TQM 08 2022 0258.R1 - Proof - Hi

The TQM Journal
Mapping the TQM Implementation Approaches and their

Impact on Leadership in Indian Tire Manufacturing Industry
Journal: The TQM Journal
Manuscript ID TQM-08-2022-0258.R1
Manuscript Type: Research Paper

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Total Quality Management, Business excellence, Continuous

Keywords:
Improvement, Deming, Quality Management
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Page 1 of 34 The TQM Journal
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Mapping theTQM Implementation Approaches and their Impact on Realizing
5 Leadership in Indian Tire Manufacturing Industry
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8 Abstract
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Purpose-This paper attempts to investigate the approaches used for implementing Total Quality
11 Management (TQM) practices and study its impact on ABC India Limited (Name changed), a tire
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13 manufacturing industry for realizing leadership in the Indian market. The other objectives are to
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15 explore the key issues faced by the company before TQM and study the benefits achieved after
16 TQM implementation.
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18 Design/methodology/approach-A conceptual case study research methodology has been utilized
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20 in this paper. The industry was facing some major business challenges such as low productivity,
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financial issues, and low market presence since 1996. To overcome these issues, the top
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23 management of the industry adopted TQM as a business improvement tool and started its
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25 implementation in 2008.
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27 Findings- A good number of improvement initiatives under four TQM approaches such as
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management approach, development approach, improvement approach, and involvement approach
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30 were performed systematically and strategically. As a result of the successful implementation of
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32 TQM initiatives, the industry received the most prestigious quality award namely Deming Prize in
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34 2017.
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35 Research limitations/implications-With the implementation of the TQM philosophy in the

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37 industry, it gained the top market position, the customer satisfaction score increased from 75 to
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39 81, market presence increased from 7.2% to 26.3%, and the percentage participation of employees
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increased by 73.5% within a period from 2009 to 2016.
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42 Originality/value-The novelty of this research is to consider a case-based approach that will be
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44 helpful in promoting the utilization of the TQM philosophy in other industries for gaining
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46 competitive advantages.
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Keywords: Total Quality Management; Deming Award; Operational Excellence; Continuous
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49 Improvement; Business Model
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53 1. Introduction
54 The manufacturing industry worldwide has experienced a drastic revolutionize since globalization
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56 involving changes in management approaches, products and processes, technology, customer
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The TQM Journal Page 2 of 34
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3 expectations, supplier and dealers attitude (Sony et al., 2020; Shokri et al., 2021). In the existing
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5 globalized competitive world, Indian manufacturing industries are required to manufacture high-
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7 quality and cost-efficient products in order to stay competitive (Chiu et al., 2020). The Indian
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manufacturing industry presently contributes 14.43% to GDP (2020) and provides employ to
10 around 10.38% of the Indian’s employees (Gandhi et al., 2021). Indian manufacturing industry is
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12 facing stiff competition from rivals like China, Korea, Thailand, and many other nations (Agarwal
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14 et al., 2022). It is high time that Indian manufacturing industry must focus on attaining world-class
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standards to offer its products and services in terms of quality, cost, and delivery (Rathi et al.,
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17 2022). The Indian Tire Industry is one of the important manufacturing sectors in the Indian
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19 manufacturing market. The Indian Tire Industry contributes approximately 3% of the
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21 manufacturing GDP of India (Francis, 2022).
22 Many Indian manufacturing organizations have started adopting different quality
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24 improvement approaches such as Total Quality Management (TQM), Total Productive
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26 Maintenance (TPM), Just in Time (JIT), Lean, Six Sigma, etc. to remain competitive and ahead of
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others (Patil et al., 2020; Wartati et al., 2021). In recent many years, TQM has emerged as one of
29 the prominent research areas for making its implementation more effective and successful in the
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31 industry (Verma et al., 2021a). Although, Six-Sigma, JIT and Lean focus on performing
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33 improvements through projects and utilizes internal processes to keep quality (Sim et al., 2022).
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But TQM focuses on humanizing internal processes to precede customer service and maintain
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36 quality systems already in place (Verma et al., 2021a). TQM refers to the way not only to improve
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38 organizational performance but also to enhance people capabilities (Chairini, 2020). There is a
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40 stream of recent literature showing that TQM brings many benefits for the organizations, generally
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41 in improving quality, teamwork, sales, organizational growth, market position, customer

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43 satisfaction, productivity, employee satisfaction, and profit share (Talapatra et al., 2019; Verma et
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45 al., 2021). Though, to permit a more detailed understanding of awareness of TQM benefits in case
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of real life, the categorization aspect requirements to be advanced than just the overall benefits.
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48 Japan Union Scientist Enterprises (JUSE) introduced the quality award “Deming Prize” in
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50 1951 to honor Deming and encourage Quality Control in Japan (Dahlgaard, 2006). According to
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52 JUSE, in India the Deming Prize is awarded to those if there is a significant quality improvement,
53 enhancement in productivity, cost reduction, and increased sales and profits, through the
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55 implementation of Total quality management by total employee involvement, organizational
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3 commitment, and using total organizational power (DAP Guide, 2018; 2020). Deming (1986)
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5 through his prominent fourteen principles, highlighted that quality enhancement cannot take place
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7 without organizational changes directed by the senior leadership.
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Sundaram Clayton attained the distinction of being the first winner of this prestigious Deming
10 Prize (Mishra and Singh, 2017; JUSE, 2020). Presently thirty-two Indian companies have
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12 demonstrated many successes on this front by winning Deming Prizes and ABC India Limited is
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14 one of the privileged industries which received the Deming Prize in 2017 (JUSE, 2020). The
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success story of TQM implementation at ABC India Limited motivated the authors to demonstrate
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17 an empirical study on TQM approaches adopted by the tire manufacturing industry and enumerate
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19 the main benefits obtained by it. The research objectives for this study are:
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21  To study the deployment of an appropriate TQM framework
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 Identifying the combinations of the organizational TQM approaches and capabilities helps
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24 to achieve business excellence.
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26  Exploring the use of essential tools and techniques under different TQM approaches and
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28 deriving organizational learnings
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The paper is structured as: Section 1 outlines the introduction of the study. The literature review
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31 discussing the explanation of TQM implementation is presented in section 2. The methodology
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33 part is presented in section 3 while section 4 explains the need for the TQM implementation
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35 approach and TQM journey at ABC India Ltd. respectively. Section 5 outlines the results and
36 discussion parts followed by the conclusions with limitations and future scope in section 6.
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40 2. Literature Review
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In the recent past, a good number of studies have been done on the implementation of TQM in
43 both manufacturing industry as well as the service sector (Zeng et al., 2015; Patil et al., 2020).
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45 TQM is the process of practicing the quality tools and techniques to improve the quality of
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47 processes and products (Kumar et al., 2018; Kumar et al., 2020). TQM has turned out to be a
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universal theme for manufacturing organizations in the twenty-first century (O’Neill et al., 2016).
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50 Bayazit (2006) defined TQM as both a philosophy and a set of guiding principles that represent
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52 the base of an endlessly improving organization. TQM builds up a tradition of continuous
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54 improvement by top management commitment through total employee involvement and
55 perception of customer demands (Fundin et al., 2018; Mittal and Gupta, 2021). TQM is usually
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3 recommended as one of the most significant strategies for organizational development.
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5 Implementation of TQM resulted in improvement in performance parameters like Productivity (P),
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7 Quality (Q), Cost (C), Safety (S), Delivery (D), and Morale (M) of the organizations as well as
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boosts the confidence and skill level of the employees (Hilman et al., 2019; Sharma and Modgil,
10 2019).
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12 Under TQM, the companies used to deploy some of the statistical and management tools
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14 for enhancing organizational capabilities (Kumar and Sharma, 2014a; Kumar and Sharma, 2018).
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Singh et al. (2018) studied the implementation of TQM in Indian industries and its influence on
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17 organizational performance. Alzoubi and Ahmed (2019) investigated the relationship between
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19 TQM practices and organizational success. In this study, the authors have collected questionnaire-
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21 based survey data from 50 electronic firms in UAE. The results proved TQM to be a pure
22 organization success tool. Bolatan et al. (2016) revealed that technology transfer and good
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24 performance have a positive and strong impact on the implementation of the TQM approach in the
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26 industry. Rokke and Yadav (2008) conducted a study on the challenges and barriers that prohibit
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organizations from achieving success and why some of the most well-intentioned companies are
29 not always able to sustain this business management technique. Rokke and Yadav (2015) analyzed
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31 the challenges and barriers of TQM implementation and also studied their impact on the success
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33 of a TQM program. Sawant et al. (2018) presented a cost-effective and do-it-yourself approach
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used to design and implement a quality management system for smallerorganizations. This
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36 proposed a quality system implementation framework for small-medium-sized companies to
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38 facilitate their transformation from a non-quality system to a more effective quality system. The
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40 study also proposes an effective continuous improvement and system maintenance plan after
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41 implementing the quality system.

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43 Most of the research articles on TQM have highlighted that policy management, daily work
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45 management, cross-functional management, and total employee involvement as the key enablers
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of TQM implementation (Albuhisi and Abdallah, 2018; Anil and Satish, 2019). The success of any
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48 organization’s performance is entirely depending on these key enablers factors of TQM
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50 implementation (Kumar and Sharma, 2014c; Kumar and Sharma, 2015). In TQM, policy
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52 management has a major role in achieving a satisfying quality and increased performance (Ahuja
53 and Khamba, 2008; Zhang et al., 2011). Policy management is a system for achieving systematic,
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55 continuous improvement within an organization by following the P-D-C-A loop (Witcher, 2003;
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3 Oakland, 2011). Friday and Sutterfield (2007) and Yang (2020) studied that practicing daily work
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5 management is necessary to align the efforts of the whole plant towards the realization of its vision.
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7 Daily work management should be practiced by all the employees at all levels and functions.
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Cross-functional management encourages the participation of one section of the organization with
10 other sections (Hackman and Wageman, 2018). Tripathi et al. (2005) and Motwani et al.(1994)
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12 revealed the effectiveness of TQM in improving the business performance of the Indian
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14 manufacturing industry.TQM helps organizations to improve productivity, market share,
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efficiency, and competitiveness of anentire business through total employee involvement
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17 (Mosadegh Rad, 2005; Douglas and Judge, 2001).The enhanced organizational performance can
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19 motivate the top management of the organizations to involve in the better planning of
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21 organizational goals and to arrange resources in time, effort, and capital for the implementation of
22 TQM practices (Sahoo et al., 2011; Sahoo, 2019).
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24 For any organizationto achieve sustainable competitive improvement, the most significant
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26 objective is to improve the customer satisfaction index (Anderson et al., 1994; Ittner et al., 1996).
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Mitra Debnath (2019) presented a success story of an Indian biscuit manufacturing company that
29 implemented Kaizen under TQM as an improvement tool to enhance their customers. In TQM
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31 customer satisfaction is considered a core issue for better business results (Brah and Lim, 2006;
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33 Vadivel et al., 2020). In order to achieve continuous improvement of the quality of goods and
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services (Patyal and Koilakuntla, 2015), TQM is the integration of all functions and processes
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36 (Kaur et al., 2019; Luthra et al., 2020). Sadikoglu and Zehir (2010) asserted that TQM is a
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38 systematic quality improvement approach for firm-wide management with the aim of improving
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40 performance in terms of quality, productivity, customer satisfaction, and profitability; and
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41 continuously improving all the processes of an organization by involving everyone to achieve

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43 customers (both internal and external) satisfaction at the lowest cost (Kumar and Sharma, 2017a,
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45 2017b, 2017c). Faisal and Khannan (2017) conducted a case study on TQM implementation in a
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footwear manufacturing company. They described the industry conditions that prevailed before,
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48 during, and after the implementation of TQM. Gahlot (2019) analyzed a case study on TQM
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50 implementation in the Indian automobile industry. In this study, the author concluded that the
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52 automobile industry got optimum benefits like corrected layout (Kumar et al., 2016), adequate
53 scheduling, enhanced employee participation, better supplier quality,etc.by implementing TQM
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55 initiatives.
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3 It has been observed after the literature survey that many tangible and intangible benefits were
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5 achieved by a good number of manufacturing industries in India by implementing the TQM
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7 philosophy aiming to receive the Deming Prize (Breja et al., 2008; Kudtarkar, 2014). The
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implementation of TQM in the industry is not always successful however there are extensive
10 numbers of examples of its failure across the country (Salaheldin, 2009; Kumar et al., 2011; Bahri
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12 et al., 2012). Therefore, there exists a gap in understanding the TQM philosophy by Indian
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14 industries and the TQM implementation procedure. Another gap in the current TQM literature is
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defining the relationship between TQM approaches and the organizational performance of
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17 manufacturing industries which are dominated by selected industries such as chemical,
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19 engineering, automotive, heavy machinery, electrical engineering, and electronics. Very few
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21 studies are available in the context of original equipment manufacturing companies.
22 The literature on TQM with specific reference to practices and happenings in the Indian
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24 industry has been examined to identify the key issues. The study attempts to examine and
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26 demonstrate the TQM implementation approaches adopted by a tire manufacturing industry and
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enumerate the main benefits obtained by it through an empirical study. There might be several
29 ways for an organization to achieve its vision but the challenge is to follow the right path.
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33 3. Research Methodology
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A conceptual case study research methodology has been used in this research paper to investigate
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36 the utilization of the TQM framework in a tire manufacturing industry and specify the main
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38 benefits gained by the industry. To prepare for the study, the required information and primary
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40 data have been collected after having discussions with industry officials associated with the TQM
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41 steering team. The secondary data about the major initiatives and benefits have been collected
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43 from the websites of the industry and Deming Prize winner report (DAP, 2018; 2020). An analysis
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45 was performed to identify how each of the identified TQM approaches influences the business
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results. A brief study has been prepared to cover the methodology used for TQM implementation,
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48 deployment of different TQM approaches, investigation of the impact of TQM principles, overall
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50 achievements, and the learning of lessons from this case study. The flow diagram of research
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52 methodology is shown in Figure 1.
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3 4. Need of Implementing a Total Quality Management Approach at ABC India Ltd.
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5 ABC India Ltd. is one of India’s leading tire manufacturing industries which is manufacturing a
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7 variety of tires for both commercials as well as passenger vehicle segments. The industry has four
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plants in India which are operational at Bhandup, Nashik, Halol, and Nagpur. The two oldest
10 manufacturing plants of ABC India Ltd. are located at Bhandup and Nashik, which were incapable
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12 to meet the daily planned production due to a large number of breakdowns. The other two plants
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14 were equipped with state-of-art infrastructure and employed the latest technology. The industry
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was facing low productivity, low customer satisfaction, inadequate on-time delivery, financial
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17 stresses, and low market share, more complaints and warranty claims, and no presence in Truck
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19 and Bus Radials (TBR) and negligible presence in Passenger Car Radial (PCR). The following
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21 challenges were faced by the industry:
22 i. Operating profits varied as a result of an inability to correct selling price to offset raw
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24 material pricedue to low brand pull. Profit Before Tax (PBT) % varied from -1.4% to 8.5%
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26 in the Pre-TQM period, depending almost entirely on commodity rates.
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ii. No Leadership in the domestic market in any product category. The company was
29 predominantly a truck and bus category player with an 8% market share (4th ranked player).
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31 iii. Poor profits hindered ABC’s ability to spend on maintaining the machinery in old plants
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33 leading to frequent breakdowns and thus further increasing manufacturing costs.
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iv. High Debt Equity Ratio (2.13 in 2007) was one of the issues for the poor performance.
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37 To meet these challenges, the top management of the company initiated implementing some
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38 manufacturing/quality improvement activities with their efforts in 2006 and the results were not
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40 significant as expected. Thus in 2008, they realized that there was a need of restructuring the
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42 management system and the necessity to implement TQM in order to improve the market position
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and financial health of the industry. The company considered TQM as the best option as a business
45 improvement tool as encouraged by the successful implementation of TQM in other Indian
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47 industries.
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52 4.1. TQM Journey
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54 ABC India Ltd. started implementing a new approach to thinking, executing, and managing the
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56 TQM system in the company. The key objectives of TQM at the time of its launch were:
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3 1) Become a customer-centric organization.
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5 2) Significantly improve plant performance, and
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7 3) Raise people's capability while establishing a culture of continuous improvement.
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TQM implementation in ABC is categorized into three phases and the different strategies carried
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15 **Table 1 here**
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19 4.1.1 Vision Formulation
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20 The first step of TQM implementation is the formulation of organizational vision. SWOT analysis
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22 and brainstorming sessions were conducted and inputs were taken from internal as well as external
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24 customers, suppliers, and dealers. The company set some key objectives related to customers, plant
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performance, and continuous improvement in line with its vision i.e. ‘To provide better value to
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29 advanced tire solutions’. The vision was communicated to all the major stakeholders using posters,
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31 banners, table calendars, pocket planners, and conducting communication sessions to create better
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36 4.1.2 TQM Framework Development
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A structured and integrated TQM implementation framework was developed and implemented by
39 the company to realize its vision as presented in Figure 2. The TQM framework is in the form of
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41 a house that offers directions and guiding principles to the entire organization to perform different
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43 improvement practices in accordance with TQM principles and achieve the desired targets through
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continuous improvement.
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46 **Figure 2 here**
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48 The major approaches such as the management approach, development approach, improvement
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approach, and involvement approach were implemented as presented in Figure 3, through
51 systematic and strategic planning to achieve financial and non-financial business improvements.
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53 The various TQM practices under these four approaches with the total employee participation were
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55 performed which are discussed briefly in the next sections.
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8 4.1.3 Management Approach Initiatives
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10 The purpose of performing Management Approach Initiatives was to use enablers like, policy
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12 management, daily work management, cross-functional management, etc. to align the efforts of
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the whole organization towards continuous improvement. The initiatives possess the abilities to
15 improve, maintain and transform the organization to gain new heights of excellence in terms of
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17 quality, cost, profit, etc.
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a) Policy Management (PM): The policy development and deployment process was the first step
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22 and the most important part of the TQM Planning system. In ABC it took six months for policy
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24 formulation. The business processes of the industry have undergone numerous changes based on
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26 review results of policy objectives as well as internal management diagnosis of the last four years'
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27 TQM progress. Policies defined at the company level were deployed through the senior leadership
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29 level to the respective functions (Kumar and Sharma, 2016). In addition to these, Policy objectives
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31 were also identified at functional levels which were deployed by the functional heads.
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34 b) Daily Work Management: Daily work management (DWM) starts with defining the basic
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36 responsibility of all the individual employees and what is expected from them on daily basis. The
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38 DWM is practiced by all workers/employees at all levels and functions. In ABC, it was performed
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using a standardized format namely ‘Role template’ which outlines the role and summarizes the
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41 key process indices (KPIs) to be attained by all concerned. In ABC, for 1144 managers, 186 unique
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43 role templates were used. These role templates are reviewed from time to time for confirming
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45 whether the objectives and KPIs of a particular role are obtained. Before 2016, a shift-wise review
46 of manufacturing performance was approved and all issues were analyzed in DWM meetings.
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48 Irregularities used to be discussed in daily meetings to resolve them. Unrelieved problems are
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50 taken up as Quality Improvement Projects (QIPs) for a seven-step problem-solving approach. The
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success of daily management is looked upon in terms of several standards revised/created every
53 year. Standards in the form of work instructions, SOPs, manuals, and training modules were
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55 created or revised as per requirement. The internal ABC web portal called ‘ABC Connect’ hosts
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3 the ‘ABC Management System’ site which is a centralized repository and control system for all
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5 the created and revised standards. Finally, the industry developed 4406 standards within a period
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7 of four years from 2014 to 2017.
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10 c) Cross-Functional Management (CFM): Cross-Functional Councils (CFC) were established
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12 in order to attain the targeted quality parameters like quality, cost, and delivery with the purpose
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14 to target the highest customer satisfaction. CFC for Product Development(PD), Delivery
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Management (DM), and Quality Assurance(QA) were made functional which were to coordinate
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17 among themselves to deploy the Q, C & D targets accordingly and set the future policy. The
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19 different councils, their purpose, and the key systems developed are presented in Table 2.
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22 **Table 2 here**
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26 4.1.4 Development Approach Initiatives
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29 manage the improvements in quality, cost, delivery, profit, etc.
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a) TQM Culture Development: The two most important initiatives started for the TQM culture
34 (Kumar et al., 2018; Kumar and Sharma, 2014b) development were TQM Knowledge and Skill
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36 Development, and Review System.
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38 TQM Knowledge and Skill Development: The training programs on TQM concepts and skill
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development were imparted to all the workers/employees. Basic to advanced training courses as
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41 per the training modules presented in Table 3, were organized. TQM training programs were
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43 organized to accelerate and develop higher capabilities in the employees to contribute moreto
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45 problem-solving methods effectively and efficiently. The training imparted to employees has
46 resulted in significant improvement in the output parameters such as quality, cost, and delivery
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48 parameters of the industry and sustenance of these results.
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**Table 3 here**
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53 Review System: A review process was followed under the supervision of Management Committee
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55 Members (MCM), from the shop floor to all sales locations. In ABC the MCM used to conduct
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3 core committee meetings on regular basis to focus on the performance of all levels resulted to align
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5 the goals and priorities. Policy objectives were reviewed at the MCM level, while operational
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7 characteristics were reviewed by the Operational Committees (OC). Cross-Functional councils’
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reviews were separately reviewed on a monthly/quarterly basis. The line reviews were conducted
10 by heads of respective departments on weekly basis to identify gaps. The review processes were
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12 followed in the industry as presented in Table4.
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15 **Table 4 here**
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17 b) New Product Development: In ABC, New Product Development (NPD) as an innovative
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19 initiative of TQM played an important role in achieving the organizational vision. NPD aimed to
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manufacture and supply the "first time right" products to their customers and also guarantee the
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22 products meet the regulatory standards.It is a five-stage structured gate process and covered the
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24 complete Product Life Cycle of the product from new platform development, size extension, OEM
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26 product development, and continuous product improvements.
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29 c) Outsourcing Development: According to the organizational strategy, senior management
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31 decided in 2011 to enlarge their outsourcing capacity and capabilities. They decided to implement
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prominent TQM initiatives at their major outsourcing units. To enhance outsourcing production,
34 new outsourcing partners were added during the 2012 to 2015 period. With the implementation of
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36 TQM initiatives, outsourcing units have improved along with the overall vendor rating.
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d) Utilization of Information Technology (IT): The aim of using IT systems in the industry was
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41 to reduce lead time, improve efficiency, provide accurate information to all users, support
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43 manufacturing processes, and improve data processing speed through networking maintenance. IT
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45 played an important role in the unificationof different business functions together for supporting
46 the key business processes. IT also helped in gaining a competitive advantage for business after
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48 managing the various activities, operations, and executing business strategies. IT also provided
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50 astrong IT backup in-process controls and automation. IT applications gave 360-degree coverage
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of its 1145 plus internal and 4500 plus external customers. IT-supported multiple business
53 applications covering 2500 plus users. IT with its integrated digital initiatives opened doors for
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55 future business and new markets.
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5 4.1.5 Improvement Approach Initiatives
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7 All improvement initiatives using different TQM tools such as Mission Gemba, Quality Circle
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(QC), and Quality Improvement Projects (QIPs) were carried out for the overall quality
10 improvement work (Kumar et al., 2020). The different quality improvement tools/methods to
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12 achieve different quality levels were carried out as mentioned in Table 5.
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15 **Table 5 here**
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19 a) Mission Gemba:To deploy all TQM activities with total employee participation, Mission
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Gemba has been started in ABC. The aim of mission Gemba was to encourage participation by
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22 all in improvement activities and improve the work culture to get an operational performance
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24 improvement. The Gemba-based improvements were considered under Level-1 and Level-2,
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26 which refer to Just-Do-It Kaizens and Why-Why Kaizens. Only executed suggestions were
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27 considered as Kaizens. These Kaizens were reviewed and the best Kaizens were recognized and
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29 rewarded. In 2017, the participation rate at the company level was eleven Kaizens per person per
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34 b) Quality Circle: Quality Circle-based improvements (Kumar et al., 2020) considered under
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36 Level-3, which were conducted by the workmen and associates operating on the shop floor. These
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38 improvements were also on Gemba-based agenda 100% participation, but they were more logical
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as compared to kaizens. The quality control teams marked root causes from all the probable causes
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41 using testing and observation techniques, and work towards improving the QCDSM parameters in
42
43 their workplace. The overall project completion rate for FY17 was 1.2 projects / Quality Circle.
44
45
46 c) Quality Improvement Projects (QIPs): QIPs-based improvements were considered under
47
48 Level-4, to solve probable causes affecting the key KPIs in QCDSM parameters. These were
49
50 generally taken up by Cross-Functional Teams (CFTs). Members of the CFT were first trained in
51
52
the 7 steps of problem-solving methodology through in-house training modules. Results of each
53 QIP are tracked for 3 months from the closure date to check for the sustenance of improvements.
54
55 The quality council developed a standard QIP assessment model which rates each QIP on aspects
56
57
58
59
60
1
2
3 of the 7 steps, depth of analysis, standardization has done and sustenance of results. A score of 60
4
5 and above was considered a good quality QIP. The number of QIPs scoring more than 60 has been
6
7 steadily increasing since the assessment was initiated. Inputs have been provided in terms of
8
9
capability building in 7 QC tools and hypothesis testing and advanced tools and techniques.
10
11
12 4.1.6 Involvement Approach Initiatives
13
14 All-important TQM activities were carried out through total employee participation. For 100%
15
participation of employees, the industry management permits all workers/employees to participate
16
17 in important business decisions and improvement practices.
18
19
Th
a) Trust Building: As an outcome of various TQM activities, there has been a full revolution in
20
21 the two plants at Bhandup and Nashik, where the situation has changed from an unfriendly
22
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23 environment to a secure and friendly workplace. The ‘Red Book’ system was introduced for the
24
25 recording of employee complaints and resolving them before they become big nuisances has been
26 very effective in developing this trust.
QM
27
28 b) Participation: Employee satisfaction was reflected by improvement in the workmen
29
30 engagement score. The outcome was visible in the increase in the total employee involvement
31
score over time. TQM involvement metrics were calculated monthly and published in the TQM
Jo
32
33 report to the MCM committee as well as the CEO report to the Chairman.
34
ur
35 c) Boosting Employee Morale: Employee morale was enhanced through different internal
36
37 rewards and appreciation schemes and forums (Kaizens and QIPs). Best QIP projects were
na
38
presented at the Operating Committee meetings on a monthly basis, where employees were
39
40 awarded by senior management. Participation in external competitions for the best QIP projects is
l
41
42 also permitted for the encouragement of concerned employees.
43
44
45
46
47 5. Results and Discussion
48
49 ABC started progressing in terms of higher productivity, profitability, and market position after
50
51
implementing thefour major approaches viz. management approach, development approach,
52 improvement approach, and involvement approach.The industry has its leadership in the Indian
53
54 market by securing 1st position from the 4th position in terms of market shares after TQM
55
56 implementation. The other tangible improvements in the Key Managing Items that took place
57
58
59
60
1
2
3 through TQM are presented in Table 6 and Table 7, respectively. Table 6, demonstrates that there
4
5 occurred significant and consistent growth in sales volume, sales revenue, customer satisfaction
6
7 index, and share price as a result of TQM deployment.
8
**Table 6 here**
9
10
11
12 The percentage improvement in key management indices has been calculated by the formula:
13 𝐹𝑖𝑛𝑎𝑙 𝑝ℎ𝑎𝑠𝑒 𝑣𝑎𝑙𝑢𝑒 ― 𝐼𝑛𝑖𝑡𝑖𝑎𝑙 𝑝ℎ𝑎𝑠𝑒 𝑣𝑎𝑙𝑢𝑒
14 𝐼𝑛𝑖𝑡𝑖𝑎𝑙 𝑝ℎ𝑎𝑠𝑒 𝑣𝑎𝑙𝑢𝑒
x 100
15
16 Table 7, reveals that the percentage improvements in the key management indices of TQM
17
18
principles such as sales volume, sales revenue, customer satisfaction index, share price, etc. have
19 taken place in the Development Phase as compared to the Initial and Consolidation Phases.
Th
20
21
22
eT
23 **Table 7 here**
24
25
26 After TQM implementation, ABC India Ltd. achieved excellence in both operations and business.
QM
27
28 Some of the salient features and key achievements after TQM implementation as reported by the
29
industry are: achieved continuous improvement in the satisfaction of all stakeholders; development
30
31 of transparent and open working culture in the company, which now attracts the current generation
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32
33 for better employment opportunities; two new plants were established to meet customers’ needs
34
and capture highest market share; developed puncture-proof motorcycle tires.
ur
35
36 It is noteworthy to point out that the tires manufactured by it are having additional
37
na
38 advantages such as being structurally more durable by 2% than the benchmark, overload durability
39
40 and performance is in line with benchmark, fuel efficiency of vehicles improved by 2% to 6% in
l
41
42
case ABC tires are used, and tire life is 5% to 7% better than the benchmark.
43 The comparison of the benefits gained by other Deming-awarded Indian industries with this
44
45 present study is presented in Table 8.
46
47 **Table 8 here**
48 The results of this study are in proportion to statement stated by Antunes et al., (2021) that for
49
50 manufacturing companies it is very important to apply very effective marketing strategies in order
51
52 to continuously grow the sales volume. This is in line with the organizations that have TQM
53
implemented to control quality of their products having continuously registered high sales volumes
54
55 (Kalogiannidis, 2021).
56
57
58
59
60
1
2
3 Fernandes and Fernandez (2022) recommended that the organizations will succeed in forming a
4
5 focus on customer satisfaction must have focus uniqueness such as enthusiasm to identify and
6
7 resolve customer problems. Research carried out by Anil and Satish, (2019) stated that
8
9
organizations should recognize that customer satisfaction will guarantee the profitability. In order
10 to improve the organizational product and service quality with an aim to improve market share,
11
12 organizations should employ TQM (Kaur et al., 2020). The enhanced organizational performance
13
14 can motivate the top management of the organizations to involve in the better planning of
15
organizational goals and to arrange resources in time, effort, and capital for the implementation of
16
17 TQM practices (Sahoo et al., 2011; Sahoo, 2019).
18
19 The Deming award has helped the company to enhance its brand equity of the company.
Th
20
21 Customers, employees, shareholders, suppliers, and dealers have started taking the company more
22 seriously and these aspects helped the company to rapidly scale up continuous growth in the Indian
eT
23
24 as well as global market. The organizational learnings derived after an investigation from the
25
26 success story of TQM implementation in ABC India Ltd. are as follows:
QM
27
28  Setting up challenging goals was the first step to achieving great improvement results.
29  TQM helped in identifying the weakness in the industry and creating a work culture to
30
31 eliminate these weaknesses.
Jo
32
33  Improvement techniques are very simple to understand but persistence in implementation is
34
ur
35 important.
36
 The involvement of all employees is imperative to get extraordinary results.
37
na
38  Developing its products and technology helped in improving competitiveness.

39
40  Change always brings confrontation and we need to learn how to deal with it.
l
41
42  Satisfaction after achieving good results brings the performance down. The company has
43
44
therefore needed to set even higher goals and continuously search for new ways of keeping
45 people energized.
46
47 Organizations can exercise this case study to promote the implementation of the TQM philosophy
48
49 to get the Deming Award. Additionally, the top management of any manufacturing organization
50
can also evaluate their preparedness before investing heavily in the TQM journey. Another
51
52 implication is the importance of the TQM implementation framework for the successful
53
54 implementation of TQM. This TQM framework can be used as helpful to recognize how prepared
55
56 an organization is to implement TQM. The authors would like to underline that the four TQM
57
58
59
60
1
2
3 approaches listed in this study can be extremely helpful to top-quality management in
4
5 manufacturing organizations that would like to implement TQM.
6
7
8
9
6. Conclusions, limitations and directions for future research
10 The practices of TQM approaches have helped ABC India Limited to continuously remain
11
12 customer focused and go on improving in terms of quality, cost, delivery, etc. The industry reached
13
14 to 1st market position from the 4th position within a period of three years. Predominantly,
15
outstanding benefits were achieved such as the warranty claims were reduced by 95%, breakdown
16
17 hours in old plants reduced by 80%, overall accidents reduced by 95%, workers’ unplanned
18
19 absence reduced by 66%, and total employee involvement enhanced by 92%, net sales have grown
Th
20
21 by 12%, Return on Capital Employed (ROCE) improved significantly by 16.4%. Consistent profits
22 have ensured lower debts and a better debt-equity ratio produced. Value creation for stakeholders
eT
23
24 has been enhanced and the Customer Satisfaction score reached eighty-three. New Product
25
26 Development (NPD) based initiatives played a significant role in achieving the company’s vision.
QM
27
28
The upgraded products were launched after incorporating improvements based on market feedback
29 and gaps brought out through benchmarking. The company has developed and launched several
30
31 new products resulting in higher sales volume, turnover, and profit. Within the period from 2009
Jo
32
33 to 2018, sales revenue increased from 25.3 to 62.1 (rupees in billions), Profit Before Tax increased
34
from 0.3 to 4.1 (rupees in billions), and Overall, Tire Production increased from 91 million to 178
ur
35
36 million.
37
na
38 The success story of realizing leadership in the Indian original equipment manufacturing industry
39
40 through TQM Implementation is intuitive of good academic importance. An empirical
l
41 investigation of exploring the key issues faced by the company before TQM and the benefits
42
43 achieved after TQM implementationwill be of great help to the TQM practitioners and researchers
44
45 to promote the implementation of TQM philosophy in Indian industries aiming to get Deming
46
Award”. There is a good scope to further explore “the relationship between the TQM maturity and
47
48 the improvement in organizational capabilities.
49
50
51
52 6.1 Limitations and directions for future research
53 There were certain limitations of this study considered that come along with the chosen
54
55 organizational theories and methods. It is very limited to only one Indian tire manufacturing
56
57
58
59
60
1
2
3 organization and the dependence of the study on the discussions with industry officials. On the
4
5 other hand, the future scope is to further explore the relationship between TQM maturity and the
6
7 improvement in organizational capabilities. Future studies should consist of case studies from
8
9
developing countries so that a comprehensive perspective of enthusiasm can be confined. In the
10 future, the MCDM techniques and empirical studies can also be utilized to validate the TQM
11
12 framework and check the pair-wise comparison between the components under the four TQM
13
14 approaches and compare the robustness of outcomes. The future study should include case studies
15
from service organizations.
16
17
18
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Francis, S. (2022), “Understanding Digital Transformations in the Manufacturing Sector: A Conceptual
49 Framework and Policy Implications for India”, Available at SSRN 4054046.
50
51 Verma, P., Kumar, V., Mittal, A., Gupta, P., & Hsu, S.C. (2021), “Addressing strategic human resource
52 management practices for TQM: the case of an Indian tire manufacturing company”, The TQM Journal,
53 Vol. 34, No. 1, pp. 29-69.
54
55 Talapatra, S., Uddin, M.K., Antony, J., Gupta, S., & Cudney, E.A. (2019), “An empirical study to
56 investigate the effects of critical factors on TQM implementation in the garment industry in
57
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1
2
3 Bangladesh”, International Journal of Quality & Reliability Management, Vol. 37, No. 9/10, pp. 1209-
4 1232.
5
6
Sim, C.L., Chuah, F., Sin, K.Y., & Lim, Y.J. (2022), “The moderating role of Lean Six Sigma practices on
7
quality management practices and quality performance in medical device manufacturing industry”, The
8
9
TQM Journal, Vol. Ahead-of-Print, No. Ahead-of-Print.
10
11 Salaheldin, S.I. (2009), “Critical success factors for TQM implementation and their impact on performance
12 of SMEs”, International journal of productivity and performance management. International Journal
13 of Productivity and Performance Management, Vol. 58, No. 3, pp. 215-237.
14
15 Kumar, R., Garg, D. and Garg, T.K. (2011), “TQM success factors in North Indian manufacturing and
16 service industries”, The TQM Journal, Vol. 23, No. 1, pp. 36-46.
17
18 Bahri, S., Hamzah, D., & Yusuf, R.M. (2012), “Implementation of total quality management and its effect
19 on organizational performance of manufacturing industries through organizational culture in South
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20 Sulawesi, Indonesia,” Journal of Business and Management, Vol. 5, No. 1, pp. 10-24.
21
22 Kalogiannidis, S.I. (2021), “The effects of total quality management practices and marketing on
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23 performance of SMEs A case of selected manufacturing industries, Greece,” Business Management

24 and Strategy, Vol. 12, No. 1, pp. 48-62.
25
26
QM
Antunes, M.G., Mucharreira, P.R., Justino, M.R.T., & Texeira-Quirós, J. (2021), “Effects of Total Quality
27
28
Management (TQM) dimensions on innovation-evidence from SMEs,” Sustainability, Vol. 13, No. 18,
29 pp. 1-18.
30
31 Fernandes, D., & Fernandez, L.R.A. (2022), “Implication of Total Quality Management (TQM) to Innovate,
Jo
32 Manage Change and Enhancing Customer Satisfaction: A Qualitative Study,” Journal of Social,
33 management and tourism letter, Vol. 2022, pp. 1-8.
34
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35 Anil, A.P., & Satish, K.P. (2019), “An empirical investigation of the relationship between TQM practices,
36 quality performance, and customer satisfaction level,” International Journal of Productivity and Quality
37 Management, Vol. 26, No. 1, pp. 96-117.
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38
39 Appendix A: Abbreviations (Complete explanations of the abbreviations used in this study)
40 TQM Total Quality Management
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41
TPM Total Productive Maintenance
42
43 JIT Just in Time
44 JUSE Japan Union Scientist Enterprises
45 P Productivity
46 Q Quality
47 C Cost
48 S Safety
49 D Delivery
50 M Morale
51 PDCA Plan Do Check Act
52
TBR Truck and Bus Radials
53
54
PCR Passenger Car Radial
55 PBT Profit Before Tax
56 SWOT Strength Weakness Opportunities and Threats
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58
59
60
1
2
3 PM Policy Management
4
DWM Daily Work Management
5
KPIs Key Process Indices
6
7 QIP Quality Improvement Projects
8 SOPs Standard Operating Procedures
9 CFC Cross-Functional Councils
10 DM Delivery Management
11 PD Product Development
12 QA Quality Assurance
13 MCM Management Committee Members
14 OC Operational Committees
15 NPD New Product Development
16
OEM Original Equipment Manufacturer
17
18
IT Information Technology
19 QC Quality Circle
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20 QCDSM Quality, Cost, Delivery, Safety, and Morale
21 CFT Cross-Functional Teams
22 CEO Chief Executive Officer
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23 ROCE Return on Capital Employed

24
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26
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31
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34
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1
2
3 Table 1. ABC strategies and objectives for the vision attainment
4 Phase/Period Key Purpose Objectives Strategies
5
6 1.Improve performance and 1.Initiate ‘Muri’ reduction
7 working conditions of projects in two ABC plant’s
Introduction of Total
8 plants Bhandup & Nasik
Quality Management
9 Initial 2.Upgrade QA system 2.Initiate ‘Jai Ho’ program for
in Manufacturing
10 department, Quality 3.Improve delivery development of workers,
11 (2009-2011)
department and performance to customers employees and supervisors
12 Delivery department 4.Develop relations with 3.Establish CFM system for
13
employees (worker- manufacturing quality products
14
unions)
15
16 5.Implement TQM across all 4.Roll out TQM in manufacturing
17 functions and levels by common system called
Roll out Total 6.Expand QA across the ‘Sparsh’
18 Development Quality Management value chain 5.Launch improvement
19
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(2012-2015) across the value 7.Extend CFM (Cross management system like 5S,
20 chain of ABC
21 functional management) to Kaizen’s, QCC and QIPs
22 new product development 6.Establish management
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23 diagnosis
24 8.Improve the product 7.Capability building on
25 Companywide quality levels proactively advanced problem solving and
26 integrated Total 9.Enhance analytical statistical tools/methods
QM
27 Quality Management capability of the through education and training

28 Consolidation approach for organization 8.Establish review system using
29 (2016-2018) capability building 10. Further input and output parameters for
30 and strategic
planning for
extend/strengthen all functions including TQM
31
improvement systems 9.Extend management diagnosis
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32 company’s vision
11. Enhance tenure of from function level to cross
33
34
TQM by line managers function level
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35
36
37
Table 2. ABC Cross Functional Management
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38 Council Council Chair Council Purpose Key systems

39 Secretariat development
40
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41 Formulating quality i. Supplier quality

42 improvement policies assurance
43 Quality Executive impacting customer
44 satisfaction ii. Manufacturing quality
Assurance Director Head QA
45 assurance
(QA) Operations
46
47 iii. Customer complaints
48 management
49
Delivery Sr. Vice Head Design & implement Order booking system
50
51
Management President Supply an efficient delivery
52 (DM) Manufacturing Chain control system (DCS)
53 Prepare Product Stage gate system
54 Product Executive
Head Development roadmap
55 Development Director Product lifecycle
Marketing through strategic
56 (PD) Technical management
planning
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1
2
3 Table 3. ABC Training model
4
Employee Level General Level 1 (All) Functional Level 2 (All) Improvement Level 3 (All)
5
6 Senior
7 TQM Basic Course (2 days) Functional TQM (1 day) QIP (2 days)
Management
8
9 Middle
TQM Basic Course (1 day) Functional TQM (2 days) QIP (2 days)
10 Management
11
12 Workmen and
TQM Basic Course (1/2 day) 5S/3M/Kaizen QCC (1 day)
associates
13
14
15
16 Table 4. ABC Review System
17
18 Resource Review of Review Frequency
19
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20 Monthly-Policy Update Six Months-
MCM Company Strategy
21 Management diagnosis
22
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23 Monthly-OpCom Meetings Six Months-

OpCom Company Operations
24 Management diagnosis
25
26 C/F Councils Critical C/F Customer issues Monthly/Quarterly as per needs
QM
27 Function head Functional DM performance Monthly with functional team

28
29 Line Manager Section Weekly with team
30
31 Functional
Functional/Plant/Departmental Monthly with QBM Monthly-academy team
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32 Heads
33
34 Corporate TQM Monthly with respective MCM member
Company Level
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35 Monthly/Quarterly review with MD

36
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38
Table 5. ABC Improvement Model
39
40 Levels 1st Level 2nd Level 3rd Level 4rth Level
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41
42 /Stratification
43
44 Execution/Proble
45
Why-Why
Improvement Level Ideas/Kaizens QC Circle m solving/Task
46 kaizen
achieving QIPs
47
48 Improvement Type Suggestions Incremental/Radical
49
50 Grouping Type Individual Special Team
51 Group
52
53 Typical Personnel Workmen/Supervisor/Sales Person Managers
54
55 Management Daily Management (DM) DWM &PM
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1
2
3 Table 6. Tangible Yearly Improvements in Key Managing Items
4 Key Managing INITIAL PHASE DEVELOPMENT PHASE CONSOLIDATION PHASE
5 Items 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
6
7 Sale Volume
7.3 8.8 9.3 11.5 13.2 17.3 21.8 26.2 30.9 35.1
(Mn units)
8
Profit Before Tax
9 (Rs. In Bn)
-0.4 2.4 0.3 0.1 1.5 3.8 4.4 6.4 4.6 4.1
10 Sales Revenue
11 25.3 28.2 34.7 44.4 48.4 53.0 54.9 54.6 57.3 62.1
(Rs. In Bn)
12 Return on Capital
-2 16 2 1 8 17 14 16 11 8.33
13 Employed %
14 Customer
75 76 78 79 77 80 80 81 82 83
15 Satisfaction Index
Share Price (Rs) 39 170 158 74 122 161 881 1184 1319 1506
16
No. of NPD
17 Launched (Per 12 19 53 50 72 74 77 107 113 124
18 Year)
19 Debt/Equity ratio
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2 1.7 2.6 2.8 2.1 1.6 0.7 0.5 0.37 0.30
20 Overall Tyre
21 Production (Units 91 108 119 121 123 129 146 152 167 178
22 in Mn)
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23 Market Position 4rth 4rth 4rth 1st 1st 1st 1st 1st 1st 1st
24
25
26 Table 7. Percentage Improvements in Key Managing Items
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27
28 Key Managing Items INITIAL PHASE DEVELOPMENT CONSOLIDATION
29 2009-2011 PHASE PHASE
30 2012-2015 2016-2018
31 % Improvement % Improvement % Improvement
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32 Sale Volume (Mn units) 27.4% 89.6% 33.96%

33 Profit Before Tax (Rs.
34 175% 430% -35.93%
In Bn)
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35
Sales Revenue (Rs. In
36 37.2% 23.7% 13.73%
37
Bn)
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38 Return on Capital
200% 1300% -47.93%
39 Employed %
40 Customer Satisfaction
4% 1.2% 1.2%
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41 Index
42 Share Price (Rs) 305% 1090% 27.19%
43 No. of NPD Launched
44
341% 54% 15.88%
(Per Year)
45 Debt/Equity ratio -30% 75% 40%
46 Overall Tyre Production
47 30.7% 20.67% 17.10%
(Units in Mn)
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5
Table 8. A comparison on the benefits gained by TQM implementation
6
7 Deming
Name of the Benefits after TQM
8 S. No.
Organization
Awarded TQM Principles
Implementation
9 Year
10 1. Daily Management 1. No. of QC story projects
2. Policy Management increased from 10 to 228
11 3. Cross Functional Management 2. 96% reduction in rejection rate of
12 4. 5S Initiatives incoming parts
13 5. Quality Assurance 3. 71% improvement in Employee
14 6. New Model for Production process participation
XYZ India
4. New product delivery time
15 1.
(Heavy vehicle 2017 7. Cost Management
reduced from 21 days to 4 days
manufacturing) 8. Delivery Management
16 5. EBITDA increased 16.3 times
9. Education and Training
17 10. Safety and Environmental 6. Overall sales increased by 2.2
18 times
Management
19 11. Small Group Activity (SGA)
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20 12. Total Employee Involvement (TEI)
21 13. QC Story Approach
22 1. Policy Management 1. CSI enhanced from 75 to 83
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2. Daily Work Management 2. Market Position gained from 4rth
23 to 1st
3. Cross Functional Management
24 4. TQM Culture Development 3. ROCE from -2% to 8.33%
25 ABC India 5. New Product Development 4. Overall sales increased (Rs
26 2. Limited 6. Utilization of IT Billions) from 25.3 to 62.1
QM
2017 5. Productivity (In Mns Rs) from 91

27 (Present Study) 7. Outsourcing Development
8. Quality Improvement Projects to 178
28
9. Quality Circles
29 10. Trust Buildings
30 11. Employees Participation
31 1. Marketing Management 1. Customer line rejection reduced
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32 2. Daily Work Management from 373 to 4 (PPM)

33 3. Policy Management 2. Increased productivity from 107
34 4. New Product Development to 155 (kg/person/shift)
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5. New Manufacturing Process 3. Double the participation of

35 AAA employees in QC circles
Development
36 3.
(Fasteners
6. Manufacturing Management 4. 3.5 times increased the no. QC
37 Manufacturing) 2018 circle projects in a year
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7. Human Resource Management

38 8. Supplier Management 5. 5 times increase in no. of QIPs
projects in a year
39 9. Quality Assurance Management
6. Strengthening of the quality
40 10. Cost Management
management system
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11. Utilization of IT
41 12. Corporate Social Responsibility
42 1. Strategic Planning and Policy 1. In-process rejection reduction of
43 Management 81% in MSC and 37% in Column
44 2. Business Development EPS
45 3. New Product Development 2. Single digit customer line
BBB
4. Manufacturing Management rejection
46 4.
(Steering 2018
3. QCC Participation improved by
Manufacturing) 5. Quality Assurance
47 6. Cost Management 8.6 times
48 7. Human Resource Management 4. Market share improved from 14%
49 to 31%
8. Utilization of IT
5. Competency Index improved
50 from 65 to 69%
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3
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24 Figure 1: The flow diagram of research methodology
25
26
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29 Business Excellence
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31 Customer Centric Business Goals based on Vision and Mission
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32
Management Development Improvement
33 Approach Approach
34 Approach
 Policy  Gemba
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35 Management  TQM Culture Development  Quality Control

36  Daily Management Circle (QCC)
 New Product Development
37
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 Cross Functional  Outsourcing Development  Quality

38 Management Improvement
 Utilization of IT
39 Projects (QIPs)
40
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41
42 Involvement Approach
43 Participation, Trust Building, Boosting Employee Morale
44
45 Management Philosophy and Values
46
47 Figure 2: ABC Ltd. TQM Model
48
49
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57
58
59
60
1
2
3
4 Improvement
5 Approach
6 Financial
7 Management Improvements
8 Approach
9
10 Organizational
TQM
11 Performance
12
Development
13
Approach
14 Non-Financial
15 Improvements
16 Involvement
17 Approach
18
19
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20 Figure 3. TQM Approaches Deployment
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1
2
3 Reply to Reviewers
4
5 We thank the editor and the reviewers for allowing us to revise our manuscript, and we appreciate their
6
thoughtful comments and suggestions. Based on their comments, we tried our best to improve the
7
manuscript and made some changes to the manuscript. Motivated by the reviewers’ suggestion, we have
8
9
added the introduction section, Literature review section and a flow chart in methodology, improved the
10 Discussion section and added several explanations to make our research questions, findings, and
11 implications more clear. A point-by-point reply to the reviewers’ comments is attached below. We hope
12 that you will find our responses and the revised manuscript satisfactory.
13
14 Kind Regards
15 The authors
16
17 Reviewer(s)' Comments to Author:
18 Reviewer: 1
19 Recommendation: Minor Revision
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20 Comments:
21 Very good article there are a few sections that need tweaking, as highlighted in my comment. Looking
22 forward to your resubmission
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23 Response: Thank you!

24
25
Additional Questions:
26
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27
1. Originality: Does the paper contain new and significant information adequate to justify publication?:
28
29 Yes, novel to see Deming prize/TQM in the industry and a good case study for state of the art.
31
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32 2. Relationship to Literature: Does the paper demonstrate an adequate understanding of the relevant
33 literature in the field and cite an appropriate range of literature sources? Is any significant work ignored?:
34 Literature very thorough
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36
37 3. Methodology: Is the paper's argument built on an appropriate base of theory, concepts, or other
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38 ideas? Has the research or equivalent intellectual work on which the paper is based been well
39 designed? Are the methods employed appropriate?: A URL is included in 1st paragraph of the methods
40 instead of a citation
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41 Response: Thank you for pointing this out. In the revised manuscript we have updated the URL with citation.
42
43 The rationale for using a conceptual case study is not there -could be strengthened and cited as this is the
44 methodology section.
45
Response: Thank you for pointing this out. In the revised manuscript we have drawn a detailed research
46
methodology flowchart.
47
48
49 4. Results: Are results presented clearly and analysed appropriately? Do the conclusions adequately tie
50 together the other elements of the paper?: Results & discussion could have a discussion of findings in line
51 with cited literature/and the lit review. The R& D section is short - the conclusion is more of a discussion
52 so I would suggest moving some of the conclusions into the R&D section and making the conclusion more
53 high-level.
54 Response: Thank you for this wonderful observation. In the revised manuscript, discussion section has been
55 updated and aligned with previously published work.
56
57
58
59
60
1
2
3 5. Implications for research, practice and/or society: Does the paper identify clearly any implications for
4 research, practice and/or society? Does the paper bridge the gap between theory and practice? How can the
5 research be used in practice (economic and commercial impact), in teaching, to influence public policy, in
6
research (contributing to the body of knowledge)? What is the impact upon society (influencing public
7
attitudes, affecting quality of life)? Are these implications consistent with the findings and conclusions of
8
9
the paper?: The conclusion could be shorter, as outlined previously, and implications and future research
10 as well as limitations defined in a stronger manner.
11 Response: Thanks for your suggestion. We have mentioned limitations and future scope altogether in the
12 conclusion section, however, we have tried to make it short and better understanding.
13
14 6. Quality of Communication: Does the paper clearly express its case, measured against the technical
15 language of the field and the expected knowledge of the journal's readership? Has attention been paid to
16 the clarity of expression and readability, such as sentence structure, jargon use, acronyms, etc.: Very good.
18
19 Reviewer: 2
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20 Recommendation: Major Revision
21 Comments:
22 Dear Authors,
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23 The study performed by you is interesting and has some potential for the publication in TQM journal. The
24 following are my suggestions which may help to improve the quality of the article.
25
Response: Thank you. A point-by-point reply to the reviewers’ suggestions is attached below:
26
QM
27
Provide the reference to justify the line “In India, Deming Prize …..total organizational power”. Page2/25
28
29 lines 16-21)
30 Response: Thank you for this wonderful observation. As per reviewers’ comment a reference has been cited
31 successfully to justify the line.
Jo
32
33 Provide the reference to justify the line “Sundaram Clayton … this prestigious “Deming Prize”. (Page2/25
34 lines 26-27)
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37
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38 Provide the reference to justify the line “Presently thirty-two ….. Deming Prize in 2017. Page2/25 lines 27-
39 31)
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42
43 Discuss the benefits of TQM implementation and explain how TQM differs from the other Quality
44 improvement approaches such as JIT, LSS, TPM, etc. with proper justification in the Introduction section.
45
Provide the total contribution of manufacturing sector to the Indian economy as well as the percentage
46
contribution of Tire manufacturing/automotive components.
47
48
Response: Thank you for this wonderful observation. In the revised manuscript we have incorporated your
49 suggestions in the introduction section with proper justification.
50
51 Authors may also discuss the benefits of TQM adoption from previous studies and discuss the gaps within
52 the Introduction section.
53 Response: Thank you for this wonderful observation. In the revised manuscript we have discussed the
54 benefits of TQM adoption from previous studies and also discussed the gaps in second paragraph of the
55 Introduction section.
56
57
58
59
60
1
2
3 In my opinion, it is not necessary to justify the line by providing a list of 4-5 references, only one or two is
4 sufficient for justification. You may remove the rest of the references throughout the draft.
5 Response: Thank you for pointing this out. In the revised manuscript we have thoroughly checked and
6
removed the unnecessary references.
7
8
9
Further, a brief discussion on the solution methodology adopted in the present study is needed.
10 Response: Thank you for the suggestion. We have developed the flow diagram of research methodology
11 (figure 1) and explained it in brief.
12
13 On page 5/25 lines 24-27, authors have written the implementation of TQM in the industry is not always
14 successful however there are extensive numbers of examples of its failure across the country. Can you
15 please provide a few references which explained the implementation failure of TQM in Indian Industries to
16 justify this line?
17 Response: Thank you for this wonderful observation. In the revised manuscript, a reference has been cited
19
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20 A detailed research methodology flowchart could better help readers/new researchers/practitioners to
21 understand the stepwise process of the methodology used during the study. Authors may think and create a
22 flowchart accordingly.
eT
23 Response: Thank you for the suggestion. We have developed the flow diagram of research methodology
24 (figure 1).
25
26
QM
Is your case industry coming under SME or Large Size organization, is this company supply their product
27
in Indian or do they supply their product globally? Is this company ISO certified company or not? As the
28
29 case company has 4 different production units, the question arises is in which particular place the authors
30 performed their study. How do authors choose that particular place, is there any approach applied for place
31 selection? Please describe.
Jo
32 Response: Thank you for pointing this out. The taken case industry is large size organization and has a
33 presence in global market. Yes, this company is certified with ATF16949:2016; ISO 9001:2015, ISO
34 14001:2015. Yes, the case company has four plants in India, but we performed with the company who were
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35 easy to approach TQM steering team. No, we did not apply any approach for the place selection All
36 companies have their same company policy and culture. We approached all four companies but we could
37 get data only from one company that location is Nagpur. To prepare for the study, the required information
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38 and primary data have been collected after having discussions with industry officials associated with the
39 TQM steering team. The secondary data about the major initiatives and benefits have been collected from
40 the websites of the industry and Deming Prize winner report (DAP, 2018; 2020).
l
41
42 Lines 50-52 Page 6/25 stated that the company already applied a few quality improvement practices, Which
43 QI approaches company applied and what was the reason for not getting significant benefits or failure?
44 Response: Thank you for this wonderful observation. Before TQM implementation, the case company
45
implemented Results Orientation, Constancy of Purpose, People Development and Involvement,
46
Partnership Development, Continuous learning and Innovation approaches. Due to un-strategically
47
48
implementation of these approaches, the company was facing low productivity, low customer satisfaction,
49 inadequate on-time delivery, financial stresses, and low market share, more complaints and warranty
50 claims.
51
52 Authors can merge Section 5 with section 4 because all contents come under the case study and
53 implementation process. So it would be better to merge sections 4 and 5 and provide a suitable title to these
54 sections.
55 Response: Thank you for this wonderful observation. In the revised manuscript, this has now been corrected
56 as suggested.
57
58
59
60
1
2
3 Results and Discussion Section should come under section 5 followed by the other remaining sections.
4 Check and correct the line “The industry has … original equipment tire manufacturer”. (Refer to page
5 13/25, pages 14-17)
6
Response: Thank you for this wonderful observation. In the revised manuscript, this has now been
7
corrected.
8
9
There is no discussion aligned with the previous study, the authors have only discussed the results.
10 Generally, the discussion section aligned with previously published work. Authors should align the
11 discussion with relevant published articles.
12 Response: Thank you for this wonderful observation. In the revised manuscript, discussion section has been
13 updated and aligned with previously published work.
14
15 How could you say that the study helped others without providing implications? The practical implications
16 section needs to be included which would describe how this work is helpful for others to implement or get
17 the benefit of TQM implementation.
18 Response: Thank you for this wonderful observation. In the revised manuscript, we have clearly mentioned
19 the implications section and we mentioned in abstract also. With the implementation of the TQM philosophy
Th
20 in the industry, it gained the top market position, the customer satisfaction score increased from 75 to 81,
21 market presence increased from 7.2% to 26.3%, and the percentage participation of employees increased
22 by 73.5% within a period from 2009 to 2016.
eT
23
24 Include a separate section of limitations and direction for future research and explore your thoughts, this
25
could help researchers and practitioners to work on this area.
26
QM
Response: Thank you for your suggestion.

27
28
29 Additional Questions:
30 1. Originality: Does the paper contain new and significant information adequate to justify publication?:
31 Yes
Jo

33
34 2. Relationship to Literature: Does the paper demonstrate an adequate understanding of the relevant
ur
35 literature in the field and cite an appropriate range of literature sources? Is any significant work ignored?:
36 Need to improve this section.
37 Response: Thank you for this wonderful observation. In the revised manuscript we have added and reviewed
na
38 recent (up to 2022) research articles.

39
40 3. Methodology: Is the paper's argument built on an appropriate base of theory, concepts, or other
l
41 ideas? Has the research or equivalent intellectual work on which the paper is based been well
42 designed? Are the methods employed appropriate?: The methodology is sound but needs some
43 improvement. Please go through the detailed feedback.
44 Response: Thank you for the suggestion. We have tried to improve the methodology section and added flow
45
diagram of research methodology in figure 1.
46
47
48
4. Results: Are results presented clearly and analysed appropriately? Do the conclusions adequately tie
49 together the other elements of the paper?: Results are presented clearly.
51
52 5. Implications for research, practice and/or society: Does the paper identify clearly any implications for
53 research, practice and/or society? Does the paper bridge the gap between theory and practice? How can the
54 research be used in practice (economic and commercial impact), in teaching, to influence public policy, in
55 research (contributing to the body of knowledge)? What is the impact upon society (influencing public
56
57
58
59
60
1
2
3 attitudes, affecting quality of life)? Are these implications consistent with the findings and conclusions of
4 the paper?: The implication is missing in the draft, it needs to include.
5
6
6. Quality of Communication: Does the paper clearly express its case, measured against the technical
7
language of the field and the expected knowledge of the journal's readership? Has attention been paid to
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TQM 08 2022 0258.R1 - Proof - Hi

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TQM 08 2022 0258.R1 - Proof - Hi

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The TQM Journal

Mapping the TQM Implementation Approaches and their

Journal: The TQM Journal

Manuscript Type: Research Paper

Total Quality Management, Business excellence, Continuous

35 Research limitations/implications-With the implementation of the TQM philosophy in the

41 in improving quality, teamwork, sales, organizational growth, market position, customer

41 implementing the quality system.

41 continuously improving all the processes of an organization by involving everyone to achieve

32 awareness to align the complete organization with it.

38  Developing its products and technology helped in improving competitiveness.

and Reliability Management, Vol. 37, No. 6/7, pp. 1007-1031.

32 8-10, 2016. pp. 1294-1304. IEOM Society International.

35 Capacity through Why-Why Analysis. International Journal of Mathematical, Engineering and

23 performance of SMEs A case of selected manufacturing industries, Greece,” Business Management

23 ROCE Return on Capital Employed

27 Quality Management capability of the through education and training

38 Council Council Chair Council Purpose Key systems

41 Formulating quality i. Supplier quality

23 Monthly-OpCom Meetings Six Months-

27 Function head Functional DM performance Monthly with functional team

35 Monthly/Quarterly review with MD

32 Sale Volume (Mn units) 27.4% 89.6% 33.96%

2017 5. Productivity (In Mns Rs) from 91

32 2. Daily Work Management from 373 to 4 (PPM)

5. New Manufacturing Process 3. Double the participation of

7. Human Resource Management

35 Management  TQM Culture Development  Quality Control

 Cross Functional  Outsourcing Development  Quality

23 Response: Thank you!

35 Response: Thank you!

41 successfully to justify the line.

Response: Thank you for your suggestion.

32 Response: Thank you!

38 recent (up to 2022) research articles.

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