Professional Documents
Culture Documents
BUSINESS
EXCELLENCE
Agenda
Introduction
and
professional
Jury Meeting
Award Presentation
Feedback Report
600 700
500 600
400 500
300 400
300
Levels of Recognition
Levels of Recognition
Award *
Prize (600+)
Award winners
Crompton Greaves Ltd.
2010
prize
2004
2010
prize
2003
2009
Infosys Technologies.
2002
2008
prize
-------------------
2001
-------------------
2007
2000
2006
-------------------
1999
BHEL Haridwar
2006
Prize
1998
2005
1997
What is an Excellent
Organisation?
Excellent
Organisations
achieve
and
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.
3 Contradictions
9 Criteria of Excellence
The 3 Contradictions
Organisational Competitiveness
Inclusive Success
Comprehensive Success
Predictable Success
Sustainable Success
Managing by Processes
Excellent organisations are managed through structured
and strategically aligned process using fact-based
decision making to create balanced and sustained results.
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).
Leadership
Results
6.
Customer Results
2. Strategy
7. People Results
3. People
8. Society Results
9. Key Results
Business Excellence
Application Document
E&E
Number of Employees
(31st March)
878
10,700
` 460
Crore
` 5,500 Crore
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
Internal operations :
Equipment
Facilities
HV Tester, Oscilloscopes,
AC Room for Electronic spares
Logic analyser, Board Wizard
Well-equipped Conference
Rooms
Energy Simulation
software for buildings
Digitalized Megger
HMI, Drives
HVAC calculation
software
Technology Centre
Telemetry
Thermographic Camera
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.
Key Expectations
Principals
Tie-up Partners
Component
Suppliers
Subcontractors
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.
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. 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.
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. 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
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.
Direction of
Communication
Bottom Up channels
2-Way communications
Partnerships
&
Resources
Processes, Products
&
Services
Customer Results
6a. Perceptions
Depending on the purpose of the organisation measures
may focus:
External recognition
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
Leadership performance
Internal communication
Society Results
8.a. Perceptions
Depending on the purpose of the organisation, measures
may focus on:
Environment impact
Societal impact
Workplace impact
Environmental Performance
Society Performance
Key Results
Financial outcomes
Project costs
Some Thoughts
Excellence is about synchronising the relation between :
Some Thoughts
What am I expected to do ?
Assessment demonstrate objective evidence on :
Thank you