Shine Anq2010 Presentation Uday Mishra (Ndpl) In51

An Integrated Approach for

Improvements & Employee

Engagement

Uday MishraHoG (Management Training)

NDPL, New Delhi

A case study by NDPL for

ANQ Congress 2010, NCR Delhi, IndiaFor details please visit www.anq2010.org

This presentation is dedicated to the

‘excellence spirit’ of many team leaders,

team members who believed in power of

their ideas, and pursued the same to its

logical conclusion….

…of course, it would have not been

possible without the explicit or implicit

support of the top management of NDPL.

3

NDPLNDPL

BSES BSES RajdhaniRajdhani

BSES BSES YamunaYamuna

NDMCNDMCMESMES

Parameter 2002-03 2009-10

Turnover   USD 188 Mn USD 600 Mn

Peak Load    930 MW 1259 MW

Annual energy requirement 

  3927 Mn Units

6911 Mn. Units

Total registered consumers

700K 1100 K

Number of employees

   5600 3998

Area    510 Sq Kms 510 Sq Kms

Employees per `000 consumers

8 3.63

• Joint Venture of Tata Power Company and Govt. of NCT of Delhi (51: 49)

• Licensed for distribution of power in North & North-West Delhi

• Formed on 1st July 2002 post privatization of erstwhile DVB, and with purpose to

• Reduce AT&C Loss (51% in 2002)

• Increase power supply reliability

• Improve customer services• Regulated business (DERC,

CEA)• Success of privatization

critical for sustainability of power sector

• Today hailed as a success story!

About NDPL

- GOI Meritorious Award (3 Years!)-India Power Awards-Enertia Award

- Edison Award for Tech adaptation- Balanced Scorecard- Hall of Fame-Amity Leadership Award- Asian Power Award (3 Years!)- Most Inspiring CEO Award

- SAP ACE Award-GITA Award-ICWAI Award-UPN Metering Award

NDPL – a success story recognized & appreciated

• Evolved from the Malcolm Balridge Model of USA

• A systems perspective based on ‘11 Core Values of Business Excellence ‘, invariably found in various BE Models across globe

• 1994 – Adopted across Tata companies

• 2003 – NDPL adopts TBEM

• Self assessment & 3rd party assessments

• Focus areas: Innovation, Safety, Corporate Governance, Climate

Change“…. The true objective of setting these criteria, however,

was never meant to be merely to use them as an

assessment for an award but more importantly, to utilize

them for an institutionalized approach to drive performance

and attain higher levels of efficiency in everything that a

corporate entity does.”

…Ratan N. Tata

So, what is the ‘prime mover’ of NDPL’s success story?

TBEM: Tata Business Excellence ModelA holistic way of conducting business, in the interest of sustenance of a

corporation

Leadership with trust

Visionary LeadershipVisionary Leadership

Social Responsibility

Social Responsibility

Organizational & Personal

Learning

Organizational & Personal

Learning

AgilityAgility

Valuing Employees

& Partners

Valuing Employees

& Partners

Management By Fact

Management By Fact

Focus on the FutureFocus on the Future

Customer- Driven

Excellence

Customer- Driven

Excellence

Systems Perspective

Systems Perspective

Focus on Results & Creating

Value

Focus on Results & Creating

Value

Managing for

Innovation

Managing for

Innovation

Heart of TBEM: 11 Core Values

1Leadership

3Customer andMarket Focus

6Process

Management

7BusinessResults

4 - Measurement, Analysis and Knowledge Management

2StrategicPlanning

5Workforce

Focus

120120

8585

8585

9090

8585

8585

450450

Process Max-

550 Points

Process Max-

550 Points

Total Max-

1000 Points

Total Max-

1000 Points

Though a top-down framework, the Model is not only for Leaders, but needs to be practiced by one & all as per the process requirements & individual's

roles! Key driver of higher score is ‘improvements’!

TBEM: A systems perspective

‘Improvements’ is the blood of TBEM.

But, how to make improvements part of the culture ?Improvement culture: Issues we were

struggling with:• Islands of excellence (Tech driven)

• Disintegrated & person-specific

• Lack of system & infrastructure

• Inadequate empowerment

• Non-defining of ownership in various roles

• Lack of monitoring & tracking mechanism

• Lack of evaluation mechanism

Eureka (Idea / Suggestion)

Training to employees on Quality, Knowledge Management

and various Tools

Management Support, Guidance, Sponsorship;Mentoring through HOGs / HODs; Evaluation, Monitoring &

Expediting through Quality Councils; and, Facilitation through Secretariat

TBEM

650+

Culture of

Improvement / Innovation

SHINE Project Sanchay ( repository of all completed projects )

• Strong foundation• Leadership engagement

(AQC)• Training & development

• Structured Processes• Infrastructural support

• Secretariat• Accounting Council• Budgetary support

• R &R• KRA / BSC linkage

SHINE is not merely a scheme, a process, but a system

Systematic & Holistic Improvement Initiatives at NDPL through employee’s Engagement

I / We got an idea Approval We worked on it We have done it

Triggers ToolsReward &

Recognitions Decentralized

System

SHINE – How it works (1/2)

• A process for ‘producing improvements’ has to be simple !• ‘Kitchen’ processes may be complicated since it needs to be

comprehensive, integrated with other processes, and effective !

• Process measures / KPIs, in-process & outcome, should be in place !

• Arts practiced when looking for ‘triggers’: Observations, Conflicts, Active Listening, Empathy, etc.

• Tool, not acknowledged much yet powerful: ‘Common Sense’ (Knowledge Management practices)

• Democracy works for processes that needs engagement from the larger sections of organization

Individual effort

Category A

Effort within the

group

Category B

Efforts required

from many

GroupsCategory C (2)

I am suggestin

g. You may like to do thisCategory C (1)

Categorization of SHINE projects: A unique feature

• Team members encouraged to work on A & B category of projects. “First manage your house”!

• In case of ‘C’ category, the concerned HOG/HOD is asked to engage the idea / Eureka submitter. But HOG / HOD has a big say in accepting / rejecting the Eureka. But, if the Shine Secretariat (SS) is convinced about the efficacy of the Eureka, it will engage in building consensus!

• Approval mechanism simple & empowering for A&B cases. The SS owns the role for C1 & C2 cases. Hence, the Eureka / Idea submitter is not hassled. His/her support taken, if needed.

• Except A cases, all other category projects a good real-life exposure to build team-work!

HOG / HOD

Analysis by Quality Leaders

Analysis by SS

SHINE Secretariat (SS)

SM Team

Analysis by FQC

A,B

A,B,C

Accepted

Not accepted

Accepted

Analysis by AQC

Budget required

> 5,000/-

Budget required is HIGH

Budget required

< 5000/-

COMA

SHINEProject

Eureka

SA

NC

HA

Y

Budget required

> 15,000/- or as per DOP

• AQC: Apex Quality Council (CEO / MD as Chairperson)• FQC: Functional Quality Council (Functional Heads)• SM: Senior Management team, nominated by FQC or/and AQC member• Quality Leaders: All HOGs / HODs in distributed leadership position• SS: Shine Secretariat (Members from BE team and all Executive Assistants to Functional Heads

• AC: Accounting Council (1 member each from Finance, SS and Internal customer / supplier)

SHINE – How it works (2/2)

Project Evaluation by AC

• It is a good idea to log Ideas / Inspiration in SHINE Diary

• Think how you would like to expand the idea. Think of all macro actions.

• If you think you need to involve more members, buy in their consent.

• Fill up the SHINE Registration Form. It is really simple! Send one copy to SHINE Secretariat, so that they are in loop.

• Take approval from your concerned HOG. Only in case of escalation the HOD / Functional Head come into picture. Contact SHINE Secretariat member of your function for any support, if required.

• Complete the SHINE Project embarked upon by you. Use any TOOL(s)!

• After completion, fill up the SIPS Form (Knowledge repository), and send it to the SHINE Secretariat. Do the Self-evaluation on BENEFITS accrued.

• The AC will assess all 3 Star+ rated projects. The SS will assess all 2 Star cases. You are eligible for due R&R. Congratulations!!!

• The SHINE Secretariat will be tracking the various SHINE Projects across the organization; and they will iron out any issue / bottlenecks with support from FQC, / AQC members as & when required..

How can one engage into SHINE?

“There is nothing more powerful than the ‘idea’ whose time has come! But, an idea is very delicate which can be scoffed by innocence, crushed by pessimism, or, buried by negativism. An idea becomes powerful and creates a success story not merely because of its merit & relevance, but mainly because the individual(s) pursuing the same has conviction in the idea and passion & vision to carry it through.” THIS PHILOSOPHY HAS BEEN COMMUNICATED QUITE OFTEN TO ALL.

Helps

develop

managerial

competencie

s!

How can one engage into SHINE ?

E-version

Made simpler!

3 Dimensions: Max 5 Points each (Total 15)

• Non-quantifiable Impact on CQRSS

Direct & significant -1; Indirect – 0.5; No linkage – 0

• Financial Impact Upto Rs. 50K – 1; More than Rs. 50 Lakh – 5• Uniqueness Improvisation – 1; Radical – 3; Paradigm

shift – 5

Total Points STAR Rating Total Points STAR Rating

0.00 – 4.50 Star - 1 5.00 – 6.50 Star-2

7.00 – 8.00 Star - 3 8.50 – 11.50 Star - 4

12.00 – 15.00 Star - 5 Note: maximum possible Points is 15

Self Evaluatio

n +

Accounting

Council

Reward & Recognitions:1.All Team Member - as per ‘rating’ for their completed SHINE project(s)2.Progressive SHINE: For the HOGs / HODs whose teams have accumulated > 5 STARS in total (cut-off changes every year)3.Mega SHINE: For top 2 HOGs / HODs from 3 functions: Commercial / Operations / Support, whose teams have scored highest ‘STARS in total’

Evaluation / Assessment of SHINE projects

1, 2 star continued to contribute 75% SHINEs through the years which is a good balance

Year Registered Dropped Completed

2008 93 9 43

2009 154 7 111

2010 (Sept) 78 3 52

Some outcome measures of SHINE

Rs. 10 Crores +SAVINGS

Enhancement in C-Sat & E-Sat by >10%

TBEM Score up from 516

to 579

• ‘Working’ on improvements does not come naturally to all

• System perspective necessary

• Democratize the process / approaches

• A full time ‘process owner’ needed. Passion & creativity!

• Communication – vertical & horizontal

• Leadership sponsorship – catalyst

•An avalanche of “small / incremental” improvements / innovations – done consistently - are equally beneficial, if not more, as a few of “big” ones (breakthrough / disruptive)

•Last, but not the least: Please don’t argue on ‘what qualifies’ as improvement and what not!

Institutionalizing improvement: Some of our learnings

“You can’t shrink

your way to

greatness.” – Arthur Martinez, Chairman & CEO of Sears, Roebuck

For further details / suggestions / Feedback, you may please contact me

at:[email protected] , [email protected]

M 98717 98561

Thanks to my Team that made it happen! And,