Decision Sheet

Towards the Deming Prize – The Case of Tata Steel (A)

- Saumya Chaudhary (PGP12073)
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The study examines how Tata Steel (the J-Type company), one of India's top steel manufacturers,
increasingly embraced Total Quality Management in the wake of the country's recent liberalisation and
intensified worldwide competition.
The "Tata Steel Way" is the name given to this combination of procedures. The following obstacle
prevented Tata Steel from winning the Deming Grand Prize, which had even bigger stakes, by expanding
TQM at organisational levels within Tata Steel:
- Initiation: To build TQM for business, this entails raising awareness. TQM was identified as the primary
capability for overall competitiveness in this context.
- Incorporating TQM into DNA: In this phase, TQM is incorporated into even the tiniest organisational
cell.
Despite the absence of a Deming-style prize in this instance, the organisation had trouble inspiring and
leading its staff to adopt TQM.
The following were some of the best methods they used to give TQM: To guarantee that the nearly 40,000
skilled employees properly understood TQM and how it would help the form, they underwent
comprehensive training.
Thanks to a number of strategies and philosophies like Plan-Do-Check-Adjust (PDCA), Theory of
Constraints, Policy, and Daily Management, the organisation was able to closely monitor the overall
vision. They concentrated on understanding people's attitudes as well as influencing management's
viewpoint on the value of TQM in daily operations. A dedicated team was put together after thoroughly
evaluating the client's needs.

- TQM in manufacturing - They were worried about maintaining a profitable, environmentally friendly
manufacturing system in addition to worker safety. Before entering, each tourist received a safety
orientation. The staff received a dispatcher briefing so they could comprehend the safety-related factors
better. A lot of control charts were also put on display so management could assess whether or not the
process was being controlled statistically. The "Decision Trees" that have been created for several
well-known assignable causes have made the process of identifying assignable causes easier.

At Tata Steel, the "Problem Solving and Task Achieving" (PSTA) team was essential for quality
assurance. Its two main goals were the improvement of problem-solving skills and ongoing personnel
development.
For easy reference, there existed a sizable collection of various projects that the "Green Belts" and "Black
Belts" had finished.
KVHS, or Kar Vijay Har Shikhar It concentrated on EBIDTA enhancements. Using the 3Is, the projects
were graded based on their impact, investment, and implementation. A project should be highly efficient
and cost little to implement. The group concentrated on achieving "quick victories" in order to address
any small issues.
The consistency of product performance, or conformance, as well as on-time delivery and quality, all
benefited from these actions. Additionally, managing fewer SKU counts was made possible by the
significantly reduced working capital requirements, which reduced complexity.
Future Challenge: The goal is to make Tata Steel into a place where enthusiasm takes the place of
constancy. Every single person in every profession is to be conditionally taught that the organisation
strives for the best quality improvement measures, not just for recognition.