e&e's be basic
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E&Es Departments / Sections are like diamonds of different cuts and colours.
BUSINESS EXCELLENCE is the gold that will hold them all together to create the crown for E&E.
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BUSINESS EXCELLENCE
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Agenda
Why are we here?
What am I expected to do?
What is the CII-EXIM Bank Award for Business Excellence?
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Why are we here?
E & E is applying for CII-EXIM Bank Award for Business Excellence, for FY 2010-11.
The initial assessment is on our Application Document, based on the Business Excellence Model, defined by CII.
Based on its assessment, there will be Site Visit by a team of Assessors in September / October 2011.
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What am I expected to do?
How is Godrej E&E progressing in its journey of BUSINESS EXCELLENCE?
In the days to come prior to the Site Visit , we shall be having smaller meetings (Department / Section / Function), where we shall deliberate on the specifics applicable for each group.
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What is the Business Excellence Model ?
Introduction Various Perspectives of Business Excellence 8 Fundamental Concepts of Business Excellence The 9 Criteria, 32 Criterion Parts and
Guidance Points of the Excellence Model. RADAR Logic
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Why Business Excellence Model? A tool for self-assessment to know where we are
on the path of Excellence; understand the gaps and stimulate solutions.
A basis for a common vocabulary and way of thinking about the organization which is shared across all functions.
An external and impartial assessment, including Vendors and Distributors.
Possibility of receiving suggestions for improvements and appreciation of Good Practices (motivation for managers).
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Why Business Excellence Model?
Facilitates learning opportunities and professional development for managers.
Accelerates the improvement efforts.
Some of the best Corporates in India TATA, RPG, Birla, Kirloskar groups have already established Internal Awards; running now for several years.
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Around 80 countries have Business Excellence Models. Global Network of Excellence Model Organizations GEM. The Deming Prize (1951) The Malcolm Baldridge National Quality Award (1981) The European Quality Award (1991) Australian Business Excellence Framework (ABEF) South African Excellence Model Dubai Quality Award (DQA) Shiekh Khalifa Excellence Award (SKEA)
Business Excellence Models
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Business Excellence Models in India
CII EXIM Bank Award for Business Excellence
Rajiv Gandhi National Quality Award
IMC Ramakrishna Bajaj National Quality Award
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CII-EXIM Bank Award for Business Excellence
Instituted jointly by CII and EXIM Bank in 1994 for promoting Excellence among Indian industry.
Established to promote awareness of Excellence as an increasingly important element in competitiveness.
Recognises excellent businesses and increases the understanding of the elements critical for Excellence.
The most prestigious award in India for Excellence that an Indian company can aspire for.
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CII-EXIM Bank Award for Business Excellence
Instituted jointly by CII and EXIM Bank in 1994 for promoting Excellence among Indian industry.
Established to promote awareness of Excellence as an increasingly important element in competitiveness.
Recognises excellent businesses and increases the understanding of the elements critical for Excellence.
The most prestigious award in India for Excellence that an Indian company can aspire for.
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CII-EXIM Bank Award for Business Excellence
Based on EFQM (European Foundation for Quality Management) Excellence Model.
Based on universally accepted standards and practices found in : The European Quality Award, The US Malcolm Baldridge National Quality Award, The Japan Quality Award and The Australian Quality Award.
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CII-EXIM Bank Award for Business Excellence
The Model focuses on the organization's practices and performance under 9 different Criteria which are further divided into 32 Criterion Parts.
The Award is not given for specific products or services.
To be an Award winner, a Company must demonstrate Excellence in results, w.r.t. its various stakeholders through Excellence in processes and people.
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Submit Application Document
Document Assessment and Consensus Meeting
Screening for Site Visits
Site Visits
Jury Meeting
Award Presentation
Feedback Report
The Assessment Process
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Business Excellence Award Criteria
Status
700 + Genuine World Class Excellent approaches leading to excellent results
600 700 Amongst outstanding companies Potential for World Class
500 600 Doing the right things Potential for becoming outstanding company
400 500 Competently managed Quality initiatives have taken roots Leading to good results
300 400 Many activities (Enablers) Doing things right Loose linkages with Results
300 Several quality initiatives started Lacking focus on results
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Best amongst the Prize Winners and the Role Model.
Levels of Recognition
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Levels of Recognition
Commendations for Commitment to Excel (400-500)
Commendations for Significant Achievement (500-600)
Prize (600+)
Award *
* Best amongst the Prize Winners and the Role Model.
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Crompton Greaves Ltd. 2010 prize TATA motors CVBU 2004
The Tinplate company of India Ltd 2010 prize TATA motors CVBU 2003
Bosch Limited Diesel Systems Business, Bangalore 2009 Infosys Technologies. 2002
The Tinplate Company of India Ltd.
2008 prize ------------------- 2001
------------------- 2007 TATA Steel Ltd 2000
TATA Consultancy Service. 2006 ------------------- 1999
BHEL Haridwar 2006 Prize Maruti Udyog Ltd. 1998
TATA motors CVBU 2005 Hewlitt packard India Ltd. 1997
Award winners
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Internal Assessment Score Profile
Overall Score 350-399 Score awarded to E&E Highest Score awarded to any Applicant so far
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Excellent Organisations achieve and
sustain superior levels of performance that
meet or exceed the expectations of all their
stakeholders.
What is an Excellent Organisation?
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Person, group or organisation that has a direct or indirect stake or interest in the organisation, because it can either affect the organisation or be affected by it. E.g.
External Stakeholders owners (shareholders), customers, suppliers, partners, government agencies, representatives of community, society.
Internal Stakeholders people / groups of people within the organisation.
Who is a Stakeholder?
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The Business Excellence Model Various Perspectives
3 Contradictions
4 Dimensions of Organisational Excellence
8 Fundamental Concepts of Excellence
9 Criteria of Excellence
Visual Model based on the 9 Criteria
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The 3 Contradictions
Excellence & Financial Success
Excellence & Compliance
Excellence & Perfection
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Organisational Competitiveness
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The 4 Dimensions of Organisational Excellence
Inclusive Success
Comprehensive Success
Predictable Success
Sustainable Success
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The 8 Fundamental Concepts of Excellence
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The 8 Fundamental Concepts of Excellence
Achieving Balanced Results
Excellence organisations meet their Mission & progress
towards their Vision through planning & achieving a
balanced set of results that meet both the short & long
term needs of their stakeholders &, where relevant,
exceed them.
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The 8 Fundamental Concepts of Excellence
Adding Value for Customers
Excellent organisations know that customers are their
primary reason for being and strive to innovate and create
value for them by understanding & anticipating their needs
and expectations. Leading with Vision , Inspiration and Integrity
Excellent organisations have leaders who shape the
future and make it happen, acting as role models for its
Values and ethics.
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The 8 Fundamental Concepts of Excellence
Managing by Processes
Excellent organisations are managed through structured
and strategically aligned process using fact-based
decision making to create balanced and sustained results.
Succeeding through People
Excellent organisations value their people and create a
culture of empowerment for the balanced achievement of
organisational and personal goals.
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The 8 Fundamental Concepts of Excellence
Nurturing Creativity & Innovation
Excellent organisations generate increased value and
levels of performance through continual and systematic
innovation by harnessing the creativity of their
stakeholders.
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The 8 Fundamental Concepts of Excellence
Building Partnerships
Excellent organisations seek, develop and maintain
trusting relationships with various partners to ensure
mutual success. These partnerships may be formed with
amongst others, customers, society, key suppliers,
educational bodies or Non-Governmental Organisations
(NGOs).
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The 8 Fundamental Concepts of Excellence
Taking Responsibility for a Sustainable Future
Excellent organisations embed within their culture an
ethical mindset, clear values and the highest standards for
organisational behaviour, all of which enable them to
strive for economic, social and ecological sustainability.
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The 9 Criteria of Business Excellence
Enablers Results
1. Leadership
2. Strategy
3. People
4. Partnerships & Resources
5. Processes, Products & Services
6. Customer Results
7. People Results
8. Society Results
9. Key Results
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Business Excellence Model based on the 9 Criteria
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Business Excellence Application Document
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No. of Employees & Annual Sales
E&E Godrej & BoyceNumber of Employees (31st March) 878 10,700
Annual Sales (2010-11) ` 460 Crore ` 5,500 Crore
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Mr. J. N. GodrejChairman & Managing DirectorGodrej & Boyce Mfg. Co. Ltd.
Mr. V. M. Crishna Executive Director
Mr. Anil VermaExecutive Director &
Head (P&A)
Mr. P. D. LamExecutive Director &
President
Dr. K. A. PaliaExecutive Director
(Finance)
Lawkim(SBU) HR IR Admin
CorporateServices
Other SBUs(11)
Commercial Legal BusinessExcellenceSteel
Procurement
E & E(Applying SBU)
Construction(SBU)
EXIM, Finance& Procurement Finance
Organization Structure of E&E within G&B
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Organisational Profile
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G&B History & Shareholding
Established in 1897 by Mr. Ardeshir Godrej,
manufacturing Locks.
Today, an Indian Superbrand.
Public Limited Company Godrej family members 49.47% Godrej Investments Pvt Ltd (Corporate) 26.77% A Public Charitable Trust 23.76%
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E&E History & Services
Established in Lalbaug to provide support services. 1949 started in Vikhroli. Today, providing service to external customers . Internal operations :
Electricity generators upto 6600 KW , connected load
of over 25,000 KW at demand of 11000 KVA. Air conditioning over 3,000 MT. Compressed air over 5,528 CFM.
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E&E Vision, Mission & Values
Vision Be the most trusted solution provider in electrical and electronic technologies.
Mission Energizing industry through advance technology.
Values Integrity, Commitment, Team Work, Continuous Learning, Environment Sustainability.
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Technologies, Equipment & FacilitiesTechnologies Equipment Facilities
BMS - Central Air-conditioning of Plants
HV Tester, Oscilloscopes, Logic analyser, Board Wizard AC Room for Electronic spares
PLC, Data Acquisition Systems, SCADA Load Managers& Audit Tools
Well-equipped Conference Rooms
Energy Simulation software for buildings Digitalized Megger Machine Retrofitting facility
HMI, Drives milli Volt Drop Test Kit OHS Training Centre
HVAC calculation software
PLC Kit, Programming software PLC / Drives Training Room
Compressed Air Controls Power Quality Analyser Technology CentreTelemetry Primary Current Injector VHF Wireless Communication
Thermographic Camera PCB repair Laboratory
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Key Customers and Expectations
CAS IEA GBCS PDS TEC
Key Customers
Medium and large factories using Compressed Air, Railways
Department of Space, Atomic Energy, Steel, Railways, Water Boards, Oil & Gas, Textiles, Mines
Developers, Software Parks, Corporates, Residentials, Datacentres, Hotels
Infrastructure, Commercial, Institutional, Residential, Hotels
Commercial projects, government and industrial sectors
Key Expectations
Energy efficiency, reliability, ease of maintenance.
On-time Project completion, response time, call closure, customer training, project documentation.
Green Building Certification, validation of system design, suggestions for improving energy efficiency.
On-site safety, compact, fire retardant, modular, bus duct system. Low cost, on-time delivery.
Quality, on-site safety, on-time Project completion.
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Key Partners & Expectations
Suppliers / Partners Key Expectations
PrincipalsPromoting their technology & Products, meeting targeted sales, providing feedback w.r.t. market conditions, competition and sales forecast
Tie-up Partners Technical Experience, Adherence to MOU, Financial Soundness, Future business.
Component Suppliers
Lower credit days, committed payments as per terms, planned requirements, communication, greater business opportunities.
Subcontractors Quality, cost and on-time delivery of components, future business.
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Market Size & Industry Growth
CAS GBCS IEA PDS TEC
Market Size ` 900 crore ` 16 crore` 220 crore
` 500 crore
` 22,000 crore
NBV ` 24 crore ` 4 crore ` 23 crore ` 11 crore ` 398 croreMarket Share 2.67% 25.00% 10.45% 2.20% 1.80%
Industry Growth 15-20% 30% 20% 1520% 25-30%
CAGR 32% 34% 36% 28% 125%
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CAS GBCS IEA PDS TEC
Atlas Copco, Elgi, IR, Kaeser, Kirloskar, FS-Elliot, Boge.
Spectral, EN3, LEAD.
ECIL, Forbes Marshall, L&T, Masibus Automation, Melss Automation, Schneider, Rechner Automation Systems, ICON Controls, Nish Automation, SUN Automation, Sharp Line, Multiquadrant, Active Systems, Cotmec systems.
Siemens, L&T Megaduct, Schneider, Legrand, GE, Control & Switchgear, Bus Bar System.
L&T, Siemens, Cobra International, NCCL, Sterling & Wilson, Jyoti Structures, Vijay Electricals, Lanco, Ashok Buildcon, GVPR.
Key Competitors
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Principal Factors for E&Es Success
Extended Warrantees and Money-Back Guarantee versus standard Warranty / Guarantee terms from competitors (CAS).
20+ years experience in Energy Conservation and Energy Management at Godrej Campus (Vikhroli); a great deal of value addition in Energy Efficiency Consulting (ENCON).
Involvement with the first Green Building in India the CII-Sohrabji Godrej Green Business Centre at Hyderabad (GBCS & ENCON).
Providing complete solutions from design to commissioning of Bus Ducts (PDS).
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Leadership
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Business Excellence Model based on the 9 Criteria
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1. Leadership
Excellent organisations have leaders who shape the
future and make it happen, acting as role models for its
values and ethics and inspiring trust at all times. They
are flexible, enabling the organisation to anticipate and
react in a timely manner to ensure the ongoing success
of the organisation.
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1.a. Leaders develop the Mission, Vision, Value & Ethics and act as role models.
1.b. Leaders define, monitor, review & drive the improvement of the organizations management system & performance.
1.c. Leaders engage with external stakeholders.
1.d. Leaders reinforce a culture of excellence with the organisations people.
1.e. Leaders ensure that the organisation is flexible & manage change effectively.
1. Leadership
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E&E Vision, Mission & Values
Vision Be the most trusted solution provider in electrical and electronic technologies.
Mission Energizing industry through advance technology.
Values Integrity, Commitment, Team Work, Continuous Learning, Environment Sustainability.
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Strategy
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Business Excellence Model based on the 9 Criteria
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2. Strategy
Excellent organisations implement their Mission and
Vision by developing a stakeholder focused strategy.
Policies, plans, objectives and processes are developed
and deployed to deliver the strategy.
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2. a. Strategy is based on understanding the needs & expectation of both stakeholders & the external environment.
2. b. Strategy is based on understanding internal performance & capabilities.
2. c. Strategy & supporting policies are developed, reviewed & updated.
2.d. Strategy & supporting policies are communicated, implemented & monitored.
2. Strategy
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People
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Business Excellence Model based on the 9 Criteria
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3. People
Excellent organisations value their people and create a culture
that allows the mutually beneficial achievement of organisational
and personal goals. They develop the capabilities of their
people and promote fairness and equality. They care for,
communicate, reward and recognise, in a way that motivates
people, builds commitment and enables them to use their skills
and knowledge for the benefit of the organisation.
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3.a. People plans support the organisations strategy
3.b. Peoples knowledge & capabilities are developed.
3.c. People are aligned, involved & empowered.
3.d. People communicate effectively throughout the organisation.
3.e. People are rewarded, recognized & cared for.
3. People
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Formal Internal Communication Channels
Internal Communication Channels Direction of Communication
GMC Meetings attended by Executive Vice President & Business Head. DMC meetings attended by the Executive Vice President & Business Head with all the Business / Section Heads. Functional meetings of DMC Members with their team. Tool Box Talks between Management staff and workmen.
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Communication Channels in E&E
Top Down Channels Bottom Up channels 2-Way communications
Sharing of the Mission, Vision and values by the Executive Vice President & Business Head with the Management staff.
Sharing the SBP ABP with Management staff.
Circulars, Notices, Memos. Godrej Connect (intranet) DRISHTI magazine. CHANGE magazine
Lets Talk Survey Sankalp
Workmensupervisor interaction with DPH and P&A Head
Exit Interview Bedhadak Bolo
Annual get-together, dinner, festival celebrations.
PDM / Performance appraisal Meeting.
Unions interaction with Executive Vice President & Business Head.
Tool Box Talk. Inter-office communication. Emails.
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Partnerships&Resources
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Business Excellence Model based on the 9 Criteria
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4. Partnership & Resources
Excellent organisations plan and manage external
partnerships, suppliers and internal resources in order to
support strategy and policies and the effective operation
of processes. They ensure that they effectively manage
their environmental and societal impact.
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4.a. Partners & suppliers are managed for sustainable benefit.
4.b. Finance are managed to secure sustained success.
4.d. Technology is managed to support the delivery of strategy.
4.e. Information & knowledge are managed to support effective decision making & to build the organisational capability.
4. Partnership & Resources
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Processes, Products&Services
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Business Excellence Model based on the 9 Criteria
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5. Processes, Products and Services
Excellent organisations design, manage and improve
processes, products and services to generate increasing
value for customers and other stakeholders.
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5.a. Processes are designed and managed to optimize stakeholder value.
5.b. Products & Services are developed to create optimum value for customers.
5.c. Products and Services are effectively promoted and marketed.
5.d. Products & Services are produced, delivered & managed.
5.e. Customer relationships are managed & enhanced.
5. Processes, Products and Services
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Customer Results
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Business Excellence Model based on the 9 Criteria
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Depending on the purpose of the organisation measures may focus:
Reputation and image
Product and service value
Product and service delivery
Customer service, relationship and support
Customer loyalty and engagement
6a. Perceptions
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CSI for E&Es External Businesses
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CSI for E&Es Internal Businesses
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Depending on the purpose of the organisation measures may focus:
Products and Services delivery
Customer service, relationships and support
Complains and compliments
External recognition
6b. Performance indicators
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People Results
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Business Excellence Model based on the 9 Criteria
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7.a. Perceptions.
Depending on the purpose of the organisation, measures may focus on:
Satisfaction, involvement and engagement
Pride and fulfilment
Leadership and management
Target setting, competency and performance management
Competency, training and career development.
Effective communications
Working conditions
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7.b. Performance indicators
Depending on the purpose of the organisation, measures may focus on:
Involvement and engagement
Target setting, competency and performance management
Leadership performance
Training and career development
Internal communication
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Society Results
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Business Excellence Model based on the 9 Criteria
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8.a. Perceptions
Depending on the purpose of the organisation, measures may focus on:
Environment impact
Image and reputation
Societal impact
Workplace impact
Award and media coverage
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8.b. Performance Indicators
Depending on the purpose of the organisation, measures may focus on:
Environmental Performance
Regulatory and Governance Compliance
Society Performance
Health and Safety Performance
Responsible Sourcing and Procurement Performance
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Key Results
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Business Excellence Model based on the 9 Criteria
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9a. Key Strategic Outcomes
Depending on the purpose of the organisation, measures may focus on:
Financial outcomes
Performance against budget
Volume of key products or services delivered
Key process outcomes
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Net Business Volume (Segmented per LOB)
Net Business Volume
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9b. Key Performance Indicators
Depending on the purpose of the organisation, measures may focus on:
Financial performance indicators
Project costs
Key performance indicators
Partner and supplier performance
Technology, information and knowledge
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Some Thoughts
Excellence is about synchronising the relation between :
The means and the ends
The cause and the effect
The enablers and the results
The practices and performance
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Excellence is a journey from one level of imperfection to a higher level of perfection
Good results by themselves do not constitute excellence , no matter how good they are , but a clear connect between good Enablers giving not so good Results is considered a better company.
Some Thoughts
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What am I expected to do ?
Assessment demonstrate objective evidence on :
The requirements of the CII-EXIM Business Excellence Model
What we have stated in our Application document .
The basis for objective evidence would be documents, records and / or statements of informed persons.
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Thank you
Slide 1Slide 2AgendaWhy are we here?What am I expected to do?What is the Business Excellence Model ?Why Business Excellence Model?Why Business Excellence Model?Business Excellence ModelsBusiness Excellence Models in IndiaCII-EXIM Bank Award for Business ExcellenceSlide 12CII-EXIM Bank Award for Business ExcellenceCII-EXIM Bank Award for Business ExcellenceThe Assessment ProcessSlide 16Levels of RecognitionSlide 18Award winnersSlide 20Slide 21Slide 22What is an Excellent Organisation?Who is a Stakeholder?Slide 25Slide 26Organisational CompetitivenessSlide 28Slide 29Slide 30Slide 31Slide 32Slide 33Slide 34Slide 35Slide 36Slide 37Slide 38Slide 39Slide 40Slide 41Slide 42Slide 43Slide 44Slide 45Slide 46Slide 47Slide 48Slide 49Slide 50Slide 51Slide 52Slide 53Slide 54Slide 55Slide 56Slide 57Slide 58Slide 59Slide 60Slide 61Slide 62Slide 63Slide 64Formal Internal Communication ChannelsCommunication Channels in E&ESlide 67Slide 68Slide 69Slide 70Slide 71Slide 72Slide 73Slide 74Slide 75Slide 76Slide 77Slide 78CSI for E&Es Internal BusinessesSlide 80Slide 81Slide 82Slide 83Slide 84Slide 85Slide 86Slide 87Slide 88Slide 89Slide 90Slide 91Net Business VolumeSlide 93Some ThoughtsSlide 95What am I expected to do ?Thank you