tsmg

Tata Strategic conducted a preliminary diagnostic workshop with the senior management of the manufacturing function to identify key factors contributing to process inefficiencies. Interviews with critical stakeholders were held to identify current role descriptions and performance evaluation methods. A broad-based complexity mapping framework was developed to outline differing levels of manufacturing complexity, and optimal staffing levels were determined using zero basing and internal benchmarking. Based on this, Tata Strategic developed a new manufacturing organisation structure along with detailed individual role descriptions in line with the top management’s strategic objectives. Existing capability gaps especially in support functions like machine maintenance, and process capability were identified and suitable roles were created to address the issue. Redundant activities were identified and the relevant roles eliminated or outsourced. Changes in degree of empowerment, decision making and approval processes enabled further elimination of intermediary roles, resulting in de-layering at the operating level.

A 20 per cent reduction in indirect manpower has been achieved on top of a 40 per cent increase in production volumes. The client is currently implementing the changes in its organisational structure and the critical processes in manufacturing and quality control.