Anwar-ul-haq Kichloo
Abishek Banotra
Lovish Sthathia
Vitesta Sharma
Shri Mata Vaishno Devi University
SAURABH SRIVASTAVA
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TV Super Filters are constantly working to provide high quality, high performance, cost-effective products to meet their customer's performance requirements.
The Small Scale Industry incorporated by Mr. Deep Singh Gujral (promoter) under the name of TV Super Filter Industries to manufacture Oil, Air & Fuel Filters for the Automotive & Industrial Usage. Mr. Taranvir Singh Gujral is the current CEO of the firm.
The foundation stone was laid down in the year 1994 and then it became the first Small Scale Unit to be certified for ISO 9001, in India and were the first company in the state of J&K, to win first National Award for Entrepreneurship in the year 2001.
Again this is the only unit, to have got Certification of ISO-TS 16949-2002 version in J&K which is considered as the highest technical certification for any unit.
This company was honored and recognized, at the national level, yet again, when they won the most prestigious “Rajiv Gandhi National Quality Award” in 2008. This is India’s highest honor, related to the industries.
On Aug 28, 2009, the company won another national honor when the award for “Outstanding Entrepreneurship” for the year 2008, was bestowed on them. This award was handed over to them, at Vigyan Bhawan, Delhi, by the then Prime Minister, Dr. Manmohan Singh.
This unit has been rated as an ‘Ideal Industrial Enterprise’ by the state government of Jammu and Kashmir, on Indian republic day (26th Jan. 2010) and earned the yearly state award of ‘Exemplary Industrial Entrepreneurship’.
The primary product of this company is to produce manufacture Oil, Air & Fuel filters for Automotive & Industrial purposes, but the major innovative factor that distinguishes TV Super Filter Industries from others is its unique culture of putting its workers first that is giving it strength. The simple but very scientific procedures adopted by them in their production like are adding value & quality.
This innovative plant constitutes the art of equipment & highly skilled workforce who do not have a technical qualification and come from the marginalized section of the society. Efficient and innovative management resources at plant justify productivity & quality.
Following are the steps were taken by the company to make this manufacturing unit a Professional’s Delight:
(i) The Credibility of Management:
Lack of management’s credibility with the people strikes at the very roots of the cohesiveness of any organization. Such an organization remains a group of people without any common bond. Knowing the importance of credibility their management took pains to build credibility with its people. For instance, management ensures all its commitment to people are fulfilled in letter and spirit such as the employees along with the supervisors take a pledge three times a day that they shall be dedicated for the quality performance and confirmation to the target. The employees receive the appreciation on a regular basis as well as commit for the future targets in a group. This helps in creating a comradery and open communication within the organization
(ii) Ownership by the people:
The absence of the feeling of ownership in the people leaves a big negative impact on the quality of their efforts and result of such efforts. To address, this management takes initiatives to communicate the importance and benefits of developing such ownership among the members of the organization.
(iii) Open Door Policy:
The management has employed “an open door” policy whereby an individual can approach the top management with his/her suggestions on any point. They can also share their ideas regarding process improvement. They can also register their complaints if they are not satisfied after their discussions with their first line supervisors. For its convenience this organization has built a glass cabin at a place from where the owner analyze the work of all the employees and it also gives the employees a chance to check whether the owner is free or not, so that they can discuss their queries with him, which in turn helps in the success of the ‘Open Door Policy’.
This ‘Open Door Policy’ has the following major aspects:
(iv) Role of Ethics in Management:
If the leader is employing ethical behavior in dealing with the day to day issues arising in the organization, employees are likely to follow their leader’s examples in their own behavior, and this can be done through:-
These are steps followed by the TV Super Filter Industry, to give their employees a sense of belongingness which in turn enhances productivity & efficiency.
PLANT AT: VILLAGE JALLOCHACK, PARMANDAL MORH , NEAR BARI BRAHAMANA .
PIN CODE: 180010
DISTRICT: JAMMU
STATE: JAMMU AND KASHMIR. INDIA.
During the period of 1990’s the Indian market was flooded by the filters of the foreign companies, which the Indian automobile companies had to import. The imported filters in turn increased the cost of production. TV Super Filter Industry saw the opportunity, provided by the “Economic Reforms of 1991” to step into the market of producing filters in the Indian market. Due to the increasing demand of automobiles in India, the demand of the filters was also increasing. This increasing demand inspired the leader of this company to produce the filters at Less Cost with Good Quality for the Indian market automobile industry. Due to inflated rates of filters used in automobile industry, result the company’s owner that is Mr Deep Singh Gugral to take such step for the betterment of the Indian market. By initiating such step in the market, this company provides a very handsome opportunities to the people living near the vicinity of the organization by providing them employment opportunities and hence helping in overcoming poverty. This organization provides their employees useful skills to produce more for the organization.
Mr. Taranvir Singh Gujral, CEO, believes that sustainability is a benefit both to the environment and to the business. By leading through example, he is able to extend his ideas and innovations to his employees, his customer base.
His innovations in processes have helped in reducing the unemployment and poverty in the rural region in the nearby area of Jammu district in J&K, India. The dedication of the proprietors and the positive engagement of employees from the deprived section of the society is a small step in serving towards the US sustainable development goal number i.e., “No Poverty”. Being established in rural area of Jammu the opportunities which those people get are very meager, due to their low level of educational qualification which results unemployment in that area. This organization provides these sort of people employment opportunities without considering their educational qualification by making them skillful & efficient, which in turn helps the increase in productivity of the organization. Also the organization has promoted one of the worker to the supervisor level regardless of his educational qualifications.
The company maintains the long term relations with the suppliers as well as the distribution networks which leads to the achievement of the SDG no. 17 “Partnership For Goals”. The TV Super filters Industries engages with the society with the philanthropic activities such as gifting an e- rickshaws to his suppliers so that the suppliers can easily provide the raw material to them without any extra transportation expenses plus without harming the environment. Not to mention theses suppliers have been trained and engaged for earning income as they come originally from the below the poverty line section of the society. Apart from their partnership with the local suppliers, this organization also acts as a loyal supplier to the international firms which are exporting their filters such as, DELPHI and thus provides its contribution in the international market.
TV Super Filters Industries has received machinery as a gift from one of their client, which is primarily meant for the production of specific type of white filter which is useful for the production of Lamborghini car’s air filter and which was not possible to be manufactured by an ordinary machine. The machine is being operated by the trained employees who are not professionally qualified.
Mr Taranvir Singh Gujral has not only exposed his employees to the latest management concepts of the industry but also has implemented them. Even the Japanese concept of 5S, is not only well understood in the organization but 1S and 2S are actually carried out in the beginning and at the end of each shift, that too on a daily basis. All the employees are trained to be quality champions and are well versed with TQM concepts. The employees with primary or secondary education level can also make suggestions for quality improvement. They are the part of quality circles. Once can definitely say they have full education of quality and have full experience of quality.
The organization has an outstanding record of punctuality i.e. 100% and absenteeism nearly of 7% which is quite low in contrast to the industry average. Such things have created an impact on the minds of the employees that they don’t want to leave the organization and this has lead to a very low employee turnover rate in the organization which is again a great achievement of the organization.
It is not a platitude in this organization to make this fashionable statement regarding customers’ focus or service. It is a deeply held conviction at all levels that customer satisfaction comes first every time and due to this customer focus the customer complaints in this organization is a rare occurrence. At last but not the least, the innovation creates the impact of“Expect More, Pay Less” in the minds of the customers.
Mr. Taranvir Sing Gujral, CEO, in his interview, stated several times that the innovations in business process, (for which he has a R&D lab also, which is rare with the small scale manufacturing unit in the region) has helped them to achieve an annual turnover approximately of $2,50,000 from merely $2800 at a growth rate of 20-25%. It helps in the economic growth and also the creation of better job opportunities in the economy and thus leads to the achievement of SDG 8 “Good Jobs & Economic Development”. Also, when the customers are aware of the quality of the product they are more confident about spending their money on it. The quality aspect of this company filters has attracted a large balloon of customers from Indian Automobile Industries i.e.
(a) Tata Motors Ltd.
(b) Mahindra & Mahindra Ltd.
(c) Sonalika Tractors.
(d) Kohler Lombardani India Pvt. Ltd.
(e) Donaldson Filters India.
(f) General Motors.(Ac Delco)
Some of the customers for the product branded as “AUTOCLEEN” are supplied to the international markets to the clients such as i.e.,
(a) Cummins , USA.
(b) UFI Filters, Italia.
(c) Mann & Hummel Filters Ltd., Germany
• Provide incentives to their workersin the form of gifts.
• They also organize scholarship programmes to meritorious students in the schools within the vicinity of their area.
• Providing community services., which is in turn an initiative by the organization. They helped the village in one of the projects which was to fill a depression near the existing area. The organization considered it as their own project rather than the village’s project.
• Construction of roads within the vicinity of that area for better transportation services provided to the employees and the villagers living there.
• The amount of resources they are taking from the environment, the company is trying to reward it back to the environment by using equipments which are causing less pollution in the environment. The use of e-rickshaws and also the organization is using eco friendly ways for manufacturing the filters. In order to confirm to the environment friendly practices the organization is using the latest technology of the Ovens, instead of furnaces, which is comparatively low pollution producing equipment than the furnaces used by the organization. This has improved the productivity of the company and healthy work environment for the employees.
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Mr Taranvir Singh Gujral, CEO
Ridham Khajuria & Manjeet, HR Manager & Supervisor
TV Super filter was in corporate in the year 1994 as a small scale unit by Mr. Deep Singh Gujral, in the most remote and ignored part of India.
When the region was under the turmoil of geopolitical nature and the terror attacks, the organization fueled itself on a growth path by supplying world class oil, air and fuel filter for Automotive Industrial applications, at national and international levels.
The innovation of the organization lies in adapting the superior design and process for manufacturing oil, air and fuel filters, with the support of the workers and labor that were uneducated and at the edge of the society.
The company carved out it niche in the market place through empowering enabling and energizing the workers, who were at the edge of the society. These workers are the quality champions and follow Total Quality Management (TQM), practices in providing the world class technology products such as oil, air and fuel filters.
The challenges of TV Super Filters Industries were:-
• To make themselves capable to have a strong hold over their products in the well established competitive market.
• To let customers accept their product by building a quality centered product & a good brand.