Just over a year since it began implementing the Tata Business
Excellence Model (TBEM), Jaguar Land Rover (JLR) has lined up 10
assessors for this year’s appraisal cycle. Executive director Mike Wright talks to Nithin Rao about the company’s experience with the model|
How has JLR’s experience with TBEM been?
It became quite clear to us that we should leverage the TBEM process, testing ourselves to make sure that our processes were integrated across the company. While this was the initial purpose, it was also an opportunity for us to understand the Tata language, TBEM and how these processes operated in Tata companies.
TBEM provided two really great opportunities to move JLR forward: to review our cross-functional processes in order to make us more competitive and also to understand how Tata operates on a broader basis with the model.
Was the implementation process difficult? Were there any cultural
The other aspect was that we are a global company and the questions that were posed did have resonance for a company such as ours. We received help from the TQMS team in steering us through and in understanding what the blue book was talking about.
We did not see it as a cultural issue; we saw it as a business excellence opportunity.
What were the reasons and the factors that helped in implementing
TBEM so smoothly and quickly?
We then quickly adopted the model, setting out company-wide cross-functional teams, and a governance structure that had representatives from all the functions that were empowered to lead the TBEM process.
We had a working leader’s group that met regularly and we reviewed the progress. We embedded TBEM as part of our day-to-day business, making it a fundamental part of our operations. And from early 2011, we had regular communications in Team Talk, our internal magazine, to make people aware of the TBEM programme.
Our focus was on how we could improve our processes to become globally competitive, rather than just going for a high score. Of course, we wanted to get the best possible score, but that wasn’t the key objective.