speed - abgmlp.adityabirla.com · sigma,!lean,!!rcm,!tpm! •supporngin implementaon!...
TRANSCRIPT
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 2
Objective
• The objec*ve of this presenta*on is to give an Introduc*on of Business Excellence & WCM Framework & Prac*ces in ABG
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 3
Content
• Introduc)on – CWCM func)on
• Introduc)on to Business Excellence Framework • WCM Prac)ces
• The structure and the teams concept
• Group recogni)on program on Business Excellence/WCM
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 4
Chairman
Director Group Corporate Services Mr. Rajiv Dube
Head Corporate WCM -‐ Jagdish Ramaswamy
Facilita)on Service
Organization Structure
Opera)onal Excellence L & S support
• On-‐ site Facilita*on
• Self assessment competency development
• Competency Building on Six Sigma , Lean, RCM, TPM • Suppor*ng in implementa*on
• Knowledge sharing – best prac*ces within and outside the group
Recogni)on Program
• Administra*on of WCM awards
• Administra*on of Group wide Team compe**ons
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 5
Role of CWCM
To promote & support business excellence ini*a*ves and collaborate with group businesses in enterprise wide Excellence
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 6
• A Pioneering Ini*a*ve Launched in 1996 By Dr. Kumar Mangalam Birla with the Message ‘Beat the Best’
• Ini*ally World class manufacturing (WCM) focused on building excellence in manufacturing prac*ces, now moving to Business Excellence
Genesis of WCM -A Key Group wide Initiative
The Desire and the Need to become a True Global Company
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 7
WCM Basics – Building Mindset/Skills, basic processes
WCM framework Maturity Tracking -‐ Assessment Processes
• Self assessment • External Assessments
• Cross func)onal working
• Customer focus • Asset care • 5S • EHS • Self Maintenance
• Con)nuous Improvement
Opera)onal Excellence -‐ Improvements
• Competency & Project Support Six Sigma, Lean, RCM, VE
Business Excellence • WCM Business Level Applica)on
Achieving Excellence Our Journey from Basics
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 8
Chairman – Mr. Kumar
Mangalam Biirla in Circular No 953 dated 3rd
Dec 2011
I believe adopting the WCM Business
Excellence Framework across all our businesses will give our Group a competitive edge
I am advising CWCM to step up their work with the businesses to deploy the WCM
Excellence framework at the business level in addition to Units
I also encourage the
Group’s Service
businesses to embrace the
framework for enhanced
competitiveness
Chairman on Business Excellence
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 9
Aditya Birla Business Excellence Framework
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 10
Principles of Excellence
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 11
Market &Customer
Orientation
Shareholder’s Value
Min
dset,
Cul
ture
& P
assio
n
V
ision, Mission, Values & Strategy Teams-Inspiration, Creativity & Continuous Learning
Linkage with International Business Excellence Models
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 12
BUSINESSRESULTS
(10%)
20000Enablers
10% Results(40%)
Processes50%
12,000 20,000
C ustomer Satisfaction
(9%)
People and Process involved in the Key Focused Areas
Financial Management Sustainability
Asset/ I nfrastructure ManagementSupply Chain Management
Market and Customer Orientation Quality ManagementPeople Management
I nformation – Management & TechnologySystematic I nnovation
Technology Management(50%)
K ey Performance Indicators
(QCDIP) (6% )VisionaryL eadership
(6% )
Strategic Planning
(4% )
People Satisfaction
(6%)
Societal Satisfaction
(5%)
Supplier Satisfaction
(4%)
Aditya Birla Business Excellence Framework (ABBEF)
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 13
Enabler – Process - Result
X
Process
Result
Sustainability, Further
Improvement ?
Enabler
X
Result
Short term performance,
Frustration
Enabler
Process
Result
Sustainability Further
Improvement
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 15
Results - performance
Trends • Are positive and/or is sustained good performance
Targets
• Are set for the key results • Are appropriate • Are achieved
Comparisons
• Are made for the key results • Are appropriate • Are favorable
Causes
• Relationship between results achieved and their enabler / processes is understood • Based on the evidence presented there is confidence that positive performance
will be sustained in the future
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 17
RADAR Elements and Attributes
Market &Customer
Orientation
Shareholder’s ValueM
inds
et, C
ultu
re &
Pas
sion
Visio
n, Mission, Values & Strategy Teams-Inspiration, Creativity &
Continuous Learning
Plan and Develop Approaches
Assess and Refine Approaches and
Deployment
Deploy Approaches
Required Results
Approach: • Sound • Integrated
Deployment: • Implemented • Systematic Assessment and Refinement
• Measurement • Learning & Improvement
Results • Relevance & Usability
• Relevance (right KPI??) • Data Integrity
• Performance • Trends • Targets • Comparisons • Causes
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 18
The framework can be used as a guide to carry out self assessment on the progress of Excellence journey and serve as direc*on guide for improvements
Purpose of the Framework
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 19
Excellence enabling Processes
Basics-‐ Self Assessment Biennial
External Assessment
BE Self
Assessment
Gaps/
Opportunity
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 20
Business Excellence framework- Assessment
Business Excellence Framework
Annual Performance
improvement Plan
Self Assessment (Assessment Tool
– RADAR)
Opex Methods (Six Sigma, Lean,
VE, RCM )
Performance Gaps • ------- • ------- • -------
Measuring Improvement
Group Excellence Competition
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 21
Six Sigma Lean
Value Engg.
Reliability centered
Maintenance (RCM)
Opex Methods
Operational Excellence Enablers
Developing competency, Suppor)ng improvement execu)on
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 22
WCM Implementa<on in Units
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 23
Corporate WCM
Steering Committee ( Responsible for Enablers)
Sub Committees
( Deployment of Processes)
WCM Secretariat
Operating Teams
Facilitating Structure
Business Excellence
Typical Structure – unit level
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 24
Steering Committee
Sub Committee 1
Zones Zones Zones
L 1 L 1 L 1 L 1 L 1 L 1 L 1 L 1 L 1 L 1 L 1 L 1 L 1 L 1 L 1 L 1
Zones
WCM Secretariat
Within unit structure
for example- packing and warehouse zone
Sub Committee 2
Sub Committee 3
for example- dispatch team
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 25
3. Inspire Teams
1. Form Teams
2. Equip Teams
Within unit deployment
Quality
Delivery Cost
Innovation
Teams Focused on QCDIP, BASIC cleanliness
Productivity
WCM takes improvements to the grass root level & creates
Passion amongst employees
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 26
Equip the Teams- Mindset
• “Zero Customer Complaints” • “Zero Breakdowns”, • “Zero Accidents”, • “Zero Pollu*on”, • “Zero Defects” and • “Zero Losses” through the Zero Abnormality Movement
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 27
§ Housekeeping – 5S
§ How to iden*fy early problems in equipments -‐ Abnormality management (8 types of abnormality)
§ How to iden*fy non value adding ac*vi*es -‐Waste elimina*on (12 types of wastes)
§ Kaizen-‐ Con*nuous Improvement
§ Self Maintenance
§ Problem Solving Tools
Equip the Teams- skillset
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 28
Group Recogni<on Program -‐ WCM
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 29
Group Wide Recognition
Launch 2000
Second Cycle 2002
Third Cycle 2004
Fourth Cycle 2007
Fifth Cycle 2009
Chairman’s Business Excellence(WCM) Awards
Sixth Cycle 2011
seventh Cycle 2013
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 30
Market &Customer
Orientation
Shareholder’s Value
Mind
set,
Cultu
re &
Pas
sion
Visio
n, Mission, Values & Strategy Teams-Inspiration, Creativity & Continuous Learning
Levels of Maturity
• >80 % Platinum level
• >70% scores in assessment Gold level
• > 60% scores in assessment Silver level
• > 50% scores in assessment Bronze level
UNIT LEVEL, REGIONAL LEVEL, BUSINESS LEVEL
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 31
BE/WCM Recognition
Market &Customer
Orientation
Shareholder’s Value
Min
dset
, Cul
ture
& P
assi
on
V
ision, Mission, Values & Strategy Teams-Inspiration, C
reativity & Continuous Learning
Integrity Commitment Passion Seamlessness Speed 32
-
Group Wide Recognition - TEAMs