1. DEMING PRIZE AND SONA KOYO Aravind Uppala 122 Dasari Pradeep
126 Kirtiraj Kataria 130 Libin Joseph 137 Sangam Lalsiva Raju
138
2. Competitive advantage after a quality award CompanyAward and
yearAdvantagesSundaramClaytonDeming-1998Employee 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-KoyoDeming-2003Enhanced the brand equity. Bidding for
export orders no longer need to convince prospective customer about
the business practices and product quality.TVSDeming-2002New
products developmentMahindra & MahindraDeming-2003Customer
satisfaction and domestic market share improved. Export volume
increased substantially. 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. 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. 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. 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
