PROJECT SYNOPSIS

TITLED

TOTAL QUALITY MANGEMENT

PRACTICE: "A STUDY OF
MANAGEMENT INSTITUTES IN DELHI"

Submitted By: ___________

Enrollment No: __________

Under The Guidance Of: ___________________

MBA, OR

Submitted To: INDIRA Gandhi National Open University

 INTRODUCTION

After globalization Indian markets are completely opened up to the international

competition today's powerful business strategy means gaining competitive
advantages by achieving market superiority over its competitors. In order to gain
competitive advantage the company should provide value to its customers that
the competitors are unable to do so therefore the dynamic challenges of total
quality management provides strong competitive advantage to improve product
quality, increase speed of delivery of service, eliminate unproductive labour,
ensures consistency, better management practices, increases the learning curve
of an organization, delights the customers by providing total customer service and
complete satisfaction which ultimately leads towards customers business firms
development with increase in its market share.

DEFINITION OF TQM

" A system of management based on a commitment to the customer's total

satisfaction understanding and improving the organizations processes, employee
involvement and data based decision making" – MARK D.HANN

TQM can be defined as " an organization wide effort to develop systems, tools,
techniques, skills and the mindset to establish a quality assurance system that is
responsive to the emerging market needs" – B.MAHADEVAN

THE EVOLUTION OF TQM

In 1920's statistical theory began to be applied effectively to the quality control

concept later in 1924 Shew Hart made the first sketch of a modern control
chart. His works was later developed by process control .After the World War II
Japan's industrial system was having a poor image of imitation of products and
having an illiterate workforce.
The Japanese recognized these problems and their values concerned with quality
and continuous improvement the total quality management become popular in
1950's as it tried to recover Japanese economy from the spoils of World War II.
During the 1980's Japans' exports into the USA and Europe increased significantly
due to its cheaper, higher quality products, compared to the western countries.

Formation of TQM in India

In the early 1980's, confederation of Indian industries (CII) took the initiatives to
set up TQM practices in India in 1982 quality circles were introduced for first time
in India. The companies under which the quality circles were launched are Bharat
Electronics Ltd, Bangalore and Bharat Heavy Electricals Ltd, Trichy. In 1986 CII
invited professor Ishikawa to India, to address Indian Industry about quality. In
1987, a TQM division was set up the CII this division had 21 companies agreed to
contribute resources to it and formed the National committee on quality"

In February 1991 an Indian company with assistance of the CII, obtained the first
ISO 9000 certification in India. In 1996, the Govt. of India announced the setting
up of quality council of India and a national agency for quality certification was
setup as a part of WTO agreement.TQM:

1. Encourages a strategic approach to management at the operational level

through involving multiple departments' across functional improvement and
systemic innovation processes.

2. Provides high return on investment through improved efficiency.

3. Works equally well for service and manufacturing sectors

4. Allows organizations to take advantage of developments that enable managing

operations as cross-functional processes

5. Fits an orientation toward inter-organizational collaboration and strategic

alliances through establishing a culture of collaboration among different
departments within organization.

CONCEPTS OF THE TQM PHILOSOPHY

The specific concepts that make up the philosophy of TQM are:

1. Customer Focus:

Quality is defined as meeting or exceeding customer expectations. The goal of

management should be to identity and meet the customers' needs. Therefore
quality is customer driven. Customer focus keeps the business competitive in
every level of market change.

2. Continuous Improvement:

One of the powerful TQM philosophy is the focus on continuous

improvement. Continuous improvement is called kaizen by the Japanese which
make the company continuously to learn and to be problem solving. Because we
can never achieve perfection we must always evaluate our performance and take
measures to improve it. The two approach that helps in continuous improvement
are PDSA cycle and benchmarking.

3. Employee Empowerment:

TQM philosophy is to empower all employees to seek out quality problems and
correct them. Today workers are empowered with decision making power to
decide quality in the production process, their contributions are highly valued and
workers suggestions to improve quality are implemented. This employee
empowerment can be made through team approach have quality circle where a
team of volunteer production employees and their supervisors who meet
regularly to solve quality problems.

4. Use of Quality Tools

For Identification of quality related issues employees should be trained with the
quality tools to identify the possible issues and to correct problems. These are
often called the 'seven tools of quality control' they are:

1. Cause and effect diagrams.

2. Flow charts.
3. Checklists
4. Control charts.
5. Scatter Diagrams.
6. Pareto Analysis
7. Histograms.
5. Product Design

To Build a quality the company's product design must meet customer's

expectation and quality function deployment is a tool used to translate the
preferences of the customer into specific technical requirements, it enables us to
view the relationships among the variables involved in the design of a product,
such as technical versus customer requirements.

6. Process Management:

Under TQM quality of a product comes through continuous quality

process. Therefore quality at the source is the belief that it is far better to
uncover the source of quality problems and correct it than to discard defective
items after production. The new concept of quality focuses on identifying quality
problems at the source and correcting them.

7. Managing Supplier Quality:

The philosophy of TQM extends the concept of quality to suppliers and ensures
that they engage in the same quality practices. If suppliers meet preset quality
standards, materials do not have to be inspected upon arrival. Today many
companies have a representative residing at their supplier's location, there by
involving the supplier in every stage from product design to final production.

PRINCIPLES OF TQM

TQM principles and philosophy is a managerial methodology therefore it is a

frame work of principles as well as a systems approach. The principles of TQM
are:

1. Quality Integration

Dr. Ishikawa captures the spirit of TQM by saying "Quality means quality of work,
quality of service, quality of information, quality of process, quality of divisions,
quality of people including workers, engineers, managers and executives, quality
of objectives, briefly speaking it is Total Quality, or companywide quality". The
above definition show quality is integrated with various activities.
2. Quality First

"Deming gives a strong statement saying "Productivity increases with

improvement of quality" therefore giving primary importance to quality the firm
or company gain competitive advantage, increase market share and achieves its
sales target ensuring customer confidence.

3. Customer Orientation:

Customers are most important asset of the organization customers are both
outside customers who are clientele and within the organization they are
employees therefore Dr. Ishikawa proposes that manufacturers must study the
requirements of consumers and to consider their opinions when they design and
develop a product.

4. Prevention rather than Inspection:

One of the core principle of TQM is a do it right the first time. So modern
approach argues to stop problems at the beginning rather than at ending their
Deming says ' inspection is too late, ineffective and costly'. The TQM approach is
to do it right the first time rather than to react after the problem happened,
problem prevention can be assured by controlling are process discovering
problems, identifying their root causes then improving the process in order to
avoid the problems.

5. Factual Based Decisions:

Dr. Ishikawa proposes the following steps for conducting factual based decision in
order to ensure that any analysis has the right basis for decision making:

1. Clearly recognizing facts, then

2. Expressing those facts with accurate data and finally,

3. Utilizing statistical methods to analyze the data.

 RATIONALE OF THE STUDY

Total Quality embraces the modern concept of quality. It seeks to minimise errors
and dysfunction in the production cycle: planning, production, maintenance, etc.
With Total Quality, the focus shifts away from detection of product defects to
evaluation of all the phases of production. The concept behind TQ is this: final
product control does not add quality; rather, quality is to be built up step by step
throughout the whole production cycle.

According to the modern concept of quality, a product need not necessarily be

something tangible, it may also be something intangible such as the delivery of a
service.

The TQ of products, goods and services embraces a variety of elements. The

importance of traditional quality control within these does not overshadow other
controls or evaluations related to the whole production cycle. Careful quality
control will obviously not compensate for product shortcomings arising from
design faults. In turn, design cannot be efficient if carried out by poorly trained
staff using unsuitable tools.

In short, quality represents a fundamental approach for satisfying clients and

justifying market presence. It leads to a new way of managing organizations.
Underpinning quality is the principle of global efficiency based on getting things
right the first time. This is a new, more wide-ranging way of achieving quality, one
that affects every aspect and process of the organization.

In the educational context the adoption of a similar philosophy raises both

consensus and criticism. Obviously, we should never confuse schools with
enterprises: schools main mission is not easily measurable in financial terms, and
also reducing schools to mere service providers is often unacceptable. Besides, in
the educational context the customer's satisfaction is not always the best or sole
quality indicator. In spite of this, we believe that the industrial approaches to
quality are worth studying, to understand what fruitful analogies can be
evidenced with the school environment.
The adoption of a 'corporate' attitude towards quality in the educational field,
strongly related to the customer's satisfaction, poses some further questions:
who are the customers? How does competition work? What are the products?
What are the processes? Although it is hard to accept, we must acknowledge that
schools are productive organizations; their product is not conceptually
comparable with that of manufacturing enterprises, it is rather a set of
professional services supplied to customers who, being actively involved in the
production of the services themselves, should be trained to use them.
 PROBLEM STATEMENT
"TO CONDUCT THE STUDY OF TOTAL QUALITY MANGEMENT PRACTICE IN
MANAGEMENT INSTITUTES OF DELHI"
 SCOPE OF THE STUDY
 To outlook, purview, sweep, reach or sphere of observation or action. It
specifically refers to the extent to which it is permissible or possible.
 With reference to total quality management, there would be an exploration
of the extent to which TQM is permissible or possible in the public
schooling system.
 This study is conducted to know about the total quality management of
management institutes in new Delhi.

 The project makes a thorough study of the student’s reaction, their

feedback towards the quality provided by management institutes.
 The report gives the detail about the level of the performance of the
management institutes.
 The present study is aimed at developing strategies for TQM.
 The similar study can also be conducted in future for Indian process
industries and service industries as well.
 The study is aimed at developing strategic TQM-TPM methodology for
MANAGEMENT INSTITUTES in DELHI.
 OBJECTIVES OF THE STUDY

 Studying the importance of TOTAL QUALITY MANAGEMENT.

 Evaluation of the role of MANAGEMENT INSTITUTES IN TQM TECHNIQUE in
NEW DELHI.
 To analyze the trends in FINANCIAL INSTITUTIONS of TQM.
 To ascertain the problems of STUDENTS of MANAGEMENT INSTITUTES
while availing TQM.
 Measuring the service quality being provided by MANAGEMENT
INSTITUTES to its STUDENTS in NEW DELHI.
 Finally to suggest certain measures to IMPROVE TQM TECHNIQUE BY
MANAGEMENT INSTITUTES.
 RESEARCH METHODOLOGY

A Research Methodology defines the purpose of research, how it proceeds, how

to measure progress and what constitute success with respect to the objectives
determined for carrying out the research study. The appropriate research design
formulated id detailed below.

EXPLORATORY RESEARCH: This kind of research has the primary objective of

development of insights into the problem. it studies the main area where the
problem lies and also tries to evaluate some appropriate courses of action. The
research methodology for the present study has been adopted to reflect these
realities and help to reach the logical conclusion in an objective and scientific
manner. The present study contemplated on an exploratory research.

NATURE OF DATA: In research methodology data must be collected. And there

are two sources of collection of data i.e.

PRIMARY DATA: Data which is collected through direct interviews and by raising
questionnaires.

SECONDARY DATA: Secondary data is that data which is already available and
published. It could be internal and external source of data.

INTERNAL SOURCE OF DATA: It originates from the specific field of study like
published brochures, official reports, etc.

EXTERNAL SOURCE OF DATA: It originates outside the field of study like books,
periodicals, journals, newspapers and internet.

DATA COLLECTION: It will be collected through structured questionnaires,

personal interviews/discussions with focus on his/her choice before availing for
the service; from where I will be able to gather relevant data and interacted with
some officials to get a hang of all the basic awareness they had.
On the basis of the response from the filled in questionnaires and the survey, data
analysis was done along with the conclusion and recommendations given towards
the end of report.

SAMPLE DESIGN:

SAMPLING UNIT: RESPONDENTS OF MANAGEMENT INSTITUTES

SAMPLE SIZE: APPROX 100(may vary during actual study)
RESEARCH LOCATION: DELHI
RESEARCH PERIOD: Up to 3 months

SAMPLING PROCEDURE: RANDOM SAMPLING

We will use secondary data for this project and some primary data also be
considered, i.e. for TQM techniques in MANAGEMENT INSTITUTIONS.
Some of the following references proposed to be used, which are stated below:

1. Published data- annual report, brochure, newsletter and website.

2. Direct And Indirect Interview- Interview with some of the existing investors
of mutual funds.
3. Reference books-IGNOU study material, management articles.
 LIMITATIONS OF THE STUDY

 Time constraint

 Sample size constraint

 Research constraint

 Only single organization will be studied

 The study covered only geographical boundaries of DELHI City only.

 BIBLIOGRAPHY

1. Total Quality Management in Education by Edward Sallis, 3, revised,

Routledge, 2014, 180 pages.

2. Quality Control and Total Quality Management by Jain P L Jain, Tata

McGraw-Hill Education, 2001, 379 pages

3. Total Quality Management: An Integrated Approach by Shailendra Nigam

Excel Books India, 2005, 418 pages

4. TOTAL QUALITY MANAGEMENT: TEXT AND CASES by B. JANAKIRAMAN, R.

K. GOPAL, PHI Learning Pvt. Ltd., 2006, 260 pages

5. Quality Management in Higher Education by Marmar Mukhopadhyay, SAGE

Publishing India, 2016 388 pages

6. 100 Methods for Total Quality Management by Gopal K Kanji, Mike Asher,
SAGE, 1996, 237 pages

7. Total Quality Management in Higher Education: Is it Working? why Or why

Not? by Serbrenia J. Sims, Ronald R. Sims, Greenwood Publishing Group, 1995,
201 pages.

8. Total Quality Management and Operational Excellence: Text with Cases by

John S. Oakland, 4, revised, Routledge, 2014, 500 pages.

9. Total Quality Management in Higher Education: Symbolism or Substance? a

Close Look at the Nigerian University System by Frank Chika Okechukwu,
Author House, 2011, 108 pages

10. Total Quality Management for Project Management by Kim H. Pries, Jon M.
Quigley, CRC Press, 2012, 295 pages.