E&E's BE Basic

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 and professional development for managers.

Accelerates the improvement efforts.

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

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

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.


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.


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.

Submit Application Document

Document Assessment and Consensus Meeting

Screening for Site Visits

Site Visits

Jury Meeting

Award Presentation

Feedback Report

The Assessment Process

Business Excellence Award Criteria

Status

700 + Genuine World Class Excellent approaches leading to excellent results

600 700 Amongst outstanding companies Potential for World Class

500 600 Doing the right things Potential for becoming outstanding company

400 500 Competently managed Quality initiatives have taken roots Leading to good results

300 400 Many activities (Enablers) Doing things right Loose linkages with Results

300 Several quality initiatives started Lacking focus on results

Best amongst the Prize Winners and the Role Model.

Levels of Recognition

Levels of Recognition

Commendations for Commitment to Excel (400-500)

Commendations for Significant Achievement (500-600)

Prize (600+)

Award *

* Best amongst the Prize Winners and the Role Model.

Crompton Greaves Ltd. 2010 prize TATA motors CVBU 2004

The Tinplate company of India Ltd 2010 prize TATA motors CVBU 2003

Bosch Limited Diesel Systems Business, Bangalore 2009 Infosys Technologies. 2002

The Tinplate Company of India Ltd.

2008 prize ------------------- 2001

------------------- 2007 TATA Steel Ltd 2000

TATA Consultancy Service. 2006 ------------------- 1999

BHEL Haridwar 2006 Prize Maruti Udyog Ltd. 1998

TATA motors CVBU 2005 Hewlitt packard India Ltd. 1997

Award winners

Internal Assessment Score Profile

Overall Score 350-399 Score awarded to E&E Highest Score awarded to any Applicant so far

Excellent Organisations achieve and

sustain superior levels of performance that

meet or exceed the expectations of all their

stakeholders.

What is an Excellent Organisation?

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

External Stakeholders owners (shareholders), customers, suppliers, partners, government agencies, representatives of community, society.

Internal Stakeholders people / groups of people within the organisation.

Who is a Stakeholder?

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


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.


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.


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.


Nurturing Creativity & Innovation

Excellent organisations generate increased value and

levels of performance through continual and systematic

innovation by harnessing the creativity of their

stakeholders.


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).


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 Results

1. Leadership

2. Strategy

3. People

4. Partnerships & Resources

5. Processes, Products & Services

6. Customer Results

7. People Results

8. Society Results

9. Key Results

Business Excellence Model based on the 9 Criteria

Business Excellence Application Document

No. of Employees & Annual Sales

E&E Godrej & BoyceNumber of Employees (31st March) 878 10,700

Annual Sales (2010-11) ` 460 Crore ` 5,500 Crore

Mr. J. N. GodrejChairman & Managing DirectorGodrej & Boyce Mfg. Co. Ltd.

Mr. V. M. Crishna Executive Director

Mr. Anil VermaExecutive Director &

Head (P&A)

Mr. P. D. LamExecutive Director &

President

Dr. K. A. PaliaExecutive Director

(Finance)

Lawkim(SBU) HR IR Admin

CorporateServices

Other SBUs(11)

Commercial Legal BusinessExcellenceSteel

Procurement

E & E(Applying SBU)

Construction(SBU)

EXIM, Finance& Procurement Finance

Organization Structure of E&E within G&B

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 & FacilitiesTechnologies Equipment Facilities

BMS - Central Air-conditioning of Plants

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

PLC, Data Acquisition Systems, SCADA Load Managers& Audit Tools

Well-equipped Conference Rooms

Energy Simulation software for buildings Digitalized Megger Machine Retrofitting facility

HMI, Drives milli Volt Drop Test Kit OHS Training Centre

HVAC calculation software

PLC Kit, Programming software PLC / Drives Training Room

Compressed Air Controls Power Quality Analyser Technology CentreTelemetry Primary Current Injector VHF Wireless Communication

Thermographic Camera PCB repair Laboratory

Key Customers and Expectations

CAS IEA GBCS PDS TEC

Key Customers

Medium and large factories using Compressed Air, Railways

Department of Space, Atomic Energy, Steel, Railways, Water Boards, Oil & Gas, Textiles, Mines

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

Infrastructure, Commercial, Institutional, Residential, Hotels

Commercial projects, government and industrial sectors

Key Expectations

Energy efficiency, reliability, ease of maintenance.

On-time Project completion, response time, call closure, customer training, project documentation.

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

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

Quality, on-site safety, on-time Project completion.

Key Partners & Expectations

Suppliers / Partners Key Expectations

PrincipalsPromoting their technology & Products, meeting targeted sales, providing feedback w.r.t. market conditions, competition and sales forecast

Tie-up Partners Technical Experience, Adherence to MOU, Financial Soundness, Future business.

Component Suppliers

Lower credit days, committed payments as per terms, planned requirements, communication, greater business opportunities.

Subcontractors Quality, cost and on-time delivery of components, future business.

Market Size & Industry Growth

CAS GBCS IEA PDS TEC

Market Size ` 900 crore ` 16 crore` 220 crore

` 500 crore

` 22,000 crore

NBV ` 24 crore ` 4 crore ` 23 crore ` 11 crore ` 398 croreMarket Share 2.67% 25.00% 10.45% 2.20% 1.80%

Industry Growth 15-20% 30% 20% 1520% 25-30%

CAGR 32% 34% 36% 28% 125%

CAS GBCS IEA PDS TEC

Atlas Copco, Elgi, IR, Kaeser, Kirloskar, FS-Elliot, Boge.

Spectral, EN3, LEAD.

ECIL, Forbes Marshall, L&T, Masibus Automation, Melss Automation, Schneider, Rechner Automation Systems, ICON Controls, Nish Automation, SUN Automation, Sharp Line, Multiquadrant, Active Systems, Cotmec systems.

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

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

Key Competitors

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

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.a. Leaders develop the Mission, Vision, Value & Ethics and act as role models.

1.b. Leaders define, monitor, review & drive the improvement of the organizations management system & performance.

1.c. Leaders engage with external stakeholders.

1.d. Leaders reinforce a culture of excellence with the organisations people.

1.e. Leaders ensure that the organisation is flexible & manage change effectively.

1. Leadership

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

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. a. Strategy is based on understanding the needs & expectation of both stakeholders & the external environment.

2. b. Strategy is based on understanding internal performance & capabilities.

2. c. Strategy & supporting policies are developed, reviewed & updated.

2.d. Strategy & supporting policies are communicated, implemented & monitored.

2. Strategy

People

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.a. People plans support the organisations strategy

3.b. Peoples knowledge & capabilities are developed.

3.c. People are aligned, involved & empowered.

3.d. People communicate effectively throughout the organisation.

3.e. People are rewarded, recognized & cared for.

3. People

Formal Internal Communication Channels

Internal Communication Channels Direction of Communication

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

Communication Channels in E&E

Top Down Channels Bottom Up channels 2-Way communications

Sharing of the Mission, Vision and values by the Executive Vice President & Business Head with the Management staff.

Sharing the SBP ABP with Management staff.

Circulars, Notices, Memos. Godrej Connect (intranet) DRISHTI magazine. CHANGE magazine

Lets Talk Survey Sankalp

Workmensupervisor interaction with DPH and P&A Head

Exit Interview Bedhadak Bolo

Annual get-together, dinner, festival celebrations.

PDM / Performance appraisal Meeting.

Unions interaction with Executive Vice President & Business Head.

Tool Box Talk. Inter-office communication. Emails.

Partnerships&Resources

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.a. Partners & suppliers are managed for sustainable benefit.

4.b. Finance are managed to secure sustained success.

4.d. Technology is managed to support the delivery of strategy.

4.e. Information & knowledge are managed to support effective decision making & to build the organisational capability.

4. Partnership & Resources

Processes, Products&Services

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.a. Processes are designed and managed to optimize stakeholder value.

5.b. Products & Services are developed to create optimum value for customers.

5.c. Products and Services are effectively promoted and marketed.

5.d. Products & Services are produced, delivered & managed.

5.e. Customer relationships are managed & enhanced.

5. Processes, Products and Services

Customer Results

Depending on the purpose of the organisation measures may focus:

Reputation and image

Product and service value

Product and service delivery

Customer service, relationship and support

Customer loyalty and engagement

6a. Perceptions

CSI for E&Es External Businesses

CSI for E&Es Internal Businesses

Depending on the purpose of the organisation measures may focus:

Products and Services delivery

Customer service, relationships and support

Complains and compliments

External recognition

6b. Performance indicators

People Results

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


Involvement and engagement

Target setting, competency and performance management

Leadership performance

Training and career development

Internal communication

Society Results

8.a. Perceptions


Environment impact

Image and reputation

Societal impact

Workplace impact

Award and media coverage

8.b. Performance Indicators


Environmental Performance

Regulatory and Governance Compliance

Society Performance

Health and Safety Performance

Responsible Sourcing and Procurement Performance

Key Results

9a. Key Strategic Outcomes


Financial outcomes

Performance against budget

Volume of key products or services delivered

Key process outcomes

Net Business Volume (Segmented per LOB)

Net Business Volume

9b. Key Performance Indicators


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

Excellence is a journey from one level of imperfection to a higher level of perfection

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

Some Thoughts

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
Slide 1Slide 2AgendaWhy are we here?What am I expected to do?What is the Business Excellence Model ?Why Business Excellence Model?Why Business Excellence Model?Business Excellence ModelsBusiness Excellence Models in IndiaCII-EXIM Bank Award for Business ExcellenceSlide 12CII-EXIM Bank Award for Business ExcellenceCII-EXIM Bank Award for Business ExcellenceThe Assessment ProcessSlide 16Levels of RecognitionSlide 18Award winnersSlide 20Slide 21Slide 22What is an Excellent Organisation?Who is a Stakeholder?Slide 25Slide 26Organisational CompetitivenessSlide 28Slide 29Slide 30Slide 31Slide 32Slide 33Slide 34Slide 35Slide 36Slide 37Slide 38Slide 39Slide 40Slide 41Slide 42Slide 43Slide 44Slide 45Slide 46Slide 47Slide 48Slide 49Slide 50Slide 51Slide 52Slide 53Slide 54Slide 55Slide 56Slide 57Slide 58Slide 59Slide 60Slide 61Slide 62Slide 63Slide 64Formal Internal Communication ChannelsCommunication Channels in E&ESlide 67Slide 68Slide 69Slide 70Slide 71Slide 72Slide 73Slide 74Slide 75Slide 76Slide 77Slide 78CSI for E&Es Internal BusinessesSlide 80Slide 81Slide 82Slide 83Slide 84Slide 85Slide 86Slide 87Slide 88Slide 89Slide 90Slide 91Net Business VolumeSlide 93Some ThoughtsSlide 95What am I expected to do ?Thank you

Documents

E&E's BE Basic