Tata Motors's Achivements

Treading the path of
excellence …
… at CVBU
TATA MOTORS
Parthasarathi Banerjee
Asst General Manager
Tata Business Excellence Model
Commercial Vehicle Business Unit
Tata Motors Ltd
Jamshedpur
Software Productivity Conference

Bangalore 18 February 2006
TBEM Group, Jamshedpur 1
Tata Motors - A Flagship
Automotive Company of the Tata Group
Leading the Future

Tata Group
• Serving India for 127 years
• 93 diversified companies
• A Total Turnover of US$ 17.8 billion (2.8% of India’s GDP)
• Largest Market Cap. - Trusted over by 2 million shareholders
• Account for 5 % of India’s exports
• Strong Brand Equity and Business Values

The Tata Group - 7 business sectors
Engineering Materials Energy Chemicals
Automotive and Power Chemicals

Metals
Engineering Products Composites
Communications & IT Consumer Products Services
Hotels
Telecommunications Consumer goods Financial Services
Information Technology International operations
Other Services

Tata Motors
• India’s Largest Automotive Company
• Total income of US$ 4.7 billion (2004-05)
• Over 3 million Tata Vehicles plying on Indian Roads
• India’s only full range manufacturer of Passenger Cars & Commercial

Vehicles
• Product portfolio covers passenger cars, trucks, buses, and defence

vehicles
• 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 /system

manufacturers 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 with

Hitachi, John Deere, Euclid
Tata Advance Materials for special materials & composites
TCS / Tata Technologies for a range of engineering, manufacturing

and 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
Indigo Sumo
Victa
Indigo Marina Sumo

Spacio

Tata Motors - Commercial Vehicles Product Range
LCVs Medium & Heavy CVs- Trucks

Tata Mobile
LPT 1615
207- Pick
Truck
up
SFC 407 SE 1613 TC

Cargo Truck Truck
LPT 407
LPO 1613
Cargo Truck
Car Carrier
LPT 709 E LPT 2515

Container Tanker
Truck
ACE
Mini-Truck LPT 2516
Mixers

Medium & Heavy CVs – Dumpers/ Tippers / Tractor Trailer
LPK 1615 LPS 3015

Tipper Tractor
LPK 2516 LPS 3516

Heavy duty Tractor -
Dumper Container
LPK 1615
Turbo LPS 3516
Heavy Duty Tanker
Dumper

TATA integrated logistics solutions

Tata Motors- Defence & Paramilitary Vehicles
Tata SD 1015
Tata 407 Soft
TC (4X4)
Top
Troop Carrier
Troop Carrier
Tata 407 hard LPT 1615 TC

top (4X4)
Troop Carrier Troop Carrier
Tata LPT A
713 TC Tata LPT A
(4X4) 1621 TC (6X6)
Ambulance High mobility
(Logistics)
Tata LPT 709

E Hard Tata A 1615
Troop Carrier TC 4X2
LOC Carrier

Buses
SFC 407 LPO 1510

Mini bus CNG bus
LP/LPO
LP 709E 1510
Staff Bus Euro I
City Bus
LPO 1615 LPO 1616

TC TC
Luxury bus Luxury Bus

Tata Daewoo Commercial Vehicle joins the Tata Family
• 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

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 duty
trucks
• Has over 93 models of cargo trucks, dumpers, mixer
vehicles and also the capacity to make light
commercial vehicles.
• Also makes tractors and utility vehicles and has an
annual production capacity of 20,000 vehicles.
• DWCV makes commercial vehicles in 200-400 BHP
range, while Tata Motors makes trucks up to a
maximum capacity of 200 BHP.
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
Starbus
Seating capacities from 16 to 67 seats
Designed for optimum functionality and

comfort
Offer unparalleled economy to the operators
Starbus range includes Standard, Deluxe, Low
Floor and Skool bus options - each with a
customised set of features
Globus
Tata Globus Coach designed to transport
long-distance traveller in the very lap of luxury
Ergonomically designed seats

Spacious leg room
Special baggage space
Personalised climate control vents to quieter
engines
Air-suspension and superior braking systems

The Business Model
• Malcom Baldrige National Quality Award for Business

Excellence
• European Foundation Quality Model
• … many others

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
•Delivery of ever-improving value to customers,

resulting in marketplace success
Ever growing top line
• Improvement of overall organizational effectiveness

and capabilities
Ever improving efficiencies
and reducing costs
• Organisational & Personal Learning

TBEM Core Values and Concepts
Visionary Leadership
Organizational & Customer- Driven

Personal Learning Excellence
Agility Focus on the Future
Social Responsibility
Management By Fact
& Citizenship
Valuing Employees &

Managing for Innovation
Partners
Focus on Results &

Systems Perspective
Creating Value

TBEM Framework: A Systems Perspective
TBEM
85 85
450
125
85 85
90

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
JRD QV Award for Business Excellence 2005
Earlier winners
• TCS (2004)
• Tata Steel (2000)
CII-Exim Bank Award for Business Excellence 2005

Earlier winners
• Infosys (2002)
• Tata Steel (2000)
• Maruti Udyog (1998)
• Hewlett Packard (1997)
Journey in the Award Process, so far…
Wins …
• JRD QV Award for Business Excellence
• CII-Exim Bank Award for Business Excellence
700
620
578
600 551
503
500 410 437
400
400
300
200
100
0
1998 1999 2000 2001 2002 2003 2004 2005
Business Excellence Model … key elements
Strategic Execution Organizational

Leadership Excellence Learning
… to …
Lead the Manage the Improve the

organization organization organization

We work through …

… to …


Strategic Leadership
• Leadership System
• Strategic Planning
• Focus on Customer


Leadership Role
• Set direction
• Organise and allocate resources
• Review to achieve plans
• Develop Employees
• Innovate and improve

Aspire for … Vision – Mission - Values
Core Values Vision

To be a world class corporate constantly furthering the interests of all
its stakeholders
Integrity
Mission
Customer Focus
Shareholders :To consistently create shareholder value by
Corporate Citizenship Purpose generating returns in excess of WACC during the upturn and at least
equal to WACC during the downturn of the business cycle
Passion for To create
economic Customers :To strengthen the Tata brand and create lasting
Engineering
assets for road relationships with customers by working closely with business
transportation for partners to provide superior value for money over the life cycle
the bulk movement of goods Vendors and Channel Partners: To foster a long term relationship
and people and participate in so as to introduce a broad range of innovative products and services,
managing these over the life that would benefit our customers and other stakeholders
of assets in order to create Employees:To create a seamless organisation that incubates and
and capture economic promotes innovation, excellence and the Tata core values
value Community: To proactively participate in reshaping the country’s
economic growth and to take a holistic approach towards
environmental protection
Strengthen and leverage the Low Cost base and Offer a

world class Product Range at the most competitive price
– A Unique Value Proposition from Tata

Leadership System
Co
mm
l
ode Set Direction and Plan un
ica
M Co
le t
R o mm e an
a i tm dB
Be en uil
Understand Vision, t d
Stakeholder Needs,
Higher Level
Objectives
Innovate, Share
and Learn
Customers
Adapt to New Challenges
Employees Partners Organise, Align, and

and Raise the Bar
Mission Allocate Resources
Shareholders Community
w er
Communicate and Involve po d
m
E rate
,
te le
it va cce
Create a Culture of Review and Adjust to , Mo or A nge
u ild m f Cha
Develop, Reward and High Performance Achieve Plan B ea
T
Recognise Employees
Passion for Engineering Customer Focus Integrity Corporate Citizenship
Tata Code of Conduct 32

TBEM Group, Jamshedpur
Leadership System - Deployment
Levels of Leadership
• Innocence
• Awareness
• Commitment
• World-class
Self – Evaluation Matrix

Social Responsibility & Organisational Governance
• CVBU complies with Global

Reporting Initiative (GRI)
Guidelines – Triple Bottomline
approach
• Tata Code of Conduct
• Communication
• Tracking adherence
• Effectiveness Measurement



Strategic Planning
through
• Balanced Scorecard -
Development and Deployment

I believe that lack of Strategic Planning has a
profound influence on the position of a Business
Organization in the marketplace and most of the
problems of the Organization can usually be traced
to lack of Planning
Ratan N. Tata 1996

Strategic Planning

Strategic Planning
• Think
• Environment Scanning
• Visioning
• Strategic Challenges
• Setting Strategic Direction
• Develop
• Strategic Analysis
• Strategic Focus/ Objectives
• Target Setting/ Resource Allocation
• Deploy
• Balanced Scorecard Deployment
• Review
• Review
• Evaluation & Improvement
BSC – Four Perspectives
FINANCIAL PERSPECTIVE
"TO SATISFY OUR SHAREHOLDERS,

WHAT FINANCIAL OBJECTIVES MUST
WE ACCOMPLISH?”
CUSTOMER PERSPECTIVE
"TO ACHIEVE OUR FINANCIAL

OBJECTIVES, WHAT CUSTOMER
NEEDS MUST WE SERVE?”
INTERNAL PERSPECTIVE
"TO SATISFY OUR CUSTOMERS, AND

SHAREHOLDERS, IN WHICH INTERNAL
BUSINESS PROCESSES MUST WE
EXCEL?”
LEARNING PERSPECTIVE
"TO ACHIEVE OUR GOALS, HOW
MUST OUR ORGANIZATION
LEARN AND INNOVATE?”

CVBU – BSC Implementation Structure
STEERING COMMITTEE
CVBU - BSC
PLANT / FUNCTIONAL STEERING

COMMITTEE - BSC
DIVISIONAL/ CX STEERING COMMITTEE

BSC
DEPARTMENTAL STEERING COMMITTEE

BSC
INDIVIDUAL MPAs
BSC Assessment
ATTRIBUTES
QUALITY OF GOALS
•Customer Orientation
•Data Sufficiency
• Alignment with next higher level BSC
•Comparative Comparison and/ or Benchmarking
QUALITY OF PROCESS
• Quality of Review and Analysis
• Degree of Involvement
•Learning and Sharing
QUALITY OF PERFORMANCE
• Trend of and Overall Performance
BSC Assessment Chart
BSC Assessment - Level Definitions

AREA 1 2 3 4 5
The Beginning Early Development Effective Deployment Towards Maturity A Way Of Life
Customer Clear identification of customers Key customers' requirements SLAs on critical Q and D targets; SLAs on all critical targets; reviews SLAs on all important parameters;
Orientation and their requirements are collected through systematic reviews take place as scheduled take place as scheduled reviews take place as scheduled
process
Data Data on all KPMs - past data, Performance data available for Projections of targets available for Projections of targets available for Projections of targets available for
Sufficiency targets, and accountability in all KPMs 50% of KPMs 75% of KPMs all the KPMs
standard format; Performance
data available for 60% of KPMs
Alignment Links to BSC is understood and Links to BSC is understood and Links to BSC is understood and Links to BSC is understood and All possible BSC KPMs are
with Plant noted in the SQDCM Format for noted in the SQDCM Format for noted in the SQDCM Format for noted in the SQDCM Format for all addressed through Divisional
BSC 25% of possible KPMs 50% of possible KPMs 75% of possible KPMs possible measures SQDCM
Comparative Intra-plant comparative data Inter-plant comparative data External comparative data Benchmark data available on critical Benchmarking processes based on
Comparison available on all KPMs and used available on all KPMs and used available for all critical KPMs and KPMs identified benchmarks is in progress
and for setting targets on at least 50% for setting targets on at least used for setting targets for these
Benchmarking of KPMs 50% of KPMs KPMs
Quality of Regular and timely reviews AOP and CA are available for AOP and CA are available for 50% AOP and CA are available for 75% AOP and CA are available for all the
Review and 25% of KPMs; Corrective action of KPMs; Corrective action planned of KPMs; Corrective action planned KPMs; Corrective action planned
Analysis planned are actionable with PDC are actionable with PDC and are actionable with PDC and are actionable with PDC and
and accountabilities available accountabilities available accountabilities available accountabilities available
Degree of Standard SQDCM Board Divisional heads and TBEM Parameters and targets displayed Most employees are aware and All employees are aware and
Involvement available at pre-determined place coordinators are involved in the in all areas; Accountable Managers involved in SQDCM involved in SQDCM
SQDCM process own their KPMs
Learning and Learning is documented. Learning and sharing with a few Learning and Sharing with all Learning and Sharing with all Learning and Sharing - Inter-plant
Sharing departments departments divisions
Quality of Trend of Performance and Overall Trend of Performance and Trend of Performance and Overall Trend of Performance and Overall Trend of Performance and Overall
Performance good performance on target for a Overall good performance on good performance on target for good performance on target for 75% good performance on target for all
few of KPMs (<25%) target for 25% of KPMs 50% of KPMs of KPMs the KPMs
The Beginning Early Development Effective Deployment Towards Maturity A Way Of Life
AOP: Analysis of Performance; CA: Corrective Action; PDC: Probable Date of Completion; BSC:
Balanced ScoreCard; KPM: Key Performance Measure

BSC ASSESSMENT - CONCLUSION
LEVELS OF PERFORMANCE
Level 1: THE BEGINNING
Level 2: EARLY DEVELOPMENT
Level 3: EFFECTIVE DEPLOYMENT
Level 4: TOWARDS MATURITY
Level 5: A WAY OF LIFE

BSC JOURNEY
• 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

… and …
A Recognition WE, at CVBU, are
proud of …

CVBU Tata Motors, the first and the only
Indian Company, awarded with the BSC
Hall of Fame in 2003 by Balanced
Scorecard Collaborative from the creators
of Balanced Scorecards - Drs. Kaplan and
Norton
Also, we are in the company of only 29

other companies in the world who have
won this award

… warning!!
The Balanced Scorecard is not

a substitute for good
management
- it is only a tool.
It requires good management!!



Focus on Customer
Market Development Process

Preparation of
Derive Marketing Listening &
Annual Business
Direction Learning
Plans
Implementation & Preparation of

Reivew Marketing Plan
Customer Touch Points

• One every 900 sq. km.

Focus on Customer
Listen and learn
Customer Listening Capture customer & market

& Learning informationas per predetermined
Approaches frequency
Analyses of data by NPI and LOBs

Competitive
information from Priritisation of key customer
FIBRES requirements & their relative
Benchmarking importance in purchasing decisions
based on inputs from customers
through surveys
Product/ Business
Market Network
Service Planning &
Planning Planning
Planning Development
Development of the Plans by LOBs/ NPI/ Sales/ Services
Monthly Review of the impact on Business results, in SC

Meetings

We work through …

… to …


We work through …

… to …


Execution Excellence
• Customer Relations
• HR Focus
• Manage Processes
• Operational Improvements
• Assess and Improve

• HR Focus

Customer Relationships
Relationship Management
Customers/ Channel Members Determine contact requirements
Inputs through L&L on - New CRM approaches/ modify
• Accessibility existing CRM approaches
•Recognition for loyalty
•Guidance & Assistance CVBU/ LOB SC
Analysis of inputs, Review of
current approaches
Benchmarking Information
Customer Database Deployment of CRM approaches
• QFD Information throughout network
• Dealership Network study Review of impact on Business
• Best practices in Auto Industry Results
Sales Process Improvement

C0 – Customer C1 – Customer
(Prospects) (Performa Issued)
C3 – Customer C2 – Customer
Vehicle Delivered LOI/Token Payment
(TATA Customer) Received

Customer Relationships
Customer Satisfaction Improvement Process
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 each Satisfaction & Dissatisfaction

Factor in customer satisfaction levels of CVBU & Competitors
and dissatisfaction on each factor
Relative rating of CVBU Vs Competition for prioritization

for improvement
Action plan development and deployment
Inputs from Annual review of Changes in

partners The process segments

• HR Focus

• HR Focus

HR Focus
• Attract the GOOD

• Advance the BETTER
• Retain the BEST

HR Vision and Mission
Enhance and maintain Human Capital, which

will make the Organisation a world class player
and further the interests of all stakeholders
Source, develop and maintain Human Capital,

which will drive the culture of customer focus, high
performance and seamlessness.
Create, learn and implement best in class HR
practices and processes in pursuit of excellence.
Retain and attract the talent by improving the
brand through employee delight and loyalty.
Improve Community friendliness.
TBEM Group, Jamshedpur 64 64

Work Structures
Concept of Factories and Centres of

Excellence (CX)
Cross-Functional Teams
Self-Directed Teams

Employee Development
Focused Leadership Development through
Fast track schemes
Development Centres
Technical Specialist Scheme
Talent Management Scheme
Focused Employee Training aligned with Business

Needs
Evaluation of Training Effectiveness

Employee Welfare
Policy on Safety, Health, Security &

Ergonomics
Business Risk Management
Employee Welfare Services
Employee Satisfaction Surveys

• HR Focus

• HR Focus

Enterprise Process Model
Expectations, Statutory Requirements
Performance Improvement VALUE CREATION PROCESSES
& Change Management
Demand Creation Processes
Leadership & Corporate Citizenship Strategic Planning
(Employees,Investors,Govt, Society)
Market Development Sales Planning
Channel Partner Management Vehicle Financing
MANAGEMENT PROCESSES
Other Stake Holders

CUSTOMER
Demand Fulfillment Processes
Design Processes Production & Delivery Service Processes
and
Processes
Internal & External Communication
New Product Sales & Operations

Introduction Planning After Sales
Organisational Governance
Vendor Management Service

Services
Design Manufacturing
SUPPORT PROCESSES
Human Resource Management Finance & Budgeting

Facilities & Environment Information & Knowledge
Management Management

EL11-Manufacturing …
Manufacturing
EPM Process No: CVBU-EL-11
Locational Process Chiefs: Locational Manufacturing Heads
Principal Process Owner: A P AryaMV

- Sr Raja
VP (JSR andVP
Rao, Lucknow
(Mfg)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
Heads Vehicle Despatch, Exports & CKD, Auto Services -

CVBU-EL-11-03 Vehicles & Spares despatch'
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
Head (maintenance): Respective Maintenance Heads/ CX

CVBU-EL-11-06 Maintenance
Heads in Factory/division, CX, Department

EL11-02 Produce Vehicles/ Aggregates/ Components
Inputs
• B/O materials, aggregates and Key Steps in - Produce Outputs
components Vehicles/Aggregates/Components • Vehicle, aggregate,
• In-house materials, aggregates 1.Prepare production schedule component as per quality
2.Allocate manpower norms and S&OP
and components
3.Ensure availability of material, tooling,
• Production schedule
equipment
• Estimate sheets/routings 4.Production of parts, aggregates and
• Support from other functions vehicles
• Quality plan/work 5.Monitoring of quality, productivity, safety
instructions/Control Plans and cost
• Resources manpower, direct
material, Indirect material/tools,
Performance Measure Unit
machines, equipments and
Efficiency
vehicles. • Eq. Unit./ Man/ Year Ratio
• Variable Conversion Cost / Unit Rs./ Unit
How, it operates (Methods/ Practices) Effectiveness

1. Prepare production schedule • S&OP Schedule Adherence CLIP Score
• Based on vehicle production/dispatch schedule and spare parts call up • Quality Index Index
each factory/shop works out Production Schedule. • First Shot OK (Aggregate/ Assy Line Level) %
2. Allocate manpower • COPQ Rs./ Unit
• Each factory/shop works out its manpower requirement on the basis of • Process Capability Improvement (Machining) Ppk > 1.67 for identified %
processes
production plan and productivity targets and redistribute manpower and
• Process Capability Improvement (Non-measurable) % Conformance > 99.73
communicate net shortage/excess to HR. %
3. Ensure availability of materials, tooling, equipment • Process Capability Improvement (Tightening) Ppk > 1.33
• Respective factory/shop co-ordinates with concerned agencies to ensure • Safety index (SR & FR)
%
on time availability of material, tools, machines etc.
4. Production of parts and aggregates Index
• 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. Sub process : Produce Vehicles/Aggregates/Components
5. Monitoring of quality, productivity, safety and cost Sub Process Ref : CVBU-EL-11-02 (version 1.1)
• Factory/Plant management reviews production, productivity, quality and Process Owner : Pune -JSR -LKO
cost on daily/monthly basis and takes corrective action as required. EPM Linkage– CVBU-EL-11 ( Manufacturing )
Preparation Date : 31/03/04 (updated 05/02/05)

• HR Focus

• HR Focus

Operational Improvements
Achieved through …
• 5 -S
• TPM
• Poka Yoke
• Kaizen

• HR Focus

• HR Focus

Assess and Improve
CVBU Internal Assessment Process

Purpose
• Divisions/ Functions as Profit/ Cost Centres
• Align the function for breakthrough performances
• Improving systems and processes
• Sharing/ adapting best practices
Process
• Application Writing
• Evaluation by certified assessors
• Guided by senior executives as mentors

Excellence Plan
Inputs
TBEM Assessment Feedback Report
CII-Exim Bank Award Assessment Feedback
Report
Process
Divisions allocated relevant OFIs for evolving
the Excellence Plan as also the implementation
plan
Output
Timeplan against each Excellence Plan steps
Implementation of Excellence plans

Quality Month …
… a Tool for
Assessment
and
Improvement

Quality Month Objectives
To revisit our approaches and practices

To understand the level of their
deployment
To develop an Improvement Road Map

…through …
• Interactive Workshops
• Inter-divisional competition on overall
Performance Excellence, 5S, Kaizen, TPM
• Interact with various stakeholders to
seek their expectations afresh

Theme … this year
Robust Deployment of Enterprise Processes
Robust
Powerfully Built, Marked by Richness and Fullness
Deployment
Application of an organisation’s approaches.
Deployment is evaluated on the basis of the breadth and
depth of application of the approach to relevant
processes and work units throughout the organisation

Theme
Robust Deployment of Enterprise Processes
Enterprise
An undertaking of some scope, complication, and risk;
A purposeful or industrious undertaking - one that
requires effort or boldness
Processes
Linked 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 a
systematic series of steps or actions

Training Workshops and Seminars and Debates …
In areas of …
• Business Excellence
• TPM, Kaizen, 5S
• Safety & Health
• Human Values
• Quality in Education
• Operational Quality and the Customer
• Supplier Quality
• Ethics & Governance
We work through …

… to …


We work through …

… to …


Organisational Learning
•Training to excel
•Knowledge Management
• … and, Consequent Results


TBEM Champions
TBEM Champions are CHANGE AGENTS

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
Change Agents to 26
32
drive BSC, External
Benchmarking, KM Internal 20
and other business
excellence
initiatives 180 195
19
120
7
They are also the 5
26 39
TBEM Internal
Assessors
2000 2001 2002 2003 2004 2005
Assessors Base 2nd
only to Tata Steel –
a leading steel
manufacturer



Knowledge Management … as a process
1 2 3
Understand Encourage Exchange and
Knowledge Knowledge Use
Requirements Sharing Knowledge
5 4
Build
Improve the
Knowledge
Process
Repositories

Knowledge Management… Structure
Transfer Mechanisms KM Focus Stakeholders
Measures : Efficiency and Effectiveness

• OC, SC Meetings
• Review Forums
• Role Model for KM
• Stakeholder Meets • Drive Best Practices
Strategic • Consultants • Breakthroughs
Channel Partners
• Review meetings
Employees
•Use KM
Customers
• Experts
•Provide KM
Vendors
• CFT, CLT
EPM • Knowledge •Identify process
Processes Workbook Best Practices
(Knowledge given / •Linkage to BSC
gained, BP)
• Mentoring, Training
• Experts / CoPs •Mentor KM

• Suggestion Schemes •Enable the use of
Sub – • CX, SDT, Work Teams, Best Practices
Processes Improvement groups
•Improve Processes
• Mentoring, Training
•Measure Results
Supported by IT and non IT Knowledge Management tools

KM for all - documentation
Knowledge Workbook Processes
Summary
Best Practices
Benchmarks
Knowledge Given and

KM Workbook Knowledge Gained
[ Best Practice Document
describing Benchmarks, Best
Performance against
Practices, Knowledge &
information Resources, Benchmarks
Knowledge Management,
Knowledge Sharing for each
EPM Process] Information & Knowledge
Resources



Results

Correlation of Results
Business Results 2000-01 2001-02 2002-03 2003-04 2004-05 GOOD
Trng Hrs/Empl
ESI
VA/ Employee
COQ
CSI-MHCV Trucks
Revenue
EBIDTA/ TO
MS-MHCV
TBEM

Summarising …
Global
GlobalImage
Image
876 – 1000: World Class Leader
751 – 875: Benchmark Leader Excellent

Excellent
We are
here 651 – 750: Industry Leader
551 – 650: Emerging Industry Leader
451 – 550: Good Performance Average

Average
351 – 450: Early Improvements
251 – 350: Early Results

Beginning
Beginning
0 – 250: Early Development

Band Descriptors
551-650
Effective, systematic approaches to overall item
requirements 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 are
reported for most areas of importance.
Results address most key customer/ stakeholder,
market and process requirements and demonstrate
area of strength.

Band Descriptors
651-750
Refined approaches, including key measures
Good deployment in most Areas
Very good results in most Areas
Organisation alignment, learning, and sharing are key
management tools
Some outstanding activities and results address most
key customer/ stakeholder, market, process and
action 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
Customer – from SATISFACTION to DELIGHT
Knowledge Management – as a Strategic Tool
Business – HR alignment
Institutionalised EPM
Continuous Learning through Results

THANK YOU

Tata Motors&#39;s Achivements

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Tata Motors&#39;s Achivements

Hochgeladen von

Copyright:

Verfügbare Formate

Treading the path of

Software Productivity Conference

Leading the Future

• Serving India for 127 years

• A Total Turnover of US$ 17.8 billion (2.8% of India’s GDP)

• Largest Market Cap. - Trusted over by 2 million shareholders

• Account for 5 % of India’s exports

• Strong Brand Equity and Business Values

TBEM Group, Jamshedpur 3

Engineering Materials Energy Chemicals

Automotive and Power Chemicals

Communications & IT Consumer Products Services

TBEM Group, Jamshedpur 4

• India’s Largest Automotive Company

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

• Over 3 million Tata Vehicles plying on Indian Roads

• India’s only full range manufacturer of Passenger Cars & Commercial

• Product portfolio covers passenger cars, trucks, buses, and defence

• Currently has four vehicle manufacturing units at Jamshedpur, Pune,

Leading the future of the Indian Automobile Industry

 Tata Group synergy for world class offering

 Tata Cummins for state-of-the-art Engines

 TACO - Collaboration with world class auto component /system

 Tata Steel for HR & CR sheets and other steel inputs

 Telcon - Earth moving plant and machinery - collaboration with

 Tata Advance Materials for special materials & composites

 TCS / Tata Technologies for a range of engineering, manufacturing

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

 Hispano Carrocera SA for Innovation in Buses

TBEM Group, Jamshedpur 6

• Over 130 models of Vehicles & Automotive Products which include

Leading the future of the Indian Automobile Industry

Indigo Marina Sumo

TBEM Group, Jamshedpur 8

LCVs Medium & Heavy CVs- Trucks

SFC 407 SE 1613 TC

LPT 709 E LPT 2515

TBEM Group, Jamshedpur 9

Medium & Heavy CVs – Dumpers/ Tippers / Tractor Trailer

LPK 1615 LPS 3015

LPK 2516 LPS 3516

TBEM Group, Jamshedpur 10

TBEM Group, Jamshedpur 11

Tata 407 hard LPT 1615 TC

Tata LPT 709

TBEM Group, Jamshedpur 12

SFC 407 LPO 1510

LPO 1615 LPO 1616

TBEM Group, Jamshedpur 13

• 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

TBEM Group, Jamshedpur 14

Acquisition of DWCW expected to

TBEM Group, Jamshedpur 16

Designed for optimum functionality and

Ergonomically designed seats

TBEM Group, Jamshedpur 17

• Malcom Baldrige National Quality Award for Business

TBEM Group, Jamshedpur 18

• 1991 – the time India was beginning to get

TBEM Group, Jamshedpur 19

Tata Motors's Achivements

Tata Motors's Achivements

Tata Group synergy for world class offering

Tata Cummins for state-of-the-art Engines

TACO - Collaboration with world class auto component /system

Tata Steel for HR & CR sheets and other steel inputs

Telcon - Earth moving plant and machinery - collaboration with

Tata Advance Materials for special materials & composites

TCS / Tata Technologies for a range of engineering, manufacturing

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

Hispano Carrocera SA for Innovation in Buses