blackbook project on tqm

8/11/2019 Blackbook Project on TQM

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TOTALQUALITY

MANAGEMENT


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A PROJECT REPORT ON

TOTAL QUALITY MANAGEMENTIN

CGI Information Systems & Management Cons !tants P"t# Lt$#

SU%MITTE %Y

RA 'I(A TIMIR (URAM%'ATTI

%AC'ELOR O) MANAGEMENT STU IES

SEMISTER *

ACCE EMIC YEAR +,,-.+,,/

UN ER T'E GUI ENCE O)

PRO)# MR#(AILAS' C'ITNIS

SU%MITTE TO

UNI*ERSITY O) MUM%AI

ATE O) SU%MISSION+0.SEP.+,,-

(#G#JOS'I COLLEGE O) ARTSAN

N#G# %E E(AR COLLEGE O) COMMERCEAN MANAGEMENT STU IES

C1en$ani % n$er Roa$2 T1ane 3,,4,5Te! ,++.+677 +35+


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(#G#JOS'I COLLEGE O) ARTS

AN

N#G# %E E(AR COLLEGE O) COMMERCE

AN MANAGEMENT STU IES

ECLARATION

I Radhika Timir Kurambhatti, student of Joshi-Bedekar College of T.Y.BMS

S!M "# hereb$ inform that I ha%e &om'leted this 'ro(e&t on Total )ualit$

Management in C*I in the a&ademi& $ear + -+ . The information

submitted is true and original to the best of m$ kno/ledge.

Signature

Radhika Timir Kurambhatti


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AC(NO8LE GEMENT

It gi%es me great 'leasure to 're'are 'ro(e&t re'ort on Total )ualit$

Management in C*I and 'resent it to K.*.Joshi College of 0rts and 1.*.

Bedekar College of Commer&e and management studies affiliated to Mumbai

2ni%ersit$. I am %er$ thankful to 3rof. Mr. Kailash Chitnis for 'ro%iding %aluable

guidan&e and ad%i&e from time to time.

I /ould like to thank Mr. "ina$ Thal$ 4ire&tor Consulting Ser%i&es# and

Shantanoo Joshi Consultant#.

This re'ort is the &ombined su''ort of all abo%e mentioned and /ithout /hom

the 'ro(e&t &ould not be &om'leted.


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E9ECUTI*E SUMMARY

The 'ro(e&t is on Total )ualit$ Management in 5C*I6.

7irst &ha'ter addresses To'i&, 0ims, 8b(e&ti%es, S&o'e and regarding strateg$

follo/ed

Cha'ter T/o e9'lains about 4efinition : !%olution of )ualit$ and about

Contribution of )ualit$ *uru;s

Con&e't of T)M, Tools : Te&hni


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PROJECT CONTENTS

Chapter 1 - Project Introduction

Topic 1

Aims & Objectives 1

Scope of Project 2Strategy followed to execute Project 2

Chapter 2 -Preface

Quality efi!itio! "Quality #volutio! $

%o!tributio! of Quality urus '( ) 11

Chapter 3 -Introduction to Total Qualit!ana"e#ent $TQ!%

%o!cept of TQ* 12 ) 1"

Tools & Tec+!i,ues of TQ* 1$ ) 1-

Quality %ircles 2' ) 2.


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Chapter & -C'I() TQ! )trate"

About % / 2- ) "1

TQ* strategy "2 ) "(

Chapter * -TQ! i#ple#entation in C'I

efi!itio! a!d #stablis+me!t ofQuality System *a!ageme!t 0QS* " ) "34sage of Quality System*a!ageme!t 0QS* "3 ) ".

*o!itor a!d /mprove QualitySystem *a!ageme!t 0QS* ". ) "-

Chapter + -Project ,nal )i)

Adva!tage of TQ* $' ) $2

5imitatio!s of TQ* $" ) $$

Chapter -Reco##endation) $( ) $

Chapter . -,nne/ure $3 ) $.

Chapter 0 - i lio"raph 4e lio"raph $-


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CHAPTER 1CHAPTER 1PROJECT INTRO56CTION


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PROJECT INTRO UCTION

To:i;

2nderstand the &on&e't of Total )ualit$ Management and to see ho/ it is

im'lemented in IT Com'an$

Aims & O


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S;o:e of Pro=e;t

The s&o'e is limited to im'lementation of T)M in C*I through IS8 @ ,

CMMi /hi&h mainl$ &o%ers ma(orit$ of Si9 Sigma &on&e'ts # and through their

internal e$ to e?e; te Pro=e;t

3re'are detailed a&ti%it$ list

3ro%ide effort and &ost

3re'are de'enden&$ 'lan based on assigned a&ti%ities

Im'lement the a&ti%ities

Re%ise the 'lan

4o&ument the learning


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CHAPTER 2CHAPTER 2

PRE7,CE


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Q a!ity @ efinition

efinition

)20AITY means )itness for UseB as 'er 4r. Juran. The &om'onents are said

to 'ossess good


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Q a!ity E"o! tion

3hase )ualit$

Measurement

)ualit$

Control

)ualit$

0ssuran&e

Total )ualit$

ManagementS&o'e 3rodu&ts Ra/

Material

: 3rodu&ts

Ra/ Material

: 3rodu&ts

:3ro&ess

Ra/ Material

: 3rodu&ts :

0ll 3ro&ess

0rea of

0&tion

!nd of Aine !nd of Aine 8nline Before the beginning

S$stem 0''raisal 0''raisal 0''raisal

3re%ention

3re%ention

0''raisal7un&tion Ins'e&tion Ins'e&tion

Control

Ins'e&tion

0nal$sis

3lan, Control,

Im'ro%e and 0uditStatus 8'erators Su'er%isor Manager *eneral Manager or

"i&e 3resident

Re'orting 3rodu&tionSu'er%isor

>orksManager

*eneralManager

Managing 4ire&tor or3resident

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Contri< tion of Q a!ity G r s

0 *uru, b$ definition, is a good 'erson, a /ise 'erson and a tea&her. 0


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D. Im'ro%e the


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It is a uni%ersal im'ro%ement methodolog$, the idea being to &onstantl$

im'ro%e, and thereb$ redu&e the differen&e bet/een the re


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=e &on&entrated not (ust on the end &ustomer, but on other e9ternal and

internal &ustomers. !a&h 'erson along the &hain, from 'rodu&t designer to final

users, is a su''lier and a &ustomer. In addition, the 'erson /ill be a 'ro&ess,

&arr$ing out some transformation or a&ti%it$.

r (aor Is1iDa>a @ The Ja'anese, made man$ &ontributions to


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=e distinguished bet/een 5errors6, /hi&h are ine%itable, and 5defe&ts6, /hi&h

result /hen an error rea&hes a &ustomer, and the aim of 3oka-Yoke Ja'anese

term, that means 5mistake-'roofing6# is to sto' errors be&oming defe&ts. 4efe&ts

arise be&ause errors are made and there is a &ause and effe&t relationshi'

bet/een the t/o. ero


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@. 7orm a management le%el 0#, enabling the leader to kee' in tou&h /ith &ustomers, inno%ation and

'eo'le, the three main

areas in the 'ursuit of e9&ellen&e. =e belie%es that, as the effe&ti%e leader

/alks, at least ma(or a&ti%ities are ha''ening

Aistening suggests &aring #

Tea&hing %alues are transmitted #

7a&ilitating able to gi%e on-the-s'ot hel'#3age @


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=a%ing resear&hed su&&essful 0meri&an organi?ations, he &on&luded that an$

intelligent a''roa&h to organi?ing had to en&om'ass, and treat as

interde'endent, se%en %ariables, in /hat be&ame kno/n as the M&Kinse$ G-S

7rame/ork, designed to for&e e9'li&it thought about both the hard/are and

soft/are of an organi?ation

Con;! sion

0'art from abo%e 5gurus6, there are man$ other management 5gurus6 /hose

'hiloso'hies and ideas are also im'ortant but at end of the da$, it isorgani?ational &all to sele&t /hat is best and most suitable set of 'ro&esses for

their organi?ation based on their &urrent and future needs

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CHAPTER 3CHAPTER 3

INTRO56CTIONTO

8TOT,9 Q6,9IT: !,N,'E!ENT;


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Con;e:t of TQM

Total )ualit$ Management is a management a''roa&h that originated in the

@ F ;s and has steadil$ be&ome more 'o'ular sin&e the earl$ @ ;s. Total

)ualit$ is a des&ri'tion of the &ulture, attitude and organi?ation of a &om'an$

that stri%es to 'ro%ide &ustomers /ith 'rodu&ts and ser%i&es that satisf$ their

needs. The &ulture re


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e%olutionar$ standards /ith different se&tors &reating their o/n %ersion from the

foundation of T)M a&ti%ities /hi&h in&lude

Commitment b$ senior management and all em'lo$ees

Meeting &ustomer re


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Too!s an$ Te;1ni es of TQM

The basi& set of Total )ualit$ Management tools are

3areto 3rin&i'le

S&atter 3lots

Control Charts

7lo/ Charts

Cause and !ffe&t , 7ishbone, Ishika/a 4iagram

=istogram or Bar *ra'h

Che&k Aists

Che&k Sheets


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Pareto Prin;i:!e

The 3areto 'rin&i'le suggests that most effe&ts &ome from relati%el$ fe/

&auses. In


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0 s&atter 'lot is effe&ti%el$ a line gra'h /ith no line - i.e. the 'oint interse&tions

bet/een the t/o data sets are 'lotted but no attem't is made to 'h$si&all$ dra/

a line. The Y a9is is &on%entionall$ used for the &hara&teristi& /hose beha%ior

/e /ould like to 'redi&t. 2se to define the area of relationshi' bet/een t/o

%ariables.

>arning There ma$ a''ear to be a relationshi' on the 'lot /hen in realit$ there

is none, or both %ariables a&tuall$ relate inde'endentl$ to a third %ariable.

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Contro! C1arts

Control &harts are a method of Statisti&al 3ro&ess Control, S3C. Control

s$stem for 'rodu&tion 'ro&esses#. The$ enable the &ontrol of distribution of

%ariation rather than attem'ting to &ontrol ea&h indi%idual %ariation. 2''er and

lo/er &ontrol and toleran&e limits are &al&ulated for a 'ro&ess and sam'led

measures are regularl$ 'lotted about a &entral line bet/een the t/o sets of

limits. The 'lotted line &orres'onds to the stabilit$Otrend of the 'ro&ess. 0&tion

&an be taken based on trend rather than on indi%idual %ariation. This 're%ents

o%er-&orre&tionO&om'ensation for random %ariation, /hi&h /ould lead to man$

re(e&ts.

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)!o> C1arts

3i&tures, s$mbols or te9t &ou'led /ith lines, arro/s on lines sho/ dire&tion of

flo/. !nables modeling of 'ro&essesH 'roblemsOo''ortunities and de&ision

'oints et&. 4e%elo's a &ommon understanding of a 'ro&ess b$ those in%ol%ed.

1o 'arti&ular standardi?ation of s$mbolog$, so &ommuni&ation to a different

audien&e ma$ re


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The &ause-and-effe&t diagram is a method for anal$?ing 'ro&ess dis'ersion.The diagram;s 'ur'ose is to relate &auses and effe&ts. Three basi& t$'es

4is'ersion anal$sis, 3ro&ess &lassifi&ation and &ause enumeration. !ffe&t P

'roblem to be resol%ed, o''ortunit$ to be gras'ed, result to be a&hie%ed.

!9&ellent for &a'turing team brainstorming out'ut and for filling in from the ;/ide

'i&ture;. =el's organi?e and relate fa&tors, 'ro%iding a se


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C1e;D S1eets

0 Che&k Sheet is a data re&ording form that has been designed to readil$

inter'ret results from the form itself. It needs to be designed for the s'e&ifi& data

it is to gather. 2sed for the &olle&tion of


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Q a!ity Cir;!es

%a;Dgro n$

T/o atom bombs dro''ed on Ja'an during @ DF, &on%erted the thri%ing,

industrial em'ire of Ja'an to dust and smoke, /ith millions killed or maimed.

!%er$ one thought it /ould be &enturies before Ja'an re-&a'tures its 'ristine

glor$, but Ja'an rose like a 'hoeni9 from ashes to be&ome the leading nation of

the /orld /ithin a short s'an of time. The 'o/er behind this mira&le /as fier&e

/ill, determination and &ommitment of Ja'anese 'eo'le and their


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Attri< tes of Q a!ity Cir;!es

)ualit$ Cir&le is a form of 'arti&i'ation management.)ualit$ Cir&le is a human resour&e de%elo'ment te&hni


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Im'ro%ed 8rgani?ational Culture

3ositi%e /orking en%ironment.Total in%ol%ement of 'eo'le at all le%els.

=igher moti%ational le%el.

PROCESS O) OPERATION

The o'eration of


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In data &olle&tion, sam'les are used. This in%ol%es the &olle&tion of data from a

small 'o'ulation of the total 'o'ulation in%ol%ed. The sam'ling te&hni


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To ensure the su&&ess of the brainstorming 'ro&ess, it is im'ortant for the Cir&le

to flo/ the follo/ing rules

The sub(e&t for brainstorming should be &lear and a&&urate. 7or e9am'le,

members ma$ brainstorm to identif$ the &auses and reasons /h$ a &ertain task

&annot be &om'leted on s&hedule

!a&h member /ill gi%e onl$ o'inionOidea at ea&h turn regardless of the

number of ideas heOshe ma$ ha%e

0 tension-free atmos'here must be maintained to en&ourage free

e9'ression of ideas!%er$ idea e9'ressed should be /ritten on the bla&kO/hite board, fli' &hart

or noted do/n b$ a se&retar$..

0t the end of the brainstorming session, all the ideas e9'ressed should be

e%aluated one b$ one and short listed.

"oting is used to list the ideas a&&ording to 'riorit$. The 'rioriti?ation is

based on number of %otes re&ei%ed for ea&h idea..

Ca se an$ Effe;t Ana!ysis

The Cause and !ffe&t 0nal$sis is also kno/n as the 7ish-Bone 0nal$sis. This

te&hni


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su&h as Man2 Ma;1ine2 Materia! an$ Met1o$ et&.

Ste' 4etermine the Sub-Causes under the Main Causes. Through a 'ro&essof brainstorming, the sub-&auses of the 'roblem are identified and entered

belo/ the a''ro'riate main &auses. >here 'ossible, the sub-&auses are

further broken do/n into more detailed sub-sub-&auses

C1e;D S1eets

Che&k Sheets are an effe&ti%e means of gathering data in a hel'ful and

meaningful /a$.

Kaoru Ishika/a is often &redited /ith Ndemo&rati?ing statisti&s.N This relates to

his desire to s'read


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3rioriti?e 'roblems, goals, and ob(e&ti%es

Identif$ root &auses

Sele&t and define ke$ hat is the most &ommon &om'laint of 'arents before and

after the ne/ 'rin&i'al /as hiredLH has the initiation of a


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Intro$ ;ing Q a!ity Cir;!e in an OrganiFation

)ualit$ &ir&le is a ne/ &on&e't and its introdu&tion ma$ &ause some resistan&e

on the 'art of the em'lo$ees. Therefore, before introdu&ing

are %er$ im'ortant in this regard. This /ill lead to identifi&ation of the 'roblems that

hinder


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Im:!ementation 3ro'er 'ubli&it$ should be gi%en to the suggestions of

)ualit$ &ir&les /hi&h are being 'ut into 'ra&ti&e. This /ill moti%ate the

em'lo$ees, as the$ /ill feel im'ortan&e of ha%ing &ontributed to /ell being of

the organi?ation.


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CHAPTER 4CHAPTER 4

C'I


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o 7ounded in @ G

o Re%enue run rate of C41 . billion

o Ba&klog of C41 @+. billion

o 0''ro9imatel$ +G, 'rofessionals

o More than @ offi&es ser%ing &lients in @ &ountries

o 8ne of the largest inde'endent IT and business 'ro&ess ser%i&es

&om'anies

o 1YS! *IB TS *IB.0

o . out of @ satisfa&tion ranking in + G from C*IEs IS8

@ + &ertified &lient management 'ro&ess

o

!nd-to-end ser%i&eso Consulting

o S$stems integration

o Management of IT and business fun&tions

o @ U 'ro'rietar$ business solutions

o 7o&used industr$ e9'ertise

o 7inan&ial ser%i&es


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o *o%ernment and health&are

o Tele&ommuni&ations and utilities

o Manufa&turing , Retail and distribution

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o The$ are 'artnered /ith the follo/ing

o DF of F to' banks in the 0meri&as and !uro'e, and @@ of the @F

largest global 'ro'ert$ and &asualt$ insurers

o =undreds of go%ernment agen&ies and health&are organi?ations

o G of the @ largest global tele&om &arriers

o Aeading global manufa&turers in aeros'a&e, metals and mining,

&hemi&als, and oil and gas

o =undreds of retailers and multi'le distribution segments and

&hannels, in&luding 'ostal ser%i&es, trans'ortation and logisti&s, and /holesale

distribution

Re'resentati%e Clients

o 0ir Canada , 0llstate Insuran&e ,0meri&an !9'ress , 0T:T ,0ustralian

and 1e/ ealand Bank 01 # , 0 0 , Bank of 0meri&a , Bell Canada , BellSouth ,

Blue Cross Blue Shield ,Bombardier , Common/ealth of "irginia , 4es(ardins ,

!nbridge 3etroleum , *o%ernment of Canada , *o%ernment of )uebe& , =SBC

=oldings 'l& , =$dro-)uQbe& , If SkadefVrsWkring 0B , J3Morgan Chase : Co, ,

Aibert$ Mutual , Alo$ds TSB *rou' 3l& , Aos 0ngeles Count$ , Manu life 7inan&ial ,

Merrill A$n&h , Mi&helin 1orth 0meri&a , 1ational Bank of Canada , 1e/ York Cit$ ,

3rudential 7inan&ial , Rio Tinto 0l&an , S'rint 3CS , Telstra

!9tra&t from ///.&gi.&om - Cor'orate statisti&s %erified as on June +


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In brief, C*I is Montreal Canada# based $ears old IT &om'an$, ha%ing

+G, members a&ross the globe. The entire business is di%ided more than

@ offi&es globall$, in multi'le &ountries, in %arious regions and in %arious

Business units. C*I India is one of the business units amongst all ha%ing more

than @+ members /ith offi&es in India. T/o offi&es are lo&ated in Bangalore

and one in Mumbai in See'?, 0ndheri.

C*I is in T)M sin&e last @ $ears. C*I is IS8 @ from last @ $ears#, IS8

+G @ from last + $ears# and S!I CMM Ae%el F from last F $ears#

&ertifiedOassessed &om'an$.

C*I is ha%ing Cor'orate )ualit$ de'artment to take &are of T)M at global le%el

and ha%ing )ualit$ de'artment at ea&h business unit. In India this de'artment is

&alled 5Total Soft/are )ualit$ Management TS)M#6, ha%ing + full time

members @+ for Bangalore and for Mumbai#.s

The res'onsibilities of TS)M are

Training to all members on all internal as /ell as e9ternal


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3re'are kno/ledge Management s$stem and 3ro&ess 0ssets re'ositor$

2nderstand and im'lement industries best 'ra&ti&es

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TQM @ CGI StrategyBefore going through the strateg$ let us understand three ke$ terminolog$

differen&es.

Mem


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Res'e&t

7inan&ial Strength

Cor'orate so&ial res'onsibilit$

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2sing these %alues C*I has s'read message of T)M a&ross all le%els. Sharing

the same %alues allo/s C*I to en(o$ &onsiderable autonom$ and s/iftness of

a&tion /ithout &om'romising their &ohesi%eness. It also allo/s them to mobili?e

teams more ra'idl$ and bring together the most e9'erien&ed indi%iduals from

a&ross the &om'an$, /ho are able to


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!9er&ise the highest degree of inde'endent thinking in sele&ting the 'rodu&ts,

ser%i&es and solutions the$ re&ommend to &lients. In doing so, the$ adhere to

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the highest %alues of


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Their business model is designed to ensure that the$ are &lose to their

3age D

&lients and &ommunities. The$ embra&e their so&ial res'onsibilities and

&ontribute to the &ontinuous de%elo'ment of the &ommunities in /hi&h /e all

li%e and /ork.

To summari?e, demonstrating these %alues from leaders, &ontinuous training

to all members at all le%els, res'e&ting member kno/ledge, 'ro%iding e9&ellent

en%ironment /here there is no fear to share kno/ledge are essential a&ti%itiesC*I ensure to im'lement T)M

C*I ensures to 'ro%ide )ualit$ not onl$ in their end 'rodu&t or ser%i&e but also

make it an integral 'art of their business ruleO'ro&esses /hi&h the$ use to

&reate their goods and ser%i&es. 0n effe&ti%e T)M 'rogram /ill 'rodu&e greater


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3age F

CHAPTER 5CHAPTER 5

8TQ!; I!P9E!ENT,TION INC'I


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TQM Im:!ementation in CGI

efinition an$ Esta

7irst ste' that /as follo/ed to/ards T)M /as identifi&ation of all re


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res'onsibilit$ to 'ublish )SM time to time and ensure to address the same

/hen e%er and /here e%er the$ found o''ortunit$. 0ll rehile defining


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engagement are also &onsidering business goals too. The &ommon


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from &ondu&ting S)0! &he&ks, &oordinating internal and e9ternal audits,

S)0!O)0! also hel's assigned team for their &larifi&ations,


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2sing Statisti&al tool TS)M anal$?e them all and if found %alue addition to C*I

suggest management to take a''ro'riate a&tion.

This is ho/ C*I is ado'ted T)M along /ith IS8 @ and Cmmi /hi&h is

getting audited or assessed b$ third 'art$ on 'eriodi& basis sin&e long.

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CHAPTER 6CHAPTER 6

PROJECT ,N,9:SIS


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A$"antages of TQM

) !!y ;!ient $ri"en

o 7aster, Better and Chea'er is the mantra of T)M. !%er$ a&ti%it$ is 'lanned

and im'lemented to ensure &ustomer delight. Customer &o%ers internal as /ell as

e9ternal &ustomer. 0ll em'lo$ees are full$ fo&used on satisf$ing or delighting their

&lients /ithout &om'romising on


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o Im'ro%ements are not onl$ based on 'ast e9'erien&e or learningEs but

also based on suggestions a&ross all le%els. 0s em'lo$ees are full$ trained and

full$ fo&used on their /ork the$ are the right &hannels to kno/ the im'ro%ement

areaEs /hi&h is en&ouraged through suggestions s&heme. *ood Suggestions are

re/arded instantl$ or on


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o The data for all im'ortant a&ti%ities are &olle&ted as measurement. These

measurement data is used to take de&ision or to fore&ast or 'redi&t the business.

4e&isions are not 'erson de'endant but 'ro&ess de'endant.

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"arious tools su&h Brainstorming, 7ish Bone, 3areto, Control Charts,

=istogram, Correlation, Regression are used to &ontrol %arian&e and

%ariation.


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Limitation of TQM

o T)M is a 'hiloso'h$

o It is not


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o *oals are not dead line.

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o "er$ often, Changes is triggered b$ internal &ustomer re


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3age DD

CHAPTER 7CHAPTER 7

RECO!!EN5,TIONS


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Re;ommen$ations

0fter going through the &on&e't, ad%antage, limitation of T)M and /here T)M

is im'lemented along /ith IS8 @ and CMMi suggesting for follo/ing

re&ommendations based on m$ obser%ations and learningEs,.

Better to im'lement T)M /ith IS8 @ or /ith CMMI or Si9 Sigma so that it

/ill not remain &on&e't or 3hiloso'h$ or theor$ but it should be integral 'art of

organi?ation me&hanism in 'la&e to address, resol%e and 're%ent all


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3age DF

0'art from Brainstorming, 7ish Bone, 3areto, Control Charts, =istogram,

Correlation and Regression it should fa&ilitate usage of im'ro%ement, su&h as

7ailure Mode and !ffe&t 0nal$sis 7M!0#, )ualit$

7un&tion 4e'lo$ment )74# and other tools of si9 sigma to hel' to mo%e the

&om'an$ to/ards being a /orld-&lass o'eration.

So to delight $our internal as /ell as e9ternal &lients go for

If yo $on t go someone e!se >i!! ##


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CHAPTER 8CHAPTER 8

,NNE=6RE


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Q estionnaires

o >hat is the mission and %ision of C*IL

o >hat are the ob(e&ti%es or goals of C*IL

o >ould $ou 'lease des&ribe about )ualit$ Journe$ of C*ILo *loball$ as /ell as in India

o >ho is the lead auditor for C*I for IS8 @L

o >ho is the lead auditor for C*I for IS8 +G @L

o >ho is the lead auditor for C*I for CMMi Ae%el FL

o >hat is the strength of C*I IndiaL

o 4o $ou ha%e se'arate de'artment for )ualit$L

o If $es, then ho/ man$ em'lo$ees are /orking in thatL

o If no, then ho/ $ou manage


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o 7or referring at home or /ithin offi&e onl$L

o Can I take notes from hard &o'$ and re'rodu&e $our a&ti%ities in m$

'ro(e&t after getting re%ie/ed from $our membersL

o

=o/ T)M is getting im'lemented in C*ILo >hat are the resour&es rehat are the %arious tools $ou are using for im'lementing T)ML

o =o/ do $ou ensure to kee' $our &ustomer and $our em'lo$ee

ha''$L

o 4o $our follo/ an$ measurement 'lan to monitor $our business goals

or ob(e&ti%esL

o 4o $ou follo/ s'e&ifi& 'ro&ess to handle &ustomer &om'laintsL

o Internal as /ell as e9ternalLo 4o $ou follo/ s'e&ifi& 'ro&ess to handle suggestion, im'ro%ement

and inno%ationL

o =o/ do $ou 'romote


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3age D

CHAPTER 9CHAPTER 9

I 9IO'R,P>: 4E 9IO'R,P>:


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%i

o 3rodu&ti%it$ : )ualit$ Management S.4. 0'hale

o T)M : IS8 for 0r&hite&ts and 4esigners Charles 1elson

o Si9 Sigma Bla&k Belt training Material 0sian Institute of )ualit$

Management

8e

o >>>.*88*A!.C8M

o

>>>.C*I.C8Mo >>>.ISI SI*M0.C8M


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3age D

blackbook project on tqm

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