99

Int. J Sup. Chain. Mgt Vol. 2, No. 2, June 2013

Total Quality Management in an Automobile Supply Chain

in Indian Market – A Case Study on Maruti Suzuki
Mr. Akshaya Kumar Sahoo
Sr.SDE and Nodal officer USO
Cuttack SSA,Bharat Sanchar Nigam Limited
Odisha, India.
akshaya_sahoo2004@yahoo.com

Abstract: In Indian market, customers see the quality of 2. Literature Review

the product and simultaneously the price of that product.
So, to be a winner in Indian market, quality of the product There is a huge amount of published literature
plays a major role with a peep into the different on TQM. A dominant theme in these writings is that
segmented customers. So, total quality management TQM is an approach to management that is
(TQM) has been widely accepted as the ways and means characterized by the principle of customer focus,
for maintaining supply chain quality. From design to continuous improvement and team work (Ugboro and
manufacturing, from factory to retailers or dealers or to Obeng 2000, Wadsworth et al., 2002, Chan and Quazi
end customers business are accepting TQM approach for 2002, Hellsten and Klefsjo 2000, Scharitzer and
achieving quality excellence throughout the supply chain Korunla 200000000, Young et al 2001, Woon 2000,
management. Hence, it is an attempt to describe how Fok et al 2001). It is broadly agreed that TQM is an
TQM is implemented for achieving supply chain quality integrated management philosophy aimed at
management to influence Indian market. Maruti – Suzuki continuously improving the performance of products,
has taken as the best example for this context. processes and services to achieve and surpass customer
expectation.
Key Words – Total Quality Management, Maruti – 2.2.A number of research studies have been
Suzuki carried out to examine the implementation process of
TQM and investigate the critical success features for
implementing TQM. A common conclusion of these
1. Introduction studies is that the way TQM is implemented is central
to its long term success within an organization
Supply chain management is a holistic and (Globadian and Gallear 2001). Flynn et al (1995)
strategic approach to demand, operations, procurement surveyed 42 US manufacturing firms and measured the
and logistics process management. (Chow 2006, Madu degree of use of quality management practices.
and Kuei 2004). Total quality management calls for Allen and Kilmann (2001) reported that using a cross
developing a system emphasizing continuous functional planning approach when developing strategic
improvement, employee focus, data driven decision plans, forming quality councils and teams and customer
making and the voice of the customers (kannan and Tan focus are the important TQM practices. Black and
2005, Tari and Vicente 2004, Kuei and Madu 2003). Porter (1996) conducted a study to determine the TQM
critical success factors using members of the European
Now, the products with high quality and low foundation for quality management. They determined
cost are available through out the world. This factor that TQM critical success factors were people and
increased the pressure on companies around the world customer management , supplier partnerships,
to improve their goods and services. Technologies and communications of improvement in formation,
methodologies such as total quality management customer satisfaction orientation, external interface
(TQM) have helped them to do this (Wordsworth 2012). management, strategic quality management, team work
structures for improvement, operational quality
planning, quality improvement measurement system
______________________________________________________________ and corporate quality culture.
International Journal of Supply Chain Management 2.3.Dayton (2001) determined that all of the
IJSCM, ISSN: 2050-7399 (Online), 2051-3771 (Print) TQM critical success factors identified in the Black and
Copyright © ExcelingTech Pub. UK (http://excelingtech.co.uk/)
 100
Int. J Sup. Chain. Mgt Vol. 2, No. 2, June 2013

Porter (1996) study were important to US quality commit sufficient amount of resources for successfully
assurance professionals as well. Research conducted by accomplishing quality objectives. Top management
Tsang and Antony (2001) showed the 11 critical commitment should be collaborative throughout the
success factors for the successful implementation of entire supply chain for achieving competitiveness in
TQM in the UK service sector are : customer focus, world market place using a common vision of quality
continuous improvement, teamwork and involvement, excellence which starts with focus on total customers’
top management commitment and recognition, training satisfaction.
and development, quality system and policies,
supervising leadership, communication within the
company, supplier relationship and supplier 3. Framework of study
management, measurement and feedback and culture
change in employees’ behavior and attitudes.
2.4..Matwani (2001) found seven critical In this paper, a frame work is developed which
success factors for TQM implementation after facilitates to find the importance of different factors on
examining six empirical studies. He recommended that TQM implementation. In addition, ANP is applied for
attention should be given mostly to those 5 constructs : the 1st time to assess the readiness of automobile
top management commitment, employee training and industry in India to adopt TQM based on the survey on
empowerment, quality measurement and benchmarking, Maruti Suzuki, a leader in automobile industry in India.
process management and customer involvement and
satisfaction. Ugbaro and Obeng (2000) conducted
research among 800 members of the Associations for 4. Total Customers satisfaction and TQM
Quality and participation. According to their study, top
management leadership and commitment, teamwork, In a TQM approach most important goal is customers'
flow of information within the organization, employee satisfaction. Only satisfied customers come back and
involvement and empowerment are the critical bring more business. Therefore, companies must design
strategies for successful TQM programme. their products to satisfy their customers, Products
should not only meet the needs but exceed the
expectations of the customers, to make customers
happy. A company must know its customers and their
2.5 Total Quality Management (TQM) in a Supply expectations about its products. This information must
chain -An Intense study be regularly collected by marketing department through
customer surveys.
Total Quality Management (TQM) involves
management and control of quality throughout the
entire organization or the entire supply chain. (Strongly
Customer Survey
opined by A. V. Fiegenbaum in the U.S. and Kauro
Ishikawa in Japan,) Many companies in India regularly collect customer
expectation data for designing a new product and for
TQM emphasizes continuously upgrading existing products. Customers'
expectation data related to product's quality gathered by
1. Top management commitment. customer survey are generally passed to the product
2. Focus on customer satisfaction. design department.
3. Product design and manufacturing for quality.
4. Continuous improvement. Product design and manufacturing and
5. Extensive education and training of employees. TQM
6. Employees involvement and empowerment.
7. Development and maintenance of an effective Product design translates the customer expectation data
in house quality assurance system, as well as into technical specifications of the product design not
an effective suppliers quality management only to meet the needs but also to exceed the
system. expectations of the customers.
Innuchi Taguchi recommended a number of methods
2.6 Top management commitment and TQM such as
(1) design of experiments, a statistical technique for
Top management commitment is essential for TQM. analyzing customer expectation data, and prioritizing
Top management must commit to quality by clearly expectations for building them into the quality of
stating quality objectives in mission statements and product design.
 101
Int. J Sup. Chain. Mgt Vol. 2, No. 2, June 2013

(2) failure mode analysis, for building reliability in the For total customer satisfaction zero defect
products operating life. quality must be assured by outgoing inspection before
(3) robust design techniques for designing the product any product is packaged and shipped to customer.
to withstand any changes in its operating environment. Therefore, at the outgoing department 100% inspection
It is the product designer who set the quality of the is generally carried out. Each and every finished
product at the first place. Therefore, product designers product is run through all possible test procedures and
must be qualified and well trained inTaguchi's methods thoroughly inspected before it is packaged and shipped
of product design for quality. Then, the product's to customers. In India, auto sub-assemblers and auto
drawings with specifications, dimensions and tolerances assemblers generally run 100% inspection before
developed by product designers must be verified and packaging and shipping their finished products.
validated by appropriate authority, and properly
recorded and passed down to process engineering.
Work-in-progress inspection in TQM
Process engineering and TQM
Work-in-progress inspection involves the
Process engineering prepares processing inspection of parts at various stages of their production.
instructions for manufacturing of the product Inspection of works in progress may involve 100%
conforming to product design specifications and inspection, sampling inspection and process control. In
tolerances. Sometimes, product design and process order to insure zero defect quality, 100% inspection
engineering work simultaneously to speed up the must be carried out. 100% inspection can be carried out
process of designing the product and developing the by the operator or an inspector or by a robot at the
processing instructions and tooling requirements for workstation. Sometimes, a "Pokay Okay" or a mistake
manufacturing. This practice is commonly known as proof system may be installed on-line to prevent
simultaneous engineering, and has been successfully making bad product at the first attempt. Where zero
applied by Cadillac Motor Company which won the defect quality is not required, sampling inspection may
Malcom Baldridge Award in 1990. Processing prove to be economical. However, the most effective
instructions are passed down to the shop floor where the and economical way to control quality for work in
product is manufactured and quality control verify and progress is Statistical Process Control ( SPC) in which
insures conformance using inspection and process the process is continuously monitored against the upper
control. and lower control limits of a SPC chart predetermined
for the process under control using statistical
Quality Control and TQM techniques.

Quality control includes inspection and process Receiving inspection in TQM

control. Inspection involves decisions regarding
accepting or rejecting a lot qualities of product using All incoming raw materials, parts and
test data. Two types of testing are there for collecting subassemblies must be inspected at the receiving
test data: inspection to insure zero defect quality or the quality
(1) Destructive testing which destroy the item, and rquirements specified in the purchase agreement. If
(2) Non destructive which does not destroy the item. sampling inspection may be economical, it does not
For zero defect quality, 100% inspection guarantee zero defect quality,and if sampling inspection
which involves checking every item of the lot must be is used, the sampling plan must be agreed upon by both
used, otherwise sampling inspection which inspects a the buyer and the supplier, as it involves risk for both
sample from the lot to determine the fate of the lot may parties .For minimizing cost of receiving inspection,
be economical and acceptable. and insure high quality of incoming materials,
While destructive testing is used then 100% customers prefer to choose high quality raw materials
inspection cannot be used and may resort to sampling and parts suppliers using extensive quality audit of their
inspection. Inspection is carried out in three stages: (1) potential suppliers' plants.
outgoing inspection.
(2) work-in-progress inspection. Suppliers' quality audit and TQM
(3) Receiving inspection.
Supplier's quality audit s are commonly
Outgoing inspection in TQM performed by customer's quality auditors and is known
as second party audit. Quality audits are performed
against quality standards or requirements pre-
 102
Int. J Sup. Chain. Mgt Vol. 2, No. 2, June 2013

established by the customer. Thus, multitudes of India Loves Maruti Suzuki

standards had been developed by large customers in
various types of industries. However, once the
businesses crossed countries boundaries and became Customers relate to a company in multiple
international harmonization and internationalization of ways.
all standards was needed and ISO9000 series of quality --They expect the company to serve them with care,
standards was developed in early 1990s for suppliers offer products that give them best value and fulfill their
quality audit.American automakers such as General desires including unstated ones .
Motors corporation, Ford Motor company and Chrysler --When a company is able to do this over time, through
Corporation have individually developed their own repeated instructions, a relationship is born. In the three
standards and applied them for their suppliers'audits in decades Maruti Suzuki has been in existence ,the
the past decades, and by mid 1990s U.S. auto makers passenger car landscape has changed considerably.
and truck manufacturers together developed QS-9000 --Today, the company’s relationships with customers go
series of quality systems requirements for their beyond just transactions. Maruti have connected with
suppliers' quality audit . Premier Padmini of Indian the millions of families through trust and faith .This
market had also adopted the same policy for quality truth and faith is contingent upon the company
management. continuing to deliver better service, superior products
and unmatched value.
--Maruti Suzuki is India’s largest passenger vehicle
company with a market share close to 40%.
ISO-9000 and QS-9000 --Founded in 1891, with the Maruti 800 as its first
product offering, the company today offers 14 models
ISO-9000 and QS-9000 standards are designed with over 200 variant across the Industry segment like
for audit of the quality system based upon the Passenger cars , Utility vehicles and Vans . 5 plants in
hypothesis that if a supplier has a good quality system the Gurgaon and Manesar areas of Haryana equip
in place, the supplier can be trusted for supply of good Maruti Suzuki with a production capability of 1.55
quality parts/products. ISO-9000 has twenty elements of million units per annum.
requirements for examining the presence of an effective Passenger Cars- Alto, Ritz, Wagonr, Swift , Estilo,
quality assurance system using TQM approach.. QS- Kizashi, SX4, A-STAR, Dzire
9000 also uses these same twenty elements of ISO-9000 Vans - OMNI, EECO
as core requirements along with the auto industry's Employees---- 9100
specific requirements, and individual customer's Cars sold in FY 12 ----- 1.13 MN
specific requirements. Top selling passenger cars –
1st - Alto
2nd - Swift
Third Party registration and TQM 3rd - Wagonr
4th- Dzire
With the internationalization of businesses, Maruti is of the opinion – When performance is not
and development of ISO-9000 and QS-9000 standards, negotiable. There are those who like their cars and
a number of independent companies called "registrars" There are those who love them.
were formed all over the world for performing
independent or third party quality audit of a company
using ISO-9000 or QS-9000 standards. These registrars
The Recent days and Maruti
use third party or independent and certified quality
The year 2011-12 has been difficult year not only for
auditors for performing quality audits. This type of
Maruti but also for all the world economies as well as
quality audit is known as third party audit. After a third
the Indian economy. The events of 2008-09 have not
party audit if a supplier meets the compliance to the
yet played out and the growth trajectory remains low
ISO-9000 standards, the supplier is issued a certificate
everywhere. Even China has slowed down. Many
of compliance, and the supplier's name is place in the
countries in Europe have serious problems with their
register of ISO-9000 certified companies .Customers
economies and the Euro periodically creates a major
now prefer to do business with ISO-9000 certified
problem for central bankers and governments. The
companies to other suppliers, and they are gradually
stock market remains volatile . During the year, crude
phasing out second party auditing. Similarly,
prices increased sharply and the rising dollar created
automakers are currently demanding QS-9000
even more serious problems for the company in India.
certification of their tier one suppliers prior to issuing
In Manesar , there was a strike which led to loss of
any contract.
production and market share .
 103
Int. J Sup. Chain. Mgt Vol. 2, No. 2, June 2013

The company has been built by its employees, terms of the highest safety with regard to timely
its vendors and dealers and the support of shareholders fulfillment of its financial obligations.
and the customers The company was with the high QUALITY
thought for long term benefits and not to be carried The Company has again been awarded ISO:
away by short term benefits. 27001certification by STQC Directorate
(Standardizations, Testing and Quality Certificate),
Ministry of Communications and Information
Financial results Technology, Government of India after re-assessment.
The Company’s financial performance during the year The Company is thus certified to meet international
2011-12, as compared to the previous year 2010-11 is standards for maintaining information security. During
summarized below: the year, ISO 14001 re-certification audits were carried
out by M/s AVI, Belgium and the auditors renewed the
Particulars 2011 -2012 2010 -011 (` in millions) ISO 14001 certificate till 2014. The quality
Total revenue 364,139 371,272 management system of the Company is certified against
Profit before tax 21,462 31,088 ISO 9001:2008 standard.
Tax expense 5,110 8,202
Profit after tax 16,352 22,886
Balance brought forward 118,578 100,499 Awards/recognition/rankings
Profit available for appropriation 134,930 123,385 J D Power Customer Satisfaction Index (CSI) Study
Appropriations: ranked the Company highest for the 12th time in a row.
General reserve 1,635 2,289 J D Power Asia Pacific 2011 India Vehicle
Proposed dividend 2,167 2,167 Dependability Study ranked Zen Estilo and Swift DZire
Corporate dividend tax 351 351 as the ‘most dependable cars’.JD Power IQS ranked
Balance carried forward to balance sheet 130,777 Zen Estilo and Swift DZire highest in the ‘compact’ and
118,578 ‘entry midsize’ segment respectively.

Financial Highlights J D Power APEAL Study 2011 ranked Alto and Zen
The total revenue (net of excise) was ` 364,139 million Estilo highest in the ‘compact’ segment. Swift DZire
as against ` 371,272 million in the previous year received an award in the ‘entry midsize car’ segment for
showing a marginal decline of 1.92 per cent. Sale of a fourth consecutive year.
vehicles in the domestic market was 1,006,316 units as
compared CNBC TV 18 Overdrive awarded ‘Compact Car of the
to 1,132,739 units in the previous year. Total number of year 2012’ to new Swift.
vehicles exported was 127,379 as compared to 138,266
in the previous year. NDTV CNB’s ‘Premium hatchback of the year’
Profit before tax (PBT) was ` 21,462 million against ` awarded to new Swift.
31,088 million and profit after tax (PAT) stood at `
16,352 million against ` 22,886 million in the previous BBC India Top Gear’s ‘Small car of the year 2011’
year. awarded to new Swift.

ICOTY 2012 ‘Indian Car of the Year 2012’ awarded to

Dividend new Swift.
The board recommends a dividend of ` 7.50 per equity
share of ` 5 each for the year ended 31st March 2012 Bloomberg UTVi’s ‘Compact Car of the Year’ awarded
amounting to ` 2167 million. to new Swift.
Mr. R. C. Bhargava, Chairman was bestowed with ‘The
Operational Highlights Order of the Rising Sun, Gold and Silver Star’ by His
The operations are exhaustively discussed in the report Majesty Emperor Akihito of Japan.
on ‘Management Discussion and Analysis’ which forms
part of this annual report. Subsidiary Companies and their Accounts
Crisil Ratings The Company’s subsidiaries which were engaged in the
The Company has been awarded the highest financial business of insurance distribution in the past generated
credit rating of AAA/stable (long term) and A1+ (short an investment income of ` 163.80 million including a
term) on its bank facilities by CRISIL. The rating dividend income of ` 28.65 million and long term
underscores the financial strength of the Company in capital gain of ` 129.13 million through mutual funds.
 104
Int. J Sup. Chain. Mgt Vol. 2, No. 2, June 2013

The Company’s subsidiary ‘True Value Solutions translates to an average of 5.15 days of training per
Limited’ has contributed towards smooth operations of employee.
business processes and supported the dealerships in
enhancing the sale of certified pre-owned cars under the
brand ‘Maruti A. Energy Conservation
True Value’. It has contributed significantly to the
efforts of customer retention by facilitating sale and re- The Company continued its energy conservation drive
purchase of new cars through exchange and has made more prominently through various energy saving
significant contribution towards enhancing dealers’ activities and adaptation of new technology.
rofitability. Energy saving initiatives throughout the plant helped
In terms of the general circular dated 8th February the Company in reducing energy consumption by 2 per
2011issued by the Government of India, Ministry of cent in most of the areas. Some of the activities carried
Corporate Affairs, the balance sheets, profit & loss out during the year towards environment, energy and
accounts, reports of the board of directors and auditors water conservation are mentioned under: Fluidised bed
of the subsidiary companies have not been attached type incinerator was installed in Manesar plant for
with the balance sheet of the Company. Annual cleaning of paint booth gratings instead of direct
accounts of the subsidiary companies and the related burning type incinerator to reduce emission.
detailed information shall be made available to
shareholders of the Company and subsidiary companies In order to utilise the exhaust gases of the Gas Turbine
seeking such information at any point Generators (GTGs), Waste Heat Recovery Boilers
of time. The annual accounts of the subsidiary (WHRB) & Steam Turbine Generators (STGs) were
companies shall also be available for inspection by any installed in Gurgaon plant which will reduce the cost of
shareholder at the head office of the Company and of energy by 20 per cent. Newly built plant at Manesar
the subsidiary companies. Hard copy of details of was designed in a special way so as to make maximum
accounts of subsidiaries shall be furnished to any use of natural light. New generation Electro Deposition
shareholder on demand. Further, (ED) paint coating on car body was introduced which
pursuant to Accounting Standard – 21 issued by the operates at low voltage and thus consumes less energy.
Institute of Chartered Accountants of India, Gravity conveyors were used in weld shop. Light
consolidated financial statements presented by the Emitting Diodes (LED) lights were used in shop floors
Company include the financial information of its in stockyards, Manesar and Gurgaon plant.
subsidiaries. Aerodynamic energy efficient Fibre Reinforced Plastic
(FRP) blades were used in lieu of standard blades for
cooling towers which consume less energy.
Human Resource Development Voltage was optimized in shops for lighting and motor
loads.
The Company provides tremendous learning and Improvement was achieved in efficiency of air washers
development opportunities to its employees starting by replacing spray zone with celdec media. Desiccant
from induction and orientation when a new employee type air dryers were introduced to reduce energy
joins the Company. The Company believes that to have consumption. Direct cooling type system was
a sustainable competitive advantage in the new introduced for air conditioning system. Utilization of
knowledge economy,learning would be the key catalyst cooling towers was optimized.
for an organisation’s survival and success. The Energy efficient motors were used in water treatment
Company’s extensive training calendar encompasses plant at Manesar.
training programs for all categories of employees i.e. Use of natural light was substituted for artificial lights
associates, supervisors and those at junior, middle, for achieving energy saving. Air cooled cooling towers
senior and top management level. To have a well were used in Gurgaon and Manesar plants. Air cooled
rounded development of employees, the training air dryers were used in compressed air plant.
calendar comprises of behavioral, functional and safety Usage of recycled water was increased in lieu of fresh
trainings. The training programmes vary according to water.
the need of the employees at various levels and business
requirements and are designed after doing a thorough
process of three stage need identification. B. Research & Development:

In 2011 - 12, a total of 47,000 man-days of training The Company’s R&D team has been working with the
were conducted for employees across all the levels. This following vision - “Build on our engineering skills to
 105
Int. J Sup. Chain. Mgt Vol. 2, No. 2, June 2013

design and develop cars to delight the Indian consumer [6] Bandyopadhyay, J.K. " Internationalization and
and establish Maruti as the R&D hub of Suzuki Motor Harmonization of Automotive Industry
Corporation (SMC) in Asia outside Japan.” The [7] Stan- dards With QS-9000", International Journal of
Company has envisioned the path of achieving the Management, London, U. K., December 1996
vision through: New model and minor change design [8] Bandyopadhyay, J.K. " QS-9000: The new quality
and development; and Engineering capability systems requirement for automotive industry"
development for design and development of full body Production and Inventory Management Journal,
change. The Company has taken every possible step to APICS, Falls, Church, VI, December, 1996,
scale up its R&D strength and infrastructure. Skilled [9] Black and Porter 1996 – “ TQM critical success
manpower is the key for achieving the goals of any factors”
company. The Company has increased the strength of [10] Inman, R.R., and Gonsalvez, D.J.A.,"The Causes
R&D manpower from 1070 numbers in of Scheduling Instability in an Automotive Supply
2010-11 to 1210 numbers in 2011-12. The Company Chain" Production and Inventory Management
has a plan of increasing this manpower from 1210 Journal, APICS, Falls, Church, VI, May ,1997,
numbers to more than 1400 numbers in 2012-13. [11] Litsikas, Mary. "QS-9000 Scores High Among
Suppliers." Quality, October 1997, p. 24-30.
Conclusion [12] Anderson, E and Adams D.A., "Evaluating the
A detailed intensive analysis is done on Total success of TQM Implementation" Production and
Inventory Management Journal, APICS, Falls,
Quality Management (TQM) in a supply chain
Church, VI, December, 1997, p.1-6.
including commitment of management. [13] Aft, L.S., Industrial Quality Control, Third edition,
St. Lucie Press, Boca Raton, Florida 1998.
The research work is confined to a [14] Berg, Douglas L. and William M. Harral. "The
multinational company Maruti Suzuki. More over Small Company Route to ISO 9000" Quality
research is needed to prove its suitability for other Digest , July, 1998.
national and international company. The scope of this [15] Geisler, Cathi D. and Richard Justus. "Training: A
research is to study optimizing availability of both new Strategic Tool for ISO and QS-9000
and existing multiple varied technologies within the Implementation." IIE Solutions ,April 1998 p. 24-
business. 27.
Thus, starting from product design to supplier [16] Gupta, Praveen and Dan Pongetti. "Are ISO/QS-
certification, the total quality management (TQM) 9000 Certifications Worth the Time and Money?"
approach can be effectively implemented in a supply Quality Progress, October 1998 p. 19-24.
chain for achieving quality excellence and [17] Wilson, Hilary W. "Do the Right Things
competitiveness in a world market place. In India, Right".Quality Progress ,December 1998, p.27-30
Maruti Suzuki have successfully implemented the TQM [18] Besterfield, D.H. Total Quality Management,
approach for gaining a competitive edge in the Indian second edition, Prentice Hall, 1999.
marketplace. [19] Fletcher, Anthony G. and Rebecca M. Sukes.
"Why Implement ISO 9002 If You Don't Have
To?" Quality Digest ,November 1999, p. 37-41.
References [20] Handfield, R. and E. Nichols, Introduction to
Supply Chain Management, Printece Hall, 1999.
[1] Monden, Y. Toyota Production System, second [21] Larson, Melissa. "Tips for ISO 9000 Preparation: It
edition, Industrial Engineering & Management Starts with Top Management" Quality, January
Press, 1993. 1999, p. 57-58.
[2] Gitlow, Oppenheim & Oppenheim, Quality [22] Norris, Leslie. "The Pros and Cons of Sector-
Management Tools and Methods for Specific Standards." Quality Progress, April,
Improvement, second edition, McGraw-Hill, 1999, p. 92-96.
1995. [23] Ferguson, B. "Implementing Supply Chain
[3] Bandyopadhyay, J.K., QS-9000 Handbook for Management" Production and Inventory
Implementation and Audit, CRC Press, Tampa, Management Journal, APICS, Falls, Church, VI,
FL, 1995. May, 2000, p.64
[4] Flynn et al 1995 – survey of 42 US manufacturing [24] Reid, R. Dan. "Why QS-9000 Was Developed and
firms What's in Its Future." Quality Progress, April
[5] Bandyopadhyay, J.K., QS-9000 Handbook for 2000, p. 115-117.
Implementation and Audit, CRC Press, Tampa, [25] Ugbero and Obeng 2000 – conducted research on
FL, 1995. 800 members of Association for quality.
 106
Int. J Sup. Chain. Mgt Vol. 2, No. 2, June 2013

[26] Globadian and Gallear 2001, “TQM is

implemented in central to its long term success
[27] Allen and Kilmann 2001 – “forming quality
councils and teams.”
[28] Dayton 2001 – “TQM critical success factors”
[29] Tsang and Antony 2001 – “11 critical success
factors”
[30] Motwani 2001 – “7 critical success factors”
[31] Madu and Kuei 2004 “Demand, operations,
procurement and logistics process management.”
[32] Kannan and Tan 2005”voice of the customers”.
[33] Wordsworth 2012 –“Technology is total quality
management (TQM)”.