Tata Business Excellence Model
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Tata Business Excellence Model ___________________________________________________ WHITE PAPER
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One must forever strive for excellence or even perfection in any task, however small and never be satisfied with second best JRD Tata, The late chairman of Tata Sons. Excellence is not something that we can buy. It is not something that we can acquire overnight. It is a long process. It takes commitment. This is not a world of just taking awards. It is a long twisted, difficult road filled with obstacles. Ratan Tata, Former Chairman Tata Sons in 2006. Excellence in business has been an ideal for the Tata Group, from its earlier days of inception. However when the group started with the Business Excellence movement in 1990s, the aim was to do things in a common manner through a shared agenda, design and shared spirit. The challenge was to craft a collective vision, benchmark against the brightest and best, and understand and analyse, what we are and where we should be as a group. Hence in 1994, when Ratan Tata became the chairman he initiated a large step on the journey to business excellence with a clear vision of ensuring that Tata name to stand as the hallmark of quality, not just in India but on the global stage. To achieve this, all Tata companies, products, services and employees had to be aligned under the business excellence initiative. Thus the journey started with initiation of JRD Quality Value Award. (Started to commemorate JRD Tata) with 12 companies (including Tata Steel, Tata Honeywell, Tata Motors and Titan) participating for the award in the initial year. However in 1998, Brand Equity Brand promotion (BEBP) programme was set up and JRD QV award was renamed as Tata Business Excellence Model (TBEM) and has become the formal, explicit component of Tata Group’s drive towards business excellence. This was initiated to achieve world -class standards in all aspects of operations through group-level processes and systems that encourage and enable business excellence. TBEM is adopted from the renowned Malcolm Baldrige model of US. All key focus areas like innovation, safety, climate change and corporate governance are driven across the group companies through this TBEM. The entire process of training, assessment, feedback and action planning based on TBEM framework is managed by Tata Quality Management System (TQMS) which is headquartered in Pune. Today all Tata companies which are signatories of BEBP agreement use the Tata Business Excellence Model (TBEM) as a business excellence tool, which covers business aspects that range from Leadership, strategy, customer focus, HR and Operations to business results. This model has provided Tata companies with a framework for assessing their businesses holistically, and adopting measures to improve their competitive strength, financial performance and operational efficiencies. TBEM encourages continuous improvements through a formal system of benchmarking and assessment. The TBEM is on a scale of 1000, and various score bands are depicted below: o o o 0-450 : Early stages of improvement 450-550: Good performance 550- 650: Emerging Industry Leader
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Let’s simplify
o o o
651-750: Industry Leader 751-875: Benchmark Leader 876-1000: World class leader
The business excellence movement in the Tata group has some remarkable features: It is a formal programme that makes quality and improvement an integral component of the Tata group of companies. It is rolled out across most Tata companies and has a built-in assessment, feedback and assurance mechanism. It is encouraged through a pan-Tata recognition programme called the JRD QV Award (named after former Tata Sons chairman JRD Tata). It has evolved to include emerging business and social initiatives such as innovation, climate change, corporate governance and safety It has played a major role in bringing the companies together, helping to define their common purpose and philosophy, and strengthening the Tata brand. It has encouraged sharing of good practices across the Tata companies It has become the vehicle for seamlessly integrating the group’s global acquisitions and aligning them to the Tata culture.
Companies which have won JRDQV Award till now are: Tata Steel (2000), Tata Consultancy Services (2004), Tata Motors (2005), Titan Industries (2006) Tata Chemicals (2007), Tata Metaliks (2007), the Tinplate Company of India (2007) Telcon (2008) Tata Power (2009) Tata Steel Tubes division (2010) Indian Hotels Company Limited (2012) TBSS has scored 450+ in the recently conducted TBEM assessment 2013.
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Tata Business Excellence Model ___________________________________________________ WHITE PAPER
Page | 1
Write to us at: [email protected]
Visit our website: http://tata-bss.com
Connect with us on
Let’s simplify
One must forever strive for excellence or even perfection in any task, however small and never be satisfied with second best JRD Tata, The late chairman of Tata Sons. Excellence is not something that we can buy. It is not something that we can acquire overnight. It is a long process. It takes commitment. This is not a world of just taking awards. It is a long twisted, difficult road filled with obstacles. Ratan Tata, Former Chairman Tata Sons in 2006. Excellence in business has been an ideal for the Tata Group, from its earlier days of inception. However when the group started with the Business Excellence movement in 1990s, the aim was to do things in a common manner through a shared agenda, design and shared spirit. The challenge was to craft a collective vision, benchmark against the brightest and best, and understand and analyse, what we are and where we should be as a group. Hence in 1994, when Ratan Tata became the chairman he initiated a large step on the journey to business excellence with a clear vision of ensuring that Tata name to stand as the hallmark of quality, not just in India but on the global stage. To achieve this, all Tata companies, products, services and employees had to be aligned under the business excellence initiative. Thus the journey started with initiation of JRD Quality Value Award. (Started to commemorate JRD Tata) with 12 companies (including Tata Steel, Tata Honeywell, Tata Motors and Titan) participating for the award in the initial year. However in 1998, Brand Equity Brand promotion (BEBP) programme was set up and JRD QV award was renamed as Tata Business Excellence Model (TBEM) and has become the formal, explicit component of Tata Group’s drive towards business excellence. This was initiated to achieve world -class standards in all aspects of operations through group-level processes and systems that encourage and enable business excellence. TBEM is adopted from the renowned Malcolm Baldrige model of US. All key focus areas like innovation, safety, climate change and corporate governance are driven across the group companies through this TBEM. The entire process of training, assessment, feedback and action planning based on TBEM framework is managed by Tata Quality Management System (TQMS) which is headquartered in Pune. Today all Tata companies which are signatories of BEBP agreement use the Tata Business Excellence Model (TBEM) as a business excellence tool, which covers business aspects that range from Leadership, strategy, customer focus, HR and Operations to business results. This model has provided Tata companies with a framework for assessing their businesses holistically, and adopting measures to improve their competitive strength, financial performance and operational efficiencies. TBEM encourages continuous improvements through a formal system of benchmarking and assessment. The TBEM is on a scale of 1000, and various score bands are depicted below: o o o 0-450 : Early stages of improvement 450-550: Good performance 550- 650: Emerging Industry Leader
Page | 2
Write to us at: [email protected]
Visit our website: http://tata-bss.com
Connect with us on
Let’s simplify
o o o
651-750: Industry Leader 751-875: Benchmark Leader 876-1000: World class leader
The business excellence movement in the Tata group has some remarkable features: It is a formal programme that makes quality and improvement an integral component of the Tata group of companies. It is rolled out across most Tata companies and has a built-in assessment, feedback and assurance mechanism. It is encouraged through a pan-Tata recognition programme called the JRD QV Award (named after former Tata Sons chairman JRD Tata). It has evolved to include emerging business and social initiatives such as innovation, climate change, corporate governance and safety It has played a major role in bringing the companies together, helping to define their common purpose and philosophy, and strengthening the Tata brand. It has encouraged sharing of good practices across the Tata companies It has become the vehicle for seamlessly integrating the group’s global acquisitions and aligning them to the Tata culture.
Companies which have won JRDQV Award till now are: Tata Steel (2000), Tata Consultancy Services (2004), Tata Motors (2005), Titan Industries (2006) Tata Chemicals (2007), Tata Metaliks (2007), the Tinplate Company of India (2007) Telcon (2008) Tata Power (2009) Tata Steel Tubes division (2010) Indian Hotels Company Limited (2012) TBSS has scored 450+ in the recently conducted TBEM assessment 2013.
Page | 3
Write to us at: [email protected]
Visit our website: http://tata-bss.com
Connect with us on
