Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/13791
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dc.contributor.authorLaha, Arnab Kumar
dc.contributor.authorDutta, Goutam
dc.date.accessioned2015-05-30T15:39:25Z
dc.date.available2015-05-30T15:39:25Z
dc.date.issued2014
dc.identifier.urihttp://hdl.handle.net/11718/13791
dc.description.abstractIn 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.isoenen_US
dc.publisherIndian Institute of Management Ahmedabaden_US
dc.subjectQuality managementen_US
dc.subjectDeming Prizeen_US
dc.subjectCustomer satisfactionen_US
dc.subjectEmpowermenten_US
dc.subjectLeadershipen_US
dc.titleTowards Deming Prize - Case of Tata Steelen_US
dc.typeCases and Notesen_US
Appears in Collections:Cases and Notes

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