Tata Motors's Achivements

8/8/2019 Tata Motors's Achivements

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TBEM Group, Jamshedpur 1

Treading the path ofexcellence

at CVBU

TATA MOTORS

Treading the path ofexcellence

at CVBU

TATA MOTORSParthasarathi Banerjee

Asst General Manager

Tata Business Excellence ModelCommercial Vehicle Business Unit

Tata Motors Ltd

Jamshedpur

Software Productivity Conference

Bangalore 18 February 2006


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Tata Motors - A Flagship

Automotive Company of the Tata Group

Leading the Future


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Tata Group

Serving India for 127 years

93 diversified companies

A Total Turnover of US$ 17.8 billion (2.8% of Indias GDP)

Largest Market Cap. - Trusted over by 2 million shareholders

Account for 5 % of Indias exports

Strong Brand Equity and Business Values


4/105TBEM Group, Jamshedpur 4

The Tata Group - 7 business sectors

Engineering Materials Energy Chemicals

PowerAutomotive andEngineering Products

ChemicalsMetalsComposites

Communications & IT Consumer Products Services

HotelsFinancial Services

International operationsOther Services

Telecommunications

Information Technology

Consumer goods



Tata Motors

Indias Largest Automotive Company

Total income of US$ 4.7 billion (2004-05)

Over 3 million Tata Vehicles plying on Indian Roads

Indias only full range manufacturer of Passenger Cars & CommercialVehicles

Product portfolio covers passenger cars, trucks, buses, and defencevehicles

Currently has four vehicle manufacturing units at Jamshedpur, Pune,Lucknow and Gunsan (S Korea)

Leading the future of the Indian Automobile Industry



Additional Strengths that Tata Motors can leverage

Tata Group synergy for world class offering

Tata Cummins for state-of-the-art Engines

TACO - Collaboration with world class auto component /systemmanufacturers including Johnson controls, Yazaki, Knorr Bremse,Ficosa, Owens Corning, Faurecia,Toyo, etc..

Tata Steel for HR & CR sheets and other steel inputs

Telcon - Earth moving plant and machinery - collaboration withHitachi, John Deere, Euclid

Tata Advance Materials for special materials & composites

TCS / Tata Technologies for a range of engineering, manufacturingand business system solutions software development

Fiat s.p.A. for Design, Manufacturing, Sourcing and Distribution of cars

Hispano Carrocera SA for Innovation in Buses



Tata Motors

Among the top 6 Medium & Heavy Commercial Vehicle Manufacturers in the

world

Over 130 models of Vehicles & Automotive Products which include

Cars & Multi-utility vehicles

1 ton LCVs to 40 ton HCVs / Tractor Trailers

Buses from 12 seats to 67 seats

Tippers to Special Purpose vehicles

Wide Range of Defence vehicles

Driven in 70 countries

Leading the future of the Indian Automobile Industry



Tata Motors Product Range : Cars and MUVs

Cars MUVs

Indica Safari

Sumo

Victa

SumoSpacio

Indigo

Indigo Marina

T t M t C i l V hi l P d t R



Tata Motors - Commercial Vehicles Product Range

LCVs Medium & Heavy CVs- Trucks

Tata Mobile207- Pickup

LPT 1615Truck

SE 1613 TCTruckSFC 407Cargo Truck

LPT 407Cargo Truck

LPO 1613

Car Carrier

LPT 709 EContainer

Truck

LPT 2515Tanker

ACEMini-Truck LPT 2516

Mixers

T t M t C i l V hi l P d t R




Medium & Heavy CVs Dumpers/ Tippers / Tractor Trailer

LPS 3015Tractor

LPK 1615Tipper

LPS 3516Tractor -Container

LPK 2516Heavy duty

Dumper

LPK 1615Turbo

Heavy DutyDumper

LPS 3516

Tanker

TATA i t t d l i ti l ti



TATA integrated logistics solutions

T t M t D f & P ilit V hi l



Tata Motors- Defence & Paramilitary Vehicles

Tata SD 1015TC (4X4)Troop Carrier

Tata 407 SoftTopTroop Carrier

LPT 1615 TC(4X4)Troop Carrier

Tata 407 hardtopTroop Carrier

Tata LPT A713 TC(4X4)Ambulance

Tata LPT A1621 TC (6X6)High mobility

(Logistics)

Tata LPT 709E HardTroop Carrier

Tata A 1615TC 4X2

LOC Carrier

Tata Motors Commercial Vehicles Product Range


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Buses

SFC 407Mini bus

LPO 1510CNG bus

LP/LPO1510Euro I

City Bus

LP 709EStaff Bus

LPO 1616

TCLuxury Bus

LPO 1615TCLuxury bus

Tata Daewoo Commercial Vehicle joins the Tata Family


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First major Overseas acquisition in March 04

Significant addition to Product Range and manufacturing capabilities

Access to South Korean Market for MCVs and ICVs

A step towards International presence



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Erstwhile DWCV Second largest CV maker in South Korea with a

market share of around 26 per cent.

Produced 200-400 horse power range of heavy dutytrucks

Has over 93 models of cargo trucks, dumpers, mixer

vehicles and also the capacity to make lightcommercial vehicles.

Also makes tractors and utility vehicles and has an

annual production capacity of 20,000 vehicles.

DWCV makes commercial vehicles in 200-400 BHPrange, while Tata Motors makes trucks up to a

maximum capacity of 200 BHP.



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Acquisition of DWCW expected to

help Tata Motors in its efforts to make the 'truck of the

future', Enter Southeast Asian markets like South Korea,

Thailand and Malaysia as well as China, to truly boost

its presence in foreign markets

Tie-up with Hispano Carrocera SA yields Starbus and Globus


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Tie up with Hispano Carrocera SA yields Starbus and Globus

StarbusSeating capacities from 16 to 67 seats

Designed for optimum functionality andcomfortOffer unparalleled economy to the operators

Starbus range includes Standard, Deluxe, LowFloor and Skool bus options - each with acustomised set of features

GlobusTata Globus Coach designed to transportlong-distance traveller in the very lap of luxury

Ergonomically designed seatsSpacious leg roomSpecial baggage spacePersonalised climate control vents to quieterengines

Air-suspension and superior braking systems

The Business Model


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The Business Model

Malcom Baldrige National Quality Award for Business

Excellence

European Foundation Quality Model

many others

The Tata Group


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The Tata Group

1991 the time India was beginning to get

liberalised. Mr. Ratan N Tata takes over as

Chairman, Tata Sons 1993 Chairman for over 50 years Mr. JRD

Tata passes away

1994 JRD QV Award for Business Excellence

instituted within the Group in line with MBNQA

2000 JRD QV BE Model renamed Tata

Business Excellence Model (TBEM)

The Goals of TBEM

The Goals of TBEM


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The Goals of TBEMThe Goals of TBEM

Delivery of ever-improving value to customers,

resulting in marketplace success

Improvement of overall organizational effectiveness

and capabilities

Organisational & Personal Learning

Ever growing top line

Ever improving efficienciesand reducing costs

TBEM Core Values and Concepts


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TBEM Core Values and Concepts

Visionary LeadershipVisionary Leadership

Organizational &Organizational &

Personal LearningPersonal Learning

AgilityAgility

Valuing Employees &Valuing Employees &PartnersPartners Managing for InnovationManaging for Innovation

CustomerCustomer-- DrivenDriven

ExcellenceExcellence

Focus on the FutureFocus on the Future

Social ResponsibilitySocial Responsibility

& CitizenshipManagement By FactManagement By Fact

& Citizenship

Focus on Results &Focus on Results &

Creating ValueCreating ValueSystems PerspectiveSystems Perspective

TBEM Framework: A Systems Perspective

TBEM Framework: A Systems Perspective


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TBEM Framework: A Systems PerspectiveTBEM Framework: A Systems PerspectiveTBEM

90

85 85

8585

125450


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THE TBEM FRAMEWORK

Leadership 125

Strategic Planning 85

Customer & Market Focus 85

Measurement, Analysis& KM 90

Human Resource Focus 85

Process Management 80

Business Results 450

TOTAL 1000

Business Excellence Awards to CVBU


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JRD QV Award for Business Excellence 2005JRD QV Award for Business Excellence 2005

Earlier winners

TCS (2004)

Tata Steel (2000)

CIICII--EximExim Bank Award for Business Excellence 2005Bank Award for Business Excellence 2005Earlier winners

Infosys (2002)

Tata Steel (2000)

Maruti Udyog (1998)

Hewlett Packard (1997)

Journey in the Award Process, so far


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y

Wins

JRD QV Award for Business Excellence CII-Exim Bank Award for Business Excellence

400410 437

503

551578

620

0

100

200

300

400

500

600

700

1998 1999 2000 2001 2002 2003 2004 2005

Business Excellence Model key elements


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y

StrategicLeadership

ExecutionExcellence

OrganizationalLearning

to to Lead the

organizationManage theorganization

Improve theorganization

We work through


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g

StrategicLeadership

ExecutionExcellence


to to Lead the

organizationManage theorganization


Strategic Leadership


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Leadership SystemLeadership System

Strategic PlanningStrategic Planning Focus on CustomerFocus on Customer



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Leadership Role


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Set directionSet direction

OrganiseOrganise and allocate resourcesand allocate resources

Review to achieve plansReview to achieve plans Develop EmployeesDevelop Employees

Innovate and improveInnovate and improve

Aspire for Vision Mission - Values


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Core Values

Integrity

Customer Focus

Corporate Citizenship

Passion forEngineering

Purpose

To create

economic

assets for road

transportation for

the bulk movement of goodsand people and participate in

managing these over the life

of assets in order to create

and capture economic

value

Vision

To be a world class corporate constantly furthering the interests of allits stakeholders

Mission

Shareholders :To consistently create shareholder value bygenerating returns in excess of WACC during the upturn and at leastequal to WACC during the downturn of the business cycle

Customers :To strengthen the Tata brand and create lastingrelationships with customers by working closely with businesspartners to provide superior value for money over the life cycle

Vendors and Channel Partners: To foster a long term relationshipso as to introduce a broad range of innovative products and services,that would benefit our customers and other stakeholders

Employees:To create a seamless organisation that incubates andpromotes innovation, excellence and the Tata core values

Community: To proactively participate in reshaping the countrys

economic growth and to take a holistic approach towardsenvironmental protection

Strengthen and leverage the Low Cost base and Offer aworld class Product Range at the most competitive price

A Unique Value Proposition from Tata

Leadership System


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Innovate, Share

and Learn

AdapttoNew

Challenges

andRaisetheBar

Develop, Reward and

Recognise Employees

Understand Vision,Stakeholder Needs,

Higher LevelObjectives

CommunicateandBuild

Commitment

Create a Culture ofHigh Performance

BeaR

oleMod

el

Build,M

otivate,

Empo

wer

Team

forAc

celer

ated

Chang

e

Organise, Align, and

Allocate Resources

Communicate and Involve

Review and Adjust to

Achieve Plan

MissionPartners

CommunityShareholders

Employees

Customers

Passion for Engineering Customer Focus Corporate CitizenshipIntegrity

Set Direction and Plan

Tata Code of Conduct

Leadership System - Deployment


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Levels of Leadership

Innocence

Awareness

Commitment World-class

Self Evaluation Matrix


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Social Responsibility & Organisational Governance


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CVBU complies with GlobalCVBU complies with GlobalReporting Initiative (GRI)Reporting Initiative (GRI)

GuidelinesGuidelines TripleTriple BottomlineBottomlineapproachapproach

Tata Code of ConductTata Code of Conduct CommunicationCommunication

Tracking adherenceTracking adherence

Effectiveness MeasurementEffectiveness Measurement



36/105






37/105




Strategic Planning


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throughthrough

Balanced ScorecardBalanced Scorecard --Development and DeploymentDevelopment and Deployment


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I believe that lack of Strategic Planning has a

profound influence on the position of a BusinessOrganization in the marketplace and most of theproblems of the Organization can usually be traced

to lack of Planning

Ratan N. Tata 1996

Strategic Planning


40/105


Strategic Planning

Thi kThi k


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ThinkThink

Environment ScanningEnvironment Scanning

VisioningVisioning

Strategic ChallengesStrategic Challenges

Setting Strategic DirectionSetting Strategic Direction DevelopDevelop

Strategic AnalysisStrategic Analysis

Strategic Focus/ ObjectivesStrategic Focus/ Objectives

Target Setting/ Resource AllocationTarget Setting/ Resource Allocation

DeployDeploy

Balanced Scorecard DeploymentBalanced Scorecard Deployment

ReviewReview

ReviewReview

Evaluation & ImprovementEvaluation & Improvement

BSC Four Perspectives


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FINANCIAL PERSPECTIVEFINANCIAL PERSPECTIVE

"TO SATISFY OUR SHAREHOLDERS,WHAT FINANCIAL OBJECTIVES MUST

WE ACCOMPLISH?

"TO SATISFY OUR CUSTOMERS, ANDSHAREHOLDERS, IN WHICH INTERNAL

BUSINESS PROCESSES MUST WE

EXCEL?

INTERNAL PERSPECTIVEINTERNAL PERSPECTIVE

"TO ACHIEVE OUR FINANCIALOBJECTIVES, WHAT CUSTOMERNEEDS MUST WE SERVE?

CUSTOMER PERSPECTIVECUSTOMER PERSPECTIVE

LEARNING PERSPECTIVELEARNING PERSPECTIVE

"TO ACHIEVE OUR GOALS, HOWMUST OUR ORGANIZATIONLEARN AND INNOVATE?

CVBU BSC Implementation Structure


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STEERING COMMITTEESTEERING COMMITTEE

CVBUCVBU -- BSCBSC

PLANT / FUNCTIONAL STEERINGPLANT / FUNCTIONAL STEERING

COMMITTEECOMMITTEE -- BSCBSC

DIVISIONAL/ CX STEERING COMMITTEEDIVISIONAL/ CX STEERING COMMITTEEBSCBSC

DEPARTMENTAL STEERING COMMITTEEDEPARTMENTAL STEERING COMMITTEEBSCBSC

INDIVIDUALINDIVIDUAL MPAsMPAs

BSC Assessment

ATTRIBUTES


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ATTRIBUTES

QUALITY OF GOALSCustomer Orientation

Data Sufficiency

Alignment with next higher level BSCComparative Comparison and/ or Benchmarking

QUALITY OF PROCESS

Trend of and Overall Performance

Quality of Review and Analysis

Degree of Involvement

Learning and Sharing

QUALITY OF PERFORMANCE


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BSC ASSESSMENT - CONCLUSION


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LEVELS OF PERFORMANCE

Level 1: THE BEGINNINGLevel 1: THE BEGINNING

Level 4: TOWARDS MATURITYLevel 4: TOWARDS MATURITY

Level 2: EARLY DEVELOPMENTLevel 2: EARLY DEVELOPMENT

Level 3: EFFECTIVE DEPLOYMENTLevel 3: EFFECTIVE DEPLOYMENT

Level 5: A WAY OF LIFELevel 5: A WAY OF LIFE

BSC JOURNEY


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CVBU BSC evolved first in September 2000

Concept cascaded to Plants and Functions by 2001

Assessments to develop maturity initiated in 2003

Most divisions have matured BSC processes in 2005


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and A Recognition WE, at CVBU, are

proud of

and A Recognition WE, at CVBU, are

proud of


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CVBU Tata Motors, the first and the onlyCVBU Tata Motors, the first and the onlyIndian Company, awarded with the BSCIndian Company, awarded with the BSC

Hall of Fame in 2003 by BalancedHall of Fame in 2003 by BalancedScorecard Collaborative from the creatorsScorecard Collaborative from the creators

of Balanced Scorecardsof Balanced Scorecards -- Drs. Kaplan andDrs. Kaplan and

NortonNorton

Also, we are in the company of only 29Also, we are in the company of only 29other companies in the world who haveother companies in the world who have

won this awardwon this award


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warning!!

The Balanced Scorecard is nota substitute for good

management- it is only a tool.

It requires good management!!



51/105



Strategic PlanningStrategic Planning

Focus on CustomerFocus on Customer



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Strategic PlanningStrategic Planning

Focus on CustomerFocus on Customer

Focus on Customer


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Market Development ProcessMarket Development Process

Customer Touch PointsCustomer Touch Points One every 900 sq. km.One every 900 sq. km.

Derive MarketingDirection

Listening &Learning

Preparation ofAnnual Business

Plans

Preparation ofMarketing Plan

Implementation &Reivew

Focus on Customer

Listen and learnListen and learn


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Listen and learnListen and learn

Product/Service

Planning

BusinessPlanning &

Development

Monthly Review of the impact on Business results, in SCMeetings

Customer Listening& LearningApproaches

Capture customer & marketinformationas per predetermined

frequency

Analyses of data by NPI and LOBs

Priritisation of key customerrequirements & their relative

importance in purchasing decisionsbased on inputs from customers

through surveys

Competitiveinformation from

FIBRESBenchmarking

MarketPlanning

NetworkPlanning

Development of the Plans by LOBs/ NPI/ Sales/ Services

We work through


55/105


StrategicLeadership

ExecutionExcellence


to to

Lead theorganization

Manage theorganization


We work through


56/105


ExecutionExcellence

StrategicLeadership


to to




Execution Excellence


57/105


Customer RelationsCustomer Relations

HR FocusHR Focus

Manage ProcessesManage Processes

Operational ImprovementsOperational Improvements

Assess and ImproveAssess and Improve



58/105



HR FocusHR Focus




Customer Relationships

Relationship ManagementRelationship Management


59/105


Relationship ManagementRelationship ManagementCustomers/ Channel MembersInputs through L&L on -

AccessibilityRecognition for loyaltyGuidance & Assistance

Benchmarking InformationCustomer Database QFD Information Dealership Network study Best practices in Auto Industry

Determine contact requirementsNew CRM approaches/ modifyexisting CRM approaches

CVBU/ LOB SCAnalysis of inputs, Review ofcurrent approaches

Deployment of CRM approachesthroughout network

Review of impact on BusinessResults

Sales Process ImprovementSales Process ImprovementC0 Customer

(Prospects)C1 Customer

(Performa Issued)

C3 CustomerVehicle Delivered

(TATA Customer)

C2 CustomerLOI/Token Payment

Received

Customer Satisfaction Improvement ProcessCustomer Satisfaction Improvement ProcessCustomer Relationships


60/105


Qualitative Discovery phase to clarify all issues impacting

customer satisfaction

Questionnaire development (positively worded statements,covering above aspects)

Customer interviews (recent buyers of CVBU and Competition)

Analysis of data using Regression analysis, Factor analysis

Relative importance of eachFactor in customer satisfactionand dissatisfaction

Satisfaction & Dissatisfactionlevels of CVBU & Competitorson each factor

Relative rating of CVBU Vs Competition for prioritization

for improvement

Action plan development and deployment

Inputs from

partners

Annual review of

The process

Changes in

segments



61/105



HR FocusHR Focus






62/105



HR FocusHR Focus




HR Focus


63/105


Attract the GOODAttract the GOOD

Advance the BETTERAdvance the BETTER Retain the BESTRetain the BEST

HR Vision and Mission

Enhance and maintain Human Capital which


64/105


Enhance and maintain Human Capital, which

will make the Organisation a world class playerand further the interests of all stakeholders

Source, develop and maintain Human Capital,which will drive the culture of customer focus, highperformance and seamlessness.

Create, learn and implement best in class HRpractices and processes in pursuit of excellence.

Retain and attract the talent by improving thebrand through employee delight and loyalty.

Improve Community friendliness.

64

Work Structures


65/105


Concept of Factories and Centres ofExcellence (CX)

Cross-Functional Teams

Self-Directed Teams

65

Employee Development Focused Leadership Development through


66/105


Fast track schemes

Development Centres

Technical Specialist Scheme

Talent Management Scheme

Focused Employee Training aligned with BusinessNeeds

Evaluation of Training Effectiveness

66

Employee Welfare


67/105


Policy on Safety, Health, Security &Ergonomics

Business Risk Management

Employee Welfare Services

Employee Satisfaction Surveys

67



68/105



HR FocusHR Focus






69/105



HR FocusHR Focus




Enterprise Process Model

VALUE CREATION PROCESSESm

en

t

t

Expectations, Statutory Requirements


70/105


MANAGEMENTPROCESSES

Human Resource Management

Facilities & Environment

Management

Finance & Budgeting

Information & Knowledge

Management

Lea

ders

hip&

Corpora

teCitiz

ens

hip

Organ

isa

tiona

lGovernance

Interna

l&Externa

lCommunica

tion

Strate

gicPlann

ing

Performance

Improvem

&Cha

nge

Managemen

t

C U

S T

O M

E R

and

O the

rS

tak

eH

old e

rs

(Em

ploy

ee

s,I

nves

tor s

,G ov

t ,S

ocie

ty)

Demand Creation Processes

Market Development

Channel Partner Management

Demand Fulfillment Processes

New Product

Introduction

Services

Design

Design Processes

Sales & Operations

PlanningVendor Management

Manufacturing

Production & DeliveryProcesses

After SalesService

Service Processes

Sales Planning

Vehicle Financing

SUPPORT PROCESSES

EL11-Manufacturing


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EPM Process No:CVBU-EL-11

Locational Process Chiefs: Locational Manufacturing Heads

Principal Process Owner: A P Arya - Sr VP (JSR and Lucknow Works)

Sub_Proc No Sub Process Name Sub_Process Owner

CVBU-EL-11-01 Material Scheduling & Logistics Head Materials - Pune,JSR, LKO

CVBU-EL-11-02 Produce Vehicles/Aggregates/Components Factory/Divisional Heads - Pune, JSR,LKO

CVBU-EL-11-03 Vehicles & Spares despatch'Heads Vehicle Despatch, Exports & CKD, Auto Services -

Pune, JSR, LKO

CVBU-EL-11-04 Analyis Of Customer Complaints Heads (QA, CQ, Customer Support) - Pune, JSR, LKO

CVBU-EL-11-05 Implementation of Design Modifications Head (TS/STDs I) - Pune, JSR, LKO

CVBU-EL-11-06 MaintenanceHead (maintenance): Respective Maintenance Heads/ CX

Heads in Factory/division, CX, Department

Manufacturing

MV Raja Rao, VP (Mfg)

EL11-02 Produce Vehicles/ Aggregates/ Components

Inputs

B/O materials aggregates and OutputsKey Steps in - Produce


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B/O materials, aggregates and

components In-house materials, aggregates

and components

Production schedule

Estimate sheets/routings

Support from other functions

Quality plan/work

instructions/Control Plans Resources manpower, direct

material, Indirect material/tools,

machines, equipments and

vehicles.

Outputs

Vehicle, aggregate,

component as per quality

norms and S&OP

Key Steps in ProduceVehicles/Aggregates/Components

1.Prepare production schedule

2.Allocate manpower

3.Ensure availability of material, tooling,

equipment

4.Production of parts, aggregates and

vehicles

5.Monitoring of quality, productivity, safety

and cost

CLIP Score

Index

%

Rs./ Unit

%

%

%

Index

Effectiveness

S&OP Schedule Adherence

Quality Index

First Shot OK (Aggregate/ Assy Line Level)

COPQ

Process Capability Improvement (Machining) Ppk > 1.67 for identifiedprocesses

Process Capability Improvement (Non-measurable) % Conformance > 99.73

Process Capability Improvement (Tightening) Ppk > 1.33

Safety index (SR & FR)

Ratio

Rs./ Unit

Efficiency

Eq. Unit./ Man/ Year

Variable Conversion Cost / Unit

UnitPerformance Measure

How, it operates (Methods/ Practices)

1. Prepare production schedule Based on vehicle production/dispatch schedule and spare parts call up

each factory/shop works out Production Schedule.

2. Allocate manpower

Each factory/shop works out its manpower requirement on the basis of

production plan and productivity targets and redistribute manpower and

communicate net shortage/excess to HR.

3. Ensure availability of materials, tooling, equipment

Respective factory/shop co-ordinates with concerned agencies to ensure

on time availability of material, tools, machines etc.4. Production of parts and aggregates

Production activities are carried out as per estimate sheets / routings.

Operatives carry out in process inspections/checks as per quality plan/

work instructions. Central QA performs audit checks to ensure that laid

down system is being followed.

5. Monitoring of quality, productivity, safety and cost

Factory/Plant management reviews production, productivity, quality and

cost on daily/monthly basis and takes corrective action as required.

Sub process : Produce Vehicles/Aggregates/Components

Sub Process Ref : CVBU-EL-11-02 (version 1.1)Process Owner : Pune -JSR -LKOEPM Linkage CVBU-EL-11 ( Manufacturing )

Preparation Date : 31/03/04 (updated 05/02/05)



73/105



HR FocusHR Focus






74/105



HR FocusHR Focus




Operational Improvements


75/105


Achieved through Achieved through

55--SS TPMTPM

PokaPoka YokeYoke

KaizenKaizen



76/105



HR FocusHR Focus






77/105



HR FocusHR Focus




Assess and Improve

CVBU Internal Assessment Process


78/105


PurposePurpose Divisions/ Functions as Profit/ Cost Centres

Align the function for breakthrough performances

Improving systems and processes

Sharing/ adapting best practices

ProcessProcess

Application Writing

Evaluation by certified assessors

Guided by senior executives as mentors

Excellence Plan

InputsInputs


79/105


TBEM Assessment Feedback ReportTBEM Assessment Feedback Report CIICII--EximExim Bank Award Assessment FeedbackBank Award Assessment Feedback

ReportReport

ProcessProcess

Divisions allocated relevantDivisions allocated relevant OFIsOFIs for evolvingfor evolving

the Excellence Plan as also the implementationthe Excellence Plan as also the implementation

planplan

OutputOutput

TimeplanTimeplan against each Excellence Plan stepsagainst each Excellence Plan steps

Implementation of Excellence plansImplementation of Excellence plans

Quality Month


80/105


a Tool fora Tool forAssessmentAssessment

andandImprovementImprovement

Quality Month Objectives


81/105


To revisit our approaches and practicesTo revisit our approaches and practices

To understand the level of theirTo understand the level of theirdeploymentdeployment

To develop an Improvement Road MapTo develop an Improvement Road Map

through


82/105


Interactive WorkshopsInteractive Workshops

InterInter--divisional competition on overalldivisional competition on overall

Performance Excellence, 5S, Kaizen, TPMPerformance Excellence, 5S, Kaizen, TPM

Interact with various stakeholders toInteract with various stakeholders to

seek their expectations afreshseek their expectations afresh

Theme this year

Robust DeploymentRobust Deploymentof Enterprise Processesof Enterprise Processes


83/105


RobustRobust

Powerfully Built, Marked by Richness and Fullness

DeploymentDeploymentApplication of an organisations approaches.

Deployment is evaluated on the basis of the breadth and

depth of application of the approach to relevantprocesses and work units throughout the organisation

Theme

Robust Deployment ofRobust Deployment ofEnterprise ProcessesEnterprise Processes


84/105


EnterpriseEnterpriseAn undertaking of some scope, complication, and risk;

A purposeful or industrious undertaking - one that

requires effort or boldness

ProcessesProcessesLinked activities with the purpose of producing a product

or service for a customer within or outside the

organisation. It involves combinations of people,machines, tools, techniques, and materials in asystematic series of steps or actions

Training Workshops and Seminars and Debates

In areas of


85/105


Business Excellence

TPM, Kaizen, 5S

Safety & Health

Human Values

Quality in Education

Operational Quality and the Customer

Supplier Quality

Ethics & Governance

We work through


86/105


StrategicLeadership

ExecutionExcellence


to to




We work through


87/105



StrategicLeadership

ExecutionExcellence

to to




Organisational Learning


88/105


Training to excelTraining to excel

Knowledge ManagementKnowledge Management and, Consequent Results and, Consequent Results



89/105



Knowledge ManagementKnowledge Management

and, Consequent Results and, Consequent Results

TBEM Champions

TBEM Champions are CHANGE AGENTS


90/105


Three-tier Structure:

Business Excellence Champions

Business Excellence leaders

Business Excellence Mentors

Experts in Business Excellence Concepts

Coordinate BE activities in their divisions/ work areas

Leaders/ Members of External Assessment teams

TBEM Champions

TBEM coordinators

in divisions


91/105


in divisions

526

7

39

19120

20

180

26

195

32

2000 2001 2002 2003 2004 2005

External

Internal

Change Agents todrive BSC,Benchmarking, KM

and other businessexcellenceinitiatives

They are also theTBEM InternalAssessors

Assessors Base 2nd

only to Tata Steel

a leading steelmanufacturer



92/105






93/105



Knowledge ManagementKnowledge Management

and, Consequent Results and, Consequent Results

Knowledge Management as a process


94/105


UnderstandKnowledge

Requirements

1EncourageKnowledge

Sharing

2Exchange and

Use

Knowledge

3

Improve theProcess

5Build

KnowledgeRepositories

4

Knowledge Management Structure

KM Focus StakeholdersTransfer Mechanisms


95/105


Strategic

EPM

Processes

Sub

Processes

Customers

Ch

annelPartners

Vendors

Em

ployees

Measures:Efficie

ncyandEffe

ctiveness

Role Model for KM Drive Best Practices Breakthroughs

Use KMProvide KMIdentify process

Best Practices

Linkage to BSC

Mentor KMEnable the use of

Best PracticesImprove ProcessesMeasure Results

Experts / CoPs Suggestion Schemes CX, SDT, Work Teams,

Improvement groups Mentoring, Training

Review meetings Experts CFT, CLT Knowledge

Workbook

(Knowledge given /gained, BP)

Mentoring, Training

OC, SC Meetings Review Forums Stakeholder Meets Consultants

Supported by IT and non IT Knowledge Management tools

KM for all - documentationKnowledge Workbook

ProcessesSummary


96/105


Best Practices

Benchmarks

Knowledge Given and

Knowledge GainedKM Workbook[ Best Practice Documentdescribing Benchmarks, BestPractices, Knowledge &information Resources,

Knowledge Management,Knowledge Sharing for eachEPM Process]

Performance againstBenchmarks

Information & Knowledge

Resources



97/105






98/105





99/105


ResultsResults

Correlation of ResultsGOODBusiness Results 2000-01 2001-02 2002-03 2003-04 2004-05

Trng Hrs/Empl


100/105


g / p

ESI

VA/ Employee

COQ

CSI-MHCV Trucks

Revenue

EBIDTA/ TO

MS-MHCV

TBEM

Summarising

Global Image

Global Image

Excellent

751 875 B h k L d

876 1000: World Class Leader


101/105


ExcellentExcellent

AverageAverage

BeginningBeginning

351 450: Early Improvements

451 550: Good Performance

551 650: Emerging Industry Leader

651 750: Industry Leader

751 875: Benchmark Leader

We are

here

0 250: Early Development

251 350: Early Results

Band Descriptors

551-650

Effective, systematic approaches to overall item


102/105


Effective, systematic approaches to overall itemrequirements and to key organisational needs

Fact-based, systematic evaluation and improvement

process resulting in overall organisational learning.

No major gaps in deployment.

Improvement trends and/ or good performance arereported for most areas of importance.

Results address most key customer/ stakeholder,

market and process requirements and demonstratearea of strength.

Band Descriptors

651-750

Refined approaches, including key measures


103/105


pp , g yGood deployment in most Areas

Very good results in most Areas

Organisation alignment, learning, and sharing are keymanagement tools

Some outstanding activities and results address mostkey customer/ stakeholder, market, process andaction plan requirements.

Industry* leader in most areas

Refers to other organisations performing substantially the same functions, thereby

facilitating direct comparisons

Way Forward

Leadership System Deployment

Alignment and Integration of BSCs


104/105


Alignment and Integration of BSCs

Customer from SATISFACTION to DELIGHT

Knowledge Management as a Strategic Tool

Business HR alignment

Institutionalised EPM

Continuous Learning through Results


105/105


THANK YOUTHANK YOU

Date post:	10-Apr-2018
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