This paper explicates, how the global industry has approached to employ Total Quality Management (TQM) and Business Excellence to obtain substantive benefits. The rationales, why Indian companies adopted these movements and how those companies have embellished their quality of operations are rationalised. The case of Tata Steel, one of the best examples of adoption is parleyed in this paper. Over the last 20 years, the author has visited, interacted with, studied, assessed, designed and carried out several TQM/BE initiatives in large and small companies. Based on these, he has now positioned together his thoughts on the subject. It has been observed that the practice of TQM/BE advances the performance of companies in several dimensions. In future, more companies may be studied in depth, data analysed to validate some of the conclusions, and a refinement of conclusions may help companies to exercise specific tools and techniques in unique cases. The paper ascertains that companies need to devise methodologies as appropriate to their situations to benefit from TQM/BE. These methodologies comprise how to draw up a vision, how to deploy strategy, how to monitor and control performance and so on. The paper also demonstrates that exercise of TQM/BE will lead to lower costs, waste reduction, better environmental awareness and employees well being. Practitioners of TQM/BE, CEOs and business leaders may appraise this contribution useful.
TQM, Business excellence (BE), Technology, Malcolm Baldrige, EFQM.
Agencies (2012), “India’s Economy will be bigger than UK’s in 5 years”, The Economic Times, December 26, 2012, pp. 12.
Garvin, David (1986), “A Note on Quality: the views of Deming, Juran and Crosby”, Harvard Business Review, Reprint Number 9-687-011, February 28, 1990 (revised).
Irani, J. J. (2001), “Tata Steel – Institutionalizing Excellence Turning the Titanic”, a presentation to the members of the CII and general Indian corporate executives at Delhi.
Jayaraman, R. (2002), “AQUIP Road Show 02-03”, Tata Steel internal document, January 19.
Jayaraman, R. (2012), “Internal notes prepared by R. Jayaraman for class discussions and research”, SP Jain Institute of Management and Research, June.
Jayaraman, R. (2013a), “Succeeding through people – an overview of how business excellence practices have changed the HR landscape”, Prabandhan: Indian Journal of Management, Vol. 6, No. 1, January, pp. 5-12.
Jayaraman, R. (2013b), “Impact of TQM on Operational Excellence”, Zenith International Journal of Business Economics and Research, Vol. 3, No. 7, July, pp. 60-71.
Jayaraman, R. (2013c), “Impact of TQM and business Excellence on Organisational Excellence”, Drishtikon: A Management Journal, Vol. 4, No. 2, September, pp. 26- 45.
Kamath, A. and Jayarman, R. (2013), “Use of the CONQUAS System Standard for high Quality Management”, MERC Global’s International Journal of Management, Vol. 1, Issue 1: July, pp. 51-67.
Kaplan, R. S. and Norton, D. P. (1992), “The Balanced Score Card – Measures that Drive Performance”, Harvard Business Review, January-February, pp. 71-79.
Lee, R. G. and Dale, B. G. (1998), “Policy Deployment: An Examination of the Theory”, International Journal of Quality and Reliability Management, Vol. 15, No. 5, pp. 520-540.
Momaya, K. and Chintan (2008), “Sona Koyo Steering Systems Limited: Spearheading Competitiveness in India’s Automotive Industry”, Asia Case Research Centre, Reprint Number HKU720, University of Hongkong.
TeleManagement Forum (2002), “Enhanced telecom operations map (e-TOM), the Business Process Framework for the information and communications processes industry”, Version 3.0, June, TMF.