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http://hdl.handle.net/11718/13791Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | Laha, Arnab Kumar | |
| dc.contributor.author | Dutta, Goutam | |
| dc.date.accessioned | 2015-05-30T15:39:25Z | |
| dc.date.available | 2015-05-30T15:39:25Z | |
| dc.date.issued | 2014 | |
| dc.identifier.uri | http://hdl.handle.net/11718/13791 | |
| dc.description.abstract | In this case we describe the gradual transformation of India's largest private sector steel manufacturer Tata Steel that enabled it to win the coveted Deming Prize for quality. The case discusses how the company is able to maintain a relentless focus on meeting the customers' needs, sustain a culture for excellence in quality, build processes that empower the workers in taking decisions related to their area of work freely, instill leadership skills at all levels, and embed continuous improvement as part of their organizational culture. | en_US |
| dc.language.iso | en | en_US |
| dc.publisher | Indian Institute of Management Ahmedabad | en_US |
| dc.subject | Quality management | en_US |
| dc.subject | Deming Prize | en_US |
| dc.subject | Customer satisfaction | en_US |
| dc.subject | Empowerment | en_US |
| dc.subject | Leadership | en_US |
| dc.title | Towards Deming Prize - Case of Tata Steel | en_US |
| dc.type | Cases and Notes | en_US |
| Appears in Collections: | Cases and Notes | |
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