RESEARCH REPORT

ON

QUALITY CIRCLE OF GODREJ CONSUMER PRODUCT LIMITED

Submitted by

---SRMGPC in partial fulfillment of the requirement for the award of the degree

Of

MBA

SHRI RAM SWAROOP MEMORIAL GROUP OF PROFESSIONAL COLLEGES (2011-2013)

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INTRODUCTION

Quality Circles In organizations, most of the employees have the ability to handle the situations. They tackle and solve a wider range of problems at work in an imaginable and creative way. Quality circles have this basic assumption stated above that most of the people are intelligent enough to do work in a different productive manner. This concept assumes that people have brains as well and it is important to give them the opportunity to use their mental abilities in a constructive way. The concept of quality circle has been interpreted in many ways in India and abroad. The most commonly accepted definition keeping the essence of the philosophy that was prevalent in Japan; is as follows:

"Quality Circle is a small group of employees who work in same work area or doing a similar type of work, who voluntarily meet regularly for about an hour every week to identify, analyze and resolve work related problems, leading to improvement, in their total performance, and enrichment of their work life." Keeping the above definition in mind, following important conclusions can be drawn that

Most people have the ability to tackle a wide range of problems at work in an imaginative and creative way. The ability of the average person at work is used partly. The QC concept assumes that once members are trained, they will be able to organize themselves to use their time effectively and there will be no need of outsiders to tell them what to do.

If everyone is given a chance to use his talents to solve work related problems collectively, the results will be extremely positive. Problems at work place are best solved by the people most affected.

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DEFINITION

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 up liftmen of employees as well as the organization. It is "a way of capturing the creative and innovative power that lies within the work force".

Principles of Quality Circles

At first glance Quality Circles look very simple, but the approach depends upon a number of principles which one must consider in detail to understand the concept fully.

The Voluntary Principle First, Quality Circles are voluntary right through the organization. This means that the leader is a volunteer as well as the members. As far as more senior management is concerned, anyone can refuse to have quality circles in his area of control. Some Managers/Officers may be skeptical about the concept at first, and they must be willing to create it a chance before circles can be started in their areas. This willingness should give the group confidence that their work will not be ignored, or dealt within an offhand negative way. Top management commitment is vital and experiences indicate that this commitment is normally given. The second important aspect of the voluntary principle is that operates from week to week. In other words, nobody ties himself to the group, at the start. If anyone wants to stop coming whether after the first, fifth or fifteenth meeting, he is quite entitled to do so. In case most people stop attending the meeting, for they felt unworthy, the circle will cease to function any more.

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Treating Members as Responsible Persons The principle of voluntariness discussed above assumes that those concerned are capable of making a sensible choice for themselves, about whether they have to join a quality circle or not. People are trusted that they will behave as responsible adults.

Living in the real world

There are a number of aspects of circle programs, which could tempt members to have unrealistic expectations. On the other hand, one should not sit back and accept that it takes months to change even simple things. It is too easy to assume that everything can be changed and improved over night.

Win/win

The principle of trying to work towards a situation where everyone wins is probably the most important at all. Also the principle of trying to create situations where everyone wins is at the heart of Quality circles and groups are well placed to help make this a reality for much of the time.

Enjoy It

In most of the organizations, the words "Work and Enjoyment" do not come together particularly well for many people. Most members will be keen to achieve results and to enjoy the time they spent working together in their groups. Enjoying the activity is the most important part of the whole movement.

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Training for QC

Training is an important aspect of quality circle activity. In their enthusiasm to launch quality circles without delay, many organizations often skip the training. The major objectives of imparting training for quality circles are -

To necessary to clarify many misconceptions that exists with regard to the concept of quality circle.

To translate philosophy of QC into practice -dealing with the employee at the grass root as the concept does, and having an interface with many other forces that are prevalent in any organizations. It is essential that all those who are going to be involved in the implementation of quality circles must take care of all the important aspects of translating the theory of quality circles into practice.

To solve problems systematically through simple techniques, being a people building philosophy and not just a people using one. The prospective quality circle practitioners are trained to use simple statistical quality control and other techniques for identifying problems, analyzing and solving them.

To improve communication capabilities, not everyone even at the managerial level, is adept at conducting meetings, making others participate in discussions and ensuring proper communication. It is very essential to impart training to all the prospective participants of QC. The effective manner of making a presentation has also to be explained in the training session.

To develop leadership qualities and build up individuals, for the first time workers must play the role of leading their colleagues in the activities of quality circle.

With the aforesaid objectives in mind, there are some important points to be taken care of, they are:
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Dealing with problems in the circle - With the best will in the world it is unlikely that every quality circle will avoid having problems itself. Occasionally circles have stopped meeting because they have been unable to resolve their own problems. Each quality circle in its early meetings should be allocated someone who will be available to sit in circle meetings and give any help, the circle needs. This person is usually known as facilitator. It is not his job to run the circle not to do all the work but to help group to stand on their feet.

This involves him in two main tasks, first to give any help that the members require, such as where to find information, whom to contact and questions like that. Secondly, he can be involved in the circle for as long as he is needed, but his main task is to help the circle become independent.

To whom the training is imparted - Over a period of time, everyone in the organization must be familiar with the philosophy of quality circles and working of the concept. The difference in the training program for different sections of employees in any organization therefore lives in the degree of details to be imparted.

Top management and senior executive - Some officers should be able to grasp the essence of the philosophy and should understand their role in ensuring that quality circles functions successfully and effectively. This is most essential because the support of the management should not only to be unshrinking but also to be clearly visible to the quality circle members. These objectives are achieved by giving the top and senior executives two or three-hour presentation on quality circles explaining all the different facets of the concept and emphasizing what is expected of them to ensure success.

The topics to be stressed at the orientation programmed on quality circles to top and senior management/officers are: Concept and structure in brief.

Relevance of the need for excellence.

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Tangible and intangible impact.

Role of management.

Methodical launching and institutionalizing.

Segment of TQM.

Middle level executives - It is in the hands of the middle level executives to make the implementation of quality circles. It is therefore necessary that this category of employees is also fully exposed to the philosophy so that any fear they might have, of their authority being diluted or of their deficiencies being highlighted through quality circles are laid to rest. It is therefore necessary to prepare a presentation on the subject.

The following aspects of quality circle's operation are to be emphasized: Genesis/concept/structure.

Impact on their own effectiveness as managers.

Motivational factors.

What quality circles are not?

Role of middle management.

How to launch and nurture.

Facilitator/Coordinator - Although facilitator is nota member of the quality circle, the effectiveness operation of the quality circle on the capability and understanding displayed by the facilitator. In order to ensure his total involvement help him to carryout efficiently his function as a teacher/promoter/catalyst/guide and one who would help the circle in obtaining the support and assistance of other functional
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agencies. The minimum training program for facilitators/coordinators should consists following information: Genesis and concept of quality circle.

Structure of quality circles including the role of leaders, deputy leaders and facilitators

Simple problem solving techniques.

Motivational aspects of quality circles.

Guarding against pitfalls.

What quality circles are not?

How to launch and institutionalize quality circles.

Leaders/deputy leaders & members - The natural process of development of circle members needs to be augmented by certain and self-confidence. It is also necessary to make them aware of the need to reach at solutions systematically so that their well thought out recommendations can easily be "sold" to those who have to accept them eventually. The leaders may be given formal training on various operations of quality circles or regular training program in local language for members and leaders for the benefit of all interested persons. The training program may have following contents: Genesis and concept of quality circles.

Structure of quality circles, including the role of leaders/deputy leaders and facilitators.

Simple problem solving techniques.

Audio-visual.

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Guideline for the operation of a quality circle and group working.

Motivational aspects of quality circles- what is in it for me?

Mode quality meeting/syndicate exercise.

Guarding against pitfalls.

Quality circle quiz and discussions.

Whether the training should be conducted at one stretch over two days or whether the session should be staggered, spreading over a period of time, depends again upon the nature of work being done in the work place, availability of space and faculty and convenience of the participants and the management. These cannot be a hard and fast rule in this regard and this is best decided in joint discussions and consensus. However, it is seen that long intervals between successive sessions tend to hamper the enthusiasm of the participants and reduce the effectiveness of the training.

It is very clear that at all stages training is the backbone of the QC movement. Training imparts the right inputs to the management/officials/ employees to develop their abilities for solving QC problems. A speed out training schedule helps members assimilate the topics easily and also gives enough time to understand one another. Executive committee members/top management personnel should support fully and extend all facilities for these activities. The support must be visible, showing closeness between percept and practice.

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STRUCTURAL ORGANIZATION OF QUALITY CIRCLES

The nature of Quality circles that it is a participative culture to take deep roots. Managers/Supervisors/Officers are generally impatient and look for quick results. Establishing effective Quality circles requires considerable time and therefore a suitable organizational structure should be developed. Experience over the years suggests the use of steering committee, facilitators, circle leaders and circle members in Successfully introducing and operating the QC circles. It should always be kept fresh that QC (quality circle) is a people building philosophy. It is bound to succeed where people are respected and are involved in decision-making concerning their work life, and in environments where people's capabilities are looked upon as assets to solve work related problems.

Top Management

Top management should extend all the necessary support to the activities of the Quality circles. Through their personal presence at the presentations and other major activities of Quality circles, it can make its support seen and felt by all concerned.

Steering Committee

The steering committee is an advisory committee with head of the organization as Chairman and departmental heads as members. This is an apex body at the highest level of the division, which oversee the functioning of Quality circles in the unit/ division and served as advisory body. The committee is headed by the Chief Executive of the unit/division/department and its meetings are convened at least once in two. three months by the Manager of the coordinating department. The heads of departments will be other members of the committee. Special invitees to the meetings are facilitators and representatives of the various departments.

Facilitator

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A facilitator is usually a senior officer of the department/section and nominated by the management. He is the person responsible for coordinating and directing the quality circles activities within the organization. He is responsible for building and directing the activities of the quality circles in his areas and enthuse other executives also to get involved in supporting Quality circles activities.

Leader

A leader is chosen by the members of the quality circle among themselves and could be the natural hierarchical foreman, supervisor or any other member. Members could also decide to have rotation of leaders after each project is completed in order to provide leadership opportunities to other members in turn. A leader will act as a first among equals and will be responsible for the effective performance of his circle.

Members

Members of a quality circle are small group of five to eight persons from the same work area or doing similar type of work, who voluntarily form a quality circle. They remain as permanent members of the circle, unless they leave the work area. Members contribute actively to the effective functioning of their QC circle, aiming at better performance of their work area in every way on an ongoing basis.

Coordinating Agency

The coordinating agency organizes the activities of the circles throughout the organization. Initially, when the numbers of circles are less, there can be a person to look after this function but as the number and activities grow; it is essential to havea separate body.

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Middle Management

In the above structure, the middle management group has not found adequate place. It is necessary to keep them in the picture and inform them about the activities of the circles. It would thus help in implementing ideas of the circle without any resistance. This group could be exposed to seminars and question and answer session on QC circles to ensure their understanding and support.

Non-Member Employees

Non-member employees remain a part of the circle because they are key persons in implementing the recommendations suggested by the Quality Circles as a measure of improvement.

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Role of Quality Circle in Government

The government departments work through different sections. These sections can work as a quality circle, because those persons can suggest better solutions that are doing the same task and suggest solutions for better working in their section. They can set realistic goals and through QC the accountability of the employees can be increased. Basically the top management should involve in these kind of initiative, because, their cooperation initiative, human respect and approach may give results.

The QC approach is very much needed in the Government departments to create commitment and accountability. Only the team approach and participative approach can improve the present condition and working of the Government departments.

It is be noted that although they are Quality circles, they do not tackle problems of quality alone but any issue affecting productivity, cost reduction, safety, house keeping, etc. In other words, QC aims to continuous improvement in every facet of the activities in their respective work areas.

Many people think that the formation of Quality circles affects organizational structure, but it is not true. The hierarchical set up or delegation of powers or authority to different levels is not in any way affected by the formation of Quality circles.

It is essential for us to clear the misunderstanding that once Quality circles are formed, all problems which are an organization is facing would come to an end. If we lay too much emphasis on the short-term benefits of QC, we would be mistaken. We should emphasize the fact that Quality circle philosophy is towards changing our very style of management.

PHILOSOPHY Quality Circles are a people building philosophy, providing self-motivation and happiness in improving environment without any compulsion or monetary benefits. It represents a philosophy of managing people specially those at the grass root level as
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well as a clearly defined mechanism and methodology for translating this philosophy into practice and a required structure to make it a way of life. It is bound to succeed where people are respected and are involved in decisions, concerning their work life, and in environments where peoples capabilities are looked upon as assets to solve work-area problems. The Quality Circle philosophy calls for a progressive attitude on the part of the management and their willingness to make adjustments, if necessary, in their style and culture. If workers are prepared to contribute their ideas, the management must be willing to create a congenial environment to encourage them to do so.

CONCEPT 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:

Quality Circle is a form of participation management.

Quality Circle is a human resource development technique.

Quality Circle is a problem solving technique.

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OBJECTIVE The objectives of Quality Circles are multi-faced.

A) Change in Attitude. From "I dont care" to "I do care" Continuous improvement in quality of work life through humanization of work.

B) Self Development Bring out Hidden Potential of people. People get to learn additional skills.

C) Development of Team Spirit Individual Vs Team "I could not do but we did it". Eliminate inter departmental conflicts.

D) Improved Organizational Culture Total involvement of people at all levels. Higher motivational level. Participate Management process.

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LAUNCHING QUALITY CIRCLES

The major prerequisite for initiating Quality Circles in any organization is the total understanding of, as well as complete conviction and faith in the participative philosophy, on the part of the top and senior management. In the absence of a commitment from the Chief Executive to support the Quality Circle movement totally, it would be inadvisable to seriously attempt the starting of Quality Circles. The launching of Quality Circles involves the following steps:

Expose middle level executives to the concept.

Explain the concept to the employees and invite them to volunteer as members of Quality Circles.

Nominate senior officers as facilitators.

Form a steering committee.

Arrange training of coordinators, facilitators in basics of Quality Circle approach, implementation, techniques and operation. Later facilitator may provide training to Circle leaders and Circle members.

A meeting should be fixed preferably one hour a week for the Quality Circle to meet.

Formally inaugurate the Quality Circle.

Arrange the necessary facilities for the Quality Circle meeting and its operation.

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BENEFITS AND LIMITATIONS OF QUALITY CIRCLES

It took more than two decades for the quality control concept to get acceptance in India, after its introduction in Japan. This may be due to the differences in the industrial context in the two countries. Japan needed it for its survival in a competitive market. India had a reasonably protected, sellers market, with consequent lethargy towards efforts to improve quality and productivity. However, with the policy of liberalization of economy and privatization of infrastructure development, contexts changed. The concept now needs to be looked upon as a necessity.

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APPLICABILITY MAHARASHTRA

IN

GOVERNMENT

ORGANISATIONS

IN

The Public Works Department of Government of Maharashtra is responsible for the construction and maintenance of about 2.00 lakhs km. of road network in the state and a large number of Government-owned buildings spread all over the state. The road network caters for national level traffic to the rural area traffic. The climatic and geographical features also vary from place to place in the state. The ultimate customer of the Department is the common man and it is not generally easy to satisfy the ultimate needs of this user to the fullest extent merely by taking decision at the top management level. The sub-ordinate officers and staff working in the field and who are well-acquainted with the day-to day problems in their work areas are the best judges to decide upon the line of action. The top management in Maharashtra Public Works Department (P.W.D) realized this need of the time and introduced the concept of Quality Circle as employee participation method in the organization. The concept of Quality Circle was launched in the Public Works Department of Govt. of Maharashtra on 18-11-1997. In a span of about a year 17 Quality Circles have been formed in Mumbai Region wherein 22 problems have been solved so far. 48 Quality Circles have been formed in Pune Region wherein, 8 problems have been solved. Nashik Region of the P.W.D. has formed 9 Quality Circles and solutions to 3 problems have been found out. Aurangabad Region has formed 21 Quality Circles and solved 7 problems. Nagpur Regions have formed 47 Quality Circles and have found out solution to 57 problems, so far. The results of a short period of one year are found to be very encouraging so far and many of these Circles have already come up with solutions to the various work related problems as evidenced from the last two state level conventions held at Mumbai and Aurangabad respectively. The presentations by the various Quality Circles at these conventions bear testimony to the fact that the concept of Quality Circle has been received with much enthusiasm at the grass root level. These presentations also provide concrete evidence fulfilling the expected benefits of the Quality Circle. Taking inspirations from these conventions, more staffs of the Department have come forward to form Quality Circles, emphasizing the fact that Quality Circles have come to stay in the Department.

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Some of the problems solved by the Quality Circles in P.W.D. of Maharashtra are as follows:

Preventing accidents on highways.

Reducing electricity bill in office.

Avoiding duplication of work.

Removal of encroachment from Govt. land.

Speeding up pot-hole filling on roads during monsoon.

Up keeping of service records of employees.

Maintaining Govt. offices clean.

Stream-lining reservation system of Govt. rest houses.

Improvement in maintenance of Govt.Hospital at Sholapur.

Some of the problems and the solutions thereof are explained briefly below: Delay in issue of observation memos The Public Works Department of Maharashtra is divided into six regions each headed by a Chief Engineer. Each regional Chief Engineer is assisted by a Superintending Engineer, Vigilance & Quality Circle who with the help of two Executive Engineer and about 6 Deputy Engineers carries out inspection of the ongoing projects. The samples of the construction material being used on project are collected and independently tested in the Regional Testing Laboratories to ascertain the level of acceptance. The findings of the inspections are communicated to the field engineers in the form of observation memo. It is contemplated that the Execution Engineer in charge of the project ensures immediate compliance of the remarks raised in the observation memo and carries out corrective measures in the ongoing project as well
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as preventive measures for the future works.

However, very often the observation memos are issued after much delay defeating the very purpose of the observation memo. This problem was identified by the OMKAR Quality Circle formed in the office of Superintending Engineer, Vigilance & Quality Control Circle, and Navi Mumbai. The members used various tools and methodology, identified the various root causes that led to this problem and finally solved the problem with requisite fool proofing. By solving this problem, it became possible to improve the quality of work in the field which ultimately brightened the image of the Department. The formation of Quality Circle also benefited employees by providing.

A systematic style of education that helped them grows.

Freedom to modify their work habits.

Opportunity to use their brain for development of the Department; and

Opportunity to work as a team.

The employees were also motivated to improve work culture, self improvement recognition and creativity in work.

Preventing accidents on highways:

It was observed that the accident rate on Sion-Panvel Highway passing through New Mumbai had gone up sharply. The Circle members collected the data from the respective police stations and identified the important causes of accidents by using Pareto Analysis. They segregated the causes under Man, Machine, and Material & Method. The Circle members found out solutions to the problem such as closing of central verge at all locations except junction, frequent lane marking, installation of Caution boards, providing lay-byes for buses etc. The data collection of accidents for

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a period three months after implementation of solutions near Shirvane and Turbhe revealed that the cause of accident had been eliminated and no more accidents occurred at those locations had been eliminated and no more accidents accorded at those locations again. This way the Circle members ensured the effectiveness of the solution implemented. They made presentation to their steering committee for obtaining sanction to other solutions involving more funds.

CONCLUSION

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. The P.W.D. of Maharashtra has set an example for the Government organizations marching on the path of Quality Improvement.

Ishikawa diagram

Ishikawa diagram, in fishbone shape, showing factors of men, machines, milieu (workplace), materials, methods, measurement, all affecting the overall problem. Smaller arrows connect the sub-causes to major causes. The Ishikawa diagram (or fishbone diagram or also cause-and-effect diagram) are diagrams, that shows the causes of a certain event. A common use of the Ishikawa diagram is in product design, to identify potential factors causing an overall effect.

Overview

Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s, who pioneered quality management processes in the Kawasaki shipyards, and in the process became one of the founding fathers of modern management. It was first used in the 1960s, and is considered one of the seven basic tools of quality management, along with the histogram, Pareto chart, check sheet, control chart,

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flowchart, and scatter diagram. See Quality Management Glossary. It is known as a fishbone diagram because of its shape, similar to the side view of a fish skeleton. Mazda Motors famously used an Ishikawa diagram in the development of the Miata sports car, where the required result was "JinbaIttai" or "Horse and Rider as One". The main causes included such aspects as "touch" and "braking" with the lesser causes including highly granular factors such as "50/50 weight distribution" and "able to rest elbow on top of driver's door". Every factor identified in the diagram was included in the final design.

Causes

Causes in the diagram are often based on a certain set of causes, such as the 6 M's, 8 P's or 4 S's, described below. Cause-and-effect diagrams can reveal key relationships among various variables, and the possible causes provide additional insight into process behavior. Causes in a typical diagram are normally grouped into categories, the main ones of which are:

The 6 M's Machine, Method, Materials, Maintenance, Man and Mother Nature (Environment) (recommended for the manufacturing industry). Note: a more modern selection of categories used in manufacturing includes Equipment, Process, People, Materials, Environment, and Management.

The 8 P's Price, Promotion, People, Processes, Place/Plant, Policies, Procedures, and Product (or Service) (recommended for the administration and service industries).

The 4 S's Surroundings, Suppliers, Systems, Skills (recommended for the service industry). Causes should be derived from brainstorming sessions. Then causes should be sorted through affinity-grouping to collect similar ideas together. These groups should then be labeled as categories of the fishbone. They will typically be one of the traditional

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categories mentioned above but may be something unique to your application of this tool. Causes should be specific, measurable, and controllable. Appearance

A generic Ishikawa diagram showing general (red) and more refined (blue) causes for an event. Most Ishikawa diagrams have a box at the right hand side, where the effect to be examined is written. The main body of the diagram is a horizontal lines from which stem the general causes, represented as "bones". These are drawn towards the lefthand side of the paper and are each labeled with the causes to be investigated often brainstormed beforehand and based on the major causes listed above. Off each of the large bones there may be smaller bones highlighting more specific aspects of a certain cause, and sometimes there may be a third level of bones or more. These can be found using the '5 Whys' technique. When the most probable causes have been identified, they are written in the box along with the original effect. The more populated bones generally outline more influential factors, with the opposite applying to bones with fewer "branches". Further analysis of the diagram can be achieved with a Pareto chart.

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Pareto chart

Simple example of a Pareto chart using hypothetical data showing the relative frequency of reasons for arriving late at work. A Pareto chart is a special type of bar chart where the values being plotted are arranged in descending order. The graph is accompanied by a line graph which shows the cumulative totals of each category, left to right. The chart is named after Vilfredo Pareto, and its use in quality assurance was popularized by Joseph M. Juran and Kaoru Ishikawa.

The Pareto chart is one of the seven basic tools of quality control. These charts can be generated in Microsoft Office or Open Office as well as many free software tools found online.

Typically on the left vertical axis is frequency of occurrence, but it can alternatively represent cost or other important unit of measure. The right vertical axis is the cumulative percentage of the total number of occurrences, total cost, or total of the particular unit of measure. The purpose is to highlight the most important among a (typically large) set of factors. In quality control, the Pareto chart often represents the most common sources of defects, the highest occurring type of defect, or the most frequent reasons for customer complaints, etc.
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The Pareto chart was developed to illustrate the 80-20 Rule that 80 percent of the problems stem from 20 percent of the various causes.

HISTOGRAM

In statistics, a histogram is a graphical display of tabulated frequencies, shown as bars. It shows what proportion of cases fall into each of several categories. The categories are usually specified as non-overlapping intervals of some variable. The categories (bars) must be adjacent. The intervals (or bands) should ideally be of the same size.

Histograms are used to plot density. The total area of a histogram always equals 1. If the length of the intervals on the x-axis is all 1, then a histogram is identical to a relative frequency plot.

The word histogram is derived from Greek: Histos 'anything set upright' (as the masts of a ship, the bar of a loom, or the vertical bars of a histogram); Gramma 'drawing, record, and writing. A generalization of the histogram is kernel smoothing

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techniques. This will construct a very smooth probability density function from the supplied data.

Examples

As an example we consider data collected by the U.S. Census Bureau on time to travel to work (2000 census, Table 2). The census found that there were 124 million people who work outside of their homes. This rounding is a common phenomenon when collecting data from people.

In other words a histogram represents a frequency distribution by means of rectangles whose widths represent class intervals and whose areas are proportional to the corresponding frequencies. They only place the bars together to make it easier to compare data.

Check sheet

The check sheet is a simple document that is used for collecting data in real-time and at the location where the data is generated. The document is typically a blank form that is designed for the quick, easy, and efficient recording of the desired information, which can be either quantitative or qualitative. When the information is quantitative, the check sheet is sometimes called a tally sheet. A defining characteristic of a check sheet is that data is recorded by making marks ("checks") on it. A typical check sheet is divided into regions, and marks made in

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different regions have different significance. Data is read by observing the location and number of marks on the sheet. 5 Basic types of Check Sheets: Classification: A trait such as a defect or failure mode must be classified into a category.

Location: The physical location of a trait is indicated on a picture of a part or item being evaluated.

Frequency: The presence or absence of a trait or combination of traits is indicated. Also number of occurrences of a trait on a part can be indicated.

Measurement Scale: A measurement scale is divided into intervals, and measurements are indicated by checking an appropriate interval. Check List: The items to be performed for a task are listed so that, as each is accomplished, it can be indicated as having been completed.

Control chart

The control chart, also known as the Shewhart chart or process-behaviour chart, in statistical process control is a tool used to determine whether a manufacturing or business process is in a state of statistical control or not.

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Overview

If the chart indicates that the process is currently under control then it can be used with confidence to predict the future performance of the process. If the chart indicates that the process being monitored is not in control, the pattern it reveals can help determine the source of variation to be eliminated to bring the process back into control. A control chart is a specific kind of run chart that allows significant change to be differentiated from the natural variability of the process. This is a key to effective process control and improvement. On a practical level the control chart can be seen as part of an objective disciplined approach that facilitates the decision as to whether process performance warrants attention or not.

History

The control chart was invented by Walter A. Shewhart while working for Bell Labs in the 1920s. The company's engineers had been seeking to improve the reliability of their telephony transmission systems. Because amplifiers and other equipment had to be buried underground, there was a business need to reduce the frequency of failures and repairs. By 1920 they had already realized the importance of reducing variation in a manufacturing process. Moreover, they had realized that continual processadjustment in reaction to non-conformance actually increased variation and degraded quality. Shewhart framed the problem in terms of Common- and special-causes of variation and, on May 16, 1924, wrote an internal memo introducing the control chart as a tool for distinguishing between the two. Dr. Shewhart's boss, George Edwards, recalled: "Dr. Shewhart prepared a little memorandum only about a page in length. About a third of that page was given over to a simple diagram which we would all recognize today as a schematic control chart. That diagram, and the short text which preceded and followed it, set forth all of the essential principles and considerations which are involved in what we know today as process quality control." Shewhart stressed that bringing a production process into a state of statistical control, where there is only common-cause variation, and keeping it in control, is necessary to predict future output and to manage a process economically.

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Dr. Shewhart created the basis for the control chart and the concept of a state of statistical control by carefully designed experiments. While Dr. Shewhart drew from pure mathematical statistical theories, he understood data from physical processes never produce a "normal distribution curve" (a Gaussian distribution, also commonly referred to as a "bell curve"). He discovered that observed variation in manufacturing data did not always behave the same way as data in nature (Brownian motion of particles). Dr. Shewhart concluded that while every process displays variation, some processes display controlled variation that is natural to the process, while others display uncontrolled variation that is not present in the process causal system at all times. In 1924 or 1925, Shewhart's innovation came to the attention of W. Edwards Deming, then working at the Hawthorne facility. Deming later worked at the United States Department of Agriculture and then became the mathematical advisor to the United States Census Bureau. Over the next half a century, Deming became the foremost champion and proponent of Shewhart's work. After the defeat of Japan at the close of World War II, Deming served as statistical consultant to the Supreme Commander of the Allied Powers. His ensuing involvement in Japanese life, and long career as an industrial consultant there, spread Shewhart's thinking, and the use of the control chart, widely in Japanese manufacturing industry throughout the 1950s and 1960s. More recent use and development of control charts in the Shewhart-Deming tradition has been championed by Donald J. Wheeler. This is an example of control chart.

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Flowchart

A simple flowchart representing a process for dealing with a broken lamp. A flowchart is common type of chart, that represents an aGodrejorithm or process,

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showing the steps as boxes of various kinds, and their order by connecting these with arrows. Flowcharts are used in analyzing, designing, documenting or managing a process or program in various fields.

Overview

Flowcharts are used in designing and documenting complex processes. Like other types of diagram, they help visualize what is going on and thereby help the viewer to understand a process, and perhaps also find flaws, bottlenecks, and other less-obvious features within it. There are many different types of flowcharts, and each type has its own repertoire of boxes and notational conventions. The two most common types of boxes in a flowchart are: A processing step, usually called activity, and denoted as a rectangular box A decision usually denoted as a diamond.

A flowchart is described as "cross-functional" when the page is divided into different swim lanes describing the control of different organizational units. A symbol appearing in a particular "lane" is within the control of that organizational unit. This technique allows the author to locate the responsibility for performing an action or making a decision correctly, showing the responsibility of each organizational unit for different parts of a single process. Flowcharts depict certain aspects of processes and they are usually complemented by other types of diagram.

History

The first structured method for documenting process flow, the "flow process chart", was introduced by Frank Gilbreth to members of ASME in 1921 as the presentation Process Charts First Steps in Finding the One Best Way. Gilbreth's tools quickly found their way into industrial engineering curricula. In the early 1930s, an industrial engineer, Allan H. Mogensen began training business people in the use of some of the tools of industrial engineering at his Work Simplification Conferences in Lake Placid, New York. A 1944 graduate of Mogensen's class, Art Spinanger, took the tools back to Procter and Gamble where he developed their Deliberate Methods Change Program. Another

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1944 graduate, Ben S. Graham, Director of Form craft engineering at Standard Register Corporation, adapted the flow process chart to information processing with his development of the multi-flow process chart to displays multiple documents and their relationships. In 1947, ASME adopted a symbol set derived from Gilbreth's original work as the ASME Standard for Process Charts. According to Herman Goldstine, he developed flowcharts with John von Neumann at Princeton University in late 1946 and early 1947.

Flowcharts used to be a popular means for describing computer aGodrejorithms. They are still used for this purpose; modern techniques such as UML activity diagrams can be considered to be extensions of the flowchart. However, their popularity decreased when, in the 1970s, interactive computer terminals and third-generation programming languages became the common tools of the trade, since aGodrejorithms can be expressed much more concisely and readably as source code in such a language. Often, pseudo-code is used, which uses the common idioms of such languages without strictly adhering to the details of a particular one.

Scatter plot

A scatter plot is a type of display using Cartesian coordinates to display values for two variables for a set of data. The data is displayed as a collection of points, each having the value of one variable determining the position on the horizontal axis and the value of the other variable determining the position on the vertical axis. A scatter plot is also called a scatter chart, scatter diagram and scatter graph.

Overview A scatter plot only specifies variables or independent variable when a variable exists that is under the control of the experimenter. If a parameter exists that is systematically incremented and/or decremented by the experimenter, it is called the control parameter or independent variable and is customarily plotted along the horizontal axis. The measured or dependent variable is customarily plotted along the vertical axis. If [Media] no dependent variable exists, either type of variable can be

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plotted on either axis and a scatter plot will illustrate only the degree of correlation (not causation) between two variables. A scatter plot can suggest various kinds of correlations between variables with a certain confidence level. Correlations may be positive (rising), negative, or null (uncorrelated). If the pattern of dots slopes from lower left to upper right, it suggests a positive correlation between the variables being studied. If the pattern of dots slopes from upper left to lower right, it suggests a negative correlation. A line of best fit (alternatively called 'trend line') can be drawn in order to study the correlation between the variables. An equation for the correlation between the variables can be determined by established best-fit procedures. For a linear correlation, the best-fit procedure is known as linear regression and is guaranteed to generate a correct solution in a finite time. Unfortunately, no universal best-fit procedure is guaranteed to generate a correct solution for arbitrary relationships.

One of the most powerful aspects of a scatter plot, however, is its ability to show nonlinear relationships between variables. Furthermore, if the data is represented by a mixture model of simple relationships, these relationships will be visually evident as superimposed patterns.

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LITERATURE REVIEW Godrej Consumer Products Ltd is making technical advances and identifying business opportunities through various associative relationships with some of the world's leading companies. Godrej Consumer Products :td. is striving to become number one in the world byMingling in various business and technological fields and making strategic alliances with world famous companies. "Strategic association between corporations," in which companies with different infrastructures cooperate in the fast-developing 21st century business field, is of key significance in terms of strengthening the existing industry and creating a new one.

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RATIONAL OF THE STUDY

The current study will be helpful for the researchers for further research &for the organization in framing marketing strategies for the coming period The mission of GODREJ is to provide the customers with utmost satisfaction through leadership. The fundamental policy of development is to secure product leadership that the Customers may have the utmost satisfaction.

The rising income levels double-income families and consumer awareness are the main growth drivers of the industries. Consumer durables major GODREJConsumer Product Ltd will invest nearly Rs 500 cores in India this year in research and

development, brand-building and other marketing initiatives.

Growth in GODREJ is very high for those who are in the company and for those who want to join in GODREJ. The company is growing with fast innovation and the BLUE Ocean strategy is one of the examples of growth.

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OBJECTIVES OF THE STUDY

The objective was to find out the market share of GODREJ products, advantages and disadvantages of GODREJ products from dealers and to find out what problems they are facing with the GODREJ products so that problems can be resolved to increase the sale.

The main objective of filed survey during the project was to find out the market share of the GODREJ and also calculate the display share. The other objective of research was to identify potential dealers and development of these dealers. So GODREJ can make for them their direct dealer.

The Objective was to find out that how far the exhibitions are helpful in branding, To increases the knowledge of consumer durable product of GODREJ.

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SCOPEOF THE STUDY

The scope of the study is limited only to the Lucknow city.

The main purpose of survey is to create the awareness of Wipro to Boost up its sales.

The promotional activity was restricted only for Lucknow.

The activities were carried out only at specified location

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COMPANY PROFILE History The Consumer Products business was part of the erstwhile Godrej Soaps Limited (GSL) and was demerged into Godrej Consumer Products Limited in April 2001, pursuant to a scheme of demerger approved by the Honble High Court of Judicature, Mumbai, dated March 14, 2001. Acquisitions GCPL has an international presence through the acquisitions of Keyline Brands Limited (United Kingdom) in 2005, Rapidol (Pty) Limited in 2006, and Godrej Global Mid East FZE in 2007 and the joint venture with SCA Hygiene Products AB, Sweden in 2007. GCPL acquired 49% stake in Godrej Sara Lee Limited (GSLL), an unlisted joint venture between the Godrej Group and Sara Lee Corporation USA in early 2010. Subsequently in May 2010 it entered into an agreement to acquire the remaining 51% stake. It has acquired Megasari, a leading FMCG player in household care sector in Indonesia and has agreed to acquire Tura, a leading personal care player in Nigeria. Business Categories GCPL operates in the domestic and international markets in the Personal and Household Care segment. Some of the categories are soaps, hair colorants, toiletries and liquid detergents. Recently, it made an entry into fast-growing air freshener category by launching a new fragrance product "aer" in the market. Competition In the soaps category, GCPL brands compete with Lux and Lifebuoy - Hindustan Unilever Limited, Nirma Nirma. In the hair colours category, its products compete for market share with Black Rose Super Vasmol and LOreal. Competitors in shaving cream category are Gillette, Palmolive and Old Spice. GCPLs talcum powder brands, compete with Ponds- Hindustan Unilever and Denim.

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 In the liquid detergent category GCPL brands Ezee and Genteel, compete with SafewashWipro and Surf Excel- Hindustan Unilever Limited. Manufacturing Facilities GCPL currently operates five manufacturing facilities in India at Malanpur (Madhya Pradesh), Guwahati (Assam), Baddi- Thana (Himachal Pradesh), Baddi- Katha (Himachal Pradesh) and Sikkim. Further, its manufacturing facilities located abroad at South Africa produce a range of personal care products and hair colour products. Sales & Distribution network

GCPL has a widespread distribution network across India. It has a presence in both the urban and rural markets, enabling it to benefit from the opportunities in both segments. It has a sales team which comprise of over 250 staff spread across the country. It has a network of 33 C&F agents and as on February 29, 2008. It had 1,273 distributors, 142 super stockists and 3,175 sub stockists to support the sales team in India. Its distributors and sub stockists cover around 650,000 retailers in India. GCPL has linked its major distributors in India through a system called Sampark, a collaborative planning, forecasting and replenishment system with its ERP system leading to reduced inventory levels. Research and Product Development The research and development activities broadly comprise of various processes for developing new products, standardizing new analytical methods and identifying substitutes for key raw materials. Through this research and development centre, GCPL continuously interact with consumers to obtain feedback on its products and information obtained is leveraged to complement new product development activities. The Godrej Research & Development Centre is recognised by the Department of Science and Technology, New Delhi.

Size of the Company As of November 30, 2007, it employed over 1,349 full-time employees.

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ABOUT GODREJ CONSUMER PRODUCTS Godrej Consumer Products (GCPL) is a leader among India's Fast Moving Consumer Goods (FMCG) companies, with leading Household and Personal Care Products. Our brands, which include Good knight, Cinthol, Godrej No. 1, Expert, Hit, Jet, Fairglow, Ezee, Protekt and Snuggy, among others, are household names across the country. We are one of the largest marketers of toilet soaps in the country and are also leaders in hair colours and household insecticides. Three of our brands have been placed in 100 most trusted brands in the country

We are driven by our mission to continuously enhance the quality of life of consumers in highgrowth markets with superior-quality and affordable home care, personal care and hygiene products.

We also have a strong emerging presence in markets outside India. As part of increasing our global footprint, we recently acquired 51% rights in the Darling group in Africa. With acquisitions of Tura, a leading medicated brand in West Africa, Megasari Group, a leading household care company in Indonesia and Issue Group and Argencos, two leading hair colorant companies in Argentina, Keyline Brands in the United Kingdom, Rapidol and Kinky Group, South Africa and Godrej Global Mideast FZE, we own international brands and trademarks in Latam, Europe, Australia, Canada, Africa and the Middle East.

ABOUT GODREJ GROUP Established in 1897, the Godrej group has grown in India from the days of the charkha to nights at the call centers. Our founder, Ardeshir Godrej, lawyer-turned-locksmith, was a persistent inventor and a strong visionary who could see the spark in the future. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation of todays Godrej empire. One of Indias most trusted brand, Godrej enjoys the patronage and trust of around 500 million Indians every single day. Our customers mean the world to us.

With 7 major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agri care to name a few our turnover crosses 3.9 billion dollars*. You think of Godrej as such an integral part of India like the bhangara or the kurta that you may be
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surprised to know that 26% of our business is done overseas. Our presence in more than 60 countries ensures that our customers are at home with Godrej no matter where they go. With brands you can believe in, service excellence you can count on and the promise of brighter living for every customer, Godrej knows what makes India tick today.

Today, we are at a point in Godrejs history when our amazing past is meeting up with its spectacular future head on. Godrej is learning and relishing being young again.

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BOARD OF DIRECTOR

Adi Godrej Adi Godrej is the Chairman of the Godrej Group and several entities that are part of one of Indias leading conglomerates. These include Indian companies like Godrej Industries, Godrej Consumer Products, Godrej Properties as well as international companies such as Keyline Brands U.K and Rapidol South Africa.

A Mahendran A. Mahendran is Managing Director, Godrej Consumer Products, India's premier FMCG Company. He is also Director of Godrej Hershey.

Jamshyd Godrej Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce . He graduated in Mechanical Engineering from Illinois Institute of Technology, USA. He is the Chairman of Aspen Institute India.

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Nadir Godrej Nadir Godrej is the Managing Director of Godrej Industries and Chairman, Godrej Agrovet. He is also a Director of numerous firms including Godrej & Boyce, Godrej Foods and Godrej Consumer Products.

Tanya Dubash Tanya Dubash is on the boards of several Godrej Group companies including Godrej Consumer Products, Godrej Industries, and Godrej Agrovet. As Executive Director & President, Marketing she is also charged with enhancing the value of the Godrej Brand and evolving the Group to a more Brand driven organization.

Nisaba Godrej Nisa is the President, Human Capital & Innovation for Godrej Industries and associate companies. She is responsible for driving the Group's transformation efforts including efforts to attract and develop outstanding talent and make the culture more agile and innovative.

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BalaBalachandran BalaBalachandran began his teaching career in 1960 while a graduate student at Annamalai University, India. In 1967 he moved to the University of Dayton and in 1971, to CarnegieMellonUniversity, Pittsburgh, where he taught management courses while working on his doctorate.

Bharat Doshi Bharat Doshi is presently Executive Director & Group Chief Financial Officer (Group CFO), of Mahindra & Mahindra Limited (M&M), Flagship Company of the US $6 billion Mahindra Group, which is among the top 10 industrial houses in India. M&M is the largest manufacturer of multiutility vehicles and agricultural tractors in India.

OmkarGoswami OmkarGoswami is the Founder and Chairman of CERG Advisory Private Limited. CERG is the acronym for the Corporate and Economic Research Group. Its objectives are to use Indian as well as international resources to provide best in class.

Aman Mehta

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Aman Mehta has a Bachelors degree in Economics from DelhiUniversity. He has over 35 years of experience in various positions with the HSBC Group. He was the Manager, Corporate Planning at The Hong Kong and Shanghai Banking Corporations headquarters in Hong Kong.

D Shivakumar Shivakumar or 'Shiv' as he is popularly known is currently the Managing Director and VP of Nokia India. From January 1, 2012, Shiv handles India, Middle East and Africa for Nokia as the Senior VP, based out of Dubai.Shiv is an Engineer and an MBA.

NarendraAmbwani NarendraAmbwani is a professionally trained executive coach and business advisor. He brings with him experience of over 34 years of work with renowned multi-national Johnson & Johnson.

MANAGEMENT TEAM

A.Mahendran

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A. Mahendran is Managing Director, Godrej Consumer Products, India's premier FMCG Company. He is also Director of Godrej Hershey.

ShashankSinha ShashankSinha is President, International Business, Godrej Consumer Products Ltd. (GCPL). An MNC veteran with more than twenty years in FMCG multinationals, Shashank has wide international experience in a variety of leadership roles with Sara Lee Corporation and Reckitt Benckiser plc.

Dr. RakeshSinha Dr. R. K. Sinha is Chief Operating Officer (Operations), Godrej Consumer Products (GCP L), Indias premier FMCG Company.Dr. Sinha has headed several functions in Godrej Soaps including Strategic Planning, Information Systems, and Marketing.

Dr. Sunder Mahadevan Dr. Sunder Mahadevan is Executive Vice President, Research & Development, Godrej Consumer Products (GCPL). He heads the Personal Care department at GCPL. With his varied experience of working in leading FMCG companies like Dabur, Emami and Colgate Palmolive, he looks after a number of roles in product and packaging.

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P. Ganesh P. Ganesh is Executive Vice President Finance & Commercial and Company Secretary, Godrej Consumer Products (GCPL). With over 15 years of experience in the domain of finance, his responsibilities include finance functions like accounts, MIS, funds management and taxation besides being the Company Secretary for GCPL.

Sunil Kataria Sunil Kataria is Executive Vice President, Sales and New Business Development, Godrej Consumer Products Limited (GCPL).

Rahul Gama Rahul Gama is Vice President Human Resources (HR), Godrej Consumer Products (GCPL). In his current role, he is responsible for driving the Human Resource Strategy at Godrej Consumer Products.

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Code of Conduct for the Board of Directors & Senior Management Applicability of the Code of Conduct: This Code of Conduct (Code) applies to Directors of Godrej Consumer Products Ltd. (GCPL). It also applies to the senior management of the company i.e. one level below the executive directors, and all functional heads.

Godrej Consumer Products Limited (GCPL) is an Indian consumer goods company based in Mumbai, India. GCPLs product range includes soaps, hair colourants, toiletries and liquid detergents. Some of the leading brands are Cinthol, Godrej Fair Glow, Godrej No.1 and Godrej Shikakai in soaps, Godrej Powder Hair Dye, Renew, ColourSoft in hair colourants and Ezee liquid detergent. GCPL has five manufacturing facilities in India at Malanpur (Madhya Pradesh), Guwahati (Assam), Baddi- Thana (Himachal Pradesh), Baddi- Katha (Himachal Pradesh) and Sikkim.

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RESEARCHMETHDOLOGY The Study This analysis is based on the ORG survey conducted by GODREJ which represent the GODREJ position of different consumer durables in various states in India. We selected different brand in different category as per the market share and the demand of product in market. This analysis represents the GODREJ market position during the period of March 2008. It shows that GODREJ has captured maximum market share almost in every category. GODREJ have the maximum market in consumer durable market but GODREJ dominate the almost all the category in consumer durable. The mission of GODREJ is to provide the customers with utmost satisfaction through leadership. The fundamental policy of development is to secure product leadership that the Customers may have the utmost satisfaction. The policy of quality assurance is to provide customers with utmost satisfaction by supplying zero defects. Launch new technologies in consumer electronic and home Appliances. Brought in four captains of the Indian cricket team toendorse its products. GODREJ invested more than US$ 8 million on advertising and marketing in this sport.

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The Design Research design selected for this project is exploratoryResearch.

Sampling Detail

1. Target population:

The population for this research study consists of the residence of Indore

2. Sampling unit: 3. Sample size: 4. Sampling method:

In this study the sampling unit is individual consumer. 100 consumers. The sample is selected by using simple randomsampling method.

Tools for data collection

a. Primary data: In grand project report we have to take primary data from Survey method and structured questionnaire. b. Secondary Data Collection method: Secondary data collect through theReference books and Internet or magnizne. Tools for data analysis We have to used pie chart and column chart for collection of data according to research of project. This is very useful diagram to represent data, which are divided into a number of categories. This diagram consists of a circle of divided into a number of sectors. This is another way of representing data graphically. As the name implies, it consist of a number of whispered bar, which originate from a common base line and are equal widths.

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Result & Discussion 1. GODREJ should improve its after sale service because its hits badly GODREJs market share in region.

2. More detailed customaries service is to be provided.

3. The training to in shop demonstration should be given at frequent time interval and feedback should be considered positively.

4. The company should look into the matter of person hiring for in shop demonstration. A big GODREJ showroom should have at least 2 such kind of person.

5. GODREJ should try new dealer who have the potential. So they can target more market.

6. As there is a bottle neck competition between Samsung and GODREJ, it is necessary to take measure steps to overcome the area of downfall in GODREJ with respect to Samsung.

7. The marketing managers should make better relations with dealers and reputation of the company.

8. Customer considers quality as their first preference, so the company should give more stress on this.

9. The switching of customer from GODREJ product to other brand is due to the bed after sell service in shop.

10. The product is well aware and it is on top of mind of customer.

So company should always improve services and update their technology.

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DATA ANALYSIS & INTERPRETATION

Q1. Are you aware of the GODREJ brand? GODREJ brand Yes No Respondent 87 13

Table-1

Aware

87

13 Yas No

Figure-1

INTERPRETATION The above response show that 87% customers are aware of the brand of GODREJ product and 13% whilecustomers dont know much about brand.

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Q.2While purchasing GODREJ products which parameter influences you most?

Parameter Price Product feature Brand Service

Respondent 47 16 24 13
Table-2

Purchaing
50 45 40 35 30 25 20 15 10 5 0 PRICE PRODUCT FEATURE BRAND SERVICE 16 24 13 47 Purchaing

Figure-2

INTERPRETATION Here in this analysis for consideration of parameter while buying GODREJ products can say that musts of the customer take the decision taking price is the range parameter 24% prefer to go after brand .16% and 13%respectively see for products and as parameter.
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Q3. From where you prefer buying product?

Prefer Trade fair Co Shoppe Showroom Online

Respondent 18 14 50 18
Table-3

Buying
18 18

14

Trade fair Co shoppe Showroom

50

Online

Figure--3

INTERPRETATION Here as asked about the preference half of buying in terms of place of the respondent have showed their internet in buying from showroom or 18% each one inter related in purchasing from. So that trade fair 14% are inter related buying online.

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Q.4.Which reason influences mostly your choice you have option in last question?

Prefer Attractive price Service Demoristrations Offers

Respondent 28 50 10 12

Table-4

Infiuence
12 28 10 Attractive price Service Demonstrations Offors

50

Figure-4

INTERPRETATION Here in this analysis for the consideration of parameter 50% service has a great influence in GODREJ product and28%customer have to choose to attractive price and left of the customer prefer to other feature of GODREJ products.

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Q.5.Which of the following GODREJ products you think is much popular in product now days?

Popular Refrigerator LCD Plasma Washing machine

Respondent 44 38 8 10

Table-5

Papular
10 8 Referigrater LCD Plasma Washing machine 38

44

Figure-5

INTERPRETATION

Here as asked about the performance in present refrigerator is famous in the market .because it prefer44%customer and 38%customer have to prefer LCD and remaining customer prefer to other products of GODREJ brand.
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Q.6Do you prefer the financing scheme while purchase GODREJ product? Financing scheme Yes No Respondent 86 14

Table-6

Financing scheme
90 80 70 60 50 40 30 20 10 0 Yas No 14 86 Financing scheme

Figure-6

INTERPRETATION The above above response show that 86% customers are aware of the financing scheme of GODREJ product and 14% while customers dont know much about brand.

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.7Do you think so that marketing and advertising strategy of GODREJ are good enough in composition to their competitors?

Competitors Yes No

Respondent 84 16

Table-7

Competitors
90 80 70 60 50 40 30 20 10 0 Yas No 16 84 Competitors

Figure-7

INTERPRETATION The above response show that 84% customers think that marketing and advertising strategy of GODREJ are good enough in composition to their competitors and 16% while customers dont know much about that marketing and advertising strategy of GODREJ products

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Q 8. Which brand other than GODREJ do use mostly?

Brand Whirpool Samsung Sony Philip

Respondent 32 12 40 16
Table-8

Brand
16 32 Whipool Samsung Sony Philips 40 12

Figure-8

INTERPRETATION Here as asked about the performance in40% customer prefers Sony and 32%customer prefer whirlpool or 16% customer Philips according the requirement of customer demand. So it shows that other than GODREJ most popular brand is Sony.

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Q 9.The often sales service of brand GODREJ is satisfaction?

Satisfaction Yes No

Respondent 82 18
Table-9

Satisfaction
90 80 70 60 50 40 30 20 10 0 Yas No 18 82 Satisfaction

Figure-9

INTERPRETATION From the above response show that 82% of the customer have satisfaction and 18% customer says no.

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Q10.what change you think that can being jump in the sale of GODREJ products?

Sales Ad&marketing strategy Technological change Pricing strategy Other service to customer

Respondent 22 20 42 16
Table-10

Sales

16

22 Ad & marketing strategy 20 Techenological changes Pricing strategy Other service to customer

42

Figure-10

INTERPRETATION Here in this analysis for the consideration of parameter that 42% customer have to want to change price strategy and22%customer have to suggested advertising and marketing .actually company have to set a strategy according to the taste of customer.

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Q11.Are you using any of GODREJ products range?

Using of lag products YES NO

Respondent 64 36

Table-11

Using of LG product
70 60 50 40 30 20 10 0 Yas No 64 Using of LG product

36

FIgure-11

INTERPRETATION The above response shows that 64% customer are using the range of GODREJ products .and 36% customer say no .the reason is that company have to decide plan according to the target customer.

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12. Which media would you prefer the most for customer?

Media Internet Newspaper Magazine Other

Respondent 44 20 12 24

Table-12

Media
50 45 40 35 30 25 20 15 10 5 0 Internet News paper Magazines Other 20 12 24 44 Media

FIgurE-12

INTERPRETATION Here as asked about the selection for media, response is that most of the (44%) customer are using internet. After that 24% are using some other media while 20 % are using magazine and the least no. of customers are using Newspaper for getting the information regarding the brand. It implies that internet is the most popular medium for information flow.
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FINDINGS OF THE STUDY

Every study has certain limitations. In our study, also there were certain limitations, which I could not able to solve.

Local and efficient manufacturing to reduce cost - To overcome High import duties, GODREJ manufactures PC monitors and Refrigerators in India at its manufacturing facility at Lucknow.

The research was conducted in a small area.

Our research work period witness the biggest ups and downs in product sale of different brands, which affected the perception of the custom

Time factor was also important for us. We had limited time for the research, for which a full-fledged report was insufficient for me.

The customer filled the questionnaire mostly in careless manner, so it was difficult to make them hold for time.

We had only found the upper-middle class family to fill up theQuestionnaire, but generally, an average middle class family was required for the study

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LIMITATIONS OF THE STUDY

This report had to work under several constraints and limitations. Some of the key limitation are..

1.The survey is limited only for six wards.

2.Time period of the project was 8 weeks, which may not be enough to understand the whole market.

3.Convenient sampling was used as the mode of conducting the research.

4.The sample size of the taken was small, therefore it can be said that the chosen sample is not the representative of the whole population and this hindered

quantitative research.

5.The psychology and temperament of a respondent play a significant role. Some respondents are more sensitive as against others who are more tolerant. A change in the composition of the respondents can affect the answers adversely or favorably.

6.Respondents may not have been true in answering various questions and may be biased to certain other questions.

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7. Out of the whole research and analysis, only three major brands could be highlighted, leaving aside the other non-popular brands.

8. The questionnaire mostly contained multiple choice questions, therefore many respondents did not give a proper thought before up the questions, and some even ticked things, which were not applicable. Therefore, all this increased the bias.

9. The sample size of Retailers / Wholesalers was very small and therefore response from Them dose not reflect the exact view because they may to biased.

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SUGGESTIONS & RECOMMENDATIONS

With respect to consumer The study will be helpful for the standing the factor &which they can consider which selecting any products ofGODREJ brand the various factor included in the study like variant pricing may help them in differencing a better services.

With respect to manufacturing & retailer The study will help the company in serving the products of GODREJ brand in a better way as they would be aware what aGODREJ brand is actually looking domestic customer apart from this the study will help the company in conducting a consumer or a customer .

With respect to researcher This study will be an ad for the upcoming researcher who with to conducts research for any products of GODREJ brand. The study the horizon for researcher as three one various factors which can be studied which border spectrum.

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CONCLUSION

The study reflects that the use products of GODREJ brand undeniably has increased over the years in India. Future holds lot of promise for such brand across wider range of markets. GODREJ brand has ceased to be major differentiator at least in the metros, with almost all companies offering similar brand. As a result now marketers have to find out some innovative ways products of GODREJ brand to differentiate from

competitors. Currently Bye one get one free offers are very effective to attract the consumers towards the products. We have noted that these kind of promotional scheme tools are useful for short term increase in sales and to induce first trial. These types of products scheme should be consistent and changed from time to time depending upon season and competitors schemes. With the Increasing number of supermarket, the branded packaged goods work as silent sales person. So in such stores, GODREJ products play a more effective role in stimulating consumers demands. One of the very important facts we came to know from this project is that sale of GODREJ products which contain large quantity and having stagnating because consumer prefer to buy product of GODREJ brand. It had low cost or say price, and last but important factor i.e. mentality to purchase just to try first.

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REFERENCE

Kothari C.R. research methodology new age international publication 2004 Gooney J.W. &Boehm T.P.cusumar relationship management essential prentice hall of India private limited new Delhi 2001

Mohamed H.P.&sugadeven a customer relationship a step by step approach vikas publishing home pry. Ltd. 2002

Kotler ,phlip,marketing managements ,second edition,(new Delhi; prenticehall of india,1999)

Saxena,jain,MARKETING MANAGEMENTS ,second edition(new Delhi the MCgraw HILL COMPANIES,2007)

Search Engine www.google.com Business world Business today GODREJ magazine Economics times News paper Times of India

Webliography http://www.oppapers.com/subjects/buyer-behaviour-on-a-product-page1.html http://www.oppapers.com/essays/Buyer-Behaviour/8372

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ANNEXURE A study of market analysis of GODREJ products in Lucknow

Dear, Respondent I amPoojaSuhane as a researcher marketanalysis ofGODREJ productsin Indore, would like to ask some questions about your interest investing in market analysis of GODREJ product, please give unbiased answer of your own, I assure you to keep these details confidential and will use only for MRP report Thanks Name .. Address Age . Sex (M/F)........... Mobile no ... Email ID Choose one answer which best describes your nature and preferences.

Q1. Are you aware of the GODREJ brand?

(A).Yes

(B).No

Q.2While purchasing GODREJproducts which parameter influences you most?

(A). Price (C).Brand

(B).Product feature (D).Service

Q3. From where you prefer buying products?

(A).Trade fair

(B).Co.shoppee
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(C).Showroom

(D).Online

Q.4.which reason influence mostly your choice you have option in last question?

(A).Attractive Price (C).Demonstrations

(B).Service (D).Offers

Q.5.Which of the following GODREJ products you think is much popular in product now a days?

(A).Refrigerator (C).PLASMA

(B).LCD (D).Washing machine

Q.6Do you prefer the financing scheme while purchase GODREJ product?

(A).Yes

(B).No

Q.7do you think so that marketing and advertising strategy of GODREJ are good enough in composition to their competitors? (A).Yes (B).No

Q 8. Which brand other than GODREJ do use mostly? (A).Whirlpool (C).Sony (B).Samsung (D).Philips

Q 9.the often sales service of brand GODREJ are satisfaction? (A).Yes (B).No

Q10.what change you think that can being jump in the sale of GODREJ products? (A).Ad&marketing strategy (C).Pricing strategy (B).Technological changes (D).Other service to customer
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Q11.Assre you using any of GODREJ products range? (A).Yes (B).No

12. Which media would you prefer the most for customer? (A) Internet (C) Magazines (B). Newspaper (D). Other

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