A STUDY ON

QUALITY MANAGEMENT
IN
VISAKHAPATNAM PORT TRUST
A project report submitted in partial fulfilment of the requirements for the
award of the degree of
Bachelor of Business Administration
Submitted By
P.SASI VARDHAN
Regn.no.2017-1809056

Under the guidance of

Asst.Prof. Mrs G. Alice Karuna

GVP College for Degree and PG courses (Autonomous)

Affiliated to Andhra University
(Accredited by NAAC with B++)
Gayatri Valley, Rushikonda Campus
Visakhapatnam-530045
2017-2020
 CERTIFICATE

This is to certify that the project entitled A STUDY ON "QUALITY MANAGEMENT” with
reference to “VISAKHAPATNAM PORT TRUST”., is a bona fide work done by P.SASI
VARDHAN bearing Regn.no.2017-1809146 in the Department of Management
studies,GAYATRI VIDYA PARISHAD COLLEGE FOR DEGREE AND
P.G.COURSES (AUTONOMOUS) Visakhapatnam, for the award of degree of
“BACHELOR OF BUSINESS ADMINISTRATION”, done under my guidance and the best
of my knowledge it is his original work during the academic year 2017-2020

Place: Visakhapatnam

Date:

(Asst.Prof. Mrs G. Alice Karuna.)

 DECLARATION

I P.sasi vardhan do here by solemnly declare that the Project Report entitled “QUALITY
MANGEMENT” with reference to VISAKHANATNAM PORT TRUST, submitted by me
is a bona fide work done by me during and is not submitted to any other University or published
any time before. This project work is in partial fulfilment of the requirements for the award of
degree of BACHELOR OF BUSINESS ADMINISTRATION by GVP College for Degree
and PG courses, Rushikonda Visakhapatnam.

Place:

Date:

P.SASI VARDHAN
Regd No.-2017-1809146
 ACKNOWLEDGEMENT

In the presentation of this report I recall with a sincere gratitude to each of those who have been
a source of immense help and inspiration during the process of my project work.
First of all I would like to express my sincere gratitude to, Prof. S.Rajini, Principal,
GAYATRI VIDYA PARISHAD COLLEGE FOR DEGREE AND P.G.COURSES
(AUTONOMOUS) for giving me the opportunity to do a summer internship project.

I would like to express my sincere gratitude to our HOD and Associate Prof, Dr. G. SYMALA
RAO, who has supported me to complete my study.

My sincere and heart full gratitude to my project guide Asst.Prof. Mrs G. Alice Karuna for
her valuable guidance and encouragement throughout the project.

I would like to thank, VIJAYA BHASKAR officer for giving me the opportunity to work in
this esteemed organization with the team and lending his great Support. I would also like to
thank the Officers and staff of HR section who have guided me throughout to learn and explore
in the field of HR.

I would like to thank the entire staff of Visakhapatnam Port Trust who has been a great
support, by providing valid input to me not only for my project but also as a learner

P .SASI VARDHAN
 CONTENTS

Page No.

Chapter 1 - Introduction

1.1Introduction
1.2. Need for the study
1.3. Objectives of the study
1.4. Methodology
1.5. Data collection

Chapter 2 - INDUSTRY PROFILE

Chapter 3 - COMPANY PROFILE

3.1.General profile

3.2.Functional profile

Chapter 4 - CONCEPTUAL PROFILE

Theoretical aspects of the concept

4.1.Introduction

4.2.Evolution of Quality

4.3.Whats is Quality Management

4.4.Product Quality Management

4.5.Quality Management Process

4.6.Implementing QM in service & Mfg industry

4.7.Quality Surveillance

4.8.Quality Management Audit

4.9.Quality management v/s Quality Control

4.10.Quality Management Standard

Chapter 5 - DATA Analysis and Interpretation.

Chapter 6 - FINDINGS & RECOMMENDATIONS,

REFERENCES,

BIBILOGRAPHY,BOOKS,

SUMMARY.

ANNEXURE
CHAPTER 1
 INTRODUCTION (1.1)

“Human resource is a basic need of any work to be done”

o According to ARTHUR LEWIS:

There are great differences in development between countries which seem to have
roughly equal resources, so it is necessary to enquire into difference in human behaviours.”

The project report is all about Quality Management process that’s an important part of any
organisation.
Quality management is the act of overseeing all activities and tasks needed to maintain
a desired level of excellence. This includes the determination of a quality policy, creating and
implementing quality planning and assurance, and quality control and quality improvement. It
is also referred to as total quality management (TQM).
In general, quality management focuses on long-term goals through the implementation
of short-term initiatives.

 Quality management is the act of overseeing all activities and tasks needed to maintain
a desired level of excellence.
 Quality management includes the determination of a quality policy, creating and
implementing quality planning and assurance, and quality control and quality
improvement.
 TQM requires that all stakeholders in a business work together to improve processes,
products, services and the culture of the company itself.

o Understanding Quality Management

At its core, TQM is a business philosophy that champions the idea that the long-term
success of a company comes from customer satisfaction. TQM requires that all
stakeholders in a business work together to improve processes, products, services and
the culture of the company itself.
 Need for the Study(1.2)

Visakhapatnam port was constructed, at a cost of 3.78 crores by the railway in 1933, is the
singular contributing factor for the economic property of Visakhapatnam and its Vicinity. By
railway, it is 860 Kms from Kolkata and 760 Kms from Chennai. The port was kept open for
traffic on 7th Oct, 1933 while it was officially declared open on 19th Dec 1933 by Governor
General, Lord Willington. In the beginning the port had only 3 berths with total away length
of 48% m, having a draft of 8.7m. It handled only 1.3 lakh tons of traffic. It has been one of
the leading major ports in India and has been playing a vital role in fostering the country’s
foreign trade of Quality Management development.

This natural port has special features with best turn found of ships, better labour productivity,
cost effective cargo handling, fast clearance of cargoes, better industrial relations exemptions
of claims on export cargoes and regular container traffic feeder service.
The purpose and principles of the Quality Management in the Port and the structure, policies,
rules and objectives of the Quality units are to understand clearly the implications of various
terms or concepts that are related to the Quality.

The Quality Management structure and objectives are to be well known for the employees. The
attention has been devoted to the study of internal structure and Human Resource Management
policies. While projecting these aspects it is not much less to refer the prestigious organisation
in Visakhapatnam i.e. in Visakhapatnam Port Trust.

There are only a few studies with regard to Quality impact on industrial relations. Zeal to know
the facts, which contributed to the success of Visakhapatnam Port Trust, inspired me to take up
the study on Quality Management impact on industrial relations
 OBJECTIVES OF THE STUDY(1.3)

My study is based on the quality management impact on Industrial relations in the Ports. The
following are the objectives of my study:

.
 Assessment of the existing status of physical-chemical, ecological and socio-
economic aspects of the environment.

 Identification of potential impacts on various quality components due to aspects

envisaged during construction and operation phases of the proposed project.

 Prediction of significant impacts on major aspects of quality.

 Delineation of EMP outlining measures to minimize adverse impacts during

construction and operation phases of the proposed project.

 Formulation of environmental quality monitoring programme for implementation

during construction and operation phases.

METHODOLOGY (1.4)

Research methodology is common parlance to a search for knowledge. One can also define it
as a scientific and systematic search for pertinent on a specific topic .In fact research is an art
of scientific investigation. Rednam and mory define research as a “systematic effort to gain
new knowledge”.

There are totally 6 units to check the quality in Visakhapatnam port trust. They are as follow:

 GENERAL
 METEOROLOGY
 LANDUSE PATTERN OF THE STUDY AREA
 AMBIENT AIR QUALITY
 MARINE WATER QUALITY
 SEDIMENT CHARACTERISTICS
 TERRESTRIAL ECOLOGY
 DATA COLLECTION(1.5)

Data refers to a collection of organised information usually the result of experiences,

observation or experiment, or a set of premise. This may consists of numbers, words, and
images, particularly as measurement or observation of set of variables.

There are two types of data sources available the research processes:

1. Primary data.
2. Secondary data.

PRIMARY DATA:

Primary data was collected through survey method by distributing questionnaires to branch
manager .Also interviews were conducted & through some observations as well. The
questionnaires were carefully designed by taking into account the parameters of my study.

SECONDARY DATA:

Data was collected from books, magazines, websites, going through the records of the
organisation, etc. It is the data which has been collected by individual or someone else for the
other than data has been collected by individual or someone else for purpose of other than those
of our particular research study or in other words we can say that secondary data is the data
used previously for the analysis and the results are undertaken for the next progress.
 LIMITATIONS OF THE STUDY1.6

 There are many factors, which influence the organizational performance like.,
environment, technology, government related factors etc., keeping all these
factors constant is the main limitation of the study.
 This study is restricted only to the QUALITY MANAGEMENT.
 Due to this restriction our research was being paused and use of any primary
data is not seen in the entire project.
 There was lack of adequate discloser of information.
CHAPTER 2
 Industry profile
Visakhapatnam port strategic early located between Kuwait and Chennai on 1741 N and
longitude of 8018 E. A natural phenomenon in the form of two masses rock hills dolphins nose
know the south and Roses Hills on its north protect the port from the regular cyclones that strike
the east coast of India two Hills shelter in which process sufficient depth of Ocean going vessels
Visakhapatnam Port Trust is one of the major bulk cargo handling port in India that has been
adopting itself to the changing needs of the bulk traffic, keeping peace with the technological
revolution of shipbuilding and Transportation system

An organization is the structural relationship between the various factors in an enterprise.

Organizational structures are designed to overcome the limitation of people and to create an
environment in which namely energies will be recluse to concentrate on the work at hand
moreover organization is concerned with building, developing and maintaining a structure of
working relationship in order to accomplish the objectives of the enterprise. Organization at the
same time denotes both structure and a process. As a structure organization is the structural
relationship among various related department in an enterprise organization is the process at
harmony co-ordination and combination of individual effort for the accomplishment of a set of
predetermined goals.

The major party is under the direct administrative control of Central Government.
The parties administered by 17 boards of trustees under the major port act 1963 assisted in day
to day Administration by the bases of department. Previously the port trustees were 17 but in
1984 the number was reduced to 13 with the amendment of Major ports act 1963.The nascent
Trade union movement acted as a catalytic agent in the promotion of Industrial Relation issues
therefore, the growth of the industrial relation activity was gradual and gained momentum
within the last two decades. Unprecedented growth in the number of companies after the
adoption of liberalization policy in Visakhapatnam after 1990 and also the growth in the
number of trade unions provided the ground for the promotion of industrial relation is used
which were then lying dormant the enactment of labor act 1992 labor rules 1994 and trade
union act 1993 prepared the base for the trade unions to place the demands lawfully to the
Enterprises and organized lawful strike in case of non-fulfillment of their demands collective
bargaining process gained legitimacy however, the later political development had an adverse
effect on the process of Industrial Relation development A decade long insurgency completely
destroyed the constructive process of Industrial Relation development the political motivated
labor movement and the competition for the Supremacy of the trade unions at the enterprise
level totally diverted the industrial relation development from the right track over the years,
there has been a significant change in the relationship between the employees and workers
oblique employees the union unionization activity has tremendously increased in different
sectors workers are being more assertive for their rights the needs, requirements and
Expectations of the workers and employees in the private sector enterprises have been also
changing along with the changing political conditions of the country high Expectations of the
workers, lawlessness in the country, competition among the trade unions for Supremacy at the
enterprise level, lack of industrial culture, changing social and economic conditions lack of
effective enforcement of the existing labor related laws, declining capacity of the Enterprises
to provide more employment and f3ulfill the growing demands of the workers have direct
impact on the industrial relation and economic performance of the Enterprise in this context,
the present survey on Industrial Relation situation and private sector economic growth holds
great relevance both, for the employees and workers Industrial Relations and economic growth
the population of Visakhapatnam is estimated to be 27.5 million by the end of 2009 about 73.9
percent of the Visakhapatnam work in agriculture, however the GDP contribution of agriculture
is about 34% the GDP growth rate is estimated to remain 3.5 in 2009 which are not sufficient
to reduce the poverty line of people the industrial growth and economic activities in
Visakhapatnam are not satisfactory the energy problem, frequent industrial disputes and the
continuous strikes are some of the major cause that adversely affects the new Employment
generation and industrial growth the recent data shows that in 2009 were all together 822
different kind of organized by different groups including major political parties there were 142
major kinds of in 2009 out of 365 days .in 2009 only 65 days for free from such kind of
disturbances additional to this in 145 Industries labor disputes were observed in 2009 in
analyzing the factor of export import and Labor productivity there would be approximately a
loss of 1.8 billion rupees due to one day instead of industrial growth with a skilled Employment
generation there is a negative growth of Employment generation and industrial activities for
this scenario the industrial growth and Employment generation is most important to uphold the
Visakhapatnam economic this is only possible with a productive, remunerative and sustainable
economic development and this can be achieved when the youth will have access to
employment possibilities according to their skills however, Visakhapatnam industries are
employees are regularly seeking for skilled and experienced persons skilled and trained you the
scattered elsewhere and compelled to leave the country because of the lack of related
information and employment opportunities are possibilities in Visakhapatnam therefore, it is
urgently required to build up a mechanism that will sir a link between the skilled human
resource and the industries that have job available 1 CBSE estimation 2009 to Visakhapatnam
labor force survey, 2008 11 1.1.2 labor force and their productivity Visakhapatnam labor force
survey NFS 2008 estimated a labor force participation rate is 83.4 % age 15 years and above
that is nearly 1.18 million people are currently employed base on the classification of the
industry 73.9 percent work in agriculture sector and 26.1 percent in other sectors labor
underutilization rate was estimated to 30% including unemployment 2.1 %, time related under
employment 6.7%, inadequate earning 8.1 % and skills mismatch 13.2 % .
The figures clearly indicate that there is the need to adjust skills mismatches .Even, people
employed in the industries do not have sufficient vocational/skills development training that
result in the decrease in productivity. Labor productivity is low in which Visakhapatnam. Labor
productivity in the non-agriculture sector has declined by 14% during the last decade 4 but
annual wage increase in current price 12% in manufacturing and 9% in construction between
2005 to 2007 Visakhapatnam slip to 121 rank in 2009 from 111 rank in 2008 rankings on the
ease of doing business Visakhapatnam is also suffering from Dutch diseases increasing
Overseas employment opportunities, out-migration, increasing remittances but decline in
productivity and in flexibility in hiring these are serious problems for overall investment
climate of the country however the study has try to diagnose the investment climate its growth
and Industrial Relation dimension 1.2 objective of the study the main objectives of Industrial
Relations situation and economic survey of Private sector enterprises in Visakhapatnam
Industrial Relation, productivity, wages and working conditions 2009 to 2010 are as follows to
prepare the base line information on the different aspects of industrial relation and payment,
productivity, wages and working condition to analyze the current Industrial Relation situation
and issues pertaining to the promotion of IR in Visakhapatnam.
 INTRODUCTION TO INDIAN SEA PORTS
Ports are commonly known as places of safe shelter with necessary infrastructure, for
purpose of trade. In that view, there are airports and seaports. Seaports are gateways to the
world. Seaport is an essential link in the international maritime transport chain. At present, over
85% of the international trade goes by sea. In case of developing countries like ours, percentage
of international trade would be in range of 75%-85%. So, there is imperative need for all
seaports in our country to expand rapidly.

Ports are meant to provide sea borne vessels, some basic services like dock, harbor or berth
facilities for the ships and landing facilities for the passengers and cargo.

CLASSIFICATION OF PORTS:

Ports in India are classified into three categories:

 Major Ports

 Intermediate Ports

 Minor Ports
 Indian government has a federal structure,
and according to its constitution, maritime
transport is to be administered by both the
Central and the State governments. While
the central government’s shipping ministry
administers the major ports, the minor and
the intermediate ports are administered by
the relevant departments or ministries in the
nine coastal states Andhra Pradesh, Odisha,
West Bengal, Tamil Nadu, Kerala,
Karnataka, Goa, Maharashtra, and Gujarat.
Several of these 187 minor and intermediate
ports have been identified by the respective
governments to be developed, in a phased
manner, a good proportion of them
involving public-private partnership.

 MAJOR PORTS :
 WEST COAST

 Kandla (Gujarat)
 Mumbai (Maharashtra)
 Jawaharlal Nehru (Maharashtra)
 Marmugoa (Goa)
 New Mangalore (Karnataka)
 Cochin (Kerala)
 EAST COAST
 Tuticorin (Tamil Nadu)
 Chennai (Tamil Nadu)
 Ennore (Tamil Nadu)
 Visakhapatnam (Andhra Pradesh)
 Paradip (Orissa)
 Kolkata (west Bengal)

 MINOR PORTS: 187

States/Union Territories No of minor ports

Gujarat 40
Maharashtra 53
Goa 5
Karnataka 10
Kerala 13
Diu & Daman 2
Lakshadweep islands 10
Pondicherry 1
Tamil Nadu 15
Andhra Pradesh 12
Orissa 2
West Bengal 1
Andaman & Nicobar Islands 23
SHIPPING:
Major ports handled over 74% of all cargo traffic in 2007. All the major
ports, except one Ennore Port are government administered, but private
sector participation in ports has increased. There are also 7 shipyards under
the control of the central government of India, 2 shipyards controlled by
state governments, and 19 privately owned shipyards.

As of 2000, there were 102 shipping companies operating in India, of which five were
privately owned and based in India and one was owned by Shipping Corporation of
 India. There were 639 government-owned ships, including 91 oil tankers, 79 dry cargo
bulk carriers, and 10 cellular container vessels. Indian-flagged vessels carried about
15% of overseas cargo at Indian ports for financial year 2003.

THE MAIN ACTIVITIES OF PORT:

 Maintenance of port approaches, navigable channels and alongside berths,

dredging, conservancy, hydro graphic surveys.
 Pilot age, towage, berthing and unberthing of visiting ships.
 Handling warehousing and transportation of goods in port area.
 Civil, Mechanical and Electrical Engineering and maintenance of harbor
crafts and plants.
 Firefighting and fumigation.
 Stores
 Medical, welfare, housing etc.
 Management of port properties and estates.
To carry out various activities, each port engages different types of labor. The workers
employed by the port authorities are generally called ‘port workers’ and they work on shore.
For work on board the ship, workers registered with Dock labor board (DLB) known as ‘Dock
Labor’ are engaged. The DLB has been amalgamated into VPT w.e.f. 26.09.2008 duly renamed
as CHD (Cargo Handling Division) functioning under the control of Traffic Manager.
Ports are classified as major ports, medium ports and minor ports. The major port trust act,
1963 and the Indian sea ports act, 1908, generate the major ports and the rules and regulations
framed there under.

Each major port has a board of trustees representing various interests connected with the port
operations and the shipping industry. The Chairman of each major port trust is appointed by
the Central Government. Besides Chairman, the port trust board consists of Deputy Chairman,
representatives of Customs, railways, Defence, State owners, Shippers, etc. All the members
of the board, Chairman and the Deputy Chairman are part time members.
CHAPTER-3
 COMPANY PROFILE

VISAKHAPATNAM PORT TRUST

Meaning of Port:

A Port:

A transhipment point between Sea and Surface transport and entry and exit for imports and
exports trade plays unique role in the countries transport system. A Port is place by shore where
ships may run into shelters to load and unload. According to the encyclopaedia of the social
equipped to facilities the transhipment of freight between water and land carriers.

Harbour:

It is body water protected from wind and wave action with sufficient depth and with bottom of
good holding ground, in that vessel may find heaven in and anchor safely.

Port Vision:

To be the most preferred Port in South Asia offering services of global standard.

Port Mission:

To be a major partner in meeting the logistics requirement of the importers and exporters.

Location of Port:

Visakhapatnam Port is one of the leading major Ports of India. The Port is located on the East
Coast of India in between Chennai and Kolkata at a latitude 17 42 00 North and Longitude of
83 23 00 East and the time zone is GMT +5.30. The Port has three harbours viz Outer Harbour,
Inner Harbour and the Fishing Harbour. The outer harbour with a water spread of 200 hectares
6 berths and the inner harbour with a water spread of 100 hectares has 18 berths.

Bestowed with natural deep water basins, the outer harbour is capable of accommodating
vessels up to 200,000 DW Tand draft upto 18.1 Meters. The inner harbour is capable of
accommodating fully Iden Panama vessels with draft up to 14.5 meters with tide advantage.

Origin and Historical Milestone: the need for development of a port in this natural by was
spelt by the British rulers as far back as 1885 and the first detailed report “VIZAG the port of
central province” was publishing in 1887. This proposal however was temporarily frozen due
to the advent of the First World War. It was only in 1914 that the proposal for construction of
harbour at Visakhapatnam was initiated by the then Bengal _Nagpur railway. during 1992,
Bengal Nagpur railways during Bengal Nagpur railway revived the proposal of col. cart wright
rind of British admiralty for the construction of an Indian harbour the actual construction
commence in 1927 and the port which is only a road stead port till the was opened to passenger
ship S.S jala durga of the scindia steam navigation company.

Visakhapatnam was an ancient port city which had trade relations with the Middle East and
Rome. Ships were anchored at open roads and loaded with cargo transported from
Visakhapatnam shore by small masula boats. A reference to Visakhapatnam merchant is
available in the inscription of sri Bheemeswara swamy temple, east Godavari district, Andhra
Pradesh. During 12th century AD Visakhapatnam was a for titled merchandize town managed
by guild .it has become a settlement of branch of East Indian company in 1682. Rs 83 lakhs
worth of goods were moved through Visakhapatnam / bhimunipatnam in 1882-1883.

The port of formally inaugurated by the Excellency lord Williston, the then viceroy and
governor of India ON 19th December 1993. The sage of the construction of the particular
informing of entrance channel, sinking of two old ships “JANUS AND WELLEDSON” to form
breakwaters instead of building a wall in the sea were all feats in engineering and are subjects
do discussion even today .

Mr W C Ash (1928-1934) and Mr D B Rattemberry (194-1936) were the engineering also

played a prominent role in the construction of this beautiful harbour. The port was constructed
on the cost of Rs.378lakhs.

And when it was opened, it consisted of three breaths and handled 1.30 tonnes of traffic.

The Port Administration has passed through different departments and Minister of Government
of India till its transfer to the Port Trust in Feb 1964 under the major Port Trust act 1963 as
shown below:

1926- 1935 Railway Board

 1935-1937 Commerce Department
1937- 1942 Communication Departments
1942-1944 War Transport Department
1944-1946 Defence(war) department
1946-1956 Bengal Nagpur Railways
1956-1964 Ministry of Transport
1964-feb Trust under MPT act

PORT AS INFRASTRUCTURE:

For International trade transportation by sea is that cheapest. Port is an infrastructure, affording
the facilities import/ export of trade/ cargo. Thus Port is an important infrastructure for socio-
economic development. High value/ value and more than 90% of import /export, trade pass
through the Port. Advent of steam power, steel hut, opening up of Suez Canal, all have boosted
and caused the ever increased maritime trade. Indian has 6000 Km of coastal line and some160
Ports.

Chennai, Calcutta, Mumbai, Murmugao were the oldest Ports. The metro cities became the
port trade. The Port of Visakhapatnam and Kochi came up 1933and 1936. After partition of
India, in lieu of Kandla Port was newly constructed and Commissioned in 1959. There is no
proposal in 10th plan to create to any new major port. The effort is to expand and consolidate
the existing major ports.

In addition, there are about 150 Minor Ports and few Intermediate Ports and functioning mainly
to take care of coastal grade. Port development is a cost intensive project. Unless interlinked
infrastructure of road, railways besides assured traffic and water way exists, it may not be
viable. That is the reason many ports are non-functional. 10th plan project a traffic of 150 MN
ton for minor ports.

GROWTH:
The metamorphosis of Visakhapatnam- a sleepy fisherman village into an industrial beehive is
not a sparkling event that occurred over night. This story is intimately connected with the
growth of the VISAKHAPATNAM PORT. Substantial investment were made during
successive plan period for the construction of additional berths , modernisation of the cargo
handling facilities , development of transits sheds, warehouse , open stacking spaces of
development of rail and road networks to meet the increasing requirements of the trade . Thus
the port which started with three berths has now grown into full-fledged frontline port among
port of India.

Visakhapatnam port compromise of two harbours viz. The inner harbour in100 hectors of
water basin and the outer harbour in 100 hectors of water basin and the outer harbour in 200
hectors of water basin besides, there is fishing harbour development adjacent to outer harbour
in 24 hectors of water basin. The outer harbour in encompassed by three break water viz. north
break water, (412mts), south break water (1543 Mtrs) and east break water (1070mtrs.)

LAND:

Total land acquired 10796Acres

Alienated to defence and other organisations 3322 Acres
Under VPT use 1981 Acres
Occupied by hills/ Geddes 1092 Acres
Leased to Govt and Pvt organisations 2630 Acres
Land available for future lease 1771 Acres

TARGET MARKETS:

 HPCL
 BPCL
 SR
 MMTC
 CORMMANDAL PVT LTD
 RAIN C2 INDIAN LTD
 STEEL AUTHORITY LTD
 IOC
SHIFT SYSTEM IN ‘VPT’
 S, No. Shift Time
1. General Shift 10.00 AM – 05.00 PM
2. A Shift 06.00 AM – 02.00 PM
3. B Shift 02.00 PM – 10.00 PM
4. C Shift 10.00 PM – 06.00 AM

OBJECTIVES OF VPT:

The following are the main objectives of Visakhapatnam Port Trust.

 The quick turnaround time at ships.
 The fast clearance of cargoes.
 Cost effective service by exemption of levy on all export cargoes.
 For exam part and containers part being developed.
 For regular container feeder services.
 The fastest growth port in the country.
 To evolve a participative style of management resulting in a safe and healthy
working environment increased production and productivity and goodwill amongst all
the employees.
 To strive towards improvement quality of life of employees and their families.
 To minimize the pollution of air and eater in the port and harbour sea.

FACILITIES

Handling containers in a Port requires the following facilities.

 Shore crane at berth for loading/ unloading of containers.

 Tippers for bringing in/ out of container from to the berth quickly from/ to the
container yard.
 Container yard duly segregated for import/ export of container.
 Handling equipment of containers in the yard.
 Computerised facilities of planning the yard to locate the container.
 Container freight stations to aggregate/ segregate the containers and cargo.
 Movements of containers by road/ special trains.
HARBOUR FACILITIES IN VPT:

The port has three harbours, known as inner harbour, outer harbour and fishing harbour.

 INNER HARBOUR:

The Visakhapatnam inner harbour consists of entrance channel of length of 1.62 kms
and a turning basin and three Navigational arms one of which is the North Western Arm
occupied entirely by the Headquarters of Eastern Naval Command. The other arm is
Northern arm which is the main commercial arm of the Port with 12 berths and 3
moorings. The Western Arm is occupied by Hindustan Shipyard, Hindustan Petroleum
Corporation Limited, Indian Oil Corporation, Coromandel Fertilizers and Eastern Naval
Command two oil berths are located in this arm.

 OUTER HARBOUR :
Outer harbour has been commissioned in December 1976. It has two berths for iron
ore, which can accommodate two ships of 1.50 lakhs DWT was commissioned on 23
March 1985. An offshore oil tanker terminal (OSST) which can accommodate tankers
of size 1,50,000 DWT has the direct discharge facility from the ship to was
commissioned in 1986 Refinery tankers.

 FISHING HARBOUR:
The Visakhapatnam fishing harbour adjacent to outer harbour was commission in1978
of encloses a tranquil basin of 24 hectors and can accommodate 56to 300 mechanized
boats.

MAIN SOURCE OF REVENUE:

Ports mainly derive their revenue from cargo handling their port areas, charges on the
ships visiting their areas and other related charges.

MAIN SOURCES OF REVENUE FROM CARGO TRAFFIC:

 Welfare/launching fees cargo related charges
 Cranes hair charges
  Rentals from ware houses demurrage charges.
 Charges for providing rail and other transport, for the cargo, movement and
providing water facilities for visiting ships.

DEFICIENCES:
The deficiencies Indian ports generally are:
 Ships have to wait for long in the channel for berthing.
 Desire to change the outmoded system lacking.
 Capital maintenance dredging in not adequate.
 Berthing of ship navigation wait for high tides.
 Lack of ICDs facilities where exits are insufficient.
 Available equipment is outdated and hence has low efficiently.
 Insufficient yard for stacking/ handling containers.
 The railway do not provide adequate rakes for easy movements of cargo /
container

Leadership Development

To strengthen entrepreneurial and professional capabilities required to operate in a fiercely

competitive and dynamic field of insurance environment and plan effective succession planning
by building futuristic leadership competencies, various initiatives are taken by the future risk.

Reward and recognise performance

To build a meritocratic environment, they have implemented a value based performance

management process wherein they recognise significant contribution s made by their
employees in an objective and transparent manner and on demonstrated competence levels
further, they also recognise people who walk that extract mile in living the Future risk value.

Meaning of HUMAN RESOURCE MANAGEMENT

Human Resources play a crucial in the development process of the modern economics.
“There are great differences in development between countries which seem to have roughly
equal resources, so it is necessary to enquire into the difference in human behaviours”. Human
resources management is the management of employee’s skill, knowledge abilities, talent
aptitude, creativity, ability etc. Different terms are used for denoting Human Resources
management. They are labour management, labour administration, labour management
relationship employee – employer relationship, industrial relationship, human capital
management, human assent management etc. Though these terms can be used differently
widely, the basic nature of distinction lies in the scope or coverage and evolutionary stage. In
simple sense, human resource management means employing people, developing their
resources, utilizing, maintaining and compensating their services in tune with the job and
organisational requirements.

Functions of HUMAN RESOURCES MANAGEMENT

Administration

Strategic planning, organisational evaluation. Country board relations, policy

recommendations, supervision of department staff.

Benefits:

Health insurance, dental insurance, life insurance, disability insurance, retirement benefits,
vacation, sick leave, paid holidays, donor program, educational incentive, allowance and
others.

Compensation:

Salary and benefit surveys, job evaluation, job descriptions evaluation, job descriptions.

Employee Services:

Employment in benefits, employee discounts for recreational spots, resolution of enrolment or

claim problems, employee newsletter, Educational assistance, employee service Awards.

Fiscal:
Staffing budgets, department’s budget, accounts payable, insurance receivable, insurance fund
management, total package costing, insurance fund management and total package costing.

Health and Safety:

Employee assistance, workers compensation claim, drug testing safety compliance and
training.

Leaves of absence:

Static and/or Federal family and Medical Leave rights, county approved leaves of absence
rights upon on return to work, light duty assignments for temporary periods.

Payroll Administration:

Computer based or manual evaluation systems, supervisory training, compliance with

timeliness standards.

Performance appraisal:

Employee files, litigation files, payroll records, safety records and other administrative files.

Record Keeping:

Job posting, advertising, testing administration, employment interviews, background

investigation, post-offer employment testing.

Recruitment:

Of the staffing schedule and to employ to employ effective measures for attracting the
manpower in adequate numbers to facilitate effective selection of an effective workforce.

Selection:

After identifying the sources of human resources, searching for prospective employees and
stimulation helps to apply for jobs in an organisation, the management has to perform the
function of selecting the right man to right job and at the right time.

Separations and terminations:

Rights upon termination of employment, severance benefits, Unemployment Compensation
exit interviews.

Training and Development:

Country-wide needs assessment, development of supervisory and management skills, employee

training and workshops. Benefits orientation for new and transferring employees and
supervisory newsletter.

Salary and Benefits:

Salary/ wage plans, employee benefits.

Importance of Human Resource Management

1. Attract highly qualified and competent people.

2. Ensure that’s the selected candidate stays longer with the company.
3. Make sure that there is match between cost and benefit.
4. Helps the organisation to create more culturally diverse work force.

Whereas, the poor quality of selection means extra cost on training and supervision. Furthering
more, when recruitment fails to meet organisational needs for talent, a typically response is to
raise entry level pay scales. This can distort traditional wages and salary relationship inn
organisational resulting in unavoidable consequence thus the effectiveness of the recruitment
process can play a major role in determine the resource that must be expended on the other HR
activities and their ultimate success.

Scope of HRM at organisational level:

The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it
concisely. However, we may classify the same under the following heads:

HRM in Personal Management: This is typically direct man power management that involves
manpower planning, hiring (recruitment and selection), training and development, induction
and orientation, transfer, promotion compensation, layoff and retrenchment, employee
productivity. The overall objective here is to ascertain individual growth, development and
effectiveness which in directly contribute to organisational development.
It also includes performance appraisal, developing new skills, disbursement of wages,
incentives and allowances, travelling policies and procedures and other related courses of
action.

 HRM in Employee Welfare: This particularly aspect of HRM deals with working
conditions and amenities at workplace. This includes a wide array of responsibilities
and services such as safety services, health services, -welfare funds, social security and
medical services. it also covers appointment of safety officers, making the environment
worth working, eliminating workplace hazards, support by top management, job safety,
safeguarding machinery, cleanliness, proper ventilation and lighting, sanitation
medical care, sickness benefits, employment injury benefits, personal injury benefits,
maternity benefits, unemployment benefits and family benefits.

It also relates to supervision, employee counselling, establishing harmonious relationships with

employees, education and training employee welfares about determining employee’s real needs
and full filling them with and active participation of both management and employees. In
addition to this, it also takes are of canteen facilities, crèches, rest and lunch rooms, housing,
transport, medical assistance, education, health and safety, recreation facilities, etc.

 HRM in Industrial Relations: Since it is a highly sensitive area, it needs careful

interactions with labour or employee unions, addressing their grievances and settling
the disputes effectively in order to maintain peace and harmony in the Organisation. It
is the art and science of understanding the employment (union-management) relations
joint consultation, disciplinary procedures, solving problems with mutual efforts,
understanding human behaviour maintaining work relations, collective bargaining and
settlement of disputes.

The main aim is to safeguarding the interest of employees by securing the highest level of
understanding to the extent that does not leave a negative impact on organisation. It is
about establishing, growing and promoting industrial democracy to safeguard the interests
of both employees and management.

Human Resources Department at VISAKHAPATNAM PORT TRUST

  Human Resources Department
 Recruitment and selection
 Resources allocation
 Training and Development

Human Resources Development

This department looks after the needs and requirement the present employees. This department
includes number of function which are as follows:
1. Training and Development – It includes technical, soft skills and process related to
training.
2. Process and Policies – It contains all the rule and regulations that need to be followed by
the employees.
3. Appraisal and Increment – It is in the format feedback to the employees about their
performances and the conduct of work.
4. Induction – Involves the information to the new employees about the company, job,
department etc.
5. Motivational activities and Entertainments – Involves motivating the employees to
improve their productivity.
6. Roles and Responsibilities – that every individual employee need to fulfil.
7. Key Result area (KRA) – It is the measurement quantifiable of output for the roles of
responsibilities.
8. Employee Separations includes resignation and dismissal.
9. Joining Formalities – Take place when a new employee joins the company.
10. Computerisation
11. Help Desk
12. Employee Verification – Take place at the time of joining of the new employee.
13. Surveys
14. Project Trainees
15. Counselling and grievances handling – Both are different as counselling is basically
helping out in personal whereas, grievances handling involves the handling of complains that
the employees has towards the management.
All the above head are included in the human resources development and involves the overall
development of individual employees which in turn increases the overall profits of the
company.
CHAPTER-4
4.1. Introduction
4.2. Evolution of Quality
4.3. What is Quality Management
4.4. Product Quality Management
4.5. Quality Management Process
4.6. Implementing QM in service & Mfg industry
4.7. Quality Surveillance
4.8. Quality Management Audit
4.9. Quality management v/s Quality Control
4.10. Quality Management Standard
THEROTICAL FRAME WORK
INTRODUCTION(4.1)

Quality management is the main pillar of any business. Whatever is the business either finance
or a storage or any service, quality is the most important aspect, which affects the level of
success of the business. Being an Entrepreneur, one should never ever compromise with quality
aspect. The popularity of your product or service will enhance, only if you provide quality.
Low price is also another way to increase sales. But, if your product or service does not have
standard quality, then a customer will never use it in future, even if it has the lowest price. Thus,
you have to assure the quality of your product or service by conducting some scientific
measures.

Quality management , QM, refers tp planned and systematic production processes that
provide confidence in a product’s suitability for its intended purpose. It is a set of activities
intended to ensure that products (goods and/or services) satisfy customer requirements in a
systematic, reliable fashion. QA cannot absolutely guarantee the production of quality products,
unfortunately, but makes this more likely.

Two key principles characterize QM: “fit for purpose (the product should be suitable for the
intended purpose) and “right first time” (mistakes should be eliminated). QM includes
regulation of the quality of raw materials ,assemblies ,products and components: services
related to production: and management, production and inspection processes.
Evolution_of_Quality_Management(4.2)
INSPECTION

QUALITY CONTROL

QUALITY MANAGEMENT

Total quality management

(TQM)

TIME EVENTS

Prior to Quality is an art

20th
century
Demand overcome potential production
An era of workmanship
F. Taylor, Scientific approach to management resulting in the
1900s greater need for standardization, inspection and
supervision.

1951 Quality Management increasingly

acceptable

1964 Ishikawa publishes a book on Quality

Management
WHAT IS QUALITY MANAGEMENT? (4.3)

Quality Management is the process of verifying or determining whether products or services

meet or exceed customer expectations. Quality management is a process driven approach with
specific steps to help define and attain goals. This process considers design, development,
production, and service.

The most popular tool used to determine quality management is the Shewhart Cycle,
developed by Dr W. Edwards Deming. This cycle for quality management consists of four
steps: Plan, Do, Check, and Act. These steps are commonly abbreviated as PDCA.

The four quality management steps within the PDCA model stand for:

o Plan: Establish objectives and processes required to deliver the desired results.
o Do: Implement the process developed.
o Check: Monitor and evaluate the implemented process by testing the results against
the predetermined objectives
o Act: Apply actions necessary for improvement if the results require changes.

Quality Management (QM) is a way for your organization to make sure that it is always
delivering the best it can to its service users, members, volunteers and funders.

A QM system is a way of checking, through continuous monitoring and evaluation of your

performance and through the collection of evidence, that your organization is continuously
improving what it does and how it does it

QM can also be a way of measuring what your organization does against other organizations
doing similar work or against set, recognized standards

This system of checking your organization's quality is an going process. The monitoring of
what your organization does and how it does it is continuous to ensure that you are always
meeting the new standards that are always developing
PRODUCT QUALITY MANAGEMENT (4.4)

 Understanding Product Quality Management

The term Product Quality Management has a very wide scope. Let us try to understand it.
During entire product lifecycle from concept to obsolescence, various activities are
performed. It is important to assure the quality at each stage in order to meet the customer
requirements consistently.

Given below are the product quality management activities at each stage of product lifecycle

Introduction
In this stage, the concept is developed and the product is designed and introduced into the
market. Product quality management plays a critical role during this stage. It decides the
customer requirements and based on that decides the product requirements. During the design
stage, quality control evaluates and validates the product i.e. the quality control engineer will
compare the product designed with respect to the product and customer requirements and
confirm whether the design would meet them. Once the product is validated, it is released for
manufacturing. Quality control also has to make sure that the processes being used to
manufacture and inspect the product are correct. They also have to create the standard
inspection procedures, which are used by quality control to do periodic inspection of the
products.

Growth:
During this stage, the demand for a product increases and so the quantity of production
increases. At this stage, the role of quality control is to make sure that in the race to
manufacture more, the organization does not compromise on quality. The processes for
higher production have to be implemented. Since during this stage the competition increases
and the costs have to be kept low, various low cost alternatives are explored. If some
processes involved in manufacturing the product are outsourced then product quality control
also has to ensure that the processes followed by the vendor are ensure PSSPS capable of
delivering the required quality.

Maturity:
During the maturity stage, the competition further increases and the pressure on margins is
felt. Moreover, with various options available, the customers become more demanding. Value
for money is the theme. Role of quality control almost remains similar to the one during the
growth stage.
Decline:
During this stage, the alternate products start eating up the market share and hence sales start
declining. Product quality control has a little role to play during this stage. The most
important role to be played during this stage is planning for the obsolescence of the existing
product.

Another such role is handling customer complaint. During the entire life of the product, there
will be customer complaints because of some errors during the process or due to component
quality or due to the misuse of the product. The product quality control has to find out the
root cause of the complaints and put processes in place to ensure that such occurrences do not
get repeated. Apart from these roles, some product quality control roles remain active
throughout the life of the product. Product quality audit is one such role wherein the quality
control team does random audits of the products ready to be dispatched to the customers. This
is generally done in order to keep a check on the entire process of procurement, production,
and inspection.

QUALITY MANAGEMENT PROCESS (4.5)

 Steps In Quality Management Process

The product quality management process is a series of steps taken at the different stages of
the product life cycle i.e. from the product concept to the launch of the product to its
obsolescence.

Define the Objectives

The first step while undertaking QM of any project is to define its requirements. For e.g. if
the quality planning process has to be evolved for launching a new product or service in the
market, then the first step in quality planning should be to understand and document the need
of this project and its ultimate goal. At this stage, it is necessary to document the quality
goals. These goals should be set according to the quality standards, customer requirements,
with reference to the organizations own benchmark performance, competitors performance,
according to the law and so on.

Understanding Customer Needs

The next step in product QM process involves knowing and understanding the needs of the
customers. All these needs should be fully explained and documented so that it can be
accessed by all the involved personnel whenever required. There are two kinds of customers,
i.e. internal and external customers. For example, the manufacturing department is an internal
customer of the design department as the designs for manufacturing are supplied by them.
Similarly, there are many other internal customers in an organization. So, it is necessary to
understand the needs of both internal and external customers.

Designing the Product

The product should be designed keeping in view the quality goals and needs of the customers
defined in step 1 and step 2 respectively. The cost benefit analysis also has to be done in order
to ensure that the product will be manufactured at low cost with high quality in order to be
successful in the market.

Product Pilot Testing

Once the product design is ready, the next step of QM process is product testing. The pilot
batch of the product is manufactured. The product is tested for various attributes in
accordance with the standards, customer requirements, and regulatory requirements. This is to
ensure that the product meets the set goals. Once everything is found satisfactory, the product
is approved.

Process Development

Once the product design has been approved, the entire lists of tasks and activities that will be
required for manufacturing the product are listed. The workflow plan is developed. The teams
are formed and given specific responsibilities. The timelines for each and every task are
specified. Process capability is also measured during this stage of QM process to ensure that
the processes are capable of meeting design requirements.

Start Manufacturing

Once the processes are developed, the required process controls are put in place. Tools like
process failure mode and effects analysis are used to identify the likely modes of failures of
the process and the effect of those failures on the product performance. Actions are initiated
for high-risk items. Audits are planned to periodically measure the performance and give
feedback to the manufacturing and design department.

Life Cycle Management

During the life of the product, the quality will be periodically monitored through inspections
and audits. These inputs will result in improvements of the processes or the product design.
Customer complaints, if any, will also act as inputs for product and process corrections and
improvements.

Hence, the product quality management process plays an important role during the entire life
of the product to ensure that the customer gets a quality product.
QUALITY MANAGEMENT SERVICE AND MFG INDUSTRY
OF VPT(4.6)
1) How Quality Management Are Implements in VPT Industry?
Quality management are very important for the port industry in order to deliver services in
accordance to the expectation of the customers. With so much competition in the market
today, the importance of delivering quality service cannot be overlooked. However,
maintaining and delivering quality services is not very easy as the expectations and needs of
customers are different and ever-changing. Also, it is difficult to measure quality parameters
in the port industry.

Hence, more and more service industries are nowadays implementing QM systems that help
them to improve their services and woo their customers. Each service industry is different and
has different ways to implement quality management procedures and systems.

Steps To Implement QM in VPT Industry

Identify the Expectations of the Customers

The company has to first identify the expectations of their customers. To know the feedback
and expectations of the clients and customers, the organizations can use feedback forms,
market surveys, secret shoppers etc. The customer feedback can also be used to set
performance standards. Like, the organization can set the performance standard as 90 percent
of customer satisfaction score and so on.

Determine the Standards

Depending on the feedback and the expectations, the organization can determine its quality
standards. For example - A restaurant that wants to improve its quality should set goals for
itself like minimum time to deliver the orders, quality of food, providing good experience to
the customers, reducing wastage etc. In a similar manner each industry like hospitals, spas,
property management services, banks etc., should set their own quality standards.

Measure and Compare Performance

The current performance should then be measured. This current performance can be also
compared with target quality standards to find the gap.

Analyse

The organization should find the cause of the gap. The entire workforce should be encouraged
to participate in the process so that they can help to find the root cause of customer
complaints and dissatisfaction. The various departments of the organizations should work
proactively to analyse the present situation.

Plan

Depending upon the gap and the problems, the organization should plan to achieve its set
quality goals. Various teams can be formed in order to address different areas identified in the
gap. These teams should be given a time target to bridge that gap.

Control

Once the organization achieves its set quality goals, the final step should be to maintain it
consistently. This can only be possible if the changes made to achieve the target have been
made part of the quality systems and are reviewed periodically.

This type of approach used in service industry for quality managements is also known as
DMAIC approach, which means Define, Measure, Analyse, Improve, and Control. The
organization can implement these systems on its own, if it has trained and experienced QM
staff. Else, the organization can hire the QA management services. These services help the
organizations to improve their quality, increase customer satisfaction, train employees, ensure
compliance with standards, market surveys etc. The organizations that have successfully
implemented QA systems benefit from the increased margins, customer satisfaction, customer
loyalty, expansion, and satisfied workforce.

2) Importance of Quality Management in Manufacturing

Quality management is the process of using systems and methodologies that ensure that the
manufactured products meet the required quality standards consistently. The aim of QA is to
produce goods right at the first time, without any rework. Organizations, usually, have a
separate department to assure the quality of their products. For this they may also use the
services of the consultants

QM is crucial for the manufacturing industry. With so much competition and such few
margins, no manufacturing industry can afford to spend time and money on rework. Every
activity in the industry costs money and so does rework, but customers do not pay for rework.
Customers pay for the value addition by the company and if they see more valuable additions
by some other company being offered at same or lower costs, they move to that company.
Hence to assure good quality to customers, quality management plays a significant role.

Benefits of Quality Management some of the benefits the organization

derives from this role are:

o Improve Quality
QM professionals are involved in all critical activities of the organizations like design,
manufacturing, material procurement, packaging, logistics etc. Since all the processes are
being tracked and monitored properly, there are fewer chances of bad quality or non-
compliance of products with respect to the requirements. These requirements could be
standard requirements, customer requirements, or even legal requirements.

o Low Cost

It reduces the overall costs to the organization. When the product is right the first time, there
are no rework costs, no wastage of material, no wastage of manpower, and no disruptions in
the production process. There are fewer claims for warranties and guaranties. In short, the
cost of poor quality goes down. All this reduces the operating costs of the organizations and
hence results in increased operating profits.

o Reputation

Since the organizations are able to manufacture good quality products that are made
according to the requirements of the customers, the market reputation of those organizations
improves. This helps the organizations to retain the existing customers and get more business
from them. At the same time this also helps them in attracting new customers. These in turn
increase the revenue and profit of the organizations.

o Reduce Execution Time

The systems implemented to improve quality reduce the cycle time i.e. time taken for the
execution of the orders. If the quality of products is bad then there will be more customer
complaints and more production downtime. This results in huge loss of time and resources.
Hence, if QM systems are implemented properly in the organization, the order execution time
automatically gets reduced.

o Compliance To Standards

It ensures that the organizations meet all the standards and guidelines required for different
quality management systems like ISO and other quality certifications awarded to it. In short,
to meet customer requirements effectively and consistently, it is very important for every
manufacturing industry to have a QM department. This will ensure that the efforts and
processes are moving in right direction so that the end product not only meets but exceeds the
customer's expectations

QUALITY MANAGEMENT SURVEILLANCE (4.7)

Steps In Quality Management Surveillance Plan
Quality management surveillance plan is an important plan that is meant to ensure
conformance to the performance statement of work. This plan is beneficial for the
government as they conform whether the deliverables from contractors are according to the
set standards that they agreed upon while giving the contract or as stated in the performance
statement of work. This plan can be an inspection before taking the delivery or it can be a
series of regular or random inspections.

While agreeing on this plan for surveillance, the frequency of inspections, the standards that
will be followed while inspecting and the quality requirements are given in detail.

Steps in QM Surveillance Plan

Review of Processes, Products, or Services

This involves the inspection of the processes and products or services of the contractor by
representatives of the government. The entire technical and managerial processes are
reviewed to know how the quality systems are implemented in organizations and how
effective they are in delivering good quality.

Adherence to Contract

Once the entire systems, products or services are reviewed, the next step in QM surveillance
plan is to check whether the products or services conform to the quality levels and
requirements of the contract. If any non-conformance is observed, the same is reported with
the help of non-conformance report

The cause of low quality is determined. It is determined whether the problem is due to the
negligence of the contractor or due to miscommunication from the government

Corrective Action

Based on the results of the inspection, various discussions are held to find the solution i.e.
how the products or services can match to the required standards. All the shortcomings in the
products or services are then corrected through proper rework as decided so that they conform
to the standards of the government

Different Methods of Surveillance

Random Inspections

The government, sometimes, performs random inspection to ensure that the contractor
follows the right procedures to ensure quality. For this the inspector may take random
samples to check whether they meet the specified requirements or not. The inspectors also
follow guidelines as how to select the random inspection lot, how they should be tested for
conformance etc.

Planned Inspections
Some inspections are planned with the contractor beforehand while chalking out the quality
management surveillance plan. What kind of inspection will be conducted and how it will be
done, is also conveyed to the contractor, well in advance. The outcome of the surveillance is
measured against the standard set in performance worksheet.

Customer Inputs

Sometimes, customer inputs are also treated as method of surveillance. In this case, the
government takes inputs from customers on the quality of service provided by the contractor
and based on that the performance of the contractor is judged. Properly documented customer
complaints become performance indicator of the contractors work.

100 % Inspection

100 % inspection of any work is very rarely done, since it is a very costly affair. However, in
cases of health and safety, it may be unavoidable.

In short, QM surveillance plan is the most important document in any contract work since it
defines all the requirements related to the deliverables of the contractor. The method of
measurement of performance is also made clear so that there is no dispute later. This also
ensures that there is minimum wastage for the government as well as the contractor.

Types of Quality Management Audits (4.8)

Quality management audit is performed in order to ensure that the systems are in place and
being followed religiously to provide good quality to the customers. It also highlights the
need for any improvement in the systems in order to consistently deliver good quality
products or services. The audits are also performed to make sure that the organization is
following the legal and regulatory requirements. Some audits are conducted by internal
auditors whereas some are performed by external ones.

Various Quality Management Audit Types Are

o System Audit

The organization has various systems which when put together make a whole system. A
system audit is an audit performed on any of these systems. Any non-conformity during a
system audit is critical, since if the system itself is wrong, the output is likely to be wrong.

o Product or Service Audit

The product or service audit is performed on the product or service to find out if the product
or service meets the requirements of the customers and the standards set by the organization.
There are various stages at which this can be performed. It could be during the process of
product manufacturing, after the product has been manufactured, or even after the product is
packed and ready to be delivered to the customer. The nonconformities found during this
quality management audit are taken very seriously, since all these nonconformities are
equivalent to customer complaints.
 o Department Audit

As the name suggests, the department audit is performed with a focus on a given department.
The scope of the audit covers all the activities performed, all the procedures followed and all
the systems available in the department. This audit highlights the areas for improvement in
that department

o Process Audit

Various processes are critical for the smooth running of an organization. Actually speaking,
all the activities from order inquiry to delivery of products follow a defined process in any
organization. Hence, an audit of such processes is performed to identify the areas for
improvement Process audit also covers the audit of some special manufacturing processes
that are critical for the quality of the end product. These processes may be in-house or at the
suppliers place, the one to whom that process has been outsourced to.

o Conformance Audit

The external parties normally perform this QA audit. It is a form of third party audit where
the auditing party evaluates if the organization does meet the requirements as are supposed to
by the systems. This could also be for any kind of system certifications that organizations
wish to apply for. The certificate-awarding agency also conducts the conformance audit
periodically to make sure that the organization is meeting the certification requirements.

o Compliance Audit

Compliance audit is performed by regulatory agencies to confirm if the organization is

meeting the legal and regulatory requirements. In case of any non-conformity, a re-audit may
be required. The purpose of the re-audit is to ensure the effectiveness of the corrective actions
taken.

The output of the audit is an audit report that is circulated to all the concerned people. The
purpose of any type of QM audit is not to find mistakes, but to find the areas for
improvements. If it is taken by the auditor and the audited party in this spirit, the organization
can be sure that it is on the path to improvement and will be able to consistently meet all
customers, system, legal or regulatory requirements.
QUALITY CONTROL V/S QUALITY MANAGEMENT (4.9)

 Quality Management (QM) refers to the process used to create the deliverables, and
can be performed by a manager, client, or even a third party reviewer. Examples of
quality management include process checklists, project audits and methodology and
standards development.
o Quality Control (QC) refers to quality related activities associated with the creation
of project deliverables. Quality control is used to verify that deliverables are of
acceptable quality and that they are complete and correct. Examples of quality control
activities include inspection, deliverable peer reviews and the testing process.

Quality Control v/s Quality Management - The Difference Between Them

Many people including some quality professionals do not know what quality control v/s
quality management is. Both these terms are often used interchangeably. However, both terms
are different in meaning as well as purpose.

Given here are main points of quality control v/s quality management

o Approach

Quality guarantee or assurance is based on process approach. Quality monitoring and its
assurance ensure that the processes and systems are developed and adhered in such a way that
the deliverables are of good quality. This process is meant to produce defect-free goods or
services which means being right the first time with no or minimum rework. Quality control
is product-based approach. It checks whether the deliverables satisfy the quality requirements
as well as the specifications of the customers or not.

Depending upon the results, suitable corrective action is taken by quality control personals.

o Sequence

One of the major points of quality control vs. QM is that assurance of quality is done before
starting a project whereas the quality control begins once the product has been manufactured.
During assurance of quality or monitoring process, the requirements of the customers are
defined. Based on those requirements, the processes and systems are established and
documented. All this is done to ensure that the requirements of the customers are met
stringently. After manufacturing the product, the quality control process begins. Based on the
customer requirements and standards developed during the quality guarantee process, the
quality control personal check whether the manufactured product meets all those
requirements or not. So, management of quality is a proactive or preventive process to avoid
defects whereas quality control is a corrective process to identify the defects in order to
correct them.

o Activities

Most activities falling under the purview of quality guarantee or its assurance are performed
by managers, customers, and third party auditors. These activities include process
documentation, establishing standards, developing checklists, conducting internal audits,
conducting external audits, failure mode effect analysis and training. Engineers, inspectors,
and supervisors on the shop floor perform quality control activities. Their activities include
performing and receiving inspection, final inspection, in process inspection etc.

o Interdependence

Both, quality control and management of quality are largely interdependent The quality
guarantee department relies mostly on the feedback provided by of the products, then the
quality control department provides feedback to the quality monitoring and assurance
personnel that there is a problem in the process or system that is causing product quality
problems. Then the assurance of quality department determines the root cause of the problem
and then brings changes to the process to ensure that there are no quality issues in future.
Similarly, the quality control department follows the guidelines and standards established by
assurance of quality department to check whether deliverables meet the quality requirements
or not. Hence, both these departments are essential to maintain good quality of the
deliverables.
Although both quality control and quality guarantee are different processes, but because of
their strong interdependence, it becomes difficult to pin point the differences between the
two. In fact, there is a very thin line that separates the two functions. Moreover in some
organizations, one department performs the functions of both. All this leads to confusion
between quality management and quality control.

QUALITY MANAGEMENT STANDARDS (4.10)

 Quality Management Standard for ISO 9001

Quality management standard is a written set of instructions and guidelines followed by

various industries in order to maintain the quality of their products or services. Big as well as
small businesses adopt these quality standards worldwide and get certification after audit
from the authorized body that ensures the company and its manufacturing or service delivery
steps and procedures are in compliance with the laid down standards and polices. This
certification enhances the brand value of the organization, its products or services and it also
installs confidence in the customers. Some QA standard documents are industry specific
while some apply to all organizations. One such universal standard that applies to all types of
organizations is ISO 9001.

What Is ISO 9001

ISO stands for International Organization for Standardization. ISO standards for quality are
recognized worldwide and hence ISO certified organizations have far better opportunities to
trade in the international market. ISO 9001, quality management standard can be followed by
any kind of industry, whether it is service or manufacturing industry. Each organization
should develop its own quality management system in order to adhere to ISO 9001
guidelines. To get ISO 9001 certification, the organization has to undergo three audits. The
first audit is conducted by the quality monitoring and inspection professional from within the
organization i.e. internal auditor. The second such audit is conducted by the customers using
the product or service in question, and the third audit is conducted by the organization that is
authorized to grant ISO certifications for quality maintenance.

Benefits Of ISO 9001 2008

The ISO 9001 standard was first published in 1987. The latest edition of the standard is ISO
90012008, which was released in December 2008. This edition has minor changes as
compared to the earlier one i.e., ISO 90012000.
Adhering to this standard benefits the organizations in the following way

Systematic Approach

The standard helps the organizations to function in a more systematic manner. There are
defined systems, processes, and procedures in the organizations to do each and every task.
Teams are designated to perform these tasks. Hence, it results in more organized and
systematic approach to work which improves employee satisfaction and retention.

Improved Quality

The systems are integrated in the whole organization to deliver good quality products or
services. This leads to improved quality and less rework. All this helps the organization to
reduce wastage and increase margins.

Customer Satisfaction

The customers trust the organizations that are ISO 9001 certified because this QA standard
certification offers a sort or a assurance of the good practices and systems in organizations.
When customers get good products or services in accordance to their requirements, their
loyalty towards the organization increases .This results in more business for the organization.
The profits of the organization also increase.

Increased Margins

Margins of the organization improve due to multiple effects. Some of the reasons for increase
in margins are -

 When good quality products or services are manufactured or delivered, there is very
little rework and fewer customer complaints. This results in lesser wastage and hence
increased margins.
 Since according to the requirement of QA standard, there are set procedures, it results
in greater employee satisfaction, which in turn results in greater productivity and
improved margins. It also reduces the cost of training the employees.
 Since organization gets more business, their margins improve.

JQA, as a pioneer in the certification of management systems, provides advanced certification

services that are capable of responding to all your requests, and offers the certification
services of management systems against various standards and criteria, not only ISO 9001
and ISO 14001, but also sector standards such as those for auto motives, aerospace,
telecommunications, medical devices, etc., as well as the certification of management systems
for food safety, occupational health and safety, information security, IT services, etc

ISO9001

(Quality)

The quality management system standard that aims to enhance the level of
customer satisfaction through products or services. If you obtain the certification of ISO
9001, it will help you to enhance not only the level of your quality management and customer
satisfaction but also the value of your organization, because it is effective also for the
improvement in your work efficiency and for the reinforcement of your organizational
structure.

ISO14001

(Environment)

ISO 14001 is an environmental management system standard that aims to enable the

simultaneous pursuit of business achievements and contribution to the reduction of

environmental risks and the environment. The certification to this standard will

contribute to the enhancement of confidence by a wide range of stakeholders

(interested parties) and to the enhancement of the value of the organization aspiring realize
sustainable development

ISO 27001

(Information Security)

An information security management system standard for the continuous assurance and
maintenance of the "confidentiality", "integrity" and "availability" of information. This
standard is effective for the appropriate control of risks related to information, enabling the
effective utilization of information, and at the same time for the development of a structure
for internal control and compliance.
 ISO/TS16949

(Automotive)

The quality management system standard for the automotive industry for evaluating the
organization's management system to see if it is in satisfaction of the requirements of the
standard and the customer specific requirements of each manufacturer, as well as the
regulatory requirements and others. This standard is such that answers to the requirements of
almost all automotive manufacturers in the world.

SHIELKIE OHSAS18001

(Occupational Health and Safety)

This is a standard for occupational health and safety management systems for the purpose of
reducing the number of reduction of occupational accidents and associated management risks
and is adopted by the largest number of organizations in the world. The introduction of
OHSAS 18001 enables the enhancement of the level of satisfaction by employees and to
create a good work environment, to win the social confidence in the organization.

MONDO ISO 20000

(IT Service)

The international standard for IT service management systems developed on the basis of
"ITIL" that makes the overall summary of the best practices of IT service management. The
standard enables to steadily provide high quality IT services and enhances the level of the
confidence held by customers and the competitiveness of the organization

JIS 9100

(Aerospace)

This standard was established in Japan as the quality management system standard for the
aerospace industry and is applicable worldwide like AS 9100 and EN 9100 and is technically
equivalent to both standards of AS and EN.
 ISO13485

(Medical Devices)

A quality management system standard for the industry of medical devices. This standard is
developed on the basis of ISO 9001 specialized in specific requirements assuring the safety
and effectiveness of medical devices. This standard will lead to the development of systems
that respond to the legal regulations of medical devices that are different from one country to
another, and is effective also for the expansion of the international transactions of such
products.

ISO 22000

(Food Safety)

A management system standard for the safety of foods that integrates the approach to
management systems of iso 9001, to the HACCP system of the Codex Committee that is
widely adopted in the world as a tool for controlling the safety of foods.

TL 9000

(Telecommunications)

This standard was established by QuEST Forum that was established for the improvement of
quality of telecommunication by the telecommunications industry mainly of the USA.
CHAPTER-5
 DATA ANALYSIS AND INTERPRETATION

1. Do you consider it is necessary that every employee/worker should be in Quality

management?

S. no. Opinion No. of employees % of respondents

1. Yes 75 75%
2. No 18 18%
3. Can’t say 7 7%
Total 100 100%

INTERPRETATION: the above table tells that employees are asked is it necessary to be in
quality management, 75% of the employees said yes, 18% of the employees said no and 7%
of the employees can’t say.

2. Do you know objectives and purpose of your quality?

S. no. Opinion No. of employees % of respondents

1. Yes 82 82%
2. No 9 9%
3. Can’t say 9 9%
Total 100 100%

INTERPRETATION: The employees were asked if they know their quality objective and
purpose, where 82% of the employees said yes, 9% of the employees said no and 9% of the
employees can’t say.
3. Main aim of your quality management?

S. no. Opinion No. of employees % of respondents

1. To secure high wages 12 12%
2. To settle industry dispute 11 11%
3. To protect workers interest 71 71%
4. None of the above 6 6%
Total 100 100%

INTERPRETATION: The above table tells about what is the main aim of their quality units,
12% of the employees is to secure wages, 11% of the employees is to settle industry dispute,
71% of the employees is to protect workers interest and 6% of the employees have none of
the above.

4. There is positive impact of quality management on industrial relations in VPT?

S. no. Opinion No. of employees % of respondents

1. Agree 70 70%
2. Disagree 16 16%
3. Can’t say 14 14%
Total 100 100%

INTERPRETATION: The above table tells about the employees were asked if there is a
positive impact of quality units on industrial relations in VPT, 70% of the employees agreed
to it, 16% of the employees disagreed to it and 14% of the employees can’t say.
5. quality control – more impact on industrial relations in VPT?

S. no. Opinion No. of employees % of respondents

1. Adequate 41 41%
2. Inadequate 27 27%
3. No opinion 32 32%
Total 100 100%

INTERPRETATION: The above table tells about if there are quality control will there be
more impact on industrial relations in VPT, 41% of the employees said adequate, 27% of the
employees said it is inadequate and where as 32% of the employees had no opinion.

6. What is your opinion on the number of meetings held by your quality check report in a
year?

S. no. Opinion No. of employees % of respondents

1. Useful 57 57%
2. Not useful 20 20%
3. Cannot say 23 23%
Total 100 100%

INTERPRETATION: The above table is about the opinions of the employees on number of
meetings held in the quality check report in a year, 57% of the employees told it is useful,
20% of the employees said it is not useful and 23% of the employees can’t say.
7. According to you what is percentage of quality units impact on industrial relations in VPT?

S. no. Opinion No. of employees % of respondents

1. Below (25%) 22 22%
2. 25%-50% 29 29%
3. 50%-75% 16 16%
4. 75%-100% 32 32%
5. Above (100%) 1 1%
Total 100 100%

INTERPRETATION: The above table tells about according to employees what percentage of
quality unit impacts on industrial relations in the organization, 22% of the employees said it is
below 25%, 29% of the employees said it is between 25% to 50%, 16% of the employees said
it is between 50% to 75%, 32% of the employees told it is between 75% to 100% and where
as 1% of the employees said it is above 100%

8. Do you think of political interest of quality class?

S. no. Opinion No. of employees % of respondents

1. Yes 10 10%
2. No 25 25%
3. Can’t say 65 65%
Total 100 100%

INTERPRETATION: The above table is about political interest on quality class, 10% of the
employees said yes, 25% of the employees said no and 65% of the employees can’t say.
9. Are you satisfied to negotiate with management a few units of quality through high court
intern direction?

S. Opinion No. of employees % of respondents

no.

1. Yes 50 50%

2. No 20 20%

3. Can’t say 30 30%

Total 100 100%

INTERPRETATION: The above table is about are the employees are satisfied with
management a few units through high court intern direction, 50% of the employees said yes,
20% of the employees said no and 30% of the employees can’t say

10. Are you satisfied with amenities provided by management?

S. Opinion No. of employees % of respondents

no.
1. Yes 75 75%
2. No 18 18%
3. Can’t say 7 7%
Total 100 100%

INTERPRETATION: The above table is about are the employees satisfied with the amenities
provided by the management, 75% of the employees said yes, 18% of the employees said no
and 7% of the employees can’t say.
11. Multiplicity of control report of quality and its impact on industrial relations in VPT is it
an advantage to management?

S. no. Opinion No. of employees % of respondents

1. Strongly agree 41 41%
2. Agree 27 27%
3. disagree 32 32%
Total 100 100%

INTERPRETATION: The above table tells about to what extent employees are satisfied on
multiplicity of check reports of quality services and its impact on industrial relations in VPT,
41% of the employees strongly agreed to it, 27% of the employees agree and 32% of the
employees disagree to it.

12. How far will your quality management solve your problems?

S. no. Opinion No. of employees % of respondents

1. Adequate 70 70%
2. Inadequate 16 16%
3. Cannot say 14 14%
Total 100 100%

INTERPRETATION: The above table tells about how far the quality management solve
employee problems. 70% of the employees say it adequate, 16% of the employees say it’s
inadequate and 14% of the employees cannot say.
13. Minor units of quality control equally contributing with major units of quality control in
matter relating to workmen?

S. no. Opinion No. of employees % of respondents

1. Yes 57 57%
2. No 20 20%
3. Can’t say 23 23%
Total 100 100%

INTERPRETATION: The above table tells, are minor units contributing with major units in
matter relating to workmen. 57% of the employees said yes, 20% of the employees said no
and 23% of the employees can’t say.

14. How far are you satisfied with quality management in VPT?

S. Opinion No. of employees % of respondents

no.
1. Below (25%) 16 16%
2. 25%-50% 37 37%
3. 50%-75% 24 24%
4. 75%-100% 22 22%
5. Above (100%) 1% -----
1
Total 100 100%

INTERPRETATION: The above table tells to what extent employees are satisfied with
quality management in VPT. 16% of employees are satisfied below 25%, 37% of the
employees are satisfied 25% to 50%, 24% of the employees are satisfied up to 50% to 75%,
22% of the employees are satisfied up to 75% to 100% and 1% of the employees are satisfied
above 100%.
CHAPTER-6
 FINDINGS
Understanding the mechanism and the emotional energies required to
make the change needed to become a QUALITY MANAGEMENT organization is critical,
but part of the difficulties inherent in making the move to QUALITY MANAGEMENT is a
result of the potential conflicts with the culture of the organization, Culture is the common
behaviours and internalized codes of conduct that guide people's daily actions. Organizational
behaviours are shaped by the way people internalize the assumptions and values that define,
either explicitly or not, the culture of the Also revealed in the study is the fact that the
company has continued to promote the concept of continuous improvement towards error free
output Organization.

It would be recall that the objective of this study is to evaluate the impact of QUALITY
MANAGEMENT on corporate performance and productivity. A thorough review has been
carried out on all available opportunities and other factors that would boost productivity and
enhance performance generally since quality is regarded as a key element of competitiveness.
Similarly, repeated studies have shown the central role quality plays in improving market
shares and raising profitability. Based on the analysis of the data collected, and revelation
from interactions with employees in the cause of research, the following findings emerged.

 The study revealed that the company is yet to put in place, strong cultural commitment
to QUALITY MANAGEMENT.
 The study also revealed that traditional management style still dominate the
company's operations which equally affects its decisions;
 The study revealed that there are ample opportunities for training of staff on
QUALITY MANAGEMENT to enhance corporate performance and productivity in
the company.
 The analysis also reveals that the company needs to do more in areas of employees'
participation or involvement in areas of policy formulation, implementation and
evaluation.
 The study also revealed that quality is regarded or taken as a way of life, hence e very
one in the company is quality conscious.
 The study further reveals that the company needs to improve on creating QUALITY
MANAGEMENT awareness among its staff.
 possible. And there should be no organizational barriers between departments and
managerial operational procedure within the company.
 RECOMMENDATIONS
Based on the research findings and the above conclusion, on the impact of QUALITY
MANAGEMENT on corporate performance and productivity, the following are highly
recommended towards improving QUALITY MANAGEMENT in the sector:

 The practice of QUALITY MANAGEMENT should be regarded as an going activity.

As long as there are new ideas, innovations, developments, there should be no end to
QUALITY MANAGEMENT process, so as to be able to cope with the dynamism of
the modern world.

 There is need for top management to be more committed to QUALITY

MANAGEMENT, as well as providing an enabling environment to incorporate all
within the system in the QUALITY MANAGEMENT process. Similarly, there should
be QUALITY MANAGEMENT awareness campaign a well as QUALITY
MANAGEMENT meetings where programmes/ideas can always be discussed.

 The VPT should intensify efforts on cost reduction exercise. This can be done by
providing regular staff training programmes for the staffs as this will help increase
their knowledge, skills and prepare them for future challenges.

 The benefits of QUALITY MANAGEMENT should not be over stated, rather the
whole quality effort should be dedicated to and judged by predetermined results.
Hence, there should be reasonable focus in setting strategic objectives and building
organizational routing that link many units and levels as much as
VISAKHAPTANAM PORT TRUST in the system is crucial if improvement in the
performance and productivity is ever to be achieved with the adoption of QUALITY
MANAGEMENT, Though, this is not easy to achieve but it must come from personal
example and commitment. In addition, there must be consistency in the system, as this
can help change the entire process and maintain the competitive edge which the
company seek to attain quality management.
 REFERENCES

 Sistrunk, W.A. and J.R. Morris. 1985. Strawberry quality influence of cultural and
environmental factors. In: Pattee, H.E., ed. Evaluation of Quality of Fruits and
Vegetables Wesport, CT: AVI Pub. Co. 217-256.

 Harvey, JM. 1982. CO2 atmospheres for truck shipments of strawberries. In:
Richardson, D.G. and M Meheriuk, eds. Controlled Atmospheres for Storage and
Transport of Perishable Agricultural Commodities. Port land, OR: Timber Press. 359-
365

 AASHTO, 1996, "Implementation Manual for Quality management," American

Association of State Highway and Transportation Officials, Washington, D.C

 Weed, Richard M., 1996, "Quality management Software for The Personal Computer.
Demonstration Project 89, Quality Management," FHWA-SA-96-026.

o The Man Who Discovered Quality (1990) by Andrea Gabor. Times Books (a division
of Random House, N.Y.)"... a comprehensive review of the influence Deming has had
to date in America and Japan, [and] an acute assessment of how his theories might be
implemented in the future."
 BIBLIOGRAPHY
WEBSITES

o www.totalqualityassuranceservices.com/some-basic-quality management-testing
concepts

o http://www.iso.org/iso/en/iso9000 14000/understand selection_use/selection use.html

o www.quality-assurance-solution.com

o www.qualityassurancemag.com

o http://www.asq.org/

o http://www.wfl.fha.dot.gov/ql-pay/index.html

o http://www.deming.org/deminghtml/wedi.html

o WWW.VISAKHAPATNAM PORT TRUST. COM

BOOKS

o Godfrey, A. B., "Juran's Quality Handbook", 1999

o Ishikawa, Kaoru. 1982. Guide to Quality Control Tokyo: Asian Productivity

Organization

o James & James 2001 "Total quality", south western

o P.L. Jain, "production management", Cbs publisher

o Dale H. Besterfield, "Quality Control

o
 SUMMARY
The process of study is basically dealing with objectives and mythology adopted and the
conclusion arrived at the detailed study on Quality management impact on industrial relations
of VPT.

The study was conducted to know the existing Quality and their objectives in Visakhapatnam
port trust and to know the satisfaction of employees.

There are totally 12 quality units among which only 7 units among are in VPT. All the 7 units
are recognised. There was no central law for this Quality management. only 2 of these unions
are major .They are:

 The Visakhapatnam Harbour and port ambient air quality (recognized). From 2001 to
2007 there is small increase in the strength of the employees. In 2001 there are 1675
members but in 2007 the members were increased to 1734.
The Visakhapatnam port employees’ ambient air quality (recognized). There was a
drastic fall in the strength of the employees in this union form of the year 2001 were
introduction of Foreign Exchange Regulation Act, 1973 Indian Industries has their own
nature of strategies but introduction of this act and introduction of globalization and
Liberalization in 1991 along with 7th five year plan in 1985 they had to face.
 The members in this unit in 2001 were 2674 and now in 2007 the number of members
was increased to 1693.
The unit was selected for 2 years. Eight of the units were activated for policy making
but one of these is not working from the last 4 years. Random checking is made once in
two years.
In 1998 government introduced the “Check of quality” appointed by the Board of
Trustees. In a year 6-7 meetings was held by the units. Apart from Grievance there is
open door system. In 2000 DEC. and 2001 Jan, a major dispute was occurred between
the major units because of incentives.
Competition, which had taken lot of changes in the environment. Each and every person
getting ready to face environment. Each and every person getting ready to face the
competition in every sector of the life by opening up of the economy to outside world
and greater role to the private sectors were initiated.
ANNEXURES
 QUESTIONNIARE

1. Do you consider it is necessary that every employee/worker should join in

quality of check ?

(a) Yes (b) No (c) Cannot Say

2. Do you know objectives and purpose of your quality unit?

(a) Yes (b) No (c) Cannot Say

3 Main aim of your Quality Management ?

(a) To secure high wages

(b) To settle industry dispute
(c) To protect workers interest
(d) None of the above

4. There is positive impact of QM on industrial relations in VPT?

(a) Agree (b)Disagree (c) Cannot Say

5. More units of QM – more impact on industrial relations in VPT?

(a) Adequate (b) In Adequate (c) No opinion

6.
What is your opinion on the number of meeting held by your units of quality in

a year?

(a) Useful (b) Not Useful (c) Cannot Say

7. According to you what is % of quality management impact on industrial

relations In VPT?

(a) Below 25%

(b) 25%-50%
(c) 50%-75%
(d) 75%-100%
(e) Above 100%

8. Do you think of political interest of quality class?

(a) Yes (b) No (c) Cannot Say

9. Are you satisfied to negotiate with management a few units through High
Court‘s intern direction?
 (a) Yes (b) No (c) Cannot Say

10. Are you satisfied with amenities provided by management?

(a) Yes (b) No (c) Cannot Say

11. Multiplicity of units in quality check and its impact on industrial relations in VPT
is an advantage to management?

(a) Strongly agree (b) agree (c) disagree

12. How far your quality management Solve your problem?

(a) Adequate (b) Inadequate (c) Cannot say

13. Minor units of quality control equally contributing with Major units of quality
control in matter relating to workmen?

(a) Yes (b) No (c) Cannot Say

14. How far are you satisfied with the Quality management in VPT?

(a) Below 25%

(b) 25%-50%
(c) 50%-75%
(d) 75%-100%
(e)Above 100%