This document is a project report submitted by Neha Shukla to Tata Motors Ltd. in Lucknow, India from June 9th to July 17th, 2015 under the guidance of Mr. Alok Arora. It includes an introduction to Tata Motors, describing its various products and subsidiaries. It also provides details about the history of Tata Motors and its joint ventures, as well as information about the Tata Motors plant in Lucknow, including its divisions of Assembly, Training, and Manufacturing.

1. A PROJECT REPORT
ON
“TEAM LEADER AND GROUP LEADER”
TATA MOTORS LTD. LUCKNOW
09TH
JUNE, 2015 TO 17TH
JULY, 2015
Submitted by:-
Neha Shukla
MBA (IB)
INSTITUTE OF MANAGEMENT SCIENCES,
UNIVERSITY OF LUCKNOW
Under the guidance of
Mr. ALOK ARORA
Project Guide
MANAGER
CQ DEPARTMENT

2. DECLARATION
I hereby declare that project work is an authentic record of my own
work carried out at TATA MOTORS Ltd.,Lucknow as requirement of
four weeks project for the award of degree under the guidance of
Mr. Alok Arora during the period of 09th
June, 2015 to 17th
July,
2015.
Neha Shukla
ROL NO- 15001117035
IMS, LUCKNOW

3. ACKNOWLEDGEMENT
“A novice cannot do great tasks. Many great people contribute to
completion of his work directly or indirectly.”
Words fail me to express my sincerest gratitude to this esteemed
organisation that has conferred on me the privilege to
pragmatically convert my theoretical knowledge into practicably
viable experience.
I owe a particular debt of gratitude for Mr. Alok Arora who gave
me the opportunity to work under his expert guidance, sparing
valuable time from his busy schedule to help me move in the
right direction. He has been very kind and cooperative to serve
my technical queries.
“A novice cannot do great tasks. Many great people contribute to
completion of his work directly or indirectly.”
Words fail me to express my sincerest gratitude to this esteemed
organisation that has conferred on me the privilege to
pragmatically convert my theoretical knowledge into practicably
viable experience.
I owe a particular debt of gratitude for Mr. Alok Arora who gave
me the opportunity to work under his expert guidance, sparing

4. valuable time from his busy schedule to help me move in the
right direction. He has been very kind and cooperative to serve
my technical queries.
I would like to take the opportunity to thank all the associates of
TATA Motors for their guidance & support, without which it
would have been a mammoth task to complete this project.
In the end I would like to thank the HR dept. for providing me
the opportunity to add a new dimension in my knowledge by
getting training in this esteemed organization.
DATED – 17TH
JULY 2015 NEHA SHUKLA
MASTERES IN BUSINESS ADMINISTRATION
INTERNATIONAL BUSINESS

5. This to certify that NEHA SHUKLA pursuing MBA
from International business stream of Institute of
Management Sciences has successfully completed
her project given to her during summer training
under the Central Quality department, at TATA
MOTORS, Lucknow.
PROJECT NAME:- “IS TEAM LEADER AND GROUP
LEADER EFFECTIVELY DIPLOYED IN TATA MOTORS
OR NOT”
PREPARED BY:-NEHA SHUKLA
PROJECT GUIDE: -Mr. ALOK ARORA (CENTRAL
QUALITY)
SUBMITTED TO:-Mr.PRASHANT PANDEY (Training
Incharge HR)

6. Tata Motors Limited (formerly TELCO, shortfor Tata Engineering and
Locomotive Company) is an Indian multinational automotive manufacturing
company headquartered in Mumbai, Maharashtra, India and a subsidiary of
the Tata Group. Its products include passenger cars, trucks, vans, coaches,
buses, construction equipment and military vehicles. Itis the world's 17th-
largest motor vehicle manufacturing company, fourth-largesttruck
manufacturer, and second-largestbus manufacturer by volume.
Tata Motors has auto manufacturing and assembly plants
in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad, and Punein India, as
well as in Argentina, South Africa, Thailand, and the United Kingdom. Ithas
research and development centres in Pune, Jamshedpur, Lucknow, and
Dharwad, India, chintalapudiand in South Korea, Spain, and the United
Kingdom. Tata Motors'principal subsidiaries includethe British premiumcar
maker Jaguar Land Rover (the maker of Jaguar, Land Rover, and Range Rover
cars) and the South Korean commercial vehicle manufacturer Tata Daewoo.
Tata Motors has a bus-manufacturing jointventurewith Marco polo S.A. (Tata
Marco polo), a construction-equipmentmanufacturing jointventure
with Hitachi (Tata Hitachi Construction Machinery), and a joint venture
with Fiat which manufactures automotive components and Fiat and Tata
branded vehicles

7. INTRODUCTION TO TATA MOTORS
 Established in 1945, India’slargestautomobilecompany
 Revenue Rs 188,818 Cr in FY 12-13
 Leadership position in Commercial Vehicles, over 4 million vehicles on
Indian roads
 Global no. 4 in M&HCV Trucks and Buses
 No. 4 in Passenger Car Vehicles in India
 Jaguar Land Rover part of portfolio
 Over 7.5 million vehicles on Indian Roads
 Strong Subsidiaries / Associates - Tata Daewoo, Hispano, Telcon, Tata
Technologies, European Technical Centre in UK and Tata Motors
Thailand
 In 2006, jointventurewith the Brazil-based Marco polo, a global leader
in body-building for buses and coaches to manufacture fully-built buses
and coaches. Set up Plants in Lucknow and Dharwad.

8. Type Public
Traded as
BSE: 500570 (BSE SENSEX Constituent)
NSE: TATAMOTORS
NYSE: TTM
Industry Automotive
Founded 1945
Founder(s) Jahangir Ratanji Dadabhoy Tata
Headquarters Mumbai, Maharashtra, India
Area served Worldwide
Key people
RATAN Tata (Chairman Emeritus)
Cyrus Pallonji Mistry (Chairman)
Karl Slym (died 26 January 2014, Managing Director
Ravi Kant (Vice Chairman)
Products
Automobiles
Commercial vehicles
Coaches
Buses
Construction equipment
Military vehicles
Automotive parts

9. Services
Automotive design, engineering and outsourcing
services
Vehicle leasing
Vehicle service
Revenue US$ 32.23 billion (FY 2012-13)
Operating
income
US$ 03.06 billion (2012)
Profit US$ 02.28 billion (2012)
Total assets US$ 28.05 billion (2012)
Total equity US$ 06.44 billion (2012)
Employees 59,759 (2012)
Parent Tata Group
Divisions Tata Motors Cars
Subsidiaries
Jaguar Land Rover
Tata Daewoo
Tata Hispano
Website www.tatamotors.com

10. INTRODUCTION TO TATA MOTORS
Tata Motors Limited (formerly TELCO, short for Tata
Engineering and Locomotive Company) is an Indian
multinational automotive manufacturing company
headquartered in Mumbai, Maharashtra, India and a
subsidiary of the Tata Group. Its products include
passenger cars, trucks, vans, coaches, buses,
construction equipment and military vehicles. It is the
world's seventeenth-largest motor vehicle
manufacturing company, fourth-largest truck
manufacturer and second-largest bus manufacturer by
volume.
Tata Motors has auto manufacturing and assembly
plants in Jamshedpur, Pantnagar, Lucknow, Sanand,
Dharwad and Pune in India, as well as in Argentina,

11. South Africa, Thailand and the United Kingdom. It has
research and development centers in Pune,
Jamshedpur, Lucknow and Dharwad, India, and in South
Korea, Spain, and the United Kingdom. Tata Motors'
principal subsidiaries include the British premium car
maker Jaguar Land Rover (the maker of Jaguar, Land
Rover and Range Rover cars) and the South Korean
commercial vehicle manufacturer Tata Daewoo. Tata
Motors has a bus manufacturing joint venture with
Marcpolo S.A. (Tata Marcopolo), a construction
equipment manufacturing joint venture with Hitachi
(Tata Hitachi Construction Machinery), and a joint
venture with Fiat which manufactures automotive
components and Fiat and Tata branded vehicles.

12. PLANT LAYOUT
Year of
commencement
1991
Plant Area: 600 acres
Divisions Assembly Training Manufacturing
Western Complex
278.39 Acres
Or
1.13 million Sq M
To Chinhat
To Deva
Road
Eastern Complex
303.07 Acres
Or.23 million Sq M

13. HISTORY OF TATA
TATA is founded in 1945 as a manufacturer of
locomotives, the company manufactured its first
commercial vehicle in 1954 in a collaboration with
Daimler-Benz AG, which ended in 1969. Tata Motors
entered the passenger vehicle market in 1991 with the
launch of the Tata Sierra, becoming the first Indian
manufacturer to achieve the capability of developing a
competitive indigenous automobile. In 1998, Tata
launched the first fully indigenous Indian passenger car,
the Indica, and in 2008 launched the Tata Nano, the
world's most affordable car. Tata Motors acquired the
South Korean truck manufacturer Daewoo Commercial
Vehicles Company in 2004 and purchased Jaguar Land
Rover from Ford in 2008.
Tata Motors is listed on the Bombay Stock Exchange,
where it is a constituent of the BSE SENSEX index, the
National Stock Exchange of India and the New York
Stock Exchange. TataMotors is ranked 314thin the 2012
Fortune Global 500 ranking of the world's biggest
corporate.

14. JOINT VENTURES
Tata Cummins Limited (TCL)
During the year TCL supplied 6,207 engines to the
company. Turnover for the 18-month ended march 31,
1999 was Rs.288.47 crores. (Previous year ended
September 30, 1997 Rs.233.57 crores). The company
proposes to eventually switch over from its existing
range of engines for H/MCV s to those manufactured by
TCL in collaboration with Cummins engine co. lnc.
USA.
Mercedes-Benz India Ltd(MBIL)
Mercedes-Benz India Ltd (MBIL) with a further increase
in the capital of MBIL from Rs.600 crores, the company
`s holding in MBIL has been diluted to 14%. This is in
keeping with its decision not to invest any amountsover
its initial investment of Rs.84 crores in MBIL .MBIL`s
sales during 1998-99 were 1,006”E”class cars, which
included exports of 502 units. Turnover during the year
was Rs.212.6 crores (Previous year Rs.332.7 crores).

15. Tata Holset Limited (THIL)
In the year 1998 -99, THL produced 6,525
turbochargers and sold 6,888 turbochargers .Net sales
turnover for the year was Rs.8.17 crores. (Previous year
Rs.4.13 crores). THL, which supplies the turbochargers
to TCL for fitment on its engines, would also see a
marked improvement in performance once the volumes
for TCL build up.
Concorde Motors Limited(CML)
Concorde Motors Limited (CML) CML was appointed as
the company` dealers for passenger vehicles in Delhi,
Mumbai, Bangalore, Hyderabad, Chennai, Lucknow and
Ludhiana. It has also acquired the dealership of
Mercedes Benz India Ltd. in Mumbai. During the year,
CML sold 1,934cars and achieved an overall turnover of
Rs. 126.82crores for the year 1998-99.Withsales of the
TATA Indica expected to be much higher in the current
year, CML should be able to consolidate its position in
the car retailing market.
Tata Marcopolo Motors Ltd (TMML)
Tata Marcopolo Motors Ltd.(TMML), is engaged in the
business ofmanufacture and saleof fully built buses and

16. coaches in which the company has a51% holding with
the balance 49% being held by Marco polo S.A., Brazil.
During the year under review, the company produced
1,803 buses (previous year 483 buses) from its Lucknow
factory for supply through Tata Motors Ltd.to DTC and
other customers.
There are three divisions in TATA MOTORS Lucknow:-
Training Division-
The Training Centre atLucknow plant aims at providing
high quality Apprenticeship Training. In addition, the
Centre provides both internal and external training,
supports to operators, supervisors and managers in
areas like special skills andtechnology, safety,personnel
practices etc.
The Lucknow plant, after a major restructuring
exercise, executed a smooth transition from function –
based to process-based structure. By this structure,
process owners are required to meet stretched targets,
and in order to do so, are required to encourage
individual learning and development of employees. A

17. structured process is being is followed to establish and
reinforce an environment that encourages innovation.
AssemblyDivision-
Lucknow Plant started with the assembly of medium
commercial vehicles (MCVs) to meet the demand in the
Northern India Market. However, in 1995, the unit
started manufacturing bus chassis of light commercial
vehicles (LCVs) and SUMOs. The facilities for
manufacturing the spare parts were set up and started
supply of crown wheel and pinion (CWP) in
1994.Subsequently, G-16 and G-18Gear Parts started in
1998. With the availability of G-16 Gear Box to meet in-
house requirement for SUMO vehicles in the year 2000.
Now TATA Motors Lucknow has started assembly of
CNG MCVs to meet the consumers demand. TATA
Motors is also producing Rear Engine CVs.
Manufacturing Division-
In TATA Motors Lucknow crown wheel and pinion are
manufactured by various gears cutting process.
Machining (grinding and heat treatment) of Gear Box
parts is also done here. These gears are used in gears
boxes or as spares. Now TATA Motors is assembly Gear

18. Box of ACE (Newly launched small –CV) in Lucknow
itself. The manufacturing unit of Tata Motors at
Lucknow is the latest manufacturing facility of Tata
Motors and is located towards east of Lucknow plant.
TELCO LUCKNOW PLANT
Year of commencement: 1991
Plant Area: 600 Acres
Number of employees: 2500
Divisions: Assembly, Training &
Manufacturing
TATA MOTORS Lucknow is the third manufacturing unit
of TATA Engineering and Locomotive Company. This
unit covers an area of 600 acres. In this unit the
assemblyof chassis and spare parts takes place. On 14th
January 1992 the recruitment of operators started in
Lucknow plant. On25th
June induction of Engineers (first
phase) started which also included ITI`s and Occupancy
of administration office of assembly shop in September
1992.First vehicle rolled out from Lucknow plant on 20th
October 1992 which was LP 1210 52. Construction of
MRS finished on 6th
January1993. It took approximately

19. 9 years since the conception of the plan and to rollout
the first vehicle from this latest
Manufacturing facility of Tata Motors.

21. RIGID TRUCKS
Rigid trucks from Tata Motors range from 15-ton to
31-ton GVW and transport heavy loads efficiently.
TRACTOR TRAILERS
Tractor trailers are ideal heavy vehicles to transport
cement, petrochemicals, fertilizers, food grains,
timber and general cargo.

22. TIPPERS
The tipper range of pickups ensures smooth and
consistent performance.
PRIMA
The Tata Prima range of premium commercial
vehicles has been designed accessing technology
and resources from several countries.

23. What is KAIZEN?
The Japanese word “KAIZEN” means Continuous Improvement
KAIZEN means “Change for Better” through “Self Realization”
KAIZEN means continuous improvement in the way we do our job,
without spending much money.
KAIZEN is a mind-set change process. It is not just scrap and build,
but build on what you have, build on existing strengths.
KAI- Change
- Number of times
ZEN -Good or better
- Self Realisation

24. Two Elements of Kaizen
1. Improvement / changes for the better.
2. Ongoing / continuity.
Kaizen Methodology
observe the facts on floor and collect data.
Measure work content – Time Observation
Identify Waste
• Unnecessary movements
• Waiting / Watching / Searching time
• Inventory / Batch Mode of production
Implement improvements to eliminate waste
• Introduction One-Piece-Flow
• Connect flow-Process to process / Machine to Machine / Fixture
to Fixture
• Implement balanced work content –Introduce better

26. KANBANis a scheduling system for lean and just-in-time
(JIT) production. Kanban is a system to control the
logistical chain from a production point of view, and is
not an inventory control system.Kanban was developed
by Taiichi Ohno, at Toyota, to find a system to improve
and maintain a high level of production. Kanban is one
method through which JIT is achieved. Kanban became
an effective tool in support of running a production
system as a whole, and it proved to be an excellent way
for promoting improvement. Problem areas were
highlighted by reducing the number of Kanban in
circulation. One of the main benefits of Kanban is to
establish an upper limit to the work in progress
inventory, avoiding overloading of the manufacturing
system. Other systems with similar effect are for
example COMMWIP.

28. Lean Principles:-
 Specify value
Define value from customers prospective
Express value meeting customers need at
-Specified price
-Specified time
-Specified quality
 Map the value stream
Identify steps necessary to design, order and produce the
product across the whole value stream.
Highlight and eliminate non value adding waste.
 Establish flow
Eliminate all interruptions that obstruct flow
-Product flow
-information flow
 Implement pull
-customer pulls product as needed
-No sales forecast
 Work to perfection
Strive for perfection by continually removing
-successive layers of waste
-root causes of flow interruption

29. Lean manufacturing, lean enterprise, or lean
production, often simply, "lean", is a production
practice that considers the expenditure of resources for
any goal other than the creation of value for the end
customer to be wasteful, and thus a target for
elimination. Working from the perspective of the
customer who consumes a product or service, "value" is
defined as any action or process that a customer would
be willing to pay for.
Essentially, lean is centered on preserving value with
less work
OVERVIEW:-
Lean principles are derivedfrom the Japanese
manufacturing industry. Theterm was first coined
by John Krafcik in his 1988 article, "Triumph of the
Lean Production System,"
For many, lean is the set of "tools" that assist in the
identification and steady elimination of waste. As we
will try to eliminate the wastage simultaneously the
production time and cost are reduced.

30. A non -exhaustive list of such tools would include:
SMED, Value Stream Mapping, Five S, Kanban (pull
systems), poka-yoke (error-proofing), Total Productive
Maintenance, elimination of time batching, mixed
model processing, Rank Order Clustering, single point
scheduling, redesigning working cells, multi-process
handling and control charts .
The implementation of smooth flow exposes quality
problems thatalready existed, and thus waste reduction
naturally happens as a consequence. The advantage
claimed for this approach is that it naturally takes a
system-wide perspective, whereas a waste focus
sometimes wrongly assumes this perspective.
Both lean and TPS can be seen as a loosely connected
set of potentially competing principles whose goal is
cost reduction by the elimination of waste. These
principles include: Pull processing, perfect first-time
quality, Waste minimization, Continuous improvement,
Flexibility, Building and maintaining a long term
relationship with suppliers, Autonomation, Load
leveling and Production flow and Visual control. The
disconnected nature of some of these principles
perhaps springs from the fact that the TPS has grown

31. pragmatically since 1948 as it responded to the
problems it saw within its own production facilities.
Thus what one sees today is the result of a 'need' driven
learning to improve where each step has built on
previous ideas and not something based upon a
theoretical framework.
ORIGINS:-
Also known as the flexible mass production, the TPS has
two pillar concepts: Just-in-time (JIT) or "flow", and
"autonomation" (smart automation). Lean
implementation is therefore focused on getting the
right things to the right place at the right time in the
right quantity to achieve perfect work flow, while
minimizing waste and being flexible and able to change.
These concepts of flexibility and change are principally
required to allow production leveling (Heijunka), using
tools like SMED, but have their analogues in other
processes such as research and development (R&D).
The flexibility and ability to change are within bounds
and not open-ended and therefore often not expensive
capability requirements. More importantly, all of these
concepts have to be understood, appreciated, and

32. embraced by the actual employees who build the
products and therefore own the processes that deliver
the value. The cultural and managerial aspects of lean
are possibly more important than the actual tools or
methodologies of production itself. There are many
examples of lean tool implementation without
sustained benefit, and these are often blamed on weak
understanding of lean throughout the whole
organization.
Lean aims to make the work simple enough to
understand, do and manage in 1999, Spear and Bowen
identified four rules which characterize the "Toyota
DNA":
Rule 1: All work shall be highly specified as to content,
sequence, timing, and outcome.
Rule 2: Every customer-supplier connection must be
direct, and there mustbe anunambiguousyes orno way
to send requests and receive responses.
Rule 3: The pathway for every product and service must
be simple and direct.

33. Rule 4: Any improvement must be made in accordance
with the scientific method, under the guidance of a
teacher, at the lowest possible level in the organization

34. JUST IN TIME
The nature of just-in-time, meaning JIT
manufacturing/production orJIT in any other setting (e.g.,
administration),may be reduced to four somewhat
differently stated views.
Many have said that JIT revolves around wastes: "At its core,
JIT is a waste-eliminationphilosophy. . . Among the earliest
writings on the matter, Shingo lists, as the "7 wastes," the
wastes of: over-production,waiting, transportation,
processing itself, stocks [inventories], motion, and making
defective products Others have equatedJIT production
with Kanban. For example, one book hasboth Kanban and
just-in-time in its main title.
Still others assert that JIT's main aim is eliminationof
inventories, althoughMurray maintainsthat "JIT is defined as
'NOT an inventory control system--but a way of thinking,
working and management to eliminatewastes in the
manufacturing process'. In keeping with that view, JIT
manufacturing has often been referred to in contrast to the

35. more conventional just-in-case(JIC) mode: JIC keeps extra
inventories to be used in case of disruptions(e.g., scrap,
rework, equipment.breakdowns,late deliveries), whereas JIT
continuallyreduces such inventory buffers by continually
attacking causes of disruptions. Zero Inventories is the title of
a 1983 book by Hall, but the book actuallydoes not suggest
that JIT is mainlyabout inventory; rather the book features
quick setup, cells (group technology), kanban,and so on, and
zero inventory is posed only as an unattainableideal,one
that is easy to see and count.
The fourth view is that JIT is mainlyabout quick response,
relating to the "T"—for "time"—inJIT. As Blackburn put it,
"Quick response is one of the major benefits of JIT. Time or
speed is the linchpinof this manufacturing philosophy.
Inventory, on the other hand, is an ancillarybenefit." Quick
response refers alternativelyto reduction of cycle times, flow
times, throughput times, and, all the way to the customer,
lead times: "JIT," according to Bicheno, has the "provocative
goal," of producing "instantaneously,with perfect qualityand
minimum waste," and he goes on to qualify
"instantaneously"by saying, "The ideal way to produce the
end product is literally just in time to meet the market
demand for it. Thus, JIT is primarily a lead-time reduction
programme." The four JIT views—referring to wastes,

36. kanban,inventory, and quick response/lead-time reduction—
do not suggest opposing views, but rather appearto be
complementary pointsof emphasis, collectivelyserving to
describe the essence of JIT.
Aside from the four viewpoints, Just in time has often been
paired with total qualitycontrol, forming the acronym,
JIT/TQC The rationale is that TQC avoidsstoppages and
slowdowns disruptive to the quick-flow aims of JIT; and JIT
exposes qualityissues and their causes soon after they occur,
thus facilitatingtheir elimination.

37. Material handling is the movement and
storage of materials at the lowest possible
cost through the use of proper methods and
equipment.
It is the moving of materials or product by one
means, including storage and all movements
except processing operation and inspection.
Material handling is the art of science of
conveying, elevating, positioning, transporting,
packaging and storing of materials.

38. S Q D C M E
S- SAFETY
Q- QUALITY
D- DELIEVERY
C- Cost
M- MORALE
E- ENVIRONMENT
WCQ

39. WORLD CLASS QUALITY
WCQ Brief Overview
It is a critical philosophy to achieve our
Vision.
WCQ

40. World Class Quality Norms
Class Norms:
• All mobile phones on silent mode.
• One meeting at a time – no side conversations
• Listen Actively
• Focus & Participate
• Be here – and return from breaks/lunch on time
please
• Ask Questions – request clarification
• HAVE FUN!!!!
BIQ Migration Strategy

41. WCQ adatped from GMS

42. USE WCQ Principles to Obtain Our Goal

43. WCQ Structure

44. Goals: Describe the primary state which the corporation strives to
achieve. Reaching these goals leads to the complete success of our
Company.
Ex.
Principles: The leading concepts / philosophy of the company
which guide our activities in the pursuit of success for our company.
Ex.
Elements: Main strategies within each Principle, which must be
implemented to ensure success of each principle.
Ex.
Core requirements: Details which must be followed to ensure the
success of each Element (Basis For WCQ Calibrations)
Ex.
Tools: Methods, activities and systems which are used to support
the Core Requirements. They may be used to support multiple Core
Requirements.
Ex.
“Safe work”
“People Involvement”
“Safety and Health System”
“24 Hr. Incident follow up”
“Accident report”
THE 5 WCQ PRINCIPLES

45. WCQ CULTURE
People
Involvement
People are the most valuable
resource
Standardization Set and follow standards to achieve
a base from which to grow
Built-In-Quality Quality expectations are built in to
each process to ensure defects are
not passed
Short Lead Time Reduce the time from customer
order to delivery and payment
Continuous
Improvement
Foster an attitude of change and
constant improvement

46.  Quality to be built into the process
 Built In Quality to be made DNA of the Organization
 Involve all People to strive for Quality Excellence
 Prompt Actions for all abnormalities
 Quality Culture building training to all the employees &
suppliers

47. PEOPLE INVOLVMENT
 VISION/MISION
 SHOPE FLOOR MNAGEMENT
 PEOPLE INVOLVMENT
 OPEN COMMUNICATIONPROCES
 VALUES
 HEALTH AND SAFETY PRIORITY
 QUALIFIEDPEOPLE
 TEAMCONCEPT

48. PEOPLE INVOLVEMENT
HEALTH AND SAFETY
Our Goal is ZERO INCIDENTS
Incidents can be prevented through these five activities:
 Behaviour
 WorkplaceOrganization/5S
 PersonalProtectiveEquipment
 Safe Use of Hazardous Materials
 Ergonomics
Workplace Organization improves Safety!
17% of on the job deaths arefrom falls, many caused frompoor housekeeping.
HAZARD PYRAMID

49. HEALTH AND SAFETY PPE
 TEAM CONCEPT
The OrganizationStructureIs Designed To Support Small, Empowered Teams

50.  Common SQDCM goals and regular team meetings.
 Empowerment to make decisions within spans of control
 Responsibility for:
• Making Standardized Work
• Problem Solving
• ContinuousImprovement
 Job Rotation is generally performed
EMPROVEMENT
Decisions Are Pushed Down To Levels Where TheWork Is Performed –
Employees KnowTheir Own Work TheBest!!!…

51.  QUALIFIED PEOPLE
o Empowered/Engaged/Energetic
o Knowledgeable
o Flexible/Open-Minded
o Customer Oriented
o Skilled in the Continuous Improvement Process and ProblemSolving
o Able to Work in Teams
Training Must be Top-Down!!!
WE LEARN
 10% of what we read
 20% of what we hear
 30% of what we see
 50% of what we see and hear
 70% of what we discuss with others
 80% of what we experiencepersonally
 95% of what we teach to someone else

52. Training Qualification
The second question for any job is: “Am I Qualified?”
Job Qualifications & Standards Known
Can Perform Job But Need Help
Can Perform Job with No Help
Expert – Can Train Others
JOB FEEDBACK
Everyonedeserves a chancetoget feedback fromtheir Leader and voice their
opinions.
 PROPLE INVOLVEMENT
Everyonewants to hit theBig Lotto!!!
BUT A Continuous Improvement Company means Many SmallImprovements
by Empowered Teams.

53.  OPEN COMMUNICATION PROCESS
 Leaders must drive communications
 Actively engage employees in thebusiness
 Communicatewith employees openly & frequently
GUIDING PRINCIPLE
WHAT - HOW - WHY?
Traditionally , communicationonly focuses on the“WHAT” and maybe the
“HOW”, but people deserveto knowthe“WHY”!!!
EVEN IF THEY DON’T AGREE AT LEAST THEY WILL UNDERSTAND!!!
Key Enablers
1) Open Physical Environment
TEAR DOWN THE WALLS BETWEEN PEOPLE!!!
 Open Offices
 Glass Partitions
 Good Line Of Sight (1.5M Height Rule)
 Support Areas & Meeting Areas Close to Shop Floor

54. 2) Open Leadership Style
Leaders Should:
 Be Accessible(Open-Door Policy)
 Listen Often
 Have a Shop Floor Presence(MBWA – ManagementBy Walking
Around)
 Support & Coach
 Lead By Example
3) Meeting Structure
SQDCM-Focused Meetings CascadeInformation Up and Down the Entire
Organization.
4) Effective Use Of Media

55.  SHOP FLOOR MANAGEMENT
1) Meeting Structure
Meeting Plan Should Support SQDCM Reviews at All Levels:
 Team/Group Level:
QuickDaily Team Meetings, Periodic Longer Meetings
 Group/Manager Level:
Daily ProductionMeetings, Weekly/Monthly TacticalMeetings
 Manager/ Factory / Plant Level:
Daily ProductionMeetings. Monthly Strategic Meetings
2) Proactive Communication Process (Problem Escalation)
CommunicationStructureShould Proactively PULL support up and not
reactively PUSH orders down:
• Reactive – BAD
Why has the line been down for 10 minutes!!??
• Proactive – GOOD
My line has been down for 10 minutes…

56. 3) Regular Checks
All Leaders at Each Level Must Check Processes & Systems Within Their Area
To:
 EnsureProcesses & Systems Are Working & Used Correctly
 EnsureCommonality
 Demonstrateto Employees That The Process/SystemIs Important

57. TEAM LEADER AND GROUP LEDER CONCEPT
 BACKGROUND
 TML has embarked upon thejourney of achieving World Class Quality
levels.
 Current manufacturingoperation is unstablewith quality level
inconsistentand fluctuating.
 The priority area thereforewould be to first stabilizetheoperation &
then move towards achieving thebenchmarklevels.
 Stabilizingtheprocess would requirea very strong daily management
system to identify and eliminate bottleneckson a continuousbasis.
 Most benchmark companies havea robust organization structurewith
optimumcontrolspan in the form of Team Leaders & group Leaders to
address theissues and support continuous humandevelopment.
Introduce “Team Leaders” & “Group Leaders” to strengthen the Shop Floor
Management
 PURPOSE
1. Ensuringsustenanceof established systems & process
2. Strengthening theDaily work management
3. Coachingand capability development of operatives.
4. Identification & elimination of process and operationalbottlenecks

58. 5. Ensuringabnormality management and ensuringsmooth lineoperation
6. AcceleratetheSDCA & PDCA cycle& thereby drive excellenceacross value
chain.
Achieve sustainable business operation
 ROLES AND RESPONSIBILITY
TEAM LEADER
A Team Leader is someone who provides direction, instructions and guidance
to a group of individuals, whocan also be known as a team, for the purposeof
achieving a certain goal. An effective leader will know her team members
strengths, weaknesses and motivations.
TEAM LEADER ROLE:
Team leaders serve various roles in an organization.Their job is to get tasks
done by using all of the resources availableto them, includingother employees
or team members. Below is a list of some important roles a team leader must
often take on:
 Develop a strategy theteamwill use to reach its goal
 Provide any training that teammembers need
 Communicateclear instructionstoteam members
 Listen to team members' feedback

59.  Monitor team members' participation toensurethetrainingthey
providing is being put into use, and also to see if any additionaltraining
is needed
 Managetheflow of day-to-day operations
 Createreport to updatethe company on the teams progress
 Distributereport tothe appropriatepersonal
TEAM LEADER RESPONSIBILITY
A Tem Leader is responsiblefor guiding a group of employee as they complete
theproject. They are responsiblefor developing and implementing a timeline
their team will useto reach its end goals. Some of the ways team leader
ensures they reach their goals is by delegating task totheir members including
themselves.
 PROVIDE TEAM LEADERSHIP AND COACHING
• Createan environment oriented totrust, open communication,creative
thinking, and cohesiveteameffort
• Provide theteam with a vision of the project objectives
• Motivateand inspire team members
• Lead by setting a good example (role model) - behaviour consistent with
words
• Coach and help develop team members; help resolve dysfunctional
behaviour
• Facilitateproblemsolving and collaboration
• Strivefor team consensus and win-win agreements
• Ensurediscussions and decisions lead toward closure
• Maintain healthy group dynamics

60. • Intervenewhen necessary toaid thegroup in resolving issues
• Assurethat theteam members have thenecessary educationand
training toeffectively participateon theteam
• Encouragecreativity,risk-taking,and constant improvement
• Recognizeand celebrateteamand team member accomplishments and
exceptionalperformance
 FOCUS THE TEAM ON THE TASKS AT HAND OR THE INTERNAL AND
EXTERNAL CUSTOMER REQUIREMENTS
• Coordinatewith internaland externalcustomers as necessary
• Familiarizethe team with thecustomer needs, specifications, design
targets, thedevelopment process, design standards,techniques and tools
to support task performance
• Assurethat theteam addresses all relevant issues within the
specifications and various standards
• Provide necessary business information
• Serve as meeting manager or chairman
• Initiatesub-groups or sub-teams as appropriatetoresolve issues and
performtasks in parallel
• Ensuredeliverables are prepared to satisfy the project requirements, cost
and schedule
• Help keep theteam focused and on track
 COORDINATE TEAM LOGISTICS
• Work with functionalmanagers and theteamsponsor to obtain
necessary resources tosupport theteam's requirements
• Obtain and coordinatespace, furniture, equipment, and communication
lines for team members

61. • Establish meeting times, places and agendas
• Coordinatethereview, presentation and releaseof design layouts,
drawings, analysis and other documentation
• Coordinates meetings with theproduct committee, project managerand
functionalmanagementtodiscuss project impediments, needed
resources or issues/delays in completing thetask
 COMMUNICATE TEAM STATUS, TASK ACCOMPLISHMENT, AND
DIRECTION
• Provide status reportingof team activities against theprogramplan or
schedule
• Keep theproject manager and product committeeinformed of task
accomplishment,issues and status
• Serve as a focal point to communicateand resolveinterfaceand
integrationissues with other teams
• Escalateissues which cannot beresolved by theteam
• Provide guidancetotheteam based on management direction

62. ROLES-AND-RESPONSIBILITY OF TEAM LEADER

63. GROUPLEADER
A Leader is "a person who influences a group of people towards the
achievement of a goal"
A leader has a vision. Leaders see a problem that needs to be fixed or a goal
that needs to be achieved. It may be something that noone else sees or simply
something that noone else wants to tackle. Whatever it is, it is thefocus of the
leader's attention and they attackit with a single-minded determination.
GROUP LEADER ROLE
It goes without saying that organizationalleaders wear many hats and play
many a role in leading thestrategic directionof an organization. In this
complex and ever-changingbusiness environment,effectiveleaders need to
fulfil their roles in ways that will provide theright guidancetothose they lead.
Though challenging toconsistently maintain, theseessentialroles arethe
attributes needed by, and expected of, effective business leaders. Such roles can
be implemented regardless of theorganizationalsize, thetype of industry, or
whether thebusiness is public or private. They are not imbued by default and
need to be actively learned, continuouslydeveloped and consistently practiced.
1. Required at all levels
Leadership is a function which is important at all levels of management.
In thetop level, it is important for getting co-operationin formulation of
plans and policies. In the middle and lower level, it is required for
interpretationand execution of plans and programmes framed by the

64. top management. Leadership can beexercised throughguidanceand
counselling of the subordinates at thetime of execution of plans.
2. Representative of the organization
A leader, i.e., a manager is said to be therepresentativeof theenterprise.
He has to represent theconcern at seminars, conferences, general
meetings, etc. His role is to communicatetherationaleof the enterprise
to outsidepublic. He is also representativeof theown department which
he leads.
3. Integrates and reconciles the personal goals with organizational goals
A leader throughleadership traitshelps in reconciling/integrating the
personalgoals of the employees with theorganizationalgoals. He is
trying toco-ordinatetheefforts of people towards a common purpose
and thereby achieves objectives. This can be done only if he can
influenceand get willing co-operation and urgeto accomplish the
objectives.
4. He solicits support
A leader is a manager and besides that heis a person who entertainsand
invites support and co-operation of subordinates. This hecan do by his
personality, intelligence,maturity and experiencewhich can provide
him positive result. In this regard, a leader has to invite suggestions and
if possible implement them intoplans and programmes of enterprise.
This way, he can solicit full support of employees which results in
willingness to work and thereby effectiveness in running of a concern.
5. As a friend, philosopher and guide
A leader must possess thethreedimensionaltraits in him. He can be a
friend by sharing thefeelings, opinions and desires with theemployees.
He can be a philosopher by utilizing his intelligenceand experienceand
thereby guidingtheemployees as and when time requires. He can be a
guideby supervising and communicating theemployees the plans and
policies of top management and securetheir co-operationtoachievethe

65. goals of a concern.At times he can also play therole of a counsellor by
counselling and a problem-solving approach. Hecan listen to the
problems of the employees and try to solve them.
GROUP LEDER RESPONSIBILITY
As a leader in any organizationyou must accept greater responsibilities to
carry out thevision of theorganization. As you develop theseresponsibilities
your problem solving abilities increasebecausewhileyour responsibilities
increaseso do thenumber of problems that will come across your desk. This
happens becauseeveryoneelse will look to you for your expertiseand
knowledge.
1) Set and achieve business goals
You must be clear about thegoals you are going to accomplish, be
specific and they must be written and measurable. Thegreater the
clarity you have about thegoals you aretrying toaccomplish, themore
you become a leader rather than a follower. Remember every leader was
at oncea follower and even when you are recognized as a leader you
are still a follower becausefor you to improve upon what you do you
still must educateyourself on thelatest developments, strategies and
techniques togrowyourself and your business. This requires directions
from others.
2) Innovate and market
When you’reon the cuttingedgeof technology you will increase
customer satisfaction. You must always continuetoinnovate, look for
newer faster, better, cheaper and moreefficient ways to attract new
customers.

66. 3) Solve problems and make decisions
Problems continuetocome like thewaves. They come and go and they
never stop. You must as a leader and as a follower continuously think
about thesolution. Your rise in life is the ability to solve greater
problems. And when you solve these problems comes more authority,
more money and more power.
4) Set priorities
This is theability to work on your most important task that will
contributethegreatest valuetoyour end result.
5) Focus and concentrate
Focus is theability to be absolutely clear about themost important thing
you can do. Concentrationis your ability to disciplineyourself to focus
on just that one task untilit is complete. It creates a sourceof energy,
increases your enthusiasmand self – esteem.
6) Set an example and be a role model to others
Everybody is always observing you. Ask yourself ‘What kind of a
company would it be if everybody was just like me?’ Always imagine
that you are being watched even when no one else is watching. So, set
high standardsfor yourself.
7) Perform and get results
You need to be clear with theresults you want. What are themost
important results you desire? What results areexpected of me and what
results arerequired by my business? In theend your ability to get results
will be themeasurement of how great a leader you will be.
ROLES-AND-RESPONSIBILITY OF GROUP
LEADER

67. Training Module

68. Þ This module provides information and techniques for planning participatory training in the context of
natural resource management. The main target group of this module is people who are familiar with
participatory methods and tools but may have less practical experience with providing participatory
training.
Training Objective:
To plan and facilitate training workshops in the context of participatory processes towards co-
management of natural resources.
Training Content:
Session 1 - Exploring training needs
Session 2 - Development of training objectives, outputs, topics, contents and inputs of a training
workshop
Session 3 - Training Shedules and Aendas
Session 4 - Organising the framework of a workshop
Session 5 - Designing a training session
Session 6 - Basic approaches, techniques and skills
Session 7 - Facilitatine and debriefing of training activities
Session 8 - Monitoring and evaluation of training workshops
Session 9 - Creating awareness of attitudes and behaviour
Session 10
-
Processes of changing attitudes and behaviour
Session 11
-
Facilitation in the field
Training Outputs:
- Experience in planning and preparing a training workshop
- Techniques and skills for a lively and positive atmosphere during a training workshop
- Experience in the processes of providing a training session (e.g. lecturing and facilitating)
- Development of self-critical awareness about personal training/facilitation style
- Techniques for monitoring and evaluating the success of a workshop

69. Introduction:
Initiating a participatory process in co-management of natural resources requires sensitivity and
flexibility. Facilitators and trainers need to offer as much support guidance and encouragement as
necessary while still maintaining a low profile, in the process. Enhancing a process of discussion,
negotiations, agreements, planning and implementation amongst a number of stakeholders from
different backgrounds is a challenging task. In order to enhance such activity, this source book
focuses on:
 providing information to those who do not have it moderating group processes and
discussions amongst different interest groups
 facilitating joint analysis and decision making
 providing training to new trainers, moderators and facilitators organising workshops
 initiating meetings

74. DEVELOPING CAPABILITY
ROAD MAP FOR INTRODUCTION IN TML
1. Deploy TL / GL concept in model lines.
2. Achieve theideal organizationstructureover a period of 3 years span.

75. 3. Initially maintain a TL controlspan of 1: 10~13 and finally move to an ideal
span of 1:8~10throughproductivityimprovement.
4. TL position will be a full time job and theresources for TL could be
generated by reducing theabsenteeismbackup & rework manpower.
5. In spite of this, if thereis a resourcecrunchthan thatcan bemade up
throughadditionaltemporaryhiring. < This is last resort>
6. TheGL role can be performed througha combination of experienced
workmen, TM ABC, Engineers & Diploma
7. TheTL would be considered as a part of indirect AMH.

76. QUESTIONNAIRE ON TEAM AND GROUP LEADER
NAME:
TICKET NO.: DEPARTMENT:
1. Do you as a leader provide sufficientmotivation to members?
a. yes b. no
If yes, then in what terms?
a. rewards b. gifts c. meddle
2. How do you motivate team/group so that there is minimum absenteeism?
a. provideyou transportfacility
b. pay you as per rewards/incentives
c. pay you as per the efficiency of work done by you
d. promoteyou when you give good result and profitto organization
3. Did your supervisor involvewith you to performthe task?
a. they performonly b. they performand supervise
c they only supervise d. they assistsuperior officer
4. What techniques do you use for inventory control?
a. always better control b. tow bin system c. sarcedifference and easy d.
economic order quality
e. max min system f. fast, slow and non-moving g. high medium low h. vital
essential and desirable
5. Inventory controlcheck is done?
a. daily b. weekly c. monthly

77. 6. What sortof relationship do you sharewith your team/group member?
ans.
7. Do your team/group work as per standard required procedure?
a. yes b. no
8. Auditing is to be done on timely basis?
a. agree b. neutral c. disagree
9. Supportand encourageparticipation in employee recognition programs is
done?
a. quterly b. yearly c. weekly d. monthly
10. How do you identify training need?
a. organizationalanalysis b. task analysis c. manpower analysis
11. Quality feedback to concerned team member is given?
a. verbally b. written
12. Meeting to be done on regular basis and minute captured?
a. strongly agree b. agree c. neutral d. disagree e. strongly disagree
13. team/group tale collective responsibility for completing group assignment?
a. strongly agree b. agree c. neutral d. disagree e. strongly disagree
14. Members take individual responsibility of their work?
a. strongly agree b. agree c. neutral d. disagree e. strongly disagree
15. Elimination of non-valueadded work is done?
a. weekly b. monthly c. yearly

78. SUGGESTION IF ANY,
This questionnairewas prepared to knowwhether a team leader and group
leader, are effectively deployed in TATA MOTORS or not, Whether their
workings is proper or not, are they fulfilling their duties and are they able to
meet their responsibility.
This questionnairewould help us to know theeffective working of teamleader
and group leader, and would have help us to know therelationship of leaders
with their team/group, areboth team/group members and leaders are satisfied
with each other’s work or not, are they comfortablewith each other’s work or
not.
This questionnairewould help us to know whether leaders are completing
their task on time or not, are they able to accomplish their goalor not. if not
then what are thereasons behind it, how to overcome such situations.
This questionnairewas prepared with the help of leaders and their team
/group, who helped me in solving my queries.
Few questions by me were asked to team/group members and their leaders in
regards tosome of theroles and responsibility of team leader and group
leader, whether they areperforming their duties properly and maintaining
their roles and responsibility in plant.
Leaders and member of plant, shop floor, trimlines etc. has helped me enough
in preparing thequestionnaire.

79. This report is being closed on questionnaire, as we were lacking with time
period. If we would have enough time, then we would havegot the
questionnairefilled by theteam/group leaders, and would have prepared the
report by completing theanalysis of this questionnaire.

80. MY THOUGHTS
According tome TATA MOTORS is a very special type of automobileindustry
becauseit is very much conscious about its quality, employee’s safety, low
wastage, minimummaintenancecost etc.
This summer trainingdurationwillbe very much memorable for me. I learned
a lot here. All thethings which I have only read in my books observe here
practically.
Employees of this plant are very much hardworkingand cooperative.
Company is very much caring about their worker’s health.Frequentand
continuous breaks aregiven to employees.
THANKS TO ALL
Neha Shukla