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TBEM 2008

6.0 Process Management


6.1 Work System Design 6.1a Core Competencies
Market Opportunity

Tubes Division Strategy Core Competencies

6.1a(1) Tubes Division differentiate itself & derives its competitive advantage by creating value added products & service offerings. It leverages synergy with TATA Steel & seizes future market opportunities by exploiting its core competencies, as shown in figure 6.1-1:

Synergy with Steel Business

Fig : 6.1-1 Competitive Advantage Model

Market Opportunity: Through its Various Customer Listening & Learning approaches (Ref (3.1-3) & by constant scanning of environment TTD assess market opportunities in its business. Joint working with customer through program such as RVM, CVM are used to sense early opportunities & niche product & service requirements. Synergy with Tata Steel: Being part of a large primary steelmaking organization, Tata Steel Provides TTD with some unique advantages: A) B) C) Full range of products to key OEs, allowing TTD to leverage corporate relationship. Consistent quality & shorter lead times for raw material ensures better servicing capability to Tubes Customers. Raw material for tubes (Hot rolled & Cold Rolled Coils) provides base load for steel business & ensure higher margin & higher productivity for constraint capacity, thereby creating long term interest in supporting tubes business. TTD also de-bottleneck constraint capacity of steel business (Hot strip Mill) by using side slits & also consumes generations.

D)

Core Competencies: To identify its core competencies TTD uses the process indicated below Fig: 6.1-2

Compare
Competitor Value proposition

Leverage
Invest & strengthen around CC

Competitive Advantage
Alliances, acquisitions and licensing arrangements Resource allocation priority to Customer value

Key requirement of Customer & market segments

TTD Value Proposition

Identify Core Competencies

Outsource or scale down no core capabilities to strengthen CC Enhance Brand Image & Develop Loyal Customer/ Channel Invent & create new market / Identify Niche

Key requirement of Customer & market segments

Encourage communication & in core competencies development

Fig: 6.1-2: Core Competencies model


1 (TUBES SBU) Process Management

TBEM 2008 Key Customer needs & desires are captured through various customer interactions, customer learning & listening approaches (Ref: Fig: 3.1-3) & scanning of environment. Comparison of TTD value proposition Vis--Vis Competitors is done to arrive at core competencies. Understanding Core Competencies allows TTD to invest in the strengths that differentiate them and set strategies that unify entire organization. Fortification of Core competencies is done by investment & Development around CC.
Product & Service
Commercial Tube (CT)

Unique Value to Customer (Delight Factors) Availability Trust Right Coating Product Range High Channel Width On Time & in Full (OTIF) Design Solutions Help Usage Short Lead Time Product Range Value Added Product High Reliability Fig, 6.1-3 : SBUs unique value to customers

Tubes- SBU Value Proposition Relative to Industry & competitors High High High High Medium High Medium High Medium Medium High High

On the above key customer value proposition TTD has identified its key Core competencies as: 1. Full Range Player: Presence in multiple businesses with multiple segments insulate us from demand volatilities. 2. Brand Image: In our retail network TATA Pipes is a formidable brand & trusted by all. In the growing building segment TATA Structura is a leading brand.. In precision tube business we are the preferred suppliers to OE. 3. Best Technology User: In 2008 TTD would achieve a leadership position in all its business through the use of state of the art equipment and processes. 4. Supply Chain: TTD leverages its captive raw material supply, distribution & Channel network to supply its offerings to its key customer. For all the product lines SBU uses SNOP process & TOC framework to attempt superior customer services. The brand is therefore supported by a reliable supply chain, design solution & product range. 5. Marketing : TTD has identified & leverages key segments like HVAC, Cold storage, Idler tubes & plumbing, Boiler Tubes etc. to deliver unique value to its customers.
Core Competencies CC:1 Full Range player CC:2 Brand Image CC:3 Best Technology User CC: 4 Supply Chain CC: 5 Marketing Initiatives Linkage to Mission Usage of High technology Competitive Advantage High Action Plans to Fortify CC Roubust NPD Process, Highrset nos of SKUs Brand Promotion Activity Investment in high productivity equipments Leverage Captive Raw material, TOC, i2, Design service for niche segment

Precision Structural Tube Tube (PT) (TS)

Honesty & integrity High Effective utilization of Men & High materials Innovation & creativity Medium Modern Management Paratices Profitability High Fog, 6.1-5 : Work system design

6.1a2: Work Systems are designed to deliver unique value to each of TTDs lines of business. To enable delivery, we have identified 16 Enterprise processes summarized as management & key value creating processes. To ensure innovation & high performance work systems five organizational engaging practices encompass the organization: 1. Employee Empowerment 2.Team-based structures 3.Safe work environment 4. Knowledge, Improvement and Change Management. 5. Performance Management System. The Leadership Team supports and reviews the key work processes as identified in Table 6.1-08 through identification and tracking of various lead and lag indicators.

2 (TUBES SBU)

Process Management

TBEM 2008

Process of identification of key work processes is described in fig: 6.1-6


Input Strategic Objectives APQC Model, Available resources Tata Steels Enterprise Processes Core Competencies Customer/Market Inputs Process Enlist processes & sub processes Brainstorm, Link the processes with Strategic Objectives & core competencies Review available resources Impact Assessment ( Fig. 6.1-07) Process owner : Sr. Leadership Team Process Coordinator : Head Improvement Output Key Work Processes Management Processes Key Participants Process Owners EIC (T) Sr. Management Team In-process/Output Measures (Refer Fig. 6.1-08) Measure Effectiveness Deployment Design the Key work processes

Learn and improve

Fig. 6.1-6 : Selection Process Key Work Processes

6.1 b1 Strategic Objectives, core competencies & available resources drive the identification of key work processes. These processes are put through an impact assessment matrix (fig. 6.1-7) linking them with the Strategic Objectives & core competencies. 16 processes have thus been identified as Enterprise processes. Enterprise process 1 to 6 are management process & 7 to 16 are key work processes. Key work processes help deliver strategic objectives & ensure organizational sustainability. ( Ref: 7.5-1 to 78)
3 (TUBES SBU)

Process Management

TBEM 2008
Enterprise Processes 1. Leadership Linkage to core competencieses CC: 1,3,5 Link with Strategic Objectives O1 to O5, O6, O7 Breadth of employee involvement M organizational Success H Customer Value H Suppliers & Partner M Profitability H Linkage Vision, Aspiration, Values, Strategic Objectives Vision, Aspiration, Values, Strategic Objectives, Future growths Customer Relations, ABP, 5-yr SBP 5-yr SBP, ABP, Growth Operations Management, Growth objectives Operations and SCM, HR Management Growth aspirations, Strategic Objectives, Customer Relations, ABP, 5-yr SBP ABP, Operations Management 5-yr SBP, Strategic Objectives SCM, ABP, 5yr SBP, Strategic Objectives ABP, 5-yr SBP, Strategic Objectives ABP, Procurement and Operations MAT objectives Operations Management (Operating Plan) All MATs, Improvement Plans, Enablers for ABP Supplier and Partner Management, ABP, PMS Operations Management, SCM

2.

Strategy Evolution Process

CC: 1 CC: 2 CC: 3 CC: 4 CC: 1 CC: 2 CC: 3 CC: 2 CC: 2 CC : 3

O1 to O9

3.

Customer Management Brand Management HR Management*

O1, O2 and O3 O1, O2 and O3 O4, O5 and O7

4. 5.

M M

M M

M M

L L

M M

6.

IT*

7.

Market Development

CC: 3 CC: 4 CC: 5 CC : 1 CC: 5

O5, O8 and O9 O1, O2 and O3

8.

Supply Chain Management

CC : 4

O1 to O3 and O8 O1, O8 and O9

9.

Strategy Execution & Project Management 10. Operations Management

CC: 3 CC: 1

CC: 1 CC: 3 CC: 4 CC: 1 CC: 3 CC: 4 CC:5

O3, O4, O6 and O7

11. New Product Development 12. Supplier and Partner Management

O1, O3 and O8 O8

13. Shared Services Management

CC: 3

O6 and O7

14. Improvement & Change Management 15. Finance & Accounts

CC: 3 CC: 4

O5 to O8

CC : 3

O1 to O3, O6 and O7

16. Quality Management

CC : 1 CC : 3

O6 and O7

Fig. 6.1-7 : Impact Assessment of key Enterprise Processes (L=Low, M=Medium, H=High) * These are discussed in detail in category 5 and 4 respectively, hence not made part of Support Processes.

6.1b(2) As identification of key work processes are driven by the Strategic Objectives, resource availability & core competencies this ensures that stakeholder expectation is in-built. The process design takes into account inputs from customers, supplying partners and technology collaborator gathered through listening & learning approaches (fig. 3.1-3), communication fora (fig. 1.1-13, 14), KM systems (fig. 4.2-11) and visits/technology assessment respectively. Process objectives help understand key work processes. To achieve these process objectives KPMs & in process measures are identified which are monitored by process owners & reviewed by senior leadership. Ref Fig 6.1-8.
4 (TUBES SBU) Process Management

TBEM 2008

5 (TUBES SBU)

Process Management

TBEM 2008

6 (TUBES SBU)

Process Management

TBEM 2008 6.1b(3) The process shown in Fig. 6.1-11 helps design the key work processes to meet the process objective and key process requirements as captured in fig. 6.1-8.9.10. Fig. 6.1-12 shows approaches to incorporate key factors into the design process. These processes are run by the owners by controlling and managing the parameters on regular basis. Inputs from stakeholder like customer, supplier & EPAs are also collected and used in process design & process KPM target setting. Target achievement, performance gap analysis helps the process owners seek improvement opportunities and take CAPA on continual basis.
Inputs from: Strategic Objectives Customer & Market needs (TOC, CVM, RVM, L&L) Technology/process advancements, Process analysis/studies, Inputs from experts, equipment suppliers Improvement opportunities, Process learning & sharing, Cycle time improvement, Cost reduction, Productivity/ efficiency & effectiveness, Process performance requirements (MATs, SCG, Review Forums) Opportunities from comparative / benchmark data / studies (Review forums, Visits to domestic and global tube makers, publications, seminars)
Relevant Process Supply Chain Management Quality Management New Product Development Supplier and Partner management Operations Management

Collate and Analyze E P

Understand Process Performance Expectations Identifying process objectives and process responsibilities (EPM, MATs) Set Process Deliverables (MAT targets, ABP/SBP Targets) Set In-process and Output Measures Set Process Controls for key process requirements Incorporate into Standard Operating Practices (QMS) Review and Improve

Fig. 6.1-11 : Design of Work Processes


Factors Approaches More frequent reviews, Targets broken from larger time span to smaller (e.g., Monthly to weeky/daily ), Escalation mechanism, MAT review findings Key area of work Reduction in campaign cycle time, Steel Inventory, VIVO Reduction in Complaint resolution time Shortening New Product development time Reduction in Procurement Cycle time Reduction in Roll/gauge Change time Reduction in Cold Draw Lead time Initiative Shikhar Vijay, TOC Shikhar Vijay Shikhar Vijay Shikhar Vijay Results 7.1-56, 7.5-5,9 7.1-39 to 44 7.1-46 to 48 7.5-44

Cycle Time Reduction & Need for greater agility

Shikhar Vijay New Technology

7.5-25 & 26 With the helpe of latested draw bench the lead time is being stabilized from 15 days to 2 days. Handling, oiling & packing cycle time reduced to nil. Handling cycle time reduced to nil. 7.5-36 7.1-27 to 32 7.6-8 7.5-28 Review Reports 7.5-17 7.5-20

Cost Reduction

Operations Management

IT enabled rule based controls and process management, Notes/SAP based workflows/transactions, Budgetary Control, Error proofing

Eliminating handling processes by Online oiling & packing of Black tubes from mill itself Installation of online conveying system from Galvy to Finishing Reduction in works conversion cost Reduction in rejection Reduction in recovery & rework

New Technology TPM Shikhar Vijay, TPM Shikhar Vijay, TPM Shikhar Vijay, TPM Technology Upgradation, Capital Planning

New technology

STEP, Strategy Execution & Project

Organizational knowledge

All

Productivity

All

Gap in process expectations and Installation and commissioning current capability level; Technology of new facilities as per plan Assessment; Inputs from equipment suppliers, visits to domestic/global tube manufactures, technical journal, Tube Seminars; Capital Schemes Engagement of cross function team Improvement in KM results in EPM, MAT approach, Brown Paper Exercise with critique from a mix of employees, Inputs drawn from KM system, Community/ Subcommunity knowledge sharing sessions, Knowledge Manthan Sessions, E-learnings Skill gap closure, Incentive based Increase in volume, Increase in motivation, Process Controls, Root Market Share Cause Analysis, process automation Fig. 6.1-12 : Incorporation of key factors in key work process design

Knowledge sharing

7.6-5 7.5-49

Shikhar Vijay, TOC, TPM

7.5-23, 24,29,30 7.3-23 to 27

7 (TUBES SBU)

Process Management

TBEM 2008
Period 1990-1995 1996-2000 Process Improvement ISO 9002, QMS QIP, VE , QC, Work Simplification ERP Implementation (AVALON) Engagement of consultant (Nippon & Dr Cook) TBEM (JNT TQA), Re-engineering, ISO 14001 TOP, TPM in PT Mills TBEM (JRD QV) Key Business Processes OHSAS 18001 TPM in ST Mills RVM, CVM, CPO, FIBRES ASPIRE, Shikhar Vijay Modernization of Galvanising Bath-1, HFIW SAP Rollout Adopting latest technology in pickling, id trimming, normalizing and cold drawing Results Achieved Better process documentation Better process control Yield improved Zinc consumption reduced Roll changing time reduced OEE Improved Improved processes responsive to business needs JIPM Excellence award for TPM in PT Mills Productivity Improved Process standards improved Better Product Quality Further E&I Identified & Implemented Enhance IT Support, EMS Improve Operational Performance Capacity Enhancement TPM in PT Mills OHSAS TOP in Marketing Reduce process variability Productivity Improvement SAP Rollout plan TS 16949 in PT Mills TOC DuPont Safety Excellence Programme

2001-2003

2004-2007

Fig. 6.1-13 : E & I in Process Improvement

6.1c The Senior Management team brainstorms to list the emergencies or disasters it could face which include natural disasters or biological or operational disasters. Contingency plans which consist of prevention, management & recovery is made against each emergency situation. The same listed in table: 6.1-14.
Sl. No. Emergency Type Stackholder Impacted Probability Impact Prevention No Unauthorized work Work Permit system Inspection system. Use of standard fittings Management Ensuring Continutiy of Operation Recovery Shut off Gas lines Isolate area Take proper work permit Reapir as per procedure Isolate area Take proper work permit Reapir as per procedure Change Zinc Pot

Operational Emergencies

Release of CO Gas

Employee

Display of Exit route Gas detection alarm Mock drill

Use alternate fuel like LDO ( Light Diesel Oil)

Operational Emergencies

Leakage in Acid tank

Employee

Preventive maintenance Automatic Temp Control Use of Thermograpghy Alternate network for power Use of Alternate Fuel Buffer for Fuel & Water Close interaction/ alignment with TATA Steel Procedure for repair & maint Preventive Maintenance Training on use of Fire Extingusher

Catchment area Mock Drill Neutralization Process Catchment area Mock Drill Collection Process

Use alternate tank Spare Pot Spare management Zinc inventory Use Buffer Activate Alternate Source

Operational Emergencies

Molten Zinc Release

Employee Customer

Operational Emergencies

Non Availability of Utility

Employee Customer

Activation of Alternate

Repair

Operational Emergencies

Non Availability of Raw Material

Employee Customer

Buffer of FG at PWH & stock yard material Alternate sourcing Display of Exit route Fire detection alarm Mock drill Supply to customer through buffer, Close relationship with customers Fully from stock

Buffer of Raw material Alternate supplier Spare Management Contigency plan Buffer of FG Alternate Source of despatch, Serving from EPA Engage contract employees

Continous sourcing from alternate source Insurance Relationship with suppliers

Operational Emergencies

Fire/ Explosion

Employee Customer

Local Emergency

Transport Strike

Employee Customer

Nil

Engage additional transporters

Local Emergency

Employee Strike

Employee Customer

Local Emergency

Security Breach

Employees

Industrial Harmony, Joint working through various forums Own security personnel patroling entry, exit & campus, relationship with close communities

Discussion with Union

Authorized entry

Not impacted

Not impacted

8 (TUBES SBU)

Process Management

TBEM 2008
Sl. No. Emergency Type Stackholder Impacted Probability Impact Prevention Management All Low areas like cellars are provided with pumping arrangement Evacuation mock drill, Auto shutoff of gas line in case of leakage Ensuring Continutiy of Operation Supply from stockyard buffer, Supply from FG Buffer, Rolling from EPA's Recovery

10

Natural Emergency

Flooding

Employee Customer

Proper drainage system

Insurance, Spare Management

11

Natural Emergency

Earth quake

Employee Customer

Nil

Insurance, Spare Management

Fig: 6.1-14: Emergency Control & Recovery Plan

6.2a(1) Key performance measures and controls are shown in figure 6.1-8.9.10. Process owners review performance of the Key Work Processes in established forums. Monthly, Weekly, Daily, Shift wise plans are made in alignment with the process objectives and operating plan. Daily management process supported by SPC ensures that the performances are on track. Besides, the daily coordination meeting, short interval control system and other review forums are used for reviewing the KPMs of the processes. Process owners regularly monitor the in-process measures through short interval control, MAT reviews, and departmental MIS to manage their processes. Inputs from stakeholders are used in redirecting resources if review findings suggest such actions. The daily report to Sr. Leadership is a compilation of relevant information, which enables prioritization of resources and on time correction. Changes arising out of customer and supplier needs are communicated to all agencies in the response chain so that appropriate action is taken immediately. Inputs from stakeholder are collected and used as shown under:
Stakeholder Suppliers Customers EPAs Input Through Portal, Meets, Joint Improvements, Surveys Customer Visits, RVM/CVM, L&L approaches (fig. 3.1-3, Surveys Meetings, Reviews, Visits, SAP accessibility Inputs used for Design of processes, Performance Requirement, KPM selection, Review of performance, Opportunities for value creation for mutual benefits

6.2a(2) Tubes SBUs processes are certified to ISO 9001, ISO 14001, TS-16949 and OHSAS 18001 standards, which address in-process inspection, tests, process / performance audits and provide a framework for prevention-based approach for quality of final products and services. TS16949 standards are under implementation for furthering quality standards of tubes used by automotives. Approaches such as in-process checks of process parameters, condition setting & condition monitoring, standard operating practices, and continuous process improvement (based on assessment feedback and learning from best practices) help minimize inspection/tests requirement and reduce cost of rework. Further, process automation and periodical calibration of measuring instruments and equipments, process mapping, standardized formats for reports, dialogues and discussions to set clear expectations from the processes and training lead to minimization of costs associated with inspections, tests resulting in prevention of reworks and defects. Adoption of six sigma methodology, Shikhar Vijay, and TPM provides preventive approach to reduce variability and achieve process/product improvement. Approaches such as RVM, CVM, CPO, and TOC prevent defects and reworks by direct involvement of the customer, understanding their requirements and customizing the products according to their needs. Results related to these approaches can be seen in figs. 7.2-21, 7.2-33 to 36. In-process checks minimize failure levels and warranty costs. Cost of poor quality and PQI are reviewed and evaluated at various levels (including monthly cost review). Various initiatives like Shikhar Vijay, TPM, CVM etc. are aligned towards minimizing cost associated with inspection and test. Consultants associated with TPM, Shikhar Vijay and TOC continuously help in evaluating and improving the effectiveness of these approaches. All the initiatives and measures are systematically analysed at the process owners level as well as at the organizational level, facilitating integration and organizational analysis and learning. The approach followed to minimize overall costs associated with inspections, tests, and process or performance audits is as described in the following table. Please also refer to section 6.1a(5) and Fig. 6.1-13 for recent E&Is in key Work Processes.
Process Name Supplier and Partner Management Shared Services Management Improvement & Change Management Finance & Accounts Quality Management Type of Cost / Defects / Rework Spares/Consumable inventory, Paper/transaction load while dealing with many vendors CO gas & Power Consumption/Cost, Repair & Maintenance Cost, Plant Down Time Error in project management, Transaction load to manage huge no of kaizens and SIPs (duplicate projects) Transaction load, Payment Irregularities Test, Audit, Inspection Procedure QMS Audit, TBEM assessment, Procurement MAT, Physical verification QMS Audit, TBEM assessment, PM&SS MAT, PTM/STM MATs Restricted authorization to ASPIRE V2 system of project management, Escalation based process, QMS Audit, TBEM assessment QMS Audit, TBEM assessment, F&A MAT, Checklists Steps Taken to Reduce Cost, Prevent Rework, Defects, Etc. Installation of Procurement MAT, Vendor rationalization, E-procurement, Self certified vendors, Supplier Portal, Joint Improvements Installation of PM&SS MAT, Regular tracking of MTBF/MTTR and Repair & Maintenance cost, Use of CRM discarded rolls, Kaizens IT based system (ASPIRE V2), TOC Dashboard for production MIS, Structured Improvement Process (Shikhar Vijay), Regular training and discussion on ASPIRE/TOC IT based transaction, Notes based workflows (Leave application, Attendance, etc.), Controls and Measures, Reporting MR meeting, Notes based document control

Transaction load, Timely revision of SOPs/ WIs

QMS Audit, TBEM assessment, Adressal of NCs Fig. 6.2-1 : Reduction in inspection cost

9 (TUBES SBU)

Process Management

TBEM 2008 6.2 b The SBU uses structured process improvement as shown in (fig 6.1-5) to improve the Key work processes. Any change in the business need is used as input while revising/redesigning the processes. Each process has been identified with process owner who ensures the effectiveness of the process (fig 6.1-4). Various listening and Learning post (fig 3.1-3) gives input while revising the Key work processes. The SBU uses PDCA approach for all improvements (P10). QMS, TBEM, ASPIRE, Shikhar Vijay, TOC, TPM, RVM, and CVM provide cross functional platforms to seek and carryout structured improvement. Annual business plan includes the plan for improvement which helps bring focus and business context. The process owner for each Key work processes ensures that the improvement is driven towards strengthening the process and review the progress as shown in fig 6.1-4. Sharing of learning and improvement is an on-going exercise through Shikhar Vijay review, various common interactions, in house magazines (Tube Tech and Pipeline), KM Communities etc. Joint improvements with Customers/ Suppliers/ Competitors/ Channel Partners /Other division ensures that the improvement is shared in other parts of the organization. Recent E & I has been emulated in Fig 6.1-7 & 6.1-8
Process Market Development Evaluation / Trigger for Improvement Market opportunity felt for growth of sections due to substantial increase in infrastructure growth. Service differentiation possibilities in certain key segments Need to identify key influence is adoption processes Increase in sales volume possible only with superior availability Order promising must be done based on current asset load to ensure high Due Date Performance (DDP) Planning process needs to be comprehensive Detailed level asset scheduling required to achieve high DDP Dedicated cell needed to pursue strategy execution Excellence execution has tremendous potential for business success Productivity improvement / Need to modernize & expand Need to enhance compliance to auto industry requirement Opportunity to enhance quality and yield level with incremental investments Logistics can pose problem in meeting the peak load Weld Related complaints have to be eliminated EPA approach needs to be strategic rather than opportunistic Integrated Planning is a must Source of Improvement Input / Trigger Growth aspirations M&S review, RVM TOC review, Best Practice adoption TOC SFS terms TOC reviews, Goldratt Team Supply Chain reviews TOC reviews, Goldratt Team Best practice adoption Strategy Meets TBEM review / discussions Key Recent Improvements Introduction of new brand (Tata Structura) Several Influencer centric programmes SFS offers (Replenishment, Rapid Response and VMI) Replenishment model for ST (TOC) Initiation of i2 system based on S-DBR principles (Order Promising, Mills scheduler & MES) Installation of S&OP, SAP

Supply Chain Management

Strategy Execution & Project Management Operations Management

Creation of strategy team/cell Identification as KVCP

Technology Audit, Equipment Supplier Learning from Wire Divn. and Tube Ind. MAT assessments and TPM/MIS reviews MAT assessments, Supply Chain Review CCMP analysis by TS MAT Learning from Wires Divn, Strategy Meets Supply Chain Review

New Product Development Supplier and Partner management

Need for additional range of products for catering to new markets/customers Must upgrade to higher specification products Need to pursue focused improvement Need to enhance service levels Opportunity for joint improvements

Strategy Meets Corporate learning ASPIRE reviews Performance reviews Best practice adoption

Modernization of HF-1Mill, Installation of HF-2 and 4 PT Mills, Installation of bright annealing furnace, latest cold draw bench and modernization of pickling process. Shikar Vijay, TS16949, TPM Digital Drive in PT Mill, Change of 2 PTM cut-off and weder Initiation of Advanced WH management system, Widening of road/parking area and additional gate Weld Condition Setting and monitoring (TS MAT) Reorganized EPA cell SOP for EPA, EPA MAT, S&OP Product Development Team, New Facilities TS MAT, Initiation of TS 16949

Shared Services Focused improvement, Level-2 automation (automate Management data capturing in operations) Cost of rolls can drastically be cut down if CRM discarded rolls could be used Improvement Need for process improvements and reduction in variability and Change Management Need of a comprehensive structure to monitor change management Finance & Accounts Need to pursue focused improvement Current level of controls need to be enhanced (MAT discussion) Revenue leakages must be arrested QMS documentation must be workflow based for fast and easy management Present approach to internal audit is not up to the mark QMS must address Auto industry specification

Procurement MAT Vendor consolidation and performance ratings Joint improvements with key vendors Shikhar Vijay reviews PM&SS MAT, Initiative to install counters and weighing facilities in work stations MAT and Performance Review (joint improv. with Development of in-house capability to make CRM) rolls out of CRM discarded rolls Best practice adoption Shikhar Vijay (coverage to more areas including M&S) Learning from Wires Division where Renoir were ASPIRE 6 Sigma Methodology engaged first Formation of SGAs ASPIRE reviews F&A MAT, Consolidation of Accounts services MAT/Performance reviews SAP system based controls Installation of Notes based document control system More internal auditors created, training intensified, review frequency increased Initiation of TS 16949

Quality Management

MR meeting Corporate learning

Fig. 6.2-2 : E & I in Key Work Processes

10 (TUBES SBU)

Process Management

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