About Us > SRF Way
At SRF, the employees are continuously improving everyday operations, thus
making their function's job better, simpler, cheaper and safer. This guiding
principle of 'People satisfying customers efficiently' is a key tenet of SRF's
To know more about our business practices and our approach, select a section.
The TQM way emphasises on everyone participating in improvements and working
systematically to create value for customers and internal stakeholders.
TQM cuts across all aspects of SRF's working, be it product or process
designing, or in the management of customer relationships. It is a customer
oriented, fact based management practice that uses systematic methods for
resolving plant problems to softer issues of people management. The practice
combines principles with clear methods, systems and tools as an integrated
whole, enabling the processes across the organisation to deliver results. This
has resulted in improved cycle times, reduced wastes, enhanced operational
efficiencies and better people engagement.
TQM in SRF
Our chairman, Mr Arun Bharat Ram foresaw the changes that SRF would need to
accomplish in the wake of liberalisation. Like most Indian companies at that
time, SRF was no different in its approach towards customers or costs. But Mr
Arun Bharat Ram dreamt of making SRF a world class organisation and he believed
that TQM would be the vehicle for this transformation. He, together with the
top management, studied TQM in Japan and in 1993 created what today is the SRF
The improvement journey in SRF commenced at its Tyrecord Business in Manali,
near Chennai. 5-S was launched with everyone's participation. Product quality
improvements were made, management decisions were taken to promote the practice
of quality first and customer first. Systems were created for managing not only
costs, but also for reducing people complaints, thus boosting their morale.
Capabilities were built across the plant. With three new units, two of which
were acquired, TQM played an important role in harmonising not only the best
practices across the business, but also integrated the culture across the four
plants. This resulted in the Tyrecord Business winning the coveted Deming
Application Prize in 2004, making SRF the first tyrecord manufacturer outside
Japan to achieve this distinction. The relentless efforts of over 1550 people
across the business helped SRF achieve this milestone.
Internalisation of TQM
Over the years, the TQM movement at SRF gathered momentum bringing almost every
facet of the organisational activity in all the businesses under its fold:
manufacturing, marketing, designing, engineering, projects, HR and others.
Linking TQM methods right at the planning cycle enables the company to manage
and monitor its businesses through two simultaneous approaches:
a. Daily Management for routine activities and Breakthrough Management
for achieving larger goals which entail strategic direction change. The annual
planning process involves people right at all levels including supervisors, and
the plans are deployed to all, thus improving the possibility of success.
b. TQM in SRF integrates aspects of TPM (Total Productive Maintenance)
as well as TPS (Toyota Production System) or Lean. Recent work includes
applications in non-manufacturing areas as well.
Total involvement of employees
SRF involves everybody across the organisation in improvement activities. This
is core to the SRF management way based on the TQM model. Our framework is
designed and rests on three basic pillars of people involvement:
a. Providing basic 'Education' on TQM through basic enrolment programs
b. Building wide 'participation' through improvement vehicles such as
5S, Kaizens and QCC
c. Promoting "skill enhancement" through problem solving: unique in
house certification programs called "PSP Blue"(with elements of Lean) and "PSP
Silver" that deals with more complex areas of new product development and
systems design. Nearly 1000 people are enrolled into the program, and about 50%
of those certified as problem solvers.
SRF is credited with running one of the most successful Kaizen programs in the
country. In April 2009, the company achieved a milestone of 2,50,000
implemented Kaizens. QC circles, which are autonomously run workmen improvement
teams abound, routinely bag top honours and recognitions in various national
and international conventions.
Besides presenting at in-company conventions, our people get many opportunities
to showcase their improvement projects and best practices at external summits,
forums, conferences and competitions, thereby improving their abilities as
Our management principles are applied to the new or acquired units with the
same rigor as in the existing units.
A strong foundation of TQM enables breakthrough ideas to emerge and contribute
to new opportunities for growth, both organic and inorganic.