People

Lucas-TVS’s energy to drive the business comes from its people, the undisclosed asset of a company’s balance sheet. We at Lucas-TVS strongly believe that an organization's most valued assets are its people who individually and collectively contribute to the achievement of the business objectives. Keeping this in mind, Lucas-TVS's management style lays great emphasis on employee involvement and actively encourages participation and commitment through Small Group Activities (SGA), Suggestion Schemes, Voluntary Work Teams and the like. We endorse gender diversity and have an all women workforce at Puducherry and Chakan


Culture

A highly visible culture of Commitment, backed up by Discipline and Positive Attitude prevails across the organization. We believe in the following equation:



Employee Performance = [Knowledge + skill] X [Will]

Trust, Value and Service are the key words and beliefs practiced always internally and externally. Openness and transparency are seen in leadership styles/meetings. Internal customer-Supplier equations are extremely strong. SOP (Standard Operating Procedure-shop floor) and SWP (Standard Work Procedure-office areas) are base points of DRM (Dally Routine Management) in "line and staff" functional departments. TEI (Total Employee Involvement) is the foundation of the organization. Learning culture prevails at all times and all places in the company. 5S is the first step in every function. Approach and outlook of engineers / managers is always bi-focal (short term and long term). PDCA is the belief and the Continuous improvement is the driver of growth. Systems and procedures are always put in place in reality to recognize an orderly workflow. Contribution of employees is greatly valued by the company


Customer, economy in operations and Genba are the basics of business culture. We take care of our employees and they in turn take care of our customers.

Education And Development

We recognize that the need for right talent is essential to meet business goals. Human Potential is vast and requires the right amount of inputs to be utilized satisfactorily. Keeping this in mind, we invest significantly in upgrading our employees and their potential. Training, Skill-building & Career Development are given primary importance as they lead to all-round development. Beyond this, On the Job Training and Job Rotation are also practiced extensively to hone the skills of our employees.

Performance Management System is based on a talent management system-consisting of internal talent development, 360 degree behavioral assessment and assessment centres for managerial staff. This is part of LTVS’s plan to develop the future line of managers and become future-ready.

Trainees are given sessions to enhance their employability skills tech competency, behavioral attitudes and soft skills. Company operates a fully equipped training center, which features a multi-skill workshop, a product knowledge center, a CNC trainer and computer facilities. Individual skills are fine-tuned through specialized courses, both within the country and abroad.

Lucas TVS employees in every part of India share ideas and learn from each other every day. This rich diversity and cultural experience come together to inspire new technologies, design ideas that meet the needs of all our customers.

Total Employee Involvement

Quality Control Circles, named SGA (Small Group Activity) consist of a group of employees from the same or similar work areas who meet voluntarily to identify, analyze and solve work related problems to improve not only quality, productivity and work methods but also the quality of work life.




QIT (Quality Improvement Teams)

Quality Improvement Teams is a forum for engineers/managers to solve their work-related problems. This works on a higher plane by using advanced quality tools and techniques such as Taguchi DOE, Shainin etc and conducting simulations/deep analysis etc.

Suggestions

Apart from the SGA and QIT contributing to the continuous improvement, we also have a suggestion scheme in our organization.

The unique feature of the people involvement in Lucas-TVS is the co-existence of both the suggestion scheme-linked to Monetary Awards and the SGA-with no monetary awards. It is to be noted that the SGA Teams are proud to present their case studies and derive immense satisfaction and pride when felicitated by the top Management.


Kaizen Culture

The word "Kaizen" originates from the Japanese language. "Kai" means 'change' and "Zen" means 'better'. Anything that is improved form the existing level can be termed as "Kaizen". From the industry perspective, the Kaizens can generally be classified into 3 levels, namely first level Kaizens, medium level and high level Kaizens, which are innovations or breakthrough improvements.

In a nutshell, Kaizen is a way of life in Lucas-TVS at all levels of functions for sustaining the existing standards of performance and continually improving the standards to cope with ever-increasing customer expectations and business competitiveness.

As a part of TPM implementation, we have created Kaizen circles. The circles focus on Kaizens in line with nine pillars. Periodical reviews are being conducted Pillar wise and the Kaizens done in each pillar are explained to all and this way the Kaizen culture is implemented in all the departments.


Voluntary Work Team (Sunday Club)

Voluntary Work Team is a unique concept conceived during 2001 (TQM promotion phase) to promote the Total Employee Involvement with a sense of ownership of factory at workforce level. The movement started off with one team (Shop Floor 5S) of twenty members and eventually grew over the last 5 years to 8 different teams (TPM, Enviro, Office 5S, Safety, Kanban , QCT , APS) to a membership of around 625.The concept encourages the teams to create improvements in the above areas in different modules/offices of the factory on a schedule on Sundays.

The fact that this is done as a voluntary act emphasizes the affection the employees have on their respective workplaces. The improvements as Kaizens brought about benefits by way of gadgets such as fabricated structures etc to maintain 5S, safety devices, Kanban enabling work elements, quick change problem solving etc. all focussing on reducing wastage.

The members wear color coded T-shirts and are allocated into different teams to conceptualize and implement Kaizens. Full support is provided by the Management in the implementation of the same. The concept of Work Teams created over 7000 Kaizens besides significant tangible savings to the organization.