The seminar named "A talk on Indian Scenario in Quality Management" was organized by Hong Kong Society for Quality (HKSQ) on 25 Mar 2013. It is our honour to have Mr. S.P. Damle (Executive Director & Principal Trainer of Gunavardhan Training Institue; and a member of HKSQ from Naupada, East India) to give us a talk. He has more than 32 years working experience, with 22 years in manufacturing industries and 10+ years as auditor and trainer (ISO 9001 & TS 16949). His talk would focus on Service Sector and QMS, Auto Component Industry, ISO 9001 certification and Business Excellence.
In the beginning, Damle introduced the background of India that has 1.2 billion people with 5000 years of history. It has 22 languages. Damle said Indian usually learnt 3 languages included Indo-Aryan (74% of indian spoken), English and mother-tongue language. GDP was upto US$1.85 Trillion. Damle said they needed for quality products especially Petroleum and Gas.
Then Damle introduced the journey for quality from Engineering to Japanese management to ISO 9001 certification. He briefed QMS certification that there were 45 Certification Bodies (CBs) in India. 46000 companies were certified in 2007 but the number was sloped downwards.
From 1993 to 2003, QMS certificated companies usually were large corporations or companies with European contracts. Then it was slowly percolation to medium scale companies. The key QMS certification role was to provide the administrative structure, common language and quality culture for companies.
From 2003 to 2007, rapid growth in small scale companies in engineering sector because of government subsidy policy and IT sector rose. Food processing and export unit were followed. Small beginning in education and health were observed. But erosion of value began with CBs competition.
From 2007 to 2012, small scale companies in engineering sector either discontinued or employed unauthorized CBs. Erosion of value in a big way as rat-race amongst CBs for numbers. It was observed that QMS certification was not able to penetrate in other service sectors such as Banking, Insurance and Telephony.
After that Damle mentioned Auto-components and its QMS in India. He said many Japanese companies Joint Venture happened in 1985. Many vehicle OEMs (e.g. Suzuki, Toyota, Eicher, etc.) caused quality improvement through different programmes such as 5S, JIT, SMED, Quality Circles, Quest for Deming Prize.
For service sector, IT services had 100% certified to ISO 9001. It was a market leaders in service sector.
Finally, Damle discussed the Malcolm Baldrige business Excellence Model (USA). He said Malcolm Baldrige was more popular than Deming Prize in India. The categories and emphasis items were shown as follow diagram.
Q& A Session
One interested question was about Indian characteristic that they were more creative but less discipline.
Mr. Karson Chui (Chairman, HKSQ) presented souvenir to Mr. S.P. Damle.
HKSQ - www.hksq.org
Gunavardhan Training Institute - http://gunavardhan.com/