 3
MMT 2 2
COLOR
PRINTING 3 3
Figure 4.20
0
0.5
1
1.5
2
2.5
3
3.5
FABRIC
DEFECT
NO.OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

94
TABLE NO.4.18
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
29/07/2011 FABRIC
DEFECT
DAMAGE
MMT 1 1 2
COLOR 2 2
PRINTING 2 2 4
Figure 4.21
0
0.5
1
1.5
2
2.5
FABRIC
DEFECT
NO.OF.PCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

95
TABLE NO.4.19
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
30/07/2011 FABRIC
DEFECT
1 1
DAMAGE 3 2 5
MMT 1 1
COLOR 1 1
PRINTING
Figure 4.22
0
0.5
1
1.5
2
2.5
3
3.5
NO.OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

96
TABLE NO.4.20
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
01/08/2011 FABRIC
DEFECT
2 2
DAMAGE 1 1
MMT 1 2 3
COLOR
PRINTING 2 2
Figure 4.23
0
0.5
1
1.5
2
2.5
NO.OF.PCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

97
TABLE NO.4.21
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
02/08/2011 FABRIC
DEFECT
2 1 3
DAMAGE
MMT
COLOR 2 2
PRINTING 2 1 1 4
Figure 4.24
0
0.5
1
1.5
2
2.5
FABRIC
DEFECT
NO.OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

98
TABLE NO.4.22
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
03/08/2011 FABRIC
DEFECT
1 1
DAMAGE 2 1 1 4
MMT 1 1 2
COLOR 1 1 2
PRINTING 2 1 3
Figure 4.25
0
0.5
1
1.5
2
2.5
FABRIC
DEFECT
NO.OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

99
TABLE NO.4.23
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
04/08/2011 FABRIC
DEFECT
1 1
DAMAGE 1 1 2 4
MMT 2 2
COLOR
PRINTING 1 1 2
Figure 4.26
0
0.5
1
1.5
2
2.5
FABRIC
DEFECT
NO.OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

100
TABLE NO.24
DATE REASONS SIZES
LARGE
TOTAL
DEFECTS
05/08/2011 FABRIC
DEFECT
DAMAGE 1 1 2
MMT 1 1 1 3
COLOR 1 1
PRINTING
Figure 4.27
0
0.2
0.4
0.6
0.8
1
1.2
FABRIC
DEFECT
NO.OFPCS
REJECTION
SMALL
MEDIAM
LARGE
EXTRA LARGE

101
THREE SIGMA ANALYSIS
TABLE NO.4.25
DATE DEFECTS MID RANGE UCL CL LCL
18/07/2011 5 16.67816 9.529412 2.380662
19/07/2011 4 1 16.67816 9.529412 2.380662
20/07/2011 8 4 16.67816 9.529412 2.380662
21/07/2011 14 6 16.67816 9.529412 2.380662
22/07/2011 15 1 16.67816 9.529412 2.380662
23/07/2011 10 5 16.67816 9.529412 2.380662
25/07/2011 7 3 16.67816 9.529412 2.380662
26/07/2011 11 4 16.67816 9.529412 2.380662
27/07/2011 14 3 16.67816 9.529412 2.380662
28/07/2011 14 0 16.67816 9.529412 2.380662
29/07/2011 8 6 16.67816 9.529412 2.380662
30/07/2011 8 0 16.67816 9.529412 2.380662
01/08/2011 8 0 16.67816 9.529412 2.380662
02/08/2011 9 1 16.67816 9.529412 2.380662
03/08/2011 12 3 16.67816 9.529412 2.380662
04/08/2011 9 3 16.67816 9.529412 2.380662
05/08/2011 6 3 16.67816 9.529412 2.380662
AVERAGE 9.529412 2.6875

102
Control Limit Table is defect plots that also indicate the range of variation built into the
system. They are used to monitor a process to see whether it is in statistical control or
not. in that table given upper control limit (ucl) control limit (cl) lower control limit (lcl),
If defect is more than UCL so we know that production area not balance.
Figure 4.28
Figure 4.29
0
2
4
6
8
10
12
14
16
18
18/07/2011
19/07/2011
20/07/2011
21/07/2011
22/07/2011
23/07/2011
25/07/2011
26/07/2011
27/07/2011
28/07/2011
29/07/2011
30/07/20111/8/20112/8/20113/8/20114/8/20115/8/2011
DAYS
DEFECTS
DEFECTS
UCL
CL
LCL
SCATTER CHART
0
2
4
6
8
10
12
14
16
1 3 5 7 9 11 13 15 17
DAYS
NO.OF.DEFECT
DEFECTS

103
PARETO ANALYSIS
Pareto analysis graphically illustrate the relationship of two variables
such as rework causes and total rework,with the cause of rework the largest being first
place in the graph (nearest the y axis),the second most cause being placed second,and so
forth.
In this Pareto figure,damage caused the greatest impact (41) and printing caused the
second greatest impact (36) with the cumulative effect of both being 77 defects around
47.5%, fabric defect and MMT (measurement) caused each 31 defects,color caused less
no.of defects(23)
TABLE NO.4.26
REWORK CAUSES
LINES FABRIC
DEFECT
DAMAGE MMT COLOR PRINTING TOTAL
LINE C1 13 15 12 9 12 61
LINE C2 9 13 11 9 14 56
LINE C3 9 13 8 5 10 45
TOTAL 31 41 31 23 36 162

104
PARETO ANALYSIS FOR REWORK CAUSES
Figure 4.30
PARETO ANALYSIS
0
5
10
15
20
25
30
35
40
45
TOTAL DEFECTS
NO.OFDEFECTS
DAMAGE
PRINTING
FABRIC DEFECT
MMT
COLOR

105
Chapter – 5
Findings,Suggestions&
Conclusion

106
CHAPTER – 5
FINDINGS,SUGGESTIONS AND CONCLUSION
FINDINGS FROM RESEARCH
 Safety measures are provided to the workers.
 Monitoring the quality and process control by using latest statistical method.
 Social awareness is created among the employees.
 Effective maintenance of inventory level.
 5’S are not followed.
 No discussion or meeting between interrelated departments, leading to
communication gap.
 Cutting process is not standardized.
 Timely delivery.
 Promotions are done based on performance and service.
 There are having 69 per cent male and 31 per cent Female . working in a entire
organigation, it can be inferred that SHAHI EXPORTS employs more males
than females.
 70 per cent of the opinions of employees are encouraged to make suggestions for
quality and safety improvements in the workplace and that there is a system in
place for employees to put their suggestions in suggestion boxes;
 58 per cent indicated that there are visible charts in the working environment
which are used to record the standard of performance in TQM so that everybody
knows when the standard is achieved or not;

107
 34 per cent indicated that they received rewards and recognition for best
performance in their jobs.
 54.16 per cent indicated that ISO 9000 is highly important, while 42
respondents 35 per cent indicated that it is important,
 29.16 per cent strongly agree,77respondents 64.16 agree that TQM and ISO 9000
are interrelated;
 32.5per cent strongly agree, 45.84per cent , agree that TQM is the answer to
eliminate inefficiency, wastefulness and remoteness from those whom local
government is supposed to serve;
 32.5percent indicate that surveys to assess customer satisfaction are continuously
conducted. 18.16 percent indicate that surveys are often conducted.
 11.67percent indicate that top management take lead in TQM to a great extent .
48.34 percent indicate that some what ,
 68.34 per cent are of the opinion that everybody is responsible for quality, 12
respondents 10 per cent indicate that managers are responsible,
 They provide a good facility for training.

108
SUGGESTIONS:
 Discussing on the problems and actions are initiated
 In inspection department, following standard instruction for inpecting material
 Provide good traning for workers
 Can plan and set the target for production on hourly and daily basis with standard
of quality
 5 S should be strictly followed
 Arrange meeting and seminars
 As many new players are coming into the business and many more markets is
tapped through rigorous marketing and use of best production practices will
ensure the success of the organization in the competitive post quota scenario.

109
SWOT ANALYSIS OF SHAHI EXPORTS PVT LTD.
SWOT analysis is a tool for auditing an organigation and its
environment.It is the first stage of planning and helps marketers to focus on key
issues.SWOT analysis help generate nem ideas as to how a company canuse a
particular strength to defend against threats in the market.If a company is aware of
the potential threats then it can have responses and plan ready to counteract them
when they happen.
STRENGTHS
 Quality products and service are the biggest strength of SHAHI EXPORTS.
 Optimum and successful utilization of resources.
 Business strategy itself is strength.long term strategy i.e….4 year ahead.
 Man power of about more than 12000(knits-Banglore)
 Strong sourcing team situated in Tirupur.
 Strong financial back ground.
 Strong and huge sampling capacity.
 The buyers are from different different destinations and handles accounts for
about 40 buyers.
 SHAHI stands vertically integrated as one of the largest manufactuter/exporters
in India offering ready-to-wear garment for ladies,men and children.

110
 90% of the fabric is develop in own house.
 It is ISO 9000 certified factory while the knits unit works in compliance with
SA8000 certification.
 Implementing different workshops for productivity improvement like 5S,
Kaizen,etc...
 Rapid growth
 Most modern manufacturing facility with maximum capacity.
 Excellence in quality and productivity.
 Highly qualified managing team.
WEAKNESS.
 Increased employee turnover and improper manpower planning.
 Not able to fully cater to the polyester based apparels.
 They are not provide perfect training to newly joined worker.
 Even workers are doing work but they do not know procedure of work.
 Sustaining of implemented system is not to the level of planned.
 They are using 5s system but middle level employee and workers not know about
it.

111
OPPORTUNITIES
 Bring efficiency in production by opting for more sophisticated techniques of
production with quality standard.
 Planning to establish a strong sourcing support for polyester fabrics.
 Strong name in the apparel industry in international level.
 Valuable trust from the buyers.
 Can develop a strong base for high value added products.
 Empowering the employees by improving proper training at equal intervals.
 Many new players are coming into the business and many more markets are to be
tapped through rigorous marketing.
THREATS
 Completion from few global companies.
 Fast technological changes may affect the company.
 Lower management and operators take lot of time to adapt to new concept of
manufacturing.
 Good management team may affect the company environment.
 The quality management system is still on the verge of changing to concepts such
as 5s, Kaizen, etc.

112
CONCLUSION
In this study I came to the total quality management implementation
in the Shahi Exports Pvt.Ltd, Banglore.This study also reveals the great
knowledge of about six sigma and kaizen system. in these system very useful in
improving quality, reduce the garment rejection in the garment industry. Also
know various Japanese tools of 5S concept, suggestion system and quality control
circle.
This study also gives some suggestions to reduce the garment
rejection and improve quality of product in the production unit of Shahi Exports
Pvt.Ltd, Bangalore. In this observation study is very useful for my career.

114
APPENDICES
SECTION A: BIOGRAPHICAL PROFILE
GENDER
A1 Male Female
DEPARTMENT
A2
TRIMS AUDIT DEPARTMENT
FABRIC AUDIT DEPARTMENT
PRODUCTION DEPARTMENT
CURRENT POST LEVEL
A3
POST LEVEL 1-3
POST LEVEL 4-6
POST LEVEL 7-9
POST LEVEL 10-12
YEARS OF SERVICE WITH SHAHI EXPORTS
A4
YEARS 1-4
YEARS 5-8
YEARS 9-12
ABOVE 12 YEARS

115
SECTION B: TOTAL QUALITY MANAGEMENT (TQM)
Please answer the following questions by making an X in the appropriate box.
B1 Does SEPL have a TQM programme? YES NO
B2 If SEPL has a TQM policy, do you think the programme has been
implemented effectively?
B3 Did SEPL train you in implementing the TQM programme?
B4 Is Total Quality entrenched in the vision and mission of SEPL?
B5 Does your department place emphasis on quality customer service?
SECTION C: TOTAL QUALITY MANAGEMENT TOOLS
Please answer the following questions by making an X in the appropriate box.
C1 Does SEPL encourage workers to make suggestions?
Does SEPL have a system in place for employees to put
their suggestions in suggestion boxes for improvements of
quality And safety in the workplace?
YES NO
C2 Are there visible charts in your working environment which are
used to record your standard of performance in TQM so that
everyone knows when the standard is achieved or not?
C3 Do you get rewards and recognition for best performance in your
job?

116
SECTION D: TOTAL QUALITY MANAGEMENT AND ISO 9000
ISO 9000 is a worldwide standard that gives the buyer peace of mind that the service or
product they are buying meets these requirements and does so consistently.
Please mark with an X the box that best describes your view of the following statement
D1
In the global arena that we operate how would you rate the importance of an ISO
9000 standard in terms of consistently meeting product and service requirements?
HIGHLY
IMPORTANT
IMPORTANT NOT VERY
IMPORTANT
OF NO
IMPORTANCE
Please mark with an X the box that best describes your view of the following statement
D2
The TQM approach and the ISO 9000 standards are interrelated so that
organisations that apply ISO 9000 standards in basic procedures can in the next
phase implement the TQM philosophy.
STRONGLY
AGREE
AGREE NEUTRAL DISAGREE STRONGLY
DISAGREE

117
SECTION E: BUSINESS AND GOVERNMENT
For the following questions please mark with an X the box that matches your view most closely.
E1
TQM is viewed by many in the private sector as the answer to the principal criticisms of
public services their alleged inefficiency, wastefulness and remoteness from those whom
they are supposed to serve.
STRONGLY
AGREE
DISAGREE
E2
How often are surveys conducted to assess customer satisfaction?
COUTINUOUSLY OFTEN SOMETIMES SELDOM NEVER
E3
To what extent does top management of SEPL set an example by taking the lead in quality
improvements?
TO BE GREAT
EXTENT
SOME
WHAT
VERY LITTLE NOT AT ALL
E4
Who is mainly responsible for quality in your department?
EVERYBODY MANAGERS DESIGNATED PERSONS

118
SECTION F: TQM PRINCIPLES
Description of
components
STRONGLY
AGREE
DISAGREE
F1 Leaders are responsible to
create a culture of quality.
F2 Employee participation in
process re-engineering,
new ways of doing things
and communicating their
ideas to management.
F3 Formation of quality
circles where groups of
employees do similar
work.
F4 A systems approach is
followed whereby those
working on the systems
must listen to feedback
from those working in the
system.
F5 Benchmarking and best
practices with similar
organisations and
international organisations

119
F6 Training and development
plays an important part of
TQM.
SECTION G: TRAINING AND DEVELOPMENT
G1 Does SEPL offer some training courses or any kind of training,
related to your job to improve your skills?
YES NO
G2 Does SEPL involve you in developing the training plan that suits
your needs?
G3 Does SEPL assess the training needs of the employees to decide
which training is necessary?
G4 Does SEPL have a training and development budget?

121
BIBLIOGRAPHY
 Buckler, B. 1996. A learning process model to achieve continuous
improvement and innovation.
 Kanji, G.K. 1998. An innovative approach to make ISO 9000 standards
more effective. Total Quality Management,
 Kanji, G.K. & Barker, R.L. 1990. Implementation of total quality
management. Total Quality Management,
 Reliability Analysis Center. 2008. Total quality management [Online].
Available from: http://rac.iitri.org
 www.shahiexports.com

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