1 Tata Business Excellence Model 2008 Sudhir Hasamnis [email protected] 020 66132199 October 3, 2008 JRDQV Winner 2005 Highest Delta Award 2007 Sustenance of Excellence Award 2007
Feb 16, 2018
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Tata Business Excellence Model2008
Sudhir [email protected]
020 66132199
October 3, 2008
JRDQV Winner2005
Highest Delta Award2007
Sustenance of Excellence Award2007
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Let us move together on our Journey to Excellence
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Excellence
Habits
Thoughts
Attitude
Values
Behaviour
Strengthen values….
Why Values Are Important
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Global ImageGlobal Image
ExcellentExcellent
AverageAverage
BeginningBeginning0 – 250: Early Development
251 – 350: Early Results
351 – 450: Early Improvements
451 – 550: Good Performance
551 – 650: Emerging Industry Leader
651 – 750: Industry Leader
751 – 875: Benchmark Leader
876 – 1000: World Class Leader
Steps Towards Excellence
PCBU is here
CVBU is here
1000 point scale
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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. Dr. W. E. Deming and Dr. J. M. Juran.
They introduced Statistical Quality Control and new management philosophers to improve product quality at an unprecedented rate.
In 1980, NBC, an American channel ,aired a program titled,
“If Japan Can … Why Can’t We?”
Within few years, Fords earnings were the highest for any company in the automobile history, despite a 7% drop in US car and truck industry sales!
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Emergence of Business Excellence
Although the Americans were innovative and brimming with ideas, perhaps there were limitations in converting these ideas into quality product and services. The challenge was then to enhance competitiveness US Corporations.
Two people who did their share of work to improve the American economic condition by evolving and business
In 1987, the US Congress established the ‘Malcolm Baldrige National Quality Award’.
Let’s know more about this and other models.
Brief on Malcolm Baldrige Model
This award was instituted in the memory of Malcolm to,
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Models for Excellence
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
1000 point scale
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Model 2008
Strategic objectives and Action plans/Initiatives
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Core Values
Applying them in performance excellence
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Core Values in High Performing Companies
Visionary Leadership
Organizational & Personal Learning
Agility
Valuing Employees & Partners
Managing for Innovation
Customer- Driven Excellence
Focus on the Future
Management By Fact
Focus on Results & Creating Value
Social Responsibility
Systems Perspective
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Visionary Leadership
• Setting directions and creating customer orientation
• The directions,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, learning ,creativity and innovation
• should be responsible to governance body, which in turn is responsible to stakeholders
• Personal role models in ethical behaviour
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Customer driven Excellence
• Quality is judged by customers. Hence,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,market share
gain and growth• It demands awareness about developments in
technology and competitors’ offerings and rapid and flexible response
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Organizational and Personal Learning
• Incremental and Breakthrough• Learning is embedded in the organization.
(Adaptation to Change)• Sources of improvement are R&D,customers,
Benchmarking etc• Improvement is a part of work. Improvement
and learning directed not only at better products but being more adaptive,more responsive and efficient
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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, approaches to
evaluate progress,and means for adapting to changing conditions essential
• Partnership development• Internal - employees • External - customers, suppliers and alliances
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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, time and
other objectives
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Focus on the future
• Understanding the short term and longer term factorsthat 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
Strategy2020
2012
2008
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Managing for Innovation
• Making meaningful change to the organization’s products, services and processes
• Innovation should lead to new dimensions of performance
• Innovation in all aspects of business • Innovation becomes part of culture
Innovation Day
SQDCM Reviews
Innovation Formats
Patents & Copy rights
Share Café & SBS
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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
SAP
PLM
Legacy
BSES
MIS
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Social Responsibility
• Basic Expectations - ethics,environment, safety etc
• Applies to products,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
2020
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
Partners
Strategy
Processes
Financial
People
2121
Systems Perspective
• TBEM provides the system perspective for managing the organisation for performance excellence
• Synthesis- Looking at the organisation and building requirements like objectives and action plans.
• Alignment- Using key linkages among TBEM requirements to ensure consistency of plans
• Integration- Individual components of Performance management system operate in a fully interconnected manner
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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
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Role of Core Values in Business Excellence
TBEM Criteria
ExcellenceExcellence
TBEM Core Values & ConceptsTBEM Core Values & Concepts
Industry Leadership
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Tata Business Excellence Model
Approach MeasuresProcesses/Systems
DeploymentImplementation in all areas
Evaluate & ImproveFind and fill gaps
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TBEM: Bicycle Analogy
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TBEM 2008 Framework
• The Seven Categories & Point Values– 1.0 Leadership 120– 2.0 Strategic Planning 85– 3.0 Customer and Market Focus 85– 4.0 Measurement Analysis & Knowledge 90
management– 5.0 Human Resource Focus 85– 6.0 Process Management 85– Total 550– 7.0 Business Results
» Product & Customer Outcomes 100» Customer Focused Results 70» Financial and Market Results 70» Human Resource Results 70» Org Effectiveness Results 70» Leadership and Social Resp Results 70» Total 450» Total 1000
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2005