tata businesss excellence model
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7/28/2019 TATA Businesss Excellence Model
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1. TBEM is a customised to Tata adaption of the globally renowned Malcom Balbridge
Model.TBEM is used by Tata companies to stay in step with the ever-changing businessenvironment
TBEM
TBEM is on seven core aspects of operations: leadership, strategic planning, customer and market focus,
measurement, analysis and knowledge management, human resource focus, process management andbusiness results. Performance is measured in absolute points; companies have to achieve a minimum of 500
points (out of 1,000) within four years of signing the BEBP agreement. Achievements are awarded by recognition
across the Group. TQMS helps Tata companies use the model to gain insights on their business strengths and
opportunities for improvement. This is managed through an annual process of assessment and assurance. The
model, through its regular and calibrated updates, is used by Tata companies to stay in step with the ever-
changing business environment.
TBEM Criteria Purpose
Tata Business Excellence Model (TBEM) is the basis for conducting organisational assessments and for giving
feedback to applicants. In addition, the Criteria have three important roles in strengthening competitiveness:
to help improve organisational performance practices, capabilities, and results
to facilitate communication and sharing of best practices information among organisations of all types
to serve as a working tool for understanding and managing performance and for guiding organisational planning
and opportunities for learning
TBEM based Performance Excellence Goals
TBEM Criteria is designed to help organisations use an integrated approach to organisational performance
management that results in
delivery of ever-improving value to customers and stakeholders, contributing to organisational sustainability
improvement of overall organisational effectiveness and capabilities
organisational and personal learning
The Role of Core Values and Concepts
The TBEM Model
Category 1: Leadership
Leadership addresses how your senior leaders guide and sustain your organisation, setting organisational vision,
values, and performance expectations. Attention is given to how your senior leaders communicate with your workforce, develop future leaders, measure organisational performance, and create an environment that
encourages ethical behaviour and high performance. The Category also includes your organisation’s governance
system and how it ensures ethical behaviour and practices good citizenship.
Category 2: Strategic Planning
Strategic Planning addresses strategic and action planning, deployment of plans, how adequate resources are
ensured to accomplish the plans, how plans are changed if circumstances require a change, and how
accomplishments are measured and sustained. The Category stresses that long-term organisational
sustainability and your competitive environment are key strategic issues that need to be integral parts of your
organisation's overall planning. While many organisations are increasingly adept at strategic planning, plan
execution is still a significant challenge. This is especially true given market demands to be agile and to be
prepared for unexpected change, such as disruptive technologies that can upset an otherwise fast-paced but
more predictable marketplace. This Category highlights the need to place a focus not only on developing your
plans but also on your capability to execute them.
Category 3: Customer & Market Focus
Customer and Market Focus addresses how your organisation seeks to understand the voice of the customer
and of the marketplace, with a focus on meeting customers’ requirements, needs, and expectations; delighting
customers; and building loyalty. The Category stresses relationships as an important part of an overall listening,
learning, and performance excellence strategy. Your customer satisfaction and dissatisfaction results provide
vital information for understanding your customers and the marketplace. In many cases, such results and trends
provide the most meaningful information, not only on your customers’ views but also on their marketplace
behaviours (e.g., repeat business and positive referrals) and how these views and behaviours may contribute to
the sustainability of your organisation in the marketplace.
Category 4: Measurement, Analysis and Knowledge Management
The Measurement, Analysis, and Knowledge Management Category is the main point within the Criteria for all
key information about effectively measuring, analysing, and improving performance and managing organisationalknowledge to drive improvement and organisational competitiveness. In the simplest terms, Category 4 is the
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“brain centre” for the alignment of your organisation’s operations with its strategic objectives. Central to such use
of data and information are their quality and availability. Furthermore, since information, analysis, and knowledge
management might themselves be primary sources of competitive advantage and productivity growth, this
Category also includes such strategic considerations.
Category 5: Workforce Focus
Workforce Focus addresses key workforce practices-those directed toward creating and maintaining a high-
performance workplace and toward engaging your workforce to enable it and your organisation to adapt tochange and to succeed. The Category covers workforce engagement, development, and management in an
integrated way (i.e., aligned with your organisation’s strategic objectives and action plans). Your workforce focus
includes your capability and capacity needs and your workforce support climate. To reinforce the basic alignment
of workforce management with overall strategy, Criteria also covers human resource planning as part of overall
planning in the Strategic Planning Category
Category 6: Process Management
Process Management is the focal point within the Criteria for your key work systems and work processes. Built
into the Category are the central requirements for identification and management of your core competencies to
achieve efficient and effective work process management: effective design; a prevention orientation; linkage to
customers, suppliers, partners, and collaborators and a focus on value creation for all key stakeholders;
operational performance; cycle time; emergency readiness; and evaluation, continuous improvement, and
organisational learning. Agility, cost reduction, and cycle time reduction are increasingly important in all aspects
of process management and organisational design. In the simplest terms, “agility” refers to your ability to adapt
quickly, flexibly, and effectively to changing requirements. Depending on the nature of your organisation's
strategy and markets, agility might mean rapid change from one product to another, rapid response to changing
demands, or the ability to produce a wide range of customised services. Agility also increasingly involves
decisions to outsource, agreements with key suppliers, and novel partnering arrangements. Flexibility might
demand special strategies, such as implementing modular designs, sharing components, sharing manufacturing
lines, or providing specialised training. Cost and cycle time reduction often involve Lean process management
strategies. It is crucial to utilise key measures for tracking all aspects of your overall process management.
Category 7: Business Results
The Results Category provides a results focus that encompasses your objective evaluation and your customers'
evaluation of your organisation’s products and services, your overall financial and market performance, your
workforce results, your leadership system and social responsibility results, and results of all key processes and
process improvement activities. Through this focus, the Criteria's purposes - superior value of offerings as viewedby your customers and the marketplace; superior organisational performance as reflected in your operational,
workforce, legal, ethical, and financial indicators; and organisational and personal learning - are maintained.
Category 7 thus provides “real-time” information (measures of progress) for evaluation and improvement of
processes, products, and services, in alignment with your overall organisational strategy. Item 4.1 calls for
analysis and review of results data and information to determine your overall organisational performance and to
set priorities for improvement.
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so this is all about TBEM Tatas business Excellence model as an example for change management.
TBEM- Tata Business Excellence ModelThe TBEM matrix is used for the organisational self-assessment of Tata companies, recognition and awards, and
for providing feedback to applicants. In addition, TBEM plays three important supportive roles in strengthening
the competitiveness of Tata companies:
It helps improve business excellence practices, capabilities and results.
It facilitates communication and sharing of best practices among Tata companies.
It serves as a working tool for understanding and managing performance, for providing planning guidance, and
for identifying learning opportunities.
The TBEM methodology comprises a set of questions that applicant Tata companies have to answer. Its mainobjectives are to enhance value to customers and contribute to marketplace success; maximise enterprise-wide
effectiveness and capabilities; and deliver organisational and personal learning. The methodology is built on the
following set of interrelated core values and concepts: visionary leadership; customer-driven excellence;
organisational and personal learning; valuing of employees and partners; agility; future focus; managing for
innovation; management by fact; social responsibility; results and value creation; and systems perspective.
The core values and concepts of TBEM are embodied in seven categories: Leadership; strategic planning;
customer and market focus; measurement, analysis and knowledge management; human resource focus;
process management; and business results. The TBEM system focuses on certain key areas of business
performance: customer-focused results; product and service results; financial and market results; human
resource results; organisational effectiveness results; governance and social responsibility results.
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The set of questions to be addressed by an applicant for TBEM-based assessment comprises result-oriented
requirements. However, TBEM does not offer any prescriptions, and with good reason. The focus is on results,
not on procedures, tools or organisational structures. Companies are encouraged to develop and demonstrate
creative, adaptive and flexible approaches for meeting basic requirements.
In a speech , Mr Tata also said: “When we started [the TBEM] process, some of us, and certainly I, felt frustratedbecause I sensed a great deal of cynicism among many people who thought all this was unnecessary, that it was
just a fad.” Time ? and TBEM ? has proven how much attitudes have changed, and how far down the road Tata
companies following the methodology have come.
Posted in Blogs.
By Flickering Candle – February 9, 2007