December 1998 | Qimpro Consultants Pvt. Ltd.
Internationally, total quality management (TQM) is best defined through the criteria for the Malcolm Baldrige National Quality Award, or the European Quality Award, or the Deming Prize.
November 1998 | Business India
Higher Quality and Lower Costs
A Rolex watch costs more than a Titan watch just as a Rolls Royce automobile costs more than a Maruti 800 automobile. In these examples, higher quality, as embedded in the product’s specifications, does cost more.
November 1998 | Business India
What you measure… is what you get. And only if you measure, can you plan, control and improve your quality.
November 1998 | Business India
There are several schools of thought on measuring quality costs. At one end of the spectrum is Dr J M Juran’s belief that regular cost of quality quantification and monitoring is essential. At the other end is the view of W. Edwards Deming that costs of non conformance and the resulting loss of customer goodwill are so high that evaluation of the cost of quality is unnecessary.
19 October - 01 November 1998 | Business India
Working for employee and customer satisfaction ought to be the primary aim for any organisation
October 1998 | Business India
On a single day in any one newspaper, (The Economic Times or The Financial Express or The Business Standard) we read about at least two different companies reporting disappointing results. It has happened so often in 1998 that it is not even news. But it should be!
17-30 April 1998 | Business India
Shoddy products have not only damaged India’s Standing as a reliable exporter, but have also caused huge financial losses for all concerned.
January - February 1998 | Tisco News
On Monday, 11th January 1988, the Dimna Management Development Centre opened its doors to 25 senior executives of the Company, in an inaugural programme, designed to propagate the philosophy of ‘Quality Improvement’ throughout Tata Steel.
27 December to 2 January 1997 | Economic Times
Presently, quality is no longer an optional concern for corporate India. Based on international historical comparisons, it is evident that Indian businesses that do not produce high-quality products and services will not survive the 1990s. Quality must form an integral part of a company’s business strategy.
22 October 1996 | The Asian Age
TQM is anchored to real customer delight. The best way to make quality happen is to answer three questions: Who defines quality? Who is the final inspector? And who pays your salary?
August 1997 | Qimpro Consultants Pvt. Ltd.
Commencing 1992, CQI has established roots in major large companies in India. However, the rate of improvement ranges between 20 and 100 completed cross-functional projects, per annum, at each client site. The major shift is from cost, cost, cost to customer, customer, customer.
6 March 1997 | Economic Times (CD)
In healthcare services, customer satisfaction means improved market shares and higher revenues
Few services affect the lives of people as directly and personally as those offered by healthcare professionals. Quality determines how successfully we prevent and treat physical and mental illness - the key concerns affecting the lives and well-being of our patients and their families.
1997 | Economic Times
The total cost of quality includes the costs of quality planning, quality control, quality improvement and poor quality output. We believe that health care, like other industries, pays a high price for poor quality as it relates to inadequate communications.
22 November 1996 | Economic Times
For companies that have a vision to turn world-class, it is important to adopt a world-class management model. Japan achieved success using the Deming Prize criteria. When threatened by Japan, the US adopted the Malcolm Baldrige criteria. An United Europe, in an effort to contain and complete with global competition, graduated from the ISO 9000 to the European Quality Award criteria.
25 October 1996 | Economic Times
Quality is no longer an optional concern for corporate India. Going by historical international comparisons, it is evident that Indian businesses that do not produce high-quality products and services will not survive the 1990s. Quality must form an integral part of a company’s business strategy.
19 October 1996 | IAS 'Winds of Change'
"Process" is a major stumbling block for managers who think of business in terms of things - products, services, - and not the process underlying the creation of things. What is a process exactly? It is simply a repeatable activity or sequence of activities that somehow changes something. Processes take an input and convert it into an output.
12 September 1996 | Citibank Awards (Key Note)
Craftsman
Prior to the twentieth century, managing for quality was based on some ancient principles:
• Product inspection by consumers - which is still widely used in today's village market places
8 to 16 March 1996 | Economic Times
Traditionally, quality experts and managers have tended to focus on the widely publicized story of how the Japanese had learned from US quality specialists in the 1950s. Specialists, such as, Prof W Edwards Deming and Dr J M Juran. Also, that US business people had, at that time, ignored the quality experts’ teachings. And that the Japanese, with superior quality, overwhelmed them in the 1970s.
27 January 1996 | Qimrpo Consultants Pvt. Ltd.
Indian businesses that do not produce high-quality products and services will not survive the balance of this decade. Consumers are becoming sophisticated. Thanks primarily to satellite television, today’s shoppers are cognizant that foreign products and services are sometimes equal, but mostly better, than those made in India.
August 1995 | Chemical Business / IMC
Primitive Societies
Humans have strived for quality since the dawn of history. Over the centuries, strategies for managing quality have changed in response to specific political, social, and economic forces. Early societies were dependent on basic qualities of food and environment.