TO STUDY ABOUT AWARENESS OF QUALITY IN

N.K RUBBER (M) SDN.BHD

PREMALATHA

ACKNOWLEDGEMENT

Start from here….

ABSTRACT

Start frm here….

ABSTRAK

Start frm here….

TABLE OF CONTENTS

CHAPTER TITLE PAGE

ACKNOWLEDGEMENT

ABSTRACT

ABSTRACK

LIST OF CONTENTS

LIST OF TABLES

LIST OF FIGURES

1 INTRODUCTION

1.1 Introduction

1.2 Organization Background

1.3 Problem Statement

1.4 Objective Of the Study

1.5 Project Scope

1.6 Project Limitation

1.7 Project Significance / Importance

2 LITERATURE REVIEW

2.1 Introduction of Quality

2.2 Theories of Quality

2.2.1 Theory of W.Edward Deming – Out of crisis

2.2.2 Theory of Philip Crosby-Do it Right first time

and Zero Defects

2.2.3 Theory of Joseph.M.Juran-Quality Trilogy

2.2.4 Theory of Kaoru Ishikawa-One Step Further

2.3 PAST STUDIES

2.3.1 Identify Critical Success Factor of Quality

Control at Eastool Precision Sdn.Bhd by

Chan Sau Tien (2014)

2.3.2 Quality Awareness Level at Seagate

International (Johor) Sdn.Bhd by Palpani

(May 2014)

2.3.3 Total Quality Management (TQM) For

Organization

3 METHODOLOGY

3.1 DATA COLLECTION METHOD

3.1.1 Primary Data

3.1.2 Secondary Data

3.2 POPULATION AND SAMPLING METHOD

3.3 RESEARCH INSTRUMENTS

3.3.1 Section A: Demographic Information

3.3.2 Section B: To study about the

Quality awareness level among staff’s

3.3.3 Section C: To find root causes of high rejection

Rate

3.4 Data Analysis

3.4.1 Descriptive Analysis

3.4.2 Measures of central tendency

4 FINDINGS & DISCUSSION

4.1 Introduction

4.2 Respond Rate

4.3 Responded Profile Analysis

4.3.1 Gender

4.3.2 Age

4.3.3 Race

4.3.4 Level of position

4.3.5 Years of service

4.4 Questionnaire Analysis

4.4.1 Quality Awareness

4.4.2 Root causes of high rejection rate

4.5 Conclusion

LIST OF TABLES

TABLE NO. TITLE PAGE

1.1 Monthly overall production rejection %

1.2 Repeating customer complaint on same defect

1.3 Monthly customer complaint cases 12 months

(May 2014 to April 2015)

3.1 Questionnaire Structure

3.2 Scale

3.3 Mean Score Level

4.1 Gender

4.2 Age

4.3 Race

4.4 Level of position

4.5 Years of service

4.6 Section B: Quality Awareness

4.7 Mean score level

4.8 Section C: Root causes of High rejection rate

4.9 Mean Score Level

2

LIST OF FIGURES

FIGURES NO TITLE PAGE

1.1 N.K Rubber Keypad

1.2 Bar graphs of monthly production reject %

1.3 Monthly customer complaint cases

2.1 Deming Cycle P-D-C-A

2.2 DR.Juran Quality Trilogy

4.1 Gender

4.2 Age

4.3 Race

4.4 Level of Position

4.5 Years of service

CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION

Quality Awareness in the workplace aimed to all production / staff to have

good knowledge, skills, attitudes, team work to create “Quality” culture in

organizations. Awareness is an intensive in organization to maintain and control to

avoid any losses in business. Continuous improvement and meeting standard

requirement are key drivers in organization. This implies the importance of customer

service such as internal customer service, external customer service. Emphasize is

places on being proactive, solving problems , adhering to the requirements,

prevention , customer service , ownership, branding , company image, “do it right in

first time” the costs which is facing internal and external of non-conformance , profit,

team work and right attitudes. From quality meetings could share ideas and measure

quality and continues improvement to enhance more awareness on quality level

among staff and production team members.

Quality awareness is most essential topic for realizing quality and quality

integration in an organization. This is to avoid any failure cost due to poor quality

which is effect internal failure cost and External Failure costs. So, in order to get and

success in business “Quality” is playing a big role to get more profit in business. So,

could say that Quality of product or services is creating earn more business and poor

cost of quality causes low on profit.

Quality is the degree that the entity with its inherent characteristic fulfills

customer’s needs and expectation.

Quality improvement is a continuous effort and conducted throughout the

organization. Use of the seven basic tools of quality to analyze quality related issues.

There are cause & effect diagram, check sheet, control chart, Histogram, pareto

chart, scatter diagram and stratification.

All workforces from management to the line employee have to aware on

Quality in order to achieve customer meets and requirement. Especially for those

customer complaint or feedback require for continual improvement to stop on poor

quality and make good quality of product to prevent from repeating claim or

feedback from customers. Repeating claim in customer production line will have a

bad impression and obstacles to have a new order, product, or quantity. This may

lose our reputation too due to poor quality.

In order to continue success in business, have to implement Quality

Management System and certified by a certification body. All the processes are

according to the system and procedure and continue chance in business and

competition in market. Quality Management system audit will conduct by certified

body to enhance manufacturing maintains on quality as follow the procedure as well.

Customers are more willing to engage for those suppliers which certified or have ISO

(International Organization Standard) certificate and prefer to have a more

businesses. This is to develop business dealings for long term revenue and

profitability. It’s objective to understand the role of the business process in

developing an effective quality management system.

Every department has set the quality target/objective to achieve the goal. This

is to endorse monthly have achieve the target which have set by top management to

control and maintain quality awareness level in correct order. The department

objective is very important for each employee who involves them to achieve the

goal. Continual improvement require if failed on achievement towards quality target

set up.

Every employee should understand about company Quality Policy in order to

achieve quality target. Quality is not only responsibility by Quality Assurance /

Quality Control personnel, this is everyone responsibility who are holder the name as

employees.

Stop distribution or outflow poor quality of product to customer premises and

avoid sorting or replacement quantity to cover the production line to prevent from

line down claim. In order to come about this type of problem, realize and provide

importance to Quality product. More on Quality awareness will have more profit in

business. Top management, every employee and customers are happy and

comfortable to have continuous business relationship in long term and

recommendation to another customer’s as well.

Reduce on customer complaint; Quality feedback and Market claim to avoid

bear the defective part cost due to poor quality. Especially for those market claim

issue, additional cost was incurred such as complete set (components), freight cost

and etc. according to product criteria. Thus, all the employees have to realize for any

poor quality of product reach/found in customer production line will confidently

effect our company reputation, business plan, loss ongoing new project activity and

etc.

An organization must clearly have to understand why needs awareness on

Quality on particular product characteristic, how customers use the product and take

advantage of these features and what happens if product does not meet customer

requirement and expectation.

1.2 ORGANIZATION BACKGROUND

N.K Rubber (M) Sdn.Bhd, was established on 28th August 1999 in No 14 &

16, Jalan Bistari 6, Taman Industry Jaya, 81300 Skudai. Johor. N.K Rubber is multi

rubber products manufacturer in Malaysia which manufacturing of silicones and

synthetic rubber products. N.K Rubber manufacturing Product are mainly supply to

customer Panasonic,Shimano,Pioneer,Sony,Toshiba and etc. N.K Rubber (M)

Sdn.Bhd certified by AFAQ AFNOR on ISO 9001:2008 and 14001:2004.

Figure 1.1: N.K Rubber Keypad

Vision is be an expert in manufacturing of comprehensive range of

silicones and synthetic rubber products, metal dome, assembly of plastic parts & die–

cut labels.

Mission is to provide a competitive cost, quality and delivery assurance so as

environmental friendly products to the changing needs and exceed expectation for

our customers.

Quality Policy is Full Commitment to Ensure Continuous Improvement

towards Customer Satisfaction and Cost Efficiency.

1.3 PROBLEM STATEMENT

In today’s global organizations, businesses are facing increased competitive,

regulatory and community pressures as well the level of awareness at customers

become more aware and critical of quality. In the other words “We can observe

(positive) changes in Quality Awareness when making continual improvement”.

Quality awareness is important as to produce high and good quality product to meet

customer schedule and commitment without any barriers. Quality awareness is the

most important thing in produce a very high quality product. In order to produce high

quality of the product, an organization have own strategies and planning such as

manpower, machine lay out, working hour , output to ensure the employee’s meet as

well to aware with the quality.

Table 1.1: Monthly Overall Production Rejection %

Year 2014 2014 2014 2014 2014 2014 2014 2014 2015 2015 2015 2015

Month May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr

Rej %4.76%

4.78%

4.26%

4.19%

4.51%

4.84%

5.09%

5.12%

5.22%

5.41%

5.56%

5.65%

Target %

5.00%

5.00%

5.00%

5.00%

5.00%

5.00%

5.00%

5.00%

5.00%

5.00%

5.00%

5.00%

Figure 1.2: Bar graphs of monthly production reject %

Above data showing that last 6 months from month November 2014 to April

2015 overall production rejection rate increasing more than actual target set which is

5%. Seems that, Quality Assurance (QA) team require to study on actual root causes

which is causing high rejection and awareness level among production members and

staff towards Quality. The rejection rates are continually increasing in production for

last 6months.

Table 1.2: Repeating Customer Complaint on same defect

Date Customer Part Number Reject Qty(pcs) Defect9/4/2015 PSNM PNJK1258YA 1 Missing Printing18/4/2015 HOSIDEN AKN0564 1 Missing Printing5/5/2015 SONY SILICONE CASE-WHITE 20 Yellowish16/5/2015 SONY SILICONE CASE-YELLOW 12 Yellowish3/6/2015 PSNM PNJK1211ZA 1 Missing Printing5/6/2015 PSNM PNJK1258YA 2 Missing Printing13/6/2015 PSNM PNJK1180ZA 1 Missing Printing

Above data show that, repeating customer complaint received from

customer for last 3months which is from month April 2015 to June 2015.

Missing printing (artwork) is really major defect for keypad models but it’s

continuously occurred in production process and leak out to customer

premises.

Table 1.3: Monthly customer complaint cases 12 months (May 2014 to April

2015)

MonthMay 14

Jun 14

July 14

Aug 14

Sept 14

Oct 14

Nov 14

Dec'14

Jan 15

Feb 15

Mar 15

Apr 15

Cases 2 2 1 1 2 1 6 9 9 6 9 10Target Cases

3 3 3 3 3 3 3 3 3 3 3 3

Figure 1.3: Monthly Customer Complaint Cases

May 14

Jun 14

July 14

Aug 14

Sept 14

Oct 14

Nov 14

Dec'14

Jan 15

Feb 15

Mar 15

Apr 15

0

2

4

6

8

10

12

2 21 1

21

6

9 9

6

910

Monthly Customer Complaint Cases

CasesTarget Cases

Month

Tota

l Cas

es

Based on figure 1.3 showing that, last 6 months from November 2014 to

April 2015 customer complaint cases received more than target set which is 3 cases.

Approximately could mention that Quality awareness among production members

and staffs are insufficient according to the achievement. Quality Assurance (QA)

study about root cause and job acknowledge among production members and staff

towards quality awareness level.

1.4 OBJECTIVE OF THE STUDY

To study about the quality awareness level among staff

To find out the root causes of high rejection rate

1.5 PROJECT SCOPE

This project focused on staffs who are really needed quality awareness that

are currently involving in manufacturing section, which is carrying high

responsibility to produce and deliver good quality of product to customer

premises and meet requirement as well.

1.6 PROJECT LIMITATION

For this Quality awareness project were not involved the staffs who are

working in department Human Resource Department (HR) and account department.

This is due to account department staffs mostly carrying responsibility in financial

matter and Human Resources department staffs focusing on manpower arrival and

update in organization.

1.7 PROJECT SIGNIFICANCE / IMPORTANCE

Above statements of proposal it’s to maintain quality control in organization

in better order. If manufacturing of good quality of product will have a customer

satisfaction based on good quality of part produce and delivery according to the

customer lead time. Awareness of quality is very important to all employees’ to

ensure our company grow well in business and get more profit. Company revenue

will change according to the business level. We as an employee work happy and get

more achievement/ event such as company annual dinner, award and others which

link to job responsibility. Maintain on produce good quality of product will surely

achieve our quality policy as mentioned continual Improvement towards Customer

Satisfaction and Cost Efficiency. Our company will get more business and customer

satisfaction.

CHAPTER 2

LITERATURE REVIEW

2.1 INTRODUCTION OF QUALITY

Philip B. Crosby,1979 called that Quality assumption is that goodness, or

luxury, or shininess, or weight. The word "quality" is used to signify the relative

worth of things in such phrases as "good quality," "bad quality" and that brave new

statement" quality of life. Example every listener assumes that speaker said is exactly

by the phrase. That is precisely the reason we must define quality as “conformance to

requirements” if we are to manage it. In business the same is true. Requirements

must be clearly stated so they cannot be misunderstood. Measurements are then taken

continually to determine conformance to those requirements. The nonconformance

detected is the absence of quality. Quality problems become nonconformance

problems, and quality becomes poor and causes internal & external failure costs. In

general, the experts' definitions of quality fall into two categories it was Level one

quality is a simple matter of producing products or delivering services whose

measurable characteristics satisfy a fixed set of specifications that are usually

numerically defined independent of any of their measurable characteristics, level two

quality products and services are simply those that satisfy customer expectations for

their use or consumption. In short, level one quality means get it in the specs, and

level two means satisfies by the customer. The essential point from this definition is

necessary to define the quality level; otherwise, lack of knowledge or awareness on

quality unable to success and manage it in organization. Every employee must know

what the requirements from customers are and be able to translate those requirements

into measurable product or service characteristic. In terms of numerical

specifications, we can measure the characteristics of a product (measurement) or

service (customer service response time), delivery to see if it is of high quality. There

are two different level in Quality it is acceptable and unacceptable. So, we really

observe our quality level is always under acceptable. It will make continue success in

business. If unacceptable will incurred internal and external failure cost.

2.2 THEORIES OF QUALITY

Quality awareness is really needed among employees to make and deliver

good quality products to customer. There are 4 leaders in the quality revolution were

Researchers following theories. The theory of W. Edwards Deming- Out of Crisis;

Theory of Philip Crosby’s-Do It Right First Time and Zero Defects-Theory of Joseph

M. Juran - Quality Trilogy and Theory of Kaoru Ishikawa-One Step Further.

2.2.1 THEORY OF W.EDWARDS DEMING- OUT OF CRISIS

The theories and teachings of Dr. Deming (1986) help to achieve some of the

most inspiring and sought after goals of any organization or individual, continual

improvement and working together with the aim for everybody to win. As such, they

remain as relevant and influential today as when they were first introduced. Dr.

Deming's Ideas 14 key principles, originally presented in Out of the Crisis, serve as

management guidelines. Theories and teachings help to achieve more efficient

workplace, higher profits, and increased productivity may grow management with

establishing continual improvement through the redefinition of the company's

purposes.

1. Create a constant purpose toward improvement.

Plan for quality in the long term

Resist reacting with short-term solutions

Prepare and action for future challenges and achieve the

goal towards objective set up

2. Adopt the new philosophy

Closely monitoring quality through the organization

Create Quality vision and implement it

3. Stop depending on inspections

Inspections are costly and unreliable – and they don't

improve quality, they merely find a lack of quality.

Build quality into the process from start to finish.

Use statistical control methods

4. Use a single supplier for any one item

Quality relies on consistency – the less variation you

have in the input, the less variation you'll have in the

output.

Use quality statistics to ensure that suppliers meet your

quality standards.

5. Improve constantly and forever

Continuously improve on quality by promoted the Plan-Do-Check-Act approach to process analysis and improvement

Emphasize training and education so everyone can do their jobs better.

Figure 2.1: Deming Cycle –P-D-C-A

6. Training on the job

Train for employee to reduce variation Encourage staff to learn from one another, and provide a

culture and environment for effective teamwork.

7. Implement leadership

Supervisor and managers to understand workers processes Provide support and resources for every staff move towards

quality improvement

8. Eliminate Fear

Every workers know that the goal is to achieve high quality by doing more things right

Leaders must approachable and work with team

9. Barrier between departments

Make internal customer concept to recognize each departments or function

Cross functional team work to build good understanding

10.  Rid of unclear slogans

Workers must know what is top management want Appreciate workers to outline expectations

11. Eliminate management by objectives

Look at the process that production targets encourage high output and low quantity

Provide support and resources so that production levels and quality are high and achievable.

12. Remove barriers

Allow everyone to take pride in their work without being rated or compared.

Don’t make workers compete with other workers for monetary or other awards. Over time; the quality system will naturally raise the level of everyone's work to an equally high level.

13. Implement education and self-improvement

Improve the current skills of workers Encourage worker to learn new skills to prepare for future

changes and challenges.

14. Make "transformation" everyone's job

Improve your overall organization by having each person take a step toward quality.

Use effective change management principles

2.2.2 THEORY OF PHILIP CROSBY: DO IT FIRST TIME AND ZERO DEFECTS

Philip Crosby (1979) defined the quality as the conformance to the

requirements which the company itself has established for its products based upon

the customers’ needs. Based on him research believed that workers should not be the

prime responsible for the poor quality, in fact Management set the standard of quality

and workers follow them therefore the initiative comes from the top. Most companies

have systems that allow deviation from actual requirement. The cost that they spend

on doing the wrong things right in subsequent chances is 20% of their revenue in

manufacturing companies and 35% of operating expenses for service companies.

Principles of ZERO defects stated as:

Quality is conformance to requirements-Every product has a

requirement according to customer needs .If these requirement achieved

by the product when comes to use of the customer then this product

categorize as the quality product. Hence if a product meets the

requirement of the customer then it conformers the quality of the

product, no matter how costly it is.

Defect prevention is preferable to quality inspection and correction- It

is better to prevent the defect at its origin rather to inspect it in the

process and then correct it.

Standard of Quality is always being ZERO DEFECT, not close enough-

The product is not acceptable and categorize as under quality product.

2.2.3 THEORY OF JOSEPH M.JURAN-QUALITY TRILOGY

Juran (1928) had written a pamphlet entitled "Statistical Methods Applied to

Manufacturing Problems." By the end of the war, he was a well-known and highly-

regarded statistician and industrial engineering theorist. It was his time with NYU

and the AMA which allowed for the development of his management philosophies

which are now embedded in the foundation of American and Japanese management.

His classic book, the Quality Control Handbook, first released in 1951, is still the

standard reference work for quality management ideas: The following figure 2.2

outlines the major points of Dr. Juran's quality management ideas:

Figure 2 2: DR.JURAN’S QUALITY TRILOGY

2.2.4 THEORY OF KAORU ISHIKAWA: ONE STEP FURTHER

Kaoru Ishikawa (1985), wanted to change the way of people think about

work. He motivates managers to resist becoming content with merely improving a

product's quality, insisting that quality improvement can always go one step further.

According to Ishikawa, quality improvement is a continuous process, and it can

always be taken one step further. With his cause and effect diagram (also called the

"Ishikawa" or "fishbone" diagram). By pinpointing root problems, this diagram

provides quality improvement from the "bottom up." Dr. W. Edwards Deming is one

of Ishikawa's colleagues which adopted this diagram and used it to teach Total

Quality Control in Japan as early as World War II. Both Ishikawa and Deming use

this diagram as one the first tools in the quality management process.

2.3 PAST STUDIES

Some studies which are carry out to study on Quality awareness level among

employees.

2.3.1 Identify Critical Success Factor of Quality Control at Eastool Precision

Sdn.Bhd by Chan Sau Tien (2014)

One of the thesis of Identify Critical Success Factor Of Quality Control At

Eastool Precision Sdn.Bhd, severely mentioned that Quality control increasing by

seen as a tool to enhance organization competitive advantage. Organization of

Eastool Precision facing failure to delivery good quality products it’s due to high

rejected parts. After survey with identify 8 factors (customer, reward,

recommendation / information, employee, management, improvement, planning and

objective) which been conducted by having 30 respondents from the executive level.

Realize most influencing factor which affecting effectiveness of quality standard in

organization is the “customer”. The organization of Eastool Precision must identify

internal and customer requirement in order to improve the yield and quality

efficiency. Hence, recommended Eastool Precision management to find out the way

to educate its staff by arrange seminar or campaign to building motivating through

repetitive communication and encouragement to employees for quality improvement

to be more efficiency and successfully.

2.3.2 Quality Awareness Level at Seagate International (Johor) Sdn.Bhd by

Palpani (May 2014)

This research done on FG department among packing operator, leaders and

supervisor due to past 12 months encountered loose bagging issue contributing

averagely more than 6% rejection of monthly inspection. After established

questionnaire that consist of Quality awareness and job knowledge were proceed for

survey with 30 respondents. Overall mean are rated 4.01 for Quality awareness as

well as 3.80 for job knowledge. Thus, to sustain the quality awareness level, re-

classifying individual responsible on quality policy and define individual

expectation. Management commitment is important to and used appropriate channel

to convey down information. Engage meeting regularly with related department and

conduct employee training such as recertification, quiz, training need analysis (TNA)

and Rewards & Recognition to encourage each of employee to perform better. Head

of department require providing good support to ensure the above say activity carry

one as well.

2.3.3 Total Quality Management (TQM) For Organization

In an article Richbell S. and Ratsiatou I,(1999), clearly indicated “for

organization to successfully implemented TQM, a total change of the prevailing

attitude and culture is required and must descent from top management to the

employees at the shop floor and it must be permanent, consistence and visible. In

addition, the TQM program must correspond to the company’s policies and

strategies”.Richbell and Ratsiatou conducted a research that shows how an explicit

and common goal (vision) could lead to the successful implementation of TQM

program.

This research was conducted in the subsidiary of an American Air Freight

multinational based in Greece. They found out that beside an explicit goal, other

factors too contributed to the success of the TQM program. These factors include;

effective communication and full employees involvement-shop floor employees

attend meetings that is aimed at encouraging them to make significant contributions

on how to improve quality in the company, this was termed “listening culture”

(means to get employees view).Commitment of employees-despite the fact that

employee’s influence on decision-making was limited, they were still able to show

full commitment. Clear goals and involvement in decision making could motivate

employees to commit wholly to the program.

One of the researches carried out by Mann and Kehoe has also confirmed the

positive impact of quality activities on business performance. Total Quality

Management to improve the relationship between supplier, processes people results,

policy deployment and customer relationships. Statistical Process Control (SPC)

primarily improved processes through improved process control, reduced quality

costs, increased operator involvement and employee morale. Taguchi methods were

work out to shortened experimentation time, increased product knowledge and

improved products quality. International standard Organization ISO 9000 are

providing a structure and framework for Total quality management, encouragement

of suppliers to become approved and selected by many customers. (Mann and Kehoe,

1994; Tammaru 2000)

A study by Maani et.al.structural comparison exhibiting was used to the test

the relationships between typical measures of quality, such as scrap, rework / sorting

and customer feedbacks, process operation and output, manufacturing performance

and overall business performance. Research was conducted among New Zealand

manufacturing firms. They found strong links between quality improvements and

process operation. Another link were also found between quality factors and

manufacturing performance. For overall business performance indicators, a little bit

weaker but statistically significant links were found between quality and return on

sales measures. Links with return on assets and market share were less significant.

( Maani et.al.1994 ; Tammaru 2000 )

CHAPTER 3

METHODOLOGY

3.1 DATA COLLECTION METHOD

For my research, there are two types of data will be utilized such as primary

data and secondary data which related to the research. Primary and Secondary data

will be used over here to complete my project. Primary data will be consisting of

questionnaire as to derive accurate data, whereas Secondary data will be retrieving

from such as books, several techniques have been utilized in the data collection

process that is the collection of primary data in order to get a more accurate data with

high reliability and trust. All the research questions can be answered by the collected

data.

3.1.1 PRIMARY DATA

This data can be referred to as first hand data because it is collected mainly

for the set research purpose. This type of data often helps to give appropriate answers

to research questions.

According to Ghauri and Gronhug (2005), people’s behaviors can hardly be

learnt about without asking questions directly of the people involved. Hence, for the

purpose of our thesis, primary data will be collected by communication via

questionnaires which we will administer personally. We intend to rely more on

primary data since our research is about people’s attitude, intentions and buying

behaviors for a particular brand as this will also help us to know more about the

reason behind consumer behavior’s and management decision.

The research methodology of the thesis work is combination of secondary

data and primary data. Secondary data were collected from journals, articles and

books using the school library and internet. The primary data were gathered using

communication with the use of questionnaires. Questionnaires were distributed

personally. We rely more on the primary data since our research work is about

people’s attitude, intentions and buying behaviors for a particular brand. This we

believe we help us know more about the reasons behind consumer’s behavior and

management decision.

Primary data is main source which is used a technic is adapted to obtain The

data – questionnaire. The primary data are the collected data that are based on a

questionnaire which distribute to the sample of the target group. Through this

quantitative method, the information on respondent’s demographic for example

gender, age level and ethnicity can also be made.

3.1.2 SECONDARY DATA

According to Ghauri and Gronhug (2005,91) , this can be referred to as

information collected by others for certain purposes that can be different from that of

a researcher who intends to use the same information. These types of data can also be

called second hand data due to the fact that they were not collected for a particular

purpose but can be of importance to several researches that different time. Ghauri

and Gronhug(2005,p.100) states that secondary data can be gathered from both

internal and external sources. These internal sources data are being collected from

staff and superior level.

For this study, secondary data were gathered from books, journals, electronic

thesis and articles. This data is important to support and enhance the information of

research. This type of data can also be gathered from online sources which may

include web pages of government organizations, companies, symposium, seminar

etc. Secondary data therefore saves time as well as money, it helps to better

understand and explain our research problem. In this research, the researcher can

search some secondary data which relate to theory, definitions, facts, statistics,

reports and opinions from the earlier studies which had been carried out. From this

information, researcher can develop the proposed research structure and form the

relationship between the factors and perspective with the customer satisfaction. The

secondary data can be easier to obtain and cheaper compared to primary data. In

addition, the data from secondary data can assist in supporting the researcher in

proffering conclusion.

3.2 POPULATION AND SAMPLING METHOD

As stated by Bryan and Bell (2003) cited by Ghauri and Gronhug ( 2005) , a

focus is “a small group of people interacting with each other to seek information on a

small number of issues” . We acknowledge the fact that a focus group is powerful

way of testing new ideal and evaluating services. Ghauri and Gronhug (2005) also

stated that a focus group should consist of a small number of people usually between

six to ten people because it is too small or too larger it might be ineffective. All

information acquires from the sample will be applied to draw the conclusion,

explanation, and results on the whole population of research.

The method of simple random sampling is used. However, it uses judgments

sampling frame since this study is only focus on Awareness of Quality in N.K

Rubber with 30 respondents.

3.3 RESEARCH INSTRUMENTS

A structured and the purpose of the questionnaires are constructed to indicate

about Quality awareness level among staff and find out the root cause of high

rejection rate. The data collection and analysis will be directed to Production side

employees included staffs. Questionnaires used for quantitative data and book

material used for qualitative data. Questionnaires prepared as to target on Quality

awareness level among staff and factors of high rejection rate.

Table 3.1: Questionnaire Structure

SectionTypes of

Question

Number Of

Questions

Total Of

Questions

ADemography

Information 1- 5 5

BQuality

Awareness6 - 15 10

CFactors of High

rejection rate16 - 30 15

3.3.1 SECTION A: DEMOGRAPHIC INFORMATION

This section contents five parts which include of gender, age, and race, level

of position and years of service.

3.3.2 SECTION B: TO STUDY ABOUT THE QUALITY AWARENESS

LEVEL AMONG STAFF’S

In this Section B, there were 10 questions have been asked. The questions

were towards to Quality awareness level among staffs.

3.3.3 SECTION C: TO FIND ROOT CAUSES OF HIGH REJECTION

RATE

In this Section C, there were 15 questions have been asked. The questions

were towards root causes of high rejection rate.

Table 3.2: Scale

Level Of Preparation Score

Strongly Disagree 1

Disagree 2

Neutral 3

Agree 4

Strongly Agree 5

3.4 DATA ANALYSIS

Data analysis is a process which explaining the raw data that get from

questionnaire into an interpretation statement and derive conclusion at the end of the

research. The data which obtained from questionnaire had been analyses by using the

method of quantitative.

3.4.1 DESCRIPTIVE ANALYSIS

In this study, descriptive analysis is used to interpret the mean, frequency

and percentage. Analysis results had been illustrated in the form of table, chart and

diagram. Mean can be obtained by the using of formula (4). Xi indicates the

observations (X1, X2, X3…Xn) whereas the n represents the number of sample

taken (sample size). This type of statistic can explain the overall results of research,

give the clear and easier to understand results and suitable to the primary data which

had been collected.

From that, the answers of respondents are interpreted into three categories by

using the score from Likert Scale. The categories are low, moderate and high with

the variance study the first objective in this research. The mean score level is shown

in Table 3.3.

Table 3.3: Mean Score Level

Mean Variance Level

1.00 – 2.33 Low

2.34 – 3.67 Moderate

3.68 – 5.00 High

MEASURES OF CENTRAL TENDENCY

There are ways of describing the central position of a frequency distribution

for a group of data. In this case, the frequency distribution is simply the distribution

and pattern of marks scored by the 100 students from the lowest to the highest. We

can describe this central position using a number of statistics, including the mode,

median and mean.

CHAPTER 4

FINDINGS & DISCUSSION

4.1 Introduction

Chapter finding and discussion start with various Quality Awareness level,

responded in questionnaires. These questionnaires are consisting of 25 structured

questions which are demographic, Quality Awareness Level and also root causes of

high rejection rate.

4.2 Respond Rate

The questionnaires are distributed to total 30 respondents. A survey was

conducted through 25 questions in Questionnaires format. The targeted groups

(respondents) for this survey are staff from department Production, Quality,

Engineering and Sales & Planning who involve awareness of quality to reduce high

rejection rate.

4.3 Responded Profile Analysis

This initial portion which will be discuss about the respondents demographic

information in the questionnaire form. The demographic information that includes is

gender, age, years of service, race and level of position.

4.3.1 Gender

As can be seen in table 4.1, the respondents sample consisted of 12 males

(40%) and 18 females (60%).

Table 4.1: Gender

Gender Frequency Percentage

Male 12 40%

Female 18 60%

Male; 12; 40%

Female; 18; 60%

Gender

Figure 4.1: Gender

4.3.2 Age

In terms of age, none of respondents were below 20 years of age (0%), 13

respondents were between 21 to 30 years (43%), 17 respondents were between 31 to

40 years (57%) and been the highest age range, none of respondents were between 41

to 50 years (0%) and none of respondents were above 51 years of age (0%).

Table 4.2: Age

Age Frequency Percentage

< 20 years 0 0%

21 years to 30 years 13 43%

31 years to 40 years 17 57%

41 years to 50 years 0 0%

> 51 years 0 0%

21 years to 30 years43%31 years to 40

years57%

Age

< 20 years21 years to 30 years31 years to 40 years41 years to 50 years>51 years

Figure 4.2: Age

4.3.3 Race

In terms of race, found out that the majority of the respondents that the filled

complete questionnaire were Chinese 14 respondents (47%), followed by Malay 11

respondents (37%) and Indian 5 respondents (17%).

Table 4.3: Race

Race Total Respondents Percentage

Chinese 14 47%

Malay 11 37%

Indian 5 17%

Chinese; 14; 47%

Malay; 11; 37%

Indian; 5; 17%

Race

Figure 4.3: Race

4.3.4 Level of Position

Table 4.4 represents the level of position of respondents, 12 respondents are

from Supervisor level equivalent to 40%, 10 respondents are Officer (33%) and 8

respondents from Engineer level (27%).

Table 4.4: Level of Position

Level of Position Total Respondents Percentage

Supervisor 12 40%

Officer 10 33%

Engineer 8 27%

Supervisor; 12; 40%

Officer; 10; 33%

Engineer; 8; 27%

Level of Position

Figure 4.4: Level of Position

4.3.5 Years of Service

For the years of service, less than 1year categories, there are 3 respondents

(10%), 2 to 3 years categories 6 respondents (20%), 4 to 5 years 5 respondents

(17%), 6 to 7 years are 4 respondents (13%), 8 to 9 respondents are 5 respondents

(17%), and lastly more than 10 years there are 7 respondents (23%).

Table 4.5: Years of Service

Years of Service Total Respondent Percentage

< 1 year 3 10%

2 ~ 3 years 6 20%

4 ~ 5 years 5 17%

6 ~ 7 years 4 13%

8 ~ 9 years 5 17%

> 10 years 7 23%

< 1 year; 3; 10%

2 ~ 3 Years; 6; 20%

4 ~ 5 Years; 5; 17%

6 ~ 7 Years; 4; 13%

8 ~ 9 Years; 5; 17%

> 10 years; 7; 23%

Years of Service

Figure 4.5: Years of Service

4.4 Questionnaires Analysis

In this chapter, the results of the study will be presented. The chapter begins

with a brief background of the respondents, followed by the analysis of the data

collected from 30 respondents with using 25 questionnaire distributions.

4.4.1 Quality Awareness

This subsection analysis of Quality awareness among staff rating is as shown

in Table 4.6. From these 30 responses found that higher mean achieved is 4.73 “Good

team work and communication could solve Quality matter”.

Table 4.6: Section B Quality Awareness

Questions 1 2 3 4 5Total

RespondentsMean Stdev

Quality is important than Quantity

   2 7 21

30 4.63 0.61

6.70% 23.30% 70.00%

Quality management is important to the leadership and management of all organizations

   2 8 20

30 4.60 0.62

6.70% 26.70% 66.70%

Company quality policy need to understand by every employee and put effort to maintain and success in business

 

1 2 9 18

30 4.43 0.90

3.30% 6.70% 30.00% 60.00%

Continuous improvement towards quality product provide more businesses, increasing productivity and effectiveness

     

14 16

30 4.53 0.51

46.70% 53.30%

Monitor and analysis department quality objective achievement.

   

4 10 16

30 4.40 0.72

13.30% 33.30% 53.30%

Quality is important to meet customer satisfaction and requirement

   

2 7 21

30 4.63 0.61

6.70% 23.30% 70.00%

Conduct training towards Quality awareness and related to Quality

   4 20 6

30 4.07 0.58

13.30% 66.70% 20.00%

Quality is key saving to save money

    2 13 15 30 4.43 0.63

6.70% 43.30% 50.00%

Good quality save external and internal cost

   

1 9 20

30 4.63 0.56

3.30% 30.00% 66.70%

Good team work and communication could solve Quality matter

     

8 22

30 4.73 0.45

26.70% 73.30%

Overall Average 4.51

Table 4.7: Mean score Level

Mean Variance Level

1.00 – 2.33 Low

2.34 – 3.67 Moderate

3.68 – 5.00 High

Based on above data, the Quality awareness among staff is high which

average mean are 4.51. The score of each employee are disagree and above.

4.4.2 Root causes of high rejection rate

The table 4.8 highlights results obtained from questionnaires, showing

averages and standard deviations for each root causes of high rejection rate.

Table 4.8: Section C Root causes of high rejection rate

Root causes 1 2 3 4 5Total

RespondentsMean Stdv

Manpower

Lack of understanding about product criteria.

1

3.3%

3

10.0%

20

66.7%

6

20.0%30 4.03 0.67

No enough of training such as detectability test and on job training.

6

20.0%

8

26.7%

16

53.330 4.33 0.80

No understand about awareness of quality.

1

3.3%

13

43.4%

16

53.3%30 4.50 0.57

Machine No periodically maintenance activities carry out according to the schedule provided whether weekly or daily.

1

3.3%

3

10.0%

26

86.7%

30 3.83 0.46

No proper guideline to supervisor on machine setting.

1

3.3%

4

13.3%

21

70.0%

4

13.3%

30 3.90 0.76

Inconsistent level of tooling and machine temperature.

13

43.3%

17

56.7%

303.57 0.50

Method

Operator perform job according to working experience and own checking standard.

6

20.0%

13

43.3%

17

56.7%30 3.57 0.50

No follow work instruction.5

16.7%

9

30.0%

16

53.3%30 4.37 0.76

No use jig and specific equipment to control the product specification / checking criteria.

1

3.3%

7

23.3%

16

53.3%

6

20.0%30 3.90 0.76

Environment

No 5s activity conduct at work station especially in production area.

2

6.7%

2

6.7%

16

53.3%

10

33.3%30 4.13 0.82

No properly cover the raw part / material which are easily stick with environment dust.

1

3.3%

1

3.3%

2

6.7%

13

43.3%

13

43.3%30 4.20 0.96

No monitoring on environment temperature / humidity for specific product which has requested by customer.

1

3.3%

1

3.3%

8

26.7%

16

53.3%

4

13.3% 30 3.70 0.88

Measurement

Equipment’s which are used for measurement no calibrated by certified supplier according to the range provided.

1

3.3%

4

13.3%

14

46.7%

11

36.7%30 4.17 0.79

No action taken for the parts which are facing dimension issue.

1

3.3%

1

3.3%

5

16.7%

12

40.0%

11

36.7%30 4.00 1.02

No first article / first piece inspection conduct to ensure product specification whether meet customer drawing spec.

1

3.3%

1

3.3%

6

20.0%

10

33.3%

12

40.0%30 4.03 1.03

Overall Average 4.06

Table 4.9: Mean score level

Mean Variance Level

1.00 – 2.33 Low

2.34 – 3.67 Moderate

3.68 – 5.00 High

Based on above data, the root cause of high rejection rate is high which

average means 4.06. The score of each respondent is strongly disagree and

above. In summary, the root cause of high rejection rate cause by manpower is

very high which mean are 4.50 “No understand about awareness of Quality”.

4.5 Conclusion

Upon go through on 25 Questionnaires which are response by 30

respondents encountered that, good team work and communication between

staffs could solve any kind of Quality matter. The main root causes of high

rejection rate it’s due to current manpower in every production are really no

alert and understand about awareness and concept of Quality in daily job

performance.

REFERENCES

http://www.merriam-webster.com/dictionary/quality

https://en.wikipedia.org/wiki/Quality_management

http://www.investopedia.com/terms/q/quality-control.asp

http://www.bexcellence.org/What-Is-Quality.html

https://en.wikipedia.org/wiki/Quality_management_system

PHILIP B. CROSBY From Philip B. Crosby, Qulality is Free (NewYorkc McGraw-Hll Book Co., 1979), p. 7.

From Deming, W. Edwards, Out of the Crisis, 14 Points, pages 23-24, © 2000 Massachusetts Institute of Technology, by permission of The MIT Press.

http://shakehandwithlife.blogspot.com/2011/11/demings-system-of-profound-knowledge.html

Identify Critical Success Factor of Quality Control at Eastool Precision Sdn.Bhd by Chan Sau Tien (2014)

A Study of Quality Awareness Level at Seagate International (Johor) Sdn.Bhd by Palpani (May 2014)

Empirical Study of Quality Awareness in Estonia, Estonian Quality Awards Effectiveness and Benchmarking of Results with Denmark Author: Andre Põlm 2007

https://www.globalqualityvillage.com/qmprinciples.php

Impact of Quality Circle Towards Employees & Organization A CASE STUDY 1Mr. Rajesh Chaudhary, 2Mr. Lalit Yadav 1(M. Tech IV Semester) Assistant Engineer 132 KV G.S.S. RVPNL, Hameergarh Distt. Bhilwara (Raj.) India. 2Asstt. Professor, Department of Mechanical Engineering, Mewar University, Gangrar Distt. Chittorgarh (Raj.) India

APPENDIX

Questionnaires

Survey Form for Quality Awareness & Factors of Influence high rejection rate.

The following questions focus on this area. Please read and carefully answer as accurately as possible.

Your response will be kept strictly confidential. Thanks for your cooperation

Section A

Demography – Please mark (/) the category that is most appropriate

1 GenderMale  

Female  

2 Age

< 20 years  21 years to 30 years  31 years to 40 years  41 years to 50 years  

> 50 years  

3 RaceMalay  

Chinese  Indian  

4 Level Of PositionOperator  

Leader  Supervisor  

5 Years Of service

< 1 year  

2 ~ 3 years  4 ~ 5 years  6 ~ 7 years  

Section B: Quality awareness level among staff’s

To what extent do you agree or disagree each of the following

statements

No Factors Strongly DisagreeDisagre

e NeutralAgre

e Strongly Agree

6Quality is important than Quantity          

7

Quality management is important to the leadership and management of all organizations          

8

Company quality policy need to understand by every employee and put effort to maintain and success in business.          

9

Continuous improvement towards quality product provide more businesses, increasing productivity and effectiveness          

10Monitor and analysis department quality objective achievement          

11Quality is important to meet customer satisfaction and requirement          

12Conduct training towards Quality awareness and related to Quality          

13Quality is key saving to save money          

14Good Quality save external and internal cost due to poor quality          

15Good team work and communication could solve Quality matter          

Section C: Root Cause of High Rejection Rate

To what extent do you agree or disagree with each of the following

statements.

No Cause Root Causes

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

16

Manpower

Lack of understanding about product criteria.          

17

No enough of training such as detectability test and on job training.          

18

Poor awareness towards Quality.        

19

Machine

No periodically maintenance activities carry out according to the schedule provided whether weekly / monthly.          

20

No proper guideline to supervisor on setting machine.          

21

Inconsistent level of tooling and machine temperature.          

22

Method Operator perform work according to experience and own checking standard.          

23

No follow the work instruction.          

24

No use jig and specific equipment to control the product

         

specification / checking criteria.

25

Environment

No 5S activity conducts at work station especially in production area.          

26

No properly cover the raw part / material which is easily stick with environment dust.          

27

No monitoring on environment temperature & humidity for specific product which is requested by customer.          

28

Measurement

Equipment which is use for measurement no calibrated by certified supplier according to the range provided.          

29

No action taken for the parts which are facing dimension issue.          

30

No first article / first piece conduct to ensure the product specification according to drawing spec.