This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
Maruti Suzuki has grown significantly over the past 25 years from a time when the Indian auto industry was stagnant. It established joint ventures to develop the component industry in India and introduced new management practices. Today it is a major contributor to Suzuki's global business and is working to become a research and development hub outside of Japan. Maruti focuses on developing its suppliers through programs like Maruti Production System to continuously improve operations across the supply chain.
Six Sigma (6σ) is a set of techniques and tools for process improvement.
It was introduced by Bill Smith at Motorola in 1986.
It seeks to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.
Maruti Suzuki has a strong supply chain capability due to its strategically aligned and collaborative supply chain ecosystem. It sources 70-80% of components locally and uses a "milk run" system and container optimization to reduce logistics costs. Maruti Suzuki's supply chain outcomes include low costs, reduced time, and reduced risk due to its modern manufacturing facilities and pull-based production system.
Ratan Tata led the Tata Group's transformation into a global conglomerate through strategic acquisitions. However, the Group's reputation for integrity was questioned during the 2010 2G spectrum scandal. Phone conversations revealed the Tata Group received preferential treatment obtaining telecom licenses. While Ratan Tata denied wrongdoing, the Supreme Court later cancelled Tata Teleservices' licenses. As Tata prepared to retire, maintaining the Group's values during further expansion posed an ongoing challenge.
Tata Steel is the perfect example of implementing TQM in its core value by an early anticipation of market shift towards quality. Top management involvement played an important role along with inducing change management in the organization.
The document summarizes the history and expansion of the Tata Group from 1868 to the present. It outlines three key phases: foundation from 1868-1931 when early companies were established; consolidation from 1932-1989 when the group ventured into new areas under a controlled economy; and expansion from 1990 onwards during India's economic liberalization when the group grew significantly through mergers and acquisitions.
Total Quality Management at Toyota
Toyota implements a Total Quality Management approach focused on continuous improvement. The Deming cycle provides the core concept of TQM at Toyota, with benchmarks to standardize processes and programs to achieve targets through monitoring performance. Toyota emphasizes customer satisfaction, defect prevention, and the involvement of management and suppliers. Through principles such as respecting partners, visual controls, and becoming a learning organization, Toyota strives to meet customer expectations with world-class products and services through total employee commitment and continuous improvement.
This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
Maruti Suzuki has grown significantly over the past 25 years from a time when the Indian auto industry was stagnant. It established joint ventures to develop the component industry in India and introduced new management practices. Today it is a major contributor to Suzuki's global business and is working to become a research and development hub outside of Japan. Maruti focuses on developing its suppliers through programs like Maruti Production System to continuously improve operations across the supply chain.
Six Sigma (6σ) is a set of techniques and tools for process improvement.
It was introduced by Bill Smith at Motorola in 1986.
It seeks to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.
Maruti Suzuki has a strong supply chain capability due to its strategically aligned and collaborative supply chain ecosystem. It sources 70-80% of components locally and uses a "milk run" system and container optimization to reduce logistics costs. Maruti Suzuki's supply chain outcomes include low costs, reduced time, and reduced risk due to its modern manufacturing facilities and pull-based production system.
Ratan Tata led the Tata Group's transformation into a global conglomerate through strategic acquisitions. However, the Group's reputation for integrity was questioned during the 2010 2G spectrum scandal. Phone conversations revealed the Tata Group received preferential treatment obtaining telecom licenses. While Ratan Tata denied wrongdoing, the Supreme Court later cancelled Tata Teleservices' licenses. As Tata prepared to retire, maintaining the Group's values during further expansion posed an ongoing challenge.
Tata Steel is the perfect example of implementing TQM in its core value by an early anticipation of market shift towards quality. Top management involvement played an important role along with inducing change management in the organization.
The document summarizes the history and expansion of the Tata Group from 1868 to the present. It outlines three key phases: foundation from 1868-1931 when early companies were established; consolidation from 1932-1989 when the group ventured into new areas under a controlled economy; and expansion from 1990 onwards during India's economic liberalization when the group grew significantly through mergers and acquisitions.
Total Quality Management at Toyota
Toyota implements a Total Quality Management approach focused on continuous improvement. The Deming cycle provides the core concept of TQM at Toyota, with benchmarks to standardize processes and programs to achieve targets through monitoring performance. Toyota emphasizes customer satisfaction, defect prevention, and the involvement of management and suppliers. Through principles such as respecting partners, visual controls, and becoming a learning organization, Toyota strives to meet customer expectations with world-class products and services through total employee commitment and continuous improvement.
A3 Report (Lean Manufacturing template for PDCA), Applied to a project to reduce line down due to lack of returnable boxes.
...
Relatório em formato A3 (Template para o PDCA usado no Lean Manufacturing), aplicado a um projeto de redução de paradas de linha devido falta de embalagens vai-e-vem.
Supply chain of maruti suzuki in indiaAyush Kansal
This document discusses the supply chain management of an automotive company founded in India in 1981. It has plants located in Haryana that produce up to 300,000 units annually. The company sources 70-80% of its components locally from 246 tier-1 suppliers and 20 global suppliers. It has a network of over 1200 dealers and 16 warehouses across India to distribute its vehicles. The company focuses on strategized logistics and vendor management to reduce lead times and optimize resources and transportation.
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
Maruti Suzuki India Limited is changing its performance appraisal system to entirely link pay to productivity. Previously only 30% of compensation was performance-based, but now increments and basic salary will depend solely on annual performance. This new system will affect over 1,000 executives and managers. The company developed the new approach with consultant M.B. Athreya and has trained employees on goal setting and review processes. The changes aim to enhance managerial performance and help the company better assess costs and returns, as it looks to cut costs due to recent losses. Maruti has also proposed a voluntary retirement scheme for employees.
This document summarizes key aspects of mass customization compared to traditional mass production. It discusses Joseph Pine's concept of mass customization as producing goods and services to meet customer needs. The document outlines customization strategies like collaborative, adaptive, cosmetic and transparent customization. It also discusses the advantages of mass customization in reducing waste and increasing customer loyalty but notes the higher costs. Lastly, it recommends achieving success through capabilities like modular design, flexible processes, order management and information systems.
This document discusses Total Quality Management (TQM) practices at Tata Steel. It outlines Tata Steel's TQM philosophy of customer focus, continuous improvement, and employee empowerment. The objectives of TQM at Tata Steel are to achieve total customer satisfaction through quality as the top priority. Challenges faced include market pressures and overcapacity. Tata Steel implemented initiatives like the Business Excellence Model to drive changes. This reduced costs and improved productivity, quality, and financial performance. Recommendations include increasing R&D spending, optimizing production processes, and tapping into rural markets.
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
The document discusses operational excellence from several perspectives:
- It is defined as a business strategy focused on delivering quality, price, and ease of purchase and service better than competitors.
- Achieving it requires implementing an integrated business execution system with four building blocks: strategy deployment, performance management, process excellence, and high performance work teams.
- Strategy deployment is the process of aligning business strategy with execution, which is often visualized using strategy maps or Hoshin Kanri matrices.
The document summarizes key changes made to the EFQM Excellence Model in 2010. Some criteria titles were changed for clarity. The fundamental concepts were fully integrated into the criteria parts. Examples were mapped from concepts to criteria to show how they are linked. The results section was refined, with key results now the focus. RADAR scoring was adjusted to place more emphasis on relevance, integrity, sustainability, and innovation. The weightings of criteria were also balanced.
“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives”.
William A. Foster
The document describes the Tata Business Excellence Model (TBEM), which is adapted from the Malcolm Baldrige model and forms the basis for organizational assessments within Tata companies. TBEM focuses on 7 core aspects of operations: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. Companies must achieve a minimum of 500 points within 4 years to be recognized. The model helps Tata companies gain insights and improve through an annual assessment process.
This document outlines the 8D problem solving process used by Ford Motor Company to continuously improve quality and prevent issues from reoccurring. The 8D process involves 8 disciplines: 1) Define the problem/failure, 2) Establish an interim containment action, 3) Determine the root cause(s), 4) Choose a permanent corrective action, 5) Implement and validate the corrective action, 6) Implement actions to prevent recurrence, 7) Recognize the problem-solving team, and 8) Document lessons learned. Each discipline involves defining objectives, collecting data, verifying solutions, and ensuring the problem is fully resolved before progressing to the next step. The goal is to take a structured, cross-functional team approach
The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
This document discusses the implementation of total quality management (TQM) in manufacturing industries, using Toyota as a reference example. It defines TQM as ensuring quality in all activities and processes through continuous improvement and employee commitment. The key aspects of Toyota's approach discussed are applying the Deming cycle of plan-do-check-act, emphasizing customer satisfaction, empowering employees in quality control, implementing tools like SMED (single minute exchange of die) to reduce setup times, and following the four principles of the Toyota Production System for continuous process improvement.
Production & Operation Management(Final Project)manobili17
The document provides information about Fauji Fertilizer Company (FFC) in Pakistan. FFC is the largest fertilizer producer in Pakistan with a 60% market share. It has production plants in Rahim Yar Khan and Ghotki with a combined annual production capacity of over 2 million tons of urea and 1.15 million tons of ammonia. The document discusses FFC's vision, mission, products, competitors and values. It also provides an overview of fertilizer production processes and strategies, including process focus, repetitive focus, product focus, and mass customization. Key inputs for fertilizer production include gas, ammonia and other raw materials which undergo transformation processes to produce outputs like urea, D
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It was submitted by 7 students as part of a class project. It discusses Tata Motors' history, products, facilities, operations strategies, and capacity planning. Key points include that Tata Motors was founded in 1945 and manufactures commercial vehicles, passenger cars, and buses. It has major manufacturing bases in Jamshedpur, Pune, Lucknow, and Pantnagar. The document also covers topics like facility layout, inventory management, and procurement processes at Tata Motors.
Titan is India's largest watch manufacturer established in 1984 as a joint venture between Titan and TIDCO. It has three operating divisions: Time Products (watches), Jewellery (Tanishq), and International Business. Titan uses advanced manufacturing processes and quality control systems across its watch and jewellery businesses. It has a large retail presence in India with over 11,000 outlets and sells through an extensive supply chain network. Titan is focused on innovation through various initiatives like its Innovation Council.
Total Quality Management PowerPoint Presentation SlideSlideTeam
Ensure the quality of your product or service is consistent with our content-ready total quality management PowerPoint presentation slides. These capability maturity model integration presentation slides will help you upgrade the standards of your organization. Our quality improvement PPT presentation will help you enhance the quality of your firm outputs. This content ready quality control PowerPoint PPT covers all the relevant slides such as introduction, TQM pyramid, TQM model, customer focus in TQM, planning process in TSM, process management, business process improvement, involvement of people, TQM elements, determinants of product quality, determinants of service quality, importance of good quality, consequences of poor quality, principles and certification, and tools of quality management. It also includes slide on pareto chart, flow chart, fishbone diagram, data and analysis, root cause analysis, opportunity analysis, timeline analysis, force field analysis, SIPOC analysis, 5 why analysis, failure mode effect analysis, musts and wants, cost of quality, quality cost report, quality control, and quality management dashboard. Using these presentation slides, you can explain the content of quality control and quality assessment. So, quickly download this total quality management presentation PPT. Get them in the groove with our Total Quality Management PowerPoint Presentation Slide. Encourage them to follow given directions.
The document discusses operational excellence and continuous improvement. It defines operational excellence as developing a culture of continuous improvement through applying principles and tools to sustainably improve key performance metrics. The vision is for operational excellence to become the way the organization does business. The mission is to enable value delivery through operational excellence principles and innovative process improvements. Strategic objectives include educating employees on concepts, supporting objectives, identifying opportunities, and developing measures to validate results.
Lateral Leadership Ltd provides a governance system to medium and large businesses to improve performance. The system includes structures, templates and processes centered around a Performance Cycle. Businesses can expect regular board meetings, strategic planning, performance management, and development of leaders. The system is designed to drive accountability, responsibility and business results. Clients report the system has contributed significantly to growth through improved systems and customer offerings.
A3 Report (Lean Manufacturing template for PDCA), Applied to a project to reduce line down due to lack of returnable boxes.
...
Relatório em formato A3 (Template para o PDCA usado no Lean Manufacturing), aplicado a um projeto de redução de paradas de linha devido falta de embalagens vai-e-vem.
Supply chain of maruti suzuki in indiaAyush Kansal
This document discusses the supply chain management of an automotive company founded in India in 1981. It has plants located in Haryana that produce up to 300,000 units annually. The company sources 70-80% of its components locally from 246 tier-1 suppliers and 20 global suppliers. It has a network of over 1200 dealers and 16 warehouses across India to distribute its vehicles. The company focuses on strategized logistics and vendor management to reduce lead times and optimize resources and transportation.
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
Maruti Suzuki India Limited is changing its performance appraisal system to entirely link pay to productivity. Previously only 30% of compensation was performance-based, but now increments and basic salary will depend solely on annual performance. This new system will affect over 1,000 executives and managers. The company developed the new approach with consultant M.B. Athreya and has trained employees on goal setting and review processes. The changes aim to enhance managerial performance and help the company better assess costs and returns, as it looks to cut costs due to recent losses. Maruti has also proposed a voluntary retirement scheme for employees.
This document summarizes key aspects of mass customization compared to traditional mass production. It discusses Joseph Pine's concept of mass customization as producing goods and services to meet customer needs. The document outlines customization strategies like collaborative, adaptive, cosmetic and transparent customization. It also discusses the advantages of mass customization in reducing waste and increasing customer loyalty but notes the higher costs. Lastly, it recommends achieving success through capabilities like modular design, flexible processes, order management and information systems.
This document discusses Total Quality Management (TQM) practices at Tata Steel. It outlines Tata Steel's TQM philosophy of customer focus, continuous improvement, and employee empowerment. The objectives of TQM at Tata Steel are to achieve total customer satisfaction through quality as the top priority. Challenges faced include market pressures and overcapacity. Tata Steel implemented initiatives like the Business Excellence Model to drive changes. This reduced costs and improved productivity, quality, and financial performance. Recommendations include increasing R&D spending, optimizing production processes, and tapping into rural markets.
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
The document discusses operational excellence from several perspectives:
- It is defined as a business strategy focused on delivering quality, price, and ease of purchase and service better than competitors.
- Achieving it requires implementing an integrated business execution system with four building blocks: strategy deployment, performance management, process excellence, and high performance work teams.
- Strategy deployment is the process of aligning business strategy with execution, which is often visualized using strategy maps or Hoshin Kanri matrices.
The document summarizes key changes made to the EFQM Excellence Model in 2010. Some criteria titles were changed for clarity. The fundamental concepts were fully integrated into the criteria parts. Examples were mapped from concepts to criteria to show how they are linked. The results section was refined, with key results now the focus. RADAR scoring was adjusted to place more emphasis on relevance, integrity, sustainability, and innovation. The weightings of criteria were also balanced.
“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives”.
William A. Foster
The document describes the Tata Business Excellence Model (TBEM), which is adapted from the Malcolm Baldrige model and forms the basis for organizational assessments within Tata companies. TBEM focuses on 7 core aspects of operations: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. Companies must achieve a minimum of 500 points within 4 years to be recognized. The model helps Tata companies gain insights and improve through an annual assessment process.
This document outlines the 8D problem solving process used by Ford Motor Company to continuously improve quality and prevent issues from reoccurring. The 8D process involves 8 disciplines: 1) Define the problem/failure, 2) Establish an interim containment action, 3) Determine the root cause(s), 4) Choose a permanent corrective action, 5) Implement and validate the corrective action, 6) Implement actions to prevent recurrence, 7) Recognize the problem-solving team, and 8) Document lessons learned. Each discipline involves defining objectives, collecting data, verifying solutions, and ensuring the problem is fully resolved before progressing to the next step. The goal is to take a structured, cross-functional team approach
The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
This document discusses the implementation of total quality management (TQM) in manufacturing industries, using Toyota as a reference example. It defines TQM as ensuring quality in all activities and processes through continuous improvement and employee commitment. The key aspects of Toyota's approach discussed are applying the Deming cycle of plan-do-check-act, emphasizing customer satisfaction, empowering employees in quality control, implementing tools like SMED (single minute exchange of die) to reduce setup times, and following the four principles of the Toyota Production System for continuous process improvement.
Production & Operation Management(Final Project)manobili17
The document provides information about Fauji Fertilizer Company (FFC) in Pakistan. FFC is the largest fertilizer producer in Pakistan with a 60% market share. It has production plants in Rahim Yar Khan and Ghotki with a combined annual production capacity of over 2 million tons of urea and 1.15 million tons of ammonia. The document discusses FFC's vision, mission, products, competitors and values. It also provides an overview of fertilizer production processes and strategies, including process focus, repetitive focus, product focus, and mass customization. Key inputs for fertilizer production include gas, ammonia and other raw materials which undergo transformation processes to produce outputs like urea, D
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It was submitted by 7 students as part of a class project. It discusses Tata Motors' history, products, facilities, operations strategies, and capacity planning. Key points include that Tata Motors was founded in 1945 and manufactures commercial vehicles, passenger cars, and buses. It has major manufacturing bases in Jamshedpur, Pune, Lucknow, and Pantnagar. The document also covers topics like facility layout, inventory management, and procurement processes at Tata Motors.
Titan is India's largest watch manufacturer established in 1984 as a joint venture between Titan and TIDCO. It has three operating divisions: Time Products (watches), Jewellery (Tanishq), and International Business. Titan uses advanced manufacturing processes and quality control systems across its watch and jewellery businesses. It has a large retail presence in India with over 11,000 outlets and sells through an extensive supply chain network. Titan is focused on innovation through various initiatives like its Innovation Council.
Total Quality Management PowerPoint Presentation SlideSlideTeam
Ensure the quality of your product or service is consistent with our content-ready total quality management PowerPoint presentation slides. These capability maturity model integration presentation slides will help you upgrade the standards of your organization. Our quality improvement PPT presentation will help you enhance the quality of your firm outputs. This content ready quality control PowerPoint PPT covers all the relevant slides such as introduction, TQM pyramid, TQM model, customer focus in TQM, planning process in TSM, process management, business process improvement, involvement of people, TQM elements, determinants of product quality, determinants of service quality, importance of good quality, consequences of poor quality, principles and certification, and tools of quality management. It also includes slide on pareto chart, flow chart, fishbone diagram, data and analysis, root cause analysis, opportunity analysis, timeline analysis, force field analysis, SIPOC analysis, 5 why analysis, failure mode effect analysis, musts and wants, cost of quality, quality cost report, quality control, and quality management dashboard. Using these presentation slides, you can explain the content of quality control and quality assessment. So, quickly download this total quality management presentation PPT. Get them in the groove with our Total Quality Management PowerPoint Presentation Slide. Encourage them to follow given directions.
The document discusses operational excellence and continuous improvement. It defines operational excellence as developing a culture of continuous improvement through applying principles and tools to sustainably improve key performance metrics. The vision is for operational excellence to become the way the organization does business. The mission is to enable value delivery through operational excellence principles and innovative process improvements. Strategic objectives include educating employees on concepts, supporting objectives, identifying opportunities, and developing measures to validate results.
Lateral Leadership Ltd provides a governance system to medium and large businesses to improve performance. The system includes structures, templates and processes centered around a Performance Cycle. Businesses can expect regular board meetings, strategic planning, performance management, and development of leaders. The system is designed to drive accountability, responsibility and business results. Clients report the system has contributed significantly to growth through improved systems and customer offerings.
This document provides guidance on implementing business excellence for small and medium enterprises. It discusses core business excellence concepts and values, and provides tools to help organizations assess their readiness for a business excellence approach. The document then describes various common business excellence initiatives that organizations can implement to improve performance. It focuses on describing six specific initiatives that are useful for achieving quick wins: leadership, strategic planning, customer focus, workforce focus, operations focus, and measurement and analysis. Implementing these initiatives can help set an organization on the path towards sustained business excellence.
The document discusses how knowledge management (KM) can be mapped to the European Foundation for Quality Management (EFQM) Excellence Model. It provides an overview of the EFQM Model, which is based on nine criteria that assess an organization's progress toward excellence. Five criteria are "Enablers" of how an organization operates, and four are "Results" of what the organization achieves. The document then examines how each Enabler criterion is related to KM implications, such as how leaders can use knowledge to set business direction and change it based on customer and market insights. KM helps achieve business objectives in a smart way by developing a knowledge-sharing mindset throughout the organization.
This speech discusses the importance of business excellence and strategy implementation in organizations. It notes that the current business environment is vague, uncertain, complex and ambiguous, requiring companies to have strong strategies and business excellence frameworks. The speech outlines several key factors for organizational success, including visionary leadership, customer focus, robust strategies, and good governance. It emphasizes that effective strategy implementation relies on adopting business excellence models across the entire organization. Business excellence frameworks can help companies assess performance, identify gaps, and drive continuous improvement. The speech encourages aligning employee attitudes, efforts, and objectives with organizational goals in order to achieve excellence.
This document discusses various quality excellence models and awards. It describes the EFQM model which focuses on enablers and results. It also discusses the Deming Award which recognizes organizations that have achieved improvements through TQM. Other awards mentioned include the MBNQA, RBNQA, and RGNQA. The document also provides information on ISO 14001 for environmental management systems and OHSAS 18001 for occupational health and safety management systems.
This document presents information on Total Quality Management (TQM). TQM is a management framework that focuses on continuous improvement and delivering customer satisfaction through efforts across the entire organization. The key principles of TQM include defining processes, monitoring performance data, and using that data to drive process improvements. TQM aims to eliminate waste and increase efficiencies by ensuring processes produce quality products the first time. Examples provided are Toyota, which was awarded a quality prize for its TQM efforts, and Tata Steel, which reported $150 million in bottom line impact from its TQM initiatives.
This document discusses strategic HR practices that drive organization growth. It begins with an overview of the contents which include background, processes and tools, and critical success factors. It then discusses a sustainable growth model involving business profit, strategy, leadership development, productivity, execution, innovation, and people development. Key HR processes and tools are then outlined, including talent development, organization development, strategy management, corporate culture, effective organization structure, and more. Critical factors for strategy, execution, culture, structure, talent, leadership, innovation, and mergers and acquisitions are also summarized. The document concludes with developmental phases for implementing these practices over a 24 month period.
Organizational Design and Trends in Marketing OrganizationsVivastream
The document discusses organizational design trends in marketing organizations. It provides guidelines for customer-centric organization design, such as making the customer the focus and ensuring work flows and integration across areas. The document also discusses the need for agile marketing organizations that can deliver personalized experiences at scale across channels. Different organization models are presented, including how a service-based model differs from a standard model. Common barriers to successful implementation are outlined. The discussion focuses on how organization design can both facilitate and inhibit marketers' effectiveness. Key considerations for marketing organization design in 2013 include the always-on customer, seamless experiences, and the role of analytics.
This document discusses benchmarking and competitive strategy. It defines benchmarking as continuously identifying, understanding, and adapting outstanding practices from inside and outside an organization to improve performance. Some key points made include: benchmarking can help organizations eliminate trials and errors, speed up improvements, and significantly boost overall performance by learning from others' experiences. The document also outlines three major advantages of benchmarking - product/process improvement, reduced time and costs, and competitive strategy development. It provides examples of organizations recognized for their benchmarking like Intel, Honda, and Toyota.
The document discusses the Tata Business Excellence Model (TBEM) framework for achieving business excellence and world-class performance. It outlines the seven categories of TBEM including leadership, strategic planning, customer focus, measurement and analysis, workforce focus, process management, and business results. It also discusses using TBEM to develop strategies, deploying through key business processes, and continuously evaluating and improving to close gaps.
IT Strategy Assessment & Optimization - Catallysts ApproachRajanish Dass
The document discusses optimizing an organization's IT strategy through a 3-step approach:
1) Assess the business and IT context to identify opportunities for improvement.
2) Attain optimal alignment between business and IT to move towards business growth and higher IT effectiveness.
3) Evolve the IT strategy to deliver long-term growth by addressing key areas like the operating model and performance measures.
Performance Management and Personal Development PlansMIT
Performance Management and Personal Development Plans: 360 degree feedback as a developmental tool, performance linked career planning & promotion policy, Competency Mapping as a Performance Management Tool, Balanced Scorecard and its Applications, Mentoring System, Assessment Centres, role of technology in PMS, Performance Management Practices Of Different Companies (One example of National and International Company each).
Shandilya Oza has over 30 years of experience as a CFO and business leader for companies in the Tata Group. He has extensive experience in strategic planning, financial management, business excellence, risk management, and new business development. Some of his accomplishments include developing vision and strategy for companies, ensuring best accounting practices, and leading acquisitions and organizational transformations. Currently he serves as the CFO of Tata Communications Transformation Services, reporting to the CEO.
This case study describes how an HR department partnered with a business to improve productivity through lean manufacturing techniques while also developing leadership talent. Consultants conducted a diagnosis of the organization, implemented projects to eliminate waste with employees, and provided training. This combined business process improvement with leadership development. Key activities included a 30% productivity gain, lean culture promotion through councils and rewards, and talent management through selection, reviews, and training.
Here are the key elements of executive coaching according to the passage:
- Executive coaching focuses on developing a top executive's full potential by helping them think and act beyond existing limits.
- It is a highly individualized form of leadership development that examines an executive's strengths, areas for development, and the impact of their behavior on others.
- The strength of executive coaching lies in understanding where the executive currently is, where they want to go, and what they need to do to get there.
- It provides a confidential and safe environment for executives to have an independent sounding board and strategic partner, as it can be lonely at the top.
- Effective coaching focuses on improving leadership qualities and business results through a series
CEE 2015 Directory of Executive Development Programmesceeglobal
Here are the key elements of executive coaching according to the passage:
- Executive coaching focuses on developing a top executive's full potential by helping them think and act beyond existing limits.
- It is a highly individualized form of leadership development that examines an executive's strengths, areas for development, and the impact of their behavior on others.
- The strength of executive coaching lies in understanding where the executive currently is, where they want to go, and what they need to do to get there.
- It provides a confidential and safe environment for executives to have an independent sounding board and strategic partner, as it can be lonely at the top.
- Effective coaching focuses on improving leadership qualities and business results through a series
ABOUT INTEGRAL INTERFACE MANAGEMENT CONSULTANCY PVT. LTD.Shashi Nair
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
2. 2
What is Business Excellence Model?
Business Excellence Models are used by companies to assess and improve
their work processes and performance. Several companies wanted help in
which improvement initiatives to implement and assist them on their
business excellence journey. It is an overarching framework for managing
and aligning multiple improvement initiatives within a company.
3. 3
What is Tata Business Excellence Model(TBEM)?
The Tata Business Excellence Model was created to deliver strategic direction and drive
business improvements at the Tata group. Aimed at enabling Tata group companies
capture the best global business processes and practices, the business excellence
assessment model invests Tata group companies with the inherent dynamism to evolve
and keep pace with ever-changing business performance parameters.
Objectives:
• To enhance value for all stakeholders and contribute to marketplace success
• To maximise enterprise-wide effectiveness and capabilities
• To deliver organisational and personal learning
4. 4
TBEM’s Core values and Concepts
Leadership
Strategic planning
Customer focus
Measurement, analysis and knowledge management
Workforce focus
Operations focus
Business results