6. Steps Towards Excellence PCBU is here CVBU is here 1000 point scale Global Image Excellent Average Beginning 0 – 250: Early Development 251 – 350: Early Results 351 – 450: Early Improvements 451 – 550: Good Performance 551 – 650: Emerging Industry Leader 651 – 750: Industry Leader 751 – 875: Benchmark Leader 876 – 1000: World Class Leader
9. Core Values Applying them in performance excellence
10. Core Values in High Performing Companies Systems Perspective Visionary Leadership Organizational & Personal Learning Agility Valuing Employees & Partners Managing for Innovation Customer- Driven Excellence Focus on the Future Management By Fact Focus on Results & Creating Value Social Responsibility
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23. Role of Core Values in Business Excellence TBEM Criteria Excellence TBEM Core Values & Concepts Industry Leadership
24. Tata Business Excellence Model Approach Processes/Systems Measures Deployment Implementation in all areas Evaluate & Improve Find and fill gaps
25. TBEM: Bicycle Analogy 3 Customer and Market Focus 1 Leadership 2 Strategic Planning 5 Workforce Focus 7 Results 6 Process Management Environment, Raltionship and Challenges Strategic Objectives and Action Plans 4 Measurement, Analysis and Knowledge Management
31. Strategic Planning Customer and Market Focus Process M anagement HR Focus Leadership Measurement, Analysis and Knowledge Management Business Results TBEM adopted as a business model to achieve strategy Successful strategy
36. Leadership System Communicate and Involve Understand Vision, Stakeholder needs, Higher level objectives Set Direction and Plan Review and Adjust to Achieve Plan Organise, Align and Allocate Resources Develop, Reward and Recognise Employees Create a Culture of High Performance Adapt to New Challenges and Raise the Bar Communicate and Build Commitment Build, Motivate, Empower Team for Accelerated Change Innovate, Share and Learn Be a Role Model Tata Code of Conduct Passion for Engineering Corporate Citizenship Customer Focus Integrity Partners Community Shareholders Employees Customers Mission 11 12
37. The Balanced Scorecard provides the organisation with a set of measures in the following Four Perspectives FINANCIAL PERSPECTIVE "TO SATISFY OUR SHAREHOLDERS, WHAT FINANCIAL OBJECTIVES MUST WE ACCOMPLISH?” LEARNING & GROWTH PERSPECTIVE "TO ACHIEVE OUR GOALS, HOW MUST OUR ORGANIZATION LEARN AND INNOVATE?” "TO SATISFY OUR CUSTOMERS, AND SHAREHOLDERS, IN WHICH INTERNAL BUSINESS PROCESSES MUST WE EXCEL?” BUSINESS PROCESS PERSPECTIVE "TO ACHIEVE OUR FINANCIAL OBJECTIVES, WHAT CUSTOMER NEEDS MUST WE SERVE?” CUSTOMER PERSPECTIVE Balanced Scorecard - Concept Measures span the entire organisation
38. BSC - Strategy cascade process Vision & Strategy BRC BSC Individual Performance Performance Management System CVBU Objectives Plant / Functional Objectives Factory/ Divisional / Regional Office Objectives Individual Objectives CX/ Departmental / Area Office Objectives BSC CORE TEAM Process Owner – (ED CVBU) Strategy map, BSC, Initiatives finalisation with CVBU SC Visioning workshop BSC Workshops with Plants/ Sales & marketing Target setting process
40. Tools, Techniques, Approaches adopted ISO 9000, TQM, Organisational Health Survey 1990 Kaizen, Business Process Reengineering, TBEM, SAP3.1H, Benchmarking, Six Sigma, TWL 1995 BSC, ISO 14001, QS 9000, Enterprise Process Model, SAP 4.6c, NPI, Sales Planning Processes, Touch Customer processes, Steering Committees, Product strategy, Internal Assessment 2000 Knowledge Management initiative, TS16949, SAP-HR, Level 2 process mapping, Strategic Sourcing, Integrated Cost Reduction 2004 Application Matrix, Process Assessment, 5 S improved checklist, TPM 2 nd wave Leadership System, BSC digitisation, Process Management Guide, Process Audit, Pallepu , Q12-New OHS, SRM, … 2005 3 PL, FBV process mapping, PLM, eCRM analytics, … Journey to excellence 2006 2007 Customer Centricity, BSC digitisation new phase, … 2008
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42. JRDQV Award, Commercial Vehicle Manufacturer, CIO 100 Honoree, CII-Exim Bank award,… Company of the year, 6 th Best Employer, Significant Achievement in TQM, Manufacturing Excellence Platinum Award, 'CFO of the Year 2004‘, 1st prize for Energy Conservation, L.Kirloskar Award for Foundry, Superbrand of India, HIMER Award for best paper, Young Material Manager, Golden Peacock for CSR Hall of Fame for BSC, Greentech Environment, CSIR Dimond Jubilee Award, Best Training Institute, TERI CSR, Strong Commitment to TQM by CII Bharat Gaurav Puraskar, Golden Web Award for Website, INSAAN Suggestion award, Best SDT, HIMER Gold award, National Energy Conservation, TBEM Active promotion 2005 2004 2003 EEPC Award for Export, Best Company Award at Work-skills Competition, 2002 2001 Best CIO Award, Best Shared Services, Star performer from EEPC, Best Supplier Award from Tata Cummins 2006 Rewards and Recognition Best CFO, Golden Peacock for Quality, BHNS Green Governance, Supply Chain excellence, Hellen Keller for supporting disabled people, INSAAN on Suggestions, ABCI on Publicity material & House journal, Hon. Citizen for Kwan-Kju Kim, EMD, Tata Daewoo 2007
The answer is simple! It is Tata Excellence Business Model We all know that 4 years back we adopted TBEM as our management model. We have given lot of importance in last two years.... Can somebody tell me....who runs our business? (Takes- Management, we, Tatas, staff, RNT,...,Customer) Yes, our friend is right it is Customer is running our business, it is he who signs our pay-cheques, yes, those are the invisible hands.... This model also starts with Customer and Market Focus. You go back to Customer and Market and take their feedback and requirements and then Leadership takes decisions and derive their strategies. The strategy helps you to deduce your action plans. Who will convert your action plans into reality..? Correct, it is Human Resource.... HR Focus....HR will make their plans for the required manpower....., how much, where needed, what skills required, their training development; well-being etc. What will convert your customer focused action plans and manpower into useful output? Process Management ! These are the processes we use, for designing, manufacturing, delivering, storing, despatching etc etc Now we have Strategy, action plans, good manpower and conversion processes...what we get out of it? Yes, Business results...results flowing from all areas like Leadership, Strategic Planning, HR Focus, Process Management etc. These are not only financial results... Another important thing in this model is Information and Analysis...This helps us in getting data converted in to information and then its analysis to enable us in taking decisions...right decisions at right time...like the market share at North India is eroding or rejection at particular line is not under control or say absenteeism is beyond permissible limits.. This kind of information and analysis helps management in running the company in efficient manner...not by only hunch or guesswork but by correct analysis. Results also flow from this to Business results This model has seven categories viz. 1. Leadership,2. Strategic Planning,3. Customer and Market Focus, 4. Information and Analysis, 5. HR Focus, 6. Process Management and 7. Business results This model is based on Malcolm Baldrige National Quality and has 1000 point scale as we have seen in earlier sessions
![Tata Business Excellence Model 2010 Augustine Xavier [email_address] 66132166 June 28, 2011 JRDQV Winner 2005 Highest Delta Award JRDQV Winner 2007](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)