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Friday, March 30, 2012


TQM has made impressive inroads in the manufacturing and service sectors. Organizations have finally realized the difference between seeking an ISO certification and launching a process to improve continuously. The shape of TQM in different organizations may be different but there are obvious similarities in terms of three basic factors:
•  demonstration of management’s commitment
•  involvement of employees across the organization
•  building of support systems to help continuous improvement.

The TQM initiative has been moving forward under different banners but, faced by competition, demanding consumers, and the needs of global customers, it has gathered momentum in the last few years.

The manufacturing sector is focusing on aspects like lean management, TQM, Quality Circles, and Kaizen. Their essential approach has been influenced significantly by the Japanese approach to TQM. The service sector has been using the Six Sigma banner to further its movement. Benchmarking is a common thread between the two sectors to drive improvement. Organizations have also been using variations of the business excellence models to drive their improvement. The Tata Group, for example, uses a variation of the Malcolm Baldridge National Quality Award (MBNQA) to rate the excellence score of its group companies.

A business excellence model like the MBNQA or the EFQM can serve as an effective guide for companies seeking to enhance their overall quality. The models focus on results and enablers. Customer satisfaction and business results are the two critical aspects of results while business processes are a key enabler to drive excellence. However, it is this component in particular that proves to be the waterloo for most companies.

Some of the managerial processes that we, at Hewlett-Packard India, followed to achieve excellence which finally resulted in winning the CII-EXIM Award for Business Excellence are as follows:

  • Personal involvement of the CEO in building an organizational culture conducive to business excellence.
  • Total, visible, and emphatic commitment from senior management to TQM.
  • Strong employee motivation.
  • Unique and successful application of tools such as policy management, measurement of customer satisfaction, and people satisfaction.
  • Integration of total quality principles in the business philosophy of the company.

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