CHAPTER-7

CONCLUSION AND RECOMMENDATIONS

7.1 Conclusion
This study started with an extensive review of literature about quality and its concepts,
approaches of quality gurus, TQM tools and techniques, the quality award models,
implementation of TQM in the world and in India, HRD its concept and importance, research
that has been carried out in the field of TQM and HRD.

After extensive literature review and analysis of the data collected from the sample
organizations research concluded that most of the organisations now changed their mind set,
instead of following the traditional production oriented approach now they are focusing on
companywide implementation of TQM. They are not only focusing on hard aspect of the
organisations but also on soft aspect also that is “human being” and HRD plays an important
role in TQM implementation.

Literature revealed top management involvement, total employee involvement, empowerment,

deployment of quality policies, education and training, adoption of process approach, customer
orientation, employee job satisfaction, leadership, teamwork, use of quality tools, change of
mind- set of employees, continuous improvement, making organization learning organization,
communication, manager -workers healthy relationship, elimination of departmental barriers,
making continuous improvement as a way of life, elimination of dominating bossy attitude,
involvement of suggestion system, positive role of HR personnel's are important facilitating
factors for the successful implementation of TQM.

After in depth interview from top management and general employees it was found that all
well-known companies who already world class leaders in their respective fields through TQM
implementation their top management are very well aware of TQM principles and practices,
they know why they are practicing certain TQM tools and techniques and how they are getting
benefits from it whereas SMEs and some of the big firms middle and lower level employees
have inadequate knowledge of TQM principles and practices and its impact, though they
responded positively when asked in a simple language this may be because of either
organisations implement TQM but not spread its awareness throughout the company or they

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are not efficient to train their lower and middle level employees about TQM, Organizations
need to follow companywide communication framework, and have to create an atmosphere of
transparency, mission and vision of the organizations should be communicated properly among
all the employees and for total employee involvement quality training and education
programme should be provided to achieve the goals of organisation. Unless and until all the
employees would not feel responsible for their job they would not be able to give their total
commitment and involvement therefore this is the top management responsibility to break the
barriers between the department, provide support in quality initiatives, act as consultant, spread
awareness, continuously upgrade the knowledge and skills of their employees through proper
training and development programs, making necessary organizational arrangements for TQM
implementation. Employee training is fundamental for many TQM programs such as the
adoption of new quality concepts, the set-up, and practices of customer satisfaction systems,
the use of statistical quality control, or the change of culture or quality control. Moreover,
employees require three basic areas of training: principles of TQM, the use of TQM tools and
problem-solving techniques.

Research found the lack of talent pool centres in Indian industries which inhibits the growth of
individual career and could demotivate the talented employees and may force him to leave the
organisation, ultimately loss of the organization. Organization should focus on creation of
talent pool centres and provide opportunity for the growth and development of talented
employees. Organization can retain their employees by providing them chance work in cross
functional area which could be their area of work interest and skilled for the same. The job
rotation policy should also act as staircase for the growth and development of the employees.

The research concluded that The TQM principles are getting appreciation in Indian industries
but still few industries view TQM as subjective approach according to their manufacturing and
servicing style. They are practicing TQM in bits and pieces which will give them miniscule
benefit. What is needed by the industries are acceptance and implementation of TQM principles
in totality.

Therefore in a total quality environment, employees need to understand the goal of customer
satisfaction, to be given the training and responsibilities to achieve the goal and to feel that
they do indeed make a difference. Training department under HR, whose system and
approaches evolved along with their overall quality system. Training plans (yearly) jointly
designed by HR/Training manager along with the quality engineers and strategic planning

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group. The CEO of the company himself should take initiative to convince, train and educate
all employees' right from top management till shop floor about advantage of TQM by providing
necessary information and examples of TQM implementation.

Policy, People and Process are three basic fundamental factors for TQM implementation in
addition with communication, commitment, and continuous improvement. These four Ps are
important in to delivering quality products and service to customers. Leadership driven policy
and strategy are necessary to aid customer, employee and favourable society results, and
besides these people partnerships, resources and processes are directed towards ultimate
excellence in key performance results.

Total quality management is people's process and involvement of the top management is a must
for its success. Hence the entire organization must have a review of total quality management
and accept to implement it in earnest. The assurance for the total commitment is mandatory for
the total quality management implementation to start. The organization should define its value
system for every employee to follow which is the vital first step towards the attainment of the
world class management system.

Finally we can conclude that organizations who want to gain customer satisfaction, continuous
improvement and return on investment have to focus on development of their human resource.
Total quality management is the concept which changes the working of an organization totally
to adopt this concept the technique involved is extensive as well intensive education and
training and must to make the total quality management system work. Even the total quality
management system warrants continual improvement at all levels thereby needing a system
constant upgradation of skill level of it's all the employees which can happen only by
continuous education and training.

7.2 Recommendations/Suggestions

Total quality management is an organization-wide philosophy with its core values centered on
continually improving the quality of its product and services, and the quality of its processes,
to meet and exceed customer expectations. This means that everyone in the organization - from
top management to the employees - plays a role in providing quality products and services to
customers. Even suppliers and the customers themselves are part of the TQM. Therefore, to
achieve overall performance excellence organizations need to input total employee
involvement. Whatever you want to accomplish, unless the employees are involved in their

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job, nothing great can be achieved. All your best management practices can be grounded unless
the employees are with the organizations goals and objectives. It is the employees in an
organization who differentiates between a world class organization and an ordinary
organization with both operating in the same market with the same resource. Hence
fundamental to any good management practice are ‘total employee involvement’ and this can
be achieved by providing them quality training and development. Training can be started right
from the top management as the role of top management is mandatory for the implementation
of TQM. Top management have to involve and committed themselves in the companies vision
and mission. HRD can make the people working in the organizations clear about their goal and
objectives and synchronism of the same with individual objectives and goals. The employee
involvement is brought about identification of their training needs, offering need based
training, working out a sound wage and remuneration system based on scientific job evaluation
employing time study, motion study and method studies.

TQM and HRD integration creates a situation where all the employees are proactive and
involved in their work leading to all round performance excellence. A Proactive person will
not only perform per excellence himself but also help others to achieve organization goals.

A preliminary step in TQM implementation is to assess the organization’s current reality.

Relevant preconditions have to do with the organization’s history, its current needs,
precipitating events leading to TQM, and the existing employee quality of working life. If the
current reality does not include important preconditions, TQM implementation should be
delayed until the organization is in a state in which TQM is likely to succeed.

Research suggests following points to be followed by the organizations who want to implement
TQM and gain all round performance excellence.

 Focus on big 'Q'

The key to customer satisfaction has to go beyond the concept of product quality or small q.
For customer satisfaction is the adoption of the big Q or total quality management. ISO 9000
is an international standard on 'quality management system' aimed towards customer
satisfaction is a part of TQM. TQM goes much beyond quality control department or product
quality and embraces in its fold all functions including marketing, production, materials,
personnel, and even finance. Hence organizations need to focus on big 'Q'.

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 Adopt PDCA Cycle

The adoption of PDCA cycle leads to adopt the concept of process approach, which is a total
shift from product approach to process approach. If the process is correct and within control,
the product and services cannot be defective. The PDCA cycle focuses on continuous
improvement and elimination of errors. Since the basic three hard factors men, machine and
materials are more or less same month after month and if you keep on eliminating your mistakes
and deviations every month and do not allow them to repeat trough PDCA cycle, you are
automatically on a path of continuous improvement.

 Absorb Quality Management System

To hold the gain i.e. to ensure that the improvement does not fall back to original situation, the
organization function should be sound enough to permanently absorb the improvement in its
system. QMS creates a customer- oriented organization with process- orientation and focus on
continuous improvement. Every failure is analysed to find out the root cause and take corrective
and preventive actions so that it is never repeated again. The QMS holds all the gains out of
the improvements and does not allow the organization to slip back to the old inferior
performance. It creates an environment where its customers as well as the employees are fully
satisfied.

 Top management commitment

For TQM to be successful, only the involvement of employees is not enough. Top management
commitment is essential for TQM to start, unless and until top management are not convince
and committed no one can push TQM. Top management need to understand the change
required for the quality performance of the organization. Therefore, they have to take a step
forward to initiate TQM in the organizations, which can be start by creating quality council to
decide and implement all the vital decisions. The members of quality council should be head
of the various functions with the CEO as the chairman. They have to make strategies and
policies aligned with TQM principles and have to communicate company wide. This is top
management responsibility to provide an appropriate environment for TQM implementation.
Top management should declare vision and mission of the organization and it should reach up
to each employee.

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 Training and Development

People are a fundamental component within any successfully developing organization. Take
away the people and the organization is nothing. Take away the people's motivation,
commitment and ability to work together in well-organized teams, and again, the organization
is nothing. Conversely, inspire the people to work well, creatively, productively, and the
organization can fly. Logically therefore, the development and proper utilization of people are
vital to the success of all quality management initiatives.
Organizations should provide quality training and development for their employees so that in
addition with enhancing the skill and knowledge of the employees organizations can get benefit
in productivity and performance also. Though training contributes to the prosperity of an
organization, it also costs money. Therefore, PDCA should be used for training of employees
in every organization.
PDCA for training of employees

 Plan for Training

 Provide Training
 Measure Training Effectiveness
 Improve Training Effectiveness

An unskilled workforce makes mistakes. Giving more skills to workers means they can do a
wider range of jobs, and do them better. It also means educating staff in the principles of TQM,
which is a completely new style of working. Generate more commitment among employees
towards TQM by providing TQM training, and organizing more TQM workshops. Bring more
quality awareness among people and help them to perceive quality as a super-ordinate goal.
Find out the reasons for deviations in the desired behavior of employees. Today, every
organization is for Total Quality Management (TQM). There is a tremendous race to achieve
ISO certification. Terminologies like TQM, productivity improvement, and kaizen have
become watchwords of the business and industrial organizations. To face the new challenges
of globalization, managers and workers understand the value of training. Training practices
would obviously envisage and all round training and development of personality of the
workers. In the absence of adequate training and development efforts, there may by frustration,
dissatisfaction towards job and apathy among the workforce.

Harris Delmark has stated that, training is a tool for attitudinal change. He says, “key values
are critical in helping to manage change but only if people live up to them. To accept any

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change, the shift in the mindset is necessary with a view to unfreeze and realize one’s own
potential and creativity and to bring about a change in their perceptions and attitudes.

 Employee Welfare and Quality of Work life

Welfare of employees should be the prior issue among the managers in an organization. Since
employees are considered to be the greatest asset in any organization, their welfare must be
given preference by the management. Proper healthy and hygienic working conditions and a
cohesive environment must be provided to them which could motivate them for exhibiting
better performance at work. The work life of the employees should be of good quality so that
they could feel comfortable at work and a sense of belongingness would be developed among
them, enabling them to perform in an organized and optimum manner. Providing good welfare
to employees may be a costly decision, but the long-term benefits are immense. It is one way
of complying with the law, thus ensuring that an employer avoids legal issues. It allows a
company to retain its good and skilled employees for long periods of time. Employees work
well in workplaces where they are treated well and respected. Good welfare also helps to create
a good company image for a particular employer.

 Reward and Recognition

The total quality management system is based on the principle of rewarding the performers
after their identification and training and educating the non-performers to upgrade their skills
level. TQM tools like Kaizen Gemba, quality circles etc. believe in rewarding a contributing
person. Recognition and awards should not lead to bitterness amongst employees and should
not demotivate them. Hence, before venturing into the recognition program, the management
has to give considerable thought and then only finalize the strategy for recognition and awards.
Rewards and recognition is the major driver in employees’ performance. At the end of the day
it is the money or acknowledgement that matters the most to workers. They feel that whatever
they have been doing is meaningful and they have awarded fairly. So rewards and appreciation
can satisfy the employees and would aid in their commitment towards the company.

 Empowerment:
Empowerment of employees is one the latest management techniques deployed to result in
continuous improvement in the organization. Employees should be empowered to work
according to their ideas regarding the jobs and tasks assigned to them. They have to carry out
the strategic goals in daily business affairs and know the exact demands of their job so they
should be given full charge of their work i.e. employee empowerment. The employees must be

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involved in decision making so that bosses know what to do or how to do in order to expand
the business as this not only ads in designing practical programs but provides the unity and
harmony in the concern. Employees know that they are given importance and feel encouraged
and enthusiastic about the work.

 The Performance Appraisal

The purpose of performance appraisal is to let employee know how they are doing, and provide
a basis of promotions, salary increases, counselling. Many supervisors look at appraisals as one
of the unpleasant duties they must perform. Conversely some supervisors feel it a pleasant duty
and can reveal how effective an employee is in contributing to the success of organization.
Every effort should be made to avoid errors in performance evaluations. An unfair evaluation
could cost an organization a valuable employee.

 Suggestion System

Suggestion systems are designed to provide the individual with the opportunity to be involved
by contributing to the organization. The key to an effective system is management
commitment. It is the responsibility of management to make it easy for employees to suggest
improvements. Stimulating and encouraging employee participation starts the creative process.

Five Ground Rules for Stimulating and Encouraging Suggestion System are:

1. Be Progressive by regularly asking your employees for suggestions

2. Remove fear by focusing on the process and not on the person.

3. Simplify the process so it is easy to participate

4. Respond quickly to suggestions and within specified period of time

5. Reward the idea with published recognition so that everyone knows the value of
contribution.

 Employee satisfaction
Employee satisfaction is also an important factor in the European Model for Total Quality
Management (1994), the Deming Prize (1996), and the American Baldrige Quality Award
(1999). Ted (1996) stated that employee satisfaction is as important as customer satisfaction,
as Ishikawa (1985) stated that a firm whose members are not happy and cannot be happy does
not deserve to exist.

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 Provide Total Quality Culture involved with:
• Two way communications between top – down and bottom top.
• The principal focus on customer and customer satisfaction
• Continuous improvement through Training & Education.
• Decentralizing of decision making responsibilities by assuring everyone’s
participation.
• Flexible & innovative work environment that recognizes the value of the Human
Resources
• Team work management system

 Elimination of departmental barriers

Organizations all over the world focuses on TQM for its sustainability and success but quality
can no longer be viewed as the responsibility of one department it is a company-wide activity
that permeates all departments at all level and human resources holds the key to sustained
quality improvement. Consequently, the HRD can potentially play a critical role in an
organization’s TQM efforts. Organizations should focus for creating pool of talent centres and
job rotation policies which will recognize the skills of the employees and provide better
opportunity for their career growth. Hence leads to employee motivation and retention in the
organization.

Employees do not decide on how they are to be managed, but when implementing change to
management styles you cannot expect that all employees will pick it up and accept it because
management sees the need to make the change. It is imperative that management keep
employees in the picture at all times when decisions are being made regarding TQM, which
should encourage participation and help ease transition.

When the identification of the tools for a system to be used is complete it should be
implemented that the right training is given to the right people. This is to emphasise the benefits
of why their using them and how they are using them. Training given to the right people has
been proven to minimise the misuse of the tools and techniques.

On-going education and training of all employees supports the drive for quality. Employees
are encouraged to take more responsibility, communicate more effectively, act creatively, and
innovate. As people behave the way they are measured and remunerated, TQM links
remuneration to customer satisfaction metrics.

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In the Management of four Ms i.e. money, machines, materials and men, the management of
men is the most significant and challenging. The efficiency of the whole lot of activities carried
out in an organization starting from the production process to the management of various areas
of administration depends to a large extent on the level of Human Resource Development

It is recommended that total quality management approach is a major discovery in the history
of business and management. It is a reliable tool in the hands of organization management to
practice and enjoy the taste of success with the dedicated and trained work force. The
companies who are not focusing on delivering quality would suffer and can become bankrupt.

7.3 Limitations of the study

The present study has the traditional limitations common for any survey research method,
namely potential bias in selection of the samples. However an attempt has been made to
minimize this through proper selection of the sample and in interview process.

The scope of this study was limited by following factors:

1. Since the study was restricted to few cities in India especially in Mumbai, because of time,
and place constraints, the conclusions drawn in the study may not be extrapolated to India
as whole. Organizations in other parts of country may exhibit different characteristics.

2. The method of data collection was survey method using a questionnaire. Researchers have
limitations with this type of data collection, due to low response rate, complex and biased
questions and surveys that might be too long. The reluctance of the respondents to part with
organization information with respect to survey need was a major constraint.

7.4 Future Scope of the study

An attempt has been made to study the interrelationship between TQM and HRD and how
integration of both management techniques is beneficial for the growth and development of
organizations. As this study covered so many sectors in general further study can be taken up
for different sectors of the industries separately. Research can be done within specific
department also such as manufacturing, HRD, finance and marketing etc. to measure the impact
of TQM implementation in each department performance. Research can also be done on the
use of TQM tools and techniques in different departmental practices.

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