PROJECT ON CUSTOMER SATISFACTION SURVEYS AT FEDERAL MOGUL GOETZE (INDIA) LTD, LTD, BAHADURGARH, PATIALA. SUBMITTED BY : JATIN SHARMA ROLL NO. 1277!1 MBA REGIONAL INSTITUTE OF MANAGEMENT " TECHNOLOGY MANDI GOBINDGARH
PUNJAB TECHNICAL UNIVERSITY 2#12$2#1%
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AC&NO'LEDGEMENT Concentration, dedication, hard-work & application are essential but not the only factors to achieve the desired goal. All these are supplemented by guidance, assistance & co-operation of people to make it success. Every complete, successful assignment is the result of many hands joined together. t is a matter of pride and privilege for me to ade!uately e"press my deep indebtedness and thanks to my project guide #s. $uman Arora%#anager-'( for his valuable guidance, co-operation and constant inspiration. take the opportunity to e"press my gratitude to #r. $anjay who took pains to see that get all facilities re!uired for my project work and enlightened me about real working of organi)ation. acknowledge my thanks to all the other staff members, who directly or indirectly helped me in completing this project. *astly, how can forget to owe my indebtedness to my parents who provided moral support as well as ade!uate finances during the course of my studies.
+A $A'#A
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AC&NO'LEDGEMENT Concentration, dedication, hard-work & application are essential but not the only factors to achieve the desired goal. All these are supplemented by guidance, assistance & co-operation of people to make it success. Every complete, successful assignment is the result of many hands joined together. t is a matter of pride and privilege for me to ade!uately e"press my deep indebtedness and thanks to my project guide #s. $uman Arora%#anager-'( for his valuable guidance, co-operation and constant inspiration. take the opportunity to e"press my gratitude to #r. $anjay who took pains to see that get all facilities re!uired for my project work and enlightened me about real working of organi)ation. acknowledge my thanks to all the other staff members, who directly or indirectly helped me in completing this project. *astly, how can forget to owe my indebtedness to my parents who provided moral support as well as ade!uate finances during the course of my studies.
+A $A'#A
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PREFACE #anagement is a vital function with all aspects of the working of an enterprise and hence a course in business administration has become a sort of prere!uisite for a successful career in todays dynamic business environment. heories on management aim at establishing the best way of doing things undyingly the situational needs determine their mode of application. Effective management is always always a situat situation ional al managem management ent.. $o a studen studentt undergo undergoing ing a postgr postgradu aduate ate program in management needs to be e"posed to the realities in the field, which puts to the test of classroom learning. he project report related to C/$0#E' C/$0#E' $atisfactio $atisfaction n was prepared at 1ederal #ogu #ogull 2oet 2oet)e )e %nd %ndia ia(( *imi *imite ted, d, 3ati 3atial ala. a. he he field field of ' mana manage gemen mentt has has undergone many changes and the management re!uires data of the Customer s4workers of any company. herefore the presentation of proper records has become for the further growth and diversification of the company. o sum up, in this humble e"ercise an effort has been made to learn about the C/$0#E' $atisfaction $atisfaction of a reputed reputed and esteemed automobile parts company %1ederal #ogul 2oet)e ndia *imited( with the hope that it will be useful for my career in the field of management, and further add to my knowledge.
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TABLE OF CONTENTS. S. NO.
DESCRIPTION
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FEDERAL$ MOGUL CORPORATION
1ederal-#ogul Corporation is a leading global automotive supplier based in $outhfield, #ichigan, /$A. 1ederal-#ogul Corporation is an innovative and diversified D9. billion global supplier of !uality products, trusted brands and creative solutions to manufacturers of automotive, light commercial, heavy-duty and off-highway vehicles, as well as in power generation, aerospace, marine, rail and industrial. he =B,BBB people of 1ederal-#ogul located in <9 countries drive e"cellence in all they do. 1ederal #ogul is a premier supplier of products, services and solutions to original e!uipment manufacturers that use !uality components in their vehicles and automotive systems, and to aftermarket customers who sell companys worldrenowned brand-name replacement parts through repair shops and retail outlets. As partner with a global network of suppliers whose commitment to e"cellence and on-time delivery is crucial to company success. 1or more than a century, 1ederal #ogul has developed the innovative products, which customers need to produce the ne"t generation of vehicles. 1ederal-#ogul has been creating value through innovation and leading technology for more than 8BB years. oday, the company is a key player in the global marketplace, serving industries that range from automotive and commercial vehicles to railroad and aerospace. Customers know they can rely on 1ederal-#oguls !uality e"cellence in products, trusted brands and creative solutions. he company utili)es its engineering and materials e"pertise, proprietary technology, manufacturing skill, distribution fle"ibility and marketing power to deliver !uality products and services, and leading brands. 1ederal-#ogul is focused on driving global profitable growth and creating value to satisfy customer, Customer and stakeholder e"pectations.
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FEDERAL MOGUL GOETZE (INDIA) LTD. BAHADURGARH, PATIALA
2oet)e %( *td., ahadurgarh, 3atiala was set up in 86= with the collaboration of #4s. 2oet)e erke, 2ermany which started its production of 3iston 'ings for automobile industry in 86;. he plant is situated at ahadurgarh, about kms. from 3atiala on the 3atiala-'ajpura 'oad. Considering the need of complete 3iston assembly, Escorts *td. ventured into manufacturing of 3istons in 86> with the collaboration of #4s. #ahle 2mb, 2ermany, which delivered the ndian automobile industry its 3istons in 89B. Escorts entered in collaboration with #4s. $/F0 2mb, 2ermany for 3iston 'ings in 89; and manufacturing started in 89>. o meet the increasing demand of market, in 8;;, a parallel unit for manufacturing 3istons and 3iston 3ins was set up in angalore. 1rom 8 0ctober 89, Escorts *td. entered into joint venture with #4s. #ahle 2mb, 2ermany with the formation of the new company Escorts #ahle *td. in 8>, 2oet)e also became a part of 1ederal #ogul, a well-known group of /$A. n +une :BBB, both Escorts #ahle *td. and 2oet)e have become G$-BBB certified companies.
6
he present capacity of the plant is :>6.B lacs nos. 3iston 'ings and 6:.9> lac nos. 3istons %on
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FEDERAL$MOGUL GOETZE (INDIA) LIMITED 1ederal-#ogul 2oet)e %ndia( *imited was established in 86= as a joint venture with 2oet)e-erke of 2ermany. 2oet)e-erke of 2ermany is now owned by 1ederal-#ogul Corporation, a D9.< billion global company and one of the leading manufacturers of automotive components in the world. 1ederal-#ogul 2oet)e %ndia( *imited is #anufacturer of world-class pistons, piston rings, sintered parts and cylinder liners covering a wide range of applications including two4three-wheelers, cars, $/?s, tractors, light commercial vehicles, heavy commercial vehicles, stationary engines and high output locomotive diesel engines. he most modern production facilities at angalore, 3atiala and hiwadi are certified $ 89=, $08=BB8 and 0$A$ 8>BB8. P*+-/0+ C30/4:
3iston rings 3istons
6=.9 #illion 8<.6; #illion
T-*+56*:
Apr B9 - 5ec B9
' =6BB #illion
N6/ P*+0/ (/6* /8):
Apr B9 - 5ec B9
' %9<.8=( #illion
P*+-/ R96:
pistons, piston rings, cylinder liners, light alloy castings, sintered products L+/0+ + +*90/0+;< =6>-*/6*<: F66*$M+9- G+6/6 (I0) L0?0/6
A-:94<, #ohan Co-operative ndustrial Estate #athura 'oad, ew 5elhi-88BB==. P=+6 N-?@6*: H8 88 =8=;9BB C+?34 L+9+ :
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MISSION OF THE COMPANY
I$teadily moving towards leadership with piston with vision strategy seeing it as the best way to leaders in businessJ
VISION OF THE COMPANY
Io be one of the worlds leading automotive solutions providerJ
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MILESTONES 1% ncorporated as a +? with G+6/6 '6*6. 17 'ing & liner production. % P/0 ( 1! 3iston production as escorts. %Automotive 5ivision( %CollaborationK#ahle(%P/0) 1# Cast iron 4 1orged piston production started. %P/0) 1! 3ins 4 ring carrier production started. % P/0 ( 177 3iston 4 ring production started. % B9+*6) 1!2 $teel rings 4 *arge bore locomotive piston. % B9+*6 ( 1! *ight alloy products. % P/0) 1! Auto thermic pistons production. % B9+*6) 1# #oly coated 4 FA 4 chrome oil rings. % P/0) 12 *arge bore rings 4 pistons for battle tanks. % B9+*6( 1 Escorts %Automotive 5ivision( hived off into joint venture with MS M=6, G6*?4 17 G+6/6 TP (I0) L/. - #anufacturer of steel rings 2##1 #erger of F66*$M+9- <0/6*6 3*+-/< L/. 0/= G+6/6 (I0) L/. 2## #erger of Escorts 30
has been appointed as #anaging 5irector & C10. 10
MANAGEMENT
B+* + D0*6/+*< D6<09/0+
N?6
Chairman & 5irector K -
#r. F.. $ubramaniam
#anaging 5irector & 3resident K-
#r. +ean umbert *ouis de
hole ime 5irector & C10 K -
#r. 'ustin 'ay #urdock
5irector K -
#r. 'ainer +ueckstock
5irector K -
#r. #ukul 2upta
C+*3+*/6 L66*<
hole ime 5irector & C10 K-
#r. 'ustin 'ay #urdock
E"ecutive 5irector 7 0perations K -
#r. Andreas Folf
1inancial Controller & Company $ecretary K -
#r. 'ajan *uthra
ead - nformation $ystems K -
#r. 3eter #iller
ead 7 AE H '&5 K-
#r. $23 aidu
ead 7 Guality K-
#r. 'ajesh $inha
ead - 0riginal E!uip. $ales K-
#r. #ahesh +oshi
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MAJOR CUSTOMERS OF THE COMPANY PASSENGER CARS " JEEPS
•
industan #otors *td. 3remier Automobiles *td.
•
#ahindra & #ahindra *td.
•
#aruti /dyog *td.
•
elco
•
BI$'HEELERS
•
ajaj Auto *td. Escorts @amaha *td.
•
Finetic Engineering *td.
•
?$ $u)uki *td.
•
#ajestic Auto *td.
•
$cooters ndia *td.
•
deal +awa %( *td.
•
*ohia #achines *td.
•
TRACTORS
•
Eicher ractors *td. #ahindra & #ahindra *td.
•
Escorts *td. %5(
•
Escorts *td. %1armtrac 5ivision(
•
# *td.
•
COMMERCIAL VEHICLES (LCV;< " MCV;<)
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•
elco
DEFENCE •
?ehicles 1actory, +abalpur
COMPRESSORS •
elco
STATIONERY ENGINES
Firloskar 0il Engines *td.
EPORT DESTINATION
•
5ubai
•
angladesh
•
$ingapore
•
Egypt
•
#auritius
•
/.$.A
•
2ermany
•
epal
•
$ri *anka
•
/ganda
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COLLABORATIONS •
GERMANY o o
•
JAPAN o o o
•
o
+C %2oet)e( 1ord
USA o
•
@amaha Fayaka #ikni
U& o
•
1aun Class
/2E$
FRANCE o o
osch 5ynapal
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FEDERAL$MOGUL BRANDS • • • • • • • • • • • • • • • • • • • • • • • • • •
Abe" AE AC0 Atlas eral Carter Champion 5/'0 1el-pro 1erodo 13 5iesel 2lyco 2oet)e #etafarmr #oog ational ecto ural 3ayen 3oralr 3recision 'aimsa $ealed 3ower $peed-pro agner rake 3roducts agner *ighting
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ORGANISATION STRUCTURE
CHAIRMAN
EECUTIVE DIRECT VICE =0*?
CHIEF (plant Services)
CHIEF (Man!actrin")
CHIEF (Finance)
MANAGERS S%&FF
S' S%&FF *+,-E,S
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CHIEF (St#res)
CHIEF ($ers#nnel)
PRODUCT MANUFACTURED AT FEDERAL MOGUL GOETZE (INDIA) LTD. BAHADURGARH, PATIALA PLANT
PISTONS
1ederal-#ogul 2oet)e ndia has state-of-the-art test bed facilities, design facilities for products and dies and tooling with CA543'0-E. P*+-/0+ C30/4: 1 ?00+ 30
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A330/0+< • • • • • • • • •
i-wheelers Cars $/?s ractors *ight commercial vehicles eavy commercial vehicles eavy output locomotive diesel engines $tationary engine ndustrial
C+/09< • • • • •
2raphite in 3hosphating Anodising #oly coating
P*+-/< <-0/@6 +* • • • • •
= stroke engines : stroke engines 2asoline engines 5iesel engines C2 engines
F6/-*6< • • • • • • • •
Autothermic Autothermatic 'ing carrier 4 Alfin 5ouble C.. grooves 1orged Articulated $teel cap pistons 3istons with cooling coil 18
• •
hin-walled pistons for cars hin-groove pistons
PISTON RINGS
G+6/6 30
design facilities for products, tooling with CA543'0-E42*5E $01 and test bed facilities. 1ederal-#ogul 2oet)e ndia is dedicated to developing new technologies and continuously improving its products. P*+-/0+ C30/4: ?00+ *09< 36* -? P*+-/ R96: #?? /+ ##?? 0?6/6* G+6/6 ?-/-*6< 06 *96 + 30
i-wheelers ractors 3assenger cars & $/?s Commercial vehicles %C?s, #C?s & *C?s( *ocomotive engines $tationary engines ndustrial
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C+/09 O R-09 S-*6 • • • • • •
Chrome ceramic plated rings %CF$( #olybdenum coated rings 3lasma filled rings $emi-inlaid rings 1erro" filled rings Chrome plated rings
Chrome 3lated 'ing -'ing with Cr plated 3eriphery
" ype E"pander & Cr 3lated 'ails
F6/-*6< • • • • • • • • • • • •
hin rings made from $2 iron Asymmetric profile rings $pecially honed chrome rings *ower sharp edge rings 'everse torsion rings Conformable chrome oil rings Feystone apier itriding 5rilled hole oil ring nterrupted cut arrow land
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CYLINDER LINERS
F66*$M+9- G+6/6 I0 manufactures wet and dry cylinder liners with
honnong and sleeves for bi-wheeler applications for its !uality conscious customers. A330/0+< • • • • • •
i-wheelers Cars ractors *ight commercial vehicles eavy commercial vehicles $tationary engines
P*+-/0+ C30/4: #. ?00+ 06*< 36* -? P*+-/ R96: # ?? /+ 12# ?? 0/6* 0?6/6* F6/-*6< • • •
hin-walled 3lateau honed ith and without flanges
C+/09 •
3hosphating
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TIMINGS he factory runs round the clock in three shifts, namely- #orning, Afternoon and ight.
TIMINGS SHIFTS
9.
#orning $hift Afternoon $hift ight $hift
H+656* /=6 N+$3*+-/0+ 63*/?6/ +*< 0 G66* S=0/. (F*+? .?. /+ 3.?.).
22
LOCATION OF DEPOTS
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ORGANISATION OF FEDERAL MOGUL GOETZE (INDIA) LTD.
ORGANISATION GOALS he company has laid down for itself goal of improving the IvalueJ to the customers throughK 8. LEADERSHIP: o maintain leadership in following categoriesK#arket shareK to maintain its status as brand leaders in the country for 3iston and 3iston 3ins. 3roduct 5evelopmentK o develop 3iston and 3iston 3ins for all new applications as identified. echnology: moderni)ation and up gradation of technology to the latest improvements to meet customer re!uirements. 2. CUSTOMER SATISFACTION:
t shall strive to achieve customer satisfaction rating more than BM. . TECHNICAL REUIREMENT:
3roducts are manufactured as per specifications based on 5 4 +$ 4 $ 4 #A*E 0'#$ 4 $/F0 0'#$ as also against customers specific re!uirements. %. UALITY:
o improve !uality consistently through !uality assurance and process control. . DELIVERY:
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o strive to achieve 8BBM on time delivery as per customer re!uirements
. ENVIRONMENT AND SAFETY:
1#2 is fully aware of its environment and social responsibilities. o keep the environment healthy, several measures like smoke precipitators, effluent treatment plant, plantation programs etc. have been adopted. 3ollution control methods adopted by the company have been approved by the Central 2ovt. 3eriodic checks and regular training is conducted to ensure safety. 7. MEDICAL FACILITIES:
Company takes a lot of interest in the e"tra curricular activities like medical programs and rural development programs etc. he company has its own medical centre as well as a heart institute and research centre, where Customer s get treatment on reimbursement basis.
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ORGANISATION SET UP
he organi)ational set up of the following departments is studied in detailK 8. ' 5epartment :. 1inance 5epartment <. 3urchase and $tore 5epartment =. 3roduction 5epartment
HR DEPARTMENT
' department advises the management on all matters relating to ' administration. he top management takes into account its advice before arriving at final decisions on human resources and administrative matters. ' 3olicies in 1E5E'A* #02/* 20ENE %5A( *#E5 have been divided into three partsK a( ' 1/C0$ to encourage the adoption and utili)ation of latest
methods and techni!ues in areas of manpower planning and development and keeping avenues of promotion open to Customer s. b( 3'0?$0 01 C0##/CA0, 'A2 A5 E*1A'E #EA$/'E$, C/$0#E' C0##/CA0 so that Customer s contributes their best to companys objectives and also get opportunities for advancement and self-development. c( 5/$'A* 'E*A0$ between employer and Customer so as to promote satisfactory relations by providing channels for upward and downward communication and establishing systematic procedure for redress.
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ORGANISATION CHART OF HR DEPARTMENT
Director HR
Deputy General Manager HR Manager HR& IR
Superiors
Assistant Manager Training
S-@+*0/6<
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C=06 '6*6 O06*
INTRODUCTION TO PROJECT. CUSTOMER SATISFACTION AND SURVEYS TO MEASURE CUSTOMER SATISFACTION Customer satisfaction is a measure of how happy workers are with their job and working environment. Feeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. here are many factors in improving or maintaining high Customer satisfaction, which wise employers would do well to implement. o measure Customer satisfaction, many companies will have mandatory surveys or face-to-face meetings with Customer s to gain information. oth of these tactics have pros and cons, and should be chosen carefully. $urveys are often anonymous, allowing workers more freedom to be honest without fear of repercussion. nterviews with company management can feel intimidating, but if done correctly can let the worker know that their voice has been heard and their concerns addressed by those in charge. $urveys and meetings can truly get to the center of the data surrounding Customer satisfaction, and can be great tools to identify specific problems leading to lowered morale. #any e"perts believe that one of the best ways to maintain Customer satisfaction is to make workers feel like part of a family or team. olding office events, such as parties or group outings, can help build close bonds among workers. #any companies also participate in team-building retreats that are designed to strengthen the working relationship of the Customer s in a non-work related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type of team-building strategy, with which many employers have found success. 0f course, few workers will not e"perience a boost in morale after receiving more money. 'aises and bonuses can seriously affect Customer satisfaction, and should be given when possible. @et money cannot solve all morale issues, and if a company with widespread problems for workers cannot improve their overall environment, a bonus may be !uickly forgotten as the daily stress of an unpleasant job continues to mount.
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f possible, provide amenities to your workers to improve morale. #ake certain they have a comfortable, clean break room with basic necessities such as running water. Feep facilities such as bathrooms clean and stocked with supplies. hile an air of professionalism is necessary for most businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. asic considerations like these can improve Customer satisfaction, as workers will feel well cared for by their employers. he backbone of Customer satisfaction is respect for workers and the job they perform. n every interaction with management, Customer s should be treated with courtesy and interest. An easy avenue for Customer s to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of Customer s, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. Customer satisfaction is often measured by anonymous C-
management, understanding of mission and vision, empowerment, teamwork, communication, and coworker interaction.
he facets of Customer satisfaction measured vary from company to company. A second method used to measure Customer satisfaction is meeting with small groups of Customer s and asking the same !uestions verbally. 5epending on the culture of the company, either method can contribute knowledge about Customer satisfaction to managers and Customer s. E"it interviews are another way to assess Customer satisfaction in that satisfied Customer s rarely leave companies.
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ADVANTAGES AND RIS&S Although there are distinct advantages to conducting regular Customer satisfaction surveys, there can also be risks. *isted here are some of the main advantages, considerations and the possible risks to conducting Customer satisfaction surveys.
ADVANTAGES
dentify 3roblems - $urveys are can be very effective in identify problems areas before they become serious, especially those that are hidden from senior management. orking Environment - 1rom something small like a broken chair to the more serious problem of sick building syndrome that can result in personnel e"periencing headachesO eye, nose, and throat irritationO a dry coughO dry or itchy skinO di))iness and nauseaO and difficulty in concentrating. $urveys allow environmental problems to be identified in a measured and controlled manner. 'emuneration & enefits - #easure and monitor how satisfied personnel are with their remuneration and benefits. #ood and #oralle - 3rovides a simple but effective method to measure and monitor the mood and moralle of an organi)ation. enchmark - n the same way that an organi)ation will consider their financial position by comparison with previous years, so the regular use of online surveys will allow an organi)ation to monitor and measure their progress and development in non-financial terms. 3rocesses & 3rocedures - As businesses evolve some of the traditional processes and procedures can become anti!uated, personnel are often the first to know and the last to be asked. usinesses evolve and the business processes need to be regularly re-aligned. raining - *ack of proper training is a common cause of dissatisfaction among Customer s and can lead to more serious problems such as stress.
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Communication - 1or an organi)ation to run efficiently good internal and e"ternal communications are essential, surveys can provide a method to help organi)ations to monitor and measure how well an organi)ation communicates. 2oals and 0bjectives - $urveys can measure and monitor the e"tent that the personnel are aligned with the senior managementPs business goals and objectives. Compliance - o properly comply with an ever increasing array of regulations the modern organi)ation needs to be able to disseminate information throughout the organi)ation and ensure, through records, that the information has been received, and importantly, understood. Feeping the nitiative - t is always better for management to ask than be told. y conducting regular Customer surveys management are able to keep the initiative in trying to identify problems that may otherwise manifest into demands.
CONSIDERATIONS
#anagement acking - A survey that is both sanctioned and has the support of senior management will go some way in ensuring that any action re!uired, based on the survey findings, will be implemented. Ask the right !uestions - Consider careful the !uestions being asked. f Customer s feel that the survey is just trying to tick the right bo"es the survey could backfire. A survey that is to be conducted annually should try and ask !uestions that will provide senior management with an overall health check of the organi)ation. Avoid !uestions that will only apply to specific departments or personnel. f some areas of the organi)ation re!uire detailed investigation consider running separate one-off surveys that can be targeted at specific personnel. ncentive - #ost Customer s will feel that by being able to give their opinions that they are already stakeholders in the e"ercise and will be happy to participate in the survey as they will e"pect to benefit from the process. owever, some incentive may help improve the overall response rate or could be used to encourage early participation. $maller incentives could be handed out to all Customer s or all participating Customer s could be entered into a lottery to receive a more substantial pri)e. Anonymous - he decision to allow respondents to remain anonymous or not needs careful consideration. A survey that is conducted anonymously may allow
32
Customer s to be more candid, however, anonymity may encourage some individuals to make wild accusations that can not be substantiated and cause considerable concern. hen in doubt it is often better to keep everything Pon the recordP rather than PoffP. here survey respondents are known there is the opportunity to chase for surveys that have not been completed and also to follow up on some issues directly with those Customer s who have raised them as problems. Comments - Feep free te"t comments to a minimum because they are difficult and time consuming to measure and analy)e. Consider limiting free te"t comments to one at the end of the survey or, in the case of surveys that are not being conducted anonymously, allow for a postsurvey follow-up to obtain more information where additional and more specific detail is re!uired.
RIS&S
#anagement - $ome managers can regard any form of Customer consultation as a sign of weakness and may have a tendency to dismiss out of hand any negative comment. arts and All - A survey is likely to reveal warts and all. $enior management should be prepared for discovering that the top down view can differ from the bottom up view and that ignorance, of any identified problems, can no longer be used as an e"cuse. on-Action - #any Customer s will invest time and effort in participating in a survey and their hopes and e"pectations will be raised. Any post-survey nonaction is likely to promote cynicism and jeopardi)e any future initiatives to obtain Customer feedback. #anagement should formally respond to the issues raised in surveys even if the demands of Customer s are not to be met. f senior management agree to address and resolve some issues then action needs to have started before any further survey is scheduled. Can Cause 3roblems - here surveys reveal, or bring problems, to the surface there could be a tendency for senior management to blame the messenger.
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SURVEY PURPOSE. he purpose of the survey was toK Q #easure Customer perceptions of the work environment. Q dentify job satisfaction levels. Q dentify areas of strength and opportunities for improvement. he survey gathered information about Customer satisfaction in eight main areasK Q +ob $atisfaction Q Communications43riorities Q $upervision4nvolvement Q 'ecognition4'eward4Advancement Q raining4#entoring Q eamwork4Colleagues Q #ission4#otivation Q orkload4'esources he survey also offered opportunities for respondents to provide their own ideas and comments.
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METHODOLOGY. he survey was conducted using a simple !uestionnaire having 8: multiple choice !uestions covering all the above mentioned aspects important to measure level of satisfaction among Customer s. he satisfaction level was measured on = parameters i.e. very poor, poor, good and very good.
FE.E,&/ M+'/ +E%E (I.I&) /%. &H&.',&,H $&%I&/& S',E F+, C'S%+ME, S&%ISF&C%I+ &ME
I. +
.E$%
.ESI
SR.NO QUES.RATING
1
2
3
4
5
STRONG!" DISAGREE #
DISAGREE
NEUTRA!
AGREE
$
%
I #l: pr#:l; rec#<
ati#n t# <; !rien:s an: relatives !#r #r? M; capa@ilities an: s?ills iati#ns I a< satis!ie: it=
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STRONG!" AGREE '
6
7
8
9
10
11 12
<; salar; pac?a"e $r#<#ti#ns in t=is #r"ani>ati#n are @ase: #n <; per!#r
M; spervis#r =as s!!icient ?n#le:"e #! =is #r? an: is capa@le #! ta?in" #r? relate: :ecisi#ns %=e p#licies #! t=e #r"ani>ati#n =ave @een
SI&%',E
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S',E %HE HE&. +F H, .E$&,%ME% S&%ISF&C%I+ /EE/ E, $++, 24 $++, 36 ++. 48 E, ++. D48
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RESPONSE RATE. 0ut of a total of ::<; Customer s, 8<=: Customer s took the survey i.e. the response rate was appro"imately 9BM. he sample is large enough to provide an accurate feedback. he break up of the results obtained is as follows K-
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CONCLUSION. 0n the basis of the survey conducted on 8<=: Customer s, it can be said that the level of satisfaction among the Customer s is very high on all the parameters and there are very few Customer s who are not satisfied with their job. According to the re!uirements, the Customer s are further sent for workshops or counseling etc.
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