Abstract

Tata Motors, previously known as Tata Engineering and Locomotive Co Ltd (TELCO), is one of the largest companies in the Tata Group, and one of India’s largest business houses. Tata Motors is India’s leading commercial vehicle manufacturer and the third largest passenger car manufacturer. The company is the sixth largest truck manufacturer in the world. Tata Motors recently received the Balanced Scorecard Collaborative Hall of Fame Award for having achieved a significant turnaround of its overall performance. A comprehensive quality improvement and cost cutting initiative in September 2000, has played an important role in the company’s turnaround, from a loss of Rs 500 crores in the year ended March 2001 to a profit of Rs 28 crores in the first quarter of 2002-2003. Tata Motors has realised operational excellence will continue to be the critical determinant of success in the years to come. This case deals with the strategy adopted by Tata Motors for its turnaround and operational excellence. Tata Motors, Operational Excellence.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Tata Motors, Operational Excellence

Keywords

Tata Motors, Tata Engineering and Locomotive Co Ltd (TELCO), Operations management, Tata Group, Supply chain management, Cost reduction, Tata Indica, Tata Indigo, Vendor management, Six Sigma quality, Tata business excellence model