Companies that apply Total Quality Management and

Effective Operations Management

1. Toyota 14. Coca-Cola

2. Motorola 15. Samsung
3. Jollibee Food 16. Ricoh
Corporation 17. Delphi
4. General Electric Corporation
5. Xerox Corporation 18. Honeywell
6. Food-Motor Company 19. Procter & Gamble
7. Tata Steel 20. TVS Group
8. Marriot 21. Amul
9. San Miguel Corporation 22. McDonalds
10. SM Corporation 23. Ford
11. Zara 24. Target
12. Amazon 25. Waltermart
13. Intel
1. Toyota Comapany

Based on the corporate philosophy of 'customer first' and 'quality first'

since its founding, Toyota Motor Co., Ltd. won the Deming Application
Prize in 1965 and the Japan Quality Control Award in 1970, following
the introduction of statistical quality control (SQC) in 1949, and has
conducted Total Quality Management (TQM) based on the unchanging
principles of 'customer first', kaizen (continuous improvement), and
'total participation'.

In addition, since the launch of the Creative Idea Suggestion System in

1951, the number of suggestions made has steadily increased, and the
system has supported flexible responses to changes that
involve monozukuri (conscientious manufacturing), making substantial
contributions to the company's development.

As a result, the basic concepts of TQM and problem solving as well

as kaizen (continuous improvement) through creative innovation spread
throughout the company and took root, contributing to higher product
quality and work quality at all levels and ranks and improving the
vitality of individuals and organizations.
 Main Initiatives

Creative Idea
Year Month
Month Suggestion
System

1949 Introduction of SQC

1951 May Creative Idea

Suggestion
System
Committee
launched
(chaired by
Managing
Officer
Shoichi
Saito);
- The Creative
Idea
Suggestion
System was
established by
Managing
Officer Eiji
 Toyoda (now
Honorary
Advisor) and
Managing
Officer
Shoichi Saito
(formerly
Chairman)
based on the
suggestion
system at
Ford

June First Creative

Idea
Suggestions
implemented

1952 December Individual

Annual
Awards to
honor
excellent
suggestions
 system
launched

1953 February Ideas for

corporate
slogan
solicited;
'Good
Thinking,
Good
Products'
selected in
March

1955 June First special

solicitation of
a unified
theme
conducted
('About
Ashtrays'
selected)

July First
Exhibition on
 Best Practices
conducted
- Ideas of
1,000 yen or
more
reviewed from
December
1954 to May
1955
exhibited

1956 April 'Creative Idea'

name in
Japanese
changed

1958 July 1st All-Toyota

Creative Idea
Panel
Discussion
held (renamed
the All-
Toyota
Suggestion
 System
Research
Committee in
June 1964)

1960 Novem 1st Quality Month Event April 1st Science

ber conducted and
Technology
Agency
Director-
General's
Award
(awarded to
three
employees
who made
workplace
creative idea
suggestions)

October 1st Quality

Month Special
Solicitation
conducted
1961 June TQC introduced June Event
marking 10
years since
the
establishment
of the
Creative Idea
Suggestion
System
conducted
(poster
campaign to
facilitate
creative idea
suggestions
held)

1962 Novem QC Meetings (predecessor of

ber the QC Circles) launched

1963 January Corporate policy announced

Novem SQC workshop conducted

ber
1964 Septem Function-based structures June Creative Idea
ber focusing on quality assurance Suggestion
and cost management System
established handbook
distributed to
all employees

1965 Novem The Deming Application Prize

ber for Major Advances in Quality
Improvement for major
advances in quality
improvement won

1966 January All-Toyota Quality Assurance

adopted as group-wide slogan

Februar TQC introduced at and

y expanded among suppliers
(QC Committee established by
eight group companies)

Novem 1st All-Toyota Quality

ber Management Competition held

1967 May Proposals for

Creative Idea
 logo collected
and logo
adopted

1968 Novem Zero Defect Campaign

ber launched

1969 Septem Toyota Quality Management

ber Award created

1970 Novem 1st Japan Quality Medal won

ber

1971 Event
marking 20
years since
the
establishment
of the
Creative Idea
Suggestion
System
conducted
1972 January Workplace
Annual
Awards
established
(one prize for
division with
the highest
number of
suggestions
per person
and one for
division with
the highest
amount won
per person)

November Individual
Annual
Award system
modified
(gold, silver,
and bronze
 medals
created)

1974 May Total number

of suggestions
surpasses one
million

June Toyota Good

Idea Club
established as
an annual
award
recipient
social group
created

1975 October Self-run QC Circle activities

encouraged

1977 Decem QC Circle advisor

ber commendations implemented

1979 Management skills program

implemented
1980 Novem Executive Vice President
ber Shoichiro Toyoda (now
Honorary Chairman) wins
Deming Prize for Individuals

QC Circle Toyota Awards

established

1981 TQC introduced and spread at June Total number

dealers of suggestions
surpasses 5
million;
-
Commemorati
ve events held
in conjunction
with 30th
anniversary
events

Drastic increases in operational

efficient implemented

1982 December Targets for

total number
of suggestions
 company-
wide
eliminated

1983 Februar TQC Promotion Department

y established

April Toyota Dealer QC Promotion

Award created

June QC training for officers June Toyota Group

conducted Creative Idea
Suggestion
System
Secretariats
networking
events
restored
(formerly All-
Toyota
Creative Idea
Panel
Discussion
and the All-
Toyota
 Suggestion
System
Research
Committee)

1984 Februar 1st Toyota Dealer QC National April Total number

y Conference held of suggestions
surpasses 10
million

1985 Improvement circle activities January Creative Idea

conducted screening
standards
reviewed
(screening
scoring
standards
unified,
family
commendatio
n standards
reviewed, and
evaluation
 measures
clarified)

1986 November Creative idea

suggestion
processing
computerized
with the
introduction
of OCR

1987 October 1st Overseas Production

Company QC Circle
networking event held

1988 January SQC Renaissance Activities

commenced

July First 'Minna no QC Circle'

(Everyone's QC Circle) issued

August First edition of the 'TQC News'

for issued

Total number
of suggestions
surpasses 20
 million;
- Events to
commemorate
20 million
suggestions
held
(telephone
card drawing,
Creative Idea
promoter
commendatio
ns, Creative
Idea flag
created)

1989 July 1st Creative

Idea instructor
training
conducted

1991 June Events to

commemorate
40 years since
the
 establishment
of the
Creative Idea
Suggestion
System
conducted
(Creative Idea
Handbook
distributed,
slogans and
posters
solicited,
video
produced)

1993 January New QC Circle activities with

each individual playing a role
implemented

1994 March Toyota Group Executive TQM

Training Course conducted for
new executives

Novem Introduction of TQM

ber announced in All-Toyota Total
 Quality Management
Convention

1995 April Science SQC activities started August Total number

of suggestions
surpasses 30
million

1996 March Management skill

enhancement program
conducted company-wide for
division and section managers

1998 June Yokoten

Activities
conducted

1999 Septem Workplace Management September Anticipatory

ber Support Series of booklets improvements
published for workplace introduced
management

2000 March Global expansion and

entrenchment of QC Circles
promoted (South Africa and
India used as models)
 April Management-quality
Advancement System (MAST)
introduced to raise workplace
management quality

October Activities for renewed October Environmenta

understanding of appropriate l improvement
use of control charts conducted scoring
internally and for suppliers standards
adopted

2001 June Events to

commemorate
50 years since
the
establishment
of the
Creative Idea
Suggestion
System
conducted;
-
Commemorati
ve conference
 and events
conducted;
50th
anniversary
publication
issued; Video
entitled
'Creation is
Limitless'
produced

2002 Share workplace mission

deployed in each division
through utilization of MAST

2003 Februar TQM Committee, conducted April Commendatio

y with 12 Toyota group n system
companies, renamed the revised
Toyota Group TQM (outstanding
Committee with the addition of performance
Toyota Tsusho Corporation award,
and Toyota Central Research emerald
& Development Laboratories, award, and
Inc.
 rookie award
created)

Decem Basic quality knowledge

ber training program established
internally and for suppliers

Method for QC Circle Level

Assessment developed and
deployed throughout the
Toyota Group

2004 Februar G-QC Circle activities

y conducted

April MAST conducted as a means

of establishing compliance
activities

2005 July Three-year

program
promoting an
award from
the Minister
of Education,
Culture,
 Sports,
Science and
Technology
started

Novem All-Toyota TQM Convention

ber renamed Global Toyota TQM
Convention and invitations
extended to senior executives
of overseas affiliates

2007 January BR Jikotei Kanketsu (defect-

free process completion)
Department established

Novem 2015 Vision announced at 20th

ber Global QC Circle Convention
commemorative event

2008 May Outstanding

Clerical
Suggestion
Award created
 June Creative Idea
Guidelines
adopted

August G-QC Circle Guidelines November Creative Idea

adopted Suggestion
Performance
Statistics
System put
into operation

December Screening
standards
reviewed;
- Scope of
external
improvement
and
suggestion
assessment
expanded
according to
TMC
 investment
ratio

Overseas implementation
of Jikotei Kanketsu started

Collaborative industrial
activities with Japanese
Society for Quality Control
promoted, with 'Ensuring
Quality' as the theme

Toyota Group SQC Research

Seminar booklet entitled 'SQC
for Raising Problem Solving
Skills' receives Union of
Japanese Scientists and
Engineers (JUSE) Quality
Management Award

2009 January TQM Promotion Division January Creative Idea

reorganized; Administrativ
- BR Jikotei e Offices
kanketsu Department and shifted from
Production Engineering Production
Planning Division Creative Engineering
 Idea Group integrated and Planning
reorganized therein Division to
TQM
Promotion
Division

April Implementation of TQM April First Minister

activities centered on Jikotei of Education,
Kanketsu reinforced; Process Culture,
completion training conducted Sports,
Science and
Technology
Award for
most awards
won

July Annual
commendatio
n system
reviewed;
- Best Effort
Award,
Income
Contribution
 Award, and
others created

2010 October Jikotei Kanketsu efforts win

Union of Japanese Scientists
and Engineers' Recognition of
Quality System Innovation
Award

Training and promotion

activities reinforced with the
aim of developing human
resources with high reliability
and safety skills in technical
fields

2011 April Events to

commemorate
60 years since
the
establishment
of the
Creative Idea
Suggestion
System
 conducted;
- Workshops
and
exhibitions on
best practices
and other
events

August Total number

of suggestions
surpasses 40
million

2. Jollibee Food Corporation

One of the Philippine companies that utilize Total Quality

Management (TQM) is Jollibee Foods Corporation, which is the largest
fast-food chain in the country. Jollibee implements TQM by consistently
improving the quality of their products and services. They also prioritize
the satisfaction of their customers through different quality initiatives.

To achieve this quality standard, Jollibee has implemented various

practices such as continuous employee training, constant product testing,
and quality audits in all their stores. In addition, they also have a quality
assurance team that monitors the performance of their suppliers to
ensure that they only provide high-quality ingredients.

One notable TQM approach that Jollibee uses is the "Kaizen," which
is a Japanese term that means "continuous improvement." This approach
involves identifying areas of improvement within the company and
making necessary changes to improve the quality of their products and
services. Jollibee also adheres to the ISO 9001 Quality Management
System, a globally recognized standard that ensures consistent delivery
of high-quality products and services. 8 Success Secretd from Jollibee

1. Customer focus - The market is so dynamic and fast-changing, SO

Jollibee do a lot of research. When Jollibee was small and had little
research funds, Jollibee used to directly ask its customers about
their needs and wants.

2. Vision - A jollibee Family member said "When we started in 1978,

people asked why we didn't get a US franchise. We already wanted
to create our own brand because we didn't want to be limited to the
Philippine market. Since the start, our vision was. first, to become
No. 1 in the Philippines; second, to eventually expand overseas.
Now our vision is we want to be one of the top three largest and
among the most profitable restaurant companies in the world.
Again, this is a big dream."
3. Spirit of family and fun - Among the Jollibee core values are unity
and team work. JOLLIBEE has less than 10 family members
working at Jollibee group. And now have over 40,000 employees,
roughly 4,000 of whom are managers. If you include the other
brands, JOLLIBEE has maybe more than 60,000 employees.

4. Good quality - Consistently "superior taste" of Jollibee foods is

one success secret of their business. The family's eldest sister
Virgie Tan Chua was the one who started Jollibee spaghetti. When
it was asked if they had paid her for this recipe, Ato Tanmantiong
laughed, saying, "Don't give her the idea!"

5. Location - Jollibee makes sure that its stores and affiliates are
conveniently located.

6. Good partners - Jollibee group has grown phenomenally due to

good business partners through its franchising system. Today, 50
percent of Jollibee stores are owned by franchisees. Each franchise
now costs about P25 million.

7. Culture - JOLLIBEE make sure that the whole organization shares

our vision and values, meaning they're all part of that, "Our
corporate values are excellence, spirit of family and fun, humility
 to learn and listen, integrity, frugality, respect for the individual,
and teamwork. Anybody who is not a fit to all that, we remove
from the organization. Our people are more engaged and
committed."

8. Marketing - The overall marketing programs and efforts have

contributed to the success of Jollibee, from the brand name, logo,
the popular mascot, TV commercials and print ads, to their very
own TV show. Their top celebrity endorsers include Aga Muhlach,
Sarah Geronimo, Gerald Anderson, Enchong Dee, Kim Chiu,
international brand ambassador Jessica Sanchez and the very first
endorser of the early 1980s, singer Gary Valenciano.

3. Tata Steel

Tata steel was established in 1907 as Asia's first integrated private

sector steel
company, and it (including Corus) is the world’s sixth largest steel
producer with a
crude steel capacity of over 28 million tones(2008-09). It is now the
world’s second most geographically diversified steel producer, with
operations in 24 countries and commercial presence in over 50 countries.
 The Tata Steel Group with a turnover of USD 33 billion in 2007-
2008 has over 82,700 employees across four continents. Tata Steel India
becomes the first integrated steel company in the world, outside Japan,
to be awarded the Deming Application Prize for excellence in Total
Quality Management. The company has won the award for the year
2008.

Tata Steel has been practicing TQM since the late 1980s which was
when the company initiated several quality activities like quality circles,
ISO certification, quality improvements using Juran methods, etc. In
2005, Tata Steel conducted a TQM diagnosis along with the JUSE team
(Union of Japanese Scientists and Engineers) that gave the company the
status of its TQM implementation and helped it to uncover a lot of areas
that required improvement in both processes and culture.

The TQM diagnosis gave the company deeper understanding and

clarity on its approach to quality like what areas should be addressed,
who should get involved in what activities, etc. The company
specifically looked at:

 Strategic aspects or policy management by relooking at the

balanced score
card and looking at areas needed to change the business etc
  Daily management by managing the day-to-day operations,
ensuring that they are stable and looking for incremental
improvements etc
 People involvement through involving people in thinking about
improvement activities such as quality circles, suggestion
management and knowledge manthan etc.

The most fundamental challenge was to create a positive approach

that looks at improvement activities as essential for achieving targets
and goals. The biggest challenges lay in creating this understanding
across the organization, dealing with 35,000 employees, in explicitly
stating and documenting improvement targets and how to go about
achieving these in a systematic manner, in standardizing approaches and
creating alignment to profits and goals, and so on. Equally challenging
was to bring quality to the forefront, which was addressed by
formulating customer focused

A Holistic Approach to Quality Success in Tata Steel 15 objectives

and strategies in the various divisions and departments. Tata Steel have
setup six examination units for solving problems such as the corporate
unit and the five major divisions (raw materials, coke, sinter and iron,
flat products, long products and shared services). Each unit had two
applications one for the overall unit, and another who represents each of
the departments of the division. The company has created guidelines and
reference manuals for making uniformity and alignment.

Major steps taken by Tata Steel for implementing TQM

There are some major steps taken by Tata Steel for implementing TQM
they are as
given below:

Understanding customer needs

Integrated steel plants are capital intensive with a long payback

period. It is natural therefore, for steel plants to maximize capital
productivity through volumes. Like any other steel plant in the past, Tata
Steel, the integrated steel plant had basically focused on internal factors
like cost and volumes. With its growing understanding of TQM and
Theory of Constraints (TOC) on the journey towards the Deming

Application

Prize, its customer focus and approach to the market has undergone a
significant change. It started changing the levers of improvement from
an internally focused efficiency driven culture to a culture of value
creation with customers and suppliers.

Tata Steel had started some specific approach in the market such as
Customer Value Management (CVM), Retail Value Management
(RVM) and Solution for Sales (SFS).

These approaches generally focused on the “needs” rather than

“wants” of the
customer. It is important to note that these approaches were continued or
initiated in a supplier’s market condition when the steel cycle was on a
high. In a downturn, it is often tempting to chase sales. This inevitably
results in a price war which is detrimental to the organization and the
industry. The objective therefore should be to create value for the
customer or in other words, should help the customer make money. The
assumption that the customer makes money when prices are low can
often be unfounded.

The journey towards the Deming Application Prize using TQM

provided a deep insight of the needs of the customer and how to
capitalize on the need without jeopardizing mutual interests. Mirroring
the CVM process, Tata Steel initiated the Supplier Value Management
(SVM) programme with its key suppliers, which also works on the ‘one
firm concept’ with the objective of mutual value creation. Similarly,
focused approaches to improve and effectively manage raw materials
have been undertaken with the objective to maximize the use of captive
resources.

Infrastructure strengthening

Since the weaknesses in the daily work management system are not
focused upon which later are exposed even during mild storms in the
market or economy. Vigorous daily work management practices, a clean
and safe work environment and consistency and stability of processes
are essential building blocks to weather the economic storm. A robust
base is essential to improve and sustain gains. The road to the Deming
16 B. K. Singh, A. K. Jha and V. Kumar

Application Prize emphasized the importance of a robust base and the

process of ensuring deployment of the same. The improvement
philosophy

The company’s ASPIRE (Aspirational Initiatives to Retain

Excellence) technique
helps to set goals and choose the appropriate tools. ASPIRE is a new HR
programme aims to combine tools of best practices and improvement
methodologies. Under this, certain parts of the planned improvements
are checked for causality, explored for means (causes) and then the
implementations are carried out using differentiated tools and
techniques. For the remaining parts of the aspirational goals the means
are innovated as we proceed in the implementation journey.

The future belongs to organizations that can increase the pace of

standardization
(to have a robust base), improve quickly on their current operations and
continuously innovate to differentiate themselves from the [Link] can
only be achieved by leadership, passion, process and [Link]
Steel’s TQM journey has made it acknowledge the fact that the only sure
way to prosperity in the long run, is to ensure value creation for the
system as a whole, starting from the customers to the suppliers.

Performance improvement in the Tata steel group Tata Steel was set up
the Performance improvement committee (PIC) in January 2008 to drive
performance improvement on a continual and accelerated basis. The
framework and structure of the PIC was finalized, with Performance
Improvement (PI) Groups for iron making, steel making, flat rolling,
long rolling, maintenance, distribution service centers and building
systems. RD&T also represented in most of the PI teams under each of
the groups. Initially, projects were identified with bottom-
line impact of $180 mn, of which 30% were cost projects and the
balance were
throughput (volume) related. With the change in market situation in H2,
the sites
reworked their projects and now cost related projects comprise 40%,
though the total benefits have reduced to $ 150

Early success areas

There are some areas where Tata Steel makes continuous
improvement. It includes:

• Higher usage of processed reverts at Scunthorpe and Port Talbot

• Reduction in hot metal manganese at Port Talbot
• Bottom stirring at IJmuiden leading to improved converter life
and yield

A Holistic Approach to Quality Success in Tata Steel 17

• Higher usage of Low Cost Carbon Source (LCCS) in the blend at

Ijmuiden,
Port Talbot and Scunthorpe
• Vessel life improvement at Jamshedpur and Scunthorpe
• Blast Furnace and Coke Ovens operating process for lower
 production levels
developed and successfully implemented in Tata Steel European
operations
without compromising equipment health and safety
Coke self-sufficiency

Coke oven availability improvements

• Improvement in caster speed at LD2, Jamshedpur by

implementing shop
tracking system
• Improvement in HSM productivity, Jamshedpur by mill pacing
model and
effective shutdown management
• Improvement in PLTCM productivity at CRM, Jamshedpur by
looper
optimization

Change in performance culture

The Performance Improvement (PI) journey has resulted in some

positive changes in the performance culture:
KPI comparisons

Each PI team has identified its top three to seven KPIs which are
being tracked and compared across sites each month commencing from
July 2008. Such KPI
comparisons have led to discussions on areas where there have been
significant
performance gaps within the Group and often, these have resulted in
improvement
project opportunities.

Bottom line orientation

Most of the projects were being identified with a view towards

impacting bottom line improvement and most of the projects are
conceptualized along with an expected financial benefit.

Knowledge exchange with a purpose

Within the PI teams, knowledge exchange was principally to address

common
operational issues, address common weaknesses and pain areas and
significant KPI
gaps. For example, Blast Furnace PIT and Coke PIT have discussed how
to manage operations at lower production levels in a safe manner and
without damaging the equipment. As part of the agenda, the PIC
meetings drive specific knowledge exchange opportunities.

People involvement (PI)

The PI Team (PIT) meetings and the resulting project opportunities

have had a
positive influence on involving more people at each site in taking on
improvement
projects and participating in PIC / PIT reviews. With a legacy of over
100 years, Tata Steel already had practices in place to manage its
operations and situations. In the last twenty years, it has explored and
practiced a number of improvement initiatives with TQM forming the
holistic approach to manage its processes by quality.

Tata Steel believes that this approach will ensure sustainability while
continuously improving its current practices to keep pace with changing
market requirements. It constantly strives to break away from the
common place and to set new industry benchmarks for others to
emulate.
Benefits of TQM implementation in Tata Steel
TQM implementation has helped Tata Steel in reducing production
cost and the cost of production of a tonne of saleable steel has dropped
by 2.5 per cent. The
implementation was launched at the raw material stage. The
improvement of the
working of the coal washeries has brought down ash content in domestic
coal, sourced from the company’s own West Bokaro and Jharia
collieries, from 17 per cent to 13 per cent (at West Bokaro) and from
around 18 per cent to 15 (at Jharia).

Thus, the company’s dependence on imported coal has declined.

Now, the company has been using 70 per cent domestic coal (earlier it
was 55%).It also helped Tata steel in improving productivity of blast
furnaces (1% drops in clean coal ash leads to a cost saving of about 5%
in the production of hot metal and overall productivity improvement of
about 2%).Another innovation has been introduced in the use of coal.

Instead of lumpy coal, middlings and coal in small particles are being
injected into blast furnaces as a result the costlier coke route has been
dispensed with wherever possible. The raw materials division kept pace
with the production units with the OMQ (Ores, Mines & Quarries).The
raw materials division producing highest ever iron ore at 10.72 million
tonnes (previous best 10.29 million tonnes in FY 08). Jharia collieries
also recorded highest ever production of raw coal (1.58 million tonnes
over 1.48 million tonnes in FY 08).

In iron ore, Tata Steel is 100 per cent self-reliant. However, the
quality,
particularly, the high alumina content, as high as 2.5/2.6 per cent and it
has been
possible to bring down the alumina content to two per cent by
introducing the jigging process. All these exercises have been
undertaken for achieving stability in the operations of the blast furnaces
requiring consistently good supply of raw materials.

Tata Steel was modernizing its blast furnaces with the help of in-
house expertise, and the ‘H’ blast furnace was considered the most
modern in India. In fact, if the capacity of the Jamshedpur plant
increased by about 1.8 million tonnes in the past one and half years (due
to modernization of the furnaces). Hot metal production in FY 09 was up
by 74000 tonnes as compared to FY 08, achieved mainly due to the
superior performance of the newly commissioned ‘H’ blast furnace.
Prudent selective operation of the blast furnaces helped the Company to
lower its cost of production of hot metal without affecting the crude steel
output.

The ‘H’ blast furnace, despite the delayed startup, has surpassed its
FY 09 target by 0.3 million tonnes in its very first year of operation.
Various production units including the sinter plant, LD#1, slab caster
and new bar mill achieved record production during the year. The
Company bettered its Specific Energy Consumption record set last year
by achieving 6.594 GCal per tonne of crude steel as against 6.655 GCal
per tonne of crude steel in FY 08. A Holistic Approach to Quality
Success in Tata Steel 19 CO2 emissions reduced to 2.09 t/tonne of crude
steel as against 2.146 t/tonne of crude steel in FY 08, an improvement of
2.61%.

The Company’s continuing focus on safety resulted in a 10%

reduction in Lost
time injury frequency (LTIF) rate in the works and an 80% reduction in
the Raw
Material division as compared to the previous year. The Fatality Risk
Control
Programme was rolled out successfully across all the divisions during
the year. More than 1168 fatality potential conditions were identified
and corrected with irreversible engineering solutions.

The company’s TQM initiatives are not limited to manufacturing

processes only
but also extend to selling finished products in a competitive
environment. The flat
products account for 70 per cent of the production of Jamshedpur plant
and the
company, it was claimed, was the single largest supplier of skin panels
for the
automobile sector, accounting for an estimated 40 per cent of the market.
The Long Products Division was awarded the prestigious certificate by
CARES,
UK for superior quality rebar’s.

These rebar’s guarantee a minimum of 5 million cycles of fatigue

strength. Tata Steel Limited was the only rebar manufacturer in India to
be awarded this accreditation.

4. San Miguel Corporation

San Miguel's Corporation's total quality management is their philosophy

based
management system. Their "TQM" is based on improving productivity.

Customer relations, productivity and quality - Total Quality Management

(TQM) is a business philosophy related to an organization’s management
system that leads to a stronger competitive position, increased
productivity and improve customer satisfaction.

TQM started in San Miguel in the 60’s with emphasis on productivity

improvement. Two decades later, it evolved to focus on product quality

and people

involvement. From the 90’s up to the present, SMC have adopted TQM
as a

management system, underscoring the linkages of the various aspects of

doing

business, like leadership, planning, process and information management,

human

resources and customer focus to deliver the desired business result.

“Home of quality

products and people”

Customer care center – By setting up this center, SMC re-affirms its
responsibility to its customers. Advancements in information technology
make it possible for the

corporation to establish a more personal communication link with its

customers. The

Center supports SMC’s business in strengthening customer relations, and

indirectly

market share as well. Walk-in customers who may prefer face-to-face

interaction feel welcome amidst the Center’s warm atmosphere. The
center’s call handling services take care of both inbound and outbound
calls, providing information on the quality, pricing, distribution and
availability of a product or service, while operating as a call center. It also
handles order taking, telemarketing, sales campaign, promotion of new
products and customer satisfaction surveys. Electronic customer linkages
some through e-mail, faxes and SMS (short message services).