CASE STUDY TECH-INN SOLUTIONS LIMITED
Organisation Description <ul><li>TISL – Tech-inn Solution Limited </li></ul><ul><li>50:50 JV between TATA Ind. And Innovat...
Main products and services <ul><li>To provide  Automation  and  Control solution  in the form of  product  ,  systems  and...
<ul><li>VISION </li></ul><ul><li>To be a global admired enterprise of knowledge worker which passionately Combines innovat...
Workforce profile EDUCATION
Workforce profile BU / DEPARTMENT
Workforce profile FUNCTION
Workforce profile LOCATION
Workforce profile EXPERINCE
Preface:- ORGANISATIONAL RELATIONSHIPS <ul><li>Markets & Geographies: </li></ul><ul><li>TISL  strives to leverage on its w...
Partnering Relationships & Supply Chain Requirements <ul><li>All work system processes including those for vendor evaluati...
Strategic Relationship <ul><li>End-User Customer </li></ul>Strategic Relationships Suppliers Intermediate Customers Intern...
Mapping the Path to Market Leadership Market-Oriented Culture and  Process Superior Customer Value Proposition Positioning...
The rationale for inter organizational relationships Rationale for Forming Strategic Relationships  Value-enhancing opport...
Forms of organizational relationships Firm Supplier relationships Customer relationships Internal partnerships Lateral par...
ORGANAIZATIONA CHALLENGES <ul><li>Competitive Challenges </li></ul><ul><li>Principal factors that determines success </li>...
Strengths <ul><li>Excellent rapport with ISI </li></ul><ul><li>Innovative ideas supported through pilot projects & testing...
Leadership <ul><li>SENIOR LEADERSHIP </li></ul><ul><li>It comprises of MD and the heads of the SBUs, Work Centers and Supp...
<ul><li>Goal Setting </li></ul><ul><ul><ul><li>VMV </li></ul></ul></ul><ul><ul><ul><li>STRAP </li></ul></ul></ul><ul><ul><...
STRENGHTS <ul><li>ORGANISATIONAL  PROCESSES-PPMS,MRRAND L AND D </li></ul><ul><li>OPEN FORUM MEETINGS,CUSTOMER PRESENTATIO...
COMMUNICATION <ul><li>Communication and Workforce Engagement </li></ul><ul><li>Engaging the Workforce for sustained High P...
<ul><li>COMMUNICATION  AND WORKFORCE ENGAGEMENT </li></ul><ul><li>SLT manages the communication with employees in various ...
<ul><li>Engaging the Workforce for Sustained High Performance. </li></ul><ul><li>Creating and institutionalising the envir...
<ul><li>Two-Way Communication </li></ul><ul><li>Open for all stakeholders </li></ul><ul><li>Bring in competitor and market...
Communication of performance Analysis,Reviews & Decisions Taken Action taken Communication to Concerned MOM BU/Dept. WC
Accomplishment Of Strategic Objectives <ul><li>Strategic Action Plan </li></ul><ul><li>Review Of Performance </li></ul><ul...
Strengths <ul><li>Update The Expectations Of Stakeholders </li></ul><ul><li>Analysis Of the Feedback & Used in STRAP </li>...
Performance Measures Reviewed By SLT Periodicity Agenda Reviewed By Daily To review critical areas of Improvement MD & SBU...
Governance and Social Responsibility <ul><li>SLT Performance Evaluation  </li></ul><ul><li>SLT  performance evaluation is ...
Legal and Ethical behaviour <ul><li>The responsibility towards society and community is sought to be exercised through the...
IMPACT OF PRODUCT & SERVICES <ul><li>SOCIAL IMPACT </li></ul><ul><li>REDUCTION OF POLLUCTION </li></ul><ul><li>ENHANCE PEO...
REGULATORY & LEGAL REQUIREMENT <ul><li>ENVIRONMENTAL  REGULATION </li></ul><ul><li>HEALTH & SAFTY </li></ul><ul><li>EXCISE...
Ethical Behaviour indicators <ul><li>Code of conduct –COC </li></ul><ul><li>Customer committed </li></ul><ul><li>Suppliers...
Strengths <ul><li>Ethical compliance </li></ul><ul><li>Documents pertaining to ethics </li></ul><ul><li>Expert advice/ aut...
Opportunities for improvements <ul><li>Breach of ethical behaviour </li></ul><ul><li>Control mechanism </li></ul>
Support to key communities <ul><li>ASHA- Association for Serenity & Hope for All </li></ul><ul><li>Key community- engineer...
Opportunities for improvements <ul><li>Environment  conservation  </li></ul><ul><li>Health & safety </li></ul>
Score Category Percentage Score (out of 120) Senior Leadership (70 pts) 70 % 49 Governance and CSR (50 pts) 75 % 37.5 Tota...
<ul><li>THANK YOU  </li></ul>
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Leadership team

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Leadership team

  1. 1. CASE STUDY TECH-INN SOLUTIONS LIMITED
  2. 2. Organisation Description <ul><li>TISL – Tech-inn Solution Limited </li></ul><ul><li>50:50 JV between TATA Ind. And Innovative solution inc. </li></ul><ul><li>H.O. @ Pune. </li></ul><ul><li>Total Revenue – Rs. 450 Cr. with sales ratio improving to 8.5%. </li></ul>
  3. 3. Main products and services <ul><li>To provide Automation and Control solution in the form of product , systems and services to industries, Homes and bldg, govt. and Defence establishments </li></ul><ul><li>SBUs : </li></ul><ul><ul><li>Industrial ISI (IS) </li></ul></ul><ul><ul><li>Building controls (BC) </li></ul></ul><ul><ul><li>Security Growth Initiative </li></ul></ul><ul><ul><li>Global Services (GS) </li></ul></ul><ul><ul><li>Control Products (CP) </li></ul></ul><ul><ul><li>TSS (Growth initiative) </li></ul></ul>
  4. 4. <ul><li>VISION </li></ul><ul><li>To be a global admired enterprise of knowledge worker which passionately Combines innovation and technology to create and excel in automation solutions that continuously add value and prosperity to all stake holders. </li></ul><ul><li>MISSION – Statement Of Purpose </li></ul><ul><li>Enhance productivity, comfort and safety of everyone through, continuous learning and investments in technology, facilities, operating practices and people. </li></ul><ul><li>VALUES </li></ul><ul><li>Customer focus in all our processes and decisions. </li></ul><ul><li>Integrity at all times, whenever and wherever we operate </li></ul><ul><li>Innovation to add exceptional values </li></ul><ul><li>Discipline team work </li></ul><ul><li>Agility to sustain leadership </li></ul>Organisation Culture
  5. 5. Workforce profile EDUCATION
  6. 6. Workforce profile BU / DEPARTMENT
  7. 7. Workforce profile FUNCTION
  8. 8. Workforce profile LOCATION
  9. 9. Workforce profile EXPERINCE
  10. 10. Preface:- ORGANISATIONAL RELATIONSHIPS <ul><li>Markets & Geographies: </li></ul><ul><li>TISL strives to leverage on its well proven business model based on operational excellence at the core and aims to provide cost-effective, reliable and long term solutions to automation and control needs of various segments that it operates in. </li></ul><ul><li>MARKET SEGMENTATION is based on the specific outcomes and differentiated value propositions that are preferred by most of the customers in respective segments. </li></ul>
  11. 11. Partnering Relationships & Supply Chain Requirements <ul><li>All work system processes including those for vendor evaluation, communication, negotiations, performance monitoring are monitored under the SOPs are ISO 9001:2000. </li></ul><ul><li>The customer specifications are critical inputs for the procurement of project specific buy-outs and hence vary project to project. </li></ul><ul><li>The six sigma projects have further contributed to minimization of variations thus enhancing the manufacturing productivity. </li></ul><ul><li>The role of suppliers is therefore critical to TISL to provide products and services in agreed time at the lowest cost as per the agreed specifications. </li></ul>
  12. 12. Strategic Relationship <ul><li>End-User Customer </li></ul>Strategic Relationships Suppliers Intermediate Customers Internal Partners Strategic Alliances Competitors Joint Ventures External Partners
  13. 13. Mapping the Path to Market Leadership Market-Oriented Culture and Process Superior Customer Value Proposition Positioning with Distinctive Competencies Relationship Strategies Organizational Change
  14. 14. The rationale for inter organizational relationships Rationale for Forming Strategic Relationships Value-enhancing opportunities Competitive strategy Skills and resource gaps Environmental complexity
  15. 15. Forms of organizational relationships Firm Supplier relationships Customer relationships Internal partnerships Lateral partnerships
  16. 16. ORGANAIZATIONA CHALLENGES <ul><li>Competitive Challenges </li></ul><ul><li>Principal factors that determines success </li></ul><ul><li>Sources of comparative & competitive data </li></ul><ul><li>Difficulties in obtaining data </li></ul><ul><li>Strategic challenges and advantages </li></ul><ul><li>Performance improvement </li></ul>
  17. 17. Strengths <ul><li>Excellent rapport with ISI </li></ul><ul><li>Innovative ideas supported through pilot projects & testing </li></ul><ul><li>Six sigma certification </li></ul><ul><li>Excellent software support </li></ul><ul><li>Online supplier transaction </li></ul><ul><li>Adapted JIT </li></ul>OFI’s <ul><li>No teamwork at all levels and projects </li></ul><ul><li>Much more dependant on ISI for product range development </li></ul><ul><li>Inconsistent in executing projects across all locations </li></ul>
  18. 18. Leadership <ul><li>SENIOR LEADERSHIP </li></ul><ul><li>It comprises of MD and the heads of the SBUs, Work Centers and Support functions. </li></ul><ul><li>There are four focus areas: </li></ul><ul><li>1.Goal setting </li></ul><ul><li>2.Deployment </li></ul><ul><li>3.People Motivation </li></ul><ul><li>4.Performance Review </li></ul>
  19. 19. <ul><li>Goal Setting </li></ul><ul><ul><ul><li>VMV </li></ul></ul></ul><ul><ul><ul><li>STRAP </li></ul></ul></ul><ul><ul><ul><li>AOP </li></ul></ul></ul><ul><li>Review </li></ul><ul><li>SBU review </li></ul><ul><li>Weekly review </li></ul><ul><li>Ops Review </li></ul><ul><li>Capex Review </li></ul><ul><li>Initiative review </li></ul><ul><li>Stake holders feedback </li></ul><ul><li>Share holders </li></ul><ul><li>Board Meeting </li></ul><ul><li>Customer satisfaction survey </li></ul><ul><li>Employee satisfaction survey </li></ul><ul><li>Supplier satisfaction survey </li></ul><ul><li>Deployment </li></ul><ul><li>PPMS </li></ul><ul><li>MRR </li></ul><ul><li>Org. design </li></ul><ul><li>L&D </li></ul><ul><li>Motivation and Empowerment </li></ul><ul><ul><li>Resource plan </li></ul></ul><ul><ul><li>Authority schedules </li></ul></ul><ul><ul><li>Roles and responsibility </li></ul></ul><ul><ul><li>Committees/Team </li></ul></ul>Distributed leadership Leadership by Consensus Info. System driven Ops excellence Environment of empowerment . Innovation and Agility April to March Review Review Dec. to March April to March
  20. 20. STRENGHTS <ul><li>ORGANISATIONAL PROCESSES-PPMS,MRRAND L AND D </li></ul><ul><li>OPEN FORUM MEETINGS,CUSTOMER PRESENTATION,CHANNEL PARTNER CONFERENCE </li></ul><ul><li>360° FEEDBACK BY BOARD MEMBERS4. SLT LEAD BY EXAMPLE </li></ul><ul><li>COMPLIANCE REPORT TO MD </li></ul><ul><li>ENCOURGES PEOPLE INVOLVEMENT IN LONG TERM DECISION MAKING </li></ul><ul><li>5Ws AND 1 H </li></ul><ul><li>SIX SIGMA, ERP AND CROSS FUNCTIONAL TEAMS. </li></ul>
  21. 21. COMMUNICATION <ul><li>Communication and Workforce Engagement </li></ul><ul><li>Engaging the Workforce for sustained High Performance </li></ul><ul><li>Two –Way communication </li></ul><ul><li>Communication of performance Analysis,Reviews and Decisions Taken </li></ul>
  22. 22. <ul><li>COMMUNICATION AND WORKFORCE ENGAGEMENT </li></ul><ul><li>SLT manages the communication with employees in various ways including informal and formal interaction and Corporate communication. </li></ul><ul><li>e.g.: OPEN DOOR POLICY: Done by SLT members once every month </li></ul><ul><li>CORPORATE COMMUNICATION DEPARTMENT GIVES FEEDBACK SO AS TO IMPROVE THE EFFECTIVENESS. </li></ul>
  23. 23. <ul><li>Engaging the Workforce for Sustained High Performance. </li></ul><ul><li>Creating and institutionalising the environment for empowerment , innovation and agility. </li></ul><ul><li>Encourages dept. level recognition of their employees for efforts and achievements through Periodic Awards & Appreciation Letters </li></ul>
  24. 24. <ul><li>Two-Way Communication </li></ul><ul><li>Open for all stakeholders </li></ul><ul><li>Bring in competitor and market related information that could impact the success </li></ul>
  25. 25. Communication of performance Analysis,Reviews & Decisions Taken Action taken Communication to Concerned MOM BU/Dept. WC
  26. 26. Accomplishment Of Strategic Objectives <ul><li>Strategic Action Plan </li></ul><ul><li>Review Of Performance </li></ul><ul><li>Performance Improvements </li></ul><ul><li>Balancing Values For Stakeholders </li></ul>
  27. 27. Strengths <ul><li>Update The Expectations Of Stakeholders </li></ul><ul><li>Analysis Of the Feedback & Used in STRAP </li></ul><ul><li>Analysis On a Weekly/Monthly/Quarterly/Yearly Basis </li></ul><ul><li>All Employees have Access to Information </li></ul><ul><li>Automation of SCM of IOCL </li></ul><ul><li>Process Improvements Incorporated in the ISO 9001 Manual </li></ul>
  28. 28. Performance Measures Reviewed By SLT Periodicity Agenda Reviewed By Daily To review critical areas of Improvement MD & SBU Heads Weekly &Monthly To review the operations of the SBU MD, SBU Heads, Departmental Heads Half Yearly Individual PPMS Review Managers + SLT members Yearly Business Performance MD, SBU Heads & Other Dept. Heads
  29. 29. Governance and Social Responsibility <ul><li>SLT Performance Evaluation </li></ul><ul><li>SLT performance evaluation is based on: </li></ul><ul><li>Organizational / SBU/ Functions performance Vs. AOP targets. </li></ul><ul><li>Enhancement in customer Satisfaction based on the survey findings and feedback from customers. </li></ul><ul><li>Enhancement in Employee satisfaction. </li></ul><ul><li>Employee feedback through open forum. </li></ul><ul><li>360° feedback for Individuals. </li></ul><ul><li>Feedback from Shareholders, Suppliers, Dealers etc. </li></ul>
  30. 30. Legal and Ethical behaviour <ul><li>The responsibility towards society and community is sought to be exercised through the following means : </li></ul><ul><li>By ensuring continuous compliance of products & operations to statuory and regulatory requirements. </li></ul><ul><li>By ensuring environmental friendly operations. </li></ul><ul><li>By conducting business with integrity and in an ethical manner. </li></ul><ul><li>By an exemplary code of conduct in terms of laws and regulations of the land. </li></ul><ul><li>Supporting local bodies towards community service and community initiatives. </li></ul><ul><li>Training and Employment to Students. </li></ul><ul><li>By Providing education and guidance to students through colleges. </li></ul>
  31. 31. IMPACT OF PRODUCT & SERVICES <ul><li>SOCIAL IMPACT </li></ul><ul><li>REDUCTION OF POLLUCTION </li></ul><ul><li>ENHANCE PEOPLE SAFTY </li></ul>
  32. 32. REGULATORY & LEGAL REQUIREMENT <ul><li>ENVIRONMENTAL REGULATION </li></ul><ul><li>HEALTH & SAFTY </li></ul><ul><li>EXCISE DUTY </li></ul><ul><li>SALES TAX </li></ul><ul><li>OCTROI </li></ul><ul><li>CUSTOMS DUTY </li></ul>
  33. 33. Ethical Behaviour indicators <ul><li>Code of conduct –COC </li></ul><ul><li>Customer committed </li></ul><ul><li>Suppliers as partners </li></ul><ul><li>Transparency </li></ul><ul><li>Stakeholder rating & feedback </li></ul>
  34. 34. Strengths <ul><li>Ethical compliance </li></ul><ul><li>Documents pertaining to ethics </li></ul><ul><li>Expert advice/ authorized assesments </li></ul>
  35. 35. Opportunities for improvements <ul><li>Breach of ethical behaviour </li></ul><ul><li>Control mechanism </li></ul>
  36. 36. Support to key communities <ul><li>ASHA- Association for Serenity & Hope for All </li></ul><ul><li>Key community- engineering & management students </li></ul><ul><li>Community development </li></ul>
  37. 37. Opportunities for improvements <ul><li>Environment conservation </li></ul><ul><li>Health & safety </li></ul>
  38. 38. Score Category Percentage Score (out of 120) Senior Leadership (70 pts) 70 % 49 Governance and CSR (50 pts) 75 % 37.5 Total 96.5
  39. 39. <ul><li>THANK YOU </li></ul>

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