I. BACKGROUND OF THE STUDY: The study was about the quality initiatives taken up by leading Indian air-brakes manufacturer, Sundaram-Clayton to win the world’s highest award for quality, the Deming Prize. The company’s TQM experience and it’s preparation for winning the award are explored in detail. The case also provides information about the Deming Prize, its history, its importance and the parameters it is awarded on.

II. TIME CONTEXT: It happened on Nov. 14, 1998 when Srinivasan ( Sundaram-Clayton CEO ) received the award.

III. VIEWPOINT:
According to the viewpoint of Srinivasan ( Sundaram-Clayton CEO ), the study was about the quality, that Sundaram-Clayton have and being consistent leading Indian air-brakes manufacturer.

IV. STATEMENT OF THE PROBLEM: Improving their succession in quality standards and their level of performance must be consistent in their quality practices. Winning the Deming Prize makes their company more pressured.

V. OBJECTIVE: To be able to stand at the peak of quality as the bearer of quality and standard in India, and to encourage other companies to emulate their practices not only for profit, but for the benefit of India’s economy as a whole.

VI. AREAS OF CONSIDERATION: A. Strengths: 1. Ensures that targets can be set, and that the success or failure at meeting them can be analyzed. 2. Its ability to introduce poke yokes mistake-proofing techniques on its machines. 3. Delivers total quality that will leave their customers completely satisfied.
B. Weaknesses: 1. The company had a 90% share of the air-brake systems market in India, but it was not competent enough to deliver world-class quality products. 2. Short-term tactics or defensive strategies would not deliver what a long-term transition to excellence could. 3. CEO Srinivasan will be pressured on what practices or strategies they can use.
C.