JRDQV Winner 2005

Highest Delta Award 2007

Sustenance of Excellence Award 2007

Tata Business Excellence Model 2008

October 3, 2008
Sudhir Hasamnis sudhir.hasamnis@tatamotors.com 020 66132199 1

Let us move together on our Journey to Excellence

Why Values Are Important

Excellence Behaviour Habits Attitude Thoughts Values

Str

n the eng

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Steps Towards Excellence

Global Image Global Image Excellent Excellent

CVBU is here

876 1000:

World Class Leader

751 875:

Benchmark Leader

651 750:

Industry Leader

PCBU is here
551 650: Emerging Industry Leader

451 550:

Good Performance

Average Average

351 450:

Early Improvements

251 350: 0 250:

Early Results

Beginning Beginning
Early Development

1000 point scale

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Emergence of Business Excellence

Need for an Excellence Model The Japanese undertook a silent revolution in product quality a program of quality improvement with the help of two American professors. Dr. W. E. Deming and Dr. J. M. Juran. They introduced Statistical Quality Control and new management philosophers to improve product quality at an unprecedented rate. In 1980, NBC, an American channel ,aired a program titled, If Japan Can Why Cant We? Within few years, Fords earnings were the highest for any company in the automobile history, despite a 7% drop in US car and truck industry sales!
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Emergence of Business Excellence

Although the Americans were innovative and brimming with ideas, perhaps there were limitations in converting these ideas into quality product and services. The challenge was then to enhance competitiveness US Corporations. Two people who did their share of work to improve the American economic condition by evolving and business In 1987, the US Congress established the Malcolm Baldrige National Quality Award. Lets know more about this and other models. Brief on Malcolm Baldrige Model This award was instituted in the memory of Malcolm to,
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Models for Excellence

1000 point scale

550-450 Malcolm Baldrige award model RBNQA by IMC Tata Business Excellence Model 500-500 European Quality Award model CII-Exim Award Rajiv Gandhi National Quality Award

Deming Award for Operational Excellence

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Model 2008

Strategic objectives and Action plans/Initiatives

Core Values

Applying them in performance excellence

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Core Values in High Performing Companies

Visionary Leadership Customer- Driven Excellence

Organizational & Personal Learning

Focus on the Future

Agility

Management By Fact

Valuing Employees & Partners

Focus on Results & Creating Value Social Responsibility

Managing for Innovation Systems Perspective

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Visionary Leadership

Setting directions and creating customer orientation The directions,values and expectations address all stakeholders Strategies systems and methods are for achieving excellence, stimulating innovation and building organizational capabilities Developing people and encouraging participation, learning ,creativity and innovation should be responsible to governance body, which in turn is responsible to stakeholders Personal role models in ethical behaviour
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Customer driven Excellence

Quality is judged by customers. Hence,we need to take into account all product and service features that contribute to customer satisfaction These factors include anticipating future needs of customers Defect Prevention and error reduction important Makings things right is crucial It is directed towards customer retention,market share gain and growth It demands awareness about developments in technology and competitors offerings and rapid and flexible response

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Organizational and Personal Learning

Incremental and Breakthrough Learning is embedded in the organization. (Adaptation to Change) Sources of improvement are R&D,customers, Benchmarking etc Improvement is a part of work. Improvement and learning directed not only at better products but being more adaptive,more responsive and efficient

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Valuing Employees and partners

Investing in development of People Opportunities like job rotation and increments for enhanced knowledge On the Job Training and computer learning Means for regular communication, approaches to evaluate progress,and means for adapting to changing conditions essential Partnership development Internal - employees External - customers, suppliers and alliances

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Agility

Faster and more flexible response Simplification of work units and processes Time among the key performance measures Simultaneous improvements in organization Simultaneous improvements to Quality, time and other objectives

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Focus on the future

Understanding the short term and longer term factors that affect the business and market place Strong future orientation and willingness to make long term commitments to key stakeholders Planning to anticipate many of the factors related to stakeholders Developing employees and suppliers and creating opportunities for innovation
2020

Strategy
2012 2008

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Managing for Innovation

Making meaningful change to the organizations products, services and processes Innovation should lead to new dimensions of performance Innovation in all aspects of business Innovation becomes part of culture

Patents & Copy rights Innovation Day

SQDCM Reviews Innovation Formats

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Share Caf & SBS

Management by Fact(s)

Measurements linked to strategy and aimed at alignment with the goals Performance areas include all stakeholders Extracting meaning form the data collected Data and analysis support variety of purposes Measurements are themselves evaluated for suitability

MIS SAP PLM Legacy BSES

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Social Responsibility

Basic Expectations - ethics,environment, safety etc Applies to products,services and operations Emphasis on resource conservation and waste reduction at source Prevention is emphasized Thinkbeyond mere compliance Ethical behaviour from leaders and monitoring by governance body Leadership and support to communities Influencing other organizations as partners

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Focus on Results and Creating value

Performance measurements to focus on key results Results used to balance value for stakeholders Conflicting requirements of stakeholders given attention Balanced composite of leading and lagging performance measures offer means to communicate priorities

Financial Partners People

Strategy Processes
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Systems Perspective

TBEM provides the system perspective for managing the organisation for performance excellence Synthesis- Looking at the organisation and building requirements like objectives and action plans. Alignment- Using key linkages among TBEM requirements to ensure consistency of plans Integration- Individual components of Performance management system operate in a fully interconnected manner

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Value Driven Organization

In an organization driven by values, we can feel the pulse running across Deployment more natural People identify themselves with the goals better Integration is ensured

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Role of Core Values in Business Excellence

Industry Leadership

Excellence Excellence TBEM Criteria

TBEM Core Values & Concepts TBEM Core Values & Concepts
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Tata Business Excellence Model

Processes/Systems

Implementation in all areas

Approach

Deployment
Evaluate & Improve Find and fill gaps

Measures

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TBEM: Bicycle Analogy

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TBEM 2008 Framework

The Seven Categories & Point Values 1.0 Leadership 2.0 Strategic Planning 3.0 Customer and Market Focus 4.0 Measurement Analysis & Knowledge management 5.0 Human Resource Focus 6.0 Process Management Total 7.0 Business Results Product & Customer Outcomes Customer Focused Results Financial and Market Results Human Resource Results Org Effectiveness Results Leadership and Social Resp Results Total Total 120 85 85 90 85 85 550 100 70 70 70 70 70 450 1000
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2005

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