TQMI was established in 1992 and is recognized as a leader in quality management and business process improvement training and consultancy in India and the Middle East. It was founded by Janak Mehta and provides services in India, the Middle East, Southeast Asia, and Europe. TQMI's services include Lean Six Sigma, business solutions, and help with international standards certification. They work with over 1,000 clients including many large Indian and multinational companies.
TQM International Pvt. Ltd. (TQMI) is a leading training and consultancy firm in quality management, business process improvement, and lean six sigma. Founded in 1992, TQMI has served over 1000 clients across various industries in India, the Middle East, Southeast Asia, and Europe. TQMI offers training programs, consultancy services, and assessments in areas such as total quality management, lean manufacturing, six sigma, ISO standards, and new product development to help organizations improve business performance, reduce costs and errors, and increase customer satisfaction.
This document is a summer training report submitted by Pranay Shah to the N.R. Institute of Business Management, Gujarat University. It details Pranay's training at Punyam Management Pvt. Ltd., where he learned about financial analysis techniques. These include internal and external analysis, trend analysis, ratio analysis involving various financial ratios, and cash flow analysis. The report provides an overview of Punyam Management and the types of services it offers related to management consulting, systems certification, and training programs. It also describes the various ratio analysis techniques used in the creative analysis of Punyam's financial reports.
Indian Companies Recipient of Deming Award & Malcom Balridge Award Past Five ...surabhi agarwal
This document provides information about several Indian companies that have received the Deming Prize and Malcolm Baldrige National Quality Award over the past five years. It lists the companies, the years they received the awards, and in some cases provides a brief description of the company's quality practices and achievements that led to receiving the award. Some of the companies mentioned are Asahi India Glass Limited, Reliance Industries Limited, Tata Steel Limited, National Engineering Industries Limited, and Sanden Vikas (India) Limited.
CAMPUS TO CAREER - TQM WAY. LEARNING MORE ABOUT TQM. TO BE READY FOR THE CAREER.VGANSTUDIO vganstudio
This document discusses Total Quality Management (TQM) concepts and their importance for career success. It notes that TQM, along with other approaches like Lean, Six Sigma, and CMMI, can help organizations achieve excellence through continuous improvement. The document outlines the history of TQM, starting in the 1920s and its adoption in Japan in the 1950s due to the work of quality gurus like Deming and Juran. It emphasizes that TQM is now a global practice and essential for meeting increasingly demanding customer requirements. Organizations implementing TQM concepts can expect benefits like improved processes, quality, customer satisfaction and performance results.
Total Quality Management (TQM) is an integrated organizational approach to delighting customers by continuously meeting and exceeding their expectations through improvement efforts across all processes. TQM requires communication and involvement from all organizational members and suppliers/customers. It originated from efforts to improve postwar Japanese industry and emphasizes continuous learning and improvement, employee empowerment, fact-based decision making, and customer focus. For services industries, implementing an effective TQM system requires commitment from management and staff to establish smooth business processes and satisfy customers.
Sona-Koyo won the Deming Prize in 2003. This enhanced their brand equity by convincing prospective export customers about their quality business practices and products without needing additional convincing. Preparations for challenging the Deming Prize included arranging machines into a cellular layout, making quality checks part of the process, installing pokayoke systems to avoid mistakes, and training managers in problem solving techniques like gap analysis and why-why analysis.
Toyota prioritizes quality management in its inspection and assurance processes. It uses a range of quality management approaches including quality planning, assurance, improvement, and control. Toyota aims to meet customer expectations and requirements through quality products and services. It focuses on continuous improvement, customer satisfaction, and fact-based decision making. Effective communication and consultation with staff are important for Toyota's quality schemes.
This document discusses Toyota's integration of total quality management (TQM) into its human resources management and operations. It finds that Toyota initially struggled with product defects from worn machines and worker confusion between tasks. To address this, Toyota implemented TQM strategies like focusing on continuous improvement, customer focus, and teamwork. This led Toyota to become the highest quality car producer in the world by the 1980s. The document concludes that Toyota's success is largely due to its integration of TQM principles into both its management and production operations.
TQM International Pvt. Ltd. (TQMI) is a leading training and consultancy firm in quality management, business process improvement, and lean six sigma. Founded in 1992, TQMI has served over 1000 clients across various industries in India, the Middle East, Southeast Asia, and Europe. TQMI offers training programs, consultancy services, and assessments in areas such as total quality management, lean manufacturing, six sigma, ISO standards, and new product development to help organizations improve business performance, reduce costs and errors, and increase customer satisfaction.
This document is a summer training report submitted by Pranay Shah to the N.R. Institute of Business Management, Gujarat University. It details Pranay's training at Punyam Management Pvt. Ltd., where he learned about financial analysis techniques. These include internal and external analysis, trend analysis, ratio analysis involving various financial ratios, and cash flow analysis. The report provides an overview of Punyam Management and the types of services it offers related to management consulting, systems certification, and training programs. It also describes the various ratio analysis techniques used in the creative analysis of Punyam's financial reports.
Indian Companies Recipient of Deming Award & Malcom Balridge Award Past Five ...surabhi agarwal
This document provides information about several Indian companies that have received the Deming Prize and Malcolm Baldrige National Quality Award over the past five years. It lists the companies, the years they received the awards, and in some cases provides a brief description of the company's quality practices and achievements that led to receiving the award. Some of the companies mentioned are Asahi India Glass Limited, Reliance Industries Limited, Tata Steel Limited, National Engineering Industries Limited, and Sanden Vikas (India) Limited.
CAMPUS TO CAREER - TQM WAY. LEARNING MORE ABOUT TQM. TO BE READY FOR THE CAREER.VGANSTUDIO vganstudio
This document discusses Total Quality Management (TQM) concepts and their importance for career success. It notes that TQM, along with other approaches like Lean, Six Sigma, and CMMI, can help organizations achieve excellence through continuous improvement. The document outlines the history of TQM, starting in the 1920s and its adoption in Japan in the 1950s due to the work of quality gurus like Deming and Juran. It emphasizes that TQM is now a global practice and essential for meeting increasingly demanding customer requirements. Organizations implementing TQM concepts can expect benefits like improved processes, quality, customer satisfaction and performance results.
Total Quality Management (TQM) is an integrated organizational approach to delighting customers by continuously meeting and exceeding their expectations through improvement efforts across all processes. TQM requires communication and involvement from all organizational members and suppliers/customers. It originated from efforts to improve postwar Japanese industry and emphasizes continuous learning and improvement, employee empowerment, fact-based decision making, and customer focus. For services industries, implementing an effective TQM system requires commitment from management and staff to establish smooth business processes and satisfy customers.
Sona-Koyo won the Deming Prize in 2003. This enhanced their brand equity by convincing prospective export customers about their quality business practices and products without needing additional convincing. Preparations for challenging the Deming Prize included arranging machines into a cellular layout, making quality checks part of the process, installing pokayoke systems to avoid mistakes, and training managers in problem solving techniques like gap analysis and why-why analysis.
Toyota prioritizes quality management in its inspection and assurance processes. It uses a range of quality management approaches including quality planning, assurance, improvement, and control. Toyota aims to meet customer expectations and requirements through quality products and services. It focuses on continuous improvement, customer satisfaction, and fact-based decision making. Effective communication and consultation with staff are important for Toyota's quality schemes.
This document discusses Toyota's integration of total quality management (TQM) into its human resources management and operations. It finds that Toyota initially struggled with product defects from worn machines and worker confusion between tasks. To address this, Toyota implemented TQM strategies like focusing on continuous improvement, customer focus, and teamwork. This led Toyota to become the highest quality car producer in the world by the 1980s. The document concludes that Toyota's success is largely due to its integration of TQM principles into both its management and production operations.
Unilever aims to equip its global managers with consistent skills and language. It selected TACK International as a partner to provide global management training over 5-7 years due to TACK's ability to offer consistency, breadth and depth across 40 markets in 25 languages. Unilever's HRM activities like organization structuring, job design, and organizational development help achieve its goals by creating an efficient structure, clearly defining roles, and adapting to changes. McDonald's recruitment process includes online applications and interviews to assess candidates for crew or management roles. It provides training and benefits to employees to create a positive work environment. BMW focuses on recruitment and selection, training, and performance management to develop specialized staff through the human resource strategies.
1) TESCO provides extensive training programs to its large number of employees across various roles and departments.
2) Training needs are identified through needs analysis and gaps are addressed through on-the-job and off-the-job training methods like coaching, shadowing, and induction programs.
3) TESCO evaluates its training programs through activity plans, personal development plans, learning logs, and feedback from managers and subordinates to ensure training objectives are met.
Tata Steel has implemented various TQM practices over five phases from 1988 to present. This included establishing ISO standards, quality circles, Six Sigma, and cross-functional management. Tata Steel measures success through improved EBITDA, revenue, quality defects, supply chain performance, and new product development. Implementing a total integrated TQM framework along with policies, daily management, employee involvement, and cross-functional management has helped Tata Steel achieve world-class status.
The document discusses the history and principles of Lean manufacturing. It originated in Japan after World War 2 to help companies overcome shortages. Toyota pioneered the Toyota Production System, focusing on eliminating waste. Lean aims to produce only what customers need, when needed, in minimal time and space. The document then discusses how Malaysian company CTRM adopted Lean since 2003, launching a formal program in 2004. It outlines CTRM's Lean philosophy, principles, objectives and programs to develop employees and continuously improve processes through techniques like 5S, standardization, suggestion schemes and Six Sigma.
Tata Motors uses performance appraisals to evaluate employees and improve organizational performance. The appraisal process involves establishing performance standards, measuring performance against those standards, and providing feedback. Most employees are satisfied with the current appraisal system, though some feel it could be improved. Performance appraisals help identify employee strengths and weaknesses, set training needs, and inform career development and promotions. They also allow Tata Motors to monitor performance standards and ensure expectations are clear.
how small entrepreneurs/small companies could make more money, how quality, capacity & competency could be made world class, how to set up skill center.contact us: vhpsenterprises@gmail.com,919718598887,9818524206
Right Quarterly By Right Management India ( Managing Careers through a Transi...Right Management India
In this edition we would like to bring out the importance that Managing Careers through Transitions play in building efficiencies, maintaining engagement and improving productivity.
The document provides information on total quality management (TQM) and Six Sigma, including definitions and history. It discusses key aspects of quality such as design quality versus conformance quality. The history of quality management is outlined, from early pioneers like Deming and Juran to the development of quality circles and Six Sigma. Key elements of a quality management system and process are described.
This document is a summer training project report submitted for a Master's degree. It discusses the complex of training and development at an organization. It includes a declaration, certification, acknowledgement, table of contents and introduction section. The introduction provides an overview of the importance of training and development in human resource management. It discusses how training improves employee performance and helps organizations adapt to changing needs.
Tata Motors Lucknow is an important production facility established in 1992 to meet growing demand for commercial vehicles in India. It produces commercial vehicles and specialized buses and has an engineering center and service setup to support advanced technology. The HR division at Tata Motors Lucknow manages functions like recruitment, productivity services, industrial relations, learning and development, and talent management. Learning and development aims to keep employees abreast of rapid industry changes through various internal and external programs evaluated through feedback. An learning management system tracks training records and delivers online courses.
This document describes the services provided by Continual Improvement Solutions, an engineering and management consulting firm. They have a team of experienced professionals with backgrounds from companies like Eicher, Maruti Suzuki, GE, and Hero Honda. The firm provides various upgrade and improvement projects through practical training and implementation to help clients profit, improve processes, strategies, and systems. They have experience with over 150 projects covering areas like lean, quality systems, organizational development, and training. Their goal is to enable organizational and employee development through customized upgrade and training programs.
This document provides an overview of Tata Motors and Maruti Suzuki, two major automobile companies in India. It describes their histories, visions, awards, organizational structures, employee benefits, training programs, and recruitment processes. Key differences noted are that Tata Motors follows a more traditional Indian culture while Maruti Suzuki incorporates inputs from its Japanese parent company Suzuki. The document also notes differences in their organizational structures.
The document provides information about MargDarshan Management & Measurement Pvt Limited, a business process management consultancy. It outlines their vision, mission, and values. It then describes the types of services they offer, including management systems certification, Lean/Six Sigma consulting, third party inspections, and training. The document shares their approach and methodology, highlights key clients and partners, and provides details on their team and resources.”
The document provides information about performance appraisal at Tata Motors. It first discusses Tata Motors, including its history, operations, and products. It then discusses performance appraisal in general terms. Finally, it describes research conducted to evaluate Tata Motors' performance appraisal process, including findings, conclusions, and suggestions.
The Deming Prize was established in 1950 in honor of W. Edwards Deming and aims to reward organizations for advances in quality improvement. It is administered by the Japanese Union of Scientists and Engineers and originally targeted Japanese companies, but now also recognizes non-Japanese organizations. There are two main award categories, one for individuals and one for companies/divisions that have achieved performance gains through quality management programs. The prize has significantly influenced quality practices in Japan and beyond.
This document summarizes research on implementing total quality management (TQM) in small and medium-sized organizations. The research studied three companies that implemented TQM through training, communication strategies, and quality monitoring processes. The findings showed improvements in administrative procedures, product quality, and cost effectiveness. However, areas like team building, continual improvement, and technical training were still weak. Effective management support, communication, and training were found to be important for successful TQM implementation.
Engaging competent and willing people in continuous improvement in Toyota Cul...Nabduan Duangmanee
1) The Toyota Production System prioritizes problem solving, which was championed by Taiichi Ohno through his "Practical Problem Solving" training approach.
2) At Toyota, everyone is a problem solver through various processes like Toyota Business Practices (TBP), Kaizen workshops, and an atmosphere where workers feel empowered to detect and solve problems without blame.
3) Problem solving at Toyota occurs through both "event-type" solving of immediate production issues and "setting-type" problem solving to continuously improve standards.
Parvesh Aghi has over 23 years of experience working in finance roles for various companies. He currently works as a visiting faculty at several business schools. He specializes in teaching subjects related to working capital management. Efficient working capital management is important for companies as it helps maintain smooth operations and can improve earnings. Key aspects of working capital management include inventory management, managing accounts receivable, and accounts payable. SRF Ltd is used as a case study, demonstrating techniques like inventory optimization, cash management systems, and the benefits of efficient working capital.
Corporate profile shrishti consultants 20Duraisamy R
Shrishti Consultants provides consulting, training, and talent acquisition services. It was founded in 2009 by Mr. R. Duraisamy who has over 25 years of experience in manufacturing. The company focuses on implementing world-class manufacturing concepts like Lean, TPM, TQM, and Six Sigma to help clients improve quality, reduce costs, shorten lead times and increase productivity, capacity and employee engagement. Shrishti has worked with over 100 clients across various industries including automotive, engineering, FMCG and electronics. Typical results achieved through their consulting include reducing customer complaints by 60-70%, inventory by 30-50%, and lead times by 35-60%.
This document discusses various quality excellence models and awards. It describes the EFQM model which focuses on enablers and results. It also discusses the Deming Award which recognizes organizations that have achieved improvements through TQM. Other awards mentioned include the MBNQA, RBNQA, and RGNQA. The document also provides information on ISO 14001 for environmental management systems and OHSAS 18001 for occupational health and safety management systems.
Unilever aims to equip its global managers with consistent skills and language. It selected TACK International as a partner to provide global management training over 5-7 years due to TACK's ability to offer consistency, breadth and depth across 40 markets in 25 languages. Unilever's HRM activities like organization structuring, job design, and organizational development help achieve its goals by creating an efficient structure, clearly defining roles, and adapting to changes. McDonald's recruitment process includes online applications and interviews to assess candidates for crew or management roles. It provides training and benefits to employees to create a positive work environment. BMW focuses on recruitment and selection, training, and performance management to develop specialized staff through the human resource strategies.
1) TESCO provides extensive training programs to its large number of employees across various roles and departments.
2) Training needs are identified through needs analysis and gaps are addressed through on-the-job and off-the-job training methods like coaching, shadowing, and induction programs.
3) TESCO evaluates its training programs through activity plans, personal development plans, learning logs, and feedback from managers and subordinates to ensure training objectives are met.
Tata Steel has implemented various TQM practices over five phases from 1988 to present. This included establishing ISO standards, quality circles, Six Sigma, and cross-functional management. Tata Steel measures success through improved EBITDA, revenue, quality defects, supply chain performance, and new product development. Implementing a total integrated TQM framework along with policies, daily management, employee involvement, and cross-functional management has helped Tata Steel achieve world-class status.
The document discusses the history and principles of Lean manufacturing. It originated in Japan after World War 2 to help companies overcome shortages. Toyota pioneered the Toyota Production System, focusing on eliminating waste. Lean aims to produce only what customers need, when needed, in minimal time and space. The document then discusses how Malaysian company CTRM adopted Lean since 2003, launching a formal program in 2004. It outlines CTRM's Lean philosophy, principles, objectives and programs to develop employees and continuously improve processes through techniques like 5S, standardization, suggestion schemes and Six Sigma.
Tata Motors uses performance appraisals to evaluate employees and improve organizational performance. The appraisal process involves establishing performance standards, measuring performance against those standards, and providing feedback. Most employees are satisfied with the current appraisal system, though some feel it could be improved. Performance appraisals help identify employee strengths and weaknesses, set training needs, and inform career development and promotions. They also allow Tata Motors to monitor performance standards and ensure expectations are clear.
how small entrepreneurs/small companies could make more money, how quality, capacity & competency could be made world class, how to set up skill center.contact us: vhpsenterprises@gmail.com,919718598887,9818524206
Right Quarterly By Right Management India ( Managing Careers through a Transi...Right Management India
In this edition we would like to bring out the importance that Managing Careers through Transitions play in building efficiencies, maintaining engagement and improving productivity.
The document provides information on total quality management (TQM) and Six Sigma, including definitions and history. It discusses key aspects of quality such as design quality versus conformance quality. The history of quality management is outlined, from early pioneers like Deming and Juran to the development of quality circles and Six Sigma. Key elements of a quality management system and process are described.
This document is a summer training project report submitted for a Master's degree. It discusses the complex of training and development at an organization. It includes a declaration, certification, acknowledgement, table of contents and introduction section. The introduction provides an overview of the importance of training and development in human resource management. It discusses how training improves employee performance and helps organizations adapt to changing needs.
Tata Motors Lucknow is an important production facility established in 1992 to meet growing demand for commercial vehicles in India. It produces commercial vehicles and specialized buses and has an engineering center and service setup to support advanced technology. The HR division at Tata Motors Lucknow manages functions like recruitment, productivity services, industrial relations, learning and development, and talent management. Learning and development aims to keep employees abreast of rapid industry changes through various internal and external programs evaluated through feedback. An learning management system tracks training records and delivers online courses.
This document describes the services provided by Continual Improvement Solutions, an engineering and management consulting firm. They have a team of experienced professionals with backgrounds from companies like Eicher, Maruti Suzuki, GE, and Hero Honda. The firm provides various upgrade and improvement projects through practical training and implementation to help clients profit, improve processes, strategies, and systems. They have experience with over 150 projects covering areas like lean, quality systems, organizational development, and training. Their goal is to enable organizational and employee development through customized upgrade and training programs.
This document provides an overview of Tata Motors and Maruti Suzuki, two major automobile companies in India. It describes their histories, visions, awards, organizational structures, employee benefits, training programs, and recruitment processes. Key differences noted are that Tata Motors follows a more traditional Indian culture while Maruti Suzuki incorporates inputs from its Japanese parent company Suzuki. The document also notes differences in their organizational structures.
The document provides information about MargDarshan Management & Measurement Pvt Limited, a business process management consultancy. It outlines their vision, mission, and values. It then describes the types of services they offer, including management systems certification, Lean/Six Sigma consulting, third party inspections, and training. The document shares their approach and methodology, highlights key clients and partners, and provides details on their team and resources.”
The document provides information about performance appraisal at Tata Motors. It first discusses Tata Motors, including its history, operations, and products. It then discusses performance appraisal in general terms. Finally, it describes research conducted to evaluate Tata Motors' performance appraisal process, including findings, conclusions, and suggestions.
The Deming Prize was established in 1950 in honor of W. Edwards Deming and aims to reward organizations for advances in quality improvement. It is administered by the Japanese Union of Scientists and Engineers and originally targeted Japanese companies, but now also recognizes non-Japanese organizations. There are two main award categories, one for individuals and one for companies/divisions that have achieved performance gains through quality management programs. The prize has significantly influenced quality practices in Japan and beyond.
This document summarizes research on implementing total quality management (TQM) in small and medium-sized organizations. The research studied three companies that implemented TQM through training, communication strategies, and quality monitoring processes. The findings showed improvements in administrative procedures, product quality, and cost effectiveness. However, areas like team building, continual improvement, and technical training were still weak. Effective management support, communication, and training were found to be important for successful TQM implementation.
Engaging competent and willing people in continuous improvement in Toyota Cul...Nabduan Duangmanee
1) The Toyota Production System prioritizes problem solving, which was championed by Taiichi Ohno through his "Practical Problem Solving" training approach.
2) At Toyota, everyone is a problem solver through various processes like Toyota Business Practices (TBP), Kaizen workshops, and an atmosphere where workers feel empowered to detect and solve problems without blame.
3) Problem solving at Toyota occurs through both "event-type" solving of immediate production issues and "setting-type" problem solving to continuously improve standards.
Parvesh Aghi has over 23 years of experience working in finance roles for various companies. He currently works as a visiting faculty at several business schools. He specializes in teaching subjects related to working capital management. Efficient working capital management is important for companies as it helps maintain smooth operations and can improve earnings. Key aspects of working capital management include inventory management, managing accounts receivable, and accounts payable. SRF Ltd is used as a case study, demonstrating techniques like inventory optimization, cash management systems, and the benefits of efficient working capital.
Corporate profile shrishti consultants 20Duraisamy R
Shrishti Consultants provides consulting, training, and talent acquisition services. It was founded in 2009 by Mr. R. Duraisamy who has over 25 years of experience in manufacturing. The company focuses on implementing world-class manufacturing concepts like Lean, TPM, TQM, and Six Sigma to help clients improve quality, reduce costs, shorten lead times and increase productivity, capacity and employee engagement. Shrishti has worked with over 100 clients across various industries including automotive, engineering, FMCG and electronics. Typical results achieved through their consulting include reducing customer complaints by 60-70%, inventory by 30-50%, and lead times by 35-60%.
This document discusses various quality excellence models and awards. It describes the EFQM model which focuses on enablers and results. It also discusses the Deming Award which recognizes organizations that have achieved improvements through TQM. Other awards mentioned include the MBNQA, RBNQA, and RGNQA. The document also provides information on ISO 14001 for environmental management systems and OHSAS 18001 for occupational health and safety management systems.
This document describes the services provided by Continual Improvement Solutions, an engineering and management consulting firm. They have a team of experienced professionals with backgrounds from companies like Eicher, Maruti Suzuki, and GE. The firm provides various upgrade and improvement projects through practical training and implementation to help clients profit, improve people, processes, strategies, and systems. They have experience with over 150 projects covering areas like lean, quality systems, organizational development, and training. Their goal is to enable organizational and employee development through customized upgrade and training programs.
Total Quality Management (TQM) aims to meet customer needs through continuous improvement involving all employees. It was developed in the 1980s by quality pioneers like Deming and Juran. TQM requires meeting customer needs, continuous improvement, and employee involvement. Organizations implement TQM through planning, implementing, checking, and acting on quality processes. Barriers include lack of management commitment and outdated systems. TQM is now a global concept that helps organizations improve quality, customer satisfaction, and profitability.
This document presents information on Total Quality Management (TQM). TQM is a management framework that focuses on continuous improvement and delivering customer satisfaction through efforts across the entire organization. The key principles of TQM include defining processes, monitoring performance data, and using that data to drive process improvements. TQM aims to eliminate waste and increase efficiencies by ensuring processes produce quality products the first time. Examples provided are Toyota, which was awarded a quality prize for its TQM efforts, and Tata Steel, which reported $150 million in bottom line impact from its TQM initiatives.
This document provides an overview of Total Quality Management (TQM). It begins with an introduction to TQM, explaining that it is a management philosophy focused on continuously improving quality. It then outlines the key principles of TQM, including having top management commitment, training employees, being customer-oriented, and using quality techniques and tools. Finally, it discusses both the advantages and disadvantages of TQM, noting that while it can improve quality and customer satisfaction, implementing TQM also demands significant cultural changes, time, resources and may discourage creativity.
The document discusses Omnex's approach to integrating Lean, Six Sigma and ISO quality standards for continual process improvement. It provides an overview of Lean/Six Sigma principles and tools like value stream mapping to identify and achieve improvements. The approach develops a culture of continual improvement through a managed process of defining measures, identifying gaps, planning projects and monitoring progress.
Total Quality Management (TQM) is an organizational approach that aims to delight customers through continuous improvement. It involves everyone in the organization working to meet customer expectations with high quality products and processes at low cost. The presentation discusses the origins and principles of TQM, including Deming's 14 principles. It provides examples of how TQM has been implemented at Rashtriya Ispat Nigam Limited to improve quality, productivity, and performance. Six Sigma is also introduced as a data-driven approach and methodology used within the TQM framework to reduce variation and solve problems scientifically.
A STUDY ON ANALYSIS OF ABSENTEEISM IN CUMInarinder kumar
This document provides an introduction and overview of Carborundum Universal Limited (CUMI), an Indian manufacturing company. It discusses CUMI's history, subsidiaries, joint ventures, and product lines. The document focuses on CUMI's abrasives business, describing the different types of abrasives (coated and bonded) that CUMI manufactures. It also provides context on the global and Indian abrasives industry. The objective of the attached study is stated as analyzing absenteeism rates among employees at one of CUMI's plants in order to understand the reasons for absenteeism and provide suggestions to reduce it.
Advanced Business Management Services is a management consulting firm that helps businesses develop strategies to gain and maintain competitive advantages. The firm works closely with clients to create and implement tailored strategies focused on performance improvement. It offers advisory services for growth strategies, feasibility studies, best practices implementation, and more through offices in India and a global network. The team is led by experienced consultants and aims to provide collaborative, structured solutions.
This document provides a summary of Ranjit R. Purkayastha's professional experience and qualifications. It includes:
1) Over 28 years of experience in automotive business development, sales, marketing and after-sales service management across several roles with leading automotive companies in India.
2) Currently the Chief Operating Officer of the Assam branches of French Motor Car Co Ltd, leading a team as the number one dealer in the region.
3) Extensive experience launching new products, expanding networks, improving customer satisfaction, and achieving business targets through strategic planning and team leadership.
Endhai is an IT services company headquartered in Madurai, India that provides enterprise solutions and services. It has over 40 clients with over 1,000 enterprise users. Endhai partners with technology giants like SAP and Ramco. The document discusses Endhai's service offerings, capabilities, flexibility in business models, investments in centers of excellence, and case studies. It also provides profiles of the founder and business head and an overview of representative clients in various industries that Endhai has implemented SAP and Ramco ERP solutions for.
Ranjit R. Purkayastha is an experienced Chief Operating Officer with over 25 years in automotive sales and aftermarket services. He has a proven track record of growing businesses, improving customer satisfaction, and achieving organizational goals. Notable achievements include increasing brand advocates through improved customer care, launching new products, and gaining ISO/TS 16949 certification. Purkayastha holds an MBA from IIM Calcutta and a Bachelor's in Mechanical Engineering.
Chetan Shrouti is a senior consultant in management consulting at KPMG Advisory Services Private Limited in India. He has over 5 years of experience in management consulting and the automotive and industrial products sector. Some of his projects include designing product development processes, implementing warranty analytics frameworks, and redesigning sales and operations planning processes to optimize inventory and reduce costs for clients. He has an MS from the University of Warwick and a B.Tech from the National Institute of Technology, Warangal.
Dr. W. Edwards Deming was a pioneer in quality management who helped revive Japanese manufacturing after World War II. He developed 14 principles of quality management focused on continuous improvement, eliminating waste, and meeting customer needs. Deming believed management styles needed to transform to focus on quality, and that competition drove innovation. He gained recognition for his work in Japan and the US, publishing influential books on quality management.
The document discusses the implementation of Total Quality Management (TQM) at Rashtriya Ispat Nigam Limited (RINL), a public sector steel plant in India. RINL implemented TQM to improve quality, productivity, and performance. Key steps included establishing a TQM cell, quality management system, audits, and tools like quality improvement projects. Benchmarking, annual improvement plans, and employee involvement further drove continuous improvement. TQM provided tangible benefits such as increased sales and profits, lower costs, fewer defects and accidents. Intangible benefits included improved image, customer satisfaction, and quality culture. Full ISO 9001 certification confirmed RINL's success with TQM.
TQM stands for Total Quality Management. It is a management philosophy focused on continuously improving processes and satisfying customers. Key aspects include leadership commitment, employee participation, and prevention over inspection. TQM aims to integrate all functions and processes within an organization to achieve continuous quality improvement and customer satisfaction. It has led to benefits for organizations like greater customer loyalty, higher productivity, and reduced costs.
This document provides an overview of a 3-day "Business Analytics" workshop for practitioners. The workshop aims to impart an understanding of data-oriented thinking, equip participants with statistical tools to identify, analyze and interpret data for improved performance, and foster a data-centric culture. The workshop will cover topics like identifying opportunities from data, basic statistics, analytical tools, statistical tests, regression, forecasting techniques and more. It will include practical exercises and cases. The target audience are individuals and teams from across organizations and industry domains. The workshop will be led by an experienced principal coach with expertise in areas like Lean Six Sigma, customer service, and analytics.
The document provides an overview of Total Quality Management (TQM) principles and processes for continuous improvement. It discusses Deming's 14 points for TQM and 7 deadly diseases. Steps for implementing TQM include obtaining management commitment, educating staff, focusing on customers, establishing improvement teams, and using tools like control charts. Benefits include reduced costs from fewer defects as well as improved customer satisfaction and employee engagement.
1. TQMI Profile Page 1 of 4
TQM International Pvt. Ltd. (TQMI) was established in July 1992. It is recognized as one of the leaders in
the field of training and consultancy in Quality Management and Business Process Improvement in India and
the Middle East.
It was founded by Janak Mehta who has spearheaded the QC movement in Indian since early 1980s and has
gained international recognition for his work in business process improvement.
TQMI has been providing Quality Management training and consultancy services into India, Middle East, Far
East and the Europe since 1995. It is also servicing clients in South East Asia. TQMI clients include many of
India’s top 100 private sector companies in manufacturing and service business, several of the MNCs, as
also the PSUs and SMEs. TQMI has served over one thousand clients and many of them have given repeat
assignments. TQMI serves its clients with 25 experienced counselors stationed in six cities in India.
The key differentiator is TQMI’s approach and the counselors’ ability to facilitate deployment of various
theories and concepts and demonstrate improvement in the field through pilot projects.
PRODUCT OFFERINGS
TQMI operations are divided into following categories:
1. Lean Six Sigma Division:
TQMI is the leading provider of Lean and Six Sigma services in India. Six Sigma is a company-wide
philosophy with the use of appropriate techniques to enhance the Business Performance of an
organization in terms of cost, quality, productivity, customer satisfaction, employee capability and
profitability by reducing the error rate of all outputs of all processes towards 3.4 parts per million. This
is being widely used in the USA and now in Europe. This is currently a fast growing business of TQMI.
TQMI had tied up with and learnt from the Motorola Solutions Learning’s, the pioneer in the field of six
sigma to offer six sigma related training and consultancy in India in 2003. The association with Motorola
lasted for more than a decade and TQMI has now launched their own Lean/ Six Sigma offerings in 2015.
TQMI now has more than 12 years of experience in guiding six sigma implementation in companies in
India and overseas. TQMI Key Success Factor is its ability to carry out projects for Business Process
Improvement with over 85% success rate in achieving project objectives.
The methods being used for business process improvement and project delivery include the following
training courses by TQMI, as deemed appropriate.
1. Lean Six Sigma Leadership Jumpstart Program and Champions training
2. Lean Six Sigma Master Black Belt, Black Belt, Green Belt, Yellow Belt and Awareness Training
3. Design for Six Sigma Black Belt and Green Belt trainng
4. Lean for Leadership Team
5. Lean Practitioners Certification Course (For Manufacturing and Service Sector) and Lean Kaizen
Blitz (3-5 days off-site implementation workshop for quick results)
TQMI OVERVIEW
TQM International Pvt. Ltd.
Corporate Office
52, Community Centre, East of Kailash
New Delhi – 110065
Tel: 011-4652 6000; E-mail: naveen@tqmi.com;delhi@tqmi.com
2. TQMI Profile Page 2 of 4
2. Business Solutions Division:
TQMI offers Business Solutions For:
a. Manufacturing
cost reduction
b. Profitability
improvement
c. Productivity
improvement
d. Creating
customer loyalty
e. Enhancing
customer value
f. Supplier capability
enhancement
g. Building people &
process capability
h. New product
development
time & cost
reduction
This is done through the combination of various approaches like:
- Total Quality Management and Business Excellence leading to Awards like Deming Prize of Japan,
Malcolm Baldrige National Quality Award of USA and European Foundation For Quality Management
Award of Europe etc. These awards are pursued by various organizations to enhance business
performance and only the best organizations gain this kind of recognition. Approaches used cover
methods like 5S for Orderliness & Cleanliness, Daily Management for consistency & control,
Improvement Management and Policy Management or Balanced Sore Card for strategy development
and deployment.
- New Product Development: Training and consultancy to clients to develop new products and
variants of the existing products using concurrent engineering and scientific techniques to
understand and meet customer requirements with greater reliability, while reducing development
cycle time, cost and errors at early stages. Understanding customer requirements and effective
utilization of QFD for deployment at various stages of NPD.
- Total Productive Maintenance (TPM): Training and consultancy to clients for improving Overall
Plant Effectiveness with the use of techniques like Autonomous Maintenance, Focused
Improvement, Planned Maintenance and Maintenance Prevention along with people capability
development.
- Lean Manufacturing Systems (LMS): Eliminating waste in the entire supply chain Value Stream
with the use of the principle of Pull rather than Push. Using appropriate approaches like Single
Piece Flow, Single Minute Exchange of Dies (SMED), Fool Proofing, Visible factory through People
Involvement for drastically reducing cycle times, inventories, batch sizes, waste of all kind and cost
with the involvement of people.
This business is growing rapidly as customers are looking for tangible results rather than just
training in new methods and tools.
3. TQMI Profile Page 3 of 4
3. Standard Products Division:
Design, development and implementation of management systems meeting the requirements of
international standards for Quality Management, Environment Management, Safety & Health
Management, Food Safety, Social Accountability and Information Security Management. This is
offered in various verticals like manufacturing, automotive, telecom, healthcare, financial
services, software, hospitality, retail etc.
Method of Delivery:
- Training: Constitutes about 30% of Business.
- Consultancy: Constitutes about 50% of business.
- Assessment and Diagnosis: Constitutes about 20% of business.
TQMI’s USP
The following constitutes the differentiation TQMI provides as its uniqueness:
- Ability to develop new products to meet emerging requirements of the clients
- Ability to customize its courseware and methodology to meet client specific requirements
- Ability to grasp and integrate the learning from east and west and also from its clients to meet the
requirements of Indian socio-economic environment
- TQMI’s approach and the counselors’ ability to facilitate deployment of various theories and
concepts and demonstrate improvement in the field through pilot projects.
With corporate office in Delhi TQMI has set up branch offices in Mumbai, Chennai and Pune in India. TQMI
has representatives stationed at Nagpur and Vadodra in India.
TQMI’s client base of over 1000 organizations in India and the Middle East typically include:
Key Clients:
Multi-National
Companies
Indian Companies
Public Sector
Companies
Overseas Companies
General Motors,
Honda SIEL, Honda
Scooters, Yamaha,
Denso, Canon, SKF
Bearings, Timken,
Cummins India,
Siemens, Whirlpool,
Matsushita, Citibank,
Motorola, Nokia,
Erickson, IBM, etc.
Mahindra & Mahindra
Ltd. (Auto & Tractor
Divisions), SRF Ltd., NEI
Ltd., Orient Cement,
Brakes India Ltd.,
Escorts Ltd., Voltas,
Tata SSL, Hindalco,
Indian aluminium, Tata
Motors, Tata Steel, GTL
Ltd., Arvind Mills etc.
BHEL, Indian Oil
Corporation,
Hindustan
Petroleum
Corporation, Gas
Authority of India,
Maruti Udyog, and
Steel Authority of
India etc.
Adnoc Distribution, Dubai
Aluminium Company,
Emirates Refining Company,
Unipex industries, Empol,
Wartsila Diesel, SRF Overseas,
Weatherford, Emirates bank
etc in UAE, Qassim Cement &
Zamil Steel in KSA and Awal
Gulf, Bahrain, Qatar
Petroleum, Qatar, Oman
Trading Establishment in
Oman.
CLIENT BASE
TQMI OFFICES
4. TQMI Profile Page 4 of 4
Recent Clients
Some of the recent contracts Include Tata Motors Ltd, Apollo Tyres, Ranbaxy Laboratories, Honda Cars,
SRF Ltd., Steel Authority of India, Artemis Healthcare, Mahindra & Mahindra, Max Life Insurance, Bajaj
FinServ, HDFC Life Insurance, Tata Steel, Hyderabad Industries Ltd., Arvind Ltd., CLAAS India,
Genpact, Metlife, Pentaloon Fashion and Retails Ltd., etc.
Geographic Markets:
Starting with Indian market since 1992, TQMI expanded to the Middle East in 1995 and South East Asia
in 2004. TQMI promoted a company named T4T Consultants Pvt. Ltd. that provides services in the
foreign countries in the year 2002.
- India: All over India
- Middle East: Serving this market since 1995 contributing to about 20% of total
revenues. Serving UAE, Oman, Saudi Arabia, Syria & Bahrain.
- South East Asia: Serving Malaysian market.
- Europe: UK and Germany
-
Worked in the past with renowned Collaborators:
- British Standards Institution, UK – for Lead Auditor training
- - Motorola Solutions Learning, for Six Sigma, Lean Six Sigma, DFSS and other Products
- RWTUV, Germany – for training of Certified Quality Engineers
- Westinghouse Electric Corporation, USA – for Business Process Reengineering & Customer
Value Management
- Komatsu Career Creation Ltd., Japan – for TQM, TPM, Policy Management & Lean
Manufacturing Systems.
Some of the most eminent consultants known worldwide continue to provide time to TQMI customers as
and when required. These include Prof. Hitoshi Kume, Prof. Y. Washio and Prof. Noriaki Kano, all Deming
Prize winners.
TQMI has 21 counselors stationed in different parts of India. Out of these nine are full time employees and
the other twelve are senior executives retired from industry and working for TQMI on contract basis for
specific assignments. They are dedicated to TQMI and do not provide similar services to any one else on
their own. The full time counsellors age profile is: four above fifty; two in late 40’s and three in 30’s.
COLLABORATIONS: