Professional Documents
Culture Documents
Chapter-1: Every Type of Organization From Raw Resource Extraction, Manufacturing To The
Chapter-1: Every Type of Organization From Raw Resource Extraction, Manufacturing To The
Chapter-1: Every Type of Organization From Raw Resource Extraction, Manufacturing To The
CHAPTER-1
INTRODUCTION
1.1 INTRODUCTION
implemented in the organization. During the internal audit the checking is done to ensure
that the company follows according to the mentioned standards and in case of any defects
the CAPA method is to be followed by the company. Then the external auditing is done
for certification by external auditors.
Regarding the customer satisfaction, both the internal customers and external
customers are considered and the external customer is based on the internal customer
behaviour. The external customer expects good response, good quality product, better
service from the company. Their satisfaction level are measured and corrective steps are
taken.
As customer is the main focus in the company, the products are designed and
produced based on the customer requirements. The strong relationship needs to be
maintained with the customers and should be treated with more care. The customer
satisfaction level is measured and based on the problems, during ISO 9001:2008
implementation the difficulties are to be overcome by means of standard method and by
expert’s judgment.
The problem faced by both customers is analyzed and the relationships that exist
between internal and external customers are known and in case of negative relationship
before ISO implementation, the necessary steps need to be taken to overcome the
problem.
• To identify the problems faced by the customers in ELMEC Company and based
on the problem the corrective action needs to be implemented.
• The positive relationship needs to be maintained by the company with the
customers.
• The internal customers are to be treated properly and training should be provided
to them.
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• The customer satisfaction level gets increased after implementing ISO standards.
• The ISO when implemented share technological advances and good management
practice and ensure universal level of quality for certification.
• The ISO standards and the QMS requirements can be well known and the
implementation of ISO 9001:2008 is done.
• This project perform gap analysis by measuring the lack of effectiveness of the
quality management system. The narrower the gap, the more effective the QMS.
• By mapping the process sequentially and by ensuring the operation and control of
the processes the systematic approach is followed in implementation process on a
continual basis.
• This project aims to achieve planned result by providing resources and
information necessary to support the effectiveness of these processes.
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CHAPTER 2
LITERATURE REVIEW
2.1 ISO
ISO has 157 national members, out of the 195 total countries in the world.
ISO has three membership categories:
Member bodies are national bodies that are considered to be the most
representative standards body in each country. These are the only members of ISO that
have voting rights.
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Correspondent members are countries that do not have their own standards
organization. These members are informed about ISO's work, but do not participate in
standards promulgation.
Subscriber members are countries with small economies. They pay reduced
membership fees, but can follow the development of standards.
Participating members are called "P" members as opposed to observing members which
are called "O" members.
All strategic decisions are referred to the ISO members, who meet for an annual
General Assembly. The proposals put to the members are developed by the ISO Council,
drawn from the membership as a whole, which resembles the board of directors of a
business organization. Council meets twice a year and its membership is rotated to ensure
that it is representative of ISO's membership. Operations are managed by a Secretary-
General, which is a permanent appointment. The Secretary-General reports to a President
who is a prominent figure in standardization or in business, elected for two years.
Make the development, manufacturing and supply of products and services more
efficient, safer and cleaner.
ISO 9001 is the internationally recognized standard for the quality management
of businesses.
• It applies to the processes that create and control the products and services an
organization supplies
• It prescribes systematic control of activities to ensure that the needs and
expectations of customers are met
• It is designed and intended to apply to virtually any product or service, made by
any process anywhere in the world. ISO 9001 is one of the standards in the ISO
9000 family.
During World War II, there were quality problems in many British high-tech
industries such as munitions, where bombs were going off in factories. The adopted
solution was to require factories to document their manufacturing procedures and to prove
by record-keeping that the procedures were being followed. The name of the standard was
BS 5750, and it was known as a management standard because it did not specify what to
manufacture, but how to manage the manufacturing process. According to Seddon , "In
1987, the British Government persuaded the International Organization for
Standardization to adopt BS 5750 as an international standard. BS 5750 became ISO
9000."
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ISO 9001:2000 combines the three standards 9001, 9002, and 9003 into one,
now 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 standard, was released in February 2008. As with the release of
previous versions, organizations registered to ISO 9001 will be given a substantial period
to transition to the new version of the standard.
compliance’s ") is made known to the management. If there are no major problems on this
list, the certification body will issue an ISO 9001 certificate for each geographical site it
has visited, once it receives a satisfactory improvement plan from the management
showing how any problems will be resolved.
The ISO 9001 model is based on the Eight Quality Management Principles. From
these principles, tangible benefits are derived. These principles are known as the Eight
Quality Management Principles. It is crucial that the QMS that you establish and
implement demonstrate these principles in action. One key to better understanding of the
requirements of ISO 9001 is to understand these underlying principles, and inn the
operation of the quality management system, these principles must be adhered to, without
fail:
• Customer focus - Organizations depend on their customers and therefore should
understand current and future customer needs, should meet customer requirements and
strive to exceed customer expectations.
• Leadership- Leaders establish unity of purpose and direction of the organization.
They should create and maintain the internal environment in which people can become
fully involved in achieving the organization's objectives.
• Involvement of people- People at all levels are the essence of an organization
and their full involvement enables their abilities to be used for the organization's benefit.
• Process approach- A desired result is achieved more efficiently when activities
and related resources are managed as a process.
• Systems approach to management- Identifying, understanding and managing
interrelated processes as a system contributes to the organization's effectiveness and
efficiency in achieving its objectives.
• Continual improvement- Continual improvement of the organization's overall
performance should be a permanent objective of the organization.
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CHAPTER 3
COMPANY PROFILE
BMQR Certifications Pvt. Ltd is one of the fastest growing certification body
consisting of highly experienced professionals offering the latest systems certification and
promoting quality concepts. The auditors are highly experienced and trained to carry out
assessments. Our clients are assured with the competency and integrity of auditors. They
are qualified and meet all the requirements of the International Register of Certified
Auditors (IRCA). It understands the importance of impartiality in carrying out its
management system certification activities, manages conflict of interest and ensures the
objectivity of its management system certification activities.
3.1.2 Services
The management system certification provided in BMQR is
• ISO 9001:2008
• ISO 14001:2004
• OHSAS 18001:2007
• ISO 20000-1:2005
• ISO/TS 16949:2009
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• ISO 27001:2005
• ISO 22000:2005
• ISO 13485:2003
A.R. College of
ISO 9001:2008 Tirunelveli Certified
Engineering & Technology
Aascar Promoters
ISO 9001:2008 Vellore Certified
PVt Ltd
ADHAVAN Madurai,
ISO 9001:2008 Certified
ELECTRONICS Tamilnadu
Mahaboobnaga
Agarwal Detergents ISO 9001:2008 Certified
r, AP
Jaysingpur,
Akshay Industries ISO 9001:2008 Certified
Maharashtra
Altron Security
ISO 9001:2008 Chennai Certified
Engineering Pvt Ltd
Elmec Heaters and Controllers designs, manufacturers and exports all types of Industrial
Electric Heaters, Heating Elements, Band Heater, MICA Band Heaters, Ceramic Band Heaters,
Strip Heaters, Tubular Heaters, Cartridge Heater, Hot Runner Heater & Bushes, Manifold Heaters,
Infrared Heaters, Cast-in Heaters, Roller Heaters, Temperature Controllers, Thermocouples , Hot
Runner Controllers, Heating Equipments, Hopper Dryers, Ovens, Insulation Jackets,Mould
Temperature Controllers and Control Panels.
Elmec Heaters is one of the most sought after brands in INDIA and it is now positioning
itself well in the global markets. Elmec offers the most complete product line in the industry. With
more than a million designs on file, we have the heaters, sensors and controls to meet your
needs. We also represent OPKON, Shimax range of automation products.
Established in the year 1975 Elmec Heaters & Controllers pioneering itself
as the manufacturer of products that meet the most challenging applications. Elmec
can provide a single-source responsibility for the components of the entire thermal
system.
Production of electrical heating elements for various applications has been our specialty
for more than 25 years. Elmec offers customized heaters using the most up to date technologies.
With its rich experience Elmec is very much adaptive to the customers requirements to offer the
best technical solution at the most cost effective price.
Heaters
• Band Heaters
• Strip Heaters
• Tubular Heaters
• Catridge Heaters
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• Roller Heaters
Controllers
• Temperature controllers
• Thermo couples
Elmec Heaters and Controllers is looking for qualified dealers to market our products
in all regions throughout the world. If your company is interested to market our products, we
request you to provide the following informations
CHAPTER-4
ISO 9001:2008 IMPLEMENTATION
First, appoint the ISO 9000 “Management Representative”. This is typically a quality
manager or senior manager of your company; it needs to be somebody who has sufficient
authority to change the way that the company works. This person is responsible for the ISO
9000 implementation.
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• Training
Next, the Management Representative needs to get some training. Further, you
should ensure that the company executives completely support the ISO 9000 effort. You may
need to explain to them the advantages, requirements and costs. Also, studying a good ISO
9000 documentation is an excellent training tool.
Developing the various documents required by ISO 9001:2008 is for most companies
the most difficult part of the ISO 9001:2008 implementation. The main reasons are that these
documents have to meet the rather hard-to-understand requirements of the ISO 9001:2008
standard, and that writing these documents is at the beginning of the ISO 9001:2008
implementation thus presenting a big initial hurdle.
• Quality Manual
The sample Quality Manual is given below, each attribute given here has to be
described by the company, but it is not essential that it is same for every company. Some
addition or deductions are very much possible in Quality Manual from the given table.
1. Scope
2. Normative References
3. Terms and Definitions
4. Quality Management System
4.1 General Requirements
4.2 Documentation Requirements
5. Management Responsibility
5.1 Management Commitment
5.2 Customer Focus
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1. SCOPE
1.2 Applications
The purpose of this Quality manual is
- To define the Quality policy of ELMEC.
- To adequately describe the quality system adopted by ELMEC.
- To implement quality policy
- To implement quality system.
2. NORMATIVE REFERENCE
41 General Requirements
ELMEC has established, documented, implemented and maintains a quality
management system. ELMEC is striving to improve the effectiveness of QMS in
accordance with ISO 9000: 2008 standards.
CORE PROCESS
Feed back
Quality on
Objectives Customer
Satisfaction
SUPPORTING PROCESS
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respective places of use. All issues shall be recorded in the document issue record and
acknowledgement taken. The ‘QMS’ manual shall be issued in full to all personnel listed
in the distribution list, but ht procedures and instructions shall be issued, based on
whether the particular procedures or instructions are applicable to the concerned
personnel’s area of work. All approved formats shall be available for use but shall not be
issued.
The manual, procedures, work instructions, inspection instructions, maintenance
instruction, calibration instructions, specifications and lists issued in separate files shall
have “Contents pages” at the beginning, listing all the documents of the type available and
shall also indicate which of documents have been issued to the control copy holder and
hence available in the control copy file issued.
Revision status
Only those pages, which are amended or revised, shall be replaced and
corresponding obsolete pages withdrawn. The nature of change shall be recorded in the
amendment data record. The modified document shall be issued and recorded in the
document issue record.
After changes have been made, obsolete document and if the changes have been
initiated by an observation / Non Conformance Report NCR then this also, shall be
marked with a common number at the top right corner to inter-relate the documents.
Obsolete
Whenever revised documents are formally issued to users, the corresponding
obsolete documents shall be withdrawn and destroyed. The formal handling over of the
current issue shall be recorded in the same format as for document issue. One copy of all
withdrawn documents shall be retained for knowledge purpose. For this purpose the
‘Master Copy’ of the documents that became obsolete shall be extracted from the master
file and after striking off with pen across the master copy stamp, and stamping them
‘Obsolete Copy’, shall be shifted to the obsolete documents file.
legible, readily identifiable and retrievable. The procedure to define the controls needed
for the identification, storage, protection, retrieval, retention and disposition of records are
as follows:
1) Records at ELMEC shall be filled with the required data collected at the place of
use. All data entered, shall be ‘as generated and as observed’ to ensure it is
factual. These records shall be maintained by the respective stage/location of use,
stated in the master list of documents.
2) When bound registers are used and a register gets filled, it shall be stored in the
records room and a fresh register taken. In case loose sheets are used, they shall
be properly filed in the relevant file.
3) All records shall be countersigned by the personnel authorized to do so, in the
relevant manual document / procedure / work instruction. Whenever data is
entered into records the persons filling the data shall ensure that the entries are
neat, legible and readable. In case corrections are to be made due to wrong entry,
it is to be ensured that, it is unambiguous and does not lead to doubts or confusion.
4) The records generated during the course of implementation of QMS shall be
referred in the relevant higher-level document. All such records / files shall be
identified by a unique codification system as per ‘Procedure for Control of
Documents.’
5) The records after filling in the data shall be indexed chronologically and stored in
the form of files / registers. Whenever required the records shall be retrieved and
made available.
6) At the end of every financial year, all latest running records shall be closed and
fresh records started. All obsolete records shall be sequentially numbered and
stored / retained in the records room. The master list of documents shall state the
retention period of every record. On completion of the retention period, the
particular record shall be destroyed.
7) The formats of all controlled records shall have their specimen-controlled copies
available in master list as approved Level 4 documents.
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5. MANAGEMENT RESPONSIBILITY
QUALITY POLICY
5.4 Planning
QUALITY OBJECTIVE
Managing Partner
Manager / MR
Despatch
Welders
Clerk
Turners
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6 RESOURCE MANAGEMENT
d) ELMEC ensures that all personnel are aware of the relevance and importance of
their activities and how they contribute to the achievement of Quality objectives.
e) ELMEC maintains appropriate records of education, training, skill and
experience.
6.3 Infrastructure
The MP determines, provides and maintains on a continual basis the infrastructure
needed to achieve conformity to product requirements. These infrastructures include
building, workspace, computer hardware, software and communication equipment,
information access, Internet access, process equipments, supporting products and other
capital resources and associated utilities.
The manager considers the following aspects while taking part in planning the processes
for realization of product,
d) Records needed to provide evidence that the realization processes and resulting
product meet requirements.
The output of this planning is in a form suitable for the organization’s method of
operation.
ELMEC has established procedures (PM -06) for obtaining, analyzing customer
feedback, including customer complaints.
7.4 Purchasing
A) Purchasing Control
B) Evaluation of Vendors
Vendors are evaluated on the basis of their ability to meet customer requirements.
Documented procedures include criteria for inclusion and deletion. Continued vendor
performance is monitored periodically and feedback given to vendors as per the
documented procedures. The extent of control is exercised on vendor is dependent upon
the type and other factors documented in procedures. Directory of approved vendors is
prepared based on rationalization of existing vendor base and in conformance with laid
down procedures.
All purchase documents are reviewed and approved by authorized persons before
forwarding them to vendor in accordance with criteria specified in documented
procedures.
future supplies.
7.4.2.6 Purchase from Vendors not Appearing in the List of Approved Vendors
a) MR can make purchase to meet low volume, urgent requirements as well as
specified customer preference. This purchase will be subject to 100%
inspection at the receipt state.
b) MR can continue to procure from the same temporary approved vendors / sub-
contractors after first lot approval, till the final approval is done.
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ELMEC exercise care with customer properties ( Spec and Drawings), while it is
under the organization’s control or being used by the company. ELMEC identifies,
verifies, protects and safeguards customer property provided for use or incorporation into
the product. If any customer property is lost, damaged or otherwise found to be unsuitable
for use, ELMEC reports this to the customer and maintain ( master list of Drawings)
records.
ELMEC preserves the product during internal processing and delivery to the
intended destination in order to maintain conformity to requirements. As applicable,
preservation includes identification, handling, packaging, storage and protection.
Preservation applies to the constituent parts of a product.
In addition, ELMEC assesses and records the validity of the previous measuring
results when the equipment is found not to conform to requirements. The organization
takes appropriate action on the equipment and any product affected. Records of the results
of calibration and verification are maintained. When used in the monitoring and
measurement of specified requirement, the ability of computer software to satisfy the
intended application is confirmed. This is undertaken prior to initial use and reconfirmed
as necessary.
The procedure for inspection and testing of the incoming product (receiving
inspection), details the methodology and sampling to be carried out on the incoming
products and the extent of control to be exercised, which depends on the control exercised
at the supplier’s end. At ELMEC no product is released for use unless, receiving-
inspection has been done. Hence, no system of positive recall exists. However, the
procedure clearly mentions that in the event of such situations arising in future positive
recall shall essentially be practiced.
In-Process Product
The procedure for inspection and testing of in process product at , gives in detail
the inspection and testing to be conducted at the relevant stages of inspection, as per the
control plan. In-process products are released to the next stage only after necessary
inspection and tests are completed, and hence no system for positive recall exists.
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Finished Product
The procedure for inspection and testing of the finished product, at ELMEC
ensures that all tests as per the quality plan are completed and evidenced accordingly in
the inspection and test records. No product is dispatched until all inspection and test
activities are completed and the related data and documentation are available and
authorized.
Customer Complaints
a) All Customer complaints received by the MP are initially recorded in the
Customer Compliant Register.
b) MP completely examines the complaint
c) MP where required consults all staff and suggests corrective action required to be
taken immediately.
d) The necessary corrective actions are carried out.
e) On receipt of the satisfactory confirmation from the customer, the complaint is
closed. In case, the customer has not confirmed that the complaint has been
attended satisfactorily, the complaint will be closed after one month from the date
of complaint. Also preventive action plan will be taken to avoid the recurrence of
the compliant in the management review meeting.
a) All the departments covered by the quality system are audited once in three
months as per the internal quality audit plan prepared by MR.
b) Detailed schedule for internal quality audit is released about one week in advance
by MR to the respective departments.
c) It is ensured that the internal quality auditor is not responsible or has any direct
control on the department under audit.
d) The scope of the audit is defined clearly on the schedule prepared by MR.
e) A reference number is provided to each NCR. The numbering system is indicated
as (WTC) IQA NO/YEAR/ SL No.
f) Internal audit, previous audit report, Quality policy, quality manual, process
manual, ISO 9001:2000 standard and work instruction forms the basis of audits.
Execution of Audit
a) Evidence is collected through interviews, examination of documents,
records, observation of activities and conditions in the audit area by the
internal quality auditors.
b) Clues of non-conformities are noted by the internal auditors even if they
are not covered by the check list.
c) Audit observations are documented in the form of NCR and consolidated
in the internal quality audit report.
d) Exact date and scope of audit will be informed to auditee.
Audit Reports
a) Signature of the auditee is obtained in the audit report and the NCR.
b) Corrective actions against nonconformance are recommended and discussed
with the auditee and the corrective action agreed by the auditee with the target date
for implementation of corrective action is recorded in the NCR.
c) The original NCR is handed over to MR for further action.
Follow Up
a) The auditee department implements corrective action as agreed and recorded
in NCR and the status is informed to MR and auditors.
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In-process Products
The various possible in-process non-conformities in the product, at different stages
of production shall be provided in the form of a list within the respective inspection
instructions. Non-conformity whenever identified shall be marked on the non-conforming
product as per instructions for test status marking and the NCP shifted to the area
designated for such NCP. All rework able NCP shall be reworked as per the instructions
for rework.
Finished Products:
In case of non-conformity observed in finished products in relation to the specified
standards, appropriate action to review shall be taken by the Works Manager to rework /
reject. All NCs in the product detected and reported after delivery has been affected or if
its use has commenced shall be treated as complaints and dealt with as per the procedure
for handling complaints.
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In case of non-conformities identified other than the possible NCs listed in the
various inspection instructions provided, the Head Q.C. along with the Head of the
relevant section shall review the non-conformity and take a decision. All non-conforming
products that can neither be reworked nor downgraded and used for alternative use shall
be disposed off as per the instructions for disposal of NCR.
8.5 Improvements
8.5.1 Continual Improvement
ELMEC strives to continually improve the effectiveness of QMS as driven by the
key commitments made in quality policy, Quality objectives and its deployment
throughout ELMEC In addition results (Internal as well as external audit results) analysis
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of data, corrective and preventive actions and management review, which are integral
elements of QMS of ELMEC as depicted in Macro Process Map Figure of 4.1
Now it’s time to implement your ISO 9001 system. During this phase you
introduce the new requirements of your Quality Manual, you train employees, and you get
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them to adjust their way of working to any new requirements. This step will be much
easier if you did a good job in step 1.
4.2 AUDITING
Whilst the common aim of all audits is to establish that an organization’s documented
policies, procedures. When implemented are fit for their purpose and satisfy the needs of
those, who require them, the actual type of audit depend on whether it is a first party
audit, second party audit, third party audit.
The Auditor
In most cases the ISO 9000 Management Representative is also responsible for
internal audits. In this case, the Management Representative audits the entire company
except his/her own work, and another employee audits the work of the Management
Representative. Our ISO 9000 Forms Collection contains an invaluable Audit Checklist.
Larger companies often appoint and train several internal auditors. This is an
excellent opportunity for cross-training and for staff of different departments to learn
what other departments are doing.
The lead auditor now needs to prepare an audit report using an Audit Report
form. The report must be signed by all members of the audit team, plus the Quality
Manager and copies sent to auditee(s) and company management as required.The audit
report will list all non-conformities discovered, observations made and discuss any
conclusions drawn and also the recommendations that should be implemented in order to
correct or prevent non-conformities occurring and to make improvements.
Now it’s time to select the registrar! There are many companies offering
certification services. Before certification, the external auditing is done by third party
auditors. Provides an assessment of the accuracy and reliability of a companys financial
statements. The external auditor is an individual outside of the organization that
objectively assesses the effectiveness of the organization's quality system.
5. The use of inspection and test devices and availability of personnel to operate them are
necessary.
The lead auditor now needs to prepare an audit report using an Audit Report
Form. The report must be signed by all members of the audit team, plus the Quality
Manager, and copies sent to auditee(s) and company management as required.
At the end of this evaluation, a meeting will be arranged between the evaluation
team and the organization’s management to discuss their findings and to be sure that there
are any other misunderstandings, etc. The eventual evaluation report will then be formally
present at a meeting with the management and the result of this meeting could be one of
the following
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1. Acceptable System Control- This means that the evaluation has shown that the
supplier has a satisfactory QMS, there are no deficiencies and the supplier has been able
to give an assurance of quality.
2.Weak System Control- This covers the situation where the evaluation team find
several significant weakness in the supplier’s system.
3.Unacceptable System Control- This is when the evaluation team find that the number
of deficiencies or the lack of quality discipline at the supplier’s premises mean that the
supplier will have to make radical changes to improve their overall QMS.
CHAPTER 5
RESEARCH METHODOLOGY
The data is collected by two methods namely primary method and secondary
method. Information is obtained through survey. Survey is systematic gathering of data
from respondents through questionnaire. In this research data is collected by personal
interview and through mail.
Primary Data
The data is collected through distribution of questionnaires and knowing the
response from the customers.
Secondary Data
The data is collected from company’s website, records, literature work, books
and magazines.
59
The data collected were tabulated in the frequency table. The data was then analyzed and
chi square test and descriptive statistics is implemented.
CHAPTER 6
DATA ANALYSIS AND INTERPRETATION
One of the very important areas of any project work is the analysis and
interpretation. They form the base for the whole study for formulating the problem
and hypothesis that help in giving suitable suggestions and conclusion.
The questionnaire is prepared and distributed to the customers and based on the
responses made by the customers the table is drawn showing the number of responses
made by the customers and the bar graph is shown to represent the responses for each
question.
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Table 6.1.1
The response for ISO 9001:2008 implementation
Yes No
ISO Implementation 56 24
Chart 6.1.1
The response For ISO 9001:2008 Implementation
Interpretation
The responses indicate that majority of the members need to implement ISO in Elmec
company. By implementing ISO all the drawbacks are tracked and the standard process
are implemented.
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Table 6.1.2
Is Quality policy implemented in Elmec company
Yes No Don’t Know
Quality policy & 19 24 7
Objectives
Chart 6.1.2
Is Quality policy implemented in Elmec company
Interpretation
The table shows that the majority of the response says that the quality policy and
procedures are not implemented in the company. This shows that no proper awareness
about quality policy and quality objectives are not there in the company.
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Table 6.1.3
The response for ISO 9001:2008 implementation to meet customers demand
ISO to meet customers No. of Respondents Percentage (%)
demand
Strongly Disagree 10 12.5%
Disagree 13 16.25%
Neutral 10 12.5%
Agree 25 31.25%
Strongly Agree 22 27.5%
Total 80 100%
Chart 6.1.3
The response for ISO 9001:2008 implementation to meet customers demand
Interpretation
The table shows that the majority of the respondents agree that ISO 9001:2008 needs to
be implemented in the company. There is 31.25% agreement regarding implementation
and 16.25% for disagreement in implementation.
Internal Customers
Table 6.1.4
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Chart 6.1.4
The respondents sufficiency rating regarding the resources
Interpretation
The table and chart shows that the majority of the respondents rate that the resources are
available during work time. The percentage for strongly satisfied is 26% and the least is
20%.
Table 6.1.5
The respondents regarding the management committee involvement in meeting,
planning and customer focus
65
Chart 6.1.5
The respondents regarding the management committee involvement in meeting,
planning and customer focus
Interpretation
The table and chart shows that there is positive result regarding the top management
committment before the implementation itself.There is totally 54% regarding the positive
side and 36% of respondents giving the negative suggestion regarding top management
commitment.
Table 6.1.6
The respondents opinion regarding the training provided to the employees regarding
policy, procedures and work instructions.
Training to employees No. Of Respondents Percentage (%)
Yes 20 40%
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No 25 50%
Sometimes 5 10%
Chart 6.1.6
The respondents opinion regarding the training provided to the employees regarding
policy, procedures and work instructions.
Interpretation
This shows that the training is not provided to the employees often. This shows a negative
result of 50& and positive result of 40%.So proper training needs to be given to the
employees regarding the employee awareness.
Table 6.1.7
The respondents opinion regarding the job provided to them matches with their skill
set
Right Job No. Of Respondents Percentage(%)
Yes 19 38%
No 31 62%
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Chart 6.1.7
The respondents opinion regarding the job provided to them matches with their skill
set
Interpretation
The table and the chart shows that 62% of the emplyees that is the internal customers are
not satisfied with the job they do and that doesn’t match with their requirements.
Table 6.1.8
The respondents satisfaction towards the reward and recognition provided in Elmec
company
Reward & Recognition No. Of Respondents Percentage (%)
Stronly Disagree 10 20%
Disagree 15 30%
Neutral 5 10%
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Agree 10 20%
Strongly Agree 10 20%
Chart 6.1.8
The respondents satisfaction towards the reward and recognition provided in Elmec
company
Interpretation
The chart and table shows that the reward and recognition are not provided to the
employees on regular basis and 30% of internal customers are not satisfied with the
reward and recognition provided.
Table 6.1.9
Satisfaction towards proper sales representative
Sales Representative No. Of Respondents Percentage (%)
Yes 30 60%
No 20 40%
Chart 6.1.9
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Interpretation
The above table shows that 60% of the respondents is not satisfied with the sales
representative and 40% of them are satisfied with the sales representative.
Table 6.1.10
On time delivery to the customers
On Time Delivery No. Of Respondents Percentage (%)
Yes 18 36%
No 25 50%
Sometimes 7 14%
Chart 6.1.10
70
Interpretation
The table and chart indicates that the on time delivery is not provided to the customers at
right time. 50% of the respondents say that on time delivery is not provided. 14% of the
respondents say that sometimes the on time delivery to the employyees are done.
Table 6.1.11
The proper communication between customers and suppliers
Communication No. Of Respondents Percentage (%)
Strongly Disagree 13 26%
Disagree 10 20%
Neutral 6 12%
Agree 10 20%
Strongly Disagree 11 22%
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Chart 6.1.11
The proper communication between customers and suppliers
Interpretation
The table and chart indicates that there is no proper communication between the
customers and suppliers. 26% of the respondents strongly disagree for the communication
and 22% of respondents strongly agree withthe point.
External Customer
Table 6.1.12
Sales Representative behaviour
Sales Rep. Behaviour No. Of Respondents Percentage (%)
Yes 13 43.3%
No 17 56.7%
Chart 6.1.12
Sales Representative Behaviour
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Interpretation
The table and chart above indicates that the external customers are not satisfied with the
sales representative behaviour by 56.7% based on the respondents. Only 43.3% of
respondents that is customers say they are satisfied.
Table 6.1.13
Satisfaction with sales procedure
Sales Procedure No. Of Respondents Percentage (%)
Yes 12 40%
No 18 60%
Chart 6.1.13
Satisfaction with sales procedure
73
Interpretation
The table above shows that most of the customers are not satisfied by the sales procedure
followed in Elmec Company.60% of the respondents are not satisfied satisf and 40% of
the respondents are satisfied with the sales procedure.
Table 6.1.14
The response rate
Satisfaction with Response No. Of Respondents Percentage (%)
Yes 13 43.3%
No 14 46.7%
Sometimes 3 10%
Chart 6.1.14
The response rate
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Interpretation
The above table and chart shows that 46.7% of the respondents are not satisfied with the
response made by the person in the company. But the respondents are satisfied with the
response made by 43.3% and the remaining is 10%.
Table 6.1.15
Proper solution for enquiry made
Proper Solution No. Of Respondents Percentage (%)
Strongly Disagree 8 26.7%
Disagree 5 16.6%
Neutral 3 10%
Agree 6 20%
Strongly Agree 8 26.7%
Chart 6.1.15
Proper solution for enquiry made
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Interpretation
The table and chart shows that 26.7% of the respondents are satisfied with the proper
solutiongiven by the company to the customers problem .And also the respondents are
also not satisfied equally with 26.7%.
Table 6.1.16
Purchase Order matches with placed order
Purchase order match No. of Respondents Percentage (%)
Strongly Disagree 8 26.7%
Disagree 4 13.3%
Neutral 4 13.3%
Agreed 6 20%
Strongly Agreed 8 26.7%
Chart 6.1.16
Purchase Order matches with Placed Order
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Interpretation
The table and chart shows that the respondents says that the purchase order doesn’t meert
the placed order by 26.7% and equally 26.7% of the respondents are satisfied with the
purchase order.
Table 6.1.17
The satisfaction of customers with delivery terms
Delivery Terms No. Of Respondents Percentage (%)
Yes 12 40%
No 13 43.3%
Sometimes 5 16.7%
Chart 6.1.17
The satisfaction of customers with delivery terms
77
Interpretation
The table and chart shows that the customers are not satisfied with the delivery terms by
43.3% and the remaining customers are satisfied by 40% and 16.7%.
Table 6.1.18
The customers satisfaction towards payment condition
Payment terms No. Of Respondents Percentage (%)
Yes 11 36.7%
No 13 43.3%
Sometimes 6 20%
Chart 6.1.18
The customers satisfaction towards payment condition
78
Interpretation
The table and chart shows that the customers are not satisfied with the payment
conditions and the percentage is 43.3% and for satisfied level is 36.7% and 20% for rare
satisfaction.
Table 6.1.19
The customers satisfaction towards the product
Product Satisfaction No. O Respondents Percentage (%)
Yes 11 36.7%
No 13 43.3%
Sometimes 6 20%
Chart 6.1.19
The customers satisfaction towards the product
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Interpretation
The table and chart shows that the customer is not satisfied with the product and the
respondents percentage is 43.3% .The customers who are satisfied with the product
contributes 36.7% and the remaining 20%.
CHAPTER 7
FINDINGS, SUGGESTIONS & CONCLUSION
7.1 FINDINGS
• From the analysis it is observed that 70% of the respondents like to implement
ISO 9001:2008 in the company.
• From the analysis it is observed that only 48% of the respondents know about
quality policy.
• From the analysis it is observed that 58.75% of the respondents are not satisfied
with meeting customers demand.
• From the analysis it is observed that 50% of the respondents feel that they are not
satisfied with the available resources.
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• From the analysis it is observed that 54% of the respondents are satisfied and 36%
is not satisfied with the Management Committees involvement.
• From the analysis it is observed that 40% of the respondents are satisfied with
providing training to the employees.
• From the analysis it is observed that 62% of the respondents feel that the job
doesn’t satisfy with their skill set.
• From the analysis it is observed that 50% of the respondents are not satisfied with
the reward and recognition provided to them.
• From the analysis it is observed that 60% of the respondents are satisfied with the
sales representative.
• From the analysis it is observed that 56% of the respondents that is customers are
not satisfied with the on time delivery to the customers.
• From the analysis it is observed that 56.7% of the respondents are not satisfied
with sales representative behavior.
• From the analysis it is observed that 60% of the respondents are not satisfied with
sales procedure.
• From the analysis it is observed that 46.7% of the respondents feel that no proper
response rate is provided to them.
• From the analysis it is observed that 46.7% of the respondents are satisfied with
the response provided to them regarding the enquiries made.
• From the analysis it is observed that 46% of the respondents are satisfied with
purchase order made that matches with the placed order.
• From the analysis it is observed that 43.3% of the respondents are not satisfied
with the delivery terms.
• From the analysis it is observed that 43.3% of the respondents are not satisfied
with the payment conditions.
• From the analysis it is observed that if well trained sales representatives are
appointed, the external customers gets satisfied.
7.2 SUGGESTIONS
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• The ELMEC company has one main office and one branch office and for both the
same website is maintained and only one mail id is created for any enquiry to be
made by customer. Therefore sometimes proper response is given to the
customers. So it is recommended to maintain separate mail for each office.
• The work instructions need to be typed and should be pasted in the notice board of
ELMEC so that the awareness is created for new employees and for auditors.
• The customers are considered to be important aspect in the company and based on
the research done they should be properly tracked and necessary steps need to be
taken for maintain the quality. This is achieved by implementing ISO 9001:2008
7.3 CONCLUSION
CHAPTER 8
BIBLIOGRAPHY
Reference Sites
1. http://www.docstoc.com/docs/DownloadDoc.aspx?doc_id=39043512
2. http://www.qualitymanualtemplates.com/guides.htm
3. http://www.praxiom.com/iso-audit.htm
4. http://guide.isohelpline.com/content/iso-9001-certification
85
5. http://www.scribd.com/doc/20865379/Introduction-to-ISO-9001-2008
6. http://www.easy9001.com/products.htm#8
7. http://www.iso.org/iso/iso_catalogue/management_standards/iso_9000_iso_14000
/iso_9001_2008.htm
8. http://www.askartsolutions.com/iso-9000-lead-auditor-training/Types-Of-
Audits.html
Reference Books
1. Charles A, Cianfrani Joseph, J.Tsiak & John E. Jack West, ISO 9001:2008
Explained, Third Edition, American Society for Quality, Quality Press,2009
2. Lorri hunt, Denise Robitaille & Craig Williams, The insiders guide to ISO
9001:2008, Second Edition, Paton Professional Press, 2008
4. Eric Hystemaldemar Myhrberg, ISO practical field guide for 9001:2008, Fourth
Edition, 2006
APPENDIX
9.1 QUESTIONNAIRE
2. Are the quality policy, objectives and procedures formulated in Elmec Company?
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4. Does the PDCA cycle implemented in the organisation for process improvement and
monitoring?
1. Yes 2.No 3.Dont Know
8. Is the training provided to the employees regarding policy, procedures and work
instructions.
1. Yes 2.No 3.Dont Know
10. The proper reward and recognition is provided by Elmec to the employees?
1.Stronly disagree 2. Disagree 3. Neutral 4.Agree 5. Strongly agree
13. The proper communication and cooperation exist inside and outside the Elmec
Company?
1. Stronly disagree 2.Disagree 3.Neutral 4.Agree 5.Strongly agree
External customers
14. Are you satisfied with the sales representatives behaviour diring your visit to Elmec
compamy?
1. Yes 2. No
16. Did the sales representative responded to you properly for your enquiry?
1.Yes 2.No 3.Sometimes
17. The sales representative presents you with the proper solution for your demand
1. Strongly disagree 2. Disagree 3. Neutral 4.Agree 5. Strongly agree
19. Are you satisfied with the delivery terms like packing?
1.Yes 2.No 3.Sometimes