Powertrain Operations, Jaguar LandRover

2. TREVOR LEEKS
Operations Director
Jaguar Land Rover

3. New Global Standards of
Enterprise Excellence

4. N E W G L O B A L S T A N D A R D S O F
E N T E R P R I S E E X C E L L E N C E
T R E V O R L E E K S
O P E R A T I O N S D I R E C T O R

5. W H O W E A R E
• Jaguar Land Rover is built around two iconic brands with a wonderfully
rich heritage and powerful consumer appeal and loyalty.
• Jaguar Land Rover was formed in 2008 when Tata purchased Jaguar
Cars and Land Rover from Ford Motor Company. Jaguar Land Rover is
a subsidiary of Tata Motors.
• Jaguar Land Rover is headquartered in the UK and is the largest
premium automotive business there. Almost 28,000 of its 29,000
employees globally are UK-based.

6. C O M P A N Y O V E R V I E W
• 11 vehicle lines – with ambitious expansion plans
to extend product offerings
• Jaguar F-TYPE and XF Sportbrake announced
as the 10th & 11th vehicle lines
• 3 UK vehicle assembly plants, with 2 UK product
development facilities
• Employs almost 29,000 people globally - 11,000
employees recruited in past 3 years
• Employs 7,000 engineers and designers
• Global sales reach with a worldwide network
covering 172 countries

7. 2 0 1 3 H I G H L I G H T S

8. M A N U F A C T U R I N G & P R O D U C T
H A L E W O O D
Land Rover Freelander and Range Rover Evoque
Utility & Premium SUV market segments
c4,600 employees
JD Power European Gold Plant Award (2005)
C A S T L E B R O M W I C H
Jaguar F-TYPE, XF, XF Sportbrake, XJ and XK.
Aluminium body construction facilities
Medium/Large Premium & Sports market segments
c3,200 employees
S O L I H U L L
Range Rover, Range Rover Sport, Land Rover Discovery, Land
Rover Defender
Aluminium body construction facilities
Functional/Utility & Premium SUV market segments
c6,000 employees
W H I T L E Y
Global Jaguar Land Rover headquarters
Design and Engineering Centre
Commercial and central staff functions
Powertrain and other test facilities
c4,000 employees
G A Y D O N
Design and Engineering Centre
Commercial and central staff functions
Extensive test track and off road testing
c6,000 employees
E N G I N E
M A N U F A C T U R I N G
C E N T R E
Jaguar Land Rover is building a state of the art advanced
engine facility at i54 South Staffordshire Business Park
Investing more than £500m
Creating 1,400 new jobs
NOTE
1,000 employees in 17 National Sales Companies
D E V E L O P M E N T F A C I L I T I E S

9. E N G I N E M A N U F A C T U R I N G C E N T R E

10. LONG TERM STRATEGIC GROWTH
A N E W F A M I L Y O F A D V A N C E D T E C H N O L O G Y, L O W - E M I S S I O N E N G I N E S F O R
A L L J A G U A R L A N D R O V E R P R O D U C T S

11. W O R L D - C L A S S F A C I L I T Y
SUP PORT NEW MARK E T S, NEW S EGMENT S AND CO2 REDUCT ION

12. C O N T I N U E D I N N O V A T I O N
N EW P R E M I U M L I G H TWE I G H T
LOW- F R I C T I O N E N G I N E
N EW M O D U L A R D E S I G N – I N L I N E &
T R A N S V E R S E I N S TA L L AT I O N S F O R
RWD & AWD
N EW E N G I N E S C O M P L E M E N T
J A G U A R L A N D R O V E R ’ S A W A R D
WI N N I N G A L U M I N I U M V E H I C L E S

13. E N G I N E M A N U F A C T U R I N G C E N T R E
Petrol Assembly Diesel Assembly
(under construction)
Machining Hall

14. T R A N S F O R M I N G B U S I N E S S
JLR Mission JLR Vision Pyramid - Transforming the Business
• The Mission statement encapsulates the means by which we
intend to grow the business (40 new products in 5 (Sections
IV, VI & VIII)), the constituent elements necessary to deliver
a sustainable structure target of 10% EBIT (Margins (Section
IX) and Breakeven (Section X)) and the importance of
delivering our Quality targets (Section VII).
• The deployment mechanism is through the Transformation
activity of the business: the key Levers; the Transformation
projects (Section IV); and the key Business Excellence
Facilitators (Sections X and XI). This is underpinned by the
engaged High Performance team (Section XII).
Designing
Great Products
… Faster
Jaguar
One High-Performance
Land Rover
Outstanding
Customer
Experience
Company
Two Global Iconic
Environmental
Innovation
Engaged and
Passionate
People
Confident Leaders
With a Spirit of
Independence
Think Like Business
Owners, build
Teamwork and
Partnerships
Brands
Three Passions
Agile and
Cost effective
Operations
Achieving
Premium Market
Positions
Driving
Business
Excellence
Funding efficient
Investment in our
Future
Increasing the
Value of our
Company
Dynamic Business
Foundations
Long Term
Sustainable
Business
Delivering the Performance Challenge
• The Vision for Jaguar Land Rover is one High-
Performance Company, with two Global Iconic Brands
and three Passions (Product, Customer Experience, EI),
underpinned by Dynamic Business Foundations
(Premium market positioning, an engaged high
performance Team, a sustainable Business structure and
a pursuit of Business Excellence).
• These building blocks define the structure of Jaguar Land
Rover’s Business Plan and ensure a clear line of sight
from the Vision to the Operating Plans of the business.
Transformation

15. B U S I N E S S E X P E C T A T I O N
• Execute a Flawless Launch (Quality, Cost, Schedule)
• Spend £518million Capital Efficiently – Maximise the return from
Investment
The Stretch:
• “Create Something Special (World Class) and
shift the JLR Operations paradigm”
How – when we face the perfect storm ?
• New Engine Design
• New Factory
• New People
• New Customer (x760)

16. B U S I N E S S E X P E C T A T I O N
• Get the right People on the Bus
• Use latest Manufacturing Engineering techniques to deliver Simultaneous
Engineering
• Development, Deployment and Training of Lean Principle, Systems and Tools.
• Create Robust Planning and Review Processes
• Create greater Integration between Eng’rg, Procurement and Manuf’g – know
the risks and work them – our first cultural challenge !!!
• Focus on Operational Excellence – make it the way we work

17. O P E R A T I O N A L E X C E L L E N C E

18. O P E R A T I O N A L E X C E L L E N C E
• “Operational Excellence is a philosophy of principle driven leadership, teamwork and
problem solving resulting in continuous improvement throughout the organisation by
focusing on the needs of the customer, empowering employees, and optimizing existing
activities in the process.”
The relentless quest to make things better !!!
• It requires Culture Change (Institutionalising a different way of working) where every
single person is engaged every single day in Change
Culture can only be affected by changing the way people think!
• “Excellence is an art won by training and habituation. We do not act rightly because we
have virtue or excellence, but we rather have those because we have acted rightly. We
are what we repeatedly do. Excellence, then, is not an act but a habit.”
Aristotle

19. W H A T W E S T R I V E F O R
• Clear, strategic vision with goals/objectives linked to guiding principles
• Enterprise fully aligned horizontally & vertically with those goals
• Integrated systems and structures with no silos driving ideal behaviours
• Clear customer focus with measures that matter to the customer
• A culture where continuous improvement is integrated with work
• The strive for speed, flexibility, cost and quality does not compromise safety
• Visible and supportive leaders who listen and challenge appropriately
• Empowered & engaged employees – seen as assets not costs
• The development of people is seen as a necessity and not a cost
• High levels of trust engendered through open and honest communication
• Excellent business results
• Operational excellence is regarded as a journey and not a destination

20. O P E R A T I O N A L E X C E L L E N C E
Culture cannot be changed by:-
 Merely implementing a “program” of continuous
improvement.
 Immersing large numbers of people in training
programs.
 Organising many improvement “events”, nor by
assigning the work to a charismatic personality.
Culture can only be affected by changing the way
people think!
 Operational excellence is only achieved when everyone,
top to bottom and side to side, align their thinking and
hence behaviours with correct principles of operational
excellence.

21. O P E R A T I O N A L E X C E L L E N C E
Quality Management Systems
Business re-engineering
Organisational Change
Business Transformation
Operational Excellence
Organisations don’t change, it’s the people who do or don’t!
20% technical and 80% behavioural

22. O U R R E C I P E F O R S U C C E S S
Our People, Our Teams
PRINCIPLES
SYSTEMS
DCP Process
Error Proofing
Process Confirmation
Standard Work Confirm
Gauging Strategy
Cadence of Events
• SQDCPE
• Sub System Teams
Robust Reject Strategies
Kaizen Process
Problem Solving
Our Systems,
driving the right behaviours
S T R AT E G I C &
C U LT U R A L A L I G N M E N T
O P E R AT I O N A L
A L I G N M E N T

23. P O W E R T R A I N O P E R A T I O N S J O U R N E Y
Pre Launch
The Way we do
business at JLR
Powertrain Operations
Principles
People
development
and training
Systems
Tools
Principles
Systems
Tools
Principles
Tools
Systems
Benefit Benefit
The Personal Leadership Journey for the Team
Strategy
Development
and deployment
Vision, Mission,
Goal an Values
Organisation
development
and design
Reactive Formal Deployed Autonomous

24. O U R O P X J O U R N E Y
S T R A T E G I C & C U L T U R A L A L I G N M E N T
Study Tours:
• Senior Leadership Team
• Management Team
• Staff Study Tours
(Halewood, Ricoh, Aero
Engines, Fuchs)
Study Tours
Key Learning
Outcomes
Definition of Mission,
Vision, Values & Goal
POWER TRAIN
STRATEGY
POLICY
DEPLOYMENT
FURTHER BENCHMARKING
(STUDY TOURS)
INDIVIDUAL OBJECTIVES
LEADERSHIP BEHAVIOURS
TRAINING
What is Next?

25. O P X S T U D Y T O U R S
U N D E R S T A N D I N G E X C E L L E N C E
Common Themes
 They all had a burning platform to initiate the journey
 Everywhere we visited had an air of calm from shop-floor personnel to Senior Leadership
 Development of their people was key from Leader to Associate – not only via training but by quality 1:1’s too!
 Complete Leadership buy-in with evidence of buy-in within the whole organisation (with relatively few casualties)
 Everybody in the organisations had clarity of their purpose: Values, Mission, Vision, Goals
 They all had a dedicated Continuous Improvement departments
 Key to develop at least as many ‘problem solvers’ as ‘problem finders’
 Time allocated in the standard day to develop and deploy improvement activities
 Very visible Leadership ! For example, go-look-see walks, 1:1’s, Process Confirmation etc.

26. V I S I O N , M I S S I O N , G O A L
C R E A T I N G C L E A R D I R E C T I O N
Operational Workshops took place before
and after our Study Tour and included a two
day Strategy Workshop where we worked
on the following:-
 Powertrain Values
 Powertrain Vision
 Powertrain Mission
 Powertrain Goal
Compelling Reason (The Customer)
To enable every individual to articulate our purpose and to lead the journey we will go on
and ensure we obtain the commitment of all the team in delivering our goals

27. V I S I O N , M I S S I O N , G O A L
C R E A T I N G C L E A R D I R E C T I O N
Our Values (How we behave and are true to ourselves)
Nurture: Develop people to their full potential
Respect: An Inclusive environment where people are valued and listened to
Integrity: Do the right thing when no one is listening or watching
Tenacity: Striving for excellence in everything we do no matter how difficult
Simplicity: Less is more
Fun: Enjoy the journey
Our Mission
To power the freedom and fulfilment in peoples lives
NURTURE FIRST
Our Vision
Creating a legacy for generations to come through a tenacious approach to continuous improvement.
We will be the benchmark for excellence across the globe. A proud and passionate family who live the
‘NURTURE FIRST’ values to create a supportive learning environment where there is equality and
mutual respect for all.
Our Goal
To transform the way in which engines are manufactured to be recognised as the new global
benchmark for excellence!

28. I N S P I R I N G A N D M O T I V A T I N G
Petrol Assembly Diesel Assembly
(under construction)
Machining Hall

29. O P E R A T I O N A L
A L I G N M E N T