SUMMER INTERNSHIP REPORT ON TOTAL QUALITY MANAGEMENT

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF POST GRADUATE DIPLOMA IN MANAGEMENT

SUBMITTED TO RESP. MISS RASHMI MAM FACULTY, IPM MEERUT

SUBMITTED BY VIVEK RANJAN IPM MEERUT BATCH: 2010-2012

INSTITUTE OF PRODUCTIVITY & MANAGEMENT RESOURCE HOUSE POCKET G PALLAVPURAM-I MEERUT-25010

INSTITUTE OF PRODUCTIVITY & MANAGEMENT, MEERUT

PROJECT TITLE Total Quality Management at Minda Industries Ltd. (Lighting Division Sonepat). OBJECTIVES OF THE PROJECT To study the various approaches of Total Quality Management at Minda Industries Ltd. (Lighting Division). To understand the implementation of quality standards at various departments. To know how quality standards are measured. To study the benefits of TQM in the organization. To understand the training and development procedure of TQM. To know how TQM is analyzed. NAME OF THE COMPANY Minda Industries Ltd. (Lighting Division) Sonepat. DURATION 1ST JUNE, 2010 TO 31ST JULY, 2010 AREA Sonepat, Haryana.

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RESEARCH METHODOLOGY
RESEARCH DESIGN Descriptive Research Literature survey. Experience survey. METHOD OF DATA COLLECTION Primary data Interview. Secondary Data Company manual and official publication, past records, internal files, journals, Studies made by research institutions, etc. SAMPLING PROCEDURE Judgment sampling. CONTACT METHOD Personal Interview. SAMPLE SIZE 25

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TOTAL QUALITY MANAGEMENT

Traditional thinking would say that quality is conformance to specification; that is, does the product do what it was designed to do? Some feel that this definition is the only meaningful definition of quality; because conformance is something that can be measured. TQM is a management philosophy, a paradigm, a continuous improvement approach to doing business through a new management model. The TQM philosophy evolved from the continuous improvement philosophy with a focus on quality as the main dimension of business. Under TQM, emphasizing the quality of the product or service predominates. TQM expands beyond statistical process control to embrace a wider scope of management activities of how we manage people and organizations by focusing on the entire process, not just simple measurements.

QUALITY CERTIFICATION ISO : 9001:1994 The term ISO refers to the International Organization for Standardization and is originally derived from the Greek word ISOS, which means equal. The mission of the ISO organization is to promote the development of standardization and the related activities in the global market place, to simplify the international exchange of goods and services and to develop the co-operation in the spheres of intellectual, scientific, technological and economic activities. Because of this, it is possible to order products from all over the world while referring to the appropriate standard and getting exactly what is needed. If not, then the standard will tell who is right and who is wrong and has to correct the product.

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ISO/TS 16949:2002 ISO/TS 16949:2002 is an ISO Technical Specification. The International Automotive Task Force (IATF), which consists of an international group of vehicle manufacturers, plus national trade associations, wrote ISO/TS16949:2002 in conjunction with the International Organization for Standardization (ISO). This specification aligns existing American (QS9000), German (VDA6.1), French (EAQF) and Italian (AVSQ) automotive quality systems standards within the global automotive industry. ISO/TS16949:2002 CUSTOMER-SPECIFIC REQUIREMENTS With the release of ISO/TS 16949:2002, there came sweeping changes to the way organizations need to implement, maintain, and continually improve their quality management systems. Gone is the day when the primary emphasis was: Say what you do and do what you say.

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5-S
Cleanliness is next to godliness. Everyone, including animals prefers cleanliness. Many organizations, particularly manufacturing sectors, have overgrown their premises, because of increase production, increased man power, accumulation of materials and machinery over years of production activity. This has led to cluttered, undirty workplaces with increased risk of accidents. 1ST S SEIRI (SORTING OUT) Distinguish the necessary things from the unnecessary and dispose of the unnecessary. This is the priority area. 2ND S SEITON (STRAIGHTEN/SYSTEMATIC ARRANGEMENT) Arrange the necessary items in an orderly fashion so they are easily accessed and selected for use. 3RD S SEISO (SCRUB) Clean your workplace to keep floors and equipment tidy. 4TH S SEIKETSU (STANDARDIZATION) Continually maintain the order, neatness and cleanliness.

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5TH S SHITSUKE (SUSTAIN/SELF DECIPLINE) Do things spontaneously without being told. and self-respect. Train everyone in the workplace to follow good work habits so that it is a matter of personal pride

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KAI-ZEN
Kaizen is the name given by the Japanese to continuous improvement. Continuous improvement really means continuous incremental improvement. Kai means change, and zen means good Kaizen means making changes for the better on a continual, never-ending basis. "Not a day should go without some kind of improvement being made somewhere in the company. Kaizen refers to improvement of both processes and people. In fact Kaizen philosophy aims at improving all aspects of an organization all the time. Good is never good enough; kaizen is a never-ending journey to excellence.

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POKA-YOKE
Poka-Yoke is the Japanese word for mistake profing, it discriminates between mistake and defects. It is a mechanism that prevents a mistake from being made which is obvious at a glance. Poka meaning inadvertent errors and Yokeru meaning to prevent. Defects in production may be due to omitted processing or operations, processing errors equipment set-up errors, missing parts/components wrong parts/components and adjustment errors. Source Inspection. 100% Inspection. Immediate Action.

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3-M

MUDA: Non-value added or waste. MURI: Overburden. MURA: Unevenness.

DEPARTMENT DISPLAY SYSTEM

Department Communication Boards Targer V/S Actuaal Board. Improvement Board. Skill Board.

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FINDINGS
In this project I found that the Total Quality Management is very important in todays competitive environment and only the implementation is not important controlling and proper evaluation is equally important. I found that the tools which are used for the evaluation is simple, unbiased and easy to understand. Quality report is generated in every two months, six audits are done in a year and on the basis of evaluation employees are given rewards and recognitions. Companies recognize the need to improve their business performance and customizing Total Quality Management principles and practices to suit their own particular needs and circumstances and building their own internal programmes. This has avoided the potential dangers of the "grand programme" and jargon that can alienate the employees. The principles of Total Quality Management are as relevant to work process management today as they have ever been, particularly when considered alongside learning from other techniques such as lean manufacturing. It is essential that programmes are structured to meet the needs and situations of individual companies. Whilst some may benefit from a fully integrated programme, others have realized that there are significant payoffs to be gained from a more modest or tailored approach designed to solve specific problems or achieve defined, targeted improvements. The scope and scale are up to the client company to choose.

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RECOMMENDATION
Just In Time. Process Control. Jidoka. Business process reengineering.

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LIMITATION
This study is done at Minda Industries Ltd. (Lighting Division) Sonepat, so the information mentioned in this report specifically limited to this organization. Mentioned information may vary in case it is compared to a different organization. But the basic concept of Total Quality Management is same as I have studied. I was allowed to attain the meeting everyday in the morning at 11.00 where I learned a lot about decision making and controlling the process and flow of materials. But this is considered as the confidential information and I am not authorized to explain the same. I visited all the various departments in this organization and interviewed few people about the quality implementation and training and development which take place in the department frequently, but I am not able to the procedure and the various materials which they use to train people for quality assurance. Few people didn't took the interview seriously and replied in a very casual way and didn't show the interest, most of the time while asking question they answered like what would you know after knowing this or this is none of my business, so most of my queries were not answered properly.

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CONCLUSION
In the competitive business environment, growth of any organization would entirely depend upon customer appreciation and loyalty it can command. These can be ensured only by offering products and services of high quality on a durable basis. Therefore, continuous enhancement of quality on a sustaining basis has become essential for the prosperity of any business organization at present and in the future as well. Management of quality is important both for manufacturing and services organizations. For most business organization today, superior quality is at the core of their business strategy. Attaining near-perfect quality of products/services is seen as a principal means of capturing market shares and profitability in global competition. Achieving superior product/services quality within a business requires a long-term process of changing the fundamental culture of the organization. Today, managers of many manufacturing and services organization have overhauled the structure of their organization, changed their organization climates and redirected their product/service quality programs towards becoming global quality leaders, through an effort that is known as "Total Quality Management".

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