All Posts Tagged With: "Tata"
Tata: World-Class Baldrige Role Model
If your organization wants to achieve and sustain excellent performance, you need a proven, systematic approach. For the Tata companies, India’s largest business conglomerate, that approach is the Tata Business Excellence Model (TBEM), which is adapted from the Baldrige model.
It’s an approach Honeywell took in the mid-1990s with measurable results. As the average scores of its internal Baldrige assessments improved, so did its operating profit.
Tata companies has also internalized the Baldrige process, which is managed by Tata Quality Management Services (TQMS). The description of the Tata process from its Web site sounds exactly like the Baldrige application process:
15Aug2011 | Steve George | 0 comments | ContinuedThrough TBEM, TQMS helps Tata companies gain insights on their strengths and their opportunities for improvement. This is managed through an annual process of applications and assessments. Each company writes an application wherein it describes, in the context of the TBEM matrix, what it does and how it does it. This submission is then gauged by trained assessors who study the application, visit the company and interact with its people. The assessors map out the strengths and improvement opportunities existing in the company before providing their feedback to its leadership team.
TQMS trains and certifies assessors, who are selected from across the group, and…
Baldrige and the Tata Companies
The Tata companies, primarily based in India, employ 357,000 people and have annual revenues exceeding $70 billion. In 1994, its senior leaders chose the Baldrige model as the foundation of a new internal award called the JRD Quality Value Award.
Tata’s award process, which aligns with the Baldrige application process, is called the Tata Business Excellence Model, reaffirming its cultural significance. Tata companies must score 600 or higher to win the award. To date, eight companies have received it: Tata Steel, Tata Consultancy Services, Tata Motors, Titan Industries, Tata Chemicals, Tata Metaliks, The Tinplate Company of India, and Telcon.
At its annual Business Excellence convention in 2006, Chairman Ratan Tata said, “Excellence is not something we can buy. It is not something that we can acquire overnight. It is a long process. It takes commitment…This is not a world of just taking awards. It is a long, twisted, difficult road, filled with obstacles. Let us all keep excellence and operations through excellence as being our guidelines as we move into the future and continue to believe in what we are doing, so that we can continue to lead and never to follow.”
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