1.

1 INTRODUCTION:

Total Quality Management (TQM) refers to management methods used to enhance

quality and productivity in organizations, particularly businesses. TQM is a
comprehensive system approach that works horizontally across an organization,
involving all departments and employees and extending backward and forward to
include both suppliers and clients/customers.

Total Quality Management is concerned with integration of all efforts in the

organization towards quality improve Total Quality Management is a management
philosophy that emphasizes the continuous improvement of products, processes, and
services to achieve customer satisfaction and organizational success. TQM involves a
comprehensive approach to quality that involves all members of an organization in a
continuous effort to improve performance at every level, quality development and
quality maintenance to meet full customer satisfaction at economic level.

Total Quality Management is a management philosophy that emphasizes the continuous

improvement of products, processes, and services to achieve customer satisfaction and
organizational success. TQM involves a comprehensive approach to quality that
involves all members of an organization in a continuous effort to improve performance
at every level.

It's important to note that the implementation of TQM is a dynamic process that requires
ongoing commitment from all levels of the organization. For the most current and
specific information about DHL's quality management practices, it's recommended to
refer to the company's official publications or contact DHL directly.

DHL, a global leader in logistics and express delivery services, stands as a testament to
innovation and efficiency in the realm of international shipping. Founded in 1969 by
Adrian Dalsey, Larry Hillblom, and Robert Lynn, the company derived its name from
the initials of its founders. DHL began its journey by revolutionizing airfreight and
express shipping, initially focusing on transporting documents between San Francisco
and Honolulu. Since then, the company has evolved into a powerhouse, extending its
reach to over 220 countries and territories around the world. As a division of the
Deutsche Post DHL Group, DHL provides a comprehensive suite of services, including

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international parcel and document delivery, freight transportation, supply chain
management, and cutting-edge e-commerce solutions. Known for its unwavering
commitment to reliability and timely deliveries, DHL continues to shape the landscape
of global logistics, connecting businesses and individuals with seamless and efficient
shipping solutions.

1.2 SIGNIFICANCE OF THE STUDY

This study on Total Quality Management (TQM) in DHL holds paramount significance
in the realm of logistics and organizational management. As a global leader in the
logistics industry, DHL's adoption and implementation of TQM practices represent a
benchmark for effective quality management in a complex and dynamic business
environment. The insights derived from this study not only contribute to the academic
understanding of TQM but also offer practical implications for industry professionals
seeking to enhance operational excellence, customer satisfaction, and overall
competitiveness. By uncovering the specific strategies employed by DHL in its TQM
framework, this study serves as a valuable resource for organizations within and beyond
the logistics sector, providing actionable recommendations and best practices to foster
continuous improvement and adaptability in the face of evolving market demands.

1.3 STATEMENT OF THE PROBLEM

Total Quality Management covers the entire organization, all the people and all
functions, including external organizations and suppliers. Total Quality Management
of DHL help in setting the philosophy, quality policy etc, and providing motivation
through leadership and equipping people to achieve quality.

1.4 OBJECTIVES
 To study about Total Quality Management of DHL
 To study about the implementation and challenges total quality management of
DHL
 To study the employee’s awareness about TQM of DHL and perception.
 To study the effectiveness of TQM in the quality of products
 To make valuable suggestions based on the findings of the study

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1.5 CHAPTER SCHEME

1 Introduction
2 Industry or Company Profile/Profile of the respondents
3 Research Methodology
4 Data analysis
5 Results/Observation, Findings & Suggestions

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2.1 INDUSTRY PROFILE/SURVEY /INDUSTRY BACK GROUND
OF THE STUDY

Courier service market

Courier service is a quick door-to-door delivery service that picks up the order and
delivers it to the customer's doorstep for reasonable charges. A courier service is a
corporation that assists in the transportation of goods from one location to another. The
courier, express, and package (CEP) in the Courier Services Market are developing
globally, especially in developing countries. It is being driven by rising Internet
penetration and the attractiveness of online trading. Growing middle-class population,
economy, and higher living standards. In 2019, compared to the previous year, In the
previous year, the global CEP market value climbed by 7.9% to EUR 330.3 billion,
whereas In terms of volume, it increased by 9.1% to 60.7 billion parcels, which drive
the Courier Services Market

According to forecasts, this upward tendency will continue in the next years. Currently,
the European market accounts for 22% of the global market value and 18% of exports.
As in eight countries, Europe's CEP sector is extremely concentrated. Germany, the
United Kingdom, France, Spain, Italy, the Netherlands, Belgium, and Poland account
for 76% of the European GDP and 80% of total courier revenue in Europe. In
comparison to other European countries, Poland has one of the most vibrant CEP
markets. Courier operators handled 476 million items in 2018, 75% more than in 2014,
while the market value climbed by 60% to PLN 6.95 billion.

The Polish courier market is growing three times faster than Poland's GDP. However,
the courier industry will grow in the near future market development in Poland will be
significantly quicker than in other European countries. for example, Courier services
evolved as a result of the application of new technology and the rise of e-commerce,
which stemmed from improved Internet access and rising client confidence in courier
services online shopping.

This changed the customer base's structure, and B2C services gradually exceeded B2B
services in terms of shipping volume. In the face of increasing competition in the
courier market, fueled by the growth of e-commerce and rising customer expectations,

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improving the quality of courier services is one of the most important goals for logistics
companies and an important element in gaining competitiveness and success for online
retailers. Furthermore, from a client's perspective, the courier service is the most desired
method of parcel delivery, influencing their impression of an e-shop. The report
covered detailed analyses of market trends upcoming challenges and increasing
competition between market players and retailers are covered in the report.

Courier Services Market Dynamics:

 Crowd-sourced and emerging advanced technology penetrate the market

Crowd-sourced deliveries have entered the business because of emerging technology

and rising smartphone usage. This new corporate structure has enabled faster and more
affordable last-mile delivery, particularly in cities. Uber is a prime example of a
company that effectively provides customers with last-mile transportation services for
food, transportation, and packages. This concept is being used not just in developed
countries, but also globally, as local enterprises build their own express courier services
using crowd-sourced methods.

As a result, courier and delivery businesses are now able to provide same-day delivery,
which drives the curious service market. Courier companies and logistics startups
engage locals or travelers to deliver packages in their own cars. For these businesses,
this is not only cost-effective but also incredibly efficient. Furthermore, it provides
more job chances for individuals requiring full-time, part-time, or freelance work.
Companies like Walmart, Amazon, and DHL have already begun to explore the
advantages of crowdsourcing, which create an opportunity to drive the Courier Services
Market.

Location-based solutions are one of the latest innovations and developments for the
logistics and courier market. These are technologies that perform certain operations or
provide services based on real-time location monitoring. Location-based solutions are
frequently utilized with cell phones, but they may be used with any device, including
laptops and PCs. GPS is an excellent example of a location-based solution in the courier
market.

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GPS trackers use satellite receivers to assist couriers in navigating routes, identifying
appropriate driving behavior, and recording all journeys of a certain person or vehicle.
Aside from GPS, the courier business employs QR codes to swiftly and accurately

scan and log real-time delivery information. Finally, logistics and courier companies
hire location-based technologies to track and manage employees in multiple locations.
This speeds up, simplifies, and streamlines delivery.

GPS has proven important to the whole mobile economy since its appearance in mobile
phones. NDrive was one of the earliest specialist navigation software companies, and
while that is still its primary emphasis, the company has subsequently shifted its focus
to the much bigger location-based solutions industry, which offers even more chances
to experienced and adaptable companies like itself, which helps to drive the Courier
Services Market.

 Growing preference for drowning delivery to support the market growth

Technology in the courier market has advanced and is driving the industry faster. The
usage of drones for quick delivery is one of the most promising technical breakthroughs
for the industry also, it creates an opportunity for new Courier Services Market players.
Drones have the ability to provide quick and easy deliveries to crowded urban areas
that need to minimize road congestion as well as rural places that are difficult to reach
by foot or car.

Many multinational courier companies and startups are already testing the possibilities
and capabilities of drones in order to distinguish themselves as early adopters of this
new technology. UPS, for example, has teamed with Zipline, a medical drone delivery
startup, to deliver throughout Africa. The effort paves the way for additional such
companies in Africa and rural areas.

Courier Services Market Segment Analysis:

Based on Service Type, the Courier Services Market is segmented into B2B, B2C, and
C2C. The B2B segment is expected to dominate the Courier Services Market during
the forecast period. Business-to-business transactions are common in a normal supply
chain, as companies acquire components and goods such as other raw materials for use
in manufacturing operations. Finished goods can subsequently be sold to individuals
through business-to-consumer interactions.

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Since the introduction of digitalization and eCommerce, the B2B eCommerce in the
Courier Services Market as grown at an increasing rate. India is expected to become the
next major market for B2B eCommerce thanks to foreign direct investments from major
players. According to current trends, the market size of B2B eCommerce is double that
of B2C, and it is only likely to grow faster in the next years.

Another significant part of the B2B eCommerce in the Courier Services Market is the
business-to-business courier services that feed these companies' supply chains. B2B
enterprises must have a solid logistics network in place in addition to a strong
eCommerce fulfillment foundation. Its purpose is to guarantee that the final leg of the
fulfillment chain is completed and that customers receive their orders on time, which
drives the demand for B2B in the Courier Services Market.

Additionally, the growth of online apps and cloud services has increased the need for
B2B e-commerce companies. To build a sustainable future for their respective
businesses, manufacturers, wholesalers, and distributors have been continuously
experiencing digital transformation throughout time. The Nationwide Mutual Insurance
Company, a British mutual financial institution, has expanded its cooperation with
AWS by choosing it as its cloud provider for corporate-wide digital transformation,
according to an announcement made by Amazon.com, Inc. in December 2020.

Based on the Destination, the Courier Services Market is segmented into Domestic, and
International services. Domestic courier service is expected to dominate the Courier
Services Market uring the forecast period. The domestic couriers market consists of
sales of small package and parcel delivery services in urban and metropolitan areas
within a country. The sector comprises the income from companies that handle package
sorting and transportation.

The domestic courier sector also includes companies that employ local messengers,
who often deliver packages inside a single urban or metropolitan region and commute
mostly on foot, by bicycle, small truck, or van. The market covers the sales of a variety
of courier and local delivery services that are used in a variety of business types,
including manufacturing, professional services, wholesale and retail trade, banking,
financial services, insurance (BFSI), and wholesale and retail trade. One of the key
growth factors for the global domestic courier service industry is expected to be the

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e-commerce trade. The amount of courier or parcel deliveries will rise as online
purchasing and selling of products and services keeps growing, which will fuel demand
for courier delivery services.

The purchasing and selling of products and services, or the transmission of money or
data, through an electronic network, typically the internet, is referred to as "e-
commerce," "electronic commerce," or "internet commerce." These commercial
dealings can be either B2B (business-to-business), B2C (business-to-consumer), C2C
(consumer-to-consumer), or C2B. Online retailers like Amazon, eBay, Quikr, Olx, and
more are just a few examples of e-commerce websites. By enabling independent
contractors, small enterprises, and big organizations to offer their products and services
on a larger scale, the development of eCommerce has made things simpler to locate and
buy through online stores and marketplaces.

Therefore, it is expected that the growing e-commerce market would propel the
domestic courier market throughout the forecast period by growing the opportunities
for courier or parcel delivery services domestically.

Courier Services Market Regional Insights:

The Asia Pacific region dominated the market with a 45 % share in 2022. 50% of the
market is made up of North America and Europe combined. thanks to rapid population
growth, growing disposable incomes and standard of lifestyle, and development in
global commerce, the demand for the courier services market in the Asia-Pacific is
expected to see rapid growth during the forecast period.

The governments of the countries are putting more effort into growing their
manufacturing industries, and multinational corporations are establishing production
facilities in the region, which is boosting e-commerce internationally and is expected
to continue during the forecast period. Additionally, the region's retail industry is
growing rapidly. The global Courier Services Market is likely to be driven by the
manufacturing sector's revival and expected economic progress.

Electronic gadget adoption is increasing in Asian countries including China, Taiwan,

South Korea, and Thailand. The courier, express, and package industries will profit
from this, as well as from the growth of a variety of online payment options, the

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changing lifestyles driven by urbanization, and the surge in electronic products, autos,
and food and beverage shipments.

One of the major growing hotspots that draw investments from all over the world is the
Southeast Asian area. In the next years, e-commerce in the region is also expected to
increase. The growth of contract manufacturing for FMCGs in emerging markets might
have a considerable impact on the courier, express, and package services.

Courier Industry in India

The courier industry in India has come a long way from its origin in modern form in
1980s and thereafter. The industry has grown in size and reach. A significant number
of players have scaled up their operations to match the contemporary, world-class
professional environment. The industry has invested in information technology systems
and set up good processes and proprietary systems capable for handling large volumes.

The Indian courier industry size is estimated at Rs. 14,000 crores in 2015-16. As a
premium segment, the courier industry is a small but significant segment of the logistics
industry. It is one of the fastest growing segments of the industry. The industry is
expected to grow at 17% per annum to Rs. 20,000 crores in the next three years.

The economic growth in the country and the consequent trade growth will be primary
growth driver for the courier industry. The growth in current customer industry
segments and expansion into new industry segments will be demand drivers for the
courier industry, In addition, increase in reach through expansion of network and new
products like temperature-controlled logistics, services for importers and others will
provide additional growth of the industry.

The courier industry serves as a key enabler for business by providing time-bound
logistics services to customer industry segments. Besides providing critical services and
aiding economic growth, the courier industry in India has significant contribution to the
economy. As a labour intensive industry, the courier industry is estimated to presently
employ about 11.9 lakhs persons, directly and indirectly. Based on the growth estimates
for the industry, the employee base of the industry, direct and indirect, is expected to
grow to 17.2 lakhs by 2015-16. The courier industry also makes significant contribution

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to the national exchequer with total tax contributions expected to be over Rs 1100 crores
in form of service tax and corporate tax.

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2.2 COMPANY PROFILE

DHL. LOGISTICS

When Adrian Dalsey, Larry Hillblom and Robert Lynn founded DHL in 1969, they
didn’t know they would revolutionize the world of logistics. Today, DHL is the world’s
leading logistics company. Our 600,000 people in over 220 countries and territories
work every day to help you cross borders, reach new markets and grow your business.
Or simply send a letter to your loved ones.

Corporate Social Responsibility

With market leadership, however, comes responsibility. We take on our corporate

social responsibility (CR) with a diverse range of programs and projects. All of our
CSR activities are integrated into our Group-wide corporate responsibility strategy,
“Living Responsibility.”

CSR Mission

Our mission as a company already contains a strong social component – to connect

people and make their lives easier with the help of our services. Social responsibility is
a principle that guides and permeates our action as a company, and it plays a significant
role in our business success. Our corporate social responsibility strategy “Living
Responsibility” ensures sustainable management practices across DHL.

Living Responsibility

Under the motto Living Responsibility, we focus on protecting the environment

(GoGreen), delivering help (GoHelp) and championing education (GoTeach) and
support volunteering activities of our employees (Global Volunteer Day).

Global Network

Today’s customers are always on the go and want their products faster and cheaper than
ever before. Global interconnectedness is growing. That’s why you need a powerful,
international network to manage your supply chain. With 600,000 people in over 220
countries and territories worldwide, DHL Group is reaching more people than ever.
And, as we’re already thinking about what the world in 2050 might look like, we’re
preparing for the logistics challenges that lie ahead.

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Because we’re not only delivering packages. It’s our goal to bring joy and prosperity to
the people we serve. Everywhere. Every day.

Custom Logistics Solutions around the World

Whatever the challenge, they’re on top of it. Decades of experience, innovative

technology, and a team of 600,000 passionate experts allow us to provide the perfect
logistics solution for your business needs. DHL transports everything, from heavy trains
and satellites to small but essential rubber stoppers that seal vaccine doses. See some
of their bespoke shipping solutions below.

 Specialized Logistics. Safely Delivered

Trains transport millions of people from one place to another every day. But before they
do, someone needs to get the trains to the track. This is the story of a historic, heavy-
lift shipment across continents. Around the world, railways are experiencing a
renaissance. Transportation authorities are turning to humankind’s first mode of mass
transit to reduce traffic congestion and pollution, bring in new technologies and
economic growth, and improve public health outcomes and quality of life.

In Egypt, the government launched the Egypt National Railways Modernization Project
in 2010 to improve the reliability, efficiency, and safety of the country’s railway
system. One of the cornerstones of the project is upgrading and increasing the Egyptian
National Railway’s (ENR) rail vehicle capacity. ENR ordered a record-breaking 1,300
passenger coaches from TMH International in 2018, the biggest purchase of rolling

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stock in the country’s history. The new coaches will increase Egypt’s total rail capacity
by 34% and boost people’s incentive to use public transport.

1. DHL Industrial Projects: Heavy-lift ship from Europe to Africa

Egypt's historic purchase is also the largest order of rolling stock in Hungary's history,
where over half of the coaches are being manufactured. Hungarian company Dunakeszi
Járm?javító Kft, owned by TMH International AG and Magyar Vagon Zrt, is building
the coaches at its production site in Dunakeszi.

How do you get 676 passenger coaches, each weighing 48 tons and measuring 24.5
meters in length and 4.5 meters in height, from Hungary to Egypt? It's an extraordinary,
heavy-lift shipment via land and sea.

This is where DHL Industrial Projects comes in – our heavy-lift cargo specialists at
DHL Global Forwarding who manage complex project logistics for oversized cargo.
Their motto: Specialized Logistics. Safely Delivered.

The DHL Industrial Projects team manages the end-to-end transport via rail to the port
of Koper, Slovenia, where they integrate the cargo into our charter carrier network.
From there, they’ll deliver the coaches across the Adriatic and Mediterranean Seas to
the port of Alexandria. The transport of all 676 passenger coaches began in February
2021 and will run for 32 months.

Due to their size, transporting passenger coaches presents a particular challenge for
ensuring safe delivery via sea and rail. Large projects like this involve complex logistics
that can take months – and even years – to plan and prepare. DHL’s industrial projects
experts tap into their experience and local knowledge to understand the infrastructure,
equipment, roads, and regulations at the ports and other touchpoints to design the safest
and most efficient route between Hungary and Egypt.

2. DHL's heavy-lift cargo experts are a team of dedicated specialists

Our DHL Industrial Projects team brings together the world-class, large-scale logistics
expertise of the world’s leading logistics company. Over 650 multimodal project
logistics specialists across 50+ countries provide the dedicated focus to meet the needs
of clients in this infrastructure sector, backed up as needed by our larger DHL Global
Forwarding organisation. Projects can be executed anywhere, no matter how remote.

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Being part of the world’s largest logistics network, with a presence in over 220
countries and territories, provides us with the unique capability of managing cargo
while keeping partners and agents to a minimum.

KEY CAPABILITIES

 Project logistics, oversized cargo, and heavy lifts

 Project freight management and surveys
 Design and transport engineering
 End-to-end material management
 Safe, compliant, and reliable project management from a single source

KEY SECTORS

 Renewable energy
 Oil and gas
 Mining
 Engineering and manufacturing
 Engineering, procurement, and construction

Our work begins with solutions development teams, who work side by side with
customers to understand their needs and identify innovative, cost-effective solutions.
Dedicated project implementation experts then move in to establish standard operating
procedures, system requirements, KPIs, and clear interfaces between our project and
customer teams. Project forwarding experts manage day-to-day- operations, monitor
performance, and perform health checks. Our integrated online management system
ensures end-to-end visibility and a host of other benefits. We tap into our local
knowledge of ports, roads, infrastructure, equipment, regulations, and experience
working in remote and challenging environments to meet our customers' needs. With
our extensive sector and project forwarding expertise and the strength of our global
network, we can maintain the highest commitment to safe, compliant, and secure
operations.

 Space Logistics: The Final Frontier

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Until recently, space exploration still seemed like a distant dream. In the last decade,
technological advances and the success of commercial space projects have accelerated
the pace of progress. NASA’s Artemis Plan now intends to “land the first women and
the next man on the Moon by 2024 – four years earlier than originally planned” and
“build a sustained presence on the lunar surface in preparation for human exploration
to Mars.”

As momentum gathers to make lunar colonization a reality, the space sector is already
adding value to life on earth, like for instance climate and weather monitoring, global
positioning systems, telecommunications, and data collection. The need for innovative
logistics solutions – especially for satellite transportation – both on Earth and in space
in the near term is growing. Space logistics is real and represents a potential niche
market within the logistics industry.

And that potential is enormous. NASA is already thinking about the supply and demand
of a permanent presence on the moon, asking industry for innovative ways to transport
cargo to and from a lunar outpost. Private investment in the space sector has now
reached almost US$5 billion, about double the amount in 2017. And the number of
active satellites in the next ten years is expected to jump 20 times to 50,000, with giants
like Amazon, Facebook, Samsung, and SpaceX leading the charge.

In the public sector, the world’s leading space agency is working closely with
commercial partners to accomplish its mission. In 2018, NASA established the
Commercial Lunar Payload Services or CLPS initiative, encouraging the U.S.
commercial space industry to introduce new lander technologies to deliver cargo to the
Moon’s surface. In 2019, it awarded US$7 billion in space transportation contracts,
setting a new record.

 Satellite logistics that’s efficient and sustainable

Satellite logistics is one facet of space logistics that is quickly getting off the ground
and harbors huge potential in the near term. In the next few years, we expect to see the
launch of tens of thousands of low- and medium-Earth-orbit (LEO and MEO) satellites.
Operators envision expansive constellations of hundreds to thousands of linked
orbiters, providing services ranging from global internet services to data collection.

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The big question is viability. Can orbital transport services make the satellite business
more profitable and sustainable by reducing launch, operational, and decommissioning
costs?

D-Orbit, an emerging leader in space logistics and orbital transport, thinks so. The
Italian satellite launch and deployment company is targeting this demand with solutions
that are not unlike those offered by logistics companies on Earth. They have designed
and built the ION Satellite Carrier, the world’s first microsatellite cargo vehicle. The
carrier can transport multiple satellites into space and release them into precise orbital
slots. The service promises shorter deployment time, more rapid commissioning, and
more efficient use of satellite lifecycles. D-Orbit estimates that it can reduce
deployment costs by 40% and extend satellite life by up to five years.

The company also provides safe decommissioning services for end-of-life satellites to
combat growing space debris. D-Orbit’s vision for the future includes in-space orbital
transport services, such as operating satellite warehouses, moving existing satellites
from one orbit to another, performing repairs, and refueling. Ultimately D-Orbit’s goal
is to cover the entire life cycle of a space mission, thus optimizing resources and
keeping space clean.

 Terrestrial challenges and galactic opportunities

DHL Global Forwarding made sure the ION Satellite Carrier had a safe journey here
on planet Earth before delivering its payload into space. The first leg included an
eleven-hour flight from Milan to Miami in December 2020, followed by ground
transport to Cape Canaveral. Now, this innovative logistics vehicle is being readied for
launch in January 2021 from the world’s most famous spaceport in Florida.

Weighing in at around 200 kilograms, we loaded the satellite carrier onto a customized
metal platform for the trip from Italy to the United States. A complete set of test
equipment, which is essential to ensure the satellite’s integrity and safety before launch,
went along for the ride.

A lot of pre-flight preparation went into shipping this sensitive piece of equipment. To
tackle this challenge, DHL Global Forwarding teamed up with their colleagues from
the DHL Innovation Center. Measures were put in place to control the climate,
minimize vibration, and guarantee maximum safety at all times.

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Businesses can profit from innovations along the entire supply chain that directly
address the logistics challenges of today and tomorrow. DHL’s innovation experts bring
together customers, research and academic institutions, industry partners, and logistics
experts within the business divisions to enable collaboration.

KEY OPPORTUNITIES

 New, expanding space logistics market now open to viable private operations,
ripe for exploration and testing of technologies and business models
 In-space, lunar, and planetary warehousing of upmass, such as food rations,
equipment, and satellites, will create the need for stable, on-demand supply
chains
 Chance to set standards and trends for the future of space logistics (e.g.,
packaging and service expectations)

KEY CHALLENGES

 Extreme temperatures, zero gravity, and other special conditions limit

employable goods, materials, and modes of transport
 Launch vehicle dimensions and weight restrictions hinder the cost benefits of
economies of scale
 Commercial cost-benefit propositions for space logistics service providers are
untested, and the legal framework for logistics operations in space is not yet
available
 Pre-flight preparation at the DHL depot

Seizing the opportunity to supply cargo in space

There are many aspects to consider for space logistics to be successful and sustainable
in the future. Carefully transporting the many different types of goods – provisions,
fuel, equipment, and other materials – into space (upmass) and, in some cases, back
down to Earth (downmass), such as waste and decommissioned equipment, will present
diverse challenges.

Furthermore, limited space and weight capacity on rockets and shuttles will make it
difficult to apply economies of scale to space transportation. Despite these constraints,
rewards at this early stage can be significant. Since NASA awarded the space cargo

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delivery contracts in preparation for lunar colonization, several companies have
proposed bigger outer space transport vehicles to hold more passengers and cargo.

We will have to push the boundaries of logistics to successfully and sustainably

transport goods to places humanity has never gone before. Like space exploration itself,
the development of satellite logistics and space transportation will be a journey into the
unknown. Still, at its core, space logistics presents the same fundamental problems
logistics providers solve here on Earth every day. It’s time for our industry to seize the
opportunity to help the world establish a functioning outer space transport system to
support sustained human presence on the Moon and set the stage for humankind to
reach Mars and beyond.

The Stoppers That Make the Vaccine Go

Tiny rubber stoppers that seal vaccines doses in vials – and the unprecedented transport
and manufacturing effort that enabled their production at a giant scale.

Sustainability

As the world’s leading logistics company, we have a responsibility to set an example

in our industry and be a sustainability leader. That means reducing our carbon footprint
and setting the highest social and governance standards. Over the years, we have
repeatedly redefined logistics, from pioneering the first green logistics product to
becoming the first logistics company to commit to a zero-emissions target. Today we
offer the most comprehensive portfolio of green logistics solutions in the industry.

But we can make an even greater impact when we join forces with you. Together with
many customers, we have introduced innovative green logistics solutions to make their
supply chains more sustainable and help them achieve their environmental targets.

Sustainability is our responsibility – the decisions we make today can make a positive
impact on tomorrow. Discover how our green logistics products and solutions can
minimize your carbon emissions without compromising your supply chain.

Go Green

The transport sector, which also encompasses the logistics industry, is responsible for
23% of the world’s energy-related greenhouse gas emissions. As the world’s largest

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logistics service provider, we have a special obligation to minimize the negative impact
of our business on the environment.

Go Green, our Group-wide environmental protection program, is how we act on our

responsibility. The main focus of Go Green is to avoid, reduce and, when necessary,
give our customers the chance to offset, greenhouse gas emissions (primarily CO2).
These emissions account for the logistics industry's largest negative impact on the
environment.

The Shared Value proposition plays an important role in all of our environmental
protection activities. Shared Value means that our contributions to environmental
protection and society also enhance the success of our business.

DHL is exploring various measures to reduce its carbon footprint in India. Additionally,
by supporting local NGOs and social entrepreneurs in their efforts to provide
sustainable energy solutions primarily to the rural sector, the company will play a role
in reducing the environmental impact on the community at large.

Go Help

Smart, comprehensive prevention measures and a state of constant preparedness are

absolutely indispensable to ensuring fast and effective assistance in the event of a
disaster. At the core of the Group-wide GoHelp program is the strategic disaster
management partnership with the United Nations (UN), which has made DHL an
important player in the worldwide humanitarian community. When called upon by the
UN, we support global relief efforts by volunteering our logistics expertise, our global
network and the personal commitment of our individual employees.

DHL has a Disaster Response Team (DRT) trained and ready in India, who can provide
effective airport logistics support to humanitarian relief operations in the country and
are now on call 24 hours a day.

Under the GoHelp pillar, DHL also proposes to collaborate with reputed NGOs, such
as Goonj, Akshaya Patra, Save Life Foundation (SLF), Sankalp Rehabilitation Trust etc
support to various causes, for the upliftment of the needy in our community.

19
Go Teach

The long-term success, sustainability and innovative power of our economy and society
depends on a strong educational system and targeted efforts to develop the next
generation of working professionals. As one of the largest employers worldwide, DHL
has established its Group-wide program GoTeach as a way to improve educational
opportunity for young people and prepare them for the working world. Through the
GoTeach program DHL collaborates with established partner: Teach For All and SOS
Children’s Villages. Working together with partners, our goal is to empower youth from
all socio-economic backgrounds develop their potential, learn skills and access new
opportunities for their career development.

In India, DHL will look for opportunities to partner with local NGO partners, such as
SOS Children’s Villages of India, Teach For India (TFI), The Akshaya Patra
Foundation, Safe Life Foundation, Sankalp Rehabilitation Trust along with others, to
facilitate and improve children and young people’s access to educational opportunities,
employability and better health.

20
2.3 THEORETICAL FRAMEWORK

TOTAL QUALITY MANAGEMENT

Total Quality Management is an approach to the art of management that originated in

Japanese industry in the 1950's and has become steadily more popular in the West since
the early 1980's.

Total Quality is a description of the culture, attitude and organization of a company that
aims to provide, and continue to provide, its customers with products and services that
satisfy their needs. The culture requires quality in all aspects of the company's
operations, with things being done right first time, and defects and waste eradicated
from operations.

TQM is the way of managing for the future, and is far wider in its application than just
assuring product or service quality – it is a way of managing people and business
processes to ensure complete customer satisfaction at every stage, internally and
externally. TQM, combined with effective leadership, results in an organisation doing
the right things right, first time.

Many companies have difficulties in implementing TQM. Surveys by consulting firms

have found that only 20-36% of companies that have undertaken TQM have achieved
either significant or even tangible improvements in quality, productivity,
competitiveness or financial return. As a result many people are sceptical about TQM.
However, when you look at successful companies you find a much higher percentage
of successful TQM implementation.

Some useful messages from results of TQM implementations:

• if you want to be a first-rate company, don't focus on the second-rate

companies who can't handle TQM, look at the world-class companies that
have adopted it
• the most effective way to spend TQM introduction funds is by training top
management, people involved in new product development, and people
involved with customers
• it's much easier to introduce EDM/PDM in a company with a TQM culture
than in one without TQM. People in companies that have implemented
TQM are more likely to have the basic understanding necessary for

21
 implementing EDM/PDM. For example, they are more likely to view
EDM/PDM as an information and workflow management system
supporting the entire product life cycle then as a departmental solution for
the management of CAD data
Total Quality management is defined as a continuous effort by the management as well
as employees of a particular organization to ensure long term customer loyalty and
customer satisfaction. Remember, one happy and satisfied customer brings ten new
customers along with him whereas one disappointed individual will spread bad word of
mouth and spoil several of your existing as well as potential customers.
Total quality management is a structured effort by employees to continuously improve
the quality of their products and services through proper feedbacks and research.
Ensuring superior quality of a product or service is not the responsibility of a single
member.
Every individual who receives his/her paycheck from the organization has to contribute
equally to design foolproof processes and systems which would eventually ensure
superior quality of products and services. Total Quality management is indeed a joint
effort of management, staff members, workforce, suppliers in order to meet and exceed
customer satisfaction level. You can’t just blame one person for not adhering to quality
measures. The responsibility lies on the shoulder of everyone who is even remotely
associated with the organization.
W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum jointly developed
the concept of total quality management. Total Quality management originated in the
manufacturing sector, but can be applied to almost all organizations.
Total quality management ensures that every single employee is working towards the
improvement of work culture, processes, services, systems and so on to ensure long
term success.

Total Quality management can be divided into four categories:

 Plan
 Do
 Check
 Act

22
Planning Phase

Planning is the most crucial phase of total quality management. In this phase employees
have to come up with their problems and queries which need to be addressed. They
need to come up with the various challenges they face in their day to day operations
and also analyze the problem’s root cause. Employees are required to do necessary
research and collect relevant data which would help them find solutions to all the
problems.

Doing Phase

In the doing phase, employees develop a solution for the problems defined in planning
phase. Strategies are devised and implemented to overcome the challenges faced by
employees. The effectiveness of solutions and strategies is also measured in this stage.

Checking Phase

Checking phase is the stage where people actually do a comparison analysis of before
and after data to confirm the effectiveness of the processes and measure the results.

Acting Phase

In this phase employees document their results and prepare themselves to address other
problems.

ASPECTS OF TQM

• Customer-driven quality,
• Top management leadership and commitment,
• Continuous improvement,
• Fast response,
• Actions based on facts,
• Employee participation, and
• A TQM culture.

The core of TQM is the customer-supplier interfaces, both externally and internally,
and at each interface lie a number of processes. This core must be surrounded by
commitment to quality, communication of the quality message, and recognition of the
need to change the culture of the organisation to create total quality. These are the

23
foundations of TQM, and they are supported by the key management functions of
people, processes and systems in the organisation.

Customer-driven quality

TQM has a customer-first orientation. The customer, not internal activities and
constraints, comes first. Customer satisfaction is seen as the company's highest priority.
The company believes it will only be successful if customers are satisfied. The TQM
company is sensitive to customer requirements and responds rapidly to them. In the
TQM context, `being sensitive to customer requirements' goes beyond defect and error
reduction, and merely meeting specifications or reducing customer complaints. The
concept of requirements is expanded to take in not only product and service attributes
that meet basic requirements, but also those that enhance and differentiate them for
competitive advantage.

Each part of the company is involved in Total Quality, operating as a customer to some
functions and as a supplier to others. The Engineering Department is a supplier to
downstream functions such as Manufacturing and Field Service, and has to treat these
internal customers with the same sensitivity and responsiveness as it would external
customers.

TQM leadership from top management

TQM is a way of life for a company. It has to be introduced and led by top management.
This is a key point. Attempts to implement TQM often fail because top management
doesn't lead and get committed - instead it delegates and pays lip service. Commitment
and personal involvement is required from top management in creating and deploying
clear quality values and goals consistent with the objectives of the company, and in
creating and deploying well defined systems, methods and performance measures for
achieving those goals. These systems and methods guide all quality activities and
encourage participation by all employees. The development and use of performance
indicators is linked, directly or indirectly, to customer requirements and satisfaction,
and to management and employee remuneration.

Continuous improvement

Continuous improvement of all operations and activities is at the heart of TQM. Once
it is recognized that customer satisfaction can only be obtained by providing a high-

24
quality product, continuous improvement of the quality of the product is seen as the
only way to maintain a high level of customer satisfaction. As well as recognizing the
link between product quality and customer satisfaction, TQM also recognizes that
product quality is the result of process quality. As a result, there is a focus on continuous
improvement of the company's processes. This will lead to an improvement in process
quality. In turn this will lead to an improvement in product quality, and to an increase
in customer satisfaction. Improvement cycles are encouraged for all the company's
activities such as product development, use of EDM/PDM, and the way customer
relationships are managed. This implies that all activities include measurement and
monitoring of cycle time and responsiveness as a basis for seeking opportunities for
improvement.

Elimination of waste is a major component of the continuous improvement approach.

There is also a strong emphasis on prevention rather than detection, and an emphasis
on quality at the design stage. The customer-driven approach helps to prevent errors
and achieve defect-free production. When problems do occur within the product
development process, they are generally discovered and resolved before they can get to
the next internal customer.

Fast response

To achieve customer satisfaction, the company has to respond rapidly to customer

needs. This implies short product and service introduction cycles. These can be
achieved with customer-driven and process-oriented product development because the
resulting simplicity and efficiency greatly reduce the time involved. Simplicity is
gained through concurrent product and process development. Efficiencies are realized
from the elimination of non-value-adding effort such as re-design. The result is a
dramatic improvement in the elapsed time from product concept to first shipment.

Actions based on facts

The statistical analysis of engineering and manufacturing facts is an important part of

TQM. Facts and analysis provide the basis for planning, review and performance
tracking, improvement of operations, and comparison of performance with competitors.
The TQM approach is based on the use of objective data, and provides a rational rather

25
than an emotional basis for decision making. The statistical approach to process
management in both engineering and manufacturing recognizes that most problems are
system-related, and are not caused by particular employees. In practice, data is collected
and put in the hands of the people who are in the best position to analyze it and then
take the appropriate action to reduce costs and prevent non-conformance. Usually these
people are not managers but workers in the process. If the right information is not
available, then the analysis, whether it be of shop floor data, or engineering test results,
can't take place, errors can't be identified, and so errors can't be corrected.

Employee participation

A successful TQM environment requires a committed and well-trained work force that
participates fully in quality improvement activities. Such participation is reinforced by
reward and recognition systems which emphasize the achievement of quality
objectives. On-going education and training of all employees supports the drive for
quality. Employees are encouraged to take more responsibility, communicate more
effectively, act creatively, and innovate. As people behave the way they are measured
and remunerated, TQM links remuneration to customer satisfaction metrics.

A TQM culture

It's not easy to introduce TQM. An open, cooperative culture has to be created by
management. Employees have to be made to feel that they are responsible for customer
satisfaction. They are not going to feel this if they are excluded from the development
of visions, strategies, and plans. It's important they participate in these activities. They
are unlikely to behave in a responsible way if they see management behaving
irresponsibly - saying one thing and doing the opposite.

Product development in a TQM environment

Product development in a TQM environment is very different to product development

in a non-TQM environment. Without a TQM approach, product development is usually
carried on in a conflictual atmosphere where each department acts independently.
Short-term results drive behavior so scrap, changes, work-arounds, waste, and rework
are normal practice. Management focuses on supervising individuals, and fire-fighting
is necessary and rewarded.

26
Product development in a TQM environment is customer-driven and focused on
quality. Teams are process-oriented, and interact with their internal customers to deliver
the required results. Management's focus is on controlling the overall process, and
rewarding teamwork.

Awards for Quality achievement

The Deming Prize has been awarded annually since 1951 by the Japanese Union of
Scientists and Engineers in recognition of outstanding achievement in quality strategy,
management and execution. Since 1988 a similar award (the Malcolm Baldrige
National Quality Award) has been awarded in the US. Early winners of the Baldrige
Award include AT&T (1992), IBM (1990), Milliken (1989), Motorola (1988), Texas
Instruments (1992Xerox.

Quality

A frequently used definition of quality is “Delighting the customer by fully meeting

their needs and expectations”. These may include performance, appearance,
availability, delivery, reliability, maintainability, cost effectiveness and price. It is,
therefore, imperative that the organisation knows what these needs and expectations
are. In addition, having identified them, the organisation must understand them, and
measure its own ability to meet them.

Quality starts with market research – to establish the true requirements for the product
or service and the true needs of the customers. However, for an organisation to be really
effective, quality must span all functions, all people, all departments and all activities
and be a common language for improvement. The cooperation of everyone at every
interface is necessary to achieve a total quality organisation, in the same way that the
Japanese achieve this with company wide quality control.

Customers and suppliers

There exist in each department, each office, each home, a series of customers, suppliers
and customer- supplier interfaces. These are “the quality chains”, and they can be
broken at any point by one person or one piece of equipment not meeting the
requirements of the customer, internal or external. The failure usually finds its way to
the interface between the organisation and its external customer, or in the worst case,
actually to the external customer.

27
Failure to meet the requirements in any part of a quality chain has a way of multiplying,
and failure in one part of the system creates problems elsewhere, leading to yet more
failure and problems, and so the situation is exacerbated. The ability to meet customers’
(external and internal) requirements is vital. To achieve quality throughout an
organisation, every person in the quality chain must be trained to ask the following
questions about every customer-supplier interface:

Customers (internal and external)

• Who are my customers?

• What are their true needs and expectations?
• How do, or can, I find out what these are?
• How can I measure my ability to meet their needs and expectations?
• Do I have the capability to meet their needs and expectations?
• (If not, what must I do to improve this capability?)
• Do I continually meet their needs and expectations?
• (If not, what prevents this from happening when the capability exists?)
• How do I monitor changes in their needs and expectations?
• Suppliers (internal and external)
• Who are my internal suppliers?
• What are my true needs and expectations?
• How do I communicate my needs and expectations to my suppliers?
• Do my suppliers have the capability to measure and meet these needs and
expectations?
• How do I inform them of changes in my needs and expectations?

As well as being fully aware of customers’ needs and expectations, each person must
respect the needs and expectations of their suppliers. The ideal situation is an open
partnership style relationship, where both parties share and benefit.

Poor practices

To be able to become a total quality organisation, some of the bad practices must be
recognised and corrected. These may include:

• Leaders not giving clear direction

• Not understanding, or ignoring competitive positioning

28
• Each department working only for itself

• Trying to control people through systems

• Confusing quality with grade

• Accepting that a level of defects or errors is inevitable

• Fire fighting, reactive behaviour

• The “It’s not my problem” attitude

The essential components of TQM – commitment & leadership

TQM is an approach to improving the competitiveness, effectiveness and flexibility of

an organisation for the benefit of all stakeholders. It is a way of planning, organising
and understanding each activity, and of removing all the wasted effort and energy that
is routinely spent in organisations. It ensures the leaders adopt a strategic overview of
quality and focus on prevention not detection of problems.

Whilst it must involve everyone, to be successful, it must start at the top with the leaders
of the organisation. All senior managers must demonstrate their seriousness and
commitment to quality, and middle managers must, as well as demonstrating their
commitment, ensure they communicate the principles, strategies and benefits to the
people for whom they have responsibility. Only then will the right attitudes spread
throughout the organisation.

A fundamental requirement is a sound quality policy, supported by plans and facilities

to implement it. Leaders must take responsibility for preparing, reviewing and
monitoring the policy, plus take part in regular improvements of it and ensure it is
understood at all levels of the organisation.

Effective leadership starts with the development of a mission statement, followed by a

strategy, which is translated into action plans down through the organisation. These,
combined with a TQM approach, should result in a quality organisation, with satisfied
customers and good business results. The 5 requirements for effective leadership are:

• Developing and publishing corporate beliefs, values and objectives, often as

a mission statement
• Personal involvement and acting as role models for a culture of total quality

29
 • Developing clear and effective strategies and supporting plans for achieving
the mission and objectives
• Reviewing and improving the management system
• Communicating, motivating and supporting people and encouraging
effective employee participation
• The task of implementing TQM can be daunting. The following is a list of
points that leaders should consider; they are a distillation of the various
beliefs of some of the quality gurus:
• The organisation needs a long-term commitment to continuous
improvement.
• Adopt the philosophy of zero errors/defects to change the culture to right
first time
• Train people to understand the customer/supplier relationships
• Do not buy products or services on price alone – look at the total cost
• Recognise that improvement of the systems must be managed
• Adopt modern methods of supervising and training – eliminate fear
• Eliminate barriers between departments by managing the process – improve
communications and teamwork
• Eliminate goals without methods, standards based only on numbers, barriers
to pride of workmanship and fiction – get facts by studying processes
• Constantly educate and retrain – develop experts in the organisation
• Develop a systematic approach to manage the implementation of TQM

Culture change

The failure to address the culture of an organisation is frequently the reason for many
management initiatives either having limited success or failing altogether.
Understanding the culture of an organisation, and using that knowledge to successfully
map the steps needed to accomplish a successful change, is an important part of the
quality journey.

The culture in any organisation is formed by the beliefs, behaviours, norms, dominant
values, rules and the “climate”. A culture change, e.g, from one of acceptance of a
certain level of errors or defects to one of right first time, every time, needs two key
elements:

30
• Commitment from the leaders

• Involvement of all of the organisation’s people

There is widespread recognition that major change initiatives will not be successful
without a culture of good teamwork and cooperation at all levels in an organisation, as
discussed in the section on People.

The building blocks of TQM: processes, people, management systems and performance
measurement

Everything we do is a Process, which is the transformation of a set of inputs, which can

include action, methods and operations, into the desired outputs, which satisfy the
customers’ needs and expectations.

In each area or function within an organisation there will be many processes taking
place, and each can be analysed by an examination of the inputs and outputs to
determine the action necessary to improve quality.

In every organisation there are some very large processes, which are groups of smaller
processes, called key or core business processes. These must be carried out well if an
organisation is to achieve its mission and objectives. The section on Processes discusses
processes and how to improve them, and Implementation covers how to prioritise and
select the right process for improvement.

The only point at which true responsibility for performance and quality can lie is with
the People who actually do the job or carry out the process, each of which has one or
several suppliers and customers.

An efficient and effective way to tackle process or quality improvement is through

teamwork. However, people will not engage in improvement activities without
commitment and recognition from the organisation’s leaders, a climate for
improvement and a strategy that is implemented thoughtfully and effectively. The
section on People expands on these issues, covering roles within teams, team selection
and development and models for successful teamwork.

An appropriate documented Quality Management System will help an organisation not

only achieve the objectives set out in its policy and strategy, but also, and equally
importantly, sustain and build upon them. It is imperative that the leaders take

31
responsibility for the adoption and documentation of an appropriate management
system in their organisation if they are serious about the quality journey. The Systems
section discusses the benefits of having such a system, how to set one up and
successfully implement it.

Once the strategic direction for the organisation’s quality journey has been set, it needs
Performance Measures to monitor and control the journey, and to ensure the desired
level of performance is being achieved and sustained. They can, and should be,
established at all levels in the organisation, ideally being cascaded down and most
effectively undertaken as team activities and this is discussed in the section on
Performance.

Total Quality Management Principles

Just as the definitions of total quality management (TQM) differ, so do its principles.
However, we’ve gathered the most important TQM principles for you below.

Customer Focused: The definition of quality lies with the customer, and all efforts to
achieve success in the organization lead to customer satisfaction.

Total Employee Involvement: The effort is not isolated to one department of an

organization. To be successful in its objective of customer satisfaction, there must be a
common goal for all aspects of business and for each employee.

Process Oriented: Process thinking is fundamental to total quality management; the

internal steps a company takes directly result in the external output delivered to the
customers.

Integrated System: Basically, regardless of the size or complexity of the organization,

all its distinct parts must work together.

Strategic and Systemic Approach: Using strategic planning to create a strategic plan
that integrates quality as a core component of the company is a way to structure total
quality management into an organization’s mission.

Continual Improvement: The mantra for total quality improvement is customer

satisfaction, but that is not a one-shot goal: the act of improving quality for the customer
is a process without an end.

32
Fact-Based Decision Making: In order to know if an organization is meeting its
objectives, there must be data on performance, and those metrics must be collected and
analyzed with accuracy and without prejudice. (For more on this, learn how to use data
to be a better manager.)

Communications: It’s impossible to maintain a successful TQM approach without an

effective communication plan. Communication plans make sure that every department
is aware of what they and others are responsible for, so they can coordinate operations
to achieve their common goal.

History of Total Quality Management

The roots of total quality management can be traced back to the economic instability of
the late 1970s and into the early 1980s. It was at this time that the dominance of North
America and Western Europe was challenged by competition from the East, specifically
Japan’s skill at making high-quality inexpensive products.

While the origin of the term is not clear, many think it was inspired by the book Total
Quality Control by quality control expert and businessman Armand V. Feigenbaum and
What Is Total Quality Country? The Japanese Way by the organizational theorist Kaoru
Ishikawa.

The Role of the U.S. Navy

It was the United States Navy that promoted the idea in 1984 when it asked its civilian
researchers to offer recommendations on improving its operational effectiveness. The
recommendation was to use the teachings of engineer and statistician W. Edwards
Deming, which the U.S. Navy called total quality management in 1985.

The methodology was employed by the U.S. Environmental Protection Agency’s

underground storage tanks program in 1985. The private section soon followed as a
way to remain competitive against the growing influence of the Japanese.

Key Concepts in Total Quality Management

The key concepts of total quality management developed by the U.S. Navy include:

Quality is defined by what the customers’ requirements are

Top-tier management is directly responsible for the improvement in quality

33
It is by systemic analysis and using that data to improve work processes, that an increase
in quality occurs

The improvement of quality is a continuous effort and is conducted throughout the

entire organization

The U.S. Navy employed certain techniques and tools to achieve those concepts. For
example, there’s the Plan Do Check Act or PDCA cycle, which is a four-step
management method to control the continuous improvement of processes and products.

Total Quality Management in 4 Steps

Getting started with total quality management requires that the top management learns
about the methodology, and then commits to it as one of the organization’s strategies.
The organization writ large must then assess its customer satisfaction and quality
management systems.

One of the easiest methods to implement TQM is called PDCA. PDCA stands for Plan,
Do, Check and Act. It’s a four-step management method to control the continuous
improvement of processes and products.

1. Plan

Planning includes identifying and understanding the problem or opportunity as it relates

to TQM. From the information you’ve gathered, come up with ideas and develop the
best into an implementation plan.

2. Do

With a planned solution, you can now test it and build a pilot program to see if you
achieve the quality improvements you expected. Document the results.

3. Check

Here you’ll analyze the results of your pilot program against what you expected to
achieve. If you’ve met those criteria move on to the next step. However, if you’ve fallen
short, then you need to return to step one.

34
4. Adjust

Once you’ve tested and are satisfied with the solution, you can implement it at full
scale. This process is a loop, however, with no beginning or end. The success is only
the new baseline of which you’ll again test to improve.

The need for active management participation is critical to the success of any total
quality management plan. This is done by creating steering committees to make sure
everyone is working together to improve quality.

There is also the formation of ad hoc cross-functional teams that are responsible for
addressing the immediate process issues. There are also standing cross-functional teams
that have similar responsibilities, only those are over the long term.

35
3.1 RESEARCH DESIGN

SOURCES OF DATA COLLECTION

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. This study is
descriptive research because it includes survey and fact finding enquiries of different
kinds to fulfil the objectives. A structured questionnaire containing closed ended
question is used. The primary data is collected from 100 customers selected by
convenience sampling method. Percentage Analysis, were used to analyse the data.

Sources of Data

It has been carried out by tapping two sources of data.

1. Primary data
2. Secondary data

Primary data

Primary data collected using questionnaire

Secondary data

Secondary data are collected from Company records, Magazines, Journals, and
Websites.

Sample Area

The survey has been conducted and restricted to the DHL, Kannur.

Population

The population for the present study is 120.

SAMPLING DESIGN

A sample design is a finite plan for obtaining a sample from a given population. Non-
Probability sampling design is used for this study. It is a sampling procedure which
does not afford any estimating the probability that each item in the population has of
being included in the sample.

36
SAMPLING TECHNIQUE

By convenience sampling method, a sample of 100 respondents was selected. A

convenience sample is obtained by selecting convenient sampling units. The method of
convenience sampling is also called chunk. A chunk refers to that fraction of the
population being investigated which is selected neither by probability nor by judgment
but by convenience.

Tools for data Analysis

Different Statistical tools used for the data analysis are:

 Tabular representation

It is the statistical tool used to present data in rows and columns.

 Charts

Charts are another statistical tool used to present data in graphs and diagrams.

PLAN OF DATA ANALYSIS

The data collected from various sources will be tabulated and represented using the
percentage and ranking method. Graphical tools like bar diagrams, pie charts etc., will
be used to illustrate the tabulated data pictorially. Inferences and interpretation of the
data will be done on the basis of tabulated data.

TYPE OF RESEARCH

 Descriptive Research

Descriptive Research is a form of research that incorporates surveys as well as different

varieties of fact-finding investigations. This form of research is focused on describing
the prevailing state of affairs as they are. Descriptive Research is also termed as Ex post
facto research.

This research form emphasises on factual reporting, the researcher cannot control the
involved variables and can only report the details as they took place or as they are taking
place.

37
Researchers mainly make use of a descriptive research approach for purposes such as
when the research is aimed at deciphering characteristics, frequencies or trends.

 Analytical Research

Analytical Research is a form of research where the researcher has to make do with the
data and factual information available at their behest and interpret this information to
undertake an acute evaluation of the data.

This form of research is often undertaken by researchers to uncover some evidence that
supports their present research and which makes it more authentic. It is also undertaken
for concocting fresh ideas relating to the topic on which the research is based. From
conducting meta-analysis, literary research or scientific trials and learning public
opinion, there are many methods through which this research is done.

SAMPLE SIZE

Here the sample size is taken for the study is 120 employees of DHL.

LIMITATIONS OF THE STUDY

 Limited access to certain internal information or data within DHL may hinder the
depth of the study.
 The study may face time limitations, affecting the depth and breadth of the
research.
 There may be inherent subjectivity in the interpretation of TQM practices and
their effectiveness. Bias, both from the researchers and the participants, could
influence the findings and conclusions of the study.
 Ensuring the accuracy, validity, and reliability of the data collected is crucial.

38
TABLE NO 4.1

WORK EXPERIENCE

Particular No. of respondents Percentage

Beginners 25 20.83
1-3 years 35 29.17
3-5 31 25.83
5-7 29 24.17
Total 120 100.00
Source: Primary Data

CHART NO 4.1

WORK EXPERIENCE

35
29.17
30
25.83
24.17
25
20.83
20

15

10

0
Beginners 1-3 years 3-5 years 5-7 years

INTERPRETATION

From the above table we can see that 20.83 of the respondents are beginners. 29.17%
have 1-3 years of experience, 25.83% have 3-5 years of experience, and the rest 24.17%
have 5-7 years of experience. So from this we can infer that majority of the employees
have 1-3 years of experience with the firm.

39
TABLE NO 4.2

TRAINING PROGRAM ATTENDED

Particular No. of respondents Percentage

Less than 2 20 16.67
2-6 40 33.33
4-6 50 41.67
6 and above 10 8.33
Total 120 100.00

Source: Primary Data

CHART NO 4.2

TRAINING PROGRAM ATTENDED

45 41.67
40
35 33.33

30
25
20 16.67
15
10 8.33

5
0
Less than 2 02-Jun 04-Jun 6 and above

INTERPRETATION

From this diagram we can infer that majority of the employees have attended 4-6
training programs, so that they above average knowledge and skill to do their work.

40
TABLE NO 4.3

QUALITY BASED TRAINING PROGRAMS ATTENDED

Particular No. of respondents Percentage

Less than 2 26 21.67
2-4 40 33.33
4-6 44 36.67
6 and above 10 8.33
Total 120 100.00

Source: Primary Data

CHART NO 4.3

QUALITY BASED TRAINING PROGRAMS ATTENDED

40 36.67
35 33.33

30

25 21.67
20

15

10 8.33

0
Less than 2 02-Apr 04-Jun 6 and above

INTERPRETATION

From this whole data it can be inferred that majority of the respondents have 4-6
training programs and have a well knowledge about the quality perspective.

41
TABLE NO 4.4

ARE YOU AWARE THAT COMPANY HAVE QUALITY MANUAL

Particular No. of respondents Percentage

Yes 102 85.00

No 18 15.00

Total 120 100.00

Source: Primary Data

CHART NO 4.4

ARE YOU AWARE THAT COMPANY HAVE QUALITY MANUAL

90 85
80
70
60
50
40
30
20 15
10
0
Yes No

INTERPRETATION

From this it can be inferred that majority of the employees are aware of the company’s
quality manual.

42
TABLE NO 4.5

DO YOU THINK DOES THE COMPANY FOLLOW THE QUALITY

CONTROL TECHNIQUE

Particular No.of respondents Percentage

Yes 100 83.33

No 20 16.67

Total 120 100.00

Source: Primary Data

CHART NO 4.5

DO YOU THINK DOES THE COMPANY FOLLOW THE QUALITY

CONTROL TECHNIQUE

90 83.33
80
70
60
50
40
30
20 16.67

10
0
Yes No

INTERPRETATION

From this table shows that the majority of the employees have well knowledge about
the quality control techniques adopted by the organization.

43
TABLE NO 4.6

AWARE OF THE TECHNIQUE USED

Particular No.of respondents Percentage

Yes 100 83.33

No 20 16.67

Total 120 100.00

Source: Primary Data

CHART NO 4.6

AWARE OF THE TECHNIQUE USED

90 83.33
80
70
60
50
40
30
20 16.67

10
0
Yes No

INTERPRETATION

From this table shows that the majority of the employees aware of the technique used
and 16.67% of the respondents are unaware of it.

44
TABLE NO 4.7

ARE YOU AWARE THAT COMPANY HAVE INTERNAL AUDIT PROGRAM

Particular No.of respondents Percentage

Yes 120 100.00

No 0 0.00

Total 120 100.00

Source: Primary Data

CHART NO 4.7

ARE YOU AWARE THAT COMPANY HAVE INTERNAL AUDIT PROGRAM

120
100
100

80

60

40

20
0
0
Yes No

INTERPRETATION
From this table shows that the entire respondents agreed that the company have internal
audit program.

45
TABLE NO 4.8

WORKSHOPS TO ENHANCE AWARENESS ABOUT QUALITY

Particular No.of respondents Percentage

Yes 36 30.00

No 84 70.00

Total 120 100

Source: Primary Data

CHART NO 4.8

WORKSHOPS TO ENHANCE AWARENESS ABOUT QUALITY

80
70
70

60

50

40
30
30

20

10

0
Yes No

INTERPRETATION

From this table it shows that majority of the employees are unaware about the quality.

46
TABLE NO 4.9
FREQUENCY OF WORKSHOPS

Particular No. of respondents Percentage

Need based 54 45.00

Once in month 35 29.17

Half yearly 21 17.50

Yearly 10 8.33

Total 120 100.00

Source: Primary Data

CHART NO 4.9
FREQUENCY OF WORKSHOPS

50
45
45

40

35
29.17
30

25

20 17.5

15

10 8.33

0
Need based Once in month Half yearly Yearly

INTERPRETATION

From this table it can be inferred that majority have the opinion that workshops are
conducted based on the need. 29.17% of the respondents said that workshops are
conducted once in month. 17.50% have the opinion that workshops are conducted half
yearly and 8.33% said it conducted on yearly basis.

47
TABLE NO 4.10

ISO CERTIFICATE SHOULD BE REGARDED AS A FIRST STEP TOWARDS

TQM

Particular No.of respondents Percentage

Yes 100 83.33

No 20 16.67

Total 120 100.00

Source: Primary Data

CHART NO 4.10

ISO CERTIFICATE SHOULD BE REGARDED AS A FIRST STEP TOWARDS

TQM

90 83.33
80
70
60
50
40
30
20 16.67

10
0
Yes No

INTERPRETATION

Table no.4.10 shows that 83.33% of the respondents agreed that ISO certificate should
be regarded as a first step towards TQM. 16.67% disagreed with it.

48
TABLE NO 4.11

STATUS OF TQM IMPLEMENTATION

Particular No. of respondents Percentage

Fully implemented 45 37.50

Partially implemented 60 50.00

Neutral 10 8.33

Not implemented 5 4.17

Total 120 100.00

Source: Primary Data
CHART NO 4.11

STATUS OF TQM IMPLEMENTATION

60
50
50

40 37.5

30

20

8.33
10
4.17

0
Fully implemented Partially implemented Neutral Not implemented

INTERPRETATION

Table no.4.11 shows that 50% of the respondents opined that TQM is partially
implemented in the organization. 37.50% of them said that TQM is fully implemented.
8.33% of the respondents have neutral opinion and 4.17% of the respondents said that
TQM is not implemented in their organization.

49
TABLE NO 4.12

INVOLVEMENT IN QUALITY CIRCLE

Particular No.of respondents Percentage

Yes 78 65.00

No 42 35.00

total 120 100.00

Source: Primary Data

CHART NO 4.12

INVOLVEMENT IN QUALITY CIRCLE

70 65

60

50

40 35

30

20

10

0
Yes No

INTERPRETATION

From this table it shows that the majority of the respondents are involved in the quality
circle.

50
TABLE NO 4.13

HOW MANY PEOPLE ARE INVOLVED IN QUALITY CIRCLE

Particular No.of respondents Percentage

Below 10 78 65.00

Above 10 42 35.00

total 120 100.00

Source: Primary Data

CHART NO 4.13

HOW MANY PEOPLE ARE INVOLVED IN QUALITY CIRCLE

70 65

60

50

40 35

30

20

10

0
Below 10 Above 10

INTERPRETATION

From this table it shows that majority of the respondents said that there are below 10
people are involved in quality circle. 35% said there is above 10 people.

51
TABLE NO 4.14

FREQUENTLY THE ORGANIZATION HAVE THE MEETING OF QUALITY

CIRCLE

Particular No.of respondents Percentage

Weekly 12 10.00

Fortnightly 8 6.67

Monthly 80 66.67

Yearly 20 16.67

Total 120 100.00

Source: Primary Data

CHART NO 4.14

FREQUENTLY THE ORGANIZATION HAVE THE MEETING OF QUALITY

CIRCLE

80
70 66.67

60
50
40
30
20 16.67
10
10 6.67

0
Weekly Fortnightly Monthly Yearly

INTERPRETATION

From this table it shows that majority of the respondents opined that the organization
have the meeting of quality circle once in a month. 16.67% of the respondents said
yearly, 10% said weekly and 6.67% of the respondents said weekly.

52
TABLE NO 4.15

DO YOU FIND IT BETTER TO WORK IN A TEAM

Particular No.of respondents Percentage

Strongly agree 50 41.67

Agree 40 33.33

Neutral 15 12.50

Disagree 15 12.50

Total 120 100.00

Source: Primary Data

CHART NO 4.15

DO YOU FIND IT BETTER TO WORK IN A TEAM

45 41.67
40
35 33.33

30
25
20
15 12.5 12.5
10
5
0
Strongly agree Agree Neutral Disagree

INTERPRETATION

Table no.4.16 shows that 41.67% of the respondents strongly agreed that it is better to
work in a team. 33.33% of the respondents agreed with the statement. 12.50% have
neutral opinion, 12.50% disagreed with the statement.

53
TABLE NO 4.16

WHO INTRODUCED TQM IN YOUR ORGANIZATION

Particular No.of respondents Percentage

Top management 38 31.67

External Consultants 47 39.17

Parent companies 25 20.83

Others 10 8.33

Total 120 100.00

Source: Primary Data

CHART NO 4.16
WHO INTRODUCED TQM IN YOUR ORGANIZATION

45
39.17
40
35 31.67
30
25 20.83
20
15
10 8.33

5
0
Top management External Consultants Parent companies Others

INTERPRETATION

Table no.4.16 shows that 39.17% of the respondents opined that external consultants
introduced TQM in their organization. 31.67% said that top management introduces
TQM in their organization. 20.83% said parent companies and 8.33% of the
respondents said that other factors introduce TQM to them.

54
TABLE NO 4.17

SINCE THE INTRODUCTION OF TQM HAS IMPROVED IS YOUR

RELATION WITH SUPERIORS AND FELLOW WORKERS

Particular No.of respondents Percentage

Strongly agree 70 58.33
Agree 28 23.33
Neutral 14 11.67
Disagree 8 6.67
Total 120 100.00
Source: Primary Data
CHART NO 4.17

SINCE THE INTRODUCTION OF TQM HAS IMPROVED IS YOUR

RELATION WITH SUPERIORS AND FELLOW WORKERS

70
58.33
60

50

40

30 23.33
20
11.67
10 6.67

0
Strongly agree Agree Neutral Disagree

INTERPRETATION

Table no.4.17 shows that 58.33% of the respondents strongly agreed that since the
introduction of TQM has improved their relation with their superiors and fellow
workers. 23.33% agreed, 11.67% have neutral opinion, and 6.67% disagreed with the
statement.

55
TABLE NO 4.18

PRODUCTIVITY HAS BEEN INCREASED DUE TO QUALITY CIRCLE

Particular No.of respondents Percentage

Strongly agree 19 15.83
Agree 63 52.50
Neutral 18 15.00
Disagree 20 16.67
Total 120 100.00

Source: Primary Data

CHART NO 4.18

PRODUCTIVITY HAS BEEN INCREASED DUE TO QUALITY CIRCLE

60
52.5
50

40

30

20 15.83 15 16.67

10

0
Strongly agree Agree Neutral Disagree

INTERPRETATION

From this we can found that the majority of the respondents are having the opinion that
productivity has increased due to quality circle.

56
TABLE NO 4.19

HOW LONG TQM IMPLEMENTATION HAS TAKEN TIME

Particular No.of respondents Percentage

More than 6 years 19 15.83

4-6 years 63 52.50

2-4 years 15 12.50

Less than 2 years 23 19.17

Total 120 100.00

Source: Primary Data

CHART NO 4.19

HOW LONG TQM IMPLEMENTATION HAS TAKEN TIME

60
52.5
50

40

30
19.17
20 15.83
12.5
10

0
More than 6 years 4-6 years 2-4 years Less than 2 years

INTERPRETATION

52.50% of the respondents opined that it takes 4-6 years for TQM implementation.
19.17% said it takes less than 2 years, 15.83% said more than 6 years and 12.50% of
the respondents said that it takes 2-4 years for TQM implementation.

57
TABLE NO 4.20

REWARD AND RECOGANIZE FOR TQM IMPROVEMENT

Particular No. of Respondents Percentage

Strongly agree 18 15.00

Agree 52 43.33

Neutral 18 15.00

Disagree 32 26.67

Total 120 100.00

Source: Primary Data

CHART 4.20

REWARD AND RECOGANIZE FOR TQM IMPROVEMENT

50
45 43.33

40
35
30 26.67
25
20
15 15
15
10
5
0
Strongly agree Agree Neutral Disagree

INTERPRETATION

From this we can conclude that majority of the respondents are having the opinion that
the company gives reward and recognize for TQM improvement.

58
TABLE NO 4.21

DO YOU USE TQM QUALITY TOOLS IN THE ORGANIZATION

Particular No. of Respondents Percentage

Strongly agree 85 70.83

Agree 15 12.50

Neutral 12 10.00

Disagree 8 6.67

Total 120 100.00

Source: Primary Data

CHART 4.21

DO YOU USE TQM QUALITY TOOLS IN THE ORGANIZATION

80
70.83
70
60
50
40
30
20 12.5 10
10 6.67

0
Strongly agree Agree Neutral Disagree

INTERPRETATION

From this it can be inferred that majority of the respondents strongly agreed that they
use TQM quality tools in the organization.

59
TABLE NO 4.22

ACHIEVING A POSITIVE CHANGE

Particular No. of Respondents Percentage

Strongly agree 82 68.33
Agree 18 15.00
Neutral 4 3.33
Disagree 16 13.33
Total 120 100.00

Source: Primary Data

CHART 4.22

ACHIEVING A POSITIVE CHANGE

80
68.33
70
60
50
40
30
20 15 13.33
10 3.33
0
Strongly agree Agree Neutral Disagree

INTERPRETATION

From this it can be inferred that majority of the respondents strongly agreed that after
implementation of TQM in company, the company achieve a positive change. 15%
agreed, 13.33% disagreed and 3.33% have neutral opinion about it.

60
TABLE NO.4.23
ATTRACTING MORE FOREIGN INVESTMENTS

OPINION No. of respondents Percentage

Strongly agree 94 78.33

Agree 1 4.00

Neutral 20 16.67

Disagree 5 4.17
TOTAL 120 100.00

Source: Primary data

CHART-4.23

ATTRACTING MORE FOREIGN INVESTMENTS

90
78.33
80
70
60
50
40
30
20 16.67

10 4 4.17
0
Strongly agree Agree Neutral Disagree

INTERPRETATION

The below table shows that 78.33% of the respondents strongly agreed that after
implementing TQM in company they are able to attract more foreign investments.
16.67% have neutral opinion, 4% agreed, and 4.17% disagreed with the statement.

61
TABLE NO.4.24

PROMOTING EXPORT

OPINION No. of respondents Percentage

Strongly agree 48 40.00

Agree 40 33.33

Neutral 26 21.67

Disagree 6 5.00
TOTAL 120 100.00

Source: Primary data

CHART-4.24
PROMOTING EXPORT

45
40
40
35 33.33

30
25 21.67
20
15
10
5
5
0
Strongly agree Agree Neutral Disagree

INTERPRETATION

Table no.4.24 shows that 40% of the respondents strongly agreed that TQM helps to
promote export. 33.33% agreed, 21.67% have neutral opinion, 5% disagreed.

62
TABLE NO.4.25
LACK OF QUALIFIED QUALITY CONSULTANTS

OPINION No. of respondents Percentage

Strongly agree 35 29.17
Agree 30 25.00
Neutral 55 45.83
Disagree 0 0
TOTAL 120 100.00

Source: Primary data

CHART 4.25

LACK OF QUALIFIED QUALITY CONSULTANTS

50 45.83
45
40
35
29.17
30
25
25
20
15
10
5
0
0
Strongly agree Agree Neutral Disagree

INTERPRETATION

Table no.4.25 shows that 45.83% have neutral opinion that lack of qualified quality
consultants is the main barrier factors that inhibit implementation of TQM in company.
29.17% strongly agreed and 25% agreed with it.

63
TABLE NO.4.26
DIFFICULTY IN DEVELOPING COMPANY SPECIFIC MODELS

OPINION No. of respondents Percentage

Strongly agree 46 38.33
Agree 30 25.00
Neutral 28 23.33
Disagree 16 13.33
TOTAL 120 100.00

Source: Primary data

CHART 4.26

DIFFICULTY IN DEVELOPING COMPANY SPECIFIC MODELS

45
40 38.33

35
30
25
25 23.33

20
15 13.33

10
5
0
Strongly agree Agree Neutral Disagree

INTERPRETATION

38.33% of the respondents strongly agreed that they face difficulty in developing
company specific models before the implementation of TQM. 25% agreed, 23.33%
have neutral opinion, 13.33% disagreed with it.

64
TABLE NO.4.27
DECREASE IN DEFECTS

OPINION No. of respondents Percentage

Strongly agree 90 75.00
Agree 15 12.50
Neutral 8 6.67
Disagree 7 5.83
TOTAL 120 100.00

Source: Primary data

CHART 4.27

DECREASE IN DEFECTS
80 75

70

60

50

40

30

20
12.5
10 6.67 5.83

0
Strongly agree Agree Neutral Disagree

INTERPRETATION

Table no.4.27 shows that 75% of the respondents strongly agreed that after
implementation of TQM in company it helps to decrease in defects. 12.50% agreed,
6.67% have neutral opinion, 5.83% disagreed with it.

65
TABLE NO.4.28
QUALITY IMPROVEMENT

OPINION No. of respondents Percentage

Strongly agree 46 38.33
Agree 36 30.00
Neutral 28 23.33
Disagree 10 8.33
TOTAL 120 100.00

Source: Primary data

CHART 4.28

QUALITY IMPROVEMENT
45
40 38.33

35
30
30
25 23.33

20
15
10 8.33

5
0
Strongly agree Agree Neutral Disagree

INTERPRETATION

38.33% of the respondents strongly agreed that TQM helps to improve their quality.
30% of them agreed, 23.33% have neutral opinion, 8.33% disagreed with it.

66
5.1 FINDINGS

 Majority of the employees have 1-3 years of experience with the firm.
 Majority of the employees have attended 4-6 training programs.
 Majority of the respondents have 4-6 training programs.
 Majority of the employees are aware of the company’s quality manual.
 Majority of the employees have well knowledge about the quality control
techniques adopted by the organization.
 Majority of the employees are unaware about the quality.
 Majority have the opinion that workshops are conducted based on the need.
 Majority of the respondents are involved in the quality circle.
 Majority are agreeing overall work life in the organization has been increased.
 83.33% of the respondents agreed that ISO certificate should be regarded as a first
step towards TQM.
 50% of the respondents opined that TQM is partially implemented in the
organization.
 Majority of the respondents are disagree with the statement that is hard to practice
TQM methods.
 Majority of the respondents are having the opinion that the company gives reward
and recognize for TQM improvement.
 Majority of the people agree that the top management gives full support to quality
improvement plan.
 Majority of the respondents are having the opinion that they strongly agreeing
overall performance of company with regard to productivity.
 39.17% of the respondents opined that external consultants introduced TQM in
their organization.
 Most of the employees are satisfied with the canteen facilities offered by the
organization.
 52.50% of the respondents opined that it takes 4-6 years for TQM implementation.
 Majority of the respondents strongly agreed that after implementation of TQM in
company, the company achieve a positive change.
 78.33% of the respondents strongly agreed that after implementing TQM in
company they are able to attract more foreign investments.

67
 40% of the respondents strongly agreed that TQM helps to promote export.
 45.83% have neutral opinion that lack of qualified quality consultants is the main
barrier factors that inhibit implementation of TQM in company.
 38.33% of the respondents strongly agreed that they face difficulty in developing
company specific models before the implementation of TQM.
 75% of the respondents strongly agreed that after implementation of TQM in
company it helps to decrease in defects.
 38.33% of the respondents strongly agreed that TQM helps to improve their
quality.

68
5.2 SUGGESTIONS

 The firm needs to provide training to its employees regarding the quality control
technique used, so that they can improve their skill.
 The company should make sure that the employees are well aware regarding the
quality checking process. By giving the employees proper training, they can focus
on their work and thus reduce the avoidable damages.
 The company can go on for adopting quality control technique like just in time,
statistical quality control etc.
 The company must concentrate more on exports as there is huge untapped potential
in those regions.
 The company must try to reduce the rejection rate.
 The company has to concentrate on new comers providing with better focused
training, in order to reduce wastages of products in the process.
 It is very important to provide the opportunity to the employees of the organization
to express their ideas or whatever they want to express.
 Management should clear their vision mission and goals towards the employees in
the organization.
 Management should involve the workers representatives in managerial activities
so that the transparency could be maintained and through this they can win the
confidence of the employees.
 Management should give due importance to mental relaxation &social cultural
development of an employees who strives hard for the company.
 Reward or Praise/appreciation works as magic for an individual and motivates
them for work.
 Role clarity of each position should be defined and based on that individuals can
plan their work accordingly. Self-potential system should be encouraged.

69
5.3 CONCLUSION

In conclusion, this study on Total Quality Management (TQM) within DHL has
provided valuable insights into the implementation and impact of quality management
practices in the context of a global logistics and express delivery service. The
examination of DHL's TQM initiatives revealed several commendable practices
contributing to operational excellence and customer satisfaction. The commitment to
continuous improvement, employee engagement, and a customer-centric approach
emerged as key strengths. However, it is crucial to acknowledge the limitations of the
study, including potential biases, time constraints, and the dynamic nature of the
business environment. While the findings offer a snapshot of TQM practices at a
specific point in time, the ever-evolving nature of the industry suggests that ongoing
research and adaptability to changing conditions are essential. Despite these limitations,
the study underscores the importance of TQM in enhancing organizational
effectiveness and competitiveness. Recommendations for DHL include sustained
investment in employee training, leveraging technology for process optimization, and
adapting TQM strategies to align with emerging trends in logistics and customer
expectations. This research contributes to the broader understanding of TQM in the
logistics sector and sets the stage for further exploration and refinement of quality
management practices in dynamic and globally oriented organizations like DHL.

70
 BIBLIOGRAPHY

BOOKS:

• Mathew Joseph , Role of total quality management in ISO 9000 certified

manufacturing organizations- A case study of selected units in Kerala Ph.D.
thesis MGUniversity Kottayam
• Unnikrishnan Kartha N R , A study of the impact of ISO 9001: 2000 on
quality management practices on selected organizations in Kerala. PhD
thesis Cochin university
• Kannan S and Govinda Rajan S R , Asian journal of management research,
volume2, issue 1, 2011. Organisations’ support to quality circles – A
comparative study of public and private sector in India.
• Vishal V. Gaikwad & Anita V. Gaikwad , Quality Circles as an effective
management tool : A case study of Indira college of Engineering and
management library.

Websites

• http://wikipedia.org
• www.expertscolumn.com

71
 QUESTIONNAIRE
A STUDY ON TOTAL QUALITY MANAGEMENT IN DHL

Name:
Age:
Gender:

1. How long you have been working within this firm?

a) Beginner b) 1-3 years
c) 3-5 years d) 5-7 years
2. How many of the training are based on quality?
a) Less than 2 b) 2-4
c) 4-6 d) 6 and above
3. Are you aware of the company’s quality manual?
a) Yes b) No
4. Do you think does the company follow the quality control technique?
a) Yes b) No
5. If so are you aware of the technique used?
a) Yes b) No
6. Does the company have internal audit program?
a) Yes b) No
7. Are workshop conducted to enhance your awareness on quality?
a) Yes b) No
8. If so, how frequently?
a) Need based b) Once in a month
c) Half yearly d) Yearly
9. Do you agree with this statement “ISO certificate should be regarded as a first
step towards TQM”??
a) Yes b) No
10. What is the status of TQM implementation in your organization?
a) Fully Implemented b) Partially Implemented
c) Neutral d) Not Implemented

72
11. Are you involved in quality circle?
a) Yes b) No
12. How many people are involved in quality circle?
a) Below 10 b) Above 10
13. Do you find it better to work in a team?
a) Strongly agree b) Agree
c) Neutral d) Disagree
14. Do you think quality circles have improved overall work life in the
organization?
a) Strongly agree b) Agree
c) Neutral d) Disagree
15. Who introduced TQM in your organization?
a) Top management b) External Consultants
c) Parent companies d) Others
16. Since the introduction of TQM has improved is your relation with superiors and
fellow workers?
a) Strongly agree b) Agree
c) Neutral d) Disagree
17. Do you think your productivity has increased due to quality circle?
a) Strongly agree b) Agree
c) Neutral d) Disagree
18. How long TQM implementation has taken time?
a) More than 6 years c) 4-6 years
d) 2-4 years e) Less than 2 years
19. Do you use TQM quality tools in the organization? (E.g.: control chart, run
chart)
a) Strongly agree b) Agree
c) Neutral d) Disagree
20. Do you think overall performance of company with regard to productivity and
process have improved after TQM implementation?
a) Strongly agree b) Agree
c) Neutral d) Disagree

73
21. The following statements are about the successful factors that facilitate
implementation of TQM in company. Please indicate how strongly agree or disagree
with each statement.

Successful Factors Strongly Agree Neutral Disagree

agree
Achieving a positive change
Attracting more foreign
investments
Promoting export

22. The following statements are about the barrier factors that inhibit implementation
of TQM in company. Please indicate how strongly agree or disagree with each
statement.

Barrier Factors Strongly Agree Neutral Disagree Strongly

agree disagree
Lack of Qualified Quality
Consultants
Difficulty in developing
company specific models
Workers are reluctant to get
involved in-decision

23. The following statements are about the improvement achieved (benefits) after
implementation of TQM in company. Please indicate how strongly agree or disagree
with each statement.

Statement Strongly Agree Neutral Disagree Strongly

agree disagree
Decrease in defects
Quality improvement
Decrease in work accident

24. What are the other benefits offered by the company?……………………………

74