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8/6/2019 CRAB® - Executive Briefing
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BUSINESS
EXCELLENCE I G H T E D
S E R I E S C O P Y
ompre ens ve us ness s
patent pen ng
the essential link in your businessMonday, 02 May 2011
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r n B in l i n
• SBS is a Knowledge Organisation founded by experts in the field of Quality, Environment, , , ‐
Management.
• International and diverse experience over 20 years in the above fields in form of direct , , .
• Our experts bring in the wealth of information, knowledge and experience to assist organisations in their pursuit for excellence.
• SBS
also
provides
extensive
range
of
training
courses
including
accredited
training
courses
for the Management Systems.
• SBS also has developed several solutions to cater to a wide spectrum of industries through
research and practice.
– Human Computer Interaction Assessment
– Com laints Mana ement S stem: Turnin Ne ative into Positive
– Comprehensive Business Risk Assessment
– Organisation Climate Survey, and lots more…
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Pur ose of Business
• Every business has a purpose and it is convincingly much larger than
ust ca cu at ng t e op ottom nes
• It has both tangible & intangible ambitions to be achieved over a
– This could be found in the Personal Statements of the Board of Directors or even a Directive or a Policy that sets a framework for conducting the business
– In
large
organisations,
the
employees
are
encouraged
&
engaged
in
brainstorming the path forward
– Resultant, a new Vision & Mission is statement made, that could be well refined from the earlier ones and warrant changes in the way the business is
conducted
• The ultimate oal is Leadershi & Business Excellence
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Business Ob ectives
• Measurable milestones set up in order to realise the Vision set by
the management
• These often come out as a measure of Critical Success Factors CSF
or Key Result Areas (KRA)
• This sets the focus of the or anisation
– Conformance or Excellence? Must have a delicate balance
Performance Indicators (KPI)
organisation.
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The roblem
• Or anisations are often daunted with the uncertaint of their present status and most importantly their risks and
controls
• Though some risks could have been (in)formally known, but not s stematicall anal sed
– Some could be even with a bias of reference or comfort
mitigation measures helps organisations to forge their
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Risks
• Risk
– OHSAS: Combination of the likelihood and consequence(s) of a specified
hazardous event occurring – Genera : Pro a i ity or t reat o a amage, injury, ia i ity, oss, or ot er
negative occurrence, caused by external or internal vulnerabilities, and which
may be neutralised through pre‐mediated action.
– Finance: Probability that an actual return on an investment will be lower than
the expected return.
or influenced by internal or external factors that directly or
indirectly affect the entity. It is the combination of 3 vectors –Probability, Vulnerability and Controls.
• Risks can be classified as Systematic & Unsystematic Risks
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Com . Business Risk Assessment
• CRAB is a sophisticated tool to identify, assign, evaluate and analyse
risks to set the direction & gain control over the risks.
• This is a unique product developed through years of research and
practice. Re erences to the basic concept could be ound in several International Standards and literatures.
• s we s on e as c r ogy ro a y, u nera y on ro s
and thus this relationship determines the magnitude of the Risk.
, interaction are also included to identify the loci of issues.
• , verify work and manage work (all 3 levels).
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Or anisation Levels
ProcessManage
ystem
Verify
Perform
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BUSINESS
EXCELLENCE I G H T E D
S E R I E S C O P Y
An insi ht to the assessment
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CRAB a roach
• Identifying the business risks irrespective of their significance
– Doing this exercise at all 3 levels would not only identify all risks, but also
create
awareness – To e iminate ias, po ing is one iscrete y an soon a ter recor ing t e
details source is destroyed
– All the 3 levels mi ht have different focus and thus the si nificance & riorit
rating may differ – However those significant and hi‐priority jobs would surface up
• Categorising the risks function‐wise
• Evaluating the risks based on the trilogy and including the priority• The out‐put of such an exercise is in the form of graphs easy for
interpretation & understanding
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Risk Classification
n l y
n t a t i o n
r R e p r e
s
F
• Risks are classified according to the origin function and control function thus ainin the locus of risks & controls.
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Risk Review
n l y
1 3
n t a t i o n
r R e p r e
s
2 4 5
F
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Business Risk Matrix
• Business Risk Matrix is the correlation of the
probability of risks versus their consequence.
• The importance of this relationship is view the
risks in a holistic manner.
• Size of the bubble indicates the magnitude.
• Both the probability & consequence are graded as Lo & Hi
• Derivative of this information would be used to caution the
processes where the magnitude of risks are in resonance with either
probability or consequence or both.
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Risk Vs Control
• This is a display of Top 20 Risks
compare aga nst t e contro s
exercised.
•
3
the risks & controls reveals the
process maturity.
• In any normal instance the top few risks would be much higher than
the controls and thus the difference is negative.
acceptable level of controls commensurate the risks and eventually
the difference will be leading (positive).
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Risk Res onsiveness
• Risk Responsiveness graph indicates the
responsiveness of the organisation.
• This should be viewed in conjunction to the
earlier graphs.
• This may be a surprise to few how come
organ sa ons s surv ve w g r s s.
• The secret is the responsiveness
– Reactive Response & Proactive Response
• Higher the risks away from the ‘0’ line, better the planning is.
• Proactive response is a resultant of scientific planning and diligent
implementation.
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Priorit Matrix
• Risks are prioritised based on their urgency and
mportance to t e organ sat on an ts
customers.
•
they are managed.
• More the number of Important issues indicate
criticality
of
the
process.• This means if the risks are managed proactively and mitigated in
time, they don t become urgent and consume productive time o the
executives.
• Even distribution of all risks indicate the organisational planning and
control over its activities.
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BUSINESS
EXCELLENCE I G H T E D
S E R I E S C O P
Y
Peda o
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This is ust a Baseline
• It is a baseline surve of the or anisation’s risks and its
management profile.
•
and quantum of progression.
and policies adopted.
• ow t e m estones ave to e eterm ne an
corresponding actions have to be planned.
• This is where SBS expertise would bring in the desired
knowledge and experience to the organisation’s benefit.
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Consultin
• SBS Expertise pool will spend significant time as demanded by the project and the
.
• Ethos of professional consulting is practised when it comes to confidentiality,
integrity and commitment.• Customised studies are commissioned on specific requests of the clients for
benchmarking and rationale.
• To Mana ement shall assi n a Senior Executive Mana ement member with
authority as the Change Champion to coordinate, facilitate and steer the process
within the organisation and to liaise with external agencies.
• A Core Team shall be formed hand picking personnel from different functions and
divisions within the organisation depending upon their competency and drive.
• SBS Experts will work in sync with those members in introducing & implementing
the change.• However, the success depends upon the Top Management’s commitment,
involvement and monitoring the mission & supplementing with resources.
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En a ement
Actions speak louder than words
• The quantum of professional fee is directly related to the economic advantage
.
• However there is a marginal amount of engagement fees charged to ensure the
planning, implementation, controls & monitoring are effective enough to achieve
.
• This would involve a host of business realignment activities starting right from a
Climate Survey, As‐Is study, process mapping and re‐engineering, customer .
• Our interaction would not limit with people & processes, but also would include
customers,
suppliers,
systems
and
software
the
organisation
engages
and
uses
to
.
• Our focus: Sustainabilit Pro itabilit Customer Deli ht
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BUSINESS
EXCELLENCE I G H T E D
S E R I E S C O P
Y
Business Excellence Model
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2
Management Objective
) I
S t r a t e g y
A p p r o a c h
e l l e n c e
m e n t &
n t m
e n t &
n s u l t a t i o
v e m e n t
l i t y ( H S E )
i p ( P o l i c y
e r C e n t r i c
a t i o n a l E x
l e D e v e l o p
I n v o l v e m
g e M a n
a g
a t i o n &
C
u a l I m p r o
e s p o n s
i b i
L
e a d e r s h
C u s t o m
O p e r
P e o p
K n o w l e d
C o l l a b o
C o n t i
S o c i a l
Organisation Culture (Values, Beliefs & Tenets)1
2 2 3 5
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Ideolo
• This Business Excellence model is again derived from the best pract ces rom severa nternat ona stan ar s, co es terature.
• Designed
to
suit
the
Indian
Hi‐
risk
appetite – W ere 11 our is muc a greater span in i e
• It all starts with the Leadership, Customers, People and Processes as
vectors.
• The numbers indicate the sequence for sustainable implementation
•
and momentum in achieving its desired goals and thus motivation
to achieve more…!
• Success is reviewe , recognise an ce e rate in or er to
reproduce results across the organisation.
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Or anisation CultureManagementObjective
L e a d e r s h i p ( P o l i c y & S t r a t e g y )
C u s t o m e r C e n t r i c A p p r o a c h
O p e r a t i o n a l E x c e l l e n c e
P e o p l e D e v e l o p m e n t &
I n v o l v e m e n t
K n o w l e d g e M a n a g e m e n t & B I
C o l l a b o r a t i o n & C o n s u l t a t i o n
C o n t i n u a l I m p r o v e m e n t
S o c i a l R e s p o n s i b i l i t y ( H S E )
ManagementObjective
L e a d e r s h i p ( P o l i c y & S t r a t e g y )
L e a d e r s h i p ( P o l i c y & S t r a t e g y )
C u s t o m e r C e n t r i c A p p r o a c h
C u s t o m e r C e n t r i c A p p r o a c h
O p e r a t i o n a l E x c e l l e n c e
O p e r a t i o n a l E x c e l l e n c e
P e o p l e D e v e l o p m e n t &
I n v o l v e m e n t
P e o p l e D e v e l o p m e n t &
I n v o l v e m e n t
K n o w l e d g e M a n a g e m e n t & B I
K n o w l e d g e M a n a g e m e n t & B I
C o l l a b o r a t i o n & C o n s u l t a t i o n
C o l l a b o r a t i o n & C o n s u l t a t i o n
C o n t i n u a l I m p r o v e m e n t
C o n t i n u a l I m p r o v e m e n t
S o c i a l R e s p o n s i b i l i t y ( H S E )
S o c i a l R e s p o n s i b i l i t y ( H S E )
• Organisations promote a professional working culture where every employee or
OrganisationCulture (Values, Beliefs& Tenets)OrganisationCulture (Values, Beliefs& Tenets)
.
• Leaders demonstrate the importance & benefits of values it believes in and
encourages all employees to adopt the same.• Ethics & Fair Trade requirements shall be documented and communicated as a
mandate across its organisation.
• Remediation and redressal shall be held im artiall and collectivel b a rou of personnel irrespective of ranks or hierarchy or affiliation or association as per a
well established and agreed procedure.
– Freedom of speech & representation and Right to information & fair redressal shall always be preserved
– Maintain a high employee morale and satisfaction to achieve better results and
productivity
• Causation analysis shall focus on process than on personnel so as to address the
root cause and arrive at adequate corrective & preventive actions.
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Business
urv va o t e ttest
‐ Sir Charles Darwin 1809‐1882
“
is not compulsory”‐ Dr. E war Deming 1900‐1993 He urged businesses to use
statistical analysis to reduce
waste & improve production
processes.“The business of business is to
stay in business”
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‐ . . ‐
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BUSINESS
EXCELLENCE I G H T E D
S E R I E S C O P
Y
anagemen s o ng ngs r g ,
.‐ Peter Drucker
B. Krishnamurthi
Strategy and Business SolutionsUnit 16‐A, H&G House, Sector‐11, CBD Belapur, Navi Mumbai
Tel: +91‐22‐27561508‐09; 27760292; HP: +91 9821512334
the essential link in your businessMonday, 02 May 2011
Email: [email protected] Web: www.businesssolutions.co.in