in search of excellence - bisbis.org.in/rgnqa/awards-journal.pdf · in search of excellence ......
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IN SEARCH OF EXCELLENCE
COMMENDATION
CERTIFICATES 2007
Large Scale Manufacturing Industry
Industrial Sector
ChemicalIndian Oil Corporation Limited
- Guwahati Refinery
c o n t e n t s
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RAJIV GANDHI NATIONAL QUALITY AWARDIN SEARCH OF EXCELLENCE
LIST OF AWARD WINNERS
BEST OF ALL AWARDS 2007
Steel Authority of India Limited - Bokaro Steel Plant
BEST OF ALL AWARDS 2006
Bhilai Steel Plant
CATEGORY AWARDS 2007
Large Scale Manufacturing Tata Motors Limited
Large Scale Engineering Industry Mahindra & Mahindra Ltd. (FES)
Small Scale ManufacturingT.V. Super Filter Industries
CATEGORY AWARDS 2005Large Scale Service IndustryTATA Consultancy Services
Small Scale Manufacturing IndustrySakthi Masala (Private) Ltd
Electrical and ElectronicRajasthan Atomic Power Station39
Large Scale Service Industry
Healthcare
B.M. Birla Heart Research Centre
Electrical and Electronic Fine Switchgears
Small Scale Manufacturing
Industry
ChemicalSFP Sons (India) Private Limited
MetallurgicalJ.P. Foundries
TextilesJet Knitwears Private Limited
Food & DrugTasty Diary Specialities Limited
MetallurgicalHindalco Industries Limited
TextilesRSWM Limited
Food & DrugValsad District Cooperative Milk Producers'
Union Limited43
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COMMENDATION
CERTIFICATES 2005
Large Scale ManufacturingJaiprakash Associates
Small Scale Manufacturing (Engineering & Others )
Hycount Plastics & Chemicals
RAJIV GANDHI NATIONAL QUALITY AWARD
In today's world of competition and technological
development, quality of goods and services play a key role
in any country's trade, be it domestic consumption or
International Market. It is, therefore, imperative that to
meet this rising challenge all businesses join in the quality
improvement effort to help themselves and their mission in
the quest of excellence.
To ensure that the 'Made in India' symbol is recognized
around the world as a symbol of quality the Indian Industry
has to make a sincere and dedicated effort in the quality
front. Strategic planning for quality and quality
improvement programmes through a commitment to
excellence is essential for the well being of Indian economy
as well as for meeting the challenges faced in the Domestic
and International Markets.
As a part of this national campaign of quality improvement
to meet the challenge of International competitiveness, the
Ministry of Civil Supplies considered the recommendation
of the conference on Quality Systems held in July 1990 to
institute a National Quality Award and entrusted the
responsibility to the Bureau of Indian Standards. The
Bureau of Indian Standards prepared a National Quality
Plan and one of the important elements of this plan was
the institution of National Quality Award to give
recognition to the outstanding achiever in the quality field
as an incentive to all industries to strive for quality
improvement, not only to win the National Award but also
to become a Global competitor.
Our Late Prime Minister Shri Rajiv Gandhi initiated various
measures for improving the quality culture within the
country. The concept of a QUALITY MONTH was
commenced in November 1986 and also a bill was
introduced in Parliament at that time which eventually
became the Bureau of Indian Standards Act, 1986 and
subsequently fructifying to the establishment of Bureau of
Indian Standards. In order to ensure production of goods
comparable to international standards, promote exports,
and build up “Quality and standards culture”, late Shri Rajiv
Gandhi had stressed that :
'The need of the hour is a national commitment to quality in
all walks of life. We should not be satisfied with anything
but the best in the goods and services that we produce'.
Considering the significant contributions of late Shri Rajiv
Gandhi to the cause of quality in India, the Government of
India approved the naming of the national quality awards
after him. The award is intended to generate interest and
involvement of Indian Industry in quality programmes,
drive Indian products and services to higher levels of quality
and equip such organizations to meet the challenges of
domestic and international markets.
Rajiv Gandhi National Quality Award (RGNQA) helps in
improving quality by:
¬Encouraging Indian Industry to make significant
improvements in quality for maximizing consumer
satisfaction and for successfully facing competition in
the global market as well;
¬Recognizing the achievements of those organizations
which have improved the quality of their products and
services and thereby setting an example for others;
¬Establishing guidelines and criteria that can be used by
industry in evaluating their own quality improvement
efforts; and¬Providing specific guidance to other organizations that
wish to learn how to achieve excellence in quality, by
Rajiv Gandhi National Quality Award
2
making available detailed information on the `Quality
Management Approach' adopted by award winning
organizations to change their culture and achieve
eminence.
The award enables the organization to assess its own level
of commitment to quality. It also indicates the extent to
which this commitment is being deployed through every
level of the organization and in all areas of activities.
Further, after the process of self assessment is completed,
the organization will be in a position to analyze its strengths
and weaknesses.
The concept of quality improvement is equally applicable to
large organizations as well as small organizations.
Therefore, separate awards and commendation certificates
have been instituted for large scale organizations and small
scale organizations both for the manufacturing industry
and the service sector.
At present there are five awards consisting of one each for
large scale manufacturing organizations, small scale
manufacturing organizations, large scale service sector
organizations, small scale service sector organizations and
one BEST OF ALL Award. In addition, there are eight
commendation certificates each for large scale and small
scale manufacturing organizations as per industrial sectors
given below:
a) Bio-technology;b) Chemical industry;c) Electrical and electronic industry;
AWARDS AND COMMENDATIONS
CERTIFICATE
d) Food and drug industry;e) Gems, jewellery and allied industry;f) Metallurgical industry; g) Textile industry; andh) Engineering industry and others.
Further, there are six commendation certificates each for
large scale and small scale service organizations in the
following sectors:
a) Education;b) Finance;c) Health Care;d) Information Technology;e) Utilities; and f) Others.
The National Awards Committee (NAC), under the
Chairmanship of Secretary to Government of India;
Department of Consumer Affairs, Ministry of Consumer
Affairs, Food and Public Distribution, Government of India,
with representatives from Government Departments,
Industry Associations, Professional Bodies and Consumer
Organizations determines the selection criteria and other
related matters and also makes the final selection of
awardees on the basis of reports of Evaluation Committees.
This award has been designed in line with similar awards in
other developed countries, like Malcolm Baldrige National
Quality Award in USA, Deming Prize in Japan, and European
Quality Award.
The criteria for the awards is based on the following model :
THE NATIONAL AWARDS COMMITTEE
(NAC)
THE ASSESSMENT CRITERIA
Rajiv Gandhi National Quality Award
3
Enablers Results
INNOVATION AND LEARNING
BusinessResults
P
r
o
c
e
s
s
e
s
Leadership
HumanResourceDevelopment
Policies,Objectives &Strategies
Resources
EmployeesSatisfaction
Customerfocused Results
Impact onEnvironment &Society
The applications for the large scale organizations are
evaluated on the basis of nine parameters and applications
for the small scale organizations are evaluated on the basis
of six parameters as detailed below:
Rajiv Gandhi National Quality Award
4
ASSESSMENT PROCESS
SELECTION OF AWARDEES
Preliminary Screening
Fact-Finding and Evaluation Visits
In this stage all applications received, which are complete
in all respects and also meet the eligibility conditions for
competing for the award, are scrutinized based on the
information provided by the applicant organization in the
Application form.
The applicant organization selected in the preliminary
screening based on the above parameters become eligible
for fact-finding and evaluation visits. Evaluation Committees
comprising experts appointed for this purpose visit the
applicant organization for on-the-spot study and evaluation.
The evaluation done at this stage is independent of the
evaluation done at the preliminary screening stage.
The National Awards Committee (NAC), makes the final
selection of awardees on the basis of reports of Evaluation
Committees.
PARAMETER MARKS
LARGE SMALL
SCALE SCALE
Leadership 100 200
Policies, objectives and strategies 100 —
Human resource management 50 100
Resources 100 —
Processes 150 100
Customer focused results 200 200
Employees' satisfaction 50 —
Impact on environment and society 100 200
Business results 150 200
Total 1000 1000
BOKARO STEEL PLANT – REACHING NEW HORIZONS
Best of all award winner 2007 – Steel Authority of India Limited – Bokaro Steel Plant, Bokaro
Conceived as the first Swadeshi steel plant of the country
and the fourth steel plant in public sector, the construction
work of Bokaro Steel Plant, began in 1964 under the
supervision of Soviet experts.
A lot of water has since flown down the river Damodar, on
the banks of which Bokaro Steel City housing Bokaro Steel
Plant is situated. Bokaro Steel Plant started under the aegis
of Bokaro Steel Limited – a separate company under the
Ministry of Steel, which subsequently became a unit of the
Steel Authority of India Limited (SAIL) when Hindustan Steel
Limited, Bokaro Steel Limited and a host of other steel-
related companies were merged to form SAIL on 24th
January 1973.
Bokaro Steel Plant grew to play a pivotal role in the business
dynamics of the company, earning the epithet Jewel in the
Crown of SAIL. Calling it the cash cow of SAIL, a leading
journalist in the mid-nineties went on to say".. when
5
National Quality Award 2007Rajiv Gandhi
Best of All
Bokaro sneezes, SAIL catches cold". And no wonder that
BSL – retaining its abbreviation from its earlier avatar as
Bokaro Steel Limited – has been living up to this
reputation year after year for over three and a half
decades.
The fiscal 2006-07 has been a watershed year for Bokaro
Steel Plant. The plant posted cent percent capacity
Motivation behind applying for Rajiv
Gandhi National Quality Award 2007
utilization in Blast Furnaces during the year,
notwithstanding the capital repair of one furnace that took
around a hundred days. As the capital repair helped build
momentum of production across the board, the plant
went on to set several records in production and techno-
economic parameters, closing the year with record
production of saleable steel.
On the techno-economics front also a number of record
performances were achieved.
Steadfast on the goal of delivering customer satisfaction
and entering new market segments, Bokaro Steel
developed various new grades of steel during 2006-07,
namely, MC 11/ MC 12, Hot and Cold Rolled Medium
Silicon Electrical Steel, LPG Steel containing Titanium, EDD
Steel with improved elongation, EDD with Titanium, HSCR
26/35, etc.
Spectacular business results in terms of financial and non-
financial measures (such as, very low debt-equity ratio,
higher EPS, etc.) and by far, one of the largest allocation
(1.892 % of distributable income) in activities related to
Corporate Social Responsibility through schools for
underprivileged, Sarva Swastha Udyog, Mahila self-help
groups, adoption of tribal villages, free treatment in
hospital, and Swasthya Kendras with free medicines for
u n d e r p r i v i l e ge d we re s o m e o f t h e g l o w i n g
accomplishments of BSL in 2006-07.
6
Bokaro Steel Plant
Strategies adopted for achieving
excellence in various activities
Communication Exercise
Since 1990, Bokaro Steel Plant has been applying the
Malcolm Baldridge National Quality Award Criteria for
achieving excellence. Also, the enablers as detailed in the
Prime Minister's Trophy Award for Steel Plants has been put
into place for achieving excellence. It may be mentioned
here that the PM's Trophy criteria is in line with that of
RGNQA as far as the enablers are concerned.
With the target set for achieving continual improvement
and the goal of becoming the recipient of the RGNQA Best
of All Prize, Bokaro had initiated a number of new initiatives
during the year 2006-07.
What goes behind the sturdy performance and unflagging
spirit of steelmakers is the right kind of work environment
that promotes creative initiatives. For starters, two major
programmes were introduced during 2006-07 with a
simple objective in mind – to touch base with grass-root
employees. These programmes hinged around the fact that
the man behind the machine is more important than the
machine itself, and can offer insightful lessons from his first-
hand experience. Utkarshata Se Pragati was one such
macro-level communication exercise that commenced
during the year.
It offered a platform for free wheeling of ideas so that top
management could harness employees' potential and their
Strategy 1 Harnessing peoples' potential
through communication exercise and
enhancing their involvement
suggestions to meet immediate and future needs of the
organisation. Concomitant shop-floor touch-base exercises
named Manthan were also carried out during the same
period. Manthan was typically conducted as a micro-level
ideation exercise wherein topics specific to the concerned
unit were taken up for deliberation. It cut across hierarchy
in the departments by incorporating suggestions from all
corners and exhorting everyone to take up challenging
targets. About thirty percent employees were directly
looped in this exercise.
Nearly 14,000 employees of the plant went through
important training during 2006-07 in different areas. In-
house training for Shop-Based activities, Unit level
operations, Centralized training, Lab-based training, Basic
Engineering Skills and Customised Programmes were held
to help prepare employees to meet the demands of fast-
changing business environment. Industry-institute
interactions on national and international levels were also
arranged to update officers with the latest information.
Apart from need-based and regular training exercises,
special sessions were held to bring in a fresh element of
change in the training procedure.
A Large Group Interaction Workshop for all Senior Officers
of Bokaro Steel was arranged with the theme of "Preparing
for Challenges Ahead". People's performance being the
driving force for all Human Development Activities, specific
Performance Improvement Workshops (PIWs) for
different functional areas were conducted with relevant
employee-groups as participants. 12 PIWs involving 385
employees were held and action plans thus generated were
monitored by follow-up exercises.
Enhancing involvement
7
Bokaro Steel Plant
The Suggestion Schemes and Quality Cirlces have been
given due importance in enhancing the involvement of
people. Bokaro has received accolades at the highest level
by winning the INSAAN award 2006. Our Quality Circles
have participated and won laurels at various National and
International conventions.
New endeavours to involve people in management
activities have been put in place like preparation and
presentation of Annual Production Budget and workers'
participation in the Monday Coordination meeting with
Senior Officers of the plant chaired by ED (W) .
Recognizing and rewarding excellence is the key to
motivation. In addition to the earlier reward and
recognition mechanism, a major initiative was started in
October, 2006. Not forgetting the untiring contribution of
family members, every month the Managing Director
invites the best performers with their spouse and felicitates
them for their creative contributions and exemplary
dedication to duty. This has gone a long way in building
bonds and strengthening relationships.
Realising that a well-organized workplace results in a safer,
more efficient and more productive operation, Bokaro
Steel Plant launched a structured program to systematically
achieve total organization, cleanliness and standardization
in the workplace. It boosts the morale of the workers,
promoting a sense of pride in their work and ownership of
their responsibilities
Strategy 2. Improving house keeping of
work space.
8
l
lCompany policies display through hoarding,
lTree plantation 5000 Numbers,
lRenovation of Canteen,
lRenovation of out-door/in-door Toilets,
lSegregation of scrap from different location &
removal through concerned agency,
lRemodeling of all “Jhopry“ (make-shift) Canteens, and
lImprovement of drainage system of quenching car
rail track in Coke Ovens,
Structure painting,
Strategy 3. Modernization & Expansion
Year 2006-07 was equally important for Bokaro Steel from
the Projects point-of-view. Preparing for future challenges,
Bokaro Steel Plant made significant headway in the areas of
projects, commissioning a number of on-going projects and
embarking on some other major expansion and
modernization schemes during 2006-07.
Approval of Rs. 11,335 crores including schemes
sanctioned earlier for expansion plan of Bokaro Steel Plant
was accorded in principle by the SAIL Board of Directors in
their meeting held in New Delhi on 7th December 2006.
Bokaro Steel Plant
Highlights of house keeping during 2006-07
lDevelopment of a gardens with fountain,
lDevelopment of garden at RMP & HDGL area,
l2.25 lakh m2 Road repairing,
lGarbage removal,
lLevelling & Dressing along main road inside plant,
lShed painting,
Completed Projects (<10 Cr) in 2006-07
lReplacement of:
n Slag Ladle Cars with Pot,
n Slag Ladle Cars without Pot,
n Meta, Ladle Cars complete with cup of BF,
n Nucleonic thickness gauge in HSM,
n Gamma Ray thickness gauges in TM-2 of
CRM with X-Ray thickness gauge,
nDisc feeder (Ore fines) of SP by Electronic
weigh feeder and CCS,
nWhole body CT Scanner,
9
Strategy 4. Strengthening System Implementation that is, ISO 9001 QMS, ISO 14001 EMS, OHSAS 18001.
Strategy 5. In - house manufacturing of
spares through Engineering Shops
BSL emphasis on system implemented has truly been a hallmark achievement whereby in the year 2006-07, it became the first SAIL plant to achieve certification in all the three standards. Its belief in the system standard can be gauged from the fact that in 2006-07 ISO 9001 QMS implementation in services areas (Projects Division, Town Services, Medical & Health Services, Personnel Department & HRD) had been initiated and 5S implementation in select areas was taken up.
Robust process with state of art control systems and other
test equipments. Local level innovations helped increasing
process efficiency and yield. Equipments with state of art
control system are in place.
The Engineering Shops and other Utility and Service
Departments expanded their ambit of value addition to
undertake some jobs that were previously outsourced.
Spares developed in Engineering Shops during 2006-07
l
Roll without dismantling for HSM (1 set)
lDewatering Drum for BF Cast House Slag
Granulation Plant
lConversion of broken Individual Roll to dia
600 RT Roll
l300 T Teeming Ladle for SMS-II
lSalvaging of Individual roll by Oldham Coupling
joining method
l225 T Hook for SMS-II
lHousing Liners for HSM
lTable Roller Frame for HSM
Development of attachment for grinding of Pinch
Systems implemented during 2006-07
lOHSAS 18001& EMS 14001 implemented for all
major units in May 2006
lISO 9001 QMS re-certification of all major units in
September 2006
lISO 9001 QMS implemented in RMP in September 2006
lISO 9001 QMS implementation in Engg. Shops & Gas
utilities (completed in September 2007)
lProvision of infrastructure facilities for Oxygen Plant
on Build Operate basis,
lIntegrated Data Communication network,
lProvision of secured integrated Landfill for disposal
of Hazardous waste.
Strategy 6. Thrust on Corporate Social
Responsibility
With coming up of Bokaro Steel Plant in this rural area, it
was the social responsibility of the company to provide
education, healthcare, infrastructure for transportation,
etc. Bokaro Steel Plant, on one hand, is engaged in
producing quality steel for its customers, where as on the
other hand it is making all efforts to ensure that the rays of
prosperity also shine on the peripheral villages and hutments
around the city. In the year 2006-07, the management
devised a corporate social responsibility policy for provision
of these amenities not only for township but also to the
villages within 20km of the boundary of the township. This
has brought smiles on the faces of the under privileged and
under developed sections of the surrounding region.
Bokaro Steel Plant is committed to share the benefits
accrued through its just and ethical business for the socio-
economic development of people in and around Bokaro
Steel City.
Corporate Social Responsibility Policy
Bokaro Steel Plant
Social Responsibility Rendered By Bakaro Steel Plant
lLiteracy & Education
lHealth Care & Family Welfare
lVillage Health
lHIV, AIDS Prevention & Control
lDot Programme:
lImmunization
lVoluntary Blood Donation Camps
lLeprosy Control
lReproductive & Child Health Programmes
lPotable Water
lRoad
The strategies thus deployed have resulted in excellence in all
areas of the Bokaros Steel Plant through the following
enablers:
lFocused leadership trying to dismantle the inherited
inertia-laden bureaucratic structure of decision
making and making the system more resilient to faster
changes as demanded by market needs and
expectation.
lPolicy, objectives and strategy consistency with growth
in producing value-added niche products.
Having achieved all round development, Bokaro Steel Plant
bagged the coveted
for the year 2006-07.
Rajiv Gandhi National Quality
Award “ BEST OF ALL”
Regarding techno-economic Parameters, BSL has achieved
best ever performance in a financial year on a number of
parameters like, CO Gas Yield, Coal to Hot Metal Ratio, Coke
Rate, Specific Power Consumption, Overall Energy
Consumption and Refractory Consumption. BSL has
achieved best ever lining life of both SMS-I & SMS-II
Converters. Besides there are improvements in some other
parameters compared to the year 2006-07.
Important landmarks in projects were also reached during
the financial year 2007-08. The inauguration of re-built
environment friendly Coke Oven Battery 5 with PLC and
Hydraulics-based controls, new design of Quenching Tower
and new mechanism of Plough Device marked a high-point
in the modernization and expansion efforts of Bokaro Steel.
The second Cast House Slag Granulation facility in Blast
Furnace 4 was commissioned to ensure better
environment protection and waste utilization. A new EDT
Machine was installed for Cold Rolling Mill and
commissioned ahead of schedule, paving the way for
improved surface finish of CR products. HCL Regeneration
Plant in CRM, Tandem Mill-II Automation, revamping of SM
Mae-West Blocks and several other projects were
completed, while work progressed apace on projects of ATC
& OTC, new Silos for Coal storage and many more.
The auxiliary shops of Bokaro Steel pitched in with a string
10
Tangible and intangible benefits Accrued or likely to accrue after achieving the AWARD
Continuing the tempo
Bokaro's commitment to excellence has received a boost
with the RGNQA Best of All Award and continues unabated
as can be seen below.
Continuing with the good production tempo built in 2006-
07, the Plant registered the best ever saleable steel and cast
slab production since inception during 2007-08. The Plant
produced 3.879 million tonnes of saleable steel achieving a
Capacity Utilization of 103 %,
There is also record
production of Granulated Slag and Ammonium Sulphate at
7,91,497 tonnes and 33,585 tonnes respectively. On
despatch front, HR coil, Saleable steel, Granulated Slag and
LD Slag despatches are ever best.
CCS registered its ever
best production of 28,54,221T and have reached a
capacity utilization of 132%.
Bokaro Steel Plant
lDisaster Management
lWomen's Welfare Clinic
lEconomic Upliftment of Displaced Person, SC/ST
lSports Complex
lBokaro Steel Gram Vikas Yojana:
lBokaro Steel Shiksha Protsahan Yojana
lBokaro Steel Sarva Swasthya Yojana
lFree Medical Check Up Camps
470.1
448.0440.0
425
445
465
485
05-06 06-07 07-08
Power Cons
KWH/TSS
of innovative jobs for internal use as well as to meet the
requirements of other steel plants. Notable in-house
manufacturing and reclamation jobs were executed by the
engineering shops during the fiscal for normal plant
operations and capital repair.
Bokaro Steel successfully completed ISO 9001 certification
of its Projects, Medical & Health Services, Personnel,
Human Resource Development and Town Services
functions. As icing on the cake, the certification of the plant
under SA 8000 standards was also achieved.
Bokaro Steel raised its endeavours in the field of
Corporate Social Responsibility to a higher level through
adoption of a holistic approach towards peripheral
development and social welfare.
Making a meaningful change
Around 50 free health camps were organized in
Jharkhand and Bihar to reach quality medicare to people
without the means to fend for their health care. The
Bokaro Steel Sarwa Swasthya Kendra continued to extend
free medicare to people from near and far, referring
serious cases to Bokaro General Hospital for specialized
treatment. Bokaro Steel also sponsored artificial limbs to
hundreds of handicapped people in a camp organized
with the expertise of Bharat Vikas Parishad.
A Yoga Vigyan Shivir was organized under the sublime
guidance of Swami Ramdeo to propagate the message of
natural health and holistic well-being. Thousands of Yoga
enthusiasts benefited from the main camp and the special
sessions organized for school children, security personnel,
jail inmates and other identified groups.
Education received equal thrust, with a view to
empowering children from the lower social strata to carve
a better future. Bokaro Steel Kalyan Vidyalay successfully
pulled children from the steel city to the reading table
through a judicious mix of incentives and care. The school
is serving as a blue-print for a similar institution exclusively
for the girl child.
Bokaro Steel adopted eight villages for development as
Model Steel Villages. Amenities like school building, PCC
roads, drainage. chaupal, community hall, culverts, pond
and drinking water are being created in these villages as a
comprehensive package.
Having won the RGNQA,2007 “Best of All” prize has
been a stepping stone for a number of Awards in the
field of Productivity (CII Productivity Award in April'08),
Occupational Health and Safety (Greentech Safety
Silver Award and Golden Peacock OHS Award), Quality
Circles Conventions (Gold Award in IQC in Beijing) and
Industrial Engineering.
BSL's winning habit
Bokaro Steel Plant has added colour to a population
untouched by the brush of development. And we will
continue to strive to add life to this picture.
11
Bokaro Steel Plant
6.89
7.097.1
6.6
6.9
7.2
05-06 06-07 07-08
Overall Energy Cons
Gcal/TCS
512
520523
500
505
510
515
520
525
05-06 06-07 07-08
Coke Rate
Kg/THM
BHILAI STEEL PLANT
Best of All
Bhilai Steel Plant (BSP) is the flagship unit of Steel Authority
of India Limited (SAIL) and traditionally the major
contributor to the overall profit of SAIL BSP supplies high
strength UTS-90 rails and heavy structurals, wide & heavy
steel plates including high tensile and boiler quality plates,
API grade plates for line pipe applications, merchant
products (light structurals, angles, plain rounds and TMT
bars) and wire rods. Value-added special steels like TMT
bars and rods have a strong presence in the market under
the brand of SAIL-TMT.
BSP is the sole supplier of rails to the Indian Railways.
Bhilai has so far produced 17.9 MT of rails which when laid
end to end, would measure 3.19 lakh km in length. It is
popularly said that “The Nation Moves on Bhilai Rails”. Its
Rail & Structural Mill is equipped with state-of-the-art
long rail rolling facilities for producing the country's only
260 meter long welded rail panels. BSP is also the
country's only producer of wide and heavy steel plates (up
to 3 600 mm).
Bhilai Steel Plant is synonymous with excellence and has
excelled in various areas of organizational performance
that is, operational, financial, IT, environmental and CSR.
The excellence at Bhilai has received recognition and
commendation from eminent bodies and institutions.
BSP has institutionalized the practice of intense participation
in prestigious Award Models designed for organizational
excellence including Rajiv Gandhi National Quality Award
instituted by BIS. Assessment by outside professionals as a
part of award process is highly valued at BSP as an important
tool for finding opportunities for improvement.
Recognition of Excellence of BSP
lSeven times winner out of 14 of PM's Trophy for Best
Integrated Steel Plant in the country
lTwice CII Corporate Sustainability prize in
Independent Unit category given so far
lRajiv Gandhi National Quality Award 2006 in Best of
All Category
lGolden Peacock National Quality Award 2006-07
lFICCI Sustainability Award for SAIL where BSP was
assessed as a sample plant
lIIM National Quality Award - 2005
lGolden Peacock Award for the most innovative
product 2006
lGolden Peacock Eco-innovation award 2006
lGreentech Safety Gold award 2007 in the Metals and
Mining Sector
lGreentech Environment Gold award 2007 in the
Metals and Mining Sector
lGolden Peacock Environment Management Award
2007
lGolden Peacock CSR Award 2007
lGolden Peacock Award for Combating Climate
Change-2008
lOut of total 15 awarded so far in the country, 13
awardees are from BSP for PM's Shram Ratna – The
highest Shram award
Awards
2007-08 performance – Excellence continued
Hot Metal Production Crude Steel Production
12
National Quality Award 2006Rajiv Gandhi
4.414.93
4.515.18 4.82
5.27
'02-03
'03-04
'04-05
'05-06
'06-07
'07-08
6
5
4
3
2
1
0
4.234.74
4.585.05 4.8
5.055
'02-03
'03-04
'04-05
'05-06
'06-07
'07-08
6
5
4
3
2
1
0
Bhilai Steel Plant
BSP surpassed its previous best production by a good
margin, producing 5.268 MT of hot metal, 5.054 MT of
crude steel, and 4.428 MT of saleable steel and 3.60 MT of
Finished Steel respectively during 2007-08.
The Plant continued to operate well above the rated capacity
in all major areas of production and achieved a capacity
utilization of 112.4 % in Hot Metal, 129.1 % in Crude Steel and
140.8 % in Saleable Steel. This has resulted in a growth of
9.4%, 5.3% and 4.9%, respectively over the last year.
A significant achievement in 2007-08 was the quantum
jump in the production of value added special steel
products and development of new product grades. Special
Steel production was 48.8% of total Saleable Steel
compared to 36.6% in 2006-07. The development of as
many as 12 new product grades was the result of combined
efforts of R & D and modifications made in finishing mills.
The financial ratios at Bhilai are one of the best in the
industry. The turnover of BSP was Rs 13526 crores and profit
being Rs 4271 crores in 2006-07. BSP collective raised its
production performance with existing assets to
unprecedented heights to make use of the opportunities
thrown by a strong demand in the market. Accordingly the
turnover and profit figures of 2007-08 are likely to surpass in
the record breaking performance of 2007-08.
Saleable Steel Production
The excellence at Bhilai is not confined to supplying world-
class steel to its customers in the fast growing economy of
the country but extends to services it provides to other
stakeholders. Discharging its social and environmental
responsibility is given significant thrust. Be it education,
medical & health care, community service and
development, promoting sports and culture or caring for
the environment, Bhilai Steel Plant has played its role in
fulfilling our national goal of inclusive development.
The clean & green township with its neatly laid out streets
and sectors, its schools that send scores of students to the
IITs and other country-best colleges, its hospitals that has
its doors open to anyone and everyone, its sports
infrastructure that has hosted more than 100 national and
state-level championships since the new state of
Chhattisgarh was born, the 21 new model villages adopted
and the new Bhilai Ispat Kalyan Chikitsalaya and the Bhilai
Kalyan Vikas Vidyalaya that were started for the
economically poor sections of society during 2007-08 – all
demonstrate Bhilai Steel Plant's organic approach to life.
A culture of excellence has evolved at BSP through five
decades of round-the-clock integrated steel-making
operations, during which its workforce comprising of men
from all four corners of the country have worked to
Enablers to Excellence
Commitment to Society
lStrong support and assured orders to 182
Ancillaries;
lPeripheral Development;
lDevelopment of Model Steel Village;
lFree English Medium Primary School for children from
BPL families with Mid-day Meal, Transport facility;
lFree OPD facility with medicines, pathological tests for
BPL families;
l20 tribal students adopted per year for complete
education, lodging, boarding facilities;
lStrong patronage to sports and culture;
lState of the art JLN Hospital - 12.1 lakh outdoor
patients per year; and
l48 schools with 30,000 students .
13
3.624.09
3.934.29 4.22
4.43
'02-03
'03-04
'04-05
'05-06
'06-07
'07-08
6
5
4
3
2
1
0
strengthen the backbone of the nation and make Bhilai a
beacon of progress in free and modern India. There are
distinct enablers to excellence at Bhilai which has nurtured
and strengthened this culture in all kinds of prevailing
business environment. The key enablers are described
below briefly:
l
Bhilai Steel Plant is known for its unique “Bhilai Culture”.
The roots of the present day Bhilai culture took shape
during the days when the Plant was created against the
background of Nation building zeal. People from all parts of
the country arrived in Bhilai in search of a new life and more
importantly in search of an opportunity to contribute to the
rebuilding the nation devastated by centuries of colonial
rule. A mini India took shape and got further consolidated
which came to be known as Bhilai collective. A testimony of
Bhilai culture is more than three decades of uninterrupted
industrial peace. Team work, openness, innovation, pride in
work and achievement are some of the characteristics of
the Bhilai Culture.
l
The leadership at Bhilai has ensured that the quest for
excellence is ingrained in the value system of the entire
organization through sustained organizational
interventions like people involvement, effective
communications, role modelling, envisioning exercises,
formulation of plant-level policies and by focussing on
execution of strategic priorities. A distinguished work
culture has evolved over the decades wherein the
workforce is highly proactive towards the desired change
initiatives and the same is reflected in employees taking up
initiatives, shouldering self-directed responsibilities,
working in cross-functional teams.
l
Product differentiation is the mantra in Bhilai. The existing
products are continuously improved and a host of new
products are developed on a regular basis. The target of
one new product every month is achieved every year and
12 new product grades have been developed and rolled in
Bhilai during the year.
Rail steel is produced exclusively through modern BOF-LF-
RH-CC route for the highest quality and consistency. The
Distinguished Work Culture
Engaged Leadership and Empowered People
Differentiated Products
hydrogen content in rail steel at less than 1.5 ppm is the
lowest achieved by any rail manufacturer in the world.
Production of high quality feedstock for Plate Mill is
ensured right from liquid steel making under controlled
conditions in LD Converters and continuous casting of slabs
to the strictest quality and chemical composition as per
specified thickness and grades.
The plant has recently developed several new products
such as DMR-249 A & B grade plates for Indian Navy, thick-
web asymmetrical rail for switches on heavy haulage tracks,
High Tensile plates for high altitude Railway Bridges, 76
mm Boiler Quality plates, 12 mm TMT Wire Rods with 'Nb'
addition for use in construction sector, Rock bolt, a
sophisticated TMT 32 section to fix and stabilize boulders
on the slopes near tunnels, roads and railway tracks, high
tensile micro-alloyed plates for use in manufacture of ATM
safes by banks under the name SAIL HITEN 690 AR Grade,
copper bearing corrosion resistant angles for border
fencing and corrosion resistant rails with copper and
molybdenum for use in coastal areas.
The differentiated products of BSP are being used in many
prestigious infrastructural projects of the country. It is being
used in ambitious Worli-Bandra sea-link and Jammu-
Udhampur rail-link projects. BSP products are also being
used in Windmills, Power projects, Bansagar Canal Project,
Mahanadi Railway Bridge, new airports, irrigation projects
and high rise buildings in seismic and corrosion prone areas.
l
BSP has made significant investments for deployment of
most modern tools and practices meant for drastically
improving the efficiency of the assets and abilities of its
trained workforce. Key tools and practices deployed at BSP
in recent times are given below :
i. Enterpr ise Resource P lanning (ERP) and
Manufacturing Execution System (MES)
BSP is the first Plant in SAIL to go for ERP & MES
implementation and Uniform Codification System.
M/s SAP led consortium has been selected for the
implementation of ERP in the areas of Marketing &
Order Management, Production Planning, Materials
Management, Finance, Maintenance & Quality. The
project is going to go live in the current financial year.
Deployment of Modern Business Tools and
Practices
14
Bhilai Steel Plant
extending ISO 14001 to all the production shops the
steel township has also been brought under ISO 14001
to show the commitment of the top leadership in
matters of environment. OSHAS-18000 and SA-8000
in the area of Safety and Social accountability
respectively has been deployed in entire works. BSP is
the first public sector unit to deploy all the key
standards, namely, ISO 9001:2000, ISO 140001,
OHSAS -180000 and SA-8000.
v. Benchmarking
Benchmarking (BM) has been integrated with SAIL's
Corporate Plan 2012 with eight operational and
environmental parameters benchmarked with
International standards. The benchmarked
parameters Include parameters in the areas of
productivity, techno-economics and environment.
Winning the Rajiv Gandhi National Quality Award – “Best of
All Category” has vindicated BSP's continuous pursuit of
excellence. It was a big morale booster for the Leadership
and the collective. The intensive interactions held between
management teams and the eminent assessors opened up
new areas of opportunities for improvement which
included QMS processes, strengthening KM and Six Sigma,
People processes and Product development processes.
Various decisions taken based on the comments and
recommendations of the assessors have resulted in
substantial gains.
15
ii. Knowledge Management
BSP has a vast pool of employees creating new
knowledge for achieving improvements in various
areas. BSP initiated a people oriented Knowledge
Management program in the year 2004-05. It has
adopted Community of Practice (CoP) Model to
achieve higher level of knowledge sharing, knowledge
capturing and knowledge reuse. The total number of
knowledge pieces in the KM repository is more than
5,000. Inter departmental and intra plant knowledge
sharing workshops are held in a planned manner.
iii. Six Sigma
BMG India the leading Six Sigma service provider in the
country and global partner of Breakthrough
Management Group Inc. USA was engaged for
extensive deployment of Six Sigma in BSP. 100
Champions, 25 Black-Belts and 100 Green-Belts were
imparted project based training on Lean Six Sigma.
Projects were taken across the departments and shops
and a majority of projects were completed successfully
through the power of Six Sigma.
iv. Strengthening Systems / Standards
BSP has implemented ISO 9000 certification since 1994
in its key production area which is being extended to
other areas on a continuous basis. In a pioneering act
BSP was one of the first PSUs to implement ISO
9001:2000 in its Personnel departments. After
Bhilai Steel Plant
Category Award 2007 Large Scale Manufacturing RGNQA
Develop. Rewardand Recognize
Employees
i) What were the motivational aspects for your
organization to apply for the Award?
Motivation for applying for Rajiv Gandhi National Quality
Award stems from the vision of Tata Motors Ltd which our
chairman has articulated for us. Our vision states, we would
strive “to be a world class corporate constantly furthering
the interest of all its stakeholders”. The journey to world
class corporate is through benchmarking with other similar
organizations and building a robust process management in
the organization. Tata Motors Ltd (TML) has always been
paying a lot of attention on motivation of competent
employees and this has resulted in employees doing their
best to achieve the significant improvements in all fronts.
TML always had an open door policy, where people could
talk to very senior officers without any reservation, the two
way communication helps the organization to work with
the team spirit. Tata Motors enunciated a leadership
system in 2005. The leadership system ensures that senior
managers understand their role and are able to function as
a role model for everyone. Motivating employees is
included in a leadership system as one of the elements of
the leadership system. Wherever top management had
taken up challenging targets, senior managers have been
able to motivate all employees in the same direction; this
applies for the efforts put in by all people to win the
prestigious Rajiv Gandhi National Quality Award.
TATA Motors Ltd.
Tata group introduced a business excellence model in 1995.
It was made mandatory for the tata companies to work for
the implementation of this model named as a Tata Business
Excellence Model (TBEM). Every year a company within the
Tata group is awarded a JRD QV Award after rigorous
assessment of the implementation of Tata Business
Excellence Model. It has been a matter of pride and
happiness to achieve the steady improvement on the
scores which have gone up 502 in 2003 to 658 in 2007. In
2002 itself, Tata Motors marks the march to a global arena.
Leadership System at Tata Motors
16
Tata Motors Ltd.
We also learnt about other quality models and year after
year we have been winning awards from various national
and international agencies some of the notable awards in
this period are given below :
1) JRD QV Business Excellence Award2) CII Exim Bank Role Model Award for Business
Excellence3) “Star Performer" shield from the Engineering Export
Promotion Council (EEPC)4) Manufacturing Excellence Award by IMEA5) Golden Peacock National Quality Award6) Bombay Natural History Society (BNHS) – Green
Governance Award7) India’s Most Respected Company in the Auto Sector8) Excellence award in ‘Suggestion Scheme’ – INSSAN9) Integrated Cost Reduction Team bagged the “Handa
Golden Key Award”10) TML as India’s top 10 companies as per Wall Street
Journal.
Each award brought the recognition to TML and not only a
sense of satisfaction but also the keen interest to challenge
the other awards, so that further improvement through
benchmarking is possible. Tata motors approaches the
process for applying each award not only with the clear
objective on winning the award but also to the learning
through the process. The participation in any award in itself
is a learning process as it contains the following key stages
of preparation :
• Dissemination of the model• Application writing• Internal assessment of the processes• Assessment site visit by a team of experts
In the first three stages enormous amount of data is
collected, collated and shared among employees from
different units of the organization. It is an enriching
experience for the organization, when various people
involve themselves in preparing the application. Tata
Motors selects high performing executives from various
functions and this cross functional team goes through the
model to understand its requirements, and then collect the
information within the organization. TML has found that
these executives consider experience to be very valuable
and one of the reasons for applying for an award is it
imposes demand on executives in learning other facets of
the organization and business. During internal assessment
experienced senior officers are selected to evaluate the
veracity of the statements made in the application. When
they finish the evaluation they give the feedback to the
departments and are able to carry the learning for their
own departments. This has been evident in the process of
Rajiv Gandhi National Quality Award also.
Tata Motors has always participated actively in standards
making body especially BIS. About 100 officers of TML Pune
plant actively work in standardization efforts. Various
senior officers attend the BIS meetings both in India and
abroad as a part of BIS team, hence it is natural that TML
wanted to make its association stronger by participating in
the Rajiv Gandhi National Quality Award. Some of the
reasons for the participation in award process can be briefly
stated as follows :
• TML has, over a period of time, achieved a prominent
position among the other companies in Tata Group as
per the implementation of Tata Business Excellence
Model is concerned. However participation in RGNQA
will also enable to benchmark with companies outside
the Tata Group.
• Since RGNQA places tremendous amount of importance
on product quality, customer relationship, regulatory
requirements, employee welfare, environmental
friendliness of products and societal responsibility.
senior leaders within TML felt that it would bring new
information to the table thus triggering further
improvements in these aspects.
• Since RGNQA assessors are topmost executives in public
sector organizations or academic institutions the
interactions during assessments would bring new
perspectives and new learning for the employees.
• Lastly winning RGNQA is a matter of pride to Tata Motors
which is the largest automobile company in India,
carrying the Indian flag across oceans to countries like
UK, Spain, South Korea, South Africa and South East
Asian countries.
ii) What are the strategies that were
followed?
In TML all the initiatives are driven through a Balanced
Score Card approach. Balanced Score Card (BSC) is used as a
strategic planning technique, which was adopted by
17
departments. Our Team found that some of the
departments were preparing presentations which were
quite long and in order to streamline this Team circulated
the highlights.
Some of the specific guidelines which were issued to the
departments were as follows:
1) Simplify the style of presenting the facts (No
Management or Technical Jargons);2) Take the help of existing initiatives like 5 S , TPM, Six
sigma, etc.;3) TML rigorously follows SQDCM (Safety, Quality, Delivery,
Cost and Morale) on the shop floor, take the assessors to
SQDCM board and explain the facts; and4) Introduce the people who are responsible for and
actively participated in the quality improvements.
As the date for the site visit was nearing there was an air of
excitement in the campus. People were discussing
presentations with other departments for critical
evaluation. Two mock sessions were conducted in presence
of Plant Head. In general Balanced Score Card, SQDCM and
Six Sigma gave us a lot of help, as all these initiatives are data
based. BSC initiative cascaded to shop floor and Six Sigma
becomes the continuous improvement process. Kaizen has
been a strong methodology and kaizen projects have been
very successful in reducing cycle time, defects and
improvement in the productivity. The initiatives like OSHAS
18001 had an edge over the other organizations. TML has
introduced “Enterprise Process Management Manual”.
The clear definitions of the processes measures and
interrelationships have given us very good advantage over
the other companies. Recently introduced EMP guide is a
benchmark practice within the Tata Group,
iii) Tangible and intangible benefits
accrued or likely to accrue after achieving
the award.
We believed that the Total Quality Management is a journey
and we have just embarked on it, with the right
combination of competencies, resources and talents which
will lead us to succeed in our endeavours; however it would
be premature for an organization to clearly state all the
benefits which accrue immediately after the assessment.
We perceive an assessment to be a fact finding mission and
Tata Motors in year 2000 and has ever since been the
vehicle for deploying objective down to the last level of
employee chain. BSC spell out quantified targets for every
aspect of management under four perspectives, namely,
Financial, Customer, Processes and Organizational
Learning. Many improvement initiatives are covered under
the process perspective and are reviewed regularly by
senior management.
Tata Business Excellence Model is internalized and
becomes a platform for us to prepare for any award. The
trained assessors of TBEM and champions of TBEM form
our basic pool of resources. We mobilized this team for
preparation for Rajiv Gandhi National Quality Award. They
spent long hours going through the model understanding
the nuances of the model and came out with key aspects on
which the organization needs to prepare. Hand picked
team of executives was deputed to a oneday workshop on
application writing conducted by BIS in which all the
clarifications on the model were sought and obtained with
these inputs, team reviewed the application inline with the
criteria guidelines.
Draft application was circulated to process owners and
senior managers and they were asked to give the
comments. The highlights of the entire application were
presented to the team from top management to get their
valuable suggestions and ideas for improvement. In general
the application writing process was in unique TML style of
participative process.
After submitting the application and before the
assessment, we undertook series of efforts to educate,
inform and prepare all the employees for the site visit.
Though at that time shortlist of companies for site visit
were not made public, we took the initiative and started
periodic meetings for the enhancing the awareness of the
model. Several communications through email messages
were sent about RGNQA process and model.
The site visit preparation started with a probable list of
areas where an assessor would like to look at. Depending
on the participation level their responses were evaluated
and suggestions were given for improvements by senior
leaders.
Taking into account the limitation on site visits the list of
Do’s and Don’ts was prepared and was circulated to all
Tata Motors Ltd.
18
every assessment has been a learning exercise for us, as
TML has a team of people who look at the strengths and
weaknesses given by an assessor. We are sure that a series
of improvement projects would be launched after this
assessment and as the processes become more robust,
benefits would naturally accrue to the organization. One
immediate outcome has been that quite a number of
people belonging to various departments have upgraded
themselves in the knowledge about product, processes and
organization. We are truly grateful to BIS and Assessor
Team, who did a fine job of managing the award process.
They appreciated several of our initiatives and reinforced
our faith in them while they have given us some
suggestions, hints for improving some of the areas.
Some tangible benefits like Market Share & intangible
benefits like Employee Satisfaction, Customer Satisfaction
and Shareholder Satisfaction are given below :
(Nielsen study is a comprehensive study based on various parameters
like Product Quality, Upgradation of Products & Services, Human
Resource Management & Corporate Social Responsibility)
Photographs at Lake, the Pimpri, Pune maintained by TML Environment Management Division
TML (Commercial Vehicles Business Unit)
Customer Satisfaction TRI*M Index
05-06 06-07 07-08
ICV MCV MAV
TML(Commercial Vehicles Business Unit ) Goodwill scores by Nielsen study
2006 2007 2008
Product Quality Human Resource Management Corporate Social Responsibility
Tata Motors Ltd.
TML (Commercial Vehicles Business Unit)
Market Share
03-04 04-05 05-06 06-07
Overall 10 % Increse
Overall 19 % Improvement
Overall 20 % Improvement
19
Category Award 2007 Large Scale EngineeringRGNQA
HARVESTING QUALITY THROUGH FARM EQUIPMENT
Mahindra & Mahindra Ltd., started manufacturing of with increased focus on New Product Development and
Tractors through International Tractor Company of India strengthening the systems at sales and service functions
Ltd (ITCI) in 1963. In 1978, ITCI merged with M & M to and improving the network. The paradigm was shifted
become its Tractor Division and in 1994 was renamed as from Quality Control to Quality Assurance through robust
the Farm Equipment Sector. Quality Management Systems.
A public limited company producing tractors, engines and In order to have integrated TQM approach which can
agricultural implements Mahindra & Mahindra (FES) has directly help business to achieve annual and long term
achieved various initiatives: business objectives, and also to strengthen the process of
long term planning and strategy planning FES decided to
• Japan Quality Medal, JUSE, Japan- 2007. follow the Deming Prize Guidelines. The continual
• Deming Application Prize, JUSE, Japan- 2003 guidance and facilitation from JUSE counselor
• AE50 Outstanding Innovation Award 2007 from Prof. Washio helped FES to study and adopt various world American Society for Engineering in Agricultural, Food class business practices, which in turned enabled business and Biological systems. to deliver superior business performance and meet all
• Golden Peacock National Award in Quality, Training stakeholder’s expectations and improve their satisfaction and Occupational, Health & Safety. level. One of the key concepts adopted at FES was ‘Policy
• ISO/TS-16949 for QMS- 2005. Deployment’, which brought in systematic process of • ISO-14001 for EMS- 2001. Annual Business Objectives Planning and deployment. • OHSAS-18001 for OH & Safety - 2006. This process significantly improved the individual employee’s role clarity, the ownership for results and the The Vision of FES is to be a Global Leader and to have more ‘Process Approach’. The overall process performances and Mahindra Brand Tractors sold around the world compared product quality improved tremendously.to any other single brand of Tractors. Achieving Vision
depends on Excellence in everything we do. Total Quality The journey towards challenging the Deming Prize
Management (TQM) approach is a scientific methodology enabled the organization to strengthen the Quality
for achieving excellence in our various Business Processes Systems through the entire supply chain processes,
with a view to satisfy all our stakeholders. including human resource management and total
employee involvement. The emphasis was put on During 1970’s, the focus was on traditional Quality Control standardization and adoption of best TQM practices. In and Inspection approach. By strengthening the Customer fact, the individualistic sales process was also standardized focus through rigorous Quality Control, the sector and is now followed by salesmen at more than 500 achieved domestic market leadership in 1983. Dealerships across India, and the system is popularly
known as ‘Mahindra sales System’. The JUSE examiners Farm Equipment Sector (FES) introduced Total Quality
have appreciated this process as best practice and it’s Management (TQM) concepts formally in the form of
being considered as one of the unique initiatives at FES. starting Quality Circle Movement in 1985. Steadily the
Journey towards Deming prize helped the sector to movement grew and provided enlightening benefits to the
maintain profitability and market leadership during the organization. This reinforced the belief of management in
period of market adversity between 2002-2003. Japanese philosophy of TQM. From this point the
organization has taken in hand several TQM initiatives, After winning Deming Prize, FES decided to challenge the namely, Juran’s Quality improvement program, SPC, Japan Quality Medal (JQM) which was seen as a vehicle to Supplier Support, Dealer support initiatives, BPR, etc.,
Mahindra & Mahindra Ltd. (FES)
20
Mahindra & Mahindra Ltd. (FES)
achieve Sector Vision. The JQM guidelines has Juran Quality Improvement (JQI) initiative for the officers.
institutionalized the Quality Systems, delivering even The journey continued with Mumbai Plant achieving
better business and stakeholder ’s results and various international certifications like the ISO 9001
strengthening the process of business planning. Certification in 1994, QS 9000 Certification in 2000, As such, winning internationally coveted Deming Prize ISO14001 Certification in 2001, ISO/TS 16949 Certification and Japan Quality Medal are major milestones in our in 2005 and OHSAS 18001 Certification in 2006. roadmap towards achieving Vision. M & M FES, market share presently stands at 31 percent in
an industry with more than 15 players and has more than Mahindra & Mahindra Ltd; Farm Equipment Sector has 13 Lakh customers which speaks of absolute market recently won the Japan Quality Medal in 2007. M & M Ltd. dominance. With a strong sales and service network in FES is the only Tractor company in the world to have India of Dealers and stockists operating from 30 Area achieved this coveted award which is considered as the Offices and four manufacturing plants in India at Mumbai, highest honour for any company practicing TQM in the Nagpur, Rudrapur and Jaipur FES has set the vision to world. JQM is awarded to a company after rigorous become the world’s largest Tractor Company and to have document and on-site examination from leading quality more Mahindra Brand Tractors sold around the world experts from Japan. This award is given by Union of compared to any other single brand of Tractors. Japanese Scientists & Engineers (JUSE) and is given to a
company which has outstanding quality management At present, brand ‘Mahindra’ is at third position in the
practices and business results. To be eligible for this award, world by sales volume. Apart from leadership by Sales
the company must win the Deming Application Prize and Volume, FES is well placed on financial results, namely,
apply three years after winning the Prize. Only 20 ROCE, profit and revenue.
companies in the world have achieved this honour and
M & M FES is the fourth company outside Japan to win
this award.Started in 1994 with the formation of Mahindra USA
Mahindra & Mahindra Ltd; Farm Equipment Sector is the (MUSA), FES has three assembly plants in USA, one
winner of the Deming Prize in 2003 – This prize is given to a assembly operation in Australia and has recently set up a
company having strong TQM culture, high level of manufacturing plant in China. M & M Tractors are sold in
customer focus, employee orientation, process approach, around 20 countries. This has helped in creation of
effective strategies and policies and contribution to Mahindra Brand in outside markets and M & M Tractors
customers, society and employees. This award is given are appreciated for its good quality and high level of
after document and on-site examination from leading delivery and service commitments.
quality experts from JUSE, Japan.Based on the Customer focused initiatives, Customer
Mahindra & Mahindra Farm Equipment Sector won the Satisfaction has improved over the years which is
AE50 Outstanding Innovation Award 2007 from American demonstrative of our consistent leadership for many years
Society for Engineering in Agricultural, Food and Biological and Customer Satisfaction Index (CSI) of Mahindra
Systems (ASABE) for its product SHAAN. ASABE is an Tractors is ranked No. 1 in the domestic market according
international, not for profit organization of diverse to a survey conducted by an external agency, that is, TNS,
members dedicated to advancing agricultural, biological Mode covering M & M and competition customers. The
and food engineering. CSI has improved from 70 to 79 in a period of last three
years.FES has also won many national accolades like the Golden Peacock Awards for excellent systems and processes in Employee Satisfaction Survey for both Officers and
areas of Quality, Training and Occupational Health & Workmen are conducted by independent agencies,
Safety. During the TQM journey FES, Mumbai Plant has namely, Gall Up for Officers and Cerebrus for the workmen
progressed with implementation of Quality Circles for to assess the employee engagement. Employee
worker’s involvement in problem solving in the 1990s and Satisfaction Index (ESI) has shown a considerable
Globalization at FES
21
improvement since last three years. For Officers it has overall company’s objectives, FES has allocated one percent of
increased from 46 in F-04 to 74 in F-07 on a scale of 100 and PAT allocated for significant contribution to the society. The
from 7.65 to 8.25 on a scale of 10 for workmen even with major focus areas have been Education, Health, Environment
enhancement in the scoring system. This has been and Social Needs. One of the notable contributions in the field
possible through key act ions taken through of education is the ‘Nanhi Kali’ project which sponsors the
communication, reward and recognition and ensuring education of underprivileged girl child. In Health the major
total employee involvement through various KAIZEN initiative has been of Mobile dispensary and health camps.
Activities. Focus on Employee welfare is also one of the Environment is given prime importance with massive tree
prime focus areas in enhancing employee satisfaction plantation drive across the country and social needs are
which is achieved through various measures like provision catered through variety of initiatives which has voluntary
of medical facilities, transportation, company provided participation from all sections of the employees through
insurance and subsidized food in canteen. Special facilities ‘Employee Social Option’.
and care is taken for women employees.
The Suppliers have been the equal partners in the journey
for excellence. The Supplier Satisfaction survey is carried
out and the satisfaction score has also improved year over Sustaining and further improving on the gains derived in
year. This has been achieved through various Supplier process of winning the JQM, is the challenge. Continuation
Support initiatives like Training to Suppliers, Certification of the same momentum, enthusiasm and energy among
to ISO 9000 / TS 16949 systems, KANBAN and other employees is a key towards improving the Organizational
initiatives at the supplier end. Dealer Councils are formed capability. A need was felt to understand and take
to get an outside-in perspective and focuses on important experience of leading Business excellence models, which
customer and business issues. Provision of financial will help FES to evolve the approach and culture of
support and support to Dealer Service has helped to systematic self assessment. The RGNQA is a nationally
delight the customer. Regular training to their Dealer reputed and prestigious award administered by BIS, which
personnel and service mechanics are provided to improve encourages Businesses to strive for excellence through
Dealer effectiveness.structured Business Excellence Model and criteria
guidelines. Thus, FES decided to take the challenge for the Special efforts have been initiated in Mumbai Plant for same and take one more step forward towards achieving energy conservation, conservation of power, water and the Vision. We aim to build the TQM culture as DNA of FES.other natural resources, use of recyclable materials and a
zero discharge plant, following the ISO 14001 guidelines. M & M FES journey for TQM continues with further
This has resulted in substantial savings on year to year strengthening of key business processes; further improve
basis. As an impact occupational health of employees, the quality management system through Mahindra
health check up is done for employees working in sensitive Excellence Model, a customized self assessment model
areas. Safety guidelines as per OHSAS-18001 has helped to and implementation of TQM Road Map by becoming a
take care of safety related issues. Due to this, the FSI of world class TQM Organization. Thus by using the TQM
Mumbai plant is nearly zero.Approach for satisfying the customers, M & M wishes to
achieve its vision of becoming a global leader.FES looks towards the society to which it belongs. In line with
Rajiv Gandhi National Quality
Award - 2007
Mahindra & Mahindra Ltd. (FES)
22
Category Award 2007 Small Scale ManufacturingRGNQA
T.V. SUPER FILTER INDUSTRIES
OUR JOURNEY TO RGNQA AWARD
To cover the distance between our desire to win the b) They were given more space/freedom of action in coveted Award and our actually winning it (the award), we their job performance.employed the following strategies:
c) While their omissions were treated with appropriate seriousness, they were also appreciated promptly,
We, at T.V. Super Filter Industries, firmly believe that All wherever they deserved such appreciation.
round excellence is only possible through People. Even if d) Supervision was put under low profile, particularly essentials like technology, equipment and other
where execution of jobs was concerned (which was infrastructure is not perfected and is lacking in some largely left to the people's sense of responsibility).respects, all round excellence is still possible to achieve, if
people are fully involved and they participate genuinely e) In case of a major deviation observed, the work men
from their heart. Our driving force is this belief and had the authority to stop any production
therefore, our focus area is the people.line/workstation. The apprehension that such authority to stop the line was likely to be grossly misused, by the workmen, was found to be totally unfounded.
f) Gradually, the work men were being allocated to their day's jobs and were intentionally left to devise ways to complete their daily assignments although assistance was available to them on demand.
g) In daily ‘feed back sessions’, team and individual performance, high lights were covered and high performing individuals and teams were publicly complimented. Feed Back Session – Is a specially devised management tool/practice where problems.
Right from the beginning, we were aiming for the highest h) Supervisors/Leaders were encouraged/advised to levels of excellence in every aspect of our working. We did
lead by example.not want to be discouraged by the fact that our location (Jammu) did not have very long history of industry. Good
I) Issues are discussed and disposed of in front of the industrial culture was conspicuous by its absence.
entire company, collected specially for this purpose. Employees always gave priority to their house hold chores
A session lasts about 15 to 20 minutes and has been over their responsibility in the factory and they
found to be very effective in achieving desired results.(employees) did not think anything of remaining absent
j) An ‘open door’ policy is employed by the from their Jobs in the factory, sometimes for days, even for management and an employee can approach the top the most common and insignificant reason. Creating an management at any time and to do discuss any thing.island of excellence in these conditions presented an
exciting and irresistible challenge for us.k) The organization is virtually, layer-less and there are
no bottle-necks for the flow of the communication Unmindful of the difficulties, we set about creating new
across the entire organization.industrial culture to achieve all round excellence. We did
m) Small group activities are given a lot of so also because, another aspect of our above stated belief encouragement and importance. There is a Quality is that, ‘given the right leadership people can achieve Circle (Sahyog) which has completed a highly anything.’ Some of the main strategies followed were:successful project on productivity increase (productivity enhancement, ranging from 45 to 230 a) Empowerment of people – People were treated as percent, achieved).responsible members of the team and not merely
cogs in a giant wheel.
23
Another group, "Task Force Alpha", has completed a very (v) Small group activities like 'Quality circle' and successful project on waste elimination. 'Task force' became highly popular and people
were participating in these activities very (1) Training occupies a very great importance and high
enthusiastically. Participating in such activities priority in the organization. Nearly 15 percent of total
became a badge of honour among the productive time available is allocated to training.
employees.Every Saturday, all company employees are exposed to one hour of training session. Subjects covered in (vi) This new sense of responsibility and this training are: 'ownership' also impacted punctuality in the • Qualities of a good employee; plant. 'Punctuality' is now 100 percent and late • Subjects on personality development; coming has virtually disappeared.• Product and process knowledge;
(vii) Absenteeism is a big curse in the area. It is • Importance of customer care including, customer
normal for organizations to have 25 to 30 service;
percent absenteeism. In harvesting and • Safety-personal, product's & equipment's, etc; and
marriage seasons, this level goes up to 50 and • Familiarization with TS 16949 standard's provisions
60 percent. However, in the organization, the etc.
level of absenteeism hovers around 7 percent,
all the year round.Slowly but unmistakably, a new organizational culture
(viii) 'Timeliness' is a virtue which every member of started taking shape. This culture again was totally based our organization subscribes to completely. Our on and driven by the people. And once the people various 'breaks' mean cessation of work with accepted the ownership of this new organizational culture the sound of hooter, and recommencement (of every aspect of the working environment was work), again with the second sound of the transformed.hooter, indicating termination of the break. There are no early 'starters' and no. Some of the major features of this new organizational ‘Stragglers’, before/after the hooter has been culture were:sounded. a) Water-tight compartmentalized outlook changed
into organizational outlook.(ix) Along with the sense of responsibility, also
came better awareness. The people became b) Team work became the clearly preferred way of highly quality conscious and their customer working. This facilitates the formation of a team orientation became very strong and sharp.culture and mutual co-operation was its most
valuable by product.(x) It was due to this awareness that for the last
nearly two years, there has not been any c) Smooth working, without the usual and highly negative feedback from any customer.counter productive conflict-ridden relationships,
became the normal pattern, in the organization.(xi) There was a strong realization of the need to
eliminate all kinds of wastage. The project by d) Such attitudinal changes had their impact on the the 'Task Force Alpha' on waste elimination performance parameters, in the organization. For was an eye opener for all the people. The data instance:collected by the members of the task force
(i) Productivity went up ranging from around 45 jolted every one in the company. For instance,
percent to, as high as 230 percent.by an actual exercise it was found that 447
(ii) Rejections were brought down to a negligible filters were left lying around, in the plant, daily. level. The value of such filters comes to around
Rs. 16000. Theoretically speaking, if this (iii) The reworking of rejections was reduced
problem was not addressed effectively, the drastically and the same manpower was
company would stand to lose over 16 lakh available for other jobs in the plant.
filters and approximately Rs. 5700 Lakh in value (iv) The Supervisors role was drastically changed in a single year.
from 'policing' to that of ‘facilitation’. The As a logical consequence of the above activities and
people started showing previously unthinkable achievement of the high level of awareness in the
level of responsibility. The operation became organization, we felt the need for obtaining professional
completely 'unsupervised', in the conventional certifications and participation in various awards.
sense.
T.V. SUPER FILTER INDUSTRIES
24
Following Certifications and Awards are our badges of participants in small group and other creative honour: activities. They have now realized that such activities
get appreciated, by every one and that people (a) We were the first small scale industry in Jammu & involved in such activities are looked at, with greater
Kashmir State to be certified for ISO 9001, in 1999. respect.
(b) Again, we were the first company to win the first (e) Pursuit of Excellence – Pursuit of excellence is not an award for small scale entrepreneur, for the year 2001. abstract concept any more. People can now see the
manifestation of excellence all round them. They can (c) Yet again, we were the first company, in any category now see and feel how this pursuit impacts every thing; (Large or Small), to be certified for ISO-TS 16949 including the way people work and react to different (2002), in the state of Jammu & Kashmir. We got this situations.prestigious certification in March, 2007.
(d) On 27 July 2007, we had another humble experience Tangible Benefits – Some of the tangible benefits that have when one of our most prestigious customers, accrued to us are :M/s Valvoline Cummins Ltd, selected us as the best (a) Rejections and wastages have been identified and supplier for outstanding performance. We were accepted as unacceptable leakages for the awarded a trophy and a letter of appreciation in a very organization. Every one is, therefore, making impressive function, at Pune. conscious and focused efforts to control these. The
impact has become quite visible in these areas.(e) On 10 April 2008, was a red letter day for us all, at TV Super Filter Industries because, on this day, we were (b) The inputs for improvement in the shape of awarded another National Award. This was, best in suggestion/Kaizens from the employees including the category (small scale) award in Rajiv Gandhi workers, have undergone a sea-change, for the better.National Quality Award competition. This is a national
(c) As a result of one such Kaizen the process has been recognition and we at this organization, realize the improved, significantly :enormity of the responsibility that comes along with
such an honour. i) Material wastage has been totally eliminated.
ii) Rejections have been reduced, drastically.Achievement of this award has put a new motivation in us iii) And, about 17 percent of manpower has been to pursue excellence, with renewed vigour. It is a shining
reduced on this particular work station.manifestation of the result of our efforts, in the pursuit of excellence. Some of the intangible benefits are: iv) Knowledge and understanding level of
employees has gone up. As a result, people are in (a) Pride in Belonging – All employees are very proud to a position to take decisions regarding various belong to this, highly regarded unit. They take this as customers special requirements.a great compliment to their efforts and a high
recognition to their work practices. v) Need for instructions/special precautions are now significantly reduced. They can priortize (b) Living in Lime Light – They are basking in the their jobs with adequate accuracy.admiration of visitors from other organizations and
also those who were visiting the company for any vii) The above have helped in increasing availability other purpose. They seem to be enjoying belonging to of productive time and consequently, the output a bench-marking organization. in the factory.
We believe, improvement is a journey with no destination. (c) Greater Sense of Responsibility – The TV Super Filter Resting on one's laurels is an invitation to sure decline and Industries, people seem to have been transformed disaster. Therefore, our journey on the path to progress after the award. They are showing greater sense of and improvement continues with renewed enthusiasm responsibility, better understanding of their duties and with expanded horizons. We are sure given the TV and are carrying themselves with greater self-Super Filter company team's commitment, dedication and assurance.orientation to excellence there will be many and greater
(d) Increased Hunger for All Round Excellence – They (the mile-stones, in the future.
people) have suddenly turned very enthusiastic
T.V. SUPER FILTER INDUSTRIES
25
THE JOURNEY TOWARDS EXCELLENCE
TATA CONSULTANCY SERVICES
Category Award 2005 Large Scale ServiceRGNQA
MOTIVATION
THE MINDSET: ‘WANTING’ TO ACHIEVE
When they met next morning, Socrates took the young
man neck deep into the river and all of a sudden, without
any notice, submerged the young man in the water. The
young man struggled to When you want success as Intently as you want air under
be released, but Socrates water, you will have it. - Socrates
held him firmly under ‘Wanting’ to achieve and succeed has been TCS’s primary water. When the young motivation. We firmly believe that only continuous hard man almost turned blue, work can ensure success, and this has motivated us to Socrates released him. pursue the Journey towards Excellence.
After the young man took In this context, we would like to quote from a famous story a deep breath of air, about Socrates. A young man once asked him, “What is the Socrates asked h im secret of success?” “What did you want the
“Meet me near the river tomorrow morning”, Socrates most when you were
told the young man. under water?”
26
Tata Consultancy Services
The man replied that he had badly wanted air. Socrates and operational levels by replicating the structure of
said, “That is the secret of success. When you want success the business excellence councils at each business
as intently as you wanted air under water, you will have it.” unit level. The process is facilitated for effective
deployment by a small, full-time team of business It took TCS six years of patient toil to reach the level of excellence managers. maturity and excellence that enabled it to win the RGNQA
Award. • Ownership at All Levels for Continuous Improvement
– Mature, self-driven organizations inculcate this
mindset in their associates by instituting structured
cross-functional teams. Through continuous training One must forever strive for excellence or even perfection,
programmes, we have prepared our associates for in any task, however, small, and never be satisfied with
effective execution of their roles through a graded the second best. - JRD Tata
transformation path starting from being aware of
Excellence does not happen by itself; it has to be caused. excellence, to a state where they become champions
Organizations that perpetuate a culture encouraging of excellence.
passion and ownership amongst their associates are the • Focus on Goals – We have ensured that every
ones that can embark upon, and sustain themselves initiative in TCS is aligned to its vision, and that every
through, the Journey to Excellence.associate in the organization understands how an
initiative impacts Excellence.
• Focus on Networking – The power of excellent
organizations is in their ability to network – Both
internally and externally. TCS has made networking a
routine through process rigour. Systematic and
periodic review of all key processes of the
organization for continuous and breakthrough
improvements forms an integral part of our system.
This has enabled the organization to function as an
integrated whole, and move forward in the direction
of excellence.
While TCS values its associates as core intellectual assets of
the organization, it has always believed and built a
process-driven organization rather than a people-oriented
one. Being an industry leader, TCS has pioneered process
orientation from its inception. The success of this
endeavour has been validated time and again by several
external certifications and assessments that TCS has The words of our long time Chairman, J R D Tata, have been received, such as, ISO and CMM. the guiding force for the entire Tata group. TCS has
adopted a simple four-ingredient formula to usher in the Learning and best practices from each such external culture that was promoted by him: validation is retrofitted and internalized in TCS’s processes
leading to a strengthened and updated foundation. This TCS has been able to achieve and sustain Excellence has helped TCS approach subsequent external validations through a structure that encourages: with ease, without necessitating significant investment in
• Participation by Associates at All Levels – TCS has effort, except for adapting to framework–specific
instituted an Apex Business Excellence Council at the principles.
strategic level to create an environment of To suit the changing dynamics of the industry, TCS has excellence and plan corporate business excellence continuously innovated solutions from three key initiatives. This process is deployed at the tactical
THE CULTURE: ORGANIZATIONAL EXCELLENCE IS A
REFLECTION OF THE ORGANIZATIONAL CULTURE
THE FUNDAMENTALS: PROCESS DRIVEN
PASSION
EXCELLENCE
MINDSET
FOCUS RIGOUR
27
Each Tata Group Company has the freedom to validate its
standing on the scale of Excellence through external
universal excellence models, such as, CII-EXIM (EFQM),
RGNQA, the Deming Prize, and so on. We, at TCS, Hyderabad
chose RGNQA for this purpose for the year 2003.
TCS believes that there are five essential components of a
world-class organization, and these are visible to an
outsider at all levels in the organization. We have ensured
that each of these components is an integral part of our
day-to-day living:
STRATEGIES
perspectives – People, Process and Technology. This agility
and adaptability has enabled TCS to always stay ahead in
the Journey towards excellence.
High achievement always takes place in the framework
of high expectation. - Charles Kettering
The Tata Group purpose has been ‘Leadership with Trust’,
and to achieve this, the Group has instituted the
framework of the Tata Business Excellence Model (TBEM)
and the Tata Code of Conduct (TCoC). The Tata Group
expects every Group Company to adhere to, and adopt,
the frame work.
Adopting the TBEM framework has helped TCS maintain a
high standard of process orientation and move in the right
direction. TCS, Hyderabad is also part of the TCS-pioneered
Global Networked Delivery Model TM (GNDM).
The Framework: Adopting A Proven
Framework Helps
Visible Leadership
Strong Customer Focus
Strategic Planning
Associate Care
Eye on Business Results
• Encouraging Innovation
• Being Agile
• Reputation for Corporate Governance
• Excelling Customer Intimacy
• Maintaining Global Reach
• Keeping ahead of competition
• Establishing a strong Brand Image
• Exploiting Core competency
•
•
• Strong and Agile Execution
• Management by fact
• Balancing Value for all stakeholders
• Continuous Improvement
Being a Best Company to work for
Developing unique skills
Tata Consultancy Services
28
We have developed a roadmap for our Journey towards Excellence:
Key Initiatives Business Excellence Plans
Performance / Implementation
Performance and Progress Review
Department Goals / Targets Functional Excellence Plans
Objectives / Goals / Targets
Environment / Opportunity Company Strategies
Values/ Mission / Vision
Tata Bu
siness Exce
llen
ce Mo
del
Intern
al Co
mm
un
ication
Strategy D
ep
loym
en
tB
alance
d Sco
recard
, Ind
.KP
Ms,
Strategy D
evelo
pm
en
t SD
P
Pro
cess D
isciplin
e
5S, ISO
, Self A
ssessm
en
t
Customer’s Voice
Rew
ards &
Re
cogn
ition
Pro
cess Exce
llen
ce
Asso
ciate In
volve
me
nt
Pe
rf. Excel. T
hru
Peo
ple
We have found that all Excellence Models/frameworks are external verification through internal assessments as well,
built on the time-honoured and tested principles of to ensure that we did not digress from the objective. Tools
Leadership, Management and Business Excellence. The are required to ensure this alignment. We use the Balance
principles and practices advocated by each of these were Score Card (BSC) with its four dimensions – Finance,
very similar and directed towards the achievement of the Stakeholder Relationship, Internal Process, and Learning
same objective. Once this realization set in, it was easy for and Sharing – as the instrument for our strategy
us to practice these principles and pursue Excellence with deployment. The goals of our CEO & MD cascade down to
single-minded devotion. every associate, so that each associate in the organization
works in sync with one other, towards common goals. In an organization aspiring towards Excellence, the
Leaders set the direction, and through a combination of We use tools to gauge stakeholder satisfaction. These
process discipline and associate involvement, ensure tools are branded so that they are familiar to all
achievement of that vision. They inculcate the spirit of stakeholders. We consciously adopt and customize Best
Excellence and ensure the buy-in and commitment of the Practices and Principles from other world-class
rank and file. Setting the strategy and direction is only the organizations. Continuous improvement, both
first step in the Journey. incremental as well as breakthrough, is the hallmark of
Excellence. We have systems in place to ensure thorough Aligning the organization and inculcating process capturing of the opportunities for improvement, discipline is the key to success. We institutionalized this prioritization and acting on them to move forward.
Tata Consultancy Services
29
The Balanced Score Card
Ensuring Alignment and Integration of Strategic objectives across the organization
* MBNQA winners
Non IT related
Clarke American *
Karlee*
Solar Turbines *
Sunny Fresh Foods*
ST Microelectronics *
Service related
*Customer Research Inc.
University of Wisconsin-Stout *
GTE Directories- Verizon *
PAL’s Sudden Service *
IT related
Benchmarking Visits
Lifeline Listen, Learn, Leverage Helping Customers meet their Objectives.
Change Management & Communication
World Class Professionals World Class
Organizations
Build
Our
World-Class professionals
Strategy Deployment
Tata Consultancy Services
TANGIBLE AND INTANGIBLE BENEFITS benchmarking process helps us compete with the best in
the market in each metric. We have embarked on, and are sustaining the pace of,
The improvement in these metrics, coupled with the the Journey towards Excellence through careful planning
overall reduction in costs to customer and to the and meticulous execution. The Journey has brought us
organization, has resulted in stakeholder (customer, many benefits.
shareholder, associate, vendor, society…) delight. Our strong process orientation, the alignment of each
These tangible and intangible benefits only spur us on to associate to the organization’s goals and the relentless
achieve greater heights and give back to society, as we pursuit of achieving these goals has resulted in a
internalize passion, rigour, focus and mindset as our continuous improvement in delivery metrics like quality,
guiding principles in the unending Journey towards on-time delivery, productivity and realization. The
Excellence.
Tata Consultancy Services
TQM – A WAY OF LIFE
‘Total Quality Management' has been the way of life in
SAKTHI MASALA since its inception. The attitude of our
Leader is his uncompromising quality consciousness, be it in
the office administration, or its manufacturing; be it in
purchase of raw materials or in packaging; be it in
promotion or in social service activities. A recognition, that
too from the Union Government of India, is highly valued
not only by the Company but also by the society as a whole.
When we received the National Award for Quality Products
in the year 1994, the appreciations the company received
were tremendous and the products of the Company got a
major fillip in the market. So naturally when the next
opportunity came, we never wanted to miss the
opportunity to apply for the award.
‘SAKTHI MASALA' – the household name of the millions is
the hard earned name of the organization, which was born
out of blood, sweat and dedication. The Organization had its
humble beginning 29 years ago with a meagre investment of
Rs.10,000 and in an area of about 350 square feet in the
name of Sakthi Trading Company. Today, with the hard work,
sleepless nights and extensive travel to the nook and corner
of the state by our Managing Director, his understanding life
and business partner, the entire team of Directors and
dedicated work force have made it to grow big enough to
generate a turnover of Rs. 202.90 crores in the financial year
ending March, 2008 resembling a rag to riches story. In
order to give the corporate an identity and to give new
impetus to the brand name SAKTHI MASALA, Sakthi Masala
Private Limited was founded in 1997. The story does not
end there, because the growth remained a continuing
process for the company whose ultimate aim is to be a key
global player. Hence, continuous and stringent quality
control measures have become the watchword of the
organization.
The organization's principal products are pure spice
powders and spice mixes and other Food Products. The
products are researched and developed by the R & D wing
and they are the traditional Indian products but reach the
consumer with the application of modern technology. The
organization at present manufactures over 50 varieties of
spice, spice mixes and other food products like pickles,
appalam, flour varieties, etc.
The Products of the organization are taken to the consumer
by the strong network of dealers throughout the country.
The sales team headed by an Area Sales Manager who
supervises the team for effective supply, feedback and
customer grievance redressels. The main customers of
SAKTHI MASALA are housewives, who repose total faith on
the products, which is the strength of the organization.
In the beginning, the organization was manufacturing only
pure spice powders. The responses from the customers
was poor, as Indian housewives were traditional and they
used to buy raw materials themselves to make powders.
Hence, the first task became concept selling rather than
product pushing. So, the customers were told about its
SAKTHI MASALA
Category Award 2005 Small Scale Service ManufacturingRGNQA
32
Sakthi Masala
advantages, time saving and easy cooking solutions.
Gradually, the Indian housewives started having faith in the
products, which encouraged the organization to expand the
scope by increasing the number of products, volume,
quality upgradation, application of modern technology and
area of operation.
The organization's objective is not only to give quality
products to its customers but also to do fair business. Being
a true citizen of our mother India, the organization is second
to none in not only being the sincere taxpayer but also in
helping the country in utilizing the non-conventional
energy resources. The organization sincerely believes that
when it grows, the society and the environment must also
be uplifted. Hence 'SAKTHI MASALA' through its charity
wing 'SAKTHI DEVI Charitable Trust' extends its helping
hand wherever the humanity is wounded. It takes pride in
stating that it employs about two hundred physically,
mentally and visually handicapped persons.
The organization, who believes in leaving a better
environment to live to the future generations, had taken up
the mammoth projects of 'Mass Tree Plantation' as a
mission five years ago and continues to champion the
cause of green earth by Tree Planting under the new
banner “THALIR” since 2004, Rain water Harvesting and
utilizing non-conventional energy resources like solar
energy and wind energy for its productions.
Any award instituted by a reputed body does add value
addition to the product. An award by the institute that sets
standards for the products of the whole country is naturally
considered as the best by the consumers and the
customers. Hence, this award will be of immense image
booster to our products. An award by BIS will be of great
help in attaining our ultimate goal-SAKTHI MASALA not
only the market leader in India but also a leading
global player.
33
GUWAHATI REFINERY A UNIT OF INDIAN OIL CORPORATION LIMITED
AN ISO –9001-2000, ISO 14001-2004 & OSHAS 18001-1999 CERTIFIED UNIT
Commendation Certificate Award 2007 Large Scale ManufacturingRGNQA
Guwahati Refinery, the first public sector refinery of the by adopting modern technologies and adopting/
country, was built with Romanian collaboration and was formulating policies/Standards like Quality Management
inaugurated by Late Pt. Jawaharlal Nehru, the first Prime System (QMS), Environmental Management System
Minister of India, on 1st January 1962. Situated in the (EMS), Occupational Health and Safety Management
North Eastern region of India, Guwahati Refinery occupies System (OHSAS) and maintaining them successfully.
a pride of place as a premier petroleum organization with Guwahati Refinery has a well defined Safety, Health and world class standards in providing quality goods and Environment (SHE) and Quality Policy framed after services. Guwahati Refinery is known as the ‘Gangotri’ of discussion with employees and signed by the Executive Indian Oil, the country’s largest petroleum organization Director of unit. The organization's policies and strategies which believes in excellence in all spheres of activity.are formed on the basis of information relevant to Total
Despite the difficult circumstances and the environmental Quality.
and logistic constraints of the oil and gas industry Top Management demonstrates a consistent quality operations in this part of the country, the refinery has culture, by holding regular discussions in the various maintained uninterrupted operations and has won structured meetings like Local Management Council accolades for its performance in refinery operations, (LMC), Departmental Performance Review Meeting energy conservation and environmental management. (DPRM), Total Productive Maintenance (TPM) etc. Now in its fifth decade of operations, the refinery has
achieved the RGNQA Commendation Certificate for
Quality Management.
a) Interaction with customers and suppliersTo benchmark ourselves against quality standards and
appreciate ourselves for the continuous excellent Guwahati Refinery considers its customers and suppliers
performance in the prevalent trying environment was the as stakeholders and maintains a cordial relationship with
prime motivation behind applying for the prestigious them. Regular interaction is maintained with Guwahati
RGNQA. Applying to win such a distinguished award of the Siliguri Pipeline (GSPL) who transports the products and
Government of India was also encouragement for all Marketing Division North Eastern State Office (NESO)
employees who continuously strive for excellence in all which sells the product.
areas of activity.
To ensure quality and uninterrupted supply of raw As the refinery accords priority to customer satisfaction, it
material, that is, crude oil, regular interaction is done with was felt that assessment of processes, policies, strategies
Oil India Ltd. Coordination is maintained with all other and laid down parameters of quality followed by the unit
suppliers for timely delivery of quality materials as per by esteemed Bureau of Indian Standards would further
specifications.enhance faith among customers and stakeholders and
increase the brand image of the organization. b) Steps taken by the organization to build good
relationship with its customers/consumers
Guwahati Refinery ensures the quality of products Top management’s personal involvement in leading through testing of the product samples (collected at quality management activities of the organizations: various times) in the well-equipped quality control
laboratory certified by National Accreditation Board of Guwahati Refinery Management is committed to provide
Laboratories (NABL) by well trained personnel before final quality products, quality services and quality environment
dispatch to the customers.
Customer centric approach
Demonstrate commitment to quality
REFINED STRATEGIES TO SUCCESS
INDIAN OIL CORPORATION LIMITED - GUWAHATI REFINERY
36
Guwahati Refinery
It also ensures uninterrupted supply of consistent quality
products as per the customer’s specifications, which
enhance the reliability and dependability of the customers.
a) Adoption of environment-friendly and efficient
technology
Guwahati Refinery has progressively improved its
operations in terms of energy efficient state-of-the-art
technologies and production of clean fuels meeting
emerging quality requirements. Since 2001-02 the refinery
has installed various new processing units, namely, ISOSIV,
Hydrotreater, INDMAX unit and allied facilities for
production of eco-friendly MS and diesel. This, apart from
meeting quality requirements for new generation vehicles,
has reduced the auto emissions as well.
b) Prevention of air and water pollution
Emission management is one of the significant activities in
the refineries. Thrust has been given in controlling air
Safety, Health and Environment
Protection
National Consumer's Day celebrated at Guwahati Refinery Planting trees to safeguard the environment
pollution at the source. Monitoring for toxic gas level in the
plant area is also done regularly to maintain healthy
work environment for the employees. Guwahati Refinery
has modern Effluent Treatment Plant (ETP) and meets
the national quality standards for disposal of treated
effluent water.
a) Employees satisfaction survey
To receive feedback of employees, Employee Satisfaction
Surveys are conducted at regular intervals. As per a recent
survey conducted for officers and workmen of Guwahati
Refinery by International Management Institute of New
Delhi, it was revealed that employees of Guwahati Refinery
were satisfied with their expectations from the
management.
b) Employee recognition
Various awards in recognition of efforts to promote Total
Productive Maintenance, Energy Conservation,
Environment Management, Cost Effectiveness, effective
refinery operations are presented from time to time.
'Creative People' a publication featuring employees whose
suggestions have benefited the company is an effort in this
direction. Reports of Tarun Thakuria who received the Best
Suggestors Award at the corporate level, Shri Nava Kr. Kalita
operator, who had won a 'Petrofed Award' at national level
for Individual Innovator Award as well as Shran Shri Awards
from Assam Productivity Council were published in the
local media besides publication in internal bulletins of the
corporation.
Human Resource Development and
Utilization
37
c) Effective employee communication
To keep employees updated on company affairs,
dissemination of information is done through the printed
local fortnightly bulletin 'Taranga', Chairman's Straight Talk,
the electronic Indian Oil Express, GR e-News. Direct face to
face Communication with employees of visiting Directors,
Chairman and regular information sharing session of unit
head are organized at regular intervals covering all
employees.
d) Training
Both Officers and Staff undergo in-house and outside the
company training programs to update knowledge and
develop skills for organizational excellence. Officers
also attend special Management Development
Programmes like Cutting Edge, Threshold with a visit to a
foreign country included.
Guwahati Refinery makes continuous efforts to enrich
quality of life of the neighbouring community and to
preserve ecological balance and national heritage.
The focus of Guwahati Refinery has been on lProfessional training to facilitate productive self
employment lProvision of Clean Drinking Water, Medical and Health
Care facilities.lExpansion of Education.
Enriching Quality of Life of Community
around
lPromotion of Art, Culture, Sport and Games.lProtection of the environment.
During the past four years a total amount of Rs. 9.28 lacs
have been spent on provision of clean drinking water.
Twenty-three lacs have been disbursed since 2004 for
expansion of education, providing for construction of
buildings of educational institutions, laboratory
equipment, books, furniture, etc. Around 33 lacs has been
the expenditure in the last four years for programmes
under Health Care. Free medical Check Up Camps,
distribution of free medicines, financial assistance for
critical diseases, child Care, and maternity care have been
covered in the 'health for all' programme.
An amount of 79 lacs have been spent towards facilitation
of self employability through professional vocational
courses promotion of art and culture, sports and games,
protection of environment and assistance to the
marginalized youth and women and handicapped sections
of the society.
Winning the Commendation Certificate of prestigious Rajiv
Gandhi National Quality Award 2007 in the category of
Large Scale Manufacturing Industry – Chemical Industry
has reaffirmed the Indian Oil's Guwahati Refinery's
commitment to Total Quality Management. Guwahati
Refinery is proud of this achievement as this will enhance
the image of the organization in the country. This award will
help the Refinery to leverage in business on being
recognized as the best in the industry and gain competitive
edge. The organization will be regarded as one of the
champions of quality movement in India.
Guwahati Refinery
38
India's journey on the road to self-reliance in nuclear energy
commenced from the State of Rajasthan in the late sixties.
Situated on the right bank of the river Chambal and on the up-
stream of Rana Pratap Sagar Dam, the Rajasthan Atomic Power
Station (RAPS) in 65 km away from Kota railway junction.
Recognizing the importance of nuclear energy to meet the long
term needs of the country Dr Homi J. Bhabha drafted the
three-stage Nuclear Power Programme as early as in 1954.
The aim was resources of uranium and thorium. The first
stage of this program involved building Pressurized Heavy
Water Reactors(PHWRs) using natural uranium as fuel for
RAJASTHAN ATOMIC POWER STATIONTHE QUALITY JOURNEY
A panoramic view of Rajasthan Atomic Power Station 1 to 6
producing electricity and plutonium fuel followed by the
second stage when fast breeder reactors (FBRs) use
plutonium as fuel, thorium as blanket producing electricity
along with more plutonium and another nuclear fuel
uranium-233. The third and final stage being thorium based
reactors. India has selected Pressurized Heavy Water
Reactors (PHWRs) for the first stage.
Rajasthan Atomic Power Station (RAPS) comprises of four
Nuclear Power generating units, namely, RAPS 1 to 4 each
of 220 MW(e), and two more units RAPP 5&6 are under
commissioning. The foundation stone of two more units
Commendation Certificate 2007 Large Scale ManufacturingRGNQA
Rajasthan Atomic Power Station
each of 700 MWe PHWR is expected to be put in the year
2009. The site is known as Rawatbhata Rajasthan Site of
Nuclear Power Corporation of India (NPCIL) which is a
Government of India Enterprise under the Department of
Atomic Energy. The first unit of RAPS was synchronized to
grid in 1972. It has completed 36 years of experience of
commercial operations of PHWRs. An oldest PHWR RAPS
unit#2 synchronized to grid in 1980 is still competing its
younger reactors by giving excellent performance with a
station capacity factor close to 90 percent. RAPS 3&4 were
constructed and commissioned with totally indigenous
technology and are having latest state of art in design and
safety features. These units were commissioned in the
year 2000 well ahead of the schedules. These units were
dedicated to the nation by our Hon'ble Prime Minister in
March 2001. Since then these units have been producing
power and achieved many milestones at NPCIL levels.
These units have been inspected by Worlds Association of
Nuclear Operators (WANO) and certified to be at par with
international standards. These units also obtained the
NPCIL's excellence award for the best performing stations
during the last two consecutive years in 2006-07 and
2007-2008.
RAPS use Natural Uranium dioxide as fuel. Heavy Water is
used as Moderator and Primary coolant to transfer the heat
to boilers. Parts of fuel and heavy water for Unit-1 were
procured from Canada. Now, the indigenous technology for
both as well as for all the PHWR reactors have been
developed. Economical use of heavy water and fuel have
also been achieved by making up-gradations and
modifications in system and effective fuel management is
done by keeping optimum reactivity in the core. Control
and regulation of Nuclear reaction in the reactor is done by
Cobalt-59 & Stainless steel rods. Cobalt-59 gets converted
to cobalt–60 in process as a by-product and is utilized for
medical purposes.
These units are operated under the control of Atomic
Energy Regulatory Board (AERB) with strict compliance to
codes and guides laid down by them. Beside this
International Atomic Energy Agency standards (IAEA) are
being followed. RAPS has shown continual improvement in
its performance by adopting latest state of art components
and safety standards. Up-gradation and innovations are an
integral part of the day-to-day operations. Among long year
of operation, the repairs of end-shield and over pressure
relief device (OPRD) of Unit # 1, en-mass coolant channel
replacement (EM-CCR) in 1996-98 and en mass feeders
replacement (in process) of Unit # 2 to enhance the life of
station are unique examples of our capabilities of
technological edge and dedicated workmanship of Indian
Nuclear Scientists, technocrats and Engineers. To witness
this excellent workmanship, Prime Minister's 'Shram
Bhushan' and 'Shram Veer' awards were conferred to RAPS
personnel. All these major works were completed with
minimum radiation exposure according to international
standards of Safety, Quality and at a very low cost.
Station has got adequate facilities for disposal of
radioactive effluents. The radioactive discharges are kept
well below the permissible limits specified by International
Council for Radiation Protection (ICRP) and Atomic Energy
Regulatory Board (AERB). The disposal of highly radioactive
reactor components during RAPS-2 en mass coolant
channel replacement was done in a well-planned and safe
manner without any accident. For this the Engineer-in-
charge received the 'BARC Technical excellence award'.
Besides maintaining radioactive effluents at lowest level,
tree plantation is our regular feature. To encourage
environmental activities 'Golden Peacock Environmental
Award' was given by the World Environment Foundation to
develop and maintain green belt at large scale at and
around site.
A dedicated Quality Assurance group at each twin unit
station implements Corporate Quality Management
System requirement. The group is responsible for
implementation of total quality management (TQM)
principals and practices. This includes In-service
Inspection (ISI), verifications, NDE examinations, audits
and surveillances, etc. This is further monitored by
Quality Assurance Directorate at Head Quarter of NPCIL
at Mumbai.
The station has been certified for ISO 14001, ISO 9001 and
IS 18001 by the Bureau of Indian Standards (BIS), New
Delhi. Continual improvements are monitored by BIS
during their regular surveillance audits on yearly basis.
The role of 'Human Element' is equally important in
achieving safe and economic operation of the Nuclear
Power Station. The thread of these aspects runs through
40
the training/re-training program for operation and
maintenance staff at in-house Nuclear Training Centre. A
complete simulator incorporating all the parameter of
station is being used for training staff to handle emergency
situations and significant events. For excellence in training,
'Golden Peacock National Training Award' has been
awarded for Training and Development.
The station is designed and operated as per the governing
documents and therefore no untoward radiation accident
is expected. Station has well-chalked out and
documented plans to handle emergencies. Routine
exercises are conducted to ensure the effectiveness of
emergency preparedness. With experience in operation
and maintenance, modifications in reactor control
system, stability to power grid, etc the station capacity
and availability factors have come up close to 90 percent.
The system for ISI has been broadly classified based on
functional requirement and safety significance of various
components. The standard codes on ISI being followed
are ASME and Canadian Standard Specification (CSA). This
gives confidence for further safe operations. Audits, NDE
examinations, verifications and reviews were added
which lead us to TQM. Concern for work and concern for
man Ram (mR) run in parallel. This gives satisfaction to all
stake holders in totality.
Earlier a Station Quality Assurance manual was there,
which included all the activities being performed at the
station. Now the quality requirement has been redefined
in 'Station Quality Management System Document'. This
document integrates and includes latest IAEA safety
standard DS 338 which defines safety, health,
environment, security, qual i ty and economic
requirements into a single integrated management
System, intent of ISO 9001, ISO 14001 & IS 18001 and
Quality Journey and Strategies
latest AERB code/guides on each and every activity of
PHWR operations. This latest document at RAPS is based
on TQM principles. The principle purpose of RAPS in
following the integrated Management System is to
achieve the objectives of generating electricity safely,
economically and meeting stake holders satisfaction. All
the activities/ operations in stations are done as per well-
defined and documented procedures and checklists.
These procedures and checklist comprise the part of
Sectional Quality Management System Document. The
listed activities of the document exhibit an excelled
quality in all the activities of operation and maintenance,
technical support, waste management, contract and
material management and environmental protection.
To maximize profit of RAPS, Heavy water loss and fuel
consumption were made minimum by improving on
power refueling strategy and optimizing operations of
auxiliary processes/resources. In addition to this the
station has developed many good practices as well as
good practices of other NPP's are also being followed. In
a nutshell RAPS has achieved a high level of maturity in
all the area of PHWR program. Attaining an average
capacity factor close to 90 percent was possible by
adopting innovations in outage management, advance
reactor regulating techniques and renovated fuel
management program only. Epidemiological survey
was conducted by State Medical College and Tata
Memorial Hospital, Mumbai to check the health aspects
of employees and their famil ies and nearby
populations. They observed no adverse effects on the
population in the area due to running of Nuclear Power
Plants. Public awareness and welfare programmes are
an integral part of the day- to- day activities.
Adequate budget is spent to uplift the education, health
and social status of neighbourhood population allround
the year.
0002 2002
2004
2006
years
7
6
5
4
3
2
1
0
Tritium activity discharge (% of allowed limit)
% o
f al
low
ed
lim
it (
max
. 10
0%
)
RAPS 3&4RAPS 1&2
19992000 020
1200200
23
20042005 020
62007
1.61.41.210.80.60.40.20
% o
f al
low
ed
lim
it (
max
. 10
0%
)
RAPS 3&4RAPS 1&2
years
Gross B- activity discharge (% of allowed limit)Y
41
Rajasthan Atomic Power Station
The Rajiv Gandhi National Quality Award is another
milestone in propagating the perception of Nuclear Power
'Clean Power- Green Power'. Receiving the award is a pride
to Nuclear Industry. This has demonstrated the country
that nuclear power is an equally safe and economical viable
source of electricity. It has discarded the misleading
perception about nuclear industry and has enhanced belief
A view of medical camp for neighbourhood populations
to neighbourhood population. It has also given a message
to media that nuclear power is safe, economically viable and
environmentally benign. This is an indication of confidence in
the public regarding safe operation of existing stations. The
award has motivated all nuclear scientists, technologist,
engineers and technicians to meet national nuclear power
target of 20000 MWe by the year 2020.
42
Capacity factor
RAPS 2
RAPS 3
RAPS 4
Rajasthan Atomic Power Station
Commendation Certificate 2007 Large Scale ManufacturingRGNQA
43
Valsad District Cooperative Milk Producers’ Union Limited
Valsad District Cooperative Milk Producers' Union Limited
has been registered in 1973 and initiated Dairy
Development Activities, on the pattern followed by ANAND,
since 1975. A Survey conducted by National Dairy
Development Board (NDDB) in the year 1973-74 suggested
that the low yielding animals and poor economic conditions
of tribal farmers coupled with adverse geographical
conditions would come in the way of developing this district
as milk shed area.
Valsad District Cooperative Milk Producers' Union Limited.,
fondly known as Vasudhara Dairy has shown the growth
trend beyond the expectations of the critics and experts.
The reason behind that could well be the management
practices adopted to run the business. Human Resources
has been at the forefront of all the activities. Training,
Development and Skill set are always regarded as the
catalyst of the business process. That's why, at regular
intervals, the business practices are aligned with the
changes in business, market and also of the quality
standards. Introduction of new methods, machines and
technologies along with Globalization of market has
inspired the management to keep pace with the changes.
Today, Vasudhara adheres to Hazard Analysis and Crtitical
Control Point (HACCP) standards of the International
Standards Organization (ISO) through cultured Total Quality
Management (TQM) philosophy. Vasudhara has charted
out its future journey plans with Vision – Mission and has
trained its sights to achieve the goals set for 2010. To
achieve this highly arduous targets and to continuously
upgrade the quality of its products, it has been utilizing the
concepts of House Keeping, Small Group Activity,
Performance Management System, Total Energy
Management and Kaizen. Organization Climate Surveys
have been done on regular basis to gauge the employees'
capabilities, expectations, confidence level and also to have
feedback on management practices, from the employees.
Vasudhara is enjoying high regards from its Apex
organizations, that is, NDDB and Gujarat Co-operative Milk
Marketing Federation for its achievements, management
practices and for the pro-active approach towards business.
This dairy is seen as a Model Dairy among cooperative dairy
industries of the Nation. All this have become possible due
to the healthy Management – Employees relationship.
Employees are encouraged to 'Think Beyond' the
traditional boundaries of doing business and work.
Innovations and New Ideas' acceptance are the core of all
the activities that are carried out by the organization.
Vasudhara has its mission of making socio economic
changes in Society and to achieve this various beneficiary
schemes are being introduced for milk producers within
the milk shed area as under :
èTechnical Input Services to farmers for their animals,
namely, Artificial Insemination, First Aid, Vaccination,
De-worming of cattle, Infertility Treatment, Insurance
coverage, Cattle feed, Quality fodder seeds, Urea
treatment of Paddy straw, Chaff cutters, etc.,
Vasudhara also helps farmer members on aspect of
Wasteland Development, Water shed Management
and Compost Pit, etc. Farmer members are given
protection of Insurance cover under the respective
scheme.
èSWAVLAMBI GRAMIN NARI which aims at making the
rural woman independent, self-sufficient by providing
self-employment through dairying as a business.
èSelf Help Group Scheme aims at making the best
possible use of the earned resources of the member
women among themselves. This scheme permits
women members to generate and meet their own
financial requirement from their earnings itself. The
benefit is wide spread. It allows the woman member to
Valsad District Cooperative Milk Producers Union Ltd.
44
èVermi Compost Scheme the purpose of this scheme is
to provide knowhow to produce organic fertilizer by
utilizing the agriculture, cattle and kitchen wastage at
the farm. Vasudhara Dairy provides necessary training
and technical inputs to interested members. This
scheme is run under the Self Help Group.
èBio-Gas Plant This scheme is multiple purpose, that is,
hygiene, saving on fuel and preserving the maintaining
environment. The waste and manure that the cattle
shed generates are utilized in the best possible way by
generating methane gas, which is used for cooking
purpose. The leftover manure after the gas separation
is again used as fertilizer for agricultural purpose.
èLow Cost Sanitation Vasudhara Dairy has paid due
attention to the health of the farmers and the
surroundings in which he/she lives. It has focused on all
possible factors which has direct or indirect bearing on
the quality of the milk. Sanitation, being a vital issue of
the rural dwellers, has also been taken up on priority
footings. Vasudhara Dairy has a special scheme for
improvement / creating of sanitation facilities.
èHealth & Hygiene In technical and financial
collaboration with UNICEF, Vasudhara Dairy has also
undertaken a project to enhance the basic health,
hygiene and education among the members of the
Milk Society Union. This program, begun in June 2005,
has covered 463 villages through 84 Resource
Persons. It aims at improving the health of mother and
children of the family and also provides awareness on
the importance of Hygiene for creating a sound
foundation for healthy family.
save, borrow and use the finance as and when she
requires to meet her social or developmental needs
without obliging the lenders or relatives for her
financial needs.
èCalf Rearing Scheme is aimed at improvement of the
cattle breed at the farm level. Rather than buying the
cows from outside agencies, the women farmers are
encouraged through this scheme to nurture the calf,
right from its birth in a scientific way. Vasudhara dairy
provides all the guidelines and required support for this
scheme including vaccination, insurance coverage,
nutritional feed and finance.
èFodder Bank Scheme aims to provide Dry Fodder to the
Society members all round the year. Through this
scheme, members are provided finance to purchase
and stock Dry Fodder which can fulfill the requirements
of the cattle round the year for food.
45
Can Do
Mission with Visionleads towards Success
VASUDHARA has paid equal attention to the utilization of
resources, upgradation of skill set for employees through
training and its commitment to customers by taking a series
of innovative and successful steps.
In order to match with the changing time and scenario of
the market and the economy, Vasudhara is gearing up its
business practices and implementing new and modern
practices to be eligible and competitive on global scale.
Strict Adherence to Total Quality Management (TQM) and
International Organization for Standardization - Hazard
Analysis and Critical Control Point (ISO-HACCP) norms for
conducting business are the examples of the vision and
commitment of the management to grow in the future.
Vasudhara has also initiated Clean Milk Production as well
as Good Manufacturing Practices that improves the Quality
of the end products. Introduction of Automation at various
level on precision equipments to safe guard the quality of
Products.
nEnergy savings is also on the agenda to control costs.
Range of initiatives have been taken to reduce the
operating costs. Installation of Solar water heating
system for feed water to Boiler. An advanced
programme called – Total Energy Management is
introduced in a phased manner during the year.
nIntroduction of latest Up-Flow Anaerobic Sludge
Blanket (UASB) technology for treating Dairy Effluent.
This technology is introduced for the first time in a
cooperative dairy sector in our Country. This
technology enables us to reduce power consumption
by treating the waste water and Methane gas is
generated from the effluent, which again is a source
of energy.
nWinning National Productivity Council awards seems to
have become a habit at Vasudhara Dairy. Vasudhara
has won this prestigious awards as the second Best
Liquid Milk Plant in India for the years – 1993-94, 1995-
96 and 1996-97.
nAlipur Dairy Plant was Awarded Environmental
Management Award – 2000 from Society of
Environmental Auditors & Consultants; Ahmedabad
and the Energy Efficiency Excellence Award in 2003
from Energy & Fuel Users Association of India; Chennai.
nAlipur Dairy Plant obtained the ISO – HACCP
certification from QAS – Australia in 2001. Through
continuous six monthly surveillance audits, the drive
for Improvement keeps rolling on. During the year
2007, Vasudhara Dairy successfully qualified and
achieved more stringent ISO 22000 Certification.
nBoisar Ice cream plant also has ISO 9001:2000 & ISO
14000 certification and has been awarded the Best I C
M U in Stock-Age Monitoring by GCMMF during the
year 2003-04. The plant also received the Award for
Exceptional Manufacturing Performance for the Year
2002 from Tarapur Industrial Estate Association.
nBoisar & Nagpur Ice cream plants are modernizing
themselves with State-of-the-Art modern Automatic
Ice cream manufacturing machineries, being imported
from the world renowned manufacturers of Ice cream
machineries.
nVasudhara Dairy Commissioned a new, high tech and
highly automated State-of-the-Art Dairy Plant of
200 000. per day capacity based at Boisar. This dairy
plant caters to the ever increasing milk demand of
Mumbai market. This dairy plant went on stream by
2nd October 2006. At present, this plant processes
225 000. of milk per day and the average dispatch from
this plant during the year 2006–07 was of
101 926. per day.
Valsad District Cooperative Milk Producers Union Ltd.
46
HINDALCO INDUSTRIES LIMITEDA TRULY INDIAN MULTINATIONAL
Government of India. The company has successfully
integrated its values, modern management and World
Class Manufacturing concepts up-to the root level in
continuously improving processes and products. Hindalco
has been accredited for Integrated Management
Systems (ISO 9001, ISO 14001 and OHSAS 18001) by Det
Norske Veritas (DNV).
Growth of HINDALCO
1962 Hindalco
2000 Hindalco + Indal
2002 Hindalco + Indal + Birla Copper+Copper
mines in Australia
May 2007 Hindalco + Indal + Birla Copper + Novelis
Aug 2007 Hindalco + Indal + Birla Copper + Novelis
+ Utkal Alumina
The company has continuously acquired technologies from
leading international sources and assimilated and
innovated to suit them into Indian conditions. To build up
its position into metal business, it acquired INDAL to
strengthen its hold in semi fabricated product market and
primary aluminium. To become truly global, Hindalco has
recently acquired NOVELIS and is now the largest in the
world in rolled product segment.
Awards & Recognitions:• Excellence in Energy Management-2006 by CII.• National Energy Conservation Award-2006 by
Ministry of Power.• Qualtech Award-2006 By Quimpro College.• National Award for Excellence in Water Management-
2006 By CII.• D.L. Shah National Award for Economics of Quality
by QCI• Best Safety Performance 2006 by International
Aluminium Institute.
Hindalco has continuously scaled up its manufacturing
facilities adopting latest technological upgradations in
process control and equipment. This has made it India's
largest Aluminium producer with position in top quartile of
lowest cost Aluminium producers globally. Continuous
pursuit for quality in its activities has made the organization a
truly quality organization. Hindalco has also been eminently
successful in ensuring that it meets the ultimate goal of an
industrial enterprise – Enhancement of shareholder's value.
Hindalco Industries Ltd (Hindalco), the Flagship Company of
the Aditya Birla Group is a renowned non-ferrous metals
power house. Hindalco was incorporated in 1958. It's
Renukoot unit was set up in technical collaboration with
Kaiser Aluminium and Chemicals corporation, USA and
commenced commercial production in 1962. Hindalco, Renukoot unit is the largest single location
vertically integrated aluminium producer in the country. It
comprises of Alumina (Refinery) - to produce alumina from
bauxite, Reduction (Smelter) - to produce molten metal
from alumina, Fabrication Plant (Value Added Products) - to
convert primary metal into semi fabricated products like
extruded section, redraw rod, plates, sheet and foil stock,
etc. Captive Power Plant is situated at Renusagar. Bauxite
mines are located at Jharkhand, Chhatisgarh and Orissa. Hindalco's Strategy:It is our constant endeavour to institutionalize our
Processes and Systems in accordance with our Group
Strategy. We are constantly striving to follow the path
towards Business Excellence in all spheres of management.
HINDALCO STRATEGY
Cost competitiveness: Reflected through its strongManufacturing base andOperational efficiencies
Quality : Through its versatile range of
products serving core applications
for diverse industries. Global Reach : Competing in markets across
more than 40 countries.
Company's initial production was 20 000 MT of metal which
has now grown to 370 000 TPY and alumina capacity to
710 000 TPY. The company has continuously built up through
a judicious combination of investment, process improvement
and innovation R&D to continuously enhance the quality and
range of the products with an ultimate aim to provide
customer satisfaction with improved productivity.
Hindalco has an enviable record of being one of the lowest
cost producer of aluminium in the world. Hindalco's regular
efforts in the field of energy conservation has been
appreciated and awarded by the Ministry of Energy,
Expansion and merger
Commendation Certificate 2007 Large Scale ManufacturingRGNQA
Sl. No. Description Partners Function
01 Process Accenture BottomlineImprovement improvement
02 ERP Projects Oracle Materials management Order ManagementProduction Management
Maximo Maintenance Management Production Planning
Peoplesoft HR Function
03 Risk E&Y Process Management &Management Benchmarking
Hindalco Industries Ltd.
47
Vision"To be a premium metals major, global in size and reach,
with a passion for excellence”At Hindalco, we have evolved our own Vision statement,
which focuses on the Aluminium business while being
guided by Group Policies. Quality pervades each aspect of
the Vision Statement for the Company. Our Policy has always been dynamic and we have kept
ourselves abreast with ever-evolving customer needs and
market scenario.
Leaders display their commitment to the attainment of
'Vision' through:• Communication to all employees• Personal Participation in activities• Role of in-house faculty • Encouragement to inflow of new and best practices• Appreciation and recognition of achievements of
individual and team• Review and redressal of business issues
The Aditya Birla Group developed its own unified
corporate strategy under the brand name of World Class
Manufactur ing (WCM) Program for achieving
manufacturing excellence.
The programme is a long-term structured approach which is
cyclical (PDCA-Plan, Do, Check, Act), comprehensive and a
systematic business tool. It focuses on people, process and
results in a continuous cycle. It promises the creation of value for
our customers, shareholders, employees and society at large,
through focus on sustainable and superior QCDIP (Quality, Cost,
Delivery, Innovation, Productivity & Pride) performance and
other Parameters. It is diagnostic in nature as it enables the
revealing of abnormalities, that is, deviations from standards. WCM programme aims at improving Competitiveness and
Business Excellence through Breakthrough and Continuous
Innovations supported by a Team Based Management
System. It strives for Zero Loss Culture coupled with the
highest standards of Quality and Productivity. It is an
accepted way of managing a business to gain competitive
advantage as a means of ensuring long-term success.
To generate increasing value for customers and other
stakeholders we explored and fully utilized innovative new
technologies as and where required. We have numerous
firsts to our credit: • The induction of a gas Suspension Calciner, one of its
own kind and the first in the world.• State-of-the-art Vibro compactors and Baking furnace
have been installed along with Fume treatment plant.
We volunteer for continuous audit by various consultants
as external agencies for identifying opportunities for
process improvement. The study identifies various
improvement aspects which is implemented in
consultation with process owners. Also we have
implemented several ERP packages to improve our process
efficiency which can be depicted in the table below:Based on the above aspects as our working strength
Hindalco applied for this year's RGNQA Award instituted by
BIS in 1991.
Hindalco Renukoot's profits and turnover has been continuously
rising due to continuous and sustained technological
upgradation, process improvement, optimization of resources,
Sweating of assets, expansion and modernization and our
strategy of moving towards higher value added products.
The Financial results as shown above speak for itself about
the results oriented culture and values of Management
practices at Hindalco.
Return on Assets Employed:Return on Assets employed ratio shows how efficiency the
assets of the company have been deployed.
Interest Coverage Ratio:Interest Coverage ratio shows capacity of the company to
repay the Interest on time.The company has been able to achieve several Tangible and
Non–tangible benefits through the RGNQA award:• Social Recognition and Place at National Level.• Image build up in the quality field in the manufacturing sector.• Motivation to work even more comprehensively
towards quality improvement drives.• Opportunities to assess existing gaps and find out ways
and means to bridge the gaps to bag the highest Award
in the RGNQA category.
1) What were the motivational aspects for your
organization to apply for the Award ?
a) To get special recognition to our manufacturing
organizations, which is to be the leader of quality
movement in India and improve the quality of products
and thereby set an example for others;
b) To make significant improvements in quality for
maximizing consumer satisfaction and to successfully
face competition in the global market as well;
c) To get support in establishing guidelines and criteria
that can be used in evaluating our own quality
improvement efforts; and
d) To seek specific guidance by fact finding and evaluation
team on how to achieve excellence in quality
2) What were the strategies that you followed for
achieving excellence in various activities ?
a) The top management of RSWM, Banswara is quite
aware of the prevailing quota free competitive market
scenario and thus it believes only in quality of output
product and quality of delivering the product. It has its
own vision and mission that revolves around Total
Internal & External Customer Satisfaction. The
governing body has given complete freedom to all its
employees and has made it completely accessible to
all the employees so that all sorts of process / quality
related shop floor complaints / queries / feedbacks for
further improvements / achievements down the line
would be analyzed, scrutinized and implemented
depending upon feasibility and pay back period in case
of any major technological upgradation. Systems have
been designed and recognized that nullify hierarchical
blocks and carry crucial information upwards for
appropriate and immediate action and the same
reciprocates itself. A summarized history that
highlights some of the improvement steps taken by
the pivotal body is given below which reflects the
manner in which the top management demonstrates
commitment to quality.
RSWM LIMITED
i) RSWM, Banswara believes in the fact that to produce
and ensure quality product, it needs quality people
and thus top management involves itself in
recruitment of professionals. Proceeding further, it
gives sufficient time to the beginners / amateurs to be
completely groomed and understand the policy,
philosophy and processes of the organization as a
whole.
ii) Timely in-house as well as outside training programs
are conducted.
iii) Inter-unit visits are scheduled for shop floor people to
share and exchange quality information.
iv) Management window programs and Technical
academies are regularly scheduled to create quality
alertness and awareness amongst all.
v) Shop floor people are encouraged and motivated to
visit various customer’s site to understand the failures
of our product and simultaneously to plan for
appropriate action at our end because we always
believe that quality is not an obligation rather it’s the
customer’s right to have.
vi) All sorts of quality improvement projects/kaizens
irrespective of dignity/scope are always recognized
and compensated through various ways and thus the
‘enthusiasm of always doing something new and
killing the stereotype’ prevails round the clock.
vii) The top management always acts keen and anxious to
pass on valuable information extracted by visiting
various major players in the field across the globe with
a notion of competing them in all walks of sustaining
the image.
viii) The top management always moves proactively to
accept and implement quality and efficiency
improvement packages such as TQM, ERP, Corporate
governance, etc in addition to major technological
modernization done recently.
b) Power comes with responsibility. The top
management has very clearly defined the job profiles
of each and every employee of the organization and
accordingly it has given threshold authority so as to
48
AN INTERVIEW WITH SHRI PRAKASH MAHESWARI
Commendation Certificate 2007 Large Scale ManufacturingRGNQA
get the work done effectively. The same has been
conveyed to all the employees down the line very
clearly and thus there is no instance of overlapping of
work. Simultaneously the organization has developed
surrogates for each function through a process of
multi-skilling so that defined work never suffers. The
management has taken help from ‘Hewitts
Consultancy’ to accomplish this task of defining
unique roles and defining the authority to perform
that role. The direct consequence of this exercise is
that each and every employee of this organization is
very clear about his job and thus the employees feel
more prioritized, secured and energetic. In addition,
undesired hierarchically delegated insignificant work
and procrastination born out of that has died out
completely.
c) RSWM Limited, Banswara is an exemplary
organization as far as communication with employees
is concerned. There are various forums / dimensions
by virtue of which management and employees share
and exchange their standpoints / concerns may it be
professional or social. This aspect of operation of our
organization can be best explained by the
‘communication tree’ depicted below.
Plant Operation Social Issues
Get Together during festivities
Lotus Notes Mail
Daily Quality meeting
MIS
Regular Plant Round
Seminars / Management window
Other counselling meetings
Mentors & Mentee Interaction
Birthday & Marriage ceremony greetings
Temple Aarti visit & Poojan activities
Club activities, Picnic & Excursions
Various celebrations for milestones achieved
Monthly Marketing Meeting
TOP MANAGEMENT EMPLOYEES
Our organization has moved one step ahead in
strengthening the communication between top
management and employees by forming various teams
each with a vision and identified motto comprising
members from various functions and a facilitator from
senior management that eventually has actuated cross
functional and healthy communication, that is,
communication structure and organizational structure
have been engineered in such a manner as to get the
maximum utility of the available human resources.
3) Tangible and intangible benefits accrued or likely to
accrue after achieving the Award.
a) National and international recognition as champions
of quality movement in India.
b) Publicity of achievement in printed and publicity
material of unit.
c) Motivation of complete RSWM Limited, Team, by
which RSWM Limited, Kharigram unit applied for this
award in 2007 and received commendation certificate
for large scale manufacturing textile organization.
4) What are Intangible benefits that you find in the area
of people management through this Award ?
a) Because of this award hiring of the candidate has
become easy. The liking of the people who join this
company is increased.
b) The efforts of the people towards improvement in
operation and other area is increased, Number of
Kaizens are increasing.
c) There is a remarkable improvement in time
management, the planning part is becoming more and
more strong.
d) Motivation level of employees is very high, even in
recession period the performance of the unit is
moderate.
e) There is a remarkable improvement in record keeping
and data management along with trends.
RSWM Ltd.
49
What are the motivational aspects for your organization
to apply for this award?
Rajiv Gandhi National Quality Award (RGNQA) is one of
the most prestigious and well recognized national awards
of our country given to leaders in manufacturing and
services sector organizations. Applying for this award was
another step towards our pursuit in providing excellent
service to our patients. Recognition by RGNQA not only
encouraged us but also enabled us to further improve our
parameters set for maintaining the highest level of Quality
in patient care and other healthcare services. Such
Awards motivate its employees as this a recognition to
their hard work and efforts in the improvement and
development of an organization. We have been the first
hospital in India to receive National Accreditation Board
for Hospitals and Healthcare Providers (NABH
Accreditation) and first hospital to have ISO 9001, ISO
14001 and Occupational Health and Safety Management
System 1800l. Our pathology is recognized by National
Accreditation Board for Laboratory (NABL) and CAP.
B. M. BIRLA HEART RESEARCH CENTRE
Therefore to stay at the top of the ladder among the
healthcare providers and accomplish our mission and
vision which is “To offer Highest Standards of Cardiac and
Thoracic Treatment and care to all sections of society at
Best Value – for – money and to be the leading Cardio –
Thoracic Care Institution in India with world class standards
of quality and service, we opted to apply for this award.
What Strategies did you follow for achieving excellence in
various activities?
We give our patients the best of services, quality and care.
To achieve this target, strategies and policies were framed
from the time of implementation of this Centre. From time
to time we make improvements in our strategies as
excellence cannot be achieved in a day and it has to be a
continuous process. Current strategies which are being
followed at our Centre for achieving Excellence in various
activities are : Daily Patient Feed-back, Staff Suggestion
Scheme, Talent Management, Regular Training for Staff,
Cross Functional Teams, Balanced Score Card, Nursing
Excellence, Medical Process Excellence, Employee
50
Commendation Certificate 2007 Large Scale ServiceRGNQA
B.M. Birla Heart Research Centre
Engagement improvement, etc. Besides this B. M. Birla
Heart Research Centre has one of best infrastructure and
most latest and advanced equipment in cardiac care
comparable to the best in the world. Our team of
consultants, doctors, para-medicals, senior executives and
other staff are well experienced and dedicated in their fields
of expertise.
What are the Tangible and intangible benefits accrued or
likely to accrue after achieving the award ?
Receiving Rajiv Gandhi National Quality Award –
commendation certificate was another feather in a Cap this
year, as we received two another awards this year further
boosting the image of B. M. Birla Heart Research Centre. As
far as benefits are concerned it has further given us National
Recognition. It will also give us mileage and make us stand
out among the crowd of hospitals.
It will also create awareness among our employees about
the importance of quality and thus it will be possible for the
management to streamline the processes for the
development without much resistance. It will work as a
motivator towards the employees and they will strive more
for excellence. It also helps develop a culture of continual
improvement both for the employee and organization as a
whole.
Moreover through the Rajiv Gandhi National Quality Award
we got the opportunity to judge our strengths and
weakness.
51
52
Fine organization is committed towards quality-based products made to customer's satisfaction. Total Quality Management (TQM) System has been implemented by adhering to quality control procedure, continuous improvement of quality products through incoming and outgoing inspection procedure, work environment, production process, safety/health of employees, proper house-keeping and quality service to consumers.
An ISO 9001:2000 certified company, we are also member of the Electrical Wiring Accessories Sectional Committee, ET 14, Bureau of Indian Standards.
The Company has up-to-date laboratory fully equipped with latest technology for all types of test as per specified scheme for the testing and inspection laid down by BIS and for R&D Purposes. We have a library equipped with the latest Technical, Management, Accountancy, Labour Law, Central Excise and other Motivational Books.
Improvement and continuous improvement to the extent of total quality control with supporting tool of PDCA (Plan, do, check and act) to optimize the quality and quantity is the policy of the company.
The suggestions from employees at shop floor are given due attention and consideration. This has resulted in improvement in production with ZERO defects. The employees are given in-house functional training/on the job training from time to time. This is provided by internal/external faculty from ISO, SISI and BIS to ensure quality as per required standard.
Production incentive scheme has been operative to encourage the employees for better productivity. Customer feed back through Dealers/Distributors, Market survey, Architect meets, Electrical meets, Exhibition/Trade fairs and visit to major sites are given due consideration and discussed in Management Review Meetings from time to time.
Our prices are comparatively lower than that of the other competitors and with no compromise with quality. The quality and productivity of our product is achieved through modernization of our Plant by introducing latest technology and with minimum of manufacturing wastage. Non-conformities are discussed in Preventive Action Group (PAG) and this act has proved to be effective in maintaining quality of the products.
Company communicates QUALITY POLICY and made it understood to all persons/ employees involved.
This organization is committed towards community and serves to benefit the down trodden through annual eye checkup and Operation camp, free denture camps every month. The company sponsored two beds in a hospital for poor patients. Fruit/ Milk to patients are supplied to
FINE SWITCHGEARS
patients in Civil Hospital Phagwara. Assistance is provided to educational institutions by providing free uniform with socks, shoes, books and stationary. Hand pumps were installed for clean water. Two Sewing training schools were opened for girls at Phagwara. An awareness campaign was launched for drug de-addiction and women foeticide, the burning topics of the day. The organization helped earthquake victims in Jammu & Kashmir State in 2005. A Creche was opened for the kids of working ladies in factory premises. Regular 'PRANAYAM' and 'YOGA' camps are conducted. The company is at the forefront planting trees and adopting Public Parks at Phagwara. Cool and clean drinking water is provided to passengers at Phagwara Railway Station the only best and free water service in Punjab. Labour welfare funds are arranged for the employees and they are given gift at the time of marriage. Vocational training to students referred by institutions in different fields like Production, Quality, Accountancy and Office Management, etc. Company invites the officers of civil authorities to talk on Civil Rights, Labour Laws and Traffic Rules, etc. The company believes in UNITY IN DIVERSITY and have a Hindu Temple and a Muslim worship place in the premises of the factory to boost the cooperative attitude and living in unison among each other. The Managing Director Shri S.P. Sethi has served the prestigious organization, that is, Rotary International in the capacity of Rotary Governor for Punjab, Himachal Pradesh and Jammu & Kashmir State. The Managing Director is serving as President Punjab Electrical Goods Manufacturing Association as the Vice President of All India Women's Football Association and is also the President 'Shree Gita Bhawan', Phagwara since 1999. The Joint Managing Director is the Secretary 'Laghu Udyog Bharti', Phagwara.
Inspiration and encouragement came from our revered father Late Shri Nanak Chand Sethi who was the main architect of what we are and where our company stands today. His goal from the beginning was not profit, but total devotion to the customer. He was of the opinion to give full return to the customer for his money spent on our products and make him proud for choosing FINE Switches.
The inspirational words of our parents motivated us and we surveyed the domestic and international markets and adopted all the technical/commercial factors of other manufactures, which lead our products to the top. The sincere and hard work of the Management/Staff and the force behind our quality control put us on the world map.
Though there were lots of hindrances/problems..
"Manzlen pane wale raste ke meel pathar nahi gina karte"
Commendation Certificate 2007 Large Scale ServiceRGNQA
2921.57
2004-05 2005-06 2006-07
3324.80
3655.6
PERFORMANCE CHART
turn
ove
r (R
s in
lakh
s)
BRINGING FRAGRANCE TO LIFE
SFP SONS (INDIA) PRIVATE LIMITED
53
SFP Sons (India) Private Limited, established in 1992 is an
ISO 9001 : 2000 certified EOU organization and its main
business manufacture of Attars, perfumes (EDP, EDT,
Colognes, etc), Essential oils and a range of Cosmetic
products like Talcum powders, Creams and Lotions and Hair
care products. All these products are marketed under the
brand names "Ahsan' 'Tara' 'Taibah', 'Malaki' 'Salaam'
'Silent Valley' and 'Crazy Moments' and are available in
more than 20 countries. The Company made its beginning
with a modest capital and gradually grew over the years to
register over Rs 36 crore turnover in 2007. Today it has
major market presence in Middle East, Africa, Sri Lanka,
Canada, United kingdom, Egypt, Malaysia, etc besides
domestic market.
The Company believes that a key factor for achieving
excellence and consistency in Quality is motivation of the
employees. In turn, the timely encouragement from the
government is a major driving force for motivation of the
management to maintain the Quality System.
SFP Sons has embarked on its voyage towards Quality.
Conceiving customer focus as a corporate paradigm, it has
worked relentlessly through implementation of stringent
measures with a thrust for a transformational change for a
higher level of performance. Many faceted inputs were
given in its noble venture and assimilated and its
manifestation was the award of ISO 9002 certificate in
January 2000 for its operation for quality management
system by the Bureau of Indian Standards. In its mission to
add value to its services, this was one more step ahead.
An Interview with Shri Dinesh S. Patel :
1) What are the motivational factors for the organization
to apply for the award ?
The basis of this award is recognition of the aspects of
excellence in an organization which is a sure and strong
motivation for the management. In addition, the award is a
prestigious and coveted one at the national level and even
the top companies, that is, with each other in winning this
every year. Securing the award will exponentially raise the
market visibility of the organization and result in
rededication of its efforts towards achieving better and
higher excellence in the future which in turn will help the
company to succeed globally. In short, the Rajiv Gandhi
Award is a Gold Standard for such recognition awards
meted out elsewhere in the world. It gives the company a
self-assessment where it stands in comparison with other
industries in the country. The company's long vision is to be
in a commanding position in the area of perfumery and set
standards for FMCG perfumery products in India.
2) Strategies that were followed for achieving excellence
in various activities : The organization has adopted ISO
9001 standards for its activities in the entire organization
By following the 8 basic elements of quality management
principles – mainly customer focus, leadership,
involvement of people, process approach, continual
improvement and mutually beneficial supplier
relationship.
Employing qualified and trained personnel for constant
improvement.
Sincerity and hard work of employees.
The company has obtained Good Manufacturing Practices
(GMP) certificate and adopts in the production processes.
All the products manufactured conform to International
Fragrance Association (IFRA) and FDA standards.
Well equipped laboratory with modern facilities.
Constant update with current advances in science and
technology.
Visiting several national and international organizations
and conferences to update knowledge.
Rigorous survey of market to identify gaps and potential.
Personal interactions with suppliers and customers and
arranging suppliers meets.
Understanding competitors by competitor analysis and
benchmarking.
Commendation Certificate 2007 Small Scale ManufacturingRGNQA
SFP Sons (India) Private Limited
54
Regular training programs for employees to make them
understand and commit themselves to the quality
objectives of the business.
Periodical internal audits and analysis of data.
Innovating new products by R&D department which are
then sent to the valuable buyers for their feedback and
suggestions.
Encouraging new ideas from all employees and rewarding
good performers.
Reviewing the status during the corresponding period of
the previous year and implementing action for further
improvement in all the areas.
Organizing individual and collective Interactions with the
departmental heads to identify various solutions. This helps
in eliminating the system flaws and shortcomings using a
holistic perspective.
It is in the process of getting ISO 14001 certification for
Environmental Management System. Above all, the
management embodies a vibrant and pragmatic vision for
the future which is endorsed enthusiastically by all its
employees.
3) Tangible and intangible benefits accrued or likely to
accrue after achieving the award
Tangible benefits:
1. Awareness of the organization's name and products
will be greatly enhanced resulting in a positive impact
on the market and financial gains.
2. Will empower the organization with special status
towards greater leadership at the national level in the
perfumery area.
3. Will help in raising internal standards and targets.
4. Will help retain employee loyalty and commitment.
Intangible benefits :
1. The company will serve as a role model for other
aspiring companies.
2. Status of the company in the international scenario will
receive a great fillip.
3. Contribution towards instilling confidence among
international players for Indian products in a generic
manner.
4. Appreciation of the organization by society may and
often does play a vital role in securing the success of
the business.
5. When faithfully and aggressively pursued it results in
cultural transition and an atmosphere of continuous
improvement.
6. The other major advantages are :
- Improved customer satisfaction.
- Increased competitive strength.
- Greater market share and
- Global acceptability
Entrance View of J.P. Foundries Belgaum
We had been reading about this award for many years. We
wanted to apply for this in the year 2001 itself but when
we read through the details we realized that we had a long
way to go before we could apply. It was a revelation to us
and we decided to improve our total working before we
could aspire for it.
The market had changed dramatically after the
liberalization, privatization and globalization was
ushered in, in 1991. The customer started becoming more
and more demanding as the MNCs started coming in to
India and imports were freely allowed. We realized that
unless we improved our working to meet the challenges
of the market we would not survive. The market became
very competitive and demanding. The market turned
from a SELLER's market to a BUYER's market. It demanded
and still demands:
1. Q for QUALITY
2. C for COST: competitive cost.
3. D for DELIVERY: as and when and where required
4. S for SERVICE
5. F for FLEXIBILITY
6. I for INNOVATION: to keep pace with market
7. M for MANAGEMENT: good management to meet
all these challenges
We undertook many initiatives like ISO 9000, ISO 14001
EMS, 5S, 6Sigma, Zero Defect concept, Kaizen, etc. We
had also won the National Award for Quality Products in
Small Scale Sector 1998 and the Best supplier award from
our major customer, so we thought that we should
attempt for RGNQA.
55
Front view of office block - J.P. Foundries
A JOURNEY TO EXCELLENCE
J. P. FOUNDRIES
Commendation Certificate 2007 Small Scale ManufacturingRGNQA
J.P. Foundries
We also realized that working for the RAJIV GANDHI
NATIONAL QUALITY AWARD would be a driving force for us
and the employees as it involved the concept of TOTAL
QUALITY MANAGEMENT. We expected to improve our
total working keeping in view the various criteria for
assessment. And we can now proudly confirm that it has
really helped us to improve. The workshop on RGNQA organized by BIS at Bengaluru
was an eye opener for us and gave valuable guidance. We
apprised all our employees regarding the RGNQA and set a
target date for application for the award.
We conducted regular training sessions for all the Head
of the Departments (HODs) and the key employees in
order to make them aware of the criteria for assessment
and the advantages of the effort. Monthly targets were
set to each HOD to make the effort time-bound and
effective. This motivated each employee to achieve the
targets in all areas and we could see marked
improvement in their performance.
First we decided to go in for ISO 14001:2004 EMS
certification and achieved the difficult task for an SSI
Foundry unit, by the target date.
Our procedures in all the areas were streamlined.
We had been carrying out various activities under
'Corporate Social Responsibility' and we laid more stress on
this and increased our budget. The employee satisfaction
survey was made more inclusive to enable us to understand
the issues and take suitable action.
Due to the various steps taken to get this award there is a
marked improvement in the performance parameters. The
business results have improved and the morale of
employees has gone up. Employee satisfaction is up. Their
dedication to work has gone up and they are enjoying the
work. The recruitment and retention has improved.
We are now recognized as the suppliers of reliable quality
products. Our customer base can be expanded if we desire.
We are looked upon as the 'Champion' of Quality. Our
standing in the Society now is as an Ethical, Quality
Conscious manufacturer. We have an opportunity for still
further growth.
Public Garden Maintained by J.P. Foundries
56
57
JET KNITWEARS PVT. LTD.
MANUFACTURER AND EXPORTER OF KNITTED UNDERGARMENTS
Since inception we at Jet Knitwears Pvt Ltd, Kanpur, have
strong faith in Quality, so we have the principles of quality in
production, sales and after sales services. We proudly acclaim that since 2002 from BIS we are the first
in the Small Scale Industry(SSI) Sector for Hosiery
Undergarments manufacturers in the country to implement
ISO System till date. So our commitment to Quality is well
established in the market. We have been recipient of the
National Awards of Entrepreneurship, Quality and
Research and Development by Ministry of SSI, Government
of India in different past years. Ours is the only SSI undergarments unit in India having all
these awards. By adopting ISO Systems and by achievement
of these awards, our unit was able to further upgrade the
quality at each and every step. During the routine ISO audit by BIS Team, it has come to our
knowledge that BIS instituted the Rajiv Gandhi National
Quality Award (commendation certificate) under the
Category of MSMEI – in Textile Sector as well and we
applied.
In general practice our unit works on the following four
policies : 1. Firm Faith in Positive Working.
2. Continous Upgradation of Production Systems.
3. Upgraded Quality on Reasonable Rates.
4. Satisfaction of The Customer.
By adhering to these policies, our units was able to receive
this award.
Strategies of our unit are based on:
a) Minimum stress to our workforce with maximum
output by controlling material handling systems and
simple mechanization of handling equipments.
b) Safely working conditions.
c) Proper Training to the Staff.
d) Maximum possible Reduction in Power at all levels.
e) Reduction in Water Consumption in processes.
f) Follow-up of ISO 9001:2000 QMS in truthness.
Commendation Certificate 2007 Small Scale ManufacturingRGNQA
Winning the most prestigious Quality circle award in India,
that is, Rajiv Gandhi National Quality Award 2007 has been
a significant achievement for Tasty Dairy Specialities
Limited family. In many ways, it authenticates our
resolution and firm commitment towards the best
processes and quality standards applicable on us.
Winning this award confirms the fact that our
ISO 9001:2000 and HACCP certified process methodologies
and quality practices are of the highest standards, and that
they provide consistent, world–class results and benefits to
our esteemed clients and society we live in. The award
brought laurels along with the inspiration, recognition and
honour for us. Once we use the word inspiration, getting
this recognition in form of “Commendation Certificate”
augmented our desire to be the best and win the best of all
category award next time.
We feel very proud of ourselves once we add the phrase “A
Rajiv Gandhi National Quality Award, 2007 winning
company” but at the same time without being complacent
we availed ourselves a chance to introspect and found that
there still lies a lot of room for improvement and the work
has been started to bring the same up to the best.
In today's super competitive global market, there is a race to
achieve the best. Our company by the virtue of its vision was
always in pursuit of excellence in term of quality, process,
products and services. The intention behind applying for the
award was preliminary to set a benchmark for ourselves in
the form of being the best in everything we do. We found that
even in the event of failure in winning this award, the
wrenching self examination, new policies and tough
standards needed merely to qualify for these prizes would be
yielding a valuable dividend for our company and could have
brought dramatic change in our pattern of working.
MOTIVATIONAL ASPECTS BEHIND
APPLYING FOR THIS AWARD:
TASTY DAIRY SPECIALITIES LIMITED
The motivational aspect for our organization to apply for
the award can be summed up as our intention to avail
ourselves a chance to stand beside the champions of
quality movement in India, to get judged ourselves by a
team of experts in this field and an intention for getting
recognized for our sincere efforts towards quality.
In the quest for winning this award, we had to strive hard,
sweat through long hours and a lot of paper work. Though
the strategy that we followed for achieving excellence in
various activities was one of the most simple and humble
one, that is, “to put in our best for being the best”. However
a very clear and calculated methodology was defined and
adopted towards achieving this goal which included:
An inter-departmental audit for all functions in our unit was
done which was followed by a critical assessment report.
The report was discussed with top management along with
different departmental heads and areas of concern were
identified.
The strategies were discussed and devised based upon
which direct action plan with time limits was formulated
and put into implementation.
A mid-term assessment was done and the targets were
achieved well within the prescribed time period which was
followed by a final inter-departmental audit.
Finally a power-point presentation was made on our
policies, activities and business results in brief and was
explained to the visiting team.
In brief this whole exercise was exhaustively done with
clearly defined targets in mind and proved to be much
beneficial in achieving our goal.
STRATEGIES THAT FOLLOWED FOR
ACHIEVING EXCELLENCE:
58
Commendation Certificate 2007 Small Scale ManufacturingRGNQA
Tasty Dairy Specialities Ltd.
BENEFITS ACCRUED OR LIKELY TO
ACCRUE AFTER ACHIEVING THE AWARD:
The benefits that we drew with winning this prominent
award included the following:
We were recognized as champions of quality movement in
India due to our efforts and commitment towards overall
quality. The news of this achievement was covered
appreciably by all leading news papers and media channels.
This has given us a significant and important mileage over
others in the same trade.
The overall image of the company in corporate circles and
general public has improved a lot as they are now more
assure of the quality of our products and services. Our
consumer loyalty and faith grew stronger after our winning
this award.
We have been getting new customer enquiries especially
from Institutional ones from ever since we have been
chosen for this award.
We were able to introspect and analyze ourselves
thoroughly from both of our strength and weakness angles,
which resulted in better processes, better management
and better control over quality in our results. Our systems
and processes have become the more sturdy ones resulting
in increased efficiency. The new systems we adopted after
this exercise have resulted in success in reducing
production losses, rejections and scrap. As a result we were
able to draw more production per shift which increased our
profitability ratio.
Our employees, now more proud of working in this
company, have become more affectionate towards our
company and their sense of belonging grew stronger with
the pride of this honour. A new zeal and enthusiasm has
entered in our work force and the sense of quality
consciousness has been inculcated in our employees.
In a nutshell, this whole exercise of winning this award
transformed us into the more thorough, more profitable
and simply better enterprise.
59
Q. What were the motivational aspects for your in India and establishing grinding units near source of
organization to apply for the Award? flyash availability for better economy through freight
optimization and to encash market opportunity.A. The Company 's vision to become recognized as one
amongst the leading players in the cement industry. Enhancement of organization towards total quality for
The Jaypee group's own initiatives in infrastructure business excellence.
sector like thermal power, concrete dams, express Q. Strategies that were followed for achieving excellence ways, Real estate development, hospitality, etc, as
in various business activities?well as the general developmental scenario in the
country, the whole necessitated a growth in the A. Some of the strategies followed for achieving cement production capacity of JAL. Accordingly JAL
excellence in business activities are listed here under : cement division has regularly added capacity
through expansion and more recently this growth Cost effectiveness through saving in freight cost of
has been very explosive (Figure 1 & 2 a).flyash and cement dispatch by establishing
grinding/blending units near source of flyash A strategic feature of this expansion has been an availability. Establishing new plants in various states expanding business horizon to a national level, from utilizing opportunity of favourable tax benefits offered primarily being regional, by establishing plants in by the states. Achieving self reliance on power besides various states for taking advantage of respective achieving consistency and reliability of plant operation. natural marketing zone (NMZ), and strategically Ensuring cent-percent capacity utilization through building up on the existing strengths of quality, energy continual improvement and upgradation of plant and efficiency and high productivity.equipment.
Application of innovative technologies and business Installing a strong system of capturing customer voice strategies like setting up blending units for the first time
Figure 1
60
JAIPRAKASH ASSOCIATES
Commendation Certificate 2005 Large Scale ManufacturingRGNQA
61
through regular perception surveys and using input for Establishing new railway siding at the Bela Plant for strategic planning for business improvement. Adopting reduction in cost of product & raw material handling regular satisfaction measurement with an approach to and logistics.enhance employee satisfaction for building a
motivated work force eager to meet company's Instituting a separate training center The 'Technical
objectives. While focusing on the policy of cost control, Training Group' (TTG) for meeting the training
no compromise was made on vital cost elements that requirements for upgrading knowledge and skills of the
are necessary for sustainability of the organization.employees at a fast pace. For this JAL has opted for
some advanced training tools like the Cement Process Leadership involvement in initiatives on quality Simulator for the first time in the country.management, environment, and occupational health
management aspects by acquiring ISO 9001, 14001 and Q. Tangible and intangible benefits accrued or likely to
OHSAS 18001 certifications and NABL accreditation for accrue after achieving the Award?
the cement plant's QC Lab.
A. JAL has benefited greatly due to the increased Promoting and promulgating quality circles, safety
consciousness in cost reduction, productivity circles, interactive fora, corrective and preventive action
enhancement and sharper focus on safety and committees (CPACs), cells for monitoring environment
environmental concerns.and energy for encouraging and implementing in-house
ideas and for management of continual improvement. The benefits accrued can be judged by looking at the Encapsulating and cascading of organization's cultural typical results of performance criteria relating to values to support a strong induction program to ensure customer, employee and business related results as culture and value-fit of new employees. Development of displayed through figures 2(a) to 2(d) for JRP.future managerial cadre (FMC) for faster development of
The eager customer acceptance of the Jaypee cement talented employees as well as the Development Core brands in trade sales as well as their selection by choice Group (DCG) as reserve cadre, to meet exigent for prestigious institutional projects and the continued requirements for managing critical functions at any of patronage for decades of important institutions like the the several plant sites.Indian Railways bear testimony to the brand loyalty
Installing an ERP system for interconnecting all business enjoyed by Jaypee's brands of cements. the focus on locations for effective management control of resources and quality and resultant customer loyalty is probably the business processes. Establishing V-sat communication biggest benefit obtained providing the force to pull the between plant sites, sales centers and warehouses for expansion program.achieving cost-effective and faster deliveries.
Jaiprakash Associates
Figure 2 (a)
CA
PA
CIT
Y (
MW
)
350.0
300.0
0.0
50.0
100.0
150.0
200.0
250.0
2003
2004
2006
2009
2010
2011
Fut
ure
Pla
n
YEAR
25.050.0
88.0
248.0
308.0 308.0
CAPACITY EXPANSION IN CAPTIVE POWERGENERATION (MW)
CA
PA
CIT
Y (
MIT
PA
)
32.0
28.0
0.0
4.0
8.0
16.0
20.0
24.0
2008
2004
2002
1996
2009
2010
2011
Fut
ure
Pla
n
YEAR
CAPACITY EXPANSION IN CEMENT PRODUCTION(MILLION TON PER ANNUM)
12.0
1986
1981
1.02.5
4.0 4.27.0
9.0
19.4
26.5
31.0
62
Jaiprakash Associates
Figure 2 (b)
Figure 2 (d)
To
tal S
p. H
ea
t C
on
s.
(Kc
al/K
g)
2004 - 05 2005 - 06 2006 - 07 2007 - 08YEAR
704
708
698 698
712
708
704
700
696
692
JAYPEE REWA PLANT TOTAL SP. HEAT CONSN.(Kcal/Kg-clk.)
To
tal S
p. H
ea
t C
on
s.
(kW
h/T
)
2004 - 05 2005 - 06 2006 - 07 2007 - 08
YEAR
94.3
JAYPEE REWA PLANT TOTAL SP. POWER CONSN.(KwH/t.-cem.)
84.0
86.0
88.0
90.0
92.0
94.0
96.0
92.9
89.9
88.1
CO
EM
MIS
SIO
N2
(To
n-C
O/T
on
-Ce
me
nt)
2
2004 - 05 2005 - 06 2006 - 07 2007 - 08
YEAR
JAYPEE REWA PLANT Co EMMISSION PER TON OF CEMENT2
(Ton-CO /Ton-Cement)2
0.602
0.604
0.606
0.608
0.6010
0.6012
0.6014
0.6016
0.60180.615
0.616
0.607 0.607
2004 - 05 2005 - 06 2006 - 07 2007 - 08
YEAR
12000
10000
8000
6000
4000
2000
0
YEAR WISE PERSONNEL TRAINED
2580 3032
84979679
PE
RS
ON
NE
L T
RA
INE
D
2004 - 05 2005 - 06 2006 - 07 2007 - 08
120000
100000
80000
60000
40000
20000
0
YEAR WISE TRAINING MAN HOUR
17230 TR
AIN
ING
MA
N H
OU
R
33389
61462
104612
YEAR
0.70
JAYPEE REWA PLANT WASTE UTILIZATION(MILLION TON PER ANNUM)
0.65
0.60
0.55
0.50
0.45
0.40
2004 - 05 2005 - 06 2006 - 07 2007 - 08YEAR
FLY
AS
H C
ON
S (
MIT
PA
)
0.49
0.54
0.65
0.68
A humble beginning that started 28 years ago through the the employees and management has contributed to a very
setting up of a Polyvinylchloride (PVC) pipe manufacturing high level of customer satisfaction.
plant at Kollam, a coastal town in south Kerala, the Hycount pipe is the flagship brand of Hycount group of installation of Hycount Plant at Kollam was a dream-cum- industries and is the result of the company's commitment true project of a visionary industrialist late Prof M K A to quality health, hygiene and social involvements. Hameed, who also had the distinction of being the Sophisticated state-of-the-art technologies, adherence to chairman of the Kerala State Planning board at the time of international standards and environment-friendly its formation in 1967. Prof Hameed started his business practices have contributed to the brand success. Every career in 1980 by opening a PVC manufacturing plant at inch of Hycount pipes not only glitters with quality hygiene Kollam. He initiated steps to promote PVC pipes as a but also assures durability.successful alternative for G.I. Pipes for potable water
Business plans are evolved by regular monitoring and supplies with considerable advantage in cost, durability,
analysis of business activities and competitive ease of installation, etc.
environment. Customer pull strategy has been adapted as Hycount is the manufacturer of high quality rigid PVC pipes company's marketing strategy which encourages the and allied products. Ever since its commissioning of the employees and management to reach heights. Frequent first plant at Kollam, Hycount attained the status of one of interaction with different departments with data analysis the manufacturers of No. 1 quality PVC products in the from different segments of the company is our regular country and continue to remain the market leader in the feature. At Hycount, growth is attained through ideation, southern part of India with an installed capacity of over protection and preservation by providing end-to-end 20 000 metric tones per annum produced from four units value added services.spread across Kerala.
The government of India is keen to develop our country at With the onset of globalization in the early 1980's the par with the competitive global standards. We should quality of products and services along with human enhance our efficiency and should embrace the global resources started gaining importance both in the competitiveness by addressing challenges and not by manufacturing and service sectors. The PVC industry was evading them.no exception to it. The process of globalization brought lot
A very sophisticated and well equipped laboratory is of changes in communications, technological innovations
attached to the production unit for which we are in the and along with them competitiveness. To survive in this
process of getting NABL accreditation.atmosphere, there was a need of being one up. We, at
With the advent of technology globalization and Hycount realized the vital importance and need of product
increasing purchasing power, the consumer market has quality along with human resource development. The
grown in size. The management and employees identified organization then started exposing the manpower to
the need to explore the possibilities of implementing total performance improving techniques. The objective was to
quality management system in the organization. As a first train the manpower to face the challenging situations and
step the organization started operating quality improve their performances to survive in the competitive
management system since 2001 and is certified by industrial environment. The net result was better
The BSI India Pvt Ltd.understanding and cordial relationship between
management and employees resulting in a collective Energy usage is controlled and regularly monitored with leadership. This is a major development in the area of utmost care. Wastage of water is minimized through human resources. The sustained brand image of Hycount recycling of used water, besides rainwater harvesting. pipes and allied products attracted many customers Hycount is a pollution free industrial unit and is in including state and central government departments and possession of ISO 14000 certification certified by The BSI public undertakings from far and wide. The overall growth India Pvt Ltd.of company and indomitable quality consciousness among
63
HYCOUNT PLASTICS & CHEMICALS
Commendation Certificate 2005 Small Scale ManufacturingRGNQA
Hycount plastics and chemicals is committed to develop its
business of the production of PVC pipes based on the
ecological and economical sustainability. The management
and all employees are committed to the care of
environment and the prevention of pollution, thereby
improving environmental performance. The organization
operates the processes which are prescribed under the
environmental protection act and in conformance with the
relevant environmental legislation.
Our efforts for sustainable development are based on the
result of our positive approaches and analysis in the
business process. It gives strength and energy to our growth
aspirations. We also approach positively towards the
weaker areas ident i f ied by us e i ther dur ing
internal/external audit process or while monitoring the
cont inua l improvement of our Tota l Qual i ty
Management(TQM) system. The company is basically self-
oriented and self-assessed. Our rapid growth is based on
our firm determination for the overall development of the
company. We are confident that our efforts for sustainable
development of the industry and growth of our country will
bear fruit and spur us on to greater success in the coming
years.
The organization has won various state and national awards
including Rajiv Gandhi National Quality Award
Commendation Certificate consecutively three times (in
2003, 2005 and 2006). Apart from these we received the
best entrepreneur award of Kerala state (The MP Pillai
Memorial Award of Kerala) and the best Kollam District SSI
award. We also received the best tax payer award for the
year 1994-95 from the department of income tax,
Government of India.
The national awards and honours have not only added
feathers to the crown of success of Hycount but also
contribute a lot to the moral values of all employees and
management. The employees at Hycount are highly
motivated to strive for excellence and giving special
recognition to those who are considered to be the leaders
of quality movement in India. The awards/honours have
generated interest and involvement of all employees of the
organizational setup in quality programme, drive our
products and services to higher levels of satisfaction and to
equip to meet the challenges ahead in domestic and
international markets.
The company's commitment to quality and timely delivery
propelled our growth. Following the quality initiatives the
industry has achieved major economic gains. Hycount is
expanding into new markets. Our core philosophy is to
develop and maintain long term relationship based on
trust, honesty, open communication and loyalty.
Accordingly, we offer a consistent business plan designed
to achieve the goal.
Hycount Plastics & Chemicals
64
BUREAU OF INDIAN STANDARDS
Hkkjrh; ekud C;wjks
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