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Creating World Class Performance in a Jaguar Assembly Plant

Muhammad Amir YousufMazhar Ali Kazmi

Saad AftabKhalid Shafi

Murtaza KaziAhmed Hassan Saadi

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Founded as the Swallow Sidecar Company by Sir William Lyons in 1922

Sold to The British Motor Corporation in 1966

Acquired by Ford Motor Company in early 1990s

Purchased by TATA at a cost of 1.7 billion on 2nd June 2008

Discontinued X-type production in July 2009

Jaguar Land Rover confirmed production of new LRX Land Rover atHalewood in 2010

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In January 1960, Ford bought the 1390 hectare Greenfield site in Halewood In 1990, Halewood also began to produce body panels for Jaguar cars In 1993, Halewood becomes first plant in Europe to achieve ISO9000 In 1998, Halewood became the production site for Jaguar X Sports Saloon The Jaguar X would replace Ford Escort, which was to be phased out Last Ford Escort produced on July 21, 2000 In 2001, First Jaguar X-Type rolls off production line In 2002, 2003, 2004, Ford auditors rate Halewood Best body and assembly

operation in the world In 2004, Halewood wins Environmental Business of the Year award in

recognition of reductions in consumption of energy, raw materials and water In 2005, 250,000 Jaguar X-Type produced In 2009, the last Jaguar X-Type rolled off the production line

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Halewood was chosen to produce the X Type because:

Existing Jaguar plant in the Midlands lacked sufficient capacity

The Britishness associated with Jaguar made overseas productioninappropriate

Good transport infrastructure

Opportunity to develop Business Park.

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Plant needed to be renovated/modernize Significant Capital Injection Relationship with Local Community Traditional working practices Existing Culture

These were hurdles preventing Halewood from becoming a WorldClass production facility. But what does World Class mean?

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Charismatic Best among Peers Consistent Durable Admired across Borders irrespective of barriers such as

Culture Race Ethnicity

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A product so far ahead of its peers and so complete that itmeets expectations and standards across all visibledifferences and borders.

A product which doesnt divide instead unifies opinions

Universal Appeal and Utility across all conditions over time

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The Best Products demand the Best Standards Maintenance of Brand Equity Delivering on Jaguar Xs Promise Cut-Throat Competition

Companies adopting Modern Trends Heavy Spending on R & D

Production Optimization via Loss Reduction Healthier Balance Sheet Retention and Expansion of Customer Base

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Plant Upgradation Replacement of Existing Production Facilities Lean Production

Minimization of Duplication and Losses

Sequential Production Flow Brought all major facilities on a single location Minimization of Delays

New Supplier Park Development

Corporate Social Responsibility Improvement and reduction in Halewood Energy consumption Over 800 employees spent a week involved in local community

projects Introducing waterborne processes Establishment of Waste Water Treatment Plant

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Transformation of Working Processes and Culture New Operating Principles Defined

Every employee was provided a 'GREEN BOOK' having Company'sVision, code of conduct and operating principles written in it

Extensive Training

Set Performance Indicators

Empowering the employees by Giving additional responsibilities to operatives in key positions Teaching them new approaches that involve creativity and

flexibility

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Transformation of Working Processes and Culture The Three Pillars i.e.

Quality Consistency across the Production Process

Identifying avenues for continuous improvement Centre(s) of Excellence

Small Units to test Manufacturing improvements Better Cleanliness and tidiness at workplace Increased productivity and commitment within the workforce

Culture Change Create an environment where employees take ownership workshops for managers, union representatives and line workers Increasing participation and empowerment Improve decision making processes

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Quantitative Indicators Volume Profits RevenuesQualitative Indicators Employee Morale and Motivation Levels

(via Surveys, Employee Evaluation Reports etc.) Customer Feedback

(via Surveys etc.)

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Employee Morale Surveys/Employees Feedback Employee Evaluation Reports Employee Trainings

Customer Feedback

Surveys (Largely Internet Based) Feedback from Dealers as they are a direct link with

customers

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Amir