Group No:-2

Mechanical 4thYear
Semester 7th
GSFC University
List of Companies

Volvo

Toyota

MICO Bosch

Samsung
Vision of TVS Motor Company Limited
TVS Motor will be responsive to customer requirements consonant
with its core competence and profitability. TVS Motor will total
customer satisfaction by giving the customer the right product, at the
right price, at the right time.

Mission of TVS Motor Company Limited

We are committed to being a highly profitable, socially responsible,
and leading manufacturer of high value for money, environmentally
friendly, lifetime personal transportation products under the TVS
brand, for customers predominantly in Asian markets and to provide
fulfilment and prosperity for employees, dealers, and suppliers.
Quality Standards

 This company is following such quality programs as Quality Control

Circle, Justin-time, Statistical Process Control, Quality Audit, Total
Productivity Maintenance 85 (TPM), FMEA, the PDCA (Plan, Do,
Check, Act) cycle, 5 ‘S’, Kaizen and QFD. The quality tools include
check list, flow chart, 7 QC tools and 7 new management tools.
 On the other hand, it has obtained ISO 14001, OHSAS and ISO/TS
16949
 TVS has fully implemented TQM and awarded the prestigious
Deming prize in 2002.
Role of TQM

 Implementation of TQM in this company has not led to any change

in the organization structure. Neither has any additional staff been
employed for the purpose of implementing TQM. Interestingly, the
TVS group adapted to the TQM concepts and assimilated them in
its own 'TVS culture' to the extent that the auditors from JUSE
commended the TQM practices in the group as 'TVS TQM'. The
company encourages and allows its employees to identify and
diagnose quality problems and to take corrective actions without
going through the management hierarchy.
 The most important factors for the successful implementation of
TQM at TVS have been: upper management commitment and
involvement, developing employee involvement, orientation to
quality improvement, teamwork, and use of quality tools,
identifying customer requirements and needs, and increasing
customer orientation.
Organizational Structure
Vision of Volvo
To be the most desired and successful transport solution provider in
the world.

Mission of Volvo
Driving prosperity through transport solutions.
Quality Standards

 A new Volvo Group standard for identifying and grading critical

characteristics, STD 105-0007 “Special Characteristics Definition
and Application” has been released and is effective for all Volvo
Group drawings, functional requirements and Technical
Requirements. Drawings, Functional Requirements or Technical
Requirements developed before 1 Sept 2015 may follow Volvo
Group standard STD 105-0001 “Critical Characteristics of Design
Products – Identification & Grading”
 For trucks : ISO 9001:2015 and IATF 16949:2016
 For Bus, Penta, VCE: ISO 9001:2015
 Environmental system Volvo Group Supplier Code of Conduct : –
ISO 14001:2015(current certificates)
Role of TQM

 With the aim of providing excellent and regular qualitative

products Volvo is maintaining total quality management in a great
extent, so that customer needs are exceeded. Along with high
Quality products Safety is another priority of Volvo. Their
determination on quality and safety is also reflected from the
Volvo mission statement. Rad (2006) has described TQM as a
process of continuous improvement. We found that Volvo is
implementing corporate culture of continuous improvements with
the aim of providing total customer satisfaction.
 This kind of team work directed toward continuous improvement
and customer priority are the major principles of TQM as explained
by Dean and Bowen (1994). Hoogevorst et al. (2005) has suggested
employees’ behavior plays key role for the success of total quality
management.
 Volvo established a quality board for the improvement of quality of
products and services. This council mainly gives suggestions with
the objective to improve quality in every production process.
Organizational Structure
Vision of Toyota
1)Contribute to Indian industry and economy through technology
transfer, human resource development and vehicles that meet global
standards at competitive price.
2)Contribute to the well-being and stability of team members.
3)Contribute to the overall growth for our business associates and
the automobile industry.

Mission of Toyota
“To design, manufacture and market automobiles in India and
overseas while maintaining the high quality that meets global Toyota
quality standards, to offer superior value and excellent after-sales
service. We are dedicated to providing the highest possible level of
value to customers, team members, communities and investors in
India”.
Quality Standards
 From the beginning TQM is followed by Toyota Kirloskar Motors
Ltd. The manager who interviewed said “Toyota has its own quality
assurance system and standard which is oriented around.
Individual team member, honesty and discipline are main factors
for the same. TKM does not follow ISO 9000, QS 9000 or ISO/TS
16949. The company has taken only ISO 14001”. TKM obtained
quality award from JD Power (IQS) No.1.
 This company is following such quality programmes as Quality
Control Circle, Just-in-time, Statistical Process Control, Quality
Audit, Total Productivity Maintenance (TPM), FMEA, Toyota in-built
quality system, the PDCA (Plan, Do, Check, Act) cycle, kanban and
Kaizen. The quality tools include check list, flow chart, 7 QC tools
and 7 new management tools.
 Toyota has fully implemented TQM and awarded the prestigious
Deming prize in 1965.
 Toyota’s own telematics system, T-Matics, is a fleet management
tool that utilizes a Vehicle Management System (VMS) to track and
report operating behavior of a forklift and/or a forklift operator.
Role of TQM

 Implementation of TQM in this company had such facilitating

factors as upper management commitment and involvement,
developing employee involvement, employee empowerment,
improving communication between management and labour,
orientation to improving quality, teamwork, increasing customer
orientation, identifying customer requirements and needs, fast
response to customer needs and orientation to improving
productivity.
 During the implementation of TQM the company used various
quality techniques and programs such as statistical process control,
the seven QC tools, the PDCA cycle, brainstorming, kaizen, QCC and
discussion which had positive effects on improving their product
quality and teams work regularly to correct problems.
 To promote all-around quality control, including at affiliated
companies such as suppliers and dealerships.
Organizational Structure
Vision of MICO-BOSCH
"To delight customers through world-class products as well as a
nationwide network of dedicated sales and service outlets, its All-
India network is well equipped to provide quick solutions, backed by
mobile service workshops, excellent training in maintenance and
availability of genuine spares".

Mission of MICO-BOSCH
"Our aim is to delight our customers through world-class products,
services and solutions. Continuous improvement is our way of life
and we will work professionally to succeed. We, the employees of
MICO, are motivated, informed, and creative and open-minded”.
Quality Standards

 The list of certificates that company achieved toward its quality

programs are:
 ISO 9001- 1992
 QS 9000- 1997
 ISO 9001:2000 certification for industrial equipment, packaging
technology and power tools divisions- 2002
 ISO 14001- 2002
 ISO/TS 16949- 2003
 ISO 9001:2000 certification for car multimedia division- 2003
Role of TQM

 Total Quality Management in this company was introduced by the

parent company and is modeled upon the European model, EFQM.
This company is following such quality programs as Quality Control
Circle, Statistical Process Control, Quality Audit, Total Productivity
Maintenance (TPM), FMEA, Brainstorming, the PDCA cycle and
Kaizen. The quality tools include check list, flow chart, 7 QC tools
and 7 new management tools.
 The employees are allowed and encouraged to identify and
diagnose quality problems and take corrective action without going
through the management hierarchy.
Organizational Structure
Vision of Samsung
“Inspire the world with our innovative technologies, products and
design that enrich people’s lives and contribute to social prosperity
by creating a new future.”

Mission of Samsung
“We will devote our human resources and technology to create
superior products and services, thereby contributing to a better
global society.”
Quality Standards
 Samsung has the world's best QMS based on international standards such as ISO
9001 and IATF 16949, and is continuously evolving to meet our customer
requirements. Samsung manufacturing domestic and overseas sites have acquired
the ISO 9001 certification.
 Certification history
 1993 ISO 9001 for semiconductor plants in Korea
 1999 ISO 9002 for semiconductor plants in Austin, Texas and Suzhou, China
 1999 QS 9000 for System LSI plants in Korea
 2001 TL 9000 for semiconductor plants in Korea
 2005 ISO/TS 16949 for semiconductor plants in Suzhou, China -2008 ISO/TS 16949
for semiconductor plants in Austin, Texas
 2014 ISO 9001 for semiconductor plants in Xian, China
 2018 IATF 16949 for semiconductor plants in Korea and in Austin, Texas
 ISO9001 for design and development of S.LSI semiconductor products
 2019 IATF16949 for semiconductor plant in Xian, China
 Role of TQM

 Samsung Engineering regularly conducts Customer Satisfaction

Index (CSI) surveys to assess client satisfaction, address client
complaints, and identify areas for improvement. Phase-by-phase
surveys are conducted at each stage of the project (engineering,
procurement, construction, commissioning, etc.). The resulting
project score is monitored to allow the team to continuously
improve client satisfaction. Upon completion of the project, the
client is asked to submit final feedback in the form of a written
report, the conclusions of which are incorporated into Samsung
Engineering’s company-wide quality management practices.
Organizational Structure
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