1. Good Morning

2. Tata Business Excellence Model 2010 Augustine Xavier [email_address] 66132166 June 28, 2011 JRDQV Winner 2005 Highest Delta Award JRDQV Winner 2007

3. Vendors Customer Tata Motors Dealers, TASSs Distributors Customer A Chain is as ……. Strong as its weakest link

4. Let us move together on our Journey to Excellence

5. Excellence Habits Thoughts Attitude Values Behaviour Strengthen values…. Why Values Are Important

6. Steps Towards Excellence PCBU is here CVBU is here 1000 point scale Global Image Excellent Average Beginning 0 – 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

8. Model 2008 Strategic objectives and Action plans/Initiatives

9. Core Values Applying them in performance excellence

10. Core Values in High Performing Companies Systems Perspective 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

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

24. Tata Business Excellence Model Approach Processes/Systems Measures Deployment Implementation in all areas Evaluate & Improve Find and fill gaps

25. TBEM: Bicycle Analogy 3 Customer and Market Focus 1 Leadership 2 Strategic Planning 5 Workforce Focus 7 Results 6 Process Management Environment, Raltionship and Challenges Strategic Objectives and Action Plans 4 Measurement, Analysis and Knowledge Management

27. Balanced Scorecard

31. Strategic Planning Customer and Market Focus Process M anagement HR Focus Leadership Measurement, Analysis and Knowledge Management Business Results TBEM adopted as a business model to achieve strategy Successful strategy

32. Balanced Scorecard - Strategy cascade process Goals cascade Performance Outcome BSC Deployment

34. Process Management 17 100

36. Leadership System Communicate and Involve Understand Vision, Stakeholder needs, Higher level objectives Set Direction and Plan Review and Adjust to Achieve Plan Organise, Align and Allocate Resources Develop, Reward and Recognise Employees Create a Culture of High Performance Adapt to New Challenges and Raise the Bar Communicate and Build Commitment Build, Motivate, Empower Team for Accelerated Change Innovate, Share and Learn Be a Role Model Tata Code of Conduct Passion for Engineering Corporate Citizenship Customer Focus Integrity Partners Community Shareholders Employees Customers Mission           11 12

37. The Balanced Scorecard provides the organisation with a set of measures in the following Four Perspectives FINANCIAL PERSPECTIVE "TO SATISFY OUR SHAREHOLDERS, WHAT FINANCIAL OBJECTIVES MUST WE ACCOMPLISH?” LEARNING & GROWTH PERSPECTIVE "TO ACHIEVE OUR GOALS, HOW MUST OUR ORGANIZATION LEARN AND INNOVATE?” "TO SATISFY OUR CUSTOMERS, AND SHAREHOLDERS, IN WHICH INTERNAL BUSINESS PROCESSES MUST WE EXCEL?” BUSINESS PROCESS PERSPECTIVE "TO ACHIEVE OUR FINANCIAL OBJECTIVES, WHAT CUSTOMER NEEDS MUST WE SERVE?” CUSTOMER PERSPECTIVE Balanced Scorecard - Concept Measures span the entire organisation

38. BSC - Strategy cascade process Vision & Strategy BRC BSC Individual Performance Performance Management System CVBU Objectives Plant / Functional Objectives Factory/ Divisional / Regional Office Objectives Individual Objectives CX/ Departmental / Area Office Objectives BSC CORE TEAM Process Owner – (ED CVBU) Strategy map, BSC, Initiatives finalisation with CVBU SC Visioning workshop BSC Workshops with Plants/ Sales & marketing Target setting process

39. The Steering Committee Structure

40. Tools, Techniques, Approaches adopted ISO 9000, TQM, Organisational Health Survey 1990 Kaizen, Business Process Reengineering, TBEM, SAP3.1H, Benchmarking, Six Sigma, TWL 1995 BSC, ISO 14001, QS 9000, Enterprise Process Model, SAP 4.6c, NPI, Sales Planning Processes, Touch Customer processes, Steering Committees, Product strategy, Internal Assessment 2000 Knowledge Management initiative, TS16949, SAP-HR, Level 2 process mapping, Strategic Sourcing, Integrated Cost Reduction 2004 Application Matrix, Process Assessment, 5 S improved checklist, TPM 2 nd wave Leadership System, BSC digitisation, Process Management Guide, Process Audit, Pallepu  , Q12-New OHS, SRM, … 2005 3 PL, FBV process mapping, PLM, eCRM analytics, … Journey to excellence 2006 2007 Customer Centricity, BSC digitisation new phase, … 2008

42. JRDQV Award, Commercial Vehicle Manufacturer, CIO 100 Honoree, CII-Exim Bank award,… Company of the year, 6 th Best Employer, Significant Achievement in TQM, Manufacturing Excellence Platinum Award, 'CFO of the Year 2004‘, 1st prize for Energy Conservation, L.Kirloskar Award for Foundry, Superbrand of India, HIMER Award for best paper, Young Material Manager, Golden Peacock for CSR Hall of Fame for BSC, Greentech Environment, CSIR Dimond Jubilee Award, Best Training Institute, TERI CSR, Strong Commitment to TQM by CII Bharat Gaurav Puraskar, Golden Web Award for Website, INSAAN Suggestion award, Best SDT, HIMER Gold award, National Energy Conservation, TBEM Active promotion 2005 2004 2003 EEPC Award for Export, Best Company Award at Work-skills Competition, 2002 2001 Best CIO Award, Best Shared Services, Star performer from EEPC, Best Supplier Award from Tata Cummins 2006 Rewards and Recognition Best CFO, Golden Peacock for Quality, BHNS Green Governance, Supply Chain excellence, Hellen Keller for supporting disabled people, INSAAN on Suggestions, ABCI on Publicity material & House journal, Hon. Citizen for Kwan-Kju Kim, EMD, Tata Daewoo 2007

43. Turnaround Domestic Growth International Growth Overall Target for 2008 = 700+ Score so far…

44. Thank You 2005