TBEM is a
‘customized-to-Tata’ adaptation of the globally renowned Malcolm
Baldrige model. The TBEM philosophy has been molded to deliver a
combination of strategic direction and concerted effort to maximize
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 organizational performance practices, capabilities, and results
-
to facilitate communication and sharing of best practices information among organizations of all types
- to serve as a working tool for understanding and managing performance
and for guiding organizational planning and opportunities for learning
TBEM based Performance Excellence Goals
TBEM
Criteria is designed to help organizations use an integrated approach
to organizational performance management that results in
delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability
improvement of overall organizational effectiveness and capabilities
organisational and personal learning
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 organisation’s 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 organizational sustainability and your competitive environment are key
strategic issues that need to be integral parts of your organization's
overall planning. While many organizations 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 organization 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 behaviors (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 organizational knowledge to drive improvement and organizational
competitiveness. In the simplest terms, Category 4 is the “brain centre”
for the alignment of your organization’s 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 organization to adapt to change and to succeed. The Category
covers workforce engagement, development, and management in an
integrated way (i.e., aligned with your organization’s 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 organisation’s 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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