Total Quality Management (TQM)

Ispat Industries Limited (IIL) believes that human resources are its source of excellence. Hence, it constantly strives towards happy and productive employees, human resource development (HRD) and its ultimate goal of becoming a Total Quality Management (TQM) company.

The company's efforts towards TQM are based on its own TQM model, which is supported by good management practices that include:

· Total employee involvement
· Continuous improvements in safety, health and
environment
· Quality management
· Human resource development

Total employee involvement
The company's line managers guide and encourage employees to extend better and improved services to both internal and external customers. The need to sustain harmonious and peaceful industrial relations is also emphasised, thus contributing to the growth and prosperity of employees and the organisation.

Improvements in safety, health and environment
Strict adherence to carefully formulated company policies ensures that IIL takes every measure to protect and improve the safety and health of its employees and the environment in which it operates.

Human resource development
HRD efforts at Ispat involve eight man-days of training a month, wherein all employees are covered in a phased manner as per the annual training plan. Fostering a motivating climate by regularly rewarding and recognising employees for excellence is a way of life at Ispat. Needless to say, the Ispat collective has been consistently improving and performing at its best.

Quality management
In the company's endeavour to be a world-class player, it worked hard to merit the QS:9000 (Quality System) and ISO:14000 (Environment Management System) certifications, received during the year 1998. IIL has been recommended for these prestigious certifications by Underwriter Laboratories, an internationally reputed certifying body.

Strengthening the TQM movement
The company's overall strategy of achieving business results involves synergistic and cross-functional relationships between employees at all levels. The visible involvement and commitment of the top management has contributed significantly towards strengthening the TQM movement within the organisation.

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