Perspective Ref.

Code
Perspective Weightage Objective/Goals Ref. Code Weightage

60
Achieve Financial
Business 40 Components F01

40

25

10

10

Customer 30 Meeting customer C01

Expectation
15

20

10

10

Continuous
Internal Process 20 I01
Improvement
 10

Internal Process 20 Continuous I01

Improvement
15

15

15

10
10

75
People and L&G 10 Skill Enhancement L01

25

Strategic
Initiatives
Action Plan/ Initiatives Owner KPI # Key Performance Indicator (KPI)

Meeting the targeted On Time Deliveries

deliveries IE F01-01 (AS per IMS)

COPQ Quality F01-02 1) Manage COPQ

Zero repeated escapes

to Customer after CA Quality C01-01 Major and Repeated NCs / CARs /
implementation Customer complaints

Zero Major/Critical
CARS, Delinquent CARs 1)Zero Deliquency CIB actions and CAR
responses.
and CIB actions on Quality C01-02 2a)No of Internal CAR
Quality (including 2b)No of External CAR
Customer & Finance
Audits)

Zero NOE/Nope Raised Quality C01-03 Zero NOE/Nope to the Customer

Reduction of Quality Quality C01-04 Reduction (Crabs, Snags, FOD, VRD) /

turn backs Year to Customer

Customer Quality Rating Quality C01-06 Rating from Customer

Severity rate (SR)

Ensure no accidents by Frequency Rate (FR)
improving safety
awareness and PPE Safety I01-01 Red Card
compliance Fatality
PPE Complaince

SAP Labor Accounting IE I01-02 Adhernce to Labor Accounting

Accuracy
NVA Reduction IE I01-04 Ensure reduction of NVA

Ensure Block Stock is Block Stock Disposition including Scrap

Disposed within Time IE 101-05 Movement in SAP.
lines

Ensure ontime support

from inspection and PPC 101-06 Red Andon hrs
disposition

Implementation & SAKSHAM Audit Score in applicable

sustenance of SASKHAM PEX 101-07 chapters.
Practices

MFA HR 101-09 Score of Departments

Kaizen PEX 101-10 Number of Kaizen

(1) No. of Hours

(1) Training Hours (2) Mandatory training
(2)KET HR L01-01 (3) KET Level 1
(4) KET Level 2

(1) Hi-Potential Retention of Rating 1 &

(1) Retention HR L01-02 2

Inspection operation 1.Identification of Operations for

delegation
delegation to Quality
Production
2.Development of QDP personnel

1.Training complaince to the

Self contained shop Quality personnel
floor
2. KET results
 FY 19-20 AOP
Unit of Measure Program Target FY 20-21

S92 : Cabin 3 3
S92 : Installs 3 4

Pilatus 45 31

CH47 41 23
Nos. Cobham 32
36(908-12, 905-8, 912-12,
808-4)
SAS - Nacelle 78 74
SAS - Wing 48 51
SAS - WPD 60 77
SAS - Trailing Edge 70 80
VSB 72 53
1) <= 1% of direct 1) <= 1% of direct material
2) % All Program material cost. cost.

(1) Nos All Program (1) 0 (1) 0

(1) Nos (1) 0

(2a)Nos All Program (2a)0 (1) 0
(2b)Nos (2b)0

(1) Nos All Program (1) 0 (1) 0

1) SAS & VSB- NA

% All Program > 40% 2) Cobham - 10 %
3) PC12 - Sustain the
numbers
4) CH47 - NA

S92 >=98% >=98%

Pilatus NA NA
CH47 100% 100%
%
Cobham NA Green

SAS & VSB >=99% >=99%

<=8 <=8
<=0.3 <=0.3
Nos All Program 0 0
0 0
100% 100%

No of TCF
Nos All Program forms/Per 3 Nos/Per person/Quarter
person/Quarter
 1. PC12 -0.03
10% reduction 2. CH47 - 0.70
% from last Fiancial
Year 3. Cobham-0.43
4.SAS-0.16, VSB-0.06

Days All Program 30 Days 30 Days

40% reduction 1) SAS & VSB- 10%

Hrs All Program from last Yr 18-19 2) Cobham - 10 %
3) PC12 - 20 %
4) CH47 - 10 %

i)Silver i)Silver
ii)PMM Score ii)PMM Score - 33%
Score TASL iii)Practices Score iii)Practices Score - 33%
iv) KPI Score iv) KPI Score -34%

Score All Program 6 6

No. TASL 1/Employee/Year 1/Employee/Year

(1) 8
hours/Employee/Q (1) 8 hours/Employee/Qtr.
(1) Hrs tr. (2) 100 %
(2) % (2) 100 % (3)L1/B1- 100 % pass by Dec
(3) % of Pass All Program (3)L1/B1- 100 % 2020.
(4) % of Pass pass by Dec 2019. (4)L2/B2- 60 % pass by Mar
(4)L2/B2- 60 % 2021.
pass by Mar 2020.

(1) % All Program (1) <=97% 97%

1)% of 1)100% 1)100%

completion All Program
2)14 Nos 2)14 Nos
2) No of QDP

1)100% 1)100%
1)% All Program
2) % of Pass 2)100% 2)100%
AOP as per On dock ; Dispatch
count from TASL is 33

83
70
99
80
64

FY19-20 Actual
Program Wise

In CPAB, changed to >98% as

per SOP

No of TCF forms/Per
person/Quarter
 To get the Threshold from IE
Program Wise.

FY19-20 Actual Program Wise

Further Bifurication to What

from Quality needed on
Practices and PMMfor Silver
 BSC Quality FY 2020

Perspective
Perspective Objective/Goals Ref. Code Action Plan/ Initiatives
Weightage

1) Meeting the targeted

deliveries

Achieve Financial
Business 40 Components F01

2) Control and manage

expenses
3) Control within Department
Budget

Zero repeated escapes to

Customer after CA
implementation

1) Zero Major/Critical CARS

2) Delinquent CARs and CIB
actions on Quality (including
Customer & Finance Audits)
3) Internal and External
audit compliance per
Meeting customer schedule (TASL)
Customer 30 Expectation C01

Zero NOE/Nope Raised

Reduction of Quality turn

backs

Customer Quality Rating

Ensure no accidents by
improving safety awareness
and PPE compliance
 Ensure no accidents by
improving safety awareness
and PPE compliance

SAP Labor Accounting

Accuracy

NVA Reduction

Internal Process 20 Continuous I01

Improvement Ensure Block Stock is
Disposed within Time lines

Ensure ontime support from

inspection and disposition

Implementation &
sustenance of SASKHAM
Practices

MFA
Kaizen

(1) Training Hours

(2)KET
Skill Enhancement L01

(1) Retention

People and L&G 10

Inspection operation
delegation to Production
Strategic/ Key L02
Initiatives

Self contained shop floor

BSC Quality FY 2020-21 TASL

KPI # Key Performance Indicator (KPI) Unit of Measure Program

S92 : Cabin
S92 : Installs

Pilatus

CH47

1) On Time Deliveries (AS per IMS) Cobham

Nos.
SAS - Nacelle
F01-01
SAS - Wing
SAS - WPD

SAS - Trailing Edge

VSB
2) Control Budget Expenses well Nos All Program
withing AOP limits

3) Control manpower within AOP limits Nos All Program

Major and Repeated NCs / CARs /

C01-01 Customer complaints Nos All Program

1a) No of Internal CAR

1b) No of External CAR
2) Zero Deliquency CIB actions and CAR 1a) Nos
C01-02 responses. 1b) Nos All Program
3) Adherance to Process and Product 2) Nos
Audit Plans 3) %

C01-03 Zero NOE/Nope to the Customer (1) Nos All Program

C01-04 Reduction (Crabs, Snags, FOD, VRD) / % All Program

Year to Customer

S92
Pilatus
C01-06 Rating from Customer % CH47
Cobham
SAS & VSB
Severity rate (SR)
Frequency Rate (FR)
I01-01 Red Card Nos All Program
I01-01 Nos All Program
Fatality
PPE Complaince

I01-02 Adhernce to Labor Accounting Nos All Program

I01-04 Well with in the Threshold NVA %

1) Inprocess Block Stock Disposition

including Scrap Movement in SAP.
101-05 Days All Program
2) Block Stock Disposition at RI for
Customer Supplied Parts

101-06 Red Andon hrs Hrs All Program

101-07 SAKSHAM Audit Score in applicable Score TASL

chapters.

101-09 Score of Departments Score All Program

101-10 Number of Kaizen No. TASL
(1) No. of Hours (1) Hrs
(2) Mandatory training (2) %
L01-01 (3) KET Level 1 (3) % of Pass All Program
(4) KET Level 2 (4) % of Pass

L01-02 (1) Hi-Potential Retention of Rating 1 & (1) % All Program

2

1)% of
1.Identification of Operations for
completion
L02-01
delegation All Program
2) % of
2.Development of QDP personnel
completion

1.Training complaince to the personnel 1)%

L02-01 2) % of Pass All Program
2. KET results
 FY 20-21

3
4
31 ( On dock)
33 ( Dispatch)
23
36
(908-12, 905-8, 912-12, 808-4)
74
51
77
80
53
Capex and Opex within AOP

As per AOP

1a) 0
1b) 0
2) 0
3) 100%

(1) 0
1) SAS & VSB- NA
2) Cobham - 10 %
3) PC12 - 10 %
4) CH47 - NA
>=98%
NA
100%
Green
>=99%
<=8
<=0.3
0
 0
1

1. 100 %

1. < 0.5 % Average across TASL

( meet the target per program as per IE)

30 Days

< = 10 % reduction form Previous FY

i)Silver
ii)PMM Score - 28%
iii)Practices Score - 28%
iv) KPI Score - 29%
6
1/Employee/Year
(1) 8 hours/Employee/Qtr.
(2) 100 %
(3)L1/B1- 100 % pass by Dec 2020.
(4)L2/B2- 60 % pass by Mar 2021.

>95%

1)100% as per Key Initiative plan timeline

2)100 % as per Key initiative timeline

1)100% as per Key initiative timeline

2)100%
 BSC Quality F
Perspective
Perspective Objective/Goals Ref. Code
Weightage

Achieve Financial
Business 40 Components F01

Meeting customer
Customer 30 Expectation C01

Internal Process 20 Continuous I01

Improvement

People and L&G 10 Skill Enhancement L01

 BSC Quality FY 2020-21 TASL
Action Plan/ Initiatives KPI # Key Performance Indicator (KPI)

1) Meeting the targeted deliveries F01-01 1) On Time Deliveries (AS per IMS)

Zero repeated escapes to Customer after CA Major and Repeated NCs / CARs / Customer
implementation C01-01 complaints

1) Zero Major/Critical CARS 1a) No of Internal CAR

2) Delinquent CARs and CIB actions on Quality 1b) No of External CAR
(including Customer & Finance Audits) 2) Zero Deliquency CIB actions and CAR
3) Internal and External audit compliance per C01-02 responses.
schedule (TASL) 3) NCR/customer complaint corrective action
closure ontime

Zero NOE/Nope Raised C01-03 Zero NOE/Nope to the Customer

Reduction of Quality turn backs C01-04 Reduction (Snags, FOD, VRD) / Year to Customer

Customer Quality Rating C01-06 Rating from Customer

Severity rate (SR)

Ensure no accidents by improving safety Frequency Rate (FR)
I01-01
awareness and PPE compliance Red Card and Yellow card
Fatality
SAP Labor Accounting Accuracy I01-02 Adhernce to Labor Accounting(MIS closure, Bar
code complaince)
Reduction of NVA hours in bar code
NVA Reduction I01-04 (Inspection delay)

Ensure ontime support from inspection 101-06 Red Andon hrs (Inspection delay)

Implementation & sustenance of SASKHAM

Practices 101-07 SAKSHAM Audit Score in applicable chapters.

MFA 101-09 Score of Departments

Kaizen 101-10 Number of Kaizen

(1) No. of Hours

(1) Training Hours L01-01 (2) Mandatory training
(2)KET (3) KET Level 1
(4) KET Level 2
Unit of Measure Program FY 20-21

Cobham
36
(908-12, 905-8, 912-12, 808-4)
SAS - Nacelle 74
SAS - Wing 51
Nos
SAS - WPD 77
SAS - Trailing Edge 80
VSB 53
Nos All Program 0

1a) Nos 1a) 0

1b) Nos 1b) 0
2) Nos All Program 2) 0
3) % 3) 100% completion within due date

(1) Nos All Program (1) 0

1) SAS & VSB- NA

2) Cobham - 10 %
% All Program 3) PC12 - 10 %
4) CH47 - NA
S92 >=98%
Pilatus NA
% CH47 100%
Cobham Green
SAS & VSB >=98%
<=8
<=0.3
Nos All Program
0
0
Percentage All Program 1. 100 %

1. < 0.5 % Average across TASL

% All Program ( meet the target per program as per IE)

Hrs All Program < = 10 % reduction form Previous FY

i)Silver
ii)PMM Score - 28%
Score TASL iii)Practices Score - 28%
iv) KPI Score - 29%

Score All Program 6

No. TASL 1/Employee/Year

(1) Hrs (1) 8 hours/Employee/Qtr.

(2) % All Program (2) 100 %
(3) % of Pass (3)L1/B1- 100 % pass by Dec 2020.
(4) % of Pass (4)L2/B2- 60 % pass by Mar 2021.
 BSC Quality F
Perspective
Perspective Objective/Goals Ref. Code
Weightage

Achieve Financial
Business 40 Components F01

Meeting customer
Customer 30 Expectation C01

Internal Process 20 Continuous I01

Improvement

Skill Enhancement L01

People and L&G 10

People and L&G 10

Strategic/ Key
L02
Initiatives
 BSC Quality FY 2020-21 TASL
Action Plan/ Initiatives KPI # Key Performance Indicator (KPI)

1) Meeting the targeted deliveries F01-01 1) On Time Deliveries (AS per IMS)

Zero repeated escapes to Customer after CA C01-01 Major and Repeated NCs / CARs / Customer
implementation complaints

1) Zero Major/Critical CARS 1a) No of Internal CAR

2) Delinquent CARs and CIB actions on Quality 1b) No of External CAR
(including Customer & Finance Audits) C01-02 2) Zero Deliquency CIB actions and CAR
3) Internal and External audit compliance per responses.
schedule (TASL) 3) NCR/customer complaint corrective action
closure ontime

Zero NOE/Nope Raised C01-03 Zero NOE/Nope to the Customer

Reduction of Quality turn backs C01-04 Reduction (Snags, FOD, VRD) / Year to Customer

Customer Quality Rating C01-06 Rating from Customer

Severity rate (SR)

Ensure no accidents by improving safety Frequency Rate (FR)
I01-01
awareness and PPE compliance Red Card and Yellow card
Fatality
SAP Labor Accounting Accuracy I01-02 Adhernce to Labor Accounting(MIS closure, Bar
code complaince)
Reduction of NVA hours in bar code
NVA Reduction I01-04 (Inspection delay)

Ensure ontime support from inspection 101-06 Red Andon hrs (Inspection delay)

Implementation & sustenance of SASKHAM

Practices 101-07 SAKSHAM Audit Score in applicable chapters.

MFA 101-09 Score of Departments

Kaizen 101-10 Number of Kaizen

(1) No. of Hours

(1) Training Hours (2) Mandatory training
(2)KET L01-01 (3) KET Level 1
(4) KET Level 2
 1.Identification of Operations for delegation
Inspection operation delegation to L02-01
Production
2.Development of QDP personnel
Unit of Measure Program FY 20-21

Cobham
36
(908-12, 905-8, 912-12, 808-4)
SAS - Nacelle 74
Nos.
SAS - Wing 51
SAS - WPD 77
SAS - Trailing Edge 80
VSB 53
Nos All Program 0

1a) Nos 1a) 0

1b) Nos All Program 1b) 0
2) Nos 2) 0
3) % 3) 100% completion within due date

(1) Nos All Program (1) 0

1) SAS & VSB- NA

2) Cobham - 10 %
% All Program 3) PC12 - 10 %
4) CH47 - NA
S92 >=98%
Pilatus NA
% CH47 100%
Cobham Green
SAS & VSB >=98%
<=8
<=0.3
Nos All Program
0
0
Percentage All Program 1. 100 %

1. < 0.5 % Average across TASL

% All Program ( meet the target per program as per IE)

Hrs All Program < = 10 % reduction form Previous FY

i)Silver
ii)PMM Score - 28%
Score TASL iii)Practices Score - 28%
iv) KPI Score - 29%

Score All Program 6

No. TASL 1/Employee/Year

(1) Hrs (1) 8 hours/Employee/Qtr.

(2) % (2) 100 %
(3) % of Pass All Program (3)L1/B1- 100 % pass by Dec 2020.
(4) % of Pass (4)L2/B2- 60 % pass by Mar 2021.
 1)% of
completion 1)100% as per Key Initiative plan timeline
All Program
2) % of 2)100 % as per Key initiative timeline
completion
 BSC Quality FY 2020

Perspective
Perspective Objective/Goals Ref. Code Action Plan/ Initiatives
Weightage

1) Meeting the targeted

Business 40 Achieve Financial F01 deliveries
Components

Zero repeated escapes to

Customer after CA
implementation

1) Zero Major/Critical CARS

2) Delinquent CARs and CIB
actions on Quality (including
Customer & Finance Audits)
3) Internal and External
audit compliance per
Meeting customer schedule (TASL)
Customer 30 Expectation C01

Zero NOE/Nope Raised

Reduction of Quality turn

backs

Customer Quality Rating

Ensure no accidents by
improving safety awareness
and PPE compliance

SAP Labor Accounting

Accuracy

NVA Reduction

Continuous
Internal Process 20 Improvement I01
 Continuous
Internal Process 20 Improvement I01
Ensure Block Stock is
Disposed within Time lines

Ensure ontime support from

inspection and disposition

Implementation &
sustenance of SASKHAM
Practices

MFA
Kaizen

(1) Training Hours

Skill Enhancement L01 (2)KET

People and L&G 10

Strategic/ Key Inspection operation

L02
Initiatives delegation to Production
BSC Quality FY 2020-21 TASL

KPI # Key Performance Indicator (KPI) Unit of Measure Program

Cobham

SAS - Nacelle
1) On Time Deliveries (AS per IMS) SAS - Wing
F01-01 Nos.
SAS - WPD

SAS - Trailing Edge

VSB

Major and Repeated NCs / CARs /

C01-01 Nos All Program
Customer complaints

1a) No of Internal CAR

1b) No of External CAR
2) Zero Deliquency CIB actions and CAR 1a) Nos
C01-02 responses. 1b) Nos All Program
3) Adherance to Process and Product 2) Nos
Audit Plans 3) %

C01-03 Zero NOE/Nope to the Customer (1) Nos All Program

C01-04 Reduction (Crabs, Snags, FOD, VRD) / % All Program

Year to Customer

S92
Pilatus
C01-06 Rating from Customer % CH47
Cobham
SAS & VSB
Severity rate (SR)
Frequency Rate (FR)
I01-01 Red Card Nos All Program
Fatality
PPE Complaince

I01-02 Adhernce to Labor Accounting Nos All Program

I01-04 Well with in the Threshold NVA %

 1) Inprocess Block Stock Disposition
including Scrap Movement in SAP.
101-05 Days All Program
2) Block Stock Disposition at RI for
Customer Supplied Parts

101-06 Red Andon hrs Hrs All Program

101-07 SAKSHAM Audit Score in applicable Score TASL

chapters.

101-09 Score of Departments Score All Program

101-10 Number of Kaizen No. TASL
(1) No. of Hours (1) Hrs
(2) Mandatory training (2) %
L01-01 (3) KET Level 1 (3) % of Pass All Program
(4) KET Level 2 (4) % of Pass

1)% of
1.Identification of Operations for
completion
L02-01
delegation All Program
2) % of
2.Development of QDP personnel
completion
 FY 20-21

36
(908-12, 905-8, 912-12, 808-4)
74
51
77
80
53

1a) 0
1b) 0
2) 0
3) 100%

(1) 0
1) SAS & VSB- NA
2) Cobham - 10 %
3) PC12 - 10 %
4) CH47 - NA
>=98%
NA
100%
Green
>=99%
<=8
<=0.3
0
0
1

1. 100 %

1. < 0.5 % Average across TASL

( meet the target per program as per IE)
 30 Days

< = 10 % reduction form Previous FY

i)Silver
ii)PMM Score - 28%
iii)Practices Score - 28%
iv) KPI Score - 29%
6
1/Employee/Year
(1) 8 hours/Employee/Qtr.
(2) 100 %
(3)L1/B1- 100 % pass by Dec 2020.
(4)L2/B2- 60 % pass by Mar 2021.

1)100% as per Key Initiative plan timeline

2)100 % as per Key initiative timeline