TOTAL QUALITY

MANAGEMENT
IN INDIA
Arpit Madaan
14021021029

HISTORICAL
PERSPECTIVE
India became independent in the year 1947.

1950 - 1990 Business

scenario
Industrial growth was very slow and sluggish
Insignificant market share in world market
Thrust was towards
1)Self Reliance
2) Protection from competition
3) Nationalization

ECONOMIC REFORMS
OF THE 1990S

1990 - Till date Business

scenario

The countrys door was opened

towards foreign investments and
the thrust was towards :
1) Globalization
2) Competition
3) Privatization

CRITICAL ISSUES FACED BY

INDIAN INDUSTRIES
GLOBAL MARKET SCENARIO
TOTAL QUALITY MANAGEMENT
PRODUCT INNOVATION
HUMAN RESOURCE
DEVELOPMENT
NEW MARKETING STRATEGIES

DEMING PRIZE
It was established in December 1950
in honour of W. Edward Deming
It was originally designed to reward to
Japanese companies for major
advances in quality improvement
Over the years it has grown, under
the guidance of Japanese Union of
Scientists and Engineers (JUSE)and it
is now available to non Japanese
companies as well

INDIAN COMPANIES WINNER

OF THE DEMING APPLICATION
Sundram Clayton brakes division(Sundaram Brake Linings), the
world's
PRIZE
first friction material company to win.

TVS Motor Company

MAHINDRA & MAHINDRA Ltd., the world's first tractor company to win.
Rane Brake Lining Ltd.
SRF limited
Rane Engine Valve Ltd
Rane TRW Steering Systems Ltd.(SGD)
Krishna Maruti Ltd., Seat Division
Rane (Madras) Ltd.
TATA STEEL, the first integrated steel plant in Asia to win Deming award
in 2008
NATIONAL ENGINEERING INDUSTRIES LIMITED, part of the 150-year-old,
multi-billion CK Birla Group. The first bearing manufacturing company to
win.

MAHINDRA AND MAHINDRA

It is one of the largest automobile
manufactures in India by production and
a part of the Mahindra Group
Conglomerate
It is ranked #21 in the list of top
companies in India in the Fortune 500 list
of 2011
It has about 1,44,000 employees across
100 countries in the world
It was originally set up as a steel
company in Ludhiana in the year 1945

PREVIOUS TO TQM (1990)

Tractor division was sellers market
Focus was more on quality
No emphasis on development of new models
Manufacturing activity was more inspection oriented
detection
Interaction with suppliers purely need based
Sales and service activity lacked standardization
Rework rejection percentages were high
Employee involvement in improvement activity was very
limited

TQM JOURNEY WITH

MAHINDRA
Customer first and
quality focus are our
core values. For this,
we shall respond to
the changing needs
and expectations of
the customers
speedily and
effectively

The TQM journey was in three phases :

- Anand G. Mahindra
Introduction phase (1990-1994)
Group Chairman, Mahindra &
Mahindra
Promotion Phase (1995-1999)
Development Phase (2000 onwards)

INTRODCUTION PHASE (19901994)

The first phase objectives were :

Improving manufacturing quality through process
control
Improving the quality of bought out components

Increasing productivity and reducing the cost of poor

quality
Other processes like Jurans process of quality
improvement (JQI) and Statisitical Process control
(SPC) were adopted.

PROMOTION PHASE
(1995-1999)
The focus was not just on standardization of
operations according to international guidelines
but improvement of operations.
Certifications ISO 9000 and automotive sector
specified standard QS 9000 were obtained
Up gradation of manufacturing facilities
Initiation of Deming Prize Guidelines

DEVELOPMENT PHASE (2000

ONWARDS)
Improvement in core processes like new product
development, manufacturer supplier management
and sales customer operation
Certification to environment management system
standards ISO 14001
Continuous improvement activity started including
100 percent of the employees

BENEFITS
OF TQM

EDU
C

TION
IN R
EJEC
TION
N
O
I
T
C
A
F
S
I
T
A
S
R
E
USTOM

MARKET LEADER

TATA STEEL
The quality movement started in the company in the 1980s,
under the leadership of Dr. J.J Irani, the then Managing
Director
The concept of Quality Circles was started at Tata Steels
factory at Jamshedpur.
Over the next two decades the quality circles grew to 7500 in
number, covering 96% of the total employees.

Business excellence is
much more than quality. In
Tata Steel, we started by
just talking about the
quality of the product. Then
we talked about the big Q,
quality in all its facets, and
the small q, which pertains
to the quality of the
product

- Dr. J.J. Irani, former

M.D., Tata Steel

PURSUIT OF BUSINESS
EXCELLENCE
Tata Steel also wholeheartedly embraced two
prominent schools of thought in the area of quality
improvement Juran and Kaizen
The company won the JRD-QV award in 2000

THE DEMING PRIZE AND

TATA STEEL
It is regarded as the highest award in the area of TQM,
closest to Nobel Prize. This makes it a singular event to be
cherished forever
It is one of the most difficult awards to challenge and win.
For a company as large as TATA STEEL to win the prize is
even more extraordinary, since this meant that TQM
principles and their applications had been adopted across
several thousand people spanning multiple shop floors and
locations
Tata STEEL became the first steel company outside Japan to
win this award

WINNING
THE
DEMING
PRIZE
Having decided on pursuing the Deming Prize, B.
Muthuraman requested an initial diagnosis by the Deming
team in 2005
The final Deming examination was conducted in 2008 and is a
fifteen day high pressure event
Finally TATA STEEL bagged the Deming Prize and the company
dedicated the prize to all its 35,000 workers who made it
possible

LIFE AFTER DEMING

The company has applied for Deming Grand Prize

(highest Deming honour)
TATA STEEL won the DEMING GRAND PRIZE in October
2012 and became the first integrated steel company in
the world to do so

OTHER MAJOR TQM

INITIATIVES IN INDIA
Quality in Manufacturing RANBAXY
Quality in Marketing HINDUSTAN UNILEVER
Quality as service HDFC
Quality in HRD INFOSYS
Quality in Hospitality OBEROI GROUP OF HOTELS

CONCLUSION
In marching towards the 21st century, Indian
corporate have begun the journey of TQM.
The journey is very painful. Yet, there is no
alternate road for excellence. TQM is both a
goal and a path. Therefore, the quality journey
is one that can never end.

THANK YOU