Tata Motors AR

72nd Annual Report 2016-17

Our plants are certified for world-class manufacturing and quality

standards, with high-end automation and technology.

Transformation Journey

As part of our transformation journey, we are focused on

implementing next-generation advanced modular platform for all

our Future Passenger Vehicles , enabling a faster time-to-market

approach. With this transformation, we aim to roll out more

nameplates per platform and reduce complexities of our production

process. Our strategy is to deliver 7-8 product variants from two

platforms for greater coverage and sizable economies of scale.

We have several initiatives for technology upgrades, including ERP,

CRM and Data Analytics for Supplier Relationship Management, IT

interventions on the shop floor e.g. Project Tantra for Poka-Yoke and

implementation of Theory of Constraints in Spare Parts.

Moreover, as part of the Future Ready transformation journey, we

have identified 27 ImpACT projects, which will pivot our Strategic

Game Plan. There will be a dedicated team led by ExCom members

working for these mission-critical projects.

Similarly, Jaguar Land Rover aims to achieve the ‘operational

excellence’ goals and optimise business efficiency through a major

business transformation. To improve our efficiency and quality, our

manufacturing strategy focuses on:

• Building flexibility across lines

• Integrating sales and production plan to better demand management

• Productivity Improvement/ DIFTR

• World-class Quality

• Control on manufacturing cost

• Team competence and capability building

While implementing state-of-the-art facilities and new technologies

for increasing efficiency and effectiveness across the Company, JLR

builds process excellence using ‘The Jaguar Land Rover Way’ and the

'Tata Business Excellence Model' (TBEM).

To implement improvements in processes and procedures, JLR

encourages the ‘go-look-see’ approach, based on cross-functional

involvement of its employees and a centralised governance system

to experiment with innovative solutions. For driving cost-savings

further, the Company is adopting big data analytics which will enable

it to be agile and adapt quickly to challenges and business drivers.

JLR’S APPROACH TOWARDS TRANSFORMED COST STRUCTURES

Thrust on Innovation

THE COMPANY ENCOURAGES ITS EMPLOYEES TO SHARE

IDEAS ON RESOURCE EFFICIENCY, WASTE MINIMISATION AND

STREAMLINING PROCESSES. THE RESULTS OF IMPLEMENTING

IDEAS GENERATED BY EMPLOYEE ‘INNOVATION CIRCLES’ HAVE

RESULTED IN GBP 5.3 MILLION IN SAVINGS.