Summary of Findings 1. TVS Motor Company (TVS)shodhganga.inflibnet.ac.in/bitstream/10603/15886/12/12...239 Table 4.1. Success Factors of TQM Implementation From the above table it

238

Summary of Findings

This chapter presents summary of the findings of the research. It presents a brief

summary of within case analysis which includes the major findings of each company. It

also presents a summary of cross-case analysis and shows major similarities and

differences between the companies.

1. TVS Motor Company (TVS)

TVS is the third largest two-wheeler manufacturer in India and among the top ten

in the world, with an annual turnover of over USD 650 million. TVS is the first two-

wheeler manufacturer in the world to be honoured with the hallmark of Japanese Quality

– The Deming Prize for TQM. But winning a Deming is not akin to becoming ISO-

certified. It however has not obtained ISO certificate. Having not obtained ISO

certificate, it is not surprising that four out of five of the top managers who were

interviewed do not think that ISO is a prerequisite for implementing TQM.

This company is following such quality programs as Quality Control Circle, Just-

in-time, Statistical Process Control, Quality Audit, Total Productivity Maintenance

(TPM), FMEA, the PDCA (Plan, Do, Check, Act) cycle, 5 ‘S’, Kaizen and QFD. The

quality tools include check list, flow chart, 7 QC tools and 7 new management tools.

In TVS, top management believes that, "It is a company-wide effort at continuous

quality improvement of all processes, products and services through total employee

involvement that results in increasing customer satisfaction and loyalty, and improved

business results."

239

Table 4.1. Success Factors of TQM Implementation

From the above table it can be observed that the most important factors for the

successful implementation of TQM in this company have been upper management

commitment and involvement, developing employee involvement, improving quality,

teamwork, use of quality tools, quality training, identifying customer requirements and

needs, increasing customer orientation, employee empowerment, Close cooperation

among functions, Improving communication between management and labour, quick

decision making process, achieving positive change and improving productivity. Role of

the quality department and promoting export have not been the very important facilitators

or driving forces for the successful implementation of TQM in this company.

Success Factors

Very Important Important

Upper management commitment and

involvement

Developing employee involvement

Improving quality

Teamwork

Use of quality tools

Quality training

Identifying customer requirements

and needs

Increasing customer orientation

Fast response to customer needs

Employee empowerment

Close cooperation among functions

Improving communication between

management and labour

Quick decision making process

Achieving positive change

Improving productivity

Role of the quality department

Promoting export

240

Table 4.2. Barrier Factors of TQM Implementation

Barrier factors

Major Barriers Minor Barriers

Inadequate knowledge about TQM

Fear and resistance to change

Inadequate planning

Lack of training

Costly and long-term study

Lack of consistent top management

commitment

Lack of skills of workers

Difficulty in developing company

specific models

Resource limitations

Lack of competent management

The above table shows, inadequate knowledge about TQM, fear and resistance to

change, inadequate planning and lack of training are the major barrier factor that

company faced during the implementation of TQM. Costly and long term study, lack of

consistent top management commitment, lack of skill of workers, difficulty in developing

company specific models, resource limitation and lack of competent management have

also identified as minor barrier factors during the implementation of TQM in this

company.

Table 4.3. Achievements

Achievements

Major Achievements Minor Achievements

Achieving teamwork

Quality improvement

Increase in customer satisfaction

Decrease in defects

Improvement in productivity

On-time delivery

Decrease in work accidents

Decrease in work-in-progress

Increase in work satisfaction

Improvement in morale

Decrease in internal quality costs

Decrease in external quality costs

Increase in profitability

Development of new products

Decrease in appraisal costs

Improvement in safety levels

Decrease in price

Increase in market share

241

When asked about the achievements that the company has attained after

implementing TQM, all the respondents agree that the company has achieved major

benefits such as: teamwork, quality improvement, increase in customer satisfaction,

decrease in defects, improvement in productivity, on-time delivery, decrease in work

accident, decrease in work –in-progress, increase in work satisfaction and improvement

in morale.

Table 4.4. Core Values

Core Values

Very important Important

Top management commitment

Focus on customers

Continuous improvement

Everybody being committed

Decisions based on facts

Focus on process


Decrease in quality costs

Decrease in price

Promotion of export

The result shows, top management commitment, focus on customer, continuous

improvement, everybody being committed, decision based on facts, focus on process,

improvement in productivity and decrease in quality cost are the very important core

values that the company focused on at the beginning of the implementation of TQM.

242

Table 4.5. TQM Goals

TQM Goals

Major Goals Minor Goals

To achieve a quality culture in the

long-term

Satisfied customers


Business excellence

To improve quality

Satisfied employees

To generate competitive power

To improve productivity

To achieve lower costs

To receive quality award

The major goals for implementing of TQM in this company have found as: to

achieve a quality culture in the long term, satisfied customers, continuous improvement,

business excellence, to improve quality, satisfied employees, to generate competitive

power and to improve productivity. To achieve lower costs and to receive quality award

have also found as company goals to start implementation of TQM.

When presented with certain items as the probable side effects of the

implementation of TQM in an organization, the respondents largely dismissed almost all

of them.

243

2. Rane (Madras) Ltd.

Rane (Madras) Limited, Mysore plant commenced manufacturing operations in

1960 and is a manufacturer of steering & suspension systems for every segment of

automobile industry, viz., Passenger cars, Multi utility vehicles, Light commercial

vehicles, Heavy commercial vehicles and Farm tractors. RML, Mysore interacts with

Marketing & Research and Development at Chennai for Product design, Customer

interfacing process and Product functional testing.

RML has fully implemented TQM and has applied for Deming prize. Diagnosis

part of plant’s activities, a step before announcing of the award has completed by the

Union of Japanese Scientists and Engineers (JUSE). The company has obtained ISO9001

certificate. It also has obtained certificates of ISO14001, OHSAS and

ISO/TS14969:2002.

This company is following such quality programmers as Quality Control Circle

(QCC), Just-in-time (JIT), Statistical Process Control (SPC), Quality Audit, Total

Productivity Maintenance (TPM), FMEA, the PDCA (Plan, Do, Check, Act) cycle,

Kaizen and QFD. The quality tools include check list, flow chart, 7 QC tools and 7 new

management tools.

244


Success Factors



involvement

Developing employees involvement

Teamwork

Improving quality





and needs




Quality training





Promoting export


Attracting more foreign investments

As for the facilitating factors for the successful implementation of TQM in this

company, upper management commitment and involvement, developing employee

involvement, teamwork, improving quality, increasing customer orientation, achieving

positive change, use of quality tools, identifying customer requirements and needs, fast

response to customer needs, employee empowerment, close cooperation among

functions, quality training, improving communication between management and labour,

improving productivity and quick decision making process are held to be the most

important facilitating factors.

245


Barrier Factors





Inadequate planning


commitment



specific models



Lack of training

Fear and resistance to change, costly and long-term study, inadequate knowledge

about TQM and inadequate planning has been the most important barrier this

organization has encountered while implementing TQM. The company faced some other

difficulties during the implementation of TQM such as lack of consistent top

management commitment, lack of competent management, difficulty in developing

company specific models, resource limitation, lack of skill of workers and lack of

training.


Achievements


Quality improvement


Achieving teamwork

On-time delivery



Decrease in defects











Decrease in price

246

In responding about improvements achieved after implementation of TQM, most

of the respondents reported quality improvement, increase in customer satisfaction,

achieving team work, on-time delivery, improvement in productivity, improvement in

moral, decrease in defects and increase in profitability are the major benefits the company

achieved. As shown in the above table, the company has achieved some other benefits

like decrease in work accidents, increase in work satisfaction, and increase in market

share, decrease in internal quality costs, decrease in external quality costs, improvement

in safety levels, and decrease in work-in-progress, development of new products,

decrease in appraisal and decrease in price.


Core Values



Focus on process

Focus on customers






Decrease in price

Promotion of export

In this case the respondents stated that top management commitment, focus on

process, focus on customers, continuous improvement, everybody being committed,

improvement in productivity and decisions based on facts are the core values should be

among the first to be implemented.

247

Table 4.10. Goals

Goals


Satisfied customers



long-term

Satisfied employees

Business excellence

To improve quality





The above table shows, satisfied customer, continuous improvement, to achieve a

quality culture in the long-term, satisfied employees, business excellence, to improve

quality, to improve productivity and to generate competitive power were the major goals

at the time of the implementation of TQM in this company.

248

3. Toyota Kirloskar Motor

As a joint venture between Kirloskar Group and Toyota Motor Corporation,

Toyota Kirloskar Motor Private Limited (TKM) aims to play a major role in the

development of the automotive industry and the creation of employment opportunities,

not only through its dealer network, but also through ancillary industries. TKM's growth

since inception can be attributed to one simple, yet important aspect of its business

philosophy - "Putting Customer First".

TKM is committed to manufacture technically advanced products through Toyota

Production System (TPS). The Toyota Production System (TPS) has achieved worldwide

renown amongst both car makers and manufacturers of other products. Often better

known through one of its key elements, the "just-in-time" production philosophy, TPS

has proved its worth as a powerful response to changing market demands.

From the beginning TQM is followed by Toyota Kirloskar Motors Ltd. The

manager who interviewed said “Toyota has its own quality assurance system and

standard which is oriented around. Individual team member, honesty and discipline are

main factors for the same. TKM does not follow ISO 9000, QS 9000 or ISO/TS 16949.

The company has taken only ISO 14001”.

This company is following such quality programmes as Quality Control Circle,

Just-in-time, Statistical Process Control, Quality Audit, Total Productivity Maintenance

(TPM), FMEA, Toyota in-built quality system, the PDCA (Plan, Do, Check, Act) cycle,

Kanban and Kaizen. The quality tools include check list, flow chart, 7 QC tools and 7

new management tools.

TQM in this company was introduced by its parent company Toyota Motor

Company (TMC) and it is modeled upon the Japanese model. It took about five years to

implement TQM in this company.

249


Success Factors


Improving quality



involvement




Teamwork


and needs




Quality training






Promoting export


The most important success factors during the implementation of TQM in this

company were improving quality, increasing customer orientation, upper management

commitment and involvement, developing employee involvement, improving

productivity, fast response to customer needs, teamwork, identifying customer

requirements and needs, employee empowerment, improving communication between

management and labour, quality training, achieving positive change, use of quality tools,

close cooperation among functions, quick decision making process and role of the quality

department. There is less agreement with regard to factors like promoting export and

attracting more foreign investments as facilitators for the successful implementation of

TQM.

250


Barrier Factors




Lack of training



Inadequate planning


specific models


Employee apathy

Reluctance of workers to involve in

decision making

Lack of coordination between

departments


commitment


The most significant barrier factors in the way to implement TQM in this

company have been recognized as to be fear and resistance to change, costly and long

term study, lack of training, lack of skills of workers and inadequate knowledge about

TQM. Other important factors that have also acted as barriers are Inadequate planning,

developing company specific model, resource limitation, employee apathy, reluctance of

workers to involve in decision making, lack of coordination between departments, lack of

consistent top management commitment and lack of competent management.

251


Achievements


Quality improvement



Achieving teamwork

On-time delivery

Decrease in defects





Decrease in price







As for the achievements or benefits attained as a result of the implementation of

TQM, all the respondents agree that after the implementation of TQM the company has

witnessed increase in customer satisfaction, quality improvement, improvement in

productivity, achieving teamwork, on-time delivery, decrease in defects, decrease in work

accidents, decrease in work-in-progress, increase in work satisfaction, increase in

profitability, decrease in price, decrease in internal quality costs, decrease in external

quality costs, improvement in moral and decrease in appraisal quality costs.

252


Core Values

Very Important

Focus on customers






Decrease in price

Focus on process

Promotion of export


Asked about the core values the company focused on, while beginning to

implement TQM, every respondent has decisively stated that it was customer focus. All

core values mentioned in the list agreed to have been very important core values of the

company; nobody disagrees or is uncertain.

Table 4.15. Goals

Goals


To improve quality

Satisfied customers



To achieve a quality culture in the long-term


Satisfied employees

Business excellence



As for the goals with which the company started to implement TQM, almost all

the items mentioned in the questionnaire are agreed to have been the major goals, except

for the item of receiving quality award. Of all the possible side effects the

implementation of TQM could have on the organization, only more paper work is

mentioned by two respondents as a side effect.

253

4. Harita Seating Systems Ltd.

Harita Seating Systems specializes in manufacture and supply of safe,

comfortable, durable seats for various types of vehicles. The company provides seating

solutions to the commercial vehicles, buses/coaches, agriculture tractors, construction

machinery, two wheelers, three wheelers, cars, multi-utility vehicles etc.

Harita Seating Systems Ltd. started implementation of TQC during 1996-97. The

company started implementation of TQM in 2000. Prior to introducing TQM, the

company had a traditional manufacturing layout and hierarchical organizational structure

leading to inefficiencies and waste.

Harita Seating Systems is committed to provide quality product and continually

improve its products as new innovations and manufacturing technologies develop. The

TQM process is carried out through a PDCA cycle — plan, do, check, act — in the

company. They had gone through the awareness, promotional and implementation

phases. The problems remaining at the end of each phase are taken on as the objectives in

the next phase besides other additions.

With regard to specific quality initiatives implemented to date by Harita Seating

Systems Ltd., the managers indicated almost all the items listed in the questionnaires.

Different types of measures are collected for quality performance monitoring and

improvement. Examples include scrap percentage, and quality costs. Numerous quality

tools and techniques are utilized for different processes. For example, FMEA and design

of experiments are mainly used in the design and development process, while control

charting, statistical process control, quality audit and Total Productive Maintenance

(TPM) are used in controlling production processes. Other quality techniques such as

Quality Circle Control (QCC), Supervisors Improvement Team (SIT) and Kaizen are

used for team work and quality improvement. Other initiatives include Cause and Effect

Diagram, Quality Function Deployment (QFD) and Just-in-Time (JIT).

254


Success Factors


Teamwork



and needs


involvement




Improving quality




Quality training






Promoting export


Regarding the facilitating factors that contributed for the successful implementation of

TQM in this company, the respondents agree almost all items listed in questionnaire as

very important factors except promoting export and attracting more foreign investments.

As shown in the above table, these factors are: teamwork, increasing customer

orientation, identifying customer requirements and needs, upper management

commitment and involvement, developing employees involvement, achieving positive

change, fast response to customer needs, improving quality, use of quality tools,

improving communication between management and labour, quality training, improving

productivity, employee empowerment, quick decision making process, close cooperation

among functions and role of the quality department.

255


Barrier Factors





Inadequate planning



commitment


specific models

Lack of training

The most important barrier factors this company has encountered while

implementing TQM have been inadequate knowledge about TQM, fear and resistance to

change and costly and long-term study. The respondents agree that inadequate planning,

lack of competent management, lack of consistent top management commitment,

difficulty in developing company specific models and lack of training were minor barrier

factors the company faced during the implementation of TQM.


Achievements



Achieving teamwork


On-time delivery

Decrease in defects





Quality improvement






Decrease in price


256

In responding about improvements achieved after implementation of TQM, most

of the respondents reported increase in customer satisfaction, achieving team work,

improvement in productivity, on-time delivery, decrease in defects, increase in work

satisfaction, decrease in work accidents, decrease in work-in-progress, improvement in

moral, quality improvement and increase in market share are the major benefits the

company achieved. The company had also some other achievements like improvement in

safety levels, decrease in internal quality costs, decrease in external quality costs,

decrease in appraisal costs, decrease in price and increase in profitability.


The respondents have stated that all values listed in the questionnaire have been

very important core values the company focused on before implementation of TQM.

Core Values

Very Important

Focus on customers

Focus on process






Decrease in price

Promotion of export


257

Table 4.20. Goals

Goals

Major Goals

Satisfied customers

To improve quality


long-term



Business excellence

Satisfied employees



The result shows, the company had implemented TQM to have satisfied

customers, to improve quality, to achieve a quality culture in the long-term, continuous

improvement, to improve productivity, business excellence, and satisfied employees and

to generate competitive. All the nineteen respondents say that implementation of TQM

has led to increased productivity and it has an overall positive effect on the organization.

258

5. Motor Industries Company Limited (MICO)

MICO is a subsidiary of Robert Bosch GmbH, Germany. MICO businesses

include common rail injectors and components, diesel fuel injection equipment, industrial

equipment, electrical equipment, gear pumps for tractor applications, electric power tools,

packaging machines, security technology products and Blaupunkt car multimedia

systems. MICO has developed excellence R&D manufacturing capabilities, a strong

customer base and its market leadership is testimony to the high quality of its technology

and products.

MICO BOSCH has received the 2006 “Safety & Technology Award” conferred

by NDTV Profit and CAR INDIA. Subsequent to winning the ‘Auto Component

Manufacturer of the year 2005’ award previous year, MICO BOSCH has once again

proved its prowess in the automotive arena. This award recognizes the best in the

industry, and has been instituted by the newest automotive magazine in the Indian scene -

CAR INDIA. The jury focused on the advances made in automotive technology which

also have bearing on safety.

Implementation of TQM in this company is underway for the past two years.

While three out of the five top managers interviewed agree that ISO is a prerequisite for

the implementation of TQM, two do not agree. TQM in this company was introduced by

the parent company and is modeled upon the European model, EFQM.

This company is following such quality programs as Quality Control Circle,

Statistical Process Control, Quality Audit, Total Productivity Maintenance (TPM),

FMEA, Brainstorming, the PDCA cycle and Kaizen. The quality tools include check list,

flow chart, 7 QC tools and seven new management tools.

259


Success Factors



involvement


Teamwork



and needs







Improving quality



Quality training



Promoting export


All the nineteen respondents who were interviewed agree that the factors that

facilitated the successful implementation of TQM have been upper management

commitment and involvement, quick decision making process, teamwork, increasing

customer orientation, identifying customer requirements and needs, fast response to

customer needs, use of quality tools, developing employees involvement, close

cooperation among functions, employee empowerment, achieving positive change,

improving quality, improving communication between management and labour, quality

training and improving productivity.

260


Barrier Factors



Inadequate planning




Lack of training


commitment


specific models

Lack of qualified quality consultants


Lack of coordination between

departments

The most important barrier factors that have been experienced by this company in

its way towards implementing TQM are fear and resistance to change, inadequate

planning and inadequate knowledge about TQM. Costly and long-term study, resource

limitations, lack of training, lack of consistent top management commitment, difficulty in

developing company specific models, lack of qualified quality consultants, lack of

competent management and lack of coordination between departments have also been

important barrier factors for implementing TQM in this company.

261


Achievements



Achieving teamwork


On-time delivery

Decrease in defects





Quality improvement







Decrease in price

The major benefits the company achieved as a result of the implementation of

TQM are increase in customer satisfaction, achieving teamwork, improvement in

productivity, on-time delivery, decrease in defects, increase in work satisfaction, decrease

in internal quality costs, decrease in external quality costs, decrease in work-in-progress,

quality improvement, increase in market share, improvement in morale and increase in

profitability. The company has experienced some other achievements like decrease in

work accidents, improvement in safety levels, decrease in appraisal costs and decrease in

price.


Core Values





Focus on customers

Focus on process



Promotion of export


262

The most important core values this company focused on at the beginning of the

implementation process have been top management commitment, everybody being

committed, continuous improvement, focus on customers, focus on process, decisions

based on facts and improvement in productivity.

Table 4.25. Goals

The above table shows that the most important goals with which the company

started to implement TQM are to have satisfied customers, to have satisfied employees,

to achieve business excellence, continuous improvement to generate competitive power,

to improve quality, to achieve a quality culture in the long-term, to improve productivity

and to achieve lower costs. No side effect of the implementation of TQM is recognized.

All the respondents agree that implementation of TQM in the organization has increased

productivity and it has an overall positive effect in the organization.

Goals


Satisfied customers

Satisfied employees

Business excellence



To improve quality

To achieve a quality culture in the long-term




263

6. Automotive Axles Limited (AAL)

AAL established in 1981, is a joint venture of Arvin Meritor Inc., USA (formerly

the automotive division of Rockwell International Corporation), and the Kalyani Group.

With manufacturing facilities located at Mysore, the company is currently the largest

independent manufacturer of Rear Drive Axle Assemblies in the country.

AAL has a Quality Management System (QMS) that is certified to ISO/TS

16949:2002 standard and also Environmental Management System that is certified to ISO

14001:2004 standard. The top manager believes AAL shall be a world class Automotive

Tier I organization through total Employee involvement by exceeding business plan

objectives, providing value to customers through innovative solution, product quality and

exceptional services and continual improvement of QMS.

This company is in its way to TQM. The effort to implement TQM is underway

for the past two years. All the five top managers interviewed agree that ISO is a

prerequisite for the implementation of TQM. TQM in this company was introduced by

the top manager and the company is following the Japanese model.

264


Success Factors



involvement

Teamwork


and needs



Quality training


Promoting export

Improving quality







Role of the quality

department

Attracting more foreign

investments

Improving communication

between management and

labour

As far as the factors that have contributed to the successful implementation of

TQM are concerned, all the twenty respondents who were interviewed agree that upper

management commitment and involvement, teamwork, identifying customer

requirements and needs, fast response to customer needs, developing employees

involvement, quality training, improving productivity, promoting export, improving

quality, use of quality tools, quick decision making process, achieving positive change,

increasing customer orientation, employee empowerment and close cooperation among

functions have facilitated for the successful implementation of TQM.

265


Barrier Factors





Lack of consistent top

management commitment

Inadequate planning


specific models


Reluctance of workers to involve

in decision making

Employee apathy

The most important barrier factors the company had to contend with while

implementing TQM are fear and resistance to change and inadequate knowledge about

TQM. The other barrier factors during the implementation of TQM in this company are

costly and long-term study, lack of consistent top management commitment, inadequate

planning, difficulty in developing company specific models, lack of competent

management, reluctance of workers to involve in decision making and employee apathy.


Achievements



Achieving teamwork


On-time delivery

Decrease in defects

Quality improvement











Decrease in price

266

The major benefits the company achieved as a result of implementation of TQM

are increase in customer satisfaction, achieving teamwork, improvement in productivity,

on-time delivery, decrease in defects, quality improvement, improvement in morale,

decrease in work accidents, decrease in work-in-progress and increase in work

satisfaction. The company experienced some other achievements like improvement in

safety levels, decrease in internal quality costs, decrease in external quality costs,

increase in market share, decrease in appraisal costs, increase in profitability and decrease

in price.


Core Values



Focus on customers



Focus on process



Promotion of export


Decrease in price

The result in the above table shows, top management commitment, focus on

customers, everybody being committed, continuous improvement, focus on process,

decisions based on facts and improvement in productivity were the most important core

values the company focused at the beginning of TQM implementation. The other core

values are promotion of export, decrease in quality costs and decrease in price.

267

Table 4.30. Goals

Goals


Satisfied customers

Business excellence


To improve quality


long-term

Satisfied employees





The result shows this company had implemented TQM to have satisfied

customers, business excellence, continuous improvement, to improve quality, to achieve

a quality culture in the long-term, satisfied employees, to improve productivity and to

generate competitive power.

As far as the side effects of the implementation of TQM are concerned, only one

item is agreed by six respondents, that is, more paper work. All other items are largely

disagreed as to have been the side effects of TQM or the respondents are uncertain about

them. All the respondents agree that implementation of TQM has resulted in increased

productivity in the organization and it has an overall positive effect in the organization.

268

7. J.K.Tyres Ltd.

JK Tyre, the pioneer in radial technology is the India's largest radial

manufacturer. JK Tyre manufactures over 15 lakh (1.5 million) truck tyres annually, at its

own state-of-the-art plants. JK Tyre is the first tyre company in the world to get ISO 9001

certification for its entire operations. It is also the very first to set up state-of-the-art

Research Center - HASETRI. JK Tyre is in technical collaboration with Continental of

German.

In 1982 Vikrant Tyres company did enter in to a technical collaboration

agreement with AVON technical services of England for manufacturing of Radial

Tyres.In 1997 J.K. Tyres Ltd. inducted as a strategic Alliance Partner in to the company

and took controlling interest in the company and Vikrant Tyres Ltd., became its

subsidiary. As a result Vikrant Tyres is know under the control of J.K.LTD., by has

remained a separate entity.

This company is in its way towards implementing TQM. Implementation of TQM

is underway for the past two years. TQM in this company was introduced by the top

manager and it is modeled upon EFQM. J.k. Tyres Ltd. has obtained the Rajiv Gandhi

National Quality Award (RGNQA) for quality product in 2005. All the five top managers

interviewed agree that ISO is a prerequisite for the implementation of TQM.

This company is following such quality programs as Quality Control Circle,

Statistical Process Control, Quality Audit, Total Productivity Maintenance (TPM),

FMEA, Advance Product Quality Planning (APQP), Design of Experiment (DoE),

Benchmarking and Business Process Reengineering (BPR). The quality tools include

check list, flow chart and seven QC tools.

269


Success Factors


Upper management commitment and involvement






Improving quality

Teamwork

Identifying customer requirements and needs


Quality training




Improving communication between management

and labour

Promoting export


Attracting more foreign

investments

Among all the facilitating factors that contribute for the successful

implementation of TQM, upper management commitment and involvement, developing

employees involvement, employee empowerment, fast response to customer needs, close

cooperation among functions, achieving positive change, improving quality, teamwork,

identifying customer requirements and needs, quick decision making process, quality

training, use of quality tools, increasing customer orientation, improving productivity,

Improving communication between management and labour, promoting export and

attracting more foreign investments are considered to be the most important factors.

270


Barrier Factors





Inadequate planning


specific models

As far as the factors that have acted as barriers in the implementation of TQM are

concerned, inadequate knowledge about TQM, fear and resistance to change and costly

and long term study are the major barrier factors. Inadequate planning and difficulty in

developing company specific models are also as important barrier factors toward

implementation of TQM.


Achievements


Quality improvement


Achieving teamwork




Decrease in defects





On-time delivery


Decrease in price





271

It is clear from the above table that except for certain item (development of new

products) all other items are agreed by all the respondents as major achievements arising

out of the implementation of TQM. As a result of the implementation of TQM, the

company has witnessed increase in customer satisfaction, on-time delivery, decrease in

defects, increase in work satisfaction, achieving teamwork, improvement in productivity,

quality improvement, decrease in internal and external quality costs, increase in

profitability, increase in market share, improvement in safety level, improvement in

morale and decrease in work-in-progress.


Core Values

Very Important


Focus on customers

Focus on process





Promotion of export


Decrease in price

All the twenty respondents, except for two in the case of decrease in price

wherein they are uncertain, agree about all the core values as to have been focused on by

the company while starting to implement TQM.

272

Table 4.35. Goals

Goals


Satisfied customers


To improve quality

To achieve a quality culture in

the long-term

Business excellence



Satisfied employees



It is obvious from the above table that all the items mentioned are agreed to have

been the major goals of the company for implementing TQM, except for the goal of

receiving quality award. As for the side effects of the implementation of TQM, none is

mentioned, except for more paper work. Only four respondents agree that there has been

more paper work after the implementation of TQM. All the twenty respondents agree

that implementation of TQM has resulted in increased productivity and that on the whole

it has a positive effect in the organization.

273

8. Cross - Case Analysis

Of the seven companies studied, companies 2, 5, 6 and 7 have obtained ISO9001;

company 5 has also obtained ISO9002. Companies 1, 3 and 4 have not obtained any ISO

certificate. As far as the certificate of 14001 is concerned, all the seven companies have

obtained. Except for company 3, all have obtained ISO/TS14969. Companies 1, 2 and 4

have obtained OHSAS. Companies 4, 5 and 7 have obtained QS9000 certificate.

All the top managers interviewed in companies 4, 6 and 7 agree that ISO is a

prerequisite for the implementation of TQM. Four out of five in company 2 agree on the

same while three out of five in company 5 agree. Four out of five in companies 1 and 3

do not agree that ISO is a prerequisite for the implementation of TQM.

Some quality programs such as SPC, QA, TPM and FMEA have been undertaken

by all companies. Company 5 follows all these except for JIT. Company 6 follows SPC,

QA, TPM and FMEA, while it does not follow QCC and JIT. Company 7 follows all

quality programs except for QCC. Companies 1, 2, 3 and 4 have implemented all quality

programs listed.

While four companies, viz. 1, 2, 3 and 6, follow the Japanese model of TQM,

three, viz. 4, 5 and 7 follow the European model i.e. EFQM. In companies 1 and 7, it was

the top management that introduced TQM. In companies 2, 3 and 4, it was the parent

company. In company 5, four out of the five top managers say that it was the parent

company that introduced TQM, while one says that it was the external consultant. In

company 6, four out of five say that it was the top management that introduced TQM,

while one says that it was the parent company.

274


* = Very Important

T V S R M L T KM HS S M I C O A A L J K

V I *

- U p p e r

ma n a g e me n t

c o mmi t me n t

& i n vo lv e me n t

- D e v e lop in g

e mp l o ye e

i nv o l v e me n t

I mp ro v i ng

q u a l i t y

- Te a mw o rk

- U s e o f

q u a l i t y too l s

- Q u a l i t y

t r a i n i ng

- Id e n t i f y in g

c u s t o me r

r e q u i r e me n t s

& n e e ds

- In c r e a s i ng

c u s t o me r

o r i en t a t i on

- F a s t r e s pon s e

t o cu s t o me r

n e ed s

- E mp l o ye e

e mp o w e r me n t

- C l os e

c o op e ra t io n

a mo n g

fu n c t io ns

I mp ro v i ng

c o mmu n i c a t i o

n b e t w e en

ma n a g e me n t &

l a bo u r

- Q u i ck

d e c i s io n

ma k i n g

p ro ce s s

- A c h i ev ing

p os i t i v e

c h an g e

- I mp ro v i ng

p rodu c t iv i t y

V I

- U p p e r

ma n a g e me n t

c o mmi t me n t


- D e v e lop in g

e mp l o ye e s

i nv o l v e me n t

- Te a mw o rk

- I mp ro v i ng

q u a l i t y

- I n c r e a s i ng

c u s t o me r

o r i en t a t i on

- A c h i ev ing

p os i t i v e c h ange

- U s e o f qu a l i ty

t oo l s

- I d e n t i f y in g

c u s t o me r

r e q u i r e me n t s &

n e ed s


t o cu s t o me r

n e ed s

- E mp l o ye e

e mp o w e r me n t

- C l os e

c o op e ra t io n

a mo n g

fu n c t io ns

- Q u a l i t y

t r a i n i ng

- I mp ro v i ng

c o mmu n i c a t i on

b e t w e en

ma n a g e me n t &

l a bo u r

- I mp ro v i ng

p rodu c t iv i t y

- Q u i ck de c i s i on

ma k i n g p roc e s s

V I

- I mp ro v i ng

q u a l i t y


c u s t o me r

o r i en t a t i on

- U p p e r

ma n a g e me n t

c o mmi t me n t &

i nv o l v e me n t

- D e v e lop in g

e mp l o ye e s

i nv o l v e me n t

- I mp ro v i ng

p rodu c t iv i t y


t o cu s t o me r

n e ed s

- Te a mw o rk


c u s t o me r


n e ed s

- I mp ro v i ng


b e t w e en

ma n a g e me n t &

l a bo u r

- E mp l o ye e

e mp o w e r me n t

- Q u a l i t y

t r a i n i ng

- A c h i ev ing



t oo l s

- C l os e

c o op e ra t io n

a mo n g f un c t i on s



- R o l e o f th e

q u a l i t y

d e pa r t me n t

V I

- Te a mw o rk

- In c r e a s i ng

c u s t o me r

o r i en t a t i on


c u s t o me r


a n d n e eds

- U p p e r

ma n a g e me n t

c o mmi t me n t


- D e v e lop in g

e mp l o ye e s

i nv o l v e me n t

- A c h i ev ing

p os i t i v e

c h an g e


t o cu s t o me r

n e ed s

- I mp ro v i ng

q u a l i t y

- U s e o f


- I mp ro v i ng


n b e t w e en

ma n a g e me n t &

l a bo u r

- Q u a l i t y

t r a i n i ng

- I mp ro v i ng

p rodu c t iv i t y

- E mp l o ye e

e mp o w e r me n t

- Q u i ck

d e c i s io n

ma k i n g

p ro ce s s

- C l os e

c o op e ra t io n

a mo n g

fu n c t io ns

- R o l e o f th e

q u a l i t y

d e pa r t me n t

V I

- U p p e r

ma n a g e me n t

c o mmi t me n t


- Q u i ck

d e c i s io n

ma k i n g

p ro ce s s

- Te a mw o rk

- In c r e a s i ng

c u s t o me r

o r i en t a t i on


c u s t o me r


& n e e ds


t o cu s t o me r

n e ed s

- U s e o f


- D e v e lop in g

e mp l o ye e s

i nv o l v e me n t

- C l os e

c o op e ra t io n

a mo n g

fu n c t io ns

- E mp l o ye e

e mp o w e r me n t

- A c h i ev ing

p os i t i v e

c h an g e

- I mp ro v i ng

q u a l i t y

- I mp ro v i ng


n b e t w e en

ma n a g e me n t &

l a bo u r

- Q u a l i t y

t r a i n i ng

- I mp ro v i ng

p rodu c t iv i t y

V I

- U p p e r

ma n a g e me n t

c o mmi t me n t &

i nv o l v e me n t

- Te a mw o rk


c u s t o me r


n e ed s


t o cu s t o me r

n e ed s

- D e v e lop in g

e mp l o ye e s

i nv o l v e me n t

- Q u a l i t y t r a in in g

- I mp ro v i ng

p rodu c t iv i t y

- P ro mo t i ng

e x po r t

- I mp ro v i ng

q u a l i t y


t oo l s



- A c h i ev ing


- In c r e a s i ng

c u s t o me r

o r i en t a t i on

- E mp l o ye e

e mp o w e r me n t

- C l os e

c o op e ra t io n

a mo n g f un c t i on s

V I

- U p p e r

ma n a g e me n t

c o mmi t me n t


- D e v e lop in g

e mp l o ye e s

i nv o l v e me n t

- E mp l o ye e

e mp o w e r me n t


t o cu s t o me r

n e ed s

- C l os e

c o op e ra t io n

a mo n g

fu n c t io ns

- A c h i ev ing

p os i t i v e

c h an g e

- I mp ro v i ng

q u a l i t y

- Te a mw o rk


c u s t o me r


& n e e ds

- Q u i ck

d e c i s io n

ma k i n g

p ro ce s s

- Q u a l i t y

t r a i n i ng

- U s e o f



c u s t o me r

o r i en t a t i on

- I mp ro v i ng

p rodu c t iv i t y

- I mp ro v i ng


n b e t w e en

ma n a g e me n t &

l a bo u r

- P ro mo t i ng

e x po r t

- A t t r a c t ing

mo re f o r e ign

i nv e s t me n t s

I mp o r ta n t

- R o l e o f th e

q u a l i t y

d e pa r t me n t

- P ro mo t i ng

e x po r t

I mp o r ta n t

- P ro mo t i ng

e x po r t

- R o l e o f th e

q u a l i t y

d e pa r t me n t

- A t t r a c t ing

mo re f o r e ign

i nv e s t me n t s

I mp o r ta n t

- P ro mo t i ng

e x po r t

- A t t r a c t ing mo re

fo r e ig n

i nv e s t me n t s

I mp o r ta n t

- P ro mo t i ng

e x po r t

- A t t r a c t ing

mo re f o r e ign

i nv e s t me n t s

I mp o r ta n t

- R o l e o f th e

q u a l i t y

d e pa r t me n t

- P ro mo t i ng

e x po r t

- A t t r a c t ing

mo re f o r e ign

i nv e s t me n t s

I mp o r ta n t

- R o l e o f th e

q u a l i t y

d e pa r t me n t

- A t t r a c t ing mo re

fo r e ig n

i nv e s t me n t s

- I mp ro v i ng


b e t w e en

ma n a g e me n t a n d

l a bo u r

I mp o r ta n t

- A t t r a c t ing

mo re f o r e ign

i nv e s t me n t s

275

Upper management commitment and involvement, developing employee

involvement, employee empowerment, quick decision making process, close cooperation

among functions, achieving positive change, improving quality, quality training, use of

quality tools, teamwork, increasing customer orientation, identifying customer needs and

requirements, fast response to customer needs and improving productivity have been

important facilitating factors for the successful implementation of TQM in all the seven

companies. The findings support previous studies (e.g. Mann and Kehoe (1995); Mersha

(1997); Ugboro and Obeng (2000); Motwani (2001); Ghobadian and Gallear (2001); and

Ozden Bayazit (2003)).

276


Fear and resistance to change has been an important barrier factor in the

implementation of TQM for all the companies. Inadequate knowledge about TQM has

also been an important barrier for all the companies. Huang and Lin (2002) found that

most of the difficulties had stemmed from inadequate knowledge and understanding

about TQM, resistance and disregard on the part of employees and lack of consistent top

management support.

TVS RML TKM HSS MICO AAL JK

Major

Barriers

-Inadequate

knowledge

about TQM

-Fear and

resistance to

change

-Inadequate

planning

-Lack of

training

Major

Barriers

-Fear and

resistance to

change

-Costly and

long-term

study

-Inadequate

knowledge

about TQM

-Inadequate

planning

Major Barriers

-Fear and

resistance to

change

-Costly and long-

term study

-Lack of training

-Lack of skills of

workers

-Inadequate

knowledge about

TQM

Major

Barriers

-Inadequate

knowledge

about TQM

-Fear and

resistance to

change

-Costly and

long-term

study

Major Barriers

-Fear and

resistance to

change

-Inadequate

planning

-Inadequate

knowledge about

TQM

Major Barriers

-Fear and resistance

to change

-Inadequate

knowledge about

TQM

Major

Barriers

-Inadequate

knowledge

about TQM

-Fear and

resistance

to change

-Costly and

long-term

study

Minor

Barriers

-Costly and

long-term

study

-Lack of

consistent top

management

commitment

-Lack of skills

of workers

-Difficulty in

developing

company

specific

models

-Resource

limitations

-Lack of

competent

management

Minor

Barriers

-Lack of

consistent top

management

commitment

-Lack of

competent

management

-Difficulty in

developing

company

specific models

-Resource

limitations

-Lack of skills

of workers

-Lack of

training

Minor Barriers

-Inadequate

planning

-Difficulty in

developing

company specific

models

-Resource

limitations

-Employee

apathy

-Reluctance of

workers to

involve in

decision making

-Lack of

coordination

between

departments

-Lack of

consistent top

management

commitment

-Lack of

competent

management

Minor

Barriers

-Inadequate

planning

-Lack of

competent

management

-Lack of

consistent top

management

commitment

-Difficulty in

developing

company

specific

models

-Lack of

training

Minor Barriers

-Costly and long-

term study

-Resource

limitations

-Lack of training

-Lack of

consistent top

management

commitment

-Difficulty in

developing

company specific

models

-Lack of qualified

quality

consultants

-Lack of

competent

management

-Lack of

coordination

between

departments

Minor Barriers

-Costly and long-

term study

-Lack of consistent

top management

commitment

-Inadequate planning

-Difficulty in

developing company

specific models

-Lack of competent

management

-Reluctance of

workers to involve in

decision making

-Employee apathy

Minor

Barriers

-Inadequate

planning

-Difficulty

in

developing

company

specific

models

277


T V S R M L T K M H S S M I C O A A L J K

M a j o r

A c h i e v e m e n t s

- A c h i e v i n g

t e a m w o r k

- Q u a l i t y

i m p r o v e m e n t

- I n c r e a s e i n

c u s t o m e r

s a t i s f a c t i o n

- D e c r e a s e i n

d e f e c t s

- I m p r o v e m e n t

i n

p r o d u c t i v i t y

- O n - t i m e

d e l i v e r y


w o r k

a c c i d e n t s


w o r k - i n -

p r o g r e s s


w o r k



i n m o r a l e

M a j o r


- Q u a l i t y



c u s t o m e r


- A c h i e v i n g

t e a m w o r k

- O n - t i m e

d e l i v e r y

- I m p r o v e m e n t i n



m o r a l e


d e f e c t s


p r o f i t a b i l i t y

M a j o r


- Q u a l i t y



c u s t o m e r



i n


- A c h i e v i n g

t e a m w o r k

- O n - t i m e

d e l i v e r y


d e f e c t s


w o r k

a c c i d e n t s


w o r k - i n -

p r o g r e s s


w o r k





p r i c e


i n t e r n a l

q u a l i t y c o s t s


e x t e r n a l



i n m o r a l e


a p p r a i s a l

c o s t s

M a j o r



c u s t o m e r


- A c h i e v i n g

t e a m w o r k


i n


- O n - t i m e

d e l i v e r y


d e f e c t s


w o r k



w o r k

a c c i d e n t s


w o r k - i n -

p r o g r e s s


i n m o r a l e

- Q u a l i t y



m a r k e t s h a r e

M a j o r



c u s t o m e r


- A c h i e v i n g

t e a m w o r k


i n p r o d u c t i v i t y

- O n - t i m e

d e l i v e r y


d e f e c t s


w o r k



i n t e r n a l q u a l i t y

c o s t s


e x t e r n a l q u a l i t y

c o s t s


w o r k - i n -

p r o g r e s s

- Q u a l i t y





i n m o r a l e



M a j o r



c u s t o m e r


- A c h i e v i n g

t e a m w o r k



- O n - t i m e d e l i v e r y


d e f e c t s

- Q u a l i t y



m o r a l e

- D e c r e a s e i n w o r k

a c c i d e n t s


w o r k - i n - p r o g r e s s

- I n c r e a s e i n w o r k


M a j o r


- Q u a l i t y



c u s t o m e r


- A c h i e v i n g

t e a m w o r k


i n p r o d u c t i v i t y


e x t e r n a l





d e f e c t s


w o r k



i n t e r n a l



i n m o r a l e


i n s a f e t y

l e v e l s

- O n - t i m e

d e l i v e r y


a p p r a i s a l c o s t s


p r i c e


w o r k a c c i d e n t s




w o r k - i n -

p r o g r e s s

M i n o r



i n t e r n a l



e x t e r n a l




- D e v e l o p m e n t

o f n e w

p r o d u c t s


a p p r a i s a l

c o s t s


i n s a f e t y

l e v e l s


p r i c e



M i n o r





w o r k s a t i s f a c t i o n





c o s t s



c o s t s


s a f e t y l e v e l s


w o r k - i n - p r o g r e s s

- D e v e l o p m e n t o f

n e w p r o d u c t s




p r i c e

M i n o r





i n s a f e t y

l e v e l s

M i n o r



i n s a f e t y

l e v e l s


i n t e r n a l



e x t e r n a l



a p p r a i s a l

c o s t s


p r i c e



M i n o r





i n s a f e t y l e v e l s




p r i c e

M i n o r



s a f e t y l e v e l s



c o s t s



c o s t s








p r i c e

M i n o r


- D e v e l o p m e n t

o f n e w

p r o d u c t s

278

Increase in customer satisfaction, on-time delivery, decrease in defects, achieving

teamwork, improvement in productivity, quality improvement and improvement in

morale are the important achievements experienced by all the companies after the

implementation of TQM.



Very Important

-Top management

commitment

-Focus on

customers

-Continuous

improvement

-Everybody being

committed

-Decisions based

on facts

-Focus on process

-Improvement in

productivity

-Decrease in

quality costs

Very

Important

-Top

management

commitment

-Focus on

process

-Focus on

customers

-Continuous

improvement

-Everybody

being committed

-Improvement in

productivity

-Decisions

based on facts

Very

Important

-Focus on

customers

-Continuous

improvement

-Improvement in

productivity

-Everybody

being committed

-Top

management

commitment

-Decisions

based on facts

-Decrease in

price

-Focus on

process

-Promotion of

export

-Decrease in

quality costs

Very

Important

-Focus on

customers

-Focus on

process

-Continuous

improvement

-Top

management

commitment

-Everybody

being committed

-Decisions

based on facts

-Improvement in

productivity

-Decrease in

price

-Promotion of

export

-Decrease in

quality costs

Very

Important

-Top

management

commitment

-Everybody

being committed

-Continuous

improvement

-Focus on

customers

-Focus on

process

-Decisions

based on facts

-Improvement in

productivity

Very

Important

-Top

management

commitment

-Focus on

customers

-Everybody

being committed

-Continuous

improvement

-Focus on

process

-Decisions

based on facts

-Improvement in

productivity

Very

Important

Top

management

commitment

-Focus on

customers

-Focus on

process

-Everybody

being

committed

-Continuous

improvement

-Decisions

based on facts

-Improvement

in

productivity

-Promotion of

export

-Decrease in

quality costs

-Decrease in

price

Important

-Decrease in price

-Promotion of

export

Important

-Decrease in

quality costs

-Decrease in

price

-Promotion of

export

Important

-Promotion of

export

-Decrease in

quality costs

Important

-Promotion of

export

-Decrease in

quality costs

-Decrease in

price

As for the core values with which the companies focuses at the beginning of

implementation of TQM, top management commitment, everybody being committed,

continuous improvement, decisions based on facts, focus on customers, focus on process

and improvement in productivity have been important core values for all the companies.

279

Table 4.40. Goals


Major Goals

-To achieve a

quality culture

in the long-

term

-Satisfied

customers

-Continuous

improvement

-Business

excellence

-To improve

quality

-Satisfied

employees

-To generate

competitive

power

-To improve

productivity

Major Goals -Satisfied

customers

-Continuous

improvement

-To achieve a

quality culture

in the long-

term

-Satisfied

employees

-Business

excellence

-To improve

quality

-To improve

productivity

-To generate

competitive

power

Major Goals -To improve

quality

-Satisfied

customers

-Continuous

improvement

-To improve

productivity

-To achieve a

quality culture

in the long-

term

-To generate

competitive

power

-Satisfied

employees

-Business

excellence

-To achieve

lower costs


customers

-To improve

quality

-To achieve a

quality culture

in the long-

term

-Continuous

improvement

-To improve

productivity

-Business

excellence

-Satisfied

employees

-To generate

competitive

power

-To achieve

lower costs


customers

-Satisfied

employees

-Business

excellence

-Continuous

improvement

-To generate

competitive

power

-To improve

quality

-To achieve a

quality culture

in the long-

term

-To improve

productivity

-To achieve

lower costs


customers

-Business

excellence

-Continuous

improvement

-To improve

quality

-To achieve a

quality culture

in the long-

term

-Satisfied

employees

-To improve

productivity

-To generate

competitive

power


customers

-To generate

competitive

power

-To improve

quality

-To achieve a

quality

culture in the

long-term

-Business

excellence

-To improve

productivity

-Continuous

improvement

-Satisfied

employees

-To achieve

lower costs

Minor Goals

-To achieve

lower costs

-To receive

quality award

Minor Goals -To achieve

lower costs

-To receive

quality award

Minor Goals -To receive

quality award


quality award

Minor Goals -To achieve

lower costs

-To receive

quality award


quality award

As for the goals with which the companies started to implement TQM, all the

companies had generating competitive power, continuous improvement, improving

quality, achieving a quality culture in the long term, having satisfied customers and

employees, improving productivity and achieving business excellence as important goals.

In all the companies no side effects have been experienced as a result of the

implementation of TQM. More paper work has been felt slightly as a side effect in

companies 4, 5 and 6. All the respondents from all the companies assert that

implementation of TQM has had an overall positive effect on the company.

Documents

Summary of Findings 1. TVS Motor Company (TVS)shodhganga.inflibnet.ac.in/bitstream/10603/15886/12/12...239 Table 4.1. Success Factors of TQM Implementation From the above table it