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    TBEM

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    Anonymous ggwJDMh8
    The Tata Business Excellence Model (TBEM) is a customized version of the Malcolm Baldrige model that focuses on seven core aspects of business operations to help Tata companies improve performance and stay competitive. Companies are assessed on a 1000 point scale in these areas and must achieve 500 points within four years to be recognized. The model undergoes regular updates to help companies adapt to changing business environments.

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    TBEM

    Uploaded by

    Anonymous ggwJDMh8
    162 views3 pages
    The Tata Business Excellence Model (TBEM) is a customized version of the Malcolm Baldrige model that focuses on seven core aspects of business operations to help Tata companies improve performance and stay competitive. Companies are assessed on a 1000 point scale in these areas and must achieve 500 points within four years to be recognized. The model undergoes regular updates to help companies adapt to changing business environments.

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    Tata Business Excellence Model

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    The Tata Business Excellence Model (TBEM) is a customized version of the Malcolm Baldrige model that focuses on seven core aspects of business operations to help Tata companies improve performance and stay competitive. Companies are assessed on a 1000 point scale in these areas and must achieve 500 points within four years to be recognized. The model undergoes regular updates to help companies adapt to changing business environments.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    162 views3 pages

    TBEM

    Uploaded by

    Anonymous ggwJDMh8
    The Tata Business Excellence Model (TBEM) is a customized version of the Malcolm Baldrige model that focuses on seven core aspects of business operations to help Tata companies improve performance and stay competitive. Companies are assessed on a 1000 point scale in these areas and must achieve 500 points within four years to be recognized. The model undergoes regular updates to help companies adapt to changing business environments.

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    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
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    TATA BUSINESS EXCELLENCE MODEL (TBEM )

    TBEM is a customised-to-Tata adaptation of the globally renowned Malcolm Baldrige model. The TBEM philosophy has been moulded to deliver a combination of strategic direction and concerted effort to maximise business performance. The model focuses on seven core aspects of operations: leadership, strategic planning, customer and market focus, measurement, analysis and knowledge management, human resource focus, process management and business results. Performance is measured in absolute points; companies have to achieve a minimum of 500 points (out of 1,000) within four years of signing the BEBP agreement. Achievements are awarded by recognition across the Group. TQMS helps Tata companies use the model to gain insights on their business strengths and opportunities for improvement. This is managed through an annual process of assessment and assurance. The model, through its regular and calibrated updates, is used by Tata companies to stay in step with the ever-changing business environment. Performance excellence framework

    TBEM Criteria Purpose Tata Business Excellence Model (TBEM) is the basis for conducting organisational assessments and for giving feedback to applicants. In addition, the Criteria have three important roles in strengthening competitiveness:

    to help improve organisational performance practices, capabilities, and results to facilitate communication and sharing of best practices information among organisations of all types to serve as a working tool for understanding and managing performance and for guiding organisational planning and opportunities for learning

    TBEM based Performance Excellence Goals TBEM Criteria is designed to help organisations use an integrated approach to organisational performance management that results in

    delivery of ever-improving value to customers and stakeholders, contributing to organisational sustainability improvement of overall organisational effectiveness and capabilities organisational and personal learning

    The Role of Core Values and Concepts

    The TBEM Model Category 1: Leadership Leadership addresses how your senior leaders guide and sustain your organisation, setting organisational vision, values, and performance expectations. Attention is given to how your senior leaders communicate with your workforce, develop future leaders, measure organisational performance, and create an environment that encourages ethical behaviour and high performance. The Category also includes your organisations governance system and how it ensures ethical behaviour and practices good citizenship. Category 2: Strategic Planning Strategic Planning addresses strategic and action planning, deployment of plans, how adequate resources are ensured to accomplish the plans, how plans are changed if circumstances require a change, and how accomplishments are measured and sustained. The Category stresses that long-term organisational sustainability and your competitive environment are key strategic issues that need to be integral parts of your organisation's overall planning. While many organisations are increasingly adept at strategic planning, plan execution is still a significant challenge. This is especially true given market demands to be agile and to be prepared for unexpected change, such as disruptive technologies that can upset an otherwise fast-paced but more predictable marketplace. This Category highlights the need to place a focus not only on developing your plans but also on your capability to execute them.

    Category 3: Customer & Market Focus Customer and Market Focus addresses how your organisation seeks to understand the voice of the customer and of the marketplace, with a focus on meeting customers requirements, needs, and expectations; delighting customers; and building loyalty. The Category stresses relationships as an important part of an overall listening, learning, and performance excellence strategy. Your customer satisfaction and dissatisfaction results provide vital information for understanding your customers and the marketplace. In many cases, such results and trends provide the most meaningful information, not only on your customers views but also on their marketplace behaviours (e.g., repeat business and positive referrals) and how these views and behaviours may contribute to the sustainability of your organisation in the marketplace. Category 4: Measurement, Analysis and Knowledge Management The Measurement, Analysis, and Knowledge Management Category is the main point within the Criteria for all key information about effectively measuring, analysing, and improving performance and managing organisational knowledge to drive improvement and organisational competitiveness. In the simplest terms, Category 4 is the brain centre for the alignment of your organisations operations with its strategic objectives. Central to such use of data and information are their quality and availability. Furthermore, since information, analysis, and knowledge management might themselves be primary sources of competitive advantage and productivity growth, this Category also includes such strategic considerations. Category 5: Workforce Focus Workforce Focus addresses key workforce practices-those directed toward creating and maintaining a high-performance workplace and toward engaging your workforce to enable it and your organisation to adapt to change and to succeed. The Category covers workforce engagement, development, and management in an integrated way (i.e., aligned with your organisations strategic objectives and action plans). Your workforce focus includes your capability and capacity needs and your workforce support climate. To reinforce the basic alignment of workforce management with overall strategy, Criteria also covers human resource planning as part of overall planning in the Strategic Planning Category Category 6: Process Management Process Management is the focal point within the Criteria for your key work systems and work processes. Built into the Category are the central requirements for identification and management of your core competencies to achieve efficient and effective work process management: effective design; a prevention orientation; linkage to customers, suppliers, partners, and collaborators and a focus on value creation for all key stakeholders; operational performance; cycle time; emergency readiness; and evaluation, continuous improvement, and organisational learning. Agility, cost reduction, and cycle time reduction are increasingly important in all aspects of process management and organisational design. In the simplest terms, agility refers to your ability to adapt quickly, flexibly, and effectively to changing requirements. Depending on the nature of your organisation's strategy and markets, agility might mean rapid change from one product to another, rapid response to changing demands, or the ability to produce a wide range of customised services. Agility also increasingly involves decisions to outsource, agreements with key suppliers, and novel partnering arrangements. Flexibility might demand special strategies, such as implementing modular designs, sharing components, sharing manufacturing lines, or providing specialised training. Cost and cycle time reduction often involve Lean process management strategies. It is crucial to utilise key measures for tracking all aspects of your overall process management. Category 7: Business Results The Results Category provides a results focus that encompasses your objective evaluation and your customers' evaluation of your organisations products and services, your overall financial and market performance, your workforce results, your leadership system and social responsibility results, and results of all key processes and process improvement activities. Through this focus, the Criteria's purposes - superior value of offerings as viewed by your customers and the marketplace; superior organisational performance as reflected in your operational, workforce, legal, ethical, and financial indicators; and organisational and personal learning - are maintained. Category 7 thus provides real-time information (measures of progress) for evaluation and improvement of processes, products, and services, in alignment with your overall organisational strategy. Item 4.1 calls for analysis and review of results data and information to determine your overall organisational performance and to set priorities for improvement.

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