Tata Steel Culture

7/25/2019 Tata Steel Culture

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Leveraging Organization Culture

to achieve

Outstanding Results

Tata Steel

Alok Krishna

Chief (TQM, BPE and CQA)

1

Dec 19, 2014


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Content

Industry Evolution & TSLs Competitive Edge

TQM: Key Enabler in Building Organizational Culture

Effects of Culture Building and Challenges Ahead

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Content




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Iron Making Steel MakingRolling & further

processingRaw Material Mining

7 Types of RM 1 Hot Metal 291 Steel grades 955 Distinct Products

Customers

Ra

w

Materials

Heterogeneity Homogenization Customization

Slide 3/13

1. Tata Steel Value Chain

Enhanced complexity due to geographical spread and diverse downstream

processes

Systems & Process Approach and Responsiveness

Tata Steel way to stay ahead of competition.


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Every morning in Africa, a gazelle wakes up knowing it must run faster

than the fastest lion or be killed.

Every morning a lion wakes up knowing it must outrun the slowestgazelle or starve to death.

It doesnt matter if you are a lion or a gazelle, when the sun comes up,

you better be running!


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1. Evolution of Steel Industry & TSLs response:1901 & beyond

2011 onwards

1992 - 2001

Technology upgrade

Cost Focus (TOP)

Start of Customer

Orientation

TBEMfor measuring

business effectiveness

2001 - 2005

Moving to Brands

Technological

collaboration

Supply chain

strengthening

2005 - 2010

Focus on Auto &

& Const. segments

Realizing value of

Brands

CSTsstrongercustomer relationship

Focused improveme

nt

through TQM

approach

Build Decisive

Competitive edgethru new product &

service offerings

Define new market

segments & create

value propositions

ECVM

Knowledge based

relationship withkey customersEVI,

VAVE, VIUs

1901 - 1992

Production based

on allocation

Initiation of

Quality Systems

Transactional

Control era

Collaborative

Working

Strategic

Partner

Learning

Organization

Closed

Economy

Start of

Liberalization

Value for

Services

Emerging India

Story

Emerging new

economies

Industry

Evolution

Trigger for

Competitive Edge

Tata Steels

Response


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1. Stakeholder Value Creation through this Journey

Whistle

Blower PolicyPolytechnic

at JSR

Period

SSWL

Building Customer Partnerships

Branding Steel

People, Community

Civil Society Awardfor

CSR from UNAIDS2006

2000 2004 20111995

Only co. from Asia

among 12 founder

members

Centre for

Excellence

MD OnlineInfrastructure

to promote

sports

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1. Implementation of Values across the Organization

at the Core of this Journey

Our Values areIntegrity, Understanding, Excellence, Unity, Responsibility

All employees have committed themselves to the Tata Code of Conduct (TCoC).

Impetus is given to ethical behavior and prevention of sexual harassment at

workplace through deployment of policies such as Whistle Blower Protection

Policy and Prevention of Sexual Harassment at Workplace Policy.

MD addresses all employeesthrough videoconferencing & teleconferencing

every monthto communicate leadership direction as well as provide opportunityto shop floor employees to share there concern, suggestion etc.

Embedding TQMin our DNAdoing things the right way!

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Building a strong org anizat ion cultu re has been the fund amental dif ferent iator at

Tata Steel!


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Content




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Improvement -an Initiative

Improvement

a Continual Journey

Improvement -a Culture

QIP

QC Benchmarking

TPM

KM

Value

Engg.6

EVA

+

ASPIRE T3

(TQM,TOC,

Technology)

KVHSCQA

Suggestion

Management

2. Improvement Orientation: From Initiatives to Building aCulture

Small

GroupActivities

ISO

9001

1901 1991 2005 2012 &

beyond

AQUIP

1996Mid 90s

TOP

TOC

JN Tata TQA TBEM Deming

TQM

QIP: Quality Improvement Projects, QC: Quality Circles, AQUIP: Annual Quality Improvement Plans

TPM: Total Productive Maintenance, KM: Knowledge Management, TOP: Total Operative PerformanceTOC: Theory of Constraint, TQM: Total Quality Management, CQA: Corporate Quality Assurance,

KVHS: Kar Vijay Har Shikhar Slide 5/13Business Excellence & Assessment Approach


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Organizational

Culture

Clear

Milestones(Tasks &

Timelines)

Repeatability

of Process

Discipline

Improvement

Orientation

2. Key Tenets of Organizational Culture


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Enablesexecutives make

choiceson whatorganization will doand

what it will not do

Drawsbroad outline on

where resourceswill get

allocated

Pullsthe entire

organization together

around a single game plan

for execution

2. TQM Vehicles for Alignment and Integration

Policy Management Daily Management SGA and MASS+

Enables role clarity of

supervisors and managersto provide products and

services as designed.

Bringsfocus on activities

to maintain processes

Helps manage variability

to enhance productivity &

reduce waste

Promotesemployeeinvolvement in continual

improvements.

Fosters transparent

learning and sharing

through team based

activities

Promotes collaboration to

address pain areas from

shop floors


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Excellenc

e

Time

Repeatability of process (Standardization)

Task & Timeline

Focused Initiatives for step change..

Theory of Constraints for Supply

Chain Excellence

Close cross functional collaboration

through KVHS

..

Daily Management

Policy Management

Total Employee Involvement

RVM

SGA, MASS+

Capability Building Education & Training

2. Driving Business Excellence - A Structured Approach

Shop Floor initiatives Across organizationSenior & Middle Management

PDCA approach to continual

improvements

Diversity of mind-set to

accelerate breakthroughs

and improvements

Slide 6/13


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On Job Training (OJT) Knowledge Manthan

Window on the World Short term project

Involvement of trainees e - learning Knowledge Management

Web based learning

Blended learning

Outbound adventure

programs

2. Spiralling People Vitality through Learning and Sharing

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Multiple Learning Channels:


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3. Recognitions that mean the World to us ..1/2

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Tata Steel - Indias

Best Performing Integrated Steel Plant,awarded the Prime Ministers Trophy -

8 times

Tata Steel acknowledged as Best

Managed Board in India, 2013

Tata Steel awarded the BML Munjal Award

for Excellence in Business through

Learning and Development, 2014

Tata Steel awarded the

Excellence and Health

certificateby Worldsteel

Tata Steel bags the 2013

CII-ITC Sustainability Award

Tata Steel wins the

Deming Grand Prize in 2012


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3. However, TQM is a Marathon and not a Sprint

Challenges Ahead

1. Taking TQM to the Grass Root level: managementunion participationfor alarger organizational cause and for nation building.

2. Building Efficient Change Management Process

3. LeveragingBig Data in the implementation of TQM

4. Encouraging Technological Development and enhanced Customer

Centricity through use of TQM.

5. Deployment of TQM to raise the Quality of Lifeof people in the areas we

operate in.

it is a journey which begins but never ends

a journey in pursuit of excellence!


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Everything remaining same,

the team with the better culture will win

18PMs Trophy

Tata Steel among

Worlds Most Ethicalcompanies

by Ethisphere Institute

Tata Steel Culture

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