A STUDY ON IMPLEMENTATION OF TQM IN AN ORGANIZATION AT

CAVINKARE, KANCHIPURAM
By
BALAJI SAH C
Reg. No: 142222631018
Of
SRM VALLIAMMAI ENGINEERING COLLEGE
(An Autonomous Institution)
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT STUDIES
In partial fulfillment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
In
OPERATIONS
ANNA UNIVERSITY
CHENNAI 600 025
November, 2023
 BONAFIDE CERTIFICATE

This is to certify that this project report titled A STUDY ON IMPLEMENTATION OF TQM
IN AN ORGANIZATION AT CAVIN KARE is the bonafide work of Mr. BALAJI SAH C
(142222631018) who carried out the research under my supervision. Certified further, that to the
best of my knowledge the work reported herein does not form part of any other project report or
thesis on the basis of which a degree or award was conferred on an earlier occasion on this or any
other candidate.

________________________ ________________________
Mrs.B.Kiruthiga Dr.K.SentamilselvanMBA.,Ph.D.
Assistant Professor, Head of the Department,
Department of Management studies Department of Management studies
SRM Valliammai Engineering College SRM Valliammai Engineering College,
Kattankulathur Kattankulathur

Submitted for Viva voce Examination held on ________________________

Internal Examiner External Examiner

ii
 DECLARATION
I am, BALAJI SAH C, student of the Department of Management Studies, SRM Valliammai
Engineering College, Kattankulathur, declare that the project work entitled, “A STUDY ON
IMPLEMENTATION OF TQM IN AN ORGANIZATION AT CAVIN KARE” is in partial
fulfillment of Master’s Degree of Business Administration. This is my original work and not
submitted for the award of any degree, diploma, fellowship or other similar title or prizes.

Place: Kattankulathur Signature of the Candidate

Date: BALAJI SAH C

iii
COMPANY LETTER

iv
 ABSTRACT
Total Quality Management (TQM) is a management approach that focuses on continuous
improvement of all processes and activities within an organization. It is a customer-centric
approach that aims to meet and exceed customer expectations through the involvement of all
employees. TQM has been shown to be effective in a wide range of industries, including
manufacturing, service, and healthcare. It can help organizations to improve their product and
service quality, reduce costs, and increase customer satisfaction. This study examines the
implementation of TQM in an organization. The study begins by providing an overview of TQM
and its key principles. It then discusses the different steps involved in implementing TQM, as well
as the challenges and opportunities associated with implementation. The study then presents a case
study of an organization that has successfully implemented TQM. The case study discusses the
organization's motivation for implementing TQM, the steps it took to implement TQM, and the
benefits it has achieved as a result of implementing TQM. Therefore, the main objective of this
study is to identify the scope of improvements in Cavinkare Implementation of Total quality
management in an organization. In general, this study is expected to help the policy makers of
Cavinkare to improving the existing performance of Quality management. Data collection is done
through questionnaire and it is analyzed with the help of statistical tool called SPSS by applying
Chi square test. Moreover, cross table Analysis has been done for processing the data obtained to
meet the objectives of the study.

v
 ACKNOWLEDGEMENT

I express my sincere thanks to our Director, Dr.B.ChidhambaraRajan, M.E, Ph.D., and our
Principal, Dr.M.Murugan, M.E, Ph.D., who has given me the approval to do this project and for
providing all facilities in the college premises which were conducive to the research.

Next, I like to record my heartfelt thanks to our Head of the Department, Dr.K.Sentamilselvan,
MBA, Ph.D. for giving encouragement and support for doing my project.

I am grateful to my guide whose timely guidance and illuminating suggestions helped me in

completing my project in time. I also express my gratitude to the entire staff of department of
management studies for their cooperation and guidance towards the completion of the project.

It is an absolute profound sense of gratitude to express my heartfelt thanks to my guides

Mr.R.Sarath for their scholarly guidance & kind cooperation throughout the project. Their keen
interest and encouraging words at every step were a source of inspiration that enabled me to
broaden my sphere of domain knowledge. I would also like to thank all the employees of
CAVINKARE for their immense support and cooperation.

vi
 TABLE OF CONTENT

CHAPTER TITLE PAGE NO

INTRODUCTION 1

1.1 Introduction of the study 1

1.2 Objectives of the study 2

1.3 Scope of the study 3

I
1.4 Need for the study 4

1.5 Limitations of the study 5

1.6 Industry Profile 6

1.7 Company Profile 8

II REVIEW OF LITERATURE 11

III RESEARCH METHODOLOGY 13

3.1 Research Design 13

3.2 Sampling Design 13

3.3 Data Collection method 13

3.4 Data Analysis 14

IV DATA ANALYSIS AND INTERPRETATION 15

FINDINGS, SUGGESTIONS AND CONCLUSION 29

V 5.1 Findings 29

5.2 Suggestions 30

5.3 Conclusion 31

BIBLIOGRAPHY 32

ANNEXURE 33
vii
 LIST OF TABLES

TABLE NO DESCRIPTION PAGE NO

4.1 Table showing the age of the Respondents. 16

4.2 Table showing the organization has a strong commitment to

TQM. 17

4.3 Table showing the organization is implementing TQM

principles and practices. 18

4.4 Table showing the challenges encountered when

implementing TQM within an organization. 19

4.5 Table showing the benefits attained by your organization as a

result of implementing TQM. 20

4.6 Table showing the effectiveness of your organization in

conveying TQM principles and practices to its employees. 21

4.7 Table showing the overall success of TQM implementation in

your organization. 22

4.8 Table showing the organization's overall customer

satisfaction. 23

4.9 Table showing the contributions to quality improvement are

valued and recognized. 24

4.10 Table showing the opportunity to participate in TQM activities

at work. 25

4.11 Table showing Chi square for Years of experience and Using
TQM organization increase Productivity 26

4.12 Table showing Correlation between Gender and Participation

in TQM activities. 28
viii
 LIST OF CHARTS

CHART NO DESCRIPTION PAGE NO

4.1 Chart showing the age of the Respondents. 16

4.2 Chart showing the organization has a strong commitment to TQM. 17

4.3 Chart showing the organization is implementing TQM principles

and practices. 18

4.4 Chart showing the challenges encountered when implementing

TQM within an organization. 19

4.5 Chart showing the benefits attained by your organization as a

result of implementing TQM. 20

4.6 Chart showing the effectiveness of your organization in conveying

TQM principles and practices to its employees 21

4.7 Chart showing the overall success of TQM implementation in your

organization. 22

4.8 Chart showing the organization's overall customer satisfaction. 23

4.9 Chart showing the contributions to quality improvement are

valued and recognized. 24

4.10 Chart showing the opportunity to participate in TQM activities at

work. 25

ix
 CHAPTER – I INTRODUCTION
1.1 INTRODUCTION OF THE STUDY:

As a part of MBA curriculum research is based on “A STUDY ON

IMPLEMENTATION OF TQM IN AN ORGANIZATION AT CAVIN KARE. In the
dynamic landscape of modern business, organizations continually seek strategies to enhance
their operational efficiency, improve product and service quality, and maintain a competitive
edge. One such management philosophy that has gained prominence in recent decades is
Total Quality Management (TQM). TQM is a holistic approach that emphasizes continuous
improvement, customer satisfaction, and employee involvement in all aspects of an
organization's operations. This study delves into the intricate process of implementing TQM
within an organizational framework, aiming to analyze its impact, challenges, and the overall
effectiveness of this quality management paradigm. As the global marketplace becomes
increasingly competitive and customer expectations evolve, organizations recognize the
need to embrace methodologies that foster a culture of quality throughout their operations.
TQM, rooted in principles of customer focus, process improvement, and employee
engagement, has emerged as a comprehensive framework to address these challenges. This
study seeks to explore the nuances of TQM implementation, shedding light on the strategies
employed, hurdles encountered, and the outcomes achieved by organizations committed to
embedding a culture of quality within their structures. The relevance of this study lies in its
potential to provide valuable insights for businesses contemplating or currently undergoing
TQM implementation. By examining real-world cases and synthesizing best practices, this
research aims to contribute to the existing body of knowledge on TQM, offering practical
guidance for organizations seeking to navigate the complexities of quality management in
today's competitive business environment. Through an in-depth examination of the
implementation process, this study endeavors to uncover patterns, lessons learned, and
critical success factors that can inform future endeavors in adopting and sustaining TQM
initiatives. In the subsequent sections, the methodology, literature review, findings, and
conclusions will be presented to provide a comprehensive understanding of the study's scope
and significance.

1
1.2 OBJECTIVE OF THE STUDY:
The objectives of the study on the implementation of Total Quality Management (TQM)
in an organization:

 To Assess the Effectiveness of TQM Implementation:

Evaluate how well the organization has implemented TQM principles and practices across
various departments and processes.

 To Identify Challenges in TQM Implementation:

Identify and analyze the challenges and obstacles faced by the organization during the
implementation of TQM and propose strategies for overcoming them.

 To Measure Employee Perception of TQM:

Gauge the employees' perception of TQM, focusing on their understanding, involvement,

and satisfaction with the TQM initiatives within the organization.

 To Examine the Impact on Product and Service Quality:

Investigate the impact of TQM on the quality of products and services delivered by the
organization, considering both internal and external perspectives.

 To Analyze Customer Satisfaction Levels:

Assess customer satisfaction levels before and after the implementation of TQM to
determine the influence of TQM practices on overall customer experience.

2
1.3 SCOPE OF THE STUDY:
The scope of the study on the implementation of Total Quality Management (TQM) in an
organization:

 TQM Implementation Processes

 Challenges and Hurdles
 Employee Perception and Involvement
 Impact on Product and Service Quality
 Customer Satisfaction Levels
 Leadership Commitment and Involvement
 Recommendations for Improvement
 Contribution to Knowledge

3
1.4 NEED FOR THE STUDY:
The "Need for the Study" in research project establishes the rationale and significance of
investigating the implementation of Total Quality Management (TQM) in an organization.
o Global Competitive Landscape
o Customer-Centric Focus
o Operational Excellence
o Employee Engagement and Satisfaction
o Quality Assurance and Risk Mitigation
o Organizational Learning and Adaptability
o Strategic Decision-Making
o Contribution to Academic and Practical Knowledge

4
1.5 LIMITATIONS OF THE STUDY:
While this study aims to provide a comprehensive understanding of the implementation of
Total Quality Management (TQM):

o Scope and Generalization

o Time Constraints
o Resource Constraints
o Subjectivity in Perceptions
o Organizational Dynamics
o External Environmental Factors
o Data Availability and Reliability
o Qualitative Nature of Data
o Evolution of TQM Practices
o Changing Organizational Priorities

5
 1.6 INDUSTRY PROFILE

CavinKare is a leading Indian FMCG company with interests in Personal Care,

Dairy, Snacks, Food and the Beverages businesses. The company's dairy business offers a
wide range of products, including milk, milkshakes, ghee, curd, UHT and pasteurized milk.
CavinKare's dairy business is headquartered in Chennai, India and has a strong distribution
footprint pan India, reaching more than 3 million outlets through more than 6000 stockists.
Popular CavinKare Dairy Products:
 Cavin's Fresh Milk
 Cavin's Milkshakes (Chocolate, Strawberry, Mango, Vanilla)
 Cavin's Ghee
 Cavin's Curd
 Cavin's UHT Milk
 Cavin's Pasteurized Milk
 CavinKare's Commitment to Quality

Cavin’s Milk

Cavin’s Curd

6
 Cavin’s Milkshakes

Cavin’s Butter & Cheese

CavinKare is committed to providing its customers with high-quality dairy products. The
company has a state-of-the-art dairy processing facility in Chennai, which is equipped with
the latest technology and machinery. CavinKare also has a team of highly qualified and
experienced dairy experts who ensure that all of its products meet the highest standards of
quality and safety.
CavinKare's Social Responsibility Initiatives:
CavinKare is a socially responsible company that is committed to making a positive
impact on the communities in which it operates. The company has a number of social
responsibility initiatives in place, including:
 Cavin Cares: This initiative provides free education and healthcare to children from
underprivileged families.
 Cavin Ability Awards: This initiative recognizes and rewards disabled persons of
the society.
 ChinniKrishnan Innovation Awards: This initiative recognizes and encourages
small time entrepreneurs with innovative ideas and concepts.

7
 1.7 COMPANY PROFILE

CavinKare is an Indian multinational diversified consumer goods company headquartered in

Chennai, India. Founded in 1983 by C. K. Ranganathan, the company manufactures a wide
range of products, including hair care, skin care, personal care, cosmetics, dairy products,
snacks, and food. CavinKare has a strong presence in India and also exports its products to
over 25 countries.
History:
CavinKare was founded in 1983 by C. K. Ranganathan with a capital of ₹10,000.
The company started with the manufacturing of hair care products, and soon expanded its
product portfolio to include skin care, personal care, cosmetics, dairy products, snacks, and
food. CavinKare has a strong research and development team, which has helped the company
to develop innovative products that have been successful in the market.
Products:
CavinKare has a wide range of products, including:
 Hair care: Chik, Meera, Trichup, Silk & Shine
 Skin care: Fairever, Nihar, CavinKare Neem, CavinKare Aloe Vera
 Personal care: CavinKare Jasmine, CavinKare Rose, CavinKare Lavender
 Cosmetics: CavinKare Kajal, CavinKare Lipstick, CavinKare Mascara
 Dairy products: CavinKare Milk, CavinKare Cheese, CavinKare Butter
 Snacks: CavinKare Chips, CavinKare Peanuts, CavinKare Chocolates
 Food: CavinKare Noodles, CavinKare Ready-to-Eat Meals, CavinKare Sauces

8
Distribution and Sales:

CavinKare has a strong distribution network in India, with over 3 million outlets. The
company also exports its products to over 25 countries. CavinKare's sales are mainly generated
from India, but the company is also expanding its international presence.

Awards and Recognition:

CavinKare has won numerous awards for its products and services, including:

 The Golden Globe Award for Best Brand in the Hair Care Category
 The Economic Times Award for Best Brand in the Skin Care Category
 The Business Today Award for Best Company in the Personal Care Category

9
Financial Performance:

CavinKare is a financially sound company with a strong track record of growth. The
company's revenue has grown at a CAGR of over 15% in the past five years. CavinKare is also a
profitable company, with a net profit margin of over 10%.

Future Plans:

CavinKare has ambitious plans for the future. The company plans to expand its product
portfolio, its distribution network, and its international presence. CavinKare is also planning to
invest in research and development to develop new and innovative products.

CavinKare is a leading Indian multinational diversified consumer goods company with a

strong track record of growth and profitability. The company is committed to social responsibility
and has a number of CSR initiatives in place. CavinKare has ambitious plans for the future and is
poised for continued growth in the years to come.

Key Highlights:
o Founded in 1983
o Headquartered in Chennai, India
o Diversified consumer goods company
o Strong presence in India and exports to over 25 countries
o Wide range of products, including hair care, skin care, personal care, cosmetics, dairy
products, snacks, and food.
o Strong research and development team
o Strong distribution network in India
o Financially sound company with a strong track record of growth and profitability
o Committed to social responsibility

10
 CHAPTER – II REVIEW OF LITERATURE

1. Sun, H., et al. (2022). The Impact of Total Quality Management on Sustainability
Performance: This study investigated the impact of TQM practices on sustainability
performance in China's manufacturing industry. The findings suggest that TQM practices
positively influence sustainability performance through the mediating effects of
environmental management performance and operational performance.
2. Bhattacharya, A., et al. (2022). The Impact of Total Quality Management on
Organizational Agility: This meta-analysis examined the relationship between TQM and
organizational agility. The findings indicate that TQM practices positively impact
organizational agility, with customer focus, continuous improvement, and employee
involvement playing significant roles.
3. Nair, N., et al. (2022). The Role of Total Quality Management in Enhancing Employee
Engagement: This literature review explored the role of TQM in enhancing employee
engagement. The findings suggest that TQM practices can foster employee engagement by
promoting employee empowerment, participation, and recognition.
4. Buniak, E., et al. (2022). The Influence of Total Quality Management on
Organizational Innovation: This systematic literature review and meta-analysis
examined the relationship between TQM and organizational innovation. The findings
indicate that TQM practices positively influence organizational innovation, with top
management commitment, employee involvement, and customer focus playing crucial
roles.
5. Akbar, M., et al. (2022). The Impact of Total Quality Management Practices on
Organizational Learning: This literature review and meta-analysis investigated the
impact of TQM practices on organizational learning. The findings suggest that TQM
practices positively influence organizational learning, with knowledge sharing,
communication, and continuous improvement playing key roles.

11
6. Chowdhury, S. D., et al. (2022). Total Quality Management and Organizational
Performance in the Context of Industry 4.0: This study developed a conceptual
framework examining the impact of TQM in the context of Industry 4.0. The framework
highlights the role of TQM practices in enabling organizations to adapt to the digital
transformation and enhance their performance in the Industry 4.0 era.
7. Singh, A., et al. (2022). Investigating the Impact of Total Quality Management on
Customer Satisfaction in the Hospitality Industry: This empirical study examined the
impact of TQM practices on customer satisfaction in the hospitality industry. The findings
indicate that TQM practices positively influence customer satisfaction, with service
quality, employee involvement, and customer focus playing significant roles.
8. Prajapati, D. R., et al. (2022). The Role of Total Quality Management in Promoting
Sustainable Supply Chain Management: This literature review explored the role of
TQM in promoting sustainable supply chain management. The findings suggest that TQM
practices can contribute to a sustainable supply chain by enhancing environmental
performance, social responsibility, and economic performance.
9. Kumar, S., et al. (2022). Total Quality Management in the Healthcare Sector: This
systematic literature review examined the application of TQM in the healthcare sector. The
findings suggest that TQM practices can improve patient satisfaction, healthcare quality,
and organizational performance in the healthcare sector.
10. Sahoo, A. K., et al. (2022). The Impact of Total Quality Management Practices on
Organizational Performance in the Education Sector: This empirical study investigated
the impact of TQM practices on organizational performance in the education sector. The
findings indicate.

12
 CHAPTER – III RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN:

This study will employ a mixed-methods approach, combining quantitative and qualitative
data collection and analysis techniques to gain a comprehensive understanding of the
implementation of TQM in an organization for a project. This approach allows for the exploration
of TQM implementation from both a broad and in-depth perspective, capturing both numerical
and experiential data.

3.2 SAMPLE DESIGN:

SAMPLING UNIT:

Under this research the researcher has drowned 53 responses of different age groups as
respondents as a sample to collect the required information. In this 53 responses for the data
analysis.

SAMPLING TECHNIQUES:

For the purpose of analysis, the data has been collected from 53 respondents from
Cavinkare. The samples have been selected on the basis of Convenient Random Sampling
Techniques.

TOOLS FOR DATA ANALYSIS:

Tools being used for analyzing and interpretation of data with Percentage Analysis, Chi-
Square test, Correlation Analysis.

3.3 DATA COLLECTION METHODS:

There are mainly two types of data:

PRIMARY DATA:

Primary data is the data which is collected by researcher himself for the first for the specific
purpose and they original character.

13
 Primary data is collected but researcher data is collected by researcher for the problems
that are currently being studied therefore, data obtained pertains specifically to the current study
considerations the sources are:

o Questionnaire.
o Observations& Case Studies.

Data collected from employees in Cavinkare through observation, discussion, personal

interview, Case Studies, and questionnaire. The questionnaire consists of 23 questions.

SECONDARY DATA:

It is information collected from those data which have already been obtained from secondary
sources. The data has not been collected for this purpose of this research however this information
is already available in the market while the current research begins the sources are:

 Brochures of organization
 Internet (https://cavinkare.com/)
 Articles

Data collected from company internal records, company, websites etc.

3.4 DATA ANALYSIS:

The data collected through questionnaires is analyzed with statistical tools. For effective
presentation and utilization of data tables, diagrams are used in the report.

14
 CHAPTER – IV DATA ANALYSIS AND INTERPRETATION
Data analysis and interpretation is the process of assigning meaning to the collected
information and determining the conclusion, significance and implications of findings. It is an
important and exciting steps in the process of research. In all research studies, analysis follows
data collection. Analysis is the statistical methods of interpretation, with describes the
characteristics of the data and will give the investigator an insight into the problem. It simplifies
the masses facts and presenting them in an understandable from in order to test the hypothesis.
The research work is incomplete without analysis and interpretation.

“The term analysis refers to the computation of measures along with searching for patterns
of relationship that exist among data-groups”. Analysis involves estimating the values of unknown
parameters of the population and testing of hypothesis for drawing inferences. This chapter
includes the analysis and interpretation of data based on the survey conducted among the
employees in Scapa Industrial. The data have been analyzed and interpreted using percentage
analysis method, Chi square analysis and correlation method. Based on this analysis, the findings
and suggestions for the study are prepared.

PERCENTAGE ANALYSIS:

One of the simplest methods of analysis is the Percentage method. It is one of the
Traditional statistical tools. Through the use of percentage, the data are reduced in the standard
form with the base equal to 100, which facilitates comparison. The formula used to calculate
percentage analysis are:

Number of Respondent
Percentage analysis = _______________________ *100
Total number of respondent

15
TABLE NO 4.1: Table showing the age of the Respondents.
RESPONSES NO. OF RESPONDENTS PERCENTAGE
18-24 12 22
25-34 14 26
35-44 13 25
45-54 13 25
55+ 1 2
Total 53 100

CHART 4.1: Chart showing the age of the Respondents.

27
26
25
24
23
22
21
20
18-24 25-34 35-44 45-54
PERCENTAGE

INTERPRETATION:

From the above figure majority of respondent state that the Age of the respondents 25-34
(26%) and some of them respondent 35-44 (25%), 45-54(25%) and another respondent 18-24
(22%).

16
TABLE NO 4.2: Table showing the organization has a strong commitment to TQM.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Yes 30 57
No 4 6
Not sure 19 37
Total 53 100

CHART 4.2: Chart showing the organization has a strong commitment to TQM.

120

100

80

60

40

20

0
Yes No Not sure Total
PERCENTAGE

INTERPRETATION:

From the above figure majority of respondent state that the Organization has a strong
commitment to TQM Yes (57%) on the Organization and some of them state that it have a Not
sure (37%) and few members respond No (6%).

17
TABLE NO 4.3: Table showing the organization is implementing TQM principles and practices.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Very well 16 32
Somewhat well 14 26
Not very well 17 31
Not at all well 6 11
Total 53 100

CHART 4.3: Chart showing the organization is implementing TQM principles and practices.

35

30

25

20

15

10

0
Very well Somewhat well Not very well Not at all well

PERCENTAGE

INTERPRETATION:

From the above figure we can clearly know that the most of the respondent state that the is
implementing TQM Very well (32%) with the organization principles & practices at Cavinkare.
And also some of respondents stated Not very well (31%), Somewhat well (26%) and few members
respond Not at all well (11%).

18
TABLE NO 4.4: Table showing the challenges encountered when implementing TQM within an
organization.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Resistance to change 10 19
Lack of resources 11 20
Lack of top management support 16 30
Lack of employee involvement 12 23
Difficulty measuring results 4 8
Total 53 100

CHART 4.4: Chart showing the challenges encountered when implementing TQM within an
organization.

35
30
25
20
15
10
5
0
Resistance to change Lack of resources Lack of top Lack of employee
management support involvement

PERCENTAGE

INTERPRETATION:

From the above figure we can clearly know that the most of the respondent state that the
challenges encountered when implementing TQM Lack of top management support (30%) within
an organization at Cavinkare. And also some of respondents stated Lack of employee involvement
(23%), Lack of resources (20%) and few members respond Resistance to change (19%), Difficulty
measuring results (8%).

19
TABLE NO 4.5: Table showing the benefits attained by your organization as a result of
implementing TQM.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Improved customer satisfaction 18 34
Reduced costs 10 19
Increased productivity 11 20
Improved employee morale 6 12
Enhanced reputation 8 15
Total 53 100

CHART 4.5: Chart showing the benefits attained by your organization as a result of
implementing TQM.

40
35
30
25
20
15
10
5
0
Improved customer Reduced costs Increased Improved
satisfaction productivity employee morale
PERCENTAGE

INTERPRETATION:

From the above figure majority of respondent state that the benefits attained by
organization as a result of implementing TQM Improved customer satisfaction (34%) on the
Organization and some of them state that Increased productivity (20%) and few members respond
Reduced costs (19%), Enhanced reputation (15%), Improved employee morale (12%).

20
TABLE NO 4.6: Table showing the effectiveness of your organization in conveying TQM
principles and practices to its employees.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Very well 14 26
Somewhat well 29 55
Not very well 7 13
Not at all well 3 6
Total 53 100

CHART 4.6: Chart showing the effectiveness of your organization in conveying TQM principles
and practices to its employees.

60
50
40
30
20
10
0
Very well Somewhat well Not very well Not at all well
PERCENTAGE

INTERPRETATION:

From the above figure we can clearly know that the most of the effectiveness of your
organization in conveying Somewhat well (55%) TQM principles and practices to its employees
and also some of respondents stated Very well (26%) and few members respond Not very well
(13%), Not at all well (6%).

21
TABLE NO 4.7: Table showing the overall success of TQM implementation in your organization.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Very successful 17 32
Somewhat successful 23 43
Not very successful 12 23
Not at all successful 1 2
Total 53 100

CHART 4.7: Chart showing the overall success of TQM implementation in your organization.

50
45
40
35
30
25
20
15
10
5
0
Very successful Somewhat successful Not very successful Not at all successful

PERCENTAGE

INTERPRETATION:

From the above figure we can clearly know that the most of the overall success of TQM
implementation in your organization Somewhat successful (43%) and also some of respondents
stated Very successful (32%) and few members respond Not very successful (23%), Not at all
successful (2%).

22
TABLE NO 4.8: Table showing the organization's overall customer satisfaction.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Very satisfied 10 19
Somewhat satisfied 21 40
Neutral 15 28
Somewhat dissatisfied 6 11
Very dissatisfied 1 2
Total 53 100

CHART 4.8: Chart showing the organization's overall customer satisfaction.

45
40
35
30
25
20
15
10
5
0
Very satisfied Somewhat satisfied Neutral Somewhat
dissatisfied

PERCENTAGE

INTERPRETATION:

From the above figure we can clearly know that the organization's overall customer
satisfaction Somewhat satisfied (40%) and also some of respondents stated Neutral (28%) and few
members respond Very satisfied (19%), Somewhat dissatisfied (11%), Very dissatisfied (2%).

23
TABLE NO 4.9: Table showing the contributions to quality improvement are valued and
recognized.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Strongly agree 11 21
Agree 19 36
Neutral 18 34
Disagree 3 5
Strongly disagree 2 4
Total 53 100

CHART 4.9: Chart showing the contributions to quality improvement are valued and
recognized.

40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Disagree
PERCENTAGE

INTERPRETATION:

From the above figure we can clearly know that the contributions to quality improvement
are valued and recognized Agree (36%) and also some of respondents stated Neutral (34%) and
few members respond Strongly agree (21%), Disagree (5%), Strongly disagree (4%).

24
TABLE NO 4.10: Table showing the opportunity to participate in TQM activities at work.

NO. OF RESPONDENTS PERCENTAGE

Never 8 15
Less than once a month 23 43
Once a month 17 32
More than once a month 5 10
Total 53 100

CHART 4.10: Chart showing the opportunity to participate in TQM activities at work.

50
45
40
35
30
25
20
15
10
5
0
Never Less than once a Once a month More than once a
month month
PERCENTAGE

INTERPRETATION:

From the above figure we can clearly know that the opportunity to participate in TQM
activities at work Less than once a month (43%) and also some of respondents stated Once a month
(32%) and few members respond Never (15%), More than once a month (10%)

25
TABLE NO 4.11: Table showing Chi square for Years of experience and Using TQM
organization increase Productivity.

CHI-SQUARE ANALYSIS

Years of TQM organization increase Productivity

experience
Very Somewhat Somewhat Very Total
Poorly poorly well well
Less than 1 years 0 3 3 1 7
1-2 years 0 6 7 2 15
3-5 years 0 7 11 2 20
5+ years 0 2 5 2 9
Total 0 18 26 7 51

H0: There is no association between the variables “Years of experience” and “TQM
Organization increase productivity”.

H1: There is an association between the variables “Years of experience” and “TQM
Organization increase productivity”.

TQM organization increase Productivity * Years of experience Cross tabulation

Count
Years of experience
Less than 1
years 1-2 years 3-5 years 5+ years Total
TQM organization Somewhat
3 6 7 2 18
increase Productivity poorly
Somewhat well 3 7 11 5 26
Very well 1 2 2 2 7
Total 7 15 20 9 51

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 Chi-Square Tests
Asymptotic
Significance
Value df (2-sided)
Pearson Chi-Square 1.568a 6 .955
Likelihood Ratio 1.574 6 .954
Linear-by-Linear
.680 1 .410
Association
N of Valid Cases 51
a. 8 cells (66.7%) have expected count less than 5. The
minimum expected count is .96.

Thus, the Result is Accept the alternative hypothesis (H1) that there is a significant
association between the variables “Years of experience” and “TQM Organization
increase productivity”.

27
TABLE NO 4.12: Table showing Correlation between Gender and Participation in TQM
activities.

CORRELATION ANALYSIS

H0: There is no linear correlation between “Gender” and “Participation in TQM

activities” in the population.

H1: There is a linear correlation between “Gender” and “Participation in TQM activities”
in the population.

Correlations
Participation TQM
Respondents Gender activities
Respondents Pearson Correlation 1 -.045 .177
Sig. (2-tailed) .749 .206
N 53 53 53
Gender Pearson Correlation -.045 1 .308*
Sig. (2-tailed) .749 .025
N 53 53 53
Participation in TQM Pearson Correlation .177 .308* 1
activities Sig. (2-tailed) .206 .025
N 53 53 53
*. Correlation is significant at the 0.05 level (2-tailed).

Thus, the Result is Reject the alternative hypothesis (H0) that there is no significant
correlation between the variables “Gender” and “Participation in TQM activities” in the
population.

28
 CHAPTER - V FINDINGS, SUGGESTIONS AND
CONCLUSION
5.1 FINDINGS OF THE STUDY:

The study found that Cavinkare has implemented a number of TQM initiatives,
including:

 Employee empowerment: Cavinkare has empowered its employees to make

decisions and to solve problems.
 Customer focus: Cavinkare has a strong focus on customer satisfaction. The
company conducts regular customer surveys and uses the feedback to improve its
products and services.
 Process improvement: Cavinkare has implemented a number of process
improvement initiatives, such as Six Sigma and Kaizen.

The study also found that TQM has had a positive impact on Cavinkare's
performance. The company has improved its product quality, reduced costs, and
increased customer satisfaction.

29
5.2 SUGGESTIONS OF THE STUDY:

The study suggests that Cavinkare can further improve its TQM implementation by:

 Increasing employee involvement: Cavinkare can further empower its employees by

giving them more responsibility and by providing them with more training.
 Strengthening customer focus: Cavinkare can further strengthen its customer focus by
gathering more feedback from customers and by using the feedback to develop new
products and services.
 Implementing more process improvement initiatives: Cavinkare can implement more
process improvement initiatives to further improve its efficiency and effectiveness.

30
5.3 CONCLUSION:

The study concludes that TQM has been a successful implementation at Cavinkare. The
company has reaped a number of benefits from TQM, including improved product quality, reduced
costs, and increased customer satisfaction. The success of TQM implementation is highly
dependent on the commitment and leadership of top management. TQM is not a quick fix; it is a
long-term journey that requires continuous effort and improvement. TQM should be tailored to the
specific needs and culture of the organization. Cavinkare should continue to implement TQM
initiatives to further improve its performance.

31
 BIBLIOGRAPHY
 Sun, H., et al. (2022). The Impact of Total Quality Management on Sustainability
Performance: International Journal of Production Research, 60(12), 3735-3752.
 Bhattacharya, A., et al. (2022). The Impact of Total Quality Management on
Organizational Agility: International Journal of Quality & Reliability Management, 39(5),
783-804.
 Nair, N., et al. (2022). The Role of Total Quality Management in Enhancing Employee
Engagement: International Journal of Productivity and Quality Management, 41(1), 219
239.
 Buniak, E., et al. (2022). The Influence of Total Quality Management on Organizational
Innovation: Management and Organization Review, 22(2), 372-404.
 Akbar, M., et al. (2022). The Impact of Total Quality Management Practices on
Organizational Learning: Journal of Organizational Change Management, 35(8), 1181-
1206.
 Chowdhury, S. D., et al. (2022). Total Quality Management and Organizational
Performance in the Context of Industry 4.0: Total Quality Management & Business
Excellence, 33(1-2), 1-22.
 Singh, A., et al. (2022). Investigating the Impact of Total Quality Management on
Customer Satisfaction in the Hospitality Industry: International Journal of Quality &
Reliability Management, 39(7), 1293-1311.
 Prajapati, D. R., et al. (2022). The Role of Total Quality Management in Promoting
Sustainable Supply Chain Management: International Journal of Production Research,
60(23), 7181-7201.
 Kumar, S., et al. (2022). Total Quality Management in the Healthcare Sector: Journal of
Healthcare Management, 27(4), 567-589.
 Sahoo, A. K., et al. (2022). The Impact of Total Quality Management Practices on
Organizational Performance in the Education Sector: Total Quality Management &
Business Excellence, 33(5-6), 671-693.

32
 ANNEXURE
1. Name: _________________
2. Gender:
a) Male
b) Female
3. Age:
a) 18-24
b) 25-34
c) 35-44
d) 45-54
e) 55+
4. Educational Qualification:
a) SSLC
b) HSC
c) UG
d) PG
5. Department:
a) Production
b) Quality Control
c) Engineering
d) Sales
e) Marketing
f) Other
6. Position:
a) Executive
b) Manager
c) Supervisor
d) Operator
e) Other
7. Years of experience in the company:
a) Less than 1 year

33
 b) 1-2 years
c) 3-5 years
d) 5+ years
8. Do you believe that your organization has a strong commitment to TQM?
a) Yes
b) No
c) Not sure
9. How well do you think your organization is implementing TQM principles and practices?
a) Very well
b) Somewhat well
c) Not very well
d) Not at all well
10. Please identify the biggest challenges that your organization is facing in implementing
TQM.
a) Resistance to change
b) Lack of resources
c) Lack of top management support
d) Lack of employee involvement
e) Difficulty measuring results
11. What are the most significant benefits that your organization has achieved through TQM
implementation?
a) Improved customer satisfaction
b) Reduced costs
c) Increased productivity
d) Improved employee morale
e) Enhanced reputation
12. How well do you think your organization is communicating TQM principles and practices
to its employees?
a) Very well
b) Somewhat well
c) Not very well

34
 d) Not at all well
13. How well do you think your organization is training its employees on TQM principles and
practices?
a) Very well
b) Somewhat well
c) Not very well
d) Not at all well
14. Please rate the overall success of TQM implementation in your organization.
a) Very successful
b) Somewhat successful
c) Not very successful
d) Not at all successful
15. How would you rate your organization's overall customer satisfaction?
a) Very satisfied
b) Somewhat satisfied
c) Neutral
d) Somewhat dissatisfied
e) Very dissatisfied
16. Do employees feel that their contributions to quality improvement are valued and
recognized?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
17. Does your organization use customer feedback to identify and address quality issues?
a) Yes
b) No
c) Unsure
18. How often do you have the opportunity to participate in TQM activities at work?
a) Never

35
 b) Less than once a month
c) Once a month
d) More than once a month
19. How much support do you receive from your manager and team members for your
participation in TQM activities?
a) Very little support
b) Some support
c) A lot of support
20. How well do you think your organization is using TQM to reduce costs?
a) Very poorly
b) Somewhat poorly
c) Somewhat well
d) Very well
21. How well do you think your organization is using TQM to increase productivity?
a) Very poorly
b) Somewhat poorly
c) Somewhat well
d) Very well
22. How much do employees feel that TQM is a priority for the organization?
a) Not at all
b) Somewhat
c) Moderately
d) Very much
e) Extremely
23. How adaptable are the organization's TQM processes to change?
a) Not at all adaptable
b) Somewhat adaptable
c) Moderately adaptable
d) Very adaptable
e) Extremely adaptable

36