Call it the new status symbol at Godrej Soaps. For, a Parker pen and a certificate of appreciation, is now presented to every winning team member on a key business process (KBP), a small group activity (SGA) or task force, in recognition for good work done in quality improvement.

The "Q" embossed on the pen reminds employees of their contribution to quality in addition to the routine work. ``Walking in the office corridors with the pen in pocket is a major inspirationalfactor for the other employees,'' says Godrej Soaps deputy general manager (TQM) William J Pinto.Consider Anuj, who was part of a KBP team to identify processes in sales forecasting. The team was formed in May-June 1998, when sales forecasting was identified as a key business process in a strategic business unit meeting of the top management and head of departments, and marked as a critical area for improvement. The project took 9-10 months to complete. ``At the end of the KBP, the targets were achieved across all categories,'' says a beaming Anuj who adds that going by the success, the KBP in question will continue for further accomplishments in quality work.

``It is more than just a pen for me,'' says Jayesh Shah, assistant manager (exports) at Godrej Soaps, another recipient of the aspired Parker Pen, adding: ``It is more of a token and a gesture of appreciation. It feels good to shake hands with the Chief (ABG) and to get photographed with him. You get a feeling that your work has got the duerecognition.''

Jayesh won acknowledgement as part of a quality team assignment on cost reduction in the entire supply chain. This was part of a small group activity. The pain area here was the swelling cost and wastage which had to be curtailed. ``For instance, we rationalised bank charges and brought down transport costs. This helped in curtailing the cost element,'' said Jayesh. The time taken by the team to fulfill the task was six months.

``This gesture of giving a Parker pen as a token is used as a management tool to drive employees at Godrej Soaps towards doing quality work in addition to their routine work,'' says Pinto. For without total employee involvement it would be impossible for Godrej Soaps to practice TQM.The January ceremony was the first of its kind when the company formally initiated the process of recognising employees' quality performance in the previous year.

However, given that a year's time is too long a period, the company is now thinking of holding such ceremonies everyquarter, or four times a year, said Pinto.

Kaizen-appreciating forums already take place every quarter where 25 individuals speak for three minutes on their respective kaizen. The best kaizen gets the coveted Parker. The recognition-giving ceremony may now be conducted every quarter for all TQM related activities including SGAs and KBPs.

At the organisational level, the apex body of Godrej Soaps which is headed by Adi Godrej meets on the first day of every month. Every business division makes its presentations on various issues relating to quality, cost, customer satisfaction, employee satisfaction etc. to the apex body.

Godrej Soaps started on its TQM journey in 1995-96, and has now entered into the fourth year. While the first year was an orientation phase, the second year involved going deep into learning and refining skills, tools and techniques. In the third year, Godrej Soaps consolidated its learnings from use of different tools and techniques and attempted to bridge the gap between business andTQM. It is now developing a long term vision for the company through TQM.