Management Systems

AUTOMOTIVE S ECTOR
: Exposure at FORD :
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Mahindra Quality System (A. S.) Management System
AUTOMOTIVE S ECTOR
Quality at Ford
Fords Mission Statement :

Ford Motor Company is a world-wide leader in automotive related products and services. Our mission is to improve continually our products and services to meet customers needs, allowing us to prosper as a business and to provide a reasonable return for our stockholders, the owners of our business
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AUTOMOTIVE S ECTOR
Management Systems
Enterprise Model Customer Dealers
Management Systems
Ford Product Development System
Order to Delivery
After Sales Service
Ford Production System
Suppliers
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AUTOMOTIVE S ECTOR
Quality at Ford
VALUES :
Fundamental to success for the Company are these basic values :

PEOPLE
PR O
DU
CT
O PR TS FI
AUTOMOTIVE S ECTOR
Quality at Ford
Guiding Principles :
Quality Comes First Customers are a focus of everything we do Continuous improvement is essential to our success Employee involvement is our way of life Dealers and suppliers are our partners Integrity is never compromised
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AUTOMOTIVE S ECTOR
Quality at Ford
Empowered People Empowered People
FORD 2000 MODEL

Achieve Worldwide Achieve Worldwide Growth Growth
Achieve Worldwide Achieve Worldwide Product Excellence Product Excellence
Lead in Customer Lead in Customer Satisfaction Satisfaction
Nimble Through Nimble Through Process Leadership Process Leadership
Lead in Corporate Lead in Corporate Citizenship Citizenship
The Low Cost The Low Cost Producer Producer
AUTOMOTIVE S ECTOR
Quality at Ford
FAO Seven Strategies
Lead in Customer Satisfaction
BUSINESS OBJECTIVES
Metrics 1997 1998 Long Term Obj
PEOPLE
Empowerment Diversity Competency
PROCESSES
FPDS OTD FPS Aftersales Service Customer Satisfaction
PRODUCTS
Empowered People Nimble through Process Leadership Be a Low Cost Producer Achieve Worldwide Product Excellence Lead in Corporate Citizenship Achieve Worldwide Growth
CUSTOMER SATISFACTION
PURCHASE QUALITY & SERVICE EXPERIENCE
POLICY DEPLOYMENT
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AUTOMOTIVE S ECTOR
Quality at Ford
Matrix Managemen t Freedom to Fail
Web communication with the TOP
NC
E M POW E
Trainin g
O M PE T E C
ME
PEOPLE
IV
E RS I TY
Pulse Survey Recognitio n
NT
Growt h
D
Minority Reservation s
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Teamwor k
AUTOMOTIVE S ECTOR
Quality at Ford
Management Systems
OBJECTIVE : Support Organisational Requirements Create Business Process Excellence & People Excellence
AUTOMOTIVE S ECTOR
Quality at Ford
RE-ENGINEERING PROJECTS FOCUSED IMPROVEMENT PROJECTS
Management Systems
OPERATING PRINCIPLES :
RAPID PROJECTS
Develop Competencies among people Identify & Develop World Class Practices, Tools, Methodologies, Processes - suit, validate, integrate & standardise for organisational requirements and Implement while working closely with Operations
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AUTOMOTIVE S ECTOR
Quality at Ford
RE-ENGINEERING PROJECTS FOCUSED IMPROVEMENT PROJECTS
Management Systems
OPERATING PRINCIPLES (contd..) : Use Organisational Learning (OL) to accomplish breakthrough results Develop Infrastructure to facilitate effective improvements
RAPID PROJECTS
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Theses five key processes contribute to SEVEN STRATEGIES

Achieve worldwide growth Be a leader in customer satisfaction Achieve worldwide product excellence Be a low cost producer Be a nimble manufacturer Leader in corporate citizenship Empowered people and key leaders
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AUTOMOTIVE S ECTOR
Management Systems
Behaviours Communications Accountability Performance incentives Commitment to integrity
What changes are required ?

PEOPLE
PROCESS Task Description Duration Relationships between Tasks Roles & Responsibilities Deliverables
TECHNOLOGY C3P System New Computer Applications New Testing Facilities Enhanced computetional capabilities
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Management Systems
To understand, develop and nurture organisations / companies or enterprises, we must first understand Human Beings People are the most important resources of an organisation People management encompasses
Committee Structure People training Pulse survey etc.
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Management Systems
Policy Deployment - People
Empowerment, Diversity, Competency Objective : Develop a diverse, fully competent,

world-class workforce properly organised and empowered to execute the Business Plan in an environment that creates and fosters leadership at all levels. They will be recognised for their accomplishments and be lead by a highly skilled and motivated team
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AUTOMOTIVE S ECTOR
Management Systems
Support : . L Metrics e a d Data 1997 e Source Target r Pulse Data
Completion on Deployment
Champion : .
W H H O Actions A W T 1 Empowerment/Leadership Develop an empowered workforce lead by a highly qualified and dedicated management team A Use the policy deployment process to align objectives internally with customers and other organisation 2 Competency/Personnel Planning 3 4 Diversity Organisation
Timing
Status
C o m m e n t
90%
Favorable
Cascade Dept. Objectives
Ongoing
By 31/1/97
ET & DO O & PP
SPPI Operating management O & PP
A Ensure that dept. is properly organised to execute the Business Plan and that a robust process for managing change is established to respond to changing organisation needs 5 Communications (Shared with SPPI)
Clearly defined R & R at all levels
Effective change management
OCM & OPP
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AUTOMOTIVE S ECTOR
Management Systems
Technical Skills
Subject Matter Experts Quarterbacks CAD/CAM/CAE Problem Solving Skills Henry Ford Award
People Skills
Team Working Communication Skills Interpersonal Skills
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Management Systems
M S
P E ( H O . R P TL O E . )
A Y
N S
T
G T E
E M
M S
L T C I MO ES T & D ( M e e t in g
A s
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Management Systems
People Management :
Contents

Organisation Structure Leadership Development Process - Personnel Development Commitees (PDCs) Performance Review & Appraisal Pulse Survey Skills Management Process (SMP) Training
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People Management
Flat Organisation 5 Layers and 8 Direct Reports 5 Layers of Management :

General Salary Role Management Role Supporting Compensation Role Private Salary Role Executive Tire Role (V.P., Chairman) : (#1 to #8) : (#9 to #10) : Supervisors : (#11 to #12) : 1st Bonus
: (#13 to #15) :(Stock option) : (#16 & above)
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People Management
8 Direct Reports
MANAGER
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Matrix organisation
Administrative (Dotted line-line of discipline) Functional (Solid Line-line of business)
Cross Functional Team promoted at workplace Superior also rated on the performance of the team
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Contents :

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Leadership Development Process

- Personnel Development Commitees (PDCs) What is PDC ? Role of PDCs PDC Structure Steps of PDC development
Tiering Filing Open Positions Developing Career Path Models Succession Planning
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People Management
Personnel Development Committees (PDCs)

Facilitate Employee Career Planning throughout Ford on a global basis Enhance employees development & build replacement strength for key positions Best utilisation of talent of all employees Identify & develop companys future leaders
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What is a PDC ?

Committee made up of supervisors representing their respective activities Members gather data from multiple sources in order to assess the potential of employees within their scope PDCs form development and succession plans Ensure employees have proper skills and experiences required to contribute to the Companys strategic objectives
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Role of PDCs

Cornerstone of the Leadership Development Process Vehicles used to drive personnel development planning & implementation to achieve strategic leadership capability RIGHT PEOPLE WITH THE RIGHT COMPETENCIES FOR THE RIGHT JOBS AT THE RIGHT TIME
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PDC structure Chairperson, Committee Members and Facilitator Five Levels in most functions
PDC - 1 PDC - 2 PDC - 3 PDC - 4 PDC - 5 : : : : : Top Level (E-Band) PSR SCR Management Role Lowest Level (GSR)
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The Principles Of The Leadership Development Process

Sustain competitive advantage for the company through its people Improve linkage to the business plan Value diversity as a competitive advantage Promote development as more than a job reassignment
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The Principles Of The Leadership Development Process contd.

Involve employees in career development Empower PDCs at lowest appropriate levels Provide simple/effective tools to drive process Ensure technical development of personnel continues
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Overview of The Leadership Development Process

Business Plan drives the activities of PDCs The PDCs focus on People Planning and Position Planning These PDC activities provide support to the achievement of long-term business success e.g.suitably experienced employees for emerging markets
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Business Plan And Metrics
Workforce Planning (demographic analysis) ID organisation and people requirements Changes in marketing and staffing issues
Measurment And Metric Feedback
PDCs
Multiple perspectives Dynamic Process - real-time data Alignment with other Initiatives Accountable to metrics
Position Planning
ID Key positions Forecast turnover ID learnings and challenges
People Planning
ID employee interests Tiering ID development needs Provide feedback to supervisor for employee discussions
Employee Development
Match people and positions Identify high potential people early Determine development needed Provide development experiences Determine succession planning needs Communicate metrics Communicate development plans to supervisors for employee discussions
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Steps of PDC Development

Getting Started First Steps to Effectiveness Gaining Effectiveness Operating at Optimal Effectiveness
PDCs - Getting Started and Moving to Optimal Effectiveness
Getting Started
First Steps
Gaining Effectiveness
Operating at Optimal Effectiveness
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People Management
First Steps Gaining Effectiveness
Getting Started
Getting Started
Employee Roles and Responsibilities
Select PDC members Ensure diversity of membership Adapt charter for local needs Roles and responsibilities Establish linkage to other PDCs horizontally and Vertically
PDC Rules of The Road Alignment Priciples

Start to build capacity for open, honest discussion Meeting Rules Plan for next meetings
PDC Communication / Taking Inventory

Take inventory of urgent vacancies to fill and move forward if needed Communicate across PDCs to share objective data on employees
Compentency Analysis
Observe Performance Document observations Conduct discussions Gear discussions to specific tasks to be done
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People Management
Getting Started
First Steps
Data Gathering And Discussion
Review of corporate competencies Add and adapt to create local competencies based on local business plan
Tiering
Initial assessment of personnel into corporate tiering definitions Revisit as process continues
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People Management
Getting Started
Getting Effectiveness
Filling Open Positions Developing Career Path Models And Planning Development Priorities
Use competency analysis to identify key experience needs Analyse past experience of personnel by tier against Career Path Model
PDC Succession Planning
Start to build capacity for open, honest discussion Meeting Rules Plan for next meetings
Position planning People planning Match employees with positions
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Getting Started

Leadership Development Metrics : Our Key Measures Of Success
Review corporate metrics and develop additional local metrics Develop action plans to meet objectives
Compensation And/Or Organisation Planning

As PDCs mature, it may be appropriate to broaden efforts to include compensation and/or organisation planning
Reviewing Effectiveness Of PDC Process

Consolidate whole process into future operating approach in the light of strengths and weaknesses
Integrate into other HR Processes Revisit stages as needed
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1. Employee Communicates To Supervisor Aspirations Self-awareness Strengths/Weaknesses Commitment to Change Performance accomplishments Promotability Employee aspirations Strengths/Weaknesses Reassignment experience requirements Performance to PDC
Typical Employee, Supervisor, PDC Linkage :

Improving performance/development/ promotability Internalise and provide ongoing feedback 5. Employee Responds To Supervisor
2. Supervisor Communicates To PDC
Realisms of aspirations Accuracy of self-awareness Strengths/Weaknesses Suggestion to change Performance feedback Promotability feedback to the employee (if the employee requests)
4. Supervisor Communicates To Employee
3. PDC Communicates To Supervisor Realism of promotability Tiering Job opportunity and experience matching to supervisor
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Officer Vehicle Line Director Chief Engineer Engineering Manager Engineering Supervisor Product Design Engineering Production Management Manufacturing Process Engineering
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Operations Manager Plant Manager Area Manager Superintendent
AUTOMOTIVE S ECTOR
People Management
Corporate Technical Specialist PSR
Senior Staff Technical Specialist SG-12 Staff Technical Specialist SG-11
Senior Technical Specialist SG-10
Technical Specialist SG- 09
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Tiering :
Identifying an employees potential early in their career with the Company and acting on that potential using multiple inputs facilitated by the PDCs Continuation of assessment on a regular basis to avoid overlooking Late Bloomers
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: High Potential Employees
(Advance at least 2 rolls within 5 years)
Tiering :

Tier 1 Tier 2
: High-Professional Employees
(Advance at least 1 roll within 5 years)
Tier 3 & 4 : Professional Employees

(50-50 or less probability to advance 1 roll within 5 years)
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People Management
Filing Open Positions :
Driven by the corporations and business plan and plan of the functional organisation Common and consistent method for obtaining information about the candidate consideration
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People Management
5. Make selection 6. Obtain approvals 7. Make offer and provide feedback 8. Make announcement and conclude
Filing Open Positions :

1. Communicate Openings 2. Develop list of candidates for supervisor 3. Conduct substantive discussions about people and provide short list 4. Select interviewees
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AUTOMOTIVE S ECTOR
People Management
PDC Representative : Supervisor : Communicates opening to PDC representative PDC : Reviews positions profile PDC : Reviews development priorities PDC : Creates short list of candidates Supervisor : Selects people to interview from short list of candidates and may request additional candidates
Conveys supervisors interestrs to the PDC
Supervisor : Interviews and selects
Supervisor : Gives feedback to PDC data for future planning and on quality of candidates
Supervisor : Provides feedback to employees interviewed Supervisor : Announces appointment of employee
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People Management
Contents :

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Performance Review & Appraisal
Tasks & Projects for individuals defined for the year based on previous data base jointly with superior Targets and Stretched Targets set jointly with superior Performance review - monthly (Informal) and Half yearly (Formal)
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People Management
Employees are evaluated for their proficiency in job-related skills Each skill is accompanied by four levels of benchmark descriptions
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People Management

JOB-RELATED SKILLS evaluated are,

Planning & Organising Problem Analysis & Decision Making Written Communications Oral Communications Working with others Job Knowledge
Motivation to Achieve Innovation/Creativity Concern for Quality Safety & Housekeeping Dependability Delegation & Control Employee Involvement
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AUTOMOTIVE S ECTOR
People Management Overall Performance Rating

Outstanding (O) Excellent Plus (Ep) Excellent (E) Satisfactory Plus (Sp) Satisfactory (S) Satisfactory Minus (Ms) Unsatisfactory (U)
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AUTOMOTIVE S ECTOR
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Outstanding (O) : Overall performance is characterised by

Exceptionally high quality and quantity of work in the accomplishment of position tasks and projects Frequently assumes responsibilities which are above the position requirements Uses job-related skills in a superior manner Requires substantially less supervision than typical for the position and experience level of the employee
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People Management
Excellent Plus (EP) :

Overall performance approaches the definition of the outstanding in the accomplishment of position tasks, projects, other contributions and proficiency on jobrelated skills
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AUTOMOTIVE S ECTOR
People Management
Excellent (E) :
Overall performance is characterised by high quality and quantity of work in the accomplishment of position tasks and projects Uses job-related skills in a more than acceptable manner Requires a degree of supervision that is typical for the position and experience level of the employee
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Satisfactory Plus (SP) :

Overall performance approaches the definition of excellent in the accomplishment of position tasks, projects, other contributions and proficiency on job-related skills
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AUTOMOTIVE S ECTOR
People Management
Satisfactory (S) : Overall performance is characterised

Acceptable quality & quantity of work in the accomplishment of position tasks and projects Uses job-related skills in an acceptable manner Requires more supervision than is typical for the position in order to produce work of high quality and quantity
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Satisfactory Minus (SM) :

Overall performance indicates the employee fails to accomplish assigned position tasks and projects Uses job-related skills in an inadequate manner Requires an inordinate amount of direct supervision in order to produce work of acceptable quality and quantity The employee may possess the talent to earn a higher rating and counselling are given or if the employee is transferred to another more suitable position
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Unsatisfactory (U) :
Employee has had a reasonable period of time (initiated by a documented evaluation of Satisfactory Minus) to improve performance Employee continues to fail to accomplish assigned position tasks and projects Continues to use job-related skills in an inadequate manner Upon consultation with the local Industrial Relations Manager, the employee will either be reassigned to a position of lesser responsibility or terminated
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Problem Analysis & Decision Making : Obtaining and evaluating pertinent information to determine source of and alternative solutions to problems; recognising when a decision is necessary; willing to make necessary decisions even if available information is incomplete
Has difficulty in obtaining or evaluating pertinent information and/or puts off making decisions considering facts at hand Adequate routine decisions are made when required considering information that is readily available In addition to obtaining and evaluating pertinent information and making sound and timely decisions, is exceptional at considering the long-term effects of decisions Recognises when additional information is necessary for non-routine decisions; makes timely decisions considering the best information available Does Not Apply
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People Management
Structured Program for Graduate Trainees Orientation with all functions for a period to get a feel of the work Choice of selection of department at the end of program Final placement based on liking and inclination
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About 30 % personnel rotate in different departments The specialist do not rotate out of their specialised field The rotation is after formal internal notification and interviews e.g. After the program is launched and handed over to respective plant, the PMT members rotate
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Involvement of other functions with HRD by formation of Steering Committee for decisions on above matters The committee is also responsible for policy decisions in HRD
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Contents :

Organisation Structure Leadership Development Process

- Personnel Development Commitees (PDCs)
Performance Review & Appraisal Pulse Survey Skills Management Process (SMP) Training
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Pulse Survey :
Pulse Survey is conducted annually to know what do the employees feel about the organisation It is a computerised questionnaire of 90 to 100 questions It is revised by various functions by adding questions pertaining to their functions 100 % employees are surveyed but response is generally from 60 % employees
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Pulse Survey :

Mini-Pulse survey is also conducted in between before end of year The data gathered from the Pulse Survey is used as a Metric for Policy Deployment of People Empowerment The results are tallied and submitted to each section manager Manager discusses the survey results in the section meeting
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: Example of Mini-Pulse Survey :
Strongly agree 1 Agree Neither agree nor disagree 3 Disagree Strongly Disagree 5
Who do you report to directly ? Please Fill in ONE circle only
Reward & Recognition

1. I feel valued as an employee of the company 2. In this organisation, people are rewarded according to their job performance
3 Neither Satisfied nor dissatisfied 3
Very Satisfied 1. How satisfied are you with the information you receive from management on whats going on in the company ? 2. How satisfied are you with the recognition you receive for doing a good job ? 1
Satisfied
Dissatisfied 4
very Dissatisfied 5
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General Observations : Clearly defined Roles & Responsibilities and Expectations from each position Total Empowerment Meeting & Time Management Customer & Cost focus at all levels in each activity Disciplined way of working
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To maintain technological advantage, Ford has decided to increase the technical workforce from earlier 12 - 14% to 30% To retain the technocrats, there are position of equal status of that as managers
General Management Stream Personnel Growth Opportunities
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Technocrats Stream
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Management Systems
Contents :

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Management Systems
Skills Management Process (SMP)

What is SMP ? Why implement SMP? Directions for implementing SMP
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What is Skills Management Process ? Means for managing the skills of employees in an organization It is a Personal Needs Assessment but is is not a performance review Each salaried position reviewed skills required for the position are listed on the Job Skills Profile Each skill has a Proficiency Rating, representing the ideal level of attainment
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What is Skills Management Process? Contd. Supervisor determines annually

Which skills need improvement What training or development an individual may need
Output of personal needs assessment is a Training/Development Plan for each salaried employee agreed by both, the employee and supervisor
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Why implement SMP? Effective & realistic foundation for continuous improvement of an individual Better understanding of the skills & skill levels needed for a job Cost effective use of training expenses Better alignment of individual performance initiatives with organisations objective Meets ISO 9000 requirements & aligned with the competency of the workforce for FORD 2000 strategy
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Directions for implementing SMP Complete your personal job Skills Profile Complete or update the Work History and Career Development Matrix form Meet with your supervisor Enter your Training Plan into the Education Management System(EMS) and sign up for classes Retain copies for subsequent reviews of progress
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Complete your personal job Skills Profile

Review each skill/task listed for your job and the suggested skill level Assess your skill level in the Employee Skill Level column for each skill/task listed If your skill level is lower that the suggested level, put a check mark in the column headed Check if Development needed Complete a draft of your Training Plan Worksheet
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Meet with your supervisor

Bring your completed Job Skills Profile and the matrix form to the meeting Discuss your assessment and reach a mutual agreement on your Job Skills Profile and Training Plan Worksheet Rank the order of needed training / development in the Priority column Identify top five priorities to improve your skill level Finalise Training Plan Worksheet & both of you sign it
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Job Skills Profile
Job Skill Level Skill Level
Job Category : Final Assembly - Manufacturing Engineer

Skills/Tasks/Knowledge
Priority Employee Development Needed If
0 = Not aware 1 = Awareness : Indicates an understanding of what the skill/task is or the process for doing something 2 = User : Requires sufficient knowledge, skill or experience to perform the task effectively without assistance 3 = Highly skilled : Has extensive knowledge, skill & experience. Highly proficient. Comfortable
teaching others
NA = Not Applicable
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Job Skills Profile
Final Assembly - Manufacturing Engineer Skills/Tasks/Knowledge Technical/Professional

Fundamentals Assembly tooling Manufacturing Engineering Industrial Engineering
Quality/Reliability/Safety
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Job Skills Profile
Final Assembly - Manufacturing Engineer
Non-technical
Work/Task Management Interpersonal Skills Computer Application
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Training Plan Worksheet
Supervisor : ___________ Date :_ /_ /_ Signature : ______________
Name : ______________ Date :_/_/_ Signature : _______________
Skills/Task Plan Development/training Activity Quarter Planned Needs Priority (1,2,3,4) (from Profile) #1 #2 #3 #4 #5 List on what can be realistically accomplished in one year Education Management System (EMS) provides on-line course catalogue
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Work History and Career Development Matrix
Subsystem Experience Exp. Level Comments/Details/Program/Year Electrical/Vacuum Sealing-Water/Wind/Noise Hardware & Mechanisms Interior Trim-IP/Console/Seat Exterior Ornamentation Chassis/Powertrain Other Core Business Experience Upstream Program Process Strategies & Plant Interface Tooling Facilities Launch Plant Experience Industrial Engineering Foreign Service
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Work History
Location Time On Job Assignment Description
Date To / From
RECOMMEND LONG TERM DEVELOPMENT
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Developing the Individual Training Plan Individual Training Plan should be jointly developed with supervisor or manager In developing plan, consider
Mandated Training Job Proficiency Versatility Developmental Training New Technologies
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Developing the Individual Training Plan. Training is not confined to a traditional classroom setting.Non-classroom ways :
On-the-job, Job Rotation, Cross-training Special job assignments or Projects Participation on committees or teams Mentoring, serving as mentor for another Discussion with local subject matter expert
Training should be as near in time as possible to the actual application of skills or knowledge on the job
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Customer
People
Q
Process
ous t in u ont emen C ov r Im p
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Contents :

Organisation Structure Leadership Development Process

- Personnel Development Commitees (PDCs)
Performance Review & Appraisal Pulse Survey Skills Management Process (SMP) Training
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Dr. W. Edward Demings 14 Points

Point # 6 : Training & Retraining
Institute modern methods of training on the job

Point # 13 : Education & Training
Institute a vigorous program of training. New skills are required for changes in techniques, materials, and services
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Evolution : FDI - Ford design Institute EQUIP - Engineers Quality Improvement Programme ( For Europe Operations ) FTDC - Fairlane Training & Development Center
FTEP - Ford Technical Education Programme
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40 Hours per annum mandatory Provision of Refresher training FTDC (Fairlane Training & Development Center) to conduct training throughout year Retired FORD employees on contract besides other contract trainers Suppliers training alongwith FORD employees
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Just-in-time training Training needs identified with superior based on

the type and nature of work in the year present level of employee
The department has to pay to FTDC from their annual budget
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Training requirements clearly identified for each job Three levels of training
Awareness Knowledge Expert
Feedback after training from the superior
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Pre and Post test for each course The scores represent knowledge transferred & digested by participant The scores also used to rate the trainers for their performance
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AVT (Advanced Vehicle Technology) Major role in deciding course curriculum and training material for participants as well as trainers for FTEP courses
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Typically Programs at FTDC can be classified as : Management & General Business Training Computer Training Technical Training Personal & Professional Development University Programs
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Management & General Business Training

Communication Skills General Business Skills Language and culture Process Leadership skills Recruiting, Selecting and Orienting Employees Secretarial and Administrative skills Supervisory and Management Skills Training & Facilitation Skills
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Computer Training
Application Development Computer Fundamentals Database Management Graphics and Presentations Microsoft Office Project Management Spread Sheets Systems Administration Word Processing
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Technical Training
CAD/CAM/CAE Environmental Fire Protection FTEP Manufacturing & Engineering Support Mechanical & Electrical Equipment Training Product Development
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Technical Training (contd.)
Prototype Parts Quality Planning and Problem Solving Reliability Methods Safety Simulation Technical Management Skills Transportation of Hazardous Materials Vehicle Operations Warranty Methods & Systems Worldwide Engineering Release System
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Some of the courses conducted at FTDC

FTEP
Quick QFD Systems Engineering Experimental Design Parameter Design Tolerance Design Reliability Process Control Methods Global 8D FMEA
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Training Services Catalog released every 6 months Training Courses distributed throughout year and participants can choose course based on own schedule Application oriented courses useful in regular work
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Trainer Development Process
Satisfy Assessment Centre Criteria Attend FTEP Foundation Attend Specialist Module as Participant
Attend T3 for Specialist Module Attend Advanced Presentation Skills Co-Lead Course Delivery for Specialist Module Lead Course Delivery for Specialist Module Facilitation skills Workshop Attend Deeper Dive Workshop for Specialist Subject Complete Trainer Accreditation for Specialist Subject End
Attend other FTEP Modules

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Attend Presentation Skills Workshop
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Employee Annual Training Process
Manager/Supervisor reviews Skills Profile and employee capabilities
Employee updates individual training records and notifies Manager/Supervisor
Training Plans Reviewed & Updated as Appropriate by Managers/Supervisors
Manager/Supervisor and employee develop and agree upon training plan
Employee attends necessary training

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Take away our Business, Land, Property and Money but give us our People, and we will build another empire within a short time
- Henry Ford
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People are the companys only sustainable competitive advantage

- Alex Trotman
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Total Cost Management
TCM - One of the principle tools of Ford2000 Disciplined approach for achieving material cost reduction Integrate quality, cost & weight improvements without sacrificing a single element at the cost of others Designed to establish an Affordable Business Structure
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Ford / Suppliers cross functional team participate in series of events for identifying opportunities through the development of a Target Achivement Process (TAP)
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TCM cascade activities focuses on the identification of non-design and design cost improvement opportunities between the Supplier and their Sub-suppliers The Cascade Activities include
Kick-off Pre-meeting Cascade workshop (TAP & VA)
The Cascade Activities Period - 5 months

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Optional Initiatives

Complexity Workshop Warranty Workshop Value Chain Theme Workshop Plant VA Engineering Pre-Blitz Value Analysis KAIZEN
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Kaizen Workshop (Lean Deployment) 5 Day Workshop Demonstrate lean manufacturing tools & Techniques Implement changes on the shop floor Eliminate waste and reduce cost Self sufficient team to use techniques
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Commoditywise Workshop for Lean Deployment Map the Process Produce Benchmark data Conduct Value addition sessions Plan Lean Action Monitor the implementation
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AUTOMOTIVE S ECTOR
Lean Measurables Macro Measurables :

First Time Through capability (FTT) Overall Equipment Effectiveness (OEE) Dock -To-Dock Time (DTD) Build-To-Schedule (BTS) Measurables Collection
112
AUTOMOTIVE S ECTOR
Lean Measurables Micro Measurables :

Labor Productivity Square Footage Travel or Conveyance Distance Change Over Time WIP (Inventory) Manufacturing Cycle Time (MCT) Down Time
113
AUTOMOTIVE S ECTOR
Five Phases of Implementation Stability

Stable workstation capable of consistent production
Continuous Flow
Minimal in-process inventories Operating in Synchronous Time
Synchronous Production Pull System Level Production
Order produced in Level Volume & Mix

114
AUTOMOTIVE S ECTOR
115
AUTOMOTIVE S ECTOR
Meeting Management
General Observations : Meetings are Decision Oriented Perfect Time Management Attendance ensured making use of PROFS communication
No overlap of meetings No calls from superiors / colleagues from department Mobiles are given a rest
116
AUTOMOTIVE S ECTOR
Meeting Management
General Observations : (Contd.) Agenda circulated well in advance Agenda and related papers available outside the meeting room as a set People come prepared
No comments like; Ill come back or I have to check up Decision makers attend the meeting or the person attending is empowered to take decision
117
AUTOMOTIVE S ECTOR
Meeting Management
General Observations : (Contd.) Agenda includes item, name of speaker, time allotted The time is strictly adhered to (e.g. 1 min. for an agenda) Every meeting has people designated as time manager, scribe, recorder etc. Generally no meeting continues for more than an hour
118
AUTOMOTIVE S ECTOR
Meeting Management
General Observations : (Contd.) In case of Project Reviews;

Only items in yellow or red zone are discussed For items in red / yellow; the recovery plan is ready and is discussed For items in red; the expected resource requirement is available and decision given in the same meeting
Techniques like warm up are used at the initial stage of meeting to bring everyone present to a comfort level
119
AUTOMOTIVE S ECTOR
Meeting Management
General Observations : (Contd.) Extensive use of IT by having video conference to save time, money and to have early resolution of issues Not all items are discussed; those who have a significant comment to make, only speak others say Pass Luncheon meetings expenses debited to the host section Generally all meetings end by summing up all that was accomplished in the meeting
120
AUTOMOTIVE S ECTOR
Meeting Management
For meetings to be effective Step 1 : Plan Step 2 : Inform Step 3 : Prepare Step 4 : Structure & Control Step 5 : Summarize and Record
121
AUTOMOTIVE S ECTOR
Management System
Next Steps...

Structured way for Deployment of Policies up to the bottom most level Clearly defined Roles, Responsibility and Authority at every level and each function Human Resource based on the above Appraisals based on the annual targets and stretched targets emanating out of above
122
AUTOMOTIVE S ECTOR
Management System
Next Stepscontd.

Drive out fear / Job Security (Manifestation of Evolving Value - Dignity of Individuals) Effective communication with the Top to drive business sense down the line Effective meetings and time management Structured career path development for developing the successors (The Key Leaders)
123
AUTOMOTIVE S ECTOR
Management System
Next Stepscontd.

Managing the People Skills for CHANGE Development of Skills by giving more & more thrust on training Development of internal faculties Special efforts to develop and retain subject matter experts Constant interaction with Educational Institutes and Universities
124
AUTOMOTIVE S ECTOR
Management System
Next Stepscontd.
Concept of Training Center as a Profit Center/S.B.U./P.U. charging the course fees to various sectors, P.U.s, Suppliers etc. Pioneer in starting a course in Quality Engineering at our Management Institute at Pune
125

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AUTOMOTIVE S ECTOR

Mahindra Quality System (A. S.) Management System

Fords Mission Statement :

Mahindra Quality System (A. S.) Management System

Ford Product Development System

After Sales Service

Ford Production System

Mahindra Quality System (A. S.) Management System

Fundamental to success for the Company are these basic values :

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

FORD 2000 MODEL

Achieve Worldwide Achieve Worldwide Product Excellence Product Excellence

Lead in Customer Lead in Customer Satisfaction Satisfaction

Nimble Through Nimble Through Process Leadership Process Leadership

Lead in Corporate Lead in Corporate Citizenship Citizenship

The Low Cost The Low Cost Producer Producer

Mahindra Quality System (A. S.) Management System

PURCHASE QUALITY & SERVICE EXPERIENCE

Mahindra Quality System (A. S.) Management System

Web communication with the TOP

Pulse Survey Recognitio n

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Theses five key processes contribute to SEVEN STRATEGIES

Mahindra Quality System (A. S.) Management System

What changes are required ?

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Policy Deployment - People

Empowerment, Diversity, Competency Objective : Develop a diverse, fully competent,

Mahindra Quality System (A. S.) Management System

Clearly defined R & R at all levels

Effective change management

OCM & OPP

Mahindra Quality System (A. S.) Management System

Team Working Communication Skills Interpersonal Skills

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Flat Organisation 5 Layers and 8 Direct Reports 5 Layers of Management :

: (#13 to #15) :(Stock option) : (#16 & above)

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Leadership Development Process

Mahindra Quality System (A. S.) Management System

Personnel Development Committees (PDCs)

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

Mahindra Quality System (A. S.) Management System

The Principles Of The Leadership Development Process

Mahindra Quality System (A. S.) Management System

The Principles Of The Leadership Development Process contd.

Mahindra Quality System (A. S.) Management System

Overview of The Leadership Development Process

Mahindra Quality System (A. S.) Management System

Measurment And Metric Feedback