7th October, 2023 at DSCE, Bengaluru

Quality Governance
Key to transformation
By QCFI HQ

SENGOL
In association with QCFI Benguluru Chapter &
Dayananda Sagar College of Engineering,
Bengaluru

THEME
Breakthrough Quality Solutions -
Unlocking Values

KEY FEATURES
Souvenir
Address by Eminent Experts
& Panel discussions
Technical/Research
Papers
All oganisations eligible
Case Studies on
Innovations
Best Practices

Creative Implementations

High Impact Work

Quality Work
Breakthrough Solutions
Growth Journeys
Any Good Improvement
Work/Projects

Conveying P-D-C-A
Thought Process
Eligibility for
International Competition Total Quality People
- A Global Solution

CENTRE OF EXCELLENCE
Sengol - Tamil word ‘Semmai’ - Righteousness
TQM Division - Quality Circle Forum of India Sanskrit word - ‘Sanku’ - Shakha - Auspiciousness
306, 3rd Floor, Navketan Chambers, 62,
SD Road, Secunderabad - 500003, Telangana
M : 99896 97930, 97417 83948, 99005 09685, 78944 00702.
E-mail: qcfihq@qcfi.in; Website: www.qcfi.in
 7th October, 2023 at DSCE, Bengaluru

By QCFI HQ
In association with QCFI Benguluru Chapter &
Dayananda Sagar College of Engineering,
Bengaluru

Souvenir
THEME : Breakthrough Quality Solutions - Unlocking Values
Editorial Board
Shri. D. K. SRIVASTAVA
Shri. SUNIL SHRIVASTAVA
Shri. R. SRINIVASAN
Prof. MANOHAR DESHMUKH
Shri. MANOJ REDDY

CONTENTS
S.No Particulars Page No

1. Programme Schedule -2
2. Editorial Board -3
3. Board of Directors & Core organising group of TQM-India Summit 2023 -5
4. List of JURY members -6
5. Committees & About Theme -7
6. About Quality Circle Forum of India -9
7 Messages - 11

Articles
8 Total Quality Management by Mr. Satish Kalokhe, - 28

9. ESG – Assuring Sustainability and Improving Profitability by Mr. Sushil Kumar Sharma - 31

10. yes! Join our journey with customer by Kannan Raghavan - 34

11. The Impact of Artificial Intelligence and Automation on HR Functions by Mr. Ullas G, &
Dr.R.Sethumadhavan - 41

12. Daily Management System – Framework to better performance. by Mr. M.A. Ramanujam - 44

13. National Education Policy(NEP) 2020 - A Total Quality Management tool for enhancing
effectiveness of Indian Higher education system by Dr Vanishree Beloor - 49

14. TQM – For a Journey Forward by Mr. B Thej Kumar - 52

15. Implementation of Quality 4.0 In Aerospace Industry - 55

16. Journey of Excellence, by Dr V Kovaichelvan - 60

Sl.
Particulars Date Time
No
6th October 04:00 to 06:00 PM
01 Registration
7th October 08:00 to 11:30 AM

Welcome Tea 7th October 08:15 AM

02 Presentations by Teams - Case-study, Technical / Research 7th October 08:30 to 01:40 PM

Papers / Karakuri Kaizen / WCM Cases in Parallel Halls
Technical Presentations Inauguration
03 7th October 09:30 to 11:15 AM
Keynote address by Dr. Rajiv Kumar
Hi - Tea 7th October 11:15 AM

04 Technical Presentations / Panel Discussions / 7th October 11:30 - 12:30 PM

Growth Journeys / Best Practices / 12:30 - 01:30 PM
Lunch 01:30 to 02:15 PM
Innovations by CXOs and Top TQM Experts 02:15 to 03:15 PM
06 Tea 7th October 03:15 to 03:30 PM
05 Valedictory & Award Function 7th October 03:30 to 05:00 PM

Dayananda Sagar College of Engineering - Campus

02
 Editorial Board

In Gratitude
Dear Participants / Readers,
Greetings !

At the outset, the Editorial board thanks the QC Fraternity and all those associated with
TQM - INDIA SUMMIT for their excellent cooperation to make this grand event happen.

Good will messages from the dignitaries encourage the organisers and participants in their
endeavour.

The souvenir lists out the events of TQM - INDIA SUMMIT besides the various
commi ees associated for the conduct of the summit.

The editorial board appreciates and acknowledges the contribution made by the authors for
their articles which will add value and learning to the readers.

Readers will find colourful Ads from the chapters who responded to our request,
highlighting their achievements and extending their best wishes for the success of TQM -
INDIA SUMMIT.

Last, but not the least the editorial board is grateful to the sponsors, advertisers and
associates for their munificence enabling us to bring out this colourful 1st edition of TQM -
INDIA SUMMIT.

Our special gratitude to the Bengaluru host chapter and Dayananda College of Engg, for
their excellent support in making the summit a unique one.

Our sincere thanks to M/s Dhanalakshmi Graphics for bringing out this Colorful
Souvenir in an a ractive manner.

07-10-2023
Bengaluru

03
 Wishes

st
1
TQM - INDIA SUMMIT
Bengaluru
Dr.

05
 List of JURY members
Chandrashekar S
Dr D N Roopa
Dr M Arunadevi
Dr N S Narahari
Dr S A Vasantha Kumar
Dr V R Srinivasan
Dr Vivek Bhandarkar V N
Mahesh Chinnagiri
Mani M
Manjunath B V
Murali Narayan
Prasanna Kumar H K
Rajashekar Hosalli
Rakesh Kumar Mishra
Ravi H C
Sanjeev Walvekar
Vasuki H V
Vijendran R

List of Officials of Bengaluru Chapter for Support

1. Guest Reception & Welcome Sri B. Thej Kumar
2 Delegate Registration Sri Manjunath H. S
3 Jury Registration Sri Girish R
4 Stage Management Prof. Deshmukh & Dr. A R Aswatha
5 Hall Management Sri Sudhakar Bagalkote
6 Control Room Sri A.l. Kishen
7 Catering Sri Ramesh K
8 Master Of Ceremonies Smt. Smitha Venkatesh &
Dr. Hema Priyadarshini
9 Transport Sri Sudhakar Bagalkote
10 Photography Smt. Smitha Venkatesh
11 Secretariat Chapter Office Staff
12 Coordinator Sri Murali T. A

06
Co-Ordination Committee
D K Srivastava Executive Director QCFI
Sunil Shrivastava Chief Operating Officer-TQM -QCFI
B Thej Kumar Chairman Host Chapter Bengaluru
Dr. B G Prasad Principal, Dayananda College of Engg.
Dr. A R Ashwath Dean Academics, Dayananda College of Engg.

Souvenir Committee
R Srinivasan QCFI
Prof. Manohar Deshmukh Vice Chairman, Bengaluru Chapter
Y Manoj Kumar Reddy QCFI

Hall Management & Digital Services

A L Kishen Director, QCFI
T A Murali Secretary, Bengaluru Chapter
R Srinivasan QCFI - HQ
P S Ravi Kumar QCFI - HQ
Y Manoj Kumar Reddy QCFI - HQ

Theme : Breakthrough Quality Solutions - Unlocking Values

The Summit theme focuses on Quantum Value additions, Innovations and Quality approach
laying due stress on structured thought process. It targets to bring together best practices,
solutions from across sectors from the best leaders / performers / thinkers / experts!

Breakthrough quantum value-additions become a way of life when quality is ingrained in each
and every activity of human engagement. The aspirations soar higher on every achievement
and redefine new benchmarks. The growth is driven exponentially leveraging creativity and
innovation across entire spectrum of industries and institutions! The leaders & managers have
increasingly synergised their Inbuilt quality-orientation with structured thought process of
Plan - Do - Check - Act (PDCA) through various quality models / systems and are achieving
quantum growth in all spheres of human engagement! We have witnessed phenomenal pace
of improvement in recent years enabled by artificial intelligence etc., across all value adding
entities!

The TQM National Summit seeks to provide a pioneer National Platform to share such
breakthrough innovations, best practices, success stories, Case studies, Strategies /Models
from across the sectors for larger good for the country to learn and replicate from each other.

07
Vice Presidents - Prof Pradeep Srivastava
- Sri G P Singh

1884
8864

09
10
 Message Avinash Mishra
National President
Quality Circle Forum of India

It gives me a great pleasure to extend a hearty welcome to each one of you and the invitees for
this unique TQM India summit being organised in association with Bengaluru chapter and
Dayanand Sagar college of engineering on 7th October at the sprawling college campus.

The theme of the convention “Breakthrough Quality solutions-Unlocking Values” is very apt
considering the new economic scenario and the new customers complex demands.TQM can
have a beneficial effect on employee and organizational development. By having all employees
focus on quality management and continuous improvement, companies can establish and
uphold cultural values that create long-term success for both customers and the organization.
TQM's focus on quality helps organizations identify skill deficiencies in employees, along with
the necessary training, education or mentoring required to address those needs. With a focus
on teamwork, TQM leads to the creation of cross-functional teams and knowledge sharing. The
increased communication and coordination across disparate groups deepens institutional
knowledge and gives companies more flexibility in deploying personnel.

Indeed, this gives a wonderful platform of mutual sharing of expertise between academia and
industry. Happy to note that 150 + teams are participating besides technical paper
presentations by experts from industry and academia.

I am sure that participants will get inspired and make a headway towards total quality
management system.

My best wishes for the grand success for the TQM India summit.

Avinash Mishra
National President
Quality Circle Forum of India

11
 Message Satish Kalokhe
President (Emeritus) QCFI
I am happy to know that QCFI is organizing TQM Summit on Saturday 7th October 2023 at
Dayananda Sagar College of Engineering, Bengaluru. This TQM Summit is an added attraction
for QCFI fraternity in addition to National Convention.

Bengaluru Chapter is rendering a great help towards organizing this Summit with
collaboration from Dayananda Sagar College of Engineering. I thank all the governing council
members of Bengaluru Chapter for a grand success of this Summit. I also thank the
management of Dayananda Sagar College of Engineering for their full-hearted support to
make this Summit a grand success. Mr. Sunil Srivastava, COO (TQM Division) and his team
members from QCFI Head quarter worked very hard for the success of this Summit. I thank all of
them.

150 + teams from various organizations from all over India will present their case studies on
various Quality Concepts following PDCA. 10 Research papers from eminent academicians and
industry practitioners of Quality Concepts integrated with TQM will be presented in this
Summit. Eminent Experts will address the Summit and Panel discussions will give in depth
knowledge of TQM to the participants.

QCFI has provided a National Level platform for “Task Performers” in the form of National
Convention which recognizes all grass root level employees for their Improvement efforts.
Similarly, many middle level and senior level management people are involved in the journey of
Continuous improvement. QCFI is providing a National Level platform to such management
level people in the form of this “Quality Summit” Middle level and senior level management
people will get good opportunity to learn new things in this Summit through research papers,
panel discussions and case study presentation.

Participants will get inputs in this Summit to become future ready. Many stalwarts from
management will share their experiences in this Summit which will help participants to
understand what changes are required in the TQM activity of their organization.

In today's competitive world, knowledge is the power. Organization having more

knowledgeable employees is going to survive and grow in future. This TQM Summit will
enhance the knowledge of the participants.

Mr. Tej Kumar and his team members and Mr. Sunil Srivastava and his team members have
worked very hard to make this TQM Summit a grand success. I once again thank all of them for
their passion and commitment.

I wish all the best to participants for their learning in this TQM Summit. Learn new things, make
new friends, and enjoy your stay in Bengaluru.

12
 Message Dr Ashok K Mittal
Chief Advisor
Quality Circle Forum of India

Message for Delegates of TQM-_India Summit

I welcome all delegates to first TQM-India Summit, an initiative of QCFI to create culture of TQM
in Indian organizations. TQM is not a set of procedures, methods and practices to improve
Quality and productivity but is a philosophy of organization excellence through creating value
to all its customer. In this context, it is necessary to understand the term Customer in context of
TQM. My personnel understanding is that anyone who is impacted positively or negatively by
actions of an organization is a customer. This definition will include User/Consumer of the
product and services, those who pay for these products and services (for example Governments
or communities in services like health , education, transport etc), Direct and Indirect
Employees of the organizations, Shareholders and Investors of the organizations, etc. It also
includes Communities which are impacted through Environment related issues and Future
generation which is impacted through Ecological and Climate change issues.

A TQM culture requires that all actions of the organization should result in either adding value
to its customer or reducing cost ( inclusive of Pain, sufferings and Environmental degradation).
This culture leads to making a fair balance between the different stakeholders so that net
entropy of satisfaction (Value) is optimized.

Do remember each of your action results in a direct or indirect impact on many. Recognizing
who are these (your customers) and understanding the impact on each one of them is
prerequisite for being a Total Quality Person.

I wish all delegates a successful “TQM” event

13
 Message B. Thej Kumar
Chairman- QCFI Host Chapter Bengaluru
Namsakara

It's a delight to host the first TQM summit of QCFI at Namma Bengaluru.

Bengaluru has always been a city of FIRST. Be it software, innovations, startups, automation,
aerospace, biomedical or any other service industry, Bengaluru has been the preferred choice
for many activities to kick start or initiate by the domestic and international companies and
organizations.

Its befitting that QCFI decided to have the first TQM summit in Bengaluru in association with
QCFI Bengaluru chapter, which again stands tall amongst all chapters in terms on the
members strength, innovative workshops and trainings and carrying mega events of chapter
conventions with teams' participation going beyond 500 and more than 2500 participants.

The quality journey is never ending, and every organization's success stories lie in its quality
performance. TQM being one such strong and effective concept brings in people involvement
lead by management directives and appreciation for the best.

In our endeavor of promoting quality across all levels and organizations, this TQM summit
being held on 7th October shall provide a perfect platform for the participants to be part of the
event and to share, learn on the quality journey and success stories of great contributors,
industry experts and research scholars.

Many companies shall also be presenting their case studies with the PDCA approach and give
an opportunity to their members to learn by sharing.

The event being held at Dayanand Sagar College of Engineering, Bengaluru, one of the most
prestigious colleges of Karnataka, is a perfect choice, being a knowledge hub and present in
the green environment of south Bengaluru.

Myself and on behalf of my governing council team and members of QCFI Bengaluru chapter ,
look forward to meeting all the Quality champions of the industry and academy during the
summit and wish the summit a grand success.

Regards
B. Thej Kumar

14
 Message D. K. Srivastava
Executive Director
Quality Circle Forum of India
Dear Delegates, participants and distinguished guests,

It gives me a great pleasure in extending a warm welcome to all delegates, participants and
guests for accepting our request to attend the first TQM summit being organized by QCFI – HQ
in association with Bangalore chapter and Dayananda Sagar college of Engineering and
Technology, on 7th October'23 at Bengaluru

This unique convention is being held in the sprawling campus of the college premises with the
close association and support of the Registrar and his team of professors. We are indeed
thankful to the college authorities for their able and timely support. Our grateful thanks to
them.

Our COO TQM Mr. Sunil Shrivastava is fully involved with dedication to make this event a great
success. As we all know that TQM is being practised by many of the organizations but in
different ways. All are having their strengths. To get best out of that and strengthen TQM, we
have to take best practices in practice, so that industries can be benefited from the outcome of
this summit.

We are expecting large participation and presentation of case studies by the practising units for
their achievements as well as technical papers by the experts in this field.

QCFI wishes to acknowledge the great service and support extended by university, colleges,
captains of industry in promoting this TQM Summit.

I am indebted to Prof. A. K. Mittal - Chief Advisor, Shri Avinash Mishra - President and Sri S. J.
Kalokhe - President Emeritus, Board of Directors, Chapters for their guidance from time to time.

My special gratitude to Shri B. Thej Kumar Chairman and his colleagues in the council of
Bangalore chapter for their enthusiastic support from the beginning.

I express my gratitude as well my warm appreciation to the key note speakers, guests for their
gracious presence and authors who have contributed technical papers and articles for the
souvenir. Our special thanks to the captains of industries for sponsoring their teams for
presentation in this summit.

Our grateful thanks to sponsors and advertisers for their munificence in bringing out this
souvenir and making the TQM summit a grand success.

My special recognition and gratitude to Shri Sunil Srivastava – COO TQM and his team for their
valuable inputs for holding this summit.

I am sure that the participants would enjoy the ambience and take away new learnings. My best
wishes to them.

15
 Message Sunil Shrivastava,
Convenor- TQM-India Summit 2023, &
Chief Operating Officer – TQM, QCFI

Dear Improvement Leaders,

Greetings!

It has been heartening to be an active part of this Pioneer National event of QCFI to promote
TQM in the country. The participation has come from all over the nation making this summit a
national event in the true way!

This Summit also initiates a thought-process to evolve and implement an indigenous TQM
model – TQM-India - in a more effective way which is better, cheaper and faster for all types of
Indian organisations. Quality Governance is the key to Transformation! The model will enable
accelerated growth and uphold Indian culture, values of human spirit by developing Total
Quality People (TQP), besides encouraging Total Employees Involvement in measurable way.
This is a dire need and a tremendous opportunity for Indian quality experts to design and
spread a simplified TQM system. This system can synergize with existing management
practices of Indian organisations. This will take their systems, processes and people
performance towards full potential!

Quality is inbuilt in each and every human being and manifests in different levels everywhere.
People and Organizations can excel through inherent quality orientation, but can leverage
“formal Quality Structured-Systems prescriptions” for enhanced accelerated growth. Extensive
communications are the key to encourage “Plan-Do-Check-Act” approach usages across all
processes through simplified TQM systems across the nation. The Summit aspires to take this
all-important-initiative; and follow it up with definite designs!

This Summit not only dwells into such noble directions for the wholistic growth through
visionary technical experts speaking on several TQM topics; but also shares innovations-
presentations from industries through their breakthrough quality solutions unlocking values.
Key Summit-features are “a panel discussion on “how business-Heads can leverage TQM for
accelerated growth”; presentations on QCFI- WCM Model, and “Karakuri”.

The Centre of Excellence, QCFI will be taking forward the Summit-strategies to accelerate the
TQM movement and facilitate Indian organisations on their higher growth-trajectory.

Heartiest Congratulations to all qualifying teams for international competition ICQCC-2024;

Gratitude to all contributing Improvement professionals -The Quality-Ambassadors!

Best regards

Sunil

16
 Message Dr B.G. Prasad
Professor & Principal
Dayananda Sagar College of Engineering,
Bengaluru

The TQM-INDIA SUMMIT, is being organized by the Quality Circle Forum of India (QCFI) a
National Body propagating Quality Concepts in India in association with Dayananda Sagar
College of Engineering, Bengaluru on the theme “Breakthrough Quality Solutions - Unlocking
Values”. It is a matter of great honour and pride for all of us.

The Key Features of the Summit are, addresses by eminent experts, thought-provoking panel
discussions, latest research papers on technicalities of Total Quality Management in
Education and Industry in addition to case studies presentations from Industrial Executives.

This event is an exceptional opportunity for all of us to expand our knowledge, network with
Industry -Leaders, gain valuable insights into the world of Quality Governance.

On behalf of the college, I welcome you all. Your presence and contributions willundoubtedly
enhance the success of the summit. I look forward to your active participation.

Happy times on our Campus

Best regards

(An Integrated Approach for Performance Excellence.)

This model consists of different Quality Concepts
viz 5-S, Kaizen, QC, LQC, LSC, QIT, Problem-
Solving Tools and Techniques, Problem-solving
steps-12 steps method, DMAIC method,
A u t o n o m o u s M a i n t e n a n c e , Pr e v e n t i v e
Maintenance, Tag System, Manager mode, one
point lesson, Online, and offline Process
Control, Cp/ Cpk, Lean Manufacturing, Poka-
Yoke, SMED, GTT study, etc. in simplified way.
We have tried to develop it suiting to our Indian culture keeping in mind the literacy level of the employees
especially in MSME and labour-intensive industries like Textile, Mines, etc. This we are experimenting and
developing since 1996 and implemented in many MSMEs. Based on the outcome, we are adding the input
to make the model more useful to the units. In this continuously model, we have tried to put the total
concepts in a very simple way and easy to implement by the unit. Our objective is to train their core group of
employees who in turn can get it implemented in their respective units. In case of any help, our faculty will
be available for online help and to clarify doubts. Our faculty will decide which quality concepts to be used
depending on the type of the organization. This is a task-oriented program with well-defined measurable
objectives.

17
 Key Note Speaker
Message

Dr. Rajiv Kumar

Former Vice Chairman, Niti Aayog (2017-2022)
Govt. of India

In view of the exigencies in the last minute, Dr Rajiv Kumar our keynote speaker could not make
his presence. How ever he has been kind enough to send his recorded message to the summit
for the benefit of the August audience.

Quote. “It's heartening to note that the Quality Circle Forum of India is organizing the first
national event on Total Quality Management on the theme- “Breakthrough quality solution,
unleashing values.” It's very heartening to see that now the focus is shifting very clearly to total
quality management, and to also improving, the quality of the human personnel involved in
the corporate world. The theme focuses on promoting innovations leveraging quality
concepts. And this is exactly the need of the country today as it seeks to improve its global
competitiveness and its share of exports in the world markets.

The vision and approach of the summit is very appealing and for this reason, i congratulate the
QCFI, which has initiated this process and which will definitely help Indian corporates and
Indian organizations are to become better and globally competitive, in the years to come. This
national summit will also draw attention of all organizations of the country on the basic
approach of improvement, which is PDCA. Plan-do-check and act. This is also vital for
improvement processes in all spheres. QCFI has really expanded over the last few years. It has
35 chapters and sub chapters across the country and this makes QCFI well positioned to meet
the needs of various corporations and organizations all over the country. I understand that if
we look at the QCFI's vision for the future then it will be clear that they are really in the service of
the nation through improving the enterprises and their efficiency. Looking at the country's

18
performance on macroeconomic parameters and fundamentals, these have grown stronger
but at the same time they need another push from the private business sector so that we can
expand our share in global markets and also become the leading players in some industries.

And for this, the most important element, in my view is the quality of the human resources.
and this once that is geared and mobilized will ensure that Indian businesses will become
unbeatable and second to none.

India's human talent has made its mark globally. It is now time to mobilize. It is for our own
economic performance and growth. The quality of human resources can be improved through
training and through skill formation. But, in my view, a very important aspect of improving the
human quality is also to bring about a transformation from within and from a deeper
introspection of each person, and in a manner that the people get motivated by themselves, to
do better, to improve themselves constantly, to work better in a team, shed their ego, shed their
petty problems, and become a coherent whole, which will take the country and the
corporation forward. For this, I have in my experience, found the exposure to Sahaj yog form of
meditation to be very helpful. I've been practising this for over 30 years now. and I am not at all
exaggerating when I say that a lot of my success in my life and the ability to move from one
career to the other, and from one location to the other, from Delhi to Manila to London and
then all over the world has been due to the practice of Sahajyog. Sahajyog is a transformative
process. It's not allied to any religion. People from all over the world, hundred countries are
practising this. It's a journey for our spiritual discovery as we undertake this journey. We also
become more efficient and effective in our day to day life in our work, atmosphere at home,
and in improving the relationships which are so important for taking an enterprise forward or
making the family a better entity and and more creative. So with these few words, I want to
once again congratulate QCFI. Thank you QCFI and also to Mr. Sunil Shrivastava for organizing
this summit.

Wishing the very best to QCFI for the future.

Thank you very much.

Namaskar

19
 Message Arun Misra
Executive Director
– Vedanta Group

It is my great pleasure to know that QCFI is holding a national summit to promote TQM
across all organizations. This is the dire need of the country because the quality concepts
give a fillip to the creativity and innovation efforts of the organizations, if they are used in a
structured way.

Vedanta has been partnering with QCFI, and I am sure that the efforts of QCFI will spread
synergizing with other quality champion organizations; and add to the national GDP in
significant way going forward.

Vedanta has been doing a lot of innovative efforts and has been regular participant in
national and international events. I wish all successes to the participating quality
champions.

Wish the Summit all success in giving directions to TQM efforts in the country

Best Regards,

Arun Mishra

20
21
 R Rajagopalan
Message Senior Vice President &
Chief Manufacturing Officer
TITAN COMPANY LIMITED
Dear Delegates,

I am delighted to welcome you to the TQM - INDIA Summit 2023. This gathering signifies a
pivotal moment in our pursuit of excellence in quality management, where minds, expertise,
and innovation converge.

This year's theme, "Breakthrough Quality Solutions - Unlocking Value," underscores our
commitment to raising manufacturing and service delivery standards in India and beyond. In
today's globally competitive landscape, exceptional quality standards are imperative. It is not
just about meeting but consistently exceeding customer expectations. Quality is not merely an
attribute but our essence as manufacturing professionals.

At Titan, Watches & Wearables division, we have embraced a Six Sigma culture, reducing
defects and variations, enhancing product reliability, and minimizing customer complaints.
The PDCA (Plan-Do-Check-Act) approach guides us in all improvement projects, steering us
toward operational excellence. Our employees actively engage in Kaizen and 5S Workplace
Management, driving incremental improvements that accumulate to enhance product
quality and efficiency.

Through rigorous feedback and market research, we continually refine our products to meet
evolving customer needs, fostering loyalty and sustaining our reputation for quality. TQM is not
static; it is dynamic and demands unwavering commitment. This summit provides a unique
opportunity to exchange insights, learn from experiences, and collectively redefine quality
management.

Embrace the spirit of this summit fully. Together, let us explore breakthrough quality solutions
and unlock value not just for our organizations but for the nation and the world. Thank you for
joining us on this journey toward Total Quality Management and quality excellence at TQM -
INDIA Summit 2023.”

Best Regards,

R Rajagopalan
Senior Vice President & Chief Manufacturing Officer President
TITAN COMPANY LIMITED HOSUR INDUSTRIES ASSOCIATION
Watches & Wearables Division, No 3, Plot No: 159/A, SIPCOT Industrial
Sipcot Industrial Complex Complex, Hosur - 635126.
Hosur, Tamil Nadu 635 126 Phone: +91 4344 664210; Phone: 04344 276824 / 276923
Mob: +91 94433 25024 Email: rrg@titan.co.in Web: www.hia.org.in

22
Message

02
23
 Dr V Kovaichelvan,
Message Director
– TVS Institute for Quality and Leadership.
TVS Motor Company Ltd, Hosur.
I
I am very happy the learn about the annual QCFI TQM-India Summit 2023 being conducted on
the theme 'Breakthrough Quality Solutions - Unlocking value'. Indian industry made
significant progress on Quality of its products and Services in the last three decades. This has
been possible by sustained application of Total Quality Management, Total Productive
Maintenance and Lean practices for business excellence. The number of companies receiving
Deming Prize and TPM awards in India steadily increased in the last twenty years.

This journey for excellence was achieved with rigorous learning and application of quality
management practices by the employees at all levels from leadership to team members in the
shop floor. Many companies have achieved Total Employee Involvement in Continual
improvement with 100% participation. QCFI has made significant contribution to this journey
by promoting the culture and skills for 'Problem solving' and 'Continual improvement' with
rigorous application of QC story methodology and QC tools.

This approach of a strong foundation of daily work management for retention, wider
participation of employees in the continual improvement will release the band-width of the
senior management to focus on breakthrough Quality solutions in the upstream by building
the capabilities for the breakthrough improvements.

Best wishes for QCFI TQM-India Summit 2023 which can set an agenda for the years to come
for 'Breakthrough Quality Solutions - Unlocking value'. Happy time to the participants and
delegates for joyous learning.

24
 Message K Seenivasan
Associate Vice President
TITAN COMPANY LIMITED

I warmly welcome the TQM India Summit with the theme, "Breakthrough Quality Solutions -
Unlocking Value." It is an honour to have you join us at this prestigious event, where we explore
strategies for excellence through Total Quality Management (TQM).

The theme, "Breakthrough Quality Solutions - Unlocking Value," embodies the essence of TQM.
It reminds us that quality is not merely a benchmark but a wellspring of untapped potential.
Every challenge in our organizations is an opportunity to innovate and excel.

At Titan, TQM is not just a concept but our organizational heartbeat. We have crafted
timepieces reflecting watchmaking art and an unwavering commitment to quality. Through
our Titan Edge Movement, we embarked on creating the world's slimmest watch, birthing the
Titan Edge Collection. It symbolized our dedication to pushing boundaries and achieving the
impossible, a testament to precision and innovation in TQM.

Our journey is defined by innovation, precision, and customer-centricity. At the core of TQM is
Total Employee Involvement. It is about empowering individuals to own quality, innovate, and
drive improvement.

As we gather at the TQM India Summit, I invite you to explore experiences, share insights, and
inspire each other. Let us harness innovation, continuous improvement, and employee
engagement to shape a brighter future.

K Seenivasan
Associate Vice President
TITAN COMPANY LIMITED President
TITAN COMPANY LIMITED HOSUR INDUSTRIES SKILL DEVELOPMENT
Watches & Wearables Division, No 3, Sipcot Industrial ASSOCIATION Plot No: 159/A, SIPCOT ,
Complex Hosur, Tamil Nadu 635 126 Industrial Complex, Hosur - 635126.
Phone: +91 4344 664330; Mob: +91 94437 47361 Phone: 04344 276824 / 276923
Email: seenivasank@titan.co.in Web: www.hia.org.in

25
26
 Message T R Narasimhan
Director – QCFI.

My dear TQM fraternity,

Welcome to TQM Summit '23!

The first TQM Summit is being organized on 7th Oct 2023 at a prestigious campus, Dayananda
Sagar College of Engineering.

Under the guidance of Executive Director Shri D K Srivastavaji the new initiative of a TQM
Summit is a great beginning. Shri Sunil Srivastava and QCFI Bangalore Chapter members the
convention would be a grand success.

The theme is “Breakthrough Quality Solutions – Unlocking values”, thoughtfully designed by

the Organizers. The future of Indian industries lies in Total Quality Management.

My best wishes for the grand success of the TQM-India Summit with all your cooperation. My
sincere thanks to one and all.

Yours sincerely,

27
 TOTAL QUALITY MANAGEMENT
Total Quality Management combines both
philosophy and methodology to present a
uniquely powerful approach to management.
TQM consists of both TQM philosophy and its
practical methods including key concepts,
t o o l s , a n d a n a l y t i ca l p r o ce s s e s . TQ M
philosophy informs you about “KNOW WHY”
and tools, techniques inform you about
“KNOW HOW” of TQM. Many organizations
implement TQM by only understanding
“KNOW HOW” and so TQM activity does not
sustain in these organizations.
Total Quality Management (TQM) has been
one of the most influential methods used in
managing business processes over the last 30
years. It has been incorporated as a vital
component, in the management systems of
s o m e o f t h e wo r l d ' s m o s t s u cce s s f u l
enterprises. Total Quality is a description of the
culture, attitude and organization of a
company that strives to provide customers
with products and services that satisfy their
needs. The culture requires quality in all
aspects of the company's operations, with
processes being done right the first time and
defects and waste eradicated from
operations.
Following are the five principles of TQM
1) Process Oriented thinking
2) Continuous Improvement of processes.
3) Managing with Facts
4) Management establishing priorities
5) Involvement of everyone.
Mr. Satish Kalokhe,
President (Emeritus)
work is being done in the
organization is done by processes, methods,
and procedures. So, if we want to improve the
quality, productivity, cost of the product or
service then we must focus on processes. We
need to improve these processes on
continuous basis. If a question is asked in a
TQM company that Who does the work? Then
the answer is Processes, methods,
p r o ce d u r e s d o t h e wo r k . Th e n w h a t
employees do in the organization? The
answer is employees continuously improve
these processes, methods, and procedures. If
defect or mistake happens to product or
service then we blame people but in TQM
company the processes, methods and
procedures are blamed and improved to
eliminate these defects or mistakes.
2) Continuous Improvement of
Processes: - If a question is asked, why
organization pays salary to employees then
the normal answer is organization pays salary
to employees because they do the work. In
TQM organizations this is not a correct
a n s we r . O r g a n i z a t i o n p ay s s a l a r y t o
employees because they improve the work.
Whatever work we are doing today the
similar work is being done next day, so, can
we do that work little better, little cheaper,
little faster? The answer is YES if employees do
continuous improvement with the help of
TQM tools and techniques.
3) Managing with Facts: - All the
decisions in the organizations need to be
28
taken with the help of data. This is called as
Managing with Facts. Everything in the
organization can be quantified. We only
believe in God, rest everything we need data.
Data to be recorded with observation /
inspection, this data need to be analyzed.
Corrective/Preventive actions need to be
taken after analysis and thus the processes to
be improved on continuous basis. Everyone in
the organization to remember one golden
rule “There is no inspection without record,
there is no record without analysis and there is
no analysis without actions.”
4) Management establishing priorities: -
Management must define priorities for the
i m p r ove m e n t a c t i v i t i e s b a s e d o n t h e
customer expectations and current status of
the organization. Management must find the
pain areas based on data and decide priorities
for the year and communicate these priorities
to all the employees. If “COST” is the number 1
priority pain area then the management to
co m m u n i ca t e t h i s p r i o r i t y t o a l l t h e
employees so that every function and every
department will do improvements which will
reduce that department or that function's cost
and then goal alignment will take place. Policy
management and Daily Management will be
decided based on the priority.
5) Involvement of everyone: - This is a key
factor of TQM implementation. The strength of
the chain is the strength of the weakest link
and so, we need to involve every employee in
the improvement activity, we need to
train/coach every employee for various tools
and techniques of TQM. We must conduct
regular reviews to check that every employee
is doing the improvement through 5S, Kaizen,
Quality Circle, TPM, Lean Quality Circle, Lean
Six Sigma etc. We must explain every
employee about the benefits everyone will
get by implementing TQM activity. We must
e m p h a s i z e h o w TQ M i m p r o v e s t h e
knowledge level of the employee through
continuous improvement process and how
an employee can become obsolete not only
in the organization but also in his family and
society if he does not upgrade his knowledge
and skill continuously.
In TQM organizations the role of Top
Management is of Champion and Sponsor.
The responsibilities of Top Management are
i) Create a total quality environment. ii)
Provide Leadership. iii) Develop Strategy iv)
Establish direction and disseminate.
The role of Middle Management is of Coach,
leader, Facilitator. The responsibilities of
Middle Management are i) Lead people ii)
Manage processes iii) Improve processes. iv)
Involve affected individuals.
The role of all employees is of active players
and implementers. The responsibilities of all
employees are i) Improve skills ii) Describe
reality iii) Suggest improvements iv)
Implement changes.
After Corona epidemic, the entire world
started looking at India as a world's
manufacturing hub because they do not
want to depend only on China. It is a golden
opportunity to all of us to take advantage of it
by i m p l e m e n t i n g TQ M i n a l l o u r
organizations.
29
 Quality Circle Forum of India
THANE SUB CHAPTER
C/o. LA KIKILEEM.
3rd Floor, Sudama Commercial Complex, Kalyan-Shil Road, Dombivli East.
Dist. Thane, Pin-421204, State: Maharashtra.
Ph: 91-9322640871, 91-9324640871
Email: qcfitsc@gmail.com

Chairman and GC Members of

Thane Sub Chapter wish
TQM-INDIA SUMMIT
Bengaluru
a grand success
 ESG – Assuring Sustainability and Improving Profitability
Mr. Sushil Kumar Sharma
Founder CEO, Sustaineco
Former General Manager, NTPC Limited
Industrial sector is offering varied and
increasing opportunities for wealth creation
and in fact the industrial and service sectors
are the prime drivers of economic growth
andprosperities globally.
In its history of more than 240 years mostly
industrialists and the top management
focused on profitability at the cost of planet
and people and as such globally the impacts
and effects of ignorance of people and planet
are reflecting in the form of climate change,
climate crisis further turning in global boiling
as stated by secretary general of united
nations during last week in July 2023.
The primary cause of climatic crisis is increase
in concentration of GHGs. Co2 is the main
constituent of GHGs and has Co2
concentration reached 422 ppm recording an
increase of 35% vis-à-vis 1960 value. Co2 is
mostly released by fossil fuels during
combustion while used in industrial processes
including energy generation.
Increasing concentration of GHGs is resulting
in increase in atmospheric temperature and in
fact the atmospheric temperature has
increased by 1.210C vis-à-vis targeted
temperature increase set limit set of 1.50C by
2030, signed by 196 countries in Peris during
2016. In the business as usual scenario, the rise
in temperature is expected to be 3.60C.
The effects of rising temperature are
unpredictable weather patterns,
land degradation, desertification,
deforestation, rising sea levels, extreme
weather events, lightening, wild fires, loss of
biodiversity, loss of wildlife, etc. The impacts
are displacement, loss of lives, hunger,
malnutrition, increasing diseases, food and
water shortages, poverty etc.
The frequent cloud bursts, landslides in
mountains and floods caused havoc in
Himachal Pradesh, Uttarakhand,
Maharashtra, Gujarat, and Rajasthan etc.
Biporjoy cyclone led in loss of lives, damages
to properties, infrastructures severely.
Corona is the recent example of nasty killer
disease experienced globally beginning
2019 which is appearing globally repeatedly.
In the above scenarios, world over, ESG
implementation is becoming mandatory for
industrial sectors and a beginning is already
made by India as SEBI notified it mandatory
to file ‘Business Responsibility and
Sustainability’, BRSR, applicable from 2022-
23 for top 1000 BSE/NSE listed companies
by market capitalization. In fact, forward
looking and progressive Indian Corporations
adopted sustainability-ESG frameworks
now for more than a decade and as such
they are already reaping fruits in the form of
improved ESG i.e. Environmental, Social and
Governance scores along with better
productivity and profitability.
31
BSRS, a comprehensive framework adopted
by Securities Exchange Board of India (SEBI)
for addressing global and national sustainable
development priorities aiming on
empowering and making accountable Board
of Directors/ Owners/ Leadership for adopting
and practicing balanced strategies so as the
people, planets and businesses prosper well
instead of harming planet and people as been
the case prior to ESG implementation.
It is experienced during COVID and post covid
times that corporations who practiced
sustainability - ESG framework performed
better than their peers who did not adopt ESG.
The main reasons for improved risk prediction
and proactively managing risks, customer
focus, caring environment, and society etc
thereby earning confidence of stakeholders
i.e., investors, government, statutory and
regulatory authorities, society, customers, and
owners.
In the present and increasingly stringent
statutory requirements applicable globally
and increasingly globalizing business, it is
prudent to invest systematically in BRSRESG
compliance so as their competitiveness
keeps improving yielding far better returns
in medium and long term vis-a-vis the
noncompliant businesses who are likely to
face severe business risks.
Specific examples, sector wise, leaders and
laggards from various industrial sectors i.e.,
A i r l i n e s , Au t o , C e m e n t , C h e m i c a l s ,
Consumer durables, FMCG, Heavy
Engineering, Hotel, Insurance, Logistics,
Metals, Mining, Oil & Gas, Paint, Paper,
Pharmaceuticals, Ports, Renewable Energy,
Thermal Power Plants, Sugar, Textile, Tyres
etc be included in the live presentation to
highlight the benefits appropriately.
To conclude, I hereby strongly advocate that
now its time for investors too to understand
BRSR - ESG frameworks so as investments
a r e d i r e c te d i n d e s i r e d s e c to r s a n d
investments earns better returns
consistently.
32
Quality Circle Forum of India
Vadodara Chapter
Monalisa Tower, 30 B wing, 201-202, Manjalpur,
Near More Mega Store, Vadodara - 390011.
Tel : 8200357783, 7990955357
e-mail : qcfi2000@yahoo.com qcfivc2015@gmail.com
Website : www.qcfivc2020.com

Chairman and GC Members of

Vadodara Chapter wish
TQM-INDIA SUMMIT
Bengaluru
a grand success
 yes! Join our journey with customer.
Kannan Raghavan .TQM CONSULTANT-
(Over 59 years passionately involved on customer
centric culture and continuous improvements journey)
Journey guide:
We know that when a new customer arrives at
the doorstep of our company website or mail
or make a visit, He/ she would have carried an
impression of our company - the product and
our service that we offer.. Grab it! That would
be a great opportunity for us to retain them
with us as a loyal customer and take them
with our customer excellence journey to
create future
During our journey, we will demonstrate our
p a s s i o n to g a i n c u s to m e r ex p e r i e n ce
impacting the key characteristics such as:
AGILITY. EFFIECENCY, People focus and
Growth vision to create future. The success of
companies in the future will depend on how
we are prepared for the customer to pursue
life long journey. This means preparing the
people, processes and technology
innovations to deliver the customer
experiences that will be in demand in the
future
One major prerequisite is that customer-
centricity is the driving philosophy of the
company and CX is an important element in
TQM
Our 1st TQM India Summit -2023
This premier event of the country spreads
red carpet for all of us to the new era of
sharing and gaining insights on disruptive
innovations, & creation of new benchmarks.
The convention theme is “Breakthrough
Quality Solutions –Unlocking Values”.
 Pl spare your 5 minutes on this article
that glorifies our TQM summit theme.
Looking out the survey by XMI covering
nearly 18,000 people around the world-
covering various industries across 18
countries, they discovered that the global
consumer
34
landscape dramatically changed so as their
expectations, and hence that the current /
traditional Quality management models that
are adopted today are no longer serving to
meet the future needs. (Thanks to Qualtrics
XM Institute)
It's the need that Organizations should make
the customer journey to understand and feel
consumer experience at each stage of
customer journey
Customer Success role.
Steve Jobs says:
'' Caring deeply about what customers want
is much different from continually asking
them what they want; it requires intuition
and instinct about desires that have not yet
formed. “Our task is to read things that are
not yet on the page, “further he adds. 'What
you need to do is know your customers) and
business so well that you can innovate to

The objective of a customer journey is, on the meet their unmet needs ......”

one hand, to measure and evaluate how we

So our new journey begins....
are taking care of our customers and, on the
other, in which way you can enhance and
bring further delight to their experience with
your brand. Various stages make up the
complete customer journey.

By improving the customer experience at

each touch point in the journey, we focus on
our customers, putting them at the heart of all.
This builds up loyalty to provide values which
would retain them and enhance customers'
base. The customer loyalty as a positive
outcome, leads to acquire more and more
satisfied customers and an influence over their
lives, choosing our brand above others.
The future of customer service increasingly
will be driven by technology innovations and
respond with supersonic speed. Ideally these
new technologies will shape the future of
customer experience, including the increased
focus on personalisation, the growing
importance of data analytics- Digitisation, the
rise of artificial intelligence and automation
.This will add a new “fundamental” skill in the
Let us start the journey exploring customer
expectations:
 Customer expectations
Initially, customers' expectations were
within the Quality frame work illustrated by.
David A. Garvin. — But modern and future
customers have gone beyond - much higher
expectations, such as proactive service,
agility, Technological process and product,
personalized pain free interactions, speed
and connected customer experiences
across digital channels.
 CS-customer service, CX-Customer
experience,& CJ-customer journey
CS- Customer service is the support you offer

35
your customers — both before and after they
buy and use your products or services — that
helps them have an easy, enjoyable
experience with your brand. Customer service
is just one part of the whole customer
experience.
CX- customer experience, encapsulates
everything a business or an organization does
to keep customers first, continuing their
journeys to serving their needs
Customer experience involves every aspect of
a company, from customer service to product
and after-sales service support
Customer experience is a customer's overall
perception of company, based on their
interactions with them .. Customer experience
(CX) which underlies importance on the
relationship between a business and its
customers. Every interaction on this direction
maybe very short or not resulting purchase
decision but Those experiences are important
for building relationship and gain good
customer experience
A good customer experience makes it easy for
a customer to do business with us. The
customer experience starts before the actual
purchase, continues through the usage of the
product, and covers the post-purchase
phase as well. The main key components
a r e . C u s to m e r - ce n t r i c c u l t u r e , we l l -
designed touch points, consistent quality,
and customer satisfaction
Gartner surveyed 362 global CX practitioners
from October through December 2021 to
understand CX priorities, processes, and
measures that currently exist as well as the
organizational structures in place to support
these efforts. According to them
“A journey map that focuses merely on the
purchase funnel, and not the entire end-to-
end customer journey, is not a CX journey
map,”
“Those sorts of journey maps may assist with
efforts to build awareness, inbound traffic
and acquisition, but they cannot uncover the
opportunities that influence customer
s a t i s fa c t i o n , l o y a l t y a n d l o n g - t e r m
advocacy.”
 To improve customer-centric culture
(Customer-Centric TQM) and enhance
the CX strategy, Gartner suggests the
following 3 actions:
i. Consolidate Inputs: Combine the
voice of the customer raised on every
interaction. Have data base for customer-
level transactional data to uncover how
customer satisfaction
ii. .Invest in Skills: Develop the team's
skills around personas and journey maps in
creating the essential tools for CX success..
iii. Focus on the Customer: Reinforce the
organization's focus on the end-to-end
customer journeys that seek to understand
36
  people in different departments. we can
what drives customer satisfaction, loyalty and
use loyalty and satisfaction metrics to
advocacy in order to acquire and retain the
measure CX success
best customers.
 UX Focus: UX people focus on the actual
 Why is Customer Experience- CX
user of a product or service, regardless of
Important?
whether they purchased it. UX objectives
CX goals are centred on delighting customers focus on improving product design and

at every stage of the brand experience. u s a b i l i t y f r o m b e g i n n i n g to e n d .

Successful UX can be measured using
Customer experience is a strategic marketing
task-based metrics
investment and will bring an increase in:

 Repeat customers  Goals and Objectives: Both CX and UX

 Positive reviews professionals work toward keeping
 Recommendations customers happy through ever y

 Customer loyalty business interaction. CX and UX

strategists have their own unique set of
 Customer satisfaction
goals and objectives to get there.CX
 Word-of-mouth marketing
people focus on the entire customer
 More importantly decreases customer
experience, while UX people focus solely
irritants
 Now, let's know more about CX
and UX across the customer
journey

Without good UX, we won't be able

to develop a positive customer
ex p e r i e n c e . U X i s a l l a b o u t
products. CX is all about people
and products. UX has a direct
impact on CX based on how the end
user feels about the product or service
we offer

 CX Focus: CX people focus on their

customers' entire experience with
their business, from the person
researching the business to the
person who makes the purchase.
S o m e t i m e s t h i s ca n b e o n e
individual, or it can be multiple

37
on the experience with the offered product or
service.
 During my interactive sessions with
managers of various organizations they
used to ask me “How to measure and
analyze customer experience?”
Though it looks subjective concept, we can
measure using our own CRM model of
customer analytics such as CSAT- customer
sat score ,, CES – customer efforts score,
interviews to track customer experience in
customer journey
A g e n e ra l exa m p l e o f t h e c u s t o m e r
experience of an organization: view to improve
 What Is A Customer Journey?
Many Managers still confusing the both terms
customer experience and customer journey
the customer journey provides a roadmap to
plan for future investment in your
products and services.
For example, the customer journey might
begin with a customer visiting your
website or shopping online from you,
calling over a phone call, and finally,
an in-person visit. Latter customer audit
from the point of users
Customer journey is a strategy used in the
management of the customer experience.
In other words, customer experience relies
on mapping their customer's journey to
learn how their interactions with a product
make them feel. The customer journey
describes the touch points a customer has
when interacting with our product.
As we engage potential customers, they
start by discovering our product, evaluate
whether it meets their needs, look for a good
offer, and finally make a purchase.
We call this process the customer
journey.
v Customer journey stages:
Various authors provide various
stages; they are from 4 .5 and even
7 stages to explain concepts
But here for better and quick
understanding I list out, only a
basic 4 stages of customer journey
- Awareness, Consideration,
Decision, and Loyalty.
Each stage has its own set of challenges
and opportunities for marketers.
38
Stage 1- The Awareness Stage create a marketing strategy that will help us
In this stage, customers have a need to know achieve success
your organization and its products or services.  Indian Brands - Fruits of our customer
we have to educate customers, fully clarify journey
their clarifications and understand pain
Indian brands are increasingly creating a
points; simultaneously aim - our service to
mark in the global market, Contributing the
make Him our prospective customer
country's growing economy, encouraged by
Stage 2-The Consideration Stage
the favourable government policies and the
Here, customers consider our company
rising popularity of Indian culture around
against others with similar products or
the world. Here is some milestone activities
services. At this point, a potential customer
on our customer journey that Indian brands
wants a deeper understanding of our
are making an impact in the international
offerings, and they require evidences for why
market (. India ranks 3rd in the world in
we are the better choice. our success stories
customer experience maturity: report as per
and credentials of existing customer should
ET)
be displayed, in addition to request for
customer visit and audit to our process are On our journey with customer we have
needed at this stage strong focus on Quality, sustainability and
customer experience; Indian brands are
Stage -3 The Decision Stage
setting a new standard for the industry and
. In this stage, customers decide to purchase
continue to break new ground and enter
our product or service. This is where we need
new markets
to make trust and commitments beyond our
regular routine from touch points clear Overall, Indian brands are making a
pricing information, Transparency on Process significant impact in the global market, and
flow . Strict adherence of delivery schedule, are poised to become even more
responding to their demands may even be competitive in the coming years as the
small lots . country's economy continues to grow and
its brands become more well-known
Stage- 4 Customer Loyalty
around the world
The fourth stage is all about loyalty. Creating a
loyal customer who rewards a company with Our global customer journey is the standing
repeat business over time against competition evidence to rise of our brands in global
and advocates on behalf of your company and market, the country's economic growth,
its products or services is invaluable. entrepreneurial spirit, and commitment to
For customer loyalty to happen, a company excellence.
must create an experience that inspires buyers
to return again and again. There should be
continued focus on their engagement after
the sale is over.
 By understanding the four stages of the
journey and the challenges and
opportunities each one presents, we can

39
Quality Circle Forum of India
Pune Chapter
J/P-10, MIDC, TelcoRoad, Ganesh Nagar,
MIDC Bhosari, Pune - 411026 Tel :020-46768768,
M: 9028468333 Fax: 30622443 E-mail: qcfipc@gmail.com

Chairman and GC Members of

Pune Chapter wish
TQM-INDIA SUMMIT
Bengaluru
a grand success
 The Impact of Artificial Intelligence and Automation
on HR Functions
Mr. Ullas G, & Dr.R.Sethumadhavan
Department of Management Studies,
Artificial Intelligence (AI) has emerged as a
transformative technology across various
industries, and Human Resources (HR) is no
exception. AI has the potential to revolutionize
HR functions by automating repetitive tasks,
providing data-driven insights, and enhancing
decision-making processes. This article serves
as an introduction to the application of AI in
H R f u n c t i o n s , ex p l o r i n g i t s b e n e fi t s ,
challenges, and key areas of implementation.
AI can automate repetitive and time-
co n s u m i n g H R t a s k s s u c h a s r e s u m e
screening, candidate sourcing, and
s c h e d u l i n g i n t e r v i ew s . Th i s s ave s H R
professionals' time, allowing them to focus on
more strategic and value-added activities. AI
algorithms can analyse large volumes of
candidate data, including resumes, skills, and
qualifications, to match candidates with job
requirements more accurately. This can lead
to better hiring decisions and improved
candidate quality. AI can process and analyse
vast amounts of HR data, enabling HR
professionals to make data-driven decisions. It
can provide insights into employee
performance, attrition patterns, training
needs, and workforce planning, helping
organizations optimize their HR strategies.
AI-powered chatbots and virtual assistants
ca n p r ov i d e p e r s o n a l i z e d a n d t i m e l y
responses to candidates' inquiries, guiding
them through the application process. This
improves the overall candidate experience
and strengthens the employer brand. AI has
the potential to reduce unconscious bias in
HR processes by standardizing evaluation
criteria and focusing on objective data
rather than subjective factors. It can help
ensure fairer and more equitable hiring
practices.
AI technologies may lack the human touch
and empathy that is often essential in HR
functions. Candidates and employees may
feel detached or less understood when
interacting with AI- powered systems
instead of human HR professionals. AI relies
heavily on data, and HR functions deal with
sensitive employee information. There is a
risk of data breaches, unauthorized access,
and misuse of personal data if AI systems are
not appropriately secured and monitored. AI
may struggle to understand complex
situations that require nuanced human
judgment, such as handling employee
grievances, conflicts, or emotional support.
Human intervention and expertise may be
necessary for such cases.
AI can assist in automating and optimizing
the recruitment process. It can analyse job
descriptions, screen resumes, and identify
top candidates based on predefined criteria.
AI-powered chatbots can also engage with
41
applicants, answer basic questions, and
schedule inter views. AI can deliver
p e r s o n a l i ze d l e a r n i n g ex p e r i e n ce s by
analysing employee performance data and
identifying skill gaps. It can recommend
training programs, courses, and resources
tailored to each employee's needs. AI can also
provide real-time feedback and assessments
to support continuous learning. AI can
improve the onboarding experience by
providing personalized content and resources
to new employees. Chatbots can guide
employees through the onboarding process,
answer frequently asked questions, and help
them familiarize themselves with company
policies and procedures. AI can analyse large
volumes of HR data to uncover patterns,
trends, and correlations. It can provide
predictive analytics to forecast attrition rates,
identify flight risks, and optimize workforce
planning. AI can also generate actionable
insights to support strategic decision-making
in HR. AI can assist in performance evaluations
by analysing data on employee performance,
including productivity metrics, feedback,
and goal attainment. It can provide objective
insights, identify patterns, and highlight
areas for improvement. AI can also facilitate
ongoing feedback and coaching to enhance
performance.
AI-powered chatbots can handle routine
inquiries from employees regarding HR
policies, procedures, or general information.
They can provide quick responses, escalate
complex queries to human representatives,
and free up HR professionals' time for more
strategic tasks.
In conclusion, artificial intelligence (AI) has
the potential to revolutionize HR functions
by automating processes, improving
decision-making, and enhancing overall
efficiency. AI has the potential to transform
HR functions, enabling HR professionals to
become strategic partners within
organizations by automating routine tasks,
providing actionable insights, and fostering
a more engaging and inclusive work
environment.
42
TQM INDIA SUMMIT Bengaluru
 DAILY MANAGEMENT SYSTEM
– Framework to better performance.
Mr. M.A. RAMANUJAM.
ADVISOR, QCFI, BENGALURU

Abstract: Th e t h r e e C ' s of TQ M a r e – C u l t u r e ,

Total Quality Management has various Communication, and Commitment. This

components like TPM, Six Sigma etc. Of those, culture creates values and ethics to support
the development of a philosophy of TQM,
the method of handling the daily activities in
and ensure that innovative learning
the Organization is a mammoth task. The Daily
activities are developed and implemented.
Management System for managing
Communication can be verbal, non-verbal,
Organization's performance such as material
written, listening, or visual. Commitment is
management, human relationship, etc., is
eternal.
deliberated. The 'Lean' aspect of reducing the
waste, with the help of PDCA, KPI and 5S has The TQM model has four components – four
b e e n d i s c u s s e d . A l s o , b e t te r t ra i n i n g P's – Processes, People, Planning and
procedure for people have been looked into. Performance, which are the key parameters
to deliver quality products and services to
Introduction:
customers. It has employee involvement,
In the present days, survival of an Organization integrated system, process-centric
depends on the effective business approach, systematic flow, continual efforts,
breakthrough and value addition, which is the fact-based decision-making, and
basics of active innovative management. relationship management.
There are two words of importance –
For this, Benchmark is a powerful tool for
breakthrough and values. 'Breakthrough' is
bettering the performance. It involves
unfolding for decisive development and
comparing the processes, products, and
'Value' is the usefulness and desirability of the
outcomes with those of the best performers
products / processes. Hence these call for
in various similar industries. Hence, basically,
achievement of redefining the higher values of
it aims at manufacturing zero-defect
Benchmarks, and networking of the same.
products / services 'daily'.
Herein, 'Total Quality Management' plays a
So, it is the day – to – day improvement of all
leading role. A well-coordinated
the aspects of manufacture, which is termed
management process will result in increased
as DAILY MANAGEMNT SYSTEM (DMS). '5S'
efficiency and effectiveness of production. It is
and PDCA play the crucial strategies in DMS.
definitely beneficial for business
Organizations in the Industrial Era 4.0. DAILY MANAGEMEMT SYSTEM (DMS) :

44
The Daily Management System (DMS), also
known as Daily Direction Setting (DDS), is a
f ra m ewo r k fo r m a n a g i n g o p e ra t i o n a l
performance in manufacturing Organizations.
It is a structured approach to focus on
continuous improvement and waste
reduction. DMS concentrates on completing
'a day's work in the same day'.
In DMS, all levels of the Organization work with
passion, ensuring the entire Organization is
aligned towards a common goal through
everyone's daily activities. This supports rapid
detection of defects and solving the problems
quickly.
There are four elements of DMS. They are
PDCA, KPI, Objectives and Results, and
Communication and Ownership. However, 5S,
Seiri, Seiton, Seisoh, Seiketsu, Shitsuke, which
deciphers as Reorganisation, Neatness,
Cleanliness, Standardisation, and Discipline, is
a vital procedure for daily activities.
There are commonly accepted functions of
DMS, that encompass the necessary expertise
like planning, organizing, leading, and
controlling. To be successful in managing day
to day events, there is a need to adopt the
following:
Planning: is the function of management that
involves setting objectives and determining a
course of action for achieving those objectives.
Organizing: is the function of management
that involves developing an organizational
structure and allocating human resources to
ensure the accomplishment of objectives.
Time management is essential to coordinate
the tasks and activities to maximize the
effectiveness of an individual's efforts.
Leading: involves the social and informal
sources of influence that used to inspire
action.
Controlling: involves ensuring that
p e r fo r m a n ce d o e s n o t d ev i a te f r o m
standards. Controlling consists of three
steps, such as
1) establishing performance standards,
2) comparing actual performance against
standards or benchmarks, and
3) taking corrective action wherever
necessary.
Structure of work must be clearly
understood which generates a plan. The
plan has to be appropriately resourced with
people, equipment, materials and
information.
Since the people are involved, they should be
utilized in better way. The Lean Daily
Management System talks about the way
the untapped human resources have to be
used for productive way of manufacture. It is
also a mode to motivate individuals.
Lean Daily Management System (LDMS)
'Lean' is about reducing time, inventory,
space, eliminating waste, unutilized human
resources, etc.
LDMS is a system that allows to know on a
daily basis, whether the goal or the result is
met or not, and to take suitable corrective
45
action. To build a habit of doing the daily
actions, it calls for setting the standards,
making actual status available,
communicating the gap, solving problems
and training people.
The components of LDMS are – Leader
Standard work, Gemba Walk, Process
conformation, Operational Control, Daily
Accountability, daily and weekly meetings,
and so on. These components are not effective
unless used with the right mindset for
effective lean management.
Leader standard work is to check the status of
work, confirm the process standards and to
coach people.
Gemba walks offer a flexible process for
finding opportunities, developing people to
learn the operations.
Process confirmation is auditing the process
standards.
Operational control includes, daily cleaning
and checking equipment, check safety
parameters, morning meetings, etc.
Daily accountability is to have responsibility of
work and monitoring the same.
These principles apprise good decision
making and guide Organizations toward
becoming more systematic and productive.
These activities are time-based and involve
everyone in the Organization.
Communication can be visual, frequent and
consistent, highly structured, democratic and
should be focussed on learning and
development. The communication structure
defines the information flow and emphasis
on problem solving, continuous
improvement (PDCA, Root Cause Analysis,
etc.) and Performance Management
(PQCDSME). LDMS has to align with
strategic objectives, standardise the
processes, validate standards, assess and
audit the process compliance, reduce
delays, foster a culture of continuous
improvement, prevent recurrence of
defects, monitoring KPI, and in doing so,
increase the ownership and accountability
of individuals.
Lean Six Sigma technique makes the
company perfect in meeting customers'
expectations. The problem is, customer
expectations can vary over a period of time.
In such a scenario, the operating model of
the company should be flexible to capture
the change.
Failure of DMS / LDMS is certainly due to
poor communication only. The failure to
communicate clearly and consistently,
failure to be inclusive, consultative, and
t ra n s p a r e n t a r e t h e r e a s o n s fo r a n
unproductive functioning. Communication
is regularly spoken about, but often
overlooked and under valued in
Organizational life. This should not be so.
Supervisors, Workers, or Lower Level of
Management have a very important share is
case of creativity and innovation for the
products / processes. The job needs
knowledge of work, knowledge of
responsibility, skills in instructing, skill in
problem solving techniques, and of course
skill of leading. The first two can be gained
46
by reading and attending classes, the other Daily Management System, is the structure
three can be learned by repetitive practices. It by which Organizations conduct operational
is also called K.A.S.H. (Knowledge, Ability, Skill management to ensure their day-to-day
and Habit). It can be bettered if the supervisor working, as planned and shall continuously
makes a time table for training, breakdown improve the performance.
the work, prepare the worker, and train. Follow
Lean Daily Management System focusses on
up is a must. It can be a classroom session and /
reducing the waste, improve and
or Gemba.
standardize the activities on a daily basis.
LDMS if used in the Organization, there will
This improves an organization's operational
certainly be advantageous in daily dealings
efficiency and performance, improves
such as SIPOC, human relationships, financial
productivity and quality, reduced costs,
outflow and managerial gratification at all
which results in better financial
times.
management, higher profitability, improve
Summary: communication, improved customer focus
Total Quality Management has lot of functions
and satisfaction, and increased employee
in which day – to – day doings in the floor are
loyalty and retention.
important.

47
Quality Circle Forum of India
Delhi Chapter
Shop No. 408, 409, Ganpti Arcade,
Near Aggarwal Dharamshala, Gurudwara Road
Gurugram 122 001 (Haryana)
Tel: 0124 - 2225617/18, 0124 - 4011675
E-Mail: qcfidc2002@yahoo.co.in qcfidc@gmail.com
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Chairman and GC Members of

Delhi Chapter wish
TQM-INDIA SUMMIT
Bengaluru
a grand success
 National Education Policy(NEP) 2020
- A Total Quality Management tool for enhancing
effectiveness of Indian Higher education system
Dr Vanishree Beloor,
Assistant Professor,
JSS Academy of Technical Education, Bengaluru.
India is now the world's second largest higher India can indeed function as a
education system, with around 38 million tool for enhancing the
students in 50,000 academic institutions effectiveness of the Indian higher education
(including 1,057 universities) and a goal of system by incorporating principles of Total
doubling gross enrolment rates from the Quality Management (TQM). Here's how NEP
current 26.3% to 50% by 2035. In 2018, the 2020 aligns with TQM concepts and can
Gross Enrolment Ratio (GER) was supposed to contribute to improving the quality and
be 26.3 per cent, including vocational and effectiveness of higher education:
online higher education. India is planning to
1. Customer Focus
have 5 per cent GER by 2035 (http:
//aishe.gov.in /MHRDDashboard /home). - NEP 2020 emphasizes the importance of
Higher education institutions (HEIs) in India student-centric education, aligning with
play a crucial role in the nation's intellectual, TQM's principle of understanding and
social, and economic progress. With a wide meeting customer (student) needs.
range of HEIs offering diverse academic
- The policy encourages institutions to
programs, they contribute to the
provide diverse and flexible educational
development of a skilled workforce and drive
pathways, catering to the individual
innovation. However, HEIs currently face
preferences and career goals of students.
various challenges, such as access and equity,
quality assurance, limited infrastructure, 2. Continuous Improvement
faculty shortages, outdated curricula, and
- NEP 2020 calls for the establishment of a
gaps between academia and industry. The
National Research Foundation (NRF) to
complex assessment process of quality
promote research and innovation in higher
assurance for engineering, medical,
education. This aligns with TQM's focus on
management institutions is a mere challenge
continuous improvement and innovation.
to HEI's. The incorporation of National
Education Policy(NEP) 2020 promises the - The policy also advocates for regular
infusion of funds for Higher technical faculty development and training, which is
institutions. essential for improving teaching quality.

The National Education Policy (NEP) 2020 in 3. Data-Driven Decision Making

49
 - The NEP emphasizes the collection and
analysis of data to drive decision-making and
policy formulation, aligning with TQM's data-
driven approach.
- The establishment of the National
Educational Technology Forum (NETF) can
support data-driven innovation in teaching
and learning.
4. Process Optimization
- NEP 2020 promotes the rationalization of
higher education institutions and
streamlining of administrative processes,
which is in line with TQM's focus on optimizing
processes to eliminate inefficiencies.
5. Employee Involvement
- The policy encourages faculty participation
in academic decision-making processes,
reflecting TQM's principle of involving
employees in quality improvement initiatives.
- Faculty autonomy and empowerment are
emphasized, which can enhance their
engagement and commitment to quality
education.
6. Leadership Commitment
- NEP 2020 requires institutional leaders to
demonstrate a strong commitment to quality
and innovation, echoing TQM's emphasis on
leadership's role in fostering a culture of
excellence.
7. Quality Assurance
- The NEP highlights the importance of
quality assurance through accreditation,
which is consistent with TQM's focus on
setting and meeting quality standards.
- Accreditation mechanisms can ensure
that higher education institutions adhere to
quality benchmarks.
8. Stakeholder Engagement
- NEP 2020 recognizes the significance of
engaging stakeholders, including industry
and community, in education planning and
implementation.
- TQM principles also stress the importance
of understanding and meeting the needs
and expectations of stakeholders.
9. Results-Oriented Approach
- NEP 2020 emphasizes outcome-based
education with clearly defined learning
outcomes, aligning with TQM's results-
oriented approach.
- This approach ensures that educational
programs are designed to achieve specific,
measurable results.
10. Research and Innovation
- The NEP's focus on promoting research
and innovation in higher education is
essential for staying relevant and
competitive globally, in line with TQM's
emphasis on innovation and adaptability.
Incorporating TQM principles into the
implementation of the National Education
P o l i c y 2 0 2 0 ca n h e l p I n d i a n h i g h e r
education institutions enhance their
effectiveness, improve educational quality,
and better prepare students for the
challenges of the modern world. By
fostering a culture of
50
continuous improvement, data-driven
decision-making, and stakeholder
engagement, NEP 2020 can contribute
significantly to the advancement of the Indian
higher education system. By aligning the
principles and initiatives of the National
Education Policy 2020 with Total Quality
Management, Indian educational institutions
can enhance the quality of education, better
prepare students for the workforce, and foster
closer collaboration with industr y
stakeholders. This alignment can contribute
significantly to bridging the gap between
academia and industry and ensuring that
graduates are equipped with the skills and
knowledge needed to thrive in a
competitive job market. In summary, the
application of Total Quality Management
principles in higher education can lead to
enhanced quality aspects in teaching,
learning, and overall institutional
operations. By fostering a culture of
continuous improvement, data-driven
decision making, and stakeholder
engagement, higher education institutions
can better meet the evolving needs of
students and society, ultimately improving
the quality of education they provide.
51
 TQM – For a Journey Forward
Mr. B Thej Kumar
Chairman – QCFI Bengaluru Host Chapter
Vice President – Toyoda Gosei South India Pvt Ltd
Today's dynamic world has been posing many
challenges on a daily basis across every area of
activities. The requirements of customers have
been so demanding, where products and
services are being seen beyond the best.
Quality is not just about meeting customer
requirements but, bringing customer delight.
All the above perception and need of quality
has been influenced by the dramatic shift due
to advancement in technology, digitalisation
bringing a remarkable change in the quality of
living and the quality of life.
Be it be manufacturing, academic institutions,
health, hospitality and service sectors the race
is on for enhancing the quality performance to
create a benchmark and to deliver beyond the
unthinkable.
The journey of Quality over several decades
ranging from Quality inspection, Quality
control, Quality assurance and TQM has been
accepted and revitalised globally at different
levels to meet the new challenges.
As the world talks about the key principles of
TQM fundamentally consisting of
a) Customer Focus
b) Total Employee involvement
c) Management systems
d) Process centric approach
e) Systemic and standardised
flow
f) Continuous Efforts
g) Genchi Genbutsu – Facts finding and
Decision making.
h) Relationship management
One of the key parameters defining the
success of TQM is LEADERSHIP.
Leadership should not only focus on 3C of
TQM, primarily the culture building,
communication and commitment aspect
but leadership should also focus of yet
another 3 C
3C – Courage, Challenge and Change
Leadership must have the courage to
challenge the change in any scenario and
bring breakthrough innovations and
thought process in their operations or
business verticals with primary focus on the
quality management systems.
Its of high significance that the leadership
deals about the TQM – 3C and demonstrate
by leading from the front. This shall help the
organisation to use the TQM tools such 7 QC
tools, six Sigma, SGA (small group activities)
Kaizens, etc along with few other quality
enhancement concepts like JISHUKEN (self-
reliance ), POKA YOKE ( mistake proof) to be
implemented and sustained.
52
Daily management (NK – Nichijyo Kanri) with a DEFECT FREE process , product and service
periodic review across different levels, with at all stages.
guidance and monitoring of the systems on
TPM and TQM go a long way in enhancing
the principles of TQM will be a big contributor
the business growth. This shall be more
to success of TQM.
pronounced and can take a big leap with the
Quality performance is not just about the adoption of QUALITY 4.0 in improving
manufacturing capabilities and efficiencies efficiencies and avoiding or eliminating
f r o m t h e p r o d u c t i o n te a m , b u t i t ' s a MUDA (waste) companywide.
combination of coordinated efforts of all the
India now on fast track to be amongst the
related departments and also support
top three global economies of the world,
functions like maintenance, HR, finance,
with a strong foothold already in IT, medical,
Purchase, Plant engineering, Logistics , IT
pharmacy aerospace and automotive
which binds the overall management
sector, has become epicentre of actions
functions of the organisation in establishing a
across the globe. The race to reach the top
good TQM approach and deliver the desired
slot can become true with concentrated
results to meet the organisation goals.
efforts from all industry and academic
However, the success of any concept would be leaders, policy makers and various other
possible only with key adherence to the government and non-government agencies.
fundamental approach of PDCA – Plan, Do
The need for a change in the thoughts and
Check and Act. This one mantra is an integral
spread the essence of TQM, through and
part of DM (daily management / NK – Nichijyo
across various forums and agencies, shall
Kanri ) and if exhibited and implemented
result in scripting success stories of various
across all levels from the Chairman to the door
sectors thereby contributing in the nation
man, shall be a cake walk in the journey of TQM
building process for a STRONG, RADIANT
implementation.
and VIBRANT BHARAT.
As we all are surging ahead in the path of
technology and innovation , the need of the
hour is to develop the ability of disruptive and
out of box thinking to generate new ideas so as
to strengthen every process of activities with a
BIQ ( Built in Quality) approach embracing the
concepts of AI ( artificial intelligence) AR (
augmented reality) ML( machine Learning)
COBOT and ROBOT laced automation
concepts assuring

53
 Quality Circle Forum of India
Gwalior Chapter
C/O Godrej Consumer Products Ltd., 447, Ravinagar, Gwalior-474 002.
Mobile: 9713697501 Email: qcfigwaliorchapter@gmail.com

Chairman and GC Members of

Gwalior Chapter wish
TQM-INDIA SUMMIT
Bengaluru
a grand success
 IMPLEMENTI0N OF QUALITY 4.0
IN AEROSPACE INDUSTRY
Dr N.SIVASUBRAMANIAN, BE,MBA,Ph.D,FIE
Senior Scientist/Chief General Manger, ISRO
Chairman, The Institution of Engineers(India), Madurai Center
The globalization of the aerospace industry,
and the resulting diversity of requirements,
has complicated the objective of assuring
customer satisfaction, and to deliver safe,
reliable cost ef fective Systems in the
Ae r o s p a ce a p p l i ca t i o n s . E n d - p r o d u c t
organizations face the challenge of assuring
the quality of, and integration with, product
purchased from suppliers throughout the
world and at all levels within the supply chain.
In an extremely competitive global landscape,
almost all the successful manufacturers,
suppliers and service providers today regard
quality management as their fundamental
driving force.
As9100 standard is the internationally
recognized quality system standard specific to
the Aerospace industry. Known as AS9100 in
North America, EN9100 in Europe and JISQ
9100 in Japan, the standard is strongly
supported and adhered to by major aerospace
manufacturers. AS9100-based Quality
Management System has been proven over
the years that it leads companies to better
operations, improved performance, and
improved reliability. AS9100 provides the
mechanism of reviewing goals and
performance against goals on a scheduled
basis, and for taking action based on the
evaluation. Also, increased productivity results
from the initial evaluation and continuous
improvement of processes that occurs
during the implementation process due to
improved training and qualification of
employees. Better documentation or
control of processes leads to consistency in
performance, and less rejection and rework.
Industry 4.0 represents an evolution in
manufacturing with advanced technologies
increasingly necessary to meet stringent
quality requirements. Enabling
technologies include Industrial Internet of
Things (IIoT), digital thread, augmented
reality (AR), and predictive analytics. Quality
4.0 describes a data-driven approach to
quality performed during production,
involving the product, processes, planning,
compliance, and standards. It builds upon,
rather than replaces, traditional quality
methods, using many of the same new
technologies as its industrial counterpart,
including machine learning, connected
devices, cloud computing, and digital twins
to transform an organization's work
processes and eradicate possible product or
process defects. The emergence of Quality
4.0 promises to further change workplace
culture by increasing reliance on data and
more deeply integrating quality as part of
the entire approach to creating products.
Quality 4.0 integrates operational and
55
quality assurance (QA) concerns from the
start and through the design phase.
Beyond design, Quality 4.0 uses process-
focused machine learning to reduce
waste, minimize rework, and optimize
production parameters. In addition, it
addresses product performance issues
after delivery, using feedback from the
field to update product software
remotely, maintain customer satisfaction,
and ultimately secure repeat business. It's
becoming an inseparable companion to
Industr y 4.0. Quality 4.0 integrates
operational and quality assurance ( QA)
concerns from the start and through the
design phase. This includes how a product is
conceptualized and engineered. Recent
industry findings show most of the market
doesn't have automated design transfer
processes. Manual processes leave room for
error, whether internal or from
communicating designs and changes with
the supply chain.
The development of Quality 4.0 is progressive
from 1920 onwards. It started with the
evaluation of labor skill and related to product
needs, and second phase, the quality was
concentrating with inspection and quality
control measures. Quality Assurance and total
quality management system was in practice
till 2015. Automation, data driven approach,
use of virtual reality, minimizing the cost
towards quality check, minimizing the human
inter vention in quality assurance, the
satisfaction of the end user have become the
essentials nowadays. This approach has been
considered as quality 4.0 as given in the Fig 1.0
Fig 1.0 Development of Quality 4.0
A closed-loop quality system designed for
aircraft production is essential to achieving
higher levels of quality, improving cycle
times, and ensuring regulatory compliance
with AS 9100 standards.
It's critical that quality remains a core focus
of digital transformation in manufacturing,
integrated into specific aspects of the
Industry 4.0 vision, including process design,
intelligent poka-yoke, integration of quality
data in the digital thread and, ultimately,
i n t e g ra t i o n o f q u a l i t y m a n a g e m e n t
practices throughout the manufacturing
process.
In this closed-loop system, every production
process has a quality corollary that provides
feedback to stop the process, allow it to
proceed, or make an adjustment in real-
time. This system isn't subject to fatigue or
manual error. A closed-loop quality system
designed for aircraft production is essential
to achieving higher levels of quality,
improving cycle times, and ensuring
56
regulator y compliance with AS9100
standards
Regardless of industry type or country, the
poka-yoke tool is generally part of lean
manufacturing to optimize and eliminate
waste. The lean will make organizations more
efficient and effective, especially related to
quality, reliability, flexibility, innovation and
cost and ultimately achieving organizational
goals .Poka-yoke helps operators to avoid
mistakes. Regardless of what kind of
technology is being used, the goal is to detect
and eliminate abnormal conditions that lead
to the prevention of product defects.
Implementation of 4.0 concept as a novel
poka-yoke tool is an encouraged part of lean
strategy.
One of the most important techniques used in
aerospace manufacturing is the use of six
sigma methodologies. Six Sigma is a data-
driven approach to quality management that
focuses on reducing defects and variability in
the manufacturing process. By using Six
Sigma methodologies, aerospace
manufacturers can improve the efficiency and
effectiveness of the manufacturing process,
leading to improved quality and reliability of
the final product.In addition to six sigma, the
aerospace industry also employs other quality
management techniques such as Total
Quality Management (TQM) and Lean
Manufacturing. TQM is a management
approach that focuses on continuous
improvement and customer satisfaction,
while lean manufacturing is an approach that
focuses on reducing waste and increasing
efficiency in the manufacturing process.
Both of these techniques are used to
improve the quality and reliability of the final
product. ISO Aerospace industr y has
standardized quality management system
requirements to the greatest extent possible
by incorporating ISO aerospace
requirements of ISO 9001 and AS specified
standards are together used as ISO for
Aerospace Industry as ISO Aerospace
standards and can be used at all levels of the
supply chain by organizations around the
world. Use of ISO Aerospace Standards
should result in improved quality, cost, and
delivery performance through the reduction
or elimination of organization-unique
requirements, effective implementation of
the ISO Aerospace quality management
system, and wider application of good
practice.
In the Aerospace industry , either Aircraft
systems, defense related systems, Aerospace
systems like Rocket launch vehicle&
Spacecraft systems realization, the quality
culture is in built in their system. In most of
the cases, zero defects with high reliability
and repeatability are essential. The quality
starts from the conceptualization of the
mission requirement, specif ying the
p a ra m e te r s a n d r e l eva n t r e a l i za t i o n
techniques. The closed loop chain of
activities of system realization includes the
quality systems as a part of overall chain.
Quality 4.0 enables the connectivity of all
activities with quality measures, either
involving and participation in system design,
review of design &manufacturing and
quality assurance of the product/systems. By
57
means of digital engineering, linking the
data analytics from the source to end
product/service and machine learning
m e t h o d s t h e q u a l i t y l eve l co u l d b e
enhanced.

The recent Indian Aerospace program like

GSLV- LVM MK3 & Chandrayaan 3, Quality 4.0
played predominant, role by means of
quality assurance of hardware right from
design concept onwards, selection of
m a t e r i a l s / co m p o n e n t s , r e a l i z a t i o n ,
deviation analysis, and rigorous reviews at
each stage. Novel techniques like AI,
Machine learning, virtual reality were
implemented to ensure quality of hardware.
Another major role played inthe mission is to
ensure the quality assurance of soft ware
adapted with a primary goal of safe landing
of Vikram Lander, deployment& functioning Fig 2 ISRO Chandrayaan 3 Mission,
of Pragyaan Rover and intended scientific
To sum up, the implementation of Quality
experiments. Quality Assurance of soft ware to
4.0 poses a real challenge to achieve an aim
meet the mission involves extensive reviews,
of zero failure, with low cost, minimum
co d e wa l k t h r o u g h s , s i m u l a t i o n s a n d
human inter vention, and precise
stimulated stress test to ensure that soft ware
achievement of the goal with minimum
confirms the requirements. The perturbations
of input conditions in the mission beyond 3 resource / energy. In the coming years more

sigma level were carried out by both static and and more challenges need to be addressed
dynamic analysis. Specialized simulation test by means of automation, prevention of
beds like Hard ware in loop simulation ( HILS ), human interference, quick turnaround time
Onboard in loop simulation( OILS) were to meet the customer demands.
established . About 170 parameters were
perturbed and results were analysed using
Monte-Carlo simulation. To ensure the
requirement of zero failure, Additive Extreme
Situation of these parameters were
attempted providing more attention on
s o f t wa r e i n te g ra t i o n b eyo n d 3 s i g m a
conditions. Use of AI, ML and IOT were involved
in the mission operations to ensure reliability.

58
Quality Circle Forum of India
Madurai Chapter
16/28, C-2, First Floor, Vijayashri, Apartments, Opp: Law College,
Dr. Thangaraj Salai, K. K. Nagar, Madurai- 625020.
Tel: (0) 0452-4294868. Email-qcfimdu@yahoo.co.in

Chairman and GC Members of

Madurai Chapter wish

TQM-INDIA SUMMIT
Bengaluru
a grand success
 JOURNEY OF EXCELLENCE
Dr V Kovaichelvan,
Director, – TVS Institute for Quality and Leadership.
TVS Motor Company Ltd, Hosur.
I am very happy the learn about the annual organisation need to have an
QC F I TQ M - I n d i a S u m m i t 2 0 2 3 b e i n g appropriate proportion of focus on these
conducted on the theme 'Breakthrough areas. The team members and team leaders
Quality Solutions - Unlocking value'. Indian in the shop floor need significant focus on
industry made significant progress on Quality retention and some focus on
of its products and Services in the last three
1) Process Oriented thinking: -Whatever
decades. This has been possible by sustained
improvement. Middle management need
application of Total Quality Management,
significant focus on improvement and some
Total Productive Maintenance and Lean
focus on retention. The senior and top
practices for business excellence. The number
management need significant focus on
of companies receiving Deming Prize and
breakthrough and some focus on retention
TPM awards in India steadily increased in the
and improvement.
last twenty years.
Not many organisations have been able to
This journey for excellence was achieved with
get this balance right despite the practice of
rigorous learning and application of quality
TQM for decades. This resulted in every layer
management practices by the employees at
of the organization end up doings the jobs of
all levels from leadership to team members in
the people one or two levels below. From my
the shop floor. Many companies have
experience, two sources of generation of
achieved Total Employee Involvement in
problems to solve include – Weak retention
Continual improvement with 100%
which calls for solving the same problems
participation. QCFI has made significant
again and again, Weak upstream processes
contribution to this journey by promoting the
and capabilities resulting the several
culture and skills for 'Problem solving' and
problems to be solved in the downstream. I
'Continual improvement' with rigorous
b e l i eve t h a t t h e r i g h t p l a ce to s t a r t
application of QC story methodology and QC
addressing this is for the middle and senior
tools.
management establishing robust daily work
This is the time to take stock of the progress management, develop the employees in the
made by Indian industry for Continual Quality first two levels for rigorous adherence. It is
Improvement leading to Breakthrough also necessary to build capabilities for
Quality Solutions. Business excellence involve upstream processes like New Product
t h r e e d i s t i n c t a r e a s o f fo c u s n a m e l y development.
Retention, Improvement and Breakthrough.
Most organisations have large proportion of
Employees at different levels of the

60
employees on tenure based employment in
the shop floor who are not trained well for
standardised work and they are not part of
To t a l E m p l o y e e i n v o l v e m e n t w i t h
participation in Suggestions schemes and
Quality Control Circles. Structured training for
s t a n d a r d i s e d wo r k , m u l t i s k i l l i n g , a n d
inclusion of this segment of employees in
Continual improvement of this category of
employees can also enhance their
employability post their tenure in an
organisation. Such education and training can
be aligned with National Skills Qualification
Framework (NSQF) with appropriate
academic credits and offer them
opportunities to earn diploma, advanced
diploma and degree in vocational education.
This can also enhance the capabilities of the
companies they join with such employable
skills.
Organisational capabilities in the upstream
need focus on skills in the respective
engineering/technology domains,
diagnostics with advanced tools like
Taguchi methods, Operations research,
TRIZ, Business analytics, Reliability
engineering, DFSS etc. Co-creating high
quality education/training programs
followed by action learning projects with
right academic partners or experts will
make significant impact. This is not about
one time learning, the teams have to
continue to learn more sophisticated
application of these tools for breakthrough
improvements. These teams can emerge as
a 'Community of Practice' in the domains of
strategic priority.
61
QUALITY CIRCLE FORUM OF INDIA
ROURKELA CHAPTER
B/56, SECTOR-20, ROURKELA-769005,
SUNDARGARH, ODISHA
MOBILE: +91 8895501691, 9437245547
E-MAIL: qcfi.rklchapter@gmail.com
/ sureshc.prasad55@gmail.com

CHAIRMAN & GC MEMBERS OF

ROURKELA CHAPTER WISH

TQM-INDIA SUMMIT
Bengaluru
A GRAND SUCCESS
Quality Circle Forum of India
Ankleshwar Chapter
Opp: State Bank of India, (Main Branch) Nr. Chauta Bazar, Naka,
Above Modi Clinical Laboratory, Station Road, Ankleshwar Dist.
Bharuch- 393001. (Gujarat) Mobile: 09376951619/09904274461
Phone : 02646 - 247461 Email :qcfi.ank@gmail.com

Chairman and GC Members of

Ankleshwar Chapter wish
TQM-INDIA SUMMIT
Bengaluru
a grand success