B e S T

TQM IN B.E.S.T.
BUSES
Introduction of Total Quality Management

Definition of total quality management The concept of Total Quality Management was developed by Dr. Deming, regarded as the father Of TQM, in 1960 sin Japan. TQM can be defined as follow:TQM is a management approach that places emphasis on continuous improvement in quality in the interest of the organisationation that of its customers. TQM is a strategic approach that focuses on production of best possible produce or service through constant innovation and timely action. It places emphasis on prevention of errors that on rectification. In the words of Prof. K.K.Chaudhari TQM represents customers oriented quality focused management philosophy. In simple words TQM definition is products and services that totally satisfy our customer needs and expectations in every respect, on a continuous basis. TQM is a process which goes on forever, because at no time quality can be 100% right. However, there is always a new and better way of doing things quality exports like Dr. Joseph Juran and Dr.W.E. Deming have claimed that 80% of the quality costs originate in are as other that manufacturing. It is possible to improve systems and procedures to reduce time consuming low value activities.
TQM IN B.E.S.T. BUSES
Concept of Total Quality Management TQM is a structured system for satisfying internal and external customers and suppliers by integrating the business environment, continuous improvement, and breakthroughs with development, improvement, and maintenance cycles while changing organizational culture. Total Quality Management is a management style based upon producing quality service as defined by the customer. TQM is defined as a quality-centered, customerfocused, fact-based, team-driven, senior-management-led process to achieve an organizations strategic imperative through continuous process improvement. TQM principles are also known as total quality improvement, world class quality, continuous quality improvement, total service quality, and total quality leadership. The word "total" in Total Quality Management means that everyone in the organization must be involved in the continuous improvement effort, the word "quality" shows a concern for customer satisfaction, and the word "management" refers to the people and processes needed to achieve the quality. Total Quality Management is not a program; it is a systematic, integrated, and organizational way-of-life directed at the continuous improvement of an organization. It is a proven management style used successfully for decades in organizations around the world. TQM is not an end in itself; it is a means to an organizational end. Total Quality Management must not be the primary focus of an organization; it should merely be the means to achieve organizational goals. Total Quality Management differs from other management styles in that it is more concerned with quality during production than it is with the quality of the result of production. Other management styles have different concerns.
History of TQM Total Quality Management was developed in the mid 1940s by Dr. W. Edward Deming who at the time was an advisor in sampling at the Bureau of Census and later became a professor of statistics at the New York University Graduate School of Business Administration. He had little success convincing American businesses to adopt TQM but his management methods did gain success in Japan. After World War II, General MacArthur took 200 scientists and specialists, including Dr. Deming, to Japan to help rebuild the country. While working on the Japanese census, Dr. Deming was invited by the Japanese Union of Scientists and Engineers to give lectures on his statistical quality techniques. One of the attendees was a past professor to many of Japans CEOs. After attending the lectures, the professor told his CEO students that, if they wanted to turn Japans economy around in five years, they should attend Dr. Demings lectures on using statistics to achieve quality at a reduced cost. Many of the CEOs took the professors advice and attended the lectures. Eventually, many Japanese manufacturing companies adopted Dr. Demings theories and were able to produce quality products at reduced costs. While the Japanese business world was concentrating on producing quality products, businesses in the United States were more concerned with producing large quantities of products. Their emphasis on quantity at the expense of quality let the Japanese, with their inexpensive, high quality products; gain a substantial foothold in American markets. In the 1970s and 1980s, many American companies, including Ford, IBM, and Xerox, began adopting Dr. Demings principles of Total Quality Management. This gradually led to their regaining some of the markets previously lost to the Japanese. Although Total Quality Management gained its prominence in the private sector, in recent years it has been adopted by some public organizations.
Need And Importance Of TQM In Organization

The need and importance of TQM can be started with the help of its advantages:(1) Customer satisfaction:The need to satisfy both the internal as well as external customer.9 internal customer refers to the person within the company who receives the work of another and then adds his or her contribution to product or service before in a restaurant the chief has the waiters as internal customers and chief must meet requirements if they are to please the quests. To do, so the initial focus should be on meeting the needs of internal customer before an attempt is made4 to meet the requirements of the external customer (2) Helps to face competition:-
A proper emphasis on TQM enables a company to face competition in the market. The company may even cone out as a winner or a leader. This is because of high quality product at the lowest possible cost produced by a dedicated team of work force. (3) Goodwill:TQM generates name and reputation to the company in the market. This is because of its constant efforts in bringing him improvement in the products design, variety, shape, size, color, shade and other features. (4) Highly motivated personnel:TQM developed a sense of dedication discipline. The employees. There is willingness on the part of the employees to identify quality improvements and waste elimination
opportunities. This leads to greater participation of employees. The employees become aware of their importance in the company performance and progress. This leads to greater involvement and participation of the employees. The employees receive recognition and rewards for their services. Those who perform exceptionally well or who provide valuable suggestions are recognized with appreciation and monetary incentives. This results in enhanced Job ownership of employees. (5) Lower Rejection Rate Internal rejection rate gets reduced considerably over a period of time. Various initiatives such as quality circles, process control, right first time approach, just in time approach etc. enables the company to reduce rejection rate, The goods are produced at ace[table quality levels or with zero defects. Since TQM is widely followed in Japan, they are in opposition not only to manufacture the goods at acceptable quality levels but with zero defects. The concept of zero defect can be illustrated as follows- as IBM Firm in Windsor, Ontario, ordered , a shipment of components from a Japanese firm, specifying the as 3 defective components for every 10,000 components (6) Reduction in customer complaints:TQM results in less or no customer complaints. This is because of the products are built to specification with zero defects. Again efforts are made to improve upon the customer specification so as to provide complete satisfaction. (7) Better facilities to employees:TQM results in higher benefits to the organization in terms of increased profits. This is because of higher sales and cost reduction to the employees in terms of training, salary,
working conditions, amenities like canteen facilities, transport facilities, recreation facilities and so on.
(8) Expansion and diversification:-
TQM generates a good name in the market. It also brings in higher returns. This enables a company to expand and diversify. The company may be in a better position to introduce more brands or products lines. This is all need and importance of the TQM. With the help of TQM we can achieve the target more effectively.
Comparing The TQM With Other Concept of Management (1) Management-by-Objectives (MBO)Emphasizes achieving specified objectives, under the control of individual managers. This approach works against multi-functional process performance with teamwork and quality. TQM is not objective-oriented, except for its on goal of achieving continuous quality improvement. (2) Management-by-Results (MBR) Is management by viewing past results as an indication of future results. It has been compared to driving and automobile in a forward direction while looking in the rear view mirror. In todays fast-paced, quick-changing business environment, managers cannot rely on past results as for future performance. In contrast, TQM is only concerned with current results and ways to improve them. (3) Management-by-Exception (MBE)Is management by identifying specific targets for management attention and action. It produces short-term results by reacting to immediate problems. But there is no analysis of the processes that produced the problems, so long-term benefits re lost. On the other hand, TQM is more concerned with correcting processes that produce problems than it is with responding to individual problems. Total Quality Management is very different from these and other management systems. It recognizes that quality as determined by the service e provider might be much different from quality as perceived by the service receiver. If the customer is not satisfied with a service, then the service does not have quality.
Total Quality Management requires an organizational transformation a totally new and different way of thinking and behaving. This transformation is not easy to achieve; it is not for the weak or the statistically untrained. At first glance, many TQM techniques may seem simple and based on common sense, but they must be understood and used correctly for TQM to function properly. Knowing the history of Total Quality Management may help in understanding its techniques.
Principles of Total Quality Management

The customer is the ultimate determiner of quality. Services and programs should be
designed, with the needs of the customer in mind. Therefore, it is important to determine who the customers are and define the customers are and define their specific needs. Quality should be built into the process from the beginning, and not simply derive from customer complaints. All levels of an organization must be involved in producing a Quality product and not just try to modify it before delivery. Achieving Quality requires continuous improvements. Expectations of Customer are always changing and continue rising as quality management begins to yield results. It is important to remember that when customers are assessing quality, they are not simply comparing us to our performance last year, but to every other organization that is serving their needs. Quality management requires the involvement of all staff and partners. Since improved
Quality comes from improvements during the processes leading up to delivery of the product or service, all levels and divisions of an organization must be involved in developing Quality.
Benefits Of Total Quality Management When organization adopts systematic approach to quality improvement based on TQM principles, they gain both measurable and intangible benefits. Some of these include following things: Ability to be more competitive. Increased market; share Cost reductions Increased flexibility and responsiveness Simplified processes Improved communications. Less frustration and more satisfaction among the workforce.
CHART SHOWING QUALITY IS MORE THAN QUANTITY
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QUALITY CIRCLE & KAIZEN

Total Quality Management process and implementation can be divided in two parts as follows : Quality Circle or Small Group Activity Kaizen Explanation of above techniques as follows
Quality Circle
Quality circles are typically said to have originated in Japan in 1960s. Some state that the practice started with the United Stated Army soon after 1945, after the Second World War. The Japanese then adopted the concept and its application.
Concept
A quality circle consists of a small group of people who perform the same jobs or tasks. This group meets voluntarily, on a regular basis, to discuss problems, seek solutions, and cooperate on the principle that employees participation in decision-making and problem solving improves the quality of work. Through the circle, members generate mutual respect and trust as they work on solution to the common, on the job problems. Quality circles have characteristics. Participation in quality circle is strictly voluntary. Members of the circles set their own rules and priorities and select the problems to be discussed and solved. Decisions are made by consensus. Open communication is encouraged. Negative criticism is discouraged. They utilize organized approaches to solving the problem, such as brainstorming and cause and effect diagramming. Team leaders should be familiar with these and other participative management techniques.
Methodology
The Quality Circle Movement is like technology. It requires skill, knowledge, training, implementing, monitoring and continuous updating like any other technology.
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A team of 6-9 persons needs to participate freely together, to challenge assumptions and existing methods, examine data and explore possibilities. They should be able to call in expertise and ask for training. The Quality circle needs a budget so hat members can be responsible for tests and possible pilots. They need a skill team leader who works as facilitator of team efforts not a dominator.
KAIZEN
It is part of TQM activity.
Definition
Kaizen is a method of involving company employees .Kaizen is Japanese work. It is joint word. Kai = Small and Zen = Improvement Kaizen is a Japanese business philosophy first made famous by Masski Imai. Through his book Kaizen : the key to Japans competitive success, he defined it as; a means of continuing improvement in personal life, home, life, social life, and working life. Kaizen means continuing improvement involving everyone, managers and workers in the same way. These people are working together to make improvements without large capital investments. Employee of ay level is making small improvement in his day-to-day activity. This gives rise to improvement in the improvement in the performance of the person. KAIZEN is a culture of continuous improvement focusing on eliminating waste in all systems and processes of organization. The Kaizen strategy begins and ends with people. This small improvement is recorded on a paper. Then the particular activity is displaced or highlighted in the company. Every Kaizen so made is appreciated in a group of the 12
employees. There are number of methods through which the appreciated. The person concerned feels happy about the same. In some cases company gives a small gift. The small improvements done by any person takes the person long way in his personal life. His personal performance goes up. His life becomes free of tension. Employee satisfaction is very important factor. This comes by his involvement.
Two Elements of KAIZEN

There are two elements that construct KAIZEN. (1) Improvement or change for the better. (2) On going or continuity KAIZEN should contain both elements. KAIZEN Concept is for our individual life. KAIZEN, as we learn from the definition, is a common word and very natural to individual, continuous improvement in personal life, home life, social life and working life.
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Profile of BEST Undertaking

Type: Autonomous State-owned enterprise Founded: Mumbai (1873) Headquarters: Mumbai, India Key people: Uttam Khobragade, General Manager Industry: Public transport, Electricity Products: none Revenues: Rs. 2,353.40 cr. (2004) Employees: 44, 000 (2005) Website: www.bestundertaking.com9
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INTRODUCTION OF B.E.S.T. Organizational Information
The transportation wing of Brihanmumbai Electric Supply and Transport Undertaking operates a large number of bus lines in the Mumbai metropolitan area. These buses are called BEST or B.E ST bus . BEST bus serves the entire Mumbai City. It also has operation outside city limits into neighboring Navi Mumbai, Thane and Mira-Bhayandar. In addition to buses, it also operates a ferry service in the northern reaches of the city. The BEST also operates bus rapid transit service - Mumbai BRTS. Mumbai BRTS is a massive Bus Rapid Transit System taken up by the MCGM, B.E.S.T Undertaking, and Government of Maharashtra. The Mumbai BRTS began operation in 2008. The present BEST undertaking was started as a Electric supply company which they then branched out to provide Bus and Tram services. In 1964 Electric tram where terminated due to due to high operational costs and poor public support Bombay Tramway Company Limited In 1873, the Bombay Tramway Company Limited , was given the license to operate trams in the city. The Bombay Municipal Corporation (BMC) was given the right to purchase the company after first twenty-five years, or after every period of seven years thereafter. In 1874, the Bombay Tramways Act was enacted after the contract was formally signed between the Municipality and the Company to start such a tramway service. The Municipality could have taken over the Company in 1894 as stipulated by the contract, but it waived the right and the Bombay Tramway Company Limited was given extension till 1901. In 1899, the Company applied to run its tram-cars on electricity. It also filed a plea that considering heavy expenditure the company will occur the Municipality should waive its right of taking it over in 1901. But even before the application was disposed of, the Municipality decided to exercise its right to take over the
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Company. In 1905, The Bombay Electric Supply & Tramways Company Limited (B.E.S. & T Co.Ltd) bought the Bombay Tramway Company Limited. On 9 May 1874, the company started Hourse-drawn tram operation. It introduced two kinds of trams on road - those drawn by one horse and those drawn by two. Initially the company started with a fleet of 20 cars and 200 horses. Because it was an unfamiliar vehicle and high fare the tram-car was not at first received with the enthusiasm shown for the railway. The company brought down the fare and made special effort to persuade the public that tram was cheap, fast and smooth. When it closed down in 1905, it had as many as 1,360 horses Formation of the Bombay Electric Supply & Tramways Company Limited
Mumbai first electric tram car began operations in 1907. In 1905, a newly formed concern The Bombay Electric Supply & Tramways Company Limited (B.E.S. & T Co.Ltd) bought the Bombay Tramway Company Limited and the first electrically operated tram-car appeared on Mumbais roads in 1907. Electric Tram B.E.S. & T Co.Ltd placed order for the city's first electric tram-car with the Brush Electrical Company of London. The vehicle arrived in Mumbai in January 1906. The service was formally inaugurated on 7 May 1907 by the Chairman of the Municipality. The inaugural service ran between Municipal Office building and Crawford Market. Regular services started from next day. Unlike the horse drawn tram, electric tram drew praise from public for its comfort and low fare. The Upper Class in the tram-cars was
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removed after some time. By 1910 the company faced rush hour traffic during office hours and there were not enough trams to cope with the office goers. The company asked for permission to run a triple car and allow standees on tram, the first was rejecting and later discontinued in 1914.
Double-decker electric trams were introduced in September, 1920 to ease rush hour traffic. To handle rush-hour traffic double-decker trams were introduced on Mumbais roads in September, 1920. The BEST has been fully conscious of the alarming levels of pollution in cities. With modern and reliable technology, the BEST has been making constant efforts not only to keep pollution level under control, but minimize it. Keeping this view in mind the BEST has introduced CNG buses, i.e. buses run on Compressed Natural Gas in the Golden Jubilee year. CNG run buses being almost pollution free as compared to the diesel run buses their introduction on Mumbai roads has proved the responsibility of public transport. The BEST has a well equipped Training Center for the traffic staff and designed program to reeducate them on such relevant topics as fuel conservation, safety measures, behavior with the public etc. Training is slao imparted in Refresher Courses to improve driving habits of the drivers under which officers check the habits of drivers constantly and as a 17
result of which there is a great reduction in accidents. In the Refresher Courses, the stress is on image revamp from a mere BEST employee to a concerned individual who cared for passenger comfort, The accident prevention wing of the BEST has an accident prevention van with safety slogans and equipped with instructive audio-visual programs.
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History of BEST Buses The Bombay Tramway Company limited was formally set up in 1873. The Mumbai Municipality was given the right to buy up the concern after the first 25 or after every period of 7 years thereafter. After this contract was entered into between the Bombay Tramway Company and the Municipality, the Government of Mumbai enacted the Bombay Tramways Act, 1874, under which the company was licensed to run a tramway service in the city. The tram cars were of two kinds of those drawn by one horse and those drawn by two. In 1905, a newly formed concern, The Bombay Electric Supply and Tramways Company Limited bought the Bombay Electric Supply and Tramway Company and the first electrically operated tram car appeared on Mumbais roads in 1907. To overcome the problems of rush hours the BEST Company introduced the Double Decker trams were introduced in September, 1920. Mumbai saw its first bus run on 15th July, 1926. The people of Mumbai received the bus with enthusiasm, but it took quite sometimes before this means of conveyance really established itself. For several years, it was like upon as transport for the upper middle classes. Those were the days when the poor mans transport, carried one all the way from Sassoon Dock to Dadar for a mere on paisa and a half that was nine paisa. The bus fare for the same journey was four paisa that is 25 paisa. In response made by the Government and the Brihan Mumbai Mahanagarpalika, the Company extended its services to the northern part of the city in 1934. Double deck buses were introduced in 1937 in order to cope better with the growing traffic. The first limited bus service in Mumbai, and probably the first in the country as well, started running in 1940 between Colaba and Mahim. Pursuant to the option given to it under the Deed of Concession granted to the Bombay Electric Supply and Tramways Co. Ltd, the Brihan Mumbai Mahanagarpalika acquired on 7th August, 1947, the assets of the combined Undertaking, namely the operation of tramways and distribution of electricity in the city of Mumbai as a going concern.
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By mutual agreement, the Corporation also took over the operation of the bus services, which was run by the B.E.S.T.Company Ltd. Thus, the Bombay Electric Supply and Transport Company were municipalized and came to be known as Bombay Electric Supply & Transport Undertaking. The BEST has completed 50 years of its municipalisation on 7th August, 1997. The city of Mumbai has grown from a small trading center 50 years and now rightly called the first commercial capital of India. Mumbai Electric Supply &Transport Undertaking, popularly known as BEST has scored many firsts in the countrys life and established many records. The changeover from horse driven trams to buses has been spectacular.
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Organizational HierarchyB.E.S.T. buses have their own organizational hierarchy. Better explained by chart shown below
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B.E.S.T. WORK MANAGEMENT

Our entire operation is divided into 25 depots. The Depot Managers are heading each Depot. The Traffic Officers, Assistant Traffic Officers and Sr. Asst.Office Asst. assist the Depot Managers. This team of officers directly controls the operational and administrative activities of the respective Depot. Apart from this team, the supervisory category viz. Bus Inspectors, for plugging the leakage in revenue, Starters for controlling the bus operation etc., are appointed at depots. Each depot is provided with a wireless vehicle, which is used to monitor the operation of buses in the jurisdiction of the depot.
Traffic Control Room :The Bus Running Control (BRC) Officer mans the Traffic Control Room, round the clock. The section is provided with VHF set and with hot lines connecting all the depots as also the Police Control, Traffic Police Control, and Railways etc. This officer regulates the entire operation smoothly with the help of the Divisional Officers, by being in touch with them through wireless sets.
Bus Control Room :The Bus Control Section functions round the clock, to attend to the vehicle breakdowns on field. The total operational area is divided into zones and emergency breakdown vans are provided for each zone. These vehicles are provided with necessary spares/units so as to carry out emergency repairs on the field itself. For speedy communication these vehicles are equipped with VHF sets.
Traffic Training Center :The BEST has established a Training Center, to provide training and refresher courses to the operating crew members. On line training to new bus drivers is also provided with the help of training vehicles. At the depots our Accident Prevention Training Vehicle, is making rounds and counseling the operating staff about safe driving habits.
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Ticket & Cash department :The Ticket and Cash Department collects the daily revenue earned at the depots. The same is counted, consolidated, and remitted in the banks. Inventory of ticket blocks to be issued to the conductors, is also maintained by the Ticket & Cash Department.
Accident & Claims Section :The Accident and Claims Section, as the name suggests, is established for settling the claims of personal injury / death due to accident involving our buses. Also various programs on Road Safety / Passenger Safety, to create awareness amongst the operating staff, passengers, pedestrians, and school children, are organized by this section in coordination with Training Center.
Traffic Planning Section :The Planning Section is established to prepare the schedules for different routes. An exercise in revision of schedules is periodically carried out after taking into consideration the guidelines given by the Management, suggestions received from the Divisional Officers and also from our valued commuters. The schedules are revised after every four months. Uneconomic routes are discontinued and the financial viability of the routes is appraised both at depot level as also at the Head Quarter level. The routes operated by the BEST can be broadly classified in the following categories. .1) Feeder Routes: These routes which feed the railway station either from the residential complexes or Business Districts. 2) East-West Connectors: These are the routes, which run East/West, where railways have no role to play and connect the Western Suburb with the Eastern suburb. 23
3) Trunk Routes : These routes run South-North through the city and are almost parallel to the railways. 4) BRTS Routes : These route runs on Western, and Easter Express Highways, to provide faster services to the commuters The primary role of the BEST is to supplement Suburban Rails, which is the mass carrier. It is for this reason that BEST always gives priority for feeder routes and thereafter for East-West connectors where the railways have absolutely no direct role to play. The third priority is the long distance trunk route, which is an alternative to Suburban Railways, apart from being inter-corridor link between Suburbs and City. The BEST always gets suggestions for introducing new routes. These suggestions are categorized into the above mentioned groups. While introducing new operation on any new road the following requirement are insured for maintaining the quality of services. (1) The road is municipalized. (2) The road is bus worthy and wide enough to allow the passage of two. (3) There are no overhead obstructions in the form of cables / tress branches. (4) There are enough streetlights. (5) Traveling will be comfortable. (6) There is a good turning circle at the terminating point. At this stage it is necessary to state that when every commuter desires a direct connection, he should realize that it is not always possible to inter connect every point with a direct route. One change is absolutely inevitable in any city transport network. In spite of this the BEST tries to provide a direct connection wherever absolutely required but specific access to some areas is available with one changeover. For convenient changeovers, the Undertaking has introduced Bus Pass Scheme, and Daily Travel As
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you like passes. With these passes the commuter can easily changeover on parallel routes, and can enjoy multiple journeys.
Go Mumbai smart card

On 2 January 2007 the BEST launched multi-application smart card called Go Mumbai. Go Mumbai card can be used for storing Season tickets, single journey and extension tickets. The Fares using bus pass can be paid only by Go Mumbai smart card. The Go Mumbai smart card was subsequently made valid for travel on Central Railway main line and Harbor line. The passes fall into two categories - Distance wise bus pass and Zonal pass.
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Distance-wise bus pass values

Distance bus value pass are valid only between two destinations (on km basis) on Ordinary/Limited bus service. Unlimited rides and transfer are available between opted destinations except for single rides. The bus pass are valid for travel between any two destinations up to a distance of maximum 15 Kilometers. The commuter can opt for maximum two travel patterns for distance up to maximum 15 kilometers for each travel pattern. All fares are in Indian Rupees. Go Mumbai smart card required for purchasing Distance wise bus pass. Distance-wise bus pass values for Adults(on km basis) Distance (km) km 2 3 5 7 10 15 20 Single ride * Adult 4 6 7 8 10 12 14 160 240 280 320 400 480 560 140 660 770 880 1100 1320 1540 Monthly Quarterly
Single Ride fares valid only for single journey Above Fares valid only on Ordinary/Limited Bus service and between two destination. To travel beyond the destinations specified on the pass, a purchased extension ticket from the conductor on board is required. Regular ticket fare is applicable for the extended journey distance. Senior Citizen (Above 60 yrs) get discount of 5/-, 10/-, 20/- & 50/- for weekly, fortnightly, monthly and quarterly passes. .
Zonal Pass
Zonal Passes can be purchased according to the service type. Except for City limit and Suburban limit pass, all other passes are valid for entire BEST bus operational area. All fares are in Indian Rupees. Go Mumbai smart card is required to purchase Zonal Pass.
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Zonal pass. Magic Bus Type of Pass Pass (NonA.C All Over) 550 1500 Global Express (Non-A.C.) 800 2000 Diamond (King Long)-All Over 1500 4000 Diamond (Express)All Over 2000 5500 Student Bus Student Bus Pass (Up to Pass - 11th S.S.C.) 90 270 & 12th Std 190 570
Monthly Quarterly
Financial Position of BEST Buses

Daily earning from its Transport system is Rs. 2 crore. It collects Rs. 70 lakh worth of five rupee coins daily, Rs. 48 lakh worth of ten and twenty rupee notes, and Rs. 60 lakh worth of fifty rupee notes, through its fare collection system. This hassled a unique situation wherein it has accumulated a surplus of short change. In July 2005, the
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Company floated tender inquiries to 54 banks to exchange the loose change, which total 4.67 crore. However, none of the banks sent in a single bid, something that their vaults are full, and others saying it would be in profitable for low denominations, given security consideration.
3000 2500 2000 1500 1000 500 0 2005-2006 2006-2007 2007-2008 2008-2009
YEAR
LANDMARKS
1873 1905 1937 1940 1947 Bombay Tramway Co. Ltd. Started. Bombay Electric Supply & Tramway Co. Ltd. Started Double Decker Bus Services Introduced First Limited Bus Between Colaba and Mahim introduced B.E.S. &T. Co. Limited Municipalized. 28
1968 1971 1986 1990 1998 2003 2007
Facility of Concessional Fare to totally blind person introduced Seats reserved of ladies in buses. Printing of Marathi tickets started Free travel facility to freedom fighters residing in Mumbai, Air Conditioned Bus Service introduced. Low floor bus introduced Bus pass scheme with SMART CARDS introduced.
introduced.
TOTAL QULITY MANAGEMENT
STRATEGY USED IN BEST BUSES -
BEST buses management dealing always with the lakh of passengers everyday so it becomes the service based industry. Now days BEST buses management improving the services through introducing the new services, new buses, adopting the new and modern technology, incentives schemes for employees, adopting the new Japanese technology, kaizen etc. It can be better explained with the help of the following diagram,
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AREAS OF IMPLEMENTING THE TQM IN BEST
TQM IN SERVICES AND FACILITIES
TQM IN TECHNOLOGY
TQM IN PERSONNEL
Launching the New Services and Buses

Now days the BEST management improving and upgraded their service quality by the help of lunching the new and modern buses like (1). BRTS Buses (Bus Rapid Transit System)
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(2). Low floor Buses. (3). All standees Buses. (4). Articulated Buses (5). Trolley Buses (6). Coach Buses (7). Mini buses (8). CNG Buses (Compressed Natural Gas Buses) (9). A/C Luxury Buses. (10). Midi Buses Lets see the information about the new lunched buses (1). BRTS (Bus Rapid Transit System) The vehicle population in the City of Mumbai has increased considerably in the recent past. More and more people are using personalized vehicles and this has resulted in ascendancy of traffic problems. With a view to motivate private owners to switchover to Mass Transport, BEST has introduced upgraded Air-conditioned services under Bus Rapid Transit System (BRTS), along the Eastern and Western Express highways. On these sectors newly acquired King Long make buses are being operated during peak hours. Also the Undertaking is operating Air conditioned services on prominent sectors. (2). Low Floor Buses We have received demands from various section of the society, who are working for the welfare of physically handicapped, regarding need for introducing Low Floor buses in the
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city of Mumbai. In response to these demands and suggestion, BEST has launched the trial run of Low Floor buses provided by TELCO. (3). All Standees Buses Another innovation came in 1967: the "all standee" bus. It has only a few seats, the rest of the space being for strap hanging passengers. These buses were put on short routes. It was hoped that they would reduce the period of waiting in the queue for the passengers. But the passengers were not impressed. Finally, in 1970, the buses had to be withdrawn. (4). Articulated Buses 1967 saw yet another type of bus put on the roads: the articulated bus. There were ten of them. The Undertaking was the first transport organization in the country to use such a bus. The engine was separate from the bus in this vehicle, and the two were joined together. The vehicle was of entirely Indian make, with the Ashok Leyland of Madras manufacturing the tractor-engine, and Mahindra Owen of Poona building the bus part of it. (5). Trolley Buses In the days of the B.E.S.T. Company, the proposal to run trolley buses was seriously considered. The Undertaking too gave a thought to it. Its tramcars had been ageing fast. Could a convenient substitute be found? So it decided to go in for trolley-buses. Twelve such vehicles were imported, and they replaced the tramcars on the Gowalia TankMazgaon route on 11th June 1962. Somehow, the service did not do well. The trolley buses would go out of order again and again. They were finally withdrawn on 24th March 1971 in favor of ordinary buses. One reason for the failure of the service was that as it passed along very congested roads its speed had to be kept much below its maximum; and the trolley-bus had to run at a good speed in order to be profitable, as experience showed. As such speed is
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impracticable on any of the old tram-routes; it seems very unlikely that trolley-buses will be tried again in the city. (6). Coach Buses The undertaking had eight luxury coaches, and they were open to hire at three rupees per mile, but the demand for them was very limited. Therefore, to put them to profitable use, the Undertaking started a Coach Service in 1966. The service operated every day between Electric House and Sion, and between Dadar and Juhu on Sundays and holidays. There was a special fare for this service: 8 paise per kilometer. Once the novelty of riding in a luxury coach wore out, the higher fares tended to discourage passengers from using it, unless they had no time to wait for the regular service bus. The service lasted for hardly a year. With more limited services introduced on the SionFort route, the Coach Service was patronized even less. The income from the service started dwindling, while the operating costs kept rising. Finally, in June 1967, it was discontinued. (7).Mini Buses The idea of using mini-buses was first mooted in March 1969. The vehicle was to be something between a taxi and a bus, and it was to be used for short runs. According to the initial scheme, for a flat charge of 30 paise, mini-buses were to ply on the following routes: Strand Cinema to Nagar Chowk (Bori Bunder) or Ballard Estate or Churchgate; Colaba Bus Station to Churchgate; Museum to Mahatma Phule Market (Crawford Market); and Pydhoni to Dhobi Talao. In addition to using the bus stops, the mini-buses were to set down or pick up passengers on request. The driver was also to act as the conductor. It was intended to use station wagons for this service. A year before the proposal started taking shape, some public bodies approached the Undertaking with the request that it start a mini-bus service on certain routes as between the Ghatkopar Railway Station and the S.G. Barve Nagar, for example. The demand for mini-buses kept growing. Meanwhile, all the aspects of the proposal were under scrutiny.
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Two points were newly stressed: (1) Some of the undeveloped areas in the suburbs have narrow and Kutcha roads, which cannot take ordinary buses. Mini-buses would be particularly useful in such areas. (2) Mini-buses could be used to provide direct and speedy transport between the suburbs and the central parts of the city. (8). CNG Buses (Compress Natural Gas) The demand for petroleum products in India has been increasing at a rate higher than the increase in domestic availability. At the same time there is continuous pressure on emission control through periodically tightened regulations particularly for metropolitan cities. In the wake of this situation there is an urgent need to promote use of alternative fuel as substitute for HSD. Among the options Compressed Natural Gas has received a great deal of attention and has been already applied successfully to some of the BEST buses (first time in India). The BEST is planning to increase the strength of CNG buses in its fleet. CNG can be used in the existing SI/CI engines with minor modifications Availability in abundance. CNG is a clear burning fuel, with no black smoke and very low particulate emissions. Thus CNG engine is environmental friendly. CNG being lighter than air diffuses upwards. CNG is very safe fuel due to its very narrow flammability limits. Excellent knock resistant, lower compression ratio. Lower rates of pressure rise and low peak cylinder pressures. Low noise level of the engine. This will add to passenger comfort. (9). A/C Buses In an honest effort to attract the private vehicle owners to BEST buses and thereby reduce the congestion to some extent on Mumbai city roads, which affects the mobility of
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vehicles, BEST has introduced 71 Air-conditioned buses, including 20 newly introduced King Long make buses. The salient features of these buses are:Luxury seats with soft transo fabric. Completely Air-conditioned passenger saloon (for A/C Buses) Carpeted flooring Jack-knife doors at entrance and exit Wide corridor for easy movement. Stanchion bars for safe movement in the corridor (for Luxury Buses).
(10). Midi Buses The areas in which it was not possible for the BEST to operate the conventional buses due to narrow roads, the BEST has introduced Midi Buses at such places. It thus goes on with its ultimate aim of providing a BEST bus service to every nook and corner of the city.
These are all the new buses which are lunched by BEST buses management
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Now days they are more concern about the customers retaination and the customer satisfaction. Thats why the best had taken decision to improve the service quality. And now they are providing the new and updated services to the customer to gain the customer satisfaction.
New upgraded services

(1) Zero Waiting Plan (2) Growing fleet (3) Festival Operation Plan (4) Ladies special 36
(5) Operation of Midi Buses (6) Excursion Action Plan
NEW UPGRADED SERVICES ZERO WATIING PLAN GROWING FLEET FESTIVAL OPERATION PLAN LADIES SPECIAL PLAN OPERATION OF MIDI BUSES EXCURSION ACTION PLAN
(1)
Zero Waiting Time Plan
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The BEST operates buses with Zero Waiting Time concept on different routes during the Morning and Evening peak hours to have faster clearance of heavy passenger traffic outside Railway Stations and major residential/commercial/CBD Areas. The BEST ensures that a bus is always waiting for a passenger rather than having it the other way round. The plan is designed keeping in mind the volume/period of traffic with a view to encourage use of Public Transport and discourage use of private and Intermediate Personal Transport modes like Taxis and Auto rickshaws. The important points of operation are Bhatia Baug, NCPA, World Trade Center, etc. (2) The Growing Fleet The Undertaking applied itself to improving its service in many of its aspects, but the prime need was for increasing the number of buses. Since its inception in August 1947, the Undertaking has been making a well-planned effort to meet the need. Every year brought new vehicles. In 1947, 242 vehicles were on the roads. In ten years the number swelled to 582. A double-decker bus was more suitable than a single-decker one, for occupying no more road space than the latter and with only one driver; it carried one and a half times as many passengers. In the early days of the Undertaking a pressing need was increase the carrying capacity of the buses. The standee bus system introduced in 1955 was one attempt in that direction. It was restricted in the beginning to vehicles of a particular type. In these buses, ten standees were allowed in the city, and seven in the suburbs. In 1958, the permission was extended to some double-decker buses; these were allowed to take eight standees. (2)
Festival Action Plans
Mumbai being a cosmopolitan city its citizens celebrate their festivals with gaiety and pomp. The BEST operates special buses during the festivals like Ganapati Festival, Diwali Festival, Bandra Mount Merry Festival, Erangal Festival Christmas and New Year Eve. Also on special occasions like various pre-planned rallys organized by the 38
social bodies where huge crowd is expected, the Undertaking is operating special buses in consultation with the organizers. (3)
Ladies Special & Ladies First Services In Order to reduce the hardships faced by the Lady commuters, while boarding the bus during the peak hours, the BEST has introduced Ladies Special Trips on heavily patronized routes. Similarly Ladies First at Starting Points trips are also provided to facilitate lady commuters.
(4) Operation of Midi Buses The areas in which it was not possible for the BEST to operate the conventional buses due to narrow roads, the BEST has introduced Midi Buses at such places. It thus goes on with its ultimate aim of providing a BEST bus service to every nook and corner of the city. (5) Excursion Action Plan The city of Mumbai has various Excursion points where heavy passenger traffic is generated from the City and Suburbs during Weekends and Holidays. To cater with the heavy demand of the passengers, the BEST operates Excursion Action Plans on various routes on Sundays/Holidays. Some of the Action Plans are Juhu Chowpatty Action Plan, National Park Action Plan etc.
Excursion Services
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BEST in collaboration with the Maharashtra Tourism Development Corporation, has introduced a special heritage tour with effect from 26th January 1997, in an Open Deck Bus in South Mumbai. (1) (2) (3) (4) (5) (6) Ground bookings Operation beyond municipal limits Bust transport in suburbs More facilities for passenger Ferry services Bus fares The excursion services can be better explained with the help of following chart -
GROUND BOOKINGS BUS TRANSPOT IN SUBURBAN

EXCURSION SERVICES OPERATION BEYOND THE MUNICIPAL LIMITS
MORE FACILITIES TO JOURNIES BUS SERVICES
FERRY SERVICES
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(1)
Ground Bookings
For the convenience of the passenger the Undertaking has implemented ground booking scheme at the prominent locations during peak hours.
(2)
Operating Beyond the Municipal Limits
The BEST operates inter-city services to three different areas beyond the Municipal limits of Mumbai city, i.e. into the limits of the bordering corporations. The three areas are as follows: 1) Navi Mumbai Due to the closure of the Bombay Metropolitan Transport Corporation, the BEST management was requested to extend some of its services from Mumbai to Navi Mumbai, in order to relieve the hardships faced by the commuters of Navi Mumbai. 2) Mira-BhayanderCiting the reference of the BEST operation in Navi Mumbai area, the Chairman, MiraBhayander Nagar Palika and the residents of that area requested the BEST to extend the service in their jurisdiction. 3) ThaneThe Mayor, Thane Municipal Corporation had requested the BEST, on behalf of the residents of the Thane area, to extend a few services of BEST into the jurisdiction of Thane Municipal Corporation. Transport is the lifeline of any city, and BEST being the monopoly stage carriage Operator of this great Metro, it becomes the prime duty of BEST to ensure the 41
development of the satellite townships by providing a proper transport network. No city or township can develop, if the Transportation, and Communication network is not proper and it is here that the onus of developing a transport network falls on the BEST. (3) Bus Transport in Suburban The Bandra Bus Company used to run the bus service in the Western suburbs. As the Company refused to comply with the Regional Transport Authoritys order that only the main road in those suburbs should be used for the service, the Authority requested the B.E.S.T. undertaking to take it over immediately. That was on 30th September, 1949. The request was more of a challenge - for it meant assuming the responsibility of providing transport for 50,000 passengers at twenty-four hours notice. The undertaking accepted the challenge. And on 1st October 1949, B.E.S.T. buses started plying in the western suburbs. Twenty-six buses were spared for the service, which was hailed by the residents of the suburbs as a boon. The Undertaking was overwhelmed with expressions of praise and gratitude. The Undertaking bought eleven of the buses the Bandra Bus Company had been using. (4) More Facilities for the Passenger You have read of the various schemes operated by the Undertaking to augment the efficiency of its transport service. Simultaneously, more facilities, besides the daily bus service, were being made available. Since the days of the B.E.S.T. Company, schools and private parties had been hiring out buses, and the practice continued. Some facilities tried out by the Undertaking were given up after a while as unworkable. The Luxury Coach Service was one of these. It was started in August 1955. The coach was fitted up with all manner of conveniences like Dunlopillo cushions for the seats, adjustable backs, a reading light for each seat, and fans. The coach was mainly meant for the use of foreign tourists. They were taken round in the coach on a guided tour of the city. Accompanying them was a guide to tell them about the important places.
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(5) Ferry Services The BEST Undertaking started a ferry service at Manori in 1981. The Brihanmumbai Municipal Corporation entrusted the running of the service to the Undertaking acknowledging its excellent bus service, as it were. The Undertaking has justified the trust placed in it by making a success of the Marve-Manori ferry service. (6) Bus Fare Even after the B.E.S.T. Company was taken over by the Municipal Corporation, the bus fares continued unchanged till 31st March, 1951. For the city the fares were telescopic, that is, as the distance increased the fare per mile came down. For the suburbs, the fare was flat, that is, it remained the same whatever the distance. For one anna you could go a mile and a half in the city, but only one mile in the suburbs. Then came the changes in the fare-structures. From April 1951, bus travel in the city became even cheaper, with the basic fare of one anna taking you a mile and three quarters. However, the fractional fares, like 1.1/2 anna or 2.1/2 annas and 3.1/2 annas, for the fare stages were rounded off to the full anna. In the suburbs too the fare was brought down from one anna per mile to nine pies that are three quarters of anna. The disparity in the fares for the city and the suburbs was brought to an end in October 1955. The suburbs naturally profited from this. For an anna you could now travel a mile and three quarters, instead of a mile and a quarter. But the fractional fares were restored. In 1959, with decimal coinage coming into force, except for the 7 paisa fare for the first stage, all the fares were multiples of five, that is, 10, 15, 20 and so on. These came into effect from 15th January 1959. From 21st April 1963, the minimum fare was raised from 7 paisa to 10 paisa.
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The Undertaking revised its bus fares from time to time strictly according to the provision made under Govt. notification. The details of revised bus fares from 1963 onwards are given below: Every day the Undertakings buses run about 6.51 lacs km. and carry about 47 lacs passengers. These figures are an index of the vastness of the transport system. It would be wrong to expect that everything will run smoothly in such an organization. Troubles have to be taken for granted; difficulties will arise. The organization has to take them in its stride. A trivial incident touches off a lightning strike. There is hectic running about. The complaint is traced to a misunderstanding. It is set right, and normal working is resumed. In 1950, the Undertaking had a serious problem to face. Conductors in those days carried a ticket-issuing machine, specially designed to print and produce a ticket of the required denomination at the turning of a handle. The machine recorded the amount automatically. At the end of his day, the conductor had to pay in the days takings as recorded. This sounds smooth and foolproof. But some conductors, who were obviously anything but foolish, found a way of so manipulating the machine as to make it record less than the amount collected. How much the Undertaking was fleeced of was anybodys guess. However, the moment the trick was discovered, the Undertaking took swift action, and in twenty-four hours the ticket-issuing machine with every conductor was replaced with a ticket-box. These are internal troubles; not all of them cause disturbance to the transport service. But external troubles invariably do, and sometimes they can be serious. The dislocation caused by the first heavy showers of the rainy season is almost a matter of habit. The low-lying parts of the city are flooded, and buses have to be diverted. To make it worse, the railway services too are disrupted. That puts further responsibility on the bus service. The buses, of course, do their best, but the best in such circumstances can never be good enough. Then there are the railway accidents, and man-made troubles like strikes, riots and hartals (or bandhs). They put a heavy strain on the bus service, but it has not been found wanting.
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Strikes and political agitations usually aim, among other things, at disrupting communications. Buses, on such occasions, are exposed to the risk of being damaged; the drivers cabin has to be fitted with wire meshes to protect him from different types of flying missiles. On some of these occasions not many people move out. Should the bus service be suspended then? The Undertaking does not opt for it; it owes a duty to the community. There is always a limit to the number of buses a transport organization can run, and to its efficiency as well, for there is a limit to what the city roads can carry. Other means of conveyance too keep increasing in number. In Mumbai, for instance, in 1951, the number of vehicles, leaving out buses, was 45,000. In 1961 it was 85,000, and in 1971 it reached 1, 80,000. Today there are over 6 lakh vehicles on Mumbai roads. The number continues to grow; but over the years the roads have been the same, except for a few additions, and some widening here and there. In such a situation, the vehicles have to move slower and slower. The average speed of our buses has been falling down. At present it is 12 to 15 km. per hour. In the congested localities it is as low as 6km. per hour.
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Modern Facilities Provided by BEST Buses Management

BEST believes that it has a social obligation towards the city where it has grown. As such it is felt essential to provide concession to certain sections of society. A few facilities are listed below (1) Free travel facilities (2) Concessional fare (3) Pubic cash counters for distributions of 5 Rs. Coins (4) Special counters (5) Reservation of seats (6) Front door entry (7) Passenger refund claims (8) Disaster management (9) Lost property (10) Free travel facility (11) Pass schemes and other facilities. Explanation of this as follow-
Free Travel Facility Presently, the BEST provides free travel facility to the freedom fighters. One person accompanying the freedom fighter is also permitted to travel free. Municipal Councilors and Non-Councilor Members of the BEST Committee are also permitted to travel free on BEST buses. Members of Legislative Assembly and Legislative Council, accompanied by his wife and Female Members accompanied by any one viz. husband, son, daughter, father, mother, brother or sister are allowed to travel free on BEST buses. Police
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personnel are allowed to travel free on BEST buses against an ad-hoc payment of compensation towards free travel facility by the Government of Maharashtra. This facility of free travel however is not available on Luxury and Air-Conditioned services.
Concessional Fare Children below 12 years of age are charged concessional fare. Student studying up to Higher Secondary and up to the age of 22 years are charged concessional fare. Persons who are 60 % and above, permanently Orthopaedically handicapped are charged concessional fare. Blind persons are charged a flat fare of Re.1/- per journey. Concessional fare facility is not available on Luxury and Air-Conditioned Services.
Public cash counter for distribution of 5/- coins For the benefit of general public, coins in the denominations of Rs. 5 / in exchange of notes in the denominations of Rs. 50/- or Rs.100. are made available by the Undertaking, at all the Depots. The timings for this are 10.00 hrs to 15.00 hrs, on all working days. Special Counters are also opened at the following places for the same (1) Bandra bus station ( West ) (2) Andheri bus station (West) (3) Agarkar Chowk Bus Station, Andheri (East)
Reservation of Seats:
The BEST has reserved 3 seats for handicapped person, 2 seats for Senior Citizens and 6 seats for lady passengers in the Single Decker buses. In the Double Decker buses it has reserved 3 seats each for lady passengers and handicapped persons and 2 seats for Senior Citizens.
Front Door Entry:
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The BEST have permitted physically and mentally handicapped persons, senior citizens, and expectant mothers to board the bus from the front door except at starting point.
Passenger Refund Claims:

In case the conductor does not have enough change to return the baklace of the passenger, he writes on the back it the ticket the amount of balance due and authenticates the same. Such a ticket is treated as a receipt by the BEST.The passenger can claim the balance amount from Ticket & Cash Department, head office at Wadala after producing the ticket.
Disaster Management
In the event of disruption of rail services the BEST operates additional buses in the area of disruption. Timely actions are taken with the help of our communication system.
Lost property The lost property section of the Transport Division is in existence prior to the municipalisation of the BEST Undertaking in the year 1947. Initially the Lost Property section was at Colaba Depot, Transport House and it was subsequently shifted to 2nd floor of Wadala Depot, Administrative Building with effect from 01/02/1980. As per Act 132(4) of Bombay Motor Vehicle Rules 1959 (New rule 122 of Maharashtra Motor Vehicles Rules 1989), the Lost Properties were required to be handed over to the Police Department, However the BEST Undertaking has been exempted from the provision of rule 132(4), and therefore all such articles are deposited in the Lost Property Section of the Undertaking vide notification issued by Home Department No MVR.1859/69814-XII date 07.10.1959.
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The working of the Lost Property Section is given below: The articles found by the conductor or any other member of staff in the bus or in the premises of the Undertaking are handed over to the nearest Bus Terminus Starter, who sent it to the concerned Depot. These articles are then forwarded to the Lost Property Section. On receipt of such articles from Depots to Lost Property Section the same are entered in the register maintained for the purpose, after bifurcating them as per their category. Whenever any claimant approaches immediately to the Bus terminus / Bus Chowkey where the article is deposited, then the articles are issued to the claimant by the officer on duty after due verification and taking necessary charges as per the administrative order. The particulars of charges to be recovered as per Administrative Order Number 304 dated 06/02/2003 from claimant are as under: Storage charges are only applicable for cash deposited and collected only after 3 days from the date of lost. Whenever any claimant approaches Lost Property Section at Wadala Depot, the articles are issued only after confirming the Identity and genuineness of claimant on verification of residential proof such as ration card, passport, election voting identity card or driving license of the claimant. In case of higher amount or valuable ornaments, the claimant has to obtain No Objection Certificate from concerned police authorities. After verification and receiving necessary charges, articles are handed over to the claimant. Traffic outdoor staff has been strictly prohibited from handing over any Lost Property articles directly to the claimant. However, the concerned Traffic Officers can issue such articles at the Depots after satisfying themselves as to the authenticity of the claimant and charging necessary charges as applicable.
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The cash or valuable articles (Gold or Silver Ornaments) received in the Lost Property Section is kept in the section for one month, and there after deposited at the Undertaking Cash department for safe custody. In case of foreign currency deposited in the Lost Property section the same is deposited with our Cash Department at Dadar for further disposal. Perishable articles such as vegetables, ready food etc is disposed off on the same day at the depots by auction in the presence of Traffic Officers. The other perishable articles such as sugar, tea powder, oil, and talcum powder etc are kept for 10 days in the Lost Property section and then disposed off, by auction in the presence of officers, and auditor. Medicines are kept for one month and then disposed off. Unclaimed lost property articles (Semi valuable, and sundry) are sent to Oshiwara Scrap yard after one month for further disposal by way of auction. A letter of appreciation is issued to the member of staff who deposits lost property articles. If the value of the article deposited is Rs.2000/- or more then the concerned member of staff is recommended for cash reward / appreciation letter to be given on BEST Din.
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Pass Scheme and other facilities in BEST buses s

The scheme of Bus Passes was introduced in BEST Undertaking from 2 January 2007. The Bus Passes are in form of Smart Card, which, is a plastic card resembling to Debit/Credit Cards of Banks with a built in electronic chip that stores information of validity period of the bus pass, the destinations of travel permitted on the pass, value of the bus pass, and passengers Identity Card number. Conductors working inside the buses / Inspectors posted for checking the passenger tickets validate these bus passes with the help of a Hand Held Terminal (HHT). These Smart Cards are contact less cards and can be validated by Bus Conductors or Inspectors by simply holding these Smart Cards close to the HHT. The screen on HHT displays the validity period of the pass, the permitted destinations for travel on bus pass & the I-Card Number of the Pass Holder. Passenger can charge (purchase / renew) these Smart Cards for different types of passes at any of the convenient Service Delivery Points (SDP) located at various important Bus Chowkies & Bus Depots in the City. At a time passenger can load more than one type of bus pass on the same Smart Card as per his requirements. The entire activity of issuing / renewing bus passes (Smart Cards) is outsourced. It available at Monthly, Quarterly, Annual basis. BEST management also introduced the Magic Bus Pass of Rs. 15/-, Rs.20/-, Other facilities Rs 25/-
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(1) Installation of P.C.O.s in BEST Buses: The purpose of fitting P.C.O.s inside BEST buses was one of the measures enlisted in the actions to be taken under Disaster so to provide them means of communication. This will also yield Non Operating Revenue to the Undertaking.
(2) Cheques box M/s. Vodafone Ltd. has installed their Drop Boxes in BEST buses. One drop box is installed per bus behind the drivers cabin area. Vodafone customers drop their payment cheques in these boxes and BEST gets Non Operating Revenue towards fixed rental charges and cheques collection charges per bus every month. (3) Grab Handles on BEST Buses M/s. Admire Sign & Display Pvt. Ltd., a firm engaged in business of advertising has replaced the old grab handles with those of international design and standard. These Grab Handles are patented product and would be maintained by them. The space on grab handles will be sold by them as an advertisement space at their cost and the revenue will be shared with BEST on a fixed income per bus per month basis (4)
Help Line Facilities -
The BEST is working hard to improve the quality of service given to the commuters. The various cadres of authorities closely monitor the services for maintaining the Punctuality, Reliability, and Regularity. It is said that the city can be considered as normal if the BEST bus is seen plying on its roads. BEST gets immense satisfaction when a bus is seen plying during the heavy monsoon when everything else stands still. Just as food, clothing and shelter are considered to be the basic needs, in the same manner the BEST bus also has become an integral part in the life of the citizens of this Mumbai. Passenger's
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suggestions, queries, and complaints are heard or examined and rightful decisions are taken. (5) Parking Facilities List of parking facilities available at BEST Bus Depots in Mumbai from 09.00 to 19.00 hrs for Rs. 50 /- per car. These are the all facilities offer by BEST Buses to improve their qualitative services for their customer.
TQM IN TECHNOLOY BEST buses management is also introducing modern and upgraded technology to improve the service quality and serve the best quality services which makes BEST buses best. Following are the technology which they introduced.(1) Transport Engineering (2) Unification of tram and bus workshop (3) Standardization of bus control (4) Engineering department (5) Operation wing (6) Bus control section (7) Project planning and development
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It is better explained with the help of following diagram -
TQM IN TECHNOLOGY
TRANSPORT ENGINEERING
UNFICATION OF TRAM & BUS WORKSHOP
STANDARDIZATION OF BUS & CONTRACTION
ENGINEERING DEPARTMENT
OPERATION WING
BUS CONTROL SECTION
PROJECT PLANNLING AND DEVELOPMENT
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CHART SHOWING TQM IN TECNOLOGY IN BEST BUSES
Transport Engineering The origins of the Kingsway Workshop go back to the Colaba Causeway workshop of the Bombay Tramways Company as it then was. The workshop was opened there in 1886. People living in the surrounding area complained of nuisance from the workshop in 1910 and the Company (by now the B.E.S.T. Company) decided to shift the workshop to a convenient spot in the north of the city. Accordingly, in June 1915 land was acquired from the Improvement Trust at Kingsway, between Dadar and Matunga, on a 999-year lease. A workshop was soon erected on the plot. The workshop undertook the repairs of both the coachwork and the electrical machinery of trams. It was equipped with all the necessary machines, such as a heavy-duty shaping machine, a tyre-cutting lathe, a tyre-heating furnace, an armature-winding plant, a coiltesting machine, etc. The work was carried out in sections such as the truck shop, the paint shop, the machine shop, etc. When bus services were introduced in 1926, a bus workshop was opened in Colaba. Transportation engineering was now divided into separate sections for trams and buses. When the Colaba workshop began to prove inadequate to the needs of buses, another bus workshop was opened at Dadar near the tram workshop. This workshop had various sections for repairs to chassis (base-frame, engine and wheels), body and ancillaries, and seats and windows, a paint shop, a machine stop, an electrical section, a unit section, calibration and lubrication, a tyre section, etc.
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After 1947, the workshop space was found to be inadequate with the expansion of the bus service. In 1950, further land was acquired next to the Kingsway Tram Workshop and the new Workshop was planned to maintain a fleet of 600 buses. When trams were abolished in 1964, the tram sheds in the Kingsway Workshop were taken over for the expansion of the Bus Workshop. This was a useful temporary expedient; but these sheds had been specially designed for trams and did not permit a scientifically planned expansion of the Bus workshop.
Unification of Tram and Bus Workshops When the trams were abolished, the tram and bus workshops were merged. The pits in the tram sheds (for under carriage repairs) were filled in and leveled and the space was allotted to bus body repair sections. Machines no longer useful were sold. Some of the tram workshop staff were redundant under the new arrangement and under the regulations, could have been retrenched on payment of compensation. They were, however, suitably re-trained and absorbed in the bus workshop. The rearrangements at unification were carried out as methodically as possible. The space needed for each section was calculated as for an assumed fleet of 1500 buses. The layout of the Shops was arranged, so as to avoid unnecessary movement of materials. The work of shifting of machinery and equipment and merging of shops was carried out without affecting the daily production. At the time the Municipality took over the B.E.S.T. Company, double decker buses constituted 65 to 70 per cent of the fleet, the rest were single deckers. Economically, this was a sound proportion. The chassis (and spare parts of the chassis) of D.D. buses were imported from England. However, in 1961, the Government of India laid down restrictions on the import of D.D.
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chassis, as it was proposed to manufacture the chassis in India. The import of spare parts was also severely restricted. The Undertakings buses were in a grave state at this period. Most were old. New chassis were not available. The fleet utilization was 81 per cent. i.e. out of every 100 vehicles only 81 were available for actual service; the other 19 were in the workshop awaiting repairs. Shortage of spares delayed their repair. In the circumstances, two alternatives were open: one, to purchase the uneconomic single-deckers, for they were being manufactured in India; the other, to strive for self-sufficiency by repairing the existing double-deckers with maximum efficiency and putting them on the road again. Transportation Engineering accepted the challenge and started methodical work. About 50 vehicles in the available fleet were temporarily withdrawn from service and brought into the workshop. Their units were dismantled and the parts were thoroughly inspected for the degree of wear and tear. Then they were sorted into reparable and condemned. Inquiries were set on foot about the possibilities of having replacements for the condemned parts manufactured in the country. Indian manufacturers were induced to undertake the manufacture of parts which were needed on a large scale, such as pistons rings, valve guides, and rocker shafts, main and big-end bearings for Gardener engines. etc. The same solution could not be adopted for parts which were not needed in large quantities. Attempts were made to repair them in the workshop. With processes such as welding and metal-spraying, sleeving, metal-stitching, such parts as valves, crank-shafts, master-cylinders, wheel-cylinders, tappets, flywheel housings, cam-shafts, etc., were given a new lease of life. Until the B.E.S.T. Company was taken over by the Municipality, only the Colaba Depot was available for the maintenance of buses and minor repairs. As the fleet grew, the need for more depots was felt. In 1961 the fleet comprised 1045 buses in all. Six new depots were constructed for their maintenance. The Wadala Depot was equipped for the
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maintenance of 300 buses. At this time it was the largest depot in Asia. After this, taking long maintenance experience into account, the authorities decided that no depot should be called on to look after more than 125 to 150 buses. Accordingly, small depots were built at convenient spots in the city and its suburbs.
Standardization of Bus Construction From an engineering point of view, a bus has two main components: the body or coachwork and chassis (together with the engine and the transmission) on which the body is built. Both were standardized as far as possible. In the period up to 1960 different manufacturers built varying bus-bodies. Some busbodies were of composite type and some were built of steel and aluminum. These variations proved troublesome and costly in maintenance. A decision to have complete metal bodies was taken and brought into effect from 1962. Another early step was to standardize the various fitments on bus-bodies. In 1967, with a view to standardizing bus construction, buses were classified into three types. Type A comprised single deckers, steel-built throughout. Type B comprised double - deckers, also steel-built throughout. Type C included both single deckers and doubledeckers and used both steel and aluminum in their construction. Manufacturers build these types of buses in conformity with special designs prepared by the Transportation Engineering Department. The demands of city transport are different in some respects from those of other transport. In the city gear-changes are far more frequent and brakes must be extremely efficient. A large diesel tank is required; medium horse-power is adequate for the engine. Transportation Engineering takes all these requirements into account in designing a chassis to suit the special needs of city traffic. Efforts are being made to improve the bus-bodies and make them better looking.
Engineering Department -
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The transport wing of B.E.S. & T. undertaking operates buses within the Municipal limits of Greater Bombay and it is presently extended up to Belapur in Navi Mumbai in northeast direction as well as up to Bhayander and Teen hath naka at Thane. In order to keep this bus fleet roadworthy; a Two Tier System of maintenance is followed by Transportation Engineering Department. A workshop located centrally at Tillak road near khodadad Circle, Dadar acts as on work centre, which carries out major overhauling of all unilts, chassis, major body damage repairs and modification work, replacement of heavy unilts, reclamation work. This system facilitates groping of jobs requiring same process/ machines/ equipments together for better utilization of manpower. Depot is another work centre, which provides bus services effectively on every day, carries out preventive maintenance as well as repairs on buses. We have 25 depots located in four zones viz. City, Central, Western, Eastern suburban zones. Dadar workshop has a built up area of 27,170 square meters. All unit overhauling, plant & equipment installation and repairs, reclamation activities are carried out in the workshop. Following are the important sections of workshop. (1) Bus body repairs & its ancillary sections (2) Engine & its ancillary Units (3) Major Units, Brake, Transmission Units (4) Electrical Units (5) Tire section (6) Machine Shop & Reclamation (7) Chassis overhaul, Repair and Scrapping (8) Inspection Section & Chemical Lab (9) Material Control (10) Work Study section
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Considering higher in house cost i.e. labor cost, many jobs are given to outside contractors such as Boby repairs, Tier re-trading, Tire cut repairs & reclaimation of spares. This approach I called as Tapered integration where by overflows of workload or new activities are carried out without increasing present manpower.
Operation Wing
Operation wing consists of 25 depots spread over the areas of greater Mumbai in addition to Bus Control secton, Motor vehicle section and statistical section. For its effective; bus operation all depots carry out various mailntenance practices such as preventive maintenance, unit replacement, RTO passing, body damage repairs of buses. An important stock of various units, important chassis or bus components is maintained at depot level. Depot replaces the defective units with the important stock units and sends the defective units to Material Control section of workshop for repairs. In order to curb the menace of air pollution, which is fast deteriorating the health standards of the citizens of Mumbai, BEST take special efforts o curb the amount smoke emitted by our vehicles. Smoke meters of the latest state of the art technology are provided in all depots itself.
Bus Control Section

This section in the undertaking primary after breakdown of the vehicles on the line as well as looks after the repairs of plant and equipment a the depots. It aksi acts as coordinator between depots, central workshop and senior officials of BEST. The smooth fuctioning &roadworthiness of the buses on the line is ensured in the minimum amout of downtime. This section is equipped with wireless sets and the mobile sets are installed on break down vans located at each depot. This section also deals with breaksdown of plan, machinery, installed at depots.
Project Planning & Development
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Technical Training Centre, Wadala

BEST introduced Technical Training Centre situated at Wadala depot. Training centre is well equipped with models, equipment & latest trainin aids. On the job training is impared to trade apprentices in various cadres as well as pro0bationary engineers. It also conducts refreshyer taining programs for supervisory staff or employees. We also have on well- equipped mobile trining van, which goes to the depots and imparts training related to specific problems of maintenance of different types of bus systems.
Inspection and Chemical-testing Lab

We have physical and chemical testing Labs to test the mterial as per relevant standard specification. Physical Testing consiss of Visual linspection, dimensional check, and physical properties like hardness, tensile strength, breaking strength etc. Chemical testing of material, etc is carried out by the Chemical Lab. This Lab also monitors field trials on various grades of lubricants, greases, paints, etc.
Research & Development Section

New technologies introduced Automatic fan belt Accelerator cable in place of linkages Diesel pre-heater Air intake by pass system on CNG buses Buses running on Bio Diesel
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TQM in Personnel
In any organization there are efforts to increase production with or without increase in productivity. Following are the main schemes introduced by BEST buses management to improve the quality of the personnel policies
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TQM IN PERSONNEL
INCENTIVE SCHEMES FOR THE EMPLOYEES
BOUNS SCHEMES FOR CONDUCTOR
CAUSUAL WORKER
CHART SHOWNG TQM IN PERSONNEL
(1) Incentive Bonus Scheme For The Employees To provide the passengers with a comfortable bus service needs a sufficient number of vehicles. The Undertaking has always been trying to achieve such sufficiency. But then what does sufficient mean? You cannot define it. The vehicles are just one factor in a 63
bus transport system. There are others like the conductors, the drivers, the maintenance staff and the repairs staff in the workshops. If all these employees are not up to the mark, no increase in the number of buses is going to make it sufficient. So much depends on the proportion of vehicles stabled for repairs. Similarly, the efficiency of the service depends a good deal on the conductor and the driver not unnecessarily holding up the movement of their vehicle, the conductor issuing tickets promptly, and taking care to avoid altercation with the passengers. Efforts to secure such efficiency have to be made methodically. Some efforts made by the Undertaking in this direction in the beginning were as follows: (1) The system of granting an efficiency bonus of Rs.25 every quarter was started in 1951. It applied to both the conductors and the drivers. To be eligible for the bonus, the employed had to attain a certain level in attendance and in efficiency. (2) Absenteeism among employees is epidemic in the March June period. For lack of conductors and drivers, the usual number of buses cannot go out on the roads. A special bonus scheme had therefore been instituted for this period, to dissaude them from going on leave. (3) A scheme called Model Unit was started in 1961. To find out the defects in the maintenance of vehicles, and to decide on the remedies for them, fifty vehicles of the same make were grouped together, and their maintenance was to be carried out according to the methods and time-table laid down by the manufacturers. On the basis of this, a model maintenance system was to be finalised, and then aplied to all the vehicles of that make. To operate the scheme, fifty double-decker buses of Leyland Titan make were grouped together in the Central Depot. Similar groups were made in the other depots, one by one. Selected drivers were put on these vehicles. (4) Sometimes it is minor defect which puts a bus out of action. In order that such a bus should not get stuck on the road for long, mechanics were stationed specially for the job at some of the starters chowkies at the important termini. To deal with major defects there is a Breakdown Lorry or Van. The van goes to the ailing bus, and sets it right as quickly as possible.
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(5) The schemes like bus running control, the wireless van, etc. were in operation. The wireless van is a special feature. It does important jobs like reporting breakdowns of vehicles to the staff concerned or asking for extra buses at points where there are inordinately long queues of passengers. These schemes were definitely instrumental in increasing efficiency. And yet they seemed to fall short of the requirements. There were not enough vehicles. The proportion of absentees came down, but even then it was large enough to affect the working. Would the recruitment of women conductors bring about an improvement in the attendance? This was considered in 1951. Then there were the sick vehicles. Although their proportion was gradually coming down, it was still considerably higher than in the bus systems in cities like London, New York and Tokyo. There was much scope for improvement in the maintenance of vehicles. The rainy season brought in its wake a flood of complaints about leaking roofs and windows that got stuck. The population of the city kept growing. It was a trying situation, and it called for more throughgoing and fundamental improvement. "The Incentive Bonus Scheme for Bus Transport instituted in April 1967 proved quite effective in combating some of the troubles mentioned above. (2) Bonus Scheme For Conductors Under this scheme, a conductor was to be granted a bonus for extra work. The fare collected by him during the month was taken as his work. Some of the immediate benefits of the scheme were as follows: (1) the number of complaints received from passengers dropped from 600 to 400 per month. (2) The Undertaking could cope with the traffic without increasing the number of buses. (3) Passengers had to wait for a shorter time in queues. (4) The proportion of absentees among conductors came down. New Incentive Bonus Scheme Like the conductors, the three categories of staff namely Bus Drivers, Workers in the Traffic and Engineering Departments and the Maintenance Staff are important in a bustransport system achieving maximum efficiency. But, in their case, the efficiency is not of an individual; it is the result of the co-operative effort of workers from each of the
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three categories. Such joint effort enables a bus to run smoothly and punctually. This scheme was designed to keep more buses running - that is, to reduce the number of sick buses. In 1969, this scheme brought down the percentage of sick vehicles by 2 to 3 per cent which meant 100 vehicles more on the road. In that year about 4,000 drivers, 200 of the traffic supervisory staff and 2,000 maintenance workers joined the scheme. The workshops too came under a similar scheme from 1st October 1969. The measure of efficiency in this case was the number of vehicles lying idle in the workshop waiting for repairs. This scheme too had proved effective, the percentage of vehicles under repairs dropping.
3. Causal worker Now days BEST starting recruitment of Causal Worker. Causal workers are not permanent worker. When they work for 8 hours they get wages. Now wages are increasing from Rs.100/- to Rs. 140/-. Causal worker must have the RTO Batch number of Heavy Vehicle. The causal worker does not get any facilities such as PF, Gratuity and many more facilities which get to permanent worker. They get the facilities of free travel in by BEST bus anywhere in Mumbai.
PROBLEMS OF BEST BUSES No urban transport service can hope to escape problems; they keep on cropping up all the time. And they have to be tackled! Else the press and the citizens will not leave you in peace. 66
Knowing this fully well, the BEST undertaking took charge of the bus and tram transport in the city in 1947, and it soon ran into a whole lot of problems.
(1)Migration is increasing
Every day migrates are coming in Mumbai and settle down in Mumbai so the population is increasing. So the numbers of BEST buses are not enough to fulfill the need of transportation of every body. And the rush is increase.
(2) Increasing the population at increasing rate Actually, Mumbai had started changing in a big way since World War II. Its population in 1941 was about 14 lakhs; in the next ten years it shot up to 28 lakhs; the next ten years took it to 41 lakhs, and in 1970 it was 56 lakhs. This population explosion, as far as the city was concerned, was most unexpected. Oblong in shape, Mumbai has most of its Government, professional and commercial centers of work concentrated in its southern part. This sets a traffic pattern. The rush is north-south in the mornings, and in the reverse direction in the evenings. (3) Traffic problems The main problems in operating in BEST Buses in Mumbai city is the traffic problems. Due to the increasing the rate of the using the private vehicles there is increasing in problems of traffic. And due to the traffic problems, sometimes the BEST buses are not able to provide the qualitative services to their customer.
Solutions for the problem face by BEST buses Mumbai has thus changed a great deal from what it was about fifty years ago. But the changes, and the difficulties of adjustment that changes usually bring, did not come
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suddenly. They were spread over the years. In its early years the Undertaking tried find a solution to every problem like (1) The available buses were re-allocated amongst the various routes, according to the pressure of traffic. The seating arrangement in the buses was altered to squeeze in a few more passengers. (2) The procedure for repairing the buses was streamlined so as to reduce the number of buses on sick list, and more buses were acquired. But the Undertaking also gave a thought to long-term measures like getting a scientific survey of the busroutes made with the help of a computer, or getting experts to study the possibilities of using alternative means of transport like underground railway, mono rail, water-bus or mini-bus. (3) These fifty years the Undertaking has been conscientiously trying to plan for and provide as efficient a service as it can. It discovered that a short-term measure can only bring a temporary cure. Every increase in the pressure of traffic rendered such measures are required in practice. And expertise to find the solution for this problems. It strengthened the Undertakings resolve to pursue its problems to their roots.
OUTCOMES
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SR. NO. 1
OBJECTIVES What is TQM and Importance, Relevance, and Implementation of TQM?
FINDING TQM is a structured system For satisfying internal and external customers and Suppliers by integration the businessenvironment.. TQM means continuous improvement in work to give quality services to their customer. TQM is not a program, it is a systematic, integrated, and organizational way of life directed at the continuous improvement of and organization.
To know more about tools and techniques like Quality circles, Kaizen etc.
Quality circle and Kaizen are very much effectives tools and techniques to implement the TQM. A Quality Circle consists of a small group of people who perform the same jobs or tasks. This group meets voluntarily, on a regular basis, to discuss problems, seek solutions, and cooperate on the principle that employees participation in decisionmaking and problem solving improves the quality of work. KAIZEN means of continuing improvement in personal life, home, life, social life, and working life. KAIZEN is a culture of continuous 69
improvement focusing on eliminating waste in all systems and processes of organization.
To more about BEST Management an d daily operation
BEST is public utility company they manage their work very efficiently complicated management. BEST took over the company in 1947; there were 242 buses in operation on 23 routes and these buses carrying 45 lakhs passengers daily on 335 routes. Special transport arrangements are made and extra buses under various action plans are operated during the year on various social or religious occasions. BEST implement TQM in services and facilities and TQM technology, TQM in personnel, to provide the qualitative service to the customer. While implementing the TQM services like pass schemes and facilities they introduced new buses like BRTS Bus. Midi Buses etc. and they provide new facilities like zero waiting plan, excursion services, ladies special plan etc. In TQM in technology they used now modern technology like Transport Engineering, introduced
Implementation TQM in BEST Buses.
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the R&D department for giving new and innovative services. In TQM in personnel they came with the Semployee new incentive plan and causal worker etc. 5 Problems faced while operating and solution find by BEST for problem. They faced problem like traffic, population, increasing and migration. And they find the solution on it like introducing new buses, increasing the round of buses etc.
ARTICLES FROM NEWS PEPAR CCTV In Best Buses
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Indian Express
Saturday 7th November 2009 After terror attacks on the citys public transport system over the yearsbuses in the past and trains more recently, the Brihanmumbai Electric Supply and Transport Undertaking (BEST) has entered into a barter deal to install closed-circuit television cameras (CCTVs) inside its 3,400 buses as part of a major security measure. According to BEST General Manager Uttam Khobragade, this surveillance system three CCTVs in each buswill capture every movement of the passengers. The surveillance system will help as a psychological deterrent for anti-social elements. Being a very high-end system, with lots of wiring, it will take around six to eight months for all buses to have the CCTVs, said Khobragade. M/s Aments has got the contract for 10 years. In lieu of the CCTVs, the company has got the rights to advertise in BEST buses by putting up 2 LCD screens, which will also air information about BEST buses and some recorded songs. Therefore its a win-win situation for the Undertaking as we will get the much needed security measure in place without investing a single rupee, said Khobragade. Starting this month-end, the CCTVs will be placed in three different corners of the bus, while the two LCD screens will be installed behind the drivers seat. According to BESTs Assistant General Manager (traffic operations) V Y Amdekar, the security system has a black boxalso found on aircraftwhich will record all movements throughout the day. The black box has a storage capacity of two days. Thereafter, the footage will be automatically deleted. If needed, we can download a particular recording and keep it for our record, added Amdekar.
Best Makes A Smart Move

DNA
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Saturday, August 26, 2006 In a bid to make transport services passenger friendly, the Brihanmumbai Electric Supply and Transport (BEST) undertaking on Friday installed the smart card system, the PCO system, CCTVs and drop boxes by Hutch is on Essar in its buses. These systems were inaugurated by Chief Minister Vilasrao Deshmukh who travelled
in one of these buses from Mantralaya to NCPA and back. On board, he also gave a piece of advice to the undertaking that they should work towards introducing these facilities even on the Mumbai-Pune stretch (the route which is popular among Mumbaikars). "There is constant terror threat, making BEST one of the most vulnerable spots. To ensure safe and comfortable journey for over 45 lakh commuters, we have installed CCTVs to monitor the activities of each and every passenger," said Uttam Khobragade, general manager of BEST. Smart card has been installed in 200 buses, and will be installed in the remaining 3,391 within the next three months. The buses will also be fitted with Global Positioning System (GPS) for automatic identification of their location, and also for the purpose of fare calculation. This card can be later used by commuters who travel by the railways too. Talking about the functioning of the smart card, Khobragade said that the commuter has to present the card to the validator, which will calculate the actual fare, and then automatically debit the amount from the card. However, if passengers fail to present the card at the time of exit the card will be debited for the full journey. Forty entries can be registered at the validating machine in one minute.
Beneficiary of the Projects

The projects is basically beneficiary to following
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(1) (2) (3) (4) (5) (6)
BEST Management Customer Transport Company Society Company who want to impalement the TQM. Student who want to learn about TQM.
CONCLUSION
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After the completed the project on TQM in BEST Buses, I have come in to the conclusion that BEST management is not only vast but also complicated management. Still it managed very well than any big organization. However, sometimes they have to face some of problems like traffic problems, migration, population problems. Due to this they sometimes not able to give quick and on time services to their customer to overcome this hurdles they adopt total quality management in their duly operation they introduces TQM in services TQM in personnel, TQM technology, and also they introduced new facilities. They are continuous improving in their services and come out with qualitative facilities for their customer. After this all view at BEST management I have to say that BEST is best.
BIBLIOGRAPHY 75
BOOKS (1) Implementation of Total Quality Management Rampal Gupta Mumbai By Survodhay Prakashan, Year March 25, 2008 (2) Tram to B.E.S.T. buses Suvarna Varma, Mumbai By Pragati Publication, Year Sep, 25, 2005
(1)
NEWS PAPER CCTV in BEST Buses Indian Express 7th Nov, 2009. (Page no. 4)
(2)
Best Make a Smart Move DNA 26th Aug, 2006 (Page no. 5)
WEB SITE
(1) www.bestundertaking.com (2) www.yahoo.com (3) www. google.com (4) www. businesssolution.com
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TQM IN B.E.S.T.

Introduction of Total Quality Management

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Need And Importance Of TQM In Organization

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(8) Expansion and diversification:-

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Principles of Total Quality Management

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CHART SHOWING QUALITY IS MORE THAN QUANTITY

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QUALITY CIRCLE & KAIZEN

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1968 1971 1986 1990 1998 2003 2007

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New upgraded services

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