Professional Documents
Culture Documents
COMPANY PROFILE
INTRODUCTION
INTRODUCTION
KUMAR group as the manufacturer and exporters of Heavy Duty Automotive
Suspension components specializing in Class 6. 7 , 8 Trucks,Brake and Wheel hardware,
Precision Machined Ductile/Grey Iron Casting and Forging components and Precision
Machined from Bar items, with forty-nine years of history.KUMAR INDUSTRIAL
CORPORATION (Prop.Kumar Auto Parts Pvt.Ltd. ) is a member company looking after
the International business for the group. Our Business is based on core values of trust,
hard work and transparency. They are always looking for Long Tern Relationships with
our Customers for whom they can become a Manufacturing partner in low Cost
manufacturing Hub.
They are manufacturing all items according to the International standards and as per the
customers specifications. Our elaborate Quality Control system ensures required quality
at every stage of the manufacturing process.
They have been participating in International Trade Shows regularly where we display
our complete range of Heavy Duty Suspension and Brake And Wheel End Hardware,
since the last 15 Years.
Their product line includes SUSPENSION COMPONENTS OF AUTOMOBILES,
BRAKE AND WHEEL END HARDWARE,HIGH TENSILE FASTENERS AND
AUTOMOTIVE CASTING,RAILWAY TRACK COMPONENTS like PR & E-CLIPS ,
FLAT CLIPS, TRACK BOLTS ( GRADE 5 & 8 ) DOUBLE SPRING WASHERS, POLE
LINE HARDWARE. For manufacturing these items we follow the International
standards (American, Canadian or European) at each stage of the process. They are
making these items in standard sizes or as per customer requirements.
Look forward to do Business with you and thanking you in Anticipation for your Query.
KUMAR, A tiny entity emerged in 1949 has carved out a niche for herself and is
deriving her raison dtre from the manufacturing and export of quality
engineering goods. All our manufacturing, Processes are accredited to IS09001:2008.We entered into the government business in the year 1973, prominent
among them are State Transports and Defence. In 1986 we entered in to the rail
road business with Indian Railways. In 1993 we have entered into the export
business.
The facilities are spreaded over to more than 70000 Sq. Ft of area and employs
work force of more than 150. We are always looking for expansion and have
185000 Sqfeet of Industrial Land Available for Expansion. The manufacturing
base of the group is located at Ludhiana, an industrial city of prosperous state of
Punjabin India. This city is situated 190 miles North of Capital City of New Delhi
and is well connected via rail, road and air. Ludhiana is an industrial city with a
rich infrastructure conducive to growth. So much so it has a dry portfacilitating
overseas shipments to take care of all custom formalities locallyand the required
raw material is locally available in abundance.
"Ensuring Customer Satisfaction through timely
Delivery of Tested and Safe Quality Products"
On the moving wheel of quality, we cater to the vast changing needs of customers from
developed countries including USA, Canada and South America The group has earned
her reputation by supplying quality components for Automobiles, Utility, Railroad and
other industrial sectors. In the attainment of a high level of repute, strict adherence to our
Quality Policy, which is a part of our long-term commitment to quality, is of tremendous
help to us. Our in-house facilities for Casting (Ductile, and GreyIron) Stamping, Forging,
Machining, Heat Treatment, Quality Control, and knowledgeable workforce can easily
accommodate any general or specific standards at a competitive price.
60% of sales is contributed by overseas segment and 40%by the Domestic. In a domestic
market, we are approved suppliers to the Railways, State Transports, Defence and the
Wholesale market. In the international market we catering to customers engaged in
Automotive, Utility and Railroads industries.
PRODUCT CATEGORIES
Automobiles Suspension Component of Truck Trailor & Trolley
EQUALIZER CAST
EQUALIZER BUSHING
EQUALIZER FABRICATED
RUBBER BUSHES
Railway Parts
E-Clip
Flat Clips
Tie Plate with E-Clips
Cast Shoulders
Switch Stand Assembly and Components
E-CLIPS
FLAT CLIPS
CAST SHOULDERS
FASTENERS
INFRASTRUCTURE
Cnc Machine Shop
CNC TURNING CENTER
Heat Treating
Medium Frequency Induction Hardening Machine
Solutions
Customer Service
W ensure error-free order placement and tracking services. The size and
completeness of our packaging and warehousing enables us to handle any
customer packaging requirement.
We work hard and fast to keep our customers satisfied. That means we meet
delivery promise dates more than 95% of the time...even under the most stringent
requirement.
Management
Our managers are always accessible...customer relationships are marked by
individualized service, flexibility and responsiveness. Independently owned for
more than half a century, Kumar Industries has a strong history of providing
superior products at competitive prices.
Pre-Engineering and Product Design
With a fully-staffed engineering department, Kumar Industires offers preengineering capabilities to assist customers in getting ideas into production and
out to the marketplace as quickly as possible. Our experience-based knowledge
enables us to troubleshoot design problems, offer valuable co-engineering
assistance on new product designs and ensure the most cost effective
manufacturing for optimum product value.
Packaging Capabilities
With our custom packaging capabilities we can handle any packaging requirement,
including private labeling, bar-coding and just-in-time delivery.
CHAPTER-2
INTRODUCTION TO
TOTAL QUALITY MANAGEMENT
2.
Quality means productivity, competitive cost, and timely delivery, total customer
satisfaction.
3.
4.
Conformance to requirements.
5.
6.
Quality means getting every one to do what they have agreed to do and to do it
right the first time and every time.
TOTAL QUALITY :It means all the people of the organization are committed to product quality by doing
right things right, first time, every time by employing organization resource to provide
value to customer.
TOTAL QUALITY MANAGEMENT: It is the process designed to focus external/internal customer expectation preventing
problems building ,commitment to quality in the workforce and promoting to open
decision making.
TOTAL:
Every one associated with the company is involved in continuous improvement, in all
functional area, at all level.
QUALITY:
Customer express and implied requirement is met fully.
MANAGEMENT:
Executive are fully committed
Decision in a planned way.
To maintain existing lever of quality.
To improve existing lever of quality.
Effective utilization of resource.
PRINCIPLES OF TQM:1.
2.
Management by fact
3.
4.
Continuous improvement
5.
Strong leadership
6.
7.
8.
FOUR CS OF TQM
1. Commitment
2. Comptence
3. Communication
4. Continuous improvement
OPERATIONALISATION OF THE CONCEPT:I have studied on impact of employees commitment toward. I have explained earlier.
In the company, they already have implemented TQM so through this study, I measured
the degree of implementation in the organization and what are the factor
that are
affected the commitment lever and to check how much they are satisfaction with the
TQM implement.
For this purpose, I have made the questionnaire which consisting of multiple-choice
questions. I have collected the data from them and after that I have tabulated them and
interpreted them and give the recommendation.
Focus of the problem:
The main emphasis will be on to find out quality employees commitment toward their
work as a result total quality implementation.
2.
3.
4.
5.
6.
7.
8.
Reduce Variation
9.
10.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Management Commitment
1. Plan (drive, direct)
2. Do (deploy, support, participate)
3. Check (review)
4. Act (recognize, communicate, revise)
13.
Employee Empowerment
1. Training
2. Suggestion scheme
3. Measurement and recognition
4. Excellence teams
14.
Continuous Improvement
1. Systematic measurement and focus on CONQ
2. Excellence teams
3. Cross-functional process management
4. Attain, maintain, improve standards
16.
Customer Focus
1. Supplier partnership
2. Service relationship with internal customers
3. Never compromise quality
4. Customer driven standards Plan and organize for quality improvement.
Work with other employees and managers to identify process problems and eliminate
Improve process performance with the help of those who use the processWhy
TQM
in Blue Layer Clothing???. There are several benefits of applying TQM in a company
these can be enlisted under various heads but to ease them let`s study them under the
heads of benefits that TQM application in a firm gives to management and
employees:1.
gain
sense
of
participation(e)
Increases
efficiency and
productivity(f) Reduces turnover rate, tardiness, costs, errors, and scrap &
rework(g) Improves communications within and among all departments(h)
Develops management skills that were never taught, or are long forgotten due to
lack of application (i) Develops overall company awareness and company unity(j)
Rearranges priorities which once seemed locked in place(k) Builds loyalty to the
company(l) Reveals training requirements in all departments(m)Lessens the
number of defects received from suppliers when they are encouraged to train in
quality management
2.
use
their
knowledge
and
skills
to
generate
data-driven
be 30 percent of the cost of construction. This figure does not include dissatisfied
owners/customers who do not come back for repeat business.
COST OF QUALITY???Why do we implement the above information into our
companies? To make more money and/or to stay in business. If you dont implement
TQM/CI, it will cost your firm money. Its managements choice to obtain these
improvements. Failure to implement quality processes results in a status quo situation
where unnecessary costs remain and improvements are not implemented. Noted here are
the costs of non conformance.
Cost of Quality = Cost of Non-conformance + Cost Prevention
Areas where savings can be derived by making improvements are noted here:1.
2.
3.
4.
Inspection of shipments
5.
6.
7.
Facilitator costs
8.
9.
10.
11.
Reward system
Rework/revisions
2.
Complaint resolution
3.
Insurance premiums/coverage
4.
Remove/replace
5.
6.
Write-offs
7.
9.
Claim defense
10.
11.
12.
13.
14.
15.
Call-backs
16.
Unrecorded time
17.
18.
Disputed invoices
19.
Unpaid time
20.
21.
Invoice errors
22.
Unpaid invoices
23.
2.
3.
4.
5.
Haphazard approach - a little of this and that with no meaningful change in the
system
6.
7.
8.
9.
10.
Funding failure - lack of funds to make meaningful changes in the system (i.e.,
new machinery, training, improved raw materials).
11.
12.
13.
14.
10
11
12
Continuous Improvement
1.
The first step in implementing TQM is to obtain the total commitment, involvement, and
leadership of the CEO and upper-level management.
2.
Educate Upper-Level Management :- The second step is to teach the CEO and
upper-level management how to conduct the following:
a)
b)
Commit to TQM and provide the necessary resources of time and money to
permit improvement
c)
d)
e)
Actively lead the way by participating in the activities of the quality steering
committee and company training
f)
g)
Provide suitable recognition for those who contribute to the quality mission
h)
Drive decision making and problem resolution to the lowest practicable level
3.
4.
a)
Establishing guiding principles:In developing the fourth step, important principles to consider including in the
companys vision statement, mission statement, and guiding principles are as
follows:
i.
Owner/customer Satisfaction
ii.
Improved Safety
iii.
iv.
v.
vi.
5.
6.
b)
Accident experience
c)
Attitude
d)
e)
f)
g)
Degree of communications
h)
Planning
i)
Administrative procedures
j)
k)
Condition of equipment
l)
m)
n)
Timeliness
o)
p)
q)
r)
s)
t)
u)
v)
7.
a)
b)
c)
d)
Determine the work Processes your company uses to produce these Outputs
e)
Learn how your customers expectations are met and how satisfaction is measured
8.
Provide a Quality Training Program:- Which employees are trained first? The
successful TQM company provides training to employees in the order illustrated
in the figure below. The training program must begin with upper management,
then training must be provided for the remaining management, and the in-house
trainers and facilitators. It cannot be emphasized enough that if upper
management is not trained and is not a viable, visible participant from the
beginning, then the program will not survive. How are management and other
employees trained? In order to implement the training mentioned above, the
following process should be undertaken:
a)
b)
Train management
c)
d)
e)
f)
g)
h)
i)
j)
k)
l)
9.
Establish quality improvement teams Quality improvement teams focus on :In establishing quality improvement teams, a smaller company might assign one
quality improvement team. Larger firms might assign several, possibly with one
quality lead team as a guide for the other teams. Areas where quality improvement
teams could begin investigating for possible improvement are:
a)
b)
Informed Employees
c)
Technical Training
d)
Quality Training
e)
Employee Suggestions
f)
Employee Participation
g)
h)
Personal Development
Good QIT member qualities are . . .Representatives who are selected to be quality-lead
team members should possess the following attributes:
i.
ii.
iii.
iv.
v.
vi.
organization
good communication and interpersonal skills
a big picture view of the organization and of the industry
a strong commitment to learning and change
representation of a different area and level of the organization
good organizational skills Quality improvement team tasks are . .
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
l)
m)
n)
o)
p)
The quality improvement team (QIT) is responsible for planning and managing
the TQM implementation process for the organization. The QIT is responsible for
making TQM happen.
q)
The QIT must take the lead in managing the cultural changes that TQM will
require.
r)
At least one member of the Senior Management Team (SMT) should be a member
of the QIT.s) The QIT reports to the Chief Executive Officer (CEO) and the SMT.
The QIT and SMT should hold a joint meeting to review the TQM effort at least
quarterly.
10.
a)
b)
c)
d)
Employee involvement
e)
f)
g)
h)
i)
j)
k)
l)
iii.
iv.
v.
Team meets weekly for an hour or two to analyze the problem and develop a
vi.
vii.
solution.
Solution is initiated on a pilot basis vii. Results of pilot study are examined
Solution is implemented company-wide12. Use the Tools of TQM Seven
classical tools of quality and process improvement, plus one, are presented
below.
TOOL USED
1.
2.
3.
4.
5.
6.
of severity
8.
Run Chart:- Shows variation and trends with time. Provides baseline data, and
helps to determine if a process is improving or not.
12.
The advantages of adopting TQM system compared to conventional quality system are
numerous and are outlined below.
1.
TQM helps to focus clearly on the needs of the market. The traditional approach
of quality control focusses on the technical details of a product so as to satisfy the
customer. However, the customer longs for different satisfaction perspectives
which are generally overlooked in the traditional approach. The needs change
from person to person and also from place to place. As TQM focuses on the
concept of university, it tries to abstract the satisfaction perceptions of the market
and thus helps the organisation to identify and meet the requirements of the
market in a better way.
2.
TQM facilitates to aspire for a top quality performer in every sphere of activity. It
is a well accepted fact that the negative attitudes of employees and non
participative culture of the organization pose the greatest hurdle to organisations
success, growth and prosperity. TQM emphasis, on bringing about attitudinal and
cultural change through promotion of participative work culture and effective
team-work. This serves to satisfy the higher human needs of recognition and selfdevelopment and enhances employees interest in the job. The employees
performance, thus, is not restricted to the product or service areas but reflects in
other spheres as well.
3.
4.
5.
TQM helps to understand the pulse of customer and thus the market, it gives an
edge to the organizations of variable nature to meet the competition.
6.
7.
It helps to review the process needed to develop the strategy of never ending
improvement. Quality improvement efforts cannot be restricted to any time
period. They need to be continuous to meet the dynamic challenges. TQM
emphasizes on a continuous and periodic review so as to make the required
changes. The benefits derived by the organizations, therefore, are many and
multifaceted. Many of these can be measured in quantitative terms. However, the
intangible benefits, which includes enrichment of the quality of the work life and
many more are not quantifiable. At the same time, it has to be established whether
they do occur or not in order to prove or disapprove the efficacy of the concept.
CHAPTER-3
2.
3.
CHAPTER-4
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Research methodology is a way to solve the research problem in a systematic manner. It
may be understood as a science of studying how the research is done significantly. The
methodology may differ from problem to problem, yet the basic approach towards the
research remains the same. The sequence or steps followed have been explained as
under:
UNIVERSE AND SURVEY POPULATION
The universe is the employees working at Blue Layer Pvt. Ltd.
SAMPLE SIZE
I have selected 100 employee 40 FROM THE STAFF,60 FROM THE WORKER for the
survey.
SAMPLE TECHNIQUE
Convenience Sampling & Judgement Sampling
RESEARCH DESIGN
This research is of EXPLORATARY RESEARCH DESIGN.
SOURCES OF DATA
Data from both primary and secondary sources have been used with the help of
questionnaire. I have prepared a questionnaire on the basis of the factors responsible for
employees commitment in the organization.
ANALYSIS OF DATA:Tools used for analysis of data is percentage method, historgrams have been made to
present data.
CHAPTER-5
DATA ANALYSIS AND
INTERPRETATION
1.
No
Staff %
Workers %
Yes
87
65
No
13
35
87
90
80
65
70
60
50
40
25
30
13
20
10
0
Staff %
Workers %
Yes
Interpretation:
No
This shows that about 87% staff and 65% worker agreed that organization is quality
conscious toward employees.
2.
No
Staff %
Worker %
Yes
100
67
No
33
100
100
90
80
70
60
50
40
30
20
10
0
67
33
Staff %
Worker %
Yes
Interpretation:
No
This shows that 100% staff and 70% worker said that the organization has the
certification of ISO 9000.
3.
No
Staff %
Worker %
Yes
80
58
No
20
42
80
80
70
58
60
42
50
40
30
20
20
10
0
Staff %
Worker %
Yes
No
Interpretation:
This shows that 80% staff & app. 65% worker think that organization providing quality
assurance system & operation.
4.
No
Staff %
Worker %
Yes
87
46
No
13
54
87
90
80
70
54
60
46
50
40
30
13
20
10
0
Staff %
Worker %
Yes
No
Interpretation:
It shows that app.90% staff & 46% worker agreed with the statement. 54% workers said
they dont know about this.
5.
Staff %
Worker%
Below 10
22
36
Above 10
54
28
Above 15
14
22
Cant say
10
60
14
54
50
36
40
30
28
22
22
20
14
10
14
10
0
Below 10
Above 10
Above 15
Staff %
Cant say
Worker%
Interpretation:
It shows that about 54% staff says there are above 10 members in the quality circle.
6.
Staff %
Worker%
Weekly
17
35
Biweekly
57
42
Monthly
26
23
Yearly
57
60
50
42
35
40
26
30
20
23
17
10
0
Weekly
Biweekly
Staff %
Monthly
Y
0early 0
Worker%
Interpretation:
It shows that app.60 % staff & 42% worker says organization have the biweekly
meeting of quality circle.
7.
Staff %
Worker %
Yes
60
14
No
40
86
86
90
80
70
60
60
40
50
40
30
14
20
10
0
Staff %
Worker %
Yes
No
Interpretation:
Above graph shows that 60% staff say that they know about the agenda of the meeting
but 86% worker say they dont know about this.
8.
90
Staff %
Worker %
Yes
85
26
No
10
24
Cant say
50
85
80
70
60
50
50
40
26
30
20
24
10
10
0
Yes
No
Staff %
Cant say
Worker %
Interpretation:
Above shows that 85% staff &26% worker says that organization is going for quality
audit but 50% worker says they dont know about the quality audit.
9.
100
Staff %
Worker %
Yes
95
15
No
31
Cant say
54
95
90
80
70
54
60
50
31
40
30
15
20
10
0
Yes
0No
Staff %
Cant say
Worker %
Interpretation:
Above shows that 95% staff says that organization have quality information system &54
% worker says they dont know about this.
10
Staff %
Worker %
Yes
69
55
No
11
11
Cant say
20
34
69
70
55
60
50
34
40
30
20
20
11
11
10
0
Yes
No
Staff %
Cant say
Worker %
Interpretation:
About 70 % staff & 55% worker says that information system of organization are
regularly updated.
11.
Staff %
Worker %
Yes
30
No
25
Cant say
45
92
92
100
90
80
70
60
45
50
40
30
25
30
20
10
0
Yes
No
Staff %
Interpretation:
Worker %
Cant say
This shows that 95%staff says that organization have quality information system but 54%
worker say they dont know about this.
12.
Staff %
Worker %
Yes
70
No
13
Dont know
17
97
97
100
90
80
70
60
50
40
30
20
10
0
70
17
13
3
Yes
No
Staff %
Dont know
Worker %
Interpretation:
Above table shows that 70% staff agreed with the statement but 97% worker say they
dont know about this.
13.
Staff %
Worker %
Yes
90
26
No
10
74
90
90
74
80
70
60
50
40
26
30
10
20
10
0
Staff %
Worker %
Yes
No
Interpretation:
It shows that about the 90% staff and 26% worker says they are practicing this but 74%
workers dont know about this.
14.
Staff %
Worker %
Yes
100
53
No
16
Dont know
31
100
100
90
80
70
60
50
40
30
20
10
0
53
31
16
Yes
0 No
Staff %
Interpretation:
Worker %
0 know
Dont
It shows that all of the respondent of staff & most of the worker category says that
organization have ISO 14000.
15.
Staff %
Workers %
Strongly agree
18
Strongly disagree
12
30
Dont know
20
46
Agree
30
Disagree
20
10
50
45
40
35
30
25
20
15
10
5
0
46
30
20
18
7
12
Staff %
Interpretation:
30
20
7
Workers %
10
It shows that about 50% of the respondent are agree with the statement but in worker
category most of them are either disagree or dont know.16. There is a shared vision of
where the business is growing?
Staff %
Workers %
Strongly agree
22
Strongly disagree
13
Dont know
25
40
Agree
45
13
Disagree
27
45
40
35
30
25
20
15
10
5
0
40
27
25
22
13
7
13
Staff %
Interpretation:
45
Workers %
It shows that about 50% staff of the respondent are agree with the statement but in
worker category app.60% disagree with the statement.
17.
Employees are kept updated with change in the job skill & job design?
Staff %
Workers %
Strongly agree
10
Strongly disagree
15
Dont know
10
13
Agree
55
45
Disagree
20
24
55
60
45
50
40
30
20
10
10
15
3
20
10 13
24
Staff %
Workers %
Interpretation:
It shows that app. 70% respondents are agree with the statement .
18.
Staff %
Workers %
Strongly agree
15
Strongly disagree
21
Dont know
Agree
70
40
Disagree
10
30
70
70
60
50
40
30
20
10
0
40
30
21
15
2
10
Staff %
Workers %
Interpretation:
Above table shows that app. 80% respondents of the staff and 45% from worker said that
there are proper feedback system. are agree with the statement .
CHAPTER-6
Management should clear their vision mission and goals towards the employees in
the organization.
Role clarity of each position should be defined and based on that individuals can
plan their work accordingly.
There are regular review and comparison of current & past performance to detect
gradual deterioration in the strategy.
SUGGESTIONS
(1)
(2)
(3)
(4)
(5)
(6)
CHAPTER-7
CONCLUSION
CONCLUSION
We have seen that Total
management and then diffused at all levels. In addition the concept of Prevention
is better than cure is successful by medium of these Total Quality Management
too.
It is observed that there were some irregularities in providing proper training to
the workers which can prove harmful for carrying TQM successfully in the
company.
And by personally interviewing we came to know that most of the workers says
that company should use Automatic inspection method because the defects found
in numbers are more . Sometime it becomes difficult to identify them.
We even come to know that the company prefer to reconstruct the defected
production instead of refurbing it, which increases it good will in the market. As a
result of which the number of customer satisfaction level increases.
It was also analyzed during personal interviewing that workers feel motivated to
give their suggestions and views for TQM, they give their views for the changes to
brought , they tell that whether make change in the product quality will be
beneficial or not.
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BIBLIOGRAPHY
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and
qualitative
knowledge.
Thousand
Oaks,
Calif.,
Sage
Publications.in, R. K. (1994). Case study research: design and methods. Thousand Oaks,
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Lets Talk Quality: 96 Questions You Always Wanted to ask Phil Crosby (1989)
Deming, W. Edwards. Out of the Crisis (1986)7Ishikawa, Kaoru. What is Total Quality C
ontrol? The Japanese Way (1985)
Websites:
www.google.com
www.scribd.com
www.bluelayer.com
www.slideshare.com
APPENDIX
APPENDIX
1.
2.
NO
3.
NO
4.
NO
5.
6.
above 10
biweekly
yearly
cant say
10.
monthly
NO
YES
9.
cant say
8.
above 15
7.
NO
NO
cant say
NO
cant say
11.
Do you think the organization used bench marking, if any, please tell me the name
of the benchmark organization?
YES
12.
NO
dont know
14.
NO
dont know
Are you practicing the six sigma for the error control?
YES
16.
NO
Does the organization have the certification of ISO 14000 or any other, if any
please mention?
YES
15.
NO
dont know
Strongly disagree
Disagree
Strongly disagree
cant say
13.
NO
Disagree
Employees are kept updated with changes in job skills & job designs?
Strongly Agree
Strongly disagree
Disagree
PROJECT REPORT
ON
PERFORMANCE APPRAISAL IN
INFOWIZ
In the partial fulfillment of the requirement for the degree of
BACHELORS OF BUSINESS ADMINISTRATION
Submitted to:
Submitted by:
Parbhjot Kaur
BBA (4th Sem)
Roll No.1432358
ACKNOWLEDGEMENT
Any accomplishment requires the effort of many people and this work is not
different behind this successful undertaking is the blessing and guidance of
many. This formal piece of acknowledgement may not be sufficient to
express my feeling of gratitude and deep respect that have been experienced
during my learning process at Performance Appraisal in Kumar
Industrial Corporation. This endeavor would not have been successful
without the help and encouragement of lot of people with whom I had good
fortunate of interacting during course of journey.
Akshay Kumar
PREFACE
BBA is a stepping stone to management career. In order to achieve practical,
positive and concrete results, the classroom learning needs to be effectively
fed to realities of situation existing outside classroom. This is practical time
for management.
To develop healthy managerial and administrative skills in the potential
managers it is necessary that theoretical knowledge must be supplemented
with exposure of real environment. Actually it is very vital for the
management and it is practical training that the measuring of management it
itself realized.
I took guidance under Mrs. Savita Sarangal and was too fortunate to get a
good exposure in this project report an attempt has been to cover aspects.
Akshay Kumar
STUDENT DECLARATION
Prabhjot Kaur
CONTENTS
Ch. No.
1.
2.
3.
4.
5.
6.
7.
Topics
COMPANY PROFILE
INTRODUCTION TO TOTAL QUALITY MANAGEMENT
OBJECTIVES OF THE STUDY
RESEARCH METHODOLOGY
DATA ANALYSIS AND INTERPRETATION
FINDINGS AND SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY
APPENDIX
Page No.
1-14
15-33
34-35
36-37
38-57
58-60
61-62
63-64
65-67