NTPC BE Model Refresher Prog.modified Aug 2011

1

NTPC Business Excellence Model

3 Days Awareness Programme

Course material

• Presentation slides

• NTPC BE Reference Manual

• Station’s last year position report

• Last year feedback report

• Guideline to write functional level report

The Course Objective

To enable participants to learn the Excellence Model and apply in their roles better :

• Business Excellence framework

• NTPC BE Model

• Criteria Requirements

• OFIs

DAY 1

Framework of Excellence

What is Excellence?

copyright OPEC OPEC SKK5

Excellence is meeting & exceeding continually the needs & Expectations of Stakeholders under most unfavourable

conditions.

Leaders do not do different things. They do things differently.


8.Taking Responsibility for a Sustainable Future ( Corporate Social Responsibility)

7.Building Partnerships

6.Nurturing Creativity & Innovation

5.Succeeding through People

1.Achieving Balanced Results

2.Adding Value for Customers

3.Leading with Vision, Inspiration & Integrity

4.Managing by Processes

8 Fundamental Concepts of Excellence

Achieving balanced Results• Long & short term needs & expectations of all stakeholders

• Gather needs & expectation

• Define the out comes

• Develop strategy

• Measure, Monitor & Improve.

Adding Value to Customers• Very purpose of existence is customer

• Who are our customers

• What are their needs & expectations

• Innovate products & services based on their needs & expectations

• Involve people, empower with tools, talent & competencies

• Constantly monitor performance

• Benchmark


Leading with Vision ,Inspiration, & Integrity

Shape the future & make it happen

Set & communicate clear Direction, goals & Strategic focus

Understand Business drivers, be flexible & take timely decisions

Create culture of Excellence

Champion Values, Be role model- Integrity, social responsibility & ethics

Managing by Processes

Create structured & strategically aligned framework of processes, sub-processes

End to end process to deliver strategy

Identify key performance indicators & out comes

Review performance, identify OFIs

Involve people for continual improvement

Identify Risks & mitigate


Succeeding through people Value people for talent, creativity, skills & dedication

Empower people sufficiently

Align personal goals & team goals with Orgn. Goals

Provide skills & competencies and support

Help them to contribute to their & Orgn. Success.

Define levels of performance and monitor

Embrace diversity

Nurturing Creativity

Continual Improvement- creativity & innovation ( new ways of working/building partnerships/creating resources & competencies)

Turn ideas into reality

Set goals for creativity, Assess impact and Reward

Engage all stakeholders in developing ideas

Create culture of entrepreneurship

copyright OPEC OPEC SKK

10

Building Partnerships

Success today depends largely on effective partnership.

Core purpose is to enhance capabilities ( Strategic & Operational)

Extensive networks to identify potential partnerships

Seek, develop and maintain sustained relationship

Trust, Openness & respect

Mutual benefit, support one another ( Knowledge, Resources & Expertise)

Responsibility for sustainable Future. Economic, Social & Ecological sustainability

Ensure safe & healthy environment for people & society

Ensure people act with integrity & high standards of ethical behaviour

Be transparent & accountable to stakeholders

Ensure people & stakeholders participate in CSR activities


THE FUNDAMENTAL CONCEPTS AT DIFFERENT “ORGANISATIONAL” MATURITY STAGES

Fundamental Concept

Start up On the Way Mature

Results orientation

All relevant stakeholders are identified

Stakeholder needs are assessed in a structured way

Transparent mechanisms exist to balance stakeholder needs & expectations

Customer Focus Customer satisfaction assessed

Goals and Targets are linked to customer needs and expectations. Loyalty issues are researched.

Business drivers of customer satisfaction needs and loyalty issues are understood, measured and actioned.

Leadership and Constancy of Purpose

Vision and Mission are defined

Policy, People and Processes are aligned. A leadership "model" exist.

Shared Values and ethical role models exist at all organizational levels

Management by Processes and Facts

Processes to achieve desired results are defined

Comparative data and information is used to set challenging goals.

Process capability is fully understood and used to drive performance improvements

People Development & Involvement

People accept ownership and responsibility to solve problems

People are innovative and creative in furthering organizational objectives

People are empowered to act and openly share knowledge and experience

12

Fundamental Concept

Start up On the Way Mature

Continuous Learning, Innovation and Improvement

Improvement opportunities are identified and acted on

Continuous improvement is an accepted objective for every individual

Successful innovation and improvement is widespread and integrated

Partnership Development

A process exists for selecting and managing suppliers

Supplier improvement and achievements are recognized and key external partners have been identified

The organisation and its key partners are interdependent. Plans and policies are co-developed on the basis of shared knowledge

Corporate Social Responsibility

Legal and regulatory requirements are understood and met

There is active involvement in "society"

Societal expectations are measured and actioned

THE FUNDAMENTAL CONCEPTS AT DIFFERENT “ORGANISATIONAL” MATURITY STAGES

13

• The Malcolm Baldrige National Quality Award ( TQM in USA since 1987)

• The Deming Prize (Japan since 1951-400 winners so far)

• EFQM (Established in Europe- 1988, Award since 1991)

JapanUSA

Historical background

Japan

Europe

Historical Background (contd…)EFQM Model

EFQM formed 1988 ( Started with 14 members. Now 1000

members)

Launch of The European Quality Award 1991

Joint sponsorship with EU and EOQ

CII adopts the Model in 1994

Award Instituted in collaboration with EXIM Bank in 1994

MAIT institutes Quality Recognition Programme in 1995

IMTMA adopts the model in 1999

Ministry of Steel adopts the model for PM’s Trophy for

Integrated Steel Plants in 2000

Model revised in 2003 and 2009 ( EFQM 2010)

Leadership

10%

Processes,Products, &

Services10%

Key Results15%

People Results10%

Society Results10%

Customer Results15%

People10%

Partnerships and Resources

10%

Strategy10%

Enablers (How)-

50%

Results (What)

50%

L e a r n i n g, Creativity, and Innovation

EFQM Model 2010

1. Define Excellence/ Common language across NTPC.

(Customizing CII BE Model to suit NTPC requirements)

1. Measure progress on the journey towards Excellence and create a sense of urgency

2. Provide a sound framework for self and external assessment to review and improve Strategy, Processes and Performance

3. Identify, share, and recognize good practices and performance.

4. Provide learning opportunities to develop Business Managers

Need for The NTPC BE Model

Leadership

10%

Processes,

15% (10%)

Key Results

10% (15%)

HR Results10%

CSR & CD10%

Customer Results10% (15%)

HR10%

Partnerships and Resources15% (10%)

Planning & Strategy10%

60% (50%)

Enablers (How)

40% (50%)

Results (What)

L e a r n i n g and Innovation

NTPC Model 2010(figures in brackets indicate CII BE Model)

L e a r n i n g and InnovationL e a r n i n g and Innovation

19

WorldClass

Contenders

Having untapped Potential

Not sure of sustaining

good performance

Weak

Highly Vulnerable

50% 60%

80%

100%

60%

80%

100%

100%

50%

PRACTICE

Organization need to excel both in Performance & Practice

PER

FO

RM

AN

CE

Organisational CompetitivenessOrgn. Competitiveness depends on level of performance & practices

Common Knowledge Blind Spots

Private Unknown

Kn

ow

n t

o O

ther

s

No

Yes

Yes No

Known to Self

External Assessment

Self Assessment

Where Do We Stand ?How much we know and others know about us?

Maturity LevelLow High

Low

High

Mat

uri

ty L

evel

What to doOrgn. Know Do not know

No

t A

war

e

A

war

e

Urg

en

cy f

or

Ch

ang

e

2.Snails

(Slow to develop conviction or mobilise

people)

1.Chickenwith their heads cut off

(Running around in circles,&

Fire fighting)

4.Lions

(World class,Mobelise entire orgn.)

3.Grasshoppers(Flit from Idea to idea. No

constancy of purpose)

The Four Kinds of Organizations-Change Mgmt.Where do we stand?

The Organisations that :

1. Change by themselves( Excellent Orgns.)

2. Change, when told by others (quickly)

3. Change, when told by others several times (slowly)

4. Do not change even when told by others several times

Excellent orgns. have clear understanding of environment, present & future needs & expectations of stakeholders, developments in market place & competitors. They anticipate change & prepare themselves in advance to meet challenges. The rate of change has to be faster than change in environment to be competitive.

Four Types of Organisations

What are the Trigger Points for Change?

1. Vision / Mission / Values

2. Company Plans

3. Learning of Teams

• Benchmarking • Self Assessments• R&D • Internal Audits• Market Research • Management Reviews

4. People and Partners Ideas

5. Customer Demands (Present & Future expectations)

6. Changes in Competition

7. Changes in Government Policies

8. Changes by Technical Collaborators / Partners

9. Changes in Ownership

10. Changes in Economic Environment

11. Reaction to Problems / Failures

The excellent organizations have a sound system of ‘measurement and review’ to pick up these triggers, understand them and then develop new approaches and/or refine the existing approaches and their deployment

Journey for Change

Un-initiated

Competitive

Benchmark

Time

Per

form

ance

Lev

el

Entitlement

Leadership

10%

Processes,

15% (10%)

Key Results

10% (15%)

HR Results10%

CSR & CD10%

Customer Results10% (15%)

HR10%

Partnerships and Resources15% (10%)

Planning & Strategy10%

60% (50%)

Enablers (How)

40% (50%)

Results (What)

L e a r n i n g and Innovation

NTPC Model 2010(figures in brackets indicate CII BE Model)

L e a r n i n g and InnovationL e a r n i n g and Innovation

4.11.1

LEADERSHIPa b c d e 8 7 6 6 9

ENABLERS

5 24 166

EXCELLENCE

9 32 344

RESULTS

4 8 178

CUSTOMERa b

23 21

44

PEOPLEa b

22 21

43

SOCIETYa b

25 32

57

KEY PERFORMANCE a b 9 25

34

26 POLICY & STRATEGYa b c d 3 9 10 4

31 PEOPLEa b c d e 7 9 5 4 6

40 RESOURCESa b c d e7 7 10 7 9

33 PROCESSES

a b c d e6 9 6 4 8

36

The CII Business Excellence Model

1Leadership

5Processes

5a

1b1c

1d1e

Guidance Points

Criterion parts

(Carry equal marks)

Structure of the Criteria: Enablers1a to 5e ( 24 sub-criteria)

1a1a

Criterion parts

(Carry equal marks)

Guidance Points

Criteria 4 &5 have 15% weight age where as 1,2,3 have 10%(NTPC Model)

28

Required RESULTS

3.DEPLOY

Approaches

4.ASSESS AND REFINE Approaches and Deployment

1.Required

RESULTS

2.Plan and Develop APPROACH

RADAR: Management and Assessment Tool

Refer Page 5 of NTPC Reference Manual

29

Ap proach : 0% 25% 50% 75% 100% So und : A p proach has a clear r a tionale A p proach has defined pro c esses A p proach foc u ses on s t akeholder

n eeds refinements have been embedded in

the approach over time

No evidence or anecdotal

S ome evidence

Evidence

Clear evi den c e

Com p rehen si ve ev idence

In tegrat ed : A pproach supports s trategy A p proach is linked to other

A pproaches as appropriate

No evidence or anecdotal So me evidence Ev idence Cle ar e vi den c e Com p rehen si ve

ev idence

TOTAL for Approach 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 1 0 0 Deployment: 0% 25% 50% 75% 100% Implemented:

A pproach implemented in relevant

areas

No evidence or anecdotal

Implemented in ¼ of relevant areas

Implemented in ½ of relevant areas

Implemented in ¾ of relevant areas

Implemented in all re levant areas

Systematic: A pproach is deployed in a timely,

structured way and with ability to manage changes in the environment if

needed


ev idence

TOTAL for Deployment 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 1 0 0 Assessment and Refinement: 0% 25% 50% 75% 100%

Measurement: R egular measurements of efficiency and

effectiveness of the approach and its deployment are carried out

M easures selected are app ropriate


ev idence

Learning and Creativity: Learning is used to identify internal and

external good practices and improvement opportunities

Creativity is used to generate new o r changed approaches


ev idence

Improvement and Innovation: Output from measurement and learning

is used to identify, prioritize, plan and implement improvements

Output from crea tivity is evaluated, prioritized and used


ev idence

TOTAL for Assessment and Refinement 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 1 0 0 OVERALL TOTAL 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 1 0 0

The RADAR Assessment and Management Tool for ENABLERS(Page 7 of Ref Manual)

RADAR ANALYSIS OF ENABLERS

Approach –Development of well defined processes & structured actions to achieve desired objectives

SOUND: -Clear Rationale: Reason to choose an approach is based on research or bench marking. -Defined process: well described/documented so that concerned people understand clearly. -Focus on stake holders needs: Approach should be basically to meet stakeholders needs, organization’s objectives . -Refinement over time is embedded till maturity.INTIGRATED: -It has a logical link to strategy & other approaches designed to deliver the desired results now & in future.

DEPLOYMENT IMPLEMENTED:* Approach is implemented in in all relevant areas, locations, and covers various employees, products or services.

SYSTEMATIC:* Approach is deployed in a timely, structured and planned manner with ability to manage changes if needed.

ASSESSMENT & REFINEMENT

MEASUREMENT: Regular measurement of efficiency and effectiveness of approach and its deployment. Clarity exists on how frequently measurement is needed.LEARNING & CREATIVITY: Actions are taken to gain knowledge to achieve better understanding with in and outside business sector. Creativity is used for further improvement.IMPROVEMENT & INNOVATION: Learning and measurements have led to visible improvements in approach, deployment and results. Clarity exists on which innovative idea changes have already made or will make.

33

Measuring Excellence: Enablers Use with ‘Enablers’ : 1a to 5e ( 24 sub-criteria)

Excellence of Deployment Assessment Approach* and Refine

-Sound (focus on - Implemented in - Regular measurement

relevant areas of approach and deployment - Systematically in for effectiveness. planned manner - Improvement based on results Stakeholders needs and learning from innovation & defined process) creativity activities. -Integrated (with strategy)

0%

25%

50%

75%

100%

0%

25%

50%

75%

100%

0%

25%

50%

75%

100%

Refer Page 7 of NTPC Reference Manua 2010

Criterion Sub-criteria

6CustomerResults

7PeopleResults

8SocietyResults

9Key

Results

6a(75%)

Perceptiondata

7a(75%)

Perceptiondata

8a(50%)

Perceptiondata

9a(50%)Key

Strategic Outcomes

6b(25%)

PerformanceIndicators

7b(25%)


8b(50%)


9b(50%)Key


Structure of the Criteria: Results(8 sub criteria)

9

6a & 7a have 75% weight age6,7,8,9 have equal weight age of 10%(NTPC)

The Allocation of ResultsPerceptions Indicators Outcomes(Stake Holders Needs ( Process Outputs ) ( Strategic) & Expectations)

6a 7a 8a 8b 7b 6b 9b 9a All other Key Results Stake- related to Strategy holders Employees Customersincluding stakeholder related key results

36

The RADAR Assessment and Management Tool for RESULTS(Page 8 of Ref Manual)

Relevance and Usability : 0% 25% 50% 75% 100% S cope and Relevance : The scope of the results presented Addresses the needs and expectation s of

relevant stakeholders Is consistent with the strategy and

policies of the organization The most important Key Results are

identified and prioritized Relationships between relevant results are

understood

Relevance not established or

anec d otal infor m ati on

Results presented and relevance established

for about ¼ of the relevant

Results presented and relevance established for about 1/2 of the

areas involved

Results presented and relevance established for about 3/4 of the

areas involved

Resu l ts presented and relevance established

for all the areas involved

I n tegr ity : Results are timely, reliable and

accurate

No evidence or integrity or

anecdotal information

Timely, reliable and accurate for about ¼

results presented

Timely, reliable and accurate for a bout ½

results presented

Timely, reliable and accurate ¾ results

presented

Timely, reliable and accurate for all

results presented

Segmentation: Results are appropriately segmented No segmentation

Usable segmentation for about ¼ of results

Usable seg mentation for about ½ of results

Usable segmentation for about ¾ of results

All results are useably segmented

TOTAL for Relevance and Usability * 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 1 0 0 * Note : T he total here should not exceed t he score given for scope and relevance

Performance : 0% 25% 50% 75% 100% Trends :

Trends are positive AND/OR there is

sustained good performance No Results or

anecdotal information

Positive trends and/or sustained

good performance for about ¼ of

results o ver at least 3 years

Positive trends

and /or sustained g o od performance

for about ½ of results over

at least 3 years

P o sitive trends and /or sustained g o od

p e rformance for about ¾ of r e sults

ov er at least 3 ye a rs

P o sitive trends and /or good sus tained

per fo r man c e for all of resu l ts

ov er at least 3 yea r s

Targets:

Targets are set for the Key Results Targets are appropriate Targets are achieved

No targets or anecdotal

information

Set, appropriate and achieved for about ¼ of Key

Results

Set appr opriate and achieved for about ½ of

Key Results

Set appropriate and achieved for about ¾ of

Key Results

Set, appropriate and achieved for all Key

Results

Comparisons : Comparisons are made for the Key

Results Comparisons are appropriate Comparisons are favourable

No comparisons or anecdotal information

Established, favourable and

appropriate comparisons for about ¼ of Key

results


appropriate comparisons for

about ½ of Key results


appropriate compar isons for about ¾ of Key

results


appropriate comparisons for

all results

Causes: The relationship between Results

achieved and their Enablers is understood

Based on the evidence presented, there is confidence that positive per formance will be sustained in the future.

No confidence on causes/anecdotal

information

Enabling effect visible for about ¼ of results and some evidence

that performance will be sustained

Enabling effect visible for about ½

of results and some evidence

th at performance will be sustained

Enabling effect visible for about ¾ of results and some

evidence that performance will

be sustained

Enabling effect visible for all

results and comprehensive evidence that

performance will be sustained

TOTAL for Performanc e 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 1 0 0 OVERALL TOTAL 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 1 0 0

RADAR ANALYSIS OF RESULTS

RELEVANCE & USABILITY:

SCOPE & RELEVANCE: The results address the needs & expectations of relevant stake holders and be consistent with strategy & policy. Most important and key results are identified and prioritized. Relationship between key results are understood.

INTEGRITY: The results are timely, reliable & accurate.

SEGMENTATION: Results are appropriately segmented so that they lead to identification of OFIs in specific segments.

TRENDS: Trends of 3 years are positive & sustained performance

TARGETS: Appropriate targets (SMART) set for key results as

per strategy and objectives. And targets are achieved.

COMPARISONS: Key results are compared appropriately with

others with in and out side the organization, best in

class/ world class, leading to appropriate target setting.

Comparisons to be favourable.

CAUSES: The relationship between the results and approaches is

understood, leading to suitable corrective actions in

approach and deployment or strategy & policy for

sustained positive performance.

PERFORMANCE

39

Comparisons

• Group Average• Group Best• Collaborator

• Nearest Competitor• Best Competitor

• Best-in-Class(National, Chosen Market, World)

• Identity of Source • Dependability of Source• Why this Benchmark was chosen?• Relevance of Benchmarks• How old is the Benchmark?

HIERARCHY

CHECK FOR

• Industry Average• Upper Quartile of Industry• Top 10% of Industry

Performance and Practices(Results) (Enablers)

(For Multi-Division, Multi – Product, Multi – Location, Organisation)

Internal

Competitor

Industry

Generic

40

Measuring Excellence: Results

Use with Criteria: 6a, 6b, 7a, 7b, 8a, 8b, 9a, and 9b Relevance & Usability Performance - Scope & Relevance( Timely - Trends Consistent with strategy & Needs, Positive trends, sustained comprehensive) good performance) - Integrity (Accurate, reliable) - Targets for Key Results (Appropriate and to be achieved - Segmentation (Appropriately - Comparisons of Key Results( with segmented to identify area best in class internally & of concern) externally) - Causes (Relationship between enablers and results to understand sustenance)

0%

25%

50%

75%

100%

0%

25%

50%

75%

100%Refer Page 6 and Guidelines on Pg 36, 41&42, 50&51, and 53&54 of NTPC Reference Manual 2010,

41

Understanding Criteria Linkages

42

Linkages amongst Results Criteria

Key Performance

Results

6

People Results

7

9

Society Results

8

Customer Results

43

6b

Results

Time lag

Enablers

Lagging indicatorsLeading indicators

6a

7b 7a

8b

9b

8a

9a

1.

2.

Model Dynamics

Up-stream Down stream

Perceptions & StrategicOutcomes (Vision & Mission)

Process OutputsPerformance indictors

1. LEADERSHIP

1a) Leaders develop Mission, Vision, Values and are

role models of a culture of excellence.

1 b) Leaders define, monitor, review and drive the improvement

of Organization's management system

1 c) Leaders engage with External stakeholders (Customers,

Partners and Society Representatives)

1 d) Leaders reinforce a culture of excellence with organization

people.

1 e) Leaders ensure that Organization is flexible and manage

change effectively

2.0 Policy and Strategy

2 a) P&S are based on understanding needs & expectations of both stakeholders and external environment

2 b) P&S are based on understanding internal performance & Capabilities

2 d) P&S are communicated and implemented and monitored

2 c) Strategy & Supporting policies are developed, reviewed and updated

3. PEOPLE (41-50)

How the Organisation manages, develops and releases knowledge and full potential of its people (individuals, teams and organisation wide)

3 a) People plans support Organization’s strategy

3 b) People knowledge and capabilities are, developed.

3 c) People are aligned, involved and empowered

3 d) People communicate effectively through out the

orgn.

3 e) People are rewarded, recognized and cared for

4. Partnerships & Resources

.4 a) Partnerships and suppliers are managed for sustainable

benefit.

4b) Finances are managed to secure sustained success.

4c) Buildings, equipments, Materials and natural resources

are managed in a sustained way

4d) Technology is managed to support delivery of strategy

4e) Information & Knowledge are managed to support

effective decision making and to build orgn. Capability.

5. PROCESSES (41-50)How Organisation designs, manages and improves processes to support its P & S and generate increasing value to customers and other stake holders.

5 a) Processes are designed and managed to optimize Stakeholders’ value

5 b) Processes are improved using innovation – for increasing value to customers and other stakeholders.

5 c) Products and sources are designed and developed based on

customer needs and expectations.

5 d) Products and services are produced, delivered and serviced.

5 e) Customer relations are managed and enhanced but

49

Some of the more obvious links between Enablers and Results are:

3 and 7

5 and 6

4/5 and 9

2 and 5/9

1 and 8

Some examples of sub-criteria links are:

*1b(performance Mgmt), 2d(Strategy based on performance) and 5a(Process design)

*1c(Engaging External Stake holders), 4a (Managing partners & Suppliers) and 5e( Customers relationship management)

*1d(Culture of excellence), 3e(Reward & recognition), and 5b(Process improvement to generate increasing value to stakeholders.

Relationships between criteria and sub criteria

50

Relationships between criteria and sub criteria

51

Position Report

Criteria Requirements & Scoring Charts

Other Information

Responsibility

Station 1, 2, and 9

3, 7, and 8

Future Challenges, CSFs, Innovation..

Deployment information for criteria 1, 2, 5a, 5b

Core Committee

HRM

Functional Relevant sub-criteria 4 & 5 and Lead/ Lag indicators supporting 6 to 9. ( No need to write separately about criteria 1, 2 &3 ).

Analysis of trends of lead/ lag indicator. Strategic challenges and best practices.

Functional Team

Customer 6a, 6b and 5e Competition,

Benchmarks

RHQ & Station Commercial

Contents of Position Reports

Day 1- Group exercise no 1• Participants to be divided in to 4 groups.• Each group to pick one of the result sub criteria from

6b / 7b / 8b / 9b ( NTPC BE Model reference manual/ Position Report). • Part A – Group to check scope and relevance of

parameters / indicators / aspects covered and suggest inclusion or deletion if any in NTPC manual. Now group to check weather these parameters have been included or not in their position report. If not then what should be included in next report.

• Part B - Group to pick up one result parameter of chosen sub criteria from position report and analyze it w.r.t sufficiency from integrity, segmentation, trend, target, comparisons and causes perspective.

Day 1- Group exercise no 2

• Participants to be divided in to 4 groups.• Each group to pick one of the result parameter from

sub criteria from 9a or 9b ( NTPC BE Model reference manual).

• Part A – Group to suggest what should be linked enablers and result parameters in criteria 1 to 8 to improve / link / support this chosen result of 9a or 9b.

• Part B - Group to pick up one result parameter of 9a or 9b from position report and analyze it wrt sufficiency from linkage perspective in their station’s position report.

DAY 2

55

Process of Management

56

Set new or revised goal

Develop Implementation

plan for accomplishing

the goal

Develop plan for measuring whether Imple-mentation plan being followed

Execute Implementation and measure-

ment plans

Output

Analyze reasons for poor adherence to Implementation

plan or poor results and enhance knowledge

Monitor results and

adherence to Implementation

plan

PD

CA

Process of Management (PDCA)

Input

57

Quantum of Change

Control

Improvement

Breakthrough

Time

Qu

antu

m o

f C

han

ge

Control + Improvement + Breakthrough

58

Retainment........ To Maintain Quality levelof already achieved

Improvement..... Improve Quality levelmore than that of achieved

Breakthrough.... Innovation of Improvement

Function of Management

59

Retainment

Improvement

BreakthroughSr.Executive

Division Head

Dept. Manager

Supervisor,Foremen

Operator

Share of Responsibility

Function of Management

None Full

60

Performance Measures : A Maturity Perspective

Monitor results

Understand

process, Cause &

Effect

Predict

Improve

Process is amenable to review and improvement

61

Measures : Maturity Levels

None

Global

Segmented

Targets

Improvement

Gazing ( Low or No Management Priority )

Analysis and Action

Variation Reduction

Benchmark

General View ( Permits monitoring, but not amenable to learning and improvement )

Detailed View (amenable to learning and improvement)

Deployment across the orgn.

Planning, Management Priority

Learning, Innovation, Leadership

62

Managing Processes

1. All Processes to be Standardised: Reduce variability• Discipline (conformance)

• Deep knowledge of processes

2. All Processes must be improved– Deeper knowledge of processes and still deeper for innovation

– Techniques of improvement

– Ability to control, and improve may not always vest with same person. Cross Functional/ Cross Organisational Teams

3. Passion to Improve– Aspirational Mindset

– Leadership Issue

– Understanding of what makes people passionate: HR Processes

– Make it a way of life, so that who is at helm does not matter

63

The Three Levels of Performance Management

Level Goals Design Management

Organization level

Organization Goals

Organization Design

Organization Management

Process level Process Goals Process Design Process Management

Job/Performer level

Job/Performer Goals

Job Design Job/Performer Management

64

A Process Owner is a designated person responsible for the total performance and improvement of the process.

Why a Process Owner?

In order to

Control and coordinate processes and improve work.

Mediate competence and give support.

Identify and support competence development.

Follow up process performance.

Process Owner

65

Document the process

Agree interfaces

Arrange ‘handshaking’ with next process

Discuss measurements

Suggest improvement schemes.

Each process owner has to appoint a process team that meets regularly to...

66

Criteria 5 - Requirements and Linkages

DESIGN PROCESSES FOR EFFICIENCY AND EFFECTIVENESS

END TO END PROCESS MANAGEMENT( STANDARDS, INDICATORS, INTERFACES,

TARGETS)

REVIEW OF PROCESS FRAMEWORK FOR EFFECTIVE

DELIVERY OF P & S

1b,2c,2d,3a,3c,4a,4c,4d,4e,5b,9a,9b 1b,2c,2d,3a,3c,4a,4c,4d,4e,5b,9a,9b

2009 2007

2005

Criteria requirements slides represent central theme as per EFQM.

Participant to refer NTPC BE Model for customized perspective

based on this theme.

67

Criteria Requirements and Linkages

DESIGN PROCESSES FOR EFFICIENCY AND EFFECTIVENESS

END TO END PROCESS MANAGEMENT( STANDARDS, INDICATORS, INTERFACES,

TARGETS)

REVIEW OF PROCESS FRAMEWORK FOR EFFECTIVE

DELIVERY OF P & S

5a Processes are designed and managed

• Process Mapping • Tools/ Techniques • Lean Approach • Technology Enabled• Interface management • Waste elimination

• Process Owners/Teams • Sub-Processes

• Measures for control • Documentation

• Audits and Reviews• Standards(P,Q,C,D,S)

• Process Families and Framework

• Critical Processes Review

1b,2c,2d,3a,3c,4a,4c,4d,4e,5b,9a,9b 1b,2c,2d,3a,3c,4a,4c,4d,4e,5b,9a,9b

2009 2007

2005

68


IDENTIFY OPPORTUNITIES FOR INCREMENTAL AND

BREAKTHROUGH IMPROVEMENTS

DEVELOP,EVALUATE, IMPLEMENT, AND

COMMUNICATE CHANGES

INVOLVEMENT OF PEOPLE, CUSTOMERS AND PARTNERS

5b Processes are improved..

• Review of results 6 to 9 a), b)• Gaps in Actual vs Targets, Benchmarks • Learning from Study Groups/ CFTs/ QCCs• R&D Outputs • Strategic objectives• Self Assessment, Internal/ External Audits• (DWM, Break Out Sessions, Reviews by

Process Management Teams, Business Performance Reviews, Focus Groups, Product, Process benchmarking )

• 7QC tools • Design of Experiments• 6Sigma projects • Lean •BPR• Revising standards and documentation• Communication to Customers/ Dealers/

Suppliers/ After Sales Service/ Prodn…• Suggestions / Kaizens • CFTs • QCCs

• Joint improvement teams with Partners/ Customers/ …

1b,1c,2c,2d,3a,3c,3d,4a,4c,4d,4e,5a,9a,9b 1b,1c,2c,2d,3a,3c,3d,4a,4c,4d,4e,5a,9a,9b

2009 2007

2005

69


Generating ideas for new and or modification of products

and services for EXISTING & NEW MARKETS

Development process

JOINT WORKING WITH

CUSTOMERS AND PARTNERS

EVALUATING TECHNOLOGY IMPACT

USING INNOVATION

( internal and external)

5c Products and Services are….

• Using inputs from the following to develop new products and services..

• Market Research • Partners’ Feedback

• Field Performance Studies • Application Studies

• Outputs of R&D, IPRs, Ideas from SHs

• Data-Base (comprehensive / current )

• Participation in Design, Development, Review, and Trials, collaboration, industry – academia – R&D

( Exchange of information, Consulting, Co-decision making, Co-creating )

• Recognising

• Technology Scanning • R & D Projects

• Studies to evaluate the impact on Business

• Idea Generating Forums • Experimenting

• Risk Funding

• Criteria for Selection, Evaluation and Recognition of Design Ideas/ Application

1b,1c,2a,2b,2c,2d,3b,3c,4a,4b,4d,4e,5a,5b,5e,6b,6a,7b,7a,9a1b,1c,2a,2b,2c,2d,3b,3c,4a,4b,4d,4e,5a,5b,5e,6b,6a,7b,7a,9a

2009 2007

2005

70


SALES AND MARKETING

Demand/Supply interface

Competition, MOR, Sale of

Un-requisitioned power

PRODUCTION

Availability, Reliability, Grid discipline,

Cost, Outages

AFTER SALES SERVICE

Complaint handling, Technical support

Rescheduling OH, Backing Up

5d Products and services are produced, delivered and serviced

• Planning • Policy & Strategy• Delivery,logistics • Communication • Competitors Performance Data • Data-Base (comprehensive / current )

• 5S, Visualisation, Standardisation,

• DWM, QA, SMED • Lean • 6Sigma

• Policy • Network(delivery service)

• Capability • Spares mgt.

• Failure analysis(warranty,guarantee, reliability..)

SEI-CMM Levels, ISO/ TS/ TL System Standardss

1b,1c,2a,2b,2c,2d,3b,4a,4d,4e,5a,5b,5c,6b,6a,7b,7a,9a1b,1c,2a,2b,2c,2d,3b,4a,4d,4e,5a,5b,5c,6b,6a,7b,7a,9a

2009 2007

2005



KNOWING & MEETING

DAY TO DAY & LONG TERM CONTACT REQUIREMENTS

COMPLAINTS HANDLING

GETTING & RESPONDING TO CUSTOMER FEEDBACK

ADVISING CUSTOMERS ON THE RESPONSIBLE USE OF

PRODUCTS & SERVICES

5e Customer Relationships are managed and enhanced• Key Customers • Ownership for contact, frequency• Need Assessment & customisation • • Data-Base (comprehensive / current, actionable) • Access/ Time/ Courtesy /ICT application • Relationship management over Cr Life Cycle• Recognising LT relationships/ Loyalty• Dealers and Service Provider Networks

• Capturing( formal/ informal)/ Consolidating & Analysing• Handling Warranty/Guarantee failures & Analysis • Use of tools/techniques for analysis/ Learning/ Application• Follow up Action/Reviews

• Feedback through Surveys, Vendor Ratings, Complaints, Focus Groups, Customer Meets/Visits, Fairs, Customer Demos, Sales/Field Reports,

• Analysis of Feedback from Lost, Potential, New & Existing Customers for different customer groups and market segments. Knowing preferences & Buying behaviour . Win/Loss analysis with other competitors and organisations providing similar products.

• Understanding stated, unstated & anticipated Cr reqmts.

• Educating & Training Customers on use, maintenance and disposable

• Providing Help Lines, Literature• Campaigns to gain attention/ reinforce• Recognising responsible use

1b,1c,2a,2b,2c,2d,3b,4a,4d,4e,5a,5b,6b,6a,7b,7a,9a1b,1c,2a,2b,2c,2d,3b,4a,4d,4e,5a,5b,6b,6a,7b,7a,9a

2010 2009

2008

Lead and Lag Measurements

• Leading measurements are drivers behind performance and provide some predictability (forward looking or Check points)

• Lagging measurements are usually final outcomes that look back, such as customer satisfaction or return on investment (Strategic Objectives)

(Strategic objectives):

Hours used in Gym

Key indicator (lag):Air pressure measured in

kgf/ cm2

Strength ofBalloon

Availability of pump

Man physical health

Example of Lag and Lead Indicators

No. of pumps per second

Balloon breaks / rejections)

Diameter of balloon

Production – no of balloon per hour

Lead

Lag

(Check points to achieve strategic

objective)

Day 2 - Group exercise no 1-Drilling down

• Participants to be divided in to 4 groups.• Each group to pick one objective from station

position report as outcome like – Availability, Forced outage, Reduction of water consumption, Inventory reduction, Cost reduction, Enhancing employees satisfaction , society satisfaction etc… from key result area. This selected objective outcome will be a lag parameter. Say PLF ≥ 95 is lag outcome. Now to achieve this what should be drill down lead indicators. Group can pick up one of immediate lead indicator ( instead of all) and drill it down to set of lower lead indicators as done in CHP & MGR exercise.).

75

Strategyand

Leadership

76

Criterion 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.

Sub-criteria:

2a - Strategy is based on understanding the needs and expectations of both stakeholders and the external environment

2b - Strategy is based on understanding of internal performance and capabilities.

2c - Strategy and supporting Policies are developed, reviewed and updated

2d - Strategy and supporting policies are communicated, implemented and monitored

77


KEY

ELEMENTS

OF

REQUIREMENTS

TO BE

ADDRESSED

(Mandatory)

Sub-criterion requirement.

LINKAGES WITH OTHER SUB-CRITERI0N LINKAGES WITH OTHER SUB-CRITERI0N

2010 2009

2008

• Approach/Deployment/A&R addressing multiple requirements of sub-criterion Approach: who, what, method, when, how often, tools/ techniques, metrics.., link with strategy and other approaches

• Deployment: Level of implementation in relevant areas

• A&R: Measurement for efficiency & effectiveness, Learning and idea generation activities undertaken, & Improvements made and use of tools& techniques for analysis

• Few examples of good practices: for

illustration only

CH

AN

GES

MA

DE O

VER

A

PER

IOD

OF

TIME a

nd

PLA

NN

ED F

OR

NEX

T

FEW

YEA

RS

78


UNDERSTANDING CUSTOMERS, PEOPLE,

PARTNERS, SOCIETY, AND INVESTORS’ NEEDS AND

EXPECTATIONS OVER DIFFERENT TIME HORIZONS

UNDERSTANDING OPPORTUNITIES AND

THREATS IN THE ENVIRONMENT OVER

DIFFERENT TIME HORIZONS

2a Strategy is based on the present and future needs & expectations of stakeholders.

1, 2, 6 to 9 1, 2, 6 to 9

2010 2009

2008

• Process with key steps, outputs, ownership, time lines,and use of tools/techniques for gathering and understanding of needs and expectations

• Focus Groups on various SHs to gather and understand stated and implied needs and expectations over different time horizons and different segments, 6a to 8a, STEP, FIBRES

• Primary and Secondary data search and analysis on perceptions, needs and expectations and early indicators/drivers

• Use of tools to understand language/ verbal and quantitative data e.g affinity diagram, systems diagram, QFD, trends, regression analysis, Matrix diagrams..

• Involvement/participation of SHs, thought leaders, experts to give their inputs

•

• Market Intelligence ( regional, national, international)

• Focus groups to analyse economic, legal, statutory, social, environmental issues over different time horizons e.g impact of WTO, Trade Blocs, Govt.Policies, Demographic Changes, Climate Change, Pollution norms, Political Developments

79


UNDERSTANDING STRENGTHS AND WEAKNESSES OF

ORGANISATION

UNDERSTANDING STRENGTHS & WEAKNESSES OF EXISTING

& POTENTIAL PARTNERS

IMPACT OF NEW TECHNOLOGY & BUSINESS

MODELS

BENCHMARKING TO

UNDERSTAND RELATIVE STRENGTHS & WEAKNESSES

2b Strategy is based on understanding internal ….

1, 2c, 6b,7b, 8b, 9b 1, 2c, 6b,7b, 8b, 9b

2010 2009

2008

• Process with key steps, ownership, time lines,use of tools/techniques ( trends analysis, regression analysis, matrix diagrams..) desired outputs

• Focus groups on analysing internal performance(6b to 9b), Best practices, Benchmarks ( Products, Processes, Results) internal/ external, Competitors performance

• Analysis of core competences and capabilities

• Analysis of core competences and capabilities for complimentarity

• Interactions with existing and potential Partners in understanding their plans for capacity and capability enhancement

• Focus groups on analysing developments on Technology , own R&D, IPRs, Business Models, Management Approaches; Life Cycle Analysis

• Inputs from Formal and Informal Benchmarking

• Expert Inputs on Products, Services, Practices and Performance

80


MAKING CHOICES IN LINE WITH VISION, MISSION AND CONCEPTS

OF EXCELLENCE OVER DIFFERENT TIME HORIZONS

MECHANISMS TO MANAGE STRATEGIC RISK

UNDERSTAND THE KEY BUSINESS DRIVERS AND ENSURE TRIPLE

BOTTOM LINE

(Identify CSFs and corresponding MOU Parameter and evolve Strategies)

REVIEW & UPDATE

2c Strategy and supporting policies are developed,

1 to 9 1 to 9

2010 2009

2008

• Choose Products, Customers, Competitors, Growth Vector, Competitive Advantage over different time horizons in line with Vision/ Mission and understanding of 2a, 2b.

• Risk Assessment for various Scenarios• Follow standards on risk management BS 25999• LT/MT/ST Priorities ( Phases/ Waves of

Development, Road Maps,..) • Leverage Core Competences• Identify ( Technology, partnerships, competences,

new products…)

• Balance all Stake Holders Interests

(Customers, People, Society, Shareholders)

• Review assumptions made

• Review changes in Scenarios and their impact

• Evaluate Progress , Make Changes

81


DEFINE TARGETS, COMPARISONS WITH OTHER

ORGANISATIONS FOR 6to 9 RESULT PARAMETERS BOTH IN a &b CATEGORIES IN LINE WITH MISSION AND VISION

DEVELOP OBJECTIVES, PLANS, TARGETS and

REPORTING MECHANISM AT VARIOUS LEVELS OF PEOPLE

TO ACHIEVE

BOTH LT & ST OBJECTIVES OF THE ORGANISATION

COMMUNICATE, REVIEW, FOLLOW UP

2d Strategy and supporting Policies are communicated, ..

1 to 9 1 to 9

2010 2009

2008

• Develop SBU/Functional P&S, objectives and targets in line with organisation’s strategy.

• Set Goals for Innovation

• Use systematic approach / tools & techniques and people involvement to set objectives, goals, targets at various levels ( BSC, X Matrix, P,Q,D,C,S,M, KRAs…)

• Review & refine organisation structure, framework of key processes and empower people to achieve objectives.

• Reporting Mechanism ( Traffic Light ) • Metrics and reviews for DWM and BTs

• Evaluate Progress at various levels, Make Changes

• Communicate strategy and policies as appropriate to People, Partners, Customers..

82

Criterion 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.

Sub-criteria:1a - Leaders develop the mission, vision, values and ethics and

act as role models1b - Leaders define, monitor and drive the improvement of

organisation’s management system and performance1c - Leaders engage with external stakeholders.1d - Leaders reinforce a culture of Excellence with the

organisation’s people1e - Leaders ensure that organisation is flexible and manages

change effectively

83


SETTING AND COMMUNICATING

DIRECTION,

NOBLE GOALS AND

NORMS OF BEHAVIOUR

CHAMPION THE ORGANISATION VALUES

LEADING BY EXAMPLE AND DEVELOP A SHARED

LEADERSHIP CULTURE

1a Leaders develop the vision, mission, values..

1, 2, 3 1, 2, 3

2010 2009

2008

• Top and senior managers personally….• Develop and advocate Vision, Mission, Values and

Ethics and interpret for people at different levels• A&R Forums for V.M.V & Improvement Initiatives.

• Making changes in the structure/ policies to remove bottlenecks/ make agile orgn.

• Actively participates as members/leaders in key improvement projects, setting targets & monitoring

• Mechanism for making funds and people available for improvement activities and support new/ radical ideas; and their implementation

• Ensuring that Values and Ethics are practiced (Code of Conduct, Ethics Counsellors, Walk the Talk, Whistle Blowing, Taking ownership, Taking Projects…. )

• Measuring personal leadership (individual/ team) effectiveness e.g 360 degree evaluation, Feedback from Mentors/ Coaches/ Surveys/ Meetings/..

84


DEVELOP AND IMPROVE THE

MANAGEMENT SYSTEM WITH APPROPRIATE RISK ASSESSMENT AND DEVELOPMENT OF CAPABILITY FOR

SUSTAINABLE BENEFITS TO SHs

FACT BASED DECISION MAKING & MUPI AND

GO BEYOND REGULATORY COMPLIANCE

REVIEW PROGRESS BASED ON BALANCED RESULTS (LONG &

SHORT TERM) & RISK ASSESSMENT

1b Leaders define, monitor, review and drive..

1 to 9 1 to 9

2010 2009

2008

• Top management team members as Process Sponsors/Process Owners for key processes

• Short & Long term plans, key deliverables are developed and widely communicated

• Sr Managers review the implementation of processes, policies, structures, technology, techniques etc through Steering Committees, Task Forces, CFTs, Mgt. Diagnosis Visits, Self/ External Assessment/ Audit Findings,

• Sr Managers regularly review and refine Metrics and Results appropriate for their business e.g Changes in MIS, Audits, Formats, BSCs, KRAs

• Stretch targets are set and on regulatory requirements beyond compliance level.

• Review progress using Short term and Long term Goals & priorities of key Stake holders

• Risks identified and appropriately managed across all operations

85


DEVELOP APPROACHES TO KNOW, UNDERSTAND AND

RESPOND TO EXTERNAL SHs

ENGAGING WITH SHs TO GENERATE NEW IDEAS &

INNOVATION

IDENTIFYING PARTNERSHIPS

OF STRATEGIC & OPERATIONAL IMPORTANCE

TRANSPARENCY OF REPORTING TO ALL KEY

STAKEHOLDERS

1c Leaders engage with external stakeholders

1, 2,4a,5b,5e 6 to 9 1, 2,4a,5b,5e 6 to 9

2010 2009

2008

• Top Management develop plans, approaches to meet, communicate with key customers, suppliers, society people etc. ( Calendar/Matrices for formal & Informal meetings) to gather and understand their stated and implied needs and expectations over different time horizons in a systematic way.

• Championing social/ industry/ environment development cause( refer crit 8)

• Advocating and supporting Excellence, through JIPs, sharing good practices at various external forums

• Recognizing good performance and behavior of Customers and Partners.•

• Top & Senior Managers identify key partners of strategic importance, and facilitate cultural compatibility by promoting common practices

• Participating and contributing in joint planning, review and improvement activities

•Top Managers ensure processes for corporate governance are implemented, reviewed and improved e.g GRI reporting Statutory/ Voluntary Audit Committees,

.• Providing relevant information to external SHs through web site, reports, providing access..

86


PROMOTE A CULTURE OF INVOLVEMENT…

PROMOTE CULTURE THAT SUPPORTS GENERATING NEW

IDEAS & INNOVATION

HELP, SUPPORT, MOTIVATE AND ENABLE PEOPLE TO

SUCCEED & OD

PROMOTE AND ENCOURAGE EQUAL OPPORTUNITIES AND

DIVERSITY

1d Leaders reinforce a Culture of Excellence ..

1, 2,3, 6 to 9 1, 2,3, 6 to 9

2010 2009

2008

• Top and Sr.Managers meet, communicate, deliberate with people on organizations’ Vision, Mission, Values, P & S, Plans, Objectives, Targets, thru various forums ...Formal/Informal, MBWA,

• Promote involvement and generation of new ideas/Innovation by Funding and regular

• • Managers play the roles of Mentors/ Coaches/ Counselors/ Trainers and be accessible..

• Sponsoring people for Competence Development and participate in Change and /or Improvement activities/projects

• Sr Managers create an environment of Appreciation of good performance and behavior thru timely recognition.

• Ensuring People policies and processes promote Equal Opportunities and reflect the needs and expectations of various people segments ( Minorities, women, Contract labour etc.).

• Leaders take affirmative action on the compliance / non compliances e.g sexual harassment, caste/ lingual / religious discrimination ..

87


SHOW AGILITY BY MAKING CHANGES BASESD ON UNDERSTANDING OF

EXTERNAL & INTERNAL DRIVERS OF ORG. CHANGE

INVOLVE & SEEK COMMITMENT OF SHs

RESPONDING WITH NEW WAYS OF WORKING

ALLOCATE RESOURCES FOR LONG TERM PLANS FOR

SUSTAINABLE COMPETIVENESS

1e Leaders ensure that organisation is flexible..

1 to 9 1 to 9

2010 2009

2008

• Top Management team studies and reflects to identify the opportunities / threats (SWOT, Risk Analysis) arising from changes including disruptive changes in market, technology, competition, social, legal, political and competition.

• Leaders consult Thought Leaders/ Experts from diverse areas: economics, social, academia on changes in scenario.

• Top Management team makes timely changes in its Vision, Mission, Strategy & Policies based on drivers.

• Top management team communicates, deliberates, advocates with all concerned stakeholders while making major changes in the organisation

• Changes in organisation structure, projects for growth and modernisation, launch of new businesses/ new products, development of new markets, mergers/acquisitions, changes in business model, are led by the senior management for timely initiation and completion.

• Resources (financial,HR) are allocated for R&D, New Products Development, Measurements, Modernisation, Competence development, Talent Management, Supplier Development, Societal Development, Brand Building….

Day 2 - Group exercise no 2How to improve OFI from Criteria 1&2

• Participants to be divided in to 4 groups.• Each group to pick one OFI from station

position report from criteria 1 or 2. Group to present genesis of OFI, and what should be done to improve this at three levels viz; at station level, RHQ level and Corporate level.

89

Peopleand

People Results

90

People Engagement: Key Enablers

Trusting relationships Safe and co-operative environment Good Communication and Information Flow Empowerment Performance Accountability Training and Career Development Effective Recognition and Reward Systems Equal Opportunity and Fair Treatment Family Friendliness

People feel engaged when they find personal meaning and motivation in their work and when they receive positive interpersonal and workplace support

91

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.

Sub-criteria:

3a – People plans support the organisational strategy

3b – People’s knowledge and capabilities are developed

3c – People are aligned, involved and empowered

3d – People communicate effectively throughout the organisation

3e – People are rewarded, recognised and cared for

Criterion 3: People

92


DEVELOPMENT & ALIGNMENT OF HR POLICIES,STRATEGIES, STRUCTURE & PLANS WITH

BUSINESS STRATEGY & PROCESSES

RECRUITMENT,CAREER

DEVELOPMENT AND SUCCESSION PLANNING

FAIRNESS & EQUAL OPPORTUNITIES

FEEDBACK FOR IMPROVEMENT

3a People plans support the organisation’s strategy

• Current&Future • Method• Functional, managerial,leadership

business, problem solving • Data-Base (comprehensive / current )

• Class room • On the Job

• Mentoring •Job Rotation

• Coaching

• Coverage • Sample Size

• Methods • Segmentation

• Appraisal Feedback • Sharing

• Consulting • Co-decision making

• Co-creating • Recognising

1b,1d,2a,2b,2c,2d,3b,4a,4d,4e,5a, 7b,7a,9a,9b 1b,1d,2a,2b,2c,2d,3b,4a,4d,4e,5a, 7b,7a,9a,9b

2010 2009

2008

• High Level CFT to ensure alignment of HR Plans with business strategy and plans, and review Restructuring, De-layering,

• Involvement of People, JCCs, Focus Groups to provide inputs for HR Strategy/ HR Policy/ Action Plans

• Manpower Planning, Outsourcing, Sub-Contracting, Mergers/ Acquisition

• Leadership Development, Succession Planning• Develop Career Paths, Mobility• Gender, socio economic, religion, nationality, ….• Understanding people perceptions through Surveys,

Work out Sessions, Town Halls, Structured Meetings, Plant Visits Exit Interviews,Head Hunters, Focus Groups,..

• Segmented analysis and Improvements, Involvement of employees in analysis and suggestions for improvements

93


IDENTIFICATION of GAP IN KNOWLEDGE AND SKILLS

PRESENT/ FUTURE

DEVELOPMENT & EMPOWERMENT

ALIGNMENT & REVIEW

APPRAISING & HELPING

3b People knowledge and capabilities are developed

1b,1d,2a,2b,2c,2d,3b,4a,4d,4e,5a,5b,7b,7a,9a,9b1b,1d,2a,2b,2c,2d,3b,4a,4d,4e,5a,5b,7b,7a,9a,9b

2010 2009

2008

• Skills Matrix, Competence Mapping- Current & Future Functional, managerial, leadership, business, problem solving, teams kills, innovation ,

• Job descriptions ,analysis ,review, revisions• Data-Base (comprehensive / current ) • Methods ,Tools & Techniqs:.e.g; Hayes Method, HR

Audit

. Training need identification. Short/Long range training plans.

. Class room Training • On the Job Training • Mentoring/ Coaching • Induction Trg., Buddies • Job Rotation/ Multi Skilling • Trg. Plan,budget

• T&D Facilities, Competence Dev. Centres

• Right positioning in line with competences career path and objectives set

• Appraisal Feedback ( PMS) Qtr /HY/ Y Counselling/ Coaching/ Mentoring for mobility & employability

• Chat sessions with managers

94


FORUMS FOR INVOLVEMENT

(COMMUNICATION, CONSULTATION)

CO-PROBLEM SOLVING

CO- DECISION MAKING

CREATE CULTURE OF ENTRPRENEURSHIP ,

CO- CREATING

3c People are aligned, involved and empowered

1b,1d,1e,2a,2b,2c,2d,3a,3b,3c,4d,4e,5a,5d,7b,7a,9a,9b1b,1d,1e,2a,2b,2c,2d,3a,3b,3c,4d,4e,5a,5d,7b,7a,9a,9b

2010 2009

2008

• Structured Meetings, Shift, daily,weekly… • Suggestions • Focus Groups/JCCs• Internal conferences, Seminars, Town Halls,

Ceremonies, COPs• Break out sessions with Sr Managers

•Kaizens • Small Group Activity

• CFTs • Process Improvement Teams

• Self Directed Teams • Objective setting

• My Machine, Line, Area, Zone, Customer

• Patent sharing • Blue Sky Projects

. Shadow Management Team

. Developing Managers to facilitate above

95


UNDERSTAND COMMUNICATION NEEDS

STRATEGY, POLICY, ACTION PLANS FOR COMMUNICATION

CHANNELS OF COMMUNICATION

( TOP, DOWN, HORIZONTAL)

SHARING BEST PRACTICES

3d People communicate effectively throughout the organisation

1a,1b,1d,1e,2a,2b,2c,2d,3a,3b,3c,3d,4e,5a,5b,7b,7a,9a,9b1a,1b,1d,1e,2a,2b,2c,2d,3a,3b,3c,3d,4e,5a,5b,7b,7a,9a,9b

2010 2009

2008

• Personal, Organisation, Business, Professional communication & Information needs for different segments of employees

• Involvement of people in identification of needs e.g TUs, Associations, Opinion Leaders,

• 5W 1H defined for Communication

•Communication Matrix

• Print/ Face to Face/ Intra net / Films/ Documentation / Tours / Lectures / Sessions / Melas/ COPs

• Chat sessions with managers

• Grievance Handling Channels

. Structured meetings with TU/Association etc.

• Work out sessions, Town halls

. Knowledge Management portals

copyright OPEC96


ALIGNMENT OF REMUNERATION, REDUNDANCY, REDEPLOYMENT & OTHER TERMS OF EMPLOYMENT

WITH POLICY & STRATEGY

RECOGNITION TO PROMOTE AND SUSTAIN IMPROVEMENT, INVOLVEMENT, VALUES..

SAFETY, HEALTH, WORK ENVIRONMENT,

WELFARE ACTIVITIES, SERVICE QUALITY & WORK LIFE BALANCE

ENCOURAGING SOCIAL RESPONSIBILITY, CULTURAL

DIVERSITY

3e People are rewarded, recognised and cared for

• Current&Future • Method• Functional, managerial,leadership

business, problem solving • Data-Base (comprehensive / current )

• Class room • On the Job

• Mentoring •Job Rotation

• Coaching

• Coverage • Sample Size

• Methods • Segmentation

• Appraisal Feedback • Sharing

• Consulting • Co-decision making

• Co-creating • Recognising

1b,1d,2a,2b,2c,2d,3b,4a,4d,4e,5a,5b,7b,7a,9a,9b1b,1d,2a,2b,2c,2d,3b,4a,4d,4e,5a,5b,7b,7a,9a,9b

2010 2009

2008

• Compensation package, Fixed / Variable Pay, ESOPs

• VRS, Re-habilitation,

• Monetary and Non-monetary recognitions at various levels, performance appraisal, criteria for recognition, timeliness of recognition, involvement of various levels in recognizing, variety of items for recognition

• Safe Working conditions, ergonomics, ambience, facilities provided to people on health, recreation facilities, welfare,

• Flexi timing, sabbatical, working from home, study leave,

• Promoting Cultural & Social activities• Policies/ Actions flexible to address diversity

needs • People given time for social work, Part of appraisal

and Leadership attributes,

97

Criterion 7: People Results

Sub-criteria7a - Perception Measures- These measures are the people’s perception of the

organization.( Lag indicators). They may be obtained from a number of sources, including surveys, focus groups, interviews and structured appraisals.

Depending on the purpose of the organisation, measures may focus on:• Satisfaction, involvement and engagement • Pride and fulfillment• Leadership and management• Target setting, competency, and performance management• Competency, training and career development• Effective communications• Working conditions

7b - Performance Indicators - These measures are the internal measures ones used by the organisation in order to monitor, understand, predict and improve the performance of the organisation’s people (Levels of Achievements, Satisfaction ,Motivation & Involvement) and to predict their perceptions.( Lead Indicators)Depending on the purpose of the organization measures may focus on: • Involvement and engagement • Target setting, Competency and performance• Leadership Performance• Training and career development• Internal communication

Day 2 - Group exercise no 3How to improve OFI from Criteria 3&7



DAY 3

100

Criterion 6: Customer Results

Sub-criteria

6a - Perception Measures - These measures are of the customers’ perceptions of the organisation (obtained, for example, from customer surveys, focus groups, vendor ratings, compliments and complaints). Lag indicatorsDepending on the purpose of the organization measures may focus on:

- Reputation and Image - Products and service value

- Product and service delivery - Customer service, relationship and Technical support

- Customer loyalty and engagement

6b - Performance Indicators - These measures are the internal ones used by the organisation in order to monitor, understand, predict and improve the performance of the organisation and to predict perceptions of its external customers. ( Lead Indicators)Depending on the purpose of the organization measures may focus on:

- Products and services delivery- Customer service, relationships and Technical support- Sales and after sales support:- Complaints and compliments

- External recognition

101

Criterion 8: Society Results

Sub-criteria8a - Perception Measures- This is society’s perception of the organisation.( Lag

Indicators). This may be obtained from a number of sources, including surveys, reports, press articles, public meetings, NGOs, public representatives, and governmental authorities.

Depending on the purpose of the organisation, measures may focus on:• Environmental impact – Ambience,Safety & Sustainability of resources • Image and Reputation-Responsible Orgn.• Societal Impact- Health, Education, Infrastructure devt. Etc.• Workplace Impact• Awards and Media Coverage

8b - Performance Indicators - These are the internal measures used by the organisation in order to monitor, understand, predict and improve the performance of the organisation’s people and to predict their perceptions. (Lead Indicators)Depending on the purpose of the organization measures may focus on: • Environmental Performance • Regulatory and Governance compliance• Societal Performance• Health and Safety Performance• Responsible Sourcing and Procurement Performance

Day 3 - Group exercise no 1How to improve OFI from Criteria 6 & 8



103

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 environment and societal impact.

61© 1998 EFQM

Sub-Criteria:

4a – Partners and suppliers are managed for sustainable benefit

4b – Finances are managed to secure sustained success

4c – Buildings, equipment, materials and natural resources are

managed in a sustainable way

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

4e – Information and knowledge are managed to support effective

decision making and to build the organisation’s capability

Criterion 4 - Partnerships and Resources

104


STRATEGY/POLICY/PLANS

Search and identify Key Partners

ENHANCING CAPABILITIES

Leverage Competencies, Synergies, & Seamless

Processes, Sharing of Resources

WORKING TOGETHERBuilding Relationships

4a External partnerships are managed for.. • Policy/guidelines for partnering, out sourcing

( Alignment with Values, Goals, Amenable for

Partnering)

• Network to identify potential partners

• Identify Key Strategic Partners for LT

• Structure/resources • Action Plans/ Metrics

• Training •Eliminating NVA •Sharing best practices

• Counselling on Technology, Process, QMS, EMS,..

•Use of facilities e.g measurement and testing

• Equity participation. • Access to Best Technology…

• Structured Meetings, Feedback on Performance

• EDI/Intranet• Mutual visits of key people to sites

• Focus Groups •Joint Consultative Committees

• Participation in Strategic/Operational Planninn •Participation in Performance Reviews

• Joint improvement teams• Supplier/Dealer

development teams• Joint new product / business

development

Recognition/Benefit Sharing

1b,1c,2a,2c,2d,3a,3b,4a,4b,4c,4d,4e,5, 9a,9b 1b,1c,2a,2c,2d,3a,3b,4a,4b,4c,4d,4e,5, 9a,9b

2010 2009

2008

105

Levels of Partner Relationship

In-touch

Information sharing

Consulting

Co-decision making

Co-creating

106

Relationship Hierarchy

Team Work

Sharing

Transaction

Creation

High Low

Numberof

Relationships

Impacton

Business

Low High

107

Partnering Relationships

Organisation Partners

Mission, Vision, Values

Asset

Information

Knowledge

Financial

Trust and Mutual Benefit

108


STRATEGY/ POLICY/ PROCESSES

SETTING CORE GOVERNANCE PROCESSES

REPORTING INTERNAL/EXTERNAL

EVALUATING INVESTMENT/ DIVESTMENT

METHODOLOGIES FOR MANAGING FINANCIAL RISKS AT ALL LEVELS

4b Finances are managed to secure sustained success

• Policy/ Guidelines/ Structure/ Resources Strategic partnering • Key Partners

• Financial Planning, Budgeting & other Processes

• Action Plans/ Metrics

• Auditing • Investor communication• Accountability/ Transparency/ Competence and

Compensation of Directors

• Costing for control and improvement

• MIS • Publication of Accounts

• Processes/Tools/Techniques/Expertise to evaluate investments/ divestments and Learning

• Exchange Rate Fluctuation

• Tax/ Interest Rate variations

• Liability assessment

• Insurance coverage for various risks

1b,1c,2a,2b,2c,2d,3a,3b,4a,4b,4c,4d,4e,5a,5b, 9a,9b 1b,1c,2a,2b,2c,2d,3a,3b,4a,4b,4c,4d,4e,5a,5b, 9a,9b

2010 2009

2008

109


STRATEGY/POLICY/PLANS

OPTIMISE THE USE,

MANAGE LIFE CYCLE

MEASURE & MANAGE LOCAL & GLOBAL IMPACT

(SHE) BEYOND STATUTORY COMPLIANCE

MININMISE THE USE OF RESOURCES

4c Buildings, equipment, materials and natu.. • P&S for Maintenance of Plant & machinery

. Priority area in short/medium/long term plan

•Action Plans with ownership of Sr Managers

• Total Productive Maintenance • ERP

• Lean Manufacturing • Inventory Mgt.

• Manage Physical Security of assets

• Eco considerations from Acquisition to Disposal

• ISO 14000,18000, 5S, Key Metrics in PMS

• Green Supply Chain

• Exceeding Statutory requirements

• Ergonomics/ Safe work environment

• Reduce/Reuse/Recycle • Targets for improvement

• Water/ Energy/ Land / Material conservation

1b,1c,2b,2c,2d,3a,3b,3e,4a,4b,4d,4e,5, 9a,9b 1b,1c,2b,2c,2d,3a,3b,3e,4a,4b,4d,4e,5, 9a,9b

2010 2009

2008

110

Hierarchy of Waste Management

Prevention

Minimise

Reuse

Recycling

Energy Recovery

Disposal

Most Favoured

Least Favoured

111


ALIGNED STRATEGY/POLICY/PLANS

APPROPRIATE TECHNOLOGY

EFFECTIVE DEPLOYMENT ACROSS THE

ORGANISATION(ALL PROCESSES)

SUPPORTS SUSTAINABLE GROWTH AND INNOVATION

& CREATIVITY

4d Technology is managed to support the delivery..• Policy, Strategy and Action Plans for Technology Up-

gradation/Modernization with ownership and involvement of

Senior leaders

• Priority area in short/medium/long term plan

• Technology Scanning, Evaluation and Selection process

• Involvement of internal and external experts

• Technology Up-gradation, Alternate Technology, IT

• Study on impact of technology changes on business, organisation capability and environment

• Structure/ Skills/ People/ System to support technology

• Using IT in Business/Product/Support Processes

• Project management for setting new technology

• Environmental and Society Friendly ( 3Rs,water/energy/land/

air/ material)

• New/ Cutting Edge technology

•Access to knowledge& information , S/W for Design/Modeling

Faster Evaluation, Trials of prototypes….

1b,1c,1e,2b,2c,2d,3a,3b,4a,4b,4c,4e,5, 9a,9b 1b,1c,1e,2b,2c,2d,3a,3b,4a,4b,4c,4e,5, 9a,9b

2010 2009

2008

112


ALIGNED STRATEGY/POLICY/PLANS

ACQUIRE/ STRUCTURE/ PROVIDE & ASSURE

SECURITY,INTEGRITY, VALIDITY

EXPAND CREATION AND APPLICATION OF

KNOWLEDGE FOR DECISION MAKING & INNOVATION ACROSS ORGANISATION

IPR MANAGEMENT

4e Information and knowledge are managed ..

• Policy & Strategy, Action Plans with ownership and involvement of Senior leaders in the KM

•Priority area in short/medium/long term plan

•Networks to identify opportunities (Experts, Sources of Data/ Benchmarks, Academia, Research Labs, Thought Leaders..- both internal and external)

• Collate, & Convert data to information to knowledge

• IT infrastructure to provide access as appropriate• All levels/functions internally

• All external Stakeholders

• System Standards for IT security

• User Friendly, accurate, relevant & timely Info.

• Reward and recognition for giving/using Info .on

Material, products, technology, standards, targets,

customers, competition, practices, processes,…

• IPR scanning/filing process for products/processes

1b,2a,2b,2c,2d,3b,3d,4a,4c,4d, 5, 9a,9b 1b,2a,2b,2c,2d,3b,3d,4a,4c,4d, 5, 9a,9b

2010 2009

2008

Day 3 - Group exercise no 2How to improve OFI from Criteria-4


position report from criteria 4. Group to present genesis of OFI, and what should be done to improve this at three levels viz; at station level, RHQ level and Corporate level.

• Participants to be divided in to 4 groups.• Each group to pick up one key parameters from

6, 7, 8 & 9 each from station level position report and show what shall be functional level parameter to be tracked [in Result fashion as described during day 1].

• For example Reliability, Cost of generation, Reduction of water consumption, Training effectiveness, Overhauling preparedness index, Safety, IR health could be station level parameters. Now what each function say – Operation, Maintenance, Chemistry, HR, C&M, F&A will track to compliment these parameters.

Day 3 - Group exercise no 3

Identifying Functional level parameters to achieve

station level objective

Result – Enabler Example

Objective

Accident free station

To achieve this objective what we should do in enablers and what we should measure in results??

Accident free station - Criteria 1

LeadershipVision – Tangible Meaning

Managing the Safety performance

Interaction with partners, customers, society, employees.

Enabling employee to give creative input on safety.

Ensuring flexibility to change

Fix Frequency Rate, Severity Rate, Accident Rate, Fires

Safety Policy, Manage by OHSAS, Safety committees

Scheduled meetings with SHs, Identify needs, JIPs with external SHs

, Suggestions, Reward, Recognition

New trends & Norms-Training, Communication on new safety policy

Accident free station – Criteria 2 & 3

Human Resources Safety organization, Safety plans.

Skills and competencies required (knowledge Part)

Involving people- Departmental Safety committees,

Dialogue - Conference, Workshop, Awareness Suggestions / Proactive Behaviors

Rewards / Recognition

Planning & StrategyConsider Present & Future safety needs.

Performance Indicators trends based on past data / record of safety

Review forums for safety and analysis thereof.

Safety Strategies communicated to all stakeholders on safety.

Accident free station – Criteria 4 & 5

ProcessesSafety process. Lead / lag indicators for safety.

Improvement in Process based on performance.

Innovative products used for safety.

Look at how Safety is delivered & managed

Internal &External customer satisfaction on safety records.

PartnershipLong term Partnerships for supply of safety equipments

Budget Financial Resources for safety

Develop safety plans Zone wise / Building wise / Equipment wise

Identify and acquire latest Technology on Safety

Automation & IT enablement for safe operation.

Gen LossGen Loss

IR Health of StationIR Health of Station

Severity Rate Severity Rate

Property DamagesProperty Damages

Reward / Recog to EmpReward / Recog to Emp

Reportable / Non reportable

Accident

Reportable / Non reportable

Accident

Accident Rate Accident Rate

Insurance ClaimsInsurance Claims

Awards / AccoladesAwards / Accolades

Frequency RateFrequency Rate

Result Parameters

Near MissesNear Misses

5 ‘S’ 5 ‘S’

% people using PPEs% people using PPEs

Availability of PPEs

Availability of PPEs

DMP DMP

HazardsIdentification.

HazardsIdentification.

Safety videos for each areasSafety videos for each areas

Visual ManagementVisual Management

On job safety tipsOn job safety tips

Case DisseminationCase Dissemination

Expenditure / Allocation

on Safety headsExpenditure / Allocation

on Safety heads

Special trg reqd Special trg reqd

Frequency & Timeliness of Audit

Frequency & Timeliness of Audit

Closure of Audit PointClosure of Audit Point

Quality of NCs in OHSAS Audit.

Quality of NCs in OHSAS Audit.

No. of Suggestions Implemented

No. of Suggestions Implemented

Best Practices on Safety for that area in other Stations

Best Practices on Safety for that area in other Stations

Mock DrillMock DrillEnabler

Parameters

Day – 3 , Group exercise no - 4

Result – Enabler Group Exercise based on safety example.

Each group to select one objective like “Accident free station” and present result and Enabler parameters.

(Eg. Availability, Forced outage, Reduction of water consumption, Inventory reduction, Cost reduction, Enhancing employees satisfaction , society satisfaction etc… from key result area. )

NTPC BE Model Refresher Prog.modified Aug 2011

Documents

comprehensive

station position

enhancing

long term

sustained

key result

corporate

key results