Speed - abgmlp.adityabirla.com · Sigma,!Lean,!!RCM,!TPM! •Supporngin implementaon! •Knowledge!sharing!

Integrity

Commitment

Passion

Seamlessness

Speed

7th July, 2013

Market &Customer

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Shareholder’s Value

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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

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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

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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

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Role of CWCM

To promote & support business excellence ini*a*ves and collaborate with group businesses in enterprise wide Excellence

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• 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

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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

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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

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Aditya Birla Business Excellence Framework

Market &Customer

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Principles of Excellence

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ision, Mission, Values & Strategy Teams-Inspiration, Creativity & Continuous Learning

Linkage with International Business Excellence Models

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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)

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Enabler – Process - Result

X

Process

Result

Sustainability, Further

Improvement ?

Enabler

X

Result

Short term performance,

Frustration

Enabler

Process

Result

Sustainability Further

Improvement

Integrity

Commitment

Passion

Seamlessness

Speed great performance endorsed by percep)on

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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

Integrity

Commitment

Passion

Seamlessness

Speed

Market &Customer

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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

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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

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Excellence enabling Processes

Basics-‐ Self Assessment Biennial

External Assessment

BE Self

Assessment

Gaps/

Opportunity

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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

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Six Sigma Lean

Value Engg.

Reliability centered

Maintenance (RCM)

Opex Methods

Operational Excellence Enablers

Developing competency, Suppor)ng improvement execu)on

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WCM Implementa<on in Units

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Corporate WCM

Steering Committee ( Responsible for Enablers)

Sub Committees

( Deployment of Processes)

WCM Secretariat

Operating Teams

Facilitating Structure

Business Excellence

Typical Structure – unit level

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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

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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

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Equip the Teams- Mindset

• “Zero Customer Complaints” •  “Zero Breakdowns”, •  “Zero Accidents”, •  “Zero Pollu*on”, • “Zero Defects” and • “Zero Losses” through the Zero Abnormality Movement

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§  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

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Group Recogni<on Program -‐ WCM

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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

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Market &Customer

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Mind

set,

Cultu

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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

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BE/WCM Recognition

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Group Wide Recognition - TEAMs

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Thank You

Documents

Speed - abgmlp.adityabirla.com · Sigma,!Lean,!!RCM,!TPM! •Supporngin implementaon! •Knowledge!sharing!