“Insight to Intelligence to Innovation”“Insight to Intelligence to Innovation”KM Journey at TCL
Dr. Devsen Kruthiventi, Head, Knowledge Management B Sudhakar, CHRO
Tata Chemicals Ltd.email: [email protected]
Agenda
• Context Setting– Introduction to Tata Group
– About Tata Chemicals
– KM @ TCL a snapshot of past six years
• Q & A
Introduction to Tata Group
The Tata Group
Group Purpose
Group Values
Group Business Sectors
Group Financials
Group Holding Structure
Our Founder
Our Inspiration
2rd largest soda ash manufacturer in the world(5.5 million tons per
annum)
Most energy efficient urea
manufacturer in India
Tata Chemicals Today…
Market leader in domestic branded edible salt Market (47%)
1/3rd equity interest
in IMACID, Morocco
Agricultural inputs and solutions provider
LIVINGSalt , Cooking Soda , Water
Fresh Produce
FARM
INDUSTRIALSoda Ash
Bicarb, Others
Tata Chem: Providing LIFE –LLiving, IIndustry & FFarm EEssentials
Bulk & Specialty FertilizersPesticides
SeedsFarm Equipment
Services
TCL Size…
Fertilisers
56%Chemicals
44%
Revenue SplitPursuant to the acquisitions, TCL’s customer base now encapsulates some of the world’s leading and most recognizable brands
Awards & Accolades
• Sustained Excellence Award at JRDQV 2010
• Corporate Sustainability and SHE
"ICC" award for Excellence in Management of
Safety, Health and Environment
• 4th in top ten Carbon Disclosure Leadership
Index in CDP2010 - India 200 report
• CII ITC Sustainability Awards for TCL Babrala and
Mithapur
• Serious Adopters' of Affirmative Action by Tata
•11 ABCI National Awards and Star Communicator Company of the year for Corporate Communications•Tata Chemicals wins Silver ICAI Award for Excellence in Financial Reporting•Tata Salt Hall of Fame award at the Economic Times Brand Equity Survey 2010•Pitch Marketing Award for Tata Swach in the ‘Bottom of the Pyramid’ category•Gold at IDSA Design Awards for Tata Swach Design•Sniff Award for Tata swach for New Product Innovation in Leapvault Change leadership Awards
Group
• Gujarat Safety Council Award for TCL, Mithapur
• Gold Quill Awards for Excellence in
Communications
Innovation in Leapvault Change leadership Awards 2010•Global ICIS award for Best Product Innovation – Tata Swach•Gold’ at the Asian Innovation Awards 2010 for Tata Swach
It is not the strongest of the species that survive,
Nor the most intelligent …But the ones most
KM @ TCL a snapshot of past six years
responsive to change
- Charles Darwin
As we progress deeper into information age, knowledge will
be the key differentiator and
A word from our senior management..
be the key differentiator and embedding knowledge
management in our company is critical for its progress.
KM Strategy Overview
STRATEGIC KM
SYNERGIZING FOR BUSINESS NEEDS OF ORGANISATION
SystemsSystems
Datab
CartographicCartographic
People
ProcessProcess CommercialCommercial
Emphasis
PEOPLE PROCESS
Databases,Repositories,& IT
PeopleExpertiseDirectoriesYellow Pages
Knowledge Relevant totasks
Emphasis onExploiting IP
TECHNOLOGYTECHNOLOGYTECHNOLOGYTECHNOLOGY
Vision / Purpose of KM at TCL
VisionTo create a culture of systematically harvesting and sharing knowledge in TCL, in a manner that employees are encouraged to continuously improve their own knowledge and the skills that would be required to manage both the current and future needs of the business. current and future needs of the business. PurposeKnowledge Management will result in greater functionalexcellence, qualitatively better decision making, reduceduplication of work and free up time for key businessimperatives
KM Journey… Snapshot
2010
2009
2008
2007
2005
2006
2007
Reviewer & Approver
Performance Performance DialogsDialogs
Our Knowledge focusInsight – Intelligence - Innovation
Knowledge
Tacit Explicit
EmployeesEmployees
Structured UnstructuredStories
K Connect. FIBERS
BI
SAP
CoP
KSS
Idea Management
SAE
PerformanceDialogue
K Cafe
Customer/Supplier Meets
K FairOorja
• KM Long Term Strategic Process• KM processes
– Process for Knowledge Identification, Capture & Review – Process for Knowledge Sharing, Replication and Usage – Process for Idea management and Implementation
Each of the process is well defined with a set of efficiency and effectiveness measures which are tracked and reported regularly.
KM - Processes
Reward & Recognition Individual Awards
Titli Awards, Doot Awards, K Connect Awards, Tata Innoverse Awards, Prerana Awards,AIM Awards, KM Day Awards, Innovista Awards
Group / Team AwardsK Café Awards, EPM Convention Awards, BeeP Awards, K Fair Awards, KM Meter Awards
Reward & Recognition
KM Team• CORE: Small KM team KM - managers representing core business
units across all Business Units and support functions.• ADJACENT: KM Champions & KM Coordinators spread across the
company• EMBEDED: CoP Members, Location KM Steering Committees &
Listeners• Focus of all is to drive i3
SMALLRepresentingBusiness Units
KM Champions
KM Coordinators
Listeners
Volunteers
TechnologyStrategy
Operations
People/Skills
KM Technology Platforms…
Strategic Enterprise ManagementStrategic Enterprise ManagementKnowledge /InformationKnowledge /Information
Structured (Information on which analysis can be performed)
Unstructured (information on which analysis cannot be performed
BI Single view through MYTCLWORLD with search featuresEnterprise Knowledge
Core ERP e-HR CRM SCM
Data Warehouse (ETL)
OLAP
Transactional
Analytical
Various DBs
(like OTIS etc.)DMS Drives &Various locations Fibres
Collaborative frameworksK Connect,EurekaOnDemand,,mysethu, Blogs, WIkis,Tata Innoverse, Prerana,
Tata Knowledge Chain
Explicit Knowledge
Tacit Knowledge
2008
2009
2010
EffectivenessIdea Life Cycle
UsageTangible
Innovation
Innometer Study
KM Meter KM Audit
Innometer Study
Moved to partially measuring Effectiveness
KM ICSI , Efficiency & effectivenessmeasures for all initiatives. Tangible benefits
measures introduced
KMM© is a comprehensive measure encompassing all the stages of KM life cycle
KM Audit for E & I Innometer study for improving Innovation
KMMeasurement
2005
2006
2007
QuantityInvolvementIndividual
QualityEfficiency
Group
Idea Life CycleIn-Tangibles
Measured Efficiency of KM Initiatives
Moved to partially measuring Effectiveness of some matured initiatives
Moved to partially measuring Effectiveness of some matured initiatives
New products to market. More Customer FocusIncrease in PatentsExperimentation
Improved Problem Solving Sharing of Best Practices.
More focus on Quality. Improved Safety
Reduction in repeated breakdowns.
Increased CompetencySHE focus
5S, Decrease in Absenteeism.
Reduction in wastageBus Objective
BSC Linkage
Sowing Seeds for FutureIntellectual Capital Building
Leadership DevelopmentResponsible Care
Operational Excellence
Impact of KM Initiatives
WORMEN
S&M-MGMT
OFFICERS
J
MGMT
Self Esteem &Self Worth
and KnowledgeSharing
Collaboration with Focus on constant improvement &
Conscious Learning
Collaboration with Focus on constant improvement &
Conscious Learning
Focused on Benchmarking Excellence & InnovationCulture
BASIC ENABLING STRATEGICKM Initiatives
Segmentation
Benefits of KM
• Top 3 benefits of KM– Increased SHE Standards– Increased Production Capacity– Functional Competence Building
• Decrease in no. of breakdowns• More Innovation- Increased Number of Patents• Improved Quality – More Process Conscious
2009-2010
• Improved Quality – More Process Conscious • Improved Problem Solving – Experimentation
encouraged
• Improved Productivity, Efficiency & Effectiveness
– Savings in 09-10: $ 2.14 million 10-12 $ 2.35 million
– Number of Anecdotes, Competency Improvement
2010-2011
2009-2010 2010-2011
KM Meter Types of Benefits
5%20%
38%4%
9%
11%1% 9%
2%
1%
Environmental Standards
Safety
Core Processes
Customer Care
Reduction in Cycle time
Cost Saving / Generation
Skill Upgradation
Reduction in Breakdown
Energy Conservation
Statutory Compliance
Some Stats…
2009-2010 2010-2011
% of Accepted stories 35 40
KSS 1698 1793
% of Employee Involvement 47 49
Rewards & Recognition 524 352
Improvements reported 0 1056
Docs on KM Usage 2.5m 3.75m
Average No. of Visits to KM Portal/ month
125k 197.25k
Source of Learning
60%20%
12%8%
Within Location
Within TCL CrossLocationFrom Vendors/SuppliersOrganisationsoutside Tata Group 0
153045607590105120135
MITHAPUR BABRALA HALDIA
Improvements as per BSC Perspective
FinanceCustomer CareInternalL&G
Some Stats…
outside Tata Group
2234
33143832
4312
5312
6534
45
3835
2825
12
0
1000
2000
3000
4000
5000
6000
7000
2005-06 2006-07 2007-08 2008-09 2009-10 2010-1105101520253035404550
No % Accepted
Status of Tacit Knowledge Conversion
0MITHAPUR BABRALA HALDIA
Key Challenges
• Buy-in from All Stakeholders• Sustaining the Initiatives• Reaching out to 10000+ Employees across all
locations• Bringing about a change in mind set for Knowledge • Bringing about a change in mind set for Knowledge
sharing and seeking• Infrastructure both in terms of Hardware and
Software for the last mile• Making KM a way of Life• Measuring Returns on KM
Finally - Formula for Success for KM
Unfolding the Spirit of TCL
L A S E RLearn
UnderstandConcept
Applyin a real life situation
ShareImplemented
Sustained Improvement
EnjoyCultural Change
ReflectPersonal Growth