Deming prize and sona koyo

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Deming prize and sona koyo

  1. 1. DEMING PRIZE AND SONA KOYO Aravind Uppala 122 Dasari Pradeep 126 Kirtiraj Kataria 130 Libin Joseph 137 Sangam Lalsiva Raju 138
  2. 2. Competitive advantage after a quality award Company Award and year Advantages SundaramClayton Deming-1998 Employee motivation. The turnover per employee increased by an estimated 18% annually while the gross value addition by every employee increased by 12% per annum. Sona-Koyo Deming-2003 Enhanced the brand equity. Bidding for export orders no longer need to convince prospective customer about the business practices and product quality. TVS Deming-2002 New products development Mahindra & Mahindra Deming-2003 Customer satisfaction and domestic market share improved. Export volume increased substantially.
  3. 3. Preparations made by the SKSSL for challenging the Deming Prize         Machines were arranged into a cellular layout (product layout) Quality checks were made part of the process pokayoke (fool proofing) systems were installed to avoid operator mistakes. problem solving techniques among middle level managers including gap analysis, why-why analysis, deep analysis Jishu Hozen Reengineering the production processes Philosophy of prevention Just-in-time
  4. 4. TQM at Sundaram-Clayton  Introduction phase (1987-90) change process was started with the aim of getting a “buy-in” from employees. As first step change seminars were conducted for all employees, stressing the need for change no cabins for managers and open offices making management as pat of same team. Process layout to product based layouts.  Promotional phase (1190-94) policy management process , quality control and quality assurance , supplier quality improvements  Deployment phase (1194-98) defining and monitoring key processes, ensuring that they met targets detecting abnormalities and preventing their recurrence were strenghtened
  5. 5. Brakes Indian Limited  They conducted regular tours of the shop-floors of all the member      companies to get first hand exposure of problems followed by brainstorming to problem (top-down) approach Measured performance based on ( Quality, Cost, Delivery, S, & M) Focused on quality of product, new product development , efficiency in manufacturing, planning, managing the business, daily work management using PDCA cycle Managing points and checking points were introduced to improve functional management which ensured increased ownership as well as accountability. Training of employees through periodic employee survey and competency mapping Best continuous improvement teams were recognized and awarded with special payments( total employee involvement, kaizen approach, information management)
  6. 6. Mahindra and Mahindra  Orientation phase (1985-89) focus on quality circle movement to solve hundreds of problems in operational areas to improve quality, housekeeping, safety and reduce wastage cost  Introduction phase (1990-94) focus on solving major cross functional quality problems through involvement of managers as well as enhanced product quality  Promotion phase (1995-99) focus was on improvement through implementation of robust systems, business process re-engineering was implemented in the manufacturing areas with substantial improvement in employee involvement and productivity  Development phase (2000-03) focus on improving at a rapid pace, to progress towards the vision and global leadership and new product development process was improved , substantial improvement in sales and dealer support and customer operations

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