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TQM

TQM

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Published by Benony John
tqm
tqm

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Published by: Benony John on Oct 27, 2011
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05/14/2013

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ASSIGNMENT ONTOTAL QUALITY MANAGEMENTEXEMPLARY ORGANISATIONS
SUBMITTED TO: SUBMITTED BY:PRAVEEN SIR B.BENONY JOHN121410672063MBA II B
 
 
FORD :
While a believer in Six Sigma these days, back in the 1980s,Ford believed in TQM after itsexecutives saw what the methodology did for Toyota
.A new slogan “Quality People, QualityProducts” emerged, especially
after Ford partnered with ChemFil, their paint supplier
acompany that helped produce quality paint products customers desired. As with many otherautomakers, the emergence of customer surveys was vast and from survey responses camemore quality based on customer needs.
Actually, top executives at Ford say TQM was a “light
-
bulb” idea from Henry
Ford who improved on his assembly line practices to manufacture even morevehicles, while keeping quality levels high. With their entrance into the SixSigma methodology, the slogan has changed again at Ford
—“We’ve got a betteridea!”
 
Exxon Mobil :
Not only does TQM ensure quality, it also considers the customer or the end-user. With thefuel business ever so competitive, Exxon felt the need to explore customer-related issues byusing TQM rather than only relying on competitive pricing
becoming one of the companiesthat benefited from TQM.According toBrainMass,Exx
on “treated quality as an opportunity for process improvementrather than as cost.” The challenge for Exxon was to re
-
brand the company as a “trusted”
fuel provider, and that also meant their service stations
owners were asked to emulate
Exxon’s corporate
beliefs into their franchises or gas stations that bore the Exxon name andsold their products.Through analyzing customers' need and wants and byusing TQM to implement those wantsand needs
they re-branded themselves from the disaster of the Exxon-Valdez oil spill of 
 
1989. They looked at 4 areas of the end-user and consumer confidence including higherquality products, efficient and easy-to-use services and products, better explanations of warranties and guarantees, and being truthful in all of their advertising efforts. By doing so,
the company was able to embark on the new and the workable and leave the “consumerview” of the company on the back burner.
 
XEROX :
According to Mark Chatfield’s article
TQM: It Really Works, publishedon the All Businesswebsite
,many American companies between “1960
to 1990 lost 40 percent of market share
to foreign competitors, while Japan increased its foreign market by 500 percent.” With fear
of closing down, Xerox fought back using TQM to regain their market share.They implemented TQM by opening the Palo Alto Research Center (PARC), which focused on
ways to emerge as a leader in the printer/copy/fax market. Their main goal: “Innovation iseverywhere; the problem is learning from it.” The also
focused on benchmarkingandleadership and re-thought their suppliers to come up with the best quality products thatcould compete globally. Xerox later went on to win the Baldridge Award for their TQMefforts.
RELIANCE INDUSTRIES :
During the year, several new initiatives were taken to improve and strengthen qualitymanagement systems at our sites.
• At the newly acquired RPCL facility, QA/QC systems we
re put in place at the time of plantstart up - resulting in reliable results from the start.

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