Tata Business Excellence Model

Transcription

1 Tata Business Excellence Model 1

2 2

3 Deming Prize Instituted in Japan

4 In 1980, NBC, an American News Channel, aired a programme entitled If Japan can why can not we? Ronald Reagan, the 40 th President of US Thought of introducing a model to boost quality and productivity of American products 4

5 Malcolm Baldrige, the 26 th Secretary of Commerce 5

6 Malcolm Baldrige Award Established in

7 Business Excellence Models Deming Prize Malcom Baldrige National Quality Award (MBNQA) European Foundation for Quality Award (EFQA) In India - IMC RBNQA (MBA) by Indian Merchant Chamber - CII EXIM award (EQA) Tata group.. JRD QV award (TBEM is a model and award process is JRDQV) 7

8 Tata Group adopted MBNQA model in

9 JRD QV Award A tribute to JRD s quest for Perfection In every sphere of activity Modeled on the lines of Malcom Baldrige Award 9

10 JRD QV Award Awarded to companies crossing the milestone of 600 points (out of 1000) for the first time on 29 th July, the birth anniversary of JRD Tata 10

11 JRD QV to TBEM In 1997 group introduced Brand Equity Business Promotion (BEBP) scheme to enhance the seriousness of the involvement of Tata companies in TBEM TQMS ( division of Tata Sons) established to facilitate & promote the TBEM within the group companies 11

12 Tata Companies are required to surpass a minimum standard of Business Excellence through a Process Centric and Results focused approach, as assessed by the Tata Business Excellence Model, i.e. TBEM Framework 12

13 Business Excellence Journey : World Class Leader : Benchmark Leader Global Global Image Image Excellent : Industry Leader : Emerging Industry Leader : Good Performance Average : Early Improvements : Early Results Beginners 0 250: Early Development 13

14 Criteria for Recognition Sustained Excellence Active Promotion Serious Adoption Highest Delta for the first time 3 Successive Improvements beyond for the first time for the first time Highest Improvement in 1 year 14

15 Tata Business Excellence Model.. Tatas Have Chosen A Proven World Class Approach 15

16 The Group Purpose Statement Our Purpose in Tata is to improve the Quality of Life in India. We do this through Leadership in sectors of National Economic Significance to which we bring a unique set of capabilities. This requires us to grow aggressively in focused areas of business. Our heritage of returning to society what we earn evokes Trust among consumers, employees, shareholders and the community. This heritage will be continuously enriched by formalizing the high standards of behavior expected from employees and companies. The Tata name is a unique asset representing Leadership with Trust. Leveraging this asset to enhance Group synergy and become globally competitive is the route to sustained growth and long term success. 16

17 TBEM to run the Business Excellently Tata Code of Conduct to run the Business Ethically 17

18 3 Requirements Customers Meet - Delight 1 2 Leadership Strategy 6 5 Motivated, Engaged People Effective Efficient Processes 7 Get Results Be Valued $ #s Measures and Dashboard to Monitor Progress 4 Optimum Performance 18

19 Framework of TBEM 19

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22 Core Values & Concepts Visionary Leadership Organizational & Personal Learning Customer- Driven Excellence Focus on the Future Agility Management By Fact Valuing Employees & Partners Managing for Innovation Focus on Results & Creating Value Social Responsibility & Citizenship Systems Perspective 22

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

24 The TBEM Criteria.. The TBEM Criteria are the operational details of the Core Values applied to the different dimensions of a Business Organization 24

25 All integrated.. Industry leadership Strengthen capabilities the inner core Business Excellence Operational/Mfg Excellence All three do overlap & interface with each other Foundation Management Systems (Quality, Safety, Health & Environment) such as ISO/TS TBEM.. the building blocks 25

26 Implementing TBEM 4 How do you know if you are satisfying your customer? 1 Who is your customer? What do they expect from you? What is most important to them? 2 What is your process to deliver customer expectations? What are you measuring that will tell you that the expectations are met? What do you do when there is a problem? 3 What do you do to review and improve performance? Who do you do this with? How often? 26

27 From.to 1000 Reactive Chaotic Suspense Erratic Perceptive Vulnerable Immeasurable Pro-active Assured Orderly Objective Strong Measurable Repetitive Reviewable 0 Progress 27

28 Thanks! 28