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Area _____________________

7 6 5
8 4
17 18
Area _____________________

16 17 18
14 19
No. of V-Chamfer
10 Defects > 10 / day

No. of V-Chamfer
9 Defects < 10/ day
Area _____________________

11 12 13 14 15 16
Line Stoppage
7 due to material
No Assembly
Line stoppage
Area _____________________

9 8 7 6
10 5
Milling Inserts Co
Milling Inserts Co
Area _____________________



8 9

7 10

6 11 2

5 12 20
Tata Code of Conduct
National interest
Financial reporting and records
Equal opportunities employer
Gifts and donations
Government agencies
Political non-alignment
Health, safety and environment
Quality of products and services
Corporate citizenship
Cooperation of Tata companies
Public representation of the company and the Group
Third party representation
Use of the Tata brand
Group policies
Ethical conduct
Regulatory compliance
Concurrent employment
Conflict of interest
Securities Transactions and confidential Information
Protecting the Assets
Integrity of data furnished
Reporting concerns
Ethics and the Workplace
 We all know that there are 25 clauses in the Tata Code Of
Conduct but do we really know what is unethical in our day-to-
day work?
Some examples of unethical behavior at workplace are:
➢ Wrong reporting of production data / scrap and hiding of facts
➢ Accepting expensive gifts and other favors from suppliers
➢ Passing on bad quality product to customers
➢ Sharing or selling company information to outsiders / competitors
➢ Wrong SAP booking
➢ Using insider information to take benefit from stock market
➢ Not reporting ethical violations
➢ Doing double jobs or running a business without written approval
from the company
➢ Stealing / using office stationary / facilities for personal use
➢ Proxy Punching
➢ Loitering / sleeping on the job / gossiping
➢ Key ➢ FY200910(ACTU ➢ FY2010-
measures AL) 11
➢ Turn over 571 763
➢ GB NO. 124980 137800
➢ Productivity 115 118
➢ Safety index 1.10 0.5
➢ No. of 37 0
➢ TBEM 470 550+
Organizational Profile
4. Measurement, Analysis & Knowledge Management
1.a Organisational Environment
HV Transmissions Limited (HVTL) is in the business of
manufacturing Gearboxes & Gearbox parts for Medium & Heavy
Commercial vehicles. HVTL was spun off from Tata Motors (TML)
as a 100% subsidiary and incorporated on 13th March, 2000 to
give specialist focus on development and supplies of Gearboxes
for TML, while TML concentrated on Vehicle Design,
Integration & Marketing. Later, with HVTL’s growth potential as a
backdrop, Tata Capital took a 15% stake. HVTL operates as a
Business To Business (B2B) entity with TML in a captive market
scenario. HVTL is exploring business opportunities with
customers other than TML to benchmark itself with the world’s
best and benefit from the learning and sharing emanating from
such business. HVTL has set up its own Design & Development
Centre (ERC) where new generations of gearboxes are being
designed in joint collaboration with Tata Motors and in partnership
with a design house. Learning’s from this experience will enable
HVTL to design world class products in line with customer
requirements for future TML and other potential OE customers.
This will also help speedily upgrade products in line with ever-
changing customer expectations.

Product Offerings & Delivery

HVTL’s range of Gear-Boxes supplied to TML covers all
major applications of M&HCVs. There are 5product
families: GBS-
40, GBS-50, GBS-600, GBS-750, GBS-1150 (New – Under
Field Validation) & Auxiliary Gear-Boxes and more than
110 Variants. Delivery of products is direct to various
locations of Tata Motors.

MARKET SHARE-a) Compétitive

Environment: Competitive Position……)
HVTL is the Number One OE supplier among 4 competitors for its
customer Tata Motors M&HCV requirements. The others are
In the case of TML Pune, supplies are made from the Pune plant to
meet only the TML Pune requirements .
Potential customers for HVTL are those OEMs who do not have
captive transmission divisions manufacturing their own range of
transmissions – such as Eicher, Daimler Chrysler India Ltd, Tata
Daewoo (Korea) & AMW. EATON & ZF (Global players who have
set up shop in India) are HVTL’s direct competitors.)

Key Success factors & changes..

HVTL is protected in terms of retaining its TML related competitive position
in the short term, considering the strength of its current product range. In
the long term however, TML’s volumes for the high torque range segment
will begin to become relevant by 2012-13, as HVTL’s Competitors are
advantageously placed to address these requirements with their current
range, although at a higher cost. With first right of refusal, HVTL has an
advantage of having a ready-made market and volumes to extend its
product range by designing and productionising new transmissions. HVTL’s
product strategy map and its ability to develop product offerings as per the
product strategy map will therefore become critical for HVTL’s long term
To aid in the above mentioned drive, the following has been initiated:
 HVTL has acquired IPRs from Tata Motors to improve speed of
development & delivery of new products.
 An Engineering Research Centre (ERC) is being set up and new
generation of high torque transmissions are being designed.
 HVTL is also on the last leg of its project to re-organize its
infrastructure & build capability to address challenges in volume
delivery, operational efficiency & product reliability.
 Several innovations in collaboration with suppliers of machines &
equipment have resulted in significant cost advantages.

Comparative / Competitive Data &

Most of the OEM manufacturers have captive Transmissions manufacturing
divisions. Therefore, HVTL uses the ‘Similar Business Model’ concept for
selection of source for comparative data. Data from similar Companies like
Tata Motors, HVAL (Job working), Tata Cummins, Telcon are used for
relevant comparisons. For comparative data on analogous processes,
HVTL has taken up improvement initiatives that are used globally by
industry leaders. These provide a direct Comparison with benchmark
processes world-wide. Six-Sigma, KAIZEN, 5S, TPM etc are examples of
such initiatives that help in benchmarking. ZF & EATON are the two direct
competitors in the stand-alone transmissions manufacturers’ space in India.
Since these are not listed companies, comparative data in public domain is
not available. However, HVTL benchmarks with ZF & Eaton transmissions
used in TML vehicles for reliability and other critical parameters.
Collaborative benchmarking through TQMS is providing data in areas such
as Safety, Supply Chain, Finance etc. across industries.
HVTL has evolved a Leadership System which is based on the Tata Code
of Conduct and guided by our Core Values. The Leadership system creates
a culture of Leadership at all levels which helps define responsibilities,
the essence of bringing a mindset change from the
traditional hierarchical organization to a participative organization. “A
Leader at every level” culture acts as a key driver of HVTL’s continuous
improvement system. This system helps the Leaders at all levels to set &
cascade organizational, departmental and individual targets, communicate
direction, review and improve performance. . It also helps
in development of new Leaders for sustenance of the organization. Step
Nos. 1, 2, 4, 6, 8, 10 & 12 of the Leadership system are the personal
actions that the Leader s must accomplish them by demonstration and
cannot be delegated. The other steps of 3, 5, 7, 9 & 11 can have
corresponding supporting processes and systems to assist Leaders in
accomplishing tasks. The behaviors and expectations of Leaders in every
step is clearly defined and communicated through several forums.

 First step of the Leadership system, gives Leaders a thorough

understanding of the stake holders needs through various modes
of interactions.

 Leaders analyze their past performance (SECOND Step) with respect to

the company’s Vision and future directions. This culminates in setting of
objectives, measures, targets and initiatives .

 Third Step through the Balanced Score Card (BSC) . The company BSC
is cascaded down the line.

 Through 4THstep, the Leaders communicate these targets personally to

the relevant stakeholders.

 The required resources in terms of finance for Facilities and Manpower

are allocated through Capital / Revenue budgeting and human resource
 Leaders encourage the next level of employees by empowering them
with the required authority and responsibility to achieve their targets. As
a part of encouraging employees to achieve greater heights, Leaders
personally select or supervise teams by forming CFT’s, Kaizen teams,
ICR teams etc.
 The review of various objectives, measures, targets, initiatives and BSC
GOALS is done systematically by the Leaders at all levels. This fosters
an environment of agility and innovation.
 Leaders systematically create a culture of high performance (Step _) by
constantly encouraging higher levels of performance, which is done by
setting stretched targets as part of BSC and re-inforced for individuals
and teams through the PMS .
 Individual as well as team achievements and exhibition of high potential
are (Step identified, developed, rewarded and recognized as part of the
graded Performance Management System and through spot-rewards
given by the Departmental Heads

HVTL considers its employees as its most important assets and
Strives to create, motivate and maintain a high performance
Workplace. It aims to achieve this by developing the required
and competencies, engaging employees by rewarding and
recognizing and developing future leaders by grooming and
HVTL HR management is aligned with TML Corporate HR Policies.
Interface with TML Corporate HR.

Work-Place Improvement Approach

Hazard Identification

Hazard Assessment

Hazard Control

Man: Personal Protective Appliances, Training and

safety and health, medical checkups

Machines: Guards, machine Health, Safety round

Environment: 5S, MSDS, Water, Air and Effluent Quality Measurement,

Food Hygiene control /Illumination, Specific GHG emissions , Context:-
TCoC, SHE Policy, Environmental Policy, Climate Change Policy
ISO-14001 & OHSAS 18001


time AREA –may-june2010
Manpower rounded off to
nearest integer
For 25
Working Time : 435mins/shift days

G40 G50 G60 G680 G750 AGB Total

230 0 285 155 0 670

Line Manpower
Hobbing 11
Chamfer 15
Drill & Mill 26
Shaving 45
Motor File 2
Deburring 4 @400/man
CELL 103
Drive Shaft 40
Main Shaft/
Counter Shaft 31
Deburring 2
V-Chamfer 32
Broaching 69
Grooving 7 @600/man
Rings Filing 7 @120/man
Engg. Gears
Deburring 8 @250/man
CELL 123

Manpower 266
Manpower 299
Balance Man
Power ( Req) 33