DHARMASHASTRA NATIONAL LAW UNIVERSITY,

JABALPUR

2019-20

SUBJECT: POLITICAL SCIENCE

PROJECT REPORT ON AN EXAMINATION OF THE CHALLENGES

IN IMPLEMENTING TOTAL QUALITY MANAGEMENT (TQM) IN
THE GOVERNMENT DEPARTMENT

SUBMITTED TO- SUBMITTED BY-

Dr Jalaj Goantiya Ms Arushi Agarwal
(Assistant Professor of Political Science) BALLB (Hons)
Roll no- 20

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ACKNOWLEDGMENT

I would like to express my deepest gratitude to all those who provided me the possibility to
complete this project.
I am thankful to my HOD Mr VS Gigimon, who gave me this opportunity to explore the subject
and its applications thoroughly.
A special thanks to my subject teacher Dr Jalaj Goantiya for ingenious ideas, tremendous help
and cooperation.
Also, I am thankful to my mentor Ms Areena for her important advice throughout my project.
I want to express my obedient thanks to my parents for their kind cooperation and
encouragement which helped me in completion of this project.

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 INDEX
1. Abstract---------------------------------------------------------------------4
2. Statement of Problem-----------------------------------------------------5
3. Research Objectives-------------------------------------------------------5
4. Literature Review----------------------------------------------------------5-7
5. Introduction-------------------------------------------------------------------8-12
 Definition of Quality
 Benefits of Quality
 Effects of Poor Quality
 What is Total Quality Management
 History of TQM
 Why Quality has become Important?
 Quality Levels
6. William Edward Deming----------------------------------------------------13
7. Quality Management Standardization 9000:2000------------------------14
8. Four Level Management in TQM--------------------------------------------15
9. TQM Models---------------------------------------------------------------------16
10. Principles of TQM-------------------------------------------------------------17
11. TQM Challenges in Public Services-----------------------------------------19
12. Sevottam------------------------------------------------------------------------20-21
13. Critical success and Barrier Factors of TQM Implementation------------22
14. Conclusion------------------------------------------------------------------------23

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ABSTRACT
Growing foreign competition has encouraged many managers to reappraise traditional
management practices. Managers are now realizing that the quality of their products and
services must be enhanced to remain competitive in a global market. Many US companies have
redirected their company philosophy through the adoption of total quality management (TQM)
techniques. TQM has been utilized in the private sector since the mid‐1980s to help struggling
US companies recover their profitability. Many governmental agencies have recently decided
to implement TQM in their organizations, with hopes that it will have the same effect as it has
had in the private sector. The idea of applying TQM principles in the government has resulted
because of the overall shift in business philosophy to focusing on customer needs.
Total quality management [TQM] is an approach to improving the competitiveness,
effectiveness and flexibility of the whole organization through the improvement of the
organizational processes and those who perform them. There has been a rising interest among
public sector professionals in examining the applicability and usefulness of TQM methods to
public organizations.
This research paper aims to examine the Total Quality Management in Public Sector, what are
the challenges. The research paper also analyses the Sevottam model and its genesis. It also
deals with the 14 points of Denning of Total Quality management.

Key Words- Total quality Management, Sevottam, public sector, Denning’s 14points.

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STATEMENT OF PROBLEM
The project report deals with the examination of the challenges in Implementing Total Quality
Management (TQM) in the government department.

RESEARCH OBJECTIVES
1. The project report aims to understand the model of Sevottam in India and how it is
implemented. The research aims to analyse the challenges of the same.
2. To understand the Denning’s 14 points of Total Quality Management. This project aims to
analyse the Denning’s 14 points in public sector

LITERATURE REVIEW

1. Total Quality Management in Government

By Dr Satyanarayana Dash, Ex- Secretary (Heavy Industries), Government of India
In this research paper, the researcher has tried to analyse deeply what is quality. The researcher
has defined the quality according to the American National Standards Institute (ANSI). The
researcher has given the historical perspective of Total quality Management.
The research project deals with the questions like Why Quality has become Important?, What
are different Quality Perspectives, etc.
The researcher has tried to analyse the William Edwards Deming’s 14 points on Total Quality
Management. The paper has tried to analyse the Total Quality Management in different level
of management like top level, middle level, and lower level.
The paper has talked about Quality Management Standardization ISO 9000:2000. The project
has also analysed the Sevottam model in India.
The research paper has tried to give viable solutions to the challenges of Total Qulaity
Management.

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2. A Preview of Total Quality Management (TQM) in Public Services
By Avia Enggar Tyasti, Rezzy Eko Caraka
In this research project, the researcher has tried to analyse what is Quality first. Then the
researcher has deeply dealt with what is Total quality management. The researcher has talked
about the current perspective on public services. The researcher has said that implementing
TQM in public services has many challenges due to their differences with private services.
D. Parker, Waller, and Xu (2013) explained major difference between public and private
services is that public services are operated by bureaucracy while private services are driven
by market forces. Public services are less innovative than private services and more
standardised. Private services tend to be fast moving and dynamic because they need to react
to external environment and competitors. Commonly, there is only one single government who
provides public services, whereas there are many private companies compete for customers.
The research project has dealt with what are the challenges of TQM in Public Services. Some
of the challenges which the researcher has pointed out are the limited commitment of top
managers in public services due to rapid turnover, thus they cannot be continuously involved
in quality improvement, and most public services generate services rather than goods. It is
difficult to define service quality concept and to uniform the output. Services are risk of being
exposed by high subjectivity from customers etc.
The paper has also analysed the implications of total Quality Management in Public Services.
Some of them were like public services become more complex in terms of managerial and
administrative structures, the purpose and operations of public services are being reviewed by
politicians and consumers,
The main objective of the paper was to examine challenges when implementing TQM in public
organisations and another was to argue that TQM brings good implications to public services
to enhance service quality. The researcher was successful in fulfilling all the objectives.

3. Implementing Total Quality Management in the Public Sector

By Cynthia. J. Lewis
The research project develops a systematic model program and methodology for implementing
TQM in the public sector. The research methods utilized in this project are based on literature
search, interviews, original concept development and the author's practical experience.
The author defines total quality management (TQM) as a management program philosophy
and approach to long-term success through organization-wide efforts of continuous
Improvements.
According to the researcher, the TQM philosophical concept is based on leadership style, work
environment, and the pursuit of continuous Improvement processes. Adopting TQM as a
program often requires major paradigm shifts from the methods public sector organizations
have conducted in the past. Organizations must work to improve processes, reduce costs and
become more efficient, to fulfil citizen-customer expectations.

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The overall purpose of this study is to develop a model program and methodology for
implementing TQM in the public sector that may be applied to any level of a government
organization. This author's experience shows that many consultants or high-priced
management advisory firms offer a range of "band-aid fixes" which seldom examine
implementation of a TQM program in the public sector from a system-wide stance.
The researcher through his research project has concluded that implementing a TQM program
in public sector organisations is not an easy process. For the TQM philosophy to be adopted,
commitment from and involvement by the leadership must be established and well evident.
TQM may require possible changes in leadership style that supports the employees in finding
opportunities for continuous process improvement and implementing improvements.

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INTRODUCTION

Total Quality Management (TQM) is a concept created by W. Edwards Deming. It was

originally introduced in Japan after World War II to assist the Japanese in re-building their
economy. The main focus of TQM was and is continuous quality improvement in the areas of
product or service, employer-employee relations and consumer-business relations. Total
Quality Management is a management approach that originated in the 1950s and has steadily
become more popular since the early 1980s. Total Quality is a description of the culture,
attitude and organization of a company that strives to provide customers with products and
services that satisfy their needs. The culture requires quality in all aspects of the company’s
operations, with processes being done right for the first time to eradicate defects waste from
operations.
Total Quality Management is a method by which management and employees can become
involved in the continuous improvement of the production of goods and services. It is a
combination of quality and management tools aimed at increasing the business and reducing
losses due to wasteful practices. The quality of a library is defined and assessed from a
perspective of different groups of people. Moreover, the quality of library services decides on
the perception of the library within its parent organization
Quality assurance studies were mostly restricted to technical libraries and academic libraries.
Although quality assurance studies based on ISO 9001:2000 and 2 other accreditation schemes
were conducted in other countries, such studies are rarely reported in Indian Libraries and
Information system.

1.1 Definitions of Total Quality Management

1.1.1 Definition of Quality
Defining quality is far from easy. Just try to find why one finds that a product is not of quality.
Quality refers to grade of service, product, reliability, safety, consistency and consumer's
perception.
Professor Walton in 1990 has said that, ‘Quality is Customer Satisfaction’, ‘Fitness for Use’.
Professor Deming in 1986 defines, ‘Quality is a predictable degree of uniformity and
dependability, at low cost and suited to the market’.
According to ISO 8402, quality is “the totality of features and characteristics of a product or
service that bear on its ability to satisfy stated or implied needs”.

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1.2 Benefits of Quality
1. Higher customer satisfaction
2. Reliable products/services
3. Better efficiency of operations
4. More productivity and profits
5. Better morale of workforce
6. Less wastage costs
7. Improved process
8. Better quality of life for all

1.3 Effects of Poor Quality

1. Low Customer satisfaction
2. Low Productivity, sales& profit
3. Low morale of workforce
4. Moe re-work, material, and labour costs
5. High inspection costs
6. Delay in shipping
7. High repair costs
8. Higher inventory costs
9. Greater waste of material

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1.4 Total Quality Management
ISO defined TQM as “A management approach of an organization centered on quality, based
on participation of all its members and aiming at long term benefits to all members of the
organization and society.”
TQM is "a system of continuous improvement employing participative management and
centered on the needs of customers"1 (Jurow and Barnard, 1993).
American National Standards Institute (ANSI) and American Society for Quality (ASQ)
defines quality as “The totality of features and characteristics of a Product or Service that bears
on its ability to satisfy given needs.”
Total Quality management (TQM) consist of Organisation wide efforts to install and make
permanent a climate in which an organisation continuously improves its ability to deliver high
quality products and services to Customers.

1.5 History of Total Quality Management (TQM)

 To Know the Future, Know the Past
 Before Industrial Revolution, Skilled Craftsmen served both manufactures and
inspectors, building Quality into their Products through considerable pride in their
workmanship.
 Industrial Revolution changed this basic concept to interchangeable parts
 Thomas Jefferson and F.W. Taylor brought in Scientific Management, emphasizing
Production Efficiency and decomposed jobs to smaller work tasks, rejecting its Holistic
manufacturing nature.
 Statistical Approaches to TQ started at Western Electric, separting out the Inspection
Division.
 After World War II, General MacArtthur was sent to japan for rebuilding plan. W.
Edwards Deming and Joseph M.Juran, Employees of Western Electric, were sent to
Japan and introduced Statistical Quality Control there. They convinced Top
Management there of the importance of Quality. Before that “made in Japan” was
synonymous with poor quality.
 For Next 20 years, while American Companies focused on Quantity, mareting &
Finacial Performance, Japanese concentrated on Qulaity. Custmers started preferring
Japanese Products.
 America woke up to Quality Revolution in 1980s. By then Deming was virtually
unknown in USA, But Japanese had already instituted Deming Prize for Quality in
1950. Ford Motor Co had taken help of Deming to streamline its operations.

1
Jurow and Barnard, 1993

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  Managers realized that “Quality of Management” is more important than “management
of Quality”.
 Early 1990s, Quality Management principles found their way to service Industry.
 FedEx and Ritz-Carlton Hotel Company were pioneers.
 Countries like Korea, India, Spain and Brazil are mounting efforts to increase Quality
awareness.

TOTAL QUALITY MANAGEMENT – HISTORICAL PERSPECTIVES

1. Customer Satisfaction- Achieved by Features of the Product/Service or Freedom from
Deficiencies.
2. Product Features: Refers to Quality of Design, Performance, Durabillity, Reliabilty, Ease of
Use, Esthetics.
3. Service Features: Accuracy, Timeliness, Friendliness, Courtesy, Knowledge of the server.
4. Freedom from Deficiencies: Refers to quality of Confromance . Higher Conformance results
in higher Customer Satisfaction and fewer Complaints.

1.6 WHY QUALITY HAS BECOME IMPORTANT?

1. Competition: Today’s market Demands high Quality Products at Low Cost. Having “High
Quality” Reputation is not enough. Hence Internal Cost of maintaining such reputation should
be less.

2. Changing Customer Preference: Customer is more demanding about Quality$ variations of

choice.
3. Changing Product Mix: Shift from Low Volume, High Price to High Volume, Low Price.
Need to reduce internal cost.

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1.7 QUALITY PERSPECTIVES
1. Organisation Perspectives: Perfection, Consistency, Elimination waste, Speed of delivery,
compliance with policies and Procedures, Doing it Right the First Time ,Delighting or Pleasing
Customers.
2. Judgemental Perspectives: Transcendental Definition of Quality – Absolute & Universally
Recognizable a mark of unpromising standard and High Achievements- Examples- Rolex
Watches, Lexus Cars, iPhones
3. Product Based Perspectives- Function of a Specific, measurable variable and differences
in Quality reflect differences in quantity of some Product Attributes. Quality and Price
perceived Relationships.
4. User Based Perspective: Individuals have different needs and wants and hence different
quality standard eg. Cars sold in India have safety features.
5. Manufacturing Based Perspectives: Desirable Outcomes of Engineering and
Manufacturing Practice or Conforms to specifications
Eg. Coca Cola, Quality is about manufacturing a product

1.8 QUALITY LEVELS

1. At Organisational Level: Which Products/Services Meet Expectations? Which
Products/Services you need to get?
2. Process Level: What Products/Services are important to External Customers?, Which are
the necessary Processes to produce those Products? What are Key Inputs for those Processes?
Which process has maximum importance to Organization’s Performance?
3. At Individual Job Level: What do the Customers want? Can we Measure those
Requirements? What is Specific Standard for each Measure?

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1.9 William Edwards Deming (Oct 14th 1900-Dec 20 1993)
 Evolution of TQM Philosophies: Deming Philosophy:
A Product or service Possesses Quality if it helps somebody and enjoys a good and sustainable
market.
Improvement in Qulaity decreases cost due to less rework, fewer mistakes. Productivity
Improves. Market is captured with better quality and reduced cost. Long Term competitive
strength.
 Deming was an American Statistician & college Professor. He helped Production in
USA in World War II, but better known for his work in Japan.

Deming’s 14 Points for TQM

1. Create & publish for all Employees a Statement of the Aims & Purposes of the
Company. The management must demonstrate their Commitment to this Statement.
2. Learn the New Philosophy
3. Understand the Purpose of Inspection- to reduce the cost and Improve the processes.
4. End the Practice of awarding the Business on the Basis of Price Tag alone.
5. Improve constantly and forever the system of Production & Service.
6. Institute Training
7. Teach & Institute Leadership
8. Drive out Fear. Create an environment of Innovation.
9. Optimize the Team Efforts towards the Aims and Purposes of the Company
10. Eliminate Exhortations to the Workforce
11. Eliminate Numerical Quotas for Production.
12. Remove the Barriers that rob Pride of workmanship.
13. Encourage Learning and Self- Improvement
14. Take Action to Accomplish the Transformation.

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1.10 QUALITY MANAGEMENT STANDARDIZATION: ISO 9000:2000
Created by International Organisations for Standardisation in 1946 for European market. It
defines Quality Standards based on the premise that certain generic characteristics management
principles can be standardized and that a well-designed, well implemented and well managed
Quality System provides confidence that outputs will meet Customer Expectations and
Requirements.
Recognised by 100 Countries including Japan and USA. It applies to all types of Businesses
including E-Commerce Companies.
Five Objectives: Achieve, Maintain and seek to continuously improve product quality in
relation to requirements, improve quality to meet customer’s and stakeholder’s needs, provides
confidence to Internal management that quality requirements are met, provide confidence to
Customers of meeting quality requirements and provide confidence that quality system
requirements are being fulfilled.
It consist of three documents-
1. ISO 9000- Fundaments and Vocabulary
2. ISO 9001- Requirements in Four Sections- Management Responsibility, Resource
Management, Product Realisation and Measurement, Analysis and Improvement.
3. ISO 9004- Guidelines for Performance Improvements

Quality Management Principles

 Customer Focus
 Leadership
 Involment of People
 Process Approach
 Systems Approach for management
 Continual Improvement
 Factual Approach to decision Making
 Mutually Beneficial Supplier Relationships

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1.11 Four Level model in TQM
Dale et al., in 1990, in his study of total quality management in managing quality outlines a
four-level model of the evolution of quality management. In addition to the framework it
proposes, clear definitions of quality terms are also provided.

Level 1 Inspection: measures the characteristics of a product and compare it with its
specifications; the goal is here is the fitness of standards. This is the passive “Inspecting”
attitude.
Level 2. Quality Control: inspection performed by the workers themselves with a feedback
loop to the production line; here we avoid the "inspector" effect and allow some learning to
take place.
Level 3. Quality Assurance: set of (implemented) predefined and systematic activities
necessary to give confidence in the process quality; one step further. Quality procedures are
designed and planned as a whole to ensure that no bad products be delivered. We do not just
rely on everybody's work and control. This introduces the notion of a coherent set of quality
procedures/tests. The given confidence (in the definition of QA) is important both for the
producer and for the customer.
Level 4. Total Quality Management: centered on quality and based on the participation of
everybody which aims at the customer satisfaction and at the improvement of the company's
personnel, of the company and of the society.

Benefits of TQM Customer satisfaction oriented benefits (Hackman and Wageman, 1995)
of TQM are;
1. Improvement in product quality
2. Improvement in product design
3. Improvement in production flow
4. Improvement in employee morale and quality consciousness
5. Improvement in product service
6. Improvement in market place acceptance

Economic improvement oriented benefits of TQM are,

1. Reduction in operating costs
2. Reduction in operating losses
3. Reduction in field service costs
4. Reduction in liability exposure

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Concept of continuous improvement by TQM

TQM is mainly concerned with continuous improvement in all work, from high level strategic
planning and decision-making, to detailed execution of work elements on the shop floor. It
stems from the belief that mistakes can be avoided and defects can be prevented. It leads to
continuously improving results, in all aspects of work, as a result of continuously improving
capabilities, people, processes and technology. Continuous improvement must deal not only
with the improving results, but more importantly with improving capabilities to produce better
results in the future. The five major areas of focus for capability improvement are; demand
generation, supply generation, technology, operations and people capability (Sivankalai and
Yadav, 2012). A central principle of TQM is that mistakes may be made by people, but most
of them are caused, or at least permitted, by faulty systems and processes. This means that the
root cause of such mistakes can be identified and eliminated and repetition can be prevented
by changing the process (Gilbert, 1992).
There are three major mechanisms of prevention:
1. Preventing mistakes (defects) from occurring (mistake-proofing or pokayoke).
2. Where mistakes can’t be absolutely prevented, detecting them early to prevent them being
passed down the value-added chain (inspection at source or by the next operation).
3. Where mistakes recur, stopping production until the process can be corrected, to prevent the
production of more defects. (Stop in time).

1.11 Total Quality Management Models

If we look at the meaning of each alphabet of TQM, it can be viewed as
Total: everyone associated with the company is involved in continuous improvement
(including its customers and suppliers).
Quality: customers expressed and implied requirements are met fully;
Management: Executives who are fully committed.

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TQM Models:
TQM has also defined in the form of models. Following are some of the important TQM
models:
1.TQM Pyramid: The Oakland’s model of the TQM defines, “TQM as a pyramid representing
five distinct components as management commitment, customer supplier chain, quality
systems, SPC tools and teamwork”.2 The model identifies that a good quality management
system, statistical process control and teamwork are the essential requirements for identifying
and meeting the customer needs.

QUALITY
IMPROVE
MENT
TEAMS

COMMUNICATION NETWORKS
PARTICIPATIVE CULTURE

PROCESS

TOOLS
QUALITY AND
SYSTEMS TECHNIQU
COMMITMENT ES

THE OAKLAND MODEL OF TQM

1.13 Principles of TQM:

Gerald F Smith enlists the following basic principles of the Total Quality Management:
1. “Strive for quality in all things
It proclaims the importance of quality or excellence in human activities and creations.
Excellence is especially important in economic activities.

2
Oakland JS., (1989). Total Quality Management, London: Heinman professional publishing.

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2. The customer is the criterion of quality
It highlights the fact that product specifications are only a surrogate criterion for quality. While
necessary for manufacturing purposes, if specifications don’t reflect the needs of product users,
they define a failure.
3. Improve the process or system by which products are produced
TQM tries to prevent defective products from being manufactured, rather than inspecting for
defects and correcting them later. The quality movement and W 37 Edward Deming especially
argued that poor quality usually results from systemic failings and consequently is the
responsibility of the management, not workers.
4. Quality improvement is a continuous, never-ending activity
This claim is expressed by the Japanese word Kaizen, by the fifth of Deming’s celebrated
“fourteen points’ and by the overused aphorism “Quality is a journey, not a destination”
5. Worker involvement is essential
Efforts to improve quality may start with top management but to be successful, they must
involve all members of the organisation. TQM implies a participative style of management,
one that removes barriers between workers and overseers, encouraging people to manage them.
6. Ground decisions and actions in knowledge
TQM promotes knowledge-based management, encouraging organizations to leam. Surveys
help to determine customer needs, experiments identify optional settings of product and process
variables
7. Encourage teamwork and cooperation”.3
This need exists at several levels. Teamwork must prevail among line employees, where work
groups can help each person to perform effectively. Equally important is the need for teamwork
among the organizational sub-units. Cooperation between labour and management is needed
within organisations. Each side must renounce the “blame game” and work with the other for
the benefit of the whole.

3
Smith, Gerald F. (2000). Quality Problem Solving New Delhi: Prentice Hall ofIndia., pp 3-5

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TQM CHALLENGES IN PUBLIC SERVICES
Some researchers argue that TQM can be implemented in public services. Others argue that
TQM doesn’t fit with public services for several reasons, including nature of TQM and public
services themselves, work cultures in public services, and concept of customers in public
services (Hsieh et al., 2002).
In private services, ineffective management is resulted from poor-skilled managers, pursuing
short term profits, and financial manipulation. In public services, managers trapped in rigid
rules, bureaucratic procedures, politics, and negative stereotypes. Before managers can apply
TQM in public services, they should first empower the organization then break out themselves
from bureaucratic patterns (Cohen & Brand, 1990).
Hsieh et al. (2002) and Swiss (1992) argue that there are some major problems that challenges
the application of TQM in public services:
1. The limited commitment of top managers in public services due to rapid turnover, thus they
cannot be continuously involved in quality improvement. TQM needs a single-minded
commitment to quality.
2. Most public services generate services rather than goods. It is difficult to define service
quality concept and to uniform the output. Services are risk of being exposed by high
subjectivity from customers. Customers might feel unsatisfied with behavior and appearance
of person who delivers the service.
3. Public services focus on outputs rather than inputs and processes. Employees in public
services have fewer incentives than those in private services, where incentives are associated
with performance improvement. Government institutions experience difficulty in developing
performance indicators because they only focus on results rather than process.
4. Public services have fewer incentives to drive the employees to become customer-oriented.
5. The rigid rules and systems in bureaucracy indicates the lowest level of acceptable.
6. In commercial businesses, companies choose their own target customers. On the other hand,
it is hard to define customer of government institutions without inflicting politically
controversial issue.

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 SEVOTTAM
GENESIS OF SEVOTTAM
Department of Administrative Reforms and Public Grievances, Ministry of Personnel &
Training, Government of India has initiated an exercise seeking solutions to the following
issues:
• Aligning public service delivery performance in India with citizen’s expectations
• Institutionalizing continuous improvement and assessment of performance in the
Government organizations against clear and improving standards
• Benchmarking quality of service delivery by government organizations and grading them on
performance
• Providing public service providing government organizations a scheme for acquiring (and
retaining) a symbol of excellence in service delivery

The solutions are now developed into a model coined Sevottam. The Sevottam has been
launched as a certification scheme which provides for the award of the Sevottam symbol of
excellence to public service organizations that implement and are able to show compliance to
a set of management system requirements that have been specified in a specially created
standard document. It takes into account unique conditions of service delivery by Public service
organizations in India and the sectoral and regional variations in service delivery standards and
offers a systematic way to identify weaknesses in specific areas and rectify them through
systemic changes and process re-engineering.

Objectives of Sevottam
Obtaining a Sevottam symbol of excellence requires:
• Successful implementation of Citizen’s Charters
• Service Delivery Preparedness and achievement of Results
• Sound Public Grievance Redress Mechanism
Sevottam Model in India
Sevottam Model in India has covered the following Departments/attached Offices:-
 India Post
 Central Board of Direct taxes
 Central Board of Customs and Excise
 Kendriya Vidyalaya Sangathan
 Department of Pension and Pensioners’ Welfare
 EPFO
 Ministry of Food Processing Industries
 Registrar of Companies

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  Hazrat Nizamuddin Railway Station
 Passport Division, Ministry of External Affairs
Later it has been extended to M/O W & CD, Chemicals & Pharmaceuticals, New & Renewable
Energy Sources, Textiles, Department of Expenditure, Urban Development, Health & family
Welfare (CGHS) & Ministry of Telecommunications

Sevottam is supported by a Standard

Based on the objectives of Sevottam, the Bureau of Indian Standards (BIS) has developed IS
15700: 2005 after following the laid down procedures for standard formulation. A panel of 15
experts from 11 organizations including Govt Departments, Industry associations, PSUs,
DARPG, TCS, QCI, BIS, prepared the draft standard over a course of 3 meetings. The Draft
Standard was widely circulated for comments amongst 250 stakeholders, including the
Secretaries of Government Departments, all major industry associations & others. Excellence
in Public Service Delivery 18 The comments received were scrutinized by the Panel and taken
into account for preparing the final draft . The final draft was approved by the Quality
Management Sectional Committee and then by the Management & Systems Division Council
of BIS.

In the long term all Ministries/Departments need to start preparing for achieving Sevottam
within defined time frame. Service Delivery Organizations that start immediately will be the
pioneers in achieving Sevottam. The DARPG is now setting up a dedicated unit with technical
support from Quality Council of India and other professional organizations for providing
handholding support to Ministries/Departments for Sevottam implementation as directed by
PMO. This Training document has been prepared to provide support for the training of
executives in the Ministries / departments who will be responsible for implementation.
India is among the first countries in the world to have an excellence model supported by
a standard for managing public service delivery

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Critical Success and Barrier Factors of TQM Implementation

T
Q
M
I
Success Factors
M
 Upper management
P Barrier Factors
commitment and
involvement L  Inadequate knowledge
 Improving quality about TQM
E
and productivity  Fear and resistance to
 Developing M change
Employee  Costly and long term study
E
involvement  Inadequate planning
 Increasing Customer N  Difficult in developing
orientation company specific models
 Team work T
 Lack of Competent
 Achieving Positive A management
changes  Lack of Training
 Quality Training T
 Lack of consistent top
 Identifying customer T management commitment
requirements and
I  Lack of skill of workers
needs
 Use of Quality tools O
N

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CONCLUSION AND RECOMMENDATIONS
This study started with an extensive review of literature about quality and its concepts,
approaches of quality gurus, TQM tools and techniques, the quality award models,
implementation of TQM in the world and in India, the Sevottam model in India.
After extensive literature review and analysis of the data collected from the sample
organizations research concluded that most of the organisations now changed their mind set,
instead of following the traditional production oriented approach now they are focusing on
companywide implementation of TQM. They are not only focusing on hard aspect of the
organisations but also on soft aspect also that is “human being” and HRD plays an important
role in TQM implementation.
Literature revealed top management involvement, total employee involvement, empowerment,
deployment of quality policies, education and training, adoption of process approach, customer
orientation, employee job satisfaction, leadership, teamwork, use of quality tools, change of
mind- set of employees, continuous improvement, making organization learning organization,
communication, manager -workers healthy relationship, elimination of departmental barriers,
making continuous improvement as a way of life, elimination of dominating bossy attitude,
involvement of suggestion system, positive role of HR personnel's are important facilitating
factors for the successful implementation of TQM.
The research concluded that The TQM principles are getting appreciation in Indian industries
but still few industries view TQM as subjective approach according to their manufacturing and
servicing style. They are practicing TQM in bits and pieces which will give them miniscule
benefit. What is needed by the industries are acceptance and implementation of TQM principles
in totality.

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