A Study On Impact Of Quality Management System On Organizational Performance At Oil Seal Manufacturing Industries In Madurai

: Manufacturing units are often facing a challenge regarding the cost-reduction, product quality, and productivity in their operations, customer complaint and reduced customer relationship. To remain competitive, the industry must meet the optimal Production Lead Times and Prices, as well as provide outstanding customer service. As a result, companies are concentrating more on the needs and satisfaction of their customers. Mostly they use the Quality Management System to achieve the aforesaid objectives. This study focuses on the impact of Quality Management System on organizational performance in oil seal manufacturing plants at Madurai. Various literature reviews were studied and the hypothesis was framed. The analysis was done based on factors like customer satisfaction, product and process control, improved SCM, reduction in quality cost and improved employees’ involvement. The result was in favor of the study which suggested that the Quality Management System impacts the organization in a positive way.


INTRODUCTION
In this competitive and fast moving business world continuous improvement is the key tool for sustaining.Nowadays worldwide customers in general prefer quality rather than cost.This is a prime factor in major industries to improve the quality of the process or product by reducing or not altering the cost.This field gives a wide scope to the industry to strive forward.In a Different perspective, improvising the existing products or processes by reducing the defects, issues or problems faced in it may lead to improvise productivity.For this the area of defect must be identified and sorted out.
The modern day tools like TQM, 5S, TPM give business to identify the defects and problems, sort it out, find a solution to it and prevent the failure for the next time.These tools help to improve the overall quality of the product and ensure customers reliability towards the product supplied.These tools not only improvise the products and services but also set standards for the organisation to work defect free.The above mentioned tools are the core principles of a system in organization known as the Quality Management System.Quality management system focuses on maintaining the quality of the organization by formulating, implementing and controlling tools, techniques, policies and procedures to improve the growth of the organization.This study mainly focuses on studying the impact of QMS on organizational performance involved in the oil seal manufacturing industry in Madurai and to identify the sustainability of the organization.

II.
PROJECT DESCRIPTION

SIGNIFICANCE OF THE STUDY
This study is to find the impact of Quality Management System [QMS] on organization's performance.The main area of the study is QMS, since the company's quality principles and policies are maintained by the QMS.If the impact of QMS is studied, then the contribution of the QMS will be known and by which the overall process can be enhanced and the importance of QMS will be known.The impact will be determined based on factors like customer satisfaction, product and process control, improved SCM, reduction in quality cost and improved employees' involvement.Thus this study is significant to analyze.

OBJECTIVES
i. To study the impact of Quality Management System on organization performance.ii.To study the importance and roles of Quality Management Systems in the organization.iii.To identify the contribution of Quality Management Systems to the factors that improve organizational performance.

III.
LITERATURE REVIEW Effect of the Quality Management System on organizational performance is determined by three factors which are employee satisfaction, enterprise resource planning and job performance [1].The impact of quality management tools on the performance of organisations utilizing the ISO 9001:2000 standard as a basis for a quality-management system and those utilizing the EFQM model was compared.The results suggested that the ISO model has an effect on improving commercial performance [2].The ISO certified and non-certified firm's performance was compared and the hypothesis was developed as the certified company has higher labor productivity, sales per employee and enhances human capital against the non certified firms.The finding also suggested that firms adopting ISO certificates show increased productivity and sales [3].The impact of Quality Management System on performance of manufacturing industries of Pakistan was studied.The hypothesis was developed based on requirements of QMS, management responsibilities, resource management, product realization and analysis and improvement [4].The relationship between Total quality management and business performance, ISO 9000 certified organization and business performance, HRM practices and business performances were studied.The findings suggested a mechanism based on company size and firm age for the impact of Quality Management System [5].The quality control, employee engagement, performance improvement and customer satisfaction was studied for their relationship with the total quality control in Korea.The result showed a systematic relationship between quality control and customer satisfaction [6].The importance of overcoming organizational resistance and QMS implementation were studied.The analysis showed that Deming concepts were dependent on organizational efficiency [7].The relationship between TQM processes and market success were analyzed.The key contribution of the paper was the relationship between TQM, TPM, SPC, and lean practices were identified [8].TQM managers' perception towards QMS was studied, in which TQM, output efficiency and customer performance had relationships [9].Organization success and its relation with TQM implementation were researched.The problems faced by the firm have a significant influence over the TQM activity.Also the firm's success metrics were explored [10].

IV. RESEARCH METHODOLOGY
The type of research used here is descriptive as we are in need of analyzing the impact of organization performance based on Quality Management System.The sample size for the research is 167 employees from oil seal manufacturing organizations in Madurai.The research methodology used for this research is the census method where the data are collected through questionnaires with the help of Google forms.The collected data has been analyzed and findings are interpreted.

V ANALYSIS AND INTERPRETATION 1. Gender
The table I illustrate the distribution of respondents based on gender.Table II shows the distribution of respondents based on the department they work.33.5% of the respondents are from the technical support department, 13.2% of the respondents are from administration department, 14.4% of the respondents are from the accounts/finance department, 11.4% of the respondents are from the HR department and 10.2% of the respondents are from the sales department.This data shows that there is no bias followed in data collection.Thus the impact of QMS identifying will be reliable.

Experience
The Table III illustrates the distribution of respondents based on the experience of their work in the organization.This data is collected such that the contribution of QMS on employee growth can be determined.

Use of QMS
The respondents were asked about the use of Quality Management Systems in organization.Table V represents the respondent's perception about the use of Quality Management System.

Importance of QMS
The respondents were asked about the importance of Quality Management systems in production.This helps to understand the awareness level of respondents regarding the importance of QMS.

ANOVA
The ANOVA analysis is done to identify the differences between two variables.

Null hypothesis1 [H01]:
There is no significant difference between experience and training programs organized

Alternate hypothesis1 [H11]:
There is significant difference between experience and training programs organized

Null hypothesis2 [H02]:
There is no significant difference between experience and impact of training programs organized

Alternate hypothesis2 [H12]:
There is significant difference between experience and impact of training programs organized

Null hypothesis3 [H03]:
There is no significant difference between experience and work life balance

Alternate hypothesis3 [H13]:
There is significant difference between experience and work life balance From the table ii, it shows that, the significance value is 0.026, which is lesser than 0.05.i.e.Sig.[0.026] < 0.05.Therefore the null hypothesis is rejected and the alternate hypothesis is accepted.So there is a significant difference between experience and impact of the training programs organized.iii.
From the table iii, it shows that, the significance value is 0.009, which is lesser than 0.05.i.e.Sig.[0.009] < 0.05.Therefore the null hypothesis is rejected and the alternate hypothesis is accepted.So there is a significant difference between experience and Work life balance.

Correlation
The Correlation analysis is done to identify the relationship between two variables.Here the experience of work and the way of thinking is tested.

Null Hypothesis [H0]:
There is no significant relationship between the experience and way of thinking.

Alternate Hypothesis [H1]:
There is a significant relationship between the experience and way of thinking.VII, the sig.value is 0.066.Which is greater than p value [0.01] i.e. .066>0.01, thus the null hypothesis is accepted.There is no significant relationship between the experience and way of thinking.It is positively correlated.It shows that when experience increases there is an increase in the employees way of thinking which is improved by the Quality Management System.

Paired sample
The Organization performances for the two decades were studied with paired sample t-test.

Null hypothesis [H0]:
There is no significant difference between Organizational performance from 2000-2010 to 2011-2021

Alternate hypothesis [H1]:
There is no significant difference between Organizational performance from 2000-2010 to 2011-2021

Table VIII
Table VIII represents that, the significance value is .000for all the three performances i.e.Economic, Social and Environmental performances.Here the significance value [.000] is lesser than 0.05, i.e.Sig.[0.000] <0.05.Therefore the null hypothesis is rejected and thus alternate hypothesis is accepted.Hence there is a significant difference between the organization's performances in the decades considered.

V.
SUGGESTIONS From the analysis and interpretation done in the previous segment suggestions are given.Quality objective and awareness can be increased since only one third answered that they are aware.Quality Management systems can increase the rate of training programs since the impact of the training is moderate among employees.Nearly one half stated that the Quality management system has improved their way of thinking.Hence the organization can enhance measures to implement tools to widespread QMS thoughts, so the way of thinking is improved henceforth.Overall efficiency of the organization has been improved by the Quality Management system; hence the small scale or new production companies can implement QMS effectively.By analyzing the performance of the organization for two consecutive decades, it shows a prominent result that there is an increase in performance of the organization.It is another supporting factor that suggests the small and medium scale industries to implement QMS.

VI.
CONCLUSION The increasing competition in the industry is an important concern to satisfy the customer and to maintain long relationships.Quality Management Systems tools and principles support the organization to continuously improve and strive for zero defects.This study also evaluated the impact of Quality Management System on organizations performance.It was found that the Quality Management System has improved the customer satisfaction, customer relationship, cost reduction, employee way of thinking, and overall organization's performance.Thus it is strongly suggested that new, micro, small and mini scale industries can directly implement QMS and improve their performance.For future researchers, it is suggested to focus deeply on leadership and understanding level of employees along with the quality issues faced by the top management.
TableIIIrepresents the distribution of respondents based on their experience of work in the organization.29.9% of the respondents are from Below 5 years experience grade, 26.9% of the respondents are from 5-10 years grade, 23.4% of the respondents are from 10-15 years grade and 19.8% of the respondents are from Above 15 years grade.This data shows that the respondents are uniformly distributed and the majority lies in the first grade.Thus the employees are young and more prone to the latest quality tools.4.CertificatesTableIVrepresents the quality certificates obtained by the respondents' organization.To know exactly the obtained certificates, multi-frequency analysis was done.
Table IV represents the distribution of respondents rating on the certificates obtained by the organization.Majority [70%] rate that ISO 9001:2015 is obtained.Nearly one half of that ISO 14001:2015 [63%] and IATF 16349 [56%] certification is obtained.Only one third [31%] rate that ISO 45001:2018 certification is obtained.
Table VI represents the distribution of respondent's importance of QMS.Majority [80%] of the respondents prefer QMS as very important while only a minority [3.6%] considers QMS as not important.

Table IX Customer complains reduced
Table X represents the respondents view on the satisfaction level of customers.Majority [77%] of the respondents' state that customers are satisfied and minority [3%] state that the customers are dissatisfied.