leadership team
DESCRIPTION
bem sessionTRANSCRIPT
CASE STUDY
TECH-INN SOLUTIONS LIMITED
Organisation Description
TISL – Tech-inn Solution Limited50:50 JV between TATA Ind. And Innovative
solution inc.H.O. @ Pune.Total Revenue – Rs. 450 Cr. with sales ratio
improving to 8.5%.
Main products and services To provide Automation and Control solution in the
form of product , systems and services to industries, Homes and bldg, govt. and Defence establishments
SBUs :
1. Industrial ISI (IS)
2. Building controls (BC)
3. Security Growth Initiative
4. Global Services (GS)
5. Control Products (CP)
6. TSS (Growth initiative)
VISION To be a global admired enterprise of knowledge worker
which passionately Combines innovation and technology to create and excel in automation solutions that continuously add value and prosperity to all stake holders.
MISSION – Statement Of Purpose Enhance productivity, comfort and safety of everyone
through, continuous learning and investments in technology, facilities, operating practices and people.
VALUES Customer focus in all our processes and decisions. Integrity at all times, whenever and wherever we
operate Innovation to add exceptional values Discipline team work Agility to sustain leadership
Organisation Culture
Workforce profile
EDUCATION
Workforce profile
BU / DEPARTMENT
Workforce profile
FUNCTION
Workforce profile
LOCATION
Workforce profile
EXPERINCE
Preface:-ORGANISATIONAL RELATIONSHIPS
Markets & Geographies: TISL strives to leverage on its well proven business model
based on operational excellence at the core and aims to provide cost-effective, reliable and long term solutions to automation and control needs of various segments that it operates in.
MARKET SEGMENTATION is based on the specific outcomes and differentiated value propositions that are preferred by most of the customers in respective segments.
Partnering Relationships &Supply Chain Requirements
• All work system processes including those for vendor evaluation, communication, negotiations, performance monitoring are monitored under the SOPs are ISO 9001:2000.
• The customer specifications are critical inputs for the procurement of project specific buy-outs and hence vary project to project.
• The six sigma projects have further contributed to minimization of variations thus enhancing the manufacturing productivity.
• The role of suppliers is therefore critical to TISL to provide products and services in agreed time at the lowest cost as per the agreed specifications.
Strategic Relationship
End-User Customer
StrategicRelationships
SuppliersIntermediateCustomers
InternalPartners
StrategicAlliances
CompetitorsJointVentures
ExternalPartners
Mapping the Path to Market Leadership
Market-OrientedCulture and
Process
SuperiorCustomer
ValueProposition
Positioningwith DistinctiveCompetencies
RelationshipStrategies
OrganizationalChange
The rationale for inter organizational relationships
Rationale forForming Strategic
Relationships
Value-enhancingopportunities
Competitivestrategy
Skills andresourcegaps
Environmentalcomplexity
Forms of organizational relationships
Firm
Supplierrelationships
Customerrelationships
Internalpartnerships
Lateralpartnerships
ORGANAIZATIONA CHALLENGES
1. Competitive Challenges
2. Principal factors that determines success
3. Sources of comparative & competitive data
Difficulties in obtaining data
4. Strategic challenges and advantages
5. Performance improvement
Strengths• Excellent rapport with ISI• Innovative ideas supported through pilot projects & testing• Six sigma certification• Excellent software support• Online supplier transaction• Adapted JIT
OFI’s•No teamwork at all levels and projects•Much more dependant on ISI for product range development•Inconsistent in executing projects across all locations
Leadership
• SENIOR LEADERSHIP• It comprises of MD and the heads of
the SBUs, Work Centers and Support functions.There are four focus areas:1.Goal setting2.Deployment3.People Motivation4.Performance Review
Goal Setting•VMV
•STRAP
•AOP
Review•SBU review
•Weekly review
•Ops Review
•Capex Review
•Initiative review
Stake holders feedback
•Share holders•Board Meeting•Customer satisfaction survey•Employee satisfaction survey•Supplier satisfaction survey
Deployment•PPMS
•MRR
•Org. design
•L&D
Motivation and Empowerment
•Resource plan
•Authority schedules
•Roles and responsibility
•Committees/Team
Distributed leadership
Leadership by
Consensus
Info. System driven Ops excellence
Environment of empowerment . Innovation and
Agility
April to March
Review Review
Dec. to March
April to March
STRENGHTS1. ORGANISATIONAL PROCESSES-PPMS,MRRAND L AND D
2. OPEN FORUM MEETINGS,CUSTOMER PRESENTATION,CHANNEL PARTNER CONFERENCE
3. 360° FEEDBACK BY BOARD MEMBERS4. SLT LEAD BY EXAMPLE
4. COMPLIANCE REPORT TO MD
5. ENCOURGES PEOPLE INVOLVEMENT IN LONG TERM DECISION MAKING
6. 5Ws AND 1 H
7. SIX SIGMA, ERP AND CROSS FUNCTIONAL TEAMS.
COMMUNICATION• Communication and Workforce Engagement
• Engaging the Workforce for sustained High Performance
• Two –Way communication
• Communication of performance Analysis,Reviews and Decisions Taken
COMMUNICATION AND WORKFORCE ENGAGEMENT
SLT manages the communication with employees in various
ways including informal and formal interaction and Corporate communication.
e.g.: OPEN DOOR POLICY: Done by SLT members once every month
CORPORATE COMMUNICATION DEPARTMENT GIVES FEEDBACK SO AS TO IMPROVE THE EFFECTIVENESS.
Engaging the Workforce for Sustained High Performance.
Creating and institutionalising the environment for empowerment , innovation and agility.
Encourages dept. level recognition of their employees for efforts and achievements through Periodic Awards & Appreciation Letters
Two-Way Communication
• Open for all stakeholders
• Bring in competitor and market related information that could impact the success
Communication of performance Analysis,Reviews & Decisions Taken
Action taken
Communication to Concerned MOM
BU/Dept. WC
Accomplishment Of Strategic Objectives
• Strategic Action Plan• Review Of Performance• Performance Improvements• Balancing Values For Stakeholders
Strengths
• Update The Expectations Of Stakeholders• Analysis Of the Feedback & Used in STRAP• Analysis On a
Weekly/Monthly/Quarterly/Yearly Basis• All Employees have Access to Information• Automation of SCM of IOCL• Process Improvements Incorporated in the
ISO 9001 Manual
Performance Measures Reviewed By SLT
Periodicity Agenda Reviewed By
Daily To review critical areas of Improvement
MD & SBU Heads
Weekly &Monthly To review the operations of the SBU
MD, SBU Heads, Departmental Heads
Half Yearly Individual PPMS Review Managers + SLT members
Yearly Business Performance MD, SBU Heads & Other Dept. Heads
Governance and Social Responsibility
SLT Performance Evaluation SLT performance evaluation is based on:Organizational / SBU/ Functions performance Vs. AOP targets.Enhancement in customer Satisfaction based on the survey findings and feedback from customers.Enhancement in Employee satisfaction.Employee feedback through open forum.360° feedback for Individuals.Feedback from Shareholders, Suppliers, Dealers etc.
Legal and Ethical behaviourThe responsibility towards society and community is
sought to be exercised through the following means :By ensuring continuous compliance of products &
operations to statuory and regulatory requirements.By ensuring environmental friendly operations.By conducting business with integrity and in an ethical
manner.By an exemplary code of conduct in terms of laws and
regulations of the land.Supporting local bodies towards community service
and community initiatives.Training and Employment to Students.By Providing education and guidance to students
through colleges.
IMPACT OF PRODUCT & SERVICES
• SOCIAL IMPACT•REDUCTION OF POLLUCTION•ENHANCE PEOPLE SAFTY
REGULATORY & LEGAL REQUIREMENT
• ENVIRONMENTAL REGULATION• HEALTH & SAFTY• EXCISE DUTY • SALES TAX • OCTROI • CUSTOMS DUTY
Ethical Behaviour indicators
• Code of conduct –COC
• Customer committed
• Suppliers as partners
• Transparency
• Stakeholder rating & feedback
Strengths
• Ethical compliance
• Documents pertaining to ethics
• Expert advice/ authorized assesments
Opportunities for improvements
• Breach of ethical behaviour
• Control mechanism
Support to key communities
• ASHA- Association for Serenity & Hope for All
• Key community- engineering & management students
• Community development
Opportunities for improvements
• Environment conservation
• Health & safety
ScoreCategory Percentage Score (out of 120)
Senior Leadership (70 pts)
70 % 49
Governance and CSR (50 pts)
75 % 37.5
Total 96.5
THANK YOU