Professional Documents
Culture Documents
TQM English1
TQM English1
for
BUSINESS EXCELLENCE
Presentation By:
Rekha Raghavan
RM Mandloi
Shailesh Shahpurkar
Rahul Topkhanewale
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Historical Background
US Japan
Malcom Balridge Demings
EFQM
Europe
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Historical Background
• EFQM formed in 1988
• 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
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Why this model is selected by K group?
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Organizational Competitiveness
60%
Makeweights
50%
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Function of Management
Retainment……. To maintain Business / Quality level
of already achieved
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Function of Management
Executive Breakthrough
Head of Dept
Improvement
Dept Manager
Supervisor
Retainment
Operator
Share of Responsibility
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Three types of Organizations
1. Change by themselves
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Crisis Management
Many Trouble
defect, rework
phone call etc
UP
Everyday, Everything
is going Smoothly
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Trigger Points
1. Vision / Mission / values
2. Company Plans
3. Learning of teams - Benchmarking, R & D, Audits etc
4. People and partner ideas
5. Customer Demands
6. Changes in competition
7. Changes in government policies
8. Changes on ownership
9. Changes in economic environment
10.Reaction to problems / failures
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CII Award for Business Excellence
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CII Award Steps
Award
Prizes [600+]
Commendations for Significant Achievement [500-600]
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Business Excellence Model
Enablers 50% Results 50%
People Results
People [9%]
[9%]
Key
Leadership Policy & Strategy Processes Customer Results Performance
[10 %] [8%] [14 %] [20%] Results
[15%]
Partnership & Society Results
Resources [9%] [6%]
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Model relationship with ISO 9000
Enablers Results
People Results
People
Key
Leadership Policy & Processes Customer Performance
Strategy Results Results
Partnership Society
& Resources Results
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RKQP - Business Excellence Model
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CII - EXIM bank Award categories
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Fundamental concepts
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Model Defines…...
• Excellent results with respect to Performance,
Customers, People & Society are achieved
through Leadership driving Policy & Strategy,
People, Partnership & Resources and Processes.
Determine Results
required
Deploy
Approaches
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RADAR Logic
RADAR Logic states that organization needs to:
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Elements and Attributes - Enablers
Elements Attributes
Approach Sound
Approach has a clear rationale
There are well defined and developed processes
Approach focuses on stakeholders needs
Integrated
Approach supports policy and strategy
Approach is linked to other approaches as appropriate.
Deployment Implemented
Approach is implemented
Systematic
Approach is deployed in structured way
Assessment Measurement
and review Regular measurement of the effectiveness of approach and deployment is carried
out
Learning
Learning activities are used to identify & share best practices and improvement
opportunities
Improvement
Output from measurement & learning is analyzed & used to identify, prioritize,
plan & implement improvements.
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Elements and Attributes - Results
Elements Attributes
Results Trends
Trends are positive and / or there is sustained good performance
Targets
Targets are achieved
Targets are appropriate
Comparison
Comparison with external organizations takes place and results compare well
with industry averages or acknowledged best in class
Causes
Results are caused by approach
Results Scope
Results address relevant areas
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Enablers : Approach
Approach covers what as organization does or plans to do, and
the reasons for it, for each sub criterion. The score awarded will
take account of the:
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Enablers : Assessment & Review
This covers what an organization does to assess and
review the approach and the deployment of the approach.
The score awarded will take account of whether:
The scope for the scope of results will take account of:
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Leadership
How leaders develops and facilitate the achievement of mission
and vision, develop values required for long term success &
implement these via appropriate actions & behaviors, and
personally involved in ensuring that the organization’s
management system developed and implemented.
• Leaders develop the mission, vision and values and ethics and are role models of a
culture of Excellence
• Leaders at all levels are personally involved in ensuring the organization’s
management system is developed, implemented and continuously improved
• Leaders at all levels interact with customers, partners and representatives of society
• Leaders at all levels reinforce a culture of Excellence with the organization’s people
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Policy and Strategy
How the organization implements its mission and vision via a clear
stakeholder focussed strategy. Supported by relevant policies, plans
objectives, targets and processes.
• Policy and strategy are based on the present and future needs and
expectations of stakeholders
• Policy and strategy (directions) are based on information from performance
measurement, research, learning and external related activities .
• Policy and strategy (directions) are developed, reviewed, updated .
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People
How the organization manages, develops and releases the knowledge
and full potential of its people at an individual, team-based and
organization-wide level, and plans these activities in order to support its
policy & strategy and the effective operation of its processes
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Partnership and Resources
How the organization plans and manages its external partnerships and
internal resources in order to support its policy and strategy and the
effective operation of its processes.
• Technology is managed.
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Processes
How the organization designs, manages and improves its processes in
order to support its policy and strategy and fully satisfy, and generate
increasing value for, its customers and other stakeholders.
Perception measures
These measures are of the customers’ perceptions of the organization (obtained, for example
from customer surveys, focus groups, vendor ratings, compliments and complaints).
• Overall image
• Products and services
• Sales and after support
• Loyalty
Performance indicator
These measures are the internal ones used by the organization in order to monitor,
understand , predict and improve the performance of the organization and to predict
perceptions of its external customers.
• Overall image
• Products and services
• Sales and after support
• Loyalty
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People Results
What the organization is achieving in relation to its people.
Perception measures
These measurers are of the people’s perception of the organization (obtained for example, from
surveys, focus groups, and interviews structured appraisals).
* Motivation
* Satisfaction
Performance indicator
These measures are the internal ones used by the organization in order to monitor, understand,
predict and improve the performance of the organization’s people and to predict their
perceptions.
* Achievements
* Motivation and involvement
* Satisfaction
* Services provided to the organization’s people
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Society Results
What the organization is achieving in relation to local, national and international
society as appropriate
Perception measures
These measures are of the society’s perception of the organization (obtained, for example, from surveys,
reports, press articles, public meetings, public representatives, and governmental authorities). Some of the
measures contained in the guidance for Perception Measures may be applicable to Performance Indicators
and vice versa.
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Key Performance Results
What the organization is achieving in relation its planned performance
* Financial outcomes
* Non financial outcomes
* Processes
* External resources including partnerships
* Financials
* Buildings, equipment and materials
* Technology
* Information and knowledge
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Linkages of People Results with Enablers
2a
2b Policy&
2c Strategy
2d 3a
1a 3b
1b Leadership People 3c
1d 3d
People
1e Results 3e
7a, 7b
4c
Partnership 4d
5a Processes
& Resources
5b 4e
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Linkages of People Results with Enablers
1a Leaders develops the mission & values 7
are role models of a culture & excellence People resources are planned, managed
3a and improved
Leaders are personally involved in
1b ensuring the organization’s management 3b People’s knowledge & competencies are
system is developed, implemented & identified, developed & sustained
continuously improved 3c People are involved and empowered
1d Leaders motivate, support & recognize 3d People & the organization have dialogue
the organization people
3e People are rewarded, recognized & cared
Policy & strategy is based on present and
People Buildings, equipment's and materials are
future needs & expectations of
2a Results 4c
stakeholders managed
Policy & strategy are based on 4d Technology is managed
information from people performance
2b Information and knowledge are managed
measurement, research learning & 4e
creativity related activities People processes are systematically
5a designed and manages
Policy & strategy are developed, received
2c and updated based on needs and 5b People processes are improved as needed
expectations of people & values using innovation in order to fully satisfy
and generate increasing value for
Policy & strategy are communicated and
customer and people
2e implemented
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Linkages of Customer Results with Enablers
2a
2b Policy&
2c Strategy
2d 3a
1a 3e
1b Leadership People
1d
Customer
1e
Results
5a 6a, 6b
5b 4c
5c Processes
Partnership 4d
& Resources 4e
5d
5e
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Linkages of Customer Results with Enablers
1c Leaders involvement in
Creating synergy in working together to
• meeting, understanding & responding to 4a improve processes & add value to the
needs & expectations of customers customer / supplier chain.
• establishing & participating in
Information and knowledge on customer,
partnership & joint improvement
activities with customers
4e market, competitors
Resolving interface issues with
• recognizing for their contribution to the 5a
customers
business, loyalty etc.
2a 5b Stimulating & bringing to bear creative
Basis for policy and strategy Customer & innovative talent of customers
• gathering, understanding & anticipating Results
Products & services are designed &
the present & future needs
5c developed based on customer needs and
• developments in market place & expectations
competitors activities 5d Products & services are produced,
Policy & strategy are based on delivered and serviced
2b information from people performance
Customer relationships are managed and
measurement, research learning & 5e enhanced
creativity related activities
Policy & strategy are developed, received 6a Customer perception measurement
and updated based on needs and Customer performance indicators like
2c expectations of people & values
6b time to market is given consideration
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Steps towards Business
Excellence
• Self assessment with respect to Model
• Maintaining on the strength of organization
• Improving on the areas needs attention
• Aligning all the approaches in one direction.
• Deploying approaches in the systematic way
• Assessment and review for measurement, learning
and improvement.
• Measuring, monitoring and improving results
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World Class Factory
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Can We Do It?
YES
We will Do It
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