JRDQV Winner 2005

Highest Delta Award 2007

Sustenance of Excellence Award 2007

Tata Business Excellence Model 2008
October 3, 2008
Sudhir Hasamnis sudhir.hasamnis@tatamotors.com 020 66132199 1

Let us move together on our Journey to Excellence

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s… e alu v 3 3 .Why Values Are Important Excellence Behaviour Habits Attitude Thoughts Values Str n the eng .

Steps Towards Excellence Global Image Global Image Excellent Excellent CVBU is here 876 – 1000: World Class Leader 751 – 875: Benchmark Leader 651 – 750: Industry Leader PCBU is here 551 – 650: Emerging Industry Leader 451 – 550: Good Performance Average Average 351 – 450: Early Improvements 251 – 350: 0 – 250: Early Results Beginning Beginning Early Development 1000 point scale 4 4 .

They introduced Statistical Quality Control and new management philosophers to improve product quality at an unprecedented rate. In 1980.aired a program titled.Emergence of Business Excellence Need for an Excellence Model The Japanese undertook a silent revolution in product quality – a program of quality improvement with the help of two American professors. “If Japan Can … Why Can’t We?” Within few years. Dr. NBC. despite a 7% drop in US car and truck industry sales! 5 5 . E. an American channel . Juran. Fords earnings were the highest for any company in the automobile history. J. Deming and Dr. M. W.

Emergence of Business Excellence Although the Americans were innovative and brimming with ideas. The challenge was then to enhance competitiveness US Corporations. perhaps there were limitations in converting these ideas into quality product and services. Brief on Malcolm Baldrige Model This award was instituted in the memory of Malcolm to. the US Congress established the ‘Malcolm Baldrige National Quality Award’. Two people who did their share of work to improve the American economic condition by evolving and business In 1987. Let’s know more about this and other models. 6 6 .

Models for Excellence 1000 point scale 550-450 • Malcolm Baldrige award model RBNQA by IMC Tata Business Excellence Model • 500-500 European Quality Award model CII-Exim Award Rajiv Gandhi National Quality Award • • • • Deming Award for Operational Excellence 7 7 .

Model 2008 Strategic objectives and Action plans/Initiatives 8 8 .

Core Values Applying them in performance excellence 9 .

Core Values in High Performing Companies Visionary Leadership Customer.Driven Excellence Organizational & Personal Learning Focus on the Future Agility Management By Fact Valuing Employees & Partners Focus on Results & Creating Value Social Responsibility Managing for Innovation Systems Perspective 10 10 .

values and expectations address all stakeholders • Strategies systems and methods are for achieving excellence. stimulating innovation and building organizational capabilities • Developing people and encouraging participation.Visionary Leadership • Setting directions and creating customer orientation • The directions.creativity and innovation • should be responsible to governance body. learning . which in turn is responsible to stakeholders • Personal role models in ethical behaviour 11 11 .

market share gain and growth • It demands awareness about developments in technology and competitors’ offerings and rapid and flexible response 12 12 .Customer driven Excellence • Quality is judged by customers.we need to take into account all product and service features that contribute to customer satisfaction • These factors include anticipating future needs of customers • Defect Prevention and error reduction important • ‘Makings things right’ is crucial • It is directed towards customer retention. Hence.

customers. Improvement and learning directed not only at better products but being more adaptive. (Adaptation to Change) • Sources of improvement are R&D.Organizational and Personal Learning • Incremental and Breakthrough • Learning is embedded in the organization.more responsive and efficient 13 13 . Benchmarking etc • Improvement is a part of work.

employees • External .and means for adapting to changing conditions essential • Partnership development • Internal .customers. approaches to evaluate progress.Valuing Employees and partners • Investing in development of People • Opportunities like job rotation and increments for enhanced knowledge • On the Job Training and computer learning • Means for regular communication. suppliers and alliances 14 14 .

time and other objectives 15 15 .Agility • Faster and more flexible response • Simplification of work units and processes • Time among the key performance measures • Simultaneous improvements in organization • Simultaneous improvements to Quality.

Focus on the future • Understanding the short term and longer term factors that affect the business and market place • Strong future orientation and willingness to make long term commitments to key stakeholders • Planning to anticipate many of the factors related to stakeholders • Developing employees and suppliers and creating opportunities for innovation 2020 Strategy 2012 2008 16 16 .

services and processes • Innovation should lead to new dimensions of performance • Innovation in all aspects of business • Innovation becomes part of culture Patents & Copy rights Innovation Day SQDCM Reviews Innovation Formats 17 17 Share Café & SBS .Managing for Innovation • Making meaningful change to the organization’s products.

Management by Fact(s) • Measurements linked to strategy and aimed at alignment with the goals • Performance areas include all stakeholders • Extracting meaning form the data collected • Data and analysis support variety of purposes • Measurements are themselves evaluated for suitability MIS SAP PLM Legacy BSES 18 18 .

safety etc • Applies to products.environment.Social Responsibility • Basic Expectations .ethics.services and operations • Emphasis on resource conservation and waste reduction at source • Prevention is emphasized • Think”beyond mere compliance” • Ethical behaviour from leaders and monitoring by governance body • Leadership and support to communities • Influencing other organizations as partners 19 19 .

Focus on Results and Creating value • Performance measurements to focus on key results • Results used to balance value for stakeholders • Conflicting requirements of stakeholders given attention • Balanced composite of leading and lagging performance measures offer means to communicate priorities Financial Partners People Strategy Processes 20 20 .

Systems Perspective • TBEM provides the system perspective for managing the organisation for performance excellence • Synthesis.Using key linkages among TBEM requirements to ensure consistency of plans • Integration. • Alignment.Individual components of Performance management system operate in a fully interconnected manner 21 21 .Looking at the organisation and building requirements like objectives and action plans.

Value Driven Organization • In an organization driven by values. we can feel the pulse running across • Deployment more natural • People identify themselves with the goals better • Integration is ensured 22 22 .

Role of Core Values in Business Excellence Industry Leadership Excellence Excellence TBEM Criteria TBEM Core Values & Concepts TBEM Core Values & Concepts 23 23 .

Tata Business Excellence Model Processes/Systems Implementation in all areas Approach Deployment Evaluate & Improve Find and fill gaps Measures 24 24 .

TBEM: Bicycle Analogy 25 25 .

0 Business Results » Product & Customer Outcomes » Customer Focused Results » Financial and Market Results » Human Resource Results » Org Effectiveness Results » Leadership and Social Resp Results » Total » Total 120 85 85 90 85 85 550 100 70 70 70 70 70 450 1000 26 26 .0 Process Management – Total – 7.0 Strategic Planning – 3.TBEM 2008 Framework • The Seven Categories & Point Values – 1.0 Measurement Analysis & Knowledge management – 5.0 Human Resource Focus – 6.0 Customer and Market Focus – 4.0 Leadership – 2.

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