About this Presentation
This presentation discusses the calculation of the Tata Steel organization’s profits attributed to the Viable Vision. The financial impact and training requirements are presented. The reduction in TRD (throughput rupee days) is provided for a year’s period in aggregate and separated into three different processes (cold and hot rolled, longs and tubes, and wires). The detailed strategy and tactics (S&T) tree for Tata Steel VV implementation is provided through level 3. The decisive competitive edges (CE) are: 2.1 Distributors CE; 2.2. Reliability CE; 2.3 Rapid CE; and 2.4 VMI CE. The detailed steps with necessary assumption, strategy, parallel assumption, tactic, and sufficiency assumptions are provided. A model for maximizing the throughput from the mines which includes flow, mine life and value is provided. The use of buffer management is illustrated. Major objectives, actions and achievements are provided. The use and results of critical chain in maintenance and sustenance projects are discussed.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Instructor(s)
Bimlendra Jha
Mr. Bimlendra Jha is a B. Tech in Ceramic Engineering from IIT Varanasi and a Post Graduate Diploma in Business Management, Marketing and Finance from XLRI Jamshedpur. Presently, he is Managing Director of Jindal Steel and Power. Prior to this, he has been the MD & CEO of Ambuja Cement Limited and associated with Tata Steel Ltd. for nearly three decades where he has held multiple leadership roles including CEO Tata Steel UK looking after operations in UK, Sweden, and Canada and Executive Director on the Board of Tata Steel Europe. He has been actively involved in strategic portfolio restructuring and supply chain transformation in Europe and market development, sales and brand management, and innovation in construction practices in India. This includes his high profile rescue of British Steel from imminent closure, the design of new processes in Marketing, Value Selling, Channel Loyalty programs and launch of new product and service concepts using TOC. It has now been a couple of decades since Bimlendra invented an integrated improvement framework for Tata Steel, branded ASPIRE T3, combining the best practices of TOC, TPM and TQM. Many of its outcomes were subsequently recognized as leading best practices by a jury that granted the Deming Grand Prize to Tata Steel.