PurposeTo study the strategic implications of TQM and TPM in an Indian manufacturing set‐up and to detail literature reviews to highlight gap areas. To examine the relationship between factors influencing the implementation of TQM and TPM and business performance for the following three approaches in an Indian context: TQM alone; TPM alone; both TQM and TPM together. This is done to extract significant factors for the above three approaches.Design/methodology/approachEmpirical survey‐based research on a sample size of 108 manufacturing companies. Uses bivariate correlation and multiple regression analysis techniques to extract significant factors using SPSS.FindingsThe research identifies two sets of factors which are critical for the effectiveness of TQM and TPM: universally significant factors for all the three approaches like leadership, process management and strategic planning; and approach‐specific factors like equipment management and focus on customer satisfaction. The study also highlights the complexities involved in implementing TQM and TPM together.Practical implicationsThe emphasis on extracted factors will help companies in realizing greater benefits through TQM and TPM. This study is equally important in a global context also, as companies across the globe are striving to achieve synergy of TQM and TPM.Originality/valueThe preparedness/status of Indian manufacturing industry for TQM and TPM implementation, as India is becoming a major sourcing base for the world and there is a paucity of such studies. The study of TQM and TPM in all the three modes simultaneously has not been investigated in the context of developing countries. Such studies are equally important in a global context.

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PurposeTo examine the impact of experience in terms of time period on TQM's effectiveness in improving performance of Indian manufacturing companies. To establish the impact of TPM support on TQM's effectiveness.Design/methodology/approachThis is an empirical research with testing of hypotheses using t tests. The data are collected with the help of a questionnaire on six performance parameters, which are measured on a five‐point scale. The study considers three time periods (phases) of implementation and two improvement strategies, i.e. TQM alone and TQM supported by TPM (combined strategy), for the purpose of analysis. The analysis is based on valid responses from 111 manufacturing companies.FindingsThe performance improvements contributed by TQM in the transition phase have been marginal due to initial investments and efforts required as well as to country‐specific factors. The effectiveness of TQM in the stability and maturity phases is established in an Indian context. The synergetic effect of TPM support on TQM's performance is also established in an Indian context.Practical implicationsThe paper establishes the long‐term effects of TQM on companies' performance in an Indian context. It also highlights various country‐specific factors, which led to marginal improvement during the transition phase. The paper also establishes that TQM with TPM support can be an effective strategy to improve competitiveness of Indian manufacturing companies.Originality/valueThis paper studies the two important factors which influence TQM's effectiveness. Although the study has been carried out in an Indian context, it is equally significant in a global scenario. This paper addresses a pertinent issue of simultaneous implementation of TQM and TPM, which is commonly found in industry but not adequately researched.

This peer mobilization pilot for HIV and syphilis testing used messaging on gay dating sites, clinic referrals, and peer recruitment to reach men who have sex with men in Mumbai. In 6 months, the pilot reached a relatively modest 247 individuals, 244 of whom had never tested for HIV. Challenges included low recruitment and loss to follow-up for posttest counseling and treatment initiation for individuals with HIV.

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