Study on Quality Circles at “BHEL, EDN BENGALURU”

Bharath Heavy Electricals Ltd
A project report on
“Study on Quality Circles”
At
“BHEL, EDN BENGALURU”
Submitted in partial fulfillment of the requirement of Bachelor of
Business Administration
Bangalore University

CHAPTER SCHEME
CHAPTER 1: INTRODUCTION
CHAPTER 2: RESEARCH DESIGN
CHAPTER 3: COMPANY PROFILE
CHAPTER 4: ANALYSIS AND INTERPRETATION
CHAPTER 5: FINDINGS AND SUGGESTIONS
CHAPTER 6: CONCLUSION
CHAPTER 7: ANNEXTURES
CHAPTER 8: BIBLIOGRAPHY

EXECUTIVE SUMMARY
BHEL was founded in 1950s. BHEL or Bharath Heavy Electricals Limited is
the largest engineering and manufacturing enterprise in India in the energy-
related/infrastructure sector. BHEL is one of the nine large Public Sector
Undertaking known as ‘Navaratna or nine jewels’. BHEL offers OVER 180
products and provides systems and services to meet the needs of core sectors like:
power, transmission, industry, transportation, oil & gas, non-conventional energy
sources and telecommunications.
BHEL manufactures over 180 products under 30 major product groups and caters
to core sectors of the Indian Economy viz., Power Generation & Transmission,
Industry, Transportation, Telecommunication, Renewable Energy, etc. The wide
network of BHEL's 15 manufacturing divisions, four Power Sector regional
centers, over 100 project sites, eight service centers and 18 regional offices,
enables the Company to promptly serve its customers and provide them with
suitable products, systems and services – efficiently and at competitive prices.
The high level of quality & reliability of its products is due to the emphasis on
design, engineering and manufacturing to international standards by acquiring
and adapting some of the best technologies from leading companies in the world,
together with technologies developed in its own R&D centers.
BHEL Electronics Division (EDN) ,located at Mysore Road ,Bangalore along
with Electronics Systems Division (ESD-part of EDN), located at Electronics
City, Bangalore is a leading supplier of new Generation Power Plant Automation
and Control Systems.
The Electronics Division the state-of-the-art equipment and systems
manufactured, meet the demanding requirements of both the national and
international markets in terms of technical specification and quality. The Division
has established references both in India and overseas by successful Installation of
Power Plant Automation and Photovoltaic Systems. Besides providing unified
solutions for various control system applications, the Division proudly holds the
largest market share for Power Plant Automation Systems in India.
A project report on “STUDY ON QUALITY CIRCLES” at “BHEL, EDN
BENGALURU” The aim of this chapter is to understand the concept of quality
circles. It covers the meaning of quality circle, definition of quality circle, the
essential elements and structure of quality circles.

OBJECTIVES OF THE STUDY
 Create problem solving capability, improve communications, and promote
leadership qualities and personal development.
 Improve morale through closer identity of employee objective with
organization’s objectives, enhance quality and awareness for cleanliness
and reduce errors.
 Build an attitude of problem prevention, job involvement, harmonious
relationship between supervisor and worker
 Improve productivity, reduce downtime of machines and equipment and
increase employee motivation
RESEARCH METHODOLOGY
The methodology is used in this project has been that of unstructured interview
of the guide, which has facilitated the extractions of information.
Questionnaires are the other form of survey used in this report. It is a research
instrument consisting of a series of questions and other prompts for the purpose
of
FINDINGS
1. Majority of the respondents have been working with this organization for
more than 16 years.
2. Majority of respondents are aware of quality circles
3. The main purpose of Quality Circle in the organization is to enhance
problem solving capacity
4. Majority of the respondents are satisfied with the top management role in
Quality Circle of the organization
5. Quality Circles develops a participative environment within the
respondents in the organization
6. Majority of the members in the Quality Circles are able to solve the
problem and are participative.
7. Quality Circles are helpful in cost reduction and increases in productivity.
8. Quality Circle is helpful in building an attitude of problem prevention
among employees.
9. Management often keep track on the activities of Quality circle in the
organization.
10. Problems are often resolved in an efficient manner by Quality Circle.

11. Majority of respondents are highly satisfied with the Quality
Circle movement implemented in the organization.
12. Majority of the respondents have quality circles in their department.
13. Majority of respondents believe Quality Circle will ensure quality of
products.
14. QCFI an organization promotes quality circle movements.
15. S.R.Udupa was the first person to implement Quality Circles in India.
16. Brain Storming is a creativity technique by which efforts are made to find
a conclusion for a specific problem.
17. Majority of the respondents rate high importance towards quality turnover
18. QMER is abbreviated as Quality Manual Effectiveness Roster
19. ISO 22001 certificate is not held by BHEL Edn
20. Majority of respondents show continual improvement in the quality of its
product which is a part of BHEL Edn.
21. PQC is abbreviated as Plant Quality Committee
22. HOU as the chairman of Plant Quality Committee
SUGGESTIONS
1. More training and awareness programmes on Quality Circles should be
conducted.
2. More improved communication should be encouraged.
3. Various creative techniques can also be adopted by the company.
4. Employees should be made aware of the international standards of Quality
Circles.
5. Training to improve individual attitude and skills should be provided.

1. INTRODUCTION
WHAT IS HRM?
Human resource management means employing people, developing their
resources, utilizing, maintaining and compensating their services in tune with the
job and organizational requirements with a view to contribute to the goals of the
organization, individual and the society.
IMPORTAMCE OF HRM
Social Significance: Proper management of personnel enhances their dignity by
satisfying their social needs this is done by:
1. Maintaining a balance between the jobs available and the job seekers
according to the qualifications.
2. Providing suitable and most productive employment.
3. Making maximum utilization of the resource in an effective manner and
paying the employees a reasonable compensation in proportion to the
contribution made by him.
4. Eliminating waste or proper use of human resources.
5. By helping people make their own decisions that are in their interest.
Professional Significance: By providing healthy working environment. It
promotes team work in the employees. This is done by:
1. Maintaining the dignity of the employee as a “human being”
2. Providing maximum opportunities for personal development
3. Providing healthy relationship between different work groups so that
work is effectively performed.
4. Improving the employees working skill and capacity.
Significance for individual enterprise: It can help the organization in
accomplishing its goals by:
1. Creating right attitude among the employees through effective
motivation.
2. Utilizing effectively the available human resources
3. Securing willing cooperation of the employees for achieving goals.
NATURE OF HRM

Complex Dynamism: A close observation of employees reveals that
are complex beings i.e.
1. Economic
2. Physiological
3. Sociological
4. Psychological
5. Ethical beings
The intensities of these dimensions of the human factor in employment may differ
from one situation to another but the fact remains that these are the basic things
of the human factor in organizations
Social system: HRM is the task of dealing with human relationships, moulding
and developing the human behavior and attitude towards the job and
organizational requirements. The personnel manger involves him in
administering as social system
Challenging task: The personnel manager plays a crucial role in understanding
the changing needs of the organization and society. In addition to it the
technological developments increasing educational standards etc. further
complicate the role of a personnel manager. Hence the modern personnel
manager should equip himself with good knowledge of discipline.
SCOPE OF HRM
 Objectives of HRM
 Organization of HRM
 Strategic HRM
 Employment
 Development
 Compensation
 Maintenance
 Motivation
 Industrial relations
 Participative management
 Recent developments in HRM
HRM IN PERSONNEL MANAGEMENT

This is typically direct manpower management that involves:
1. Manpower planning
2. Hiring (recruitment and selection)
3. Training and development
4. Induction and orientation
5. Transfer
6. Promotion
7. Compensation
8. Layoff and retrenchment
9. Employee productivity.
The overall objective here is to ascertain individual growth, development and
effectiveness which indirectly contribute to organizational development.
It also includes performance appraisal, developing new skills, disbursement of
wages, incentives, allowances, traveling policies and procedures and other related
courses of actions.
HRM IN EMPLOYEE WELFARE
This particular aspect of HRM deals with working conditions and amenities at
workplace. This includes
1. A wide array of responsibilities and services such as safety services
2. Health services
3. Welfare funds
4. Social security and
5. Medical services
It also covers:
1) Appointment of safety officers
2) Making the environment worth working
3) Eliminating workplace hazards
4) Support by top management
5) Job safety
6) Safeguarding machinery
7) Cleanliness
8) Proper ventilation, lighting and sanitation
9) Medical care

 Sickness benefits
 Employment injury benefits
 Personal injury benefits
 Maternity benefits
 Unemployment benefits and family benefits.
It also relates to supervision, employee counseling, establishing harmonious
relationships with employees, education and training.
Employee welfare is about determining employee’s real needs and fulfilling them
with active participation of both management and employees. In addition to this,
it also takes care of canteen facilities, crèches, rest and lunch rooms, housing,
transport, medical assistance, education, health and safety, recreation facilities,
etc.
HRM IN INDUSTRIAL RELATIONS
Since it is a highly sensitive area, it needs careful interactions with labor or
employee unions, addressing their grievances and settling the disputes effectively
in order to maintain peace and harmony in the organization. It is the art and
science of understanding the employment (union-management) relations, joint
consultation, disciplinary procedures, solving problems with mutual efforts,
understanding human behavior and maintaining work relations, collective
bargaining and settlement of disputes.
The main aim is to safeguarding the interest of employees by securing the highest
level of understanding to the extent that does not leave a negative impact on
organization. It is about establishing, growing and promoting industrial
democracy to safeguard the interests of both employees and management.
The scope of HRM is extremely wide, thus, cannot be written concisely.
However, for the sake of convenience and developing understanding about the
subject, we divide it in three categories mention
PROCESSES IN HRM
 Human resource planning (Recruitment, Selecting, Hiring, Training,
Induction, Orientation, Evaluation, Promotion and Layoff).
 Employee remuneration and Benefits Administration
 Performance Management.
 Employee Relations.

WHAT IS HUMAN RESOURCE PLANING?
Coleman has defined human resource or man power planning as “the process of
determining man power requirements and the means for meeting those
requirements in order to carry out the integrated plan of the organization”.
Generally, we consider Human Resource Planning as the process of people
forecasting. Right but incomplete! It also involves the processes of Evaluation,
Promotion and Layoff.
1. Human resource planning (Recruitment, Selecting, Hiring, Training,
Induction, Orientation, Evaluation, Promotion and Layoff).
2. Employee remuneration and Benefits Administration
3. Performance Management.
4. Employee Relations.
Recruitment: It aims at attracting applicants that match a certain Job criteria.
Selection: The next level of filtration. Aims at short listing candidates who are
the nearest match in terms qualifications, expertise and potential for a certain job.
Hiring: Deciding upon the final candidate who gets the job.
Training and Development: Those processes that work on an employee onboard
for his skills and abilities up gradation.
Employee Remuneration and Benefits Administration: The process involves
deciding upon salaries and wages, Incentives, Fringe Benefits and Perquisites etc.
Money is the prime motivator in any job and therefore the importance of this
process. Performing employees seek raises, better salaries and bonuses.
Performance Management: It is meant to help the organization train, motivate
and reward workers. It is also meant to ensure that the organizational goals are
met with efficiency. The process not only includes the employees but can also be
for a department, product, and service or customer process; all towards enhancing
or adding value to them.
Employee Relation: Employee relations include
 Labor Law and Relations
 Working Environment
 Employee health and safety

 Employee- Employee conflict management
 Employee- Employee Conflict Management
 Quality of Work Life
 Workers Compensation
 Employee Wellness and assistance programs
 Counseling for occupational stress
HUMAN RESOURCE MANAGEMENT CORE FUNCTIONS
 Staffing
 Human resource development
 Compensation and benefits
 Safety and health
 Employee and labor relations
Human resources management activities
 A Human Resources Manager has several functions in an organization:
 Determine needs of the staff.
 Determine to use temporary staff or hire employees to fill these needs.
 Recruit and train the best employees.
 Supervise the work.
 Harmonize relationship between company and workers.
 Manage employee relations, unions and collective bargaining.
 Prepare employee records and personal policies.
 Ensure high performance.
 Manage employee payroll, benefits and compensation.
 Ensure equal opportunities.
 Deal with discrimination.
 Deal with performance issues.
 Ensure that human resources practices conform to various regulations.
 Push the employee's motivation.
 Managers need to develop their interpersonal skills to be effective.
FUNCTIONS OF HRM
Managerial function

Managing people is the heart and essence of being a manger. As
personnel manager is a manager and as such he must perform the basic functions
of management
1. Planning
It is a predetermined course of action. Planning is determination of personnel
programmes. It involves planning of human resources requirements, recruitment,
selection, training etc. It involves forecasting of personnel needs, changing
values, attitudes and behavior of employees and their impact on organization
2. Organizing
An organization is a structure, a framework and a process by which a co operative
group of human beings allocates its tasks among its member, indentifies
relationship and integrates its activities towards common objectives. This is done
by designing the structure of relationships among jobs, personnel and physical
factors.
3. Directing
Directing is involved with getting persons together and asking them to work
willingly and effectively for the achievement of designated goals. Directing deals
not only with the dissemination of orders within an organization units and
departments, but also with the acceptance and execution of these orders by the
employees.
4. Co-ordinating
Co-ordination refers to balancing timing and integrating activities in an
organization, so that a unity of action in pursuit of a common purpose is achieved.
5. Controlling
It is the act of checking, regulating and verifying whether everything occurs in
conformity with the plan that has been adopted, the instructions issued and the
principles established. It is greatly concerned with the actions and the remedial
actions
Operative functions
1. Procurement function

It is concerned with the obtaining of a proper kind and number of
personnel necessary to accomplish an organization’s goals. It deals with
manpower requirements, their recruitment, selection, placement, induction;
follow up, transfers, lay-offs, discharge and separation, etc
2. Development function
It is concerned with personnel development of employees by increasing their skill
through training; by arranging for training on the job, office and vestibule
training, holding seminars and conferences, proving for educational and
vocational counseling and appraising employee potential and performance.
3. Compensating function
It is concerned with securing adequate and equitable remuneration to personnel
for their contribution to the attainment of organizational objectives. Functions
related to job classification, job descriptions, job analysis, wage plans; incentives
etc. fall under this category.
4. Integration function
This function is concerned with the attempt to effect a reasonable reconciliation
of individual, social and organization interests. It rests on the premise that
significant overlapping of interests do exist in the organization in such
programmes like job enlargements; job evaluation, compensation plans. The
greater the overlap, the more productivity would coincide with employees
satisfaction.
5. Maintenance function
This function deals with sustaini8ng and improving the conditions that have been
established. Specific problems of maintaining the physical conditions of
employees and employee service programmes are the responsibility of personnel
department
ROLE PLAYED BY HUMAN RESOURCE MANAGER
 Humanitarian: The conscience role is that of a humanitarian who reminds
the management of its moral and ethical obligations to its employees.
 A counselor: The personnel manager plays the role of a counselor to whom
the employees frequently go for consultation and with whom they discuss
their marital, health, utilization mental, physical and career problems.

 Mediator: As a mediator, he plays the role of a peace offering
to settle the disputes that may arise among individuals or groups. He acts
as a liaison and communicating link between an individual and a group and
between labour and management.
 Frequent spokesperson: The personnel manager has always been a
frequent spokesman because he has a better overall picture of his
company’s operation.
 Problem solver: The personnel manager also acts as a problem solver with
respect to the issues that involve human resources management.
 Change agent: He works as a change agent within the organization
because he is best suited to introduce and implement major institutional
changes. He takes initiative for installing Organizational development
programmes and convinces the top management of their need.
 Solve their problems: He helps the line managers learn to detect and solve
their problems.
DUTIES AND RESPONSIBILITIES OF HUMAN RESOURCE
MANAGER
Human resource manager is responsible for efficient management and utilization
of human resources in the process of achieving organizational objectives, group
goals and goals of individual employees. Duties and responsibilities of human
resource manager include
 Preparing, modifying and updating job analysis including job
description and job specification
 Latest developments: Advising the line managers regarding the latest
developments in job analysis like role analysis, broad jobs, dejobing and
the like.
 Impact of multiskilling, downsizing Advising the line managers
regarding the impact of multiskilling, downsizing and delayering on HRP
 Searching for perspective employees at various sources and motivating
them to apply for jobs in the company
 Conducting the induction programmes `to the new employees and
placing the employees in the right jobs
 Identifying the training needs :Helping the line managers in indentifying
the training needs of employees from time to time

 Fixing and administering the salaries and employee benefits in
consultation with the line managers
 Techniques to motivate introducing various techniques to motivate the
employees.
 Maintaining close and sound relations with individual employees,
employee groups, trade union, government and the like.
 Administering the employee benefit programmes
 Encouraging the employees to form into teams and develop team culture
 Advising, assisting and contributing in formulation and implementation of
corporate level and other level strategies
 Assisting the line managers in organizing for promotions, transfers and
demotions.
TOTAL QUALITY MANAGEMENT
Worldwide competition, deregulation and rapid technology changes are bringing
focus on quality awareness. The organization will be required to be consumer
focused instead of product focused. Total quality management is becoming a key
variable in the strategic business policy of the organization at present. In order to
stay in competitive international market, TQM is an important area which will
require maximum attention of top management. The various attributes of quality
such as performances, features, conformance, reliability, and aesthetics should be
constantly evaluated and upgraded so as to cope with the current and future
market demands. The TQM philosophy will lead to superior product and process
design.
Armand Feigenbaum came up with the term total quality control in 1954. He
defines TQC as an effective system for integrating the quality development,

quality maintenance and quality improvement efforts of various
functions of business to enable production and service at the most economical
levels to meet full customer satisfaction. Around the same time, W Edward
Deming and Joseph M. Juran were helping the war torn economy of Japan. The
developments in quality systems, standards and techniques along with the
philosophy of TQC have been amalgamated to form TQM.
According to British Quality Association, TQM is a corporate business
management philosophy which recognizes that customer needs and business
goals are inseparable. It is appropriate within both industry and commerce.
FEATURES OF TQM
 Customer- oriented: TQM focuses on customer satisfaction through
creation of better quality products and services at lower costs.
 Employee involvement and empowerment: Teams focus on quality
improvement projects and employees are empowered to serve customers
well.
 Organization-wide: TQM involves every department or division.
 Continuous improvement: Quality improvement is a never-ending
journey.
 Strategic focus: Quality is viewed as a strategic, competitive weapon.
 Process management: TQM adopts the concept of prevention through
process management.
 Change in corporate culture: TQM involves the creation of a work culture
that is conducive to quality improvement.
BENEFITS OF TQM
 Attain higher profitability and increased market share
 Improve customer satisfaction
 Improve organizational productivity
 Improve employee morale and job satisfaction
 Create a positive work culture
 Undertake systematic problem solving and decision making through
project teams
 Improve teamwork
 Create a climate conducive to continuous improvement.

QUALITY CIRCLES
INTRODUCTION OF QUALITY CIRCLES
Quality Circle is a small group of 6 to 12 employees doing similar work who
voluntarily meet together on a regular basis to identify improvements in their
respective work areas using proven techniques for analyzing and solving work
related problems coming in the way of achieving and sustaining excellence
leading to mutual upliftment of employees as well as the organization.
An ideal size of quality circle is seven to eight members. But the number of
members in a quality circle can vary.
CONCEPT OF QUALITY CIRCLES
The concept of Quality Circle is primarily based upon recognition of the value of
the worker as a human being, as someone who willingly activates on his job, his
wisdom, intelligence, experience, attitude and feelings. It is based upon the
human resource management considered as one of the key factors in the
improvement of product quality & productivity.
Quality Circle concept has three major attributes:
1. Quality Circle is a form of participate management.
2. Quality Circle is a human resource development technique.
3. Quality Circle is a problem solving technique.
DEFINITION OF QUALITY CIRCLES
Quality Circles are (informal) groups of employees who voluntarily meet together
on a regular basis to identify, define, analyze and solve work related problems.
Quality circle is “a voluntary group of people who meet together on a
regular basis to identify, analyze and solve quality, productivity, cost
reduction, safety and other problems in their works area, leading to
improvement in their performance and enrichment of their work life”
OTHER NAMES OF QUALITY CIRCLES
• Small Groups
• Action Circles
• Excellence Circles
• Human Resources Circles

• Productivity Circles
NATURE OF QUALITY CIRCLES
The generally regarded ideal size of a Q.C. is around ten members. As every
member of the Circle is expected to actively participate in the Q.C. meetings, a
large number is not good. Too small a number of members would tend to make
the circle dormant.
Ideally members of a particular Circle should be from the same work-area or who
do similar work, so that the problems they discuss will be familiar to all of them.
An organization may have a number of Q.Cs. If the number of workers of any
particular department/section who volunteer to join the Q.C. is more than the
ideal number that one Q.C. can accommodate, two or more circles may be formed
in the same area. Thus, an organization could have one or more Q.C. in every
department or section. There are organizations where all the workers have
become members of Q.Cs.
ORIGIN OF QULITY CIRCLES
Quality circles were first established in JAPAN in 1962; Kaoru Ishikawa has been
credited with their creation. The movement in Japan was coordinated by the
Japanese Union of Scientists and Engineers (JUSE).
The first circles were established at the Nippon Wireless and Telegraph
Company but then spread to more than 35 other companies in the first year. By
1978 it was claimed that there were more than one million quality circles
involving some 10 million Japanese workers. They are now in most East Asian

countries; it was recently claimed that there were more than 20 million
quality circles in China.
Quality circles have been implemented even in educational sectors in India, and
QCFI (Quality Circle Forum of India) is promoting such activities. However this
was not successful in the United States, as it (was not properly understood and)
turned out to be a fault-finding exercise although some circles do still exist
OBJECTIVES OF QUALITY CIRCLES
1. Promote job involvement
2. Create problem solving capability
3. Improve communication
4. Promote leadership qualities
5. Promote personal development
6. Develop a greater awareness for cleanliness
7. Develop greater awareness for safety
8. Improve morale through closer identity of employee objectives with
organization's objectives
9. Reduce errors.
10. Enhance quality
11. Inspire more effective team work
12. Build an attitude of problem prevention
13. Promote cost reduction
14. Develop harmonious manager, supervisor and worker relationship
15. Improve productivity
16. Reduce downtime of machines and equipment
17. Increase employee motivation
18. Change in Attitude from "I don’t care" to "I do care” Continuous
improvement in quality of work life through humanization of work.
19. Self Development Bring out ‘Hidden Potential’ of People get to learn
additional skills.
20. Development of Team Spirit Individual vs. Team – "I could not do but we
did it" Eliminate inter departmental conflicts.
21. Improved Organizational Culture Positive working environment.
22. Total involvement of people at all levels.
23. Higher motivational level.
24. Participate Management process.

THE ELEMENTS INVOLVED IN QCS
1. It is a group effort and not an individual effort.
2. The participating members are volunteers.
3. Their efforts are directed to improve quality within their shops or places of
work.
4. They meet frequently, often at company cost.
5. They represent a cross-section of age, Gender and positions in the
organization.
IMPORTANCE OF QUALITY CIRCLE
1. Rise in organization morale.
2. Inspire more effective work.
3. Promote job involvement.
4. Create problem solving capability by member of quality circle themselves.
5. Promote personal and leadership activity.
6. Improve communication within organization.
7. Promote cost reduction.
8. Increase employee’s motivation.
STRUCTURE OF QUALITY CIRCLE

1. A steering committee: This is at the top of the structure. It is
headed by a senior executive and includes representatives from the top
management personnel and human resources development people. It
establishes policy, plans and directs the program and meets usually once in
a month.
2. Coordinator: He may be a Personnel or Administrative officer who co-
ordinates and supervises the work of the facilitators and administers the
program.
3. Facilitator: He may be a senior supervisory officer. He co-operation the
works of several quality circles through the Circle leaders.
4. Circle leader: Leaders may be from lowest level workers or Supervisors.
A Circle leader organizes and conducts Circle activities.
5. Circle members: They may be staff workers. Without circle members the
program cannot exist. They are the lifeblood of quality circles.
PROCESS OF QUALITY CIRCLES
1. Problem identification: Identify a number of problems that need to be
solved pertaining to their work area.
2. Problem selection: Decide the priority and select the problem to be
taken up first.
3. Problem Analysis: Problem is clarified and analyzed by basic problem
solving methods.
4. Generate alternative solutions: Identify and evaluate causes and
generate number of possible alternative solutions
5. Select the most appropriate solution: Discuss and evaluate the
alternative solutions by comparison in terms of investment and return
from the investment. This enables to select the most appropriate solution.
6. Prepare plan of action: Prepare plan of action for converting the
solution into reality which includes the considerations "who, what, when,
where, why and how" of solving problems.
7. Present solution to management circle : members present solution to
management for approval
8. Implementation of solution: The management evaluates the
recommended solution. Then it is tested and if successful, implemented
on a full scale
TECHNIQUES OF QUALITY CIRCLE

1. Brain storming
2. Cause and effect diagram
3. Sampling and charting methods
BRAIN STORMING
The objective is to stimulate creativity and free interaction among its members
and a restraint of criticism.
CAUSE AND EFFECT DIAGRAMS:
After a problem has been identified, members are called to present cause for the
same. Through discussions cause and effect relationships can be arrived at after
a number of meetings. A fish-bone diagram can be drawn for the same.
SAMPLING & CHARTING METHODS:

QC members are trained to observe key events at the work place and
chart them in the specific sequence and interrelationships. A pare to diagram is
an example of events with a higher frequency being highlighted.
REASONS FOR FAILURE OF Q.C
1. Lack of faith in and support to Quality Circle activities among
management personnel
2. Lack of interest or incompetence of leaders/facilitator
3. Apathy, fear and misunderstanding among middle level executives
4. Delay or non-implementation of Circle recommendations
5. Lack of or non-participation by some members in the Circle activities
6. Circles running out of problems
7. Inadequate visibility of management support
8. Non-maintenance of Quality Circle records
9. Too much facilitation or too little
10. Language difficulty in communication
11. Communication gap between Circles and departmental head
12. Irregularity of Quality Circle activities
13. Non-application of simple techniques for problem solving
14. Change of management
15. Confusing Quality Circle for another technique
16. Resistance from trade unions
CONDITIONS FOR SUCCESS OF QUALITY CIRCLES
NO. SUGGESTED STEPS
FOR PROBLEM
SOLVING
VALIDITYCHART
DEMING’SWHEEL
1. Identification of
problems
2. Selection of problems
3. Define the problem
4. Analyze the problem
4W&1H
5.
6.
7.
8.
Identification of
causesFinding the Root
CauseData Analysis
Developing the Solution
For. Prob. Resistance
Trial Implementation
9.
10.
11.
12.
Regular Implementation
Follow up / Review
WHYWHY
CHECKSHEET

1. Active support and commitment from the part of top
management
2. Proper coordination.
3. Commitment and ability of facilitators and leaders.
4. Proper education about the quality circle philosophy and sufficient
training for facilitators, leaders, and members.
5. Systematic development of the quality circle movement. Only limited
number of circles shall be started initially and the number should be
increased gradually. Starting many circles initially or increasing the
number very rapidly may cause problem of lack of concentration,
coordination etc.
6. The first circles to start should be in those areas with scope for quick,
tangible and easily visible results.
SEVEN QUALITY IMPROVEMENT TOOLS
1. Cause-and-effect diagrams (sometimes called Ishikawa or "fishbone"
diagrams)
2. Pareto charts
3. Process mapping, data gathering tools such as check sheets
4. Graphical tools such as histograms, frequency diagrams, spot charts and
pie charts
5. Run charts and control charts
6. Scatter plots and correlation analysis
7. Flowcharts
Myths Facts
The Quality Circle is to be used solely
to solve problems in product quality.
Quality Circles can be used (and are
being used) to solve problems in
productivity, safety and cost as well as
quality.
The quality circle concept is
applicable anywhere provided the
workers are trained in problem solving
The quality circle concept involves a
significant amount of worker
participation in decision making on
matters previously regarded solely the
responsibility of Supervisors.

Managers must be willing to accept
such participation.
The need is to train only the workers.
The managers and supervisors already
have all the training needed.
The training of managers and
supervisors must precede that of the
workers. This training is not only in
techniques but in the entire idea of how
to work with quality circles.
The quality circle is the only way ever
invented to make use of the education,
experience and creativity of the
worker
Pride in crafts and skills dates back
many centuries to the days of the
guilds. Even in Taylor system type
factories, ways were found to secure
worker participation before the quality
circle concept was invented.

2. RESEARCH DESIGN
INTRODUCTION ABOUT RESEARCH
It is a conceptual structure within which the research is conducted. It consists of
blue print for the collections, measurements and analysis of data. As such the
design includes outline of what researchers will go from operational implications
of the final analysis of data.
TITLE OF THE STUDY
A study “QUALITY CIRCLES” at “BHEL, EDN Bangalore”
NEED FOR STUDY
 Self development.
 Promotes leadership qualities among participants.
 Recognition
 Achievement satisfaction
 Promotes group/ team working
 Promotes continuous improvement in products and services
OBJECTIVES OF THE STUDY
 Create problem solving capability, improve communications, and promote
leadership qualities and personal development.
 Improve morale through closer identity of employee objective with
organization’s objectives, enhance quality and awareness for cleanliness
and reduce errors.
 Build an attitude of problem prevention, job involvement, harmonious
relationship between supervisor and worker
 Improve productivity, reduce downtime of machines and equipment and
increase employee motivation.
 To enrich quality of work life of employees
 To respect humanity and build a happy bright work-shop meaningful to
work in.
 To usher participative management in the real sense.
 To promote self and mutual development
SCOPE OF THE STUDY

Facilitating all the eligible employees of BHEL EDN, Bangalore to
participate in the quality circle movement. Through the participation by workers
in quality circles and to nurture them to take up improvement activities/ solving
the problem in their respective functions. Providing platform for presenting the
improvement made.
 The scope of study is confines to HRM
 To study the various types of quality circles conducted at BHEL, EDN.
 To understand the quality circles needs identification and evaluation
methodology.
 To observe and appreciate the actual quality circle process.
 To study how the quality circles are planned and executed.
 Why quality circles are important for organization development.
 Post quality circles performance in the organization.
 Perception of people of the usefulness of quality circles.
 To interact with executives across various departments including quality
circles
RESEARCH METHODOLOGY
As the organization identifies human resource as their asset, taking care of them
is very important to make them motivate for the achievements of the goal. How
welfare activities to be structured so that it should be up to the satisfactory level
of employees is critical.
Quality circles are to know the quality circle activities and how it is practised,
and knows whether the employees are aware of it and availing the benefits
The main objective of Quality circles is “Self” and mutual development, cohesive
team work and engaged in continuous improvement activities, thus improving
their quality of work life”
METHODOLOGY
The methodology is used in this project has been that of unstructured interview
of the guide, which has facilitated the extractions of information. Although there
has been a structured questionnaire to capture the information
DATA COLLECTION

Data collection is the process of gathering and measuring information
on targeted variables in an established systematic fashion, which enables one to
answer relevant questions and evaluate outcomes.
 Primary data
Primary data is collected through interviewing human resource manager
and manger and employees personally, and they are asked to fill the
questionnaire.
 Secondary data
Secondary data has been collected from the internet, websites, magazines,
texts, books, manuals, journals and report of the organization.
SAMPLING TECHNIQUE
Generally there are three types of data collection and they are
 Surveys
 Interviews
 Focus groups
Questionnaires are the other form of survey used in this report. It is a research
instrument consisting of a series of questions and other prompts for the purpose
of gathering information from respondents.
SAMPLING SIZE
50
LIMITATIONS OF THE STUDY
 The project is limited to the information available and shared by the
management.
 The survey is restricted to not more than 50 respondents and it is taken as
a model sample.
 The organization is a Public Sector Undertaking which can take up the
learning activity in the given situation of funds availability, participation
of employees and infrastructure available.
 Conducting of workshops is based on departmental needs and the quality
circles have to conduct those programmes which are identifies by the
department.

3. COMPANY PROFILE
BACKGROUND OF THE COMPANY
BHEL was founded in 1950s. BHEL or Bharath Heavy Electricals Limited is the
largest engineering and manufacturing enterprise in India in the energy-
related/infrastructure sector. BHEL is one of the nine large Public Sector
Undertaking known as ‘Navaratna or nine jewels’. BHEL offers OVER 180
products and provides systems and services to meet the needs of core sectors like:
power, transmission, industry, transportation, oil & gas, non-conventional energy
sources and telecommunications.
BHEL operations are organized around three business sectors: power, industry-
including Transmission, Transportation, Telecommunications and Renewable
Energy- and overseas business. Today, BHEL has a wide spread network
comprising 15 manufacturing divisions, 8 service centers, 4 power sector regional
centers, 18 regional offices and a large number of project sites spread all over
India and abroad. BHEL is one of the largest exporters of engineering products
and services from India. BHEL has established its references in around 60
countries of the world, ranging from the United States in the West to New Zealand
in the Far East. Its export range include: individual products to complete power
stations, turnkey contracts for power plants, EPC contracts, HV/EHV sub
stations, O&M services for familiar technologies, specialized after- market
services like Residual Life Assessment (RLA) studies and retrofitting,
refurbishing and overhauling and supplies to manufactures & EPC contractors.
BHEL is the largest engineering and manufacturing enterprise in India in the
energy–related/infrastructure sector, today. BHEL was established more than 40
years ago, ushering in the indigenous Heavy Electrical Equipment industry in
India a dream that has been more than realized with a well recognized track record
of performance. The company has been earning profits continuously since 1971–
72 and paying dividends since 1976–77.
BHEL has diversified its product base over the years and today caters to the needs
of almost all the key sectors of the economy. In addition to the power generation
equipment , BHEL products cater to a wide spectrum of customers encompassing
various fields of operation, like Fertilizers & Petrochemicals, Refineries, Oil
Exploration and production, steel and metals, cement ,sugar and paper plants,
transportation and non–conventional energy sources etc.

With a massive network of 15 manufacturing Units located at various
important centers all over India. BHEL manufactures almost all critical high
technology products required for power sector like Gas Turbines, Steam
Turbines, Turbo generators, Boilers, Pumps and Heat exchangers, Pulverizes and
electrical switch gears.
BHEL manufactures over 180 products under 30 major product groups and caters
to core sectors of the Indian Economy viz., Power Generation & Transmission,
Industry, Transportation, Telecommunication, Renewable Energy, etc. The wide
network of BHEL's 15 manufacturing divisions, four Power Sector regional
centers, over 100 project sites, eight service centers and 18 regional offices,
enables the Company to promptly serve its customers and provide them with
suitable products, systems and services – efficiently and at competitive prices.
The high level of quality & reliability of its products is due to the emphasis on
design, engineering and manufacturing to international standards by acquiring
and adapting some of the best technologies from leading companies in the world,
together with technologies developed in its own R&D centers.
The greatest strength of BHEL is its highly skilled and committed 42,600
employees. Every employee is given an equal opportunity to develop himself and
grow in his career. Continuous training and retraining, career planning, a positive
work culture and participative style of management. All these have engendered
development of a committed and motivated workforce setting new benchmarks
in terms of productivity, quality and responsiveness.
BHEL has acquired certifications to Quality Management Systems (ISO
9001:2008), Environmental Management Systems (ISO 14001:2004) and
Occupational Health & Safety Management Systems (OHSAS 18001:2007) and
is also well on its journey towards Total Quality Management.
In July 2011, Bharat Heavy Electricals Limited successfully commissioned
India’s first thermal set of 525 MW rating at Maithon Right Bank Thermal
Power Project in Jharkhand. This has reinforced BHEL’s leadership status in
the execution of thermal power projects involving supply of state–of–the–art
equipment, suited to Indian coal and Indian conditions.
VISSION STATEMENT
A global engineering enterprise providing solutions for a better tomorrow
MISSION STATEMENT

Providing sustainable business solutions in the fields of Energy,
Industry, and Infrastructure
VALUES
GOVERNANCE: We the steward of our shareholder’s investments and we take
that responsibility very seriously. We are accountable and responsible for
delivering superior results that make a difference in the lives of the people we
ouch
RESPECT: We value the unique contribution of each individual. We believe in
respect for human dignity and we respect the need to preserve the environment
around us
EXCELLENCE: We are committed to deliver and demonstrate excellence in
whatever we do
LOYALTY: We are loyal to our customers, to our company and to each other
COMMITMENT: We set high performance standards for ourselves as
individuals and our teams. We honor our commitments in a timely manner
INNOVATION: We constantly support development of newer technologies,
products, improved processes, better services and management practices.
TEAM WORK: We work together as a team to provide best solutions and
services to our customers. Through quality relationships with all stakeholders, we
deliver value to our customers
BHEL TECHNOLOGY AND SERVICES
BHEL manufactures a wide range of Power plant equipment and also caters to
the industry sector.
PRODUCTS
Power
 Air Preheaters
 Boilers
 Control Relay Panels
 Electrostatic Precipitators
 Fans
 Fabric Filters
Industry
 Capacitors
 Ceralin
 Compressors
 Desalination Plants
 Diesel Generating Sets
 Industrial Motors & Alternators

 Gas Turbines
 Hydro Power Plant
 Piping Systems
 Pulverizers
 Pumps
 Seamless Steel Tubes
 Soot blowers
 Steam Generators
 Steam Turbines
 Turbo generators
 Valves
 Gas Turbines
 Oil Field Equipment
 Solar Photovoltaics
 Power Semiconductor Devices
 Seamless Steel Tubes
 Soot blowers
 Steel Castings & Forgings
 Steam Generators
 Steam Turbines
 Turbo generators
 Valves
Transmission
 Bushings
 Insulators
 Capacitors
 Power Transformers/ reactors
 Instrument transformers
 Switch gears
 Control and protection
 Thyristors equipment
Transportation
 Electric Rolling Stock
 Electrics for Rolling Stock
 Electrics for Urban
Transportation System
Non Conventional Energy Source
 Mini/Micro Hydro Sets
 Solar Lanterns
 Solar Photovoltaics
 Solar Water Heating systems
 Wind Electric Generators
R&D Products
 Fuel Cells
 Surface Coatings
 Automated Storage and
Retrivals
 Load sensors
 Transparent Conducting Oxide
SYSTEMS AND SERVICES OF BHEL
Power Generation Systems
 Turnkey power stations.
 Combined–cycle power plants.
 Cogeneration systems.

 Modernization and rehabilitation of power stations.
 Erection commissioning, operation and maintenance services
 Spares management.
 Consultancy services
Transmission Systems
 EHV & UHV Sub–stations switchyards.
 HVDC transmission systems
 Flexible AC Transmissions Systems(FACTS) & Smart Grid Solutions
 Power System Studies
 Erection Commissioning, Operation and Maintenance Services
Consultancy Services
Industrial Systems
 Industrial drives and control systems
 Erection Commissioning, Operation and Maintenance Services
 Spares management
 Consultancy Services
COMPETITOR OF BHEL
COMPETITOR MAJOR CUSTOMERS
ABB
Siemens
GE
Honeywell
Alstom
Yokogawa
Bombarider
NTPC
SEBs
Railways
IOCL
NPC
NHPC
RIL
Tata BP Solar WBREDA

CEL
BEL
Maharishi Solar
Moser Baer
DES, Agra
Lakshadweep
Andaman
PEDA
SE Project Italy
KPCL
Eupec
ABB
Semikorn
Usha Rectifiers
Hind Rectifiers
OEMs
BHEL units
Siemens
Hyundai
CORPORATE SOCIAL RESPONSIBILITY
CSR VISION: Committed towards holistic welfare of the society
CSR MISSION: A Committed corporate citizen alive towards its Social
Responsibility
BHEL Electronics Division has adopted three villages near Bangalore viz.,
Doddagollarahatti, Varahasandra and Byragi colony. The villagers who were
deprived of even basic amenities, have been given solar powered Lights, potable
water, medical facilities, houses, school buildings and other essential facilities,
resulting in a remarkable transformation in the living conditions of the villagers.
The villages today wear a strikingly different look mainly due to the efforts of
BHEL
Besides creating infrastructure, BHEL has successfully transformed the minds of
the villagers to accept these facilities and be a part of the mainstream society.
BHEL has also been responding positively, to the calls of the nation during crisis
like natural calamities etc. The company has also been making humble

contributions to less privileged people like the mentally and physically
challenged, by providing periodical assistance.
In its quest to protect the ecology and environment in and around its plant, BHEL
has been striving to create environment-friendly atmosphere through greeneries
and eco-friendly business practices.
GLOBAL COMPACT PROGRAME
As the world's largest global corporate citizenship initiative, the Global
Compact is the first and the foremost concern which is exhibiting and building
the social legitimacy of business and markets. BHEL is a life member of United
Nations Global Compact (UNGC), India Network. BHEL reiterated its
commitment to the United Nations' Global Compact programme and continued
to play a lead role in promoting the set of core values enshrined in its ten
principles on human rights, labour standards, environment and anti-corruption
and intends to advance UNGC Principles within the company's sphere of
influence and has ingrained it in its strategy, culture and day-to-day operations.
BHEL demonstrated its commitment through regular pooling of
communication of progress on the UNGC website and has also taken a lead role
in promoting UNGC principles in other Indian organizations through the Global
Compact network by organizing case studies/organizational experience sharing
& addressing the Global Compact principles in the Indian context. The company
publically advocates UN Global Compact principles to its stakeholders through
its Annual Report, Press Conferences and other public communiqués.
BHEL is committed to be an environment friendly company in all its areas
of activities, products and services and providing a safe & healthy work
environment.
The company shares the growing concern on issues related to Environment
and Occupational Health & Safety (OHS), and is committed to protecting
Environment in and around its own establishment, and to providing safe and
healthy environment to all its employees. For fulfilling these obligations, a
Health, Safety & Environmental Policy has been formulated and implemented
through management systems. In recognition of this, BHEL has been awarded the
ISO 14001:2004 Environmental Management Systems Certification and OHSAS
18001:2007 Occupational Health & Safety Management Systems Certification
from M/s. Det Norske Veritas (DNV).

The company is putting in efforts to reduce the carbon footprint of its
organizational activities and also its customers by adopting sustainable business
practices. Various projects and initiatives are being undertaken in the areas of
Renewable Energy Generation, Material and Natural Resource Management,
Energy Management, Water & Bio-Diversity Management and Carbon
Management.
BHEL has supported various social initiatives across the country by
undertaking projects in diversified areas like Community Development, Health
& Hygiene, Education, Environment Protection, Disaster Management, and
Talent up gradation/Skill development.
GREEN INITIATIVES UNDERTAKEN BY BHEL
Under the aegis of the National Mission on Clean Coal Technology, BHEL, in
association with IGCAR, NTPC and other organizations, is developing Advanced
Ultra Supercritical plants.
BHEL achieved Carbon Footprint Avoidance to the extent of 7800 MT CO2-e
during 2015-16 through various renewable energy based systems.
As another step towards preserving the environment, BHEL is establishing a
Sewage Treatment Plant at its Hyderabad and Tiruchirappalli manufacturing
plants aimed at achieving Zero Discharge of pollutant effluents.
BHEL continues its commitment towards environment conservation by taking up
several Environment Improvement Projects (EIPs). These projects help in
enriching the environment, conservation of precious resources like energy, water,
fuel oil, coolant, lubricant, mitigating environmental pollution.
SKILL DEVELOPMENT INITIATIVES BY BHEL
During 2015-16, 16,500 non-BHEL individuals were trained under skill
development initiatives covering various schemes like graduate apprenticeship,
diploma apprenticeship, vocational training, industrial training, and non-statutory
training. About 2,000 ITI Apprentices of different trades have also been trained.
Welding Research Institute (WRI), Tiruchirappalli has been conducting skill
development programme for ITI Welder passed candidate as well as school
dropouts. Around 1,100 welders have been trained and they are well placed in
industries in India and abroad.

RESEARCH AND DEVELOPMENT
BHEL places strong emphasis on innovation and creative development.
The R&D efforts of the company are aimed not only at improving the
performance and efficiency of existing products, but also developing new
products using state-of-the-art technologies and processes, relevant to the needs
of the country to remain current both in terms of technology and features vis-à-
vis global benchmarks.
With its innovation-led growth strategy, BHEL continues to rank among
the highest R&D spenders in the country in the engineering and manufacturing
segment. During the year 2015-16, the R&D expenditure of the company was
3.34% of the turnover. 477 patents and copyrights were filed during the year
2015-16, enhancing the company's intellectual capital to 3,441.
The Corporate R&D division at Hyderabad leads BHEL's research efforts
in a number of areas of importance to BHEL's product range. Research & Product
Development (RPD) Groups for each product group at the manufacturing
divisions play a complementary role.
QUALITY ASSURANCES
Towards meeting its Quality Policy, BHEL is using the vehicle of Quality
Management Systems, which are certified to ISO 9001:2000 series of standards
by internationally acclaimed certifying agency, BVQI.
Corporate Quality and Unit level Quality structure enables requisite planning,
control and implementation of company-wide Quality Policy and Objectives
which are linked to the company's Vision statement.
Other than traditional Quality functions, today the focus is on:
1. Propagating Quality Management Systems and Total Quality Management
2. Formulating, implementing and monitoring, "Improvement Plans" with
focus on internal and external Customer Satisfaction
3. Investigations and preventive actions on critical quality issues
4. Calibration and testing laboratories of BHEL are accredited under the
National Accreditation Board for Calibration and Testing Laboratories
(NABL) scheme of laboratory accreditation, which has got mutual
recognition with Asia Pacific Laboratory Accreditation Conference and
International Laboratory Accreditation Conference.

OVERSEAS BUSINESS
Gas-based power projects
Oman
Malaysia
Saudi Arabia
Bangladesh
China
Belarus
Libya
UAE
Iraq
Sri Lanka
Kazakhstan
Yemen
Thermal power projects
Cyprus
Libya
Indonesia
Malaysia
Syria Ethiopia
New Caledonia
Malta
Egypt
Thailand
Sudan
Senegal
Ukraine
Hydro power plants
New Zealand
Azerbaijan
Nepal
Tajikistan
Rwanda
Afghanistan
Malaysia
Bhutan
Taiwan
Vietnam
Thailand
Democratic Republic of Congo

AWARDS
 Bharat Heavy Electricals Limited (BHEL) has been ranked the Ninth Most
Innovative Company in the world by the renowned US business magazine
Forbes in 2011
 BHEL wins ICWAI National Awards for Excellence in Cost Management
for the sixth consecutive year; maximum number of awards conferred on
BHEL among public and private sector companies.
 BHEL's Innovativeness gets Global Recognition; Forbes ranks BHEL at
No.9 in the list of the World's 100 Most Innovative Companies.
 BHEL gets Golden Peacock Award 2011 for Occupational Health and
Safety.
 2010– BHEL bags EEPC's Top Export Award for the 20th consecutive
year.
 BHEL wins MoU Excellence Award for the year 2006–07 for the highest
growth rate in Market Capitalization.
ACHIVEMENTS AND RECOGNISITIONS
 Certified to ISO 9001:2000
 Rajiv Gandhi Quality Award: 1995
 Golden Peacock – National Quality Award: 1999
 Golden Peacock – National Quality Award: 1999–2000
 CII–EXIM 'Strong Commitment to Total Quality Management'– 2000
 Rajiv Gandhi Quality Award: 2000–01
 IMC–Bajaj National Quality “Commendation Certificate” – 2002
 Special Commendation under Golden Peacock – National Quality Award
– 2003
 International Asia Pacific Quality Award (IAPQA) – 2005
2011
 BHEL employees win 8 Prime Minister's Shram Awards
 BHEL employees win 5 Vishwakarma National Awards
 BHEL Unit bags 3 National Safety Awards
2012
 BHEL–developed India's first Ultra High Voltage AC 1200 kV
Transformer successfully commissioned

 BHEL wins SCOPE Meritorious Award 2010–11 for Best
Practices in Human Resource Management
 The Hon'ble President of India, Shri Pranab Mukherjee, presenting the
National Energy Conservation Award 2012 to Mr. B. Prasada Rao, CMD,
BHEL
2013
 BHEL conferred Jury Award for Lasting Impact on Indian Economy
 CMD, BHEL honored with Lakshya Business Visionary Award 2013
 BHEL bags PSE Excellence Award 2013 for RnD, Technology
Development and Innovation
 BHEL wins India Pride Award 2013 for Excellence in Heavy Industries
2014
 BHEL bags World Intellectual Property Organization (WIPO) Award for
Innovative Enterprises
 BHEL achieves milestone in the Middle East market with the
commissioning of another Gas Turbine– based Power Plant in Oman
 BHEL bags Intellectual Property Award 2014
2015
 BHEL has been awarded the CBIP award for “Best Power Equipment
Manufacturing Organization”.
 BHEL bags “Outstanding Achievement Award” in recognition of
excellence in R&D through technology in large enterprise category
 India Today Award 2015 for Best R&D and Innovation in the Maharatna
category
 CII Industrial Innovation Award 2015, awarded to the Top 25 Most
Innovative Companies in India
 Thomson Reuters India Innovation Award 2015, awarded to the Top 50
Indian Innovator Companies and Research Organizations
BHEL ELECTRONICS DIVISION (EDN)
BHEL Electronics Division (EDN) ,located at Mysore Road ,Bangalore along
with Electronics Systems Division (ESD-part of EDN), located at Electronics

City, Bangalore is a leading supplier of new Generation Power Plant
Automation and Control Systems.
The Electronics Division has also emerged as a leading player in the field of
power transmission and distribution, industry, transportation and non-
conventional energy sources. The state-of-the-art equipment and systems
manufactured, meet the demanding requirements of both the national and
international markets in terms of technical specification and quality.
The Division has established references both in India and overseas by successful
Installation of Power Plant Automation and Photovoltaic Systems. Besides
providing unified solutions for various control system applications, the Division
proudly holds the largest market share for Power Plant Automation Systems in
India
 Power Plant Industries: Advanced control & automation equipment and
systems for power plants & process industries
 Transmission and Distribution: Providing solutions for improving the
efficiency, quality of power and system stability
 Transportation: IGBT based Traction Drive Systems for Locomotives
 Defence: Simulation systems and Controls for Naval Ships
 Non-Conventional Energy: Photovoltaic Cells, Modules, MW size Power
Plants, Space grade Solar Panels, Space batteries and provide system level
solutions

INDUSTRY PROFILE
HEAVY ELECTRICAL INDUSTRIES
Heavy Electrical Industry covers power generation, transmission, and distribution
and utilization equipments. These include turbo generators, boilers, various types
of turbines, transformers, switchgears and other allied items. Majority of the
products manufactured by heavy electrical industry in the country, which includes
items like transformers, switchgears etc are used by all sectors of the Indian
economy. Some major areas where these are used are the multi core projects for
power generation including nuclear power stations, petrochemical complexes,
chemical plants, integrated steel plants, on-ferrous metal units, etc.
India is the only developing country besides China, which provides a full range
of electric power generation and transmission equipment. In fact, the history and
growth of (Bharat Heavy Electricals Limited), a public sector enterprise under
the country, symbolizes the overall growth pattern of heavy electrical industry in
the country. BHEL has the unique distinction of being one of the very few
companies of the world, manufacturing all major power generating equipment
under one roof.
The industry has been upgrading the existing technology and now capable of
taking up turnkey contracts also for export markets. The industry has been deli
censed. Foreign collaborations are allowed with 100% FDI. The country is
planning to add 150000 MW power generation capacities in the next 10 years.
This will generate substantial demand for heavy electrical equipments..
The heavy electrical industry is capable of manufacturing transmission and
distribution equipment up to 400 KV AC and high voltage DC. The industry has
taken up the work of up gradation and transmission to the next higher voltage
system of 765 KV and have upgraded their manufacturing facilities to supply 765
class transformers, reactors, CTS, CBT, bushing and insulators etc.,

The investments in the R&D by the electrical industry are amongst the
largest in the corporate sector in India. Large electrical equipment used in the
steel plants, petrochemical complexes and other such heavy industries are also
being manufactured in the country.
TURBINES AND GENERATOR SETS
TURBINES GENERATORS SETS
The capacity established for manufacture of various kinds of turbines such as
steam and hydro turbines including Industrial turbines is more than 7000 MW per
annum in the country. Apart from BHEL, the public-sector unit that has the
largest installed capacity; there are units in the private sector also manufacturing
steam and hydro turbines for power generator and industrial use. The
manufacturing range of BHEL includes steam turbines up to 660 MW unit rating

and the facilities are available for 1000 MW unit size. They have the
capability to manufacture gas turbines up to 260 MW (ISO) rating and gas
turbines and based Co-generation and Combined Cycle Systems for the industry
and utility applications. Customs built conventional hydro turbines of Kaplan,
Francis and Peloton types with matching generators are also available
indigenously.
BOILERS
Bharat Heavy Electrical Ltd (BHEL) is the largest manufacturer of boilers in the
country (with more than 60% share) and has the capacity to manufacture boilers
for Super Thermal Power Plants apart from utility boilers and industrial boilers.
The industry has the capability to manufacture boilers with super critical
parameters up to 1000MW unit size. The domestic industry has the capacity to
meet the indigenous requirement/demand for boilers. The imports and exports of
boilers during 2005-06 were Rs. 160 crore and Rs.242 crore respectively.
TRANSFORMERS

The domestic transformer industry is well established with capacity to provide
state of-the-art equipment’s. The industry has the capacity to manufacture whole
range of power and distribution transformers including the REC rating of 25,
53,100 KVA and also the extra High voltage range of 400 KV, 600 MVA. Special
type of transformers required for furnaces, rectifier’s electric tract etc., and series
and shunt reactors as well as HVDC transmission up to 500 KV are also being
manufactured in the country. The imports and exports transformers during 2005-
06 were Rs.1640 crore respectively.
SWITCH GEAR AND CONTROL SETS
In India, the entire range of circuit breakers from bulk oil, air blast, vacuum to
SF6 are manufactured to standard specification for the benefit of customers.

The range of products produced cover the entire voltage range for 240V to 800
KV, switchgear and control gear, MCBs, air circuit’s breakers, switches; rewire
able fuses and HRC fuses with their respective fuse bases, holders and starters.
The industry is competitive in the field of design and engineering as the skill sets
available in the country are relatively less expensive. The imports and exports of
the above equipments during 2005-06 were around Rs.1690 crore and Rs.1108
crore respectively.
ELECTRIC FURNACES
Electrical Furnaces are used in Metallurgical and engineering industries like
forging and foundry, machine tools, automobiles etc., adequate capacity for
production of these products has been established. The imports and exports
electrical furnaces during 2005-06 were around Rs. 186 crore and Rs. 108
respectively

.PRODUCTS OF BHEL EDN
Automated and power electronics
system
 UNIFIED Automation for
power plants (DCS for steam
turbines, steam
generators and balance of plant
system)
 Gas Turbine Control System
 Hydro Power Plant Control
System
 Excitation systems Industrial
Automation
 Sub-station Automation and
Supervisory Control and Data
Acquisitions System(SCADA)
 DC Drive Systems
Semiconductor and Photovoltaic
Systems
 Power Semiconductor Devices
 Solar Photovoltaic Cells
 Photovoltaic Panels
 Grid Interactive, Hybrid and
Stand Alone PV Power Plants
 Space Grade PV Panels
 Space Quality Batteries
 PV Systems
Defense Electronics
 Simfire tactical gunnery
simulator
 Infantry weapon effects
simulator for tactical

 AC Drive System
 Power systems
 Static Starters
 Traction Drive Systems for
locus and EMU’ s
 HVDC Systems/ Fact/ Custom
Power Controllers
 Static VAR
Compensation(SVS) systems
Cap switch systems
 Integrated platform
management systems
Software system solutions
 Performance analysis,
diagnostics and
optimization(PADO)
 Performance calculation and
optimization
SWOT ANALYSIS
STRENGTH
 The Government of India
undertaking
 History of fifty years
WEAKNESS
 Government interference
 Dependency on collaborators

 Large work force
 High job security
 Sense of commitment,
involvement and belongingness
 Reputation
 Brand image
 Engineering expertise
 Too many associations, unions,
forums and groups
 Stringent rules
 Bureaucracy
 Rigid methods
 Reluctance change
 Delegation of powers
OPPORTUNITIES
 Power sector business is assured
since India is still an developing
country
 Government’s support available
 Global market expanding
 Large employable youth
 Bench marking and best
practices’ implementation
 Industrial growth upward
 High market potential
THREATS
 Labour turnover in highly
skilled, technical and areas of
expertise
 New competitors emerging
 No preference for PSU’s
 Curb on man power
 Subsidies and welfare measures
 Huge salary bills
 Overheads
FUTURE GROWTH AND PROSPECTS
Given the present business environment, particularly in the power sector,
company is focusing on the value contribution in a shrinking market. Towards
this, company has adopted a strategy sustain profitable growth in the long term.
Such as company is working with GE India to offer water management solutions
for the power sector. Secondly, smaller business areas such as transportation,

transmission and renewable are getting more attention, so to maintain a
balanced portfolio of offerings. In addition, there would be an increased emphasis
on technology and research and development so as to meet emerging
requirement.
During 2007-12, BHEL spent around Rs.6000 crore on expansion programmes.
In future, company has plans to set up Greenfield manufacturing facilities for
railways. Company is waiting for things to move in a favorable direction. Apart
from this, company focus would be on strengthening the manufacturing process.
Company would also be investing in various joint ventures formed in the recent
years.

4. ANALYSIS AND INTERPRETATION
Table no-1.1 Table showing number of years the respondents had been
working with this organization.
Years No of Respondents Percentage
0-5 years 07 14
6-10 years 14 28
11-15 years 12 24
More than 16 years 17 34
Total 50 100
ANALYSIS AND INTERPRETATION
From the table it is clear that the respondents are 14% of respondents are of 0-5
years, 28% of respondents are of 6-10 years, 24% of respondents are of 11-15
years and 34% of respondents are more than 16 years.
Graph no 1.1 Graph showing number of years the respondents had been
working with this organization.
7
14
12
17
Number of years
0-5 years
6-10 years
11-15 years
More than 16 years

Table no-1.2 Table showing awareness of quality circles
No of Respondents Percentage
Yes 40 80
No 10 20
Total 50 100
From the table it is clear that 80% of respondents are aware of quality circles,
20% of respondents are not aware of quality circles.
Graph no 1.2 Graph showing awareness of quality circles
40
10
Awareness
Yes No

Table no-1.3 Table showing the main purpose of quality circles
Reasons No of Respondents Percentage
Improvement in Human
Relation
07 14
Promotion of Work
Culture
06 12
Develop Team Work 05 10
Improve Productivity 09 18
Enhance Problem
Solving Capacity
20 40
All of the Above 03 06
Total 50 100
From the table it is clear that the 14% of respondents have chosen to improve in
human relations, 12% of the respondents have chosen to promote work culture,
10% of the respondents have chosen to develop team work, 18% of the
respondents have chosen to improve productivity, 40% of the respondents have
chosen to enhance problem solving capacity and 6% of the respondents have
chosen all of the above.

Graph no 1.3 Graph showing main purpose of quality circles
Table no-1.4 Table showing the level of satisfaction with the top
Management role in Quality Circle of the organization
Levels No of Respondents Percentage
Highly Satisfactory 15 30
Satisfactory 18 36
Average 10 20
Dissatisfactory 04 08
Highly Dissatisfactory 03 06
Total 50 100
From the table it is clear that the 30% of respondents are highly satisfied, 36% of
the respondents are satisfied, 20% of the respondents are of average, 8% of the
respondents are dissatisfied, 3% of the respondents are highly dissatisfied.
Graph no 1.4 Graph showing level of satisfaction
7
6
5
9
20
3
Purpose
Improvement in Human
Relations
Promotion of Work Culture
Develop Team Work
Improve Productivity
Enhance Problem Solving
Capacity

Table no-1.5 Table showing the participative environment in the
organization
Yes 35 70
No 15 30
Total 50 100
From the table it is clear that 70% of respondents are participative in the
organization, 30% of respondents are not participative in the organization.
Graph no 1.5 Graph showing participative environment
15
18
10
4
3
Satisfaction Level
Highly Satisfactory
Satisfactory
Average
Dissatisfactory
Highly Dissatisfactory

Table no-1.6 Table showing the ability to solve the problems
Yes 29 59
No 08 16
Sometimes 08 16
Rarely 05 10
Total 50 100
From the table it is clear that 58% of respondents have the ability to solve the
problem, 16% of respondents do not have the ability to solve the problem, 16%
of the respondents are sometime show the ability to solve the problem, and 10%
of the respondents rarely have the ability to solve the problem.
35
15
Participative Environment
Yes No

Graph no 1.6 Graph showing the ability to solve the problems
Table no-1.7 Table showing that Quality Circles are helpful in cost reduction
and increasing in productivity
Yes 43 86
No 07 14
Total 50 100
From the table it is clear that 86% of respondents think that quality circles are
helpful in cost reduction and increasing in productivity, 14% of respondents think
that quality circles are not helpful in cost reduction and increasing in productivity.
Graph no 1.7 Graph showing that Quality Circles are helpful in cost
reduction and increasing in productivity
29
8
8
5
Problem Solving
Yes
No
Sometimes
Rarely

Table no-1.8 Table showing that Quality Circles are helpful in Building an
attitude of problem prevention among employees
Mostly 38 76
Sometimes 05 10
Rarely 05 10
Never 02 04
Total 50 100
From the table it is clear that 76% of respondents show an attitude towards
problem prevention, 10% of respondents sometimes show an attitude towards
problem prevention, 10% of the respondents rarely show an attitude towards
problem prevention, and 04% of the respondents never show an attitude towards
problem prevention.
43
7
Productivity
Yes No

Graph no 1.8 Graph showing that Quality Circles are helpful in
Building an attitude of problem prevention among employees
Table no-1.9 Table showing management keeping track on the activities of
Quality Circle
Often 30 60
Sometime 10 20
Rarely 07 14
Never 03 06
Total 50 100
From the table it is clear that 60% of respondents often keep track on the
activities, 20% of respondents sometimes keep track on the activities, 14% of the
respondents rarely keep track on the activities, and 06% of the respondents never
keep track on the activities.
38
5
5
2
Attitude of Problem Solving
Mostly
Sometimes
Rarely
Never

Graph no 1.9 Graph showing management keeping track on the
activities of Quality Circle
Table no-1.10 Table showing problems resolved in an efficient manner by
Quality Circle
Often 38 76
Sometime 05 10
Rarely 04 08
Never 03 06
Total 50 100
From the table it is clear that 76% of respondents often resolved problems in an
efficient manner, 10% of respondents sometimes resolved problems in an
efficient manner, 08% of the respondents rarely resolved problems in an efficient
manner, and 06% of the respondents never resolved problems in an efficient
manner.
3010
7
3
Graph 1.9
Often
Sometime
Rarely
Never

Graph no 1.10 Graph showing problems resolved in an efficient
manner by Quality Circle
Table no-1.11 Table showing overall satisfaction with the Quality Circle
Movement
Levels No of Respondents Percentage
Highly Satisfactory 20 40
Satisfactory 13 26
Average 09 18
Dissatisfactory 05 10
Highly Dissatisfactory 03 06
Total 50 100
From the table it is clear that the 40% of respondents are highly satisfied, 26% of
the respondents are satisfied, 18% of the respondents are of average, 10% of the
respondents are dissatisfied, 06% of the respondents are highly dissatisfied.
38
5
4
3
Problems Resolved
Often
Sometime
Rarely
Never

Graph no 1.11 Graph showing overall satisfaction with the Quality
Circle Movement
Table no-1.12 Table showing availability of quality circle in the departments
Yes 30 60
No 20 40
Total 50 100
From the table it is clear that 60% of respondents have quality circles in their
department, 40% of respondents do not have quality circles in their department
Graph no 1.12 Graph showing availability of quality circle in the
departments
20
13
9
5
3
Satisfaction Level
Highly Satisfactory
Satisfactory
Average
Dissatisfactory

Table no-1.13 Table showing quality circle movement will ensure quality of
products
Yes 37 74
No 13 26
Total 50 100
From the table it is clear that 74% of respondents will ensure quality of products,
26% of respondents will not ensure quality of products
Graph no 1.13 Graph showing quality circle movement will ensure quality
of products
30
20
Availability of QC
Yes No

Table no-1.14 Table showing organization working towards promoting
quality circles movements
Organization No of Respondents Percentage
FKCCI 02 04
CCQC 02 04
QCFI 43 86
None of these 02 04
Total 50 100
ANALYSIS
From the table it is clear that 04% of respondents thinks that FKCCI promotes
quality circles movement, 40% of respondents thinks that CCQC promotes
quality circles movement, 86% of respondents thinks that QCFI promotes quality
circle movements, 04 % of the respondents thinks none of these promotes quality
circle movements
37
13
Quality Of Products
Yes No

Graph no 1.14 Graph showing organization working towards
promoting quality circles movements
Table no-1.15 Table showing first person in India to implement Quality
circles
No Of Respondents Percentage
Udupa 45 90
Professor Kaoru
Ishikawa
03 06
Edwards Deming 01 02
W.A. Shewhart 01 02
Total 50 100
From the table it is clear that 90% of respondents thinks that Udupa was the first
person to implement Quality Circles, 06% of respondents thinks that Professor
Kaoru Ishikawa was the first person to implement Quality Circles, 06% of
respondents thinks that Edwards Deming was the first person to implement
2 2
43
2
Organization
FKCCI
CCQC
QCFI
None of these

Quality Circles, 02% of the respondents thinks that W.A. Shewhart was
the first person to implement Quality Circle.
Graph no 1.15 Graph showing first person in India to implement Quality
circles
Table no-1.16 Table showing group creativity technique by which efforts are
made to find a conclusion for a specific problem.
Technique No of Respondents Percentage
Brain storming 30 60
Quality control 15 30
Divergent thinking 02 04
SWOT Analysis 03 06
Total 50 100
From the table it is clear that 60% of respondents select Brain Storming as
creativity technique, 30% of respondents select Quality Control as creativity
90
6 22
First Person
S.R.Udupa
Professor Kaoru Ishikawa
Edwards Deming
W.A. Shewhart

technique, 04% of respondents select Divergent Thinking as creativity
technique, and 06% of the respondents select SWOT Analysis as creative
technique
Graph no 1.16 Graph showing group creativity techniques by which efforts
are made to find a conclusion for a specific problem
Table no-1.17 Table showing the importance of quality turnover
No Of Respondents Percentage
Very High 11 22
High 22 44
Can’t Say 09 18
Low 06 12
Very Low 02 04
Total 50 100
From the table it is clear that 22% of respondents have very high importance
towards quality turnover, 44% of respondents have high importance towards
30
15
2 3
Techniques
Brain storming
Quality Control
Divergent Thinking
SWOT Analysis

quality turnover, 18% of respondents can’t show importance towards
quality turnover, 12% of the respondents have low importance towards quality
turnover, and 04% of the respondents have very low importance towards quality
turnover
Graph no 1.17 Graph showing the importance of quality turnover
Table no-1.18 Table showing the expansion of QMER
QMER No of Respondents Percentage
Quality Management
Efficient Review
10 20
Quality Management
Efficiency Report
12 24
Quality Manual
Effectiveness Roster
15 30
Quality Measuring and
Ensuring Role
13 26
Total 50 100
11
22
9
6
2
Quality Turnover
Very High
High
Cant Say
Low
Very Low

From the table it is clear that 20% of respondents chose Quality Management
Efficient Review, 24% of respondents chose Quality Management Efficiency
Report, 30% of respondents chose Quality Manual Effectiveness Roster, 26% of
the respondents chose have Quality Measuring and Ensuring Role
Graph no 1.18 Graph showing the expansion of QMER
Table no-1.19 Table showing ISO certificate is not held by BHEL EDN
ISO No of Respondents Percentage
ISO 9001 04 08
ISO 14001 16 32
ISO 22001 18 36
ISO 27001 12 24
Total 50 100
From the table it is clear that 08% of respondents chose ISO 9001, 32% of
respondents chose ISO 14001, 36% of respondents chose ISO 22001, 24% of the
respondents chose ISO 27001
10
12
15
13
QMER
Quality Management
Efficient Review
Quality Management
effficiency Report
Quality Manual Effectiveness
Roster
Quality Measuring and
Ensuring Role

Graph no 1.19 Graph showing ISO certificate is not held by BHEL
EDN
Table no-1.20 Table showing continual improvement in the quality of its
product.
Yes 43 86
No 07 14
Total 50 100
From the table it is clear that 86% of respondents show continual improvement
in the quality of its product, 14% of respondents do not show continual
improvement in the quality of its product
Graph no 1.20 Graph showing continual improvement in the quality of its
product.
4
16
18
12
ISO Certificate
ISO 9001
ISO 14001
ISO 22001
ISO 27001

Table no-1.21 Table showing the expansion of PQC
PQC No of Respondents Percentage
Plant Quality
Committee
29 58
Product Quality Control 11 22
Procedure Quality
Control
08 16
People Quality
Committee
02 04
Total 50 100
From the table it is clear that 58% of respondents chose Plant Quality Committee,
22% of respondents chose Product Quality Control, 16% of respondents chose
43
7
Continual Improvement
Yes No

Procedure Quality Control, and 04% of the respondents chose People
Quality Committee
Graph no 1.21 Graph showing the expansion of PQC
Table no-1.22 Table showing the Chairman of PQC
Chairman No of Respondents Percentage
HOU 25 50
HOD 17 34
HOS 06 12
None of these 02 04
Total 50 100
From the table it is clear that 50% of respondents chose HOU as the chairman,
34% of respondents chose HOD as the chairman, 12% of respondents chose HOS
as the chairman, and 04% of the respondents chose none of the above
Graph no 1.22 Graph showing the Chairman of PQC
29
11
8
2
PQC
Plant Quality Committee
Product Quality Control
Procedure Quality
Control
People Quality
Committee

25
17
6
2
Chairman of PQC
HOU
HOD
HOS
None of these

5. FINDINGS AND SUGGESTIONS
1. Majority of the respondents have been working with this organization for
more than 16 years.
2. Majority of respondents are aware of quality circles
3. The main purpose of Quality Circle in the organization is to enhance
problem solving capacity
4. Majority of the respondents are satisfied with the top management role in
Quality Circle of the organization
5. Quality Circles develops a participative environment within the
respondents in the organization
6. Majority of the members in the Quality Circles are able to solve the
problem and are participative.
7. Quality Circles are helpful in cost reduction and increases in productivity.
8. Quality Circle is helpful in building an attitude of problem prevention
among employees.
9. Management often keep track on the activities of Quality circle in the
organization.
10. Problems are often resolved in an efficient manner by Quality Circle.
11. Majority of respondents are highly satisfied with the Quality Circle
movement implemented in the organization.
12. Majority of the respondents have quality circles in their department.
13. Majority of respondents believe Quality Circle will ensure quality of
products.
14. QCFI an organization promotes quality circle movements.
15. S.R.Udupa was the first person to implement Quality Circles in India.
16. Brain Storming is a creativity technique by which efforts are made to find
a conclusion for a specific problem.
17. Majority of the respondents rate high importance towards quality turnover
18. QMER is abbreviated as Quality Manual Effectiveness Roster
19. ISO 22001 certificate is not held by BHEL Edn
20. Majority of respondents show continual improvement in the quality of its
product which is a part of BHEL Edn.
21. PQC is abbreviated as Plant Quality Committee
22. HOU as the chairman of Plant Quality Committee

SUGGESTIONS
1. More training and awareness programmes on Quality Circles should be
conducted
2. More improved communication should be encouraged.
3. Various creative techniques can also be adopted by the company.
4. Employees should be made aware of the international standards of
Quality Circles
5. Training to improve individual attitude and skills should be provided.

6. CONCLUSION
“A Study on Quality Circles at BHEL EDN”. This study was undertaken at
BHEL EDN to know and understand the Quality circles undertaken by them to
create problem solving capability, improve communications, and promote
leadership qualities and personal development, improve morale through closer
identity of employee objective with organization’s objectives, enhance quality
and awareness for cleanliness and reduce errors. Build an attitude of problem
prevention, job involvement, harmonious relationship between supervisor and
worker and also improve productivity, reduce downtime of machines and
equipment and increase employee motivation.
Quality circles can be useful tools if they are used properly.QC has quality of
product life as its primary objectives. QC deals with only product quality. It also
aims at individual and group development. Quality Circles are not limited to
manufacturing firms only. They are applicable for variety of organizations where
there is scope for group based solution of work related problems. Quality Circles
are relevant for factories, firms, schools, hospitals, universities, research
institutes, banks, government offices etc and hence “A small group of employees
in the same work area or doing similar type of work that voluntarily meets
regularly for about an hour every week to identify, analyze and resolve work-
related problems”.

ANNEXTURES
Questionnaire
I am student from pursuing my BBA Final year. Presently doing a project on
“Study on Effective Quality Circles at BHEL EDN”. I request you to kindly fill
the questionnaire below and assure that the data generated shall be kept
confidential.
Q1. Since how many years have you been working with this organization?
a. 0-5 Years
b. 6-10 Years
c. 11 to 15 Years
d. More than 16 Years
Q2. Are you aware of Quality Circle?
a. Yes
b. No
Q3. What is the main purpose of Quality Circle in your Organization?
a. Improvement in Human Relations
b. Promotion of Work Culture
c. Develop Team Work
d. Improve Productivity
e. Enhance Problem Solving Capacity
f. All of the Above
Q4. Rate your satisfaction level with the top Management role in Quality Circle
of your organization?
a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory
Q5. Do you think quality circle develops a participative environment in the
organization?
a. Yes

b. No
Q6. Do you think that members in your quality circle are able to solve the
problems and are participative?
a. Yes
b. No
c. Sometimes
d. Rarely
Q7. Do you think that Quality Circles are helpful in cost reduction and increases
productivity?
a. Yes
b. No
Q8. Do you think that Quality Circles are helpful in Building an attitude of
problem prevention among employees?
a. Mostly
b. Sometimes
c. Rarely
d. Never
Q9. Does the management keep track on the activities of Quality Circle in your
organization?
a. Often
b. Sometime
c. Rarely
d. Never
Q10. Are the problems are resolved in an efficient manner by Quality Circle?
a. Often
b. Sometime
c. Rarely
d. Never
Q11. You’re overall Satisfaction with the Quality Circle Movement implemented
in your organization?
a. Highly Satisfactory

b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory
Q12. Do you have any quality circle in your department?
a. Yes
b. No
Q13. Do you believe quality circle movement will insure quality of products?
a. Yes
b. No
Q14. Which of the following organization is working towards promoting quality
circles movements?
a. FKCCI
b. CCQC
c. QCFI
d. None of these
Q15.Who is first person in India to implement quality circles?
a. Udupa
b. Professor Kaoru Ishikawa
c. Deming
d. W.A. Shewhart
Q16. ______________ is a group creativity technique by which efforts are made
to find a conclusion for a specific problem.
a. Brain storming
b. Quality control
c. Divergent thinking
d. SWOT Analysis
Q17. In your opinion how do you rate the importance of quality in your turnover?
a. Very high
b. High
c. Can’t say

d. Low
e. Very low
Q18. Correct expansion of QMER
a. Quality Management Efficient Review
b. Quality Management Efficiency Report
c. Quality Manual Effectiveness Roster
d. Quality Measuring and Ensuring Role
Q19. Which of the following ISO certificate is not held by BHEL EDN?
a. ISO 9001
b. ISO 14001
c. ISO 22001
d. ISO 27001
Q20.Whether continual improvement in the quality of its product is a part of
BHEL EDN quality?
a. Yes
b. No
Q21.Expand PQC
a. Plant Quality Committee
b. Product Quality Control
c. Procedure Quality Control
d. People Quality Committee
Q22. Who is the chairman of PQC?
a. HOU
b. HOD
c. HOS
d. None of these
Thank you for taking your time to fill out this questionnaire

BIBLIOGRAPHY
 Human Resource Management -Wikipedia
 Quality Circles - Wikipedia
 Bharath Heavy Electricals Limited - Wikipedia
 www.bheledn.com
 Company’s Powerpoint presentations
 Company’s reference books

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