How TVS leveraged SAP BW

1. Business Analytics at TVS Motors

2. Agenda
• Group introduction
• Why BI
• BI journey at TVS Motors

3. Group profile
TVS Motor Company
• 3 manufacturing units
• One vehicle rolled-out every 10 seconds
PT TVS Motor Company - Indonesia
• 1.5 lakh vehicle capacity
• In-house designed
Sundaram -Clayton
• Three manufacturing Units
• 8 warehouses in USA and Europe
Wabco TVS
• Three manufacturing Units

4. Group profile
Harita Seating Systems
• Seats for Two-wheelers to Trains
• 4 manufacturing units
Sundaram Auto Components
• High precision Plastic and Rubber components
• 5 manufacturing units
Harita NTI
• Bio degradable plastics, Petroleum from plastic wastes
• Corrosive preventive applications

5. 5
Products-Motorcycle
Sold 7 million till March 2010
TVS StaR City
TVS StaR Sport
TVS Flame TVS Apache RTR
TVS JIVE

6. TVS Wego TVS Scooty Pep+
TVS Scooty Streak
Products-Scooter
Sold 2.3 million till March 2010
TVS Wego

7. 7
Products – Mopeds
Sold 6.2 million till March 2009
TVS XL SUPER TVS XL SUPER HD

8. 2001
SAP R3
Evolution of IT in TVS Motor
2002
Intranet
2003
DMS/CRM
• Upgrade to ECC 6.0
• Business benefit - 6 times of IT establishment cost
• Enterprise portal
• Web 2.0
•SAP BW / HR PAYROLL
• SAP in group companies
2004
2005
2006
XI, SOLMAN,
Sales on SMS
2007
PLM
SAP EP
2008-10
Web 2.0
PMS
Digitized
dashboard

9. ERP
•Year - 2001
•All modules
•Over 600 + users
CRM
•Year - 2004
•ERP for Dealers
•Over 700 +
implementations
BI
• Year-2004
• SAP
• MS
TVS Motors BI Journey

10. • Customer buying behavior
• Profiling customer
Marketing
• Planning
• Supply chain visibility
Sales
• Project Planning- New Products
• Operations Monitoring
Manufacturing
Top 3 Areas – BI Usage

11. • Browser • Mobile • Touch
Simplicity is height of Sophistication
No training required for ATM and e-mails

12. Simple
Flexible
Access
anywhere/anytime
Success of BI deployment

13. Critical Success Factors
Speed
Look and feel
Ease of Use
Insights

14. What is Business Intelligence ?
People - Passive information receiver to proactive
information seekers and
IT from “transaction automation tool” to “IT as a
Transformation Platform for Business Innovation and
Best in Class Operational Efficiency “

15. Business Intelligence is an
Analytical tool
Reporting tool
A Decision support tool
A common platform and not restricted to any
particular application

16. Example : Sales

17. NEED FOR BI
• SAP data – Complex reporting req
• Dealership Data from dealers
• CRM info
• Dashboards for each user.
• Avoid person dependent Reporting

18. Functionalities reqd. in BI
• Reporting
• Broadcasting
• Analytics
• Alerts
• Spend Analysis

19. BI Journey at TVSM
• Implemented BIW 3.0 in 2004
– Sales and Production modules implemented
– Solution not user friendly and not used widely

20. BI Journey at TVSM
• Upgrade to BI.7.0 in 2007
– SAP- Sales , Production
– Non SAP –DMS(Oracle) and MSSQL data
integration
– CRM Data
– BeX Reports developed

21. BI –Journey cont..
• Adoption of Web Application Designer to
make reports more user friendly
• BI analytics – Clustering of Customer data to
understanding the customer usage pattern.

22. BI –Journey Cont..
• Implementation of Enterprise Portal
• Personalized dashboard for All Employees
– Completed for sales staff

23. How BI works ??
Data captured, compiled and stored in all the above
mentioned various sources are
Analyzed
Integrated
Centrally stored
Provides output in the required format

24. For Whom BI will be useful ?
For Business Managers and Decision makers
(Micro level and Ad-hoc reports)
For Sr. Managers (Macro level reports)

25. When we need BI ?
“One can’t predict the need – any
time for any informed business
decision”

26. Where the BI can be accessed ?
It can be used thro Internet…..
At any time
At any where
At any place

27. Advantages of BI
Data access at any place
Updated and accurate data
Graphical view of information
Trend analysis with colour codification
Direct export to excel
Reduce dependency on paper reports
Easy for transmission thro mail
Centralized data storage

28. Customer
Type of
customer
Gender Income Profession
How he buys
Trade-in Hypothecation
Understanding Customer

30. Exchange vehicle analysis – DMS Data

31. HP Company Analysis – DMS data

32. Clustering of Customer data

33. Clustering of Customer data

34. Sales
Past Trend
Achievement Growth
Future
Planning
SCM visibility
Quarterly
planning
Sales Performance

35. Employee Personalized Portal

36. Vehicle Sales Dashboard •Top 20 dealers
•Bottom 20 Dealers
•Model - wise sales
•Zero Billing dealers

37. Tracking stock at Dealerships
Opening Stock
Plan
Billing
Retails
Closing stock at dealer
YTD Billing/Retails

38. Performance and growth dashboard

39. Month on Month sales dashboards

40. Planning based on sales trend

41. Sales and growth indicators

43. Manufacturing
Inventory
Red,Grey,
Green
inventory
Vendor stock
visibility
Project
Planning
State of Build WBS tracking
BI in Manufacturing

44. PRODUCTION BY MODEL REPORT

45. INVENTORY ANALYSIS REPORT - Month wise
Inventory Not in BOM and No plan
Excess to the maximum Norm
With in Maximum Norm

46. INVENTORY ANALYSIS REPORT – Week wise
Inventory Not in BOM and No plan
Excess to the maximum Norm
With in Maximum Norm

47. 47
Business Objectives:
- To reduce inventory by Rs.100
crores in 4 months
- To improve free cash flow
Business Issues:
- Due to recession, conserving cash
very important
- Non availability of a dashboard to
identify to identify low hanging fruits
Solution
- Classification of inventory as
follows
a. Qty & Value as per norms -
GREEN
b. Qty & value above norms
but usable for existing
products – GREY
c. Items not required for the
current production plan –
RED
- Dashboard developed in SAP BI
with facility to drill down
upto part / buyer
Key Benefits
- Inventory reduced by Rs.100 crores
- Better inventory maintenance
Inventory dashboard

48. LINE STOPPAGE REPORT

49. LINE STOPPAGE REPORT

50. LINE STOPPAGE REPORT

51. CUSTOMER COLLECTION REPORT
Customer Collection for the Month of April 2009 for Indonesian
Dealers – Hierarchy wise

52. Business Objectives:
• To leverage IT for live data capturing
directly from bottleneck equipment in
Manufacturing line
• Capture cell utilization accurately for
capacity decisions
• To identify opportunity for output
improvement
Actions Implemented
• Digital data collected online
from bottleneck machine of the
cell and integrated with DAQ
software
Future Plans
To implement DAQ for Vehicle
assembly lines
Data acquisition system for Production monitoring
Background:
• Manual data recording of
Manufacturing cells’ output
• Delayed availability of production
output data for Managers
Benefits
• Low cost in house developed
software used for data
capturing
• Accurate hour-wise data
available for analysis and
improvement
• Able to obtain information on
machine utilization
• Patent filed for DAQ
Results Achieved
Further Improvement
To provide dash board for Plant
managers for real time data
monitoring for decision making
84
90 90
84
90
88
70
80
90
100
'07-
'08
'08-
'09
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
First hour output increased to 90%
UOM : %

53. Business Objectives:
• Reduce customer complaint
resolution time from 120 days to
30 days
• Reduce defect level by 70%
• Reduce warranty cost by 50%
Actions Implemented
• Implemented alert system thru’ statistical
control limit (Monthly PDCA to Daily PDCA)
• Implemented real time control system to
check for effectiveness of corrective action
• Implemented electronic job card based
report to identify nagging complaints
Future Plans
• Implement horizontal deployment of
above system in shop floor for all
critical parameters
• Digitization of FTA for all solved
problems
• Reliability prediction analysis by using
warranty data
• Establish MTTF / MTBF by using
electronic job card
• Establish transfer function for critical
performance parameters
On time correction of customer complaints
complaints
Background:
• Customer complaint capturing
process cycle 60 days
• Customer complaint resolution
process cycle 120 days
Benefits
•
Results Achieved
Further Improvement
• Daily PDCA to Hourly PDCA (Real
time basis) for customer complaints
Model From To %reduction
No. of part-complaints
identified and resolved
XL Super 17.5 4.1 76.6 12
XL Super HD 13.6 3.84 71.8 12
Sport 5.21 1.95 62.6 11
StaR City 8.15 3.41 58.2 13
PEP+ 8.02 4 50.1 10
Streak 5.43 3.8 30.0 3
0.16
0.40
0.42 0.45
0.0
0.1
0.2
0.3
0.4
0.5
Apr-07
Jun-07
Aug-07
Oct-07
Dec-07
Feb-08
Apr-08
Jun-08
Aug-08
Def./100
Veh.
Production month
3 months in age trend
Earlier – Reaction for
Customer complaint
Present – Reaction for
Customer complaint
Control limit

54. TVS-M QAD Jun-10
Warranty returns 3 months in age Model : XLSuper Series
UOM : Def./100 Veh
13.61
17.22
16.67
12.34
18.26
9.12
5.92
4.67 4.66
3.34
0
2
4
6
8
10
12
14
16
18
20
Jan-08
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
Sep-08
Oct-08
Nov-08
Dec-08
Jan-09
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
Aug-09
Sep-09
Oct-09
Nov-09
Dec-09
Jan-10
Feb-10
Mar-10
Apr-10
May-10
Jun-10
Def/100
Veh.
Production month
3M
Implemented IT
support trigger
system

55. TVS-M QAD Jun-10
Warranty returns 5000 Kilometers in age Model : 3Wheeler - 2S
UOM : Def./100 Veh
119.15
106.91
97.69
77.51
68.10
83.59
49.10 48.41 47.71
46.64
30.07
22.51
21.21
0
25
50
75
100
125
150 Dec-08
Jan-09
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
Aug-09
Sep-09
Oct-09
Nov-09
Dec-09
Jan-10
Feb-10
Mar-10
Apr-10
May-10
Jun-10
Def/100
Veh.
Production month
5000 Kms
Implemented IT
support trigger
system

56. Business Objectives:
• Provide project management tool to
manage multiple projects & resources and
integrate functional & supplier plans
• Provide project management dashboard
Actions Implemented
• Implemented SAP project system
and cProjects
• Project templates provided
• Time logging functionality
integrated with project system
• Tracking Reports developed
• Alerts developed
• Training provided to all the
members of NPD functions
Future Plans
• Portfolio and resource management
• Innovation process management
Project Management
Background:
• Every year,
• Around 25 major NPD projects
implemented.
• Approximately 700 engineering
change projects implemented
• Around 2000 improvement
projects carried out
• Around 500 members are involved in NPD
projects
• Most of the projects are delayed due to
improper planning
• Changes to the project plan is cumbersome
• Project progress tracking is paper based
Benefits
• Dynamic project management
leading to better control over the
project.
Results Achieved
• Paper based project management
eliminated
• Versions & change details available
for analysis
• Tracking of bottleneck activity
• Alerts to all project members for any
pending activity and activities due
for the next 6 weeks
Further Improvement
• Integration of supplier plans with the
NPD project plans
• Make the system user friendly

57. Business Objectives:
• Provide part development dashboard
of status to all project members
• Capture versions of the State Of
Builds at various stages of
development
Actions Implemented
• Dashboard with drill down
provided by
• Collating information
from various
applications
Future Plans
Capture the snap shot version of
the State Of Build at various
points of time during the
prototype builds
State Of Build application
Background:
• The NPI process has Alpha, Beta &
QP stages.
• Prototype vehicles to be built as per
planned State Of Build.
• Record is useful in analyzing the
failure modes during Alpha, Beta and
QP.
• The State Of Build information is not
readily available
Benefits
-Project team takes timely
decisions on building prototypes
and analysis of the failures.
- Provides visibility of progress
status
Results Achieved –
• The State Of Build report made
available to all the project
team members
• The drill down links provided to
know the details
• Improved productivity
Further Improvement –
- Add Quality Status, Ordering
status, PPAP status etc.
- Have Versions State Of Builds at
various stages of NPD

58. Business Objectives:
• Electronic Workflow to obtain comments
and approval
• Should be able to know the progress
status of the approval
Actions Implemented –
• Workflow provided for DR0
approval in the intranet
• Flexibility built in to accommodate
2W, 3W and ASEAN approval
• Lead time report for all stages
and each product provided
• The report captures comments
from all the members
Future Plans
• Development of workflows for
DR1 to DR5
DR workflow
Background:
• Each project starts with a Product
Development Initiation approval
• There are around 25 major NPDs being
initiated on an average.
• System for Initiating the product
development to cater to the above
• The product initiation process is paper
based
• The comments given in the form of
Post-it-stickers often get lost.
• Cumbersome process to obtain
approval
Benefits
• Facilitate review online / live
• Elimination of physical movement
of paper from desk to desk
• Transparency of comments &
feedback to all stakeholders
• Timely approval of DR0
Results Achieved –
-The lead time for product initiation
approval reduced
- Paper saving
Further Improvement –
• Extend DR0 Approval workflows
for exports and institutional sales
requirements
• Concept change approval
workflows
• Workflows for DR1, DR1A, DR2,
DR3, DR4 and DR5 stage gates

59. Dashboard in Dealership Management

60. Exception Broadcasting
De-grown Customers
Top/Bottom
Customers
Zero
Inventory
Zero Sales
Poor Service
level

63. MAP Based Sales Info
All India Data

64. MAP driven Report
Dealer level sales figures

65. SALES INFORMATION ON MAP
Zone wise, state wise and dealer wise sales info on MAP

66. Billing Details output - Area Level / Segment wise Drill down

67. Billing Details output - Model wise Drill down

68. BI- PLATFORMS UNDER
EVALUATION
BO
COGNOS
MICROSTRATEGY

70. SAP ACE 2008
For Implementing SAP PLM Solutions

71. SAP ACE 2007
For innovative use of SAP Netweaver

72. Thank You