quality - striving for excellence. banerjee president’s page price rs. 100/- quality - striving...

B. Banerjee

Price Rs. 100/-President’s Page

QUALITY - Striving for Excellence

www.ncqm.com NATIONAL CENTRE FOR QUALITY MANAGEMENT

January - March 2014Vol. II No. 1

C O N T E N T S

D. L. Shah Trust For Applied Science,

Technology, Arts & Philosophy .....2

Rane Brake Lining Ltd’s Deming Journey towards Business

Excellence by Mr. D. Bheemsingh, Sr. V. P. .....5

“The great waste in America is failure to use the ability of people” – Dr.Edward Deming.

Involvement of people is one of the basic principles of TQM and their full involvement enables their abilities to be used for the organizations' benefits.

Let's capture the perceptions of European, American and Japanese Excellence Models on this vital issue.

• European perspective: The European Foundation of Quality Management (EFQM) was established in 1989 with a view to increasing the competitiveness between European economy with those of USA and Japan. The first version of EFQM Excellence Model was created by a group of experts from various sectors and academic institutions and was launched in 1992.

Towards involvement of people, EFQM model advocates the following: (a) how people resources are planned, managed and improved (b) how people's knowledge and competencies are identified, developed and sustained (c ) how people are involved and empowered (d) how people and the organization have a dialogue and (e) how people are rewarded, recognized and cared for.

• American perspective: Ramkrishna Bajaj National Quality Award (RBNQA) which is Indian equivalent of Malcolm Baldrige National Quality Award(MBNQA) of the USA focuses on the following criteria parts on people's involvement:

(a) how the company enables employees to develop and utilize their full potential aligned with the company's objectives (b) what are the company's efforts to build and maintain a work environment and work climate conducive to performance excellence, full participation and personal & organizational growth (c) subcategories include work systems, employee education, training and development as well as employee well being and satisfaction.

• Japanese perspective: Both Deming Application Prize (DAP) and Deming Grand Prize (DGP) which are the highest honor in the field of Business Excellence through structured TQM route are based on 14 Business Philosophy points . They are (a) create constancy of purpose towards improvement of products and services (b) adopt the new philosophy of cooperation for “win-win” (c) cease dependence on mass inspection of the product to achieve quality (d) end the practice of awarding business on the basis of price tag alone (e) continually improve every process (f) institute on the job training for skill enhancement (g) adopt and institute leadership (h) drive out fear and build trust (i) break down barriers between departments –abolish unhealthy competition (j) eliminate slogans, exhortations and unrealistic targets (k) eliminate arbitrary numerical targets (l) remove barriers that rob both daily workers as well as management staff of their right to pride in workmanship (m) encourage education and self development and (n) demonstrate top management commitment.

Careful scrutiny of these fourteen unconventional statements will reveal that as many as seven (50%) of them relate to “Psychology and Understanding of Human Behavior”.

This amply demonstrates the emphasis given by Japanese Excellence Models on total employee involvement towards sustainability of an organization.

Finally some thoughts by certain top executives

• “The whole employee involvement process springs from asking your workers the simple question, “What do you think ”? D. Peterson; Ford

• “The teams at Goodyear are now telling the boss how to run things. And I must say, I am not doing a half bad job because of it” S. Gurlt, Good Year

NCQM’s BEQET Award 2013 .....22

Future Work Skills for Quality Professionalsby Mr. Navin S. Dedhia .....23

NCQM News .....23

Theme: Involvement of people in Business Excellence journey

B.Banerjee President, NCQM

Quality - Striving for Excellence through Deming Journey 2January - March 2014

D. L. SHAH TRUST FOR APPLIED SCIENCE,

TECHNOLOGY, ARTS & PHILOSOPHY

• Born on 13th June 1907. Passed away on 3rd

May 1999.

• A Well-know industrialist, philanthropist and a

great visionary. Made tremendous contributions to

the Indian Industry in general, and the Machine Tool

Industry in particular.

• His company Perfect Machine Tools (PMT) was a

pioneering company in the machine tool industry.

He was the President of the Indian Machine Tool

Manufacturing Association and Machine Tool

Marketing Association of India for number of years.

• Quality' was a passion with Mr. Shah. It was his

life's desire and objective that “Made in India”

brand should be recognized and respected all over

the world. He worked tirelessly and with

unwavering determination towards this objective.

• He was one of the founders of the National

Centre for Quality Management (NCQM).

• During his life time he received several awards

and honors, some of which are listed below:

ØGold Insignia & Citation (highest award given to

a Foreigner) of Govt. of Poland for promotion of

Indo-Polish trade.

ØAustrian Award, given by the Austrian Govt., for

promoting Austrian business in India.

ØQuimpro Platinum Standards Award for Quality

Management.

ØShiromani Award, conferred by the Shiromani

Institute.

ØBajaj Auto Outstanding Quality Award',

bestowed by NCQM, which was presented

by Mr. R. Venkataraman, Former President

of India.

ØThe 'Ambassador for Quality in India' Award, of

the American Society for Quality Control. This

was presented by the U.S. Consul General.

ØIMC's 'Juran Quality Medal'. This was presented

by the Prime Minister of India.

• He donated all his life's earnings to the D. L.

Shah Trust that he founded in order to continue his

mission for better India in all walks of life.

• D. L. Shah Trust has published a number of books on

Quality, Productivity & ISO Standards on Quality,

and has distributed them free-of-charge to

organizations, institutions and professionals.

• D. L. Shah Trust has instituted National Awards on

Quality in association with the Quality Council of

India since 2006 known as the QCI-D.L. Shah Award

on Economics of Quality. The First award in 2006

was given to the winners by the then Hon'able

Rashtrapati of India Dr. Abul Kalam. The Award

ceremony is held in Delhi every year and these

awards now known as the QCI - D.L. Shah Quality

Award are handed over to the winners by VVIPs in

the country in a Quality Conclave which is attended

by over 700 to 800 Quality professionals.

Recently the trust, in collaboration with QCI, has

sponsored the printing of a book - Quality Best

Practices- Selected QCI - D.L. Shah National Quality

Award Winning case studies

Website – www.dlshahtrust.org Email – [email protected]

DAHYABHAI LALLUBHAI SHAH

D. L. SHAH

TRUSTFOR APPLIED SCIENCE, TECHNOLOGY,

ARTS & PHILOSOPHY

“A hundred times every day, I remind myselfthat my inner and outer life depended on thelabours of other men, living and dead, andthat I must exert myself in order to give inthe same measure as I have received and amstill receiving”.

Albert Einstein

3

The trust has setup the D.L . Shah Quality Research

Centre, in association with Quality Council of India, in

New Delhi which has become operational since March

2013. It is perhaps, the first research centre in the

country on the subject of quality.

• The present Trustees of the D. L. Shah Trust

are :

ØMr. H. K. Taneja – Former Chief Executive of

'Indian Register of Shipping'.

ØMr. Rohan Shah – An eminent advocate, Sr.

Partner of Economic Law Practice.

ØMr. Gautam Doshi – Group Managing

Director of 'Rel iance Anil Dhirubhai

Ambani' Group.

ØMr. S. M. Pathania – Former Director –

General of Police, Maharashtra State.

ØMr. K. K. Nohria – Former Chairman & MD

of Crompton Greaves Ltd.

• To be known as the leading NGO to promote

and propagate the ideas and visions of Late

Mr. D L Shah, Founder D L Shah Trust for

Applied Sciences, Technology, Arts and

P h i l o s o p h y b y i n t r o d u c i n g s y s t e m s ,

methods, mechanisms and practices to

better the overall Quality of life in INDIA.

ØTo promote research and other activities

related to the preservation, protection and

improvement of the ecology and environment.

ØTo promote and foster the movement of

Quality consciousness & Quality awareness

as regards products & services provided in

India.

ØTo promote the development & use of

environment friendly industry process and

water management techniques.

ØTo promote research & development as to

safety measures and practices followed in

industrial concerns.

ØTo work towards the introduction of systems,

methods, mechanisms and practices to the

betterment of the over-all Quality of life in India.

ØTo make Quality of dealings & business ethics to

inspire confidence and faith among all public.

ØTo make “Made in India” label synonymous

with “Quality of Excellence”.

The trust's mission is

Its objectives in brief are:

TH 5 D. L. Shah Memorial Lecture was held on March 15,

2014 at Hall of Harmony Nehru Centre Worli, Mumbai –

400 018.

Mr. B. Banerjee, President of NCQM, welcomed the

guests and dignitaries, who included Mr. Khushroo

Khambata – CEO of D. L. Shah Trust (DLST), Mr. H. K.

Taneja – Trustee of DLST, Shri Mahesh V. Gandhi ,

Trustee, NCQM and Chief Guest Mr. D. Bheemsingh,

Sr. Vice President, Rane Brake Lining Limited, Chennai.

Mr. B. Banerjee gave the welcome address with an

update on NCQM and its activities.

Mr. H. K. Taneja – Trustee of D. L. Shah Trust, gave an

update on profile and achievements of Late D. L. Shah

and on the activities of the D. L. Shah Trust.

Shri Mahesh V. Gandhi introduced the chief guest and

speaker, Mr. D. Bheemsingh.

Mr. D. Bheemsingh delivered the lecture on “Rane

Brake Lining Ltd’s Deming journey towards Business

Excellence” – followed by question and answer session.

The lecture was very informative, enlightening and

inspiring.

Mr. H. K. Taneja presented a silver plaque momento as a

gesture of appreciation to Mr. D. Bheemsingh. Mr.

Santosh Khadagade – Hon. Secretary, NCQM proposed

a vote of thanks to all concerned who made the event

successful.

The evening concluded with refreshments and tea.

TH5 D. L. SHAH

MEMORIAL LECTURE“Deming journey towards Business Excellence”

Mr. D. Bheemsingh, Sr. Vice President,

Rane Brake Lining Limited, Chennai.

We are thankful

to

D. L. Shah Trustfor Sponsoring

this Newsletter Issue.

Quality - Striving for Excellence through Deming Journey January - March 2014

4

Mr. H. K. Taneja, Trustee of D.L. Shah Trust andMr. Mahesh V. Gandhi, Trustee of NCQMgarlanding Late Shri D. L. Shah’s Photo.

Mr. B. Banerjee welcomingMr. D. Bheemsingh with a bouquet

L to R Mr. B. Banerjee, Mr. Mahesh V. Gandhi,Chief Guest, Mr. D. Bheemsingh,

Mr. H. K. Taneja, Mr. Khushroo Khambata on the dias.

Mr. H. K. Taneja, giving update onLate Shri D. L. Shah Trust’sactivities & achievements

Mr. Mahesh V. Gandhi introducingthe speaker Mr. D. Bheemsingh

Mr. D. Bheemsingh,Sr. V P, Rane Brake Lining Ltd., delivering the lecture

A section of the audience listeningto the speaker with raft attention

A section of the audience at the time ofQuestion-Answer session

Mr. H. K. Taneja presenting a silver plaque momento to Mr. D. Bheemsingh

Mr. Santosh Khadagade,Hon. Secretary, NCQM

proposing vote of thanks

Few Snap Shots of the Memorable Event


Rane Brake Lining Ltd’s,Deming Grand Prize Journey

by Mr. D. Bheemsingh, Sr. V. P.

0. Plan for the lecture

1. An overview of Rane Group

The entire lecture is structured under five broad

headings. They are:

0.1 An overview of Rane Group

0.1.1 An overview of Rane Brake Lining Limited (RBL)

0.2 TQM at Rane

0.2.1 What is TQM

0.2.2 Why TQM at Rane

0.3 Deming Journey of RBL

0.3.1 Brief details of Deming Prizes

0.3.2 Deming Application Prize (DAP)

0.3.3 Deming Grand Prize (DGP)

0.4 Benefits

0.5 Sustenance of TQM Practices

0.6 Conclusions

Rane group established in 1929 comprises 7

companies, 25 plants and employs over 5200

personnel. It has technology alliances with TRW-USA,

NSK-Japan and Nisshinbo (NISB) – Japan. Annual

group sales for the year 2012 - 13 was Rs. 2,923 Crores

(538 million USD). Product-wise sales contribution of

group companies for the year 2012-13 is given below.

5

Manual Steering &Suspension Systems

Steering Columns& Electric Power

Steering

Hydraulic PowerSteering Systems

Friction MaterialProducts

Value TrainComponents

Die Casting Products

Seat Belt Systems2%3%

Status of DAP and DGP at Rane Group is as follows:

1.1 An overview of Rane Brake Lining Limited

1.1.1 Productwise sales contribution is given below :

• Established in 1964 for manufacturing friction

material products.

• Serves to all major OEMs, Exports, Railways and

caters to all vehicle segments

• Collaboration with NISB - Japan with an equity

participation of 20.05%

• State of art R&D and testing facility approved by

Government of India

Products

Brake Linings Disc PadsComposite

Brake BlocksClutch

FacingsClutch

Buttons

1.1.2 Industry Segments

RBL Supplies to all Industry segments which includes

v Medium & Heavy Commercial Vehicle (M & HCV)

v Passenger Car Vehicle (PCV)

v Light Commercial Vehicle (LCV)

v Multi Utility Vehicle (MUV)

v Multi Purpose Vehicle (MPV

22%

21% 15%

14%

23%

Deming Prize

Deming GrandPrize (DGP)

Rane Holdings Limited

Rane EngineValve Limited

Rane (Madras)Limited

Rane TRW SteeringSystems Limited

Rane BrakeLining Limited

Kar MobilesLimited

Rane DiecastLimited

Rane NSK SteeringSystems Limited

JMA RaneMarketing Limited

Leaders in respective Market Segments

INR

in

Cro

res

Sales Turnover for 2012-13 in USD : 72 Millions

Leader in Friction material industry in India


6

1.1.3 Customers

v Farm Tractors

v Three Wheelers

v Two Wheelers

v Railways

1.1.4 Infrastructure – Plant locations

Vehicle OEMsBrake Assembly Manufacturers (Tier-1) Railways

• Amalgamations Repco Ltd,

• Automotive Axles Ltd,

• Brembo Brake India Private Ltd,

• Endurance Technologies Private Ltd,

• Exedy India Ltd,

• Luk India Private Ltd,

• Mando India Ltd,

• Brakes India Ltd,

• Foundation Brake Manufacturing Ltd (Formerly

Robert Bosch Chassis Ltd),

• Ashok Leyland Ltd,

• Asia Motor Works Ltd,

• Bajaj Auto Ltd,

• Caterpillar India Private Ltd,

• Force Motors Ltd,

• Ford India Ltd,

• General Motors,

• Honda Siel Cars India Ltd,

• Hyundai Motor India Ltd,

• Mahindra & Mahindra Ltd,

• Mahindra Navi Star Automobiles Ltd,

• Nissan Motors India Private Ltd,

• Renault Nissan Automotive Private Ltd,

• Royal Enfield Motors Ltd,

• Tractors and Farm Equipment Ltd,

• Toyota Kirloskar Motor Private Ltd,

• Ve Commercial Vehicles Ltd,

• Volkswagen

• Yamaha Motor Private Ltd

• Maruti Suzuki India Ltd,

• Tata Motors Ltd,

• Delhi Metro Rail Corporation Ltd,

• Indian Railways,

• Malaysian Railways,

• Sri Lankan Railways

(In Alphabetical order, indicates top 2 customers for RBL) Green font

Plant 1, Chennai and Head Quarters (HQ)Established : 1964 ; 183 & 104 employees

Plant 2, Hyderabad ; 580 Km from HQEstablished : 1991 ; 267 employees

Plant 3, Puducherry ; 155 Km from HQ Established : 1997 ; 97 employees

Plant 4, Trichy ; 321 Km from HQEstablished : 2008 ; 245 employees


7

1.1.5 Major milestones in RBL's Deming journey

2. TQM at Rane

2.1 What is TQM

TQM is a carried out by

to

achieve the organization’s objectives so as to provide

products and services with a level of quality that

at the appropriate time and price.

set of systematic activities the

entire organization effectively and efficiently

satisfies customers,

2.1.1 Explanation of key terms

ØSystematic activities – Planned, Strong leadership,

Mid and long term vision, Strategies and policies

ØEntire organization – Every one at all levels, across

functions

ØEffective and Efficient – Achieve planned results

with least resources

ØQuality – Usefulness, reliability, safety

2.1.2 Essence of TQM

2.1.3 Organizational alignment

TQM needs organizational alignment as

pictorially depicted below :

2.1.4 Benefits of TQM

ØQuality stabilization and improvement

ØTransparent policy deployment

ØRigorous implementation of short and long term

plans

ØProductivity improvement

ØCost reduction / profit improvement

ØHighly focused and motivated workforce

ØUnified Organisational Power

2.2 Why TQM at Rane

ØBy mid 1970s, Rane had become a successful and

well known name in India in the field of automotive

components.

ØCommencing in 1991, there were dramatic shifts in

the policy environment. An economy closed for

forty five years opened up nearly totally.

ØMajor car companies and auto component

suppliers saw huge and attractive potential in India

both for manufacturing and sourcing due to lower

costs.

ØThis led to Rane facing “World Class” competition.

ØThese developments called for a total reappraisal of

Rane’s competencies and business processes.

ØAlthough Rane had launched a few initiatives such

as strategic planning and manufacturing system

redesign, the results were not satisfactory.

ØThe quality levels and process robustness were

nowhere near world-class standards.

2000

2003

2013

Won Deming Grand Prize(Highest honour forpracticing TQM)Deming

Application Prize

Introduction of TQM at RBL

CustomerFocus

Continuousimprovement

TotalParticipation

TQM ContinuousImprovement

Organizational Alignment!


8

2.2.1 Introspection

ØOur analysis indicated following major causes for

failure of the new initiatives:

• Management methods

• Lack of Total Employee Involvement

ØAll of them were issues of operational excellence,

strong suit of Japanese companies.

ØHence a TQM workshop was arranged in

December 1999 by Dr.Washio from Juse for the

senior management.

ØThe workshop confirmed our assumption that

TQM would be a holistic input that would address

all our concerns.

ØThe commencement of Japanese way of TQM (in

2000) is a watershed in the evolving history of Rane.

2.2.2 World class expectations on QCD

3. Deming journey of RBL

3.1 How do DAP and DGP look like

Inscriptions on Deming Application Prize (DAP)

and Deming Grand Prize (DGP)

Deming Prize

Organizations that have implemented

TQM suitable for their management

philosophy, scope / type / skill of

business and management environment

Deming Grand Prize

Organizations that have received

Deming Grand Prize and maintained

and further enhanced level of TQM for

more than three years Deming Prize

3.2 Deming Prize Core Quality System

3.3 Evaluation Items and points of basic categories

GlobalMajors

Expectation

TargetPost TQM

Pre TQM

Q - Quality (customer return)

0 PPM

100 PPM

10000 PPM

1.0

0.85

Daily JIT

Monthly compliance

0.70

C - Cost index

D - Delivery

E Nagare

Deming Prize – Brief Details

W Edwards Deming1900-1993

“We have learned to live in a worldof mistakes and defective productsas if they were necessary to life.

It is time to adopt a newphilosophy in America.

1. Management policies and their Deployment

5. Information analysis and utilization of IT

6. Human resources development

2.New product development/or work process innovation

3. Maintenance and improvement

4. Management system

RBL Deming journey...

Evaluation items and points – Basic categories

Sl.No Items Points

Management policy and their development regarding qualitymanagement

New product development and/or work process innovation

Maintenance and improvement of product and operational quality – DWM & continuous improvement

Systems for managing QCDA

Information Technology (IT)

Human Resource (HR)

1

2

3

4

5

6

20

20

20

10

15

15

Basic categories : 75 out of 100

Unique activities : 3.5 out of 4

Top Management leadership : 3.5 out of 4

Minimum marks for Deming Prize


9

3.4 We followed PDCA approach planned

3.4.1 Planning

3.4.1.1 Micro level planning

Pre TQM Status : Dominant Market Leadership

Macro level

ØMBO : Management by objectives

ØTop down

ØStrategic Business Plan – 5 years

• President, Marketing & Finance

• ‘V’ not percolated down the line

• Limited buy in for company goals

ØCompany run by ‘select few’.

ØGrowth momentum more due to market forces

than driven by strategy.

3.4.1.2 Micro level planning

ØEmployees working in ‘Strong Silos!’.

ØGood functional expertise

ØLow ‘Q’ levels

• High number of customer complaints

ØMachine upkeeping / 5S – Major issues

ØFire fighting – Order of the day

ØAll inefficiencies built into costing!!

• SP = Cost + Profit

3.4.2 Beginning of DAP journey…

ØFrank deliberations

• Top Management at Group level

Ø“Consensus’ on TQM as the initiative

ØChairman’s one day off site work shop – All plants

across the country

ØIn depth reviews

3.4.3 Actions taken at Macro level

ØVision Setting and Strategy formulation

ØPolicy Deployment

• Company wide alignment

• Monthly / Quarterly reviews

3.4.4 Actions taken at Micro level

ØDaily Routine Management

• Daily gemba review

• Focus on recurrence prevention

• Focus on ‘Process’ than result

ØProcess stability

• SPC focus – Manufacturing and non-

manufacturing areas

Mr.Harish LakshmanVice Chairman-

Rane TRW

Mr.L.LakshmanExecutive Chairman,

RHL

Mr.L.GaneshChairman,

Rane Group

Defects Defects Defects Defects

Defects

LSL USL

LSL USL LSL USL

Process Capability - Strategy1. - Put the process on target2. - Reduce variability of the process

“Centering”“Spread”

Process Capability Analysis


10

3.5 Policy deployment – system flow chart

Policy Deployment...

LevelsSteps

Social Conditions

Top Management

Functional Heads

Manager Executive Feedback Documents

Mission / Vision

Mid & Long term plan

President’s Policy

P

D

C

AReview of

President’s Policy

? Mission & Vision

? SBP /AOP

? PD form-1

? PD form-2

? PD form-2

? PD form-3

? PD form-4

? PD form-5

? Review Once in a Quarter at plants & Once in a month at corporate office

Self-Examination of Policy & Action Plan

Functional Head’s Diagnosis

President’s Review

Implementation/Evaluation/Action

Fn. Head’s Policy

Mgr’s Policy

Executive’sAction Plan

President Policy for the year 2012-13 PD Form - 1

Form - 1

Policy(Priority Areas)

PDRef.No.

Managing PointsMetric(UOM)

Target for2012-13 PD

Ref.No.From # To

Major MeasuresStrategic

InitiativesRef. No.

Deployment

Customer Focusand New

Customer / Markets

1

TechnologyFocus

QualityFocus

CostCompetitiveness

Strong CorporateConstitution

2

3

4

5

NPD Sales

Formulation Development

Technology Projects

a) Quality Improvement

- Customer Line Rejection

- In-process Rejection

Productivity Improvement

Morale Development

Skill Enhancement

Competency Enhancement

Sales Value(Rs. Cr)

Formulations/Year (Nos.)

Projects/Year(Nos.)

PPM

PPM

ESU(Pieces/Man

hour)

EOS Score (%)

Skill in L3 & L4 (%)

Competencyin L3 & L4 (%)

19.5

5

6

P1:

P2:

P3:

P4:

51

29

54

12P1:

P2:

P3:

P4:

9354

7901

8533

9736P1:

P2:

P3:

P4:

36.2

34.4

35.6

33.0

77

64

71

25.4

6

6

50

50

50

97500

6093

5500

500041.0

40.0

38.5

34.6

80

75

75

1.1

1.2

3.1

4.1

4.2

4.3

4.44.5

4.6

4.7

4.85.1

5.2

5.3

5.4

6.1

6.2

6.3

- OEM: TML-LCV, NISSAN-Aftermarket : AFBL - M&HCV, LCV and DP

- Formulation Library Enhancement- High Quality and Low Cost AF Formulation development

- Process improvement projects, Test capability enhancement (Including NVH)- Shim bonding technology development

- SPC/FMEA reviews,- Process / Products Audits,- QC Story methodology

- SOP revisions,- QC Story approach for Problem solving

- Lean Manufacturing

- HR initiatives- Action on Survey Findings

- Skill Evaluation and Upgradation

- Competency Evaluation and Upgradation

1, 3, 11

1, 5

6, 7, 11

8

8

8

89

9

9

915

15

15

15

18

19

19

HOD - MKT,HOD - R&D

HOD - R&D

HOD - R&DHOD - CMFD

PH - P1

PH - P2

PH - P3

PH - P4PH - P1

PH - P2

PH - P3

PH - P4PH - P1

PH - P2

PH - P3

PH - P4

HOD - CHR

HOD - CHR

HOD - CHR

RANE BRAKE LINING LIMITED

# - 2011 - 2012 Actuals


11



Form - 2

Rane Brake Lining Limited, Chennai CHR

Form 2HEAD CORPORATE HR

MPNo.

ManagingPoints

PDRef.No.

Metric(UOM)

Target- 12-13

From To

Major MeasuresCPNo.

PDRef.No.

Check PointsMetric(UOM)

Target- 12-13

From To

Deployment

1. 6.1MoraleDevelopment

EOSScore (%)

77 80HR initiatives,

Action on survey findingsSOP Ref. No. HR/PF/004

1.1

1.2

1.3

1.4

1.5

6.1

6.1

6.1

6.1

6.1

MoraleDevelopment -Corporate

MoraleDevelopment - P1




EOSScore (%)

EOSScore (%)

EOSScore (%)

EOSScore (%)

EOSScore (%)

76

78

70

75

86

78

80

75

77

87

PS

P1 - HR HEAD

P2 - HR HEAD

P3 - HR HEAD

P4 - HR HEAD

P1 - HR HEAD

P2 - HR HEAD

P3 - HR HEAD

P4 - HR HEAD

86

80

96

75

65

72

63

56

Skill in L3 &L4 (%)

Skill in L3 &L4 (%)

Skill in L3 &L4 (%)

Skill in L3 &L4 (%)

Skill Enhancement Plant 1




6.2

6.2

6.2

6.2

2.1

2.2

2.3

2.4

Skill evaluationand upgradation

SOP Ref. No. HR/PF/00564 75

Skill in L3&

L4 (%)

SkillEnhancement

6.22.

Form - 2

Rane Brake Lining Limited, Chennai CHR

MPNo.

ManagingPoints

PDRef.No.

Metric(UOM)

Target- 12-13

From To

Major MeasuresCPNo.

PDRef.No.


Target- 12-13

From To

Deployment

Manager - Recruitment & Training Form 2

1.1 6.1

MoraledevelopmentCorporate

EOS Score(%)

76 78HR initiatives,

Action on survey findingsSOP Ref. No. HR/PF/004

1.1.1 6.1Action on surveyfindings

AdherenceIndex

(%)100 100 Self

3.1 6.3

Trainingprogramme -Executives

Mandays(Mandays /

emp/annum)6.35 7

Training need identification,prepare Annual Training

calendar and conducttraining

SOP Ref. No. HR/PF/003

3.1.1 6.3

Trainingprogramme- Corporate &Plant 1 Executives

Mandays(Mandays /

emp/annum)6.13 6.5 TV

4.1 - GPTWinitiatives

Initiativesimplemented

(Nos)11 16

Implemented initiativesidentified from GPTW

surveySOP Ref. No. HR/MP/SOP02

4.1.1 -

-

-

-

Actions on - QCM.Rane connect,Celebrations

AdherenceIndex

(%)100 100 AGS

5.1

5.2

1.0

-

-

-

RecruitmentLead time

Attrition

RecruitmentCost

Lead timeper position

(Days)

Separation(%)

Cost perposition

(Rs.)

44 40

24 20

12712 12000

Consultant meet, StructuredJD, Bid pipeline

managementSOP Ref. No. HR/MP/SOP09

Stay interview, CFT exitinterview and actions

SOP Ref. No. HR/REC/SOP10

Recruit thro portal, Referalsystem

SOP Ref. No. HR/MP/SOP10

5.1.1

5.2.1

1.1

Lead timeJM level

Infancy Attrition

Recruitment costJM level

Lead timeper position

(Days)

Separationwithin 6

months (%)

Cost perposition

(Rs.)

49

7.8

11135

45

6

11000

Self

AGS

Self


12


3.6 Daily Routine Management (DRM)

Definition of “Daily Management”

“Daily Management comprises all the routine activities that must be carried out efficiently; while

maintenance activities are the main concern, improvement activities are also part of Daily

Management”

DRM - Marketing

Form - 2

Rane Brake Lining Limited, Chennai PLANT 1

MPNo.

ManagingPoints

PDRef.No.

Metric(UOM)

Target- 12-13

From To

Major MeasuresCPNo.

PDRef.No.


Target- 12-13

From To

Deployment

Form 2 for the year 2012-13 PHR Head

1 -

OperatorSkillEnhancement

Skills in L3& L4 (%) 65 86

Skill evaluation andupgradation 1.1 -

Training programmes

Mandays/employee/annum

6 7 Divya

2 -

EmployeeopinionSurvey

Score(%)

78 80 Address Restrainers 2.1 - EOS initiatives

Implementedinitiatives(Nos)

3 5 Self

3 - QCC ProjectProjects /

QCC/annum

3.4 4

Tracking and handholding inactiveQCC

3.1 -

-

-

-

Inactive QCCInactive QCC(Nos) 5 0 Divya

4

5

6

-

-

-

Statutory

FactoryMaintenance

DirectLabour Cost

Compliance(%)

Cost(Rs. in crores)

Percentageagainst

sales (%)

100 100

0.56 0.56

7.8 7.9

Adherence to STACK/VAM

Monitor and Control ofContract Manpowerengagement as perAOP

Manpower deploymentas per LTS

4.1

5.1

6.1

Internal auditobservations

Manpower - Contract

Engagement ofManpower as perLTS

Noncompliance(Nos)

Head count(Nos)

Adherence toapproved nos(%)

10

112

100

0

109

100

Balaji

Arunraj

Arunraj

REVL, P4Role Description

Ref REVU/P4/RPP-14Date : 05/1006Page 1 of 1

Position: Module Leader - Production (Forge Shop)Organization Chart Ref. REVI/P4/QC-1/8

Purpose:

To achieve daily Module programme

Role (S)

1 To achieve daily module plan

2 To achieve targeted quality levels

3 To ensure SOP Up gradation

4 To reduce consumption of major consumables

5 To achieve module productivity

6 To ensure adherence to systems

Managing points

S # MANAGING POINT Metric UOM Review frequency1 Daily Production Planned output

2Poke yoke implementation(Customer Complaints)

No. of poke yoke implemented

No. of CM’s horizantally deployed

Scrap

Rework

SOP Upgradation

Problem solved by QCC’s(Related to Quality)

Cost / 1000 values

Values / Head

Process Audit Score

Nos

Nos

Nos

%

%No. of amendments

Nos

Rs.

Nos

Nos

Daily

Monthly

Quarterly

Daily

Daily

Quarterly

Quarterly

Monthly

Monthly

Monthly

3

4

5

6

Consumption of major consumables

Module productivity

System Adherence

Internal Rejections


13

Daily Routine Management (DRM )...

3.7 Policy Deployment and Daily Routine Management

3.8 The effects and thereafter

3.8.1 The Effects

ØWon Deming Prize in 2003 – Landmark in RBL

History

• 1st in Rane family

• 7th in the country

ØStrategy focus

ØOperations – Not very robust

3.8.2 Thereafter…

ØDominant Market Leadership continued

ØEuphoria took over

ØDegree of complacency set in / Element of over

confidence

ØBack to Business

• TQM Philosophy was not ingrained

ØIR issues

3.9 The DGP journey

3.10 Specific initiatives launched

3.10.1 TQM promotion

Towards TQM promotion, we concentrated on :

TQM at RBL

What did we do ……… differently…..

ØPhase of introspection – 2005

• SMG level

• Discussions at different levels

• Operators taken into confidence

ØChallenges faced

• Sustained Dominant Market Leadership!!

• Resistance to accept reality

• Focus on ‘results’ than ‘process’

• Getting ‘buy-in’ at different levels.

3.9.1 Actions taken

ØLead from the front

• Accepted leadership failure – Ice breaking step

• Policy deployment in spirit

• Focus on Daily Routine Management

• Intense and in depth reviews

ØDecisive actions for getting “buy-in”

ØCustomer focus

• OEM / Tier 1

ØEmployee focus

• HR interventions

ØTQM Organization

ØGroup level : TQM Apex reviews

ØCompany level

ØCorporate TQM reviews

ØMonthly Business reviews – through Managing

Points

ØPlants / Functions MBR – through Managing

Points

ØGemba reviews

3.10.2 TQM Organization…

Daily Management & Policy Management

Shortage of target ifno special activity isinitiated

Target set byManagement

Policycandidates

What are we doing“Extraordinary”

(Beyond normal improvement)

Changingthe business

VS. Runningthe business

Yea

rly

per

form

ance

Estimation curve bycontinuing usual activity

}

Monthly

Derailment of TQM

Grouplevel

CompanyLevel

Plant/Function

level

TQM Apex Council

Comprises of Chairman, Presidentsand TQ Coordinators of GroupCompanies and Group TQMCoordinator

To evolve overall policies andguidelinesfor group companies; assessimplementation status at variouslocations through planned audits

Responsibilities:

TQM Steering Committee

Comprises of President, SeniorManagement of the Company andPlant / Head Office TQM Coordinators

Responsibilities:

To promote TQM knowledge andmotivate the human resource forimplementation of TQM activities

TQM Steering Committee Responsibilities:

Comprises of Plant / Functional Heads and their Sections Headsand TQ Coordinator

To motivate and implementobservations given by Apex council,RBL TQM steering committee andTQM internal audits


14

3.10.3 SBP Process Enhancement

3.10.4 Revised Strategy Framework…

Post Deming Application Prize Scenario

Globalization

Globalization

ØEntry of global OEM customers

• High growth expected in Medium & Heavy

Commercial Vehicle (M&HCV), Passenger

Car Vehicle (PCV) and Multi Utility Vehicle

(MUV) segments

• Increased opportunities for RBL and

intensified competition

Technology

ØTechnology development

vAsbestos to Asbestos Free (AF)

• OEMs – Market and Customer requirement

• Aftermarket – Proactive initiatives taken

though legally not mandated

Revised Strategy Framework …

Company

ØRBL market leader in Friction Material industry

in India

ØHighly reputed Brand image in quality

ØStagnant overall sales

• OEM growth not as per plan 2006-08

Deeper analysis

ØLost M&HCV business as major OEM customer

migrated to AF

vCompetition secured the business through

bought out product

vRBL could not predict Asbestos to Asbestos

free migration in time

• Contact mainly with Tier-1 and less with

OEM being a Tier-2 company

• Confident on high quality Asbestos product

ØStagnant share in PCV and MUV segment

• Inadequate system to capture prospective

businesses

ØRBL senior management team brainstormed

• Why present SBP process not revealing all

this?

Inference

ØExisting SBP frame work had limitations

• Focused on existing strong market and

products

• SWOT focus – less on market analysis

ØPredominantly ‘Product Out’ approach

Necessitated “Strategy framework revision”


ØHigh level workshop conducted by Japanese

Sensei

• Internal workshops conducted involving

more managers to work out way forward

• Learning from the workshops were deployed

to revise SBP process

Earlier

Past Performance

Strategy Test Survey (Selected Employees)

Pre-SBP workshop preparation

SBP workshop (SM + MM level)

Goals and Strategies Finalization

Identification of Strategic Initiatives

Finalization of Strategic Initiatives

• Inadequate analysis on competitors

performance

• Lack of adequate focus on global market

• Inadequate deeper analysis on market

potential

• Limited meetings at Senior Management

Level – enough time not spent on bringing

out the current issues faced by organization

• Relatively weak linkages between the

Organization Vision, Goals, Strategies and

Strategic initiatives

Limitations :

All the above necessitated for the change in SBP process

SBP Process Enhancement

Earlier

Past Performance

Strategy Test Survey (Selected Employees)

Pre-SBP workshop preparation

SBP workshop (SM + MM level)

Goals and Strategies Finalization

Identification of Strategic Initiatives


Revised

Past Performance

SM level workshop-1 (Remaining Issues)

SM level workshop-2 (Market environment

analysis – Stage1)

Identification ofThemes & Team

Formation

SM level focusedmeetings

(on selected themes)

SM & MM levelworkshop-3

(Market environmentanalysis – Stage 2)

Goals & StrategiesFinalization and StrategicInitiatives identification


ØStrategy framework revised to ensure the

following

• SWOT focus to Market / Product focus

• Capturing customer needs proactively

• Enabling in-depth market and competitor

analysis

Change in approach - ‘Product Out’ to ‘Market In’


15

3.10.4 Strategic Business Plan 2012-15


? Collecting market, product information - STEEP,

Porters Five Forces and SWOT


16

3.11 Proactive marketing

ØDICV entered Indian market in 2008-09

ØRBL approached DICV proactively

ØVisit gave insight about techno - commercial

requirements of high performance commercial

vehicle

• Higher Horse power vehicles (330HP-25T,

31T) compared to other Indian models (TML

& Leyland-280 HP)

• Customer insisted imported grade to be used

due to performance parameters

ØChallenges :

• Brake liner needs to with stand life, strength

and higher operating temperature - 300 Deg C

• On par with imported grade

• Stiff Design Verification Plan time line -

3 months

Daimler India Commercial Vehicle (DICV) (Vehicle-OEM)…

Challenge for RBL is to meet the performance requirements & lead time

Vehicle

OEMs Tier1

Visits to Customers /

Market information

Media & Rane

Group

information

Prospective Business ListCustomer

Enquiry

Propose attractive

Options with

OEM’s/Tier-1

Receive RFQ

Submit Competitive Quote

Obtain Order

New elements added to process

Proactive marketing

Example : Daimler India Commercial Vehicle (DICV) (Vehicle-OEM)…

• RBL Showcased technical capabilities to match

the imported grade – with 3 options.

• Options enabled DICV & Tier-1 to choose RBL

as first source for 25T vehicle

• RBL pursued all further new DICV opportunitiesCapturing Customer needs Vs Comparison of RBL Options

Sl NoPerformanceParameters

ImportedGrade

RBL 1 RBL 2 RBL 3

1 Strength

Brake Noise

Brake Efficiency

High TemperatureLiner-Life

Drum life

Flexibility

Cost

2

3

4

5

6

7

RBL proposed RBL 2 in consultation with Tier-1 & Vehicle OEM

Daimler Commercial

Vehicle ModelsRBL Competitor

25T

31T

16T

12T

9T

ü

ü

ü

ü

ü

ü

-

-

ü

-

• Result: RBL present in all Daimler India program

- Fair - Good - Better

Proactive Engagement during vehicle design stage resulted in winning business


17

Proactive marketing…

Results

Horizontally deployed the learning andwon business from design stage

• Mahindra & Mahindra - XUV5OO- Utility vehicle

• Quanto - Utility vehicle

• Working with Bajaj-RE60 Quadricycle

Learning applied for obtaining business from unserved market and won following business

• Maruti Suzuki -Swift passenger car

• Nissan - Micra passenger car

• Tata Motors- Sumo Gold –Utility vehicle

Significantly improvedmarket share in PCV

INR

MIL

LIO

NS


18

3.12 HR excellence

Intense employee engagement – TQM way

ØMorale level of employees are periodically

measured through

ØEmployee Opinion Survey (EOS)

ØGreat Place To Work (GPTW) survey periodically

ØPost survey

ØLow scoring statements identified - focused

group discussions held

Low scoring areas - Example

Executives

ØEvery one has an opportunity to get special

recognition

ØPeople celebrate special events

ØStress

Non Executives

ØRecreation facilities

ØConcern for people – Socio-cultural events

ØStress

Initiatives arrived and implemented for low scoring areas

HR excellence

Intense employee engagement – TQM way…

3.13 RBL TQM model

Source of inputs : Prof.Osada

3.14 Preparation for Examination

Challenges

ØMarket downturn

• Focus on sales / bottom line

• Extended hours of work – Work – Life balance

• Need for cost focus

ØAttrition : 20 – 25%

• From non-TQM organizations

• Feeling of excess work

ØRegular work + TQM

• Over worked

3.14.1 What did we do?

ØGroup level support

ØFocus on TEI

• Prestige of Group / Company

• QCC, Suggestions, QIT

• External participation

ØLead from the front

ØDGP Action plan and reviews

Company Goal -------- Self Goal

3.15 The Examination Experience

ØThe Agenda

ØSeptember 10 to 13, 2013

Ø4 Senior Japanese Professors

ØAll Plants and Functions

ØOverwhelming

ØElement of surprise.

ØIn depth

ØSchedule-A presentation

ØSchedule-B audit


19

3.16 The Success

3.16.1 DEMING GRAND PRIZE Award Ceremony

4. Benefits

4.1 Customer Quality

Won DGP in Nov 2013

Deming Grand Prize 2013

“ The Highest honour for Practicing TQM ”

Rane Brake Lining Limited

?1st Friction Material Company in World

?3rd in Rane Group Companies

?7th Company in India

?9th Company outside Japan and

?26th Company in the World

Rane Group

?1st Group to win DGP award for 3 consecutive

years outside Japan

?2nd Group in the World to win more than 2 DGP

awards

RBL President Mr.P.S. Roa received the coveted Deming Grand Prize from Mr. Masahiko Sakane,

Vice-Chairman, Deming Prize Committee (on behalf of Mr. L.Ganesh, Chairman, Rane Group) at AwardthCeremony function held at Keidanren Kaikan, Otemachi, Tokyo on 13 November, 2013.

4.2 Inventory & Productivity

4.3 Accidents

4.4 Total Employee involvement

PP

M

Benefits

Inventory - Import Raw Materials

pie

ce

s /

ma

n h

ou

r

Ind

ex

Ind

ex

Nu

mb

ers


20

4.5 Total Employee involvement

5. Sustenance of TQM Practices

5.1 Post DGP

ØSustenance is a most important part of TQM and it

requires continuous effort and cooperation from

all

ØThrough continuous practice of TQM, RBL has

learned and developed a culture of continuous

improvement

ØPost DGP is it imperative to strengthen our current

practices and improve further

Manufacturing Excellence Award by ACMA in 2013 – RBL Trichy

No

s.

Mo

nth

s

INR

in

Mil

lio

ns

New Products - Delivery

4.6 Awards and recognition

4.6.1 Customer recognitionTier-1 Customer

Vehicle OEM Customer

‘Best performance in Proprietary Category’ award from Brakes India Ltd. : 2012-13

‘Best in class performance in aftermarket support’ award from Ashok Leyland Ltd. : 2012-13

Manufacturing Excellence

4.6.2 People focus

‘Great Place To Work - India’s 2nd best auto component industry to work for’ - 2013


21

ØRBL came out with two sustenance initiatives

1. “DGP Action table – Using 4Q approach”

2. “RBL TQM Apex review”

5.2 DGP Action table using '4Q' approach

ØRBL received a detailed performance analysis

report prepared by examiners after examination.

ØReport reveled our areas of excellence as well as

areas for improvement.

ØIn order to make full use of the report, RBL

developed department wise action table and

circulated to all.

ØUsing the report, all departments prioritized their

actions using 4 Quadrant (4Q) matrix.

ØThis approach helped us in adopting all

improvement suggested by examiner and ensure

sustenance of TQM practices.

5.3 Environment Analysis…

Industry Structure : Porter’s Five Forces analysis

Supplier Power

• Closely controlled - sellers market

• Low leverage – on QCD

• Raw Materials - high volatility

Threat of Entry

• Entry of global Friction

Material giants –

experience and technology

Industry Rivalry• Narrow differentiation

scope

• Severe cost competition

Threat of Substitutes

• Electro magnetic braking

system

Buyer Power

• FM significant cost to buyer’s product -

High quality products @ lowest cost

• Buyers ready to go with competitors

• Biggest customers backward integration

? Manufacturing process innovation and new technology

development

? Reduce raw material cost

? Operational efficiency improvement

5.4 RBL's TQM Apex review

ØThe RBL Apex review team consist of Plant Heads,

Functional Heads and Identified Section Heads

across the Company.

ØRBL Apex team will visit each plant and corporate

functions once in 6 months.

ØThe RBL Apex team will do a deep drill audits of all

the departments (including Plant Head) for a

period of 120 minutes each.

ØBased on the review, scoring and feedback will be

given by the apex members.

ØTill date, we have completed two RBL TQM apex

reviews and received positive feedbacks from all

employees

This way we make sure that our TQM practices are sustained across the company

5.5 Action table

Items requiring further improvement – under Basic Categories

S. No

(II) Basic Categories3. Maintenance andimprovement ofproduct andoperational qualities

35(Page 23)

Poka yoke in quality improvementThere is a need to clarify the defect modes that need to be taken up for zero target by engineering and those that shop floor needs to take up for zero target through improvement like Pokayoke thereby clarifying the division of labor between Engineering and Shop floor

? Zero target taken up by engineering and shop floor team to eliminate d e f e c t m o d e s b y implementing Pokayoke to improve quality

Ongoing(March,2014)

Category Items pointed out in theExamination Findings Report

Follow up activityA B

Completed In-progress(Target date)

ØHas been a fascinating journey

• Looking back 2001 to 2013….

ØStrategy Planning and Policy Deployment

ØDaily Work Management

ØContinuous improvement culture – Kaizen Culture

• Incremental

• Break through

ØTEI

ØDiscipline

ØTQM – a Religion

6. Conclusion

RBL Deming Grand Prize Journey

Totally 57 improvement points were given by the examiners


22

Second prize winner was Dr. B. M. N. College of Home

Science, Matunga, Mumbai for their project “Enhancing

worksite wellness of the non-teaching staff”. Based

on survey on health status of all 23 male & female non-

teaching staff, appropriate diet, exercises and stress

relieving measures were administed. Results were

measured through improvement on Body Mass Index

(BMI), Endurance, Flexibility and Strength.

Third prize was won by Hindi Vidya Prachar Samiti’s

Ram Niranjan Jhujhunwala College, Ghatkopar,

Mumbai for their project “Quick student service at

office”. Development of process flow map coupled

with reduction of non value added activities helped

them achieve their goal.

thNCQM’s (8 )Best Educational Quality

Enhancement Team (BEQET) Award 2013

BEQET award competition was held on February 1,

2014 at 4th floor, Seminar Room, S. P. R. J. Kanya Shala,

Cama Lane, Near Ghatkopar Rly Stn., Ghatkopar (W),

Mumbai - 400 086.

Total eight teams participated in this competition. First

prize was won by Shri M. D. Shah Mahila College of

Arts and Commerce, Malad, Mumbai for their project

“Go Green”. Focus areas comprised reduction of usage

of paper & electricity and water harvesting.

First Prize winner team with Chief Guestand some of the dignitaries

Second Prize winner team withMr. H. K. Taneja, Trustee, D. L. Shah Trust.

Third Prize winner team receiving trophy andcertificate from Mr. Khushroo Khambata,

CEO of D. L. Shah Trust.

Shri M.D.Shah Mahila College of

Arts and Commerce (MDSMAC)

PROJECT GO GREEN

Malad, Mumbai : First prize winner at BEQET 2013

1. Scope of the Project

2. Excess use of paper

2.1 Library Automation

MDSMC is adept at adopting qualitative changes which prove beneficial to the institution and its stakeholders. In its goal to improve the existing processes MDSMAC has consistently used quality tools. Such an endeavour was the establishment of Kaizen group called Spark in 2011. Members from various divisions of the administration were partici-pants of the quality group. With the aim to reduce carbon emission the group took up a project called Go Green which was arrived at after a brainstorming session. The project focussed on three problem areas –Excess use of paper, Shortage of Water during summer and Excess use of power. The problem areas identified by the group were –

- Being a large educational institution with 9000 students and 200 staff members the usage of paper at MDSMAC is extensive. To curb the problem of excess use of the paper, the team suggested the following measures -

- Prior to the adoption of SOUL system in the Library, each student was issued three cards - Borrowing, lending and Internet cards. Following a systematic process revolution under Go Green, a student's single ID card now accomplishes the functions of borrowing, lending and internet usage records. The change has been able to cut down the card consumption by 27000.


Abstract of the Lecture on

“Future Work Skills for Quality Professionals”by

Mr. Navin S. Dedhia

San Jose, California, USADelivered at NCQM Learning Centre

on March 8, 2014

No matter what the future brings, one thing will

likely remain--the pride, people in quality have for

their profession and their desire to express that

pride. The role of the quality professional has

definitely changed over the years. While the

required skill sets of quality professionals are

constantly changing, capability upgrades must be

ongoing to ensure success in the future. The

pressures of globalization, swift and chaotic

economic changes, exponential growth in

technology advances and the presence of at least

four generations with four different styles and

philosophies of work will require unique sets of

skills. Team work is more evident than working as

an individual contributor in the current

environment. Roles of quality professionals are not

diminishing. The consequences of today are

determined by actions of the past. To meet the

challenges quality professionals have to get ready

with new set of skills. Different skills are needed for

different situations to make oneself valuable to the

organization.Some of the skills needed for advancement are : • Knowing to apply economic case for quality• Application of tools, methodologies and

techniques in an innovative way• Honing skills as they relate to job responsibilities

– acquiring right skills, expertise and experience• Adapting to evolving and changing work

environment• Project Management skill• Learning to focus on Key critical issues • Learning to accept challenges• Effective verbal and written communication

skills and most important • Man Management skills.

23

2.2 MIS on Website

3. Shortage of Water during summer

4. Excess consumption of power

– The transformation of information relay from paper to technological use has reduced much paper use in the institution. MIS which is uploaded on the Website provides the following facilities - 10 year old question papers, Faculty API Form, Stakeholders feedback Form, and College announcements.

- During the summer months i.e. the period from February to June MDSMAC suffers from extreme scarcity of water. To overcome the shortage the group suggested water harvesting which was implemented in 2012. With the implementation of the scheme MDSMAC did not experience water scarcity nor had use of water tankers to overcome water shortage. In the process MDSC was able to save substantial amount of money spent on water tankers.

- To reduce the excess consumption of power the suggestion of the group was converting from the ordinary incandescent light bulb to Compact florescent light (CFL) bulbs. A proposal was sent to UGC wherein MDSMAC demanded Rs 2 lakhs. The proposal was accepted by the UGC and MDSMAC was allotted Rs. 50 thousand. The fund was utilised to switch from the ordinary incandescent light bulb to Compact florescent light (CFL) bulbs in the computer labs, administrative office and the Principal's cabin.

Mr. Navin Dedhia delivering the lecture

NCQM NEWSWELCOME ABOARD - NEW MEMBERS

Corporate Member category

Converted from Patron to Patron Life category

Senior Member Category

Senior Life category

Converted from Individual to Individual Life Category

Individual Member Category

CM0573 Ador Welding Ltd.,Mr. Rahul R. Satpute Pune

PL0004 NHB Ball & Roller Ltd.,Dr. H. M. Mehta Mumbai

SM0140 Mr. Kamalkant A. Keswani Mumbai

SM0141 Mr. Viraj Vijay Atre Pune

SM0142 Mr. Milind Pathak Mumbai

SM0143 Mr. Sachin D. Desai Vasai

SM0144 Mr. Sanjay B. Tahiliani Mumbai

SL0032 Mr. M. Umasankar Chennai

SL0033 Mr. Mohammad Iqbal Gour Thane

LO0141 Mr. Vishal Singh Patyal Mumbai

LO0142 Mr. Mahendravadi V.Narayanan Mumbai

MI0540 Mr. Anandababu Narayanan Navi Mumbai

MI0541 Mr. Ramteja Ganta Hyderabad


NCQM’s FORTHCOMING PROGRAMME

• Internal Audit for Integrated Management

Systems May 16-17, 2014

• Root Cause Analysis & Use of Seven basic QC

Tools May 19, 2014

• Internal Audit for ISO 9001: 2008 Standards

May 23-24, 2014

• Effective Management of Work Place Through

Principles of Housekeeping (5S) & Waste

Elimination (8W) - June 6, 2014

• P e r f o r m a n c e M a n a g e m e n t S y s t e m

June 23, 2014

• Internal Audit for Energy Management Systems

(ISO 50001:2011) - June, 2014

• Value Engineering - An effective Management

Tool for Competitive Edge - June 2014

• Six Sigma Green Belt - June 2014

• Supply Chain Management - July 19, 2014

• HACCP Awareness - July 2014

15% discount for Patron, Life Patron & Corporate Life Members and 10% for other Members and group registration of 3 or more participants

Printed & Publised by Chairman, Publication Committee, on behalf of National Centre for Quality Management.Published from National Centre for Quality Management, G-503, Kailas Industrial Complex, Vikhroli-Hiranandani Link Road,Vikhroli (W), Mumbai - 400079. Tel. : (022) 25170483 / 69; E-mail : [email protected] • [email protected] andprinted at Mahavir Printers, Plot # 286, New Anand Soc., Nr. Railway Station, Pant Nagar, Ghatkopar (E), Mumbai - 400075.

Admissions open for

BATCHES

JANUARY / JULY 2014

Post Diploma in

Total Quality Management

Distant Learning Mode with

Contact Sessions to provide guidance and

respond to students’ difficulties

Focuses on

TQM and its applications in

Manufacturing and Service Industries,

TPM, Kaizen, 5S & 8W, Six Sigma,

ISO 9001 on QMS, ISO 14001 on EMS,

OHSAS 18001 on Health & Safety,

IMS, HACCP, TS 16949, ISO 26000,

RCA & RRCA, SPC, Tools & Techniques

for Organisational Excellence, National

and International Business Excellence Models

Examination Centres

Mumbai, Ajmer, Nagpur, Noida, Pune

NCQM has reached a MOU with NHANCE,

Hyderabad which is a partnership firm spreading

message of CSR (Corporate Social Responsibility)

to collaborate for mutual benefits on the following

initiatives :

• Spread CSR Awareness throughout the region

• C o n d u c t c e r t i f i c a t i o n p r o g r a m m e o n

understanding specific requirements of ISO

26000 on guidance for Social Responsibility

• Faci l i tate implementat ion and Impact

Assessment Process

• Assist in developing Global Reporting

Initiatives (GRI)

• Work towards spreading message of Triple

Bottom Line (TBL) concept.

On behalf of NCQM, Dr. (Mrs.) Deepa Sharma will

be the Director in Charge of this newly formed CSR

Cell.

NCQM opens up new Frontier

For details, brochure & application form please visit our website www.ncqm.com

or contact National Centre for Quality Management, Mumbai

Tel: (022) 25170483 / 69 Email: [email protected] / [email protected]

Post Diploma in Total Quality Management

Schedule of June 2014 Examination

Paper Subject Date / Timings

Total Quality Management(TQM) Friday

June 20

10.00am to1.00pmI

Statistical Process Control(SPC)

2.00pm to5.00pmII

Quality and ManagementSystems (QMS)III

Saturday June 21

10.00am to 1.00pm

TQM in ManufacturingIndustries / TQM inService Industries

IV2.00pm to

5.00pm

Tools and Techniques forOrganisational Excellence

SundayJune 22

10.00am to 1.00pmV

Schedule of ASQ Examination June 7, 2014