leadership team

CASE STUDY

TECH-INN SOLUTIONS LIMITED

Organisation Description

TISL – Tech-inn Solution Limited50:50 JV between TATA Ind. And Innovative

solution inc.H.O. @ Pune.Total Revenue – Rs. 450 Cr. with sales ratio

improving to 8.5%.

Main products and services To provide Automation and Control solution in the

form of product , systems and services to industries, Homes and bldg, govt. and Defence establishments

SBUs :

1. Industrial ISI (IS)

2. Building controls (BC)

3. Security Growth Initiative

4. Global Services (GS)

5. Control Products (CP)

6. TSS (Growth initiative)

VISION To be a global admired enterprise of knowledge worker

which passionately Combines innovation and technology to create and excel in automation solutions that continuously add value and prosperity to all stake holders.

MISSION – Statement Of Purpose Enhance productivity, comfort and safety of everyone

through, continuous learning and investments in technology, facilities, operating practices and people.

VALUES Customer focus in all our processes and decisions. Integrity at all times, whenever and wherever we

operate Innovation to add exceptional values Discipline team work Agility to sustain leadership

Organisation Culture

Workforce profile

EDUCATION

Workforce profile

BU / DEPARTMENT

Workforce profile

FUNCTION

Workforce profile

LOCATION

Workforce profile

EXPERINCE

Preface:-ORGANISATIONAL RELATIONSHIPS

Markets & Geographies: TISL strives to leverage on its well proven business model

based on operational excellence at the core and aims to provide cost-effective, reliable and long term solutions to automation and control needs of various segments that it operates in.

MARKET SEGMENTATION is based on the specific outcomes and differentiated value propositions that are preferred by most of the customers in respective segments.

Partnering Relationships &Supply Chain Requirements

• All work system processes including those for vendor evaluation, communication, negotiations, performance monitoring are monitored under the SOPs are ISO 9001:2000.

• The customer specifications are critical inputs for the procurement of project specific buy-outs and hence vary project to project.

• The six sigma projects have further contributed to minimization of variations thus enhancing the manufacturing productivity.

• The role of suppliers is therefore critical to TISL to provide products and services in agreed time at the lowest cost as per the agreed specifications.

Strategic Relationship

End-User Customer

StrategicRelationships

SuppliersIntermediateCustomers

InternalPartners

StrategicAlliances

CompetitorsJointVentures

ExternalPartners

Mapping the Path to Market Leadership

Market-OrientedCulture and

Process

SuperiorCustomer

ValueProposition

Positioningwith DistinctiveCompetencies

RelationshipStrategies

OrganizationalChange

The rationale for inter organizational relationships

Rationale forForming Strategic

Relationships

Value-enhancingopportunities

Competitivestrategy

Skills andresourcegaps

Environmentalcomplexity

Forms of organizational relationships

Firm

Supplierrelationships

Customerrelationships

Internalpartnerships

Lateralpartnerships

ORGANAIZATIONA CHALLENGES

1. Competitive Challenges

2. Principal factors that determines success

3. Sources of comparative & competitive data

Difficulties in obtaining data

4. Strategic challenges and advantages

5. Performance improvement

Strengths• Excellent rapport with ISI• Innovative ideas supported through pilot projects & testing• Six sigma certification• Excellent software support• Online supplier transaction• Adapted JIT

OFI’s•No teamwork at all levels and projects•Much more dependant on ISI for product range development•Inconsistent in executing projects across all locations

Leadership

• SENIOR LEADERSHIP• It comprises of MD and the heads of

the SBUs, Work Centers and Support functions.There are four focus areas:1.Goal setting2.Deployment3.People Motivation4.Performance Review

Goal Setting•VMV

•STRAP

•AOP

Review•SBU review

•Weekly review

•Ops Review

•Capex Review

•Initiative review

Stake holders feedback

•Share holders•Board Meeting•Customer satisfaction survey•Employee satisfaction survey•Supplier satisfaction survey

Deployment•PPMS

•MRR

•Org. design

•L&D

Motivation and Empowerment

•Resource plan

•Authority schedules

•Roles and responsibility

•Committees/Team

Distributed leadership

Leadership by

Consensus

Info. System driven Ops excellence

Environment of empowerment . Innovation and

Agility

April to March

Review Review

Dec. to March

April to March

STRENGHTS1. ORGANISATIONAL PROCESSES-PPMS,MRRAND L AND D

2. OPEN FORUM MEETINGS,CUSTOMER PRESENTATION,CHANNEL PARTNER CONFERENCE

3. 360° FEEDBACK BY BOARD MEMBERS4. SLT LEAD BY EXAMPLE

4. COMPLIANCE REPORT TO MD

5. ENCOURGES PEOPLE INVOLVEMENT IN LONG TERM DECISION MAKING

6. 5Ws AND 1 H

7. SIX SIGMA, ERP AND CROSS FUNCTIONAL TEAMS.

COMMUNICATION• Communication and Workforce Engagement

• Engaging the Workforce for sustained High Performance

• Two –Way communication

• Communication of performance Analysis,Reviews and Decisions Taken

COMMUNICATION AND WORKFORCE ENGAGEMENT

SLT manages the communication with employees in various

ways including informal and formal interaction and Corporate communication.

e.g.: OPEN DOOR POLICY: Done by SLT members once every month

CORPORATE COMMUNICATION DEPARTMENT GIVES FEEDBACK SO AS TO IMPROVE THE EFFECTIVENESS.

Engaging the Workforce for Sustained High Performance.

Creating and institutionalising the environment for empowerment , innovation and agility.

Encourages dept. level recognition of their employees for efforts and achievements through Periodic Awards & Appreciation Letters

Two-Way Communication

• Open for all stakeholders

• Bring in competitor and market related information that could impact the success

Communication of performance Analysis,Reviews & Decisions Taken

Action taken

Communication to Concerned MOM

BU/Dept. WC

Accomplishment Of Strategic Objectives

• Strategic Action Plan• Review Of Performance• Performance Improvements• Balancing Values For Stakeholders

Strengths

• Update The Expectations Of Stakeholders• Analysis Of the Feedback & Used in STRAP• Analysis On a

Weekly/Monthly/Quarterly/Yearly Basis• All Employees have Access to Information• Automation of SCM of IOCL• Process Improvements Incorporated in the

ISO 9001 Manual

Performance Measures Reviewed By SLT

Periodicity Agenda Reviewed By

Daily To review critical areas of Improvement

MD & SBU Heads

Weekly &Monthly To review the operations of the SBU

MD, SBU Heads, Departmental Heads

Half Yearly Individual PPMS Review Managers + SLT members

Yearly Business Performance MD, SBU Heads & Other Dept. Heads

Governance and Social Responsibility

SLT Performance Evaluation SLT performance evaluation is based on:Organizational / SBU/ Functions performance Vs. AOP targets.Enhancement in customer Satisfaction based on the survey findings and feedback from customers.Enhancement in Employee satisfaction.Employee feedback through open forum.360° feedback for Individuals.Feedback from Shareholders, Suppliers, Dealers etc.

Legal and Ethical behaviourThe responsibility towards society and community is

sought to be exercised through the following means :By ensuring continuous compliance of products &

operations to statuory and regulatory requirements.By ensuring environmental friendly operations.By conducting business with integrity and in an ethical

manner.By an exemplary code of conduct in terms of laws and

regulations of the land.Supporting local bodies towards community service

and community initiatives.Training and Employment to Students.By Providing education and guidance to students

through colleges.

IMPACT OF PRODUCT & SERVICES

• SOCIAL IMPACT•REDUCTION OF POLLUCTION•ENHANCE PEOPLE SAFTY

REGULATORY & LEGAL REQUIREMENT

• ENVIRONMENTAL REGULATION• HEALTH & SAFTY• EXCISE DUTY • SALES TAX • OCTROI • CUSTOMS DUTY

Ethical Behaviour indicators

• Code of conduct –COC

• Customer committed

• Suppliers as partners

• Transparency

• Stakeholder rating & feedback

Strengths

• Ethical compliance

• Documents pertaining to ethics

• Expert advice/ authorized assesments

Opportunities for improvements

• Breach of ethical behaviour

• Control mechanism

Support to key communities

• ASHA- Association for Serenity & Hope for All

• Key community- engineering & management students

• Community development

Opportunities for improvements

• Environment conservation

• Health & safety

ScoreCategory Percentage Score (out of 120)

Senior Leadership (70 pts)

70 % 49

Governance and CSR (50 pts)

75 % 37.5

Total 96.5

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