Application of Total Quality Management Principles in a Power Plant

Abstract

Bangladesh Power Development Board (BPDB) is the most important and largest organization of Bangladesh in power sector. Once. total electricity generation, transmission and distribution was under control of BPDB. But presently. BPDB generates only 65.04% of the total electrical energy. The rest is generated by Private sector IPP (Independent Power Plant). BPDB distributes 25.47 % of the total energy in the consumer's premises whereas other companies distribute the rest 74.53%. In the present time, the largest organization could not run effectively with the fulfillment of consumer's demand and proper service (APPENDIX-A&13). As a result, DESA. DESCO. WZI'DCL etc. were separated from BPDB. REB captures a large portion of the distribution areas of BPDB for the reason of corruption, loss and overall mismanagement. Now. 34.96c/o of total energy are generated by Independent Power Plants (IPP). Independent Power Plants (IPP) started their mission from 1998 and are continuously increasing their strength in power sector. If such situation continues, once IPP will control our power sector. It is common thought that they will also control the economy of the country. Presently negotiating with IPP. Bangladesh Government fixes the purchasing rate of electricity from IPP. If BPDB fails and IPP becomes stronger. they may form a syndicate in power sector and can fix electricity rate according to their wish. This will cause a bad impact on our economy. This does not mean to avoid I PP. Power stations of B13 DI3 should increase with it's own strength and compete with IPP by fair-means because consumers always get the highest benefits from the competitive market. So for a safe competitive market, existence of power stations of BPDB is too much essential as a soldier of power sector of the country. It is sure that an organization needs proper management activity and vision to stabilize it's own strength. Bangladesh Power Development Board (BPDB) has taken some managerial changes and reforms to increase its managerial strength in the light of TQM. But some problems have arisen that may terminate the FQM activities. So, it is essential to find out these problems and take some measures to solve these barriers considering the national interest. Keeping this view in mind, data for this project were collected from Khulna Power Station as primary data through a prescribed questionnaire.

Two sets of questionnaires were prepared one for workers another one for managers. One power station named Khulna Power Station (KPS) was taken into consideration for data collection. During study, different categories of KPS's workers and managers were interviewed based on the level of technical knowledge, experience, intimacy with Total Quality Management program and also educational level. The sample was kept relevant considering the time and cost. Experienced workers and managers were included in the sample. The sample size was limited to 120 for workers and 20 for Managers. The different categories of workers were regrouped into four categories for the study purpose, such as High- skilled, Skilled. Semi- skilled and Un -skilled. 25% High-Skilled. 33% Skilled, 25% Semi-Skilled and 1 7% Un-Skilled workers were selected as sample to reflect the staffing pattern of Bangladesh Power Development Board (Appendix-C). Lack of commitment of higher authority. Insufficient knowledge of workers on TQM. Weak monitoring system, Negligence of field level workers, Lack or guidelines of TQM implementation. Adverse Culture were also identified unanimously by workers as causes of failure of TQM in power Stations of BPDB. Most of the managers were agree with the causes mentioned by workers. For successful implementation of TQM 30.76% managers suggested to ensure proper Monitoring from TQM promotion office, followed by 21.15% suggested for continuous Monitoring from higher authority. 17.3% for raising awareness, 13.46% for proper training, 9.61% for provision of reward or punishment. As far as knowledge of rules and regulations is concerned about 12.5% workers know about present service rules. But most of them do not have any idea about service rules. At last, some recommendations are made for successful implementation of TQM in power stations under BPDB. The proper application of the recommendations will be helpful to improve the present situation of Total Quality Management in power stations under BPDB and there by will be possible a sound operation of Bangladesh Power Development Board as per Total Quality Management.