TABLE OF CONTENTS

TITLE PAGE PREFACE ACKNOWLEDGEMENT SYNOPSIS OBJECTIVE OF STUDY COMPANY PROFILE INTRODUCTION BASIC HR FUNCTIONS TOTAL QUALITY MANAGEMENT EVOLUTION OF TQM PHILOSOPHIES TQM TOOLS IMPLEMENTATION ADVANTAGES & DISADVANTAGES DATA ANALYSIS & INTERPRETATION SUGGESTIONS & LIMITATIONS APPENDIX QUESTIONAIRE BIBLIOGRAPHY

Methodology of data collection:

i.

Going through the records: I go through relevant files and the company documents from where I can get an idea about the different types of total quality management that are provided to the employees in the RADIUR LIFE CARE PVT. LTD.

ii.

Preliminary discussion: In this regard at the outset, I talk to the total quality management in charge. By this I came to know that how they identify the need of total quality management programs at present scenario for employees.

iii.

Feedback from the employees through the interview and written questionnaire. For evaluation the effectiveness of total quality management programs I take feedback

from employees that how much they get benefit from these programs. At last I take suggestion for future improvement.

OBJECTIVE

The objective of summer training is to see impact of total quality management on employees at RADIUR LIFE CARE PVT. LTD. As we know that training is an important factor for growing because growth is lifeline for the company.

The main motto of this project was to know, how company conducts training program. What are the basic requirements during this process? How does the company come to know that some body needs training? After providing them training analysis is required. Analysis makes the management aware of the workers or staffs whosoever had gone through the training. Development is the main objective of any training. If there is no any development, the objective of training is not achieved. So for achieving the objective, development is very much required.

The way of analyzing of the training should be carefully developed. Because a good analysis reflects the true figure of the development of trainees. How the company analyses the training is a subject to be learnt.

So the ultimate goal of this project is to study the way of providing training as well as the way of measure the development of trainees in RADIUR LIFE CARE PVT. LTD.

Corporate View

Radius Life Care Pvt. Ltd is Indias highly progressive research based health management company involved in research, manufacturing and marketing of branded pharmaceutical formulations, vaccines and natural products. The product portfolio includes highly innovative prescription products in important therapeutic areas like pain management, diabetes & cardiovascular management, renal disease management, gastro-intestinal care products and vaccines. The flagship brands of the company- Flonim for pain management, Vi 10 is multivitamin capsules, occupy leadership positions in their therapeutic segments. This is in pursuit of marketing strategies to build brands and drive the growth of the company.

Ardent Research and Development efforts have always been a great strength of Radius Life Care Pvt. Ltd. The main research areas are New Chemical Entities (NCE), New Biological Entities (NBE) Novel Drug Delivery System (NDDS) based pharmaceutical formulations, Novel peptides & human monoclonal antibodies and Vaccine development. The company has developed four distinguished, ultra modern, state-of-art R&D centers in different locations, having internal capabilities for constant research, with over 200 highly professional and skilled scientists engaged in various aspects of research. Focused research efforts have led to grant of worldwide product patents valid in over 60 countries for Radius Life Care Pvt. Ltd. As on March, 2008, the company had filed 490 patent applications in various parts of the world including India. Of these, 163 have been granted patent and others are under various stages of examination or publication by the patent authorities. Some of these countries are USA, U.K., France, Germany, Italy, Sweden, Denmark, Spain, Finland, Switzerland, The Netherlands, New Zealand, Mexico, Brazil, Nigeria, Zimbabwe, Australia, South Africa, Japan, Russia, Canada, Ukraine, Korea and China,.

Commencing fiscal 2008, the company plans for international marketing of novel NDDS based pharmaceutical formulation products to the international markets, like USA, U.K., Germany, France, Latin American countries and Italy through marketing collaborations and are on the look out for partners for distribution & marketing.

Radius Life Care Pvt. Ltd has identified brand building in exports as its thrust area and it has significant presence in the global markets including the CIS, Africa, the Middle East and Asia. The company is actively exploring opportunities for launching as well as licensing out some of our patented products for manufacture/marketing in developed countries in Europe, North America and Latin America. The company has ultra modern, state-of-art production facilities at Baddi (Himachal Pradesh), Larlu (Punjab) & Delhi for manufacturing tablets, capsules (including soft gelatin), ointments (transgel formulation) liquids, herbal formulations and vaccines. The facilities are WHO cGMP compliant.

Radius Life Care Pvt. Ltd has established a countrywide sales and marketing network in India through a vibrant sales force of more than 1,000 professionally trained and highly motivated marketing and sales professionals and efficient logistic network of 23 sales depots/carrying and forwarding agents all over India to make its products available at all places and at all times.

VISION
With total commitment and teamwork, we at Radius Life Care Pvt. Ltd shall strive to delight our customers with quality products and services. We shall create an environment where employees feel happy to work. Through innovation, consistent learning and continuous improvement, we shall achieve sustained growth and excellence and provide remunerative returns to stakeholders.

MISION
We are the market leader. Our mission is to retain the leadership and further serve our customers a healthy life

Goals
To meet every healthcare need with a Radius Life Care Pvt. Ltd brand and service

Objectives
Take Ideas from Grey Cell to market in a Proactive Manner

Vaccines
In pursuit of its mission, Radius Life Care Pvt. Ltd is making immense contribution in disease prevention an reducing child mortality, through innovative vaccine development, production and marketing. Radius Life Care Pvt. Ltd has significant presence in prophylactic vaccine market that adheres to international standards of manufacturing and clinical development. Radius Life Care Pvt. Ltd has made available several pediatric vaccines, namely Trivalent, Monovalent (Type I and Type III) Oral Polio Vaccine, Enivac HB (recombinant Hepatitis B) Vaccine, innovative Combination Vaccines such as Ecovac4

(recombinant Hepatitis B and DTP), Easyfour (Haemophilus Influenza type B (Hib) and DTP), Easyfive (Hib, DTP and Hepatitis B). The Company has registered consistent growth in revenue which is contributed by vaccines supplied to UNICEF as well as growth in supplies to the domestic private vaccine market through the joint venture company, Chiron Panacea Vaccines Pvt. Ltd.

Radius Life Care Pvt. Ltd is prequalified supplier of OPV, Hepatitis B vaccines (Enivac HB), Easyfour (DTP+Hib) and Ecovac (DTP+HepB) to UN Agencies.

The company has also started supplying recombinant Hepatitis B Vaccines (Enivac-HB) to UNICEF against their global tenders. The development of new vaccines targeting life threatening diseases will remain our focus in R&D.

BASIC HR FUNCTIONS AT RADIUR LIFE CARE PVT. LTD.

HR functions at RADIUR LIFE CARE PVT. LTD. can be divided into two categories:HR FUNCTIONS

Personnel & Administrative 1. Personnel and Administrative functions: Establishment work Welfare work Legal work ESTABLISHMENT WORK

Training & Development

These are the functions, which HR is supposed to perform when people join the organization, mainly to firmly establish the newly appointed employees into the organization and introducing him to all the facilities that ha can avail from the organization. It also makes the employees aware of the rules and regulations of the organization which have to be addressed to. WELFARE MEASURE These are the functions which aim at the betterment or welfare of the employees providing they work facilities which would enable them to work efficiently. These includes:-

Medical Assistance, Various Insurance Scheme such as GAI (Group Accidental insurance), GSLI (Group Saving Link Insurance), EDLI (Employee Deposit Link Insurance), HBT ( House Building Trust). House building loans are provided Conveyance loan, festivals loans (interest free loans) Round the clock canteen facility LEGAL These are the functions which takes into account all the legal aspects of the organization in compilation with the rules and regulations, procedures, law & order made by the government of India.

2. Training and Development function One of the important functions of HR Dept at RADIUR LIFE CARE PVT. LTD. is Training and Development employees. Training and Development is mainly done for enhancing the skill of employees so that they can do their work easily. It is mainly done to fulfill the performance gap. Therefore Need of T & D = Standard Performance Actual Performance At RADIUR LIFE CARE PVT. LTD., various types of development programmers have been offered to the employees who are as follow: Managing People Training IPC ( Inter Personnel Training) Leadership Training Time Management TPM ( Total Productive Maintenance) TQM ( Total Quality Management) Team Building

TOTAL QUALITY MANAGEMENT

TQM is an integrated organizational approach in delighting customers (both external & internal) by meeting their expectations on a continues basis through everyone involved with the organization working with continues improvement in all products, services & processes along with proper problem solving methodology. Total Quality Management is an approach to the art of management that originated in Japanese industry in the 1950's and has become steadily more popular in the West since the early 1980's. In Japan, TQM comprises four process steps, namely: 1. Kaizen Focuses on "Continuous Process Improvement", to make processes visible, repeatable and measurable. 2. Atarimae Hinshitsu The idea that "things will work as they are supposed to" (for example, a pen will write). 3. Kansei Examining the way the user applies the product leads to improvement in the product itself.

4. Miryokuteki Hinshitsu The idea that "things should have an aesthetic quality" (for example, a pen will write in a way that is pleasing to the writer

TQM requires that the company maintain this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.

It is related to building of an organizational culture where quality is embedded in every work & activity. Instead of an external control it is a control from within where each person driven by the organization culture contributes to the quality habitually.

Each word of TQM has its own meaning:

Total means that all functions of an organization ie. Production, marketing, finance, maintenance, administration etc. are involved & contribute in delivering quality. Every employee has contributed to the quality of his work & the concept of external as well as internal customers is practiced.

Quality stand for integrated quality including costs, schedules, uniformity & dependability. A better quality means a better resource utilization & thus lower cost as things are done right first time itself thus eliminating waste & defects.

Management stands for planning, organizing & monitoring of quality.

EVOLUTION OF TQM PHILOSOPHIES

The Deming Philosophy

Definition of quality, A product or a service possesses quality if it helps somebody and enjoys a good and sustainable mark

14 points for management: 1. Create and publish to all employees a statement of the aims and purposes of the company. The management must demonstrate their commitment to this statement. 2. Learn the new philosophy. 3. Understand the purpose of inspection to reduce the cost and improve the processes. 4. End the practice of awarding business on the basis of price tag alone. 5. Improve constantly and forever the system of production and service. 6. Institute training 7. Teach and institute leadership. 8. Drive out fear. Create an environment of innovation. 9. Optimize the team efforts towards the aims and purposes of the company. 10. Eliminate exhortations for the workforce. 11. Eliminate numerical quotas for production. 12. Remove the barriers that rob pride of workmanship. 13. Encourage learning and self-improvement. 14. Take action to accomplish the transformation.

A System of Profound Knowledge

1. Appreciation for a system - A system is a set of functions or activities within an organization that work together to achieve organizational goals. Managements job is to optimize the system. (Not parts of system, but the whole!). System requires cooperation. 2. Psychology The designers and implementers of decisions are people. Hence understanding their psychology is important. 3. Understanding process variation A production process contains many sources of variation. Reduction in variation improves quality. Two types of variationscommon causes and special causes. Focus on the special causes. Common causes can be reduced only by change of technology. 4. Theory of knowledge Management decisions should be driven by facts, data and justifiable theories. Dont follow the managements fads!

The Juran Philosophy

Pursue quality on two levels: 1. The mission of the firm as a whole is to achieve high product quality. 2. The mission of each individual department is to achieve high production quality. Quality should be talked about in a language senior management understands: money (cost of poor quality). At operational level, focus should be on conformance to specifications through elimination of defects- use of statistical methods.

Quality Trilogy

1. Quality planning: Process of preparing to meet quality goals. Involves understanding customer needs and developing product features. 2. Quality control: Process of meeting quality goals during operations. Control parameters. Measuring the deviation and taking action. 3. Quality improvement: Process for breaking through to unprecedented levels of performance. Identify areas o improvement and get the right people to bring about the change.

TQM FOR MIDDLE MANAGEMENT Process Management Statistical Process Control (SPC)

Process Management Planning and administrating the activities necessary to achieve high quality in business processes; and also identifying opportunities for improving quality and operational performance ultimately, customer satisfaction.

Process simplification reduces opportunities for errors and rework. Processes are of two types value-added processes and support processes. Value-added processes those essential for running the business and achieving and maintaining competitive advantage. (Design process, Production/Delivery process)

Support processes Those that are important to an organizations value-creation processes, employees and daily operations. Value creation processes are driven by external customer needs while support processes are driven by internal needs. To apply the techniques of process management, a process must be repeatable and measurable. Process owners are responsible for process performance and should have authority to manage the process. Owners could range from high-level executive to workers who run a cell.

Assigning owners ensures accountability. Support processes Those that are important to an organizations value-creation processes, employees and daily operations. Value creation processes are driven by external customer needs while support processes are driven by internal needs. To apply the techniques of process management, a process must be repeatable and measurable. Process owners are responsible for process performance and should have authority to manage the process. Owners could range from high-level executive to workers who run a cell.

Assigning owners ensures accountability. Support processes Those that are important to an organizations value-creation processes, employees and daily operations. Value creation processes are driven by external customer needs while support processes are driven by internal needs. To apply the techniques of process management, a process must be repeatable and measurable. Process owners are responsible for process performance and should have authority to manage the process. Owners could range from high-level executive to workers who run a cell.

Assigning owners ensures accountability.

Process Improvement Customer loyalty is driven by delivered value. Delivered value is created by business processes. Sustained success in competitive markets requires a business to continuously improve delivered value. To continuously improve value creation ability, a business must continuously improve its value creation processes.

Continuous process improvement is an old management concept dating back to 1895. However, those approaches were mainly productivity related. More recently (1951) Toyota implemented Just-In-Time which relies on zero defects and hence continuous improvement! Customer loyalty is driven by delivered value. Delivered value is created by business processes. Sustained success in competitive markets requires a business to continuously improve delivered value. To continuously improve value creation ability, a business must continuously improve its value creation processes.

Continuous process improvement is an old management concept. However, those approaches were mainly productivity related. More recently Toyota implemented Just-In-Time which relies on zero defects and hence continuous improvement! Customer loyalty is driven by delivered value. Delivered value is created by business processes. Sustained success in competitive markets requires a business to continuously improve delivered value.

To continuously improve value creation ability, a business must continuously improve its value creation processes.

Continuous process improvement is an old management concept dating back to 1895. However, those approaches were mainly productivity related. More recently (1951) Toyota implemented Just-In-Time which relies on zero defects and hence continuous improvement!

Process improvement: Kaizen Japanese for gradual and orderly continuous improvement over a long period of time with minimum financial investment, and with participation by everyone in the organization.

Improvement in all areas of business serves to enhance quality of the firm. Three things required for successful kaizen program: operating practices, total involvement, and training. Operating practices expose opportunities for improvement. JIT reveals waste and inefficiency as well as poor quality. Every employee strives for improvement. Top management views improvement as part of strategy and supports it. Middle management can implement top managements improvement goals by establishing, maintaining, and upgrading operating standards. Workers can engage through suggestions, small group activity.

Middle management can help create conducive environment for improvement by improving cooperation amongst departments, and by making employees conscious of their responsibilities for improvement.

Supervisors can direct their attention more on improvement than supervision, which will facilitate communication.

Kaizen: Implementation The Deming cycle: Originally developed by Walter Shewart, but renamed in 1950s because Deming promoted it extensively.

Plan Study the current system; identifying problems; testing theories of causes; and developing solutions. Do Plan is implemented on a trial basis. Data collected and documented. Study Determine whether the trial plan is working correctly by evaluating the results. Act Improvements are standardized and final plan is implemented.

At RADIUR LIFE CARE PVT. LTD. Kaizen has become an integral part of the Employee Improvement process. Employees are very enthusiastic about the whole process and are provided with a Kaizen forms to fill up their Kaizens. This leads to reduction of monotony & makes the employee a thinking entity rather than a doing entity or simply work like a machine with the given instructions.

To acknowledge the outstanding work done by the employees, annual Kaizen Award Distribution Functions are held & the employees are invited along with their families to receive the awards presented the awards by the Head of the RADIUR LIFE CARE PVT. LTD. Unit.

The awards are segregated as: -

NO. OF KAIZENS 25 50 100

AWARD LEADER STAR CHAMPION

A journal containing the best Kaizens from various dept. along with the names of employees who have carried out the Kaizens is published on a quarterly basis. This also results in employee motivation.

Statistical Process Control

Statistical Process Control (SPC) is an effective method of monitoring a process through the use of control charts. Control charts enable the use of objective criteria for distinguishing background variation from events of significance based on statistical techniques. Much of its power lies in the ability to monitor both process center and its variation about that center. By collecting data from samples at various points within the process, variations in the process that may affect the quality of the end product or service can be detected and corrected, thus reducing waste as well as the likelihood that problems will be passed on to the customer. With its emphasis on early detection and prevention of problems, SPC has a distinct advantage over quality methods, such as inspection, that apply resources to detecting and correcting problems in the end product or service.

Total Quality Management (TQM) Tools

Total quality management (TQM) tools help organizations to identify, analyze and assess qualitative and quantitative data that is relevant to their business. These tools can identify procedures, ideas, statistics, cause and effect concerns and other issues relevant to their organizations. Each of which can be examined and used to enhance the effectiveness, efficiency, standardization and overall quality of procedures, products or work environment, in accordance with ISO 9000 standards (SQ, 2004). According to Quality America, Inc. (ReVelle, 2003) the number of TQM tools is close to 100 and come in various forms, such as brainstorming, focus groups, check lists, charts and graphs, diagrams and other analysis tools. In a different vein, manuals and standards are

TQM tools as well, as they give direction and best practice guidelines to you and/or your staff. TQM tools illustrate and aid in the assimilation of complicated information such as: Identification of your target Audience Positive and negative forces Affecting business Assessment of customer needs Competition analysis Market analysis Brainstorming ideas Productivity changes Various statistics Staff duties and work flow Analysis Statement of purpose Financial analysis Model creation Business structure TQM Tools

The following are some of the most common TQM tools in use today. Each is used for, and identifies, specific information in a specific manner. It should be noted that tools should be used in conjunction with other tools to understand the full scope of the issue being analyzed or illustrated. Simply using one tool may inhibit your understanding of the data provided, or may close you off to further possibilities.

Pie Charts and Bar Graphs # Used to identify and compare data units as they relate to one issue or the whole, such as budgets, vault space available, extent of fonds, etc. Histograms # To illustrate and examine various data element in order to make decisions regarding them. # Effective when comparing statistical, survey, or questionnaire results.

Run Chart # Follows a process over a specific period of time, such as accrual rates, to track high and low points in its run, and ultimately identify trends, shifts and patterns.

Pareto Charts / Analysis (designed by Vilfredo Pareto)

# It is a special form of vertical bar graph which help us to determine which problem to be solved in what order. The basis of Pareto analysis is the 80-20 rule that is 80% of the problem results from 20% of the causes. Thus by removing 20% of the causes 80% of the problem can be solved. Rates issues according to importance and frequency by prioritizing specific problems or causes in a manner that facilitates problem solving. # Identify groupings of qualitative data, such as most frequent complaint, most commonly purchased preservation aid, etc. in order to measure which have priority. # Can be scheduled over select periods of time to track changes. They can also be created in retrospect, as a before and after analysis of a process change.

Force Field Analysis # To identify driving and restraining forces occurring in a chosen process in order to understand why that particular process functions as it does. For example, identifying the driving and restraining forces of catering predominantly to genealogists. # To identify restraining forces that need to be eradicated, or driving forces that need to be improved, in order to function at a higher level of efficiency. Cause and Effect, Ishikawa or Fishbone Diagrams (designed by Kauro Ishikawa)

 It is used to explore and display all of the possible causes to identify the root cause of a specific problem or effect. # Illustrates multiple levels of potential causes (inputs), and ultimate effects (outputs), of problems or issues that may arise in the course of business. # May be confusing if too many inputs and outputs are identified. An alternative would be a tree diagram, which is much easier to follow. Focus Groups # Useful for marketing or advertising organizations to test products on the general public. # Consist of various people from the general public who use and discuss your product, providing impartial feedback to help you determine whether your product needs improvement or if it should be introduced onto the market. Brainstorming and Affinity Diagrams # Teams using creative thinking to identify various aspects surrounding an issue. # An affinity diagram, which can be created using anything from enabling software to postit notes organized on a wall, is a tool to organize brainstorming ideas. Tree Diagram # To identify the various tasks involved in, and the full scope of, a project. # To identify hierarchies, whether of personnel, business structure, or priorities. # To identify inputs and outputs of a project, procedure, process, etc.

IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT

TQM provides the overall concept that fosters continuous improvement in an organisation. The TQM philosophy stresses a systematic, integrated, consistent, organisation-wide perspective involving everyone and everything. It focuses primarily on total satisfaction for both the internal and external customers, within a management environment that seeks continuous improvement of all systems and processes The four pillars of TQM are:1. Satisfying customers. 2. System / process. 3. People. 4. Improvement tools.

TQM EXCELLENCE MODEL The Model illuminates the elements that form a base to the understanding of TQM philosophy and implementation of the process company-wide. The Model also reflects teachings of the contemporary quality gurus. The idea was to develop a universally applicable step-by-step guideline by including recognised practices in TQM:

Japanese 5-S Practice (5-S) Business Process Re-engineering (BPR) Quality Control Circles (QCCs) ISO 9001/2 Quality Management System (ISO) Total Productive Maintenance (TPM)

IMPLEMENTATION OF 5S 5-S implementation requires commitment from both the top management and everyone in the organisation

Step 1: Get Top Management Commitment and be Prepared This process can be stratified as follows: 1. Make a decision and implement it (e.g., the decision to get rid of everything you do not need, the decision to have a major housecleaning, and the decision to have 5minute clean-up periods). 2. Make tools and use them (e.g., special shelves and stands for things, instructional labels, and placement figures).

3. Do things that demand improvements as prerequisites (e.g., covers to prevent filings from scattering and measures to prevent leakage). 4. Do things that require help from other departments (e.g., fixing defective machinery, changing the layout, and preventing oil leakage). Step 2: Draw up a Promotional Campaign The first thing to do for a promotion campaign is to set up a timetable. In general, the plan can be broken down into 10 key activities: 1. Get top-management commitment, assess status quo and establish implementation plan. 2. 5-S Workshop for 5-S Facilitators -- based on the 5-S Audit Worksheet in Annex 4.1, identify the key 5-S activities, one from each of the 5-S for the first cycle of implementation. 3. 1st 5-S Day -- Organisation (e.g., Throw away things you do not need.) 4. Daily 5-S activities by everyone. 5. 2nd 5-S Day -- Neatness (e.g., Name everything and assign locations.) 6. 3rd 5-S Day -- Cleaning (e.g., All-together housecleaning) 7. 4th 5-S Day -- Standardisation (Visual management & transparency for things) 8. 5th 5-S Day -- Discipline (e.g., Do your own 5-S Audit) 9. Grand Prize Presentation for the best 5-S department/section 10. Review and plan for next 5-S Campaign Step 3: Keeping Records It is important to keep records not only of decisions made but also of the problems encountered, actions taken and results achieved. Only if past practice has been recorded people will have a sense of progress and improvement over time

Step 4: 5-S Training It is essential in the 5-S activities that you train people to be able to devise and implement their own solutions It is important that your people know, for example, how to use the computer to do charts and graphs, even if it is not part of their job description. They need to study maintenance techniques. And oddly enough, the more problems they are capable of solving, the more problems they will spot. Step 5: Evaluation Workplace evaluations and other means are needed to keep everyone abreast of what is happening and to spot problems before they develop into major complications. In essence, you need to devise ways that will get everybody competing in a friendly but no less intense manner. Your evaluation tools are the key and it is as simple as using the 5-S Audit Worksheet as your evaluation criteria.

QUALITY CONTROL CIRCLE

INTRODUCTION TO QCC A QCC is a small group of staff working together to contribute to the improvement of the enterprise, to respect humanity and to build a cheerful workgroup through the development of the staff's infinite potential. A quality control circle (QCC) team of people usually coming from the same work area who voluntarily meet on a regular basis to identify, investigate, analyse and solve their work-related problems.

IMPLEMENTATION OF QCC The steps of implementation are: 1. Management is made aware of the QCC process through a management briefing. 2. The feasibility of the QCCs are analysed. 3. A steering committee is formed. 4. Co-ordinator and in-house instructor is selected. 5. Potential area for initial circles is selected. 6. QCC presentations are made to first-line supervisors in identified areas, divisions or departments. 7. Co-ordinators and middle management receive extensive training on the process and their roles. 8. Supervisors who are interested volunteer and receive training. 9. Following training, QCC presentations are made to the employees who report to the newly trained supervisors.

10. Employees volunteer to be members of a circle and receive training. 11. A circle is formed and begins work. 12. Additional circles are formed as interest broadens. 13. Circles work in a systematic way in solving problems, not just discussing them. 14. Management must ensure that solutions achieve a quick implementation once they have been accepted. In order to implement QCC successfully, the following guidelines have to be considered:

Participation is voluntary. Management is supportive. Employee empowerment is required. Training is integral part of programme. Members work as a team.

INTERNATIONAL ORGANISATION FOR STANDARDISATION

INTRODUCTION TO ISO The ISO 9000 series is a family of quality management and quality assurance standards developed by the International Organisation for Standardisation. It comprises of 17 different standards. Out of these 17 standards, only the ISO 9001, ISO 9002 and ISO 9003 are quotable standards, i.e., can be audited against. The others are guidelines only. ISO 9001 is the Quality systems -- Model for quality assurance in design, development, production, installation and servicing. It is the most comprehensive model of quality systems offered by ISO ISO 9004-4:1993 is the Quality management and quality system elements -- Part 4: Guidelines for quality improvement. It gives suggestions for effective quality management,

helps organisations in building their quality systems, so that they can develop quality improvement practices for TQM. IMPLEMENTATION OF ISO

There are 9 essential steps to be followed through in order to implement ISO 9000 successfully. Step 1: Top Management Commitment Step 2: Establish Implementation Team Step 3: Assess Current Quality System Status Step 4: Create a Documented Implementation Plan Step 5: Provide Training Step 6: Create Documentation Step 7: Document Control Step 8: Monitor Progress Step 9: Review -- Pitfalls to Effective Implementation

TOTAL PRODUCTIVITY MANAGEMENT

TPM is a programme for fundamental improvement that involves the entire human resource. When implemented fully, TPM dramatically improves productivity and quality and reduces costs. As automation and labour-saving equipment take production tasks away from humans, the condition of production and office equipment increasingly affects output, quality, cost, delivery, health and safety, and employee morale. In a typical factory, however, many pieces of equipment are poorly maintained. Neglected equipment results in chronic losses and time wasted on finding and treating the causes.

Total Productive Maintenance (TPM) is a maintenance program which involves a newly defined concept for maintaining plants and equipment. The goal of the TPM program is to markedly increase production while, at the same time, increasing employee morale and job satisfaction.

TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. The goal is to hold emergency and unscheduled maintenance to a minimum.

GOALS AND OBJECTIVES OF TPM The goal of TPM is to increase the productivity of plant and equipment. Consequently, maximised output will be achieved through the effort of minimising input -- improving and maintaining equipment at optimal levels to reduce its life cycle cost. Cost-effectiveness is a result of an organisation's ability to eliminate the causes of the 'six big losses' that reduce equipment effectiveness:

Reduced yield (from start-up to stable production) Process defects Reduced speed Idling and minor stoppages Set-up and adjustment Equipment failure

IMPLEMENTATION OF TPM

Implementation plans for TPM vary from company to company depending on the level of maintenance and particular plant requirements. TPM consists of six major activities: 1. Elimination of six big losses based on project teams organised by the production, maintenance, and plant engineering departments. 2. Planned maintenance carried out by the maintenance department 3. Autonomous maintenance carried out by the production department in seven steps. Step 1: Initial cleaning Step 2: Actions to address the causes and effects of dust and dirt Step 3: Cleaning and lubrication standards Step 4: General inspection training Step 5: Autonomous inspection Step 6: Workplace organisation standards Step 7: Full implementation of autonomous maintenance 4. Preventive engineering carried out mainly by the plant engineering department 5. Easy-to-manufacture product design carried out mainly by the product design department 6. Education and training to support the above activities

SIMILARITIES BETWEEN TQM AND TPM:

The TPM program closely resembles the popular Total Quality Management (TQM) program. Many of the tools such as employee empowerment, benchmarking, documentation, etc. used in TQM are used to implement and optimize TPM.Following are the similarities between the two. 1. Total commitment to the program by upper level management is required in both programmes

2. Employees must be empowered to initiate corrective action, and 3. A long range outlook must be accepted as TPM may take a year or more to implement and is an on-going process. Changes in employee mind-set toward their job responsibilities must take place as well.

THE DIFFERENCES BETWEEN TQM AND TPM

Category Object Mains of attaining goal Target

TQM Quality ( Output and effects ) Systematize the management. It is software oriented Quality for PPM

TPM Equipment ( Input and cause ) Employees participation and it is hardware oriented Elimination of losses and wastes.

ADVANTAGES OF TQM

Short-term and long-term advantages are present in any management style. Total Quality Management has few short-term advantages. Most of its benefits are long-term and come into effect only after it is running smoothly. In large organizations, it may take several years before long-term benefits are realized.

Long-term benefits that may be expected from Total Quality Management are:i. Higher productivity

ii. iii. iv.

Increased morale Reduced costs Greater customer commitment.

These benefits may lead to greater public support and improvement of an organizations public image.

Eliminating errors and doing things right the first time saves time and resources. The savings may then be used for expansion of services or made available to employees in their efforts to increase service quality. Total Quality Management may create an organizational atmosphere of excitement and sense of accomplishment through the rewarding of creativity. When experimentationoriented failures are accepted as a part of the learning process, employees feel free to use their creative energies to develop new ideas.

Instead of mistakes being hidden from management or denied, and thus being allowed to blossom into larger less easily rectified problems, they are tolerated and employees are encouraged to try again. Employees begin to develop a commitment to the organization rather than looking at it as just their employer. When employees feel they are an integral part of the organization, they feel needed and enjoy work more, which may further increase service quality.

Total Quality Managements extensive use of teamwork gives employees the experience of problem solving and using their knowledge and experiences in a collaborative effort. As employees gain experience with team problem solving, they may be used to form cross-sectional ad-hoc "mega teams" that can attack larger

organization-wide problems. TQM gives an organization greater problem-solving flexibility and increases the quality of work life for all employees.

Total Quality Management may be a "profit generator," even for public organizations. It does not actually create profit for the organizations, but if implemented properly, it may identify costly processes and cost-saving measures. Once fully implemented, the only expense of TQM is the cost of routine operations. In public organizations, saved resources may be viewed as "profits."

DISADVANTAGES OF TQM

Some Total Quality Management detractors have noted that long-range plans advocated by TQM may limit an organizations flexibility and agility. TQM teaches that a long-term plan is required to achieve a complete quality transformation, but a long-term plan that has been pursued for a long period may become an end unto itself. Completion of the plan becomes the ultimate goal. Objectives the plan was designed to accomplish are forgotten; achieving the transformation becomes the most important objective. Instead of maintaining continuous change, the organization may reach a stable point and stagnate. To produce continuously high quality services, an organization must react quickly to changes in the community and not be restricted by its management style.

TQM detractors also argue that although Total Quality Management calls for organizational change, it does not demand radical organizational reform. Real quality improvement requires radical structural change, such as flattening

organizational structures. It requires liberation of employees from stifling control systems and the tyranny of functionalism, both of which stifle teamwork. Total Quality Management calls for the elimination of the goals and objectives required by Management-by-Objectives. Critics of TQM claim that this may negatively affect motivation. They claim that having established production goals gives employees increasingly higher goals to reach, which motivates them to find new ways to reach the goals. When there are no established production goals, some employees will only produce the minimum required to keep their job. Some maintain that Total Quality Management delegates the determination of quality to quality experts rather than to "real" people. TQM claims that quality is a complicated entity that is beyond the average employee to comprehend without specialized training in statistical techniques. It takes what is common sense to the ordinary worker and makes it sound complicated by changing the name and dressing it up with technical language. Total Quality Management calls for the elimination of performance assessments that rate employees in relation to each other. Critics fear that without performance assessment managers would have too much power over employees and may be use it capriciously. Many managers feel performance assessments let them document employee performance for possible reward, but some employees fear the assessments might be used against them in some disciplinary actions. Performance assessments may give employees with grievances the documentation they need to prove managers are treating them unfairly. Without them, managers could make unfair accusations about an employees performance and the employee would not have the documentation to counter the claims. Some argue that the claims of success by TQM supporters are not supported by facts but by anecdotes and stories. They argue that TQM proponents tell heart-

warming stories about how teamwork makes everyone happy, but that they cannot back up their claims with hard data. Critics maintain that TQM focuses manager attention on internal processes rather than on external results. When this is taken to an extreme, managers may become too preoccupied with internal issues, such as the documentation required by TQM methods, and ignore the shifting perceptions of customers. Managers become so concerned with the process of TQM that they neglect the needs of the customer, which was the initial reason for implementing TQM. Total Quality Management calls for its implementation to be immediate and complete. Some contend it does not make sense to try to create quality improvement in the entire organization from the very beginning. They argue that all processes are not equally good or bad, all departments do not function equally well, and all services do not measure up to the same quality standard. Because of this, they contend that quality should be introduced incrementally and only in the specific areas that need it most. Some critics claim Total Quality Managements focus on setting and maintaining standards makes work life unexciting and boring. When employees are bored, their poor attitudes may cause customer dissatisfaction with the quality of service received from them. In addition, when too much emphasis is placed on standardization it precludes the constant internal changes needed to keep up with external changes. Total Quality Management develops its own bureaucracy. TQM detractors contend its statistical burden and committee structure is cumbersome, slows organizational momentum, and consumes too much time and resources. Opponents of Total Quality Management maintain that it appeals to egotism. After receiving some TQM training, some employees consider themselves TQM

"experts" who have the answers to everyone elses problems. They claim their department is doing everything right according to TQM principles and find fault with every other department. Some managers, instead of viewing achievement as a joint effort where every participant deserves praise, apply for awards for selfgratification or to benefit the organizations public relations image. Some detractors posit that TQM is an emotionally cold way to manage people. Its analytical, detached programs are often devoid of human emotion that inspires attachment to the organization and its customers. Total Quality Management calls for a cultural transformation. Some argue it creates a process-crazed organization, similar to a cult, where the impression is that only total commitment to TQM can save the organization from ruin. Just as in a cult, all the decisions in TQM are related to the "vision." No one wants to claim individual credit for success; instead, success is attributed to the TQM philosophy. Results become less important than performing the proper TQM techniques. Just as in a cult, periodic evangelism by TQM experts is used to maintain a missionary zeal for TQM. If an employee is not a TQM believer, he or she considered an outcast who does not care about the organizations success. as a successor to the militaristic, authoritative management style.

CONCLUSION After studying all the points and statements we conclude that now in the modern era customer is more focusing on qualitative products and services. They want qualitative products at competitive prices in right quantity as well as in right time. So organization should apply TQM to fulfill the needs of the customers and provide them satisfaction. In short we can say that TQM is a comprehensive system approach that works horizontally across an organization, involving all departments and employees and extending backward and forward to include both suppliers and clients/customers. There is growing evidence that TQM is unlikely to achieve its objectives unless there is a greater awareness of the people factors in quality management. However logical a strategy and the tools which are employed to put into effect, nothing will be achieved if the people-side of the equation is not properly addressed. Although writers and organisations often refer to the human factors, this is rarely treated at anything more than a superficial level: the need for more training, better communications, empowerment of staff, open management styles and so on. This paper has examined the growing development of TQM in the and its linkages to the management of human resources. We found that there was a growing emphasis on the HR aspect of TQM and associated with this, much greater and growing involvement by Personnel departments. Yet we also found diversity in the role which was being played and it is therefore inappropriate to produce some simple prescription for all Personnel Managers to follow in order to enhance their contribution to TQM, and increase the likelihood of continuous quality improvement. Much, of course, depends upon the kind of organisation in which Personnel is operating, its status and influence, and the resources at its disposal. However it is now being suggested that TQM cannot achieve its objectives without a more explicit contribution from the Human Resource Function. This can occur at several phases of development. First, HR practitioners may play a creative role at the shaping stage of

TQM, for example by designing and delivering senior management development courses or reviewing current organisational cultures. Second, HR can contribute at the introduction phase by designing communications events to publicize the launch of TQM or assisting the Board to produce mission statements. Third, assistance can he provided to maintain and reinforce TQM by identifying ways in which to recognize and reward achievements, or redesigning suggestions schemes. Fourth, HR practitioners have a role to play in reviewing TQM, by designing attitude surveys and analyzing their results. It is not assumed that the more of these which are undertaken the better. Indeed, employing such a strategy might result in poorer performance because resources are spread too thinly or the function comes to be seen as the purveyor of the latest fads and fashions which are irrelevant for organizational needs. The key question must be how the function can continually improve its contribution to quality management initiatives and organizational success.

RECOMMENDATIONS Here are some of the recommendations that an organization should follow for survival in the market as well as for providing satisfaction to the customers: More of the constant training of personnel across the board for understanding and appreciating the need for quality. The product should be as per of the choice of customers and not necessarily as per the manufacturing perception. Develop, implement and maintain the conformity of ISO 9000 series. Manpower should be recruited and placed based on the capacity, competence and trust. Organization shall focus on the quality of the products and meet customers choice.

The following chart shows the distribution of the respondents according to the age group: Age pattern

Age Profile of Respondents

more than 50 6% 41-50 9% 31-40 22% 25-30 38%

15-20 6%

21-24 19%

Consumption Pattern

In response as to whether or not they consumed Radius Life Care products, 37 of the 50 answered in the positive, which translates into almost 74% of the sample size (indicated by blue colour). This establishes the superiority and awareness of the product among the people. Also another interesting point observed was that the three who didnt consume Radius Life Care products werent actually averse to Radius Life Care products but did not consume them. Quality of Satisfaction
EXCELLENT 0% 3% 12% AVERAGE 65% 20% SATISFACTORY NEEDS SIGNIFICANT CHANGES GOOD

The majority of employees i.e. about 65% feel that the current system needs significant changes and the majority of remaining employees also feels that the system is satisfactory but not the best. Only 3% employees feel that the system is good and none of the employees felt that the system is excellent. An employee should be assessed at the following time interval according to the employees.

Price Pattern

With respect it was found that 56% of the respondents considered the price to be reasonable. However 41% also considered it to be high.

Recommendation Pattern

Radius Life Care attracts a lot of customers during the research, 56% of the respondents said they will recommends the products, but still there were 46% how might not.

SUGGESTIONS There is no gainsay regarding the training programs enhance the quality of the performance. No one is perfect in his respective field. A full fazed training program makes trainees complete performer in their respective areas. Every company looks for a worker, who can work effectively. They are in search of a person who has the maximum skills required for the job. After selecting the right person, the companys main aim is to make that person a perfect workman. For this they provide them training. First of all the management should look for that areas where workers needs training. For this purpose management should keep eyes on each and every activity of the workers and staffs whosoever may need training. In this way the next step would be to select the trainees. There should develop a mechanism for selecting the trainees. There should be a test for this purpose. This will give the idea about the weak and strong points of trainees. It will be very fruitful in designing the contents of training program. The printed material is very useful in training. These materials should be given before the training. Written material would provide the overall idea about the training and make the trainees understand better. Before developing the training contents some points should be taken care of. There should be some practical values in that. The frequency of training program is according to the requirement and convenience of the trainees as well as the management. The duration of any event is the most important, which maker any program successful or fail. It should be according to the needs of the trainees of participants. In my opinion the duration of the training would be 16 hours.

LIMITATIONS -

Training is a costly affair for the management. It needs a handsome amount and long time. So management has to play safe game for the benefits of the company as well as the workers. One wrong decision may enforce the company to fall into deep troubles. So selecting the weak areas of staffs and workers should be done very carefully. For that the management should be conduct a test. There are so many limitations occur during the preparation of the report Data is collected from secondary sources, therefore, control over data collection is not there. Most of the information and data are not current. Data may or may not be accurate. Methodology used in data collection is not known.

So far as Internet Search is concerned, it is based on finding certain key words; there is a possibility that some important information will be missed.

QUESTIONAIRE 1. What age profile do you belong to? 15-20 41-50 21-24 More than 50 31-40

2. Have you consumed Radius Life Care products? Yes No

3. Do you prefer Ayurvedic Medicines? Yes No

4. Since when have you been consuming Radius Life care Products? Less than 6 months 1-3 years 6 month 1year Greater than 3 years

5. How would you rate the quality of Radius Life Care over the period? Significantly better Natural Worse Better Significantly worse

6. How would you rate the following factors in order of your preference? Variety Hygiene Price Food taste and quality Nutritional value Packaging

7. How you find Radius Life Care price? High Low Very high Very low Reasonable

8. Would you recommend the products of this company to any other person? Yes No

BIBLIOGRAPHY

BOOKS HRM, 5th EDITION, K.ASHWATHAPPA

WEBSITES www.google.com www.wikipedia.com www.scribd.com