Dgp2023 Ceat Limited

２０２３年度
デミング賞大賞
受賞報告講演要旨
Ⅱ
CEAT Limited
04_23大賞-色扉-CEAT.indd 15 2023/10/26 15:22:00

CEAT Ltd. Mumbai
Chapter 1 Company Profile
1.1 RPG Enterprises
RPG Enterprises was founded in 1979. The group currently operates various businesses in Infrastructure,
Technology, Life
Sciences, Plantations,
and Tyre industries.
The group’s business
history dates back to
1820 AD in banking,
textiles, jute, and tea.
The Group grew in
size and strength with
several acquisitions in
the 1980s and 1990s. The Group is now one of India’s fastest-growing conglomerates, with 30,000+ employees and
a global presence. Acquired by the Group in 1981, CEAT is one of India’s leading tyre manufacturers and the
flagship company of RPG Enterprises (Fig 1).
1.2 CEAT Limited
Driven by its purpose of “Making Mobility Safer and Smarter. Every day.”, CEAT has risen to become one of the
major tyre producers in India. CEAT ranks 4th in the Indian Tyre Industry, with a turnover of over Rs. 93.1 Bn, a net
worth of Rs. 31.5 Bn in FY22, and a market capitalisation of Rs. 58 Bn as on March 29, 2023. An established brand,
it manufactures a wide range of radial and bias tyres for commercial, passenger vehicles, and specialty segments.
CEAT's primary strengths have always been a strong brand, great product quality, and exceptional customer
experience through strong value chain ties. Through its purpose, CEAT has embarked on a journey of giving safety
its rightful place, first in India and then in all the global tyre markets that CEAT would reach out to. CEAT’s
products, services, and communications would work towards enhancing safety on roads by bringing to the table
digitalisation, innovation, and the latest technological trends. Key milestones in the CEAT journey are depicted in
the timeline below (Fig 2).
CEAT is an autonomous company within the RPG group with its board of directors and Managing Director,
independent customers, and markets. The company makes its financial decisions and controls its people practices,
business functions, and quality management systems. It is a listed company on the national stock exchanges of India.
The promoters, including the RPG Group, own 47.2% of CEAT as on Dec 22. Foreign Institutional Investors and
Domestic Institutions, including Mutual Funds, own about 36.8%, and the public holds the balance. The company
has two key subsidiaries, namely, CEAT Sri Lanka and CEAT Bangladesh, which are not in the scope of the Deming
Application. These contribute to less than 10% to the overall CEAT turnover.
1.3 Tyre Industry Demonetization of Fig 3: India GDP Growth %
1.3.1 Indian Economic Scenario high value currency
notes New Indirect tax
The external environment has been challenging over the 10.0% 8.3%
regime (GST)
8.9%
past five years. Indian GDP growth witnessed a declining 8.0% 6.5% 7.2%
6.5%
trend with a slowdown in the manufacturing and 6.0% 8.0% 6.8% 3.7%
GDP Growth rate
Russia Ukraine
construction sectors and muted consumer demand 4.0%
Non-banking financial war
2.0%
growth (Fig 3). The government of India announced the companies (NBFC) crisis
0.0%
demonetization of high-value currency notes in FY17. A -2.0% FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24
new indirect tax regime, GST (Goods and Service Tax), -4.0%
Est Est
India GDP
was implemented in FY18. The new tax regime, coupled -6.0%
COVID 19 Growth %
Estimated GDP
with currency demonetisation, severely impacted the -8.0% -6.6% growth%
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Ⓒ The Deming Prize 2023
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CEAT Ltd. Mumbai
automobile industry. A crisis in the financial sector impacted demand (Non-Banking Financial Company crisis),
higher fuel prices, poor sentiments, and high-interest rates. GDP growth was further impacted in FY21 and FY22
due to multiple nationwide lockdowns imposed to curb the spread of COVID-19. The business was impacted in
FY23 due to sustained inflation on account of the Ukraine war. While the threat of a resurgence of COVID-19
persists, the outlook for GDP growth in FY24 may see further downward pressure due to tightening global financial
conditions and slowing external demand. However, India is still seen as a bright spot and a major engine of growth
amid an expected fall in global growth to 2.9% in 2023 from an estimated 3.4% in 2022. This means India retains
its position as the world's fastest-growing economy. India’s economy is expected to grow in FY24 as the government
has increased the capital outlay along with a pick-up in private capex. This will lead to more job creation and a
virtuous cycle of higher incomes and consumption.
1.3.2 Indian Tyre Industry
Indian Tyre Industry is Rs 750 Bn in size. It comprises 41 companies with 169 million tyre production in FY21 (Fig
4). Multiple disruptions have impacted tyre production in India over the last few years. The six-month period ending
September 2022 (6MFY23) saw a recovery, with a 8% increase in production vs the same period the previous year.
Total tyre production in India has reduced year on year for two consecutive years in FY20 and FY21. Motorcycle
tyres comprise around 40% of the number of tyres manufactured, followed by passenger car, scooter, and truck &
buses. In terms of value, truck & bus comprises around 54% of the industry’s total revenue. Tyre exports from India
Fig 4: Total Tyre Production (# in Fig 5: Total Tyre Exports (In Rs Bn) Fig 6: Progress of Radialization:
mn) in India over the years: Source: 400 from India over the years. Source: Source:ATMA
200 ATMA ATMA 100%
Numbers in Rs Bn
192
% of Radialization
178 177 180 98% 98% 98% 98% 98%
211 80%
Number in Mn
180 169
167 200 129 128 141 60% 48% 50%
97 112 44% 53%
160 38%
40% T&B
AGR
CGR
16.8%%CA
16.8 PCR
140 0 20%
FY17 FY18 FY19 FY20 FY21 FY22 FY17 FY18 FY19 FY20 FY21 FY22 FY17 FY18 FY19 FY20 FY21
have sharply grown in FY22, registering 50% growth vs the previous year, with Indian manufacturers taking
advantage of geopolitical situations (China + 1 policy) and establishing brand equity of Indian tyres in international
markets (Fig 5). On the other hand, tyre imports in India, which were on a downward trend from FY18 to FY21,
have seen an uptick of 44% in FY22 year on year.
Radialization in the truck & bus segment has been growing at a fast clip in the last few years. With the improvement
in road infrastructure and the launch of multi-axle vehicles, the radialization in trucks and buses has gained
momentum, reaching 53% in 2021 (Source: Automotive Tyre Manufacturers’ Association). The passenger cars
segment almost exclusively comprises radial tyres (Fig 6). Radialization in 2-wheelers is still at a nascent stage. In
the farm and OHT categories, bias tyres are dominant in the Indian domestic market. However, the exports are
predominantly radial tyres.
1.4 Markets & Distribution Network
CEAT operates in domestic market and in international business. The domestic market is further segregated into
OEM and Replacement segments. International Business comprises of international exports for the global
replacement market (Fig 7).
Fig 7: CEAT’s Markets & Distribution Network
Domestic
International Business
Replacement OEM
¥ Replacement footprint is spread over 620+ ¥ Regular supplier of tyres to most major OEMs ¥ One of the leading exporter amongst the Indian tyre
districts out of the total 751 in the country, in India companies with sales to 110+ countries worldwide
through a pan-India network of dealers, ¥ Currently serving 25 Mainstream and 70 Start- ¥ Divided our exports market in seven clusters which helps us
distributors and franchisees
up OEM customers understand customer requirements better and accordingly
¥ Have 2700+ dealers and 340+ distributors
servicing over 55,000+ Sub dealers. ¥ Key among them are: Maruti Suzuki, Hyundai, develop market specific products
¥ 400+ Exclusive CEAT Shoppes and 81 Hero MotoCorp, Honda, Royal Enfield, Tata ¥ Strategic entry into the EU market and Off-highway tyres
CEAT Tyre service hubs. Motors, Ashok Leyland, Volvo Eicher, and (OHT) category; partnerships with premium OEMs like
Mahindra & Mahindra AGCO, John Deere, CNH, JCB, and Bourgault
Constitutes 56% of CEAT net sales in Constitutes 24% of CEAT net sales in FY22 Constitutes 20% of CEAT net sales in FY22
FY22
1.5 Product Portfolio

CEAT offers the full range of
tyres catering to all user
segments selling 41 million+
tyres annually. Our products are
categorised as follows (Table 1
& Table 2)
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CEAT Ltd. Mumbai
1.6 QBM Advancement
In 2008, CEAT decided to pursue TQM to raise the organization’s ability and strengthen it against the strong
competition that India was experiencing, not only from Indian companies but also from international companies
such as Bridgestone and Michelin, who were setting up manufacturing plants in India. TQM is practised under the
name of Quality Based Management (QBM). QBM has been instrumental in strengthening the customer focus,
long-term thinking, process orientation, and people focus, providing breakthrough products and services to
customers. We continue to work on our long-term thinking and improve through robust process orientation. Our
ability to set up new plants is enhanced, resulting in faster ramp-ups and superior quality tyres. CEAT has extended
QBM promotion to its partners. With Parichay 2.0, our induction program was revised to strengthen the orientation
of new hires in the QBM way of working. We continue to work on our long-term thinking through council-based
working and improve policies’ sharpness through robust process orientation. The quality of our problem-solving
has continuously improved every year.
1.7 Manufacturing Footprint
CEAT carries out manufacturing via a combination of self-owned and outsourced production units. While CEAT’s
own manufacturing facilities are in Maharashtra, Gujarat, and Tamil Nadu across 6 locations, namely Bhandup,
Nashik, Halol, Chennai, Nagpur, and Ambernath, the key outsourcing tyre units are located in Hyderabad, Halol,
Kolhapur, and Kochi. The manufacturing processes and technology in Bhandup and Nashik are traditional, and most
of the operations are carried out in manual mode. The newer plants in Halol, Chennai, Nagpur, and Ambernath are
equipped with advanced manufacturing processes and technologies. Ambernath is the specialty radial tyre
manufacturing plant. The Outsourcing units contributed nearly quarter of the total sales volume in FY22.
Before 2012, CEAT relied on conventional original equipment manufacturers (OEMs) primarily located in Europe,
the USA, Japan, and China for tyre manufacturing. In 2012, CEAT created an in-house team to design and
manufacture its own tooling. By 2022, the company had developed close to 40 equipment worth approximately Rs
30 Billion
1.8 IT System and Digitalisation
CEAT has become the first Indian tyre company to leverage hybrid cloud architecture with the entire ERP & 65%
of critical business applications already on the cloud, which will be scaled up to 80 by FY 24. The cloud-first strategy
has helped us in reducing IT costs and maintain enterprise scalability and business continuity. Our plants have
integrated industry 4.0 technologies into their operations, attaining Lighthouse certification from the World
Economic Forum for the Halol plant. We have taken steps to digitally serve our customers through our refurbished
e-commerce website, dealer portal, and linked distributor software.
1.9 Research and Development
CEAT has adopted and implemented a five-year technology roadmap that drives strategic forecasting of emerging
technological changes within the mobility sector. This helps CEAT to develop state-of-the-art products and services
for various applications of the automotive industry. Every development initiative at R&D originates from customer
requirements that are aligned with the company's vision and strategy. Several break-through products such as
puncture-safe tyres, Grip X3 (which provides grip even when the first layer of the tyre is worn out), MILAZE X3
(with a life of 100,000 km), and tyres with coloured tread wear indicators have been launched. In FY22,
sustainability was made an integral part of the technology roadmap. The global R&D center set up in Frankfurt,
Germany, contributes to bringing global customer insights and technology best practices. Testing and simulation
capabilities have been enhanced to enable entry into premium OEMs and reduction in iterations to improve time to
market.
1.10 Human Assets
CEAT acknowledges that its journey is the reflection of its people-centric culture, passion, and determination of its
employees to make mobility safer and smarter. everyday. With continuous learning and development, employee
engagement, and a culture of safety & well-being, CEAT ranked 27th in India’s Best Companies to Work for 2022
by Great Places to Work ® Institute. CEAT’s aspiration for diversity and inclusion is a commitment to creating a
shared value with empowerment. In FY22, seven transgender employees joined CEAT. As on 31st December 2022,
CEAT had 7,749
full-time
employees.
1.11
Organizational
Structure
The leadership
system in CEAT
works at various
levels (Fig 8)
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CEAT Ltd. Mumbai
¥ EXCOM refers to Executive Committee Meeting and is chaired by the Managing Director. This committee
reviews the Annual Policies, Strategies, and Projects (Policy Management), every month.
¥ OpCom refers to the Operations Committee, which is chaired by the Chief Operating Officer and is attended
by all Functional Heads. This committee reviews the monthly operational performance.
1.12 Sustainability
While CEAT always believed that a commitment to sustainability creates long-term benefits for its company and its
stakeholders. In FY22, it stated its sustainability objective of reducing its carbon emissions by half by 2030. For
this, it has placed a strong emphasis on operational efficiency, alternative energy sources, greener materials, circular
economy, and water stewardship. As a process to build sustainability, a part of our daily requirement, we have been
working to reduce carbon footprints at all levels of our functions, i.e., manufacturing, raw material usage, and
distribution. We are building capabilities like footprint measurements, ESG (Environmental, Social, Governance)
assessments, integrated annual reporting frameworks, etc., through industry experts, consultant-enabled projects,
and self-learning.
1.13 Corporate Social Responsibility (CSR)
At CEAT, our purpose of smart and safe mobility extends beyond the road to touch the lives of the people in the
communities around which we operate and also the society at large. Key areas of focus of CEAT CSR activities are:
¥ Education: emphasises supporting teachers and schools to develop high-quality learning spaces
¥ Road Safety: CEAT, in collaboration with Raksha Net, has created a fitment device, Safe Drive, which
automatically calls for help and notifies loved ones at the time of an accident.
¥ Women Empowerment Employability: to train women from less privileged backgrounds and provide them skills
that will enable them to secure jobs in various sectors.
¥ Community development: aims at holistic development of the local communities by enhancing the well-being
of people through initiatives under areas of sanitation, hygiene, and safety awareness.
1.14 CEAT Financial Highlights (Excluding Subsidiaries) –
CEAT’s exciting journey of QBM has played an instrumental role in positively impacting its financial health.
1.15 Key Honours and Awards (FY18-FY23):
1. CEAT became the 1st tyre company globally to become part of the Global Lighthouse Network awarded by the
World Economic Forum
2. CEAT was ranked the Most Trusted Tyre Brand for 3 years in a row by Trust Research Advisory (TRA)
3. OEM Awards - Received awards from Maruti Suzuki (2022, 2019), Honda (2021), Renault Nissan (2023), M&M
(2023, 2019), Hyundai (2019), Hero (2023), and Ashok Leyland (2020)
4. Ranked 4th Best D&I (Diversity and Inclusion) company at the best Diversity and Inclusion practices of Asia
Seminar Awards 2020
5. ‘Great Place to Work’ - Ranked 27 in India’s best companies to work for in 2022.
6. Chosen as one of the ‘Most Preferred Workplaces in Manufacturing 2022-23’ by Team Marksmen.
7. Won the ICF India Coaching PRISM Award 2022 from International Coaching Federation for building a strong
coaching culture to demonstrate the positive effects of coaching.
8. 34th CFBP – Jamnalal Bajaj Uchit Vyavahar Puraskar for Fair Business Practices Award under Large
Manufacturing Enterprises category 2021-22
9. Questel India IP Excellence Award, 2021
10. Awarded for Best Risk Management Framework and Systems in Auto Ancillary from CNBC-TV18
11. Most Innovative Business Practice in Customer Experience through Digital transformation by CII
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CEAT Ltd. Mumbai
Chapter 2 Purpose, Vision, and Strategy
2.1 Purpose:
In FY17, CEAT decided to create a purpose statement for itself. CEAT’s MD, Mr. Anant Goenka, put across a
series of questions to employees, eventually arriving at the brand’s purpose. Some of these were - Why do we all
wake up on a Monday morning and turn up for work? Is it only because we need our salaries? Or is it because from
the bottom of our heart, we love making and selling tyres? What is it that truly motivates us? What is the legacy
that we will leave behind? After intense dialogue and deliberation across the organisation, the purpose was
articulated as below (Figure 1). Subsequently, in FY20 through PDCA, we have sharply defined each element of
our purpose statement and have created our “Purpose story”:
¥ Safety to us means safe mobility, safe relationships, and a safe planet
¥ Smarter to us means creating new solutions for our customers based on a deep
understanding of our customer’s problems and needs”
¥ Every day to us means living purpose in everything we do and getting better
at it everyday
The meaning of our Purpose and what it stands for has been communicated across
the organisation. A purpose story document was made, which highlighted the activation of CEAT’s purpose in its
entire operations.
In conclusion, CEAT could not achieve its vision of being amongst the top 10 in EBITDA of global tyre
manufacturing companies. At the end of FY2021, CEAT’s global ranking in terms of EBITDA was 24 (5 places
improvement from 29th rank at the time of formulation of Vision FY’17-21). Had CEAT achieved all its keystones,
it would have still not achieved its vision of FY’17-21 and would have ranked 18.
2.2 Vision:
In FY2011, CEAT set its first aspirational vision statement FY’12-16 of “EBITDA of Rs 10 Bn”. In FY16,
CEAT reported a consolidated EBITDA of Rs 9.7 Bn (against the vision of Rs 10 Bn). During this period, CEAT
improved its ranking in the motorcycle tyre category from rank 4 to rank 2 in domestic replacement markets.
Also, its market share in the passenger car radial tyre category in the domestic replacement market increased by
3% between the years FY11 to FY16.
2.2.1 Vision & Strategy development process for FY’17-21
The strategy formulation had better rigor through detailed planning of strategy. Key capabilities needed to achieve
the vision and strategy were identified. Broadly, the strategy for FY’17-21 was defined using following steps:
1) Execution Milestone: For each keystone, execution milestones were set for both market share and EBITDA
2) Keystones: Building blocks identified for channel, products, and branding, especially in the domestic market
3) Review Plan: Review of building blocks set up by strategy cell to check progress and remove bottlenecks
4) PDCA: Annual PDCA of strategy planned to ensure that CEAT is on track and take corrective actions if any.
The external environment has been challenging over the past 5 years due to multiple disruptions such as
demonetization of high-value currency notes, adoption of a new indirect tax regime (GST), crisis in the Indian
financial services industry, and the COVID-19 pandemic. These disruptions have caused unprecedented volatility
in demand and supply dynamics.
2.2.2 Vision FY’22-26: Fig 2: CEAT Values
Given our ambition and

aspiration for
growth, the vision
statement was created to
reflect our growth
aspiration. Thus our new
vision statement is a
substantial revenue
milestone by FY26.
Values During the
formation of the vision,
we re-articulated our
values. We conducted
multiple focus group discussions with employees to assess the need for culture change and, accordingly, replaced
our old values CAIRO with “PACE😊😊 %”, which we believe will help us achieve our Vision FY’22-25. We have
$
#
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retained our core values, like Customer Obsession and Caring, and added aspirational values, like Agility &
Empowerment. We believe these values will serve us well on our Vision FY’22-25 journey.
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CEAT Ltd. Mumbai
Annual Strategy Workshop 2022 – Revision of Vision FY’22-25
In the Annual Strategy Workshop held in November 2022, the senior management formed several cross-functional
teams to assess the gaps in vision achievement. The recommendations of each team were debated further during the
workshop. One of the key recommendations was to extend the vision period from FY25 to FY26. While the vision
was still very relevant and motivating, the market did not grow as envisaged at the time of vision formation. Further,
the demand outlook for the coming year is weak in domestic as well as key global markets.
Fig 3: Vision FY’22-26 (Revised)
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05_23大賞-CEAT.indd 22 2023/10/30 11:17:48

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! ― 23 ―
05_23大賞-CEAT.indd 23 2023/10/30 11:17:49

CEAT Ltd. Mumbai
3.3.1 Management Approach
3.3.1.1 Policy Management: Strengthening of the policy management system (Strategy 2,9)
Policy development and deployment process Fig 4: CEAT’s Annual Planning System
are built into CEAT’s Annual Planning
system. As shown in figure 4, it is a six-
month process starting in September and
ending in March. Policy is defined at the
company level are owned by the ExCom and
OpCom members. These policies are
deployed from goal owner to the respective
functions.
3.3.1.2 Daily Management – Upgrading
DM to deepen understanding of the
meaning and role of KPIs (Management Indicators) in management and setting the right indicators
While policy management focuses on strategy, daily management focuses on maintenance plus enhancement and
improvement, practised by all employees at all levels and functions. To strengthen the DM post winning the Deming
Prize, we have revisited role templates and included the operational definition of KPIs with categorisation under
QCDSM parameters.
3.3.1.3 Cross-Functional Management- Enhancing cross-functional management to focus on medium-term
enablers (Strategy 3)
To achieve the targeted Quality and Delivery parameters with the highest impact on customer satisfaction, a
horizontal virtual structure was established at CEAT through cross-functional councils. Cross-functional
management has become a way of working at CEAT. Councils drive the improvements and help to achieve mid-
term enablers. The inputs from the Cross-functional council are considered for our annual planning system to set a
policy objective for the company. Table 1: CEAT Improvement Model
3.3.2 Improvement Approach
In CEAT, all improvements are classified at four
levels, as shown in table 1. L1 and L2 are Gemba-
based improvements. The goal is to encourage
participation by all in improvements. Only
implemented suggestions are considered as
Kaizens. L3 improvements are driven by Quality
Control Circles (QCC) or ‘SPARSH Circles’
consisting of frontline workmen and associates. L4
improvements are made through Quality Improvement Projects (QIPs). QIPs are taken up by cross-functional teams
and solve chronic issues affecting the key KPIs in the QCDSM spectrum in any function. Members of the CFT are
trained in problem-solving methodology.
Strengthening the problem-solving & maturity of the Quality Improvement Project (QIP) (Strategy 13)
We have our own QIP methodology to solve problems.
Function wise and position wise training system is strengthened. Special training has enabled our managers to focus
on root causes. 100% of managers are covered under problem-solving (7QC
Tools). While 1100 Plus 600 Fig 5: Number of QIP Completed vs
555
managers are trained in Scored less than 60 463
Hypothesis testing, 390
Number of QIP
400 314 451

and more managers are 264 266 QIP Completed
covered in advanced QIP Scored less than 60
200
problem-solving. 40 plus
29
managers have undergone 160 150
115 137 114
the PGDQM program at 0
FY18 FY19 FY20 FY21 FY22 FY23
Mahindra Institute of
Quality (MIQ), 120-plus have trained in DOE, 40 plus on TRIZ, and 320 plus on Design Thinking. All QIP projects
are assessed by an external institute MIQ. As a result, the percentage of QIPs scoring 60 and above has steadily
increased from 39% in FY18 to 75% in FY22. The number of QIP projects completed has also witnessed a rising
trend over the years, as shown in overall effects (Fig: No 5). The median maturity score improved from 49.7 to 63
(Fig: No 6).
3.3.3 Development Approach
Capability development for all employees is addressed under two main branches: QBM and Functional/Business
skills. The basic awareness course starts with the new employee induction program, covering 100% of people. For
current employees, the courses range from basic to advanced training modules, taken up by both internal and
-8-
― 24 ―
05_23大賞-CEAT.indd 24 2023/10/30 11:17:49

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! ― 25 ―
05_23大賞-CEAT.indd 25 2023/10/30 11:17:49

CEAT Ltd. Mumbai
Chapter 4 Challenging Strategies and Actions
Chapter 4a Building High Customer Engagement

4a.1 Overview
CEAT’s journey as a customer-centric organization strengthened in 2012 with the decision to start focusing on
customer satisfaction rather than
chasing profits. This shift created
delighted customers leading to higher
brand equity. In 2017, CEAT evolved
from a product selling company to a
solution provider addressing the
customer’s mobility needs through its
purpose ‘Making Mobility Safer and
Smarter. Everyday.’. CEAT’s “PACE
$
#
"
%” value has “Customer Obsession”
as one of the
core areas. The
purpose of
customer
engagement is –
We are customer
obsessed, we
deliver seamless
experience
throughout their
journey by
being thoughtful and differentiated and creating engaging & standardized actions.
4a.2 Objectives
4a.2.1 Enhancing customer delight through standardized experiences (Fig: 1) All major touchpoints across
categories were evaluated. The most influential touchpoints were identified for experience enhancements – CEAT
Shoppe for 4-Wheeler, Mechanics for 2-Wheeler, and Quality Assurance for Truck Bus Radial (TBR) categories.
1. CEAT Shoppe (CS):
¥ Retail Design (Fig:2) of the new CEAT Shoppe is aimed to provide a more premium, standardized and
delightful in-store consumer experience led by a Product Inspiration zone, Transaction zone, Service Fitment zone
and a waiting zone. The store delivers calibrated standardized machinery finetuned for the best fitment for the
vehicle.
¥ Training Program for CEAT Shoppe aims to train the store owner and the staff on the identification of
consumer needs, product recommendation, ease of Warranty and service registration. Effectiveness is evaluated
through Mystery Audit every quarter
¥ Measure of Improvement: Purchase NPS
2. Mechanics Engagement
For 2W customers, Mechanic is the biggest influencer at the point of purchase (44% influence – reference BCG
report). We developed a program to establish a direct connect with the mechanics through a Mechanic Loyalty
Program via a mobile app using digital payments. This also helps us in gaining qualitative feedback from them,
which we utilize in our product and policy improvement.
Measure of improvement: Number of mechanics enrolled in Mechanic Loyalty Program
3. Quality Assurance for Sales - Customer acquisition & retention in Truck and Bus Radial (TBR)
TBR sale relies on performance, the right application comparison & usage. We have developed Integrated Fleet
Management (IFM) which is a singular platform to showcase fleet performance with national and localized
information. IFM helps to showcase product performance, training contents, testimonials, and sales performance,
thereby adding trust. This builds a strong conversation for ‘application to right fit’, which is needed for customers.
We are continuously working on improving the overall adoption level and incorporating new modules.
Measure of improvement: Increase in fleet acquisition and retention.
4a.2.2 Avenues for direct customer connect.
1. Website & Contact Centre
2. Community & regional customer day
3. Detractors’ Connect from NPS measurement
- 10 -
― 26 ―
05_23大賞-CEAT.indd 26 2023/10/30 11:17:49

CEAT Ltd. Mumbai
1. Website | Social Media listening – Online Reputation Management | Chatbot | Contact Centre
(Passenger Category – 2W+4W)
In line with digitization, we have enabled online platforms viz CEAT.com, WhatsApp chatbot and our social media
channels to receive and respond to feedback in real-time. Our customers can share their queries and feedback with
us through these platforms. We address these queries by replying to consumers on their respective platforms. If a
query needs further intervention, our Contact Centre calls the customer and attempts to provide a resolution within
less working days. We conduct verbatim analysis based on comments we receive and work on the phenomena
arising through affinity.
2. Connecting with customers
Ø Riding Community work with consumers (2W)
We work directly with the consumers through the biking community to
build a direct relationship with them and for them to understand our
products better. Also, provide to basic education on tyre and road safety
through events such as CEAT Discovery rides, xBHP (x-Braking Horse-
Power), India Bike Week (IBW) and Royal Enfield meet-ups. We started
this initiative in FY22 and have been able to enrol around 1000 bikers
across the country. We plan to measure the ROI of the program by
monitoring the increase in fitment amongst the consumer met.
Ø Regional Customer Day (Commercial)
It is a mass consumer engagement process in the commercial category (Fig:
3) wherein each regional office conducts a mass awareness campaign twice
in a month in transport nagar, mandis, unions, etc. The core objective is to Fig 3: Regional Customer Day
drive meaningful engagement with customers and reinforce confidence to our channel partners as well. We
connected around 10000+ customers through this initiative and continued. This drive has helped improve our radial
tyre perception and increase our premium product saliency from 50% in FY22 to 60% in FY23.
4a.2.3 Enabling customer convenience through digitally enabled solutions (e-claims)
In line with our PACE
Fig 4: Claim Cycle Journey
policy of “Customer
Obsession”, we have
continuously revamped
our Claim resolution
process, keeping in mind
the convenience of our
customers. We
conceptualized a solution
to enable the dealers to
manage the end-to-end
claims settlement process
from docketing to
decision-making to
replacing the tyres through
a digital platform. We also
introduced the “Auto CN”
policy wherein dealers can
opt for credit notes
through our app “CEAT Assist” while settling claims, and the same gets generated within an hour. With this effort,
we have been able to resolve 70% of our monthly claim tyres through the “Spot Resolution Process”. More than
80% of our spot resolution for PCUV & 2W tyres is enabled through this network. In line with our digitization
process, we focused on mitigating customer pain by eliminating the dependency on dealers and encouraging
autonomy. This was achieved by developing an online claim settlement system that empowered customers to submit
tyre claims on their own through multiple avenues and avail quick resolution.
Impact - The drastic reduction in claim cycle time has resulted in improved customer sentiments, as reflected in
our claim NPS scores
- 11 -
― 27 ―
05_23大賞-CEAT.indd 27 2023/10/30 11:17:50

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― 28 ―
! Deming Prize 2023
Ⓒ The
05_23大賞-CEAT.indd 28 2023/10/30 11:17:50

CEAT Ltd. Mumbai
Chapter 4c Developing Breakthrough Products and Radical Process Technologies
4c.1 Overview
CEAT had achieved the No.2 position in Two-wheeler in India by the time CEAT received the Deming Prize in 2017
and was in the catching-up phase in other product categories. It was vital to create a differentiated offering in terms
of products and process to stand out from the competition. Hence, breakthrough products and radical process are
included as an enabler to achieve the company Vision FY22-26 for creating first-time in world or India
product/process solutions.
Today, CEAT is the 1st tyre company globally in a 2-wheeler to launch puncture safe & first in India to introduce
visual safety features like a colour Tread Wear Indicator. The impact of these efforts is seen with a 10 times growth
in the patent application filing rate of CEAT. Also, CEAT is adopting the lean solution for its radical process design,
challenging the traditional approaches for the tyre manufacturing process.
4c.2 Breakthrough products Fig 1: Breakthrough Roadmap Process
CEAT define breakthrough products as (1) First Time Globally/
India (2) Completely new way of addressing the pain point (3)
Manufacturing easiness.
A new process for creating breakthrough products (Fig.1) was
evolved, consisting of customer in-sighting followed by idea
generation through brainstorming, custom forecasting,
competitive research, and expert insight. From a large number of
ideas, a few projects are shortlisted based on above mentioned
criteria and ease of development and manufacturing. Required
manpower, machinery, and expertise for shortlisted ideas are
converted to projects for effective monitoring. The idea is first
validated on a small scale, then pilot scale and finally on a plant
scale. If all results are satisfactory and meet set targets, then the
idea is implemented.
4c.3. India’s First Coloured Tread Change indicator [TWI] feature for Passenger Tyres
One of the general observations during the customer interaction was that the existing tread wear indicators were not
really helpful in identifying the tyre usage limits beyond Fig 2: Prototype screening
which the tyre becomes unsafe. This was taken as a Prototype1 (P1) Prototype3 (P3)
challenge. Safety is an important element of CEAT’s
purpose, "Making
mobility safer and Prototype2 (P2)
smarter. Every day". An
internal cross-functional team was formed,
31 ideas were screened through Pugh
Matrix and Post intellectual property
disputes screening, and prototypes of
Fig 3: Impact of change shortlisted concepts were rated based on
ease of identification of tread wear
indicator (Fig2). With our novel co-extrusion process tool designs, this
feature (Fig3) is introduced in 2 products manufactured from CEAT’s new
manufacturing facility in Chennai. Suitable vendor selection for colour
compound mixing & process improvements were carried out for continuous
sheet form resulting in a consistent colour compound profile. The marketing
communication was also created to explain tyre change in an easy manner Fig 4: Digital campaign
(Fig4).
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CEAT Ltd. Mumbai
Chapter 4d Digitalization Across Functions
4d.1 Overview
CEAT’s focus until winning the Deming Prize was on providing the necessary IT backbone for process controls and
automation. After being awarded the Deming Prize, Digital was identified as a key enabler to achieve CEAT’s
Vision. CEAT’s digital journey till date is made up of 3 distinct phases:
CEAT has now created frictionless user journeys as a differentiator, developed connected products leading to unique
business models, implemented industry 4.0 to drive cost advantage in plants and supply chains and unleashed the
power of data for better decision-making. We are building Digital capability across departments to identify
opportunities across the value chain.
4d.2 Digital House of Strategy
The driving principle of digitalisation
at CEAT is to solve business problems
or capitalize on opportunities
(especially the advancement of
customer centricity). The digital-led
business transformation house as
shown in fig 2 was developed to
establish the relationship with
business objectives with Digital being
one the four enablers in CEAT’s
vision document.
4d.2.1 Joyous Customer Experience
To drive significant sales and retention through online channels, we mapped CX journeys of digital savvy customers
to identify the friction points and leveraged digital to remove the friction and improve satisfaction.
4d.2.1.1 Website UX 2.0: Post-launch of CEAT.com, we looked at analytics data and analysed customer responses,
to realize that there were gaps in user journey that needed to be plugged to enhance experience and improve on key
KPI's. Basis feedback, we prepared new wireframes incorporating customer inputs and creating alternate designs
and went back to Fig 3: Tangible and intangible effects of UX2.0
customers to decide
on which option
works best. Basis their
preference, we
selected the final
design which was
implemented on the
website and the impact of the changes, both tangible and intangible as shown in figure 3.
4d.2.2 Sales Transformation Channel partners in CEAT used to be highly dependent on sales team for information
on their business which involved the sales team to carry downloaded copies of dated reports to share with dealers.
Digital transformation of system was required to ensure availability of data in real time and also provide access to
this information to channels partners in a convenient manner.
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CEAT Ltd. Mumbai
Chapter 4e Developing Winning International Business
4e.1 Overview
Inspired by its Purpose of Providing Safer
and Smarter mobility to consumers all Fig 1: CEAT + CEAT Speciality overall Sales trend G
across the globe, CEAT is one of the major 25
O
O
exporters among India’s tyre manufacturers, 20.99 D
Significant growth in both

with sales to 100+ countries across all 20 speciality (1.5X) and non
speciality (2.5X) after FY21
continents. CEAT’s international sales come 18.1
Rs Billion Annual
15
from a wide range of categories ranging 11.0 11.1 10.5 10.7
10.0 10.0 9.8
from Specialty Tyres like Off-Highway 10 7.7 7.9 8.1
Tyres (OHT) and Farm Tyres to non-
CEAT + CEAT Speciality
Specialty Tyres like Truck Tyres, Passenger 5 Lack of growth in traditional markets overall Sales trend
Car and 2-Wheeler Tyres. CEAT
0
international sales has grown significantly, FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23
especially in the last 3 years (Fig 1)
CEAT’s international business is more profitable vs. overall CEAT. It has also helped increase organisational
capability in product development, manufacturing, and global sales as CEAT has needed to develop products tailored
for international market needs which did not exist within India. CEAT aims to grow its international business to
achieve vision by FY 26.
Build capability of OHT Radial product development One of the key requirements of the strategy was to have
fast launch of multiple new products. For this an OHT R&D centre was set up which had a dedicated facility for
Radial testing and employed a separate team of domain experts to ensure infusion of knowledge and experience.
Special domain expertise for design & development of tyre, testing, compounding, and heat engineering were
introduced. For faster & first time right New Product Development (NPD), 7 stage process was developed with a
gate review system. (Fig 2) In-house product and material testing facilities are also validated through external third-
Fig 2: NPD Review Process
party Performance testing (Institutions/Universities) to determine critical performance parameters viz competition.
Latest design platforms such as advanced software’s with 2D & 3D designs, were introduced to ensure first time
right product design. Inhouse Finite Element Analysis (FEA) for 100% of NPDs, first time used in OHT segment
to ensure that each of the NPDs are virtually tested through simulation before mould manufacturing. This ensured
fast introduction of the products in the market with limited iterations and minimum chance of failure in the field.
The product validation system was strengthened through independent testing at globally recognised Agencies. Latest
technology equipment/ machineries are installed in tyre manufacturing & testing to produce quality products are
offered to the market. This has resulted in CEAT having the following:
¥ Satisfied customers with Product performance, dubbed as “defect-free tyre” by our customers, with best in the
industry manufacturing claim figures at low as compared to competition.
¥ 80% of the products were released with single prototyping.
¥ 605 NPDs released in a span of 6 years till FY23
¥ Entry in premium OEM (AGCO, JD, CNH, JCB, BOURGAULT) and next level of OEM (FLIEGL,
METALCANA, MARCHESAN etc).
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CEAT Ltd. Mumbai
Chapter 4f: Establishing the service model – CEAT Fleet Solutions (CFS)
4f.1 Overview
Our TBR (Truck Bus Radial) sales for Replacement Business Unit
happens through Muti Brand Dealers, Exclusive Tyre Service Hubs
and Truck Fleet customers. The total Truck Tyres Market is 1.13
Million tyres per month in which around 56% is Truck Bus Radial,
CEAT Fleet Solution (CFS) has more SOB (Share Of Business)
among CFS Customers. (Refer Fig1)
The Truck fleet customers owns and manage operations of a
sizeable number of trucks. For a Truck fleet customer, tyres
contribute to 7% of the total cost of operations and is the second
highest variable cost after fuel. Apart from being a direct cost head,
tyre management impacts several other indirect costs like fuel,
down time and maintenance costs. Tyres are also crucial for safety
of the driver and the load that truck is carrying. Despite this, tyre
management is not an area of focus for most of the Truck fleets.
Tyres are generally managed in an ad-hoc manner and most tyre
related decisions are not backed by data. We identified this pain
points of the truck fleet customers and curated CEAT Fleet
Solutions (CFS) Program, which is service-&-technology led
program for Truck fleet customers. The program offers tyre
inspection, maintenance and advisory to improve tyre life of a fleet Fig 1: Market Potential Per Month
and reduce the time spent on daily operations. This service is offered
against a minimum tyre purchase commitment from the fleets. This program acted as a market differentiator for us,
by FY23 exit CFS (CEAT Fleet Solutions) business is expected to contributed CEAT Replacement TBR sales. This
will increase by FY25 end. The CFS business caters to truck fleet customers currently and has increased 74%
between the year from FY19 to FY23 Dec’22.
4f.2 Building a best-in-class digital-first tyre management solution business
CFS leveraged digital and technology to continuously optimize the tyre Cost Per KM for its customers. We worked
on 4 pivots to provide digital tyre management solutions on a large scale for our customers: Digital ERP
(Enterprise Resource Planning) solution called e-fleet solutions: It digitized day to day tyre management related
operations at fleets. This included using a mobile app (Fig 4: Tyre Check+ app) to maintain tyre receipt, inspection,
maintenance and scrap related records which could be accessed by customers on real time basis.
¥ IoT (Internet of Things) based smart inspection equipment: The tyre inspection data (like Tyre tread depth
and Pressure) was being recorded and fed into the system through manual gauges. This was time consuming and
led to manual errors. IoT based smart probes were developed which could digitally transfer tyre inspection data
to e-fleet solutions mobile app, thereby reducing the manual errors and help customers get access to reliable
data.
¥ End to end solution to run PPU business: Exhaustive IT integrations were done, and new workflows were
created to manage monthly commercial transactions with our customers.
¥ AI/ML (Artificial Intelligence & Machine learning) based predictive algorithm for tyre life: Data
integration from installed devices like GPS (Global Positioning Systems), TPMS (Tyre Pressure Monitoring
System) was done which helped us gather data impacting tyre life. An algorithm was developed based on the
data gathered to predict tyre mileages for our prospective customers basis their application.
4f.3 Sales Delivery Interventions
A must-win fleet list of top-100 Truck fleets was populated and Fleet Service Specialist (FSS) were appointed in 6
big Regional Offices to push conversion of these fleets. A Fleet Service Specialist (FSS) was appointed for each
fleet to ensure on field implementation of actions related to tyre life improvement. A new Key Account Management
module was developed and entire field force was trained. To improve the service delivery, Service Training Module
and Fleet Service Specialist Lifecyle Management module were introduced.
4f.4 Increasing involvement of field force
Clear roles for the team were defined and input parameters were included in the Yearly Goal Sheets. For e.g. new
KPI of FOE (Fleet Operational Efficiency) was designed for Fleet Service Specialists which included inputs on
number of tyre inspections and on time corrective & predictive maintenance. KPIs like Issue resolution time of FSS
complaints were monitored and improved. Monthly communication and review of sales and service KPIs were set
up in the Zonal Review and Service MOR forums. In addition, 2 separate sales contests were run to keep the team
engaged towards aspirational goals.
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CEAT Ltd. Mumbai
Chapter 5 Strengthening Cross-Functional Management
Chapter 5a Quality Assurance

5a.1 Overview
Quality Assurance in CEAT covers the entire value chain, starting from business planning and product development
to sales, service, raw material suppliers, and manufacturing, including Outsourcing vendors. The input quality of
natural materials (like natural rubber) varies from batch to batch. The Tyre manufacturing process itself is a
combination of process & assembly. Combine that with varying customer requirements by category of vehicles,
business units, & applications, and it creates a very complicated task for quality assurance. To tackle this
complexity, a robust quality management system was implemented at CEAT. Each OEM demands compliance and
adherence to specific Quality management systems, such as Volkswagen, Renault, Nissan, Suzuki, Hyundai, Honda
Motorcycle, Yamaha, Hero, JCB, Caterpillar, TATA, Royal Enfield and Mahindra & Mahindra. CEAT also caters
to domestic replacement markets and international markets, exports worldwide to clusters such as the Middle East,
Africa, Southeast Asia, Latin America, Europe, USA etc. The total product portfolio comprises of 1300+ SKUs,
and on average, 170 new products, including speciality, are developed annually in line with CEAT’s vision and
strategy. Tyres are produced from 6 own manufacturing plants and at outsourcing units for Truck Bus Bias, Truck
Bus Radial (TBR), Passenger Car Radial (PCR) and 2-Wheeler categories using 304 different types of raw materials
sourced from 170 suppliers and 66 rubber dealers for natural rubber procurement.
5a.2 Improvements in the Quality Assurance system
Quality Council: In order to take policy decisions related to end-to-end quality from a customer viewpoint, there
is a cross-functional Quality council led by top management and the chairmanship is rotated among Executive
Committee members and is currently chaired by Senior Vice president – Global sales, to bring a wider CFT
orientation for top management, the current objectives of the council are
• Shift focus from inside-out to outside-in: More focus on the onboarding voice of the customer
• Adoption of special projects for system upgradation: Mould management, Complaint Management
• These objectives are driven through combination of mid-term (3-5 years) and short-term objectives (1-2 years),
Improvement in the Quality system: The quality management system changed by customer segment by product
category. Eg. Addition of fitment tests for 2W OEM customers and the introduction of CoP testing for the
International Business Market. Review & revision of existing systems like Raw material/Supplier evaluation system
etc. These have allowed us to become more proactive, reduce risks, and improve First Time Right- Annexure.
Upgrading of New Product Development QA for better customer insights: Statement of Requirements (SOR)
document developed based on market in-sighting, is the foundation of new product development (NPD) which
serves as an input to the design team on specific product requirements (Stage 1 of NPD). However, claims and
complaints related to new products were continuously increasing. A deep dive into the SOR capturing process
revealed some gaps based on existing NPD SOR, New SOR format designed as mentioned below.
Table 1: Statement of requirement mapping

Before SOR Modification After SOR Modification
Category-wise different formats for business case, no
Common business case format created along with tube & flap
specific format for tube & flap customer requirement.
End user requirements are inadequately mapped for End-user requirements like usage application (e.g., Terrain,
OE NPD projects, as terrain, application, vehicle application, vehicle usage, load, expected mileage, etc.) added along
usage and expected mileage are not clear. with OEM, at least 2 regions & application study is part of SOR
To have a competitive performance in the market, we are
For OE/Size and extension projects, benchmarking of
analysing/capturing the benchmarking product performance for size
product performance is not covered.
extension and OEM-specific projects
5a.3 Maintain Market Superiority by Proactive Benchmarking - product performance (Strategy 3)

In CEAT, benchmarking against competitors takes place for new products in the development phase, which acts as
an input to the Design team to match OE & replacement market requirements to attain superiority. Once the product
is released after going through all stringent NPD stages, the product is under surveillance for compliance with
Fig 1: QA Benchmarking PDCA for product development in CEAT statutory requirements &
through claims, where the
product’s core value
proposition is not checked once
the product is released. Also, in
the current dynamic market
scenario with volatile customer
expectations & market
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CEAT Ltd. Mumbai
conditions, new competitors are emerging & existing competitors are always evolving to be best in class. Due to
this, market superiority is lost for regularised products over the course of time. In FY17, a process was initiated to
carry out benchmarking, with the objective as explained in fig: 1.
In this process, the Product is selected considering the top-selling product from each category, where evaluation
takes place considering the Key Value proposition of the selected product against the nearest competitor.
QA Benchmarking Example: 3.00-18 Gripp is one of our premium sizes in the Motorcycle TT category,
contributing high volume share in the Superior Grip & Safety platform, The same Platform is highly promoted in
the market through various forms of advertising. The size was first selected for QA benchmarking in FY-17 against
the nearest market competitor to check product performance in providing Grip & safety to the customer. The end
consumer need is translated to testing requirement, and the procedure is finalised to carry out the comparison and
benefit from it.
To achieve an increase in international business market share, the benchmarking scope has been further extended to
CEAT Gripp & Gripp XL was tested against the same competitor where CEAT was inferior in braking distance in
wet conditions. It was observed that not only CEAT even the competitor was improving in their braking performance
as per fig 3. PCUV International Business market (Europe). Fig 3: BM SUMMARY
Inferior SKUs in this activity are taken up for re-development.
In FY21, we shifted focus to tubes. Unlike tyres, tubes have
an unstated need for customers and yet are functionally
important for tyres in service. Hence tube Benchmarking was
started for complete customer satisfaction.
Based on Customer stated (claims) & unstated requirements,
input controls are taken to design or modify new tests and
implemented in the evaluation of top selling tube SKUs against a current competitor. The output of this evaluation
is taken for product improvement at the design or process stage.
5a.4 Improve process and product consistency through Cut tyre rating
Consistency in tyre quality is determined primarily by 1. Tyre layout compliance 2. Compound Consistency & 3.
Tyre Uniformity. Even after reduction across categories, we were still getting sporadic concerns of premature claims
(PMC) in the market. Through failed tyre analysis, it was found that multiple parameter variations impacted PMC.
The Quality matrix (Product Process matrix) was studied for deriving the correlation & critical tyre layout
parameters were identified. Tyre layout compliance is checked during cut tyre section analysis for each critical
parameter and categorized from A(best) to D(worst). The rating of the tyre is determined by the lowest rating among
all the parameters. Management & Technical causes have been identified through QIPs & SPARSH circle.
Impact of countermeasure: Improvement in 22 Ply & 7 Tread Gauge parameters resulted in A-CTR improvement
increased by 42% between the years from FY19 to FY23. PMC has reduced by 86% between the years from FY17
to FY23 significantly.
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CEAT Ltd. Mumbai
Chapter 5b Establishing Lean Thinking

5b.1 Overview
CEAT has a complex & elongated delivery network with its customer base divided into Distributors, Dealers, CEAT
Shoppe, OEMs, & export distributors
(one hundred Countries) with a strong
brand presence. CEAT has six in-house
manufacturing plants & 9 Outsourcing
units that produce Tyres, Tubes &
Flaps. (Refer to Fig.1). CEAT plants
are large and highly capital-intensive
with large batch sizes. Large batch
sizes result in slower conversion from
raw material to finished goods
resulting in high lead time and low
flexibility to meet sudden changes in
customer needs. The consequence of
asset intensity is that the throughput is
constrained by equipment & hence our Manufacturing Plants run as a continuous process (24x7); adding extra shifts
or workforce to debottleneck was not an option. The major difference between assembly plants and process industry
plants is that the flow patterns and flow dynamics are quite different. The predominant flow characteristic in a
typical Automobile assembly plant is the convergence of part types (A-Type: High Raw materials SKUs to Less
Final Product), while CEAT plants are divergence of product type (V-Type: Few Raw Materials to High Final
Product KUs). In CEAT, the process starts with very few raw materials, which get mixed, extruded, and sheets then
further processed to create a large final product variety. Through Value Stream Mapping we have improved
equipment performance & reduced waste throughout the supply chain.
5b.2 Improve OTIF (On Time in Full)
In the Replacement Business, though the availability of Tyres improved in various categories was there, but it was
an issue at the Dealers’ end. Stock-Out monitored at CFA which was not giving actual demand at dealers’ end hence
not the right metric to show delivery performance. OTIF (On Time in Full) is a key delivery KPI which captures
the unconstrained demand of the customer. This KPI shows customer satisfaction for delivery. If all the stock is
available at the CFA when the dealer places an order, Stock OTIF is one otherwise it is Zero. Overall OTIF was
below 72% in FY 20 & we focused to improve it through product category-wise data analysis and an action plan
was prepared. E.g., in the PCR category, OTIF was 56% in FY20 where major causes were an Ineffective
Distribution system, Lower Production Capacities of PCR w.r.t increasing demands, & manual order capturing at
CFA.
To improve the effectiveness of the distribution system, automation for tracking of stock and efficient planning
improved in the primary distribution system (Plant to DC). In the secondary distribution (DC to CFA), Norms
adherence improved through dispatch compliance of the ESP (Enterprise Supply Planning) system. In the Tertiary
distribution system (CFA to Dealer), started same-day delivery for local dealers with 96% compliance.
Due to capacity constraints in PCR tyres, we were not able to deliver desired SKUs, through capacity improvement
in Halol Plant and faster ramp-up in Chennai Plant, we were able to deliver desired SKUs resulting in improving
the OTIF.
On the ordering system, which was capturing orders from customers manually, we developed a web-based portal
and Dealer aid application to enable them to place their unconstrained orders. All CEAT dealers migrated to this
platform. With all the above actions we were able to improve the PCR category OTIF increased by 32% in FY 23
from FY20.
Effect: Similar actions across all other categories have helped to improve overall OTIF by 28% from FY20 to FY23.
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CEAT Ltd. Mumbai
5c. New Product Development

5c.1 Overview
CEAT aspires to become a leading
tyre manufacturer with a global
presence in major markets and
gain market share in the domestic
market across product categories
as per Vision FY22-2026. During
the Deming prize, CEAT was in
catching up phase with
competition in major product
categories. CEAT’s product had to
be ‘innovative’ for breakthrough
products and differentiated for
existing platforms to drive a
strong image and premium
pricing. Today, CEAT is the 1st
tyre company to offer EV tyre
range for TBR, Scooter and
Passenger cars and 1st tyre
company to commercialize
puncture safe 2-wheeler tyres.
Post-Deming prize, company has decided to focus on entering new international markets with suitable product range
and expand the presence in existing international markets.
CEAT has a 5- Stage Gate New product development (NPD) process managed by a cross-functional team (NPD
CFT) involving Marketing, R&D, Supply-chain, Operations, Quality Assurance, Technology and Purchase, which
is governed by NPD council led by Heads of Marketing and R&D. This council facilitates the implementation of
the strategic goals set by the organisation on new product development through monthly progress reviews and
annual roadmap reviews in which continuous improvements required in the NPD systems are discussed and actions
are taken. CEAT has focussed on Structured Customer in sighting process to capture customer requirements with
dedicated vertical. Linkage of Vision to NPD strategy, system and enablers are explained in Fig1. The following
improvements were done to improve the NPD process:
Yea r FY18 FY19 FY20 FY21 FY22 FY23
Key Skill ¥ Pilot plant for faster NPD steps Introduce Integrated Training
areas of upgradatio prototype optimization & breakthrough Roadmap review & pilot
improve n of CFT ¥ Long term network Software upgradation roadmap for of Product, projects
ment on Project planning to improve for project better Technology & on QFD
manageme collaboration with management to breakthrough manufacturing
nt dealers & agents improve high NPD product pipeline readiness
cycle time
5c.2 Development of TBR Electric Bus Tyre
Global drive for sustainability stimulates the electrification of vehicles as a key enabler to India’s vision to achieve
net Zero CO2 emission steered by 2070 and electric bus in commercial segment is expected to grow by 48.8 %
between 2021 to 2025 which CEAT has adopted in its enablers of sustainability. Electric vehicle differs in
architecture & designs from that of internal combustion. EV tyre development initiated along with inputs from
experts and OEMs from India and abroad, patent literature study and brainstorming with Cross Functional Learning
approach were conducted for mapping the relation matrix between tyre and vehicle performance requirements. key
requirements for EV tyres were identified as low rolling resistance, resistance to withstand high torque of the
motors, low noise & aesthetic appeal. The technologies of Low Noise, High Mileage and Low Rolling resistance
was developed and extensively validated and optimised using series of Simulation Routines. Noise levels were
optimized with advance FEA techniques which was developed for truck during this development. High tyre life is
achieved with help of advance simulation technique to optimize tread pattern tangential stiffness. The tyre
appearance was designed using semantic technique to connect with end users. Low RR & High Tyre Life tyre help
to improve sustainability and reduce carbon footprint. All the simulated data are validated at international proving
grounds and EV Bus fleets in India Key tangible benefit of the project is the first attempt approvals & sales from
key OEMs (Olectra, JBM Auto, Foton PMI & Tata Motors). With electric vehicles being adopted first by
government, pricing of the product was crucial, and an approach of a benchmark margin was taken for the same.
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CEAT Ltd. Mumbai
Chapter 5d Sustainability
5d.1 Overview
Sustainability means meeting our current needs without compromising the ability of future generations to meet
their own needs. Tyre Manufacturing is typically high energy intensive industry; Thermal and Electricity are main
energy sources and energy cost is a significant part of total Manufacturing Costs. In brief, environment and cost
impact - both go hand in hand as priorities for improvements towards Sustainability and profitability. So primary
focus at CEAT has been to understand and act towards environmental aspects of Sustainability and make a
meaningful impact with our plans and actions.
5d.2 Status at the time of winning the Deming Prize
Sustainability was practised as a process but not holistically connected. As we moved ahead in our purpose and
new vision, it was evident that we needed to accept and adapt Sustainability as a way of doing our normal business.
Emphasizing environment as a part of our daily activity plays a very significant role in our Sustainability vision.
The need for a structured manner approach and a roadmap for execution was clearly recognized.
5d.3 Development of Sustainability structure, system, and capability
ESG vision was developed through a series of workshops with a focused group team which included top
management, the operations team, youth members of future leaders, board members and other external facilitators.
Green House Gas (GHG) emission is the primary discharge for any tyre industry and carbon dioxide constitutes
76% of total greenhouse gases. Basis this, the vision formulated vision statement in Dec, 2020 -
Our Sustainability vision statement: Reduce carbon footprint by 50% by 2030
¥ Scope 1: Direct emissions occurring from sources that are owned /controlled by the organization
¥ Scope 2: Indirect emissions generated as a result of purchased electricity/steam
¥ Scope 3: Indirect emissions occurring because of the activities of the company but from sources not owned by
them.
Initial measurements to calculate corporate carbon footprint and Product carbon footprint were attempted in 2018,
through a customized footprint calculator. With the launch of formal vision, Sustainability was part of FY22 top
priority and Sustainability Roadmap Development was declared as a policy goal at MD’s level.
¥ Vision and Roadmap:
Sustainability Vision and 3 years concrete roadmap has been formed. The key project tracks have been identified
through tyre and cross-industry benchmarking, followed by key material topics relevant to tyre
industry. Identification of specific projects in Design, Manufacturing, Supply Chain with KPIs and targets for
FY24 has been done.
5d.4 Specific Water Consumption Reduction at Chennai Plant
At the time of ramp up of Chennai plant in FY 20, company level water specific consumption was low but,
Chennai’s specific water consumption was high. In Chennai Plant, industry water is used in three areas 1) Domestic
use (10%), in Canteen &washroom& 2) Industrial use (85%) in process and 3) Gardening (5%). Water conservation
was identified as one of the key areas to work over from there and a detailed analysis done on area wise water
consumption to identify actionable. There are typically two source of water 1) Ground water (Bore well) 2) Tertiary
Treated RO water from government. So, two projects identified: 1) Reduce Overall specific water consumption. 2)
Reduce fresh withdrawal of ground water.
Specific water consumption at Chennai plant has been reduced by 83% since FY’20. Borewell water usage reduced
to 12% and Tertiary Treated water usage increased to 88%.
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CEAT Ltd. Mumbai
Chapter 6 Overall Manufacturing
6.1 Overview
CEAT has its manufacturing plants at six locations in India (Bhandup, Nashik, Halol, Nagpur, Chennai and
Ambernath). There are nine outsourcing partners associated with CEAT that supplies Tyres, Tubes, and Flaps. Since
winning the Deming Prize, we have focused on strengthening our key enablers in manufacturing: First to
Digitalization, Sustainability, Lean Thinking and the QBM way of working. We continue to work on our long-term
thinking through manufacturing roadmaps and collaborative working through a council-based approach and
improve delivery to our customers. Cross-learning and practices are being shared monthly & eventually deployed
through the Manufacturing Leadership Team (MLT) meetings. The quality of our problem-solving has continuously
improved every year across all plants. “Caring” has become the foundation of our manufacturing with an endeavor
towards enhancing happiness of our employees. As a result, we have achieved 100% participation in improvements.
As a result, CEAT became the 1st tyre company globally to become part of the Global Lighthouse Network
awarded by the World Economic Forum for the digital transformation. Also, CEAT won “Most Preferred
Workplaces in Manufacturing 2022-23” by Team Marksmen. CEAT was also ranked in Top 25 manufacturing
companies in India by Great place to work in 2022.
Fig1: Manufacturing Footprint
6.2 Manufacturing Vision and Role

The manufacturing role is to “Ensure manufacturing and delivery of Tyres as per customer requirements
competitively through safe, sustainable, and smart operations with highly empowered & engaged workforce”.
With the formation of CEAT vision of FY 22-26(revised) we developed a new manufacturing vision, philosophy
and strategies as shown below (Fig2):
Expectation from
Manufacturing Vision Manufacturing Strategies
Manufacturing
¥ Establish benchmark 1. SMART manufacturing plants.

efficiencies. 2. Expanding manufacturing footprint
“Be the most efficient, 3. Reduce manufacturing lead time.
¥ SMART plants flexible and sustainable 4. Enhance manufacturing capabilities to meet
¥ Faster ramp up of new operations with highly
plants IB/OEM requirements
empowered & engaged 5. Happy employee and neighbourhood
¥ More SKU’s per order
workforce working in community development
¥ Carbon footprint
increasingly smart 6. Developing people capability for solving
reduction
workplace to meet the complex problem
¥ Leap in capital 7. Lower batch size and larger range of SKUs per
productivity domestic and global
customer
¥ Proactive Quality customer’s requirements.” 8. Proactive Manufacturing Quality
¥ People Capability 9. Reduction in carbon footprint
10. Strengthening EHS system
Fig.2. Manufacturing vision and strategies
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CEAT Ltd. Mumbai
Chapter 7 People Development and Satisfaction
7.1 Overview
India is one of the most diverse countries in the world in terms of geography, language, religion and culture. CEAT
is a good example of this diversity, comprising employees from different states, speaking different languages and
following different religions. The average age of the employees has been progressively coming down with women
Fig:1 CEAT-Total Workforce: FY17 - G
O
Fig 2:Gender Diversity % G
O
Fig: 3 Sparsh Circle Participation % GO
FY23 8207 O Management + Associates O
97 OD
Permanent Workforce has grown by 56% in Feb'23
D 20% D
90 80
% Participation
59 70
6660 85
5238 5798 5985 11% 70
4040 4322 4456 5037 10% 13% 16% 16% 16% 52 78
43 65
1198 1252 1321 1401 1396 1637 1547 11% 50 60 Actual
40 50 Plan
0% 30
FY18 FY19 FY20 FY21 FY22 FY23 FY18 FY19 FY20 FY21 FY22 FY23
FY17 FY18 FY19 FY20 FY21 FY22 FY23 Management + Associates Diversity has almost doubled over Out of total 5073 workmen/associates, 4946 participated as on FY23
Management Workmen & Associates Total Workforce the past 5 Years in making the Sparsh Circle a success.
working in all 3 shifts. We expanded our diversity footprint by inducting 29 specially-abled colleagues. We are one
of the first tyre company in India to induct 7 transgender associates. CEAT is a people-focused organization
continuously striving to improve employee’s Happiness, to enable achievement of envisioned Business Growth &
Strategy To assimilate new hires in CEAT Way of Working, our induction program “Parichay” improved through
successive PDCAs based on the inputs received from new joinees. Our openness through authentic 2-way
communication channels, including Quarterly MD Connect, Monthly Operational Reviews, Monthly Sales Call,
Leadership Open Houses & “Cheers with Anant”, continues to improve. Along with our focus on building digital
capability, internal job placement has improved by 31% from FY17, with 80% of employees rotated in 4 years. We
are proud that 3 members were promoted to Executive Committee. CEAT is now ranked at 27th in the Top 100
Companies in India, with our overall engagement score reaching 86% in FY22. Employee insighting conversations
helped us to gain deeper understanding and arrive at actionable points. Methodical execution of the actions has
resulted into improved engagement score. The level of trust with our workmen in our legacy plants is validated by
consistently high happiness scores between 95% - 98%+ from FY18 to FY23. Our total employee involvement
increased from 92% (FY17) to 100% (FY22). The workmen and associates participation in SPARSH Circles
enhanced to 90% plus levels (as shown in Fig 3). We are focusing on building digital capability across the
organisation. CEAT was the 1st tyre company in the world awarded the prestigious Lighthouse certification by the
World Economic Forum in January 2023. These business & functional achievements are a testament to the quantum
improvement in the capability & calibre of our people & processes.
7.2 CEAT Values - PACE! $ ‘Our Way of Life’
#
"
To achieve our vision, it was imperative to strengthen an open and collaborative working environment. Also, at
CEAT, it is our continuous endeavour to build a culture of caring, customer first and inclusion. During the formation
of the vision FY 22-25, we have articulated our values. We conducted multiple focus group discussions with
employees to assess the need for culture change. Accordingly, we replaced our old values CAIRO with “PACE😊😊 %”,
$
#
"
which we believe will help us achieve our Vision FY’22-26. We have retained our core values, like Customer
Obsession and Caring, and added aspirational values, like Agility & Empowerment. All CEATizens truly
demonstrate the 5 values by Playing to win, being Agile in the face of uncertainty, being absolutely obsessed in
meeting customer requirements, empowering our people to make key decisions while never ceasing to care for them.
We have aligned our reward system “CHAMP” with these values. The flat structure at CEAT (6 levels between
workmen to MD) and business partnership matrix reporting helped us to ingrain values in the culture. This unique
culture has led to 52 employees re-joining CEAT over the last 5 years.
Institutionalizing Action plans for the new value – set included:
1. Awareness - Values in Action Week touching 5020+ participants (management) & 3500+ (associates/workmen),
13 business leaders’ sessions on the meaning & importance, creating a game to validate understanding of values
& a quarterly values newsletter.
2. To validate the demonstration of PACE" % values ecosystem established for Agile project teams focus on
$
#
identifying critical business problems to be solved in a short time. We identified eight primary projects where
teams achieved benefits totalling 510 million vs a target of 490 million in FY21. We now have 58 more Agile
teams with a target of 50 working on similar projects. Empowerment ideas eliminate red tape by identifying
opportunities for decentralizing decision-making. Currently, 123 empowerment ideas have been identified to a
target of 150, and their validation & implementation is underway. We will continue to build on these initiatives
until we have achieved 100% demonstration of PACE" % values.
$
#
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CEAT Ltd. Mumbai
Chapter 8 Corporate Social Responsibility
8.1 Overview
At CEAT, it is believed that Corporate Social Responsibility is an
integral part of our Company’s ethos and one of our core business tenets
and has always played an active role in Community Engagement. CEAT
drives its CSR initiatives through RPG Foundation, registered under the
Bombay Public Trust Act 1950. As a responsible business corporation,
the Company takes pride in activities to address key societal needs, both
in the communities, it operates in & society at large. The CSR activities
are aligned with Sustainable Development Goals (SDGs) established by
the United Nations. After CSR Act 2013 came into effect, CEAT
formulated a CSR committee consisting of two Directors & one
Independent Director to monitor the social initiatives undertaken by the
company by successfully utilizing its 2% mandate as per law by creating
maximum impact in the communities (Fig.1). CEAT was recognised
among the top 7 in Institute of Company Secretary of India (ICSI) CSR
Excellence Award in 2023.
8.2 Purpose of CSR
CEAT’s purpose is to support communities to lead purposeful, happy & dignified lives, thereby driving “Holistic
Empowerment” and overall well-being of the community. Our vision is to bring about long-term sustainable change
in the less privileged by implementing initiatives that have a clear societal impact and contribute to the nation's
growth and development.
8.3 CSR Pillars
CEAT has initiated a need assessment survey to further streamline its projects and CSR policy was put in place
3 major thematic areas have been identified which have been developed as pillars of CSR i.e., Education,
Employability and Community Development as explained in Table 1.
Table 1: CEAT CSR Pillars
Pillar Programs Program Brief Bhandup Nashik Halol Nagpur Ambernath Chennai Head Office
Education- Pehlay Akshar- Student To Train students
√ √
Project Pehlay Training Functional English Skills
Akshar (First Pehlay Akshar- Teacher Enabling Teachers drive
√ √
Word) Training better learning outcomes
Swayam Health √ √ √ √ √ √
Employability- Swayam Drive Enhancing employability √ √ √ √ √ √
Project Swayam Digital for women and youth from √ √ √ √ √ √
Swayam (Self) Swayam Construction less privileged section √ √ √ √ √
Swayam Skills √ √ √ √ √ √
Project Netranjali (Eye To provide comprehensive
Health Care vision/eye care to prevent √ √ √ √ √ √
Interventions) avoidable blindness
Community Balvikas (Child Holistic Development of
√
Development Development) Children
Provide support to
COVID Response Government/ local bodies √ √ √ √ √ √ √
to fight against COVID
Education- Nearly 97.2% of the school-going age population were enrolled in school in 2018. Yet the education
sector is facing a crisis, and learning outcomes remain very Table 2: Impact of the Teacher Training Program
poor. Over 70% of students in Class 3 lack basic reading and Parameter %
mathematics skills, which form the basis of all future learning. Teachers perceive improvement in their
Also, with limited access to quality training, teachers often lack teaching ability 91%
the skills to teach effectively and have limited subject matter Teachers believe that the training given to them 87%
knowledge. To fill this gap, CEAT’s Education pillar, called as improved their English teaching ability
‘Pehlay Akshar’ (First Word), provides for interventions to Teachers aspired to improve their English skills
improve learning abilities in children and have access to holistic further and were interested in improving 85%
grammar and vocabulary
education, supporting teachers to teach better, thereby
supporting schools to develop high-quality learning spaces. For students, the programme works to impart functional
English and other 21st century skills to empower every child with a learning mindset. The Pehlay Akshar Teachers’
Training programme - “Teach the Trainer”, aims at training teachers in modern and
Community Engagement innovative pedagogies and behavioural techniques. An impact Assessment survey of
teacher training program was conducted with third party. The findings of the report are at Table 2.
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CEAT Ltd. Mumbai
Chapter 9 Overall Achievements and Effects & Future Plan
Guided by its purpose, CEAT has continued its focus on delivering highest quality product experience to its
customers and gaining market leadership in focused categories to achieve its vision. Since winning the Deming
Prize, CEAT has become fundamentally much stronger in all aspects of its operations in spite of a volatile external
environment. Our QBM approach has helped us become adaptive to the new environment as well as agile to respond
effectively to challenges. While we could not fully achieve our vision FY’17-21, we made significant improvements
in all our strategic keystones and enablers, which provides us a strong impetus to aim for our new Vision FY’22-
26.
CEAT's excellence in Total Quality Management is evident through its customer-centric initiatives and a holistic
approach that aligns the entire organization with customer and societal satisfaction. This commitment results in
robust process efficiency and analytical capabilities, fostering innovation and a culture of trust and openness.
Furthermore, CEAT's people-centric philosophy prioritizes employee well-being. These efforts have established a
purpose-driven organization, propelling CEAT to a leadership position in market share and empowering the
development of breakthrough products and radical technologies. The relentless dedication to customer engagement,
coupled with innovative steps like building its own machines, enhances efficiency. Digitalization across functions
ensures future readiness, international expansion, reflecting CEAT's dynamic and for long-term thinking.
9.1 Overall Effects
9.1.1 Brand Power
CEAT has improved its capability to effectively communicate our value proposition to customers across categories.
Our sales teams are synchronized across geographies to ensure consistent and credible messaging for each product.
CEAT ranked 1 for three consecutive years in the Most Trusted Brand report by TRA in the Auto Ancillary
category.
Our QBM journey has helped us deliver outstanding customer experience and improve our perception in the market.
Table 1: Most Trusted Brand Ranking by TRA* *TRA (formerly Trust Research
Year Ranking for CEAT in Auto Ancillary category Ranking for CEAT in Tyre category Advisory) is an independent
2022 1 1 agency that has been publishing
2020 1 1
2019 1 1
‘The Brand Trust Report’ for over
2018 2 2 a decade
2017 5 3
9.1.2 Network Power
We have upgraded our capability to reach customers with our products and services by establishing India’s largest
tyre distribution channel. International business has grown significantly through region specific strategies,
especially in Brazil and Europe.
¥ 2W-Sub Dealer Expansion is increased by 119% between the years from FY18 to FY23.
¥ PCUV-Special Channel Expansion (Shoppes & SIS) is increased by 74% between the years from FY18 to
FY23.
¥ TBR – No. of fleet additions has been substantial increase by 2100% between the years FY18 to FY23.
¥ Town Coverage is increased by 51% between the years from FY19 to FY23.
¥ IB as % of total CEAT revenue is increased by 6% between the years from FY18 to FY23.
9.1.3 Product Power
Table 2: Industry First Product Launches
We developed our R&D and manufacturing capabilities to ensure FY18 Milaze X3 (PCUV) – 100,000 km tyre
our products are built in-house to adhere to stringent standards. This Coloured Sidewall (2W) – Holi Festival
FY20
also enables us to meet the specific OE requirements and produce (Celebration of colour)
tyres compatible with the most recent models in the market. FY22 Puncture Safe (2W) – Puncture proof tyre
a. Significantly improved product range in focussed categories Colour Tread Wear Indicator (PCR) –
FY22
Indicates tyre wear
b. Launched several breakthrough products refer table 2 FY23 EnergyDrive (2W, PCUV, TBR) – EV tyres
Breakthrough products were conceptualized by understanding
customer needs and they are well accepted by the customers.
9.1.4 Social Power
We live our core values of empowerment and caring to upskill our employees and enable them to contribute their
best to company goals as well as the community they are a part of.
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CEAT Ltd. Mumbai
a. Powered by happy, engaged, and diverse employees.
200
Fig 1: GPTW Rank in India G
O Fig 3 : Happy Working in CEAT Workmen/Associates- G
O
100 67
O
D Quarterly Survey O
% of Employee responding 'Yes'

D
99%
35
98%
98%
33
98%
97%
27
96%
96%
95%
95%
95%
95%
95%
94%
95%
95%
94%
93%
93%
92%
89%
89%
0
FY18 FY19 FY20 FY21 FY22 100%
80% Actual
Fig 2:Gender Diversity % G 60% Sampling Size random with 200 to 300 COVID-19
20% Management + Associates
O
O 40% numbers sample pandemic % of 'Yes' responding
D
20% overriding questions
0%
11%
13% 16% 16% 16%
FY 18 Q1
FY 18 Q2
FY 18 Q3
FY 18 Q4
FY 19 Q1
FY 19 Q2
FY 19 Q3
FY 19 Q4
FY20 Q1
FY20 Q2
FY20 Q3
FY20 Q4
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY 22 Q1
FY 22 Q2
FY 22 Q3
FY 22 Q4
FY 23 Q1
FY 23 Q2
FY 23 Q3
FY23 Q4
10%
11%
0%
FY18 FY19 FY20 FY21 FY22 FY23 Happiness score improved to 95%
b. Making a difference to the community

Table 3: Holistic development of communities
Education Vocational Skills COVID Response
¥ Provided English ¥ Train women from less privileged ¥ 32 Fever Clinics set up across Maharashtra with
teaching as a second backgrounds with skills to enable support from National Health Mission
language in schools employment. ¥ More than 370,000 meals distributed.
in Maharashtra State. ¥ Over 15,000 candidates trained ¥ 75 COVID testing booths donated to hospital.
¥ Over 7,000 school under various vocational courses. ¥ Community vaccination centre set up at Welfare
children trained. ¥ Over 12,000 candidates received Centre, Bhandup
¥ Over 5,000 teachers employment. ¥ Dry ration kits donated benefitting over 2000
trained. households.
9.1.5 Financial Power
We have enhanced financial capabilities to fund projects for growth, improve profitability (beyond survival) and
maintain high credit ratings. This has made us one of the fastest-growing tyre companies in India.
9.2 Future Plans Fig 4: Fastest growing tyre company in India with 10 G
Table 4: CEAT’s credit
Our vision FY’22-26 sets us an 140
% CAGR over the last 5 years O
O rating has improved
ambitious target of achieving a Actual Plan 113 D
consistently over the past
96
vision by FY26, necessitating 81 116 10 years
Rs Bn
90 73 79
70
consistent annual growth over the 63 93
FY 13 BBB
next three years. While we have our 76 FY 24 A
57 62 68 67
building blocks in place for 40 FY 15 A+
achieving vision FY’22-26, we FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY 16 AA-
Fig 5: Improving Balance Sheet Strength - Net Worth FY 17 AA-
face the following challenges:
G
O
O FY 18 AA
1. Increasing volatility in demand 36 32 32 32 D
FY 19 AA
due to external shocks – the 32 28 28 FY 20 AA
25
Rs Bn
inter-connected world economy 28

FY 21 AA
24
is exposed to multiple threats FY 22 AA
20
posed by geo-political crises, FY18 FY19 FY20 FY21 FY22 FY23 FY 23 AA
natural calamities, and
communicable diseases, amongst others
2. Impact of technology disruptions in mobility and other areas of operation - the way of working is evolving fast,
with technology being used to automate/digitize all aspects of operations.
3. Strengthening organization capabilities to make ourselves more agile and flexible.
CEAT has taken several initiatives to achieve its vision FY’22-26 and prepare itself for the future in its continuous
journey of customer obsession.
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05_23大賞-CEAT.indd 42 2023/10/30 11:17:54

CEAT Ltd. Mumbai Terminology Glossary
Alphabet Sr no Abbreviation Full Form Description / Operational Definition
Vehicles running on 2 wheels -

1 2W 2-wheeler
Motorcycle, Scooters
It refers to the three spatial dimensions
2 3D 3 Dimensional
of width, height, and depth.
3 4-Wheeler 4-wheeler Vehicles running on 4 wheels
AD counts years from the start of this

4 AD Anno Domini
epoch
Artificial
5 AI Artificial Intelligence
Intelligence
India’s second largest commercial
6 AL Ashok Leyland
vehicle manufacturer
ANQ facilitates new blood flowing into
A
the quality evolution of each
Asian Network for
7 ANQ organization from other Asian member
Quality
bodies, contributing to a unique quality
evolution in each organization.
Automotive Tyre
Automotive Tyre Manufacturers
8 ATMA Manufacturers
Association
Association
9 BD Bangladesh
B 10 BM Benchmarking Benchmarking
11 Bn Billion Billion
12 BOM Bill of Material Material required for production
Compounded Measures the return on an investment

13 CAGR
Annual Growth Rate over a certain period of time.
Challenger-
Aspiration Led-
14 CAIRO CEAT's Organization Values
Integrity-Result
Obsession-Openness
15 CC Cubic Capacity
Conventional
Quality circle competition held by local
16 CCQC chapter on Quality
convention
concepts
CEAT Limited (formerly, Cavi Elettrici
Cavi Elettrici e eAffini Torino) is an Indian
17 CEAT
C Affini Torino multinational tyre manufacturing
company
Third party business partners used to
Carrying and
18 CFA carry and bill stocks to dealers/
Forwarding Agent
distributors
Council for Fair serves as bridge between the Consumers
19 CFBP
Business Practices and Manufacturers.
Chief Financial
20 CFO
Officer
CEAT Fleet
21 CFS
Solutions
Cross Functional A group involving participants from
22 CFT
Team various functions
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A performance metric used to measure
Committed Line production adherence at plants. If the
23 CLIP Itemized warehousing for a SKU falls between
Performance 90% to 110% of the plan, CLIP is 1, else
0.
Online CEAT portal acting as repository
Ceat Management
24 CMS and revision management of all
System
documentation and standards
25 CN Credit Note Credit Note
26 CO2 Carbon Dioxide
Chief Operating
27 COO
Officer
28 CoP Cost of Poor Quality
Exclusive channel of CEAT for selling
29 CS CEAT Shoppe
PCR/UVR tyres
Service department responsible for
Customer service
30 CSD addressing customer complaints in the
department
field
Corporate social responsibility (CSR) is
a business approach that contributes to
Corporate Social
31 CSR sustainable development by delivering
responsibility
economic, social and environmental
benefits for the society.
CEAT Specialty
32 CSTL
Tyre Limited
33 CV Curriculum vitae
Customer
34 CX
experience
Central warehouse stocked with

35 DC Distribution Centre products (goods) to be redistributed to
different CFAs
36 DC Distributor Channel Supply Chain Network
37 DFMEA Design Failure Mode Effect & Analysis
The system that provides the ability to
manage departments, functions, and
Daily Work
38 DM / DWM processes, wherein processes are
Management
defined, standardized, controlled, and
D improved by the process owners.
Distributor
39 DMS Management Module for Distributors
System
It is a systematic method to determine
Design of the relationship between factors
40 DOE
Experiments affecting a process and the output of that
process
Design Verification
41 DVP
parameter
Earnings Before
EBITDA = Revenue - Expenses
Interest, Taxes,
E 42 EBITDA (excluding taxes, interest, depreciation
Depreciation and
and amortization)
Amortization
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05_23大賞-CEAT.indd 44 2023/10/30 11:17:55

System for ERP system for all functions
which has all modules like Finance, HR,
Enterprise Resource
43 ERP Plant Maintenance, Materials
planning
Management, Quality Management,
Sales
Environmental,
44 ESG Social, and
Governance
Enterprise Services
45 ESP
Planning
46 EST Estimated
The European Union (EU) is a politico-
47 EU European Union economic union of 28 member states
that are located primarily in Europe
48 EV Electric vehicle
Executive
49 ExCom
Committee
50 FE Fuel Efficiency
Finite Element
51 FEA
Analysis
Fleet Operational
F 52 FOE
Efficiency
Field Service Specialised role for selling Truck Bus
53 FSS
Specialist Radials through consultative selling
Financial Year starting from month of
54 FY Fiscal year
April till March next year
Gross domestic
55 GDP
product
56 GHG Greenhouse gas
It is a computer system for capturing,
Graphical
57 GIS storing, checking, and displaying data
Information System
related to positions on Earth's surface
Global Positioning
58 GPS
Systems
G Great Place to Work® Institute is a
global research, consulting and training
Great Places to firm that helps organisations identify,
59 GPTW
Work create and sustain great workplaces
through the development of high-trust
workplace cultures
A comprehensive indirect tax on
Goods and Service
60 GST manufacture, sale and consumption of
Tax
goods and services throughout India.
An organizational function that deals

with people and issues related to people
H 61 HR Human Resource
such as compensation. Hiring,
performance management & training
International
I 62 IB
Business
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05_23大賞-CEAT.indd 45 2023/10/30 11:17:55

International
Quality circle competition events at
63 ICQC Convention on
International level
Quality Control
It’s a premier national professional body
in India under the ownership of Ministry
Institute of
of Corporate Affairs, Government of
64 ICSI Company Secretary
India with the objective of promoting,
of India
regulating and developing the profession
of company secretaries in India
Integrated Fleet
65 IFM
Management
Indian National
66 INR
Rupee
67 IoT Internet of Things
Information
68 IT
Technology
Jay Bharti Maruti

69 JBM
J Group (OEM)
70 JV Joint Ventures
71 km Kilometre
72 Kmph Kilometre per hour
K A measurable value that demonstrates
Key Performance
73 KPI how effectively a parameter has been
Indicators
achieved.
A 5 year process which is used to track

Long Term Demand
74 LTDP and review future demand projections of
Planning
the industry
L
A 3 year process which is used to track
Long Term Supply
75 LTSP and review future CEAT supply
Planning
projections
Mahindra and
76 M&M One of the key Indian OEM
Mahindra
77 MC Motorcycle
Person who controls a business or
78 MD Managing Director
company
Mahindra Institute A well-known statistical institute,
79 MIQ
of quality located in Nashik, Maharashtra
A branch of artificial intelligence (AI)
and computer science which focuses on
M 80 ML Machine Learning the use of data and algorithms to imitate
the way that humans learn, gradually
improving its accuracy.
Manufacturing
81 MLT
Leadership Team
82 Mn Million
Monthly
83 MOR Review process at CEAT
Operational Review
A unit of weight equal to 1,000
84 MT Metric Ton
kilograms
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― 46 ―
05_23大賞-CEAT.indd 46 2023/10/30 11:17:55

Manufacturing Specific function in CEAT. Refer
85 MT
Technology chapter 16 of departmental DTQMP.
Non-banking
86 NBFC
financial companies
National chapter on Quality circle competition events at
87 NCQC
N Quality concepts country level
New Product The process of bringing a new product
88 NPD
Development or service to market.
89 NPS Net Promoter Score
SKU or tyre size to be Supplied to

90 OE Size
Original Equipment Manufacturer
A measure of Throughput yield i.e. First
91 OE Yield
time Okay for OEM supply
A performance metric compiled from
Overall Equipment
92 OEE three data sources of the machine (or
Effectiveness
Process) being measured
Original Equipment Vehicle manufacturers to whom CEAT
93 OEM
O Manufacturer supplies tyres
94 OHT Off-Highway Tyres
Committee chaired by ED Operations
Operations and attended by all Functional Heads to
95 OpCom
committee review the monthly operational
performance of the company
A KPI used to measure the delivery
96 OTIF On Time In Full efficiency. It measures the % of orders
fulfilled on time in full quantity
Passenger Car
97 PCR Radial tyres for passenger cars
Radial
Passenger car,
98 PCUV Utility Vehicle
Radial
Product
99 PD Process to develop or improve a product
development
100 PDCA Plan Do Check Act Management improvement tool
Process Flow Summary of sequential flow of a process
101 PFD
Diagram from start to end
Process Failure A structured analytical tool used to
P 102 PFMEA Mode Effects identify and evaluate the potential
Analysis failure modes of a process
Post Graduate
103 PGDQM Diploma in Quality
Management
Product lifecycle
104 PLM Software to manage product life cycle
management
105 PMC Premature Claim
106 POC Proof of concepts
It is a value that represents the part of a
107 PPM Parts per Million
whole number in units of 1/1000000
108 PPU Pay-Per-Use
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― 47 ―
05_23大賞-CEAT.indd 47 2023/10/30 11:17:56

109 QA Quality Assurance
It is a quality management adopted by
Quality Based
110 QBM CEAT. A way of implementing TQM
Management
Practices
111 QC Quality Control
Quality Cost
Q 112 QCD Categories of KPI
Delivery
Quality Cost,
113 QCDSM Delivery, Safety, Categories of KPI
Morale
Quality
Structured 7 step problem solving
114 QIP Improvement
methodology using 7 QC Tools
Project
Research and
115 R&D Research and Development Function
Development
Reward and
116 R&R
Recognition
117 RO Regional Office Local sales and service office
R
Return on
118 ROI Return on Investment
Investment
119 RPG Ram Prasad Goenka Name of the RPG Group Founder
120 RR Rolling Resistance
121 Rs Rupee Indian Currency (1 Rs ~ 1.8 JPY)
Sustainable
122 SDG
Development Goals
123 SEA Southeast Asia
Semi exclusive outlet with exclusive
branding space for CEAT and additional
124 SIS Shop In Shop
discount for selling prefixed quantity of
PCR/UVR tyres of CEAT
S 125 SKU Stock Keeping Unit distinct type of item for sale
126 SL Sri Lanka
CEAT’s market share against total
127 SOB Share of Business
requirement of OEM
Statement of
128 SOR
requirements
129 SPARSH CIRCLE A name given to CEAT Quality Circle
130 TBB Truck Bus Bias Bias tyres for Trucks and bus
Time based maintenance is planned
Time Based
131 TBM maintenance, as it must be scheduled in
Maintenance
advance
Tyre Building
132 TBM
Machine
T 133 TBR Truck Bus Radials Radial tyres used in Trucks and buses
OEM. India’s largest commercial
134 TML Tata Motors Limited
vehicle manufacturer
135 TPD Tons per day Tonnage produced per day
Unit used to measure Production Output
136 TPM Tons per month
in Tonnage
- 32 -
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05_23大賞-CEAT.indd 48 2023/10/30 11:17:56

A holistic approach to equipment
Total Predictive
137 TPM maintenance that strives to achieve
Maintenance
perfect production
138 TPMS Tyre Pressure Monitoring System
139 TPS Toyota Production Systems
Total Quality
140 TQM
Management
141 TRA Tyre and Rim Association
The next evolutionary step in creating an
Theory of Inventive
142 TRIZ organized and systematic approach to
Problem Solving
problem solving
Consistent High Performers in the
143 TT Top Talent
organization
The rate at which you need to complete
144 TT Takt Time
a product to meet customer demand
Tread Wear
145 TWI
Indicator
United States of
146 USA
America
Utility Vehicle
147 UVR Radial tyres for Utility Vehicles
U Radial
The user experience is how a user
148 UX User Experience interacts with and experiences a product,
system or service
World Economic
W 149 WEF World Economic Forum
Forum
A term used for conveying the period

considered for specific data / trends from
Y 150 YTD Year Till Date
the beginning of the financial year till a
particular date
- 33 -
― 49 ―
05_23大賞-CEAT.indd 49 2023/10/30 11:17:56

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２０２３年度

04_23大賞-色扉-CEAT.indd 15 2023/10/26 15:22:00

05_23大賞-CEAT.indd 17 2023/10/30 11:17:46

1.5 Product Portfolio

05_23大賞-CEAT.indd 18 2023/10/30 11:17:47

05_23大賞-CEAT.indd 19 2023/10/30 11:17:47

05_23大賞-CEAT.indd 20 2023/10/30 11:17:47

Given our ambition and

05_23大賞-CEAT.indd 21 2023/10/30 11:17:47

Fig 3: Vision FY’22-26 (Revised)

05_23大賞-CEAT.indd 22 2023/10/30 11:17:48

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05_23大賞-CEAT.indd 23 2023/10/30 11:17:49

400 314 451

05_23大賞-CEAT.indd 24 2023/10/30 11:17:49

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05_23大賞-CEAT.indd 25 2023/10/30 11:17:49

Chapter 4a Building High Customer Engagement

05_23大賞-CEAT.indd 26 2023/10/30 11:17:49

05_23大賞-CEAT.indd 27 2023/10/30 11:17:50

05_23大賞-CEAT.indd 28 2023/10/30 11:17:50

05_23大賞-CEAT.indd 29 2023/10/30 11:17:50

05_23大賞-CEAT.indd 30 2023/10/30 11:17:51

exporters among India’s tyre manufacturers, 20.99 D

Significant growth in both

Fig 2: NPD Review Process

05_23大賞-CEAT.indd 31 2023/10/30 11:17:51

05_23大賞-CEAT.indd 32 2023/10/30 11:17:51

Chapter 5a Quality Assurance

Table 1: Statement of requirement mapping

5a.3 Maintain Market Superiority by Proactive Benchmarking - product performance (Strategy 3)

05_23大賞-CEAT.indd 33 2023/10/30 11:17:51

05_23大賞-CEAT.indd 34 2023/10/30 11:17:52

Chapter 5b Establishing Lean Thinking

05_23大賞-CEAT.indd 35 2023/10/30 11:17:52

5c. New Product Development

05_23大賞-CEAT.indd 36 2023/10/30 11:17:52

05_23大賞-CEAT.indd 37 2023/10/30 11:17:52

6.2 Manufacturing Vision and Role

¥ Establish benchmark 1. SMART manufacturing plants.

05_23大賞-CEAT.indd 38 2023/10/30 11:17:53

05_23大賞-CEAT.indd 39 2023/10/30 11:17:53

05_23大賞-CEAT.indd 40 2023/10/30 11:17:54

05_23大賞-CEAT.indd 41 2023/10/30 11:17:54

% of Employee responding 'Yes'

b. Making a difference to the community

inter-connected world economy 28

05_23大賞-CEAT.indd 42 2023/10/30 11:17:54

Alphabet Sr no Abbreviation Full Form Description / Operational Definition

Vehicles running on 2 wheels -

AD counts years from the start of this

Compounded Measures the return on an investment

05_23大賞-CEAT.indd 43 2023/10/30 11:17:55

Central warehouse stocked with

05_23大賞-CEAT.indd 44 2023/10/30 11:17:55

An organizational function that deals

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