A PROJECT REPORT ON TOTAL QUALITY MANAGEMENT (TQM)

Submitted to

In requirement of partial fulfillment of Master of Business Administration MBA! Submitted on

Submitted b"

ACKNOWLEDGEMENT

It gives me great pleasure to prepare project report on Total Quality Management in Force-IT.

I am very thankful to __________________for providing valuable guidance and advice from time to time.

ould like to thank Mr. !inay Thaly "#irector $onsulting %ervices& and %hantanoo

'oshi "$onsultant&.

This report is the combined support of all above mentioned and project could not be completed.

ithout

hom the

PREFACE

Being a student of a professional course, it is very essential to have a real knowledge of management and its functions. Taking this into account an M.B.A student has to undergo the training. Thus the inclusion of training gets the consideration and improvement in the program as it allows the student exposure to the real business environment.

Not alone the practical training is needed but the theoretical knowledge is also being important. o that we can understand practical business dealing and how company works in real.

! have undergone training at "#$%& ' !T and !T olution %ompany. T(M now a days getting implemented in almost every second organi)ation. This pro*ect explains concept of T(M and how it is implemented in "#$%& ' !T.

CONTENTS

%haper

%ontent

+age No.

&xecutive ummary %hapter ', !ntroductory %hapter Brief introduction of study +roblem !dentification cope of the tudy Methodology Adopted %hapter '.iterature $eview %oncept of (uality (uality /efinition (uality &volution %ontribution of (uality 0urus /efinition of T(M %haracteristic of T(M +otential benefit of T(M %oncept and +hilosophies of T(M +rinciples of T(M T(M problem solving se1uence &ight element of T(M Acceptability of T(M The &ssentials of T(M

!mplementation of T(M T(M Tools %hapter '2 %ompany Analysis !ntroduction of %o. ervices +rovided by "orce ' !T +roducts wot Analysis %hapter ' 3 !ndustry Analysis %urrent cenario !mpact on !ndia4s 0rowth Ma*or +layers !nvestment 0ovt. !nitiative $oad Ahead %hapter ' 5 $esearch Methodology Aims and #b*ective cope of +ro*ect $esearch Methodology /ata %ollection ampling /esign .imitations %hapter '6 /ata analysis and !nterpretation T(M "orce 7 !T trategy Analysis of urvey

%hapter '8 %hapter ' 9 %hapter ':

$ecommendation Annexure Bibliography

GLOSSARY

(. ). ,. .. /. 3. 4. 6. 7. (8. ((. ().

TQM - Total Quality Management I%* - International %tandard *rgani+ation T-M - Total -roductive Maintenance Q$$s - Quality $ontrol $ircles 0-1 - 0usiness -rocess 1e-2ngineering TQ$ - Total Quality $ircles 5TM - 5utomated Teller Machines $-$ - $ontrol -rocessing $entre $5# - $omputer 5ided #esign I9$:. - Including -#$5 - -lan-#o-$heck-5ct QM% - Quality Management %ystem

EXECUTIVE SUMMARY

2very nation has its o n independent historical and cultural background. The ;uality scenario< therefore< differs from one national setting to the other. The nations are orienting their ;uality management strategies and systems to meet the re;uirements of the operating environment though the primary focus remains the same< that is< Total $ustomer %atisfaction. Many of the present techni;ues of ;uality management ere developed in 'apan. =o ever< >.%.5.< 2uropean nations and developing nations have also contributed significantly to this development. The studies carried out by researchers in different national settings reveal that the concept and philosophies of TQM are not understood by the managers and others. 5n all out effort< therefore is re;uired to promote the understanding by launching massive educational and management development programs at all levels so as to create a cultural consciousness to ards ;uality. TQM is not undimensional approach but is multifaceted in nature. >nderstanding these facets is essential to promote a successful ;uality improvement program. 5n integrated approach on all vital components of TQM is re;uired to achieve the desired goal.

Total Quality Management is a management approach of an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society." It is a management strategy aimed at embedding awareness of quality in all organizational processes . TQM requires that the company maintain this quality standard in all aspects of its business. Quality can be iewed from multiple perspecti es! attribute of the product, alue

customer satisfaction, conformity with manufacturing specifications and "relation of quality and price#.

Total Quality Management is a management approach that originated in $%&'(s and has become more popular since early $%)'(s. Total Quality is a description of the culture, attitude and organization of a company that stri es to pro ide customers with product and ser ices that satisfy their needs. The culture requires quality in all aspects of the company(s operations, with processes being done right the first time and defects and waste eradicated from operations.

Total Quality Management "TQM# is a method by which management and employees can become in ol ed in the continuous impro ement of the production of goods and ser ices. It is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices. TQM has been widely used in manufacturing, education, go ernment and ser ice industries as well as *+,+ space and science programs. ,ome of the companies who ha e implemented TQM include -ord Motors, .hillips, Motorola, Toyota Motor, -orce-IT etc.

So, the summa !"at!o# !s $e!#% &o#e !# the 'o((o)!#% *o!#ts+

(.

TQM has been accepted by both service and manufacturing organi+ations< globally as a systematic management approach to meet the competitive challenges.

).

TQM redefines the ;uality and customer satisfaction.

ith emphasis on top management commitment

,.

The benefits of TQM are numerous and are increasingly reali+ed by organi+ations.

..

TQM provides a linkage bet een productivity and ;uality.

/.

The application of TQM tools increases a company?s efficiency.

3.

The focus of TQM is on@ "a& "b& "c& "d& Involvement of everyone in organi+ation in continuous improvement. $ommitment to satisfy customers. -articipation through team ork. $ommitment and :eadership of top management.

The project is on Total Quality Management in AF*1$2 - ITB.

$hapter *ne is introductory chapter eCplains about ho identification of problem< research methodology.

project goes one and

$hapter T o is about theoretical frame ork of TQM. It includes #efinition of TQM< $oncept of TQM< Tools D Techni;ues of TQM and Quality $ircles< principles of TQM and 2ssentials of TQM< Models of TQM. $hapter three provides information on company< its products and services etc. $hapter four is about the Industry -rofile< current scenario< govt. initiative and road ahead. $hapter five contains detail about research methodology< ho data as collected and limitation of the study. $hapter siC is about the =o F*1$2 - IT has implemented TQM is eCplained and analysis of employee survey as done.E -roject 5nalysis and 1ecommendations are concluded in $hapter seven and 2ight respectively 5nneCure< 0ibliography D Febliography are addressed in last chapters

Chapter -1

INTRODUCTORY CHAPTER

Brief Introduction of the

tud!"

Information technology "IT# is increasing in importance for companies and its effects on global trading are becoming widely. It is frequently argued that IT is rapidly becoming the most important factor in increasing producti ity and reducing costs, although as writers such as Mahmood and Mann "$%%/# and 0illcoc1s and 2ester "$%%3# point out, e4isting studies show contradictory results. 2o eman "$%%5#, .owell and 6entMicallef "$%%3# and ,trassmann "$%%3# ha e found that IT had not had a significant effect on producti ity or competiti e ad antage, whereas 7elley "$%%5# found a positi e relationship between programmable automation and producti ity. 8arious means for impro ing quality, reducing costs and increasing producti ity are being sought and implemented by manufacturers and ser ice pro iders see1ing continuous impro ements in business performance. They include total quality management, total producti e maintenance, business process re-engineering and management, manufacturing resources planning, 9ust-in-time, and self-directed wor1 teams. 0eston "$%%/# claims that all these inter entions rely on IT, since they act as a feedbac1 mechanism to users who are 1een to measure producti ity and, in addition, they also ser e as the means to get rapid and more accurate information, impro e communication lin1s, and facilitate the implementation of ad anced tools, systems and modelling techniques. IT has e ol ed from a traditional administrati e bac1-office support orientation towards a more strategic central role within organisations, see 8en1atraman et al. "$%%/# and :oynton et al. "$%%/#. Therefore, IT ;ompanies if implement TQM then they will be more producti e, efficient and effecti e if pro iding ser ice.

P o$(em I&e#t!'!,at!o#-

-orce IT company has implemented TQM. In my pro9ect a brief e4planation on implementation of TQM will be described and effect of implementation of TQM in an organization is discussed. Total Quality Management is now well-established as a central method for impro ing the efficiency and competiti e position of firms and organizations. 6e eloped in a manufacturing en ironment, it has shown the same attributes in administrati e and ser ice industries. In this paper we e4amine the potential for use in the Information Technology sector. 2ittle impact has been made by TQM in the IT industry. 0e use the famous $5 points of 0. <dwards 6eming to discuss the potential and the pitfalls awaiting such implementation. The particular nature of the industry means that the techniques are not transparently transportable, and we de elop some initial ideas for using TQM in situations which are traditionally seen as =one-off> and not susceptible to process analysis and measurement.

SCOPE OF STUDY

The scope is limited to implementation of TQM in F*1$2 - IT through I%* 788( < $MMi " hich mainly covers majority of %iC %igma concepts & and through their internal ;uality systems.

#ethodo$o%! Adopted"

These pro9ect will mainly include <4ploratory type of research, since there will be an e4tensi e search of information on TQM with the help of ,econdary data a ailable.

Pri&ar! Data .rimary data from the company ! Inter iews and obser ation. ?ne to one direct communication for collection of data. ,eries of questions will be as1ed in an inter iew. Types of inter iew will be structured, semistructured, non-directi e and focused. There can be some limitations in the inter iew such as hesitation to e4press, ague answers, time restrictions, less time for thin1ing @ sub9ecti e answers.

econdar! data ,econdary data was collected from internet @.ublished reports.,econdary data analysis sa es time that would otherwise be spent collecting data and, particularly in the case of quantitati e data, pro ides larger and higher-quality databases that would be unfeasible for any indi idual to collect on their own. In addition, analysts of social and economic change consider secondary data essential, since it is impossible to conduct a new sur ey that can adequately capture past change andAor de elopments.

tati'tica$ too$'( techni)ue' and pac*a%e' u'ed to &ea'ure efficienc! + statistic is a numerical description of a population, usually based on a sample of that population. ,ome statistics are useful for describing the results of measuring single ariables or for constructing and e aluating multi-item scales. These statistics include frequency distributions, graphs, measures of central tendency and ariation, and reliability tests. The ;ompleteness, +ccuracy@ Bniformityto be chec1ed and represented in different ways

2ine Craphs or ;harts :ar ;harts ;hi ,quare Test

$=5-T21 -)
:IT215T>12 12!I2F

.ua(!t/ 0 De'!#!t!o#

Q>5:ITG means 1F!t#ess 'o Use2 as per #r. 'uran. The components are said to possess good ;uality< if they ork ell in the e;uipment for hich they are meant.

It is a relative term< generally used ith reference to the end use of a product.

Q>5:ITG is the distinguishing feature or 1G a&e2 of the product in appearance< performance< life< reliability< taste< odor and maintainability etc.

Q>5:ITG is 1De% ee o' P e'e e#,e2 to hich a specified product is preferred over competing products of e;uivalent grade. This is based on comparative tests by the customers and is normally called customer preference.

Q>5:ITG is a measure of the 1De% ee o' E3,e((e#,e2 of the product.

Q>5:ITG is ACo#'o m!t/ to Re4u! eme#ts2 "-hilip $rosby& and is concerned ho ell a product conforms to design and other specifications.

ith

5 short and idely accepted definition of today for Q>5:ITG is Customer Delight hich aim to meet the follo ing@

State& #ee&s "in simple

ords called %atisfiers&

U#state& #ee&s "in simple ords called #is - %atisfiers& E3*e,tat!o#s "in simple ords called #elighters&

5ccording to #eming< Q>5:ITG should be aimed at fulfilling the needs of the customer< present and future.

.ua(!t/ E5o(ut!o#

-hase

Quality Measurement

Quality $ontrol 1a Material D -roducts

Quality 5ssurance 1a Material

Total Quality Management 1a Material

%cope

-roducts

D -roducts D -rocess

D -roducts D 5ll -rocess

5rea of 5ction %ystem

2nd of :ine

2nd of :ine

*nline

0efore the beginning

5ppraisal

5ppraisal

5ppraisal -revention

-revention 5ppraisal -lan< $ontrol<

Function

Inspection

Inspection

Inspection

$ontrol %tatus *perators %upervisor

5nalysis Manager

Improve and 5udit Heneral Manager or !ice -resident

1eporting

-roduction %upervisor

Forks Manager

Heneral Manager

Managing #irector or -resident

Co#t !$ut!o# o' .ua(!t/ Gu us

5 Huru< by definition< is a good person< a addition to having these characteristics<

ise person and a teacher. 5 ;uality Huru in ill be< introducing < innovating and ill make a major ithin business that

implementing concept and approach to ;uality cannot move ahead

and lasting impact or give value for money or more 1eturns on Investment"1*I&. Fe ithout addressing their contribution to orld of ;uality. There have been three groups of Hurus since the (7.8?s@ 2arly (7/8?s 5mericans ho took the messages of ;uality to 'apan :ate (7/8?s 'apanese ho developed ne concepts in response to the 5mericans

(748?s-(768?s Festern Hurus ho follo ed the 'apanese industrial success of their contribution to the

It is beyond the scope of this project to go into nitty-gritty on each of the Hurus< their philosophies< teachings and toolsE ho ever< a brief overvie ;uality journey is given< supported by several references.

W E&)a &s Dem!#%

- The 5mericans

ho

ent to 'apan< placed great

importance and responsibility on management< at the individual and company level< believing management to be responsible for 7.I of ;uality problems. =is fourteen point plan for TQM is a complete philosophy of management that can be applied to small or large organi+ations in the public< private or service sectors@

(. $reate constancy of purpose to ards improvement of product and service ). 5dopt the ne philosophy. Fe can no longer live ith commonly accepted levels of delay< mistakes and defective orkmanship ,. $ease dependence on mass inspection. Instead< re;uire statistical evidence that ;uality is built in

.. Improve the ;uality of supplies. 2nd the practice of a arding business on the basis of price /. $ontinuously improve production. Find problems. It is management?s job to continually on the system 3. Train and educate all employees. Institute modern methods of training on the job 4. %upervision must help people. Institute modern methods of supervision of production to ;uality 6. #rive out fear< so that everyone may ork effectively for the company 7. 2liminate boundaries. 0reak do n barriers bet een departments orkers< The responsibility of foremen must be changed from numbers ork

(8. 2liminate numerical goals< posters and slogans for the levels of productivity ithout providing methods ((. 2liminate ork standards that prescribe numerical ;uotas (). :et people be proud of their (,. 2ncourage self-improvement. retraining

orkforce asking for ne

ork. 1emove barriers that stand bet een the hourly orkmanship Institute a vigorous program of education and ill

orker and their right to pride of

(.. $ommit to ever improving ;uality. $reate a structure in top management that push on the above points every day

The O !%!#a( .ua(!t/ Gu us

#eming the

also

encouraged

systematic

approach to problem solving and promoted idely kno n -lan< #o< $heck< 5ct as "-#$5& cycle. The -#$5 cycle is also kno n as the #eming cycle< although it %he hart. developed by a colleague of #eming< #r

It is a universal improvement methodology< the idea being to constantly improve< and thereby reduce the difference bet een the re;uirements of the $ustomer?s and the performance of the process. The cycle is about learning and ongoing improvement< learning hat orks and hat does not in a systematic ayE and the cycle repeatsE after one cycle is complete< another is started.

D 6ose*h M 6u a#

- developed the Quality Trilogy J Quality -lanning< Quality

$ontrol and Quality Improvement. Hood ;uality management re;uires ;uality actions to be planned out< improved and controlled. The process achieves control at one level of ;uality performance< then plans are made to improve the performance on a project by project basis< using tools and techni;ues such as -areto analysis. This activity eventually achieves breakthrough to an improved level< satisfaction and dissatisfaction hich is again controlled< to ith customer prevent any deterioration. #r. 'uran believed ;uality is associated

ith the product< and emphasi+ed the necessity for

ongoing ;uality improvement through a succession of small improvement projects carried out throughout the organi+ation. =is ten steps to ;uality improvement are@

(. 0uild a areness of the need and opportunity for improvement ). %et goals for improvement ,. *rgani+e to reach the goals .. -rovide training /. $arry out projects to solve problems 3. 1eport progress 4. Hive recognition 6. $ommunicate results 7. Keep score of improvements achieved (8. Maintain momentum

=e concentrated not just on the end customer< but on other eCternal and internal customers. 2ach person along the chain< from product designer to final users< is a supplier and a customer. In addition< the person out some transformation or activity. ill be a process< carrying

D Kao u Ish!7a)a 0

The 'apanese< made many contributions to ;uality< the ide ;uality control< his

most note orthy being his total ;uality vie point< company use of the Aseven basic tools of ;ualityB@

emphasis on the human side of ;uality< the Ishika a diagram and the assembly and

-areto analysis hich are the big problemsL $ause and effect diagrams hat causes the problemsL %tratification ho is the data made upL $heck sheets ho often it occurs or is doneL =istograms hat do overall variations look likeL %catter charts hat are the relationships bet een factorsL -rocess control charts hich variations to control and ho L

=e believed these seven tools should be kno n idely< if not by everyone< in an organi+ation and used to analy+e problems and develop improvements. >sed together they form a po erful kit.

=e distinguished bet een AerrorsB<

hich are inevitable< and AdefectsB<

hich result

hen an error reaches a customer< and the aim of -oka-Goke "'apanese term< that means Amistake-proofingB& is to stop errors becoming defects. #efects arise because errors are made and there is a cause and effect relationship bet een the t o. Mero ;uality control is the ideal production system and this re;uires both -oka-Goke and source inspections. In the latter< errors are looked at before they become defects< and the system is either stopped for correction or the error condition automatically adjusted to prevent it from becoming a defect.

Ph!(!* 8 C os$/ 9 The Festern Huru< kno

absolutes of ;uality@ (. Quality is conformance to re;uirements ). The system of ;uality is prevention ,. The performance standard is +ero defect

n for the concepts of AQuality is FreeB

and AMero #efectsB< and his ;uality improvement process is based on his four

.. The measurement of ;uality is the price of non-conformance

=is fourteen steps to ;uality improvement are@

(. Form a management level ;uality improvement team "QIT& ;uality improvement process planning and administration ). #etermine here current and potential ;uality problems lie

ith responsibility for

,. 2valuate the cost of ;uality and eCplain its use as a management tool to measure aste .. 1aise ;uality a areness and personal concern for ;uality amongst all employees /. Take corrective actions< using established formal systems to remove the root causes of problems 3. 2stablish a +ero defects committee and program 4. Train all employees in ;uality improvement 6. =old a Mero #efects #ay to broadcast the change and as a management recommitment and employee commitment 7. 2ncourage individuals and groups to set improvement goals (8. 2ncourage employees to communicate to management any obstacles they face in attaining their improvement goals ((. Hive formal recognition to all participants (). 2stablish ;uality councils for ;uality management information sharing (,. #o it all over again J form a ne ;uality improvement team

Tom Pete s 9

identified leadership as being central to the ;uality improvement ord AManagementB for A:eadershipB. The ne role is of a alking aboutB "M0F5&< enabling the leader

process< discarding the

facilitator< and the basis is AManaging by

to keep in touch ith customers< innovation and people< the three main areas in the pursuit of eCcellence. =e believes that< as the effective leader least , major activities are happening@ :istening " suggests caring & Teaching " values are transmitted & Facilitating " able to give on-the-spot help& alks< at

=aving researched successful 5merican organi+ations< he concluded that any intelligent approach to organi+ing had to encompass< and treat as interdependent< seven variables< in hat became kno n as the McKinsey 4-% Frame ork< designed to force eCplicit thought about both the hard are and soft are of an organi+ation@

Co#,(us!o#

5part from above AgurusB< there are many other management AgurusB call to select

hose

philosophies and ideas are also important but at end of the day< it is organi+ational hat is best and most suitable set of processes for their organi+ation based on their current and future needs

#E$INITION O$ T%M&

As defined b" ISO& ;T(M is a management approach of an organi)ation, centered on 1uality, based on the participation of all its members and aiming at long'term success through customer satisfaction, and benefits to all members of the organi)ation and to society.;

!n <apanese, T(M comprises four process steps, namely= ,. >ai)en 7 "ocuses on %ontinuous +rocess !mprovement, to make processes visible, repeatable and measureable. -. Atarimae ?inshitsu 7 "ocuses on intangible effects on processes and ways to optimi)e and reduce their effects. 2. >ansei 7 &xamining the way the user applies the product leads to improvement in the product itself. 3 Miryokuteki ?inshitsu 7 Broadens management concern beyond the immediate product.

T(M re1uires that the company maintain this 1uality standard in all aspects of its business. This re1uires ensuring that things are done right the first time and that defects and waste are eliminated from operations.

Total (uality Management @T(MA is a management strategy aimed at embedding awareness of 1uality in all organi)ational processes. T(M has been widely used in manufacturing, education, government, and service industries, as well as NA A space and science programs.

T%M &' A %(A)IT* ORIENTE# APPROAC+, Total (uality Management @T(MA is one of 1uality'oriented approaches that many organi)ations adopt. !t is generally acknowledged that manufacturing companies need to be 1uality oriented in conducting their business to survive the business world. T(M is an integrated management philosophy and a set of practices that emphasi)e top management commitment, customer focus, supplier relationship, benchmarking, 1uality'oriented training, employee focus, )ero defects, process improvement, and 1uality measurement. This paper investigates the structural linkages between T(M, product 1uality performance and business performance. 0iven the nature of this study, the statistical analysis techni1ue called tructural &1uation Modelling was used. This preliminary result suggests that there is insufficient statistical evidence to conclude significant simple relationships between T(M, product 1uality performance, and business performance.

C+ARACTERISTICS O$ T%M& The characteristics of T(M, as revealed from above definition are as follows= ,. -. 2. T(M is customer oriented. T(M re1uires a long term commitment for continuous improvement of all processes. The success of T(M demands the leadership of top management and continuous involvement. 3. $esponsibility for establishments and improvement of systems lies with the management of an organi)ation. 5. T(M is a strategy for continuously improving performance at all levels and in all areas of responsibility.

POTENTIA) BENE$ITS O$ T%M&

The advantages of adopting T(M system compared to conventional 1uality system are numerous and are outlined below.

,.

T(M helps to focus clearly on the needs of the market. The traditional approach of 1uality control focuses on the technical details of a product so as to satisfy the customer. ?owever, the customer longs for different satisfaction perspectives which are generally overlooked in the traditional approach. The needs change from person to person and also from place to place. As T(M focuses on the concept of university, it tries to abstract the satisfaction perceptions of the market and thus helps the organi)ation to identify and meet the re1uirements of the market in a better way.

-.

T(M facilitates to aspire for a top 1uality performer in every sphere of activity. !t is a well accepted fact that the negative attitudes of employees and non'participative culture of the organi)ation pose the greatest hurdle to organi)ation4s success, growth and prosperity. T(M emphasis, on bringing about attitudinal and cultural change through promotion of participative work culture and effective team'work. This serves to satisfy the higher human needs of recognition and self'development and enhances employee4s interest in the *ob.

The employee4s performance, thus, is not restricted to the product or service areas but reflects in other spheres as well. 2. !t channeli)es the procedures necessary to achieve 1uality performance. (uality in its true sense cannot be achieved instantly. !t re1uires a systematic and a long'term planning and strategic approach. By focusing on defining the 1uality policies, goals and ob*ectives, and communicating these properly to one and all in the organi)ation,

adopting (% and +% techni1ues and developing and using a system of evaluation , the organi)ation can channeli)e their efforts to achieve the desired and ob*ectivated 1uality performance.

3.

!t helps examine critically and continuously all processes to remove nonproductive activities and waste. The organi)ations always aim at improving productivity as it leads to reduction in cost resulting in increase in profitability. The efforts in this direction are contributed because of the formation of 1uality improvement teams which meet regularly and through a systematic approach which tries to remove nonproductive activity. A continuous effort to identify the problems and resolve them helps to reduce the waste. The culture of well being thus improves housekeeping, cost'effectiveness and safety.

5.

!t gears organi)ations to fully understand the competition and develop an effective combating strategy.

The dynamic changes in the global market and the open market policies adopted by a large number of organi)ations have resulted in increased competition and for many organi)ations the survival has become a key issue. "or this cause it is essential for the organi)ations to understand the competition and develop and adopt suitable strategies to meet the challenges. As T(M helps to understand the pulse of customer and thus the market, it gives an edge to the organi)ations of variable nature to meet the competition.

6.

!t helps to develop good procedures for communication and acknowledging good work. !mproper procedures and inade1uate communication are yet another bane of many organi)ations, which result in misunderstanding, confusion, and low productivity, duplication of efforts, poor 1uality, and low morale and so on. T(M brings together members of various related sections, departments and different levels of management thereby providing an effective vehicle of communication and interaction.

8.

!t helps to review the process needed to develop the strategy of never ending improvement. (uality improvement efforts cannot be restricted to any time period. They need to be continuous to meet the dynamic challenges. T(M emphasi)es on a continuous and periodic review so as to make the re1uired changes.

The benefits derived by the organi)ations, therefore, are many and multifaceted. Many of these can be measured in 1uantitative terms. ?owever, the intangible benefit, which includes enrichment of the 1uality of the work life and many more are not 1uantifiable. At the same time, it has to be established whether they do occur or not in order to prove or disapprove the efficacy of the concept. This can be assessed by a well'planned research pro*ect or by carrying out an opinion survey periodically. The tangible and intangible benefits of T(M are variable in nature.

 CONCEPTS AND P:ILOSOP:IES OF T.M

INTRODUCTION
Total (uality Management @T(MA, a bu))word phrase of the ,:9BCs, has been killed and resurrected on a number of occasions. The concept and principles, though simple seem to be creeping back into existence by ;bits and pieces; through the evolution of the ! #:BB, Management (uality ystem standard.

%ompanies who have implemented T(M include "ord Motor %ompany, +hillips emiconductor, 0. %arbon, Motorola and Toyota Motor %ompany.

The latest changes coming up for the ! # :BB,=-BBB standard4s ;+rocess Model; seem to complete the embodiment. T(M is the concept that 1uality can be managed and that it is a process. The following information is provided to give an understanding of the key elements of this process.

TOTA) %(A)IT* MANA-EMENT T%M! Total D (uality involves everyone and all activities in the company. %ualit" D %onformance to $e1uirements @Meeting %ustomer $e1uirementsA. Mana.ement D (uality can and must be managed. T%M D A process for managing 1ualityE it must be a continuous way of lifeE a philosophy of perpetual improvement in everything we do. T%M Compared to ISO /001 & ! # :BBB is a (uality ystem Management tandard. T(M is a philosophy of perpetual improvement. The ! # (uality tandard sets in place a system to deploy policy and

verifiable ob*ectives. An ! # implementation is a basis for a Total (uality Management implementation. Fhere there is an ! # system, about 85 percent of the steps are in place for T(M. The re1uirements for T(M can be considered ! # plus. Another aspect relating to the ! # tandard is that the proposed changes for the next revision @,:::A will contain customer satisfaction and measurement re1uirements. !n short, implementing T(M is being proactive concerning 1uality rather than reactive.

T%M as a $oundation & T%M is the foundation for activities which includeE Meeting %ustomer $e1uirements $educing /evelopment %ycle Times <ust !n TimeG/emand "low Manufacturing !mprovement Teams $educing +roduct and ervice %osts !mproving Administrative ystems Training

Ten Steps to Total %ualit" Mana.ement T%M!& T2e Ten Steps to T%M are as follo3s& ,. -. 2. 3. 5. 6. +ursue New trategic Thinking >now your %ustomers et True %ustomer $e1uirements %oncentrate on +revention, Not %orrection $educe %hronic Faste +ursue a %ontinuous !mprovement trategy

8. 9. :. ,B.

Hse tructured Methodology for +rocess !mprovement $educe Iariation Hse a Balanced Approach Apply to All "unctions

Prin4iples of T%M & T2e Prin4iples of T%M are as follo3s& ,. -. 2. 3. 5. 6. 8. 9. :. ,B. ,,. ,-. (uality can and must be managed. &veryone has a customer and is a supplier. +rocesses, not people are the problem. &very employee is responsible for 1uality. +roblems must be prevented, not *ust fixed. (uality must be measured. (uality improvements must be continuous. The 1uality standard is defect free. 0oals are based on re1uirements, not negotiated. .ife cycle costs, not front end costs. Management must be involved and lead. Management %ommitment ,. -. 2. 3. ,2. +lan @drive, directA /o @deploy, support, participateA %heck @reviewA Act @recogni)e, communicate, reviseA

&mployee &mpowerment ,. Training

-. 2. 3. ,3.

uggestion scheme Measurement and recognition &xcellence teams

"act Based /ecision Making ,. -. 2. 3. +% @statistical process controlA /#&, "M&A The 8 statistical tools T#+ @"#$/ 9/ ' Team #riented +roblem olvingA

,5.

%ontinuous !mprovement ,. -. 2. 3. ystematic measurement and focus on %#N( &xcellence teams %ross'functional process management Attain, maintain, improve standards

,6.

%ustomer "ocus ,. -. 2. 3. upplier partnership ervice relationship with internal customers Never compromise 1uality %ustomer driven standards

+lan and organi)e for 1uality improvement. Pro4esses must be Mana.ed and Impro5ed& +rocesses must be managed and improvedJ This involves= /efining the process Measuring process performance @metricsA $eviewing process performance

!dentifying process shortcomings Analy)ing process problems Making a process change Measuring the effects of the process change

%ommunicating both ways between supervisor and user

6e" to %ualit"& The key to improving 1uality is to improve processes that define, produce and support our products. All people work in processes.

People 0et processes ;in control; Fork with other employees and managers to identify process problems and eliminate them

Mana.ers and7or Super5isors 8or9 on Pro4esses +rovide training and tool resources Measure and review process performance @metricsA !mprove process performance with the help of those who use the process

P(a##!#% a Cha#%e-

T.M PRO8LEM SOLVING SE.UENCE-

T(M +rocess !mprovement and +roblem olving e1uence

+.AN @+.AN A %?AN0&A /# @!M+.&M&NT T?& %?AN0&A %?&%> @#B &$I& T?& &""&%T A A%T!#N @&MB&/ T?& "!K !NT# T?& +$#%& "#$ 0##/A TA>& +&$MAN&NT A%T!#N ,-. &nsure the fix is embedded in the process and that the resulting process is used. %ontinue to monitor the process to ensure= A. The problem is fixed for good. and

/&"!N& T?& +$#B.&M ,. $ecogni)e that what you are doing is a ;+$#%& ;

!/&NT!"L +# !B.&

&IA.HAT& +# !B.&

MA>& A %?AN0& ,B. /etermine what change would help

T& T T?& %?AN0& ,,. /etermine what change worked @confirmationA.

%AH & 6. ;B$A!N T#$M; what is causing the problem. 8. /etermine what past data shows. o "re1uency distribution o +areto charts o %ontrol charts 'sampling

%AH & 9. /etermine the relationship between cause and effect o catter diagrams o $egression analysis :. /etermine what the process is doing now o %ontrol charts ' sampling

-. !dentify the commodity being processed. ' +rocess !nference 2. /efine some measurable characteristics of value to the commodity. 3. /escribe the ;+$#%& ; o +rocess "low AnalysisCs o "low charts o .ist of steps

M Lour knowledge of the process M catter diagrams M %ontrol %harts 'sampling M +areto analysis

M ?istograms M %ontrol charts 'sampling M catter diagrams

NNNNThen make the change.

B. The process is good enough o %ontrol charts 'sampling

NNNNTo ensure continuous improvement, return to step 5.

5. !dentify the ;Big; problem o

Brainstorming o %hecklists o +areto analysis

T:E EIG:T ELEMENTS OF T.M-

To be successful implementing TQM< an organi+ation must concentrate on the eight key elements@ (. ). ,. .. /. 3. 4. 6. 2thics Integrity Trust Training Team ork :eadership 1ecognition $ommunication

These elements can be divided into four groups according to their function. The groups are@ I. II. III. I!. Foundation - It includes@ 2thics< Integrity and Trust. 0uilding 0ricks - It includes@ Training< Team ork and :eadership. 0inding Mortar - It includes@ $ommunication. 1oof - It includes@ 1ecognition.

Fou#&at!o# TQM is built on a foundation of ethics< integrity and trust. It fosters openness< fairness and sincerity and allo s involvement by everyone. This is the key to unlocking the ultimate potential of TQM. These three elements move together< ho ever< each element offers something different to the TQM concept. (. 2thics - 2thics is the discipline concerned ith good and bad in any situation.

It is a t o-faceted subject represented by organi+ational and individual ethics. *rgani+ational ethics establish a business code of ethics that outlines guidelines that all employees are to adhere to in the performance of their ork. Individual ethics include personal rights or rongs.

).

Integrity - Integrity implies honesty< morals< values< fairness< and adherence to the facts and sincerity. The characteristic is hat customers "internal or

eCternal& eCpect and deserve to receive. -eople see the opposite of integrity as duplicity. TQM ill not ork in an atmosphere of duplicity.

,.

Trust - Trust is a by-product of integrity and ethical conduct. Fithout trust< the frame ork of TQM cannot be built. Trust fosters full participation of all members. It allo s empo erment that encourages pride o nership and it encourages commitment. It allo s decision making at appropriate levels in the organi+ation< fosters individual risk-taking for continuous improvement and helps to ensure that measurements focus on improvement of process and are not used to contend people. Trust is essential to ensure customer satisfaction. %o< trust builds the cooperative environment essential for TQM.

8 !,7s 0asing on the strong foundation of trust< ethics and integrity< bricks are placed to reach the roof of recognition. It includes@

..

Training - Training is very important for employees to be highly productive. %upervisors are solely responsible for implementing TQM ithin their

departments< and teaching their employees the philosophies of TQM. Training that employees re;uire are interpersonal skills< the ability to function ithin

teams< problem solving< decision making< job management performance analysis and improvement< business economics and technical skills. #uring the creation and formation of TQM< employees are trained so that they can become effective employees for the company.

/.

Team ork - To become successful in business< team ork is also a key element of TQM. Fith the use of teams< the business ill receive ;uicker and

better solutions to problems. Teams also provide more permanent improvements in processes and operations. In teams< people feel more comfortable bringing up problems that may occur< and can get help from other orkers to find a solution and put into place. There are mainly three types of teams that TQM organi+ations adopt@

5.

Quality Improvement Teams or 2Ccellence Teams "QIT%& - These are temporary teams ith the purpose of dealing ith specific problems

that often re-occur. These teams are set up for period of three to t elve months.

0.

-roblem %olving Teams "-%Ts& - These are temporary teams to solve certain problems and also to identify and overcome causes of problems. They generally last from one eek to three months.

$.

9atural Fork Teams "9FTs& - These teams consist of small groups of skilled orkers ho share tasks and responsibilities. These teams use

concepts such as employee involvement teams< self-managing teams and ;uality circles. These teams generally eek. ork for one to t o hours a

3.

:eadership - It is possibly the most important element in TQM. It appears every here in organi+ation. :eadership in TQM re;uires the manager to provide an inspiring vision< make strategic directions that are understood by all and to install values that guide subordinates. For TQM to be successful in the business< the supervisor must be committed in leading his employees. 5 supervisor must understand TQM< believe in it and then demonstrate their belief and commitment through their daily practices of TQM. The supervisor makes sure that strategies< philosophies< values and goals are transmitted do n throughout the organi+ation to provide focus< clarity and direction. 5 key point is that TQM has to be introduced and led by top management. $ommitment and personal involvement is re;uired from top management in creating and deploying clear ;uality values and goals consistent objectives of the company and in creating and deploying ith the

ell defined

systems< methods and performance measures for achieving those goals.

8!#&!#% Mo ta 4. $ommunication - It binds everything together. %tarting from foundation to roof of the TQM house< everything is bound by strong mortar of communication. It acts as a vital link bet een all elements of TQM. $ommunication means a common understanding of ideas bet een the sender and the receiver. The success of TQM demands communication ith and among all the

organi+ation members< suppliers and customers. %upervisors must keep open air ays here employees can send and receive information about the TQM ith the sharing of correct information is

process. $ommunication coupled

vital. For communication to be credible the message must be clear and receiver must interpret in the ay the sender intended.

There are different 5. #o n ard

ays of communication such as@ communication This is the dominant form of

communication in an organi+ation. -resentations and discussions basically do it. 0y this the supervisors are able to make the employees clear about TQM.

0.

>p ard communication - 0y this the lo er level of employees are able to provide suggestions to upper management of the affects of TQM. 5s employees provide insight and constructive criticism< supervisors must listen effectively to correct the situation that comes about through the use of TQM. This forms a level of trust bet een supervisors and employees. This is also similar to empo ering communication< supervisors keep open ears and listen to others. here

$.

%ide ays communication - This type of communication is important because it breaks do n barriers bet een departments. It also allo s dealing ith customers and suppliers in a more professional manner.

Roo' 6. 1ecognition - 1ecognition is the last and final element in the entire system. It should be provided for both suggestions and achievements for teams as ell

as individuals. 2mployees strive to receive recognition for themselves and their teams. #etecting and recogni+ing contributors is the most important job of a supervisor. 5s people are recogni+ed< there can be huge changes in selfesteem< productivity< ;uality and the amount of effort eChorted to the task at hand. 1ecognition comes in its best form hen it is immediately follo ing an ays<

action that an employee has performed. 1ecognition comes in different places and time such as< Fays - It can be by

ay of personal letter from top management. 5lso by

a ard ban;uets< pla;ues< trophies etc. -laces - Hood performers can be recogni+ed in front of departments< on performance boards and also in front of top management. Time - 1ecognition can given at any time like in staff meeting< annual a ard ban;uets< etc.

Fe can conclude that these eight elements are key in ensuring the success of TQM in an organi+ation and that the supervisor is a huge part in developing these elements in the ork place. Fithout these elements< the business

entities cannot be successful TQM implementers. It is very clear from the

above discussion that TQM be a great remiss< in fact it

ithout involving integrity< ethics and trust ould be incomplete. Training is the key by

ould hich

the organi+ation creates a TQM environment. :eadership and team ork go hand in hand. :ack of communication bet een departments< supervisors and employees create a burden on the hole TQM process. :ast but not the least< ho contributed to the overall

recognition should be given to people

completed task. =ence< lead by eCample< train employees to provide a ;uality product< create an environment and give credit organi+ation here there is no fear to share kno ledge<

here credit is due is the motto of a successful TQM

T:E T.M MODEL5t the century close< the creation of the global market< international orientation of management that s eeps national boundaries< introduction of ne technologies< and

shift to ards customer focused strategies< make the competition stronger than ever. The criteria for success in this global< internationally oriented market have been changing rapidly. In order to eCpand business< enter ne markets< and set realistic<

competitive long-term objectives< eCcellence became an imperative. ManagementNs effort has been directed to ards discovering hat makes a company eCcellent. To

achieve eCcellence< companies must develop a corporate culture of treating people as their most important asset and provide a consistent level of high ;uality products and services in every market in supported the hich they operate. %uch an environment has hich emerged

ide acceptance of Total Quality Management "TQM&

recently as a ne < challenging< marketable philosophy. It involves three spheres of changes in an organi+ation -- people< technology and structure.

There is also a need for a systematic approach so that each element of TQM2O can be bonded together smoothly. The proposed .-pillar model brings the customerNs re;uirement into the system. This makes the approach to TQM more complete. The additional pillar -- satisfying customers -- is vital because it eCplicitly addresses customers re;uirements. Fithout it TQM ould have no objective.

The Fou P!((a s o' T.M The role of top management in implementation of total ;uality is crucial and its input on people far-reaching. TQM< therefore< should be understood as management of the system through systems thinking< the company and putting them to hich means understanding all the elements in ork together to ards the common goal. The

TQM2O Model advocates an integrated approach in order to support the transition to systems management begins hich is an ongoing process of continuous improvement that

hen the company commits itself to managing by ;uality. The Model

illuminates the elements that form a base to the understanding of TQM philosophyP and implementation of the process company- ide.

The St u,tu e o' T.MEX-

The Lo%!, o' T.MEXIn order to have a systematic approach to TQM< it is necessary to develop a conceptual model. Henerally< a model is a se;uence of steps arranged logically to serve as a guideline for implementation of a process in order to achieve the ultimate goal. The model should be simple< logical and yet comprehensive enough for TQM implementation. It also has to sustain the changes in business environment of the ne idea era. The Model also reflects teachings of the contemporary ;uality gurus. The as to develop a universally applicable step-by-step guideline by including

recogni+ed practices in TQM@ 'apanese /-% -ractice "/-%& 0usiness -rocess 1e-engineering "0-1& Quality $ontrol $ircles "Q$$s& I%* 788(Q) Quality Management %ystem "I%*& Total -roductive Maintenance "T-M&

5s *sada pointed out< /-% is the key to total ;uality environment. Therefore< it should be the first step. 0-1 is concerned ith re-defining and designing your

business process in order to meet the needs of your customers effectively. It is more concerned ith the business objectives and systems< and should follo as %tep ).

Q$$s are concerned

ith encouraging the employees to participate in continuous

improvement and guide them through. They improve human resources capability to achieve the business objectives. Therefore< this should be %tep ,. I%* 7888 is to develop a ;uality management system based on the good practices in the previous three steps. T-M is a result of applying /-% to e;uipment based on a sound ;uality management system. In fact I%* 788( re;uires procedures for process control and inspection and testing e;uipment implemented in %tep /. hich are part of T-M. Therefore T-M should be

If the above five steps have been implemented successfully< the organi+ation is already very close to ards achieving TQM. TQM2O is a se;uential model This is in line hich is easy to remember and simple to implement.

ith the ;uality principle of Keep It %hort and %imple "KI%%&< although it

is not simple to make a model simpleR

$ompanies starting to implement TQM should follo $ompanies

TQM2O step-by-step.

hich have already gone through some degree of improvement using hat have not been done and do it as their neCt

some of the steps should revie

step of improvement. In order to maCimi+e your benefits from TQM2O< you have to start early too.

T:E ACCEPTA8ILITY OF T.M

6APANESE T.M MODEL5t first< fe but the 'apanese took #eming seriously. Kno n for his legendary orker< the 'apanese sense of

attacks on eCecutives and compassion for the

responsibility to oneNs superiors and subordinates made it easier to accept #emingNs message that managementNs role orkers to do the best job. as to provide the optimal conditions for the

The 'apanese then eCtended #emingNs teaching to many dimensions of management. =ere are TQM models from the 'apanese %ociety of Quality and the 'apan %tandards 5ssociation that sho ho eCtensive their definition of TQM is.

The 'apanese identify three major dimensions of TQM@ #aily Management< =oshinQ-olicy Management< and $ross Function Management. Fe in detail in the course. They can be visuali+ed ill study these

ith the follo ing picture.

T.M IN USA5s regards ;uality< >%5 is at crossroads today. In spite of the fact that >%5 developed the techni;ues and concepts of %Q$ and TQ$ and the 'apanese imported these techni;ues< the further orientation and development in philoshophy< concept and techni;ues in terms of Q.$. circles and company ide ;uality control took place in 'apan more rapidly and successfully. Fhile the 5merican companies remained concerned about detecting and segregating defective parts from good ones< the 'apanese companies devised systems to reduce defects and produce good ;uality products. This resulted in 5merica losing its position of dominance not only in the 5merican market but also in the orld.

Much of the ;uality movement in >%5 is based on tools and techni;ues developed by the japenese. 5doption of these techni;ues re;uires complete redevelopment in both methods and emphasis. The most critical challenge facing >.% ;uality movement is the development and implementation of ;uality focused corporate management systems that achieve the coherence< integration and

comprehensiveness of ;uality management in japan. The 5merican companies are characteri+ed by@ (. ). ,. 5 high concentration of industry on relatively fe %tress on promoting share-holders< and 1unning the company by professional managers. companies.

These features of autonomous organi+ations and professional management have a considerable impact on the conduct of ;uality function. 2ach organi+ation determines independently hat it ill produce and hat ;uality policies it ill adopt.

Marguardt divides the evolution of ;uality movement in >%5 in three periods@ (. 5dvocates for %Q$- 2mphasis on technical tools of control charts< lot inspection and sampling schemes. ). 5dministrators for system of ;uality control- 2mphasis on the cost of ;uality and managerial aspects of organi+ing the ;uality. ,. 5dvertising and selling ;uality consciousness-2mphasis on changing organi+ational culture and providing an environment that activate and sustain in their o n ill enable people to

ork and in products and services produced

by the organistions ith the focus on needs of customers.

T.M !# Se 5!,e I#&ust / I#t o&u,t!o# Today?s customer has before him the possibility of a ider choice of products D

%ervices than ever before .=e is going to be demanding D keen on having the best services in the shortest possible time D at the minimum cost .=e ill look for

solutions that are more specific to his needs thus creating opportunity of many niche market. Today customers avail 5TM services ). hrs 0ook airline tickets D check-in over phone %elf-service at fast food restaurant. 5nd many more

What !s &!''e e#t ; %ervice is also a product of different kind . 9o time delay bet een the production D delivery of service

5 defective product can be replaced but a defective service may create a permanent damage.

G o)th o' Se 5!,e se,to %ervice sector is gro ing rapidly due to $hange in environment < life style etc #emand for ne 5dvent of ne kind of services technologies

Fast development of information technology D computerisation :ean manufacturing . "contracting out most activities&

Cha((e#%e o' Se 5!,e se,to #elight customers In a dynamic environment hich is changing fast In gro ing competitive market Fith relatively shorter product life cycle 1e;uiring more customi+ation

T:E ESSENTIALS OF T.M

I#t o&u,t!o# TQM is the ay of managing for the future< and is far ider in its application than just

assuring product or service ;uality J it is a

ay of managing people and business

processes to ensure complete customer satisfaction at every stage< internally and eCternally. TQM< combined ith effective leadership< results in an organi+ation doing

the right things right< first time.

The core of TQM is the customer-supplier interfaces< both eCternally and internally< and at each interface lie a number of processes. This core must be surrounded by commitment to ;uality< communication of the ;uality message< and recognition of the need to change the culture of the organisation to create total ;uality. These are the foundations of TQM< and they are supported by the key management functions of people< processes and systems in the organisation. This section discusses each of these elements that< together< can make a total ;uality organisation. *ther sections eCplain people< processes and systems in

greater detail< all having the essential themes of commitment< culture and communication running through them.

What !s 4ua(!t/; 5 fre;uently used definition of ;uality is Delighting the customer by fully meeting their needs and expectations. These may include performance< appearance< availability< delivery< reliability< maintainability< cost effectiveness and price. It is< therefore< imperative that the organisation kno s hat these needs and eCpectations are. In addition< having identified them< the organisation must understand them< and measure its o n ability to meet them.

Quality starts

ith market research J to establish the true re;uirements for the

product or service and the true needs of the customers. =o ever< for an organi+ation to be really effective< ;uality must span all functions< all people< all departments and all activities and be a common language for improvement. The cooperation of everyone at every interface is necessary to achieve a total ;uality organi+ation< in the same ay that the 'apanese achieve this ith company ide ;uality control.

Custome s a#& su**(!e s There eCists in each department< each office< each home< a series of customers< suppliers and customer supplier an interface. These are Athe ;uality chainsB< and they can be broken at any point by one person or one piece of e;uipment not meeting the re;uirements of the customer< internal or eCternal. The failure usually finds its in the ay to the interface bet een the organi+ation and its eCternal customer< or

orst case< actually to the eCternal customer.

Failure to meet the re;uirements in any part of a ;uality chain has a

ay of

multiplying< and failure in one part of the system creates problems else here< leading to yet more failure and problems< and so the situation is eCacerbated. The ability to meet customers? "eCternal and internal& re;uirements is vital. To achieve ;uality throughout an organi+ation< every person in the ;uality chain must be trained to ask the follo ing ;uestions about every customer-supplier interface@

Custome s <!#te #a( a#& e3te #a(= Fho are my customersL Fhat are their true needs and eCpectationsL =o =o do< or can< I find out hat these areL can I measure my ability to meet their needs and eCpectationsL

#o I have the capability to meet their needs and eCpectationsL "If not< hat must I do to improve this capabilityL&

#o I continually meet their needs and eCpectationsL "If not< hat prevents this from happening hen the capability eCistsL&

=o

do I monitor changes in their needs and eCpectationsL

Su**(!e s <!#te #a( a#& e3te #a(= Fho are my internal suppliersL Fhat are my true needs and eCpectationsL =o do I communicate my needs and eCpectations to my suppliersL

#o my suppliers have the capability to measure and meet these needs and eCpectationsL

=o

do I inform them of changes in my needs and eCpectationsL

5s

ell as being fully a are of customers? needs and eCpectations< each person

must respect the needs and eCpectations of their suppliers. The ideal situation is an open partnership style relationship< here both parties share and benefit.

Poo * a,t!,es To be able to become a total ;uality organi+ation< some of the bad practices must be recogni+ed and corrected. These may include@ =o :eaders not giving clear direction 9ot understanding< or ignoring competitive positioning 2ach department orking only for itself Trying to control people through systems $onfusing ;uality ith grade 5ccepting that a level of defects or errors is inevitable Firefighting< reactive behaviour The AIt?s not my problemB attitude many of these behaviours do you recogni+e in your organi+ationL

The esse#t!a( ,om*o#e#ts o' T.M 0 ,omm!tme#t > (ea&e sh!* TQM is an approach to improving the competitiveness< effectiveness and fleCibility of an organi+ation for the benefit of all stakeholders. It is a ay of planning< organi+ing

and understanding each activity< and of removing all the

asted effort and energy

that is routinely spent in organi+ations. It ensures the leaders adopt a strategic overvie of ;uality and focus on prevention not detection of problems. Fhilst it must ith the leaders of the

involve everyone< to be successful< it must start at the top organi+ation.

5ll senior managers must demonstrate their seriousness and commitment to ;uality< and middle managers must< as ell as demonstrating their commitment< ensure they hom they

communicate the principles< strategies and benefits to the people for have responsibility. *nly then organi+ation.

ill the right attitudes spread throughout the

5 fundamental re;uirement is a sound ;uality policy< supported by plans and facilities to implement it.

:eaders must take responsibility for preparing< revie ing and monitoring the policy< plus take part in regular improvements of it and ensure it is understood at all levels of the organi+ation.

2ffective leadership starts a strategy<

ith the development of a mission statement< follo ed by

hich is translated into action plans do n through the organi+ation. ith a TQM approach< should result in a ;uality organi+ation< ith

These< combined

satisfied customers and good business results. The / re;uirements for effective leadership are@

#eveloping and publishing corporate beliefs< values and objectives< often as a mission statement.

-ersonal involvement and acting as role models for a culture of total ;uality #eveloping clear and effective strategies and supporting plans for achieving the mission and objectives

1evie ing and improving the management system $ommunicating< motivating and supporting people and encouraging effective employee participation

The task of implementing TQM can be daunting. The follo ing is a list of points that leaders should considerE they are a distillation of the various beliefs of some of the ;uality gurus@ The organisation needs a long-term commitment to continuous improvement. 5dopt the philosophy of +ero errorsQdefects to change the culture to right first time Train people to understand the customerQsupplier relationships #o not buy products or services on price alone J look at the total cost 1ecogni+e that improvement of the systems must be managed 5dopt modern methods of supervising and training J eliminate fear 2liminate barriers bet een departments by managing the process J improve communications and team ork 2liminate goals ithout methods< standards based only on numbers< barriers

to pride of orkmanship and fiction J get facts by studying processes $onstantly educate and retrain J develop eCperts in the organisation

#evelop a systematic approach to manage the implementation of TQM

Cu(tu e ,ha#%e The failure to address the culture of an organisation is fre;uently the reason for many management initiatives either having limited success or failing altogether. >nderstanding the culture of an organisation< and using that kno ledge to successfully map the steps needed to accomplish a successful change< is an important part of the ;uality journey.

The culture in any organisation is formed by the beliefs< behaviours< norms< dominant values< rules and the AclimateB. 5 culture change< e.g< from one of acceptance of a certain level of errors or defects to one of right first time< every time< needs t o key elements@ $ommitment from the leaders Involvement of all of the organisation?s people

There is

idespread recognition that major change initiatives

ill not be successful

ithout a culture of good team ork and cooperation at all levels in an organisation< as discussed in the section on -eople.

The $u!(&!#% $(o,7s o' T.M- * o,esses, *eo*(e, ma#a%eme#t s/stems a#& *e 'o ma#,e measu eme#t 2verything e do is a -rocess< hich is the transformation of a set of inputs< hich

can include action< methods and operations< into the desired outputs< the customers? needs and eCpectations.

hich satisfy

In each area or function

ithin an organisation there

ill be many processes taking

place< and each can be analy+ed by an eCamination of the inputs and outputs to determine the action necessary to improve ;uality.

In every organisation there are some very large processes<

hich are groups of

smaller processes< called key or core business processes. These must be carried out ell if an organisation is to achieve its mission and objectives. The section on to improve them< and Implementation

-rocesses discusses processes and ho covers ho

to priorities and select the right process for improvement.

The only point at the Peo*(e

hich true responsibility for performance and ;uality can lie is

ith

ho actually do the job or carry out the process< each of

hich has one

or several suppliers and customers.

5n efficient and effective

ay to tackle process or ;uality improvement is through ill not engage in improvement activities ithout

team ork. =o ever< people

commitment and recognition from the organisation?s leaders< a climate for improvement and a strategy that is implemented thoughtfully and effectively.

5n appropriate documented .ua(!t/ Ma#a%eme#t S/stem

ill help an organi+ation

not only achieve the objectives set out in its policy and strategy< but also< and e;ually importantly< sustain and build upon them. It is imperative that the leaders take responsibility for the adoption and documentation of an appropriate management system in their organisation if they are serious about the ;uality journey. The %ystems section discusses the benefits of having such a system< ho and successfully implement it. to set one up

*nce the strategic direction for the organisation?s ;uality journey has been set< it needs Pe 'o ma#,e Measu es to monitor and control the journey< and to ensure the desired level of performance is being achieved and sustained. They can< and should be< established at all levels in the organisation< ideally being cascaded do n and most effectively undertaken as team activities and this is discussed in the section on -erformance.

IMPLEMENTATION OF T.M

Im*(eme#tat!o# P !#,!*(es a#& P o,esses 5 preliminary step in TQM implementation is to assess the organi+ationNs current reality. 1elevant preconditions have to do ith the organi+ationNs history< its current

needs< precipitating events leading to TQM< and the eCisting employee ;uality of orking life. If the current reality does not include important preconditions< TQM implementation should be delayed until the organi+ation is in a state in likely to succeed. hich TQM is

If an organi+ation has a track record of effective responsiveness to the environment< and if it has been able to successfully change the TQM ay it operates hen needed<

ill be easier to implement. If an organi+ation has been historically reactive and ill be both employee

has no skill at improving its operating systems< there

skepticism and a lack of skilled change agents. If this condition prevails< a comprehensive program of management and leadership development may be instituted. 5 management audit is a good assessment tool to identify current levels of organi+ational functioning and areas in need of change. 5n organi+ation should be basically healthy before beginning TQM. If it has significant problems such as a very unstable funding base< eak administrative systems< lack of managerial skill< or poor

employee morale< TQM ould not be appropriate.

=o ever< a certain level of stress is probably desirable to initiate TQM. -eople need to feel a need for a change. Kanter "(76,& addresses this phenomenon be describing building blocks hich are present in effective organi+ational change.

These forces include departures from tradition< a crisis or galvani+ing event< strategic decisions< individual Sprime movers<S and action vehicles. #epartures from tradition are activities< usually at lo er levels of the organi+ation< entrepreneurs move outside the normal hich occur hen

ays of operating to solve a problem. 5 hich can

crisis< if it is not too disabling< can also help create a sense of urgency

mobili+e people to act. In the case of TQM< this may be a funding cut or threat< or demands from consumers or other stakeholders for improved ;uality of service. 5fter a crisis< a leader may intervene strategically by articulating a ne to help the organi+ation deal vision of the future

ith it. 5 plan to implement TQM may be such a ho takes

strategic decision. %uch a leader may then become a prime mover< charge in championing the ne here they idea and sho ing others ho it

ill help them get

ant to go. Finally< action vehicles are needed and mechanisms or

structures to enable the change to occur and become institutionali+ed.

Ste*s !# Ma#a%!#% the T a#s!t!o# 0eckhard and -ritchard "(77)& have outlined the basic steps in managing a transition to a ne system such as TQM@ identifying tasks to be done< creating

necessary management structures< developing strategies for building commitment< designing mechanisms to communicate the change< and assigning resources.

Task identification

ould include a study of present conditions "assessing current

reality< as described above&E assessing readiness< such as through a force field analysisE creating a model of the desired state< in this case< implementation of TQME announcing the change goals to the organi+ationE and assigning responsibilities and resources. This final step ould include securing outside consultation and training

and assigning someone

ithin the organi+ation to oversee the effort. This should be

a responsibility of top management. In fact< the neCt step< designing transition management structures< is also a responsibility of top management. In fact< $ohen and 0rand "(77,& and =yde "(77)& assert that management must be heavily involved as leaders rather than relying on a separate staff person or function to shepherd the effort. 5n organi+ation ide steering committee to oversee the effort as discussed above in the

may be appropriate. #eveloping commitment strategies sections on resistance and on visionary leadership.

To communicate the change< mechanisms beyond eCisting processes

ill need to be

developed. %pecial all-staff meetings attended by eCecutives< sometimes designed as input or dialog sessions< may be used to kick off the process< and TQM ne sletters may be an effective ongoing communication tool to keep employees a are of activities and accomplishments.

Management of resources for the change effort is important outside consultants

ith TQM because

ill almost al ays be re;uired. $hoose consultants based on

their prior relevant eCperience and their commitment to adapting the process to fit uni;ue organi+ational needs. Fhile consultants ill be invaluable ith initial training

of staff and TQM system design< employees "management and others& should be actively involved in TQM implementation< perhaps after receiving training in change management relationship hich they can then pass on to other employees. 5 collaborative ith consultants and clear role definitions and specification of activities

must be established.

In summary< first assess preconditions and the current state of the organi+ation to make sure the need for change is clear and that TQM is an appropriate strategy. :eadership styles and organi+ational culture must be congruent are not< this should be ith TQM. If they

orked on or TQM implementation should be avoided or

delayed until favorable conditions eCist.

1emember that this :eaders

ill be a difficult< comprehensive< and long-term process.

ill need to maintain their commitment< keep the process visible< provide

necessary support< and hold people accountable for results. >se input from stakeholder "clients< referring agencies< funding sources< etc.& as possibleE and< of course< maCimi+e employee involvement in design of the system.

5l ays keep in mind that TQM should be purpose driven. 0e clear on the organi+ationNs vision for the future and stay focused on it. TQM can be a po erful techni;ue for unleashing employee creativity and potential< reducing bureaucracy and costs< and improving service to clients and the community.

The Co#,e*t o' Co#t!#uous Im* o5eme#t $/ T.M TQM is mainly concerned ith continuous improvement in all ork< from high level ork elements on

strategic planning and decision-making< to detailed eCecution of

the shop floor. It stems from the belief that mistakes can be avoided and defects can be prevented. It leads to continuously improving results< in all aspects of ork< as a

result of continuously improving capabilities< people< processes< technology and machine capabilities.

$ontinuous improvement must deal not only importantly

ith improving results< but more

ith improving capabilities to produce better results in the future. The five

major areas of focus for capability improvement are demand generation< supply generation< technology< operations and people capability.

5 central principle of TQM is that mistakes may be made by people< but most of them are caused< or at least permitted< by faulty systems and processes. This means that the root cause of such mistakes can be identified and eliminated< and repetition can be prevented by changing the process.

There are three major mechanisms of prevention@ (. -reventing mistakes "defects& from occurring "Mistake - proofing or -okaGoke&.

).

Fhere mistakes canNt be absolutely prevented< detecting them early to prevent them being passed do n the value added chain "Inspection at source or by the neCt operation&.

,.

Fhere mistakes recur< stopping production until the process can be corrected< to prevent the production of more defects. "%top in time&.

TQM is the foundation for activities< hich include@ $ommitment by senior management and all employees Meeting customer re;uirements 1educing development cycle times

'ust In TimeQ#emand Flo Improvement teams

Manufacturing

1educing product and service costs %ystems to facilitate improvement :ine Management o nership 2mployee involvement and empo erment 1ecognition and celebration $hallenging ;uantified goals and benchmarking Focus on processes Q improvement plans %pecific incorporation in strategic planning

This sho s that TQM must be practiced in all activities< by all personnel< in Manufacturing< Marketing< 2ngineering< 1D#< %ales< -urchasing< =1< etc.

T.M !# ma#u'a,tu !#% Quality assurance through statistical methods is a key component in a manufacturing organi+ation< here TQM generally starts by sampling a random selection of the

product. The sample can then be tested for things that matter most to the end users. The causes of any failures are isolated< secondary measures of the production process are designed< and then the causes of the failure are corrected. The statistical distributions of important measurements are tracked. Fhen partsN measures drift into a defined Serror bandS< the process is fiCed. The error band is usually a tighter distribution than the Sfailure bandS< so that the production process is fiCed before failing parts can be produced.

It is important to record not just the measurement ranges< but them to be chosen. In that product is redesigned&

hat failures caused hen the

ay< cheaper fiCes can be substituted later "say<

ith no loss of ;uality. 5fter TQM has been in use< itNs very

common for parts to be redesigned so that critical measurements either cease to eCist< or become much ider.

It took people a a Slife testS in

hile to develop tests to find emergent problems. *ne popular test is

hich the sample product is operated until a part fails. 5nother popular hich the product is mounted on a vibrator in an

test is called Sshake and bakeS< in

environmental oven< and operated at progressively more eCtreme vibration and temperatures until something fails. The failure is then isolated and engineers design an improvement.

5 commonly-discovered failure is for the product to disintegrate. If fasteners fail< the improvements might be to use measured-tension nut drivers to ensure that scre s donNt come off< or improved adhesives to ensure that parts remain glued.

*ften< a STQMedS product is cheaper to produce because of efficiencyQperformance improvements and because thereNs no need to repair dead-on-arrival products< represents an immensely more desirable product. hich

T.M a#& ,o#t!#%e#,/9$ase& esea ,h TQM has not been independent of its environment. In the conteCt of management accounting systems "M$%s&< %im and Killough "(776& sho that incentive pay

enhanced the positive effects of TQM on customer and ;uality performance. Ittner and :arcker "(77/& demonstrated that product focused TQM as linked to timely

problem solving information and fleCible revisions to re ard systems. $hendall ")88,& summari+es the findings from contingency-based research concerning management control systems and TQM by noting that ATQM is associated ith

broadly based M$%s including timely< fleCible< eCternally focused informationE close interactions bet een advanced technologies and strategyE and non-financial performance measurement.B

Many companies have difficulties in implementing TQM. %urveys by consulting firms have found that only )8-,3I of companies that have undertaken TQM have achieved either significant or even tangible improvements in ;uality< productivity< competitiveness or financial return. 5s a result many people are skeptical about TQM. =o ever< hen you look at successful companies you find a much higher

percentage of successful TQM implementation.

Some use'u( messa%es ' om esu(ts o' T.M !m*(eme#tat!o#s if you ant to be a first-rate company< donNt focus on the second-rate ho canNt handle TQM< look at the orld-class companies that

companies

have adopted it

The most effective

ay to spend TQM introduction funds is by training top product development< and people

management< people involved in ne involved ith customers.

ItNs much easier to introduce 2#MQ-#M in a company ith a TQM culture than in one ithout TQM. -eople in companies that have implemented TQM are

more likely to have the basic understanding necessary for implementing 2#MQ-#M. For eCample< they are more likely to vie information and orkflo 2#MQ-#M as an

management system supporting the entire product

life cycle then as a departmental solution for the management of $5# data

T.M TOOLS

Tota( .ua(!t/ Ma#a%eme#t <T.M= Too(s Total ;uality management "TQM& tools help organi+ations to identify< analy+e and assess ;ualitative and ;uantitative data that is relevant to their business. These tools can identify procedures< ideas< statistics< cause and effect concerns and other issues relevant to their organi+ations. 2ach of hich can be eCamined and used to enhance

the effectiveness< efficiency< standardi+ation and overall ;uality of procedures< products or ork environment< in accordance ith I%* 7888 standards "%Q< )88.&.

5ccording to Quality 5merica< Inc. "1e!elle< )88,& the number of TQM tools is close to (88 and come in various forms< such as brainstorming< focus groups< check lists< charts and graphs< diagrams and other analysis tools. In a different vein< manuals and standards are TQM tools as guidelines to you andQor your staff. ell< as they give direction and best practice

TQM tools illustrate and aid in the assimilation of complicated information such as@ identification of your target audience

positive and negative forces affecting business assessment of customer needs competition analysis market analysis brainstorming ideas productivity changes various statistics staff duties and ork flo analysis

statement of purpose financial analysis model creation business structure logistics analysis

The list goes on< though essentially TQM tools can be used in any situation< for any number of reasons< and can be eCtremely effective if used properly.

T.M Too(s The follo ing are some of the most common TQM tools in use today. 2ach is used for< and identifies< specific information in a specific manner. It should be noted that tools should be used in conjunction ith other tools to understand the full scope of

the issue being analy+ed or illustrated. %imply using one tool may inhibit your understanding of the data provided< or may close you off to further possibilities.

P!e Cha ts a#& 8a G a*hs >sed to identify and compare data units as they relate to one issue or the hole< such as budgets< vault space available< eCtent of fonds< etc.

:!sto% ams To illustrate and eCamine various data element in order to make decisions regarding them. 2ffective hen comparing statistical< survey< or ;uestionnaire results.

Ru# Cha t Follo s a process over a specific period of time< such as accrual rates< to track high and lo patterns. points in its run< and ultimately identify trends< shifts and

Pa eto Cha ts ? A#a(/s!s "designed by !ilfredo -areto& 1ates issues according to importance and fre;uency by prioriti+ing specific problems or causes in a manner that facilitates problem solving.

Identify groupings of ;ualitative data< such as most fre;uent complaint< most commonly purchased preservation aid< etc. in order to measure priority. hich have

$an be scheduled over select periods of time to track changes. They can also be created in retrospect< as a before and after analysis of a process change.

Fo ,e F!e(& A#a(/s!s To identify driving and restraining forces occurring in a chosen process in order to understand eCample< identifying hy that particular process functions as it does. For the driving and restraining forces of catering

predominantly to genealogists. To identify restraining forces that need to be eradicated< or driving forces that need to be improved< in order to function at a higher level of efficiency.

Cause a#& E''e,t, Ish!7a)a o F!sh$o#e D!a% ams "designed by Kauro Ishika a& Illustrates multiple levels of potential causes "inputs&< and ultimate effects "outputs&< of problems or issues that may arise in the course of business.

May be confusing if too many inputs and outputs are identified. 5n alternative ould be a tree diagram< hich is much easier to follo .

Fo,us G ou*s >seful for marketing or advertising organi+ations to test products on the general public. $onsist of various people from the general public ho use and discuss your hether your

product< providing impartial feedback to help you determine

product needs improvement or if it should be introduced onto the market.

8 a!#sto m!#% a#& A''!#!t/ D!a% ams Teams using creative thinking to identify various aspects surrounding an issue. 5n affinity diagram< hich can be created using anything from enabling all< is a tool to organi+e

soft are to post-it notes organi+ed on a brainstorming ideas.

T ee D!a% am To identify the various tasks involved in< and the full scope of< a project. To identify hierarchies< hether of personnel< business structure< or priorities.

To identify inputs and outputs of a project< procedure< process< etc.

F(o),ha ts a#& Mo&e((!#% D!a% ams 5ssist in the definition and analysis of each step in a process by illustrating it in a clear and comprehensive manner. Identify areas orkflo Identify is fluid. here steps need to be added or removed to improve efficiency and orkflo . here orkflo may be blocked< or diverted< and here

create standardi+ed

S,atte D!a% am To illustrate and validate hunches

To discover cause and effect relationships< as bet een t o variables

ell as bonds and correlations<

To chart the positive and negative direction of relationships

Re(at!o#s D!a% am To understand the relationships bet een various factors< issues< events< etc. so as to understand their importance in the overall organi+ational vie .

PDCA The -lan-#o-$heck-5ct style of management here each project or

procedure is planned according to needs and outcome< it is then tested< eCamined for efficiency and effectiveness< and then acted upon if anything in the process needs to be altered.

This is a cyclical style to be iterated until the process is perfected.

5ll of these TQM tools can be easily created and eCamined by using various types of computer soft are "-ollock< )88,& or by simply mapping them out on paper. They can also be easily integrated into team meetings< organi+ational ne sletters< marketing reports< and for various other data analysis needs. -roper integration and

use of these tools

ill ultimately assist in processing data such as identifying ork flo such as mapping ac;uisition procedures<

collecting policies< enhancing

ensuring client satisfaction by surveying their needs and analy+ing them accordingly< and creating an overall high level of ;uality in all areas of your organi+ation.

C:APTER 9@ COMPANY ANALYSIS

I#t o&u,t!o# o' Co+Force-IT ::$ technical as founded in #ubai< >nited 5rab 2mirates< in )8() by highly eCperienced eCperts ith fortune /88 backgrounds.

-orce- IT is a global IT ma9or which offers ser ices in IT ser ices and consulting. Its ser ices span financial ser ices, retail, transportation, manufacturing, healthcare ser ices, energy and utilities, technology, telecom and media. ;o. dri e, define and design ;onsulting, :usiness .rocess ?utsourcing, :usiness Technology ,upport ,er ices, <nterprise +pplication ,er ices, Infrastructure Management, Testing, .roduct <ngineering, <ngineering 6esign and .roduct

F*1$2 - IT India is one of the business units amongst all having more than ()88 members ith , offices in India. T o offices are located in 0angalore and one in Mumbai in %eep+< 5ndheri. F*1$2 - IT is in TQM since last (8 years. F*1$2 - IT is I%* 788( "from last (8 years&< I%* )488( "from last ) years& and %2I $MM :evel / "from last / years& certifiedQassessed company. F*1$2 - IT is having $orporate Quality department to take care of TQM at global level and having Quality department at each business unit. In India this department is called ATotal %oft are Quality Management "T%QM&B< having )8 full time members "() for 0angalore and 6 for Mumbai&.s The responsibilities of T%QM are@ Training to all members on all internal as ell as eCternal ;uality models.

5ssisting all members process $onducting Internal audits

for defining< implementing and improving their

Facilitating 2Cternal audits and assessment $onduct analysis and reporting the recommendation to management for the Internal as ell as eCternal client feedbackQ$omplaintsQ%uggestion< 1isks< :earning?s and 5udit report D 9on conformities

-rocess suggestions< complaints and feedback -repare kno ledge Management system and -rocess 5ssets repository >nderstand and implement industries best practices

Ser5i4es pro5ided b" $or4e : IT

1! Anal"ti4s and information mana.ement "orce'!TCs Analytics and !nformation Management services help customers accelerate enterprise wide performance through smart, agile and integrated analytical solutions and frameworks %o. offers comprehensive services across=

Business Anal"ti4s '' helping customers derive actionable insights across key aspects concerning their customers, products and services enabling them to make 1uicker, accurate decisions.

Business Intelli.en4e and Performan4e Mana.ement '' enabling customers improve operational efficiencies, drive transformation and change management initiatives by monitoring and managing performance.

Information Mana.ement '' providing customers a competitive edge through improved management of information ;! Business appli4ation ser5i4es

Enterpri'e App$ication'

:usiness .rocess transformation solutions across the alue chain in the areas of! <D., ,upply ;hain Management and ;ustomer Delationship Management across leading pac1ages including ,+. and ?racle. ;o. helps global organizations implement @ run Industry specific best practice processes ma4imizing and e4tending business alue with reduced T;? and enhanced producti ity. Bu'ine'' Co$$a+oration and Cu'to&er E,perience

:E;, :E:, :E< collaboration and commerce solutions dri ing business growth and wor1force effecti eness for organizations.

Enterpri'e Inte%ration

;omprehensi e portfolio of ser ice-oriented integration solutions, including +pplication to +pplication integration and :usiness to :usiness integration, enable seamless cross-functional business processes within the enterprise and across the e4tended alue chain.

Enterpri'e

ecurit!

o$ution'

<nhance performance of information security and compliance programs to adapt with agility to constantly e ol ing and new business @ IT ris1s.

Te'tin%

er-ice'

< ol e a comprehensi e testing strategy with inno ati e solutions, approach and commercial models to dri e a total quality assurance.

E&er%in% Techno$o%ie'

;o. enables organizations in na igating and adopting new paradigms such as ;loud A ,aa,, ,ustainability, 6igital Mar1eting, and ,ocial ;omputing deli ering faster business results on in estments to gain a competiti e edge.

<! BPO "orce'!T B+# is a leading provider of business process outsourcing services focusing on multiple hori)ontals and verticals. #ur integrated solution approach provides prime value to customers through process standardi)ation, process simplification and process optimi)ation. IT Ser5i4es& "orce'!T provides complete range of !T ervices to the organi)ation. The range of services extends from &nterprise Application ervices @%$M, &$+, e'+rocurement and %MA to e'Business solutions. "orce'!TCs enterprise solutions serve a host of industries such as &nergy and Htilities, "inance, Telecom, and Media and &ntertainment. =! Produ4t En.ineerin. Solutions& "orce'!T is the largest independent provider of $O/ services. Hsing business model for $O/ investment and accessing new knowledge and experience across the globe, people and technical infrastructure, "orce'!T enables firms to introduce new products rapidly. 5A Te42nolo." Infrastru4ture Ser5i4e& "orce'!TCs Technology !nfrastructure ervices @T! A is the largest !ndian !T infrastructure service provider in terms of revenue, people and customers with more than -BB customers in H , &urope, <apan and over 65B customers in !ndia. >! Consultin. Ser5i4es&
-orce-IT ;onsulting pro ides ser ices through eight practices!

:usiness Transformation .rocess <4cellence <nterprise +rchitecture ;onsulting ;ustomer Delationship Management ,upply ;hain Management Fuman ;apital Management

Co ernance, Dis1 and ;ompliance -inance and +ccounting

?! Mobilit" Solutions&
-orce-ITGs Mobility ser ices help enterprises ma1e smart decisions in adopting mobility solutions to dri e business results. 0ith domain e4pertise and understanding of technology gained o er E& years, ;o.(s team of $H'' Mobility e4perts le erage -orce-IT(s client-insights as well as industry best-practices across :an1ing @ -inancial institutions, Insurance, <nergy @ Btilities, +utomoti e, Telecom, Detail, ;onsumer Coods, Manufacturing and Fealthcare to deli er inno ati e solutions to enhance client(s ability to conduct their business. -orce-IT has le eraged its deep technology e4pertise gained o er the years in designing and de eloping mobile technologies - including mobile handsets for leading global brands - to refine methodologies, create license-free re-usable components, tools and processes, besides a large pool of e4perts to deli er bestof-breed solutions to clients.

)# -orce-IT <co <nergy -orce-IT <co <nergy, the clean-tech business di ision, transforms analytical insights obtained from energy data into sustainable solutions. The company(s ision is to pro ide intelligent, sustainable alternati es for energy generation, distribution and consumption. ? er the last / years, -orce-IT <co<nergy has built a rich base of customers across India, B+< in the Telecom, :an1ing, Detail, Manufacturing and .rocessing segments.

Product'"

1. .orce-IT

!'te&' / Techno$o%!

-orce-IT(s range of computing products include des1top, noteboo1, ser ers, e mobility, storage and <D. ,olutions. ;o(s breadth of ser ices range from

Technology

;ommissioning,

and

Technology

+ ailability

to

Technology

<nhancement. ,upported by more than E,&'' technology professionals, ;o. has o er $E& spares locations, H5 ser ice centers and a E5A3 call center

0. Infra'tructure Techno$o%!

o$ution

-orce-IT(s enterprise products are customized based on a requirement analysis of client(s IT en ironment and include the following!

*etwor1ing ,olutions .latforms @ ,torage <nterprise Information ,ecurity <merging Technologies <nterprise Management ;ontact ;entre Infrastructure

1OT ana$!'i'"

,0?T analysis is analyzed as ,trengths, 0ea1nesses, ?pportunity @ Threats of the ;ompany.

Strengths:

The first and foremost ,trengths for the ;ompany is the trust of the ;ustomers on -orce-IT. The ;ompany earns lots of faith and trust from the ;ustomers. -orce-IT is always tring to satisfy the ;ustomers and their needs. ,o -orce-IT always try to gi e Cood ,er ice to the ;ustomers.

 -orce-IT has ery good s1illed <ngineers. 0ith the help of them -orce-IT can sol e complains and problems of the ;ustomers. :ecause of Cood ;ommunication and Degular Interaction with the customers, the faith of the ;ustomers is always with -orce-IT. Weaknesses:

,ome time ;ustomers are not fully satisfied with the ,er ice of -orce-IT, they need to impro e more in ,er ice area. :ecause of so many customers and complains, some time company can(t deli ered ,er ice in time. There are so many customers are with -orce-IT so it also create problem in Tall free complain lines. The company has to find out some solution for it.

Opportunity:

;onsidering the present scenario, in e ery company, in e ery sector the company are using IT so -orce-IT can ta1e ad antage of it. In present time, each and e ery person need computer for their personal use so its also big opportunity for ;ompany.

 The demand of IT products is high and its increasing day by day so company ha e lots of opportunity to grow more. :ecause of globalization and with high demand company can increase their wor1 in outside the countries.

Threats:

:ecause of globalization, there are so many companies are wor1ing as competitors. :ecause there are so many companies as competitor, the customers are more di ide in different companies. :ecause of high competition, the .ost sale ,er ice is become more important and if company fails to do it then they lost their customers. 0or1ing in outside countries in global en ironment is full of ris1.

C:APTER 0 A INDUSTRY ANALYSIS

Current Scenario

-IE'$/ is a landmar1 year J while the Indian IT-:.? industry weathered uncertainties in the global business en ironment, this is also the year when the industry is set to reach a significant milestone J aggregate re enue for -IE'$/ is e4pected to cross B,6 $'' billion. +ggregate IT software and ser ices re enue "e4cluding hardware# is estimated at B,6 )) billion.

Milestone year for Indian IT-:.? industry-aggregate re enues cross the B,6 $'' billion mar1, e4ports at B,6 H% billion 0ithin the global sourcing industry, India was able to increase its mar1et share from &$ per cent in E'$/, to &) per cent in E'$E, highlighting India(s continued competiti eness and the effecti eness of India-based pro iders deli ering transformational benefits

<4port re enues "including Fardware# estimated to reach B,6 H%.$ billion in -IE'$/ growing by o er $H per centK 6omestic re enues "including Fardware# at about B,6 /$.3 billion, growing by o er % per cent

,oftware and ser ices re enues "e4cluding Fardware#, comprising nearly )3 per cent of the total industry re enues, e4pected to post B,6 )3.H billion in -IE'$/K estimated growth of about $5.% per cent o er -IE'$E

0ithin ,oftware and ser ices e4ports, IT ser ices accounts for &) per cent, :.? is nearly E/ per cent and <D@6 and ,oftware .roducts account for $% per cent

The industry continues to be a net employment generator - e4pected to add E/',''' 9obs in -IE'$/, thus pro iding direct employment to about E.) million, and indirectly employing ).% million people

+s a proportion of national C6., the sector re enues ha e grown from $.E per cent in -I$%%) to an estimated 3.& per cent in -IE'$/

The industry(s share of total Indian e4ports "merchandise plus ser ices# increased from less than 5 per cent in -I$%%) to about E& per cent in -IE'$/

0hile the global macroeconomic scenario remained uncertain, the industry e4hibited resilience and adaptability in continually rein enting itself to retain its appeal to clients

<mbracing

emerging

technologies,

increased

customer-centricity,

deepening focus on new mar1ets, adopting new business models are some successful growth strategies followed by the industry

I&pact on India2' 3ro4th

IT-:.? sector has become one of the most significant growth catalysts for the Indian economy. In addition to fuelling India(s economy, this industry is also positi ely influencing the li es of its people through an acti e direct and indirect contribution to the arious socio-economic parameters such as employment, standard of li ing and di ersity among others. The industry has played a

significant role in transforming India(s image from a slow mo ing bureaucratic economy to a land of inno ati e entrepreneurs and a global player in pro iding world class technology solutions and business ser ices. The industry has helped India transform from a rural and agriculture-based economy to a 1nowledge based economy.

IT Se 5!,es-

? er the years, Indian IT ser ice offerings ha e e ol ed from application de elopment and maintenance, to emerge as full ser ice players pro iding testing ser ices, infrastructure ser ices, consulting and system integration. The coming of a new decade heralds a strategic shift for IT ser ices organisations, from a Lone factory, one customer( model to a Lone factory, all customers( model. ;entral to this strategy is the growing customer acceptance of ;loud-based solutions which offer best in class ser ices at reduced capital e4penditure le els.

;onsiderable traction in traditional segments J custom application de elopment, application management, I, outsourcing and software testing Increased acceptance from mature segments such as :-,I, B,, and large corporations, and emerging segments such as retail, healthcare, utilities, ,M:s, +sia .acific and Do0

Industry re-tooling itself to ad9ust to rapid change in customer priorities J from ,2+s to increased time-to-mar1et

<merging technologies J cloud computing, mobility, social media and big dataAanalytics unleashing new opportunities for the industry.

IT ser ices is the fastest growing segment in the Indian domestic mar1et, growing by $) per cent to reach Ds &)% billion, dri en by increasing focus by ser ice pro iders.

MaBo P(a/e Some o' the maBo ,om*a#!es !# the IT !#&ust / o' I#&!a a e 9

T;, Infosys 0ipr I:M F. F;2 ;ognizant Technology ,olutions ";,T# .atni ,atyam *IIT

I#5estme#ts Indian ITGs core competencies and strengths ha e placed it on the international can as, attracting in estments from ma9or countries.

:etween +pril E''' and 6ecember E'$/, the computer software and hardware sector attracted cumulati e foreign direct in estment "-6I# of Ds &E,/33.') crore "B,M %.H/ billion#, according to the 6epartment of Industrial .olicy and .romotion "6I..#. More recently, online retailing, cloud computing and e-commerce are the ma9or dri ing forces behind the rapidly increasing growth in the IT industry. ?nline shopping has increased with the emergence of internet retailing and ecommerce. ,ome of the ma9or initiati es in Indian IT and ITe, sector!

Tata ;onsultancy ,er ices "T;,# has set up a new deli ery centre in 2i erpool, e4panding its operations in the B7. The new facility will pro ide a secure applications de elopment and maintenance centre for business applications.

Mumbai International +irport 2td "MI+2# has entered into a $' year contract with -orce-IT Infotech for the new integrated terminal TE. Bnder the contract, -orce-IT will pro ide managed ser ices across the entire IT landscape at MI+2

Mahindra ,atyam has acquired &$ per cent sta1e in ;omple4 IT, a ,+. consulting pro ider in :razil. This acquisition will focus on de eloping solutions for the enterprise solutions mar1et within :razil

Mu ,igma plans to set up a de elopment centre in the B,. The company also plans to recruit another $,''' personnel by 6ecember E'$/, adding to its current headcount of E,/'' employees

-orce-IT has partnered with *ew Nealand-based .ingar. 0ith this partnership, -orce-IT has gained access to areas such as artificial intelligence and data mining

F;2 Technologies has entered into a multi-million dollar engineering ser ices agreement with B7-based ;obham. F;2 will support multiple ;obham sites across the globe with a range of ser ices-hardware, software, embedded, mechanical and testing

3o-ern&ent Initiati-e'

+s a part of the *ational <lectronics .olicy, the Co ernment of India is planning to set-up $& new laboratories under public-pri ate-partnership "...# model for hardware and software testing. The labs, for which the locations are yet to be decided, will facilitate registration and testing of IT products before they are launched in the mar1et. Meanwhile, in order to boost in estments in Indian ,pecial <conomic Nones ",<Ns#, the Co ernment is li1ely to announce incenti es for the IT-oriented e4port hubs. +mong all the ,<Ns across arious sectors, the IT-related ones contribute the most to the e4ports. Thus, the Ministry of ;ommerce plans to streamline the incenti es to encourage such zones to establish their set-ups in tier-II and tier-III cities. The incenti es would ma9orly aim at simplifying standards for setting up ,<Ns and not ha e any direct re enue implications. -6I upto $'' per cent under the automatic route is allowed in 6ata processing, software de elopment and computer consultancy ser icesK ,oftware supply ser icesK :usiness and management consultancy ser ices, Mar1et Desearch ,er ices, Technical testing @ +nalysis ser ices. ,ome of the ma9or initiati es ta1en by the Co ernment to promote IT and ITe, sector in India are!
The Co ernment of 0est :engal plans to spend Ds 5$ crore "B,M 3.&5

million# to roll out citizen-centric ser ices electronically across $% districts including 7ol1ata
7erala has set an ambitious target of becoming a cent per cent digital

state in go ernance, said Mr . 7 7unhali1utty, Minister for Industries and Information Technology, Co ernment of 7erala. The ,tate has around H'' small, medium and large IT firms employing o er )',''' professionals directly and nearly three times the number indirectly
The ;abinet has recently appro ed the *ational .olicy on Information

Technology E'$E. The policy aims to increase re enues of IT and IT<, industry from B,M $'' billion to B,M /'' billion by E'E' and e4pand e4ports from B,M H% billion to B,M E'' billion by E'E'

 The Co ernment of India plans to set up $& new laboratories for testing

hardware and software products under public-pri ate partnership "...# model
The Ministry of -inance has issued a circular to chairmen of public sector

ban1s and regional rural ban1s, that all payments to customers, staff, endors and suppliers as well as disbursement of loans and payments towards in estments should be made only through the electronic mode

Road Ahead
Indian corporate, across arious industry segments, are installing and accepting IT products and ser ices in a big way to impro e their operations throughout the entire organisation. There are estimates that spends o er IT ser ices, across the industry segments, will witness quantum 9ump in the years to come. -or instance, IT spending by the Indian :-,I sector is e4pected to reach B,M /.& billion by E'$5, according to ad isory firm Ninno . ,imilarly, I6; Manufacturing Insight predicts that IT spend by Indian

manufacturers would grow at an a erage rate of $5.& per cent between E'$/ and E'$H to reach B,M ).3) billion, which would be the double of manufacturing IT e4penditure inculcated in E'$E. Fence, it can be fairly concluded that India Inc is increasingly updating and automating its business processes by embracing modern IT products and ser ices with open arms.

C:APTER 9C RESEARC: MET:ODOLOGY

AIMS > O86ECTIVES

To %tudy the concept of TQM and its philosophy.

To understand the essentials of TQM and acceptability of TQM model.

To kno

the effects of TQM model

To study the TQM tools and techni;ues

To understand ho

TQM is implemented in IT company named F*1$2 - IT.

D+@

SCOPE OF PRO6ECT
The scope is limited to implementation of TQM in F*1$2 - IT through I%* 788( < $MMi " hich mainly covers majority of %iC %igma concepts & internal ;uality systems. and through their

D+A

RESEARC: MET:DOLOGY
5 research design is the arrangement of the condition for collection and analysis of data. 5ctually it is the blueprint of the research project. These project include 2Cploratory type of research< since there information on TQM ith the help of %econdary data available. ill mainly ill be an eCtensive search of

D+C

DATA COLLECTION -

-rimary #ata @ It department.

ill be collected

ith the help of intervie

of employees of different

%econdary data ill be collected from ne spapers< maga+ines< journals and ebsite.

D+E

SAMPLING DESIGN
%ample si+e @ /8 employees %ampling unit @ employee of different department

D+F

LIMITATION This project is done to understand the TQM not be used in general to dra academic eCercise. .r.t to F*1$2 - IT and should

any universal conclusion. This is purely an

The respondent in the project may not reveal important Q confidential information pertaining to the company policy and for this the project should be used keeping in vie the said limitation.

Finding of the study

ill be based on the assumptions that respondents have

given correct information.

C:APTER 0 E

DATA ANALYSIS AND INTERPRETATION

T.M 0 FORCE 9 IT St ate%/

0efore going through the strategy let us understand three key terminology differences. Mem$e - F*1$2 - IT is big family having more than )4<888 members across the globe and every member is trying their best for the betterment of their family and for their prosperity hence they are not called as employee but referred as Member. E#%a%eme#t J 5s F*1$2 - IT is having longer association or relationship project. $ustomers are referred as $lients. 2ach employee is mandatory< hen join F*1$2 - IT has to undergo AInductionB training. This irrespective of their eCperience or designation. F*1$2 - IT ith

various clients hence their association is referred as 2ngagement and not

called this process as Integration process. 2ach employee before joining F*1$2 - IT has some information about F*1$2 - IT to ensure their job stability or prosperity but is not a are about the culture of F*1$2 - IT. The Integration processes addresses #reams< Mission< !ision< !alues< -olicies< -rocedures and other cultural as re;uirements and ensure to convert ne family. F*1$2 - IT ell as professional and technical employee into Member of F*1$2 - IT ith

ill ensure that every member is fully integrated

F*1$2 - IT before starting delivering to their esteem clients. 2very member of F*1$2 - IT is ell versed ith follo ing set of core values

Intrapreneurship " :eadership & D %haring

-artnership D Quality *bjectivity D Integrity 1espect Financial %trength $orporate social responsibility

>sing these values F*1$2 - IT has spread message of TQM across all levels. %haring the same values allo s F*1$2 - IT to enjoy considerable autonomy and s iftness of action ithout compromising their cohesiveness. It also allo s ho are able to ;uickly ork as one to them to mobili+e teams more rapidly and bring together the most eCperienced individuals from across the company< IT?s decisions and actions. address a given challenge. 5nd< of course< these values also guide F*1$2 -

Pa t#e sh!* a#& .ua(!t/ For F*1$2 - IT< partnership and ;uality are both a philosophy and a life. They develop and follo ay of

the best management practices and they entrench ith their clients. They listen

these approaches into client relationships and service delivery frame orks in order to foster long term and strong partnerships

to their clients and they are committed to their total satisfaction in everything they do. O$Be,t!5!t/ a#& I#te% !t/ 2Cercise the highest degree of independent thinking in selecting the products< services and solutions they recommend to clients. In doing so< they adhere to the highest values of ;uality< objectivity and integrity. $onse;uently< strict rules of business and professional conduct are applied. They do not accept any remuneration from their suppliers. I#t a* e#eu sh!* a#& Sha !#% F*1$2 - IT?s success is based on the competence< commitment and enthusiasm of their members. Therefore< F*1$2 - IT promotes a climate of innovation and initiative here they are empo ered ith a sense of o nership in supporting clients< thus ensuring the firm?s profitable gro th. Through team ork< sharing their kno -ho and eCpertise< they bring the best of F*1$2 - IT to their clients. 5s members< they share in the value they create through e;uity o nership and profit participation. Res*e,t 5s a global company< F*1$2 - IT recogni+es the richness that diversity brings to the company and elcome this diversity hile embracing the overall F*1$2 members< clients< - IT culture. In all they do hat are respectful for their fello

business partners and for their competitors F!#a#,!a( St e#%th F*1$2 - IT strives to deliver strong< consistent financial performance hich

sustains long term gro th and re ards for their members and shareholders. Financial strength enables them to continuously invest and improve services and business solutions to the benefit of their clients. To this end< they manage their business to generate industry superior returns.

Co *o ate So,!a( Res*o#s!$!(!t/ Their business model is designed to ensure that they are close to their clients and communities. They embrace their social responsibilities and contribute to the continuous development of the communities in live and ork. hich e all

To summari+e< demonstrating these values from leaders< continuous training to all members at all levels< respecting member kno ledge< providing eCcellent environment here there is no fear to share kno ledge are essential activities F*1$2 - IT ensure to implement TQM F*1$2 - IT ensures to provide Quality not only in their end product or service but also make it an integral part of their business ruleQprocesses hich they use to create their goods and services. 5n effective TQM program cycle times. In neCt chapter e ill focus on detail implementation. ill produce greater ;uantity< faster and at lo er costs< by reducing their re ork rates and

PROCESS OF T.M AT FORCE 0 IT

De'!#!t!o# a#& Esta$(!shme#t o' .ua(!t/ S/stem Ma#a%eme#t <.SM= First step that as follo ed to ards TQM as identification of all re;uired

processes such as Technical< Functional< %upport< Management etc. Technical D functional processes covers all process related to spare parts development< maintenance< migration etc. along ith various domains such as 1etail< Manufacturing< Finance< Insurance< service centers< Medical etc. %upport processes takes care of all departmental process in detail such as =uman 1esources< Finance< Information %ecurity and Information Technology< 5dministration< Training departments etc. . Management processes takes care of all policies< frame orks and corporate level re;uirements for all business units. 5s F*1$2 - IT is also follo ing other ;uality models along ith TQM

such as %2I $MM and various internal ;uality frame orks they have considered respective re;uirements from these models too.

*nce all processes processes to kno

ere listed< they have come out

ith detail flo chart for all

their se;uencing< interfaces< dependency on each other and

also to avoid duplication or redundancy if any. They have also follo ed 1eal !alue 5ctivity "1!5&< 0usiness !alue 5ctivity "0!5& and 9o !alue 5ctivity "9!5& principle of %iC %igma to decide the priority list. 5fter finali+ing their processes they have documented them all in "Q%M& along approval from Top Management. This Q%M henever gets revised ill get released only after revie and Quality %ystem Management and ith their Quality policy and Quality Manual after revie

approval from top management. Top Management along hen ever and

ith T%QM takes full

responsibility to publish Q%M time to time and ensure to address the same here ever they found opportunity. 5ll re;uired budgets in orkspace< utilities< terms of cost< infrastructure "hard are< soft are< building< ensure to provide resources

e;uipment etc& members? efforts and cost are sponsored by them. They also ith right education< right eCperience and ensure to provide right training to provide right skills. F*1$2 - IT has follo ing various training effectiveness mechanism to ensure that attended participants are properly trained and faculty has the capability and skills to train the participants.

Usa%e o' .ua(!t/ S/stem Ma#a%eme#t <.SM= T%QM is providing detailed training to all members of F*1$2 - IT at all levels. The process of training is not one time but it is journey. The annual calendar is published ell in advance so that all members can plan their team members *nce members are trained on Q%M then they start training re;uirements.

using and implementing Q%M accordingly.

2very department has defined their o n process and their o n process assets such as forms< template< and guidelines< checklists etc.< depending upon their services< %ervice :evel 5greement "%:5& are defined and monitored on monthly basis. 2very engagement prepares their o n plans based on re;uirement received from client. -lans covers client re;uirements< %trategy to deliver the re;uirements< $ommunication Management "Fre;uency and documentation responsibility of 2ngagement< Management and revie meetings< eekly status reporting to management< clients etc< 2scalation mechanism etc&< 1isk management "identification of risk< risk probability< impact< priority< mitigation and contingencies& < $onfiguration management "#ata and document control& < Quality management "verification< validation mechanism< ;uality goals etc& along ith teams details< roles and responsibilities. Fhile defining ;uality goals< engagement are also considering business goals too. The common ;uality goals for all engagements are -roductivity< #efect #ensity< 1evie

2ffectiveness< %chedule !ariance< 2ffort !ariance and $ost of Quality etc. 5part from *rgani+ational level process assets such as guidelines< checklist< forms< templates< standards< methodologies< engagement level assets are also getting developed depending upon client?s re;uirements. #epending upon engagement uni;ueness< applicable best process assets< practices and best methods are getting shared ith the help of T%QM

Mo#!to a#& Im* o5e .ua(!t/ S/stem Ma#a%eme#t <.SM= 0ased on 0usiness plans< F*1$2 - IT finali+e their 0usiness goals "!oice of 0usiness& and based on client?s re;uirement< 2ngagement Managers are planning their engagement goals "!oice of $ustomer&. 0ased on these t o goals organi+ational level processes are getting tailored and follo ed "!oice of -rocess& for every engagement. 0ased on goals various measurements are defined< managed and monitored. If the actual results are not matching than the set goals

then correction "fiCing the problem& or corrective "preventing recurrence& or preventive "preventing potential occurrence& action are taking depending upon the situation till the goals are met. 0ased on learning?s goals are revised and plans are revisited at engagement as ell as at F*1$2 - IT level.

For every engagement or for every department one member from T%QM is nominated to provide ;uality assistance on TQM< called as A%oft are Quality 5ssurance 2ngineer "%Q52&B for engagement or AQuality 5ssurance 2ngineer "Q52& B for department. They visit every engagementQdepartment on monthly basis to ensure hether that team is follo ing internal or eCternal ;uality model or not and reports their finding to management on monthly basis. 5part from these checks< every engagementQdepartment gets audited every siC months basis through Internal 5udit and once in a year through 2Cternal 5udit. 5part from conducting %Q52 checks< coordinating internal and eCternal audits< %Q52QQ52 also helps assigned team for their clarifications< ;uery< if any 5part from T%QM checks and audits< on monthly basis management meeting taking place "0M$ meeting& herein all engagement and departmental status are getting discussed and appropriate corrective and preventive actions are taken accordingly. #uring meeting 5ppreciation< suggestions< complaints and other improvement or innovations activities if any are also getting discussed. #epending upon 1eturn on Investment "1*I& suggestions are getting prioriti+e for implementation. In case improvement plan is at larger scale "needs more days or needs a team of members& Quality Improvement Teams are formed and re;uired resources are provided till the solution is implemented. Fithout piloting and ensuring re;uired 1*I suggestions are not implemented across the organi+ation. *n ;uarterly basis< *pen =ouse is conducted here in local management

updates member on ;uarterly performance and their future plans. Member?s issues< if any are also addressed during this meeting. 5ll good performers are recogni+ed by re arding some monetary coupons and appreciation letter.

*n yearly basis< 5nnual Tour is conducted

here in Top management updates

member on yearly performance and their future plans. Member?s issues< if any are also addressed during this meeting. 5ll star performers are recogni+ed by re arding some monetary coupons and appreciation letter. Through various mechanism such as 2ngagementQdepartment Team meetings< Management revie meeting< T%QM checks< internal as ell as eCternal audit observation< clients and member feedback< suggestions from members< open forum and annual tour. Management gets various feedbacks for QM% revision. >sing %tatistical tool T%QM analy+e them all and if found value addition to F*1$2 - IT suggest management to take appropriate action. This is ho F*1$2 - IT is adopted TQM along ith I%* 788( and $mmi hich is

getting audited or assessed by third party on periodic basis since long.

A&5a#ta%es o' T.M AT FORCE 9 IT

Fu((/ ,(!e#t & !5e# o Faster< 0etter and $heaper is the mantra of TQM. 2very activity is planned and implemented to ensure customer delight. $ustomer covers internal as clients o ithout compromising on ;uality. ell as eCternal customer. 5ll employees are fully focused on satisfying or delighting their The supplier or vendor also part of this objective. !endors are treated like partner so that every one ill take the same o nership and also earned the e;ual re ard. o !arious processes< practices< methodologies< guidelines< standards are defined< documented< communicated and enforced across the organi+ation so that all stake holders are in sync ith organi+ational goals o -eriodic communication is ensured at all levels to kno organi+ation to ards their set goals. Co#t!#uous Im* o5eme#t - *rgani+ation is orking or improving on Kai+en mode. the progress of

%mall but continuous improvements at all levels are going on

Em*(o/ee Em*o)e me#t o 5ll employees are trained on periodic basis on technical< functional< management and on soft skills through out their span. Training journey starts ith Integration and then goes on and on till they are familiar skills and to get updated on revised ne o technical kno ho . ith re;uired

Improvements are not only based on past eCperience or learning?s but also based on suggestions across all levels. 5s employees are fully trained and fully focused on their area?s ork they are the right channels to kno the improvement hich is encouraged through suggestions scheme. Hood %uggestions

are re arded instantly or on ;uarterly or yearly basis depending upon organi+ational practices. 5ll recogni+ed orImplemented suggestions are communicated through ne sletter along ith the employees? name and ith their re ard so to empo er everyone to go and suggest all improvement area to improve organi+ational productivity or to reduce cost etc. o 2mployees get opportunities to ork on improvement areas? through focused asteQre ork or to control

team< improvement teams or ;uality circles and get management visibility for their interest in improving organi+ation. It fosters leadership and empo ers employees to utili+e all his potential at greater eCtent. o They ill ensure to plan everythingE everyone in organi+ation is a are here ith the

they are leading for. The drive and direction is focused and in align business plan o

Management members are fully involved in implementing business plan and ill ensure to provide all re;uired resources such has 1esources< 0udget< 2nvironment >tilities etc time to time till the goals are achieved

!arious control mechanisms are ensure all activities are in align

in place such

functional< departmental meeting< audits etc to

meetings< periodic checks< periodic reporting< revie ith business plan

0ased on analysis< eCtending support by taking corrective and preventive actions< recogni+ing and re arding achievements< revising plan and keeping everyone informed about the progress and about future plan on timely basis.

Data & !5e# De,!s!o# Ma7!#%

The data for all important activities are collected as measurement. These measurement data is used to take decision or to forecast or predict the business. #ecisions are not person dependant but process dependant. !arious tools such 0rainstorming< Fish 0one< -areto< $ontrol $harts< =istogram< $orrelation< 1egression are used to control variance and variation.

L!m!tat!o# o' T.M

o o TQM is a philosophy It is not ;uality management but should be referred as process management or process of improvement o #oes not *ffers any set of guidelines for ;uality management. :ike religion< there are as many versions as there are advocates. 5 study by 2rnst D Goung turned up around 7./ different approaches for implementing TQM. o In reality it is not total since it only addresses one aspect of ;uality management that is improvement o TQM is remedial and not preventive. TQM is aimed at identifying the causes of ;uality problems and eliminating them. The theory is that by involving everyone in solving ;uality problems< eventually all problems companyNs ;uality based on studying past data the horse has run a ay. o I%*-7888 re;uires documentation and record keeping. I%*-7888< hich ill be eliminated and the ill continue to get better and better. >nfortunately< TQM is hich amounts to eCamining the barn door after

re;uires regular audits by an outside party. There is no such re;uirement in TQM. TQM has a history of fading a ay over time. 5s a result< improvements often get lost or forgotten as ne people< ne products and ne managers come and go. 5lso< the typical TQM implementation relies heavily on the leadership of a Schampion.S Fhen the champion goes< so does the TQM program. TQM can disappear ithout a himper. 5ccording to various published reports< about three-;uarters of significantly si+ed 5merican manufacturers have attempted some form of TQM. *f those programs< about

four-fifths have failed to produce any significant results and most of them have simply disappeared. o o o o Hoals are mainly set at higher level and very limited to bottom line Hoals are not dead line. !ery often< $hanges is triggered by internal customer re;uirements Improvement teams or Quality circles includes on techies< support or departmental or management contribution is very less o o #eveloped by techies ith limited kno ledge of management

Mostly the result is continual improvement and incident of breakthrough improvement are very rare

#oes not target a specific scope and no dead line so improvement is not consistent

Focus is mostly in Quality instead of Quality T $ost T $ycle Time T 0usiness Issues

5s it is management driven< management support is must consistent.

hich is not

ANALYSIS OF SURVEY-

(& #o Top Management take active interest in implementing TQM in the $ompanyL

Interpretation@

*ut of /8 people< .. people says that top management take active interest in implementing TQM. This sho s very good sign in the organi+ation as TQM interest should be passed by top management to employee.

)& #o all employees understood TQM and follo ed TQML %trongly agree 5gree #isagree %trongly disagree

Interpretation@ .) people say that employee understood TQM very people are not agree ith this statement. ell as there is

TQM training programme conducted by the organi+ation. *nly ,

,& #o message of TQM passes to all employees< all the timeL %trongly agree 5gree #isagree %trongly disagree

Interpretation@ .4 people agree ith this. They said that every information

regarding TQM is given to employees and make them a are about the changes and updation in TQM policy.

.& #o you compare TQM

ith your internal as

ell as eCternal

;uality models "I%* 788( and $MMi&L Ges No

Interpretation@ 6.I of the respondent agree that they compare the TQM better results. ith

Internal and 2Cternal ;uality model and try to synchroni+e them for

/& #o $ompany follo s recognisation or re ard system to promote TQM. %trongly agree 5gree #isagree %trongly disagree

Interpretation@ 66I of the respondent agree ith the recognisation and re ard

system and found satisfied for the policy that company has taken.

3& #o your company follo

specific process to handle

customer complaints "Internal as ell as eCternal&L Ges No

Interpretation@
%'O of respondent were agree, that the company has specific process of handling customer complaint, both internal and e4ternal.

4& #o you follo

specific process to handle suggestion<

improvement and innovationL Ges No

Interpretation@ 78I of the respondent innovation along complaint. ere again agree ith the company handling customer

follo ing process of handling suggestion< improvement and ith the process of

6& #o $ompany conduct ;uality ;ui+ regularlyL Ges No

Interpretation@ Is as observed from the survey that company is organi+ing ;uality

;ui+ among the employees on regular basis. This sho s the initiative from the companies side to have inputs from employees.

7& #o $ompany conduct ;uality eekL Ges No

Interpretation@ Quality eeks are conducted on regular interval in order to to everybody in the company

have TQM concepts kno

If yesL Fhat is the fre;uencyL

Henerally ;uality basis.

eeks are undertaken on monthly basis and some on Quarterly

C+I'S%(ARE TEST& %hi s1uare, PQD R @#'&A Q G & Fhere, #D observed fre1uency &D expected fre1uency Null ?ypothesis @?oA= T2ere is si.nifi4ant relations2ip bet3een t2e E&p$o!ee' under'tood T5# and
T5# i' fo$$o4ed in the co&pan!.

Alternative ?ypothesis @?,A= T2ere is no si.nifi4ant relations2ip bet3een t2e E&p$o!ee' under'tood T5# and
T5# i' fo$$o4ed in the co&pan!.

L&
,trongly +gree +gree 6on(t +gree ,trongly 6isagree

N# 5 9 ,, 5 -:

T#TA. ,B ,2 ,8 ,B 5B

5 5 6 5 -,

T#TA.

/egree of freedomDID@r',A @c',A D @3',A @-',A D2 %alculated value D B.:B6, Table value D 8.9,5 %alculated value S table value Therefore null hypothesis is accepted

IN$ERENCE& ince the calculated value is less than the table value. The Null hypothesis is accepted. ?ence, there is significant relationship between the <mployees understood
TQM and TQM is followed in the company.

Thu' it i' &ore i&portant that fir't the e&p$o!ee' under'tood T5# in order to i&p$e&ent T5# in a co&pan! &ore effecti-e$!.

#B &$I&/ "$&(H&N%L@#A 5 5 6 5 5 9 ,, 5

&K+&%T&/ "$&(H&N%L@&A 3.5.36 8.,3 3.5.9 8.53 :.96 5.9

@#'&A TB.63 B.-,,6 ,.-::6 B.63 B.63 B.-,,6 ,.-::6 B.63

@# 7 &AT- G & B.,5-3 B.B299 B.,9B.,5-3 B.,,B2 B.B-9, B.,2,9 B.,,B2 B.:B6,

C:APTER 9F RECOMMENDATIONS

5fter going through the concept< advantage< limitation of TQM and is implemented along recommendations based on my observations and learning?s<. 0etter to implement TQM ith I%* 788( or

here TQM

ith I%* 788( and $MMi suggesting for follo ing

ith $MMI or %iC %igma so that it

ill not remain concept or -hilosophy or theory but it should be integral part of

organi+ation mechanism in place to address< resolve and prevent all ;uality related issues. The typical TQM program takes a year or so just to get started and as there is no limit majority of them don?t achieve the re;uired results even after spending years hence need to be carried out on time bound basis. !oice of $ustomer< !oice of 0usiness and !oice of process all should be considered for setting goals. Hoal should be %M51T. %pecific< Measurable< 5chievable< 1ealistic and Target based. 5lthough TQM assures live and compliance all purpose ;uality model in the orking continuous improvement and ants to remain

ith the key elements of the standards it is not globally accepted< orld hence If a business ith I%* or $MMI or ith %iC %igma.

competitive< e have to implement along

Gour activity should lead to profit improvement and not limited to process improvement or for certification. First improve and then document and then train. %cope should be e;ually provided for $ontinual D 0reakthrough improvements. 5part from 0rainstorming< Fish 0one< -areto< $ontrol $harts< =istogram< $orrelation and 1egression it should facilitate usage of improvement< such as Failure Mode and 2ffect 5nalysis "FM25&< Quality

Function #eployment "QF#& and other tools of siC sigma to help to move the company to ards being a orld-class operation.

%o to delight your internal as ell as eCternal clients go for

I' /ou &o#Gt %o someo#e e(se )!((H++

$=5-T21 -6 5992O>12

.uest!o##a! es

(& #o Top Management take active interest in implementing TQM in the $ompanyL

)& 5ll employees understood TQM and follo ed TQM %trongly agree 5gree #isagree %trongly disagree

,& Message of TQM passes to all employees< all the timeL %trongly agree 5gree #isagree %trongly disagree

.&. #o you compare TQM

ith your internal as

ell as eCternal

;uality models "I%* 788( and $MMi&L Ges No

/& #o $ompany follo s recognisation or re ard system to promote TQM. %trongly agree 5gree #isagree %trongly disagree

3& #o your company follo

specific process to handle customer

complaints "Internal as ell as eCternal&L Ges No

4& #o

you

follo

specific

process

to

handle

suggestion<

improvement and innovationL Ges No

6& #o $ompany conduct ;uality ;ui+ regularlyL Ges No

7& #o $ompany conduct ;uality eekL Ges No

If yesL Fhat is the fre;uencyL

$=5-T21 - 7 0I0:I*H15-=G

8oo7s-

o -roductivity D Quality Management J %.#. 5phale o TQM D I%* 7888 for 5rchitects and #esigners J $harles 9elson o %iC %igma 0lack 0elt training Material J 5sian Institute of Quality Management

WE8LIOGRAP:Y-

o FFF.H**H:2.$*M o FFF.F*1$2 - IT.$*M o FFF.I%IO%IHM5.$*M