shine anq2010 presentation uday mishra (ndpl) in51
TRANSCRIPT
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!
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,