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INDEX

Sr No

CHAPTER/ TITLE

1
2
3
4

Preface
Company profile
Executive Summary
Introduction of the Topic

PAGE NO.

02
03-20
21
22-29

(a) What is ISO 9000


5
6
7
8
9
10
11
12
13
14
15

(b) Principle of ISO 9000


Research Methodology
Limitation of the research
Objectives of the research
Scope of the study
Analysis and interpretation
Findings of the study
Suggestions
Conclusion
Questionnaire
Annexure
Bibliography

30-32
33
33
35
36-49
50
51
52
53-54
55-57
58

PREFACE
1

During recent years it has been noticeable that the


concept of Quality has become a considerable force
throughout the world particularly the quality assurance
standard, ISO 9000. The strong competitiveness currently
reigning in the world market has meant that quality has
become a growing requirement of markets and customers.

Large companies and SMEs have been obliged to open


their doors to something new: the culture of quality, a
message which is very often associated with the initials of
the well-known standard, ISO 9000. Proof of this is the large
number of production and service industries, as well as
administration institutions, which have introduced quality
assurance systems according to the rules indicated by the
standard.

It seems that this standard also brings with it a number


of advantages: improving the quality image of the company,
improvement in the internal procedures of the companies,
improvement of the relationship between workers, better
awareness of quality offered and of customer satisfaction,
etc.

COMPANY PROFILE

The Government of Madhya Pradesh vide order dated


1st July, 02 has incorporated Madhya Pradesh Poorv Kshetra
Vidyut

Vitran

Company

Limited

as

wholly

owned

Government of Madhya Pradesh Corporations under the


Companies Act, 1956 to undertake activities of distribution
and retail supply for and on behalf of Madhya Pradesh State
Electricity

Board

in

the

areas

covered

by

the

Commissionaires of Jabalpur, Sagar and Rewa.

MP proposed a transient phase in which the assets and liabilities


would continue to be serviced by the Board, with only the operational
activities being vested onto this new Company. Madhya Pradesh Electricity
Regulatory Commission in the order dated 16th July, 02 has granted
approval to this Operation and Management arrangement for facilitating the
4

process of reform and reorganization and bringing in economy and


efficiency in the operational activities of electricity sector.

COMPANY OBJECTIVE
The main objectives are to achieving efficiency gains and
making necessary changes to make the Company commercially viable,
progressively self sustainable and less government dependent and at the
same time, balancing the interest of the consumers in regard to quality of
service and economical tariff. The plan would include among other
things, metering, billing, collection, identifying the present deficiencies
and the improvements to be made, mapping

supply feeders,

measurement of energy supplied to feeders and energy audit, study of


losses and scheme for progressive reduction, reduction in input costs,
consumer affairs handling, investments required for improvements in
the distribution system etc.
Corporate office- BLOCK NO.7, SHAKTI BHAWAN, RAMPUR, JABALPUR (M.P.)
482008

Number of Regions

Number of Circles

15

Number of Divisions

52

Number of Sub-divisions

189

Number of Distribution Centers

381
5

Number of Fuse Call Centers

1,888

Introduction
The Government of Madhya Pradesh vide order dated 1 st July, 2002
has incorporated Madhya Pradesh Poorv Kshetra Vidyut Vitran
Company Limited as a wholly owned Government of Madhya Pradesh
Corporations under the Companies Act, 1956 to undertake activities of
distribution and retail supply for and on behalf of Madhya Pradesh State
Electricity Board in the areas covered by the Commissionaires of
Jabalpur, Sagar , Rewa and Shahdol.
Go MP proposed a transient phase in which the assets and liabilities
would continue to be serviced by the Board, with only the operational
activities being vested onto this new Company. Madhya Pradesh
Electricity Regulatory Commission in the order dated 16th July, 02 has
granted approval to this Operation and Management arrangement for
facilitating the process of reform and reorganization and bringing in
economy and efficiency in the operational activities of electricity sector.

Objective
The main objectives are to achieving efficiency gains and making
necessary changes to make the Company commercially viable,
progressively self sustainable and less government dependent and at
the same time, balancing the interest of the consumers in regard to
quality of service and economical tariff. The plan would include among
other things, metering, billing, collection, identifying the present
deficiencies and the improvements to be made, mapping supply
feeders, measurement of energy supplied to feeders and energy audit,
study of losses and scheme for progressive reduction, reduction in
input costs, consumer affairs handling, investments required for
improvements in the distribution system etc.

Company
Profile

Poorv Kshetra encompasses an area 135162 SQ KM served by 111273


ckt kms of HT and 110614 ckt km of LT distribution network. The size of
the administrative set-up is as below

6
Registration no. of company 015120 dated
31.05.2002

Mission
Our Mission is to provide quality electricity supply services to each
customer satisfying his / her needs in most efficient and effective
manner at reasonable prices through continuous innovations and by
maintaining commercial & financial viability of the company along
with employee's satisfaction.

Vision

MPPKVVCL aspires to be the best electricity supply company in India


by continuously enhancing its technological leadership and
commercial acumen to satisfy its customers.

Core Value
To achieve its mission, the Company and its employees commit
themselves to honesty and integrity, result oriented work,
transparency in work, dedication to duty, Cost consciousness,
openness to suggestions and feedback from all stake holders

BOARD OF DIRECTORS
NAME

SHRI MANU
(IAS)

DESIGNATION

SHRIVASTAVA,

SHRI SUKH VEER SINGH


IAS

CHAIRMAN,MPPKVVCL, &
MD,MP
POWER
MANAGEMENT CO. LTD.

MD, M.P. POORV KSHETRA


, VIDYUT VITRAN COMPANY
LTD.
JABALPUR

SHRI PRADEEP KHARE, IAS

DIRECTOR
&
COMMISSIONER, REWA

Dr. H. O. GUPTA

DEAN, IIT-ROORKEE

SHRI MILIND WAIKAR, IAS

ADDL. SECRETARY(FINAN
CE),
GOVT.OF
M.P.,
BHOPAL

SHRI MUKUL DHARIWAL

DEPUTY
SECRETARY
ENERGY BHOPAL

PROF. APARAJITA OJHA

DIRECTOR PDPM IIITDM


JABALPUR
7

M.P. Power Management Company Limited - In


accordance with GoMP decision the name of MP Power
Trading Company Ltd has been changed to MP Power
Management Company Ltd. The MP Power Management
Company has been made holding company for all the
DISCOMS of MP. The Registrar of Companies MP has issued
the Certificate of Incorporation Consequent upon Change of
Name on 10.04.2012
AWARDS AND RECOGNITION
Awards to MP Poorv Kshetra Vidyut Vitaran Co. Ltd. for its Automatic
MeterReading Project.

RECOGNITION BY GOVERNMENT OF MP.

Rated best application in e-Governance initiatives by


Government of Madhya Pradesh for the year 2007-08 and awarded
AWARD OF EXCELLENCE.

RECOGNITION BY GOVERNMENT OF INDIA.


National e-Governance award (First Prize-Silver) 2008-09 by
Government of India in the category Exemplary Usage of ICT by
Public Sector Undertakings.

INTERNATIONAL AWARD:
Manthan South Asia Award 2009

ORGANISATION HIERARCHY
UNIT

Head of

Unit
CORPORATE OFFICE

REGION

CIRCLE

DIVISION

SUBDIVISION

DISTRIBUTION CENTER /
CONSUMER SERVICE
CENTER

Managing Director

Chief Engineer

Superintending
Engineer

Executive Engineer

Assistant Engineer

Junior Engineer

CORPORATE ORGANISATION
STRUCTURE
Fuse of Call (FOC) Center

Line Man

MD

CGM
(HR&A)

E.D.
WORKS

CGM
(PURCAHS
E)

Head (IT)

CFO

CGM (FS)
CGM(Stor
e)

CGM
(RAPDRP)
CGM
(RGGVY
and ADB)

CGM
(Enforcemen
t)

C.E.(JR)

C.E.(SR)

C.E.(RR)

MD (Managing Director) - Sri Sukhveer Singh I.A.S.


E.D.(Works)- Sri B.P. Shrivastava
CGM(HR&A) Sri P.S. Tekam
Head (IT) Dr. Vivek Chandra
CGM(Purchase)- Sri M. Ibrahim
CGM (Enforcement)- Sri A K Pandey
CGM(RAPDRP)- Sri Ajay Sharma
CGM(RGGVY and ADB)- Sri S K Yadav
CFO (Chief Finance officer)- Sri S K Shukla
CGM (FS)- Sri A K Asthana
CGM (Stores)- Sri W P Malviya
C.E.(JR)- Sri Pravin Kumar Sinha
C.E.(SR)- Sri Prakash Kavde
C.E.(RR)- Sri S K Tandon

10

KEY RESULT AREA OF THE COMPANY


CASH REALIAZATION
1. Each division , zone, distribution center ,realizing 100% or more
(excluding deposit charges against capital works ,new services
connection , temporary connection and additional security and deposit
) against current demand for the month will be rewarded. The amount
is rewarded Rs.25000 for each such institution and same will be
announced every month on the bases of revenue collection.
2.

Zone/distribution center showing and over all increase of 20% or


more in revenue realization as compared to previous month shall be
rewarded with rs.25000 each for next and subsequent month datum
level for particular office shall be considered, the same at which the
award was given on previous occasion. Utilizing procedure of the
reward will be same as scheme.
MOTIVATION AND INTERPERSONEL RELATION

3.

On sub-division/zone in each circle having utilization power of


`Tehsildar shall be rewarded for highest number of cases in which
revenue recovery is complete against RRCs served under the M.P
govt., electrical under taking (dues recovery) act. 1961 this award will
be based on number of cases in which RRCs are served and the
amount realized sub division/zone realizing maximum amount
against RRCs will be considered for the award. The qualification
criteria for this award will be minimum RS.500000 per month , the
amount of reward under this scheme is 20000/11

4.

During the month one rural division in each region and one city
division from the company which collects maximum revenue on
account of action against detection in theft shall be rewarded RS
25000 the criteria for consideration of the division , for this reward
will be RS 500000 or 10% of total pendency for recovery which ever
is more. Further, one vigilance division of each region which reports
maximum number of energy theft shall be rewarded RS 25000/-

5.

The qualification criteria for the awards of scheme No 5 will be


minimum 100% revenue realization, (excluding revenue collected
against. Deposit charges against capital works. New service
connections temporary connection and additional security deposit)
against current demand.

6.

Under this scheme, all individuals up to the rank of additional


executive engineers including all line staff and ministerial staff will
be required to furnish their ideas (which could result in improvement
in working increase in revenue collection or result in economy in
operation).

NEGEITIVE INCENTIVE
Based on revenue demand and collection figures of each month
,worst performing offices will be identified as under
Two worst performing distribution center of each circle.
Two worst performing sub division /zones in each region.
Worst performing division in the company.
Performance of these offices will be monitored closely for next two
month. In case no significant improvement is observed strict disciplinary
action will be taken against the concerned officer and other coordinates staff

12

responsible for poor performance. They could also be aside red for transfer
out of the reason of their present posting.
IMPROVE PROFIT
This scheme is for general public as well as for the employees of the
board who can supply information to the chief engineer/superintending
engineer of the area about theft of energy mal-practice noticed by them
which may lead to realization of additional revenue to the board . Under this
scheme supply of information leading to detection of energy theft/malpractices resulting addition revenue will be make the in form of eligible for
cash award not acceding 10% of the total additional revenue subject to
maximum of Rs.10000 this award will be given in two installments first
installments will be equal to 2.5% of anticipated revenue realization subject
to maximum of Rs.2500 balance reward will be given after settlement and
collection of additional revenue balance amount payable in second
installment will be such that total amount of award including first
installment shall not accede 10% of additional revenue realization subject to
maximum limit of Rs.10000.With a view to involve active participating of
investigating agencies that is police department.

13

MADHYA PRADESH POORV KSHETRA VIDYUT VITARAN CO.LTD. Jabalpur

CENTRAL TRAINING INSTITUTE


SPB-2, NAYAGAON, JABALPUR (M.P.)
Phone-0761-2660038, 2702360 Email- mpez.training@gmail.com

TRAINING ACTIVITIES
CORPORATE TRAINING IN HOUSE: The Institute conducts
training programme for newly appointed Assistant Engineers and Junior
Engineers, Programmers and accounts officers in Power Distribution and
Management. The institute also conducts refresher training for working
engineers, Linemen and Office Assistants. Some special training courses are
also being conducted such as Autocad, Lok Seva Guarantee Adhiniyam,
Meter Readers Training Programme, Vigilance and Assessment, Contractors
Bill Scrutiny

14

CORPORATE TRAINING EXTERNAL: The institute arranges


training of working engineers and officers at various leading institute such
as IIM Ahmadabad, CIRE REC Hyderabad, ESCI Hyderabad, NPTI ,
NPMI Noida etc in various fields such as Contract Management, Project
Management , SCADA , Distribution automation, Material Management, EProcurement etc
REC Training Programmes :

The institutes runs various REC

Programmes under National Training Programmes for Franchisee and C&d


Employees such as Linemen training, Financial management store
accounting and office Administration, Energy metering billing, and national
franchisee training
PFC Training Programmes: Training of utility employees under
part-c of RAPDRP is conducted on five themes IT in distribution, Best
practices in distribution operation and management system, Disaster
management, electrical safety procedure and accident prevention, operation
and maintenance of substations, Communication and customer relation .
The institute also conducts two/four weeks vocational training programs for
Diploma/ B.E/B.Tech./MBA students of various polytechnics/ engineering
and management colleges.

15

QUALITY POLICY
Central Training Institute is committed to providing
quality services in the field of training of MPPKVVCL
Employees and committed to make the institution a
hallmark

in

learning,

practice

and

knowledge,

the

development of team work, leadership and motivation,


creative productivity, communication skills, critical thinking,
problem

solving

appropriate
development

skills,

personality

accomplishments
and

keeping

up

development
with

the

best

and

competency
standards

of

corporate governance.
The training offered by the institute shall inculcate
industry orientation and practical approach among the
employees so that they are of ready use to the industry.
The Institute undertake industry oriented teaching,
training and research, extension programme, consultancy
and to provide employable skills with a view to contribute to
the development of the society.
The institute shall constantly endeavour to upgrade the
technology

and

equipment

available

with

it

to

the

international standards.

16

17

18

19

Manager. (Training)

20

21

EXECUTIVE
SUMMARY
Two of the most important objectives in the revision of the ISO 9000
series of standards have been
a)

To develop a simplified set of standards that will be equally

applicable to small as well as medium and large organizations, and


b)

For the amount and detail of documentation required to be more

relevant to the desired results of the organizations process activities.


ISO 9001:2008 Quality management systems Requirements has
achieved these objectives, and the purpose of this additional guidance is to
explain the intent of the new standard with specific regard to
documentation.
ISO 9001:2008 allows an organization flexibility in the way it
chooses to document its quality management system (QMS). This enables
each individual organization to develop the minimum amount of
documentation needed in order to demonstrate the effective planning,
operation and control of its processes and the implementation and continual
improvement of the effectiveness of its QMS.
It is stressed that ISO 9001 requires (and always has required) a
Documented quality management system, and not a system of
documents.
The Quality Management System covers all aspects and facets of:
Imparting Education and training in power sector.

22

Scope: Training for employees of MPPKVVCL and personnel Related with


power industry

23

WHAT IS ISO 9000


Quality is something every company strives for and is often times
very difficult to achieve. Complications concerning efficiency and quality
present themselves everyday in business, whether an important document
cannot be found or a consumer finds a product not up to their expectations.
How can a company increase the quality of its products and services? The
answer is ISO 9000.
As standards go, ISO 9000 is one of the most widely recognized in
the world. ISO 9000 is a quality management standard that presents
guidelines intended to increase business efficiency and customer
satisfaction. The goal of ISO 9000 is to embed a quality management
system

within

an

organization,

increasing

productivity,

reducing

unnecessary costs, and ensuring quality of processes and products.


ISO 9001:2008 is applicable to businesses and organizations from
every sector. The process oriented approach makes the standard applicable
to service organizations as well. Its general guidelines allow for the
flexibility needed for todays diverse business world.

24

ISO 9000 - Model of a process-based quality management system

How does ISO 9000 work?


ISO 9000 is set up as a collection of guidelines that help a company
establish, maintain, and improve a quality management system. It is
important to stress that ISO 9000 is not a rigid set of requirements, and that
organizations have flexibility in how they implement their quality
management system. This freedom allows the ISO 9000 standard to be used
in a wide range of organizations, and in businesses large and small.
One important aspect of ISO 9000 is its process-oriented approach.
Instead of looking at a companys departments and individual processes,
ISO 9000 requires that a company look at the big picture. How do
processes interact? Can they be integrated with one another? What are the
important aspects of products and services?
Once this process-oriented approach is implemented, various audits
can be done as a check of the effectiveness of your quality management
system. There are three main types of audits 1st, 2nd, and 3rd party audits.
25

An internal audit is a 1st party audit. ISO 9000 encourages (and


requires) this type of audit so that an organization can get feedback quickly
from those who know the company best. However, this audit process cannot
be viewed as impartial. Therefore, 2nd party audits allow for a consumer to
evaluate the performance on an organization. As an alternative to a 2nd
party audit, many companies choose to become certified with ISO 9000
through a 3rd party audit. In this case, an independent certification body
comes into an organization and evaluates it in terms of the ISO 9000
guidelines. If an organization meets the requirements of the standard, it
becomes certified in ISO 9000 and carries a seal of quality recognized
throughout the world.
Why is ISO 9000 important?
The importance of ISO 9000 is the importance of quality. Many
companies offer products and services, but it is those companies who put
out the best products and services efficiently that succeed. With ISO 9000,
an organization can identify the root of the problem, and therefore find a
solution. By improving efficiency, profit can be maximized.
As a broad range of companies implement the ISO 9000 standards, a supply
chain with integrity is created. Each company that participates in the process
of developing, manufacturing, and marketing a product knows that it is part
of internationally known, reliable system.
Not only do businesses recognize the importance of the ISO 9000, but
also the customer realizes the importance of quality. And because the
consumer is most important to a company, ISO 9000 makes the customer its
focus.

26

PRINCIPLES OF ISO 9000


1.

A Customer Focus
As stated before, the customer is the primary focus of a business. By

understanding and responding to the needs of customers, an organization


can correctly targeting key demographics and therefore increase revenue by
delivering the products and services that the customer is looking for. With
knowledge of customer needs, resources can be allocated appropriately and
efficiently. Most importantly, a businesss dedication will be recognized by
the customer, creating customer loyalty. And customer loyalty is return
business.
2.

Good Leadership
A team of good leaders will establish unity and direction quickly in a

business environment. Their goal is to motivate everyone working on the


project, and successful leaders will minimize miscommunication within and
between departments. Their role is intimately intertwined with the next ISO
9000 principle.
3.

Involvement of people
The inclusion of everyone on a business team is critical to its success.

Involvement of substance will lead to a personal investment in a project and


in turn create motivated, committed workers. These people will tend
towards innovation and creativity, and utilize their full abilities to complete
a project. If people have a vested interest in performance, they will be eager
to participate in the continual improvement that ISO 900 facilitates.

27

4.

Process approach to quality management


The best results are achieved when activities and resources are

managed together. This process approach to quality management can lower


costs through the effective use of resources, personnel, and time. If a
process is controlled as a whole, management can focus on goals that are
important to the big picture, and prioritize objectives to maximize
effectiveness.
5.

Management system approach


Combining management groups may seem like a dangerous clash of

titans, but if done correctly can result in an efficient and effective


management system. If leaders are dedicated to the goals of an organization,
they will aid each other to achieve improved productivity. Some results
include integration and alignment of key processes. Additionally, interested
parties will recognize the consistency, effectiveness, and efficiency that
come with a management system. Both suppliers and customers will gain
confidence in a businesss abilities.
6.

Continual Improvement
The importance of this principle is paramount, and should a

permanent objective of every organization. Through increased performance,


a company can increase profits and gain an advantage over competitors. If a
whole business is dedicated to continual improvement, improvement
activities will be aligned, leading to faster and more efficient development.
Ready for improvement and change, businesses will have the flexibility to
react quickly to new opportunities.

28

7.

Factual approach to decision making


Effective decisions are based on the analysis and interpretation of

information and data. By making informed decisions, an organization will


be more likely to make the right decision. As companies make this a habit,
they will be able to demonstrate the effectiveness of past decisions. This
will put confidence in current and future decisions.
8.

Supplier relationships
It is important to establish a mutually beneficial supplier relationship;

such a relationship creates value for both parties. A supplier that recognizes
a mutually beneficial relationship will be quick to react when a business
needs to respond to customer needs or market changes.
Through close contact and interaction with a supplier, both
organizations will be able to optimize resources and costs.
When problem solving, it is important to find the cause of problem in
order to develop a solution. Sometimes, the most obvious cause is not the
right one. This is why ISO 9000 stresses the importance of finding the root
cause(s) of a problem. There may be multiple, subtle reasons why a process
isnt working correctly, and finding the actual causes will lead a company
one step closer to a solution and implementation of corrective actions.
The goal of finding root causes is to improve the way problems are
managed. Becoming adept in recognizing the root causes of a problem will
lead to a reduced impact, a containment of error, and the prevention of
recurrence. Identifying and correcting root causes will also lead to the
reduction of unnecessary efforts which in turn will lower the cost of
maintaining quality. As more and more corrective actions are taken,
processes will become more stable, and continual improvement will face
less interruptions.

29

How does ISO 9000 interact with other standards?


ISO 9000 is the standard for a quality management system that
closely resembles many other management systems. These other systems,
based on health, safety, the environment, and business continuity, can be
integrated into an overarching business management system. Benefits of this
system include aligned interests, reduced costs, and improved efficiency.
With one of these systems in place, it is easier to implement any of the
others; many documents required for a different standard are already
prepared, and personnel are already accustomed to the audit process. Using
multiple standards will not only increase the efficiency of an organization,
but increase the integrity of its operations.
ISO 9000 is a standard created to make the attainment of quality,
consistent products easier by providing specific steps for development of an
organizations quality management system. This quality management
system is meant to monitor the progress of a product or service as it goes
through each stage of production, from development to testing to assembly
to customer feedback.
One cornerstone of ISO 9000 is continual improvement. No company
should ever be satisfied with the conditions of a process at the given
moment; they should always be looking for ways to make these processes
more efficient and effective. ISO 9000 was written with the business worlds
insatiable desire for excellence in mind. This is why continual improvement
is a requirement of the standard to inspire progress and the pursuit of
perfection.

30

ISO 9000 is an internationally recognized standard, and that may


seem daunting for some smaller businesses. How are they going to
implement the same standard adopted by multi-national corporations? Quite
easily, actually. ISO 9000 is a flexible standard that lays down requirements
for an organization to follow, but allows the organization to fulfill these
requirements any way they choose. This increases ISO 9000s scope of
effectiveness, allowing a wide range of companies to create quality
management systems that match their needs.
ISO 9000 is seen in every sector of the business world, and its success
is a testament to its worth. With a focus on customer satisfaction, products
and services improve and flourish under ISO 9000s quality management
system. With a combination of continual improvement and corrective
actions tenets of ISO 9000 a business will create processes that run
smoothly and efficiently.

31

Research Methodology
Fundamental to the success of any formal marketing research project
is a sound research design. A good research design has the following
characteristics:1.

Problem Definition

2.

Specific method of data collection

3.

Analysis

4.

Time required for research project


5.

Estimate of expenses to be incurred


The function of research design is to ensure that the required data are

collected & they are collected accurately & economically. A research design
is purely and simply the framework or plan for a study that guides a
collection &analysis of data. It is a blue print i.e. followed in completing a
study. It resembles the architects blue print for constructing a house, it may
be worthwhile to mention here that a design is nothing more than the
framework for the study ensures that
1.

The study will be relevant to the problem

2.

The study will employ economical procedures

32

Research Design
The task of defining the research problem is the preparation of the
design of the research project, popularly known as the RESEARCH
DESIGN. Decisions regarding what, where, when, how much, by what
means concerning an enquiry or a research study constitute a research
design. A research design is the arrangement of conditions for collection
and analysis of data in a manner that aims to combine relevance to the
research purpose with economy in procedure. In fact the research design is
the conceptual structure within which research is conducted. The research
includes an outline of the researcher will do from writing the hypothesis &
its operational implications to the final analysis of data, the design decision
happen to be in respect of

DATA COLLECTION
A.

PRIMARY DATA:
They are those which are directly collected from the field of

investigation. These are collected by the researcher according to a planned


way fixed up by him in the beginning of the project. They are collected for
the first time and are then kept in the various forms for analysis purpose. As
they are collected primarily from the field of the investigation. Hence, the
name came Primary Data. It is expected from the primary data that they are
true & original, they are collected as they were present in there raw form.
They are also termed as raw data:1. Questionnaire
2. Observation

33

B.

SECONDARY DATA:
The primary data are collected by the researcher for the first time and

are used for his purpose of study. Then they are stored for further uses. In
future either by himself or by someone else, as working on the same or
similar problem when such are used again they are termed as secondary
data. They are not collected by the researcher and are not real they are in
existence priory & were collected by someone or by any organization.

COLLECTION OF DATA
SECONDARY

DATA-collection

of

data

from

various

departments of MPPKVV Co. Ltd. and Website.


1.

Commercial department

2.

Financial and account department.

3.

Human resources development department.

4.

Vigilance department.
Statistical Tool
These are used in :

1. Drawing conclusion for the project


2. Bar diagrams
3. Pie Chart
4. Percentage
5. Graph
Sample Size

100 Employees

Sample Area

MPPKVVCL, Jabalpur ,

Sagar and Rewa regions


Research Data

Primary Data
34

Method

Random Sampling

Limitations

Findings are framed out from Questionnaire hence fair contribution is a


limit.

The limit is area and number of personals

The project is applicable in MPPKVV Co. Ltd. Hence cant be taken


implicit any other organization.

Objectives of the project

To study the impact of ISO 9000 certification on training and


development of MPPKVVCL employees

To study the effect in training and development of employees before and


after implementation of ISO 9000

To study the changes in working conditions of employees before and


after implementation of ISO 9000

To study how employees training implicates the standards of ISO 9000


in quality assurance system, quality circles, quality audit
and quality consciousness.

35

Effect in training and development of employees before and after


implementation of ISO 9000

s.no Parameter

AFTER

BEfORE

ISO 9000

ISO 9000

Control of Documents
Control of Records

Proper documentation and

Non

records of trainees kept

standardization of

Management
Responsibility

Full management

records of trainees
No Top

commitment in training

Management

quality,

involvement in

Quality Policy and Quality

training
No such policy and

Objectives framed and

objectives

approved
Monitoring , analysis and

No such

Measurement of training

Monitoring and

system being done

Measurement of

Continual Improvement
of training

Corrective and preventive

training Processes
No such action

Status of training

National level training

State level

institute
Funding

institute
Grants from Central

Internal resources

Government, ministry of

only

Quality
Policy
and
Quality Objectives
Monitoring,
analysis
and Measurement of
Processes

actions are being taken

Vocational Training

power , government of India


Training to IITs and IIMs

Training to local

Faculty base

students
19 faculty : all Ph.D. in

college students
4 faculty all non

10

Average faculty

management or engineering
Rs 1.5 Lakh

ph.d.
Rs 40000

monthly salary

SCOPE OF THE STUDY


36

A quality management system standard is all about quality, one result


of adopting a QMS should be an improved level of quality for the entire
organization every process, and every product.
There are many definitions of quality, A well-designed, effectively
implemented ISO 9001 Quality Management System will put the company
towards Quality services, therefore this study will highlight those factors
which were essential for quality development in any organization.

37

ANALYSIS & INTERPRETATION


Q1. Is ISO effective in improving the training
programmes?
HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

24
20
30
16
10

35
30
25
20
15
10
5
0
HIGHLY AGREE

AGREE

NEUTRAL

HIGHLY DISAGREE DISAGREE

Interpretation
Most of the respondent were neutral i.e. 30% , and 24% were highly
agree, 20% were agree, 16% were highly disagree and 10% were disagree.

38

Q2.

Is there any benefit of applying ISO to organization?


HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

17
03
12
33
35

HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

Interpretation
17% respondents were highly agree, 03% were agree, 12% were
neutral, 33% were highly disagree and other 35% were disagree.

39

Q3.

Does the organization have the certification of ISO?


Yes
No
Not sure

Yes

92
7
1

No

Not sure

Interpretation
92 respondents said Yes, where 7 respondents said no regarding
organization having ISO 9000 Certification and 1 respondent is not sure.

40

Q4.

Employees are kept updated with change in job skills

and job design?


HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

64
17
02
15
02

70
60
50
40
30
20
10
0
HIGHLY AGREE

AGREE

NEUTRAL HIGHLY DISAGREE DISAGREE

Interpretation
64% were highly agree, 17% were agree, 02% were neutral, 15%
were highly agree and other 02% were disagree.

41

Q5.

Do you feel comfortable with rules and policy of the

organization?
Always Comfortable
Sometimes Comfortable
Mostly Uncomfortable
Neutral
Always Uncomfortable

23
29
19
03
26

Always Comfortable
Sometimes Comfortable
Mostly Uncomfortable
Neutral
Always Uncomfortable

Interpretation
23% were always comfortable, 29% were sometimes comfortable,
19% feel mostly uncomfortable, 03% were neutral and other 26% always
uncomfortable.

42

Q6.

Do you get any rewards on your good performance?


HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

70
04
12
03
11

80
70
60
50
40
30
20
10
0
HIGHLY AGREE

AGREE

NEUTRAL

HIGHLY DISAGREE

DISAGREE

Interpretation
70% were highly agree, 04% were agree, 12% were neutral, 03%
were highly disagree and 11% were disagree.

43

Q7.

Do

you

find

that

your

performance

is

properly

measured in the organization?


Agree
Disagree
Can't say

56
38
6

Can't say

Disagree

Agree

10

20

30

40

50

60

Interpretation
Most of the respondents i.e. 56% said that their performance is
properly measured in the organization , 38% said their
performance is not properly measured in the organization
and 6% said their performance is sometimes measured

44

Q8. Are you practicing the ISO 9000 for the error
control?
HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

80
15
02
01
02

HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

Interpretation
80% were highly agree, 15% were agree, 02% were neutral, 01%
were highly disagree and 02% were disagree.

Q9. Does it provide the real environment


improvising performance of trainees?

for
45

HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

21
13
22
21
23

25

20

15

10

0
HIGHLY AGREE

AGREE

NEUTRAL HIGHLY DISAGREE DISAGREE

Interpretation
21% were highly agree, 13% were agree, 22% were neutral, 21%
were highly disagree and other 23% disagree.

Q10.
Do You think the organization is quality conscious
toward employees?
46

HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

19
13
27
12
29

HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

Interpretation
19% were highly agree, 13% were agree, 27% were neutral, 12%
were highly disagree and remaining 29% were disagree.

47

Q11.
Is the Organization providing quality assurance
system & operation?
HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

44
12
12
21
11

HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

Interpretation
44% were highly agree, 12% were agree, 12% were neutral, 21%
were highly disagree and 11% were disagree.

48

Q12. Does the organization have quality circle?


HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

15
33
29
11
12

HIGHLY AGREE
AGREE
NEUTRAL
HIGHLY DISAGREE
DISAGREE

Interpretation
15% were highly agree, 33% were agree, 29% were neutral, 11%
were highly disagree and other 12% were disagree.

49

1. Q13.
How frequently the organizations have the
meeting of quality circle?

weekly
biweekly
monthly
yearly

52
22
20
6

52

22

20

weekly

biweekly

monthly

yearly

Interpretation
Most of the respondents 52% said organizations have weekly the
meeting of quality circle , 22% said there is biweekly
meeting , 20% said there is monthly meeting and 6% said
there is yearly meeting of quality circle .

50

Q14. Is the Organization going for the quality audit?


Agree
Disagree
Neutral

39
44
17

Neutral

Disagree

Agree

10

15

20

25

30

35

40

45

Interpretation
39% respondents said Organization is going for the quality
audit , 44% said Organization is not going for the quality audit
while 17% were neutral in this regard.

FINDINGS OF THE STUDY


51

The senior executives of the companies said that after


certification of ISO 9000, they are giving much more
importance to the quality.
One of the more positive results which can be noted in
the ISO 9000 certificated MPPKVVCL is that the
management is much more sensitive and aware in the
application of any process of improvement of quality.
When

an

excessive

importance

is

given

to

the

certification, the focus gradually moves away from the


processes

of

continuous

improvement

which

are

essential in Total Quality Management.


The ISO 9000 can assist a company to develop and to
maintain efficient production practices
ISO 9000 has proved to show that MPPKVVCL needed to
maintain their customers trust through a regard for
safety and to ensure that their businesses remained
competitive.
There is a need of employee awareness camps in the
organization to know them about the standards of ISO.
During the survey I found that bit of employees are
unaware of ISO standards.

52

Most of the employees feel that their performance is


not measured correctly.

53

SUGGESTIONS

Most of the employees agree that the quality improvement activities


are helpful to get the levels of ISO, so the company should try to
improve performance appraisal system, training and development,
satisfaction level of employees, so that they can improve their
performance.

Non financial incentive plans should also be implemented; it can


improve the productivity level of the employees.

Organization should give importance to communication between


employees and gain co-ordination through it.

Skills of the employees should be appreciated.

Better carrier development opportunities should be given to the


employees for their personal improvement which also somewhere
contributes in ISO Standards.

54

CONCLUSION
A quality management system is a common sense and
well documented system that ensures consistency and
improvement

of

working

practices.

This

includes

the

products and services produced. It is based on standards,


which specify a procedure for achieving effective quality
management. ISO 9000 is the most commonly used
international standard that provides a framework for a
quality management system.

The primary value of ISO 9000 registration is consistent


delivery of a product or service to a defined standard and
improved bottom line performance. ISO registration also has
a significant bearing on market credibility as well. The ISO
9000 quality management system has enabled MPPKVVCL to
increase profitability and customer satisfaction through
reducing waste and rework, shortened cycle times, improved
problem tracking and resolution and better customer
relations.

55

QUESTIONNNAIRE

Name:_________________________
Male/Female________________

Sex-

Please
Tick in

Job Title:_____________________
Age:_______________________
Dept: _________________________
Date:_________________________
WORKING Hours worked_______ AM to_____PM

Appropriate Option :1. Is ISO effective in improving the training programmes?


(a) Highly Agree (b) Agree
(c) Neutral
(d) Highly Disagree
(e) Disagree
2. Is there any benefit of applying ISO to organization?
(a) Highly Agree (b) Agree
(c) Neutral
(d) Highly Disagree
(e) Disagree
3. Does the organization have the certification of ISO?
(a) Agree
(b) Disagree
(c) Not
Sure
4. Employees are kept updated with change in job skills
and job design?
(a) Highly Agree (b) Agree
(c) Neutral
(d) Highly Disagree
(e) Disagree
5 Do you feel comfortable with rules and policy of the
organization?
(a) Always Comfortable (b) Sometimes Comfortable
(c) Mostly Uncomfortable
(d) Neutral
(e) Always Uncomfortable
6. Do you get any rewards on your good performance?
(a) Highly Agree (b) Agree
(c) Neutral
(d) Highly Disagree
(e) Disagree

56

7. Do you find that your performance is properly


measured in the organization?
(a) Highly Agree (b) Agree
(c) Neutral
(d) Highly Disagree
(e) Disagree
8.
Are you practicing the ISO 9000 for the error
control?
(a) Highly Agree (b) Agree
(c) Neutral
(d) Highly Disagree
(e) Disagree
9. Does it provide the real environment for improvising
performance of trainees?
(a) Highly Agree (b) Agree
(c) Neutral
(d) Highly Disagree
(e) Disagree
10. Do You think the organization is quality conscious
toward employees?
(a) Highly Agree (b) Agree
(c) Neutral
(d) Highly Disagree
(e) Disagree
11. Is the Organization providing quality assurance system
& operation?
(a) Highly Agree (b) Agree
(c) Neutral
(d) Highly Disagree
(e) Disagree
12.

Does the organization have quality circle?


(a) Highly Agree (b) Agree
(c) Neutral
(d) Highly Disagree
(e) Disagree

13. How frequently the organizations have the meeting of


quality circle?
Weekly
Biweekly
Monthly
Yearly
14. Is the Organization going for the quality audit?
(a)
Agree
(b)
Disagree
(c)
Neutral

57

ANNEXURES
Quality Management System
4.1 General Requirements
4.2 Documentation Requirements
4.2.1 Documentation Requirements - General
4.2.2 Quality Manual
4.2.3 Control of Documents
4.2.4 Control of Records
5. Management Responsibility
5.1 Management Commitment
5.2 Customer Focus
5.3 Quality Policy
5.4 Planning
5.4.1 Quality Objectives
5.4.2 Quality Management System Planning
5.5 Responsibility, Authority and Communication
5.5.1 Responsibility and Authority
5.5.2 Management Representative
5.5.3 Internal Communication
5.6 Management Review
5.6.1 General
5.6.2 Review Input
5.6.3 Review Output
6 Resource Management
6.1 Provision of resources
6.2 Human Resources
6.2.1 General
6.2.2 Competence, Training and Awareness
6.3 Infrastructure
58

6.4 Work Environment


7. Product Realization
7.1 Planning of Product Realization
7.2 Customer-Related Processes
7.2.1 Determination of Requirements Related to the Product
7.2.2 Review of requirements related to the product
7.2.3 Customer Communication
7.3 Design and Development
7.3.1 Design and Development Planning
7.3.2 Design and Development Inputs
7.3.3 Design and Development Outputs
7.3.4 Design and Development Review
7.3.5 Deisgn and Development Verification
7.3.6 Design and Development Validation
7.3.7 Control of Design and Development Changes
7.4 Purchasing
7.4.1 Purchasing Process
7.4.2 Purchasing Information
7.4.3 Verification of Purchased Product
7.5 Production and Service Provision
7.5.1 Control of production and Service Provision
7.5.2 Validation of Processes for Production and Service Provision
7.5.3 Identification and Traceability
7.5.4 Customer Property
7.5.5 Preservation of Product
7.6 Control of Measuring and Monitoring Equipment
8. Measurement, Analysis, and Improvement
8.1 General
8.2 Monitoring and Measurement
59

8.2.1 Customer Satisfaction


8.2.2 Internal Audit
8.2.3 Monitoring and Measurement of Processes
8.2.4 Monitoring and Measurement of Product
8.3 Control of Nonconforming Product
8.4 Analysis of Data
8.5 Improvement
8.5.1 Continual Improvement
8.5.2 Corrective Action
8.5.3 Preventive Action

BIBLIOGRAPHY
60

Total Quality Management

:S K Mandal , Vikas Publishing

House
Total Quality Management

: P.N. Mukherjee , PHI

Total Quality Management

: Manish Sharma , Maxford

Publication
Guide to ISO 9001:2000 Implementation :

Chakraborty

Asian Publication
Implementing ISO 9001 : 2000 : P K MATHUR, Vikas
publishing
MPPKVVCL QUALITY MANUAL
MPPKVVCL Quality audit reports

61