 |
| Content |
 |
Actions/Initiatives |
|
| Vision/
Mission |
|
- Evolved
in 1998
- Vision
revisited by Senior Leadership Team in 1999-
2000
- Vision
reviewed at the start of every Annual Strategic
Planning Exercise
- Communicated
to all employees thru’:
- Designated
Communication Forums
- Hoarding at strategic locations
- Distribution of Pocket cards
|
| |
| Core
Values |
|
- Values
- Ethics
- Respect for Individuals
- Competence
- Responsiveness
Enshrined in Policies: Quality, TPM, SHE,
Whistle Blower, Gift & Sexual Harrassment
Prevention Policy and communicated to all
employees thru':
- Designated Communication Forums
- Hoarding at strategic locations
- Distribution of Pocket cards
- Senior/ Junior Dialogue
- Ladies Dialogue
- Meeting with Union Committee Member/ Union
Management Meeting
- Communication
- Joint Departmental Council / Joint Consultative
Council of Management
- Works Committee Meetings
|
| |
| Tata
Code of Conduct (CoC) |
|
- Formal
adoption & appointment of Ethics Counselor
in Apr 2000 and Divisional Ethics Co-ordinators
- 'E'
Level: Training and Signing of CoC, Communication
- Hindi / English Poster Display
- 'O'
Level and New Entrants: Training and Signing
of CoC, Communication: Quiz Competition, awareness
thru' Domestic Management Program
- Pocket
card for employees, In-house magazine, Presentatations/
skits/ discussions in JDCs, appointment of
Divisionsl Ethics Co- ordinators, Introduction
of CoC deployment process. CoC presentation
to Suppliers, Customers & Consignment
Agents.
- Union
Officials: Training & signing of CoC,
Communication: Quiz Competition, awareness
thru’ Domestic Management program, E
& I of CoC deployment process
- Installation
of 4 Drop Boxes
- Insider
Trading Issues Focused, Shareholder perception
measured
- Employees
survey on ethics introduced
- Perception
of 60% employees measured thru' Ethics Survey
action taken on feedback: perception of half-yearly
suppliers measured thru’ half yearly
suppliers meet.
- Awareness
program for aided school and Tata Power (Jsr).
- Review
Mechanism Structure within Ethics Group to
assess deployment
- Gift
policy circulated across organization in April,
2005. Session for all women employees in TCIL
conducted on Sexual Harassment- its prevention
and redressal, TCIL web- site Corporate Governance
link designed & developed, declaration
on compliance to the Code signed by all Union
officials in Kolkata, Joint Dialogue by MD/
Ethics officer highlighted concerns raised
& resolved, action plans on feedback of
MBE Assurance survey; Sexual Harassment Prevention
Policy introduced.
|
| |
| Strategic
Goals & KEPs |
|
- Strategic
goals aligned to Vision identified
- Strategic
objectives identified against strategic goals.
- Deployment
thru’ BSC methodology
|
Cascading of MD’s BSC for deployment
& organizational alignment |
- Short
Term / Long Term Action Planning in line with
Strategic Objectives
- Key
Enterprise Processes (KEPs) identified with
Key Performance Measures (KPMs)
|
| |
| Quality
Management Structure |
|
- Business
Council comprising of Sr.Leaders & led
by MD.
- TBEM
Category Team led by Functional / Divisional
heads.
- Business
Sub-Council comprising of Divisional / Departmental
Heads.
- TBEM
Assessors: 58 Internal Assessors / 36 nos.
of External Assessors and 5 SAP Participants,
CII Assessors: 16 External Assessors.
- Awareness
training on TBEM organized for Executives
since 1999 onwards (All Executives have been
covered thru' TBEM 'O' Module and BEAM Programs)
|
| |
| Balanced
Score Card |
|
In
order to achieve Strategic Objectives which address
Strategic Challenges, TCIL develops Long term
and Short term action plans with measures and
targets during SPP using MOAC. The action plans
are deployed using the BSC methodology. Corporate
BSC is cascaded to 7 Functional BSC and further
cascaded to KRAs of Executives and KPIs for Operating
units using the KPM tree. Corporate BSC measures
are reviewed at Business Council and various performance
review forums and action plan changes are documented. |
| |
| Monitoring
& Review system |
|
Examples
of Measures/ Indicators for monthly reviews
by MD and Senior Leaders |
Functions |
KPMs
for ST Plans (Reviewed Daily monthly) |
KPM
for LT Plan (Review Quarterly / Annually) |
Strategic
Objective |
| Marketing
& Sales |
NRs, Collections, Debtors, Despatch, Compliance,Stocks,
Order Status, Sales, Exports |
Customer-Sat Index, No. of new packaging
solution Domestic Market Share ,Export as
% of Sales |
Increase engagement across the industry
(A2)Build & Promote Competitive products
(A3) |
| Operations |
Production, Mill Availability, Thru’put,
Quality & Material Yield, Downtime,
Power & Stores Consumption, Dispatch
compliance, R&M cost, Processing cost |
OEE, ETP Production |
Increase Scale of Operation (E2), Build
& Promote Competitive products (A3),
Become Cost Competitive (E3) |
| Finance |
WC, Cash Flows, Interest rates |
EVA+ ,WC Efficiency ,ROCE%, WACC |
(Enhance Share Holder value)E1, Become
Cost competitive (E3) |
| Supplier
–Partner |
Tin Stock, Inventory, Transporter performance,
PR to PO time, GRN Cycle Time, Stock out,
compliance on quality |
Supply compliance for Tin and HRC , Supplier
satisfaction Index |
Long term agreement
with suppliers (B1), Enhance Supplier Satisfaction
(B2) |
| HR |
Training Coverage, Statutory Compliance,
Grievance Handling, Absenteeism |
Training Satisfaction Index, IR Index,
CRIEmployee-Sat Index |
Reducing turnover
among officers/ executives in core Functions
(C2), Strengthen I.R climate (C3), Move towards
Sustainable, renewable community support
(D1) |
|
| |
| People
Motivation & Performance Orientation |
|
- Adoption of Group
HR Guidelines
- Identification of successors
- Sending of future leaders to General
Management Programs at IIM-A & XLRI
- Systemic Integration of Company wide improvement
initiatives
- BE Nite Recognitions (Assessors,
Individual Excellence, Community Services, Group
Award / Team Excellence, Stakeholder Recognition,
NGOs for partnering in Community, Bench marking
Projects)
- Performance Bonus (Achievements
including beyond immediate portfolio)
- Quarterly Suggestion Awards (Suggestion Box Schemes
for getting Innovative Ideas)
- Recognizing
Diploma Achievers (encouraging on-job individual
learning by unionized personnel)
- Winners
of Ethics Month, Business Excellence Month, Gyan
Vardhan Month & Safety Month Events
|
| |
| Customer
Orientation |
|
- Bifurcation of Marketing / Sales function.
- KAM Initiatives, structured visit to customers.
- Customers visit to plant.
- Customer Contact Programs.
- Yearly Customer Satisfaction Survey / Feedback.
- Marketing Bulletin, Zonal Khabar.
- Complaint management system.
- Focus on Product & Market Development and Solution
Provider.
- Tinplate Promotion Council.
- Interaction with Professional Industry
Bodies- Indian Institue of Packaging (IIP), Central
Food Technological Research Institute (CFTRI)
|
| |
| Leadership |
|
Evaluation
and Improvement |
Year |
Source
(Issues) |
Action
Taken |
| 01-05 |
TBEM (Measure social responsibility) Pro-activeness
in societal concerns |
CRI introduced in BSC; Instituted EMS
ISO 14001 certified and OHSAS |
| Leadership / communication effectiveness
survey |
Lotus Notes deployment
with access to leadership |
| Raising CoC concerns (Ethics survey) |
CoC Implementation Process improved |
- ESSurvey (In House); JN Tata feedback:
leadership effectiveness survey (in
House) based on Metric format designed
for Tata Steel
- TBEM: process for knowledge sharing
- early stages
- CII Exim feedback: Leadership development
/ succession planning in view of future
business needs
- Recognition of Customers /Suppliers
|
- Redefining attributes based on Tata
Steel Learning
- Re-inforced KM initiatives with the
help of KM group Tata Steel; Formation
/ facilitation of KM communities; Capturing
knowledge asset thru’ IT.
- Re-organisation w.e.f 1st April’04
- Introduced recognition of suppliers
& customers in B.E Nite and TPC
Award Nite
|
| Re-visiting Strategy & Strategy mapping
sessions (thru’ BE Group -Tata Steel)
: Measurement of CoC deployment |
Re-validating 2005-10 strategy with BCG,
refining Strategy Map and Corporate + Fnl.
BSC’s; MBE Survey on CoC by Metric
consultant. |
| 06-07 |
Re- visiting Strategy alignment process
thru MOAC ; Re-visiting Leadership system |
Aligning Stakeholder requirements and
Strategic Challenges with Strategic Objectives,
Short term and long term action plans with
measures and targets |
|
| |
| Information
Technology |
|
- Company has implemented Baan ERP during Oct'2003
- Fibre Optic LAN at Jamshedpur office/works
- VPN WAN through leaseline, tataindicom vdata card
for non-Jamshedpur locations
- EVA storage for higher availability of ERP
- Lotus Notes for effective and faster communication
and e-workflows towards less paper organization.
- Deployment of websites www.tatatinplate.com, www.tpcindia.org
and www.tinplatehospital.com for stakeholders
- Intranet sites for information sharing
- Implemented Swipe Card attendance system for all
Jamshedpur employees to decentralize the time office
- Web based Knowledge Management Process
- Information Kiosk for employee information sharing.
- Video Conferencing facility among Jamshedpur,
Kolkata, Mumbai and Delhi for communication.
- Cisco firewall for network security.
- Spam Filter for message / mailing security
- Disater recovery site for ERP.
- Fire alarm system for IT datacenter security.
|
| |
| Participation
in BE External Assessment Process |
|
- TBEM
Assessments
- 1998 : 129 Points
- 1999 : 131 Points
- 2001 : 342 Points
- 2002 : 443 Points (Highest Delta)
- 2003 : 508 Points (Award for Active
Promotion)
- 2004 : 539 Points
- 2005 : 553 Points
- 2006 : 580 Points
- 2007 : 605 Points (JRD QV Award)
- 2008 :
614 Points
- CII
EXIM Bank Award Assessments.
- Commendation for Strong Commitment to TQM
(2003)
- Commendation for Strong Commitment to TQM
(2004.
- Commendation for Strong Commitment to Excel
(2004).
- Commendation for Strong Commitment to Excel
(2005).
- Commendation for Significant achievment Award (2006)
- Certification for Significant Achievement
(2007)
- IMC
RBNQA Award Assessment.
- JN
Tata Award Assessments.
- JN Tata Award (2004) - Overall Best Associate
Company.
- JN Tata Award (2005) - Best Associate Company.
- JN Tata Award (2006) - Best TIS Group of
Companies.
|
| |
| Improvement
Initiative |
|
TPM,
Benchmarking Process, New Poduct & Market
Development Process
TOP, Six-sigma, TPM deployment, KM site, BM projects,
re-introduced practice of overseas technical training,
ERP implementation, Interface with CORUS, TBEM
process, e-workflows using Lotus Notes , CCHP,
ISO Systems (9001, 14001 & 18001) certification,
WIN Intervention, BCG, New Product Development
and Business Development, Project Management
Examples
of Continuous & Breakthrough Improvement |
Continuous
Improvement |
Breakthrough
Improvement |
- ETP
quality yield (87% to 93%)
-
Processing Cost (Rs 4763 pmt. to Rs4514
pmt.
- Mill
availability of 6 Hi/ETP
-
Improvement in Corporate responsibility
index.
- Improvement
in grievance handling cycle time
|
- Commissioned
DD shear in 4 days against 7 days world
record
- Developed
new product –Soft DR
- Converted
Tinplate Hospital into profit centre
-
OTSC & TFS line speed at ETP and
6 Hi first pass, speed
- HRC
material yield saving with Ryerson /
Tubes
|
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