1. WORLD CLASS ENTERPRISE”
“JOURNEY TOWARDS
WORLD CLASS ENTERPRISE”

2. SITUATION ANALYSIS
CHALLENGES OF GLOBAL MARKET

3. C T Q HOW TO MEASURE COMPETITIVENESS IN GLOBAL MARKET??
• Cost : Minimum
• Time: Shortest (order taking to delivery)
• Quality: World class
C T Q
COMPETITIVE QUALITY

4. But, in real life is it possible ?
THE MANAGERIAL CHALLENGE?
To make more profit the challenge is to
• Reduce COST
• Reduce lead TIME
• Improve QUALITY
IDEAL SITUATION
• Best quality raw materials at minimum price
• Your people and processes produce world class quality
• Your products are picked up by customers at your price
But, in real life is it possible ?

5. HOW TO ENHANCE COMPETITIVENESS?

6. ROADMAP TOWARDS EXCELLENCE…

7. HOW TO MOVE UP THE LADDER??
Level 1~2
Level 2~3
Level 3~4
Level 4

8. “OVERVIEW OF LUCAS-TVS LTD”

9. CUSTOMER PHILOSOPHY GROUP OVERVIEW “A CUSTOMER IS THE MOST IMPORTANT
VISITOR ON OUR PREMISES
HE IS NOT DEPENDENT ON US
WE ARE DEPENDENT ON HIM
HE IS NOT AN INTERRUPTION IN OUR WORK
HE IS THE VERY PURPOSE OF IT
HE IS NOT AN OUTSIDER ON OUR PREMISES
HE IS A PART OF IT
WE ARE NOT DOING
HIM A FAVOUR BY SERVING HIM
HE IS DOING US A FAVOUR BY GIVING
US AN OPPORTUNITY TO DO SO”
M K Gandhi
GROUP OVERVIEW
• Started in 1911
• India’s largest auto component manufacturer and exporter
• TVS group sets standards as market leaders
• USD 2 Billion, 32 companies, 25 product lines, employees

10. CORPORATE CULTURE
• CUSTOMER FOCUS
• EMPLOYEE INVOLVEMENT
• INNOVATION
• ETHICAL PRACTICES
INNOVATION
• Only manufacturer to offer complete range to all segments
• Lowest Cost Producer
• In the last 40 years supplied products in most of the Vehicle
Launches in India ( 40 million rotating machines supplied)
• Biggest R&D centre in India for Auto electrical
• First to introduce Cellular Manufacturing in India

11. • WORLD CLASS COMPETITION • NON-COMPETITIVE INTERNATIONAL PRICES
MID 1980’S SCENARIO AT LUCAS TVS & REALISATION FOR 21st CENTURY
• HIGH VARIETY
• LOW VOLUME
• WORLD CLASS COMPETITION
• NON-COMPETITIVE INTERNATIONAL PRICES
• NEED TO IMPROVE PRODUCT QUALITY
• LACK OF QUICK RESPONSE TO CUSTOMERS
• SOME OUTDATED PRODUCTS (26% OF TOTAL TURNOVER)

12. KEY DIRECTION CHANGES IN 1980’s

13. Well Established Engineering Facilities
Over 60% of Lucas-TVS revenues are based on products
developed in-house
Product Development Capabilities
Lucas-TVS follows established National, International and
Customer-based standards in product testing
Advanced Engineering at Lucas-TVS
Lucas-TVS is focusing on developing its technology to
maintain its leadership position

15. KEY TECHNIQUES • PRODUCTION FLOW ANALYSIS
• RUNNER, REPEATER, STRANGER ANALYSIS
• PRODUCT STRUCTURE TREE
• INPUT/OUTPUT CHART
• SIMULATION
• FLOW CHART
• PROCESS CAPABILITY STUDIES
• DMCP/DMUS ANALYSIS

16. JOURNEY TOWARDS MANUFACTURING EXCELLENCE

17. CONTINUOUS IMPROVEMENT
TQM FUNDAMENTALS
CUSTOMER FOCUS
PROCESS MANAGEMENT
TQM & HR
CONTINUOUS IMPROVEMENT

18. Customer Focus
Process mgmt
• CUSTOMER DEFINES QUALITY
- Must be Quality
Attractive Quality
• CUSTOMER CONSCIOUSNESS
- Next Process “is my Customer”
• ORGANISATIONAL MARKETING
• PROCESS ORIENTATION
• PROCESS MAPPING
• Use of “SOP’s” TO MAINTAIN
PROCESS
• PROCESS IMPROVEMENT
Continuous Improvement
TQM & HR
•TRAININGS
TEAM WORK
CFT
QUALITY CIRCLES
ROUTINE MANAGEMENT
PDCA APPROACH TO WORK

19. RESULTS IN TERMS OF QCDM BASIS

20. c

21. D

22. M