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238
Summary of Findings
This chapter presents summary of the findings of the research. It presents a brief
summary of within case analysis which includes the major findings of each company. It
also presents a summary of cross-case analysis and shows major similarities and
differences between the companies.
1. TVS Motor Company (TVS)
TVS is the third largest two-wheeler manufacturer in India and among the top ten
in the world, with an annual turnover of over USD 650 million. TVS is the first two-
wheeler manufacturer in the world to be honoured with the hallmark of Japanese Quality
– The Deming Prize for TQM. But winning a Deming is not akin to becoming ISO-
certified. It however has not obtained ISO certificate. Having not obtained ISO
certificate, it is not surprising that four out of five of the top managers who were
interviewed do not think that ISO is a prerequisite for implementing TQM.
This company is following such quality programs as Quality Control Circle, Just-
in-time, Statistical Process Control, Quality Audit, Total Productivity Maintenance
(TPM), FMEA, the PDCA (Plan, Do, Check, Act) cycle, 5 ‘S’, Kaizen and QFD. The
quality tools include check list, flow chart, 7 QC tools and 7 new management tools.
In TVS, top management believes that, "It is a company-wide effort at continuous
quality improvement of all processes, products and services through total employee
involvement that results in increasing customer satisfaction and loyalty, and improved
business results."
239
Table 4.1. Success Factors of TQM Implementation
From the above table it can be observed that the most important factors for the
successful implementation of TQM in this company have been upper management
commitment and involvement, developing employee involvement, improving quality,
teamwork, use of quality tools, quality training, identifying customer requirements and
needs, increasing customer orientation, employee empowerment, Close cooperation
among functions, Improving communication between management and labour, quick
decision making process, achieving positive change and improving productivity. Role of
the quality department and promoting export have not been the very important facilitators
or driving forces for the successful implementation of TQM in this company.
Success Factors
Very Important Important
Upper management commitment and
involvement
Developing employee involvement
Improving quality
Teamwork
Use of quality tools
Quality training
Identifying customer requirements
and needs
Increasing customer orientation
Fast response to customer needs
Employee empowerment
Close cooperation among functions
Improving communication between
management and labour
Quick decision making process
Achieving positive change
Improving productivity
Role of the quality department
Promoting export
240
Table 4.2. Barrier Factors of TQM Implementation
Barrier factors
Major Barriers Minor Barriers
Inadequate knowledge about TQM
Fear and resistance to change
Inadequate planning
Lack of training
Costly and long-term study
Lack of consistent top management
commitment
Lack of skills of workers
Difficulty in developing company
specific models
Resource limitations
Lack of competent management
The above table shows, inadequate knowledge about TQM, fear and resistance to
change, inadequate planning and lack of training are the major barrier factor that
company faced during the implementation of TQM. Costly and long term study, lack of
consistent top management commitment, lack of skill of workers, difficulty in developing
company specific models, resource limitation and lack of competent management have
also identified as minor barrier factors during the implementation of TQM in this
company.
Table 4.3. Achievements
Achievements
Major Achievements Minor Achievements
Achieving teamwork
Quality improvement
Increase in customer satisfaction
Decrease in defects
Improvement in productivity
On-time delivery
Decrease in work accidents
Decrease in work-in-progress
Increase in work satisfaction
Improvement in morale
Decrease in internal quality costs
Decrease in external quality costs
Increase in profitability
Development of new products
Decrease in appraisal costs
Improvement in safety levels
Decrease in price
Increase in market share
241
When asked about the achievements that the company has attained after
implementing TQM, all the respondents agree that the company has achieved major
benefits such as: teamwork, quality improvement, increase in customer satisfaction,
decrease in defects, improvement in productivity, on-time delivery, decrease in work
accident, decrease in work –in-progress, increase in work satisfaction and improvement
in morale.
Table 4.4. Core Values
Core Values
Very important Important
Top management commitment
Focus on customers
Continuous improvement
Everybody being committed
Decisions based on facts
Focus on process
Improvement in productivity
Decrease in quality costs
Decrease in price
Promotion of export
The result shows, top management commitment, focus on customer, continuous
improvement, everybody being committed, decision based on facts, focus on process,
improvement in productivity and decrease in quality cost are the very important core
values that the company focused on at the beginning of the implementation of TQM.
242
Table 4.5. TQM Goals
TQM Goals
Major Goals Minor Goals
To achieve a quality culture in the
long-term
Satisfied customers
Continuous improvement
Business excellence
To improve quality
Satisfied employees
To generate competitive power
To improve productivity
To achieve lower costs
To receive quality award
The major goals for implementing of TQM in this company have found as: to
achieve a quality culture in the long term, satisfied customers, continuous improvement,
business excellence, to improve quality, satisfied employees, to generate competitive
power and to improve productivity. To achieve lower costs and to receive quality award
have also found as company goals to start implementation of TQM.
When presented with certain items as the probable side effects of the
implementation of TQM in an organization, the respondents largely dismissed almost all
of them.
243
2. Rane (Madras) Ltd.
Rane (Madras) Limited, Mysore plant commenced manufacturing operations in
1960 and is a manufacturer of steering & suspension systems for every segment of
automobile industry, viz., Passenger cars, Multi utility vehicles, Light commercial
vehicles, Heavy commercial vehicles and Farm tractors. RML, Mysore interacts with
Marketing & Research and Development at Chennai for Product design, Customer
interfacing process and Product functional testing.
RML has fully implemented TQM and has applied for Deming prize. Diagnosis
part of plant’s activities, a step before announcing of the award has completed by the
Union of Japanese Scientists and Engineers (JUSE). The company has obtained ISO9001
certificate. It also has obtained certificates of ISO14001, OHSAS and
ISO/TS14969:2002.
This company is following such quality programmers as Quality Control Circle
(QCC), Just-in-time (JIT), Statistical Process Control (SPC), Quality Audit, Total
Productivity Maintenance (TPM), FMEA, the PDCA (Plan, Do, Check, Act) cycle,
Kaizen and QFD. The quality tools include check list, flow chart, 7 QC tools and 7 new
management tools.
244
Table 4.6. Success Factors of TQM Implementation
Success Factors
Very Important Important
Upper management commitment and
involvement
Developing employees involvement
Teamwork
Improving quality
Increasing customer orientation
Achieving positive change
Use of quality tools
Identifying customer requirements
and needs
Fast response to customer needs
Employee empowerment
Close cooperation among functions
Quality training
Improving communication between
management and labour
Improving productivity
Quick decision making process
Promoting export
Role of the quality department
Attracting more foreign investments
As for the facilitating factors for the successful implementation of TQM in this
company, upper management commitment and involvement, developing employee
involvement, teamwork, improving quality, increasing customer orientation, achieving
positive change, use of quality tools, identifying customer requirements and needs, fast
response to customer needs, employee empowerment, close cooperation among
functions, quality training, improving communication between management and labour,
improving productivity and quick decision making process are held to be the most
important facilitating factors.
245
Table 4.7. Barrier Factors of TQM Implementation
Barrier Factors
Major Barriers Minor Barriers
Fear and resistance to change
Costly and long-term study
Inadequate knowledge about TQM
Inadequate planning
Lack of consistent top management
commitment
Lack of competent management
Difficulty in developing company
specific models
Resource limitations
Lack of skills of workers
Lack of training
Fear and resistance to change, costly and long-term study, inadequate knowledge
about TQM and inadequate planning has been the most important barrier this
organization has encountered while implementing TQM. The company faced some other
difficulties during the implementation of TQM such as lack of consistent top
management commitment, lack of competent management, difficulty in developing
company specific models, resource limitation, lack of skill of workers and lack of
training.
Table 4.8. Achievements
Achievements
Major Achievements Minor Achievements
Quality improvement
Increase in customer satisfaction
Achieving teamwork
On-time delivery
Improvement in productivity
Improvement in morale
Decrease in defects
Increase in profitability
Decrease in work accidents
Increase in work satisfaction
Increase in market share
Decrease in internal quality costs
Decrease in external quality costs
Improvement in safety levels
Decrease in work-in-progress
Development of new products
Decrease in appraisal costs
Decrease in price
246
In responding about improvements achieved after implementation of TQM, most
of the respondents reported quality improvement, increase in customer satisfaction,
achieving team work, on-time delivery, improvement in productivity, improvement in
moral, decrease in defects and increase in profitability are the major benefits the company
achieved. As shown in the above table, the company has achieved some other benefits
like decrease in work accidents, increase in work satisfaction, and increase in market
share, decrease in internal quality costs, decrease in external quality costs, improvement
in safety levels, and decrease in work-in-progress, development of new products,
decrease in appraisal and decrease in price.
Table 4.9. Core Values
Core Values
Very Important Important
Top management commitment
Focus on process
Focus on customers
Continuous improvement
Everybody being committed
Improvement in productivity
Decisions based on facts
Decrease in quality costs
Decrease in price
Promotion of export
In this case the respondents stated that top management commitment, focus on
process, focus on customers, continuous improvement, everybody being committed,
improvement in productivity and decisions based on facts are the core values should be
among the first to be implemented.
247
Table 4.10. Goals
Goals
Major Goals Minor Goals
Satisfied customers
Continuous improvement
To achieve a quality culture in the
long-term
Satisfied employees
Business excellence
To improve quality
To improve productivity
To generate competitive power
To achieve lower costs
To receive quality award
The above table shows, satisfied customer, continuous improvement, to achieve a
quality culture in the long-term, satisfied employees, business excellence, to improve
quality, to improve productivity and to generate competitive power were the major goals
at the time of the implementation of TQM in this company.
248
3. Toyota Kirloskar Motor
As a joint venture between Kirloskar Group and Toyota Motor Corporation,
Toyota Kirloskar Motor Private Limited (TKM) aims to play a major role in the
development of the automotive industry and the creation of employment opportunities,
not only through its dealer network, but also through ancillary industries. TKM's growth
since inception can be attributed to one simple, yet important aspect of its business
philosophy - "Putting Customer First".
TKM is committed to manufacture technically advanced products through Toyota
Production System (TPS). The Toyota Production System (TPS) has achieved worldwide
renown amongst both car makers and manufacturers of other products. Often better
known through one of its key elements, the "just-in-time" production philosophy, TPS
has proved its worth as a powerful response to changing market demands.
From the beginning TQM is followed by Toyota Kirloskar Motors Ltd. The
manager who interviewed said “Toyota has its own quality assurance system and
standard which is oriented around. Individual team member, honesty and discipline are
main factors for the same. TKM does not follow ISO 9000, QS 9000 or ISO/TS 16949.
The company has taken only ISO 14001”.
This company is following such quality programmes as Quality Control Circle,
Just-in-time, Statistical Process Control, Quality Audit, Total Productivity Maintenance
(TPM), FMEA, Toyota in-built quality system, the PDCA (Plan, Do, Check, Act) cycle,
Kanban and Kaizen. The quality tools include check list, flow chart, 7 QC tools and 7
new management tools.
TQM in this company was introduced by its parent company Toyota Motor
Company (TMC) and it is modeled upon the Japanese model. It took about five years to
implement TQM in this company.
249
Table 4.11. Success Factors of TQM Implementation
Success Factors
Very Important Important
Improving quality
Increasing customer orientation
Upper management commitment and
involvement
Developing employees involvement
Improving productivity
Fast response to customer needs
Teamwork
Identifying customer requirements
and needs
Improving communication between
management and labour
Employee empowerment
Quality training
Achieving positive change
Use of quality tools
Close cooperation among functions
Quick decision making process
Role of the quality department
Promoting export
Attracting more foreign investments
The most important success factors during the implementation of TQM in this
company were improving quality, increasing customer orientation, upper management
commitment and involvement, developing employee involvement, improving
productivity, fast response to customer needs, teamwork, identifying customer
requirements and needs, employee empowerment, improving communication between
management and labour, quality training, achieving positive change, use of quality tools,
close cooperation among functions, quick decision making process and role of the quality
department. There is less agreement with regard to factors like promoting export and
attracting more foreign investments as facilitators for the successful implementation of
TQM.
250
Table 4.12. Barrier Factors of TQM Implementation
Barrier Factors
Major Barriers Minor Barriers
Fear and resistance to change
Costly and long-term study
Lack of training
Lack of skills of workers
Inadequate knowledge about TQM
Inadequate planning
Difficulty in developing company
specific models
Resource limitations
Employee apathy
Reluctance of workers to involve in
decision making
Lack of coordination between
departments
Lack of consistent top management
commitment
Lack of competent management
The most significant barrier factors in the way to implement TQM in this
company have been recognized as to be fear and resistance to change, costly and long
term study, lack of training, lack of skills of workers and inadequate knowledge about
TQM. Other important factors that have also acted as barriers are Inadequate planning,
developing company specific model, resource limitation, employee apathy, reluctance of
workers to involve in decision making, lack of coordination between departments, lack of
consistent top management commitment and lack of competent management.
251
Table 4.13. Achievements
Achievements
Major Achievements Minor Achievements
Quality improvement
Increase in customer satisfaction
Improvement in productivity
Achieving teamwork
On-time delivery
Decrease in defects
Decrease in work accidents
Decrease in work-in-progress
Increase in work satisfaction
Increase in profitability
Decrease in price
Decrease in internal quality costs
Decrease in external quality costs
Improvement in morale
Decrease in appraisal costs
Increase in market share
Improvement in safety levels
As for the achievements or benefits attained as a result of the implementation of
TQM, all the respondents agree that after the implementation of TQM the company has
witnessed increase in customer satisfaction, quality improvement, improvement in
productivity, achieving teamwork, on-time delivery, decrease in defects, decrease in work
accidents, decrease in work-in-progress, increase in work satisfaction, increase in
profitability, decrease in price, decrease in internal quality costs, decrease in external
quality costs, improvement in moral and decrease in appraisal quality costs.
252
Table 4.14. Core Values
Core Values
Very Important
Focus on customers
Continuous improvement
Improvement in productivity
Everybody being committed
Top management commitment
Decisions based on facts
Decrease in price
Focus on process
Promotion of export
Decrease in quality costs
Asked about the core values the company focused on, while beginning to
implement TQM, every respondent has decisively stated that it was customer focus. All
core values mentioned in the list agreed to have been very important core values of the
company; nobody disagrees or is uncertain.
Table 4.15. Goals
Goals
Major Goals Minor Goals
To improve quality
Satisfied customers
Continuous improvement
To improve productivity
To achieve a quality culture in the long-term
To generate competitive power
Satisfied employees
Business excellence
To achieve lower costs
To receive quality award
As for the goals with which the company started to implement TQM, almost all
the items mentioned in the questionnaire are agreed to have been the major goals, except
for the item of receiving quality award. Of all the possible side effects the
implementation of TQM could have on the organization, only more paper work is
mentioned by two respondents as a side effect.
253
4. Harita Seating Systems Ltd.
Harita Seating Systems specializes in manufacture and supply of safe,
comfortable, durable seats for various types of vehicles. The company provides seating
solutions to the commercial vehicles, buses/coaches, agriculture tractors, construction
machinery, two wheelers, three wheelers, cars, multi-utility vehicles etc.
Harita Seating Systems Ltd. started implementation of TQC during 1996-97. The
company started implementation of TQM in 2000. Prior to introducing TQM, the
company had a traditional manufacturing layout and hierarchical organizational structure
leading to inefficiencies and waste.
Harita Seating Systems is committed to provide quality product and continually
improve its products as new innovations and manufacturing technologies develop. The
TQM process is carried out through a PDCA cycle — plan, do, check, act — in the
company. They had gone through the awareness, promotional and implementation
phases. The problems remaining at the end of each phase are taken on as the objectives in
the next phase besides other additions.
With regard to specific quality initiatives implemented to date by Harita Seating
Systems Ltd., the managers indicated almost all the items listed in the questionnaires.
Different types of measures are collected for quality performance monitoring and
improvement. Examples include scrap percentage, and quality costs. Numerous quality
tools and techniques are utilized for different processes. For example, FMEA and design
of experiments are mainly used in the design and development process, while control
charting, statistical process control, quality audit and Total Productive Maintenance
(TPM) are used in controlling production processes. Other quality techniques such as
Quality Circle Control (QCC), Supervisors Improvement Team (SIT) and Kaizen are
used for team work and quality improvement. Other initiatives include Cause and Effect
Diagram, Quality Function Deployment (QFD) and Just-in-Time (JIT).
254
Table 4.16. Success Factors of TQM Implementation
Success Factors
Very Important Important
Teamwork
Increasing customer orientation
Identifying customer requirements
and needs
Upper management commitment and
involvement
Developing employees involvement
Achieving positive change
Fast response to customer needs
Improving quality
Use of quality tools
Improving communication between
management and labour
Quality training
Improving productivity
Employee empowerment
Quick decision making process
Close cooperation among functions
Role of the quality department
Promoting export
Attracting more foreign investments
Regarding the facilitating factors that contributed for the successful implementation of
TQM in this company, the respondents agree almost all items listed in questionnaire as
very important factors except promoting export and attracting more foreign investments.
As shown in the above table, these factors are: teamwork, increasing customer
orientation, identifying customer requirements and needs, upper management
commitment and involvement, developing employees involvement, achieving positive
change, fast response to customer needs, improving quality, use of quality tools,
improving communication between management and labour, quality training, improving
productivity, employee empowerment, quick decision making process, close cooperation
among functions and role of the quality department.
255
Table 4.17. Barrier Factors of TQM Implementation
Barrier Factors
Major Barriers Minor Barriers
Inadequate knowledge about TQM
Fear and resistance to change
Costly and long-term study
Inadequate planning
Lack of competent management
Lack of consistent top management
commitment
Difficulty in developing company
specific models
Lack of training
The most important barrier factors this company has encountered while
implementing TQM have been inadequate knowledge about TQM, fear and resistance to
change and costly and long-term study. The respondents agree that inadequate planning,
lack of competent management, lack of consistent top management commitment,
difficulty in developing company specific models and lack of training were minor barrier
factors the company faced during the implementation of TQM.
Table 4.18. Achievements
Achievements
Major Achievements Minor Achievements
Increase in customer satisfaction
Achieving teamwork
Improvement in productivity
On-time delivery
Decrease in defects
Increase in work satisfaction
Decrease in work accidents
Decrease in work-in-progress
Improvement in morale
Quality improvement
Increase in market share
Improvement in safety levels
Decrease in internal quality costs
Decrease in external quality costs
Decrease in appraisal costs
Decrease in price
Increase in profitability
256
In responding about improvements achieved after implementation of TQM, most
of the respondents reported increase in customer satisfaction, achieving team work,
improvement in productivity, on-time delivery, decrease in defects, increase in work
satisfaction, decrease in work accidents, decrease in work-in-progress, improvement in
moral, quality improvement and increase in market share are the major benefits the
company achieved. The company had also some other achievements like improvement in
safety levels, decrease in internal quality costs, decrease in external quality costs,
decrease in appraisal costs, decrease in price and increase in profitability.
Table 4.19. Core Values
The respondents have stated that all values listed in the questionnaire have been
very important core values the company focused on before implementation of TQM.
Core Values
Very Important
Focus on customers
Focus on process
Continuous improvement
Top management commitment
Everybody being committed
Decisions based on facts
Improvement in productivity
Decrease in price
Promotion of export
Decrease in quality costs
257
Table 4.20. Goals
Goals
Major Goals
Satisfied customers
To improve quality
To achieve a quality culture in the
long-term
Continuous improvement
To improve productivity
Business excellence
Satisfied employees
To generate competitive power
To achieve lower costs
The result shows, the company had implemented TQM to have satisfied
customers, to improve quality, to achieve a quality culture in the long-term, continuous
improvement, to improve productivity, business excellence, and satisfied employees and
to generate competitive. All the nineteen respondents say that implementation of TQM
has led to increased productivity and it has an overall positive effect on the organization.
258
5. Motor Industries Company Limited (MICO)
MICO is a subsidiary of Robert Bosch GmbH, Germany. MICO businesses
include common rail injectors and components, diesel fuel injection equipment, industrial
equipment, electrical equipment, gear pumps for tractor applications, electric power tools,
packaging machines, security technology products and Blaupunkt car multimedia
systems. MICO has developed excellence R&D manufacturing capabilities, a strong
customer base and its market leadership is testimony to the high quality of its technology
and products.
MICO BOSCH has received the 2006 “Safety & Technology Award” conferred
by NDTV Profit and CAR INDIA. Subsequent to winning the ‘Auto Component
Manufacturer of the year 2005’ award previous year, MICO BOSCH has once again
proved its prowess in the automotive arena. This award recognizes the best in the
industry, and has been instituted by the newest automotive magazine in the Indian scene -
CAR INDIA. The jury focused on the advances made in automotive technology which
also have bearing on safety.
Implementation of TQM in this company is underway for the past two years.
While three out of the five top managers interviewed agree that ISO is a prerequisite for
the implementation of TQM, two do not agree. TQM in this company was introduced by
the parent company and is modeled upon the European model, EFQM.
This company is following such quality programs as Quality Control Circle,
Statistical Process Control, Quality Audit, Total Productivity Maintenance (TPM),
FMEA, Brainstorming, the PDCA cycle and Kaizen. The quality tools include check list,
flow chart, 7 QC tools and seven new management tools.
259
Table 4.21. Success Factors of TQM Implementation
Success Factors
Very Important Important
Upper management commitment and
involvement
Quick decision making process
Teamwork
Increasing customer orientation
Identifying customer requirements
and needs
Fast response to customer needs
Use of quality tools
Developing employees involvement
Close cooperation among functions
Employee empowerment
Achieving positive change
Improving quality
Improving communication between
management and labour
Quality training
Improving productivity
Role of the quality department
Promoting export
Attracting more foreign investments
All the nineteen respondents who were interviewed agree that the factors that
facilitated the successful implementation of TQM have been upper management
commitment and involvement, quick decision making process, teamwork, increasing
customer orientation, identifying customer requirements and needs, fast response to
customer needs, use of quality tools, developing employees involvement, close
cooperation among functions, employee empowerment, achieving positive change,
improving quality, improving communication between management and labour, quality
training and improving productivity.
260
Table 4.22. Barrier Factors of TQM Implementation
Barrier Factors
Major Barriers Minor Barriers
Fear and resistance to change
Inadequate planning
Inadequate knowledge about TQM
Costly and long-term study
Resource limitations
Lack of training
Lack of consistent top management
commitment
Difficulty in developing company
specific models
Lack of qualified quality consultants
Lack of competent management
Lack of coordination between
departments
The most important barrier factors that have been experienced by this company in
its way towards implementing TQM are fear and resistance to change, inadequate
planning and inadequate knowledge about TQM. Costly and long-term study, resource
limitations, lack of training, lack of consistent top management commitment, difficulty in
developing company specific models, lack of qualified quality consultants, lack of
competent management and lack of coordination between departments have also been
important barrier factors for implementing TQM in this company.
261
Table 4.23. Achievements
Achievements
Major Achievements Minor Achievements
Increase in customer satisfaction
Achieving teamwork
Improvement in productivity
On-time delivery
Decrease in defects
Increase in work satisfaction
Decrease in internal quality costs
Decrease in external quality costs
Decrease in work-in-progress
Quality improvement
Increase in market share
Improvement in morale
Increase in profitability
Decrease in work accidents
Improvement in safety levels
Decrease in appraisal costs
Decrease in price
The major benefits the company achieved as a result of the implementation of
TQM are increase in customer satisfaction, achieving teamwork, improvement in
productivity, on-time delivery, decrease in defects, increase in work satisfaction, decrease
in internal quality costs, decrease in external quality costs, decrease in work-in-progress,
quality improvement, increase in market share, improvement in morale and increase in
profitability. The company has experienced some other achievements like decrease in
work accidents, improvement in safety levels, decrease in appraisal costs and decrease in
price.
Table 4.24. Core Values
Core Values
Very Important Important
Top management commitment
Everybody being committed
Continuous improvement
Focus on customers
Focus on process
Decisions based on facts
Improvement in productivity
Promotion of export
Decrease in quality costs
262
The most important core values this company focused on at the beginning of the
implementation process have been top management commitment, everybody being
committed, continuous improvement, focus on customers, focus on process, decisions
based on facts and improvement in productivity.
Table 4.25. Goals
The above table shows that the most important goals with which the company
started to implement TQM are to have satisfied customers, to have satisfied employees,
to achieve business excellence, continuous improvement to generate competitive power,
to improve quality, to achieve a quality culture in the long-term, to improve productivity
and to achieve lower costs. No side effect of the implementation of TQM is recognized.
All the respondents agree that implementation of TQM in the organization has increased
productivity and it has an overall positive effect in the organization.
Goals
Major Goals Minor Goals
Satisfied customers
Satisfied employees
Business excellence
Continuous improvement
To generate competitive power
To improve quality
To achieve a quality culture in the long-term
To improve productivity
To achieve lower costs
To receive quality award
263
6. Automotive Axles Limited (AAL)
AAL established in 1981, is a joint venture of Arvin Meritor Inc., USA (formerly
the automotive division of Rockwell International Corporation), and the Kalyani Group.
With manufacturing facilities located at Mysore, the company is currently the largest
independent manufacturer of Rear Drive Axle Assemblies in the country.
AAL has a Quality Management System (QMS) that is certified to ISO/TS
16949:2002 standard and also Environmental Management System that is certified to ISO
14001:2004 standard. The top manager believes AAL shall be a world class Automotive
Tier I organization through total Employee involvement by exceeding business plan
objectives, providing value to customers through innovative solution, product quality and
exceptional services and continual improvement of QMS.
This company is in its way to TQM. The effort to implement TQM is underway
for the past two years. All the five top managers interviewed agree that ISO is a
prerequisite for the implementation of TQM. TQM in this company was introduced by
the top manager and the company is following the Japanese model.
264
Table 4.26. Success Factors of TQM Implementation
Success Factors
Very Important Important
Upper management commitment and
involvement
Teamwork
Identifying customer requirements
and needs
Fast response to customer needs
Developing employees involvement
Quality training
Improving productivity
Promoting export
Improving quality
Use of quality tools
Quick decision making process
Achieving positive change
Increasing customer orientation
Employee empowerment
Close cooperation among functions
Role of the quality
department
Attracting more foreign
investments
Improving communication
between management and
labour
As far as the factors that have contributed to the successful implementation of
TQM are concerned, all the twenty respondents who were interviewed agree that upper
management commitment and involvement, teamwork, identifying customer
requirements and needs, fast response to customer needs, developing employees
involvement, quality training, improving productivity, promoting export, improving
quality, use of quality tools, quick decision making process, achieving positive change,
increasing customer orientation, employee empowerment and close cooperation among
functions have facilitated for the successful implementation of TQM.
265
Table 4.27. Barrier Factors of TQM Implementation
Barrier Factors
Major Barriers Minor Barriers
Fear and resistance to change
Inadequate knowledge about TQM
Costly and long-term study
Lack of consistent top
management commitment
Inadequate planning
Difficulty in developing company
specific models
Lack of competent management
Reluctance of workers to involve
in decision making
Employee apathy
The most important barrier factors the company had to contend with while
implementing TQM are fear and resistance to change and inadequate knowledge about
TQM. The other barrier factors during the implementation of TQM in this company are
costly and long-term study, lack of consistent top management commitment, inadequate
planning, difficulty in developing company specific models, lack of competent
management, reluctance of workers to involve in decision making and employee apathy.
Table 4.28. Achievements
Achievements
Major Achievements Minor Achievements
Increase in customer satisfaction
Achieving teamwork
Improvement in productivity
On-time delivery
Decrease in defects
Quality improvement
Improvement in morale
Decrease in work accidents
Decrease in work-in-progress
Increase in work satisfaction
Improvement in safety levels
Decrease in internal quality costs
Decrease in external quality costs
Increase in market share
Decrease in appraisal costs
Increase in profitability
Decrease in price
266
The major benefits the company achieved as a result of implementation of TQM
are increase in customer satisfaction, achieving teamwork, improvement in productivity,
on-time delivery, decrease in defects, quality improvement, improvement in morale,
decrease in work accidents, decrease in work-in-progress and increase in work
satisfaction. The company experienced some other achievements like improvement in
safety levels, decrease in internal quality costs, decrease in external quality costs,
increase in market share, decrease in appraisal costs, increase in profitability and decrease
in price.
Table 4.29. Core Values
Core Values
Very Important Important
Top management commitment
Focus on customers
Everybody being committed
Continuous improvement
Focus on process
Decisions based on facts
Improvement in productivity
Promotion of export
Decrease in quality costs
Decrease in price
The result in the above table shows, top management commitment, focus on
customers, everybody being committed, continuous improvement, focus on process,
decisions based on facts and improvement in productivity were the most important core
values the company focused at the beginning of TQM implementation. The other core
values are promotion of export, decrease in quality costs and decrease in price.
267
Table 4.30. Goals
Goals
Major Goals Minor Goals
Satisfied customers
Business excellence
Continuous improvement
To improve quality
To achieve a quality culture in the
long-term
Satisfied employees
To improve productivity
To generate competitive power
To achieve lower costs
To receive quality award
The result shows this company had implemented TQM to have satisfied
customers, business excellence, continuous improvement, to improve quality, to achieve
a quality culture in the long-term, satisfied employees, to improve productivity and to
generate competitive power.
As far as the side effects of the implementation of TQM are concerned, only one
item is agreed by six respondents, that is, more paper work. All other items are largely
disagreed as to have been the side effects of TQM or the respondents are uncertain about
them. All the respondents agree that implementation of TQM has resulted in increased
productivity in the organization and it has an overall positive effect in the organization.
268
7. J.K.Tyres Ltd.
JK Tyre, the pioneer in radial technology is the India's largest radial
manufacturer. JK Tyre manufactures over 15 lakh (1.5 million) truck tyres annually, at its
own state-of-the-art plants. JK Tyre is the first tyre company in the world to get ISO 9001
certification for its entire operations. It is also the very first to set up state-of-the-art
Research Center - HASETRI. JK Tyre is in technical collaboration with Continental of
German.
In 1982 Vikrant Tyres company did enter in to a technical collaboration
agreement with AVON technical services of England for manufacturing of Radial
Tyres.In 1997 J.K. Tyres Ltd. inducted as a strategic Alliance Partner in to the company
and took controlling interest in the company and Vikrant Tyres Ltd., became its
subsidiary. As a result Vikrant Tyres is know under the control of J.K.LTD., by has
remained a separate entity.
This company is in its way towards implementing TQM. Implementation of TQM
is underway for the past two years. TQM in this company was introduced by the top
manager and it is modeled upon EFQM. J.k. Tyres Ltd. has obtained the Rajiv Gandhi
National Quality Award (RGNQA) for quality product in 2005. All the five top managers
interviewed agree that ISO is a prerequisite for the implementation of TQM.
This company is following such quality programs as Quality Control Circle,
Statistical Process Control, Quality Audit, Total Productivity Maintenance (TPM),
FMEA, Advance Product Quality Planning (APQP), Design of Experiment (DoE),
Benchmarking and Business Process Reengineering (BPR). The quality tools include
check list, flow chart and seven QC tools.
269
Table 4.31. Success Factors of TQM Implementation
Success Factors
Very Important Important
Upper management commitment and involvement
Developing employees involvement
Employee empowerment
Fast response to customer needs
Close cooperation among functions
Achieving positive change
Improving quality
Teamwork
Identifying customer requirements and needs
Quick decision making process
Quality training
Use of quality tools
Increasing customer orientation
Improving productivity
Improving communication between management
and labour
Promoting export
Attracting more foreign investments
Attracting more foreign
investments
Among all the facilitating factors that contribute for the successful
implementation of TQM, upper management commitment and involvement, developing
employees involvement, employee empowerment, fast response to customer needs, close
cooperation among functions, achieving positive change, improving quality, teamwork,
identifying customer requirements and needs, quick decision making process, quality
training, use of quality tools, increasing customer orientation, improving productivity,
Improving communication between management and labour, promoting export and
attracting more foreign investments are considered to be the most important factors.
270
Table 4.32. Barrier Factors of TQM Implementation
Barrier Factors
Major Barriers Minor Barriers
Inadequate knowledge about TQM
Fear and resistance to change
Costly and long-term study
Inadequate planning
Difficulty in developing company
specific models
As far as the factors that have acted as barriers in the implementation of TQM are
concerned, inadequate knowledge about TQM, fear and resistance to change and costly
and long term study are the major barrier factors. Inadequate planning and difficulty in
developing company specific models are also as important barrier factors toward
implementation of TQM.
Table 4.33. Achievements
Achievements
Major Achievements Minor Achievements
Quality improvement
Increase in customer satisfaction
Achieving teamwork
Improvement in productivity
Decrease in external quality costs
Increase in profitability
Decrease in defects
Increase in work satisfaction
Decrease in internal quality costs
Improvement in morale
Improvement in safety levels
On-time delivery
Decrease in appraisal costs
Decrease in price
Decrease in work accidents
Increase in market share
Decrease in work-in-progress
Development of new products
271
It is clear from the above table that except for certain item (development of new
products) all other items are agreed by all the respondents as major achievements arising
out of the implementation of TQM. As a result of the implementation of TQM, the
company has witnessed increase in customer satisfaction, on-time delivery, decrease in
defects, increase in work satisfaction, achieving teamwork, improvement in productivity,
quality improvement, decrease in internal and external quality costs, increase in
profitability, increase in market share, improvement in safety level, improvement in
morale and decrease in work-in-progress.
Table 4.34. Core Values
Core Values
Very Important
Top management commitment
Focus on customers
Focus on process
Everybody being committed
Continuous improvement
Decisions based on facts
Improvement in productivity
Promotion of export
Decrease in quality costs
Decrease in price
All the twenty respondents, except for two in the case of decrease in price
wherein they are uncertain, agree about all the core values as to have been focused on by
the company while starting to implement TQM.
272
Table 4.35. Goals
Goals
Major Goals Minor Goals
Satisfied customers
To generate competitive power
To improve quality
To achieve a quality culture in
the long-term
Business excellence
To improve productivity
Continuous improvement
Satisfied employees
To achieve lower costs
To receive quality award
It is obvious from the above table that all the items mentioned are agreed to have
been the major goals of the company for implementing TQM, except for the goal of
receiving quality award. As for the side effects of the implementation of TQM, none is
mentioned, except for more paper work. Only four respondents agree that there has been
more paper work after the implementation of TQM. All the twenty respondents agree
that implementation of TQM has resulted in increased productivity and that on the whole
it has a positive effect in the organization.
273
8. Cross - Case Analysis
Of the seven companies studied, companies 2, 5, 6 and 7 have obtained ISO9001;
company 5 has also obtained ISO9002. Companies 1, 3 and 4 have not obtained any ISO
certificate. As far as the certificate of 14001 is concerned, all the seven companies have
obtained. Except for company 3, all have obtained ISO/TS14969. Companies 1, 2 and 4
have obtained OHSAS. Companies 4, 5 and 7 have obtained QS9000 certificate.
All the top managers interviewed in companies 4, 6 and 7 agree that ISO is a
prerequisite for the implementation of TQM. Four out of five in company 2 agree on the
same while three out of five in company 5 agree. Four out of five in companies 1 and 3
do not agree that ISO is a prerequisite for the implementation of TQM.
Some quality programs such as SPC, QA, TPM and FMEA have been undertaken
by all companies. Company 5 follows all these except for JIT. Company 6 follows SPC,
QA, TPM and FMEA, while it does not follow QCC and JIT. Company 7 follows all
quality programs except for QCC. Companies 1, 2, 3 and 4 have implemented all quality
programs listed.
While four companies, viz. 1, 2, 3 and 6, follow the Japanese model of TQM,
three, viz. 4, 5 and 7 follow the European model i.e. EFQM. In companies 1 and 7, it was
the top management that introduced TQM. In companies 2, 3 and 4, it was the parent
company. In company 5, four out of the five top managers say that it was the parent
company that introduced TQM, while one says that it was the external consultant. In
company 6, four out of five say that it was the top management that introduced TQM,
while one says that it was the parent company.
274
Table 4.36. Success Factors of TQM Implementation
* = Very Important
T V S R M L T KM HS S M I C O A A L J K
V I *
- U p p e r
ma n a g e me n t
c o mmi t me n t
& i n vo lv e me n t
- D e v e lop in g
e mp l o ye e
i nv o l v e me n t
I mp ro v i ng
q u a l i t y
- Te a mw o rk
- U s e o f
q u a l i t y too l s
- Q u a l i t y
t r a i n i ng
- Id e n t i f y in g
c u s t o me r
r e q u i r e me n t s
& n e e ds
- In c r e a s i ng
c u s t o me r
o r i en t a t i on
- F a s t r e s pon s e
t o cu s t o me r
n e ed s
- E mp l o ye e
e mp o w e r me n t
- C l os e
c o op e ra t io n
a mo n g
fu n c t io ns
I mp ro v i ng
c o mmu n i c a t i o
n b e t w e en
ma n a g e me n t &
l a bo u r
- Q u i ck
d e c i s io n
ma k i n g
p ro ce s s
- A c h i ev ing
p os i t i v e
c h an g e
- I mp ro v i ng
p rodu c t iv i t y
V I
- U p p e r
ma n a g e me n t
c o mmi t me n t
& i n vo lv e me n t
- D e v e lop in g
e mp l o ye e s
i nv o l v e me n t
- Te a mw o rk
- I mp ro v i ng
q u a l i t y
- I n c r e a s i ng
c u s t o me r
o r i en t a t i on
- A c h i ev ing
p os i t i v e c h ange
- U s e o f qu a l i ty
t oo l s
- I d e n t i f y in g
c u s t o me r
r e q u i r e me n t s &
n e ed s
- F a s t r e s pon s e
t o cu s t o me r
n e ed s
- E mp l o ye e
e mp o w e r me n t
- C l os e
c o op e ra t io n
a mo n g
fu n c t io ns
- Q u a l i t y
t r a i n i ng
- I mp ro v i ng
c o mmu n i c a t i on
b e t w e en
ma n a g e me n t &
l a bo u r
- I mp ro v i ng
p rodu c t iv i t y
- Q u i ck de c i s i on
ma k i n g p roc e s s
V I
- I mp ro v i ng
q u a l i t y
- I n c r e a s i ng
c u s t o me r
o r i en t a t i on
- U p p e r
ma n a g e me n t
c o mmi t me n t &
i nv o l v e me n t
- D e v e lop in g
e mp l o ye e s
i nv o l v e me n t
- I mp ro v i ng
p rodu c t iv i t y
- F a s t r e s pon s e
t o cu s t o me r
n e ed s
- Te a mw o rk
- Id e n t i f y in g
c u s t o me r
r e q u i r e me n t s &
n e ed s
- I mp ro v i ng
c o mmu n i c a t i on
b e t w e en
ma n a g e me n t &
l a bo u r
- E mp l o ye e
e mp o w e r me n t
- Q u a l i t y
t r a i n i ng
- A c h i ev ing
p os i t i v e c h ange
- U s e o f qu a l i ty
t oo l s
- C l os e
c o op e ra t io n
a mo n g f un c t i on s
- Q u i ck de c i s i on
ma k i n g p roc e s s
- R o l e o f th e
q u a l i t y
d e pa r t me n t
V I
- Te a mw o rk
- In c r e a s i ng
c u s t o me r
o r i en t a t i on
- Id e n t i f y in g
c u s t o me r
r e q u i r e me n t s
a n d n e eds
- U p p e r
ma n a g e me n t
c o mmi t me n t
& i n vo lv e me n t
- D e v e lop in g
e mp l o ye e s
i nv o l v e me n t
- A c h i ev ing
p os i t i v e
c h an g e
- F a s t r e s pon s e
t o cu s t o me r
n e ed s
- I mp ro v i ng
q u a l i t y
- U s e o f
q u a l i t y too l s
- I mp ro v i ng
c o mmu n i c a t i o
n b e t w e en
ma n a g e me n t &
l a bo u r
- Q u a l i t y
t r a i n i ng
- I mp ro v i ng
p rodu c t iv i t y
- E mp l o ye e
e mp o w e r me n t
- Q u i ck
d e c i s io n
ma k i n g
p ro ce s s
- C l os e
c o op e ra t io n
a mo n g
fu n c t io ns
- R o l e o f th e
q u a l i t y
d e pa r t me n t
V I
- U p p e r
ma n a g e me n t
c o mmi t me n t
& i n vo lv e me n t
- Q u i ck
d e c i s io n
ma k i n g
p ro ce s s
- Te a mw o rk
- In c r e a s i ng
c u s t o me r
o r i en t a t i on
- Id e n t i f y in g
c u s t o me r
r e q u i r e me n t s
& n e e ds
- F a s t r e s pon s e
t o cu s t o me r
n e ed s
- U s e o f
q u a l i t y too l s
- D e v e lop in g
e mp l o ye e s
i nv o l v e me n t
- C l os e
c o op e ra t io n
a mo n g
fu n c t io ns
- E mp l o ye e
e mp o w e r me n t
- A c h i ev ing
p os i t i v e
c h an g e
- I mp ro v i ng
q u a l i t y
- I mp ro v i ng
c o mmu n i c a t i o
n b e t w e en
ma n a g e me n t &
l a bo u r
- Q u a l i t y
t r a i n i ng
- I mp ro v i ng
p rodu c t iv i t y
V I
- U p p e r
ma n a g e me n t
c o mmi t me n t &
i nv o l v e me n t
- Te a mw o rk
- Id e n t i f y in g
c u s t o me r
r e q u i r e me n t s &
n e ed s
- F a s t r e s pon s e
t o cu s t o me r
n e ed s
- D e v e lop in g
e mp l o ye e s
i nv o l v e me n t
- Q u a l i t y t r a in in g
- I mp ro v i ng
p rodu c t iv i t y
- P ro mo t i ng
e x po r t
- I mp ro v i ng
q u a l i t y
- U s e o f qu a l i ty
t oo l s
- Q u i ck de c i s i on
ma k i n g p roc e s s
- A c h i ev ing
p os i t i v e c h ange
- In c r e a s i ng
c u s t o me r
o r i en t a t i on
- E mp l o ye e
e mp o w e r me n t
- C l os e
c o op e ra t io n
a mo n g f un c t i on s
V I
- U p p e r
ma n a g e me n t
c o mmi t me n t
& i n vo lv e me n t
- D e v e lop in g
e mp l o ye e s
i nv o l v e me n t
- E mp l o ye e
e mp o w e r me n t
- F a s t r e s pon s e
t o cu s t o me r
n e ed s
- C l os e
c o op e ra t io n
a mo n g
fu n c t io ns
- A c h i ev ing
p os i t i v e
c h an g e
- I mp ro v i ng
q u a l i t y
- Te a mw o rk
- Id e n t i f y in g
c u s t o me r
r e q u i r e me n t s
& n e e ds
- Q u i ck
d e c i s io n
ma k i n g
p ro ce s s
- Q u a l i t y
t r a i n i ng
- U s e o f
q u a l i t y too l s
- I n c r e a s i ng
c u s t o me r
o r i en t a t i on
- I mp ro v i ng
p rodu c t iv i t y
- I mp ro v i ng
c o mmu n i c a t i o
n b e t w e en
ma n a g e me n t &
l a bo u r
- P ro mo t i ng
e x po r t
- A t t r a c t ing
mo re f o r e ign
i nv e s t me n t s
I mp o r ta n t
- R o l e o f th e
q u a l i t y
d e pa r t me n t
- P ro mo t i ng
e x po r t
I mp o r ta n t
- P ro mo t i ng
e x po r t
- R o l e o f th e
q u a l i t y
d e pa r t me n t
- A t t r a c t ing
mo re f o r e ign
i nv e s t me n t s
I mp o r ta n t
- P ro mo t i ng
e x po r t
- A t t r a c t ing mo re
fo r e ig n
i nv e s t me n t s
I mp o r ta n t
- P ro mo t i ng
e x po r t
- A t t r a c t ing
mo re f o r e ign
i nv e s t me n t s
I mp o r ta n t
- R o l e o f th e
q u a l i t y
d e pa r t me n t
- P ro mo t i ng
e x po r t
- A t t r a c t ing
mo re f o r e ign
i nv e s t me n t s
I mp o r ta n t
- R o l e o f th e
q u a l i t y
d e pa r t me n t
- A t t r a c t ing mo re
fo r e ig n
i nv e s t me n t s
- I mp ro v i ng
c o mmu n i c a t i on
b e t w e en
ma n a g e me n t a n d
l a bo u r
I mp o r ta n t
- A t t r a c t ing
mo re f o r e ign
i nv e s t me n t s
275
Upper management commitment and involvement, developing employee
involvement, employee empowerment, quick decision making process, close cooperation
among functions, achieving positive change, improving quality, quality training, use of
quality tools, teamwork, increasing customer orientation, identifying customer needs and
requirements, fast response to customer needs and improving productivity have been
important facilitating factors for the successful implementation of TQM in all the seven
companies. The findings support previous studies (e.g. Mann and Kehoe (1995); Mersha
(1997); Ugboro and Obeng (2000); Motwani (2001); Ghobadian and Gallear (2001); and
Ozden Bayazit (2003)).
276
Table 4.37. Barrier Factors of TQM Implementation
Fear and resistance to change has been an important barrier factor in the
implementation of TQM for all the companies. Inadequate knowledge about TQM has
also been an important barrier for all the companies. Huang and Lin (2002) found that
most of the difficulties had stemmed from inadequate knowledge and understanding
about TQM, resistance and disregard on the part of employees and lack of consistent top
management support.
TVS RML TKM HSS MICO AAL JK
Major
Barriers
-Inadequate
knowledge
about TQM
-Fear and
resistance to
change
-Inadequate
planning
-Lack of
training
Major
Barriers
-Fear and
resistance to
change
-Costly and
long-term
study
-Inadequate
knowledge
about TQM
-Inadequate
planning
Major Barriers
-Fear and
resistance to
change
-Costly and long-
term study
-Lack of training
-Lack of skills of
workers
-Inadequate
knowledge about
TQM
Major
Barriers
-Inadequate
knowledge
about TQM
-Fear and
resistance to
change
-Costly and
long-term
study
Major Barriers
-Fear and
resistance to
change
-Inadequate
planning
-Inadequate
knowledge about
TQM
Major Barriers
-Fear and resistance
to change
-Inadequate
knowledge about
TQM
Major
Barriers
-Inadequate
knowledge
about TQM
-Fear and
resistance
to change
-Costly and
long-term
study
Minor
Barriers
-Costly and
long-term
study
-Lack of
consistent top
management
commitment
-Lack of skills
of workers
-Difficulty in
developing
company
specific
models
-Resource
limitations
-Lack of
competent
management
Minor
Barriers
-Lack of
consistent top
management
commitment
-Lack of
competent
management
-Difficulty in
developing
company
specific models
-Resource
limitations
-Lack of skills
of workers
-Lack of
training
Minor Barriers
-Inadequate
planning
-Difficulty in
developing
company specific
models
-Resource
limitations
-Employee
apathy
-Reluctance of
workers to
involve in
decision making
-Lack of
coordination
between
departments
-Lack of
consistent top
management
commitment
-Lack of
competent
management
Minor
Barriers
-Inadequate
planning
-Lack of
competent
management
-Lack of
consistent top
management
commitment
-Difficulty in
developing
company
specific
models
-Lack of
training
Minor Barriers
-Costly and long-
term study
-Resource
limitations
-Lack of training
-Lack of
consistent top
management
commitment
-Difficulty in
developing
company specific
models
-Lack of qualified
quality
consultants
-Lack of
competent
management
-Lack of
coordination
between
departments
Minor Barriers
-Costly and long-
term study
-Lack of consistent
top management
commitment
-Inadequate planning
-Difficulty in
developing company
specific models
-Lack of competent
management
-Reluctance of
workers to involve in
decision making
-Employee apathy
Minor
Barriers
-Inadequate
planning
-Difficulty
in
developing
company
specific
models
277
Table 4.38. Achievements
T V S R M L T K M H S S M I C O A A L J K
M a j o r
A c h i e v e m e n t s
- A c h i e v i n g
t e a m w o r k
- Q u a l i t y
i m p r o v e m e n t
- I n c r e a s e i n
c u s t o m e r
s a t i s f a c t i o n
- D e c r e a s e i n
d e f e c t s
- I m p r o v e m e n t
i n
p r o d u c t i v i t y
- O n - t i m e
d e l i v e r y
- D e c r e a s e i n
w o r k
a c c i d e n t s
- D e c r e a s e i n
w o r k - i n -
p r o g r e s s
- I n c r e a s e i n
w o r k
s a t i s f a c t i o n
- I m p r o v e m e n t
i n m o r a l e
M a j o r
A c h i e v e m e n t s
- Q u a l i t y
i m p r o v e m e n t
- I n c r e a s e i n
c u s t o m e r
s a t i s f a c t i o n
- A c h i e v i n g
t e a m w o r k
- O n - t i m e
d e l i v e r y
- I m p r o v e m e n t i n
p r o d u c t i v i t y
- I m p r o v e m e n t i n
m o r a l e
- D e c r e a s e i n
d e f e c t s
- I n c r e a s e i n
p r o f i t a b i l i t y
M a j o r
A c h i e v e m e n t s
- Q u a l i t y
i m p r o v e m e n t
- I n c r e a s e i n
c u s t o m e r
s a t i s f a c t i o n
- I m p r o v e m e n t
i n
p r o d u c t i v i t y
- A c h i e v i n g
t e a m w o r k
- O n - t i m e
d e l i v e r y
- D e c r e a s e i n
d e f e c t s
- D e c r e a s e i n
w o r k
a c c i d e n t s
- D e c r e a s e i n
w o r k - i n -
p r o g r e s s
- I n c r e a s e i n
w o r k
s a t i s f a c t i o n
- I n c r e a s e i n
p r o f i t a b i l i t y
- D e c r e a s e i n
p r i c e
- D e c r e a s e i n
i n t e r n a l
q u a l i t y c o s t s
- D e c r e a s e i n
e x t e r n a l
q u a l i t y c o s t s
- I m p r o v e m e n t
i n m o r a l e
- D e c r e a s e i n
a p p r a i s a l
c o s t s
M a j o r
A c h i e v e m e n t s
- I n c r e a s e i n
c u s t o m e r
s a t i s f a c t i o n
- A c h i e v i n g
t e a m w o r k
- I m p r o v e m e n t
i n
p r o d u c t i v i t y
- O n - t i m e
d e l i v e r y
- D e c r e a s e i n
d e f e c t s
- I n c r e a s e i n
w o r k
s a t i s f a c t i o n
- D e c r e a s e i n
w o r k
a c c i d e n t s
- D e c r e a s e i n
w o r k - i n -
p r o g r e s s
- I m p r o v e m e n t
i n m o r a l e
- Q u a l i t y
i m p r o v e m e n t
- I n c r e a s e i n
m a r k e t s h a r e
M a j o r
A c h i e v e m e n t s
- I n c r e a s e i n
c u s t o m e r
s a t i s f a c t i o n
- A c h i e v i n g
t e a m w o r k
- I m p r o v e m e n t
i n p r o d u c t i v i t y
- O n - t i m e
d e l i v e r y
- D e c r e a s e i n
d e f e c t s
- I n c r e a s e i n
w o r k
s a t i s f a c t i o n
- D e c r e a s e i n
i n t e r n a l q u a l i t y
c o s t s
- D e c r e a s e i n
e x t e r n a l q u a l i t y
c o s t s
- D e c r e a s e i n
w o r k - i n -
p r o g r e s s
- Q u a l i t y
i m p r o v e m e n t
- I n c r e a s e i n
m a r k e t s h a r e
- I m p r o v e m e n t
i n m o r a l e
- I n c r e a s e i n
p r o f i t a b i l i t y
M a j o r
A c h i e v e m e n t s
- I n c r e a s e i n
c u s t o m e r
s a t i s f a c t i o n
- A c h i e v i n g
t e a m w o r k
- I m p r o v e m e n t i n
p r o d u c t i v i t y
- O n - t i m e d e l i v e r y
- D e c r e a s e i n
d e f e c t s
- Q u a l i t y
i m p r o v e m e n t
- I m p r o v e m e n t i n
m o r a l e
- D e c r e a s e i n w o r k
a c c i d e n t s
- D e c r e a s e i n
w o r k - i n - p r o g r e s s
- I n c r e a s e i n w o r k
s a t i s f a c t i o n
M a j o r
A c h i e v e m e n t s
- Q u a l i t y
i m p r o v e m e n t
- I n c r e a s e i n
c u s t o m e r
s a t i s f a c t i o n
- A c h i e v i n g
t e a m w o r k
- I m p r o v e m e n t
i n p r o d u c t i v i t y
- D e c r e a s e i n
e x t e r n a l
q u a l i t y c o s t s
- I n c r e a s e i n
p r o f i t a b i l i t y
- D e c r e a s e i n
d e f e c t s
- I n c r e a s e i n
w o r k
s a t i s f a c t i o n
- D e c r e a s e i n
i n t e r n a l
q u a l i t y c o s t s
- I m p r o v e m e n t
i n m o r a l e
- I m p r o v e m e n t
i n s a f e t y
l e v e l s
- O n - t i m e
d e l i v e r y
- D e c r e a s e i n
a p p r a i s a l c o s t s
- D e c r e a s e i n
p r i c e
- D e c r e a s e i n
w o r k a c c i d e n t s
- I n c r e a s e i n
m a r k e t s h a r e
- D e c r e a s e i n
w o r k - i n -
p r o g r e s s
M i n o r
A c h i e v e m e n t s
- D e c r e a s e i n
i n t e r n a l
q u a l i t y c o s t s
- D e c r e a s e i n
e x t e r n a l
q u a l i t y c o s t s
- I n c r e a s e i n
p r o f i t a b i l i t y
- D e v e l o p m e n t
o f n e w
p r o d u c t s
- D e c r e a s e i n
a p p r a i s a l
c o s t s
- I m p r o v e m e n t
i n s a f e t y
l e v e l s
- D e c r e a s e i n
p r i c e
- I n c r e a s e i n
m a r k e t s h a r e
M i n o r
A c h i e v e m e n t s
- D e c r e a s e i n
w o r k a c c i d e n t s
- I n c r e a s e i n
w o r k s a t i s f a c t i o n
- I n c r e a s e i n
m a r k e t s h a r e
- D e c r e a s e i n
i n t e r n a l q u a l i t y
c o s t s
- D e c r e a s e i n
e x t e r n a l q u a l i t y
c o s t s
- I m p r o v e m e n t i n
s a f e t y l e v e l s
- D e c r e a s e i n
w o r k - i n - p r o g r e s s
- D e v e l o p m e n t o f
n e w p r o d u c t s
- D e c r e a s e i n
a p p r a i s a l c o s t s
- D e c r e a s e i n
p r i c e
M i n o r
A c h i e v e m e n t s
- I n c r e a s e i n
m a r k e t s h a r e
- I m p r o v e m e n t
i n s a f e t y
l e v e l s
M i n o r
A c h i e v e m e n t s
- I m p r o v e m e n t
i n s a f e t y
l e v e l s
- D e c r e a s e i n
i n t e r n a l
q u a l i t y c o s t s
- D e c r e a s e i n
e x t e r n a l
q u a l i t y c o s t s
- D e c r e a s e i n
a p p r a i s a l
c o s t s
- D e c r e a s e i n
p r i c e
- I n c r e a s e i n
p r o f i t a b i l i t y
M i n o r
A c h i e v e m e n t s
- D e c r e a s e i n
w o r k a c c i d e n t s
- I m p r o v e m e n t
i n s a f e t y l e v e l s
- D e c r e a s e i n
a p p r a i s a l c o s t s
- D e c r e a s e i n
p r i c e
M i n o r
A c h i e v e m e n t s
- I m p r o v e m e n t i n
s a f e t y l e v e l s
- D e c r e a s e i n
i n t e r n a l q u a l i t y
c o s t s
- D e c r e a s e i n
e x t e r n a l q u a l i t y
c o s t s
- I n c r e a s e i n
m a r k e t s h a r e
- D e c r e a s e i n
a p p r a i s a l c o s t s
- I n c r e a s e i n
p r o f i t a b i l i t y
- D e c r e a s e i n
p r i c e
M i n o r
A c h i e v e m e n t s
- D e v e l o p m e n t
o f n e w
p r o d u c t s
278
Increase in customer satisfaction, on-time delivery, decrease in defects, achieving
teamwork, improvement in productivity, quality improvement and improvement in
morale are the important achievements experienced by all the companies after the
implementation of TQM.
Table 4.39. Core Values
TVS RML TKM HSS MICO AAL JK
Very Important
-Top management
commitment
-Focus on
customers
-Continuous
improvement
-Everybody being
committed
-Decisions based
on facts
-Focus on process
-Improvement in
productivity
-Decrease in
quality costs
Very
Important
-Top
management
commitment
-Focus on
process
-Focus on
customers
-Continuous
improvement
-Everybody
being committed
-Improvement in
productivity
-Decisions
based on facts
Very
Important
-Focus on
customers
-Continuous
improvement
-Improvement in
productivity
-Everybody
being committed
-Top
management
commitment
-Decisions
based on facts
-Decrease in
price
-Focus on
process
-Promotion of
export
-Decrease in
quality costs
Very
Important
-Focus on
customers
-Focus on
process
-Continuous
improvement
-Top
management
commitment
-Everybody
being committed
-Decisions
based on facts
-Improvement in
productivity
-Decrease in
price
-Promotion of
export
-Decrease in
quality costs
Very
Important
-Top
management
commitment
-Everybody
being committed
-Continuous
improvement
-Focus on
customers
-Focus on
process
-Decisions
based on facts
-Improvement in
productivity
Very
Important
-Top
management
commitment
-Focus on
customers
-Everybody
being committed
-Continuous
improvement
-Focus on
process
-Decisions
based on facts
-Improvement in
productivity
Very
Important
Top
management
commitment
-Focus on
customers
-Focus on
process
-Everybody
being
committed
-Continuous
improvement
-Decisions
based on facts
-Improvement
in
productivity
-Promotion of
export
-Decrease in
quality costs
-Decrease in
price
Important
-Decrease in price
-Promotion of
export
Important
-Decrease in
quality costs
-Decrease in
price
-Promotion of
export
Important
-Promotion of
export
-Decrease in
quality costs
Important
-Promotion of
export
-Decrease in
quality costs
-Decrease in
price
As for the core values with which the companies focuses at the beginning of
implementation of TQM, top management commitment, everybody being committed,
continuous improvement, decisions based on facts, focus on customers, focus on process
and improvement in productivity have been important core values for all the companies.
279
Table 4.40. Goals
TVS RML TKM HSS MICO AAL JK
Major Goals
-To achieve a
quality culture
in the long-
term
-Satisfied
customers
-Continuous
improvement
-Business
excellence
-To improve
quality
-Satisfied
employees
-To generate
competitive
power
-To improve
productivity
Major Goals -Satisfied
customers
-Continuous
improvement
-To achieve a
quality culture
in the long-
term
-Satisfied
employees
-Business
excellence
-To improve
quality
-To improve
productivity
-To generate
competitive
power
Major Goals -To improve
quality
-Satisfied
customers
-Continuous
improvement
-To improve
productivity
-To achieve a
quality culture
in the long-
term
-To generate
competitive
power
-Satisfied
employees
-Business
excellence
-To achieve
lower costs
Major Goals -Satisfied
customers
-To improve
quality
-To achieve a
quality culture
in the long-
term
-Continuous
improvement
-To improve
productivity
-Business
excellence
-Satisfied
employees
-To generate
competitive
power
-To achieve
lower costs
Major Goals -Satisfied
customers
-Satisfied
employees
-Business
excellence
-Continuous
improvement
-To generate
competitive
power
-To improve
quality
-To achieve a
quality culture
in the long-
term
-To improve
productivity
-To achieve
lower costs
Major Goals -Satisfied
customers
-Business
excellence
-Continuous
improvement
-To improve
quality
-To achieve a
quality culture
in the long-
term
-Satisfied
employees
-To improve
productivity
-To generate
competitive
power
Major Goals -Satisfied
customers
-To generate
competitive
power
-To improve
quality
-To achieve a
quality
culture in the
long-term
-Business
excellence
-To improve
productivity
-Continuous
improvement
-Satisfied
employees
-To achieve
lower costs
Minor Goals
-To achieve
lower costs
-To receive
quality award
Minor Goals -To achieve
lower costs
-To receive
quality award
Minor Goals -To receive
quality award
Minor Goals -To receive
quality award
Minor Goals -To achieve
lower costs
-To receive
quality award
Minor Goals -To receive
quality award
As for the goals with which the companies started to implement TQM, all the
companies had generating competitive power, continuous improvement, improving
quality, achieving a quality culture in the long term, having satisfied customers and
employees, improving productivity and achieving business excellence as important goals.
In all the companies no side effects have been experienced as a result of the
implementation of TQM. More paper work has been felt slightly as a side effect in
companies 4, 5 and 6. All the respondents from all the companies assert that
implementation of TQM has had an overall positive effect on the company.