final assig of quality

7/25/2019 Final Assig of Quality

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1. Introduction:

Total quality management is significant for every type of organization and leadership is one

of the principles of total quality management. Leadership can improve the overall

performance or quality by making the entity drift towards achieving excellence of world

class. This is only possible if the new administration embraces the concept of total quality

management in business operations, so that needs and expectations of the customer of the

organization can be consistently satisfied. As organization move from lower levels upwards

developing good leadership, the world of known is left behind with many questions as to

whether the leader is a corporate type who will aim at improving the profits or that is simply

an officer who is nontactical in nature with irrelevant undertakings. !"ool, #$$$%. %.

The aim of this report, therefore, is to provide an elaboration of T&' concept on how it

could provide our company with better functions of business operations to achieve a world

class excellence. (t is expected from the new leadership to setting goals, convincing,

visioning, motivating and proper communication to ensure people move in the same

direction. !"ool, #$$$%.

The type of leadership and management skills needed our organization is extraordinary

commitment and innovation. The more complex the organization is, the more it requires

adopting the philosophy and culturing which focuses on continuous improvement. The choice

of the concept of T&' is fundamental to any society by any leader to avoid the collapse of

the business operation !)aldman, #$$*%. This report will shed light on+++++..

2. Company overview:

TATA motors ompany vision is talking about leadership- the company is recognized

globally by many customers, employees, suppliers, and competitors because of the market

share. The baseline operation of the company is to do things right and provide quality the first

time while continuously seeking for improvement !umphrey / )illis, #$$0%. (t is (ndia1s

largest automobile company, with standalone revenues of 2s. #3,44$.56 crores !789 3.3

billion% in #$$:;$6.Tata 'otors, the first company from (ndia1s engineering sector to be

listed in the xchange !8eptember #$$*%, has also emerged as an

international automobile company.The company is the one of the world1s largest carmanufacturer.The foundation of the company1s growth over the last 3$ years is a deep

understanding of economic stimuli and customer needs, and the ability to translate them into

customer;desired offerings through leading edge 2/9. )ith over #,$$$ engineers and

scientists, the company1s >ngineering 2esearch entre, established in 0644, has enabled

pioneering technologies and products

The industry has been plagued over the years with quality management system shortfalls. (n

many cases, profits have been the driver behind quality failures in the industry. The company

was going into loss because of the quality failures. 8o top management decided to move

ahead and chose new leadership. 8o, the faith of the customers towards the product could begained again.


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As the department head of the company, ( personally believe in achieving higher level

through right application of the T&' tools and approaches to the products and services. (t is

the responsibility of the leader to share the vision and establish goals with the companies?

personnel taking charge of implementation !umphrey / )illis, #$$0%.

T&' implementation efforts for the company is significant, although, following the policy

requirements, the company is reluctant to make public the achievements to do with T&'.

The total quality management concept involves moving together with people in the same

direction by giving assistance through coaching and training rather than dominating the

control !umphrey / )illis, #$$0%.

At presently, the company is producing number of cars, but the ma@or issue is the design of

the car. irstly, people do not like the design itself, they think it as ugly design and secondly

the design is not robust and does not follow safety criteria.


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"roviding a design that meets customer expectations is a critical element to building a quality

product. 7nfortunately, this can be more difficult than it sounds because most customers

provide general descriptions, such as Esafe,F Etough,F or Esleek.FDne tool that helps them do

this is known as &9, or &uality unction 9eployment. This tool identifies the requirements

of customers and then scores those requirements numerically. The scores are then translatedinto specific product requirements, such as side air bags for EsafeF. This tool can also be

useful for enhancing communication between various company functions and departments.

!>BD8 a division of &A9, #$03%

As mentioned above leadership is a principle of the T&'. Leadership can act as senior

management1s tool in implementing T&' irst, by modeling the T&' philosophy and

principles within its departmental operations, leadership can serve as a beachhead for the

T&' process throughout the company. 8econd, leadership, with senior management1s

support, can take the T&' process companywide by developing and delivering the long

term training and development necessary for the ma@or organizational culture shift requiredby T&'.

(mplementing T&' requires a team effort headed by your organization1s leadership team.

>ach person involved in change management has their responsibilities, and it is important for

the entire organization to understand the role of leadership in T&' to make delegating

responsibility more effective.T&' requires participation from all of the departments that

will be affected. ompany leadership needs to identify what those departments are and create

an implementation team that consists of representatives from each affected group.

'anagement create a structure that identifies various group leaders, the responsibilities of

those group leaders and an accountability system that insures that the implementation team

meets its timetable for getting the new program or policy in place. Leadership needs to help

the employees understand how the company benefits from the new implementation, but it

also needs to get the organization to see the setbacks of not making a change. T&' within a

company is not an exact process. (t is a dynamic procedure that needs to be monitored by

management and altered to meet implementation goals. it is the responsibility of leadership to

put a monitoring system in place, analyze the data that is being generated during the

implementation and make any necessary changes to make the implementation more efficient.

(n a typical T&' environment, it is the responsibility of leaders to provide direction for the

future by developing contacts with the workforce a clear vision statement where the future is

easily predicted. Leaders quickly achieve alignment of people towards the vision through

developing relationships with the people by use of avenues like executive steering committee

meetings or day to day interaction with the quality management boards. (n most cases good

leaders drive out fear among workers in the event of any mistake, they cause by continuously

motivating and passing improvement. A point to note is that during the implementation of

T&', all aspects of leadership and management apply. Leaders of different organizations

sub@ected to the principles of T&' will be required to apply both the skills of leadership and

management. owever, because T&' demands a culture of transformation and not simply

the general program, there is a great need for leadership at the implementation phase of T&'!Barnes, #$$:%.


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4. Present quality problem in TATA motors:Drganizations try to secure their longterm economic success by continuous improvement of

their products, processes and services in order to maximize their wellbeing. The customers

are very important and it is really crucial to fulfil the demand of customers. The issue that

TATA motors is facing about the design of the car.


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The qualitycosting approach is a proven means of tracking, guiding, and motivating

quality improvement. (t also associated with other T&' options.

Figure 1:COQ

The quality cost is further broken up into four further partsH

0. Prevention CostHGenerally the most effective way to manage quality

costs is to avoid having defects in the first place. It is much less costly to

prevent a problem from ever happening than it is to find and correct the

problem after it has occurred.

2. Appraisl costHAny defective parts and products should be caught as early as

possible in the production process. Appraisal costsare incurred to identify defective

products before the products are shipped to customers. 7nfortunately performing

appraisal activates doesn1t keep defects from happening again and ( realize that

maintaining an army of inspectors is a costly and ineffective approach to quality

control. >mployees are increasingly being asked to be responsible for their own

quality control. This approach along with designing products to be easy to

manufacture properly, allows quality to be built into products rather than relying on

inspections to get the defects out.


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G. Internal failure costHIt results from identification of defects before they are

shipped to customers. These costs include scrap, re@ected products, reworking of

defective units, and downtime caused by quality problem. The more effective a

company1s appraisal activities the greater the chance of catching defects internally and

the greater the level of internal failure costs. This is the price that is paid to avoidincurring external failure costs, which can be devastating.

*. External failure costHIt includes warranty, repairs and replacements, product

recalls, liability arising from legal actions against a company, and lost sales arising

from a reputation for poor quality. 8uch costs can decimate profits.

(n the past, some managers have taken the attitude, ILet1s go ahead and ship

everything to customers, and we1ll take care of any problems under the warranty.I

This attitude generally results in high external failure costs, customer ill will, and

declining market share and profits.

8ome examples of quality cost are given below in the tableH

Prevention cost Internal failure cost

8ystems development

&uality engineering

&uality training

&uality circles

statistical process control

8upervision of prevention activities&uality data gathering, analysis, and

reporting

&uality improvement pro@ects

Technical support provided to suppliers

Audits of the effectiveness of the quality

system


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(t is responsibility of leadership and mangers to find out the way to tackle the problem of

quality cost. They should find out new ways and ideas to reduce the cost of the quality.

owever, it is not only responsibility of the leaders, followers and employees should also

contribute for the profit of the company as well as to attain the world class quality.

". %r&anisational 'ulture:(t is believed that an organisation will ultimately get only as far as the organisational culture

takes them.8hein states that organisational culture is a structure of common assumptionsthat are distributed among all members of the group to solve internal and external problems

of an organisation and to share their knowledge with new members !8chein, #$$*- 05%.Tata

follows a strong culture by following moral values and ethics.

There is a good organisational structure of the company that was leading the company

towards the success. (n line with its belief that 1"eople make the difference1, TATA focused in

nurturing employee potential through involvement, empowerment and continuous learning.

The organization structure, which lays emphasis on delegation, has helped develop the

company1s culture. The structure allows immense scope for continuous improvement-

managers do not need to worry about daytoday operations, and can thus better focus on

breakthrough improvements. The delegation of responsibility to lower levels has also helped

in developing a culture of initiative and risk taking. The organizational culture can be best

described as one of empowerment, delegation and total employee empowerment !and hence,

employee involvement%. The company culture is such that individual as well as teams are

recognized for their achievements. Teams are recognized on a quarterly basis based on their

performance and some key measures. (ndividual growth is related to one1s performance in the

team. Thus, team members cannot shirk their responsibility. (n addition, social loafing is not

possible due to peer pressure. Another interesting aspect is that workers are known as

associates and not workers. This simple step helps inculcate a sense of belonging and loyalty

towards the company. Team play is an important characteristic of the culture and the

organization strives hard to maintain and promote it. The team play is defined as the ability to

submerge individual needs to the needs of the group- building on the strengths and

complimenting the weaknesses of other Team 'embers to ensure group1s ob@ectives are met.

>very Team 'ember identifies himselfCherself with the Team and feels proud to be part of

the Team. There are a number of inter Team contests, Team Building exercises, constantinteraction and counselling by Team 9eveloper, elebration for every small success. A Team

can be in different stages of Team "lay. ive levels of evolution have been defined and a

Team1s level can be ascertained by observation in a particular period of time.

!entral themes should be applied by su''essul leaders

or transormin& the or&ani(ation:The first one is keeping the faith- a good example is the erman 'iller furniture company

which adopts new strategies when faced with the financial crisis. The company sticks to the

participative form of management by asking decisions from the employees on the best


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practice. The result of the step taken usually improves the overall productivity of the

company !Black / "orter, #$$4%.

8etting demand goals is another area applied by organizations- a good example is the

'otorola?s goal of six sigma quality that has narrowed the margins of defects. The next point

is to walk the talk as a leader who is the reflection of actions to the people !Black / "orter,

#$$4%.

Dther elements to consider are open communication using every mechanism to break down

any barrier that might exist. Leadership also goes by delivering the promises in real time. A

classic example is the ederal >xpress, which offers services in real time. All the employees

are trained on this basic premise by their immediate supervisors !Black / "orter, #$$4%.

*ision and Mission:


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,en'hmar-in&:


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!on'lusion:The study shows that defining leadership process and roles are the most important step in

achieving success within an organization. This will lay the foundation to adopt clarity, proper

communication of the vision and employ consistent processes. The final ob@ective of

leadership is to build trust with people while applying the principles of total quality

management in achieving better results through continuous improvement.

The study also identified management efforts that are fundamental to improving the

performance of the organization. Jiven the T&' tools that help in knowledge sharing,

development of teamwork, a proper innovation that is all dependent on the leadership roles in

developing trust with the workers and customers by enhancing good open communication to

achieve quality.


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final assig of quality

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