06 tbem criteria session 6

TBEM Awareness Program 1

Malcolm Baldridge Quality Award Malcolm Baldridge Quality Award

TATABusiness

Excellence Model


Business Excellence ModelBusiness Excellence Model

Cat. 1 Leadership

Cat. 1 Leadership

Cat. 3

Customer &Market Focus

Cat. 3

Customer &Market Focus

Cat. 2 Strategic Planning

Cat. 2 Strategic Planning

Cat. 5 Human Resources

Focus

Cat. 5 Human Resources

Focus

Organizational Profile

Environment, Relationships, and Challenges

4Measurement , Analysis and Knowledge Management

4Measurement , Analysis and Knowledge Management

Cat. 6 Process

Management

Cat. 6 Process

Management

Cat. 7 Business

Results

Cat. 7 Business

Results


1.0 Leadership 1.0 Leadership

1.1Senior Leadership

1.2Governance & Social Responsibilities


1.1 Senior Leadership1.1 Senior Leadership

Succession Planning

• Employees• Key Suppliers & Partners• Customers

Set and Deploy

VISION and VALUES

Personal Actions Reflect a Commitment to the Organization’s Values

Promote an Environment that

Fosters Legal and Ethical Behaviour

Create a Sustainable Organization

• Performance Improvement

• Strategic Objectives

• Innovation

• Agility

• Organizational & Employee Learning


1.1 Senior Leadership1.1 Senior Leadership

Empower, and Motivate all Employees

Communication and Organizational Performance

Focus on action to accomplish the

Objectives

Improve Performance, & attain Vision

Create and Balance Value for Customers

and Other Stakeholders in

Performance

Encourage Frank, Two-Way Communication

Employee Reward & Recognition to reinforce High Performance

and a Customer & Business Focus


1.2 Governance and Social Responsibilities1.2 Governance and Social Responsibilities

Organizational GovernanceSystem

Evaluate Performance • Senior Leaders & Chief Executive• Members of the Governance board

Key Factors• Management Accountability • Fiscal Accountability• Transparency in Operations • Selection & Disclosure Policies

for Governance Board Members• Independent Internal &

External Audits• Protection of Stakeholder &

Stockholder Interests

Performance Review to

Improve Effectiveness • Personal leadership • Board & Leadership System


1.2 Governance and Social Responsibilities1.2 Governance and Social Responsibilities

Legal & Ethical Behaviour

• Impacts on society of products, services, & operations• Anticipate public concerns with current and future products, services, and operations

• Prepare for concerns in a proactive manner, including using resource-sustaining Processes• Key compliance Processes, Measures, & Goals • Achieve & surpass regulatory and legal requirements

Key Processes and Measures or Indicators for enabling and monitoring Ethical Behaviour in Governance structure, throughout organization, & in interactions with Customers and Partners

Monitor and respond to breaches of Ethical Behaviour

Key Processes, Measures, and Goals to address risks associated with products, services, & operationsEthical Behaviour in all interactions


1.2 Governance and Social Responsibilities 1.2 Governance and Social Responsibilities

Support of Key Communities

• Actively support & strengthen

• Identify Key communities

• Determine areas of emphasis

• Involvement of Senior Leaders & Employees


Key Excellence Indicators: LeadershipKey Excellence Indicators: Leadership

• Emphasizes a strong customer focus

• Sets and communicates direction throughout organization

• Translates organizational review findings into priorities for improvement

• Clear, easy-to-comprehend values that can be internalized and practiced

• Focus on organizational and personal (employee) learning

• Champion for public responsibility and citizenship


Leadership Measurement / Accountability Leadership Measurement / Accountability

• Business Excellence Assessment

• 360o Performance review

• Associate opinion survey

• Leadership effectiveness survey

• Leadership scorecards

• Balanced Business Plan results


2.0 Strategic Planning 2.0 Strategic Planning

2.1Strategy Development

2.2Strategy Deployment


2.1 Strategy Development2.1 Strategy Development

Strategic Planning Process

• Key Process steps,

• Key participants

• Potential process blind spots

• Short- and longer-term planning time horizons

Collect & Analyse • SWOT • Technology• Markets & Competition• Regulatory Environment• Long-term organizational Sustainability• Business continuity in emergencies• Ability to execute strategic plan

Strategic Objectives•Key strategic objectives, Goals & timetable

•Evaluating strategic options•Balancing short & long term challenges & opportunities.

•Balancing the needs of all key stakeholders


2.2 Strategy Deployment2.2 Strategy Deployment

Short- & Long Term Action Plans

Key Changes – Rapid Execution HR PlanHR Plan

Resource AllocationResource Allocation

Performance Measures, Organizational Alignment,Deployment to Key Areas & Stakeholders

Performance projections for short & Long-Term planning horizon, Appropriate

Comparisons(competitors/benchmark/goals/past performance)

Address Current or Projected Performance Gap

Key Changes to Sustain

Key Changes to Sustain

Strategic Objectives


Key Excellence Indicators: Strategic Planning Key Excellence Indicators: Strategic Planning

• Long-term horizon appropriate to the industry

• Aggressive goal setting and strong work- process alignment

• Products, services, processes, and people addressed

• Critical targets derived from customer requirements and market directions current and future deployed to all units

• Suppliers and partners involved


3.0 Customer and Market Focus 3.0 Customer and Market Focus

3.1Customer and Market Knowledge

3.2Customer Relationships and Satisfaction


Identify / Determine /Target• Customers • Market segments

Listen and Learn to determine:• Key requirements & Changing Expectations including

Key product/service features• Relative importance/value to Customers’ purchase

decisions• Product/service planning, marketing• Improvements & other business developments• Become more customer focused & better satisfy needs

Include • Competitors’ Customers• Potential Customers• Potential Markets

Lis

ten

ing

an

d le

arn

ing

met

ho

ds

in li

ne

wit

h c

han

gin

g b

usi

nes

s n

eed

s ,

Dir

ecti

on

s &

Mar

ket

Pla

ce.

3.1 Customer and Market Knowledge3.1 Customer and Market Knowledge

• Key differences in

methods for different

customers and/or

customer groups

• Current/former Customers• Marketing/sales

information• Customer loyalty retention

data, Win/lost analysis• Complaints


Key Contact Requirements• Determination for each

modes of customer access• Deployment to all people &

process involved in the response chain

Key Access Mechanisms• To seek Information• To Conduct business• To Make Complaints

Relationship Building• To Acquire customers• To meet & exceed their expectations • To Increase Loyalty & Repeat Purchase• To gain Positive referral

CustomerRelationships

building relationships & providing

Customer access current with

business needs & directions

Complaint Management• Resolution effectively & promptly• Minimize customer dissatisfaction & loss of repeat business • Aggregation and analysis to Improve within the organization &

by Partners

3.2 Customer Relationship Building3.2 Customer Relationship Building


Keeping approaches current with changing

business needs & directions

Follow-up on Products / services

& Transaction quality for

Prompt & Actionable Feedback

Obtain & Use of information on

Satisfaction relative to

Competitors and or industry Benchmarks

3.2 Customer Satisfaction Determination3.2 Customer Satisfaction DeterminationMethods differ among Customer groupsMeasurements capture actionable information for use in exceeding Customers’ expectations, securing their future business, & gaining positive referralsUse Customer satisfaction and dissatisfaction information for improvementCustomer

Satisfaction and

Dissatisfaction

Determination


Key Excellence Indicators: Customer & Market FocusKey Excellence Indicators: Customer & Market Focus

• In-depth market knowledge

• Proactive customer systems

• Multiple listening posts to identify customer requirements

• Focus on enhancing customer relationships and loyalty

• Requirements of market segments include both current and

potential customers

• Resolution of complaints is effective and prompt

• High levels of satisfaction and indicators of satisfaction (e.g.,

customer awards)


4.0 Measurement, Analysis & Knowledge Management 4.0 Measurement, Analysis & Knowledge Management

4.1Measurement, Analysis & Review of

Organizational Performance

4.2Information & Knowledge Management


4.1 Measurement, Analysis & Review of Organizational Performance

4.1 Measurement, Analysis & Review of Organizational Performance

Selection and Alignment of measures /indicators for tracking

Daily Operations and Overall Organizational Performance

Select & Ensure the Effective use of Key

comparative data and information

Kept current with changing business needs & directions & sensitive to

rapid/unexpected changes

4.1 a Performance measurement4.1 a Performance measurement

Select, collect, align, and integrate data & information from all sources for tracking daily operations and overall organizational Performance, including progress relative to Strategic Objectives and Action Plans & organizational decision making & Innovation


4.1 b. Performance Analysis & Review 4.1 b. Performance Analysis & Review

Analysis to Support Senior Leaders’ Reviews for Organizational Performance, Capabilities & StrategicPlanning for Valid Conclusion

Analysis to Support Senior Leaders’ Reviews for Organizational Performance, Capabilities & StrategicPlanning for Valid Conclusion

Deploy Priorities & Opportunities across organisation & to suppliers & Partners • Support for decision making • Organizational Alignment

Deploy Priorities & Opportunities across organisation & to suppliers & Partners • Support for decision making • Organizational Alignment

Review to assess • Success, • Competitive Performance• Progress relative to Strategic Objectives & Action Plans• Ability to rapidly respond to changing needs & challenges in operating environment

Review to assess • Success, • Competitive Performance• Progress relative to Strategic Objectives & Action Plans• Ability to rapidly respond to changing needs & challenges in operating environment

Translate Performance Review Findings• Priorities for continuous & breakthrough improvement • Opportunities for Innovation

Translate Performance Review Findings• Priorities for continuous & breakthrough improvement • Opportunities for Innovation


Continued availability of ‘Data & Information’,

and ‘Hardware & Software Systems’, in the

event of an emergency

Continued availability of ‘Data & Information’,

and ‘Hardware & Software Systems’, in the

event of an emergency

4.2 Information & Knowledge Management 4.2 Information & Knowledge Management

Needed data & information availability & accessibility to• Employees, Suppliers / Partners and Customers

Needed data & information availability & accessibility to• Employees, Suppliers / Partners and Customers

Keeping data & information availability

mechanisms current with Business needs &

Directions & Technology

Keeping data & information availability

mechanisms current with Business needs &

Directions & Technology

Hardware & Software Quality• Reliable, Secure & User friendly• Keeping systems current with Business

needs & Directions & Technology

Hardware & Software Quality• Reliable, Secure & User friendly• Keeping systems current with Business

needs & Directions & Technology

a. Data &

Information

Availability


• Accuracy • Integrity & reliability• Timeliness• Security, and Confidentiality

• Accuracy • Integrity & reliability• Timeliness• Security, and Confidentiality

4.2 Information & Knowledge Management 4.2 Information & Knowledge Management

Collection & transfer of employee knowledge Collection & transfer of employee knowledge

Rapid Identification, sharing & implementation of best practicesRapid Identification, sharing & implementation of best practices

Transfer of relevant knowledge from and to suppliers, partners, and customers

Transfer of relevant knowledge from and to suppliers, partners, and customers

Management of

Organizational

Knowledge

Data, Information

&

Knowledge Quality


• Quantitative orientation

• Focus on actionable data

• Aligned and interlinking measures (internal and external)

• Wide deployment and accessibility

• Strong analysis capability

• Benchmark “best-in-class”

• Hardware and software systems are current, reliable, and user-friendly

• Knowledge Management System

Measurement, Analysis & KM…


5.0 Human Resources Focus 5.0 Human Resources Focus

5.1Work Systems

5.2Employee Learning & Motivation

5.3Employee Well-Being & Satisfaction


5.1 Work Systems 5.1 Work Systems

Achievement of High PerformanceAchievement of High Performance

Organize & Manage Work , Jobs & Skill

Organize & Manage Work , Jobs & Skill

Agility-currency with business needs to achieve action plan.

Agility-currency with business needs to achieve action plan.

Performance Management, Compensation,

Reward & recognition

Performance Management, Compensation,

Reward & recognition

Promote Cooperation, Initiative,

Empowerment, Innovation,Effective Communication Knowledge/skill sharing

Promote Cooperation, Initiative,

Empowerment, Innovation,Effective Communication Knowledge/skill sharing

Effective Succession planning for key position & Career Progression for

all employees

Effective Succession planning for key position & Career Progression for

all employees

RecruitmentCharacteristics / skills

requiredRecruit, Hire & Retain

Diverse ideas, culture & thinking of hiring community

RecruitmentCharacteristics / skills

requiredRecruit, Hire & Retain

Diverse ideas, culture & thinking of hiring community

Capitalize on diverse ideas, culture & thinking

Capitalize on diverse ideas, culture & thinking


Overall Objectives supported by Employee education , training and career development, High Performance,

build employee knowledge , skills & capabilities.

Overall Objectives supported by Employee education , training and career development, High Performance,

build employee knowledge , skills & capabilities.

Identify NeedIdentify Need

DesignDesign

DeliverDeliver

EvaluateEvaluate

ReinforceReinforce

5.2 Employee Learning & Motivation 5.2 Employee Learning & Motivation

• Short / Long term Organizational needs

• Balance Short & Longer term objectives

• Employee – development, on going learning, career planning,

• Diversity, leadership development, ethical business practices, orientation, safety, technology changes

• New Knowledge, Skills, & transfer Knowledge from departing or retiring employees

• Performance Excellence Performance Measurements Performance Standards Performance Improvement

•Motivation & Career Development

• Short / Long term Organizational needs

• Balance Short & Longer term objectives

• Employee – development, on going learning, career planning,

• Diversity, leadership development, ethical business practices, orientation, safety, technology changes

• New Knowledge, Skills, & transfer Knowledge from departing or retiring employees

• Performance Excellence Performance Measurements Performance Standards Performance Improvement

•Motivation & Career Development


Well-being, Satisfaction, MotivationWell-being, Satisfaction, Motivation

Work Environment• Health• Safety - employee involvement• Security• Environment• Key measures/targets

Work Environment• Health• Safety - employee involvement• Security• Environment• Key measures/targets

Employee Support Climate•Tailored - Services,benefits,policies

Employee Support Climate•Tailored - Services,benefits,policies

Employee Satisfaction• Assessment methods/measures• Linkage to business results

Employee Satisfaction• Assessment methods/measures• Linkage to business results

Work Environment

Employee Groups

Work Units.

Workplace preparedness

for emergencies

& disasters- business

continuity

Work Environment

Employee Groups

Work Units.

Workplace preparedness

for emergencies

& disasters- business

continuity

5.3 Employee Well-being & Satisfaction 5.3 Employee Well-being & Satisfaction


Key Excellence Indicators: Human Resource FocusKey Excellence Indicators: Human Resource Focus

• Commitment to employee satisfaction, motivation, and well-being

• Integration with overall business planning

• Recognition of “internal customers”

• Comprehensive learning

• Links between individual and organizational learning

• Empowerment

• Links between employee development and organizational performance

• Focus on employee well-being and morale


6.0 Process Management 6.0 Process Management

6.1Value Creation Processes

6.2Support Processes & Operational Planning


6.1 Value Creation Processes6.1 Value Creation ProcessesValue Creation Processes• Determine• Creating & Adding Value

Key Products & ServicesBusiness Processes

• Contribute to profitability & Business Success

Value Creation Processes• Determine• Creating & Adding Value

Key Products & ServicesBusiness Processes

• Contribute to profitability & Business Success

• Customer / Market requirements

• Supplier/partner inputs• New Technology• Organisational Knowledge• Potential need for Agility

• Customer / Market requirements


Design Quality•Cycle time•Learning•Cost control•Design technology•Productivity•Efficiency•Effectiveness

E & I for better performance, reduce variation, Product & Service, Current with Business needs & Directions, sharing across other units & processes to drive learning & innovation

Implement & Verify

Implement & Verify

• Key performance measures or indicators for Control & Improve

• Day-to Day Operations & In-process measures for Process Management.

• Customer, Supplier & Partners inputs for Process Management.

• Minimizing costs of inspections, test, audits,

• Warranty & rework





• Warranty & rework


6.2 Support Processes & Operational Planning6.2 Support Processes & Operational Planning

Support Processes• Determine• Key Processes to Supporting

Value Creation Processes.

Support Processes• Determine• Key Processes to Supporting

Value Creation Processes.

• Internal/External Customer requirements


• Internal/External Customer requirements


Design Quality•Cycle time•Learning•Cost control•Design technology•Productivity•Efficiency•Effectiveness





• Defects & Rework





• Defects & Rework

E & I for better performance, reduce variation, Product & Service, Current with Business needs & Directions, sharing across other units & processes to drive learning & innovation

Implement & Verify

Implement & Verify


Assess the financial risks associated with• Current business operations• Major new business investments

• Ensure continuity of operations in the event of an emergency

6.2 Support Processes & Operational Planning6.2 Support Processes & Operational Planning

Ensure Adequate Resource Availability

• Financial resources to support operations• The resources to meet current financial obligations• To support major new business investments

Operational Planning


Key Excellence Indicators: Process Management Key Excellence Indicators: Process Management

• Well-defined product / service (value creation), and support processes

• Quality in design of products, services, and processes

• Focus on cycle time and productivity

• Integration of prevention, correction, and improvement with daily operations

• Supplier and partnering processes


7.1 Product and Service Outcomes 7.1 Product and Service Outcomes

a. Product And Service Results

Current levels and trends in key measures or indicators of

product and service performance that are important to

customers

Compare with your competitors’ performance

Segment results by product and service types and groups, customer

groups, and market segments with appropriate comparative data


7.2 Customer-Focused Results 7.2 Customer-Focused Results

Key customer-focused results, including customer satisfaction and customer-perceived value.

a. Customer-focused results Current levels and trends in Key measures or indicators of

Customer satisfaction and dissatisfaction Customer-perceived value including Customer loyalty and

retention, positive referral and other aspects of building relationships with customers, as appropriate

Compare with competitors’ levels of customer satisfactionSegment results by product and service types and groups, customer groups, and market segments with appropriate comparative data


7.3 Financial and Market Results 7.3 Financial and Market Results

a. Financial And Market Results

Current levels and trends in key measures or indicators of Financial performance, including aggregate measures of

financial return and economic value. Marketplace performance, including market share or

position, business growth, and new markets entered

Segment results by customer or market segments with appropriate comparative data


7.4 Human Resource Results 7.4 Human Resource Results

a. Human Resource Results


Work system performance and effectiveness

employee learning and development

employee well-being, satisfaction, and dissatisfaction

Segment results to address the diversity of workforce and the

different types and categories of employees, with appropriate

comparative data.


7.5 Organizational Effectiveness Results 7.5 Organizational Effectiveness Results a. Organizational Effectiveness Results


Operational performance of Key value creation processes. Include productivity, cycle

time, supplier and partner performance, and other appropriate measures of effectiveness and efficiency.

Other Key processes. include productivity, cycle time, supplier and partner performance, and other appropriate measures of effectiveness and efficiency.

Segment results by product and service types and groups and by market segments, with appropriate comparative data.


7.6 Leadership and Social ResponsibilityResults 7.6 Leadership and Social ResponsibilityResults

a. Leadership And Social Responsibility Results

Results for Key measures or indicators of

Accomplishment of organizational strategy and action plans

Ethical behaviour and of stakeholder trust in the senior leaders and

governance of organization

Breaches of ethical behaviour

Fiscal accountability, both internal and external, as appropriate (Key

current findings and trends)

Regulatory and legal compliance

Organizational citizenship in support of key communities

Segment results by business units, with appropriate comparative

data.

06 tbem criteria session 6

Documents

governance structure

key excellence indicators

senior leadershipempower

high performance

objectivesimprove performance

employees communication

ethical behaviourcreate

operationsethical behaviour