A STUDY ON TOTAL QUALITY MANAGEMENT

A Project Report
Submitted to
Jawaharlal Nehru Technological University, Hyderabad,
in Partial Fulfillment of the Requirements
for the Award of
the Degree of
MASTER OF BUSINESS ADMINISTRATION

By
A.VENKATESH
Reg. No. 10241E0001
Under the Guidance of
Dr. P.B. APPA RAO
Professor of Management Studies

Department of Management Studies

1

Gokaraju Rangaraju Institute of Engineering & Technology, Hyderabad

(Affiliated to JNTUH)
2010-2012

DECLARATION

I hereby declare that the project entitled A Study on Total Quality

Management, submitted by me, in partial fulfillment of the requirements for
award of the degree of MBA at Gokaraju Rangaraju Institute of Engineering
and Technology, affiliated to Jawaharlal Nehru Technological University,
Hyderabad, is work turned out by me and has not been submitted to any other
University/Institute for award of any degree/diploma.

A. VENKATESH
10241E0001
MBA, GRIET
HYDERABAD

ACKNOWLEDGEMENT

I take this opportunity to extend my profound thanks and deep sense of

gratitude to the authorities of Lakshmi Hyundai, Himayathnagar, Hyderabad,
for giving me an opportunity to undertake this project work in their esteemed
organization. I profusely thank Mr. Bharath Kumar, Assistant HR Manager, in
particular for guiding me and helping me in successful completion of the project. I
would also like to thank all the employees of the organization.
I would like to express our immense gratitude towards our institution
Gokaraju Rangaraju Institute of Engineering & Technology, which created a
great platform to attain profound technical skills in the field of MBA, thereby
fulfilling our most cherished goal. I am very much thankful to our internal guide
Dr. P. B. Appa Rao, Professor and our project coordinator Sri S. Ravindra Chary
for extending their cooperation in completion of project.
I am also thankful to all those who have incidentally helped me, through
their valued guidance, co-operation and unstinted support during the course of my
project.
A. VENKATESH
(Reg. No. 10241E0001)

INDEX

S.NO:

CONTENTS

PAGE NO.

CHAPTER-1

1-4
INTRODUCTION
Scope of the Study
Objectives of the Study
Methodology of the Study
Limitations of the Study

CHAPTER-2

5-18
INDUSTRY PROFILE
COMPANY PROFILE

CHAPTER-3

19-30
REVIEW OF LITERATURE

CHAPTER-4

34-66
DATA ANALYSIS AND INTERPRETATION

CHAPTER-5

66-77

SUGGESTIONS

FINDINGS

QUESTIONNAIRE

BIBLIOGRAPHY

Introduction
Since the late 1980s, firms around the world have launched Total Quality Management
(TQM) programs in an attempt to retain or regain competitiveness in order to achieve customer
satisfaction in the face of increasing competition from around the world. TQM is an integrative
philosophy of management for continuously improving the quality of products and processes.
TQM functions on the premise that the quality of the products and processes is the
responsibility of everyone who is involved with the creation or consumption of the products or
services offered by the organization. In other words, TQM capitalizes on the involvement of
management, workforce, suppliers, and even customers, in order to meet or exceed customer
expectations. Considering the practices of TQM as discussed in six empirical studies, Cua,
McKone, and Schroeder (2001) identified the nine common TQM practices as cross-functional
product design, process management, supplier quality management, customer involvement,
information and feedback committed leadership, strategic planning cross-functional training, and
employee involvement.
The goal of human resource management is to help an organization to meet strategic
goals by attracting and maintaining employees and also to manage them effectively. The key
word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of
an organizations employees, and the overall strategic direction of the company.
The basic premise of the academic theory of HRM is that humans are not machines,
therefore we need to have an interdisciplinary examination of people in the workplace. Fields
such as psychology, industrial relations, industrial engineering, sociology, economics, and
critical theories: postmodernism, post-structuralism play a major role. Many colleges and
universities offer bachelor and master degrees in Human Resources Management or in Human
Resources and Industrial Relations.
One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines
4 fields for the HRM function:

Strategic business partner

Change management
Employee champion
Administration

However, many HR functions these days struggle to get beyond the roles of
administration and employee champion, and are seen as reactive rather than strategically
proactive partners for the top management. In addition, HR organizations also have difficulty in
proving how their activities and processes add value to the company. Only in recent years have
HR scholars and professionals focused on developing models that can measure the value added
by HR.

Human resources management involves several processes. Together they are supposed to
achieve the above mentioned goal. These processes can be performed in an HR department, but
some tasks can also be outsourced or performed by line-managers or other departments. When
effectively integrated they provide significant economic benefit to the company.

Workforce planning
Recruitment (sometimes separated into attraction and selection)
Induction, Orientation and On boarding
Skills management
Training and development
Personnel administration
Compensation in wage or salary
Time management
Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM)
Employee benefits administration
Personnel cost planning
Performance appraisal
Labor relations

To prepare Total Quality management, Manager and Supervisors responsibilities are

more or we can say that they are the key players. Manager and Supervisors have to help the
employees to develop the competencies in the employees. To help the employees at lower level
they need to be updated properly and they need to share their expertise and experience with
employees.
Whatever Top management feels about employees they have to express to employees and
whatever employees think about top management it must be expressed in other words. We can
say that there should not be anything hidden while in communication process. Clear
communication process will help to establish the Total Quality management.

Employees should be motivated by giving them authority to take decision.

Top management should trust the employees that after making huge effort to develop
employees, employees will work for the well being of organization and for human
being also.
Top managements philosophy should be clear towards Human Resource and its well
being to encourage the employees.
Management and Managers need to give equal importance.
Employees must be feeling of belongingness among the employees, and also
willingness to work as a team.

10

Objectives of the Study

To study and identify the Total Quality Management practices at Lakshmi Hyundai,
Himayatnagar, Hyderabad.
To analyze the effectiveness of Training Programs implemented in the organization.
To study the prevailing practices of workers participation in the organization.
To study the relation between management and employees.
To study the employee perceptions towards TQM practices in the organization.
To identify the customer satisfaction level with product purchased and/or service
utilized.

Research Methodology
Scope of the study
The study was confined to TQM practices in Lakshmi Hyundai, Himayatnagar,
Hyderabad. The employees and customers constituted the universe.
Sampling
For the purpose of the study Lakshmi Hyundai, Himayatnagar, Hyderabad was selected.
The selection of the organization was based on availability permission to a large extent and
convenience to some extent. As it is not possible to collect data from all the employees and
customers of the selected organization it was decided to select a sample of employees and
customers on random basis. Consequently 50 employees and 20 customers were selected on
random basis. The secondary data and information were collected from relevant websites of the
organization concerned.
Data collection
A well-structured questionnaire was developed, test checked and administered on the
selected employees of the organaisation to obtain their views on TQM practices in the
organisation.
Also, a well-structured questionnaire was prepared and collected views of select
customers towards quality of the products and services consumed. The information related to
company and industry was obtained through secondary sources such as companys website,
Google search engine, etc.

11

Analysis
The data so collected through the questionnaires from the employees and the customers
were analyzed and interpreted through the MS Excel.
Limitations of the Study:

The study conducted is restricted to the Lakshmi Hyundai, Himayatnagar,

Hyderabad only.
The study is confined to perceptions of the employees and the customers.
The data thus collected cannot be asserted to be free from errors due to the bias of
respondents.
Difference of views of employees and customers towards TQM.
Customers lack of awareness and the understanding of relation of TQM with
customer satisfaction were also considered to be one of the limitations for my
study.

12

CHAPTER-II
INDUSTRY PROFILE
&
COMPANY PROFILE

13

Automobile industry in India

The automobile industry in India is the ninth largest in the world with an annual
production of over 2.3 million units in 2008. In 2009, India emerged as Asia's fourth largest
exporter of automobiles, behind Japan, South Korea and Thailand.
Following economic liberalization in India in 1991, the Indian automotive industry has
demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions.
Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and
Mahindra, expanded their domestic and international operations. India's robust economic growth
led to the further expansion of its domestic automobile market which attracted significant Indiaspecific investment by multinational automobile manufacturers. In February 2009, monthly sales
of passenger cars in India exceeded 100,000 units.
Bryonic automotive industry emerged in India in the 1940s. Following the independence,
in 1947, the Government of India and the private sector launched efforts to create an automotive
component manufacturing industry to supply to the automobile industry. However, the growth
was relatively slow in the 1950s and 1960s due to nationalization and the license raj which
hampered the Indian private sector. After 1970, the automotive industry started to grow, but the
growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major
luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment
of Maruti Udyog. A number of foreign firms initiated joint ventures with Indian companies.
In the 1980s, a number of Japanese manufacturers launched joint-ventures for building
motorcycles and light commercial-vehicles. It was at this time that the Indian government chose
Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in
1991 and the gradual weakening of the license raj, a number of Indian and multi-national car
companies launched operations. Since then, automotive component and automobile
manufacturing growth has accelerated to meet domestic and export demands.
Exports
India has emerged as one of the world's largest manufacturers of small cars. According to
New York Times, India's strong engineering base and expertise in the manufacturing of low-cost,
fuel-efficient cars has resulted in the expansion of manufacturing facilities of several automobile
companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki.
In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors
planned to export 250,000 vehicles manufactured in its India plant by 2011. Similarly, General
Motors announced its plans to export about 50,000 cars manufactured in India by 2011.
In September 2009, Ford Motors announced its plans to setup a plant in India with an
annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the
Indian market and for export. The company said that the plant was a part of its plan to make
India the hub for its global production business. Fiat Motors also announced that it would source
more than US$1 billion worth auto components from India.

14

According to Bloomberg L.P., in 2009 India surpassed China as Asia's fourth largest
exporter of cars.
Indian automobile companies
Notable Indian automobile manufacturers

Ashok Leyland
Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster,
Sailster.
Force Motors
Hindustan Motors: Ambassador.
Mahindra: Major, Xylo, Scorpio.
Maruti Suzuki: 800, Alto, WagonR, Estilo, AStar, Ritz, Swift, Swift DZire, SX4,
Omni, Versa, Gypsy
Premier: Sigma, Roadster, RiO.
San Motors: Storm
Tata Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria
Electric car companies in India
Ajanta Group
Mahindra
Hero Electric REVA
Tara International
Tata Motors

Notable Multi-national automobile manufacturers

Locally manufactured Automobiles of Multi-national Companies

Audi: A4, A6, Q6, Q7.

BMW: 3 Series, 5 Series.
Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.
Fiat: Palio, Grande Punto, Linea.
Ford: Ikon, Fiesta, Fusion, Endeavour, Figo
Honda: Jazz, City, Civic, Accord.
Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.
Mercedes-Benz: C-Class, E-Class
Mitsubishi: Lancer, Lancer Cedia.
Nissan: Micra
Renault: Logan
koda: Fabia, Octavia, Laura.
Toyota: Corolla, Innova, Fortuner
Volkswagen: Jetta, Passat, Polo.

15

Cars sold in India as CBU (Completely Built Units)

Audi: A8, TT, R8, Q5, Q7.

Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur,
Mulsanne.
BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.
Chevrolet: Captiva
Fiat: Nuova 500.
Honda: Civic Hybrid, CR-V.
Hyundai: Santa Fe.
Jaguar: XF, XJ, XK.
Lamborghini: Gallardo, Murcilago.
Land Rover: Range Rover, Range Rover Sport, Discovery 4, Freelander 2.
Maybach: 57 and 62.
Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class,
Viano.
Mitsubishi: Pajero, Montero, Outlander.
Nissan: Teana, X-Trail, 307Z.
Porsche: 911, Boxter, Panamera, Cayman, Cayenne.
Rolls Royce: Ghost, Phantom, Phantom Coup, Phantom Drophead Coup.
koda: Superb.
Suzuki: Grand Vitara.
Toyota: Camry, Land Cruiser, Land Cruiser Prado, Prius.
Volkswagen: Beetle, Touareg.
Volvo: S80, XC90.

16

COMPANY PROFILE
HISTORY:
The Company is an authorized Dealer of Hyundai Motors India Limited (HMIL) for sale
of its entire range of motor vehicles. It is also authorized to service & repair of all Hyundai cars
and also deals in spare parts of Hyundai cars.
Lakshmi Hyundai was established in the year 1998 in Himayathnagar with the launch of
Hyundais first car in India- the evergreen SANTRO. The entire business is managed under the
able leadership and guidance of the managing Director Shri K.Rama Mohana Rao.
Soon after the Himayathnagar showroom, came up the state-of-art service facilities at
Kukatpally, Banjarahills and L.B.Nagar. These service centers are well equipped to cater to the
needs of valued customers. The management left no stone unturned to review, research and
implement the latest of technologies and methodologies to improve on the sales, service on the
customer satisfaction. Continuous upgradation of the facilities at the sales and service outlets and
adding to the service agenda each time, had been sales graph go high by the year.
AWARDS:
2012 Awards

Verna gets the 'Sedan Of The Year 2011' Golden Steering Award
HMIL gets the 'Automotive Company Of the Year 2011' Golden Steering Award
Eon gets the 'Entry-Level Hatchback Of The Year' at ET Zigwheels Awards 2011
HMIL gets the 'Best Car Manufacturer 2012' award by Motor Vikatan magazine

The awards received for Best in sales in south region, Best in finance , Top
performer in 2005 and their technicians being awarded with a Gold Medal for standing No.1 in
the world at World skill Olympics held at Korea-stand testimony to the recognition that received
at the global level.
According to the popular belief, a customer walking into LAKSHMI HYUNDAI is
treated like an asset. His/her needs are assessed in the first stage and the customer is educated
subsequently about the product line, service range, allied services, etc., ample information and
time is given to the prospective buyer to make up his/her mind on which car to buy.
Totally focused customer centric approach, unparalleled service motto, top-end facilities,
bouquet of allied services, solid after sales backup, quality assurance, unconditional warranty
promise and desire to excel through service are some of the threads which blend in effectively to
give birth to the fabric called LAKSHMI HYUNDAI LAKSHMI HYUNDAIs success is just
beginning and more to expect spectacular chapters in the preamble Winning Edges.

17

LAKSHMI HYUNDAI MAN POWER:

Department

Own

Contract

Total

Sales

57

57

Service

126

49

175

Spaces

15

15

Finance &
HR/Administration

98

98

Total

296

49

345

RECRUITMENT PROCESS AT LAKSHMI HYUNDAI

The recruitment process involves both internal and external methods.
Internal Methods
Employee referrals, promotions, intercompany transfers.
Employee referrals
This is the most common method of recruitment used by the organization. Last year
the organization recruited 16 employees by employee referrals.
Promotions
Posts falling vacant due to be filled will be notified within the division/office,
giving educational qualifications and experience laid down for the post and the extent to
which these will be relaxed for promotion and inviting applications from eligible
employees in lower group, who have rendered the requisite qualifying service and who
have requisite higher post.
External methods
Recruitment followed by the organization are employment exchange, paper
advertisements and campus recruitment. .

18

Employment Exchange
All vacancies are to be notified to the Local Employment Exchange. If employment
exchanges are unable to sponsor the suitable candidates with in the prescribed time limits, the
vacancies may be advertised in the press on a local/regional advertisement the vacancies may be
advertised on India Basis. A minimum of two weeks notice is to given to the Local Employment
Exchange for sponsoring suitable candidates.
Paper advertisements
Of the external methods this method is mostly adopted by the organization. This method
of recruitment involves advertising the requirements of personnel in two of the leading
newspapers one being in English language and other being in regional language. For
recruitments in Hyderabad, Eenadu and Deccan Chronicle are the two leading newspapers that
the requirement of personnel is advertised.
SELECTION PROCESS AT LAKSHMI HYUNDAI
After the recruitment process next step is the selection process in employing a suitable
candidate into the organization. At Hindustan Aeronautics Limited the selection process mainly
includes test/interviews. If a candidate passes through the different rounds of interviews/test then
he is employed into the organization. The Personnel Department of each division or the
corporate office will screen the applications received and categorize them to those that satisfy
prescribed minimum educational qualification and experience and those do not .
Personal Manager Interview:
This is the first round of interview for the candidate. The Personal manager checks the
knowledge of the candidate in the applied field along with his positive attitude, communication
skills and so on. On personal dissatisfaction the manager can call the candidate for another round
of interview. He prepares an evaluation report on the candidates' performance in the interview.
Board of Directors Interview:
After the personal manager interview, the next in line is the Board Directors Interview.
There are 4 directors who take the seat of interviewer. Questions about family background,
health details, academic performance and activities, likes and dislikes, attitudes and capabilities
etc. are all questioned. The interview conducted by the Board directors can take any shape from
stress interview to formal or informal interview depending on the kind of department they are
being recruited for. All the directors prepare an evaluation report individually on the candidates
performance in relation to personality, intelligence, attitudes, skills and knowledge and so on. .

19

Verification of Date of Birth, Character and Antecedents

The secondary school certificate is the accepted document required for verification of
date of birth. However, if this document is not available, the candidate should produce a
RESUME. In that he/she mention all study details of them.
Appointment of Selected Candidates
Candidates who are selected for appointment to post will be issued with a letter proposing
to offer the post or offering the post. If they accept appointment offer they are to be reply in the
form.
SALES PERFORMANCE

Current year

2
004

005

Compact

006
8

23
Mid,Exec,&
Premium

33

50

80

Total
213

008

280

56

3
698

8
80

2
986

011

388

22

2
212

010

164

05

1
818

2
009

607

28

306

1
38

007
9

3
15

9
10

4
268

4
608

Table 1
4500
4000
3500
3000
2500
2000
1500
1000
500
0

Compact
Mid, Exec,&
Premium
Total

2006
2007 20082009 2010 2011

20

SERVICE PEFORMANCE

Current year
005

006

Turn over in
US $(000)
2.8

31.4

No. of vehicle
serviced(000)
.4

.9

2
007

2
008

3
82.2

8
45.5

1
150.8

1
8.1

2
011

4
40.4

3.5

2
010

4
40.2

1
1.0

2
009

2
9.1

4
0.0

Table 2

1400
1200
1000
800
600
400
200
0

Turn over in US
$(000)
No. of vehicle
serviced(000)

2005 2006 2007 2008 2009 2010 2011

Graph 2
PARTS AND ACCESSORIES PERFORMANCE

Current
Year
005

Turn
over

1
11.1

2
006

2
007

2
16.2

2
008

3
26.0

2
009

4
63.8

4
99.8

Table 3

21

2
010

2
011

7
93.8

1
510.9

Turn over
2000
1500
1000

Turn over

500
0
2005 2006 2007 2008 2009 2010 2011
Graph 3
SALES TEAM PERFORMANCE BONUS POINTS
Universal Factors

Sub-Factors

No. of
Points

Job Knowledge
Judgment

&

Product Information

100

Communication Skills

75

GDMS Up gradation

100

Accessories

25

Selling

Tot
al points

350

Skills

Sales Personality

Finance Dealing Skills

50

Presentation Skills

50

Confidence Level

50

Voice & Body Culture

100

Appearance

50

Selling Skills

50

300

22

Code
Conduct

Of

Time Management

50

Obeying Orders

100

Alertness

75

Company Dress

50

Attendance Record

75

350

Hyundai Motor India Foundation(HMIF)

HMIF was formed in the year 2006 with the purpose of 'giving back' to society and to
initiate Corporate Social Responsibility (CSR) activities in the areas of health care, educational
and vocational training, environment, road safety, art, science, technology, etc. HMIF gets its
direct funding from HMIL's earnings as it contributes Rs.100 for every car sold in the Indian
market to enable HMIF to carry out its social activities.
Happy Move
Hyundai Motor India Foundation (HMIF), as part of its Corporate Social Responsibility
program recently organises the 'Happy Move Global Youth Volunteers camp'. As part of the
initiative, students from India and Korea are work together towards a common cause of
community development. The activities in the camp are focused on education and renovation
activities. The 'Happy Move Global Youth Volunteers Camp' is also supported by Field Services
and Intercultural Learning (FSL), an Indian NGO India, and International Workcamp
Organisation (IWO), an NGO from Korea.
Hyundai Traffic Squad
Students Traffic Volunteer Scholarship Scheme is an initiative by HMIF to sponsor the
'economically backward' college students and also help in managing traffic better. A group of
carefully chosen students, after proper training by the local traffic police, work as traffic
marshals at busy intersections in conjunction with the traffic police to control and manage traffic.
The students are paid a stipend for their efforts and this scheme is successfully running in the
cities of New Delhi, Chennai and Kolkata. HMIL will further expand the scheme to other cities
of India.
Educational and Vocational Training Program
HMIL, under the aegis of HMIF is committed to the task of improving conditions in local
schools around Sriperumbudur as well as nationally. At regular intervals it donates chairs, tables,
computers to the schools to create a better environment for educating children. Till date, over
20,000 school students have benefited through this program. HMIF has adopted ITI's in Assam
and Ulundurpet to equip them with latest infrastructure facilities and also provides employment
opportunities to students who graduate from here.

23

Medical Camps for Neighbourhoods

HMIF conducts a number of free Medical Camps. Apart from this, the Foundation has
also entered into an agreement with Sri Ramachandra Medical University for operating a Mobile
Health Clinic in villages between Poonamalee and Kanchipuram. The mobile clinic will have a
Medical Officer, Pharmacist, Nurse, Attendant and maintain a regular supply of medicines. The
van has a Satellite link which enables it to be in direct contact with the hospital and get
assistance and advice even in the remotest of villages.
Hyundai Driving School
As part of skill development, driving school was started by HMIF to train unemployed
youth in Kancheepuram & Thiruvallur Dist.Three batches (100) had been trained during 2009
and this will be an ongoing programme.
Hyundai Corporate Philosophy

24

The 5 core values we have defined as part of our new corporate philosophy are tents that
have existed in us throughout our history, and are principles that all employees promise to further
foster in our organization.

25

26

CHAPTER-III
REVIEW OF LITERATURE

27

TOTAL QUALITY MANAGEMENT

TQM and Six Sigma
The Six Sigma process improvement originated in1986 from Motorolas drive towards
reducing defects by minimizing variation in processes through metrics measurement. [3]
Applications of the Six Sigma project execution methodology have since expanded to include
practices common in Total Quality Management and Supply Chain Management, such as
increasing customer satisfaction, and developing closer supplier relationships.
The main difference between TQM and Six Sigma (a newer concept) is the approach.
TQM tries to improve quality by ensuring conformance to internal requirements, while Six
Sigma focuses on improving quality by reducing the number of defects and impurities.
Total Quality Management (TQM) is a management approach to long-term success
through customer satisfaction.
In a TQM effort, all members of an organization participate in improving processes,
products, services and the culture in which they work.
The methods for implementing this approach come from the teachings of such quality
leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and
Joseph M. Juran.
A core concept in implementing TQM is Demings 14 points, a set of management
practices to help companies increase their quality and productivity:
1.

Create constancy of purpose for improving products and services.

2.

Adopt the new philosophy.

3.

Cease dependence on inspection to achieve quality.

4.

End the practice of awarding business on price alone; instead, minimize total cost
by working with a single supplier.

5.

Improve constantly and forever every process for planning, production and service.

6.

Institute training on the job.

7.

Adopt and institute leadership.

8.

Drive out fear.

9.

Break down barriers between staff areas.

10.

Eliminate slogans, exhortations and targets for the workforce.

11.

Eliminate numerical quotas for the workforce and numerical goals for
management.

12.

Remove barriers that rob people of pride of workmanship, and eliminate the
annual rating or merit system.

13.

Institute a vigorous program of education and self-improvement for everyone.

14.

Put everybody in the company to work accomplishing the transformation.

28

The term Total Quality Management has lost favor in the United States in recent years:
Quality management is commonly substituted. Total Quality Management, however, is still
used extensively in Europe.
Total Quality Management (TQM) is an approach that seeks to improve quality and
performance which will meet or exceed customer expectations. This can be achieved by
integrating all quality-related functions and processes throughout the company. TQM looks at
the overall quality measures used by a company including managing quality design and
development, quality control and maintenance, quality improvement, and quality assurance.
TQM takes into account all quality measures taken at all levels and involving all company
employees.
Origins of TQM
Total quality management has evolved from the quality assurance methods that were first
developed around the time of the First World War. The war effort led to large scale
manufacturing efforts that often produced poor quality. To help correct this, quality inspectors
were introduced on the production line to ensure that the level of failures due to quality was
minimized.
After the First World War, quality inspection became more commonplace in
manufacturing environments and this led to the introduction of Statistical Quality Control (SQC),
a theory developed by Dr. W. Edwards Deming. This quality method provided a statistical
method of quality based on sampling. Where it was not possible to inspect every item, a sample
was tested for quality. The theory of SQC was based on the notion that a variation in the
production process leads to variation in the end product. If the variation in the process could be
removed this would lead to a higher level of quality in the end product.
After World War Two, the industrial manufacturers in Japan produced poor quality items.
In a response to this, the Japanese Union of Scientists and Engineers invited Dr. Deming to train
engineers in quality processes. By the 1950s quality control was an integral part of Japanese
manufacturing and was adopted by all levels of workers within an organization.
By the 1970s the notion of total quality was being discussed. This was seen as companywide quality control that involves all employees from top management to the workers, in quality
control. In the next decade more non-Japanese companies were introducing quality management
procedures that based on the results seen in Japan. The new wave of quality control became
known as Total Quality Management, which was used to describe the many quality-focused
strategies and techniques that became the center of focus for the quality movement.
Principles of TQM
TQM can be defined as the management of initiatives and procedures that are aimed at
achieving the delivery of quality products and services. A number of key principles can be
identified in defining TQM, including:

29

Executive Management Top management should act as the main driver for TQM
and create an environment that ensures its success.
Training Employees should receive regular training on the methods and concepts
of quality.
Customer Focus Improvements in quality should improve customer satisfaction.
Decision Making Quality decisions should be made based on measurements.
Methodology and Tools Use of appropriate methodology and tools ensures that
non-conformances are identified, measured and responded to consistently.
Continuous Improvement Companies should continuously work towards
improving manufacturing and quality procedures.
Company Culture The culture of the company should aim at developing
employees ability to work together to improve quality.
Employee Involvement Employees should be encouraged to be pro-active in
identifying and addressing quality related problems.

The Cost of TQM

Many companies believe that the costs of the introduction of TQM are far greater than
the benefits it will produce. However research across a number of industries has costs involved
in doing nothing, i.e. the direct and indirect costs of quality problems, are far greater than the
costs of implementing TQM.
The American quality expert, Phil Crosby, wrote that many companies chose to pay for
the poor quality in what he referred to as the Price of Nonconformance. The costs are
identified in the Prevention, Appraisal, Failure (PAF) Model.
Prevention costs are associated with the design, implementation and maintenance of the
TQM system. They are planned and incurred before actual operation, and can include:

Product Requirements The setting specifications for incoming materials, processes,

finished products/services.

Quality Planning Creation of plans for quality, reliability, operational, production

and inspections.

Quality Assurance The creation and maintenance of the quality system.

Training The development, preparation and maintenance of processes.

Appraisal costs are associated with the vendors and customers evaluation of
purchased materials and services to ensure they are within specification. They can
include:

Verification Inspection of incoming material against agreed upon specifications.

Quality Audits Check that the quality system is functioning correctly.

Vendor Evaluation Assessment and approval of vendors.

30

Failure costs can be split into those resulting from internal and external failure. Internal
failure costs occur when results fail to reach quality standards and are detected before they are
shipped to the customer. These can include:

Waste Unnecessary work or holding stocks as a result of errors, poor organization

or communication.

Scrap Defective product or material that cannot be repaired, used or sold.

Rework Correction of defective material or errors.

Failure Analysis This is required to establish the causes of internal product failure.

External failure costs occur when the products or services fail to reach quality
standards, but are not detected until after the customer receives the item. These can
include:

Repairs Servicing of returned products or at the customer site.

Warranty Claims Items are replaced or services re-performed under warranty.

Complaints All work and costs associated with dealing with customers complaints.

Returns Transportation, investigation and handling of returned items.

31

32

Total Quality Management (TQM)

You may wish to develop a more sophisticated Management System.
Total Quality management features centrally the customer-supplier interface (external
and internal customers and suppliers). A number of processes sit at each interface. Central also is
an organisational commitment to quality, and the importance of communicating this quality
commitment, together with the acknowledgment that the right organisational culture is essential
for effective Total Quality management.
We use models like the EFQM and DRIVE to bring this process to a reality
For organizations to survive and grow in today's challenging marketplace they need true
commitment to meeting customer needs through communication, planning and continuous
process improvement activities. Creating this culture change can improve the products and
services of your organization as well as improve employee attitudes and enthusiasm. All of these
help with the ultimate goal of improved quality, productivity and customer satisfaction which is
an important competitive advantage in today's marketplace.
The Framework
Using our TQM framework as a guide, our expert consultation can help implement or
enhance TQM efforts in your organization.

33

We can provide the education and guidance necessary to gain commitment from the top
so a simple organizational vision can be determined. We also work closely with all leaders to
ensure an understanding of the awareness and communication activities necessary for TQM
efforts to be successful. Support systems are also reviewed to make sure desired behaviors are
being reinforced within the organization's culture.

Continuous Process Improvement

Involvement from all employees is a necessity in implementing TQM. Our consultants
will provide the education, support and coaching to gain enthusiasm from employees for
continuous process improvement. We emphasize prevention activities and problem solving
techniques and stress innovative thinking in order to identify the best possible solutions. With the
appropriate support, encouragement, recognition and empowerment, employee creativity can be
tapped, gaining improvements for the organization which are driven by the employees
Six Sigma

34

Six Sigma is defined as a measurement tool consistent usage of which transforms each
level of an organization to improve the organizations overall quality and profitability.
Breakthrough Strategy works its way up and down the hierarchies of an organization. Hence, we
help our clients to understand and integrate various processes at every level of the organization
to ensure long-term companywide improvements.
Business Level - Executives at Business level use Six Sigma to improve:

Market Share
Increase Profitability
Ensure corporation's long-term viability

Operations Level - Managers at Operations level use Six sigma to:

Improve yield
Eliminate hidden factories
Reduce labor and material costs
Process Level - Employees utilize Six Sigma to:
Reduce defects and variation
Improve process capability
Align with the business and operational goals
Result in improved profitability and customer satisfaction
Theory of Constraints

35

Propounded by Eliahu Godratt, the theory of constraints recognizes that organisations

exist to achieve a goal. This concept focuses on an organisation's scarce resources for improving
the performance of the real constraint. For managing constraints, a five step process involving
ongoing improvement is followed:

Identify - In order to manage a constraint, it is essential to identify it.

Exploit - Focus on how to get more value within the existing limitations, by focusing on
the weaknesses within the constraint.
Subordinate - If our goal is to achieve the target, which would be seriously affected by
the identified constraint, subordinate all other goals and initiatives to this single goal of
overcoming this constraint.
Eliminate or reduce queuing at the non-constraint resource/s by reducing resources
applied there.
Elevate - If, after fully exploiting this process, it still cannot produce enough value to
satisfy the set goal, find other ways to meet it (like increasing capacity).
Total Productive Maintenance

We offer Total Productivity Maintenance for handling of several managerial tasks. We

provide training in:

TPM Awareness Training

Pillars of TPM & Steps to achieve TPM
Implementation of Training including Training in Scientific Tools.

Planning and Implementation:

Selection of TPM Champion and formation of cross-functional teams

Formulation of Organization-wide TPM Implementation Structure
Selection of Model / Pilot Machines
Formulation of Company-wide TPM Policy and Pledge
Derive a structured Master Plan for the entire Unit

36

Benefits of TPM in terms of Productivity Improvement:

OEE( Overall equipment effectiveness)/ OPP (Overall plant effectiveness) = Efficiency

x Quality x Availability.
Mean Time between Failures (MTBF).
Mean Time to Repair (MTTR).
Quality - Zero Defects.
Process Capability Improvement (Cp & Cpk).
Cost - Minimize Life Cycle Cost, Reduce Lead Times, WIP,and Inventory and Spare
Parts Management.
Delivery - Timely delivery to the customers - both internal and external.
Safety - Zero accidents both major and minor including near misses.
Depreciation - Eliminate or at least minimise depreciation of plant and equipment.
Morale - Suggestion Schemes, better Knowledge and Skills.
Enhance relations between various levels of Associates working together.
Create a Win - Win Situation for all.

Total Quality Management

37

TQM concept implementation by us is an all encompassing quality focused approach

covering all aspect of operation of an organization. The key to improving quality is to improve
processes that define, produce and support products and services. While Total Quality
Management has proven to be an effective process for improving organisational functioning, its
value can only be assured through a comprehensive and integrated implementation process. We
cover the following tools and technologies in Total Quality Management:

Variation, SPC, Control Charts, Sample Size, 7 QC Tools / 7 Management Tools.

Taguchi Methods (DOE-Design of Experiments).
Quality Function Deployment.
Daily Management.
Team Management & Systems Thinking through KRA Approach.
Basic Quality Tools.
Management and Planning Tools.
Theory of Constraints.
Deming's PDCA Cycle.
Business Excellence Models using Malcolm Balridge, Edwards Deming, European
FQM, CII (Confederation of Indian Industry) approaches; and ISO Standards.
5S & Visual Controls.
TPM - Total Quality in Physical Assets Management

38

CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION

39

DATE OF BIRTH
DATA
Mentioned
Not Mentioned
Wrongly Mentioned
Total Employees

NUMBER OF EMPLOYEES
43
5
2
50

QUALIFICATION
DATA
Mentioned
Not Mentioned
Wrongly Mentioned
Total Employees

NUMBER OF EMPLOYEES
45
2
3
50

PREVIOUS EXPERIENCE
DATA
Mentioned
Not Mentioned
Wrongly Mentioned
Total Employees

NUMBER OF EMPLOYEES
42
5
3
50

40

1.

Does your job provide scope to achieve your goals?

S.No.

Response

Respondents

Percentage

1.

Strongly Agree

12

24

2.

Agree

19

38

3.

Neutral

10

4.

Disagree

12

24

5.

Strongly Disagree

.
4%

Strongly Agree
24%

24%

Agree

Neutral
10%
Disagree
38%
Strongly Disagree

41

2.

Do you have enough freedom to take decision at your work place?

S.No.

Response

Respondents

Percentage

1.

Strongly Agree

11

22

2.

Agree

19

38

3.

Neutral

11

12

4.

Disagree

12

5.

Strongly Disagree

Percentages

7%
25%

13%

Strongly Agree
13%

Agree
Neutral
Disagree
42%

Strongly Disagree

42

3.

Can you see yourself in a better position in near future?

S.No.

Response

Respondents

Percentage

1.

Strongly Agree

14

2.

Agree

25

50

3.

Neutral

10

4.

Disagree

11

22

5.

Strongly Disagree

.
4%
14%
22%
Strongly Agree
Agree
Neutral
Disagree
10%

Strongly Disagree
50%

43

4.

Do you feel that you are working under human working conditions?
Respondents

Percentage

Strongly Agree

12

24

2.

Agree

15

30

3.

Neutral

18

4.

Disagree

16

5.

Strongly Disagree

12

S.No.

Response

1.

12%
24%

Strongly Agree
16%

Agree
Neutral
Disagree
Strongly Disagree
18%

30%

44

5.

Is the organization following six sigma rules?

Respondents

Percentage

Strongly Agree

12

24

2.

Agree

18

36

3.

Neutral

15

30

4.

Disagree

5.

Strongly Disagree

S.No.

Response

1.

.
Strongly Agree

Agree

Neutral

Disagree

6%
4%
24%

30%

36%

45

Strongly Disagree

6.

Are you able to maintain social relationship with your peer?

S.No.

Response

Respondents

1.

Strongly Agree

10

20

2.

Agree

20

40

3.

Neutral

11

22

4.

Disagree

14

5.

Strongly Disagree

Percentage

.
22%
14%

Strongly Agree
4%
Agree

40%

20%

Neutral
Disagree
Strongly Disagree

46

7.

How do you feel about your relationship with your superior?

S.No.

Response

Respondents

Percentage

1.

Very Good

16

2.

Satisfied

18

36

3.

Okay

18

36

4.

Poor

12

5.

Very bad

40

36

36

35
30
25
20

16

15

12

10
5
0

0
Very Good

Satisfied

Okay

Poor

47

Very bad

8.

How do you rate different benefits provided by the company?

S.No.

Response

Respondents

Percentage

1.

Excellent

10

20

2.

Good

23

46

3.

Average

13

26

4.

Bad

5.

Very Bad

.
50

46

45
40
35
30

26

25
.

20
20
15
10
5

0
Excellent

Good

Average

Bad

48

Very Bad

9.

How do you feel about total quality management?

S.No.

Response

Respondents

Percentage

1.

Relaxed

14

2.

Satisfied

17

34

3.

Normal

16

4.

Burden

13

26

5.

Overburden

10

.
34
35
30

26

25
20
15

14

16

10

10
5
0

49

10.

How do you feel about quality management responsibility?

S.No.

Response

Respondents

1.

Highly Responsible

19

38

2.

Responsible

15

30

3.

Normal

10

4.

No opinion

10

5.

Not responsible

.
40
35

38
30

30
25
20
15
10

10

10
6

5
0

50

Percentage

11.

In your opinion what is qualification required in total quality management?

S.No.

Response

Respondents

Percentage

1.

Matriculation

16

2.

Graduation

18

36

3.

PG/TECH

13

26

4.

Professional

11

22

22%

16%

Matriculation
Graduation
26%

36%

PG/TECH
Professional

51

12.

How satisfied are you with the management?

S.No.

Response

Respondents

1.

Highly Satisfied

14

28

2.

Satisfied

19

38

3.

Okay

16

4.

Not Satisfied

14

5.

Highly Dissatisfied

Percentage

6%

14%

Highly Satisfied
27%

Satisfied

16%
Okay
Not Satisfied
Highly
Dissatisfied

37%

52

13.

Do your suggestions agree in your organization?

S.No.

Response

Respondents

1.

Agree

23

46

2.

Disagree

16

3.

Sometimes

12

24

4.

Never

14

Percentage

14
24

Agree
Disagree
Sometimes

46
16

53

Never

14.

How far are you satisfied with the company rules & Regulations?
S.No.

Response

Respondents

Percentage

1.

Highly Satisfied

16

2.

Satisfied

22

44

3.

Okay

10

20

4.

Not Satisfied

14

5.

Highly Dissatisfied

14

Highly Satisfied

6
16

20

Satisfied
Okay

44

Not Satisfied
Highly
Dissatisfied

54

15.

Superiors reaction towards the matter you carried to them?

S.No.

Response

Respondents

1.

Very much concern

13

26

2.

Concern

15

30

3.

Difference

12

24

4.

Indifference

12

5.

Very much unconcern

Percentage

Very much concern

8

12

Concern
26

24

Difference
Indifference
30

Very much
unconcern

55

16.

Do you believe that organization has good cultural ethics?

S.No.

Response

Respondents

Percentage

1.

Strongly Agree

18

2.

Agree

26

52

3.

Neutral

11

22

4.

Disagree

5.

Strongly Disagree

.
2
6
22
18

Strongly Agree
Agree
Neutral
Disagree
Strongly
Disagree

52

56

17.

What is your overall opinion of the company?

S.No.

Response

Respondents

1.

Excellent

11

22

2.

Good

31

62

3.

Average

16

4.

Bad

5.

Very Bad

Percentage

62

70
60
50
40
30

22

16

20
10

Bad

Very Bad

0
Excellent

Good

Average

57

18.

Is your work unit always well planned?

S.No.

Response

Respondents

Percentage

1.

Always

18

36

2.

In most occasions

14

28

3.

Sometimes

13

26

4.

Never

10

.
40
36
35
28
30

26

25
20
15
.

10

10

5
0
Always

In most
occasions

Sometimes

Never

58

CUSTOMER SATISFACTION WITH PRODUCT OR SERVICE

1.

How long have you used our product/service?

S.No.

Response

1.

Respondents

Percentage

15

2.

0-1/2 year
1/2-1 year

3.

1-3 years

25

4.

3-5

40

5.

More than 5 years

15

15%

5%
.

15%

25%
40%
0-1/2 year
1/2-1 year
1-3 years
5-Mar
More than 5
years

59

2.

How often do you use our service?

S.No.

Response

Respondents

Percentage

1.

Daily

2.

2-3 times per month

3.

Once per month

25

4.

Once per week or more

15

5.

Occasionally

11

55

0%

.
5%
25%

55%
15%

Daily
2-3 times per
month
Once per month
Once per week
or more
Occasionally

60

3.

Overall, how satisfied were you with our product/service?

S.No.

Response

Respondents

Percentage

1.

Very satisfied

45

2.

Somewhat satisfied

20

3.

Neutral

25

4.

Somewhat dissatisfied

5.

Very dissatisfied

.
45
45
40
35
25

30
20

25
20
15

.
5

10

0
Very satisfied

Somewhat
satisfied

Neutral

61

Somewhat
dissatisfied

Very
dissatisfied

4.

How satisfied are you with the quality of our product/service?

Respondents

Percentage

Very satisfied

35

2.

Somewhat satisfied

30

3.

Neutral

15

4.

Somewhat dissatisfied

15

5.

Very dissatisfied

S.No.

Response

1.

35

35

.
30

30
25
20

15

15

15
10

5
5
0
Very satisfied

Somewhat
satisfied

Neutral

62

Somewhat
dissatisfied

Very
dissatisfied

5.

How satisfied are you with the price of our product/service?

Respondents

Percentage

Very satisfied

20

2.

Somewhat satisfied

30

3.

Neutral

20

4.

Somewhat dissatisfied

20

5.

Very dissatisfied

10

S.No.

Response

1.

.
30
30
25

20

20

20

20
15

10

10
5

Very
satisfied

Somewhat
satisfied

Neutral

Somewhat
dissatisfied

63

Very
dissatisfied

6.

How satisfied are you with the purchase experience of our product/service?
Respondents

Percentage

Very satisfied

25

2.

Somewhat satisfied

25

3.

Neutral

30

4.

Somewhat dissatisfied

15

5.

Very dissatisfied

S.No.

Response

1.

30

30
25

25

25

20

15
15
.

10

5
0

Very
satisfied

Somewhat
satisfied

Neutral

Somewhat
dissatisfied

64

Very
dissatisfied

7.

How satisfied are you with the usage experience of our product/service?
S.No.

Response

Respondents

Percentage

1.

Very satisfied

40

2.

Somewhat satisfied

15

3.

Neutral

25

4.

Somewhat dissatisfied

15

5.

Very dissatisfied

.
40

40

35
30

25

25
20

15

15

15
.

10

5
0

.
Very satisfied

Somewhat
satisfied

Neutral

Somewhat
dissatisfied

65

Very
dissatisfied

8.

How satisfied are you with the after purchase service?

S.No.

Response

Respondents

Percentage

1.

Very satisfied

20

2.

Somewhat satisfied

15

3.

Neutral

35

4.

Somewhat dissatisfied

20

5.

Very dissatisfied

10

.
10%
20%

Very satisfied
Somewhat satisfied

20%
15%

Neutral
Somewhat
dissatisfied
Very dissatisfied

35%

66

9.
Thinking of your most recent experience with our product/service, how much do you
agree that product/service was worth the purchase price?
S.No.

Response

Respondents

1.

Strongly Agree

25

2.

Agree

40

3.

Neutral

20

4.

Disagree

5.

Strongly Disagree

10

Percentage

.
20%

Strongly Agree
5%

40%

Agree

10%
Neutral
25%

Disagree
Strongly
Disagree

67

10.

How much do you agree that the product/service does what it claims?
Percentage

S.No.

Response

Respondents

1.

Strongly Agree

20

2.

Agree

40

3.

Neutral

25

4.

Disagree

15

5.

Strongly Disagree

.
0%

15%
25%

20%

40%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

68

11.

How much do you agree that the product/service is competitively priced?

Respondents

Percentage

S.No.

Response

1.

Strongly Agree

25

2.

Agree

35

3.

Neutral

15

4.

Disagree

10

5.

Strongly Disagree

15

.
Strongly Agree

15%
10%

Agree
15%
25%

Neutral

Disagree

Strongly Disagree

35%

69

12.
Thinking of similar product/service offered by other companies, how would you compare
our product/service?
S.No.

Response

Respondents

1.

Much better

45

2.

Somewhat better

30

3.

About the same

20

4.

Somewhat worse

5.

Much worse

Percentage

.
20%

0%
5%
Much better
Somewhat better
About the same

30%
45%

Somewhat worse
Much worse

70

13.

Would you purchase or utilize our product or avail our services again?
S.No.

Response

Respondents

1.

Definitely

35

2.

Probably

25

3.

Not sure

15

4.

Probably not

15

5.

Definitely not

10

15%

Percentage

10%

15%
35%

25%
Definitely
Probably
Not sure
Probably not
Definitely not

71

14.

Which one do you suggest to improve our product/service?

S.No.

Response

1.

Quality

2.

Installation or first

3.

Respondents
8

Percentage
40
25

use experience

After-sale service

35

Quality

35%

40%
25%

Installation or
first use
experience
After-sale
service

72

CHAPTER-V
Findings
Suggestions
Questionnaire
Bibliography

73

Findings
Most of the respondents have freedom to take decisions. This shows that the TQM effects the
organization.
Employees feel that the management has concern for them, which improves their level of
commitment.
Employees in Hyundai Motor India Limited can see themselves in a better position in near future
which indicates the career growth in the company.
Company is successful in providing good working conditions.
More than 75% of employees feel that they are working under human conditions, so it indicates
that TQM improves the quality of work life.
Majority of the respondents feel that they are under paid.
Employees in the Hyundai Motor India Limited (HMIL) have good relationship with their peers,
superiors and subordinates.
Almost all of the employees have positive attitude towards security as employees feel highly
secured in Hyundai Motor India Limited.
Employees in Hyundai Motor India Limited are satisfied with the company policies and
procedures.
On the whole, employees in the organization have job satisfaction. The contributing factors for
their satisfaction are good relationship, working conditions, Company polices and other benefits,
which have improved with TQM.
From the customer questionnaire, it has been observed that they are much satisfied with the
quality of the product/service.
Comparing with the other organization services, customers are very satisfied with Hyundai
services. Therefore, it shows that the TQM has a positive effect in improving the quality of the
services.

74

Suggestions
As some of the employees feel that they dont have freedom to take decision which affects job
satisfaction adversely, so employees should have some degree of freedom in decision making at
their workplace.
It was also found that employees have low level of commitment as they feel they are not much
important and their concerns are not taken into consideration. This causes dissatisfaction and
creates negative attitude towards management. In order to avoid that the organization has to
make the employees know how much they are important and their concerns have to be taken into
consideration and try to resolve them ASAP.
To avoid dissatisfaction, the company may have to introduce different assertive schemers.
Some of the employees felt that their skills are not utilized completely, so proper measures can
be taken for job design and placement.
It has been found that some of the employees do not feel that they can have a better future in the
organization and cannot satisfy their personal development; therefore, company may provide
carrier development programs where people can achieve their personal as well as the
organizational goals.
From customer questionnaire, it has been observed that some of the customers are dissatisfied
with the after sale services. Therefore, the management has to plan the work unit accordingly to
attend the unforeseen issues and educate the employees that the customers are the first priority.

75

QUESTIONNAIRES
Questionnaire for Hyundai employees.
Personal Data
NAME:
DESIGNATION:
AGE:

1. Does your job provide scope to achieve your goals?

A) Strongly Agree

B) Agree

C) Undecided.

D) Disagree

E) Strongly Disagree

2. Do you have enough freedom to take decision at your work place?

A) Strongly Agree
C) Un decided

B) Agree
D) Disagree

E) Strongly Disagree

3. Can you see yourself in a better position in near future?

A) Strongly Agree
C) Un decided

B) Agree
D) Disagree

E) Strongly Disagree
4. Do you often feel that you are working under in human working conditions?
A) Strongly Agree

B) Agree

C) Un decided

D) Disagree

E) Strongly Disagree

76

5. Are the organization follow six sigma rules

A) Strongly Agree

B) Agree

C) Un decided

D) Disagree

E) Strongly Disagree
6. Are you able to maintain social relationship with your peer?
A) Strongly Agree

B) Agree

C) Un decided

D) Disagree

7. How do you feel about your relationship with your superior?

A) Good

B) Satisfaction

C) Poor

D) No Opinion

8. How you rate the following benefits provided by the company?

Health(

Canteen(

Loan (

Housing (

Bonus(

Compensation (

A) Excellent

B) Good

C) Average

D) Bad

Security (

E) Very Bad
9. How do you feel about total quality management?
A) Relaxed

B) Normal

D) Over Burden

E) Satisfied

C) Burden

10. How do you feel about Quality management responsibility?

A) Highly Responsible

B) Responsible

C) Not Responsible

D) No Opinion

77

11. Is Qualification involved in total quality management?

A) Matriculation

B) Education

D) other specify

E) Overall

C) PG /Tech

12. Are you satisfied with the attitude of the management?

A) Highly Satisfied

B) satisfied

C) Dissatisfied

D) Highly Dissatisfied

13. Are your suggestions agree in your organization?

A) Agree

B) Disagree

C) Sometimes

D) Never

14. How far are you satisfied with the company rules & Regulations?
A) Highly Satisfied

B) Satisfied

C) Not Satisfied

D) Highly Dissatisfied

15. Superiors reaction towards the matter you carried to them?

A) Very much Concern

B) Concern

C) Difference

D) In difference

E) Very much un concern

16. Believe organization has good culture ethics and opinions?
A) Strongly Agree

B) Agree

C) Un decided

D) Disagree

E) D) Strongly Disagree
17. What is your overall opinion of the company?
A) Excellent

B) Good

C) Average

D) Bad

E) Very Bad

78

18. Is your work unit always well planned?

A) Always

B) In most Occasions

C) Some Timed

D) Never

Thank you for your valuable input.

79

Questionnaire to customers of Hyundai

1.

How long have you used our product/service?

0-1/2 year.
1/2-1 year
1-3 years.
3-5 years.
More than 5 years.
2.

How often do you use our service?

Daily
2-3 times per month.
Once per month.
Once per week or more
Occasionally.
3.

Overall, how satisfied were you with our product/service?

A) Very Satisfied

B) Somewhat satisfied

C) Neutral

D) Somewhat dissatisfied

E) Very Dissatisfied
4.

How satisfied are you with the quality of our product/service?

A) Very Satisfied

B) Somewhat satisfied

C) Neutral

D) Somewhat dissatisfied

E) Very Dissatisfied
5.

How satisfied are you with the price of our product/service?

A) Very Satisfied

B) Somewhat satisfied

C) Neutral

D) Somewhat dissatisfied

E) Very Dissatisfied

80

6.

How satisfied are you with the purchase experience of our product/service?

A) Very Satisfied

B) Somewhat satisfied

C) Neutral

D) Somewhat dissatisfied

E) Very Dissatisfied
7.

How satisfied are you with the usage experience of our product/service?

A) Very Satisfied

B) Somewhat satisfied

C) Neutral

D) Somewhat dissatisfied

E) Very Dissatisfied
8.

How satisfied are you with the after purchase service?

A) Very Satisfied

B) Somewhat satisfied

C) Neutral

D) Somewhat dissatisfied

E) Very Dissatisfied
9.

Thinking of your most recent experience with our product/service, how much do
you agree that product/service was worth the purchase price?

A) Strongly agree

B) Agree

C) Neutral

D) Disagree

E) Strongly disagree
10.

How much do you agree that the product/service does what it claims?

A) Strongly agree

B) Agree

C) Neutral

D) Disagree

E) Strongly disagree
11.

How much do you agree that the product/service is competitively priced?

A) Strongly agree

B) Agree

C) Neutral

D) Disagree

E) Strongly disagree

81

12.

Thinking of similar product/service offered by other companies, how would you

compare our product/service?

A) Much better
C) About the same

B) Somewhat better
D) Somewhat worse

E) Much worse
13.

Would you purchase or utilize our product or avail our services again?

A) Definitely

B) Probably

C) Not sure

D) Probably not

E) Definitely not
14.

Which one do you suggest to improve our product/service?

A) Quality

B) Installation or first use experience

C) After-sale services
Thank you for your valuable input.

82

BIBLIOGRAPHY

Human Resource Management

P. Subba Rao

Personnel/Human Resource Management

Stephen Robbins

Human Resource Management an

Information Systems Approach

Wayne F. Cascio

Search Engine:

Google

Websites:
www.hrindia.com

www.hyundai.com
www.lahshmihyundai.com
www.autoindia.com

83