The purpose of R&D management is to promote innovation as

well as wealth creation. The paper traces the history of R&D managementhow it has changed from the first generation when only innovation was the main objective to the fifth generation where IT plays an important role. It is now necessary to understand the needs of market for conducting worthwhile research. The author shares his experience of R&D management at Tata Steel. The experience shows that by adopting judicious R&D strategy it is possible to face the challenges of reconciling innovation with wealth

creation is possible by a judicious R&D strategy

Mohanty, O N

English

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ISBN : 8t-87053-57-9Synergy of R&D and Marketing© NML Jamshedpur , India (2003), 1-11Challenge in R&D Management :Tata Steel A Case StudyO. N. MOHANTYTata Steel , Jamshedpur-831 001Abstract : The purpose of R&D management is to promote innovation aswell as wealth creation . The paper traces the history of R&D management-how it has changed from the first generation when only innovation was themain objective to the fifth generation where IT plays an important role. It isnow necessary to understand the needs of market for conducting worth-while research. The author shares his experience of R&D management atTata Steel. The experience shows that by adopting judicious R&D strategyit is possible to face the challenges of reconciling innovation with wealthcreation is possible by a judicious R&D strategy.Keywords : R&D Management, Innovation, Steel scenario, Tata Steel,Quality management.INTRODUCTIONThe process of managing R&D activities has seen several changesin approach in the last few years and several new managementmethods have been adopted by industrial houses. In today's sce-nario, globalization processes such as WTO have added a newdimension to competitiveness. The volatility in price and demand ofengineered items such as steel adds to the complexity and buildsup further business pressure.In this backdrop, managing R&D has a special significance. How-ever, the approach has been going through several stages sincewealth creation & innovation both need to go hand in hand.Before the second world war, since results of research were per-ceived as unpredictable, a specific grant used to be placed at R&D's10 N MOHANTYdisposal and the team was asked to be on their own without in anyway 'disturbing' the business process of the company. This sce-nario was described by some as hand-off research and is desig-nated as the first generation R&D. In this situation, the R&D oper-ated outside the main stream of business of a corporate. After thesecond world war, the scenario changed considerably when thecorporate management started taking more interest in the R&D byinvolving themselves in finalizing the direction of work at R&D, re-viewing their activities from time to time and so on . However, thebusiness process and strategy of the company still remained out-side the sphere of operation of R&D. This was designated as thesecond generation R&D. At this stage the management of corporateswere not serious about shaping their strategy of business linking itwith R&D. The latter to a large extent, was done off line.With ever increasing competition in the market place and enhancedrate of obsolescence of technology / products, a holistic integrationbetween R&D and other organs of a corporate has been lookedupon as a necessary business strategy. In this scheme, R&D isconsciously brought into the main fold of activities for a businesshouse. This is designated as a third generation R&D. There aresome schools of thought that speak even of fourth & fifth genera-tions of R&D that make use of IT-inputs and inputs from the marketplace while managing research. Indeed, the rapid strides that IThas made in recent times has profoundly influenced R&D activitytoday.The strategic purpose of R&D has been recognized to (i) defend,support & expand existing business, (ii) drive new business and (iii)broaden / deepen technological capability. The methodologiesadopted to achieve these goals might vary in their details from onecompany to another; however in their principles they agree to alarge extent across a wide cross-section of companies.In this paper, an attempt will be made to analyse the steel scenarioin general and take a closer look atTata Steel in particular in so faras the R&D management is concerned.THE STEEL SCENARIOOne might begin by noting that steel represents the second mostvoluminous engineered material on the globe, second only to ce-ment. As Fig. 1 would indicate, the production of steel today is around2CHALLENGE IN R&D MANAGEMENT : TATA STEEL A CASE STUDY820 mt/yr. and has steadily grown after the fifties keeping pace withthe growth of population. The apparent consumption of steel (Fig.2)shows a steady increase, although the rate shows a fall, in the sec-ond phase (starting with '70s). The average global per capita steelconsumption (Fig.3) peaked at about 170 kg/person and has thenshown a declining trend, although it is still around 100 kg/person. InaC0c 10000800C0Own forecastPopulationdCrude steelproductionI- 8 -a0 0 1_ 1 I I____1_00 1800 1850 1900 1950 2000 2001 2050YearFig. 1 : Comparison of World population and worldwide crudesteel productionIndia, unfortunately the average consumption is only around 23kg/person (one of the lowest in the world) and the total steel production(both in organized & unorganized sectors) in India is around 26.5 mt/yr., a figure below the earlier projected figure of around 45 mt/yr.1000 Note : Growth rate Low Mid case projection1.2% 2000-20052.2% 2005.20102000-2010+1.73%/Yr1974-2000+1.59%/Yrrn0)rn1947-1974+5.63%/Yr(O<o vm QOf QOONOON1000Fig. 2 : World Steel Product Apparent Consumption(Steel Product Basis)Another aspect of the steel industry, is its volatility of prices (Fig.4).This has impacted the profitability of companies engaged in steelrather adversely around the world.3O N MOHANTYYearFig. 3 : Trend in average global pre-capita steel consumptionUnder the above conditions the steel industry as a whole has nowrealized that a business-driven R&D would be a potent strategy inthe long run to succeed in the market place.Apr 94 Apr 95 Apr 96 Apr 97 Apr 98 Apr 99 Apr 00Fig. 4 : Domestic price vs landed cost of importsTATA STEEL : A GENERAL BACKGROUNDThe start and growth of Tata Steel is almost synonymous with theindustrial history of India. Registered in 1907, Tata Steel producedits first pig iron in 1911 and the first ingot was rolled in 1912. Duringthe first 4-5 years' time however, while the Company was still afledging, it was required to supply 2400 km of rails according toBritish specification for the fighting British Army in Mesopotamiaduring the first word war. Tata Steel was successful in fulfilling itsobligation and in the process won tributes from the British govern-ment. The township was re-named as Jamshedpur (from Kalimati)4CHALLENGE IN R&D MANAGEMENT : TATA STEEL A CASE STUDYand the railway station, re-christened as Tatanagar. In the year 1925,the Metallurgical Department for Process Control was established,which was responsible for the quality of products. The ResearchDepartment came into being in 1935. Tata Steel was to achieve twoother milestone in quick succession, viz. production of plates basedon alloy steels for armoured vehicles in 1941-42, that the BritishArmy used and admired in the second world war. Around the sametime corrosion-resistant, high-strength steels for the constructionof the old Howrah Bridge in Calcutta were supplied by Tata Steel.Starting with less than a million ton/yr.Tata Steel got into the stageof 2 mt/yr. in 1955-56 and over the next 24 years consolidated itsposition as the leading steel maker in the country. The Companyundertook a massive modernisation programme in phases,starting in 1980-81 which was to be completed during the next20 years. In the first 3 phases (1980-94), L.D steel making, con-tinuous casting of billets, stamp-charging technology forcokemaking, continuous slab casting & modern hot strip rolling,bell-less blast furnace operation and coal injection into blast fur-nace got completed. During the Phase-IV (1994-2000), the Com-pany attained 3 mt/yr. production, installed a modern cold rollingmill and set up continuous galvanizing I galvannealing coating lines,making the Company the foremost supplier of flat products in thecountry. Today the Company produces close to 4 mtons/yr. andthe customers of Tata Steel include the leading automakers andmanufacturers of white goods of the country. It is also a reputedexporter of high quality steel to several advanced countries. Fur-ther, there are also a number of international programmes with whichthe Company is associated. One of the major examples is theULSAB-AVC (Ultra Light Steel Autobody-Advanced Vehicle Con-cept) international consortium of 35 leading steel companies of theworld; this is the second phase of the initial programme calledULSAB which achieved remarkable success in weight reduction ofabout 25% with concurrent improvements in all attributes (Fig. 5). Thiswas possible due to : (i) high and ultra - high strength steels ; (ii)laser-welded tailored blanks and (iii) hydro-formed tubes.Tata Steel have utilized the knowledge gained from the Consortiumin getting into the manufacture of superior grade high strength steelsforthe auto sector. The ULSAB-AVC Programme goes even furtherin terms of using Advanced High Strength Steels (e.g. DP, TRIPetc.); addressing more stringent crash resistance as well as in in-5O N MOHANTYtroducing a highly environment -friendly (low C02 emission) struc-ture for car. Tata Steel are currently sharing all this information withtheir auto customers.? A CONSORTIUM OF 33 STEEL COS.PORSCHE ENGG. CORPN. AS CONSULTANTPERFORMANCE OF ULSAB STRUCTURALBENCHMARK ULSAB CHANGE- STATIC TORSIONAL 11,531 20,800 +80%RIGIDITY (Nmldeg.)- STATIC BENDING 11,902 18,100 +52%(N/min)- FIRST BODY STR 38 60 +58%MODE (Hz)- MASS (kg) 271 203 -25%- CRASH RESISTANCE R R++ TT(5 diff. In H test simulations)- COST -$1000 -$978 No IncreaseFig. 5 : Ultra-light steel autobody PGME (ULSAB)THE R&D PROCESS ATTATA STEEL: A GLIMPSEThe Company realised quite early that a strategy ("DOING RIGHTTHINGS"!) is a necessity after which the right processes("DOING THINGS RIGHT "!) have to be adopted . Further , after thestrategy and the processes are in place , the evaluation of theperformance on various indices needs to be done and that,several such E&I (evaluation - improvement) cycles are required tobe run.The starting point of the R&D process is its alignment with theCompany's strategy as enshrined in the Company's Vision state-ment and the balance score card of the MD/ senior management.Consequently, the balance score cards (BSCs) of the senior man-agement is kept in view while preparing the Key Result Areas(KRAs) for R&D. The main items of KRAs are (i) Finance [improvedproduct mix., evaluations for branding, commercialization ofconsultancy, involvement in new business etc] (ii) Customers [valuecreating partnerships and improving their satisfaction] (iii) InternalProcesses (value creating partnerships with suppliers, lowering costof production, ensure safety and environment sustainability, improveTotal Business Excellence], (iv) Learning [manage knowledge,encourage innovation and allow the freedom to fail, work towards6CHALLENGE IN R&D MANAGEMENT : TATA STEEL A CASE STUDYenthused and happy employees, unleash people's potential andcreate leaders who will build the future], (vi) Community [improvethe quality of life of the communities we serve].At the R&D in Tata Steel which is an ISO 9001 : 2000 certifiedcentre, four major Business Processes have been envisaged; theseare : Project Management, Customer Management, MaterialsManagement & the Human Asset Management processes. Theproject management process is actually central to the entireoperation while the other three naturally make for valuablesupport processes. The entire process is run as a part of the TotalQuality Management (Fig. 6).People FacilitiesObjectives , RESEARCHInputsIPROCESSOutputSuppliers, WorkServices MethodsFig. 6 : Total quality management : Research as a processThe Project Management Process is rather elaborate beginningwith the selection process (that passes through several gates inter-nal as well as external to R&D) including the highest level of man-agement, and end with the launching of the projects with appropri-ate man power, equipment facilities & financial resources (Fig. 7);GatekeeperFig. 7: Varous Gates (reviewing bodies) in Project Selection &Launch Process7O N MOHANTYthe last two resources are approved by an Apex Board, chaired bythe Chief Executive of the Company. Subsequently, the monitoring& review of the project management is done within the R&D as wellas in a platform that includes several customers of the projects,who are manages of various wings of operation as well as seniorexecutives of the Company. At the end of a project the report isreviewed & assessed by the customers. The indices that are usedfor the Project Management process are Project Compliance Index(PCI), Project Performance Index (PPI) and Benefit- to- Cost Ratio(BCR).The Project Compliance Index (PCI) measures the timeli-ness of the project, Project Performance Index (PPI) indicates theperformance in terms of quality of deliverables to the customer andis calculated based on customer perception. The Benefit- to- CostRatio (BCR) is calculated based on the new products & innova-tions in processes yielding benefits, the procedure of calculation isstandardised.The Customer Management Process broadly measures thesatisfaction of the customer and the indices used are CustomerSatisfaction Index (CSI), and Customer Interaction Index (CII), thenlatter monitors the level & frequency of interaction of the R&Dprofessionals handling various projects with the key customers withinthe Company.The Human Assets Management Process uses the EmployeesSatisfaction Index (ESI) as the prime measure as well as brings outthe creative potential of the group through various publications(including those in scientific journals as well as in- house).The Material Management Process looks at the capital assets andtheir effective utilization and ensures that there are no lazy capitallying around. One such measure in this case is Equipment UtilisationIndex(EUI).THE CHALLENGESWhile managing R&D, one would face several challenges. One ofthe major problems is the divergence of perceptions between (R&D)scientists and the shop-floor customer / industrialist. This is pre-sented in Fig 8. It would appear from the various items that, a lackof a common goal and the appreciation for each other's positionsare the main problems. At Tata Steel, the various platforms of inter-action between the R&D researchers and their customers as well8CHALLENGE IN R&D MANAGEMENT : TATA STEEL A CASE STUDYHOW THEY PERCEIVE EACH OTHERAN INDUSTRIALIST IS : A SCIENTIST IS :• Basically a mercenary • Largely unreliable . for my purpose• Profit oriented and not future oriented • Does not deliver• Not interested in R&D • Interested only in writing papers• There is no research , not much design, • Leaks to the other hencedevelopment or feed back competition pre-empts• Does not 'receive ' communication • Long run costs are high• Does not trust the scientist • Has different goals altogether• Excessively respect westerns ability • Talks 'something'• No economic sense• No time sense• Does not figure in my modelFig. 8 : Perception of Scientists & Technologistsas longish placement of the former in the shop floor / marketinghave to a large extent addressed these issues. Eventually, pursu-ing a business - driven R&D at Tata Steel ensures that all units ofthe Company are integrated properly (Fig 9)STRATEGIC R&DCorporateManagement^ The integrated-'-Corporate / Business/R&D Strategic PlanAPEX R&DLegalAffairsEnhanced Strategic Position;Corporateand/or DivisionalR&DCashlCapitallFinanceManagementHumanResourcesFig. 9 : Integration of various units of a corporate including R&DThe second and perhaps the more formidable challenge lies in theshape of ensuring an environment & a policy for R&D which whileengaging itself in wealth creation for the present, would alsonurture and encourage creativity and develops a long term per-spective. For this to happen, a suitable quality objectives is chosen,as given below.Divisional/BusinessManagementMarketing/SalesManufacturing90 N MOHANTYTisco R&D's quality objectives- Creating a world class knowledge-base and enabling the com-pany to become the supplier of the most sought after deliverables.- Providing effective back-up to the company in utilizing the facili-ties & raw material resources optimally, for remaining ahead ofcompetition.Developing cost-effective and environmental-friendly new prod-ucts & processes.Ensure satisfaction of R&D's customers by providing qualityservices.- Scaling newer heights of excellence in innovative research bypromoting a learning, satisfied and motivated human - asset.Further, the range of projects includes around 20 percent of suchprojects that are exploratory in nature and in principle, can dealwith only innovative ideas. Regarding long-term projects, it is en-sured that the long-term business strategy of the Company (asevident through the business score cards of the senior manage-ment) is translated into some of projects of the R&D as well. Aschematic of the project strategy adopted in the short, medium &long term is depicted in Fig. 10.Horizon 3Horizon 1-Custorner orienteiProiects.-interaction with ainstitutions , trainiiHorizon 2gUnderstandingProcesses throughPhysical/ math. MStrong fundamentantedF'y-02Radical change in Processes& products,Develop strong packagesel;sk'y - 05Fig. 10 : Short term , medium term & long term strategy10CHALLENGE IN R&D MANAGEMENT : TATA STEEL A CASE STUDYCONCLUSIONThe importance of a business-driven R&D in today's indus-trial world that has become highly competitive, particularly inthe post-WTO scenario has been demonstrate Further, it isshown that although the steel scenario today deals with over800 million tons per year, the volatility of prices & fragmenta-tion makes it a difficult business from the stand point of prof-itability. The R&D policy adopted by Tata Steel is dealt with insome detail. It is shown that the challenges of reconcilinginnovation with wealth creation is possible by a judicious R&Dstrategy.REFERENCES(1) Roussel, PA. Saad, KN & Erickson, TJ (1991) :Third Generation R&D, HarvardBusiness School, Press.(2)(3)Steele, LW (1988) : Selecting R& D Programmes & Objectives; Research &Tech Management , 31 (2).Wheelright , CS & Clark KB (1995) : Leading Product Development, FreePress, New York.(4) Turner, JR (1993) : The Hand book of Project Based Management, McGraw- Hill_(5) Eds. Bhojwani, HR & Kumar, S (2001) : R&D Management Conference 2001,Towards Seamless R&D Management, CSIR, New Delhi.11

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