Quality Management Worldwide Total Quality Management Essay

For more(prenominal) than quartette decades after independency the companies in India enjoyed a protected trade with virtu apiece(prenominal)y no argument, and some of them nonwithstanding monopolised the market, with clients having little or no choice. As a result complacency sick in, and no pressure existed for make betterment or deviate.However, the policy of world(prenominal)ization and relaxation pick out by the Indian political relation fivesome years ago, has hrown outspoken bleak avenues and ch anyenges to companies in India. The new policy has resulted in open doors through which spherical merged players sustain entered the Indian markets, and argon threatening the municipal manufacturers and providers, using character as a weapon. This has compelled the managers of local companies to look for those tools and techniques, proven and tested, which would stand by them to main(prenominal)tain and improve their st sendgies and positions in the market. star such policy or doctrine that has captured the attention of industry and the commercial enterprise society is TQM. Particularly, in the repenny years TQM is even regarded as bsolutely essential for maturement, stability, and victoryfulness. This radical has the main intention of presenting an overview of TQMs progress in the country, starting from its foot to its current status. Besides, the paper overly severalizes how the organizational attempts by heterogeneous agencies en adequate to(p)d the establishment of a TQM culture.Further, these attempts be presented in a chronological order, to appreciate the power played by various agencies, which resulted in increment and propagation of TQM in India. Towards the end, the gaps that noneffervescentness exist and hence the efforts that eed to be channeled argon pointed out, so as to result in appropriate guidelines round the work to be done. The author R. Jagadeesh is an Assistant professor in the Department of Mecha nical Engineering, S. J. College of Engineering, Mysore, India.Keywords TQM, India, persona outline Total attri neverthelesse focal point (TQM) has gaping its wings in all(prenominal) empyrean of the world-wide in collectived world and Indian companies atomic number 18 no exception. In this paper, showtime the growth and spread ofTQM in India is traced from its initiation to current status. Further, the paper has tried to come upon the causes for light flavor of products and ervice, and the gaps that exist between the expectations and the outcome after adopting the TQM practices. Later a critical view of the tonus chance in India is presented, and finally, establish on these observations adapted guidelines and recommendations atomic number 18 do to bridge this gap.It is think that there is still a vast way to go for Indian companies to flummox the stamp of acceptance for their products at inter guinea pigist level. Electronic access The current publish and full text archive of this diary is avail up to(p) at http//www. emerald-library. com are interchangeable with lofty tone of voice products and trust worthiness. However, the post- indie era did not witness any(prenominal) spectacular improvement regarding the gauge of salutarys and function affirmd in the country. According to Agrawal (1993) due to protected business environment more corroborative attributes of the Indian industry go for been mazed and weaknesses have surfaced.These weaknesses rig on the development are escape of trust and believability in the working system, overleap of c coness/seriousness for achieving target, need of precise placard of rules and norms, low quality of supplies and components, lack of instinct of time as money, viewing however short shape benefits forrad of commodious term oals, politicalization of labor unions, lack of function for actions, lack of prudence commitment, lack of national quality policy, inadequate stin ting resources, lack of indigenous technology, inadequate infrastructure, preferring quantity to quality, lack of squad spirit, cartel formation, and sellers market.Besides, lack of consumerism, Government control on everything, bureaucratic delays, ready(a) profit making attitudes by the companies, all resulted in quality getting a low priority and consequently Indian products were constrained to serve only the interior(prenominal) market macrocosm not able to compete in the planetary markets. Further, the factors mentioned before, understandably proved to be obstacles in the means to progress, and India in transgress of possessing good resources and lively scientific and technical manpower, could not produce world-class products acceptable in the international markets.The TQM movement in India The TQM initiatives were first of all make up by the Confederation of Indian Industries (Cll) in the early 1980s, in its pioneering effort in promoting sensory faculty somewhat quality among Indian industries. The work done by Cll in this direction is easy documented in Deccan Herald Advertising Feature (1993) and also in The Standards Engineer (1996). In 1982, quality circles took birth in India, and some of the companies to ready quality circles first were Bharat Electronics Limited, Bangalore, and Bharat Heavvy Electricals Limited, Trichy.In 1986 the Cll and so k straightawayn as CEI (Confederation of Engineering Industries), invited Professor Ishikawa to India, to address industry people close to quality. Later in 1987, a TQM sectionalization was set up by the Cll. This partitioning owes its foundation to 21 companies who agreed to sign the cause by pooling resources and pledging to start the journey to TQM. Chief executives of these companies formed the home(a) direction on Quality, 22 Total quality management in India ? perspective and analysis R. Jagadeesh The TQM Magazine Volume 1 1 . Number 5. 1999 . 321?327 newsletter on quality.In 1987 and 1988, the Cll invited the Juran Institute to India to conduct three readiness workshops, and then in 1989 a team from India attended the Deming Seminar in London. Study teams nonionized by the Cll were taken to Japan and the regular army to study quality practices. During 1990, the Cll consolidated and focussed on cookery, and in February 1991, an Indian go with with the assistance of the Cll, obtained the first ISO 9000 affirmation in India. The Cll organized the launch of the National Quality Campaign led by the prime Minister of India in May 1992.It is virtually this time, the process of globoseization and liberalization was started in the country, bringing a new place to the business and industrial empyreans. From then on, a new line of thinking in terms of quality, productivity, and competitiveness has begun. Since 1993, the Cll has been organizing The Quality round top every year. This provides an opportunity for all business leaders, and gamyer level manager s of fraction and non-member organizations of the Cll to network, learn, and tin hrough experience sharing, and listening to the experts who gather there.The National Productivity Council (NPC) has set up a TQM and Benchmarking Division in tonic Delhi, and offers TQM murder work, which include modular training programs and consultancy overhauls. In 1996, the Government of India announced the background signal up of the Quality Council of India, (QCI) with the Industry Ministry bringing in half the seed capital of Rs. 1. 5 crores. The rest of the seed capital entrust be contributed by the corporate sector.The setting up of a national situation for quality certification is art of the area Trade Organization (WTO) agreements, under which member countries go forth not trade in non- sensible products two years down the line. The corporate sector too was renting the setting up of an internationally recognized quality council as it found the certification process from contrast ed agencies too expensive. Besides, it would save vital exotic exchange for the country. The QCI will be entrusted with observe and administering of the National Quality Campaign and will also oversee the effective operate of the National Information and Enquiry serve.Post-liberalization flick ? improvement in quality The economic reforms that started in 1992 have ushered in a new era of progress and prosperity in the country. According to a depict published in YoJana (1997), the real stark(a) domestic product (GDP) recorded a growth rate of 6. 8 per penny in agriculture and allied sectors, 7. 0 per penny in industry, and 7. 4 per pennyime in service. The Eighth Five category Plan (EFYP) (1992-97) which ended with an average growth rate of 6. 5 per cent per annum, compares well with the target rate of 5. 6 per cent for the EFYP, and positive achievement of 6. 0 per cent in the Seventh Five stratum Plan. In fact his is the highest average growth rate achieved in the planni ng catch since 1951. The sectoral average growth rates for the cessation 1992-97 are Agriculture and allied sectors ? 4. 0 per cent, Industry ? 7. 8 per cent and, Services ? 9. 2 per cent. Further, exports during 1996-97 registered a growth rate of 4. 1 per cent. Foreign direct enthronement amounted to US $2,696 million during 1996-97. These facts clearly bear witness that the economic reforms brought through world-wideization and liberalization have yielded rich dividends, and hold a lot of promise for the coming years. composition all ndividually to improve their product quality, at any rate overall mathematical process through TQM practices. For example, Gupta and Sagar (1993) describe a case of total quality control in an engineering club through the extensive use of personalized computers, and state that the Indian social club was able to overcome many quality associate problems which included high rejection levels, slow care rates, frequent errors in measurement, i nconsistency in interpreting revue data, time go through data storage and retrieval, rigid inspection schedules, not responding to changing environment, and quality plans not adjusted to varying batch sizes.The fellowship improved the problem solving capacitor through quality circles, and quality database at each stage. Comprehensive information systems enabled the force play to obtain collapse guidance star(p) to improved decision making. Thus the success is attributed to systematic application of TQM. 323 The TQM Magazine al-Quran 11 . Number 5 . 1999 . 321?327 occupancy nowadays (1995) in an exclusive insurance filmdomage on status of quality of India, presents a detailed insure on companies which are market leaders and corporate giants. The cases cover include account arguings on leading Indian companies want Mukand, BPL, Arvind,IFB, ABB, HDFC, Amex, Hidustan Lever, Ranbaxy, Indal, Gujarat AmbuJa, Wsya Bank, Oberoi Hotels, and Thermax. It is emphasized that these companies carved a niche for themselves by focusing on quality in their planning, operations, and marketing strategies. sensation of quality ? a positive change Pati and Reis (1996) state that India is emerging as a leading economy in the new world economic order. The phenomenal affix in Indias export earnings, which rose to IJS$ 26. 2 billion in the 1994-95 financial year showed an increase of 18. 27 per cent over its 1993-94 export earnings of IJS$22. 7 billion. This is said to be an indicator of how its products and services are perceived by its global clients. It is further declared that the thrust has been shifted from result substitution to development of an export-oriented economy. Other disposed(p)(p) observations made are . Indian businesses are pursuing paths of superior quality and high productivity . quality conscious consumerism . increase competition . industries expanding their domestic share and venturing into global markets . significant rise in the ISO 9000 c ertified companies.The review conducted by Pati and Reis (1996) has further revealed many interest aspects bout quality practices in India. The flock call forionnaire has used a five-point Likert breakup to capture the strength of perception, where points 1 (very high), 2 (high), 3 (medium), 4 (low), and 5 (very low) presage the degree of current practice relate to quality. The critical success factors contributing to quality and overall average scores (3. 43) . role of quality department/personnel (3. 14) . training (3. 69) . product/service design (2. 91) . supplier quality management (2. 6) process management and direct procedures (2. 74) quality data account (2. 72) employee relations (2. 2). It is concluded from the survey that the manufacturing sector in India is well aware of grandeur of quality, and efforts have been channeled to improve product quality. However, the service sector mostly Government owned and operated, lags behind the manufacturing sector in all as pects that imply quality. TQM ? success stories of Indian companies umteen Indian companies are beginning to crystalize that customer focus is an absolute indispensability of TQM.Jain (1996), while writing on TQM in India, states that companies are paying nestled attention to consumer feedback in order to contract roducts to meet customer needs and are using a wide mixed bag of methods that include benchmarking with rival products, regular customer meetings, and even engaging market seek companies to collect consumer feedback on their product range and after sales service. Two detail cases are worth mentioning. Escorts Limited, an automobile manufacturing company, ground on the feedback from customers and dealers, changed the pitch route to image safe and quick delivery.Similarly, J. K. Synthetics, based on feed back from customer meetings, cerebrate on standardization of quality parameters, and started after-sales service. This resulted in the sales rise from 220 tonne s in first derriere of 1995 to 632 tonnes in the last quarter of the same year, an impressive growth in the sales by three clock the previous value. According to a report published in Business Today (1998), some Indian companies are being guided by Yoshikazu Tsuda, a counsel at JUSE (Union of Japanese Scientists and Engineers) in their quest for total quality.Some of these companies are Sona Steering, Jai Bharat Maruti, GKN Invel, Asahi boast Glass, Brakes India, Lucas TVS, India Pistons, and India Piston Rings. Further, as stated in The sparing Times (1998), sixsigma technique, which is considered to be a classic TQM technique, is being well(p) by several Indian companies guiding light among 324 significant achievement by an Indian company due to its practicing TQM principles is account by Sridharan (1998a).The Indian company Sundaram Fasteners located attached Chennai, India, has received the Best of Best Vendors exhibit consecutively for two years during 1996 and 1997, for its show of metal radiator caps to General Motors, USA. The award was habituated to the company for its consistent zero defects rate, coke percent reindebtedness in delivery schedules, and lowest price. The company is the only supplier to General Motors, USA from India out of its 3,000 supplier companies scattered all over the globe.In an exclusive converse covered by Premchander (1996), the managing director of Asea brown Boveri Ltd (a partly owned subsidiary of Asea Brown Boveri Limited, Zurich) one of the very victoriously operating multi-national companies in India, has stated that the managers have to slip apart time and resources on TQM. A diachronic achievement by an Indian company winning the coveted Deming Prize for foreign Companies, for successful go throughation of TQM, is reported by Sridharan (1998b).The Indian company Sundaram Clayton, has successfully move its people into quality practitioners by the actual deployment of TQM tools, techniques, and sys tems. 38 ? time to market 22 ? corporate credibility. Indian quality slam ? a critical view The developments link up to Indian companies, concerning quality of products and services, need to be examined on a comparative global scale. This would enable judgement of the progress made in improving quality.A survey made in 1994 in which products and services from 41 countries were ranked by origination Competitiveness Report indicates that the quality of Indian products and services is isappointing. According to the summary of results granted in Skaria (1995), Indias rank based on different quality parameters is as follows (the rank out of 41 is given followed by the parameter) . 39? price to quality . 38 ? practice ofTQM . 40? customer orientation . 28 ? product liability . 39 ? time to innovate The report clearly hinted that on a global scale, Indian products and services are out-of-the-way(prenominal) from satisfactory, and have a poor image.This is a major cause of worry for the corporate managers particularly for those looking for new markets, and ventures with oreign collaborators. cardinal commonly quoted reason for getting away with low quality in India, is lack of pressure from consumers. Many managers are of the scene that unless the customers are aware of their right to demand high quality, and insist on companies to induct in quality, they continue to receive poor quality products. part the growth and spread of quality practices are slow in India, TQM has firmly seated itself in another(prenominal) Asiatic countries.In a cover feature on Quality in Asia reported in World executive director Digest (1996), it is stated that as Asia grapples with the gainsay of lobalization, more and more companies seek ISO 9000 certification and adopt TQM. Companies in Hong Kong, Taiwan, Malaysia, Singapore, and China are overtly involved in cover practices of total quality to march ahead in global markets. According to The Economic Intelligence Unit (199 6), which surveyed companies in Hong Kong on issues in the region. The growth of TQM across Asia however means that new approaches are being developed in the region.These observations clearly suggest that India has to carefully watch the developments in the Asiatic region, as TQM principles have been successfully utilize by several countries improving their utput quality, attracting more foreign investment, and hence capable of restricting Indias share in the global market. What the quality experts say In spite of the hype created by the ISO 9000 bandwagon, which today has more than 1,500 companies certified as such, quality is tho to emerge as a major strength of Indian products. Managers of Indian companies have still a lot to learn and implement in the image construction process based on quality.This is maybe aptly summarized by a statement made by Philip Crosby as reported in The Times of India (1997). While addressing a 325 ews conference at the end of his vii-day visit t o India, Crosby has said that complacency is a major problem with the Indian management system. The managers of Indian industries should take this seriously. In an interview published in Business India (1997-98) mob Harrington, a leading authority in the field of quality, has stated that India still has four casefuls of companies those with poor performance, with good performance, with better performance, and with prominent performance.Harrington remarks that companies with poor performance went bankrupt in other parts of the world, while those with good performance would follow them. But those with better performance will survive and those with smashing performance would explode into the twentyflrst century. This indicates that India still has ground for bad products, and bad performance, which need to be immediately curbed. It is pointed out by Sukumar (1998) that TQM continues to flummox corporate India, as evident by the different interpretations made by each person in the industry slightly what is TQM.It was observed during the Sixth Quality flush organized by the Cll in New Delhi, that TQM means anything and everything depending on the individuals perspective, politics, and paradigms. During the summit as many as nine different definitions were presented by the speakers about what constitutes TQM. This means people in the corporate sector have no consensus about the concept of TQM and it could be a tick in its implementation. In another survey conducted by Arun et al. (1998) with regard to ISO certified companies interesting observations were made about implementing TQM in a company.Out of 17 companies that were surveyed, managers in seven companies said that though they believe in TQM they do not know how to implement it. The survey further revealed that the long term supplier elationship, an essential ingredient for successful implementation of TQM, has not the implementation of TQM were found to be continued dependence on traditional incentiv e schemes, numerical targets, performance rating, slogans for improving productivity, and not identifying and providing the right type of training for each and everyone as demanded for every Job.The survey concludes that if all these factors are not mitigated a company may continue as ISO certified but not be recognized as a TQM company. Comments and conclusion The various surveys independently conducted by researchers and business ublications have revealed that awareness on quality of products and services has picked up in India. With quality based competition intensifying, Indian industries and business people are showing keen interest in improving the quality of products through TQM.A number of organizations, private and Government are actively propagating TQM through a var. of training and educational programs. TQM has proved to be a vital ingredient for success, and now has its permanent roots in the military mission and vision of the Indian corporate sector. However, based on common observations the requirements for quality to stick to in India can be summarized as ollows . a strong consumer movement . a sincere and committed drive by the corporate sector to keep quality as the main focus . trict enforcement of standards by the regulatory bodies and authorities . avoidance of eight-fold grading of quality in products, like export quality, first grade, seconds, import rejects, etcetera . setting an example in adhering to high quality performance and output, before pointing to others. While TQM no doubt has enabled the Indian companies to improve the quality of products and services, the international market demands still higher uality levels to give due credit and acceptance.