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Improvement Initiatives |
| Our journey at Tata Steel started in 1990s with the objective of making the company cost competitive. Gradually as the competition became stiffer, the focus shifted to modernization, growth, and customer satisfaction through various continuous improvement methodologies. The company is currently on an accelerated change management journey through ASPIRE T3 for meeting its global aspirations. |
| The most important milestone in the company's history is its transition from a company operating in a controlled economy to one that is flourishing in a globally competitive environment. The quality of Tata Steel’s products was not the best and cost of production was high. A culture of continuous improvement was ushered into the company. Apart from quality circles, value engineering and quality improvement projects, the Company undertook a programme called 'Total Operating Performance' (TOP) which help in increasing our focus of cost and improving throughput.
Within the Tata Group, Tata Steel was in fact one of the first to adopt the Tata Business Excellence Model (TBEM). It helped Tata Steel to detail its business processes, benchmark with the best and improve them. In the last few years we have adopted several other initiatives such as TPM, Six Sigma, Aspire and Theory of Constraints. The Company is now in the process of bringing improvement initiatives under a single umbrella of Aspire T3 which comprises TOC, TQM and Technology to enthuse its people to newer heights of excellence.
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