A PROJECT REPORT ON

“TEAM LEADER AND GROUP LEADER”

TATA MOTORS LTD. LUCKNOW

09TH JUNE, 2015 TO 17TH JULY, 2015

Submitted by:- Neha Shukla

MBA (IB)INSTITUTE OF MANAGEMENT SCIENCES,

UNIVERSITY OF LUCKNOW Under the guidance of

Mr. ALOK ARORAProject GuideMANAGER CQ DEPARTMENT

DECLARATION

I hereby declare that project work is an authentic record of my own work carried out at TATA MOTORS Ltd., Lucknow as requirement of four weeks project for the award of degree under the guidance of Mr. Alok Arora during the period of 09th June, 2015 to 17th July, 2015.

Neha ShuklaROL NO- 15001117035

IMS, LUCKNOW

ACKNOWLEDGEMENT

“A novice cannot do great tasks. Many great people contribute to completion of his work directly or indirectly.”

Words fail me to express my sincerest gratitude to this esteemed organisation that has conferred on me the

privilege to pragmatically convert my theoretical knowledge into practicably viable experience.

I owe a particular debt of gratitude for Mr. Alok Arora who gave me the opportunity to work under his expert guidance, sparing valuable time from his busy schedule to help me move in the right direction. He has been very kind and cooperative to serve my technical queries.

“A novice cannot do great tasks. Many great people contribute to completion of his work directly or indirectly.”

Words fail me to express my sincerest gratitude to this esteemed organisation that has conferred on me the privilege to pragmatically convert my theoretical knowledge into practicably viable experience.

I owe a particular debt of gratitude for Mr. Alok Arora who gave me the opportunity to work under his expert guidance, sparing

valuable time from his busy schedule to help me move in the right direction. He has been very kind and cooperative to serve my technical queries.

I would like to take the opportunity to thank all the associates of TATA Motors for their guidance &

support, without which it would have been a mammoth task to complete this project.

In the end I would like to thank the HR dept. for providing me the opportunity to add a new dimension in my knowledge by getting training in this esteemed organization.

DATED – 17TH JULY 2015 NEHA SHUKLA

MASTERES IN BUSINESS ADMINISTRATION

INTERNATIONAL BUSINESS

CERTIFICATE

This to certify that NEHA SHUKLA pursuing MBA from International business stream of Institute of Management Sciences has successfully completed her project given to her during summer training under the Central Quality department, at TATA MOTORS, Lucknow.

PROJECT NAME:- “ IS TEAM LEADER AND GROUP

LEADER EFFECTIVELY DIPLOYED IN TATA MOTORS OR NOT”

PREPARED BY:-NEHA SHUKLA

PROJECT GUIDE: -Mr. ALOK ARORA (CENTRAL QUALITY)

SUBMITTED TO:-Mr.PRASHANT PANDEY (Training Incharge HR)

Tata Motors Limited (formerly TELCO, short for Tata Engineering and Locomotive Company) is an Indian multinational automotive manufacturing company headquartered in Mumbai, Maharashtra, India and a subsidiary of the Tata Group. Its products include passenger cars, trucks, vans, coaches, buses, construction equipment and military vehicles. It is the world's 17th-largest motor vehicle manufacturing company, fourth-largest truck manufacturer, and second-largest bus manufacturer by volume.

Tata Motors has auto manufacturing and assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad, and Pune in India, as well as in Argentina, South Africa, Thailand, and the United Kingdom. It has research and development centres in Pune, Jamshedpur, Lucknow, and Dharwad, India, chintalapudi and in South Korea, Spain, and the United Kingdom. Tata Motors' principal subsidiaries include the British premium car maker Jaguar Land Rover (the maker of Jaguar, Land Rover, and Range Rover cars) and the South Korean commercial vehicle manufacturer Tata Daewoo. Tata Motors has a bus-manufacturing joint venture with Marco polo S.A. (Tata Marco polo), a construction-equipment manufacturing joint venture with Hitachi (Tata Hitachi Construction Machinery), and a joint venture with Fiat which manufactures automotive components and Fiat and Tata branded vehicles

INTRODUCTION TO TATA MOTORS

Established in 1945, India’s largest automobile company

Revenue Rs 188,818 Cr in FY 12-13

Leadership position in Commercial Vehicles, over 4 million vehicles on Indian roads

Global no. 4 in M&HCV Trucks and Buses

No. 4 in Passenger Car Vehicles in India

Jaguar Land Rover part of portfolio

Over 7.5 million vehicles on Indian Roads

Strong Subsidiaries / Associates - Tata Daewoo, Hispano, Telcon, Tata Technologies, European Technical Centre in UK and Tata Motors Thailand

In 2006, joint venture with the Brazil-based Marco polo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches. Set up Plants in Lucknow and Dharwad.

Type Public

Traded asBSE: 500570 (BSE SENSEX Constituent)NSE: TATAMOTORSNYSE: TTM

Industry Automotive

Founded 1945

Founder(s) Jahangir Ratanji Dadabhoy Tata

Headquarters Mumbai, Maharashtra, India

Area served Worldwide

Key people

RATAN Tata (Chairman Emeritus)Cyrus Pallonji Mistry (Chairman)Karl Slym (died 26 January 2014, Managing Director

Ravi Kant (Vice Chairman)

Products

AutomobilesCommercial vehiclesCoachesBusesConstruction equipmentMilitary vehiclesAutomotive parts

Services Automotive design, engineering and outsourcing servicesVehicle leasing

Vehicle service

Revenue US$ 32.23 billion (FY 2012-13)

Operating income

US$ 03.06 billion (2012)

Profit US$ 02.28 billion (2012)

Total assets US$ 28.05 billion (2012)

Total equity US$ 06.44 billion (2012)

Employees 59,759 (2012)

Parent Tata Group

Divisions Tata Motors Cars

SubsidiariesJaguar Land RoverTata DaewooTata Hispano

Website www.tatamotors.com

INTRODUCTION TO TATA MOTORS

Tata Motors Limited (formerly TELCO, short for Tata Engineering and Locomotive Company) is an Indian multinational automotive manufacturing company headquartered in Mumbai, Maharashtra, India and a subsidiary of the Tata Group. Its products include passenger cars, trucks, vans, coaches, buses, construction equipment and military vehicles. It is the world's seventeenth-largest motor vehicle manufacturing company, fourth-largest truck manufacturer and second-largest bus manufacturer by volume.

Tata Motors has auto manufacturing and assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad and Pune in India, as well as in Argentina, South Africa, Thailand and the United Kingdom. It has

research and development centers in Pune, Jamshedpur, Lucknow and Dharwad, India, and in South Korea, Spain, and the United Kingdom. Tata Motors' principal subsidiaries include the British premium car maker Jaguar Land Rover (the maker of Jaguar, Land Rover and Range Rover cars) and the South Korean commercial vehicle manufacturer Tata Daewoo. Tata Motors has a bus manufacturing joint venture with Marcpolo S.A. (Tata Marcopolo), a construction equipment manufacturing joint venture with Hitachi (Tata Hitachi Construction Machinery), and a joint venture with Fiat which manufactures automotive components and Fiat and Tata branded vehicles.

PLANT LAYOUT

Year of commencement

1991

Plant Area: 600 acres

Divisions Assembly Training Manufacturing

Western Complex278.39 Acres

Or1.13 million Sq M

To Chinhat

To Deva Road

Eastern Complex303.07 Acres

Or.23 million Sq M

HISTORY OF TATA

TATA is founded in 1945 as a manufacturer of locomotives, the company manufactured its first commercial vehicle in 1954 in a collaboration with Daimler-Benz AG, which ended in 1969. Tata Motors entered the passenger vehicle market in 1991 with the launch of the Tata Sierra, becoming the first Indian manufacturer to achieve the capability of developing a competitive indigenous automobile. In 1998, Tata launched the first fully indigenous Indian passenger car, the Indica, and in 2008 launched the Tata Nano, the world's most affordable car. Tata Motors acquired the South Korean truck manufacturer Daewoo Commercial Vehicles Company in 2004 and purchased Jaguar Land Rover from Ford in 2008.

Tata Motors is listed on the Bombay Stock Exchange, where it is a constituent of the BSE SENSEX index, the National Stock Exchange of India and the New York Stock Exchange. Tata Motors is ranked 314th in the 2012 Fortune Global 500 ranking of the world's biggest corporate.

JOINT VENTURES

Tata Cummins Limited (TCL)

During the year TCL supplied 6,207 engines to the company. Turnover for the 18-month ended march 31, 1999 was Rs.288.47 crores. (Previous year ended September 30, 1997 Rs.233.57 crores). The company proposes to eventually switch over from its existing range of engines for H/MCV s to those manufactured by TCL in collaboration with Cummins engine co. lnc.

USA.

Mercedes-Benz India Ltd(MBIL)

Mercedes-Benz India Ltd (MBIL) with a further increase in the capital of MBIL from Rs.600 crores, the company `s holding in MBIL has been diluted to 14%. This is in keeping with its decision not to invest any amounts over its initial investment of Rs.84 crores in MBIL .MBIL`s sales during 1998-99 were 1,006”E”class cars, which included exports of 502 units. Turnover during the year was Rs.212.6 crores (Previous year Rs.332.7 crores).

Tata Holset Limited (THIL)

In the year 1998 -99, THL produced 6,525 turbochargers and sold 6,888 turbochargers .Net sales turnover for the year was Rs.8.17 crores. (Previous year Rs.4.13 crores). THL, which supplies the turbochargers to TCL for fitment on its engines, would also see a marked improvement in performance once the volumes for TCL build up.

Concorde Motors Limited(CML)

Concorde Motors Limited (CML) CML was appointed as the company` dealers for passenger vehicles in Delhi, Mumbai, Bangalore, Hyderabad, Chennai, Lucknow and Ludhiana. It has also acquired the dealership of Mercedes Benz India Ltd. in Mumbai. During the year, CML sold 1,934 cars and achieved an overall turnover of Rs. 126.82 crores for the year 1998-99. With sales of the TATA Indica expected to be much higher in the current year, CML should be able to consolidate its position in the car retailing market.

Tata Marcopolo Motors Ltd (TMML)

Tata Marcopolo Motors Ltd.(TMML), is engaged in the business of manufacture and sale of fully built buses and coaches in which the company has a51% holding with the balance 49% being held by Marco polo S.A., Brazil. During the year under review, the company produced 1,803 buses (previous year 483 buses) from its Lucknow factory for supply through Tata Motors Ltd.to DTC and other customers.

There are three divisions in TATA MOTORS Lucknow:-

Training Division-

The Training Centre at Lucknow plant aims at providing high quality Apprenticeship Training. In addition, the Centre provides both internal and external training, supports to operators, supervisors and managers in areas like special skills and technology, safety, personnel practices etc.

The Lucknow plant, after a major restructuring exercise, executed a smooth transition from function – based to process-based structure. By this structure, process owners are required to meet stretched targets,

and in order to do so, are required to encourage individual learning and development of employees. A structured process is being is followed to establish and reinforce an environment that encourages innovation.

Assembly Division-

Lucknow Plant started with the assembly of medium commercial vehicles (MCVs) to meet the demand in the Northern India Market. However, in 1995, the unit started manufacturing bus chassis of light commercial vehicles (LCVs) and SUMOs. The facilities for manufacturing the spare parts were set up and started supply of crown wheel and pinion (CWP) in 1994.Subsequently, G-16 and G-18Gear Parts started in 1998. With the availability of G-16 Gear Box to meet in-house requirement for SUMO vehicles in the year 2000. Now TATA Motors Lucknow has started assembly of CNG MCVs to meet the consumers demand. TATA Motors is also producing Rear Engine CVs.

Manufacturing Division-

In TATA Motors Lucknow crown wheel and pinion are manufactured by various gears cutting process. Machining (grinding and heat treatment) of Gear Box

parts is also done here. These gears are used in gears boxes or as spares. Now TATA Motors is assembly Gear Box of ACE (Newly launched small –CV) in Lucknow itself. The manufacturing unit of Tata Motors at Lucknow is the latest manufacturing facility of Tata Motors and is located towards east of Lucknow plant.

TELCO LUCKNOW PLANT

Year of commencement: 1991Plant Area: 600 Acres Number of employees: 2500Divisions: Assembly, Training &

Manufacturing

TATA MOTORS Lucknow is the third manufacturing unit of TATA Engineering and Locomotive Company. This unit covers an area of 600 acres. In this unit the assembly of chassis and spare parts takes place. On 14th January 1992 the recruitment of operators started in Lucknow plant. On 25th June induction of Engineers (first phase) started which also included ITI`s and Occupancy of administration office of assembly shop in September 1992. First vehicle rolled out from Lucknow plant on 20th October 1992 which was LP 1210 52.

Construction of MRS finished on 6th January1993. It took approximately 9 years since the conception of the plan and to rollout the first vehicle from this latest

Manufacturing facility of Tata Motors.

SOME PRODUCTS OF TATA MOTORS

The company’s main product lines are:-

1-Passenger car- The compact car, indica; launched in 1998, the mid-size, indigo launched in 2002, and the indigo marina, launched in 2004 in both petrol and diesel engine.

2-Utility vehicles- The TATA Sumo launched in 1994, the TATA safari launched in 1998 and their variants.

3-Small commercial vehicles – The company created a new segment in 2005 by launching the TATA Ace, India’s first indigenously developed mini-truck.

4-Light commercial vehicles- Which include pickups, trucks and buses ranging from 2T GVW to 7.5T GVW.

5-Medium and heavy Commercial vehicles- Which include trucks, buses, dumpers and multi- axle vehicles from 9T GVW to 40T GVWThrough TATA Daewoo commercial vehicle company limited. It now offers a range of high horsepower trucks ranging from 220 HP to 400 HP in dump truck, tractors- traitors, mixers and cargo applications.

RIGID TRUCKS

Rigid trucks from Tata Motors range from 15-ton to 31-ton GVW and transport heavy loads efficiently.

TRACTOR TRAILERS

Tractor trailers are ideal heavy vehicles to transport cement, petrochemicals, fertilizers, food grains, timber and general cargo.

TIPPERS

The tipper range of pickups ensures smooth and consistent performance.

PRIMA

The Tata Prima range of premium commercial vehicles has been designed accessing technology and resources from several countries.

KAI- Change - Number of times

TERMS USED IN CENTRAL QUALITY DEPARTMENT:-

KAIZEN

What is KAIZEN?

The Japanese word “KAIZEN” means Continuous Improvement

KAIZEN means “Change for Better” through “Self Realization”

KAIZEN means continuous improvement in the way we do our job,

without spending much money.

KAIZEN is a mind-set change process. It is not just scrap and build,

but build on what you have, build on existing strengths.

Two Elements of Kaizen

1. Improvement / changes for the better.

ZEN -Good or better

- Self Realisation

2. Ongoing / continuity.

Kaizen Methodology

observe the facts on floor and collect data.

Measure work content – Time Observation

Identify Waste

• Unnecessary movements

• Waiting / Watching / Searching time

• Inventory / Batch Mode of production

Implement improvements to eliminate waste

• Introduction One-Piece-Flow

• Connect flow-Process to process / Machine to Machine / Fixture

to Fixture

• Implement balanced work content –Introduce better

KANBAN

KANBAN is a scheduling system for lean and just-in-time (JIT) production. Kanban is a system to control the logistical chain from a production point of view, and is not an inventory control system. Kanban was developed by Taiichi Ohno, at Toyota, to find a system to improve and maintain a high level of production. Kanban is one method through which JIT is achieved. Kanban became an effective tool in support of running a production system as a whole, and it proved to be an excellent way for promoting improvement. Problem areas were highlighted by reducing the number of Kanban in circulation. One of the main benefits of Kanban is to establish an upper limit to the work in progress inventory, avoiding overloading of the manufacturing system. Other systems with similar effect are for example COMMWIP.

Lean Principles:- Specify value

Define value from customers prospectiveExpress value meeting customers need at-Specified price-Specified time-Specified quality

Map the value streamIdentify steps necessary to design, order and produce the product across the whole value stream.Highlight and eliminate non value adding waste.

Establish flowEliminate all interruptions that obstruct flow-Product flow-information flow

Implement pull-customer pulls product as needed-No sales forecast

Work to perfectionStrive for perfection by continually removing-successive layers of waste-root causes of flow interruption

LEAN MANUFACTURING

Lean manufacturing, lean enterprise, or lean production, often simply, "lean", is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for.

Essentially, lean is centered on preserving value with less work

OVERVIEW:-

Lean principles are derived from the Japanese manufacturing industry. The term was first coined by John Krafcik in his 1988 article, "Triumph of the Lean Production System,"

For many, lean is the set of "tools" that assist in the identification and steady elimination of waste. As we will try to eliminate the wastage simultaneously the production time and cost are reduced.

A non -exhaustive list of such tools would include: SMED, Value Stream Mapping, Five S, Kanban (pull systems), poka-yoke (error-proofing), Total Productive Maintenance, elimination of time batching, mixed model processing, Rank Order Clustering, single point scheduling, redesigning working cells, multi-process handling and control charts .

The implementation of smooth flow exposes quality problems that already existed, and thus waste reduction naturally happens as a consequence. The advantage claimed for this approach is that it naturally takes a system-wide perspective, whereas a waste focus sometimes wrongly assumes this perspective.

Both lean and TPS can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste. These principles include: Pull processing, perfect first-time quality, Waste minimization, Continuous improvement, Flexibility, Building and maintaining a long term relationship with suppliers, Autonomation, Load leveling and Production flow and Visual control. The disconnected nature of some of these principles perhaps springs from the fact that the TPS has grown

pragmatically since 1948 as it responded to the problems it saw within its own production facilities. Thus what one sees today is the result of a 'need' driven learning to improve where each step has built on previous ideas and not something based upon a theoretical framework.

ORIGINS:-

Also known as the flexible mass production, the TPS has two pillar concepts: Just-in-time (JIT) or "flow", and "autonomation" (smart automation). Lean implementation is therefore focused on getting the right things to the right place at the right time in the right quantity to achieve perfect work flow, while minimizing waste and being flexible and able to change. These concepts of flexibility and change are principally required to allow production leveling (Heijunka), using tools like SMED, but have their analogues in other processes such as research and development (R&D). The flexibility and ability to change are within bounds and not open-ended and therefore often not expensive capability requirements. More importantly, all of these concepts have to be

understood, appreciated, and embraced by the actual employees who build the products and therefore own the processes that deliver the value. The cultural and managerial aspects of lean are possibly more important than the actual tools or methodologies of production itself. There are many examples of lean tool implementation without sustained benefit, and these are often blamed on weak understanding of lean throughout the whole organization.

Lean aims to make the work simple enough to understand, do and manage in 1999, Spear and Bowen identified four rules which characterize the "Toyota DNA":

Rule 1: All work shall be highly specified as to content, sequence, timing, and outcome.

Rule 2: Every customer-supplier connection must be direct, and there must be an unambiguous yes or no way to send requests and receive responses.

Rule 3: The pathway for every product and service must be simple and direct.

Rule 4: Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization

JUST IN TIME

The nature of just-in-time, meaning JIT manufacturing/production or JIT in any other setting (e.g., administration), may be reduced to four somewhat differently stated views.

Many have said that JIT revolves around wastes: "At its core, JIT is a waste-elimination philosophy . . . Among the earliest writings on the matter, Shingo lists, as the "7 wastes," the wastes of: over-production, waiting, transportation, processing itself, stocks [inventories], motion, and making defective products Others have equated JIT production with Kanban. For example, one book has both Kanban and just-in-time in its main title.

Still others assert that JIT's main aim is elimination of inventories, although Murray maintains that "JIT is defined as 'NOT an inventory control system--but a way of thinking, working and management to eliminate wastes in the manufacturing process'. In keeping with that view, JIT manufacturing has often been referred to in contrast to the

more conventional just-in-case (JIC) mode: JIC keeps extra inventories to be used in case of disruptions (e.g., scrap, rework, equipment.breakdowns, late deliveries), whereas JIT continually reduces such inventory buffers by continually attacking causes of disruptions. Zero Inventories is the title of a 1983 book by Hall, but the book actually does not suggest that JIT is mainly about inventory; rather the book features quick setup, cells (group technology), kanban, and so on, and zero inventory is posed only as an unattainable ideal, one that is easy to see and count.

The fourth view is that JIT is mainly about quick response, relating to the "T"—for "time"—in JIT. As Blackburn put it, "Quick response is one of the major benefits of JIT. Time or speed is the linchpin of this manufacturing philosophy. Inventory, on the other hand, is an ancillary benefit." Quick response refers alternatively to reduction of cycle times, flow times, throughput times, and, all the way to the customer, lead times: "JIT," according to Bicheno, has the "provocative goal," of producing "instantaneously, with perfect quality and minimum waste," and he goes on to qualify "instantaneously" by saying, "The ideal way to produce the end product is literally just in time to meet the market demand for it. Thus, JIT is primarily a lead-time reduction programme." The four JIT views—referring to wastes,

kanban, inventory, and quick response/lead-time reduction—do not suggest opposing views, but rather appear to be complementary points of emphasis, collectively serving to describe the essence of JIT.

Aside from the four viewpoints, Just in time has often been paired with total quality control, forming the acronym, JIT/TQC The rationale is that TQC avoids stoppages and slowdowns disruptive to the quick-flow aims of JIT; and JIT exposes quality issues and their causes soon after they occur, thus facilitating their elimination.

MATERIAL HANDLING:-

Material handling is the movement and storage of materials at the lowest possible cost through the use of proper methods and equipment.

It is the moving of materials or product by one means, including storage and all movements except processing operation and inspection.

Material handling is the art of science of conveying, elevating, positioning, transporting, packaging and storing of materials.

S Q D C M E

S- SAFETY

Q- QUALITY

D- DELIEVERY

C- Cost

M- MORALE

E- ENVIRONMENT

WCQ

WORLD CLASS QUALITY

WCQ Brief Overview

It is a critical philosophy to achieve our Vision.

WCQ

World Class Quality Norms

Class Norms:

• All mobile phones on silent mode.

• One meeting at a time – no side conversations

• Listen Actively

• Focus & Participate

• Be here – and return from breaks/lunch on time please

• Ask Questions – request clarification

• HAVE FUN!!!!

BIQ Migration Strategy

WCQ adatped from GMS

USE WCQ Principles to Obtain Our Goal

WCQ Structure

Goals: Describe the primary state which the corporation strives to achieve. Reaching these goals leads to the complete success of our Company.

Ex.

Principles : The leading concepts / philosophy of the company which guide our activities in the pursuit of success for our company.

Ex.

Elements: Main strategies within each Principle, which must be implemented to ensure success of each principle.

Ex.

Core requirements: Details which must be followed to ensure the success of each Element (Basis For WCQ Calibrations)

Ex.

Tools: Methods, activities and systems which are used to support the Core Requirements. They may be used to support multiple Core Requirements.

“Safe work”

“People Involvement”

“Safety and Health System”

“24 Hr. Incident follow up”

“Accident report”

Ex.

THE 5 WCQ PRINCIPLES

People Involvement

People are the most valuable resource

Standardization Set and follow standards to achieve a base from which to grow

Built-In-Quality Quality expectations are built in to each process to ensure defects are

not passed

Short Lead Time

Reduce the time from customer order to delivery and payment

Continuous Improvement

Foster an attitude of change and constant improvement

WCQ CULTURE

Quality to be built into the process

Built In Quality to be made DNA of the Organization

Involve all People to strive for Quality Excellence

Prompt Actions for all abnormalities

Quality Culture building training to all the employees & suppliers

PEOPLE INVOLVMENT

VISION/MISION SHOPE FLOOR MNAGEMENT PEOPLE INVOLVMENT OPEN COMMUNICATION PROCES VALUES HEALTH AND SAFETY PRIORITY QUALIFIED PEOPLE TEAMCONCEPT

PEOPLE INVOLVEMENT

HEALTH AND SAFETY

Our Goal is ZERO INCIDENTS

Incidents can be prevented through these five activities:

Behaviour Workplace Organization/5S Personal Protective Equipment Safe Use of Hazardous Materials Ergonomics

Workplace Organization improves Safety!17% of on the job deaths are from falls, many caused from poor housekeeping.

HAZARD PYRAMID

HEALTH AND SAFETY PPE

TEAM CONCEPT

The Organization Structure Is Designed To Support Small, Empowered Teams

Common SQDCM goals and regular team meetings.

Empowerment to make decisions within spans of control

Responsibility for:

• Making Standardized Work

• Problem Solving

• Continuous Improvement

Job Rotation is generally performed

EMPROVEMENTDecisions Are Pushed Down To Levels Where The Work Is Performed – Employees Know Their Own Work The Best!!!…

QUALIFIED PEOPLE

o Empowered/Engaged/Energetico Knowledgeableo Flexible/Open-Mindedo Customer Orientedo Skilled in the Continuous Improvement Process and

Problem Solvingo Able to Work in Teams

Training Must be Top-Down!!!

WE LEARN

10% of what we read 20% of what we hear 30% of what we see 50% of what we see and hear 70% of what we discuss with others 80% of what we experience personally 95% of what we teach to someone else

Training Qualification

The second question for any job is: “Am I Qualified?”

Job Qualifications & Standards Known

Can Perform Job But Need Help

Can Perform Job with No Help

Expert – Can Train Others

JOB FEEDBACK

Everyone deserves a chance to get feedback from their Leader and voice their opinions.

PROPLE INVOLVEMENT

Everyone wants to hit the Big Lotto!!!

BUT A Continuous Improvement Company means Many Small Improvements by Empowered Teams.

OPEN COMMUNICATION PROCESS

Leaders must drive communications

Actively engage employees in the business

Communicate with employees openly & frequently

GUIDING PRINCIPLE

WHAT - HOW - WHY?

Traditionally , communication only focuses on the “WHAT” and maybe the “HOW”, but people deserve to know the “WHY”!!!

EVEN IF THEY DON’T AGREE AT LEAST THEY WILL UNDERSTAND!!!

Key Enablers

1) Open Physical EnvironmentTEAR DOWN THE WALLS BETWEEN PEOPLE!!!

Open Offices Glass Partitions Good Line Of Sight (1.5M Height Rule) Support Areas & Meeting Areas Close to Shop Floor

2) Open Leadership StyleLeaders Should:

Be Accessible (Open-Door Policy) Listen Often Have a Shop Floor Presence (MBWA – Management By

Walking Around) Support & Coach Lead By Example

3) Meeting StructureSQDCM-Focused Meetings Cascade Information Up and Down the Entire Organization.

4) Effective Use Of Media

SHOP FLOOR MANAGEMENT

1) Meeting StructureMeeting Plan Should Support SQDCM Reviews at All Levels:

Team/Group Level:

Quick Daily Team Meetings, Periodic Longer Meetings

Group/Manager Level:

Daily Production Meetings, Weekly/Monthly Tactical Meetings

Manager/ Factory / Plant Level:

Daily Production Meetings. Monthly Strategic Meetings

2) Proactive Communication Process (Problem Escalation)Communication Structure Should Proactively PULL support up and not reactively PUSH orders down:

• Reactive – BADWhy has the line been down for 10 minutes!!??

• Proactive – GOODMy line has been down for 10 minutes…

3) Regular ChecksAll Leaders at Each Level Must Check Processes & Systems Within Their Area To:

Ensure Processes & Systems Are Working & Used Correctly

Ensure Commonality

Demonstrate to Employees That The Process/System Is Important

TEAM LEADER AND GROUP LEDER CONCEPT

BACKGROUND

TML has embarked upon the journey of achieving World Class Quality levels.

Current manufacturing operation is unstable with quality level inconsistent and fluctuating.

The priority area therefore would be to first stabilize the operation & then move towards achieving the benchmark levels.

Stabilizing the process would require a very strong daily management system to identify and eliminate bottlenecks on a continuous basis.

Most benchmark companies have a robust organization structure with optimum control span in the form of Team Leaders & group Leaders to address the issues and support continuous human development.

Introduce “Team Leaders” & “Group Leaders” to strengthen the Shop Floor Management

PURPOSE

1. Ensuring sustenance of established systems & process

2. Strengthening the Daily work management

3. Coaching and capability development of operatives.

4. Identification & elimination of process and operational bottlenecks

5. Ensuring abnormality management and ensuring smooth line operation

6. Accelerate the SDCA & PDCA cycle & thereby drive excellence across value chain.

Achieve sustainable business operation

ROLES AND RESPONSIBILITY

TEAM LEADER

A Team Leader is someone who provides direction, instructions and guidance to a group of individuals, who can also be known as a team, for the purpose of achieving a certain goal. An effective leader will know her team members strengths, weaknesses and motivations.

TEAM LEADER ROLE:

Team leaders serve various roles in an organization. Their job is to get tasks done by using all of the resources available to them, including other employees or team members. Below is a list of some important roles a team leader must often take on:

Develop a strategy the team will use to reach its goal Provide any training that team members need Communicate clear instructions to team members Listen to team members' feedback Monitor team members' participation to ensure the

training they providing is being put into use, and also to see if any additional training is needed

Manage the flow of day-to-day operations Create report to update the company on the teams

progress Distribute report to the appropriate personal

TEAM LEADER RESPONSIBILITY

A Tem Leader is responsible for guiding a group of employee as they complete the project. They are responsible for developing and implementing a timeline their team will use to reach its end goals. Some of the ways team leader ensures they reach their goals is by delegating task to their members including themselves.

PROVIDE TEAM LEADERSHIP AND COACHING • Create an environment oriented to trust, open

communication, creative thinking, and cohesive team effort

• Provide the team with a vision of the project objectives• Motivate and inspire team members• Lead by setting a good example (role model) - behaviour

consistent with words• Coach and help develop team members; help resolve

dysfunctional behaviour• Facilitate problem solving and collaboration• Strive for team consensus and win-win agreements• Ensure discussions and decisions lead toward closure• Maintain healthy group dynamics• Intervene when necessary to aid the group in resolving

issues• Assure that the team members have the necessary

education and training to effectively participate on the team

• Encourage creativity, risk-taking, and constant improvement

• Recognize and celebrate team and team member accomplishments and exceptional performance

FOCUS THE TEAM ON THE TASKS AT HAND OR THE INTERNAL AND EXTERNAL CUSTOMER REQUIREMENTS

• Coordinate with internal and external customers as necessary

• Familiarize the team with the customer needs, specifications, design targets, the development process, design standards, techniques and tools to support task performance

• Assure that the team addresses all relevant issues within the specifications and various standards

• Provide necessary business information• Serve as meeting manager or chairman• Initiate sub-groups or sub-teams as appropriate to resolve

issues and perform tasks in parallel

• Ensure deliverables are prepared to satisfy the project requirements, cost and schedule

• Help keep the team focused and on track

COORDINATE TEAM LOGISTICS • Work with functional managers and the team sponsor to

obtain necessary resources to support the team's requirements

• Obtain and coordinate space, furniture, equipment, and communication lines for team members

• Establish meeting times, places and agendas• Coordinate the review, presentation and release of design

layouts, drawings, analysis and other documentation• Coordinates meetings with the product committee, project

manager and functional management to discuss project impediments, needed resources or issues/delays in completing the task

COMMUNICATE TEAM STATUS, TASK ACCOMPLISHMENT, AND DIRECTION

• Provide status reporting of team activities against the program plan or schedule

• Keep the project manager and product committee informed of task accomplishment, issues and status

• Serve as a focal point to communicate and resolve interface and integration issues with other teams

• Escalate issues which cannot be resolved by the team• Provide guidance to the team based on management

direction

ROLES-AND-RESPONSIBILITY OF TEAM LEADER

GROUP LEADER

A Leader is "a person who influences a group of people towards the achievement of a goal"A leader has a vision. Leaders see a problem that needs to be fixed or a goal that needs to be achieved. It may be something that no one else sees or simply something that no one else wants to tackle. Whatever it is, it is the focus of the leader's attention and they attack it with a single-minded determination.

GROUP LEADER ROLE

It goes without saying that organizational leaders wear many hats and play many a role in leading the strategic direction of an organization. In this complex and ever-changing business environment, effective leaders need to fulfil their roles in ways that will provide the right guidance to those they lead.

Though challenging to consistently maintain, these essential roles are the attributes needed by, and expected of, effective business leaders. Such roles can be implemented regardless of the organizational size, the type of industry, or whether the business is public or private. They are not imbued by default and need to be actively learned, continuously developed and consistently practiced.

1. Required at all levelsLeadership is a function which is important at all levels of management. In the top level, it is important for getting co-operation in formulation of plans and policies. In the middle and lower level, it is required for interpretation and execution of plans and programmes framed by the top management. Leadership can be exercised through guidance and counselling of the subordinates at the time of execution of plans.

2. Representative of the organizationA leader, i.e., a manager is said to be the representative of the enterprise. He has to represent the concern at seminars, conferences, general meetings, etc. His role is to communicate the rationale of the enterprise to outside public. He is also representative of the own department which he leads.

3. Integrates and reconciles the personal goals with organizational goalsA leader through leadership traits helps in reconciling/ integrating the personal goals of the employees with the organizational goals. He is trying to co-ordinate the efforts of people towards a common purpose and thereby achieves objectives. This can be done only if he can influence and get willing co-operation and urge to accomplish the objectives.

4. He solicits supportA leader is a manager and besides that he is a person who entertains and invites support and co-operation of subordinates. This he can do by his personality, intelligence, maturity and experience which can provide

him positive result. In this regard, a leader has to invite suggestions and if possible implement them into plans and programmes of enterprise. This way, he can solicit full support of employees which results in willingness to work and thereby effectiveness in running of a concern.

5. As a friend, philosopher and guideA leader must possess the three dimensional traits in him. He can be a friend by sharing the feelings, opinions and desires with the employees. He can be a philosopher by utilizing his intelligence and experience and thereby guiding the employees as and when time requires. He can be a guide by supervising and communicating the employees the plans and policies of top management and secure their co-operation to achieve the goals of a concern. At times he can also play the role of a counsellor by counselling and a problem-solving approach. He can listen to the problems of the employees and try to solve them.

GROUP LEDER RESPONSIBILITY

As a leader in any organization you must accept greater responsibilities to carry out the vision of the organization. As you develop these responsibilities your problem solving abilities increase because while your responsibilities increase so do the number of problems that will come across your desk. This happens because everyone else will look to you for your expertise and knowledge.

1) Set and achieve business goalsYou must be clear about the goals you are going to accomplish, be specific and they must be written and measurable. The greater the clarity you have about the goals you are trying to accomplish, the more you become a leader rather than a follower. Remember every leader was at once a follower and even when you are recognized as a leader you are still a follower because for you to improve upon what you do you still must educate yourself

on the latest developments, strategies and techniques to grow yourself and your business. This requires directions from others.

2) Innovate and marketWhen you’re on the cutting edge of technology you will increase customer satisfaction. You must always continue to innovate, look for newer faster, better, cheaper and more efficient ways to attract new customers.

3) Solve problems and make decisionsProblems continue to come like the waves. They come and go and they never stop. You must as a leader and as a follower continuously think about the solution. Your rise in life is the ability to solve greater problems. And when you solve these problems comes more authority, more money and more power.

4) Set prioritiesThis is the ability to work on your most important task that will contribute the greatest value to your end result.

5) Focus and concentrateFocus is the ability to be absolutely clear about the most important thing you can do. Concentration is your ability to discipline yourself to focus on just that one task until it is complete. It creates a source of energy, increases your enthusiasm and self – esteem.

6) Set an example and be a role model to othersEverybody is always observing you. Ask yourself ‘What kind of a company would it be if everybody was just like me?’ Always imagine that you are being watched even when no one else is watching. So, set high standards for yourself.

7) Perform and get resultsYou need to be clear with the results you want. What are the most important results you desire? What results are expected of me and what results are required by my business? In the end your ability to get results will be the measurement of how great a leader you will be.

ROLES-AND-RESPONSIBILITY OF GROUP LEADER

Training Module

Þ This module provides information and techniques for planning participatory training in the context of

natural resource management. The main target group of this module is people who are familiar with

participatory methods and tools but may have less practical experience with providing participatory

training.

Training Objective:

To plan and facilitate training workshops in the context of participatory processes towards co-

management of natural resources.

Training Content:

Session 1 - Exploring training needs

Session 2 - Development of training objectives, outputs, topics, contents and inputs of a training

workshop

Session 3 - Training Shedules and Aendas

Session 4 - Organising the framework of a workshop

Session 5 - Designing a training session

Session 6 - Basic approaches, techniques and skills

Session 7 - Facilitatine and debriefing of training activities

Session 8 - Monitoring and evaluation of training workshops

Session 9 - Creating awareness of attitudes and behaviour

Session 10

-

Processes of changing attitudes and behaviour

Session 11

-

Facilitation in the field

Training Outputs:

- Experience in planning and preparing a training workshop

- Techniques and skills for a lively and positive atmosphere during a training workshop

- Experience in the processes of providing a training session (e.g. lecturing and facilitating)

- Development of self-critical awareness about personal training/facilitation style

- Techniques for monitoring and evaluating the success of a workshop

Introduction:

Initiating a participatory process in co-management of natural resources requires sensitivity and

flexibility. Facilitators and trainers need to offer as much support guidance and encouragement as

necessary while still maintaining a low profile, in the process. Enhancing a process of discussion,

negotiations, agreements, planning and implementation amongst a number of stakeholders from

different backgrounds is a challenging task. In order to enhance such activity, this source book

focuses on:

providing information to those who do not have it moderating group processes and

discussions amongst different interest groups

facilitating joint analysis and decision making

providing training to new trainers, moderators and facilitators organising workshops

initiating meetings

DEVELOPING CAPABILITY

ROAD MAP FOR INTRODUCTION IN TML

1. Deploy TL / GL concept in model lines.

2. Achieve the ideal organization structure over a period of 3 years span.

3. Initially maintain a TL control span of 1: 10~13 and finally move to an ideal span of 1:8~10 through productivity improvement.

4. TL position will be a full time job and the resources for TL could be generated by reducing the absenteeism back up & rework manpower.

5. In spite of this, if there is a resource crunch than that can be made up through additional temporary hiring. < This is last resort>

6. The GL role can be performed through a combination of experienced workmen, TM ABC, Engineers & Diploma

7. The TL would be considered as a part of indirect AMH.

QUESTIONNAIRE ON TEAM AND GROUP LEADER

NAME:

TICKET NO.: DEPARTMENT:

1. Do you as a leader provide sufficient motivation to members?

a. yes b. no

If yes, then in what terms?

a. rewards b. gifts c. meddle

2. How do you motivate team/group so that there is minimum absenteeism?

a. provide you transport facility

b. pay you as per rewards/incentives

c. pay you as per the efficiency of work done by you

d. promote you when you give good result and profit to organization

3. Did your supervisor involve with you to perform the task?

a. they perform only b. they perform and supervise

c they only supervise d. they assist superior officer

4. What techniques do you use for inventory control?

a. always better control b. tow bin system c. sarce difference and easy d. economic order quality

e. max min system f. fast, slow and non-moving g. high medium low h. vital essential and desirable

5. Inventory control check is done?

a. daily b. weekly c. monthly

6. What sort of relationship do you share with your team/group member?

ans.

7. Do your team/group work as per standard required procedure?

a. yes b. no

8. Auditing is to be done on timely basis?

a. agree b. neutral c. disagree

9. Support and encourage participation in employee recognition programs is done?

a. quterly b. yearly c. weekly d. monthly

10. How do you identify training need?

a. organizational analysis b. task analysis c. manpower analysis

11. Quality feedback to concerned team member is given?

a. verbally b. written

12. Meeting to be done on regular basis and minute captured?

a. strongly agree b. agree c. neutral d. disagree e. strongly disagree

13. team/group tale collective responsibility for completing group assignment?

a. strongly agree b. agree c. neutral d. disagree e. strongly disagree

14. Members take individual responsibility of their work?

a. strongly agree b. agree c. neutral d. disagree e. strongly disagree

15. Elimination of non-value added work is done?

a. weekly b. monthly c. yearly

SUGGESTION IF ANY,

This questionnaire was prepared to know whether a team leader and group leader, are effectively deployed in TATA

MOTORS or not, Whether their workings is proper or not, are they fulfilling their duties and are they able to meet their responsibility.

This questionnaire would help us to know the effective working of team leader and group leader, and would have help us to know the relationship of leaders with their team/group, are both team/group members and leaders are satisfied with each other’s work or not, are they comfortable with each other’s work or not.

This questionnaire would help us to know whether leaders are completing their task on time or not, are they able to accomplish their goal or not. if not then what are the reasons behind it, how to overcome such situations.

This questionnaire was prepared with the help of leaders and their team /group, who helped me in solving my queries.Few questions by me were asked to team/group members and their leaders in regards to some of the roles and responsibility of team leader and group leader, whether they are performing their duties properly and maintaining their roles and responsibility in plant.Leaders and member of plant, shop floor, trim lines etc. has helped me enough in preparing the questionnaire.

This report is being closed on questionnaire, as we were lacking with time period. If we would have enough time, then we would have got the questionnaire filled by the team/group leaders, and would have prepared the report by completing the analysis of this questionnaire.

MY THOUGHTS

According to me TATA MOTORS is a very special type of automobile industry because it is very much conscious about its quality, employee’s safety, low wastage, minimum maintenance cost etc.

This summer training duration will be very much memorable for me. I learned a lot here. All the things which I have only read in my books observe here practically.

Employees of this plant are very much hardworking and cooperative. Company is very much caring about their worker’s health. Frequent and continuous breaks are given to employees.

THANKS TO ALL

Neha Shukla