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Tata Motorsv1 1233597871999639 2
Tata Motorsv1 1233597871999639 2
Tata Motorsv1 1233597871999639 2
Global Footprint
OTHER COLLABORATIONS/M&A & JVs Tata Daewoo Commercial Vehicle Hispano in Spain & Marcopolo In Brazil JV with Jardine Matheson for ConcordeMotors North Africa Technology Tie Ups at Egypt Spain,Italy West Africa Senegal LATAM Brazil West Asia Saudi Arabia Iraq, Iran South Africa South Africa* * Assembly Operations also
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Russia* Ukraine* Central Asia Afghanistan East Asia Uzbekistan China South Korea* South Asia Bangladesh * Nepal, Sri Lanka
Product Range
TATA M ot o rs : C o m m er c ia l V e h ic les
Technological Resources
R & D establishments at Jamshedpur, Pune & Lucknow over 1400 engineers. Indias only certified crash test facility for cars and hemi anechoic chamber for testing of noise and vibration. Tata Motors European Technical Centre (TMETC) set up in 2005 primarily involved in design engineering and development of products, supporting Tata Motors skill sets. Tata Daewoo Commercial Vehicle Co. has its R&D
Organizational Resources
Process Approach EPM (derived from APQC processes and TBEM model.
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Sound leadership JRD, Sumant Moolgaokar, Ratan Tata Ethical business practices guided by the Tata Code of Conduct Successful handling of integration issues Tata Daewoo, Jaguar Land Rover Reputation and recognition Tata brand. CSR initiatives Adaptability to the changing business dynamics.
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Financial Resources
Stable cash flows for the past five years Cash rich corporate parent Tata Sons Strong reputation access to capital markets
SAP , VCM Inbound Operations Logistics Logistics SAP , CRM - DMS Outbound Marketing Service
Suppliers , Contractors
Strategic Alliances
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Inbound Logistics
Long term contract with service providers transporters and agents. Personnel at regional offices for over seeing the smooth transit of goods. Transparency and monitoring through deployment of IT all transactions through SAP. DTL supplies for critical high value items. Efficient storage facilities easy storage and retrieval.
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Operations
development capabilities of global standard. Apprentice Trainee Course ensuring stable source of skilled manpower. Kaizen & TPM team continuous drive to improve efficiencies. Automated manufacturing processes. Distributed manufacturing Assembly units at South Africa, Thailand, Bangladesh, Brazil etc. Maintenance technical competence. Capacity Utilization Mercedes Benz cars make use 11
Outbound Logistics
Long term contracts with transporters higher volume of business to transporters ensures competitive price. Regional Sales Office and Vehicle Dispatch Section linked through SAP. Efficient security system for prevention of any kind of pilferage.
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Structured approach to understanding the requirements of individual customers QFDs conducted at regular intervals. Clear identification of product requirements, leading to development of innovative products Tata 207 DI, Tata Ace Pan India presence and global footprint. Independent teams for addressing the requirements of institutional customers Defense, State Transport Units Helping to augment the scarce resources Fiat selling vehicles through Tata dealerships, in return Tata has access to Fiats technology and unutilized capacity. Quick assessment of the changing market dynamics13
Service
Easy availability of spare parts. Efficient collection of data from field and communication to the respective plants. Pan India presence, as well as global presence. Large network of workshops Dealer workshops and TASS. Training facilities for dealer end and TASS personnel.
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Procurement
E procurement initiative. Global Sourcing Team China , a key destination for sourcing essential items like tires, power steering units etc., Steel procured from Belarus Long term relationships with a stable and loyal pool of suppliers. Technology driven procurement SAP and VCM. Strategic subsidiaries & JVs TACO group of companies , Tata Cummins Centralized Strategic Sourcing for key components FIPs, Steel etc. Group resources Tata Steel and Tata International . 15 Localized supplier base at mfg. locations low
Technology Development
Approximately 2% of the annual profits of the company invested in research and development. Knowledge portal helps employees keep abreast with the latest technologies. Extensive prototype building and testing facilities. Strategic partnerships MDI (France), Fiat etc. Formal benchmarking process. Technology Day organized across all plant locations.
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Human Resource
Vast pool of technically competent engineers and managers. Focus on development of technical capabilities Technical Training Centers, Alliance with technical Institutes Focus on development of managerial capabilities MTCs , TMTC, executive training programs at premier business schools Career advancement schemes ESS, FTSS
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Firm Infrastructure
Multi Location facilities Strong leadership under the aegis of Tata Sons Best in class prototype building facilities Technology SAP Large product portfolio
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Dynamic Capabilities
NPI Process reduced time to market
Tata Motors Vehicle NPI Process
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P je ro ct In ia io it t n
Conceptual Overview
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(Indicative)
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(Partial)
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INSTITUTIONS
Key Strategies
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Process Benchmarking
Optimize the value chain using distributed Manufacturing The power of IT has been extensively leveraged State-of-the-art CAD and CAM services integrated design across multiple disciplines IT helped the company shrink the design cycle time BSM tools from BMC Software played a key role TML decided to adopt IT service management concepts outlined in the ISO 20000:05 international standards, as well as best practices outlined in the IT Infrastructure Library (ITIL) Version 3
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Process Benchmarking
service-oriented management architecture that treated services as assets and managed them on a life cycle basis. In-house manufacturing capability with CNC manufacturing operations have implemented Six-sigma, Kaizen & TPM.
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Strategic Benchmarking
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Strategic Benchmarking
Objective:
Innovation across the value chain leading to affordable products that can grow the market
Product innovation needs to be complemented with innovation in other parts of the value chain
Co- location of suppliers On- line bidding by suppliers Reduction in the number of suppliers Partnerships with vendors Dedicated Suvidha service network in small 25
Achievements
The sole winner of the JRD QV Award 2005 was the commercial vehicle business unit, or CVBU, of Tata Motors PCBU's business excellence initiative has come into its own. Serious Adoption Award in 2004 Active Promotion Award in 2005 Tata Motors have crossed the level of 60% to win the JRD-QV award in 2001, 2004 & 2005 respectively
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High Replacement cost Complimentary to Tata Motor in the upstream business Access to global markets Transfer of knowledge, technology from high end market
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Technological Framework
Attribute: Innovation around cost globally recognized technological capabilities '50s and '60s technical collaboration with Mercedes Benz to design and manufacture its chosen line of projects Strong R&D at ERC Possess capability to develop and test durability, engine performance, emission, safety, design and style, noise, hydraulics, tracks, and instrumentation. Opportunity to experiment and learn from31
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Achievements
The company has the only world-class crash facility in Asia outside Korea and Japan Developed an A-ECU (Electronic Control Unit) and low-cost accessories that would effectively manage critical engine and vehicle systems without calling for a fullfledged and expensive conventional ECU Striding towards new emission standards Equipping vehicles of the future with technologies for improving communication, navigation and entertainment- OneCat conceptual car 33 with fiber glass powered by air and
Diversification
1977 First CV from Pune plant. 1983 First HCV rolled out. 1986 First LCV (Tata 407) launched followed by Tata 608. 1991 First passenger car Tata Sierra launched. 1992 Tata Estate launched. 1994 Launch of Tata Sumo.
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Diversification
1995 Mercedes Benz car E220 launched 1997 Tata Sierra Turbo launched. 1998 Indias first SUV launched. 1998 Indias first indigenous Passenger Car Indica launched. 2001 Second Generation Indica v2 launched. 2008 Launch of Suma Grande 2008 Launch of Nano at ninth Auto
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The Preparations
Proper utilization of assets Motivating people to work hard Selective hiring Job fitting Training program Better working environment
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To create.
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HR Philosophy
Caring, show respect, compassion and humanity for colleagues Work cohesively with colleagues across the group Encourages self-sufficiency Employees' relatives at Pune have been encouraged to form various industrial co-operatives The Tata Motors Grihini Social Welfare Society caters to employees' women dependents'
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HR Policies
Executive Selection Scheme (ESS) fast track programme for accelerated growth In-house vocational training and apprenticeship programme trains the technicians Rotational assignments and crossfunctional mobility allow employees to grow
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TAML
TACO
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Thank you
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