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Tata Auto Plastic Systems HRM

Tata Auto Plastic Systems (TAPS) is a subsidiary of Tata Group that manufactures automotive interior and exterior plastic components. TAPS aims to become a tier 1 supplier in India and tier 2 globally. Previously, TAPS' strategy focused more on financial metrics and lag indicators. Now, TAPS' balanced scorecard links all four perspectives - learning and growth, internal processes, customers, and financial. The new strategy map uses learning and internal processes as a foundation to achieve objectives in customer and financial perspectives, helping TAPS better align activities to its strategic goals and monitor multi-dimensional performance.

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Praveen Trivedi
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132 views14 pages

Tata Auto Plastic Systems HRM

Tata Auto Plastic Systems (TAPS) is a subsidiary of Tata Group that manufactures automotive interior and exterior plastic components. TAPS aims to become a tier 1 supplier in India and tier 2 globally. Previously, TAPS' strategy focused more on financial metrics and lag indicators. Now, TAPS' balanced scorecard links all four perspectives - learning and growth, internal processes, customers, and financial. The new strategy map uses learning and internal processes as a foundation to achieve objectives in customer and financial perspectives, helping TAPS better align activities to its strategic goals and monitor multi-dimensional performance.

Uploaded by

Praveen Trivedi
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Tata Auto Plastic Systems and Balanced Score

Card
Human Resource Management-Case Study

GROUP NO. 3
Abhinit 2010061
Abhra 2010063
Anand 2010065
Devasheesh 2010076
Gaurav 2010078
Kalpak 2010085
Kanuneet 2010086
Kaustav 2010087
Lara 2010090
Saurabh 2010108
Snehil 2010112
Vidhi 2010117
Tata Auto Plastic Systems
• Leader in manufacturing and service.

• Subsidiary of Tata group in collaboration with Faurecia


Group France and the Foggini Group of Italy.

• Customers include major auto companies such as Ford,


Faurecia, MG Rover as well as Tata engineering,Fiat India ,
General Motors and Bajaj Auto.

• Products include Dash boards, Door pads, Air vents and


trims with European styling and finesse.
VALUE CREATION
MISSION
Why we exisit
• Mission: Offer world class
VALUES
interior and exterior products What is important to us

• Values: Meet customer VISION


What we want to be
expectations on quality, cost
and delivery STRATEGY
Our game plan
• Vision: Become Tier I supplier
in India and Tier II in the STRATEGY MAP
Translate the strategy
global market
BALANCED SCORECARD
• Strategy: Achieve Overall Cost Measure and focus

Leadership and Innovate to


build design and What value is and How is it created

competencies
Balanced sheet - Cost and price – Not value
Balanced Score Card
• It is a tool to align business activities to use the
companies strategic theme and monitor
performance in different dimensions
• Simplified BSC model has 4 perspectives:
– Financial perspective-profitability, growth, debt/equity
– Process perspective-efficiency, maintain & utilize assets
– Development perspective-Learning and adding new
skills
– Customer Perspective-customer satisfaction and new
clients
Past Strategy
• More focus on Financial perspective
• Objective to increase ROCE beyond WACC
• Existing measures did not focus on Learning and growth,
and Customer perspectives
• Their strategy used more Lag Indicators than Lead
Indicators
• However, their objective was to achieve intangible
benefits
• This was a mismatch between the approach and the goal
Future Strategy
• Future strategy map consisted all the four
perspectives, viz. Learning and growth,
Internal process, Customer, and Financial
• They used Learning and Growth, and Internal
perspectives as the base to achieve objectives
in other two perspectives
Learning and Growth perspective
• Create climate for action through alignment and
empowerment:
– Providing an apt learning environment
• Build competencies:
– Developing staff skills
• Integrate IT in all business processes:
– Improving technology
• Intrinsic values:
– Base
Internal Processes
• Increase efficiency:
– Build competencies to integrate components to achieve module/systems
supplies
– Upgrade manufacturing processes to achieve customer expectations on
quality levels
– Optimized use of assets and build processes to minimize operations cost
• Increase customer satisfaction:
– Upgrade delivery process capability to meet requirements of Indian and
Overseas customers in a cost effective manner
– Excel in new CRM
– Build partner relationship for technology upgrades and business
expansion
Customer perspective
• More satisfied customer
– Full program management at significantly lower
cost and shorter lead times
– Provide value for money through low cost
manufacturing, meeting world class quality and
delivery expectations
• Increased customer base
– Preferred low cost, full service provider of high
value added products and services
Financial perspective
• Improved Profitability
– Increase ROCE
– Increase customer base, business with existing
customers and export business above required
rate of profitability
• Stronger Finance
– Maximize asset utilization
– Become industry cost leader
TAPS Strategy Map
Financial
Improved
Profitability
Stronger Finance perspective

More satisfied Increased Customer


customer customer base perspective

Increase customer Internal


Increase efficiency
satisfaction process
perspective

Providing an apt Learning


Improving Developing staff
learning
environment
technology skills and growth
perspective
Values
BSCPerspective
Learning Internal Perspective

Number of employees whose key Capability Index


performance appraisals are linked to
strategic objectives

Empowerment index Part per million customer rejects

Percentage delivery compliance – On time


and in full

Reduction in logistics cost compared to


standard cost

Overall equipment effectiveness

Energy cost as percentage of sales

Relationship Index
BSC

Customer perspective measures Financial perspective measures

• Value of request for • Return on Capital Employed


quotes(RFQs) received as full • No. of new OEMs
service suppliers(FSS) of • Sales from new OEMs
modules in this • Sales(turnover) from existing
• Value of orders as FSS OEM’s
• Value of RFQ’s obtained for full • Sales from new products with
program existing OEM’s
• Value of orders obtained for • Sales from Export business
full program • Asset turnover
• Customer satisfaction index • Operating cost/sales
• Number of quality issues • Cost reduction achieved over
raised in JD power report standard cost by product
family
THANK YOU

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