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E&Es Departments /

Sections are like


diamonds of different
cuts and colours.

BUSINESS EXCELLENCE is the gold


that will hold them all together to
create the crown for E&E.

BUSINESS
EXCELLENCE

Agenda

Why are we here?

What am I expected to do?

What is the CII-EXIM Bank Award for


Business Excellence?

Why are we here?

E & E is applying for CII-EXIM Bank Award for


Business Excellence, for FY 2010-11.
The initial assessment is on our Application
Document, based on the Business Excellence
Model, defined by CII.
Based on its assessment, there will be Site Visit
by a team of Assessors in September / October
2011.

What am I expected to do?

How is Godrej E&E progressing in its


journey of BUSINESS EXCELLENCE?
In the days to come prior to the Site Visit ,
we shall be having smaller meetings
(Department / Section / Function), where
we shall deliberate on the specifics
applicable for each group.

What is the Business


Excellence Model ?

Introduction

Various Perspectives of Business Excellence

8 Fundamental Concepts of Business Excellence

The 9 Criteria, 32 Criterion Parts and


Guidance Points of the Excellence Model.
RADAR Logic

Why Business Excellence Model?

A tool for self-assessment to know where we are


on the path of Excellence; understand the gaps
and stimulate solutions.
A basis for a common vocabulary and way of
thinking about the organization which is shared
across all functions.
An external and impartial assessment, including
Vendors and Distributors.
Possibility
of
receiving
suggestions
for
improvements and appreciation of Good Practices
(motivation for managers).

Why Business Excellence


Model?

Facilitates learning opportunities


development for managers.

and

professional

Accelerates the improvement efforts.


Some of the best Corporates in India TATA, RPG, Birla,
Kirloskar groups have already established Internal
Awards; running now for several years.

Business Excellence Models

Around 80 countries have Business Excellence Models.

Global Network of Excellence Model Organizations GEM.

The Deming Prize (1951)

The Malcolm Baldridge National Quality Award (1981)

The European Quality Award (1991)

Australian Business Excellence Framework (ABEF)

South African Excellence Model

Dubai Quality Award (DQA)

Shiekh Khalifa Excellence Award (SKEA)

Business Excellence Models


in India

CII EXIM Bank Award for Business Excellence

Rajiv Gandhi National Quality Award

IMC Ramakrishna Bajaj National Quality


Award

CII-EXIM Bank Award for Business


Excellence

Instituted jointly by CII and EXIM Bank in 1994 for


promoting Excellence among Indian industry.
Established to promote awareness of Excellence as an
increasingly important element in competitiveness.
Recognises excellent businesses and increases the
understanding of the elements critical for Excellence.
The most prestigious award in India for Excellence that
an Indian company can aspire for.

CII-EXIM Bank Award for


Business Excellence

Instituted jointly by CII and EXIM Bank in 1994 for


promoting Excellence among Indian industry.
Established to promote awareness of Excellence
as an increasingly important element in
competitiveness.
Recognises excellent businesses and increases
the understanding of the elements critical for
Excellence.
The most prestigious award in India for Excellence
that an Indian company can aspire for.

CII-EXIM Bank Award for


Business Excellence

Based on EFQM (European Foundation for Quality


Management) Excellence Model.
Based on universally accepted standards and
practices found in :

The European Quality Award,

The US Malcolm Baldridge National Quality Award,

The Japan Quality Award and

The Australian Quality Award.

CII-EXIM Bank Award for Business


Excellence

The Model focuses on the organization's practices


and performance under 9 different Criteria which
are further divided into 32 Criterion Parts.
The Award is not given for specific products or
services.
To be an Award winner, a Company must
demonstrate Excellence in results, w.r.t. its
various stakeholders through Excellence in

processes and people.

The Assessment Process


Submit Application
Document
Document Assessment
and Consensus Meeting
Screening for Site
Visits
Site Visits

Jury Meeting

Award Presentation

Feedback Report

Business Excellence Award Criteria


Status
700 +

600 700

500 600

400 500

300 400

300

Genuine World Class


Excellent approaches leading to excellent results
Amongst outstanding companies
Potential for World Class
Doing the right things
Potential for becoming outstanding company
Competently managed
Quality initiatives have taken roots
Leading to good results
Many activities (Enablers)
Doing things right
Loose linkages with Results
Several quality initiatives started
Lacking focus on results

Levels of Recognition

Best amongst the Prize Winners and the Role Model.

Levels of Recognition
Award *
Prize (600+)

Commendations for Significant Achievement (500-600)

Commendations for Commitment to Excel (400-500)

* Best amongst the Prize Winners and the Role Model.

Award winners
Crompton Greaves Ltd.

2010
prize

TATA motors CVBU

2004

The Tinplate company of India Ltd

2010
prize

TATA motors CVBU

2003

Bosch Limited Diesel Systems


Business, Bangalore

2009

Infosys Technologies.

2002

The Tinplate Company of India


Ltd.

2008
prize

-------------------

2001

-------------------

2007

TATA Steel Ltd

2000

TATA Consultancy Service.

2006

-------------------

1999

BHEL Haridwar

2006
Prize

Maruti Udyog Ltd.

1998

TATA motors CVBU

2005

Hewlitt packard India Ltd.

1997

Internal Assessment Score Profile

Overall Score 350-399


Score awarded to E&E
Highest Score awarded to any Applicant so far

What is an Excellent
Organisation?
Excellent

Organisations

achieve

and

sustain superior levels of performance that


meet or exceed the expectations of all their
stakeholders.

Who is a Stakeholder?
Person, group or organisation that has a direct or indirect
stake or interest in the organisation, because it can either
affect the organisation or be affected by it. E.g.

External Stakeholders owners (shareholders),


customers, suppliers, partners, government agencies,
representatives of community, society.
Internal Stakeholders people / groups of people
within the organisation.

The Business Excellence Model Various


Perspectives

3 Contradictions

4 Dimensions of Organisational Excellence

8 Fundamental Concepts of Excellence

9 Criteria of Excellence

Visual Model based on the 9 Criteria

The 3 Contradictions

Excellence & Financial Success

Excellence & Compliance

Excellence & Perfection

Organisational Competitiveness

The 4 Dimensions of Organisational


Excellence

Inclusive Success

Comprehensive Success

Predictable Success

Sustainable Success

The 8 Fundamental Concepts of


Excellence

The 8 Fundamental Concepts of


Excellence

Achieving Balanced Results


Excellence organisations meet their Mission & progress
towards their Vision through planning & achieving a
balanced set of results that meet both the short & long
term needs of their stakeholders &, where relevant,
exceed them.

The 8 Fundamental Concepts of


Excellence

Adding Value for Customers


Excellent organisations know that customers are their
primary reason for being and strive to innovate and create
value for them by understanding & anticipating their needs
and expectations.

Leading with Vision , Inspiration and Integrity


Excellent organisations have leaders who shape the
future and make it happen, acting as role models for its
Values and ethics.

The 8 Fundamental Concepts of


Excellence

Managing by Processes
Excellent organisations are managed through structured
and strategically aligned process using fact-based
decision making to create balanced and sustained results.

Succeeding through People


Excellent organisations value their people and create a
culture of empowerment for the balanced achievement of
organisational and personal goals.

The 8 Fundamental Concepts of


Excellence

Nurturing Creativity & Innovation


Excellent organisations generate increased value and
levels of performance through continual and systematic
innovation by harnessing the creativity of their
stakeholders.

The 8 Fundamental Concepts of


Excellence

Building Partnerships
Excellent organisations seek, develop and maintain
trusting relationships with various partners to ensure
mutual success. These partnerships may be formed with
amongst others, customers, society, key suppliers,
educational bodies or Non-Governmental Organisations
(NGOs).

The 8 Fundamental Concepts of


Excellence

Taking Responsibility for a Sustainable Future


Excellent organisations embed within their culture an
ethical mindset, clear values and the highest standards for
organisational behaviour, all of which enable them to
strive for economic, social and ecological sustainability.

The 9 Criteria of Business Excellence


Enablers
1.

Leadership

Results
6.

Customer Results

2. Strategy

7. People Results

3. People

8. Society Results

4. Partnerships & Resources

9. Key Results

5. Processes, Products & Services

Business Excellence Model based on


the 9 Criteria

Business Excellence
Application Document

No. of Employees & Annual Sales

E&E

Godrej & Boyce

Number of Employees
(31st March)

878

10,700

Annual Sales (2010-11)

` 460
Crore

` 5,500 Crore

Organization Structure of E&E within G&B


Mr. J. N. Godrej
Chairman & Managing Director
Godrej & Boyce Mfg. Co. Ltd.

Mr. Anil Verma


Executive Director &
Head (P&A)

Mr. V. M. Crishna
Executive Director

Lawkim
(SBU)

HR

IR

Commercial

Mr. P. D. Lam
Executive Director &
President

Corporate
Services

Admin

Legal

Other SBUs
(11)

Business
Excellence

E&E
(Applying SBU)

Dr. K. A. Palia
Executive Director
(Finance)

Steel
Procurement

Construction
(SBU)

EXIM, Finance
& Procurement

Finance

Organisational Profile

G&B History & Shareholding

Established in 1897 by Mr. Ardeshir Godrej,


manufacturing Locks.

Today, an Indian Superbrand.

Public Limited Company

Godrej family members 49.47%

Godrej Investments Pvt Ltd (Corporate) 26.77%

A Public Charitable Trust 23.76%

E&E History & Services

Established in Lalbaug to provide support services.

1949 started in Vikhroli.

Today, providing service to external customers .

Internal operations :

Electricity generators upto 6600 KW , connected load


of over 25,000 KW at demand of 11000 KVA.

Air conditioning over 3,000 MT.

Compressed air over 5,528 CFM.

E&E Vision, Mission & Values

Vision Be the most trusted solution


provider in electrical and electronic
technologies.
Mission Energizing industry through
advance technology.
Values Integrity, Commitment, Team
Work, Continuous Learning, Environment
Sustainability.

Technologies, Equipment & Facilities


Technologies

Equipment

Facilities

BMS - Central Airconditioning of Plants

HV Tester, Oscilloscopes,
AC Room for Electronic spares
Logic analyser, Board Wizard

PLC, Data Acquisition


Systems, SCADA

Load Managers& Audit Tools

Well-equipped Conference
Rooms

Energy Simulation
software for buildings

Digitalized Megger

Machine Retrofitting facility

HMI, Drives

milli Volt Drop Test Kit

OHS Training Centre

HVAC calculation
software

PLC Kit, Programming


software

PLC / Drives Training Room

Compressed Air Controls Power Quality Analyser

Technology Centre

Telemetry

Primary Current Injector

VHF Wireless Communication

Thermographic Camera

PCB repair Laboratory

Key Customers and Expectations


CAS

IEA

GBCS

PDS

TEC

Key
Customers

Department of
Medium and Space, Atomic
large factories Energy, Steel,
using
Railways, Water
Compressed Boards, Oil &
Air, Railways Gas, Textiles,
Mines

Developers,
Software Parks,
Corporates,
Residentials,
Datacentres,
Hotels

Infrastructure,
Commercial,
Institutional,
Residential,
Hotels

Commercial
projects,
government
and
industrial
sectors

Key
Expectations

On-time Project
Energy
completion,
efficiency,
response time,
reliability,
call closure,
ease of
customer
maintenance. training, project
documentation.

Green Building
Certification,
validation of
system design,
suggestions for
improving energy
efficiency.

On-site safety,
compact, fire
retardant,
modular, bus
duct system.
Low cost, ontime delivery.

Quality, onsite safety,


on-time
Project
completion.

Key Partners & Expectations


Suppliers /
Partners

Key Expectations

Principals

Promoting their technology & Products, meeting


targeted sales, providing feedback w.r.t. market
conditions, competition and sales forecast

Tie-up Partners

Technical Experience, Adherence to MOU, Financial


Soundness, Future business.

Component
Suppliers

Lower credit days, committed payments as per


terms, planned requirements, communication,
greater business opportunities.

Subcontractors

Quality, cost and on-time delivery of components,


future business.

Market Size & Industry Growth

CAS

GBCS

Market Size

` 900
crore

NBV
Market
Share
Industry
Growth
CAGR

IEA

PDS

TEC

` 16 crore

` 220
crore

` 500
crore

2.67%

25.00%

10.45%

2.20%

1.80%

15-20%

30%

20%

1520%

25-30%

32%

34%

36%

28%

125%

` 22,000
crore
` 398
` 24 crore ` 4 crore ` 23 crore ` 11 crore
crore

Key Competitors
CAS

GBCS

IEA

Atlas
Spectral, ECIL, Forbes Marshall,
Copco,
EN3,
L&T, Masibus
Elgi, IR, LEAD.
Automation, Melss
Kaeser,
Automation, Schneider,
Kirloskar,
Rechner Automation
FS-Elliot,
Systems, ICON
Boge.
Controls, Nish
Automation, SUN
Automation, Sharp Line,
Multiquadrant, Active
Systems, Cotmec
systems.

PDS

TEC

Siemens,
L&T
Megaduct,
Schneider,
Legrand, GE,
Control &
Switchgear,
Bus Bar
System.

L&T, Siemens,
Cobra
International,
NCCL, Sterling &
Wilson, Jyoti
Structures, Vijay
Electricals,
Lanco, Ashok
Buildcon, GVPR.

Principal Factors for E&Es Success

Extended Warrantees and Money-Back Guarantee versus


standard Warranty / Guarantee terms from competitors
(CAS).
20+ years experience in Energy Conservation and Energy
Management at Godrej Campus (Vikhroli); a great deal of
value addition in Energy Efficiency Consulting (ENCON).
Involvement with the first Green Building in India the
CII-Sohrabji Godrej Green Business Centre at Hyderabad
(GBCS & ENCON).
Providing complete solutions from design to commissioning
of Bus Ducts (PDS).

Leadership

Business Excellence Model based on


the 9 Criteria

1. Leadership
Excellent organisations have leaders who shape the
future and make it happen, acting as role models for its
values and ethics and inspiring trust at all times. They
are flexible, enabling the organisation to anticipate and
react in a timely manner to ensure the ongoing success
of the organisation.

1. Leadership
1.a. Leaders develop the Mission, Vision, Value & Ethics
and act as role models.
1.b. Leaders define, monitor, review & drive the
improvement of the organizations management
system & performance.
1.c. Leaders engage with external stakeholders.
1.d. Leaders reinforce a culture of excellence with the
organisations people.
1.e. Leaders ensure that the organisation is flexible &
manage change effectively.

E&E Vision, Mission & Values

Vision Be the most trusted solution


provider in electrical and electronic
technologies.
Mission Energizing industry through
advance technology.
Values Integrity, Commitment, Team
Work, Continuous Learning, Environment
Sustainability.

Strategy

Business Excellence Model based on


the 9 Criteria

2. Strategy
Excellent organisations implement their Mission and
Vision by developing a stakeholder focused strategy.
Policies, plans, objectives and processes are developed
and deployed to deliver the strategy.

2. Strategy
2. a. Strategy is based on understanding the needs &
expectation of both stakeholders & the external
environment.
2. b. Strategy is based on understanding internal
performance & capabilities.
2. c. Strategy & supporting policies are developed,
reviewed & updated.
2.d. Strategy & supporting policies are communicated,
implemented & monitored.

People

Business Excellence Model based on


the 9 Criteria

3. People
Excellent organisations value their people and create a culture
that allows the mutually beneficial achievement of organisational
and personal goals. They develop the capabilities of their
people and promote fairness and equality. They care for,
communicate, reward and recognise, in a way that motivates
people, builds commitment and enables them to use their skills
and knowledge for the benefit of the organisation.

3. People
3.a. People plans support the organisations strategy
3.b. Peoples knowledge & capabilities are developed.
3.c. People are aligned, involved & empowered.
3.d. People communicate effectively throughout the
organisation.
3.e. People are rewarded, recognized & cared for.

Formal Internal Communication Channels


Internal Communication Channels
GMC Meetings attended by Executive Vice President &
Business Head.
DMC meetings attended by the Executive Vice President
& Business Head with all the Business / Section Heads.
Functional meetings of DMC Members with their team.
Tool Box Talks between Management staff and
workmen.

Direction of
Communication

Communication Channels in E&E


Top Down Channels

Sharing of the Mission, Vision


and values by the Executive
Vice President & Business
Head with the Management
staff.
Sharing the SBP ABP with
Management staff.
Circulars, Notices, Memos.
Godrej Connect (intranet)
DRISHTI magazine.
CHANGE magazine

Bottom Up channels

Lets Talk Survey


Sankalp
Workmen
supervisor
interaction with DPH
and P&A Head
Exit Interview
Bedhadak Bolo

2-Way communications

Annual get-together, dinner,


festival celebrations.
PDM / Performance
appraisal Meeting.
Unions interaction with
Executive Vice President &
Business Head.
Tool Box Talk.
Inter-office communication.
Emails.

Partnerships
&
Resources

Business Excellence Model based on


the 9 Criteria

4. Partnership & Resources


Excellent organisations plan and manage external
partnerships, suppliers and internal resources in order to
support strategy and policies and the effective operation
of processes. They ensure that they effectively manage
their environmental and societal impact.

4. Partnership & Resources


4.a. Partners & suppliers are managed for sustainable
benefit.
4.b. Finance are managed to secure sustained success.
4.d. Technology is managed to support the delivery of
strategy.
4.e. Information & knowledge are managed to support
effective decision making & to build the
organisational capability.

Processes, Products
&
Services

Business Excellence Model based on


the 9 Criteria

5. Processes, Products and Services

Excellent organisations design, manage and improve


processes, products and services to generate increasing
value for customers and other stakeholders.

5. Processes, Products and Services


5.a. Processes are designed and managed to optimize
stakeholder value.
5.b. Products & Services are developed to create
optimum value for customers.
5.c. Products and Services are effectively promoted and
marketed.
5.d. Products & Services are produced, delivered &
managed.
5.e. Customer relationships are managed & enhanced.

Customer Results

Business Excellence Model based on


the 9 Criteria

6a. Perceptions
Depending on the purpose of the organisation measures
may focus:

Reputation and image

Product and service value

Product and service delivery

Customer service, relationship and support

Customer loyalty and engagement

CSI for E&Es External Businesses

CSI for E&Es Internal Businesses

6b. Performance indicators


Depending on the purpose of the organisation measures
may focus:

Products and Services delivery

Customer service, relationships and support

Complains and compliments

External recognition

People Results

Business Excellence Model based on


the 9 Criteria

7.a. Perceptions.
Depending on the purpose of the organisation, measures may
focus on:
Satisfaction, involvement and engagement
Pride and fulfilment
Leadership and management
Target setting, competency and performance management
Competency, training and career development.
Effective communications
Working conditions

7.b. Performance indicators


Depending on the purpose of the organisation, measures
may focus on:

Involvement and engagement

Target setting, competency and performance management

Leadership performance

Training and career development

Internal communication

Society Results

Business Excellence Model based on


the 9 Criteria

8.a. Perceptions
Depending on the purpose of the organisation, measures
may focus on:

Environment impact

Image and reputation

Societal impact

Workplace impact

Award and media coverage

8.b. Performance Indicators


Depending on the purpose of the organisation, measures
may focus on:

Environmental Performance

Regulatory and Governance Compliance

Society Performance

Health and Safety Performance

Responsible Sourcing and Procurement Performance

Key Results

Business Excellence Model based on


the 9 Criteria

9a. Key Strategic Outcomes


Depending on the purpose of the organisation, measures
may focus on:

Financial outcomes

Performance against budget

Volume of key products or services delivered

Key process outcomes

Net Business Volume


Net Business Volume (Segmented per LOB)

9b. Key Performance Indicators


Depending on the purpose of the organisation, measures
may focus on:

Financial performance indicators

Project costs

Key performance indicators

Partner and supplier performance

Technology, information and knowledge

Some Thoughts
Excellence is about synchronising the relation between :

The means and the ends

The cause and the effect

The enablers and the results

The practices and performance

Some Thoughts

Excellence is a journey from one level of imperfection


to a higher level of perfection
Good results by themselves do not constitute
excellence , no matter how good they are , but a clear
connect between good Enablers giving not so good
Results is considered a better company.

What am I expected to do ?
Assessment demonstrate objective evidence on :

The requirements of the CII-EXIM Business Excellence


Model
What we have stated in our Application document .
The basis for objective evidence would be documents,
records and / or statements of informed persons.

Thank you