TQM: An implementer’s point of view
Sharath Chandra Peddi graduated with Mechanical engineering from Kakatiya University, Warangal, Andhra Pradesh. He has 22 years experience, the first 11 years with Rane Brake Linings Limited, Hyderabad ( Rane Group), 2 years with TC Springs (TACO), Pune, 2years with Delphi Steering Systems, Bangalore and for the last 7 years working with Mahindra Institute of Quality as Deputy General Manager. Sharath implemented TQM in various companies that he worked for. As a result, he gained some really good insights in to the subject.
Here, he is sharing his thoughts with The Indian Manufacturing.Com .
The Indian Manufacturing.Com (TIM):
How old is your TQM Knowledge?
Sharath Chandra Peddi (Sharath):
16 years
TIM:
What is the formal definition of TQM?
Sharath:
TQM is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives so as to provide products and services with a level of quality that satisfies customers, at the appropriate time and price. The focus of TQM is not only product / service quality (i.e. Small q), but Big Q (i.e. Quality, Productivity, Cost, Delivery, Safety,Morale and Environment)
TIM:
How is it useful to Companies?
Sharath:
Systematic use of Quality Management principles, techniques and tools in managing all processes and operations of a company with the goal of meeting the needs of all stakeholders with greatest efficiency and sustainability .Seeking Excellence in everything the company does Product – Process – People
TIM:
Is it useful only to Manufacturing Companies?
Sharath:
No, it is useful for any business, manufacturing /service
TIM:
What are the major components of TQM? Can you explain them briefly?
Sharath:
Top Management Leadership: Top Management should clearly communicate the purpose of TQM introduction from a business perspective and announce an unwavering commitment to accomplish that purpose, exercise leadership to solve cross functional problems, conduct executive diagnosis, encourage TQM promotion in every area and department of the organization. Policy Deployment: Policy Management is a vehicle in Total Quality Management for formulating challenging and direction-changing strategic and operational goals as well as the means by which they may be achieved, and deploying the means down and across the organization through further means for powerful execution Daily Work Management & Standardization: Daily Management comprises all the routine activities that must be carried out efficiently, while Maintenance activities are the main, concern, Improvement activities are also part of Daily Management. SOPs & QCPC will play a major role in this journey. Cross Functional Management: Activities that are carried out with the cross-departmental coordination and cooperation through establishing companywide objectives for PQCDSM
TIM:
What are the typical issues that come up in the implementation of TQM and how do you handle them?
Sharath:
Some of the issues faced during the TQM implementation are -resistance to change, lack of experience in Quality Management,lack of resources, emphasis on short term gains, lack of top management commitment, poor focus on education & training. Majority of the issues are improved by strong focus on communication at all levels ( with focus on top management communication meets at all levels), education and training, creating confidence in people, rewards & recognitions etc Professor Ishikawa said” Quality starts and ends with Education and Training”
TIM:
How can TQM be useful in Marketing function?
Sharath:
TQM helps in aligning company strategy to customer needs and expectations. TQM can be useful in understanding product life cycle analysis ( what stages of the life cycle are our products in?-infancy, growth, maturity & decline stages), Positioning analysis ( positions of the products in terms of market segment),Competitive analysis (analysis of competitors and their positioning), helps in identifying the Must be quality, performance quality, attractive quality and indifferent quality requirements of customers.
TIM:
How do you promote TQM usage in a company?
Sharath:
Top Management to declare the clear intent of TQM. Start a program for establishing basic conditions. Start an intensive communication program across the organization. Work on removing a couple of big stumbling blocks. Give up some unnecessary programs. Start TQM activities in pilot area and then slowly expand. Build participation of all employees first. Train all departments at all levels. Review internally, review through external counsellors at regular intervals, Visit to good TQM practising organizations, Participate in external competitions to showcase the improvements and also to understand the improvements done by outside companies
TIM:
Can TQM address all the functions in a Company?
Sharath:
Yes
TIM:
A full time co-ordinator is necessary for TQM implementation?
Sharath:
Yes, it helps to synchronize all the activities across the organization. Typically co-ordinator has to develop and implement a TQM education and training plan, Promote policy management ,Daily Management & standardization. He /she should organize top management diagnosis, TQM counselling sessions & establish a company wide QC circle promotion. Should hold TQM promotion events and participate in outside company events
TIM:
What are the types of Results that you can expect from TQM usage in a company?
Sharath:
Results in PQCDSME ( Productivity, quality, cost, delivery, service,morale and Environment) parameters
TIM:
How long will it take to implement TQM in a company and start getting results?
Sharath:
It takes close to 5 years to achieve Deming Prize, but we can start getting the results right from the start of TQM implementation. In my own experience I noticed that we need to spend more time and energy during the initial period of implementation to remove the resistance for change, once we create the confidence in people that TQM is for our own betterment, people participation increases leading to small improvements across organization.
