Upload
sam
View
221
Download
0
Embed Size (px)
Citation preview
7/31/2019 TBEM CII Exim Bank Award Comparison
1/38
A Comparison Between
The Tata Business Excellence Model
and
The CIIEXIM Bank Business Excellence Model
M Venkat Ram
TATA POWER
7/31/2019 TBEM CII Exim Bank Award Comparison
2/38
LEADERSHIP
100 POINTS
KEYPERFORMANCE
RESULTS
150 POINTS
140POINTS
PEOPLE
90 POINTS
POLICY&
STRATEGY80 POINTS
PARTNERSHIPS&
RESOURCES90 POINTS
PEOPLERESULTS90 POINTS
CUSTOMERRESULTS
200 POINTS
SOCIETYRESULTS60 POINTS
ENABLERS 500 POINTS RESULTS 500 POINTS
INNOVATION & LEARNING
THE EFQM EXCELLENCE MODEL
PRO
CESSES
7/31/2019 TBEM CII Exim Bank Award Comparison
3/38
The EFQM B E Model
Results : What has the organisation achieved; 500 pointsEnablers : How are the results being achieved; 500 points
The Philosophy
Excellent results with respect to:
Performance, Customers, People and Society
are achieved through
Leadership driving Policy & Strategy, People, Partnerships & Resources
and Processes.
7/31/2019 TBEM CII Exim Bank Award Comparison
4/38
Results Determine results we are aiming for as a part of ourPolicy & Strategy; cover both Financial & Operational Results;cover Perceptions of its Stakeholders
Approach What are the Approaches we have designed to deliver the results
Deployment How have we deployed the approaches in a systematic way
Assessment Monitor & analyse the results achieved;
&
Review Plan & implement improvement
THE R A D A R APPROACH
7/31/2019 TBEM CII Exim Bank Award Comparison
5/38
Tata Business Excellence ModelFrame Work
Organizational ProfileEnvironment, Relationships &Challenges
Leadership120 points
Customer &Market focus
85 points
StrategicPlanning85 points
HumanResource Focus
85 points
BusinessResults
450 points
ProcessManagement
85 points
Measurement, Analysis & Knowledge Management
7/31/2019 TBEM CII Exim Bank Award Comparison
6/38
JRDQV AWARD EVOLUTION
Baldrige Award through Improvement Actapproved by President Ronald Reagan :1987
JRDQV Award based on Baldrige Awardderived Tata Business Excellence Modelinstituted:1994-95
Administered by TQMS
7/31/2019 TBEM CII Exim Bank Award Comparison
7/38
EFQM Model
Enablers 500 points (50 %) Results 500 points (50 %)
Leadership100 points
(10 %)
People90 points (9 %)
Policy & Strategy80 points (8 %)
Partnerships &Resources
90 points (9 %)
Processes140 points
(14 %)
Society Results60 points (6 %)
CustomerResults 200Points (20 %)
PeopleResults 90Points ( 9%)
KeyPerformance
Results150 points
(15 %)
INNOVATION & LEARNING
7/31/2019 TBEM CII Exim Bank Award Comparison
8/38
CII-EXIM Bank AWARDEVOLUTION
EFQM formed: 1988
European Quality Award (with inputs from
Baldrige, Juran, Deming etc.) launched: 1991
Award adopted by CII-EXIM Bank : 1994
Administered by CII with technical support fromEFQM
7/31/2019 TBEM CII Exim Bank Award Comparison
9/38
With Baldrige Model as reference,differences in EFQM Model
are indicated in redin the following slides
7/31/2019 TBEM CII Exim Bank Award Comparison
10/38
7/31/2019 TBEM CII Exim Bank Award Comparison
11/38
Tata Business Excellence ModelFrame Work
Organizational ProfileEnvironment, Relationships &Challenges
Leadership120 points
Customer &Market focus
85 points
StrategicPlanning85 points
HumanResource Focus
85 points
BusinessResults
450 points
ProcessManagement
85 points
Measurement, Analysis & Knowledge Management
7/31/2019 TBEM CII Exim Bank Award Comparison
12/38
TBEM Structure
Core Values
Categories
Items
Areas to address
Sub areas
7/31/2019 TBEM CII Exim Bank Award Comparison
13/38
EFQM Model
Enablers 500 points (50 %) Results 500 points (50 %)
Leadership100 points
(10 %)
People90 points (9 %)
Policy & Strategy80 points (8 %)
Partnerships &Resources
90 points (9 %)
Processes140 points
(14 %)
Society Results60 points (6 %)
CustomerResults 200Points (20 %)
PeopleResults 90Points ( 9%)
KeyPerformance
Results150 points
(15 %)
INNOVATION & LEARNING
7/31/2019 TBEM CII Exim Bank Award Comparison
14/38
EFQM Structure
Fundamental Concepts of Excellence
Criterion
Criterion Parts
7/31/2019 TBEM CII Exim Bank Award Comparison
15/38
Comparison Of Structures
TBEM EFQM
Core Values
Categories
Items
Areas to address
Sub-areas
Fundamentalconcepts ofexcellence
Criterion
-----------------
Criterion parts
-----------------
7/31/2019 TBEM CII Exim Bank Award Comparison
16/38
TBEM Core Values & Concepts Visionary Leadership
Customer-driven excellence
Organizational and Personal Learning
Valuing Employees & Partners
Agility
Focus on the future
Managing for innovation
Management by fact
Social responsibility
Focus on Results & Creating Value
Systems Perspective
7/31/2019 TBEM CII Exim Bank Award Comparison
17/38
EFQM - Fundamental Concepts Of Excellence
Results Orientation
Customer Focus
Leadership & Constancy of Purpose
Management by Processes & Facts
People Development & Involvement
Continuous Learning , Innovation and Improvement
Partnership Development
Corporate Social Responsibility
7/31/2019 TBEM CII Exim Bank Award Comparison
18/38
ComparisonTBEM Model
Visionary Leadership
Customer-driven Excellence
Organizational & Personal Learning
Valuing Employees & Partners
Agility
Focus on the Future
Managing for Innovation
Management by Fact
Social Responsibility
Focus on Results & Creating Value
Systems Perspective
EFQM Model
Results Orientation
Customer Focus
Leadership & Constancy of Purpose
Management by Processes & Facts
People Development & Involvement
Continuous Learning, Innovation & Improvement
Partnership Development
Corporate Social Responsibility
7/31/2019 TBEM CII Exim Bank Award Comparison
19/38
EFQM Model Structure
Criterion 1
Leadership & Constancy of Purpose
1a . Leaders develop mission,vision,values & ethics & are role
models of a culture of Excellence
1b. Leaders are personally involved in ensuring the organization'smanagement system is developed, implemented & continuously
improved.
1c. Leaders interact with customers, partners & representatives of
society
1d. Leaders reinforce a culture of Excellence with organizations
people
1e. Leaders identify & champion organizational change
7/31/2019 TBEM CII Exim Bank Award Comparison
20/38
EFQM Model Structure
Criterion 2
Policy & Strategy
2a . Policy & Strategy are based on the present & future needs andexpectations of stakeholders
2b. Policy & Strategy are based on information from performancemeasurement, research, learning & external related activities
2c. Policy & Strategy are developed, reviewed & updated
2d. Policy & strategy are communicated & deployed through aframework of Key processes.
7/31/2019 TBEM CII Exim Bank Award Comparison
21/38
EFQM Model Structure
Criterion 3
People
3a . People resources are planned,managed and improved
3b. Peoples knowledge & competencies are identified, developed
& sustained
3c. People are involved and empowered
3d. People and the organization have a dialogue
3e. People are rewarded, recognized and cared for
7/31/2019 TBEM CII Exim Bank Award Comparison
22/38
EFQM Model Structure
Criterion 4
Partnerships & Resources
4a. External partnerships are managed
4b. Finances are managed
4c. Buildings, equipment and materials are managed
4d. Technology is managed
4e. Information and knowledge are managed
7/31/2019 TBEM CII Exim Bank Award Comparison
23/38
EFQM Model Structure
Criterion 5
Processes
5a. Processes are systematically designed and managed
5b. Processes are improved, as needed, using innovation in orderto fully satisfy and generate increasing value for customers andother stake holders
5c. Products & Services are designed & developed based on customerneeds & expectations
5d. Products & Services are produced delivered & serviced
5e. Customer relationships are managed and enhanced
7/31/2019 TBEM CII Exim Bank Award Comparison
24/38
EFQM Model Structure
Criterion 6
Customer Results
6a. PERCEPTION MEASURES Image (accessibility, responsiveness, etc.)
Products and ServicesSales and after sales supportLoyalty
6b. PERFORMANCE INDICATORSImage (number of customer accolades, award nominations etc)Products and Services
Sales and after sales supportLoyalty
7/31/2019 TBEM CII Exim Bank Award Comparison
25/38
EFQM Model Structure
Criterion 7
People Results
7a. PERCEPTION MEASURES
Motivation Satisfaction
7b. PERFORMANCE INDICATORS Achievements Motivation and involvement Satisfaction Services provided to the organization's people
7/31/2019 TBEM CII Exim Bank Award Comparison
26/38
EFQM Model StructureCriterion 8
Society Results8a. PERCEPTION MEASURES Image Performance as a responsible citizen :
Involvement in the communities where it operates :
Reduction & prevention of nuisance & harm from its operations and/or throughout the life cycle of its products and services
Reporting on activities to assist in the preservation & sustainability ofresources
8b. PERFORMANCE INDICATORS Handling changes in employment levels Dealings with authorities on issues such as: certification,clearances, import / export , planning, product release.
Accolades and awards received
EFQM M d l St t
7/31/2019 TBEM CII Exim Bank Award Comparison
27/38
EFQM Model StructureCriterion 9KEY PERFORMANCE RESULTS
9a. KEY PERFORMANCE OUTCOMES Financial Outcomes1. Market related &general data (sales, share price, dividends etc.)2. Profitability (gross margins, EPS, earnings before interest & tax , contribution margin etc.)3. Investment & asset related information (ROIC, RONA , ROCE etc.)4. Budgetary Performance (Performance against organization or unit budgets)
Non- Financial Outcomes1)market share, 2)time to market, 3)success rates,4) Volumes & 5)Process performance.
9b. KEY PERFORMANCE INDICATORS Financial1)cashflow, 2) depreciation, 3)maintenance costs 4)Project costs,5)credit ratings
Non-Financial1) Processes (performance ; assessments ; innovations ; cycle times)2) External resources including partnerships (supplier performance ; supplier price ; number &value added of partnerships ; number & value added of joint improvement with partners )3) Buildings ,equipment & materials : ( defect rates ; inventory turn over ; utilization )4) Technology : ( innovation rate , value of intellectual property; patents ; royalties);5) Information and knowledge : (accessibility ; integrity ; value of intellectual capital)
7/31/2019 TBEM CII Exim Bank Award Comparison
28/38
Assessment Dimensions -ENABLERS
Approach
Deployment
Assessment & Review
A h
7/31/2019 TBEM CII Exim Bank Award Comparison
29/38
Approach
Is the approach
Soundly based
Focused on stakeholder needs
Supporting policy and strategy
Linked with other appropriate approaches
Sustainable
Innovative
Flexible
Measurable
7/31/2019 TBEM CII Exim Bank Award Comparison
30/38
A & R i
7/31/2019 TBEM CII Exim Bank Award Comparison
31/38
Assessment & Review
Is the approach and its deployment :
Measured for effectiveness regularly
Providing Learning opportunities
Benchmarked with others, e.g. competitors, industryaverage or best in class
Improved based on the outputs from learningand performance measures
7/31/2019 TBEM CII Exim Bank Award Comparison
32/38
Trigger PointsChanges in organizations initiated due to several trigger points-external, internal.
Excellent Orgns have a sound system to measure, review and proactively pick up triggers forchange rather than merely reacting to external/internal pressures or failures.
They will have a balanced set of trigger points
Typical Triggers:Vision/Mission/Values
Company Plans
Learnings of Teams:
Benchmarking Self-Assessment
R&D
Internal Audits
Market Research
Management Reviews
People and Partner Ideas
Customer Demands (Present)Changes in Competition
Changes in Government Policies
Changes by Technical Collaborators / Partners
Changes in Ownership
Changes in Economic Environment
Reactions to Problems / Failures
A t Di i RESULTS
7/31/2019 TBEM CII Exim Bank Award Comparison
33/38
Do the results
Cover all appropriate stakeholders
Measure all relevant approaches & deployment of approachesusing perception & performance indicators
Show +ve trend / sustained good performance. If yes, for how long
Have targets? If yes, are the targets achieved?
Have comparisons with others, for example, competitors, industryaverages or best in class
Compare well with others
Show a cause and effect link to approaches
Measure a balanced set of factors both for now & future
Give a holistic picture
Assessment Dimensions -RESULTS
7/31/2019 TBEM CII Exim Bank Award Comparison
34/38
Scoring Method - DifferencesTBEM Scoring done Item wise
No weightage for areas to address
(APPROACH DEPLOYMENT CATEGORIES)Approach, Deployment, Maturity Levels -BEST FIT
(RESULT CATEGORY)Reportage, Levels/Trends, Comparison, Linkage -BEST FIT
EFQM
Scoring done Criterion PART wise( i.e. for each area to address)
Weightage for each Criterion part
Weighted Average for each Criterion part
Overall Average for Criterion Score
(ENABLER CRITERIA)Approach, Deployment, Assessment and Review
(RESULT CRITERIA)
(Trends, Targets, Comparison, Causes, Scope)
RADAR SCORING MATRIX
7/31/2019 TBEM CII Exim Bank Award Comparison
35/38
ENABLERS
Elements
Score 0% 25% 50% 75% 100%
Attributes
Approach
Sound :
approach has a clear rationale No results oranecdotalinformation
Some Evidence Evidence Clear Evidence Comprehensive
Evidence
approach has defined process
approach focuses on stakeholder needs
Integrated :
approach supports policy & strategyNo evidence oranecdotal
Some Evidence Evidence Clear Evidence ComprehensiveEvidence
approach is linked to other approachesas appropriate
Total
Elements
Score 0% 25% 50% 75% 100%
Attributes
Deployment Implemented :
approach is implemented No evidence ofimplementation
Implementationin about 1/4 ofrelevant areas
Implementationin about 1/2 ofrelevant areas
Implementation inabout 3/4 of relevantareas
Implementation inall relevant areas
Systematic :
approach is deployed in a structuredway with the method used fordeployment being planned & executedsoundly
No evidence oranecdotal
Some Evidence Evidence Clear Evidence ComprehensiveEvidence
7/31/2019 TBEM CII Exim Bank Award Comparison
36/38
RADAR SCORING MATRIX
ENABLERS
Elements Score 0% 25% 50% 75% 100%
Attributes
Assessment &Review Measurement :
regular measurement of theeffectiveness of the approach &deployment is carried out
No evidence oranecdotal
Some Evidence Evidence Clear Evidence ComprehensiveEvidence
Learning :
is used to identify best practice &improvement opportunities
No evidence oranecdotal
Some Evidence Evidence Clear Evidence ComprehensiveEvidence
Improvement :
Output from measurement &learning is used to: identify,priorotise,plan & implementimprovements
No evidence oranecdotal
Some Evidence Evidence Clear Evidence ComprehensiveEvidence
Total
Overall Total
RADAR SCORING MATRIX
7/31/2019 TBEM CII Exim Bank Award Comparison
37/38
RESULTS
Elements Score 0% 100% 200% 300% 400%
Attributes
Results Trends :
trends are positive AND / OR No results oranecdotal information Positive trends and /or satisfactoryperformance forabout 1/4 of resultsover at least 3 years
Positive trends and /or sustained goodperformance forabout 1/2 of resultsover at least 3 years
Positive trends and /or sustained goodperformance for 3/4of results over atleast 3 years
Positive trends and /or sustained goodperformance for allresults over at least 3years
there is sustained good performance
Targets :
targets are achieved No results oranecdotal information
Achieved &appropriate for about1/4 of results
Achieved &appropriate forabout 1/2 of results
Achieved &appropriate for about3/4 of results
Achieved &appropriate for allresultstargets are appropriate
Comparisons :
results compare well with othersand/or
No results oranecdotal information
Favourablecomparisons forabout 1/4 results
Favourablecomparisons forabout 1/2 results
Favourablecomparisons forabout 3/4 results
Favourablecomparisons for allresults
results compare well withacknowledged ' World Class'
Causes :
results are caused by approach No results oranecdotal information
Cause & effectvisible for about 1/4results
Cause & effectvisible for about 1/2results
Cause & effect visiblefor about 3/4 results
Cause & effect visiblefor all results
Total
Results Scope :
results address relevant areas No results oranecdotal information
Cause & effectvisible for about 1/4results
Cause & effectvisible for about 1/2results
Cause & effect visiblefor about 3/4 results
Cause & effect visiblefor all results
results are appropriately segmentede.g.by customer, by business
Total
Overall Total Anecdotal Basic Competitive Advanced World Class
7/31/2019 TBEM CII Exim Bank Award Comparison
38/38
Thank You