TQM ADOPTION AMONG PHARMACEUTICALS MANUFACTURERS OF HIMACHAL PRADESH, INDIA

Transcription

1 TQM ADOPTION AMONG PHARMACEUTICALS MANUFACTURERS OF HIMACHAL PRADESH, INDIA VIKAS Shoolini University, Solan, HP INDIA KULDEEP C. ROJHE Associate Professor, Faculty of Management Sciences, Shoolini University, Solan , HP INDIA ABSTRACT The purpose of the study was to identify the key parameters of TQM adoption which play a crucial role in pharmaceutical product manufacturing. As quality safety and efficacy of product is necessary for the patient. The study tries to check the areas where adoption of TQM is lagging behind and also tries to highlight those areas which require special attention to achieve desired results. It suggests the ways and means for the growth of pharmaceutical industry to enhance corporate competitiveness. The data available from the drugs controller of Himachal Pradesh reveals that there are 537 pharmaceutical units operating in the state and according to their investment criteria 231 units were selected for the study by using stratified random sampling. Units were further divided into large, medium and small and from each unit three respondents were selected for the survey like production manager, quality manager and supervisor. Study was carried out using 12 factors comprising of 65 variables pertaining to TQM adoption. Data was collected by using structured questionnaire; factor analysis was applied and found 12 new factors containing different variables which were renamed according to the presence of new variables. Results showed that employees involvement and their empowerment play significant role in TQM adoption. Further strategies for quality health and safety concerns were found to be key factors. It was also illustrated that organizations need a solid strategy towards TQM adoption and identified that to develop human resources training and orientation play crucial role. Findings of the study signified that TQM adoption was affected by clarity of responsibility, goals and rate of failure. The study also recognized that demonstration of right attitude by the employees positively affect TQM adoption. Keywords: - Employees, Guidance, Pharmaceutical companies, Quality goals, Training and TQM adoption. INTRODUCTION It would be fair to say that the idea of TQM is a bit like idea of God depending on which section one belongs to. Total quality management can be defined as a macro-management philosophy that aims at improving regularly in all functions of the Organizations to produce and deliver goods or services in line with the needs of Customers and their requirements in a better manner and in less expensive, Faster, safer, and easier way compared to its competitors with the participation of all workers under the leadership of senior management. Total Quality Management can also be defined as the commitment of all employees to Continuous improvement of business processes to meet the needs and Requirements of customers Lee and Chang (2006), Oakes and Westcott (2001) defined total quality management as a management style on improving the process and addressing the needs of clients including rich analysis using the methods of quantitative and qualitative to continue quality improvement in all its dimensions. Suhanshu Bala Singh and R. S. Dhala (2010) stated that "Total Quality management acts as Umbrella under which everyone in the organization strives for customer satisfaction, reduce cost and wastage and 13

2 increase the efficiency of services. Quality has become one of the most important factors to compete today in the market of cut throat competition where the function of total quality management has become the most important determinant of success in today s competitive environment. In order to meet this global competition challenge many facilities have invested extensive resources in the adoption and implementation of strategies of total quality management. In this research paper attempt was made to understand dimensions under which TQM adoption in pharmaceutical companies can be observed. Organizational Commitment Organizational commitment is essential to establish and maintain a companywide commitment to quality and for the performance of the pharmaceutical quality system. There must be a clear understanding and unambiguous set of authority and responsibility at all levels including individual and collective role. Strict commitment towards the quality objectives should be demonstrated. Management should participate in the design, implementation, monitoring and maintenance of an effective pharmaceutical quality system. Organizational commitment promotes the creation of clear and visible quality values along with a management system to guide all activities of the company towards quality excellence. Rao et al,.(1997). Furthermore Crosby (1979) stresses organizational commitment as the essential element for safeguarding TQM implementation. Thus organizational commitment is the most significant factor affecting the implementation of Total quality management. It is found that the level of commitment and involvement shown by the senior management had noticeable effects on the success of the company. Top Management Support Direct participation of top management allows all decisions to be made quickly and make easy TQM journey. Top management support is necessary to prove the accessibility of solid actions and has been considered as very important in many of the works in the past years and different views have been given for this for this. Baidoun (2003) Top management support with customer focus is the two major elements for the TQM where the customers provide the common focus or target for TQM. Leadership is the ability to inspire confidence and support amongst those needed to achieve organizational goals. Hackett and Spurgeon (1998), Anderson et al,. (1994) described the concept of leadership as the ability of top management to establish practice and a long term vision for the organization or firm driven by changing customer requirement. Top Management Support has proved to be the key in the continuous quality improvement process and the driver of quality management practices. As top management commitment involves supporting and participating in developing quality programs, determining quality goals in work plans, determining annual quality improvement, participating in quality teams, making quality their first priority, making material and spiritual support to all employees, and motivating employees to adopt and use quality concepts. Training and Orientation Increased involvement means more responsibility which in turn requires a greater level of skill. This must be achieved through training. Training is an important factor that helps in making efforts toward quality improvement. Quality training includes educating and training all employees which help employees to increase knowledge, provides information about the mission, vision, direction and organization structure to enable them to gain skills in an effort to improve the quality and thus solve the problem. Blanchard and Thacker (1998) also pointed out that continuous training is not a specialized activity but the way people behave with the knowledge that all employees ultimately have. Johnson (1994) describes that the quality of work could indirectly increase their involvement in the organization. So training and orientation means a good education and training program that helps in starting a successful quality culture. Training and education at all levels is vital to success of TQM. It should cover all aspects of TQM from the general concepts through the development of customer focus to the measurement of quality and should include information about effective team working and use of problem solving techniques. 14

3 Employee Involvement From organizational planning point of view TQM literature has recognized employee involvement as a significant issue during organizational planning. Employee involvement is a process for empowering employees to participate in managerial decision making. According to Lawler Employee Involvement if well implemented can change the fundamental relationship between individuals and the organization where the human component is most important. According to Chapman and Al-Khawaldeh, K (2002) Employee involvement can increase the understanding of organizational policies. It involves processes such as lower levels of decision making, adopt the experience, knowledge and the ideas for the advancement of the organization. Employees shall be given due recognition for their contributions and their ideas. So employee involvement refers to the delegation of power and authority to employees to design and improve their jobs to satisfy customers. Quality Information Quality information means availability of quality information as well as usage of quality information. Timely and accurate information about the manufacturing process is important to control the process and reduce defective products and immediate problem solving keeps the process in control. In the study conducted by Saraph et al,. (1989) the importance of quality data and reporting is appointed as an important factor underlying a successful TQM implementation. Quality information clearly documenting various process procedures waste and defect rates in the manufacturing process is important factor underlying the success of the organization (Kaynak (2003). So quality data and reporting incorporate the importance of reporting and integrating in the strategic planning. Similarly quality information usage is also an important feature of quality information management. Process Management Process management means an organization should be seen as a set of interrelated processes and that continuous improvement of each process is a step towards performance improvements. Crosby (1979) stated that every activity within the organization may be broken down into underlying processes defined as the transformation of a set of input into output which are combined into a quality chain. Process management is said to be grounded in statistical process control theories and has developed to comprise practices aiming at eliminating waste by continuous improvement. Preventive actions such as waste reduction and error prevention are thus highlighted as an essential premise when designing TQM processes Kanji (2002). Thus it is essential that critical and core processes are recognized and supported in order to ensure an appropriate resource allocation to map, inspect and improve these processes. Incentive and Recognition Incentives and recognition system has been considered as very important in many of works in the past years. Recognizing peoples means informing individual that their accomplishments are being appreciated. Teams and individuals who successfully apply the quality process must be recognized and possible rewarded so that the rest of the organization will know what is expected of them. Firms should institute a serious recognition and reward program. Recognition and reward can be provided at several levels individual, team, department or business unit Burrill and Ledolter (1999) Ishikawa (1985) first the recognition and reward must be consistent with organizational values and objectives. If individual or team efforts cannot contribute to the realization of the overall organizational objectives they cannot be recognized and rewarded. Therefore objectives of individuals or teams need to be continuously reviewed and updated. Second criteria should be objective and measurable otherwise it is not easy to ensure that the recognition and reward can be conducted fairly. Third the recognition and reward should be meaningful and fit the organizational culture otherwise it is useless. Fourth the program should be approved by the workers congress. Fifth once the program is approved it should be strictly implemented otherwise recognition and reward activities cannot effectively stimulate employee commitment, enthusiasm, and creativity. Continuous Improvement Continuous improvement can be measured as the wheel of the organizational vehicle. It is the effort produced by the wheels which will make the vehicle move 15

4 forward. Organizations in the past have been concerned with doing more of the same with disregard for customer feedback and markets demand. When performance decreases organizations tend to double their efforts in doing more of the same. According to Suzaki, K (1987) the approach is called Local optimization where different groups within same organization focus on their own area of interest. This is thought to be due to lack of communication, lack of shared goals and lack of cooperation. Continuous improvement is able to elevate the performance of an employee who is able to assist in the implementation of TQM provided that the management should reduce the command and control while the employee has to understand the organization as an interdependent system of each other. In TQM continuous improvement assumes that everything is going well and the value can be increased either slowly or in drastic. It requires the support of all parties because it can lead to progress in their relationship with customer s innovation and organizational development. Perception of Teamwork Teamwork can unite the entire staff of the organization in the success of quality improvement it is often seen in the academic literature as a means of supporting willingness to deliver service quality. Other studies have found that weak service performance is strongly associated with lack of teamwork hence service failure can be minimized by team working. Team tends to develop employee commitment towards customers service and the capability of delivering a high level of service quality. According to Robbins (2003) it represents a high quality and good performance of an organization as the teams dominated by the requirement to implement achieve and produce product. Therefore it involves the concerted action of employees through their role in providing skills, assessment and experience to a particular task. Teamwork process that resolves the problem of whether small or large is able to produce innovations that cannot be considered on an individual basis. In terms of physical labour teamwork is important to the TQM process as it builds self-confidence improve communication and break the bonds of dependency on the organization Oakland (1995). Thus teamwork can evaluate the performance of an employee and teamwork can promote an increase in communication and a co-worker can act as mentors. Teamwork involves face-to-face interactions among members. Technology Utilization Technology utilization means usage of the utmost information from latest inventions. New forms of technology are very useful in TQM programs and investing in higher grade machines which are capable of doing jobs more precisely and reliably to improve quality. A firm should have an inter-integrated computerized information system which collects, stores, analyzes, and disseminates information for various specific purposes. Such an information system can manage large amounts of information and provide sufficient information for management to make decisions. Only useful information should be collected and stored in the information system. Information stored in the system should be valid, complete, and accurate Burrill and Ledolter (1999) Turban et al,. (1999). Different departments can share resources through the information network. Thus communication barriers between different departments are reduced. If information technology remains at a primitive level an effective information system is impossible. Information from suppliers, customers, employees, and different functional department and data on performance of competitors and data on best in class should be available timely to the organizations. Thus information system can support the process of decision-making and evaluation because the information is gathered so it can be acted on if it cannot be used then it is worthless. Customer Orientation Total Quality Management is a system focusing on customer satisfaction through a concept of continuous improvement. This requires concentrating on customer satisfaction by meeting his present needs and predicting his future expectations by listening to them and making this part of organization culture. This process aims to develop the loyalty of the customers to the company products and help to attract new customers. TQM is an approach to quality that emphasis the 16

5 involvement and commitment of every employee in an organization in order to provide quality products and services to the satisfaction of their customers Arawati and Mokhtar (2000), Arawati (2001), Saravanan and Rao (2006). Therefore organizations needs to place customer satisfaction at the top of their agenda establish goals and system that enhance customer satisfaction taken into consideration the wants and expectations of both internal and external customers and to monitor changes in customers preferences and to some extent anticipate them. QUALITY CITIZENSHIP Quality citizenship or corporate social responsibility CSR is defined as treating the stakeholders of the firm ethically or in a socially responsible manner within a firm and outside of the firm. According to Frederick s (1986) corporate social responsibility have an obligation to work for social betterment. Carroll (1979) offered the following definition the social responsibility of business encompasses the economic, legal, ethical, and discretionary expectations of the society. Another definition was offered by Ahmed and Machold (2004) An ethical organization is one that is able to reflect appropriately and evaluate its actions in the context of an ethical domain within the process of organizational decision making. Thus quality citizenship means that an organization that embraces corporate social responsibility will go beyond obeying the law or industry wide codes of conduct engaging in a social responsible act. The aim of social responsibility is to create higher and higher standards of living while preserving the profitability of the corporation for its stakeholders both within and outside the corporation. Specifically the study focuses on the following question: What is the level of adoption of TQM practices in pharmaceutical manufacturing companies of Himachal Pradesh. The main objective of this study was to explore extent to which TQM practices adopted in pharmaceutical manufacturing companies of Himachal Pradesh. LITERATURE REVIEW This research focuses on theoretical framework of total quality adoption among pharmaceutical manufacturers of Himachal Pradesh. TQM adoption means an integrated organizational effort designed to improve quality at every level. TQM is defined as quest of excellence fitness for use value for money customer satisfaction etc. The international organizations for standard (ISO) defines TQM as TQM is a management approach for an organization centered on quality, based on the participation of all its members and aiming at a long term success through customer satisfaction and benefits to all members of the organization and to society. ISO 8402:1994. In other words TQM is a management approach for an organization centered on quality based on the participation of all its members and aiming at a long term success through customer s satisfaction and benefit to all members of the organization and to society. Sila and Ebrahimpour (2002) recollected the research studies performed from 1989 to 2000 period and gave detailed discussion on critical success factors of TQM. They carried out 25 factors from 347 research studies conducted on TQM from 1989 to Similarly Wali et al,. (2003) performed a comprehensive study of quality practices in the Indian context and found twelve factors of TQM. Sharma (2006) reviewed the 12 quality management factors suggested by Powell (1995) as comprehensive dimensions of a TQM program. Mellat et al,. (2007) incorporated the 13 quality management constructs proposed by Rao et al,. (1999) to measure the effectiveness of quality management practices. The above literature reveals top management support teamwork, customer focus organizational commitment technology utilization, employee involvement continuous improvement training and orientation, and many more as the most important critical factors of TQM. The literature further explains that these studies have some common TQM practices such as employee empowerment 17

6 and involvement, education and training, supplier quality management and process management. By reviewing the above literature this study focuses on the twelve TQM practices. RESEARCH METHODOLOGY The infrastructure facilities and tax benefits provided by the Himachal Pradesh Government for industrial development during last three decades has attracted many industrial houses for establishing industrial units in the state. The pollution free atmosphere of the state attracted large number of pharmaceutical companies to establish their units in the state. At present 537 number of pharmaceutical units are working in the state spread over in Solan, Kangra, Sirmour, Una, Shimla, Mandi and Bilaspur district. NEED AND SCOPE The pharmaceutical industry is heavily regulated and the reasons are obvious mistakes in product design or production can have severe even fatal consequences for patients which sometimes lead to recall of the drug from the market which resultant the wastage of money for companies, government and individual consumers. Therefore, the maintenance of quality with continuous improvement is very important in pharmaceutical industries. An effective quality assurance policy with defined mission and objectives is the most important goal of pharmaceutical industry. Thus quality is critically important ingredient to organizational success which can be achieved by total quality management it requires environment and support of all the employees irrespective of cadre. Therefore the present study tries to study the role of TQM on the production and operation of pharmaceutical industry with solutions. SAMPLE SIZE This study is exploratory in nature and Himachal Pradesh is purposively selected for the study since 70% of pharmaceutical units of India are in Himachal Pradesh. At present there are 537 pharmaceutical companies are operating at different locations of the state as per the data available from the drug controller of Himachal Pradesh. Further companies were divided into large medium and small according to their investment criteria. Sample size for the present study was 231 which were selected using stratified random sampling. Respondent for this study were quality managers, production managers and supervisors from each unit. COLLECTION OF DATA Primary data has been used for the current study and data collection has been done by well structured questionnaire based on 5 point likert scale 1 indicating very low and 5 indicating very high. The questionnaire was pre tested through pilot survey comprising 19 factors with 236 indicators after refining the questionnaire 12 factors and 65 indicators was considered to be useful for the study. The alpha value of each factor was above 0.70 and the reliability and validity of the questionnaire was tested by using SPSS version DATA ANALYSIS For the purpose of analysis, factor analysis was run on SPSS version 20.0 utilized to gain the appropriate information from data. Factor analysis was used as a reduction test in the present study. Since, the present study variables are multi-dimensional concepts there was a need to examine the dimensionality of each main variable and to define the number of dimensions that constitute each variable. Table 1 18

7 KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy..954 Bartlett's Test of Sphericity Approx. Chi-Square Df 2080 Sig It is clear from the above tables that Bartlett test of sphericity was significant as it is used to test the appropriateness of data (Bartlett, 1950) and measures the overall significance of all correlations within a correlations matrix and Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy was higher than 0.5, which confirm appropriateness of preliminary research instrument appropriate for factor analysis. Table 2 Component Initial Eigenvalues Extraction Sums of Squared Loadings Total % of Variance Cumulative % Total % of Variance Cumulative %

8 Table 3 Rotated Component Matrix a Component Statistical techniques People rewarded Employee involvement Workers participation Satisfied rest team employee compliance Quality circles Commited high quality work Consideration,improvementprocess,ergonomics factors Regular meetings TQM organizations TQM organization network ISO certification Awards,citations Quality issues Lessons learned Total business strategy Target and strategies Responsibility for quality Organization structure Technology utilization Clean,orderlyhygenic

9 Envoirnmental issues Public safety issues Public health issues Customers complaints Success of organization Inspection,checking Continous improvement Responsibility,departmental heads Long term improvement process Executive demonstration Quality improvement process Quality,saleable attribute Periodic quality audits Sign boards, easy location Inputs received Wastes company operation Working relationship Layout material handling Records management system Attribute Customer value most Company commited satisfied customers Communication channel Quality training

10 Specific work skills Adequate resources Skills and knowledge Work process instructions Supervisor high priority Skills,behavior Working relationship Objectives quality performance Quality data in operations Desiging product service Culture quality Decision making Employee error Assesment process Breakdown and repairs Experience stress quality output positively Attitude demonstration Quality data Quality goals ExtractionMethod: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 21 iterations. Lastly the Varimax Rotated Component Matrix shows us the factor loadings for each variable. Based on these factor loadings following factors comes out:- 22

11 EXPLANATION OF THE FACTORS EXTRACTED F1: Employee Empowerment: - Out of the 12 extracted factors the first factor named as Employee empowerment have maximum Eigen value and accounted for % of the total variance. The indicator statistical techniques have the highest factor loading of.704. This suggest that Employee empowerment factor explained most of the variance and was the most important factor in determining the overall TQM adoption in the study area. There were 10 indicators associated with employee empowerment. Among these indicators the indicator statistical techniques was highly correlated with employee empowerment followed by people rewarded, employee involvement, workers participation, satisfied rest team, employee compliance, quality circles, committed high quality work, consideration improvement and regular meetings. F2: Quality strategy: - Quality strategy came out to be the second important factor in the analysis. This factor comprises of 12 indicators. They together exhibit of the variance and have Eigen value of The indicator TQM organizations has the highest factor loading of.693 followed by TQM organization work, ISO certification, awards citations, quality issues, lessons learned, total business strategy, target and strategies, responsibility for quality, organization structure, technology utilization and clean orderly hygienic respectively. F3: Health and safety: - The factor Health safety explained 2.932% of variance with Eigen value of The indicator environment issues was found to be highly correlated with this factor having highest factor loading of.758 followed by public safety issues.693, public health issues.676, customers complaints.416 and success of organization.385. F4: Continuous improvement :- Nine indicators viz, inspection, continuous improvement, responsibility department heads, long term improvement, executive demonstration, quality improvement process, quality saleable attribute, periodic quality audits and sign boards were found to be associated with the factor name Continuous improvement. This factor explained 2.686% variance with Eigen value of The indicator inspection checking had the highest factor loading of.611 as compared to other indicators. F5: Process Management: - This is the fifth factor obtained from the analysis and exhibited of variance with Eigen value of The indicator having the highest factor loading of.516 was input received followed by the wastes company operations, working relationship, layout material handling, records management system, attribute customer value, company committed satisfied customers and communication channel. F6: Training and orientation: - The factor Training and Orientation comprised of five indicators namely Quality training, specific work skills, adequate resources, skills and knowledge and work process instructions. This factor extracted explained 2.055% of the total variance with Eigen value of and highest factor loading of.666 respectively. F7: Guidance: - The factor Guidance explained 1.958% of the variance with Eigen value of The indicator supervisor high priority was found to be highly correlated with this factor with the highest factor loading of.687 followed by skills behavior.674 respectively. F8: Information for decision making: - Information for decision making came out to be the eighth important factor in the analysis. This factor comprises of 6 indicators. They together exhibit 1.788% of the variance and have Eigen value of The indicator working relationship had the highest factor loading of.503 followed by objectives quality performance, quality data in operations, designing product service, culture quality and decision making. 13

12 F9: Failure: - The factor Failure explained 1.735% of the variance with Eigen value of The indicator employee error was found to be highly correlated with this factor having the highest factor loading of.526 followed by assessment process.443 and breakdown repairs.430 respectively. F10: Clear responsibility & Goals: - The factor Clear responsibility and Goals comprised of two indicators namely experience stress and quality output. This factor extracted explained 1.669% of the variance with Eigen value of and a factor loading of.632 and.372 respectively. F11: Employee attitude: - This is the eleventh factor obtained from the analysis and exhibited 1.626% of the variance with Eigen value of The indicator attitude demonstration has the highest factor loading of.629 followed by quality data.360 respectively. F12: Quality goals: - Lastly the factor quality goals are strongly loaded on this factor with 1.591% of the variance having Eigen value of and factor loading.688. RESULTS AND DISCUSSION This part discusses the results of the study in order to get better insights of the results and issues under consideration. The findings of the study relate to TQM adoption among pharmaceutical manufacturers of Himachal Pradesh. A total of twelve factors with sixty five variables were considered in the questionnaires. Basis on Factor Analysis the 12 new factors were identified. So it is clear that the new factor obtained after applying factor analysis were very important for understanding TQM adoption. First factor obtained was Employee Empowerment with indicators like statistical techniques, people rewarded, employee involvement, workers participation, satisfied rest team, employee compliance, quality circles, committed high quality work, consideration improvement process ergonomics factors and regular meetings. These indicators were strongly associated with first factor. Second factor obtained to be Quality Strategy and indicators involved were TQM organizations, TQM organization network, ISO certification, awards citations, quality issues, lessons learned, total business strategy, target and strategies, responsibility for quality, organization structure, technology utilization and clean orderly hygienic. These indicators were strongly associated with second factor. Third factor obtained was Health and Safety, which comprises of the indicators like environmental issues, public safety issues, public health issues, customer s complaints and success of organization. These indicators were strongly associated with third factor. Fourth factor obtained was Continuous Improvement involved indicators like inspection checking, continuous improvement, responsibility departmental heads, long term improvement process, executive demonstration, quality improvement process, quality saleable attribute, periodic quality audits and sign boards easy location. These indicators have strong relationship with factor 4. Fifth factor obtained was Process Management having indicators like inputs received, waste company operation, working relationship, layout material handling, record management system, attribute customers value most, company committed satisfied customers, communication channel. These indicators have strong relationship with factor 5. Sixth factor obtained was Training and Orientation containing indicators like quality training, specific work skills, adequate resources, skills and knowledge and work process instructions. These indicators have close relationship with factor 6. Seventh factor obtained was Guidance and indicator comes like supervisor high priority and skill behavior. These indicators are closely related with factor 7. Eighth factor obtained was Information for Decision Making involves indicators working relationship, objective quality performance, and quality data in operations, designing product service, culture quality and decision making. Mentioned indicators have strong relationship with factor 8. Ninth factor obtained was Failure containing indicators like employee error, assessment process breakdown and repairs. These indicators are strongly associated with factor 9. Tenth factor obtained was Clear Responsibility and Goals including indicators experience stress and quality output positively. These have close bonding with factor 10. Eleventh factor obtained was Employee 14

13 attitude having indicators like attitude demonstration and quality goals. These have close relationship with factor 11. Lastly factor Quality Goals comes out with one indicator quality goals showing close bonding with factor 12. CONCLUSION AND SUGGESTIONS The present study focused on understanding parameters of TQM adoption among the pharmaceutical units of Himachal Pradesh. The pharmaceutical manufacturers units were studied using 65 variables pertaining to adoption of TQM. The study has classified these 65 variables into 12 factors using factor analysis. The factors finally obtained were Employee Empowerment, Quality Strategy, Health and Safety, Continuous Improvement, Process Management, Training and Orientation, Guidance, Information for Decision Making, Failure, Clear Responsibility and Goals, Employee Attitude and Quality Goals. It has been observed that involvement of employees and their empowerment is crucial element into TQM adoption. Therefore organizations aiming at TQM must involve employees at all levels towards achievement of quality. Strategy for quality and health and safety concerns were further identified important factors which reveals that organizations needs a concrete strategy towards TQM and at same time concentrate on environment safety and of its employees. Organizations need to be continuously improve their process perform audits and fix responsibilities towards long term improvement. There is a need for effective in process management to achieve high customer s satisfaction. It was identified that training and orientation to develop human resources place an important role In TQM adoption. Supervisors have a big responsibility in TQM adoption as the guidance and support positively moulds employee s behavior to support TQM practices. TQM adoption depends on right decisions and decision making further depends on right and timely information therefore sharing of quality data is crucial as it affects quality performance and decision making. TQM adoption was also affected by rate of failure and clarity of responsibility and goals. It was also determined that demonstrations of right attitude by the employees positively support TQM adoption. Lastly it is important for organizations to set goals for quality so that they can act as benchmark for quality of output. The present study has been helpful in understanding key areas where the pharmaceutical manufacturing units need to focus on for TQM adoption. The study has also highlighted key variables under each parameter for the guidance of TQM practitioner It can be concluded that an understanding of these focus areas can yield efficiency and effectiveness towards quality improvement. REFERENCES Arawati, Agus 2001, A linear structural modelling of total quality management practices in Malaysia, Total Quality Management, UK, Vol. 12, no. 5, pp Arawati,Agus & Mokhtar, Abdullah 2000, Total quality practices in manufacturing companies in Malaysia, an exploratory analysis, Total Quality Management, UK, vol.11, no.8, pp Ahmed, P & S, Machold 2004, Total Quality Management and Business Excellence, vol.15, no. 4, pp BS Suhanshu, & Dhala, RS 2010, The effect of Total Quality Management on performance of Indian pharmaceutical industries, Proceeding on International Conference on Industrial Engineering and Operation Management, Dhaka, Bangladesh. January 9-10, 2010 Bashe, G 2000, Global branding challenge, Pharmaceutical Executive, vol.20, no.6, pp Baidoun, S 2003, An empirical study of critical success factors of TQM in Palestinian organizations, Logistics Information Management, vol.16, no.2, pp BBurrill, & Ledolter 1999, Statistical quality control: strategies and tools for continual improvement, vol. 9, no. 7, pp

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