Student Name :R.

GOWTHAM
Roll No :- 1402004552
Specialization :- Total Quality Management
Year :- 4-Sem (2nd Year)

TQM is to satisfy customer needs through employee empowerment and

performance measurement
Implementation of TQM requires
Reengineering of manufacturing process and products
JIT
Bench marking world class Co.
Production at zero defect level
Continuous improvement at activity and processes through team spirit.
HRs critical roles
Managing psychological transition
Motivating an enlivening people to achieve total quality
To align TQ human resource strategic mgt with business strategic mgt.
Should act as internal consultants to other departments.
To unlock potential of employees
Key role in building an organizations TQM culture

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Located on the Centre Point of India

Plan started in 1994
The Uttam Value steels(UVSL) is the first
integrated steel plant in India.
TQM began on 15th sep 1995 and TQM-ISO
Cell was established in Jan 1997.
TQM techniques
Bench marking
Quality improvements projects
Employee involvement scheme
Housekeeping

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Uttam value Steel Ltd :: IS0 9001:2008 Certified

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Conducted in Uttam Value Steel Ltd,wardha(UVSL)

Time from Dec 2014 to Dec 2015
Primary sources
Interview with 35 senior (structured) of HRD, TQMISOCELL and 15 trade unionist (unstructured)

Secondary sources

Files
Records
Documents
Annual reports
Company registers

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The basic tenet is to create highly motivated vibrant

and self driven work force along with its commitment
to supply quality products and services to its
customers
Workforce

Continued up gradation of skills and competence

building developing motivational climate
improving internal communications
building productive business culture
Fabricating discipline as a part of work life

Quality policy

Manufactured products as per specifications and standards

Follow documented procedures for achieving excepted
standards
Continuously strive to improve quality of all materials,
processes and products
Encourage active involvement of all employees to pursue
continuous improvement in quality
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Phase I (Envisioning) Construct and communication of

the TQM mission
Phase II(Preparing)-making necessary organizational
arrangements for TQM implementation
Phase III(implementing)

Creating quality awareness

Developing management support
Organizing quality workshop
Forming QATs
Changing mindset

Phase IV (sustaining the momentum)

Training
Communication
team building
employee involvement

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Partnership of HR with other departments is

essential for the progress of TQM.
In UVSL the HR department plays the role of both
facilitator and participant in implementing TQM.
UVSL have not only preached the TQM mantra,
they have also practiced it in their functional
areas.
The HR professionals at UVSL have adopted the
policy of companionship to spread the message
of TQM.
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HR professionals acted as facilitators and

trainers in conducting quality workshops.
HR Professionals advised the departments
pertaining to the formulation of draft MOU
and raising points for discussion and
resolution.
They also acted as consultants in the area of
cost reduction and reduction of activity cycle.

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TQM facilitators where taken from all the

departments to conduct quality workshops.
The quality policy of the organisation was
communicated to the managers of the
respective
departments
by
the
HR
professionals.

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They also suggested ways and means to improve

work climate by conducting survey of the
employees.

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Employees are aware about TQM

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Organization is quality conscious towards its employees

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Feeling of employees that Uttam Steel is a good place to work

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Feeling of Employees towards comfort ability with rules

and policies of the organization

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The organization provide freedom to do job according to convenience

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Job makes the best use of your abilities

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Organisation encourage employees participation in management

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Formal career planning processes exist in

the organisation

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There is a shared vision about growth of business

in between management and employees

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Employees are kept updated with changes in job

skills & job designs

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Formal or informal method is followed for employees feedback

and acting on that feedback

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Relation with superiors, peers

and subordinates

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Rating about the wages & salary

offered by the organization

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Rating for the safety practices of the

organization

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Summary of employee survey

50.0

43.7

45.0

Survey of Employee

40.0

35.6

35.0

30.0
25.0

20.7

20.0
15.0
10.0
5.0
0.0

Yes

No

Sometimes

43.7

35.6

20.7

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Motivating knowledge workers

Mobilizing key managerial personnel
Obtaining employees satisfaction
Overcoming communication barriers
Vastness of organization

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a.

b.
c.
d.
e.

The HR professionals in UVSL have played a

strategic role at different stages of TQM
implementation
Assisted in aligning HR & quality policies
Creating & communicating the TQM vision
Preparing the organization as well as the
employees for TQM implementation
Generating
quality
awareness
among
employees across levels, functions & dept.
Organizing quality workshops, TQM training
programs
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Contd..
The TQM-HRM bondage can further be nurtured by adopting the
following measures
HR
managers should be rigorously trained as TQM
trainers/facilitators
Implementation of TQM should become a part of the
assessment/appraisal of the employees performance
TQM incentives should be introduced to trigger employees in
this direction
Trade unions should be involved in TQM movements
Help out people to perceive quality as a super-ordinate goal
Reinforce the system for information sharing, suggestion
scheme, monitoring results, accountability as well as
feedback co-ordination.
Thus, following implementation of TQM from a mere functional
dept. HRD Dept. has now become an indispensible tower of
strength for the organization.
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Caudron 1993:- HR must partner with other departments

in the organization to support TQM effectively.
Schonberger 1994:- to make process improvement part
of everyones job.
Dansky and Brannon 1996:- the relationship between
TQM and HR, investigation in home health agencies. There
is an affirmative relation between the two.
Partha 1997:- TQM approach emphasizes planned
changes through HR.
Vouzas 2004:- Role of personnel professionals in quality
improvements have been overlooked in Greek industrial
organizations.

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THANK
YOU

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