Sustaining Business Excellence
through TQM
Presented by
T Gi i
T.Giriprasad
d
Business Head – Rane Auto Parts
Rane Group
Slide No: 1 of 55
Contents
™ About Rane group
™ Why TQM for Business Excellence
™ Core Philosophies
™ TQM Implementation
™ Deming
D i G
Grand
dP
Prize
i JJourney
¾ Case study: Rane (Madras) Limited - Journey
™ Summarizing
2/ 55
Rane Group – An overview
Operationally Independent & Strategically Aligned
Rane Holdings Ltd.
Rane Brake
Lining Ltd
Rane Engine
Valve Ltd
Kar Mobiles
Ltd
Linkage Products
Sasmos HET
Technologies
Rane NSK Steering
Systems Ltd
Rane TRW Steering
Systems Ltd
Rane (Madras) Ltd
Steering Systems &
Rane Auto
Parts
Die
i Cast
Division
Steering
St i Gear
G
Division
Occupant
O
t Safety
S f t
Division
Division
Listed Company
3/ 55
Product Range
R
Rane
B k Li
Brake
Lining
i
Limited
Li it d
R
Rane
E i Valve
Engine
V l Limited
Li it d
Brake Linings, Disc Pads, Clutch Facings, Composite
Brake Blocks,CV Brake pads and Sintered Brake Pads
Engine Valves, Valve Guides,
Tappets
Rane (Madras) Limited
Steering Division
Manual Steering Gears, Steering Linkages,
Suspension Components & Hydraulic Products
4/ 55
Diecasting division
High Pressure Die Casting Products
Product Range
Rane NSK Steering Systems Limited
Steering Columns & Electric Power
Steering
Rane TRW Steering Systems Limited
Hydraulic Power Steering Systems,
Occupant safety systems
Kar Mobiles Limited
Large Engine Valves for Power
Generation, Marine & Special
p
Applications
pp
5/ 55
Contents
™ About Rane group
™ Why TQM for Business Excellence
™ Core Philosophies
™ TQM Implementation
™ Deming
D i G
Grand
dP
Prize
i JJourney
¾ Case study: Rane (Madras) Limited - Journey
™ Summarizing
6/ 55
Why TQM for Business Excellence
E i
Environment
t in
i 1990s
1990
™ Commencing in 1991, there were dramatic shifts in the policy environment.
A economy closed
An
l
d ffor fforty
t five
fi years opened
d up.
™ Major car companies from across the world set up manufacturing operations in
I di and
India
d encouraged
d their
th i suppliers
li
also
l tto come to
t India.
I di
™ Evidently the car companies not only saw sizable markets but also local capability
and
d llow costt opportunities
t iti tto supply
l th
them with
ith llocally
ll made
d components.
t
While there was lot of potential in market, Rane could not capitalize quickly as we
g g huge
g financial losses…….
were undergoing
Hence, an Organizational level self analysis was carried out.
7/ 55
Why TQM for Business Excellence
™ Rane had launched various initiatives like Manufacturing system re-design
™ The results were not satisfactory since the quality levels and process
robustness were nowhere near world class standards.
™ Our introspection indicated requirement for major
improvements in :
¾ Management methods
¾ Education and training
¾ Total employee involvement
8/ 55
Why TQM for Business Excellence
™ The improvement areas identified were the strong forte of the
Japanese
p
management
g
p
principles
p
with also cultural similarities
between the two countries
™ Hence Rane felt embracing the “Japanese management
principles” would help in its objective
™ While some of the practices like TPM, Lean production system,
etc.,
t facilitated
f ilit t d operational
ti
l excellence,
ll
R
Rane wanted
t d tto llook
k att a
management practice with a larger scope for achieving business
excellence
Therefore Rane decided to adopt TQM as an answer to this challenge
9/ 55
Why TQM for Business Excellence
Mission & Value
™
A one day
TQMproducts
workshop
byservices
Dr. Washio
from
JUSE was
arranged
™ Provide
superior
and
to our
customers
and maintain
in December
1999
1999.
market
leadership.
™ The workshop confirmed our assumption that TQM would be a
™ Evolve as an institution that serves the best interests of all
holistic input
p that would address all our concerns.
stakeholders.
t k h ld
™ The commencement of Japanese way of TQM (in 2000) is a
™ Pursue
excellence
throughhistory
total quality
watershed
in the evolving
of Ranemanagement.
™ Ensure the highest standards of ethics and integrity in all our actions.
10/ 55
Contents
™ About Rane group
™ Why TQM for Business Excellence
™ Core Philosophies
™ TQM Implementation
™ Deming
D i G
Grand
dP
Prize
i JJourney
¾ Case study: Rane (Madras) Limited - Journey
™ Summarizing
11/ 55
TQM Philosophies
™ TQM methodology
th d l
is
i b
built
ilt on th
three
core philosophies
CustomerFocus
Focus
¾ Customer
¾ Continuous improvement
¾ Total Employee involvement
Customer
Focus
TQM
Continuous
Improvement
(Kaizen)
Total
Employee
Involvement
(TEI)
Three core philosophies of TQM
© Copyright Toyota
12/ 55
Customer Focus
™ The conventional approach to customer relationship was no longer
adequate.
™ Rane responded to this by shifting the customer relationship from a
"transactional” one to “collaborative” mode
™ This redefined the way we
approach our customers
Understand
customer
needs
Create
value to the
customer
13/ 55
Develop a
feedback
system
Customer Focus Model
¾
“Four
Four levels
levels” approach for enhancing Customer Focus within the
organization
Level 4
Champion Customer Focus Culture
Level 3
Anticipate Customer Needs
Level 2
Seek Customer Feedback to Add Value
Level 1
Deliver a Product
Each level has been defined
defined…
Level
Level 3
Approach
Proactive
Activities
¾ Use of tools like QFD
¾ Proactive Visits by Operators
to Customer locations
¾ Solution to end customers
customers’
problems
14/ 55
TQM Philosophies
™ TQM methodology
th d l
was built
b ilt on th
three
core philosophies
TQM triangle model
¾ Customer Focus
Continuousimprovement
Improvement
¾ Continuous
¾ Total Employee involvement
Customer
Focus
TQM
Continuous
Improvement
(Kaizen)
Total
Employee
Involvement
(TEI)
Three core philosophies of TQM
© Copyright Toyota
15/ 55
Continuous Improvement
™ This is a long term approach that continually examines processes to discover
and eliminate problems
Evaluate
various
a ous
solutions to
the problems
Analysis of
current status
and Identify
problems
p
Rane’s
Rane s experience
Implement
actions
Monitor
results
™ Rane created an environment that
encouraged surfacing of problems :
¾ Culture of “openly admitting failures”
- Senior management initiated this to
set an example
¾ This enabled a mutual trust through
which everyone shared their
problems for resolution
Continuous improvement has become an
inseparable part of each and every
business process….
16/ 55
TQM Philosophies
™ TQM methodology
was built
three
th d l
b ilt on th
core philosophies
TQM triangle model
¾ Customer Focus
¾ Continuous improvement
¾ Total
Total Employee
Employee involvement
involvement
Customer
Focus
TQM
Continuous
Improvement
(Kaizen)
Total
Employee
Involvement
(TEI)
Three core philosophies of TQM
17 of 28
© Copyright Toyota
17/ 55
Total Employee Involvement
™ Thinking is not just the prerogative of only senior management
TQM = TEI
™ To begin with, Rane created transparency through
communication
¾ Structured ‘monthly
y communication meeting’
g was started.
™ To enable participation from Operators, ‘Suggestion
scheme’ was initiated to bring out their ideas and
‘Quality circles’ formed to foster team work
™ All management staffs were part of Cross Functional
Teams (CFT) to address complex issues involving
various functions.
™ Skill & Competency enhancement
This resulted
Thi
lt d iin ‘O
‘Open culture’,
lt
’ ‘breaking
‘b ki
off functional
f
ti
l
silos’ and ‘a sense of organization wide ownership’
18/ 55
Contents
™ About Rane group
™ Why TQM for Business Excellence
™ Core Philosophies
™ TQM Implementation
™ Deming
D i G
Grand
dP
Prize
i JJourney
¾ Case study: Rane (Madras) Limited - Journey
™ Summarizing
19/ 55
TQM Implementation
structure
™ TQM Organization
g
™ Introduction of Daily Routine Management
™ Introduction of Policy deployment
20/ 55
TQM Organization Structure
TQM Promotion
P
ti – Organizational
O
i ti
l structure
t
t
Plant
level
Company
level
Group
level
TQM Promotion Team
Comprises of Plant Heads, Plant Dept.
Heads and Plants,, Plant TQ
Q Coordinator
Responsibilities:
To implement TQM activities & Apex
council/ TQM
Q Promotion Committee
recommendations
TQM Promotion Committee
Comprises of President, SMG of
Company and Plant / HO TQM
Company,
Coordinators
Responsibilities:
To promote TQM knowledge and motivate
the human resource for implementation of
TQM activities
TQM Apex Council
Comprises of Chairman, Presidents and
TQ Coordinators of Group Companies and
Group TQM Coordinator
Responsibilities:
To evolve overall policies and guidelines
for group companies; assess
implementation status at various locations
through monthly audits
¾ A structured system at Plant, Companies and at Group was developed with clear
responsibilities for TQM promotion.
¾ Based on the reviews, specific improvements are taken up in the practice
of TQM.
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TQM Implementation
™ TQM O
Organization
i ti structure
t t
™ Introduction
Introductionof
ofDaily
DailyRoutine
RoutineManagement
Management
™ Introduction of Policy deployment
22/ 55
Daily Routine Management - Process
™ Daily Routine Management (DRM) is done through
“Bottom-up” approach and it is a base to enable every
individual to perform work with clarity
™ DRM not only covers daily jobs, but is also extended
to long term jobs such as weekly, monthly & annual
jobs.
jobs
™ Apart from efficiently carrying out routine activities,
this also focuses on improvement activities.
We impart a structured training programme on DRM at the induction stage.
DRM – Role definition
™ Role Definition : First, roles of individual employees are defined
¾ People had a tendency to talk expansively about their role but when it
came to
t actions
ti
it was very transactional
t
ti
l
¾ A clear role description instilled clarity in responsibilities
23/ 55
Daily Routine Management - Process
¾ People stated that similar roles were being performed from manager level
to supervisory level
o
Perception was that they were responsible from activity to decision making
o
Lack off clarity on role / delegation off authority (Cases
(C
like, ‘Responsible
‘
for
f
everything but, don’t know what to do’, & ‘Responsible for micro level activity
yet, could not achieve targets’)
¾ Some areas were not the responsibility of anybody
™ An Example:
¾ Executive in finance stated that he was responsible for collections
¾ He was actually responsible for providing the MIS to enable Marketing to collect
DRMs of each individual was established through an iterative process and Managers
play
p
ay a key
ey role
oe.
™ If the managing points are not achieved, then the major measures are
revisited and modified
™ Here,
Here the approach is towards addressing ‘what
what went wrong’
wrong in the
process which is in line with our TQM philosophy of “Focus on
process than on the results”.
24/ 55
TQM Implementation
™ TQM O
Organization
i ti structure
t t
™ Introduction of Daily Routine Management
™ Introduction
of of
Policy
deployment
™Introduction
Policy
deployment
25/ 55
Policy Deployment (PD)
PD - Understanding
™ Annual Policy deployment helps in Organizational alignment towards achieving prioritized
‘focus areas’
™ Targeted focus areas cuts across functions Organization-wide
Organization wide and measures & targets are
being cascaded from President to supervisory level (Top-down approach).
PD – Our Experience
™ At Rane,
PD is
minimum
20% improvement
the
R
i defined
d fi d to
t have
h
i i
i
t from
f
th currentt level.
l
l
™ We learnt limiting to 3 to 4 PD areas/year helped in channelizing organizational
resources effectively.
™ Deploying appropriate measures is a crucial factor for achieving intended results
results.
Example for Policy Deployment
• PD policy: To achieve New Business sales growth
• Deployment
– Measure deployment to Marketing Head : RFQ generation
– Measure deployment to OEM Head
: Hit ratio of realizing business
(Business conclusion)
– Target deployment to Mktg executive : New business sales execution
Learning: Deployment focus not limited to targets, but also measures
26/ 55
Policy Deployment System
™ Mission corporate
™ Vision Individual
companies
Company’s
responsibility
¾ Policy management is through Catch balling & Negotiation.
27/ 55
Contents
™ About Rane group
™ Why TQM for Business Excellence
™ Core Philosophies
™ TQM Implementation
™ Deming
D i G
Grand
dP
Prize
i JJourney
¾ Case study: Rane (Madras) Limited - Journey
™ Summarizing – Key Principles
28/ 55
TQM Journey
™ As explained already, Rane (Madras) Limited (RML) embraced TQM since 2000.
™ There were two important phases in this continuous journey that we would like to
share
RML’s TQM Journey
Phase 1
(2000-2007)
29/ 55
Phase 2
(2008 Onwards)
Background - Challenges
B i
Business
E
Environment
i
t – Late
L t 90s
90
C
Company
E
Environment
i
t - Issues
I
™ Economy opened up
™ Management oblivious to change
™ Stiff competition in vehicle
Industry
™ Disbelief by employees on change
™ Pressure on suppliers - QCD
™ No ownership on organizational
performance
™ Belief that a few experts can solve issues
™ As a result of changing environment, RML was a loss making company in the
year 2000
2000.
™ Following were the prevailing issues at RML
30/ 55
9
Low Morale
Morale
Low
9
Stagnant business
9
High Customer Returns
9
Low Asset Productivity
9
Weak supplier relationship
Prevailing Culture
™ All decision making was top down - Hierarchical
™ RML worked in Tight Compartments & Business Performance was held as tight
secret ((No Transparency)
p
y)
™ Staying beyond working hours was an expectation regardless of need.
™ Lack of convergence between Union and Management
™ It was production at any cost
There was an urgent need for a cultural
change to bring an organizational
transformation
Attitude
THE WAY WE THINK
CULTURE
THE WAY WE DO
31/ 55
Process
Culture change transformation - Attitude
Informa
ation Sharin
ng
Honesty
H
Trust
™ Value everyone
™ Fairness &
Dignity to all
™ Honor
commitments
™ Encouraged
decision making
Diiscipline
Enabling Environment
for Culture Change
™ Focus on
issues
™ Sharing of
p
failure byy Top
Management
Dignity of Labour
Foundation was laid:
™ Management communicated to employees that all are
equal
™ Each individual has a job to do and all jobs are important
President held series of communication sessions about the
new philosophy to gain confidence of employees
COMMUNICATE, COMMUNICATE, COMMUNICATE…
32/ 55
Culture change transformation - Process
QCC / Suggestion QIT
scheme
TQM
Policy Policy
Management
Role & Responsibility
Process
PDCA
SOP
DRM
© Copyright RML
Various TQM processes were established to facilitate Culture change
33/ 55
RML’s TQM Journey
™ As explained already, RML embraced TQM since 2000.
™ There were two important phases in this continuous journey that we would like to
share
RML’s TQM Journey
Phase 1
(2000-2007)
34/ 55
Phase 2
(2008 Onwards)
DGP Journey : Major Activities
™ Through the Strategic business planning process, Objectives were reset to align
with the company’s Goals & Vision.
™ In order to achieve those objectives RML identified 4 priority areas for
organizational focus.
Priority Areas
Achieve World
Class Quality
Technical
Leadership
Competent & Self
Motivated people
Enhance
Profitability
Under each of these priority areas, major activities were identified for implementation
35/ 55
Priority areas
A hi
W
ld Cl
lit
Achieve
World
Class Q
Quality
T h i lL
d hi
Technical
Leadership
™
Process
robustness
™ Process
Process robustness
robustness
™
™ Product feature improvement
™ Supplier
S
li d
development
l
t
™ New
N
range products
d t
™ Reliability improvement
Competent & self-motivated people
Enhance Profitability
™ Enhancing Skill & Competency
™ Focused Business Development
™
™ Employee
Employee morale
morale &
& TEI
TEI
™ Optimized Manufacturing Management
™ Contribution to society
™ Cost Management
36/ 55
Process robustness improvement: Post 2007
In our journey to achieve world class quality
quality, new set of challenges were faced
™
Increase in temporary workforce
™
One off customer quality concerns
™
Need to enhance supplier base inline with RML practices
In h
In‐house house
IIn‐house Quality
Quality
Competent Manpower
37/ 55
Quality Management
Supplier Quality
Process robustness: In-house Quality
™ As a first step
step, all critical / significant characteristics & customer touch points
were mapped for availability of controls.
™ Controls ensured through Poka-yoke implementation and 100% SPC.
™ However, one-off defects kept occurring due to inadequacy or failure of Poka
yoke.
p business experience,
p
, a single
g assembly
y defect ((operation
p
™ In our export
missing) resulted in heavy sorting charges, penalty and customer
dissatisfaction
™
Failures in Poke-yokes were experienced due to
¾
Power cuts unique to India
¾
Provision of flexibility/options in the Poke-yoke
Hence, there was a need for improving the
y
Robustness’
‘Poke-yoke
38/ 55
Pokayoke Robustness Improvements
™ We evolved a new process for challenging existing Poka yoke – Make it fail, learn and
improve its robustness.
™ Accordingly, we framed a rating criteria to evaluate Control, Mode and Effect of failure.
™ B
Based
d on calculated
l l t d PRN
PRN, iimprovementt projects
j t ((cases where
h
PRN >=
> 3) are iimplemented
l
t d
to improve its robustness.
Nature of Control (NOC)
Control
Rating
Pick-up Sensor
5
Detection type
4
Next cycle will not work
3
Next operation will not work
2
Parts cannot be produced /
assembled
1
Nature of Occurrence (NOO)
Nature of Failure (NOF)
M d off Failure
Mode
F il
Effect
R ti
Rating
Rating
Operator Error (Improper loading/
Pick-up)
2
Customer / Field
5
Auto / Manual switch tamper
2
Dock Audit / On-site
4
Power Failure
Emergency Off
No Positive Control
No Failure Possible
2
2
2
1
PDI
3
Next Station / Operator
2
No Occurrence
1
Illustration of PRN calculation:
Observation
Rating
Control
Failure
Effect
Detection type
pokayoke
Audited and found pokayoke
fails during Power cut
Possibility of detection only
at customer assembly line
4
2
5
™ Pokayoke Robustness Number in the above case is 4 x 2 x 5 = 40
39/ 55
Pokayoke Improvement – Example 2
Example: Poka yoke
failure during power cut
y
Poka yoke description : Torque tightening with in-built control for achieving
specified torque
After
Before
Stopper cylinder Servo controlled torqueing unit
During
D
i power cut,
t retraction
t ti off
torqueing unit without achieving
the specified torque observed
Stopper cylinder introduced to
ensure prevention
ti off componentt
unloading without cycle completion
(Operator necessarily to repeat
cycle after power resumption)
Pokayoke strengthened against failure during power cut
Similarly, 136 projects were implemented
40/ 55
Competent Manpower - Background
In‐house Quality
Competent p
Manpower
Quality Quality
Management
Supplier Supplier
Quality
™ With the increasing number of temporary workforce due to the current
market conditions, focus on enhancing manpower competency was
important
™ This
Thi was addressed
dd
d th
through
h ttwo ways
™ Continuous skill upgradation through structured training through
Error data bank
™ Si
Simplifying
lif i th
the operations
ti
and
d th
thereby
b reducing
d i skill
kill requirement
i
t
to perform the operation
41/ 55
Process simplification
Define & Map skill level for
micro-activities within each
operation such as:
a) Loading
Loading
b) Operation processing
Example: Skill Definition for Loading
Activity
Auto loading & Clamping
1
Manual Loading & Auto clamping
2
Manual Loading & Manual clamping
3
Manual Loading & Manual multi clamping
4
c) Unloading
d) Inspection
e) Correction
f) Setting
Skill required
Counter measure
Simplify each micro-activity to reduce skill level
required to operate
1
Case example
42/ 55
Case Example – Process simplification
Before: Machine - External Cylindrical Grinder
Skill Level: 4
Grinding size control -Manual
After: In process Gauging Probe introduced
In process Gauging
Skill Level: 2
Similarly, 228 Process simplification projects were implemented
43/ 55
Four Priority areas
Achieve World Class Quality
Technical Leadership
™ Process robustness
™ Product feature improvement
™ Supplier development
™ New range products
™ Reliability improvement
Competent & self-motivated people
Enhance Profitability
™ Enhancing Skill & Competency
™ Focused Business Development
™
™ Employee
Employee morale
morale &
& TEI
TEI
™ Optimized Manufacturing Management
™ Contribution to society
™ Cost Management
44/ 55
Employee Morale & TEI
Approach in line with Maslow’s hierarchy
Self -actualization
actualization
Creating Opportunity for
People to participate for
hi
higher
h causes th
through
h
••
•
Sustainability
Sustainability
CSR
Self -Esteem
• QCC
Social
• QIT
• Kaizen
K i
• Suggestion
Security
• Remuneration
Survival
45/ 55
• Welfare schemes
Our Sustainability Model
Environment
Health
™ Carbon neutraly Vision
Sustainability
™ Prevention of illness
™ Holistic approach to
health
protection and enhance the quality
ofmanagement
life in the
™ Enhancement of
a better tomorrow for the future generation.
sanitation & hygiene
yg
™ Water positive
™ Zero waste
To
environmental
™ ensure
Material reduce
& reuse
community by providing
Objective
Saf benchmark
t
C model
it for
D
Development
l
t
To createSafety
environment which can serve asCommunity
Govt.
bodies
other neighboring industries.
™ Zeroand
accident
™ Employee &
™ Improvement in safety
performance
46/ 55
Legal compliance
Community nurturing
™
nurturing
govt
™ Green
G
Green
nurturing in
in govt.
govt.
Schools
Schools
Green nurturing - Background
™ RML joined with Karnataka State Pollution Control Board (KSPCB) in Green Nurturing
Programme to inculcate ‘Clean’ and ‘Green’ aspects in local school.
™ Objective of the programme is:
Local Industries to adopt government schools to nurture green environment through better
education and thereby contribute to social welfare .
RML undertook Green nurturing as an initiative since;
™ Aligns to our Sustainability vision
™S
l
iinvolvement
l
Scope ffor employee
G.H.S-Hinkal
2.5 KM
RML
3 KM
G.H.S-Belavadi
G.P.H.S-Savkarhundi
G.P.H.S- Koorgalli
1.5KM
9 KM
™ In this initiative,
initiative KSPCB allocated 4 nearby schools by and these schools
were evaluated on parameters like Water, Energy, Waste management, etc.
™ Improvement areas were identified and implemented based on prioritization.
47/ 55
Green nurturing - Approach
Awareness Session
Demonstration at RML
Facilitation
Awareness - Segregation
Check on Sustenance
Competitions & Prizes
Similarly actions initiated under other categories - Air quality, Energy, Water, Safety & Others
235 projects
j t iin th
the areas off W
Water,
t E
Environment,
i
t S
Safety,
f t G
Green nurturing
t i iin th
the
last 3 years with employee participation of 85%
48/ 55
Green nurturing – Results
Awarded for Excellence in Green Manufacturing
State Award for contribution to Education
E l
Employee
participation
ti i ti iin S
Sustainability
t i bilit and
d other
th CSR iinitiatives
iti ti
h
has h
helped
l d
to enhance ‘Pride and Belongingness’ in employees.
49/ 55
Overall effects – Last 4 years
Achieve World Class Quality
™ Process robustness
™ Supplier development
World Class Quality – Overall Effects
™ 100% of stations covered under SPC with
Cpk > 1.33
1 33
™ Suppliers’ delivery consistency achieved at 99%
™ Reliability improvement
™ Customer line rejection reduced to < 25 ppm
Technical Leadership
Technical Leadership – Overall Effects
™ Product feature improvement
™ NPD sales enhanced from 17% to 27%
™ New range products
™ 16 New range products introduced, constituting
15% of future business
50/ 55
Overall effects – Last 4 years
C
t t & self-motivated
lf
ti t d
Competent
people
C
t t & self-motivated
lf
ti t d people
l –
Competent
Overall Effects
™ Enhancing
g Skill & Competency
p
y
™ 68% of Operators moved to higher skill level
(Level
(Le el 3 & Level
Le el 4)
™ Employee morale & TEI
™ Suggestion / employee / year improved from 5 to 22.
™ Contribution to society
Enhance Profitability
™ Focused Business Development
™ Optimized Manufacturing
Management
™ Cost Management
51/ 55
™ 124 CSR projects
¾ 60% Employee participation
¾ More than 7000 beneficiaries.
Enhance Profitability – Overall Effects
™ Sales turnover doubled from Rs. 3400 million to
Rs. 6600 million
™ Asset productivity (7 times) – Benchmark in
Industry
™ Return on Net Assets improved to 25.8 times
TQM Excellence - Recognition
2003 – Rane Brake Lining Limited wins Deming Prize
2005 – Rane Engine Valve Limited wins Deming Prize
2005 – Rane TRW Steering Systems Limited (SGD) wins Deming Prize
2007 – Rane (Madras) Limited wins Deming Prize
4 of Rane group companies have won Deming Application prize
2011 – Rane TRW Steering
g Systems
y
Limited ((SGD))
wins Japanese Quality Medal (JQM) award
2012 – Rane (Madras) Limited wins Deming Grand Prize
(DGP) award.
2013 – Rane Brake Lining wins Deming Grand Prize
(DGP) award.
Rane is:
™ 1stt group to
t win
i 3C
Consecutive
ti DGP awards
d outside
t id JJapan
™ 2nd group in the world to win more than 2 DGP awards
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Contents
™ About Rane group
™ Why TQM for Business Excellence
™ Core Philosophies
™ TQM Implementation
™ Deming
D i G
Grand
dP
Prize
i JJourney
¾ Case study: Rane (Madras) Limited - Journey
™ Summarizing
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Sustenance of Business Excellence
™ Rane Group comprises of 8 companies with 25 plants and diverse / varying product portfolio.
™ While maintaining the individual identity and deliverables, several opportunities exist for
cross - learning & Benchmarking
™ To achieve the synergy of ideas and best practices
practices, group level forums have been created
with representation from each company
Forum
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Objective
j
Members
Apex TQM
council
To assess and guide
TQM implementation
Chairman, Presidents of group
companies
Strategic Review
Forum
To share the strategic
business plans and
seek feedback
Chairman, Presidents and plant /
functional heads of group
companies
Functional
forums
To share best practices
and lay down
guidelines.
Comprises functional teams of all
the companies facilitated at
corporate level
LPS Apex
council
Promote Lean
manufacturing practices
Vice-Chairman,
Vice
Chairman Presidents and LPS
co-ordinators of the companies
“Ordinary
Ordinary people trying to do
Extraordinary things”
End of Presentation
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