Sona-Koyo won the Deming Prize in 2003. This enhanced their brand equity by convincing prospective export customers about their quality business practices and products without needing additional convincing. Preparations for challenging the Deming Prize included arranging machines into a cellular layout, making quality checks part of the process, installing pokayoke systems to avoid mistakes, and training managers in problem solving techniques like gap analysis and why-why analysis.

1. DEMING PRIZE AND SONA KOYO
Aravind Uppala 122
Dasari Pradeep 126
Kirtiraj Kataria 130
Libin Joseph 137
Sangam Lalsiva Raju 138

2. Competitive advantage after a quality award
Company
Award and year
Advantages
SundaramClayton
Deming-1998
Employee motivation.
The turnover per employee increased
by an estimated 18% annually while the
gross value addition by every employee
increased by 12% per annum.
Sona-Koyo
Deming-2003
Enhanced the brand equity.
Bidding for export orders no longer
need to convince prospective customer
about the business practices and
product quality.
TVS
Deming-2002
New products development
Mahindra &
Mahindra
Deming-2003
Customer satisfaction and domestic
market share improved.
Export volume increased substantially.

3. Preparations made by the SKSSL for
challenging the Deming Prize
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Machines were arranged into a cellular layout (product layout)
Quality checks were made part of the process
pokayoke (fool proofing) systems were installed to avoid operator
mistakes.
problem solving techniques among middle level managers including
gap analysis, why-why analysis, deep analysis
Jishu Hozen
Reengineering the production processes
Philosophy of prevention
Just-in-time

4. TQM at Sundaram-Clayton
 Introduction phase (1987-90)
change process was started with the aim of getting a “buy-in” from
employees. As first step change seminars were conducted for all
employees, stressing the need for change no cabins for managers
and open offices making management as pat of same team. Process
layout to product based layouts.
 Promotional phase (1190-94)
policy management process , quality control and quality assurance ,
supplier quality improvements
 Deployment phase (1194-98)
defining and monitoring key processes, ensuring that they met
targets detecting abnormalities and preventing their recurrence were
strenghtened

5. Brakes Indian Limited
 They conducted regular tours of the shop-floors of all the member
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companies to get first hand exposure of problems followed by
brainstorming to problem (top-down) approach
Measured performance based on ( Quality, Cost, Delivery, S, & M)
Focused on quality of product, new product development , efficiency
in manufacturing, planning, managing the business, daily work
management using PDCA cycle
Managing points and checking points were introduced to improve
functional management which ensured increased ownership as well
as accountability.
Training of employees through periodic employee survey and
competency mapping
Best continuous improvement teams were recognized and awarded
with special payments( total employee involvement, kaizen approach,
information management)

6. Mahindra and Mahindra
 Orientation phase (1985-89)
focus on quality circle movement to solve hundreds of problems in
operational areas to improve quality, housekeeping, safety and reduce
wastage cost
 Introduction phase (1990-94)
focus on solving major cross functional quality problems through
involvement of managers as well as enhanced product quality
 Promotion phase (1995-99)
focus was on improvement through implementation of robust systems,
business process re-engineering was implemented in the
manufacturing areas with substantial improvement in employee
involvement and productivity
 Development phase (2000-03)
focus on improving at a rapid pace, to progress towards the vision
and global leadership and new product development process was
improved , substantial improvement in sales and dealer support and
customer operations