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HRM Methods

The document discusses the role of Human Resource (HR) interventions in Total Quality Management (TQM) within Reliance Industries Limited, emphasizing the importance of quality as a collective responsibility of all employees rather than just a specialized department. It outlines the historical context of TQM's development, its integration into management practices, and the significance of employee involvement in achieving quality improvements. Additionally, it profiles Reliance Industries, highlighting its commitment to quality and employee engagement through various programs and initiatives.

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abhijitghosh13111995
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9 views10 pages

HRM Methods

The document discusses the role of Human Resource (HR) interventions in Total Quality Management (TQM) within Reliance Industries Limited, emphasizing the importance of quality as a collective responsibility of all employees rather than just a specialized department. It outlines the historical context of TQM's development, its integration into management practices, and the significance of employee involvement in achieving quality improvements. Additionally, it profiles Reliance Industries, highlighting its commitment to quality and employee engagement through various programs and initiatives.

Uploaded by

abhijitghosh13111995
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© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF or read online on Scribd
Amity Management Review Copyright 2010 by ABs, 2011, Vol. 2, No.1, 2433 Amity University Rajasthan (SSN 2230-7230) HR Intervention of TQM in Reliance Industries Limited Dr. Shiney Chib* “The problem of quality management isnot what people don't know about The Problem is what they think they do know... The origins of TOM are usally asribed to Japan's seatch for quality improvements in dhe 1950s and is success in mong ideas on quality {nts a cohorent operating plosaphy. hy the 1d thi combined the ideas of Denning and furan with the se of Statistical Process ort the teaming needs of the employees through neticulously designed training programs Workforce Description RIL NMD workforce consists of 501 employees, ining, from across the length and breadth of India working at one location having different religion, eulture, skill and education. Workforce is segmented into Supervisory, Non Supervisory and Contractual, Supervisory are further categorized as xecutives, Managers and Leaders based on their ature of responsibilities. Non supervisory employees include skilled, semi skilled and lunskilled. Average age of their workforce is 43 years, with an average experience of 25 years Employee qualifications range from Matricuiate to raduate to Post Graduate in both technical and hhon-technical fields depending on the type and ature of profession. Contract workforce is leployed for Material handling, packing and housekeeping throughout the plant, where as supervisory and non-supervisory employees are deployed in key areas of process, Each employee is given ample opportunities for personal and professional learning through training programs that enhance their knowledge, skill and attributes ‘and qualification to take up higher responsibilities Inthe organization. LExhibit-1 Workforce Strength St EmployeeCategory Strength 7 Siperisory 105 2 Nonsupenisory 246 3 ContactedEmployon 150 Total 21 At RIL NMD the non-supervisory staffs are represented by “Bharatiya Polyester Kamgar inghatana”, a registered trade union. They participate in all continual improvement efforts as \well as wage negotiations. The site has a dedicated Occupational Health Center that is equipped to provide first aid and primary critical care in case of tiny incident leading to injury. Concerns of natural Illness of the employees and their families as well as those of the contract labor at work in the company premises are taken care by the qualified medical staff. Emergency facilities like essential medicines, lite caving cng, oxygen eylinder. ambn-bags and. 2U-hour ambulance are available at site to provide preliminary medical assistance in the event of any ‘eventuality. Almost 20% of total workforce has been Imparted with First Aid and CPR training and their availability is ensured in all the shifts in each and ‘every department. a Exhibit-2 Workforce Requirements ‘Group Key Requirements Expectations Supenisor + Safely 4 Focus on mission, + secuity vision and values y Non ebsatsation Ethical behavior SUperI5OY « Knoiedge and Mua Tas sito perform Job Cooperation > Goniracted + Careardevelapment Team wark Wormers Trang At Reliance Safety overrides all production targets! and this policy drives us to continuously look for ways to achieve zero accidents at workplace. Safety is every one'sresponsibility. They says, ensuring the health and safety of employeesand peopleat large is the only sustainable way to remain in business. Workplace safety has been taken care of by way of risk identification, evaluation, reduction and use of PPE inall that wedo. In order to improve workplace safety we implement Safety Observation and Training Program (STOP), A unique program followed by Reliance Group across all its sites is Change Agent for Safety Health and Environment (CASHe). This program has been instrumental in creating awareness ort HSE issues and resolving them expeditiously with active participation of the line-management and workforce. This program covers both shop floor and the office environment. Protecting the environment and preserving natural resources is a high priority area for us. Through annual environmental objectives and targets, we identify projects and take action to reduce consumption of natural resources and ‘maximize possible recycling and reuse of wastes. We also set targets for key environment-related. performance indicators such as emissions, ait quality, water consumption, energy consumption, ‘waste generation and disposal. As a testimony to these efforts, the site is also awarded Five Star Rating for both Safety and Environment by British ‘Safety Council. As per the council thisis the only site in the world which went for and won Five Star ratings for both together. All the employees and their families are covered by Group Personal ‘Accident Policy (GPAP) and Mediclaim Policies Objectives of Study 1. Tostudy therole of FIR dept in TQM 2, To study the employees adaptability towards TQM 3, To study the effectiveness of HR - TQM Practices. 4. To study the role of quality assurance in the organization, Quality begins with the awareness. One important parameter in quality, the gap between the customer's expectations and the supplier's process capacity. The minimal the gap the better is the meeting point of minds of the customer & the supplier, RIL's Philosophy According to RIL's policy, "A customer is the most important visitor on our premises. He isnot dependent on us. Weare dependenton him. Heisnotan interruption on ‘our work. He is the purpose oft. He is not an outsider to ‘our business, He isa part ofit. Weare not doing a frvour by serving him. He is doing us a favour by giving us an opportinity to do so, Therefore Total Quality Management isa process for managing Quality It must bbe a continuous way of lif, « philosophy of perpetual improvement in everything we do.” Principles of TQM in RIL 1. Quality canand must be managed. 2. Rveryone in an organization has a customer so isasupplier (Internal/ External). [Not People, Processare the problem. Every Employeeis responsible for Quality. Problem muste prevented, notjust fixe. (Quality must be measured ‘Quality improvements mustbecontinuous. Quality standardis defect free, HR Intervention in Quality Control + Create a site level TQM steering team Chairman to besite head + Quality Leader to steer PM, DM, members heading various TOM initiatives like QCC, 55, ‘TPM, Benchmarkingetc, + QL to share the Hazira TQM journey with the steering team, + Steering committee visits to Hazira site to observe/study/ understand TQM activities in various cections of Polyester plant to identify acquire best practices to implement at theirsite + Conducts training on role of leadership in TOM deployment for top management/ HODs and section heads. + Conducts training on TQM philosophy, principles forall employees. + Conducts Training on basic Quality Techniques (Brainstorming, Prioritization Matrix, FMEA) anduuse them for problem solving, + Conducts training on 7 basic QC tools (Control Charts, Check Sheet, Pareto diagram, Cause & Effect Diagram, Histograms, Scatter Diagrams & Graphs) and use them for day- to-day problemsolving + Conducts training on New 7 QC Tools (Affinity diagram, Arrow Diagram, Relation diagram, PDPC method, System Diagram, Matrix Diagram and Matrix dataanalysis,) * Conducts training on 5S , QC, SGA, CASHe, Kaizen, SixSigma and implement in work place through competitions and suitable reward and recognition. ‘+ The manufacturing. process is continuously being fine-tuned to reduce waste, pollution and. energy footprint. The fact that the site operates its process with environmental norms much tighter and far better than the norms mandated. by MPCB in several parameters proves the commitment of the site team towards responsible nation-building.. Asa forerunner of such endeavors, the organization has achieved. ISO 9001, ISO 14001 & OHSAS 18001 certification, Also the site was awarded five-star certification in Environment as well as Safety by BritishSafety Council, UKin December-2010. The RIL Nagpur Manufacturing Division is guided by the vision, mission and values of the parent company Reliance Industries Limited. Management Systems are clesigned to achieve the vision, core values and mission set by the legendary corporate RIL leaclership. Threading through these objectivesare the means of effective communication across job cadres that enables senior leaders to keep the organization buzzing with action for continual improvement. During the take-over of this site by RIL in year 2000, the RIL corporate vision, mission, values and. policies were presented and explained by RIL's top leadership to the site management through a series ‘of meetings, The site-level organizational abjectives have also been derived based on the corporate guidelines, RIL: Nagpur Manufacturing Division has adopted and re-oriented its processes and deployed its work systems inline with the corporate sguldelines, The corporate policies, vision, mission ‘and values have been displayed at strategic locationsin the plant, included in QSM manualsand, Incorporated on intranet portals. It is deployed to stakeholders, suppliers, customers and community stakeholders through guest presentations during their site visits. The vision, mission, values and policies are also deployed to the internal as well as external stakeholders through RIL's web-site, Sustainability Reports published and distributed to stakeholders, one-to-one communication by senior leaders to the workforce, and internal review ‘meetings. The personal actions of the senior leaders roflect it by referring to these guidelines during, action planning of specific tasks. The site's strategic planning and its deployment has the vision, ‘mission, values and objectives as its backbone and strength. ‘The vision is like a guiding (North Pole) star. It helps the organization in steering through the uncharted waters of the uncertain times. An example: The polyester vision stands on the four pillars of cost leadership which we get from the captiveavailability ofraw materials Innovation Leadership - This is based on the strong research and development and technology leadership. Global Acceptance being accepted worldwide is the big thing- best practices six sigma, Management System like QMS; EMS & OHSAS havehelped building the relianceand trust Market Leadership - which comes through ‘green field expansionsand acquisitions? 1210 Cyclical Impacy And. Cost Leadership - which comes through lowest costof operation? Reliance Corporate strategy is concerned with the overall purpose and scope of the business to meet stakeholder expectations. Backward integration has been the cornerstone of the evolution and growth of Reliance. Starting with textiles in the late seventies, Reliance pursued a strategy of backward integration -in polyester, fiber intermediates, plastics, petrochemicals, petroleum. refining and oil and gas exploration and production = to be fully integrated along the materials and ‘energy value chain, The site has a time horizon of ‘one year for SHORT TERM PLANS and of three years for LONG TERM PLANS. The time horizons fare set based on immediate and long term sustainability requirements defined by key business divers and strategic objectives. Typically short term plans are reviewed on weekly and monthly basis through periodic reports. Long term plans are compared in MIS at top management levels; wherein the participation, influence and contribution of senior leaders is more demanding, Both, short ail long ex Plansare derived through. consensus with the identified internal stakeholders ‘who are in charge of specific functional roles at the site, These include not only the RIL Group leadership and the site's managerial staff but also the trade unions and contractors catering to specific site operations, as necessary. The planning process consists of drafting action plans for specific tasks that clearly identify the issue, the corrective action, Plureg Sug yh “To continuously grow on a sustainable basis and be the largest, the most innovative, the most profitable and the most admired polyester producer in the world” (short term plan), preventiveaction (long term plan) and time-bound targets. HR Intervene ‘+ Establishment of corporate TOMteering committee and formation of TQM council at the unit level involving senior Mgt. staf. Even TQM center can be formed to plan, manage and train employces for implementing TOM, + Selection of proper TQM methods required for the organization on conducting required survey based (on the need and the organizational climate + Complete knowledge for implementation of TOM tools for problem solving. In order to make TOM a success and powerful, quality culture must be putin place, which is all about culture change based on a desire to satisfy the customer and eliminate existing problems permanently. + Sustained and continuous effort must be made for companywide TQM activities and avoid it as one time actvity/project. + Others: Executiveare fully committed Customer Satisfaction Index: - Customer satisfaction index value is the reasonable indication of the degree of confidence the customer is having ‘on you. Understanding the relative positions of CSI highlights our strength and the improvement-areas to work for. For comparing ourselves with the competitors and other organizations, we use product benchmarking studies done on the same identified machine for our peers within Reliance and outside, HR Intervene Hiring the Budding Star Performers To build a customer friendly culture HR should hire only such employees who are capable to reinforce customer satisfaction. According to Ron Zemke, president of Performance Research Associates, a consulting firm, a successful customer service representative is one who is an optimist, flexible and able to manage stress and criticism. He should be able to strike a balance between his interests and that ofthe company and the customer. Scrutinizing a potential candidate should begin from the time he appears for the interview. The candidate's body language and attitude before and. during the interview might give some clues about hiscapabilites, 0 Training the Budding Stars (On Ueinny sectuited, @ Candidate shuld be trained to establish customer relationships. To serve the customer better one needs to understand his needs. For this the employee should be aware of the different personality traits and their behavioural patterns. The Meyers Briggs Type Indicator questionnaire is an effective tool in identifying, personality types. After Six Sigma training to employee there was tremendous improvement in GRM. Effective communication skills need to be imparted. Further developing the voice tone of the employee and his body language take the lead here. Research shows that 55% of the total impact of an. employee's interaction with the customers is by body language and 38% by his tone. In particular, employees serving customers telephonically need to improve their listening skills, as itis difficult to comprehend the same over the phone. Listening to the customer attentively and restating it concisely shows the kind of attention customeris given. Reliance Innovation Council, RIL has set up the Reliance Innovation Leadership Centre. The Centre acts asa catalyst in providing leadership and. support to the business of RIL by harnessing cutting-edge, futuristic but practical, science, technology and innovation initiatives from both within and outside the organization. It will serve as aNerve Centre with the sole quest of propelling RIL to. the forefront of global business leadership. Reliance Innovation Council organized "Mission Kurukshetra" to tap the potential and innovative ideas of employees. This isa good motivational tool to employee for generating ideas. At unit level suggestion scheme, Six Sigma projects are being used to encourage employees to generate innovative ideas and practical solutions for the existing problem/ area of concern, Employee feels motivated and finds themselves more confident to perform and achieve organizational goals. The projects and suggestion are financially rewarded. The future leadership is identified within all departments of the organizations, HODs have been given responsibility to develop their successor. The successors are given required input based upon his training need enhancing the skill for higher position. It is our constant endeavor to promote employees instead of inducting fresh blood at higher level, The top management and the working, staff have frequent communication and exchange of ideologies by ways tool box talks etc. The employees. are amply recognized at various forums like Long, service award, suggestion scheme awards etc. Employee's birthdays are celebrated in the presence of all departmental HoD's. The top management believes Six Sigma to be the next catalyst tor fustainable growth, Based on this belief the management supports & has trained 94.12 % ‘employees for six sigma certifications. The drive has hot only generated financial gain but also resulted {nto qualitative and quantitative product ‘enhancement. HR Intervene HER has to initiate employee involvement in JOM activity. Ulimately, quality is physically produced by the operator on the shop floor. It is {herelore very important that he understands the quality requirements of his job. This is possi provided his involvementin thejobis very high and hie isa very committed and empowered worker, tis {in this context that Japanese have introduced ‘Quality Circles which have generated high level of commitment of workers and finally helped Japan to ‘Iwcome as world leader in the business. Quality fjrcles are based on the fundamental principles of {ullaboration, involvement & empowerment. HR Jy to facilitate the culture of team workeither in the orm of Quality Circles, Quality Teams, Task force, 40 on. In general, FIRM is responsible for providing {taining and development. on Bun, HRIntervene eveloping HR capability requires investing in the training ancl development of both HR specialist and line managers with staff_management responsibilities It is vital that any investment in specialist HR capacity evaluates the HR different waysto deliver the HR function. Even if outsourcing, is rejected the in-house HR function should be properly audited and monitored .To be effective the TIR function must develop bothan operational anda strategic HR capacity. The HR function should not tty to run before it can walk robust HR policies and. practices should be developed before attempt at devolution or more radical changes in employment practices should be [Link] believes that "Safety override production” & hence safety ‘management system is inbuilt before taking any initiative. ‘The implementation of Management systems like QMS, EMS & OSHAS has wide variety of impactat different levels in the organization. Our Projects are collected in a project hopper for distribution according to the project holders for various quality initiatives, The systems thatare used for quality improvement are Benchmarking, Six Sigma, CSI, 5S depending on the project requirement (exsatty Cost of S Circle ) ciety ALRIL, Continuous improvement isan ongoing effort to improve our products. These efforts are seek from "incremental" improvement over time or "breakthrough" improvement all at once. All processes are constantly evaluated and improved in. the light of their efficiency, effectiveness and flexibility. RIL-NMD firmly believes that improvement should be a continual process Improvement in product quality helps in keeping pace with the changing scenario of the fiber industry. Moreover it is also in line with the company policy, mission, vision & goals. In RIL daily management team comprise of all employees are constantly tracking the process output and working on these smaller scale problems, it provides a continuous improvement through CASHe, SGA & Suggestion activities. Sometimes this approach is advocated as team-based approach to carry out the daily management functions. As a set of state-of-the-art tools for solving chronic ‘operations problems, Task based projects are performed using practices like Six Sigma, 5S & other quality tools are used for both continuous and breakthrough improvement. Quality Assurance in RI The company is certified under ISO 9001 for Quality Management, ISO 14001 standards for CERTIFICATE OHSAS 18001 Environmental Management Systems and OHSAS 18001 for Occupational Health and Safety ‘Assessment Series. The renewed OekoTex (Class 1) certificate for our FILAMENT products is useful for retaining and obtaining customers in the FILAMENT BUSINESSES. Thou’ OckoTex is a te label (Europe-based) for product safety that is given after testing that certain harmful chemicals, are absent or at acceptable levels in textile products, This certification also fulfils the requirements of REACH so this sa bonus! The company achieved 5 star ratings in Audits conducted by British Safety Council for Occupational Health & Safety and Environment Management in 2009 and also received Sword of Hlonour award in 2010, In order to boost the morale of employees, encourage their contribution of ideas and bring about the realization that HSE is everybody's business. RIL-NMD hus. also introduced the use of Multimedia to propagate -messages on Safety. Multimedia can directly make ‘our workmen and other stakeholders realize that above all rules and norms. These were also selected. to be screened at The National film and book exhibition 2009-10 held at Central Labour Institute Mumbai sharing the screen with prominent entities, Like Film Division of India and the International Labour Organization. =o ISO 14001 ‘The HR Challenges Associated with Total Quality Management Implementation of total quality management ‘may sound like a well executed strategy in the RIL. but it was not an uncomplicated experience on the part of the human resource department, according, to HR manager, RIL, Nagpur. It involved several human resource challengesto them, including those of: + motivating knowledge workers + getting employee satisfaction + overcoming communication barriers + Vastnessof the organization Conclusion There is growing evidence that TQM is unlikely to achieve its objectives unless there is a greater ‘awareness of the ‘people’ factors in quality ‘management (Wilkinson, 1994). Although writers tnd organizations often refer to the human factors’, this is rarely treated at anything more than a superficial level: the need for more training, better communications, empowerment of staff, open managementstylesand soon, 1) HR practitioners may play a creative role atthe shaping stage of TQM, for example by designing and delivering senior management development courses or reviewing current organizational cultures. 2) HR can contributeat the introduction phase by designing communications events to publicize the launch of TOM or assisting the Board to produce mission statements. 8) Assistance can he provided to maintain and reinforce TOM by identifying ways in which to recognize and reward achievements, or redesigning suggestions schemes. 4) IR practitioners have a role to play in reviewing TOM, by designing attitude surveys and analyzing their result. References ‘anon 189} Moning Quality out Practnity ‘Defense, Defense Systems Management Coll vA ‘Anon. (1985). AIAA/ADPANSIA Ist. Notion Tote! Quality Management Symposium, Denver CO, 1-3Noverber, ‘Anon. (1982). Puting the Tin Hest Cave TOM: A Mel for Tnerated TOM: Clinial Care and Operations, GOALIQPC, Methuen MA, ‘Anon. (198) “After All Tests Have Been ‘an At oranP?,"Manegenent Revie c Fort Belioe rad, WITQM Get mua. Bemowski, K. (1995). "TQM: Flimsy Footing or Firm Foundation?" Quality Prgns, Vol. 8, No.7, July, pp. 27- 28 Berk, J. and. Berk (1993). Total Quality Monagement:nplementng ‘Continuous Inprovement, Sling Publishing Co. Ine, New York. Breach, R. E (1996, "Are You Listening” Quality Proges, avy pp. 9- Cullen, J. and J. Holingum (1987). Inplometing otal Quality, ‘Springer-Verlag, Berlin Crosby, PB. (1979. Quality is Fae: The Art of Maing Certain, MGrave- il Bok Company, New YorkNY. Crosby, PB (1984). Quality Widow Tears: The Art of Hassle-Free Management Plume Book, New York NY. Govier, ©. (1994). Delong New Praducts With TOM, McGraw Glow, H.S. and S.J. Gitiow (1987). The Deming Gilet Quality ‘aul Conpetiive Position, Prenice-Hall Inc, Englewood cifeN Goldeat, EM. (190), Theory of Constraints, North River Pres, Inc, New YorkNY, Hodgson, A. (1987), "Densing’s Never-Ending Road to Quality," ‘Personnel Management July, pp 40-44, Laverence, J J. (199), "Math Programing Potential 9 Aid "TOM Implementation” Qualily Progess, January, p. 760 Leach, LP. (1996. "TOM, Reengineering, ad the Bdge of ‘Chaos Quality Progress February pp. 85-90. Rao, A, -P. Carr Dambolea, RJ. Kopp]. Matin, F. Riana -F Schlesinger (196). Tul Quality Management A Crass Functional Perspect, John Wiley Sons New YorkNY. Reichheld FF, and W. E Sasser Je (190), "Zero Dofections (Quality Comorta Services" Haran Basins Rese, Vl. 68 [No5 September Octaber pp. 105-11 ‘Scherkentach, W. W. 1986). The Doing Route to Quality end Products: Rowdies and Roadblecls, CEEPress Books, Continuing, Engineering, Education Program, George ‘Washingion University, Washington DC Walton, M. (1986) The Deming, Management Method, Perigee Books, New YorkNY. altna, RE (1953) TQM for Technical Teams" Communion: ‘fe ACM, Vol. 36,No.10, October, pp. 7931.

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