Está en la página 1de 52

1

AT

ON

(LUCKNOW)

PGDM (AICTE)

ACADEMIC YEAR 2009-2011

CERTECH REGISTRATION INDIA

BY AMIT SHARMA

SUBMITTED TO SIBAR

PGDM (MKT) - III Roll No:- 9

A PROJECT REPORT

PROJECT GUIDE SNEHAL GALANDE

“A STUDY ON EFFECT OF ISO 9001 ON AN ORGANISATION”

In Partial Fulfillment of Requirements For the Award of Requirement of

SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION & RESEARCH KONDHWA, PUNE- 48

This is to certify that Amit Sharma, student of SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION & RESEARCH, Pune has completed his/ her summer training at CERTECH INDIA. on the topic of “A STUDY ON EFFECT OF ISO 9001 ON AN ORGANISATION” and has submitted the Summer Training Project Report in partial fulfillment of PGDM (MKT) at SIBAR for the academic year 2009-2011.

He/she has worked under our guidance and direction. The said report is based on bonafide information.

CERTIFICATE

PROF. AVADHOOT POL

SNEHAL GALANDE

Designation

Director

2

I herby declare that the project titled “A STUDY ON EFFECT OF ISO 9001 ON AN ORGANISATION” is an original piece of research work carried out by me under the guidance and supervision of PROF. SNEHAL GALANDE. The information has been collected from genuine & authentic sources. The work has been submitted in partial fulfillment of the requirement of PGDM (MKT) at SIBAR.

SINHGAD INSTITUTE OF BUSINESS ADMINISTRATION AND RESEARCH, KONDHWA (BK)

Place: Lucknow Date:

DECLARATION

Name of the student:- Amit Sharma

Signature:

3

I express our deep sense of gratitude, indebtedness and regard to our project guide Mr. MANISH PANDEY (Project guide in Certech Registration India) for his assiduous guidance and inspiring suggestions during the project period.

.Last but not least I would like to thank almighty God and all our well wishers and friends who supported us to do our project successfully.

We are also thankful to “CERTECH REGISTRATION INDIA” for providing some lighter moments and made our stay pleasurable.

I am also thankful to Mr. UMESH TIWARY (Managing director) for his kind co- operation in this project.

ACKNOWLEDGEMENT

4

of progress in terms of value, parties, TPM, products etc. The two main objectives of this project were to ascertain the behavior and perception of the existing customer towards the ISO 9001 and also the effectiveness of the strategies adopted by the factory. To serve the purpose both primary and secondary data were collected. As the number of respondents were not very large personal interviews and Questionnaire were the main tools to collect the primary data. Secondary data regarding the products and about the strategies were collected from the annual report of the Certech registration india, through internal sources of the factory and also from the factory books regarding products, marketing and articles on innovative products and changing methodology in the factory scenario across the world. All the data collected was analyzed and it was concluded that it was very instrumental in improving the work environment among the employee and organization itself, Which are all the vital and necessary ingredients for profitability. After the analyzed and observation, it was the stage of suggestions where it was suggest to the factory to set up and appointed a well qualified workers during the production process and reducing the crape and to coordinate with the direct sales associates in marketing products or constant and increase in quality, so that it shows the peak position in the world.

.. adopting the strategies that have been analyzed in this project that the company has a lot

was to analyze those strategies which were instrumental in the phenomenal success

This project was undertaken to understand the ISO 9001 series. The main purpose

EXECUTIVE SUMMARY

By

5

Sr. No.

Topics

Pg. No.

1

Introduction

7

2

Concepts & Definition

11

 

Research methodology

23

 

(a).research design

23

 

(b).Sampling

24

3

Company profile

25

4

Data Analysis

27

5

Finding

47

6

Conclusion

48

7

Recommendation

49

8

Bibliography

50

9

Annexure

51

INDEX

6

It is very interesting to note why the ISO series of standard regarding product manufacture originated. It was after some wars that countries like Britain fought that they faced strange problems… there were many arms that needed repairs but it became very difficult to repair them, as the spares available would not fit in them easily. Then need for a system to ensure consistency, repeatability, and quality of items was felt. This gave rise to the British system of standardization BS5750 in 1979. In 1987 the international organization for standardization amalgamated its 9000 series of standards, European series 29000 series of standards to BS5750. In 1994 came the first series of IS/ISO 9000which discarded 1987 version of BS5750 it was popularly referred to as ISO 9001:1994. In year 2008 the technical committee TC176 of ISO came out with ISO 9001:2008 which preceded ISO 9001:2000 which was the revision of the older version of ISO i.e.

The older standard how it is referred to today consisted of 20 clauses regarding various activities that are performed in a company. The new standard contains only 5 elements. Their has been very wide changes in the standard and the level of documentation required for the new standard as compared to the earlier version of ISO 9001:1994. These changes have very wide ramifications depending upon how a company had been doing its processes. The new standard is very generic in nature and can be applied to any activity anywhere, be it our daily activities or a small trader or a hospital or a big corporate or a small industry in other words almost anything can be run on this principle. The new standard is based on the process approach and insists on continual improvement of the Quality Management System.

The process approach is also illustrated in the next pages…

Introduction

CHAPTER 1

9001:1994.

7

To find the effect of ISO 9001 on any organization.

To compare between an ISO certified organization and non ISO certified organization.

To know what are criteria to get certification of ISO 9001.

To know the complete process of getting certificate of ISO 9001.

To assess the ISO 9001 awareness among top management, and employees.

OBEJECTIVE OF THE STUDY

8

Accurate and timely information.

 

Introduction to basic Quality management issues.

 

Gather and analyses information on ISO 9001.

Information regarding existing system of ISO 9001.

Facilitates the decision making process.

Assesss

the

awareness

about

ISO

9001

amongst

management

and

The study provide significant benefits such as:

SCOPE OF THE STUDY

employee.

9

The project duration was 6-8 weeks that was set to complete the assignment.

 

Lots of data had to be collected and analyzed for collecting the data regarding ISO 9001.

The secondary data collected from the internal sources of the company about

ISO9001

because there

was

huge work load on managers

as

well

as

on

supervisor.

The project guide had less time to spend with us because of busy schedule of Quality assurance department.

LIMITATIONS OF THE STUDY

10

Independent confirmation that organizations meet the requirements of ISO 9001 may be obtained from third party certification bodies. Over a million organizations worldwide are independently certified making ISO 9001 one of the most widely used management tools in the world today.

The ISO 9000 family of standards relate to quality management systems and are designed to help organizations ensure they meet the needs of customers and other stakeholders.The standards are published by ISO, the International Organization for Standardization and available through National standards bodies.

ISO 9000 deals with the fundamentals of quality management systems including the eight management principles (Beattie and Sohal, 1999 ) on which the family of standards is based. ISO 9001 deals with the requirements that organizations wishing to meet the standard have to meet.

CHAPTER – 2 CONCEPTS AND DEFINITION

11

  • 4.4 Design & Development

A Comparison of ISO 9000 Quality System Standards

ISO 9001:1994 (Quality Assurance Model) had the following clauses:

  • 4.15 Handling, Storage, Packaging, Preservation & Delivery

  • 4.11 Control of inspection monitoring & test equipment

    • 4.7 Control of Customer Supplied Product

    • 4.8 Product Identification & trace ability

      • 4.13 Control of non-conforming product

        • 4.1 Management Responsibility

          • 4.16 Control of Quality records

          • 4.12 Inspection & Test Status

          • 4.14 Corrective & Preventive Actions

12

  • 4.17 Internal quality Audits

  • 4.20 Statistical Techniques

  • 4.10 Inspection & Testing

    • 4.5 Document & Data Control

    • 4.2 Quality System

    • 4.3 Contract Review

    • 4.6 Purchasing

    • 4.9 Process Control

      • 4.19 Servicing

      • 4.18 Training

13

Process

Process Approach

  • 4 Product Realization

Each Process Should address

  • 3 Resource Management

  • 2 Management Responsibility

  • 1 Quality Management System

  • 5 Measurement Analysis & Improvement

into outputs can be considered as a “Process”

The Process Approach of new ISO 9001:2008

ISO 9001:2008 (Quality Management System Model) has the following clauses:

Any activity using resources, and managed in order to enable the transformation of inputs

The application of a system of processes within an organization, together with identification and interactions of these processes, and their management, may be referred to as the “Process Approach”

Though this system has only five elements, a closer look into the standard shows that this standard covers all of the requirements in the old standard and also demands some new things: The new standard demands more customer focus/customer satisfaction and also continual improvement.

Inputs of the process

QUALITY

POLICY

MANUAL

QUALITY

SYSTEM

FORMS, LABELS AND OTHER OBJECTIVE EVIDENCE THAT DEMONSTRATES CONFORMANCE TO THE

Type of output (Product, Information, Service), Recipient of output, Reference Document

Process Monitoring Method of Monitoring, Frequency, Responsibility

The Four level Structure of Quality Management System Documentation in ISO

Covering how process shall be performed and controlled including responsibility for

Including-source(s) of input, frequency, Reference Document, Review Criteria

Records of inputs, outputs, process control and monitoring

performing and controlling

S

OPERATIONAL

Process Output

INSTRUCTION

PROCEDURES

Process Method

9001:2008

Records

14

Inputs of the process QUALITY POLIC Y MANUAL QUALITY SYSTEM FORMS, LABELS AND OTHER OBJECTIVE EVIDENCE
Inputs of the process QUALITY POLIC Y MANUAL QUALITY SYSTEM FORMS, LABELS AND OTHER OBJECTIVE EVIDENCE

SPECIFIED REQUIREMENTS

ISO 9001 was first published in 1987. It was largely based on the previous standard BS 5750 that was developed by BSI Group . BSI has been certifying organizations for their quality management systems since 1978. Its first certification (FM 00001) is still extant and held by the Tarmac company, a successor to the original company which held this certificate. Today BSI claims to certify organizations at nearly 70,000 sites globally. The development of the ISO 9000 series is shown in the diagram to the right.

The quality policy is a formal statement from management, closely linked to the business and marketing plan and to customer needs. The quality policy is understood and followed at all levels and by all employees. Each employee needs measurable objectives to work towards.

When developing new products, you need to plan the stages of development, with appropriate testing at each stage. You need to test and document whether the product meets design requirements, regulatory requirements and user needs.

You need to determine customer requirements and create systems for communicating with customers about product information, inquiries, contracts, orders, feedback and complaints.

You need to regularly review performance through internal audits and meetings. Determine whether the quality system is working and what improvements can be made. Deal with past problems and potential problems. Keep records of these

Decisions about the quality system are made based on recorded data and the system is regularly audited and evaluated for conformance and effectiveness.

Records should show how and where raw materials and products were processed, to allow products and problems to be traced to the source.

Summary of ISO 9001:2008 in informal language

BACKGROUND

15

You need documented procedures for dealing with actual and potential nonconformances (problems involving suppliers or customers, or internal problems). Make sure no one uses bad product, determine what to do with bad product, deal with the root cause of the problem seeking and keep records to use as a tool to improve the system.

ISO 9000:1987 was also influenced by existing U.S. and other Defense Standards ("MIL SPECS"), and so was well-suited to manufacturing. The emphasis tended to be placed on conformance with procedures rather than the overall process of management—which was likely the actual intent.

ISO 9000:1987 had the same structure as the UK Standard BS 5750, with three 'models' for quality management systems, the selection of which was based on the scope of activities of the organization:

ISO 9000:1994 emphasized quality assurance via preventive actions, instead of just checking final product, and continued to require evidence of compliance with documented procedures. As with the first edition, the down-side was that companies

ISO 9003:1987 Model for quality assurance in final inspection and test covered only the final inspection of finished product, with no concern for how the product was produced.

ISO 9002:1987 Model for quality assurance in production, installation, and servicing had basically the same material as ISO 9001 but without covering the creation of new products.

ISO 9001:1987 Model for quality assurance in design, development, production, installation, and servicing was for companies and organizations whose activities included the creation of new products.

activities and the resulting decisions, and monitor their effectiveness (note: you need a documented procedure for internal audits).

  • 1994 version

  • 1987 version

16

ISO 9001:2000 combines the three standards 9001, 9002, and 9003 into one, called 9001. Design and development procedures are required only if a company does in fact engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing the concept of process management front and center ("Process management" was the monitoring and optimizing of a company's tasks and activities, instead of just inspecting the final product). The 2000 version also demands involvement by upper executives, in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal is to improve effectiveness via process performance metrics — numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit.

ISO 9001:2008 only introduces clarifications to the existing requirements of ISO 9001:2000 and some changes intended to improve consistency with ISO 14001:2004. There are no new requirements. Explanation of changes in ISO 9001:2008. A quality management system being upgraded just needs to be checked to see if it is following the clarifications introduced in the amended version.

tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some companies, adapting and improving processes could actually be impeded by the quality system.

The ISO 9000 standard is continually being revised by standing technical committees and advisory groups, who receive feedback from those professionals who are implementing the standard.

2000 version

17

ISO does not itself certify organizations. Many countries have formed accreditation bodies to authorize certification bodies, which audit organizations applying for ISO 9001 compliance certification. Although commonly referred to as ISO 9000:2000 certification, the actual standard to which an organization's quality management can be certified is ISO 9001:2008. Both the accreditation bodies and the certification bodies charge fees for their services. The various accreditation bodies have mutual agreements with each other to ensure that certificates issued by one of the Accredited Certification Bodies (CB) are accepted worldwide.

An ISO certificate is not a once-and-for-all award, but must be renewed at regular intervals recommended by the certification body, usually around three years. There are no grades of competence within ISO 9001: either a company is certified (meaning that it is committed to the method and model of quality management described in the standard), or it is not. In this respect, it contrasts with measurement-based quality systems such as the Capability Maturity Model.

The applying organization is assessed based on an extensive sample of its sites, functions, products, services and processes; a list of problems ("action requests" or "non- compliance") is made known to the management. If there are no major problems on this list, or after it receives a satisfactory improvement plan from the management showing how any problems will be resolved, the certification body will issue an ISO 9001 certificate for each geographical site it has visited.

Certification

18

management system?

The broadest definition of quality is "Whatever the customer perceives good quality to be". This means that you don't necessarily have to make a product that never fails, some customers will have a higher tolerance for product failures if they always receive shipments on-time, or some other dimension of customer service. Your ISO system should take into account all areas of the customer

quality. Organizations that implement an ISO system without this desire and commitment, often take the cheapest road to get a certificate on the wall and ignore problem areas uncovered in the audits.

Effectiveness of the ISO system being implemented depends on a number of factors, the most significant of which are:

quality manual rather than create a manual that documents existing practices and only adds new processes to meet the ISO standard when necessary.

version date is important: in the 2000 version ISO attempted to address many concerns and criticisms of ISO 9000:1994).

The debate on the effectiveness of ISO 9000 commonly centers questions:

  • 2. How well the ISO system integrates into their business practices. Many

organizations that implement ISO try to make their system fit into a cookie-cutter

  • 3. How well the ISO system focuses on improving the customer experience.

  • 1. Are the quality principles in ISO 9001:2000 of value? (Note that the

  • 1. Commitment of Senior Management to monitor, control, and improve

  • 3. Does it help to obtain ISO 9001:2000 certification ?

it

on the following

EFFECTIVENESS

implement

compliant

  • 2. Does

9001:2000

quality

help

ISO

19

to

an

the potential for auditors to point out areas of improvement. Many auditors simply rely on submitting reports that indicate compliance or non-compliance with the appropriate section of the standard, however, to most executives, this is like speaking a foreign language. Auditors that can clearly identify and communicate areas of improvement in language and terms executive management understands allows the companies they audit to act on improvement initiatives. When management doesn't understand why they were non-compliant and the business implications, they simply ignore the reports and focus on what they do understand.

It is widely acknowledged that proper quality management improves business, often having a positive effect on investment, market share, sales growth, sales margins, competitive advantage, and avoidance of litigation. The quality principles in ISO 9000:2000 are also sound, according to Wade and also to Barnes, who says that "ISO 9000 guidelines provide a comprehensive model for quality management systems that can make any company competitive implementing ISO often gives the following advantages:

experience, the industry expectations, and seek to improve them on a continual basis. This means taking into account all processes that deal with the three stakeholders (your customers, your suppliers, and your organization), only then will you be able to sustain improvements in your customer experience.

While ISO auditors may not provide consulting to the clients they audit, there is

  • 4. How well the auditor finds and communicates areas of improvement.

    • 1. Create a more efficient, effective operation

  • 2. Increase customer satisfaction and retention

  • 4. Enhance marketing

Advantages

  • 3. Reduce audits

20

While internationally recognized, most US consumers are not aware of ISO 9000 and it holds no relevance to them. The added cost to certify and then maintain certification may not be justified if product end users do not require ISO 9000. The cost can actually put a company at a competitive disadvantage when competing against a non ISO 9000 certified company.

systems are any good. A company can intend to produce a poor quality product and providing it does so consistently and with the proper documentation can put an ISO 9001 stamp on it. According to Seddon, ISO 9001 promotes specification, control, and procedures rather than understanding and improvement. Wade argues that ISO 9000 is effective as a guideline, but that promoting it as a standard "helps to mislead companies

A common criticism of ISO 9001 is the amount of money, time and paperwork required for registration. According to Barnes, "Opponents claim that it is only for documentation. Proponents believe that if a company has documented its quality systems, then most of the paperwork has already been completed."

Paraphrased, Wade's argument is that reliance on the specifications of ISO 9001 does not guarantee a successful quality system.

into thinking that certification means better quality, organization to set its own quality standards."

ISO 9001 is not in any way an indication that products produced using its certified

  • 5. Improve employee motivation, awareness, and morale

  • 8. Reduce waste and increases productivity.

[undermining] the need for an

  • 6. Promote international trade

  • 7. Increases profit

Problems

21

...

"If you just want the certificate on the wall, chances are, you will create a paper system that doesn't have much to do with the way you actually run your business," said ISO's Roger Frost. Certification by an independent auditor is often seen as the problem area, and according to Barnes, "has become a vehicle to increase consulting services." In fact, ISO itself advises that ISO 9001 can be implemented without certification, simply for the quality benefits that can be achieved.

The standard is seen as especially prone to failure when a company is interested in certification before quality. Certifications are in fact often based on customer contractual requirements rather than a desire to actually improve quality.

Another problem reported is the competition among the numerous certifying bodies, leading to a softer approach to the defects noticed in the operation of the Quality System of a firm.

Circles tends to follow a lifecycle in the form of a bell curve, possibly indicating

Abrahamson argued that fashionable management

as Quality

discourse

such

22

Research Design is needed because it facilitates the smooth sailing of the various research operations, thereby making research as efficiently as possible yielding maximal information with minimal expenditure of effort, time and money. Research design stands for the advanced planning of the methods to be adopted for collection of relevant data. Moreover it explains the techniques to be used in the analysis, keeping in view the objective of the research and availability of staff, time and money.

The type of research design used in the project was Descriptive research, because, it helps to describe a particular situation prevailing within a company. Careful design of the descriptive studies was necessary to ensure the complete interpretation of the situation and to ensure minimum bias in the collection of data.

For any research the methodology used has got very great significance. The effective use or non-use of the methodology will prove the validity of the findings. The success of the research depends mostly on the methodology adopted.

the sample is called sample technique. In this research, technique which is used for the collection of data is judgmental sampling. Before starting rational judgment is taken and the sample should be the representative.

The items which are selected is called sample and the process which involves in selecting

RESEARCH METHODOLOGY

Sample Technique:

Type of Research :

Research design:

23

to analysis and decision issue of the action to be taken. The accuracy of the collected data is of great importance for drawing correct and valid conclusions from the detailed investigations. The primary and secondary data collected in this research was through:

too small, it should be optimum. The optimum sample is one which fulfills the requirement of efficiency, representatives, reliability and flexibility. The samples which are selected for the information collection are:-

  • - Employees of the company and other company also. Total sample size is 30.

This refers to the no. of items to be selected. It should be neither excessively large nor

The key for useful systems is the selection of the method for collecting data and linking it

  • - Scheduled questionnaire Method

  • - Observation Method.

Data Collection Method:

  • - Interview Method.

  • - Board of Directors

Sample Size:

24

Conformance to accreditation requirements in an effective business manner,

Satisfaction, making the client happy is our number one aim,

Impartiality - Services will be free from any form of bias,

Value, the services we offer will provide real value to our clients,

Integrity, we will be above reproach,

All members will have equity,

Our Mission is to develop new businesses that leverage our people's specific knowledge and experience to create superior value to our Clients, Shareholders, and Partners. Our Guiding Principals are:

CERTECH REGISTRATION INC., CANADA INDIA OFFICE- C-37/6, Paper Mill Colony, Nishatganj, Lucknow

Certech achieved accredited status for ISO 9001 with the ANAB in February 2002, and ISO 14001 in January 2003.

Certech was founded on June 1, 2001 in Guelph Ontario, and is now located at 260 Edgeley Blvd. Unit 4, Vaughan Ontario L4K 3Y4.

Certech is a privately owned company offering Quality, Environmental, Health & Safety, Cosmetics, and Food Safety Management Systems and Practices Certification services.

COMPANY PROFILE

CHAPTER – 3

25

Certech's registration processes were developed with you in mind. We offer a friendly, responsive, service for ISO 9001, ISO 14001, ISO 22000, HACCP (Food Safety), Organic Certification, Food and Cosmetics GMP, OHSAS 18001, ANSI Z10:2005, CSA Z1000-06 (Health & Safety Systems), RoHS, QC08000 (Hazardous Substances in Electronic Product and Components), Excellence in Service Quality Certification (ESQC) and ISO 22716 (Cosmetics GMP). All registration that is focused on your needs.

Certech is committed to providing a fair and impartial service to all of its clients. The services offered by Certech are free of bias and are reviewed by independent professionals, clients and Certech's own personnel to ensure that this is achieved.

Certech supports and conforms fully to the requirements of ISO 17021 Conformity assessment - Requirements for bodies providing audit and certification of management systems.

Certech Registration Inc. has been accredited by ANAB since early 2002 to provide ISO 9001 Registration/ Certification services.

Certech is accredited to provide ISO 9001 and ISO 14001 registrations by The ANSI- ASQ National Accreditation Board (ANAB).

All members will be encouraged to grow within Certech, and,

Innovation and change will be our only constant

Certech Registration Inc. is accredited to provide ISO 14001 Registration/Certification

by ANAB, and all certificates internationally recognized and accepted.

ISO 14001 Registration/Certification Services

ISO 9001 Registration/Certification Services

26

OPTION NUMBER OF EMPLOYEE ISO 9001:1994 1 ISO 9002:1994 1 ISO 9001:2008 26 ISO9001:2000 2 TOTAL

OPTION

NUMBER OF EMPLOYEE

ISO 9001:1994

1

ISO 9002:1994

1

ISO 9001:2008

26

ISO9001:2000

2

TOTAL

30

The objective of this questionnaire is to assess the quality consciousness amongst the management of the company. You are requested to go through the following questions and answer them:

INFERENCE:- From the figure it is clear that 87% of the employees said that company’s quality system if certified to comply with ISO9001:2008.

  • 1. Your company’s quality management system if certified to comply with:

DATA ANALYSIS

CHAPTER – 4

27

OPTION NUMBER OF EMPLOYEE TUV 02 DNV 03 CERTECH REGISTRATION 24 PCMS 01 TOTAL 30 INFERENCE

OPTION

NUMBER OF EMPLOYEE

TUV

02

DNV

03

CERTECH REGISTRATION

24

PCMS

01

TOTAL

30

INFERENCE:- From the figure it is clear that 80% of the employees said that the company is registered from certech registration .

  • 2. You got your system certified from the following body:

28

OPTION NUMBER OF EMPLOYEE AUGUST 2013 02 JANUARY 2019 01 FEBRUARY 2011 27 MARCH 2020 0

OPTION

NUMBER OF EMPLOYEE

AUGUST 2013

02

JANUARY 2019

01

FEBRUARY 2011

27

MARCH 2020

0

TOTAL

30

INFERENCE:- From the figure it is clear that 90% of the employees knew the validity of their system.

  • 3. Your certification is valid up to:

29

OPTION NUMBER OF EMPLOYEE NON CONSISTENT 2 NON COMMITTAL 24 NON CONFORMANCE 3 NO CASUALTY 1

OPTION

NUMBER OF EMPLOYEE

NON CONSISTENT

2

NON COMMITTAL

24

NON CONFORMANCE

3

NO CASUALTY

1

TOTAL

30

INFERENCE :- From the figure it is clear that most of the employees was wrong about the full form of NC. About 80% of the employees were unknown about full form of NC. Only 10% of the employees knows the correct full form of NC.

  • 4. NC means:

30

OPTION NUMBER OF EMPLOYEE TRUE AND FALSE 02 EASY AND TOUGH 01 MAJOR AND MINOR 27

OPTION

NUMBER OF EMPLOYEE

TRUE AND FALSE

02

EASY AND TOUGH

01

MAJOR AND MINOR

27

NONE OF THESE

0

TOTAL

30

INFERENCE:-From this figure it is clear that 90% of the employee said that there are two tips of NC that is major and minor .

  • 5. There are following kinds of NC:

31

OPTION NUMBER OF EMPLOYEE IT CAUSES FINES BY CERTIFICATION 02 IT MEANS THAT THERE HAS BEEN

OPTION

NUMBER OF EMPLOYEE

IT CAUSES FINES BY CERTIFICATION

02

IT MEANS THAT THERE HAS BEEN NO MRM

01

IT MEANS AUDITOR HAS POOR EXPERIENCE

27

IT MEANS QUALITY SYSTEM IS BEING VIOLATED

0

TOTAL

30

experience which is high on the other side 0% response for the violated.

INFERENCE:-From this figure it is clear that 90% response for the auditor has poor

  • 6. An NC should not be repeated because:

quality system is being

32

OPTION NUMBER OF EMPLOYEE ONCE IN A YEAR 02 TWICE IN A YEAR 25 FOUR TIMES

OPTION

NUMBER OF EMPLOYEE

ONCE IN A YEAR

02

TWICE IN A YEAR

25

FOUR TIMES IN A YEAR

02

WHEN NECESSARY

01

TOTAL

30

INFERENCE:-From this figure it is clear that 83% said that meeting was held twice in a year only 3% people given response that when it is necessary meeting will be conducted.

  • 7. Management review meeting is held in your company:

33

OPTION NUMBER OF EMPLOYEE DISPOSING NC 01 LODGING COMPLAINT 09 HAVING A MEETING 00 CHECKING HEALTH

OPTION

NUMBER OF EMPLOYEE

DISPOSING NC

01

LODGING COMPLAINT

09

HAVING A MEETING

00

CHECKING HEALTH OF QUALITY SYSTEM

20

TOTAL

30

  • 8. Management review meeting is tool for:

34

OPTION NUMBER OF EMPLOYEE ONCE A YEAR 00 EVERY MONTH 09 EVERY 3 MONTHS 18 EVERY

OPTION

NUMBER OF EMPLOYEE

ONCE A YEAR

00

EVERY MONTH

09

EVERY 3 MONTHS

18

EVERY 4 MONTHS

03

TOTAL

30

INFERENCE:-From this figure it is clear that 67% of the employees said that management review meeting is held for checking health of system. 30% of the employees responded to lodging complaints.

INFERENCE:-From this figure it is clear that 60% of the employees responded to the every 3 months and 30% of the employee responded to the every month.

  • 9. Internal audits are carried out:

35

OPTION NUMBER OF EMPLOYEE ACTED ON AS DESIRED 22 HIDDEN FROM AUDITOR 00 NOTED AND LEFT

OPTION

NUMBER OF EMPLOYEE

ACTED ON AS DESIRED

22

HIDDEN FROM AUDITOR

00

NOTED AND LEFT

00

NOTED AND REMOVED

08

TOTAL

30

INFERENCE:-From this figure it is clear that 73% of the employees said that non conformance during the internal audits should result in as acted on as desired and 27 % of the employees responded to fourth option i.e noted and removed.

10. A Non-Conformance observed during internal audit should be:

36

OPTION NUMBER OF EMPLOYEE TAKEN IN MORE QUANTITY 22 BOUGHT FROM MARKET 03 ISSUED FROM STORE

OPTION

NUMBER OF EMPLOYEE

TAKEN IN MORE QUANTITY

22

BOUGHT FROM MARKET

03

ISSUED FROM STORE

03

NONE OF THESE

02

TOTAL

30

INFERENCE:-From this figure it is clear that 73% of the employees replied that when material is required it should be bought in more quantity.10% of the employees replied that it should be bought from the market.

11. Material required should be:

37

OPTION NUMBER OF EMPLOYEE KEPT WITH YOU 23 THROWN AWAY 01 RETURNED TO STORE 06 NONE

OPTION

NUMBER OF EMPLOYEE

KEPT WITH YOU

23

THROWN AWAY

01

RETURNED TO STORE

06

NONE OF THESE

00

TOTAL

30

INFERENCE:-From this figure it is clear that 77% of the employee said that unused material during the production should be kept with them, while 20% of the employees said that it should be returned to the store.

12. Unused material in the production should be:

38

OPTION NUMBER OF EMPLOYEE FINAL STAGE 02 BEFORE DISPATCH 02 ALL STAGES OF PRODUCTION 25 PACKING

OPTION

NUMBER OF EMPLOYEE

FINAL STAGE

02

BEFORE DISPATCH

02

ALL STAGES OF PRODUCTION

25

PACKING

01

TOTAL

30

INFERENCE:-From this figure it is clear that 83% of the employees responded correctly by opting for all stages of production , the material should be checked .

13. All material should be checked only at:

39

OPTION NUMBER OF EMPLOYEE REJECTED 02 REWORKED 02 STORED 04 SCRAPPED 22 TOTAL 30 INFERENCE :-From

OPTION

NUMBER OF EMPLOYEE

REJECTED

02

REWORKED

02

STORED

04

SCRAPPED

22

TOTAL

30

INFERENCE:-From this figure it is clear that 22 employees said that all wasted material should be scrapped which 73% .

14. All material found wasted should be:

40

S.No.

Month

Number of

Number of

Efficiency %

orders

orders on time

 
  • 1 March

100

40

40

  • 2 April

50

30

60

  • 3 May

20

20

100

  • 4 June

20

20

100

  • 5 July

40

30

75

  • 6 August

14

14

100

  • 7 September

13

13

100

  • 8 October

45

45

100

  • 9 November

50

40

80

  • 10 December

50

40

80

  • 11 January

66

58

89

  • 12 February

30

30

100

  • 14 March

44

44

100

  • 15 April

56

56

100

  • 16 May

60

59

98

  • 17 June

80

78

97.5

  • 18 July

68

68

100

Assessing Work/performance improvements in the company.

Product deliveries met on time:

41

42

42

Production Workers /purchase In- incharge Store charge Testing Incharge
Production
Workers
/purchase In-
incharge
Store
charge
Testing
Incharge
Director Managing Partn
Director Managing Partn
 

Director

 
 

Managing

 

Partn

Director Managing Partn
Director Managing Partn
Director Managing Partn
  • b. This also means that the assembly in-charge has limited responsibility towards production and accountability is not affixed, as it should be for a production head. The organization structure has caused erosion of responsibility of the production in-charge.

Assessing work environment changes in the company.

Below depicted is the organization structure of the company before ISO certification. We can clearly observe the following:

  • a. The Management of the company interacts with the workers directly for all the day-to-day activities of the company.

OBSERVATIONS:

43

  • d. Secondly the function of inspection is not evident from the organization chart. It was verified from the employees and the management that the function was formally non-existent and that the production head usually carried out this function. Even so if the quality levels were being maintained at the in-coming stage the controls are non-existent at the other stages namely: in process and final…

  • c. Similarly for the store in-charge, he is looking after the store activity and the purchase activity. Any person looking after both the activities together has the liberty of managing the store to his whims and fancies. You can hardly have a check on his activities.

  • g. This in turns causes a major time of the company’s management being invested in looking after daily chores, instead of concentration on the management and growth of the company as a whole.

  • f. The persons responsible here have a limited authority since these persons are looking after every specialized activity in their purview and the same activity also being looked after by the management of the company.

  • e. There is no separate QC or QA department therefore the function of quality assessment is not being carried out as a function.

44

a 45 defined OBSERVATIONS: b. This also means that the assembly in-charge now called as the

a

45

defined

OBSERVATIONS:

  • b. This also means that the assembly in-charge now called as the head production has more control over all the production activities. He has responsibility and accountability towards production activities.

Below given is the new Organization structure of the company after ISO certification. We can clearly observe the following:

  • a. In the organization chart after implementation of ISO we can see that the Management of the company no longer interacts with the workers directly for all the day-to-day activities of the company but does so through the head production or the foreman.

The Quality manual of the company was checked for the purpose of assessing the work environment changes because it is the only document that could be had for showing the present work environment. Looking at this structure one could easily look deep inside the various departments and probe the work environment changes from the relevant persons heading various departments.

Workers Store In Head Head charge Production Purchase Production Analyst Head QA MR for ISO QC
Workers
Store In
Head
Head
charge
Production
Purchase
Production
Analyst
Head QA
MR for
ISO
QC
Analyst
Managing Partn
Managing
Partn
Director
Director
  • f. With the inception of QA department in the organization chart the function of quality control and assurance now becomes evident. A full time employee was now carrying out the function and now the QA head was using the specifications and drawings of the product at different stages for inspection. Now the acceptance quality levels are being maintained at all levels in the company. Now the controls for QC are existent at all the stages namely: In coming, in process and final…

  • d. Similarly for the store in-charge, now he is looking after only the store activity. The purchase activity is being looked after by the managing director himself under the realization that a separate person is required by the organization and that only till the organization gets a separate person looking after all the purchase activities the managing director shall continue to look after the same.

  • j. The company has also appointed a MR for the purpose of ISO activities. This also gives the company’s management relief from the ISO activities daily follow up. As now the management of the company only has to look after the work on ISO activities as scheduled.

  • h. The persons responsible in the QA have full authority since these persons are looking after specialized activity in their purview at all stages of the product manufacturing.

  • i. This frees the company’s management from the chore of looking after production and QA together but rather now the concentration of the management is towards the growth of the company as a whole.

  • e. Since now two separate persons are looking after activities of storage and purchase there is always a second check on all the purchases.

  • c. The new organization structure causes installation of responsibility gives authority and freedom of work decisions to the production head.

  • g. Now with a separate QA department the function of quality assessment is being carried out as a function.

FINDINGS

46

Overall the managing director and the managing partner score 90 % correct responses to the questions in the questionnaire. This shows the management of the company had good awareness of the Quality management system adopted by the company. The questionnaire had inbuilt questions to assess the quality conscious, the management of the company shows a very positive outlook towards quality of its products and the awareness level of the management is also good.

The low score on the part of two senior employees was diagnosed to be the result of their lesser interest in ISO related activities and busier in coordinating production. Also it was observed that the persons possessed comparatively lower intelligence and had difficulty in understanding and interpreting the things. Both the low scorers were also very old aged i.e. more than 65 years of age.

In general, in corporate companies and large industries the managements of the company are generally more quality conscious and are able to put in more energy and effort in the Quality Management.

CONCLUSION

47

I can infer from the above observations that employees of the company possess a generally good level of Quality consciousness amongst themselves it also can be confirmed from the very less number of non-conformances in products and in process.

The quality consciousness also reflects very well from the correct responses made by the management members. As the chairman forms the part of a non-functional management of the company; therefore I would advocate not counting in the responses of the chairman into the exercise results.

Last but not the least I conclude that the impact of ISO 9001 has positive impact on an organization.

There has been a considerable change in the work environment and performance among the employee.

RECOMMENDATIONS

48

Training should be continuously undertaken mainly for the employees to make it successful. This will have positive impact on the work performance of any organization.

One and Only One thing I would like to suggest that once the ISO 9001 has been implemented in any organization it should be honestly carried out to make it successful.

BIBLIOGRAPHY

49

www.wikipedia.com www.iso.com Company journals and books

ANNEXURE

50

  • 3. Date of Birth:(DD/MM/YYYY)

a.

August 2013

b. January 2019

c. February 2011

d. March 2020

5.

NC means:

a.

Non consistent

b. Non committal

c. Non conformance

d. No casualty

6.

There are following kinds of NC:

 

a.

True and false

b. Easy and tough

c. Major and minor

d. None of these

a.

ISO 9001:1994

b. ISO 9002:1994

c. ISO 9001:2008

d. ISO9001:2000

2.

ISO 9001:2008 has:

a.

5 Elements

b. 20 Elements

c. 20 Clauses

d. 5 Clauses

3.

You got your system certified from the following body:

a.

TUV

b. DNV

c. CERTECH REGISTRATION

d.

The objective of this questionnaire is to assess the quality consciousness amongst the management of the company. You are requested to go through the following questions and answer them:

1.Your company’s quality management system if certified to comply with:

  • 8. Management review meeting is held in your company:

  • 9. Management review meeting is tool for:

  • 7. An NC should not be repeated because:

d. It means quality system is being violated

Questionnaire

  • c. It means auditor has poor experience

  • a. It causes fines by certification body

51

  • 4. Your certification is valid up to:

b. It means that there has been no MRM

  • 2. Position in the company:

  • 5. Experience in years:

c. Four times in year

d. When necessary

b. Twice in a year

  • a. Once in a year

    • 1. Your Name:

    • 4. Education:

PCMS

a.

Once a year

b. Every month

c. Every 3 months

d. Every 4 months

A Non-Conformance observed during internal audit should be:

11.

a.

Acted on as desired b. Hidden from auditor c. Noted and left

d. Noted and removed

Material required should be:

12.

 

a.

Taken in more quantity

b. bought from market c. Issued from store

d. None of these

Unused material in the production should be:

13.

a.

Kept with you

b. Thrown away

c. Returned to store

d. None of these

All material should be checked only at:

14.

 

a.

Final stage

b. Before dispatch

c. All stages of production

d. Packing

All material found wasted should be:

15.

a.

Rejected

b. Reworked

c. Stored

d. Scrapped

d. Checking health of quality system

b. Lodging complaint c. Having a meeting

  • 10. Internal audits are carried out:

    • a. Disposing NC

52