TQM at TVS

Presentation by Amit Frahim

Introduction of TVS
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The TVS Group was established in 1911 by Shri. T V Sundaram Iyengar. Venu Srinivasan, managing director and chairman of TVS There are over 30 companies in the TVS Group 40,000 people worldwide Turnover in excess of USD 4 billion. TVS commands a strong presence in manufacturing of two-wheelers, auto components and computer peripherals also have vibrant businesses in the distribution of heavy commercial vehicles passenger cars, finance and insurance.

TVS Group
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Axles India Limited


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• Sundaram Textiles Limited Brakes India Limited • Turbo Energy Limited •TVS Automotive Europe Limited Delphi-TVS Diesel Systems Limited •TVS Auto Parts Private Limited Harita TVS Technologies Limited •ZF Electronics TVS (India) Private Limited India Japan Lighting Private Limited •TVS CJ Components Limited India Motor Parts and Accessories Limited •TVS Electronics Limited •Transaction automation products and solutions India Nippon Electricals Limited •Electronic manufacturing services Irizar TVS Limited •TVS Interconnect Systems Limited •TVS Lanka Private Limited Lucas Indian Service Limited •TVS Logistics Iberia S.L. Lucas-TVS Limited •TVS Logistics Services Limited Southern Roadways Limited •TVS Logistics SIAM Limited •TVS Motor Company Limited Sundaram Brake Linings Limited •TVS Sewing Needles Limited Sundaram-Clayton Limited •TVS Srichakra Limited Sundram Fasteners Limited •TV Sundram Iyengar & Sons Limited •Wheels India Limited Rubber division Tyre solution division

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The Deming Prize Technology Award 2002 Asian Network for Quality Award 2004 Progressive Manufacturer 100 Award TPM Excellence Award 2008

TQM @ TVS
TQM was launched at TVS in 1989 TVS’s adaptation of TQM rests on five pillars
 Policy deployment  Involving every person at the company  Kaizen or continuous improvement Standardization of processes New product development

The five pillars start with policy management, which is used to arrive at the annual breakthrough objectives. There are generally not more than three company objectives, arrived at after a detailed exercise, which are deployed and reviewed periodically. The company conducts an exhaustive range of training programs, utilising both in-house skills and consultants from all over the world. The programs are conducted for all employees, at all levels

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to direct foot traffic, arrows are painted on the shiny shop floor Large banners with exhortations such as “Let Us Achieve Zero Defects” and “Quality is a Way of Life” hang across the company Figures were conveyed to employees through charts displayed in the factory Tea breaks are 9:15 to 9:22 and 14:15 to 14:22 every hour productivity is displayed, created a feedback loop

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picking up cigarette butts from the factory floor employees were encouraged to offer suggestions for improvement. “Awards are given for the best suggestion.” Results are displayed for everyone to see in order ”to hold the gains requires a high degree of understanding between employees and management,

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Roles of each employee are now clarified and targets clearly assigned. product design through collaborative efforts with customers

Total Employee Involvement
company’s TQM program is the tremendous emphasis that is laid on Total Employee Involvement (TEI)  The company tries to obtain TEI basically through: 1. Suggestions scheme 2. Quality Circle activities 3. Cross Functional Teams (CFTs), 4. Supervisory improvement Teams (SITs), 5. Task forces three kinds of responsibilities which are shared by three levels (a) Retainment (i.e. Retaining the performance levels achieved) (b) Improvement and (c) Breakthroughs

New Product dovelopment

developed and launched various motorcycles based on the needs of Indian customer such as fuel efficiency, ridecomfort and handling. So through innovations such as power economy mode, synchronised suspension and VT-i engine technology based on lean burn and friction reduction,

Daily work management

Daily work management consists of defining and monitoring key processes, ensuring that they meet set targets, detecting abnormalities and preventing their recurrence. TVS Motor encourages continuous improvement in all aspects of work, using Cross Functional Teams (CFT), Supervisory Improvement Teams (SIT) Quality Control Circles (QCC) and suggestion schemes

Change after TQM

In nearly two decades. Productivity, quality and sales have improved dramatically  Rate of “re-work” 15%=> 100 parts per million  4 deliveries a month to customers =>two daily now.  TVS rolled out its first 20 models in 21 years but it has produced 16new products in the past five years alone  Keep 10 weeks of inventory => 2 weeks now  One employee work on one machine => employees are trained to operate different machines  The company was ranked second in overall customer satisfaction

6 layers of management. With little co-operation or communication between divisions, “most meetings were full of fault-finding and finger pointing”.=>> different teams collaborated on design of new motorcycles ,so staff from R&D worked jointly with production and assembly.
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AU TVS CENTRE FOR QUALITY MANAGEMENT

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