With the introduction of Liberalization, Privatization and Globalization policy of the Government, Indian industry was exposed to global competition and the Indian companies were adopting different approaches for excelling in their areas of operation. Lean, TPS , TQM (Deming model, Malcolm Baldridge and EFQM models), were some of the paths adopted by different companies.
At TII, our journey towards excellence began with introduction of TQM which focuses on Customer, Continuous improvement, Employee involvement, Employee empowerment, and building a learning organisation.We embraced TQM and the EFQM model as a driver in 1998 and within the framework of TQM, some of the businesses adopted TPM as an approach to excel. In the process, Customer focus, Continuous improvement, People involvement, Employee empowerment, and building a learning organization has become the Mantra. Though we had substantial gains from these initiatives / approaches the drive needs to continue.
To further strengthen the manufacturing processes and to have a focused approach on Quality, TQM approach was driven for improving product quality and product capability. After a decade, we had a review of the initiatives which has resulted in few directional changes.
With recent advances in technology and communication came changes in the way we do business. Today we do business in a world market and parts and supplies are commonly sourced from around the world. Competition for business just keeps increasing. Companies must look for ways to reduce waste and improve product quality to remain competitive. “Organizations must do more with less”. We need to be adoptable to the changes in the market and economy. Under this context, TII started Lean implementation focusing on eliminating / reducing waste in the value chain and improving customer defined value to product and services.
To drive Operational Excellence, an Apex committee was formed at the corporate level, and at each business an OPEX committee was also formed with the Business Head as Chairman. For further accelerating and strengthening the OPEX drive and aligning them appropriately in the business, a new Function named Manufacturing Engineering & Technology (MET) was formed under which an OPEX cell was developed with clear roles and responsibilities.
To start with, we focused more on Manufacturing and the roles of Operations, Manufacturing Engineering & Technology (MET) and Corporate Technology Centre (CTC) were defined as shown in the figure below.Operations and MET is responsible for creating basic excellence in manufacturing through 5S, 3M, SHE, SOP and DWM. Restoration and prevention of failures and improvement through benchmarking will be focused by all the three (Operations, MET and CTC). Creating breakthrough with appropriate technology and systems is identified as focus areas for MET and CTC. We strongly believe, Operational Excellence is a never ending journey and has to be imbibed in both heart and head, in that order of priority.Our journey continues…!
We strongly believe, continual improvement is a never ending journey and has to be imbibed in both heart and head, in that order of priority.Our journey continues…!
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