IN SEARCH OF EXCELLENCE

COMMENDATION

CERTIFICATES 2007

Large Scale Manufacturing Industry

Industrial Sector

ChemicalIndian Oil Corporation Limited

- Guwahati Refinery

c o n t e n t s

5

12

16

20

23

26

36

32

RAJIV GANDHI NATIONAL QUALITY AWARDIN SEARCH OF EXCELLENCE

LIST OF AWARD WINNERS

BEST OF ALL AWARDS 2007

Steel Authority of India Limited - Bokaro Steel Plant

BEST OF ALL AWARDS 2006

Bhilai Steel Plant

CATEGORY AWARDS 2007

Large Scale Manufacturing Tata Motors Limited

Large Scale Engineering Industry Mahindra & Mahindra Ltd. (FES)

Small Scale ManufacturingT.V. Super Filter Industries

CATEGORY AWARDS 2005Large Scale Service IndustryTATA Consultancy Services

Small Scale Manufacturing IndustrySakthi Masala (Private) Ltd

Electrical and ElectronicRajasthan Atomic Power Station39

Large Scale Service Industry

Healthcare

B.M. Birla Heart Research Centre

Electrical and Electronic Fine Switchgears

Small Scale Manufacturing

Industry

ChemicalSFP Sons (India) Private Limited

MetallurgicalJ.P. Foundries

TextilesJet Knitwears Private Limited

Food & DrugTasty Diary Specialities Limited

MetallurgicalHindalco Industries Limited

TextilesRSWM Limited

Food & DrugValsad District Cooperative Milk Producers'

Union Limited43

53

55

57

58

46

48

50

52

60

63

COMMENDATION

CERTIFICATES 2005

Large Scale ManufacturingJaiprakash Associates

Small Scale Manufacturing (Engineering & Others )

Hycount Plastics & Chemicals

RAJIV GANDHI NATIONAL QUALITY AWARD

In today's world of competition and technological

development, quality of goods and services play a key role

in any country's trade, be it domestic consumption or

International Market. It is, therefore, imperative that to

meet this rising challenge all businesses join in the quality

improvement effort to help themselves and their mission in

the quest of excellence.

To ensure that the 'Made in India' symbol is recognized

around the world as a symbol of quality the Indian Industry

has to make a sincere and dedicated effort in the quality

front. Strategic planning for quality and quality

improvement programmes through a commitment to

excellence is essential for the well being of Indian economy

as well as for meeting the challenges faced in the Domestic

and International Markets.

As a part of this national campaign of quality improvement

to meet the challenge of International competitiveness, the

Ministry of Civil Supplies considered the recommendation

of the conference on Quality Systems held in July 1990 to

institute a National Quality Award and entrusted the

responsibility to the Bureau of Indian Standards. The

Bureau of Indian Standards prepared a National Quality

Plan and one of the important elements of this plan was

the institution of National Quality Award to give

recognition to the outstanding achiever in the quality field

as an incentive to all industries to strive for quality

improvement, not only to win the National Award but also

to become a Global competitor.

Our Late Prime Minister Shri Rajiv Gandhi initiated various

measures for improving the quality culture within the

country. The concept of a QUALITY MONTH was

commenced in November 1986 and also a bill was

introduced in Parliament at that time which eventually

became the Bureau of Indian Standards Act, 1986 and

subsequently fructifying to the establishment of Bureau of

Indian Standards. In order to ensure production of goods

comparable to international standards, promote exports,

and build up “Quality and standards culture”, late Shri Rajiv

Gandhi had stressed that :

'The need of the hour is a national commitment to quality in

all walks of life. We should not be satisfied with anything

but the best in the goods and services that we produce'.

Considering the significant contributions of late Shri Rajiv

Gandhi to the cause of quality in India, the Government of

India approved the naming of the national quality awards

after him. The award is intended to generate interest and

involvement of Indian Industry in quality programmes,

drive Indian products and services to higher levels of quality

and equip such organizations to meet the challenges of

domestic and international markets.

Rajiv Gandhi National Quality Award (RGNQA) helps in

improving quality by:

¬Encouraging Indian Industry to make significant

improvements in quality for maximizing consumer

satisfaction and for successfully facing competition in

the global market as well;

¬Recognizing the achievements of those organizations

which have improved the quality of their products and

services and thereby setting an example for others;

¬Establishing guidelines and criteria that can be used by

industry in evaluating their own quality improvement

efforts; and¬Providing specific guidance to other organizations that

wish to learn how to achieve excellence in quality, by

Rajiv Gandhi National Quality Award

2

making available detailed information on the `Quality

Management Approach' adopted by award winning

organizations to change their culture and achieve

eminence.

The award enables the organization to assess its own level

of commitment to quality. It also indicates the extent to

which this commitment is being deployed through every

level of the organization and in all areas of activities.

Further, after the process of self assessment is completed,

the organization will be in a position to analyze its strengths

and weaknesses.

The concept of quality improvement is equally applicable to

large organizations as well as small organizations.

Therefore, separate awards and commendation certificates

have been instituted for large scale organizations and small

scale organizations both for the manufacturing industry

and the service sector.

At present there are five awards consisting of one each for

large scale manufacturing organizations, small scale

manufacturing organizations, large scale service sector

organizations, small scale service sector organizations and

one BEST OF ALL Award. In addition, there are eight

commendation certificates each for large scale and small

scale manufacturing organizations as per industrial sectors

given below:

a) Bio-technology;b) Chemical industry;c) Electrical and electronic industry;

AWARDS AND COMMENDATIONS

CERTIFICATE

d) Food and drug industry;e) Gems, jewellery and allied industry;f) Metallurgical industry; g) Textile industry; andh) Engineering industry and others.

Further, there are six commendation certificates each for

large scale and small scale service organizations in the

following sectors:

a) Education;b) Finance;c) Health Care;d) Information Technology;e) Utilities; and f) Others.

The National Awards Committee (NAC), under the

Chairmanship of Secretary to Government of India;

Department of Consumer Affairs, Ministry of Consumer

Affairs, Food and Public Distribution, Government of India,

with representatives from Government Departments,

Industry Associations, Professional Bodies and Consumer

Organizations determines the selection criteria and other

related matters and also makes the final selection of

awardees on the basis of reports of Evaluation Committees.

This award has been designed in line with similar awards in

other developed countries, like Malcolm Baldrige National

Quality Award in USA, Deming Prize in Japan, and European

Quality Award.

The criteria for the awards is based on the following model :

THE NATIONAL AWARDS COMMITTEE

(NAC)

THE ASSESSMENT CRITERIA

Rajiv Gandhi National Quality Award

3

Enablers Results

INNOVATION AND LEARNING

BusinessResults

P

r

o

c

e

s

s

e

s

Leadership

HumanResourceDevelopment

Policies,Objectives &Strategies

Resources

EmployeesSatisfaction

Customerfocused Results

Impact onEnvironment &Society

The applications for the large scale organizations are

evaluated on the basis of nine parameters and applications

for the small scale organizations are evaluated on the basis

of six parameters as detailed below:

Rajiv Gandhi National Quality Award

4

ASSESSMENT PROCESS

SELECTION OF AWARDEES

Preliminary Screening

Fact-Finding and Evaluation Visits

In this stage all applications received, which are complete

in all respects and also meet the eligibility conditions for

competing for the award, are scrutinized based on the

information provided by the applicant organization in the

Application form.

The applicant organization selected in the preliminary

screening based on the above parameters become eligible

for fact-finding and evaluation visits. Evaluation Committees

comprising experts appointed for this purpose visit the

applicant organization for on-the-spot study and evaluation.

The evaluation done at this stage is independent of the

evaluation done at the preliminary screening stage.

The National Awards Committee (NAC), makes the final

selection of awardees on the basis of reports of Evaluation

Committees.

PARAMETER MARKS

LARGE SMALL

SCALE SCALE

Leadership 100 200

Policies, objectives and strategies 100 —

Human resource management 50 100

Resources 100 —

Processes 150 100

Customer focused results 200 200

Employees' satisfaction 50 —

Impact on environment and society 100 200

Business results 150 200

Total 1000 1000

BOKARO STEEL PLANT – REACHING NEW HORIZONS

Best of all award winner 2007 – Steel Authority of India Limited – Bokaro Steel Plant, Bokaro

Conceived as the first Swadeshi steel plant of the country

and the fourth steel plant in public sector, the construction

work of Bokaro Steel Plant, began in 1964 under the

supervision of Soviet experts.

A lot of water has since flown down the river Damodar, on

the banks of which Bokaro Steel City housing Bokaro Steel

Plant is situated. Bokaro Steel Plant started under the aegis

of Bokaro Steel Limited – a separate company under the

Ministry of Steel, which subsequently became a unit of the

Steel Authority of India Limited (SAIL) when Hindustan Steel

Limited, Bokaro Steel Limited and a host of other steel-

related companies were merged to form SAIL on 24th

January 1973.

Bokaro Steel Plant grew to play a pivotal role in the business

dynamics of the company, earning the epithet Jewel in the

Crown of SAIL. Calling it the cash cow of SAIL, a leading

journalist in the mid-nineties went on to say".. when

5

National Quality Award 2007Rajiv Gandhi

Best of All

Bokaro sneezes, SAIL catches cold". And no wonder that

BSL – retaining its abbreviation from its earlier avatar as

Bokaro Steel Limited – has been living up to this

reputation year after year for over three and a half

decades.

The fiscal 2006-07 has been a watershed year for Bokaro

Steel Plant. The plant posted cent percent capacity

Motivation behind applying for Rajiv

Gandhi National Quality Award 2007

utilization in Blast Furnaces during the year,

notwithstanding the capital repair of one furnace that took

around a hundred days. As the capital repair helped build

momentum of production across the board, the plant

went on to set several records in production and techno-

economic parameters, closing the year with record

production of saleable steel.

On the techno-economics front also a number of record

performances were achieved.

Steadfast on the goal of delivering customer satisfaction

and entering new market segments, Bokaro Steel

developed various new grades of steel during 2006-07,

namely, MC 11/ MC 12, Hot and Cold Rolled Medium

Silicon Electrical Steel, LPG Steel containing Titanium, EDD

Steel with improved elongation, EDD with Titanium, HSCR

26/35, etc.

Spectacular business results in terms of financial and non-

financial measures (such as, very low debt-equity ratio,

higher EPS, etc.) and by far, one of the largest allocation

(1.892 % of distributable income) in activities related to

Corporate Social Responsibility through schools for

underprivileged, Sarva Swastha Udyog, Mahila self-help

groups, adoption of tribal villages, free treatment in

hospital, and Swasthya Kendras with free medicines for

u n d e r p r i v i l e ge d we re s o m e o f t h e g l o w i n g

accomplishments of BSL in 2006-07.

6

Bokaro Steel Plant

Strategies adopted for achieving

excellence in various activities

Communication Exercise

Since 1990, Bokaro Steel Plant has been applying the

Malcolm Baldridge National Quality Award Criteria for

achieving excellence. Also, the enablers as detailed in the

Prime Minister's Trophy Award for Steel Plants has been put

into place for achieving excellence. It may be mentioned

here that the PM's Trophy criteria is in line with that of

RGNQA as far as the enablers are concerned.

With the target set for achieving continual improvement

and the goal of becoming the recipient of the RGNQA Best

of All Prize, Bokaro had initiated a number of new initiatives

during the year 2006-07.

What goes behind the sturdy performance and unflagging

spirit of steelmakers is the right kind of work environment

that promotes creative initiatives. For starters, two major

programmes were introduced during 2006-07 with a

simple objective in mind – to touch base with grass-root

employees. These programmes hinged around the fact that

the man behind the machine is more important than the

machine itself, and can offer insightful lessons from his first-

hand experience. Utkarshata Se Pragati was one such

macro-level communication exercise that commenced

during the year.

It offered a platform for free wheeling of ideas so that top

management could harness employees' potential and their

Strategy 1 Harnessing peoples' potential

through communication exercise and

enhancing their involvement

suggestions to meet immediate and future needs of the

organisation. Concomitant shop-floor touch-base exercises

named Manthan were also carried out during the same

period. Manthan was typically conducted as a micro-level

ideation exercise wherein topics specific to the concerned

unit were taken up for deliberation. It cut across hierarchy

in the departments by incorporating suggestions from all

corners and exhorting everyone to take up challenging

targets. About thirty percent employees were directly

looped in this exercise.

Nearly 14,000 employees of the plant went through

important training during 2006-07 in different areas. In-

house training for Shop-Based activities, Unit level

operations, Centralized training, Lab-based training, Basic

Engineering Skills and Customised Programmes were held

to help prepare employees to meet the demands of fast-

changing business environment. Industry-institute

interactions on national and international levels were also

arranged to update officers with the latest information.

Apart from need-based and regular training exercises,

special sessions were held to bring in a fresh element of

change in the training procedure.

A Large Group Interaction Workshop for all Senior Officers

of Bokaro Steel was arranged with the theme of "Preparing

for Challenges Ahead". People's performance being the

driving force for all Human Development Activities, specific

Performance Improvement Workshops (PIWs) for

different functional areas were conducted with relevant

employee-groups as participants. 12 PIWs involving 385

employees were held and action plans thus generated were

monitored by follow-up exercises.

Enhancing involvement

7

Bokaro Steel Plant

The Suggestion Schemes and Quality Cirlces have been

given due importance in enhancing the involvement of

people. Bokaro has received accolades at the highest level

by winning the INSAAN award 2006. Our Quality Circles

have participated and won laurels at various National and

International conventions.

New endeavours to involve people in management

activities have been put in place like preparation and

presentation of Annual Production Budget and workers'

participation in the Monday Coordination meeting with

Senior Officers of the plant chaired by ED (W) .

Recognizing and rewarding excellence is the key to

motivation. In addition to the earlier reward and

recognition mechanism, a major initiative was started in

October, 2006. Not forgetting the untiring contribution of

family members, every month the Managing Director

invites the best performers with their spouse and felicitates

them for their creative contributions and exemplary

dedication to duty. This has gone a long way in building

bonds and strengthening relationships.

Realising that a well-organized workplace results in a safer,

more efficient and more productive operation, Bokaro

Steel Plant launched a structured program to systematically

achieve total organization, cleanliness and standardization

in the workplace. It boosts the morale of the workers,

promoting a sense of pride in their work and ownership of

their responsibilities

Strategy 2. Improving house keeping of

work space.

8

l

lCompany policies display through hoarding,

lTree plantation 5000 Numbers,

lRenovation of Canteen,

lRenovation of out-door/in-door Toilets,

lSegregation of scrap from different location &

removal through concerned agency,

lRemodeling of all “Jhopry“ (make-shift) Canteens, and

lImprovement of drainage system of quenching car

rail track in Coke Ovens,

Structure painting,

Strategy 3. Modernization & Expansion

Year 2006-07 was equally important for Bokaro Steel from

the Projects point-of-view. Preparing for future challenges,

Bokaro Steel Plant made significant headway in the areas of

projects, commissioning a number of on-going projects and

embarking on some other major expansion and

modernization schemes during 2006-07.

Approval of Rs. 11,335 crores including schemes

sanctioned earlier for expansion plan of Bokaro Steel Plant

was accorded in principle by the SAIL Board of Directors in

their meeting held in New Delhi on 7th December 2006.

Bokaro Steel Plant

Highlights of house keeping during 2006-07

lDevelopment of a gardens with fountain,

lDevelopment of garden at RMP & HDGL area,

l2.25 lakh m2 Road repairing,

lGarbage removal,

lLevelling & Dressing along main road inside plant,

lShed painting,

Completed Projects (<10 Cr) in 2006-07

lReplacement of:

n Slag Ladle Cars with Pot,

n Slag Ladle Cars without Pot,

n Meta, Ladle Cars complete with cup of BF,

n Nucleonic thickness gauge in HSM,

n Gamma Ray thickness gauges in TM-2 of

CRM with X-Ray thickness gauge,

nDisc feeder (Ore fines) of SP by Electronic

weigh feeder and CCS,

nWhole body CT Scanner,

9

Strategy 4. Strengthening System Implementation that is, ISO 9001 QMS, ISO 14001 EMS, OHSAS 18001.

Strategy 5. In - house manufacturing of

spares through Engineering Shops

BSL emphasis on system implemented has truly been a hallmark achievement whereby in the year 2006-07, it became the first SAIL plant to achieve certification in all the three standards. Its belief in the system standard can be gauged from the fact that in 2006-07 ISO 9001 QMS implementation in services areas (Projects Division, Town Services, Medical & Health Services, Personnel Department & HRD) had been initiated and 5S implementation in select areas was taken up.

Robust process with state of art control systems and other

test equipments. Local level innovations helped increasing

process efficiency and yield. Equipments with state of art

control system are in place.

The Engineering Shops and other Utility and Service

Departments expanded their ambit of value addition to

undertake some jobs that were previously outsourced.

Spares developed in Engineering Shops during 2006-07

l

Roll without dismantling for HSM (1 set)

lDewatering Drum for BF Cast House Slag

Granulation Plant

lConversion of broken Individual Roll to dia

600 RT Roll

l300 T Teeming Ladle for SMS-II

lSalvaging of Individual roll by Oldham Coupling

joining method

l225 T Hook for SMS-II

lHousing Liners for HSM

lTable Roller Frame for HSM

Development of attachment for grinding of Pinch

Systems implemented during 2006-07

lOHSAS 18001& EMS 14001 implemented for all

major units in May 2006

lISO 9001 QMS re-certification of all major units in

September 2006

lISO 9001 QMS implemented in RMP in September 2006

lISO 9001 QMS implementation in Engg. Shops & Gas

utilities (completed in September 2007)

lProvision of infrastructure facilities for Oxygen Plant

on Build Operate basis,

lIntegrated Data Communication network,

lProvision of secured integrated Landfill for disposal

of Hazardous waste.

Strategy 6. Thrust on Corporate Social

Responsibility

With coming up of Bokaro Steel Plant in this rural area, it

was the social responsibility of the company to provide

education, healthcare, infrastructure for transportation,

etc. Bokaro Steel Plant, on one hand, is engaged in

producing quality steel for its customers, where as on the

other hand it is making all efforts to ensure that the rays of

prosperity also shine on the peripheral villages and hutments

around the city. In the year 2006-07, the management

devised a corporate social responsibility policy for provision

of these amenities not only for township but also to the

villages within 20km of the boundary of the township. This

has brought smiles on the faces of the under privileged and

under developed sections of the surrounding region.

Bokaro Steel Plant is committed to share the benefits

accrued through its just and ethical business for the socio-

economic development of people in and around Bokaro

Steel City.

Corporate Social Responsibility Policy

Bokaro Steel Plant

Social Responsibility Rendered By Bakaro Steel Plant

lLiteracy & Education

lHealth Care & Family Welfare

lVillage Health

lHIV, AIDS Prevention & Control

lDot Programme:

lImmunization

lVoluntary Blood Donation Camps

lLeprosy Control

lReproductive & Child Health Programmes

lPotable Water

lRoad

The strategies thus deployed have resulted in excellence in all

areas of the Bokaros Steel Plant through the following

enablers:

lFocused leadership trying to dismantle the inherited

inertia-laden bureaucratic structure of decision

making and making the system more resilient to faster

changes as demanded by market needs and

expectation.

lPolicy, objectives and strategy consistency with growth

in producing value-added niche products.

Having achieved all round development, Bokaro Steel Plant

bagged the coveted

for the year 2006-07.

Rajiv Gandhi National Quality

Award “ BEST OF ALL”

Regarding techno-economic Parameters, BSL has achieved

best ever performance in a financial year on a number of

parameters like, CO Gas Yield, Coal to Hot Metal Ratio, Coke

Rate, Specific Power Consumption, Overall Energy

Consumption and Refractory Consumption. BSL has

achieved best ever lining life of both SMS-I & SMS-II

Converters. Besides there are improvements in some other

parameters compared to the year 2006-07.

Important landmarks in projects were also reached during

the financial year 2007-08. The inauguration of re-built

environment friendly Coke Oven Battery 5 with PLC and

Hydraulics-based controls, new design of Quenching Tower

and new mechanism of Plough Device marked a high-point

in the modernization and expansion efforts of Bokaro Steel.

The second Cast House Slag Granulation facility in Blast

Furnace 4 was commissioned to ensure better

environment protection and waste utilization. A new EDT

Machine was installed for Cold Rolling Mill and

commissioned ahead of schedule, paving the way for

improved surface finish of CR products. HCL Regeneration

Plant in CRM, Tandem Mill-II Automation, revamping of SM

Mae-West Blocks and several other projects were

completed, while work progressed apace on projects of ATC

& OTC, new Silos for Coal storage and many more.

The auxiliary shops of Bokaro Steel pitched in with a string

10

Tangible and intangible benefits Accrued or likely to accrue after achieving the AWARD

Continuing the tempo

Bokaro's commitment to excellence has received a boost

with the RGNQA Best of All Award and continues unabated

as can be seen below.

Continuing with the good production tempo built in 2006-

07, the Plant registered the best ever saleable steel and cast

slab production since inception during 2007-08. The Plant

produced 3.879 million tonnes of saleable steel achieving a

Capacity Utilization of 103 %,

There is also record

production of Granulated Slag and Ammonium Sulphate at

7,91,497 tonnes and 33,585 tonnes respectively. On

despatch front, HR coil, Saleable steel, Granulated Slag and

LD Slag despatches are ever best.

CCS registered its ever

best production of 28,54,221T and have reached a

capacity utilization of 132%.

Bokaro Steel Plant

lDisaster Management

lWomen's Welfare Clinic

lEconomic Upliftment of Displaced Person, SC/ST

lSports Complex

lBokaro Steel Gram Vikas Yojana:

lBokaro Steel Shiksha Protsahan Yojana

lBokaro Steel Sarva Swasthya Yojana

lFree Medical Check Up Camps

470.1

448.0440.0

425

445

465

485

05-06 06-07 07-08

Power Cons

KWH/TSS

of innovative jobs for internal use as well as to meet the

requirements of other steel plants. Notable in-house

manufacturing and reclamation jobs were executed by the

engineering shops during the fiscal for normal plant

operations and capital repair.

Bokaro Steel successfully completed ISO 9001 certification

of its Projects, Medical & Health Services, Personnel,

Human Resource Development and Town Services

functions. As icing on the cake, the certification of the plant

under SA 8000 standards was also achieved.

Bokaro Steel raised its endeavours in the field of

Corporate Social Responsibility to a higher level through

adoption of a holistic approach towards peripheral

development and social welfare.

Making a meaningful change

Around 50 free health camps were organized in

Jharkhand and Bihar to reach quality medicare to people

without the means to fend for their health care. The

Bokaro Steel Sarwa Swasthya Kendra continued to extend

free medicare to people from near and far, referring

serious cases to Bokaro General Hospital for specialized

treatment. Bokaro Steel also sponsored artificial limbs to

hundreds of handicapped people in a camp organized

with the expertise of Bharat Vikas Parishad.

A Yoga Vigyan Shivir was organized under the sublime

guidance of Swami Ramdeo to propagate the message of

natural health and holistic well-being. Thousands of Yoga

enthusiasts benefited from the main camp and the special

sessions organized for school children, security personnel,

jail inmates and other identified groups.

Education received equal thrust, with a view to

empowering children from the lower social strata to carve

a better future. Bokaro Steel Kalyan Vidyalay successfully

pulled children from the steel city to the reading table

through a judicious mix of incentives and care. The school

is serving as a blue-print for a similar institution exclusively

for the girl child.

Bokaro Steel adopted eight villages for development as

Model Steel Villages. Amenities like school building, PCC

roads, drainage. chaupal, community hall, culverts, pond

and drinking water are being created in these villages as a

comprehensive package.

Having won the RGNQA,2007 “Best of All” prize has

been a stepping stone for a number of Awards in the

field of Productivity (CII Productivity Award in April'08),

Occupational Health and Safety (Greentech Safety

Silver Award and Golden Peacock OHS Award), Quality

Circles Conventions (Gold Award in IQC in Beijing) and

Industrial Engineering.

BSL's winning habit

Bokaro Steel Plant has added colour to a population

untouched by the brush of development. And we will

continue to strive to add life to this picture.

11

Bokaro Steel Plant

6.89

7.097.1

6.6

6.9

7.2

05-06 06-07 07-08

Overall Energy Cons

Gcal/TCS

512

520523

500

505

510

515

520

525

05-06 06-07 07-08

Coke Rate

Kg/THM

BHILAI STEEL PLANT

Best of All

Bhilai Steel Plant (BSP) is the flagship unit of Steel Authority

of India Limited (SAIL) and traditionally the major

contributor to the overall profit of SAIL BSP supplies high

strength UTS-90 rails and heavy structurals, wide & heavy

steel plates including high tensile and boiler quality plates,

API grade plates for line pipe applications, merchant

products (light structurals, angles, plain rounds and TMT

bars) and wire rods. Value-added special steels like TMT

bars and rods have a strong presence in the market under

the brand of SAIL-TMT.

BSP is the sole supplier of rails to the Indian Railways.

Bhilai has so far produced 17.9 MT of rails which when laid

end to end, would measure 3.19 lakh km in length. It is

popularly said that “The Nation Moves on Bhilai Rails”. Its

Rail & Structural Mill is equipped with state-of-the-art

long rail rolling facilities for producing the country's only

260 meter long welded rail panels. BSP is also the

country's only producer of wide and heavy steel plates (up

to 3 600 mm).

Bhilai Steel Plant is synonymous with excellence and has

excelled in various areas of organizational performance

that is, operational, financial, IT, environmental and CSR.

The excellence at Bhilai has received recognition and

commendation from eminent bodies and institutions.

BSP has institutionalized the practice of intense participation

in prestigious Award Models designed for organizational

excellence including Rajiv Gandhi National Quality Award

instituted by BIS. Assessment by outside professionals as a

part of award process is highly valued at BSP as an important

tool for finding opportunities for improvement.

Recognition of Excellence of BSP

lSeven times winner out of 14 of PM's Trophy for Best

Integrated Steel Plant in the country

lTwice CII Corporate Sustainability prize in

Independent Unit category given so far

lRajiv Gandhi National Quality Award 2006 in Best of

All Category

lGolden Peacock National Quality Award 2006-07

lFICCI Sustainability Award for SAIL where BSP was

assessed as a sample plant

lIIM National Quality Award - 2005

lGolden Peacock Award for the most innovative

product 2006

lGolden Peacock Eco-innovation award 2006

lGreentech Safety Gold award 2007 in the Metals and

Mining Sector

lGreentech Environment Gold award 2007 in the

Metals and Mining Sector

lGolden Peacock Environment Management Award

2007

lGolden Peacock CSR Award 2007

lGolden Peacock Award for Combating Climate

Change-2008

lOut of total 15 awarded so far in the country, 13

awardees are from BSP for PM's Shram Ratna – The

highest Shram award

Awards

2007-08 performance – Excellence continued

Hot Metal Production Crude Steel Production

12

National Quality Award 2006Rajiv Gandhi

4.414.93

4.515.18 4.82

5.27

'02-03

'03-04

'04-05

'05-06

'06-07

'07-08

6

5

4

3

2

1

0

4.234.74

4.585.05 4.8

5.055

'02-03

'03-04

'04-05

'05-06

'06-07

'07-08

6

5

4

3

2

1

0

Bhilai Steel Plant

BSP surpassed its previous best production by a good

margin, producing 5.268 MT of hot metal, 5.054 MT of

crude steel, and 4.428 MT of saleable steel and 3.60 MT of

Finished Steel respectively during 2007-08.

The Plant continued to operate well above the rated capacity

in all major areas of production and achieved a capacity

utilization of 112.4 % in Hot Metal, 129.1 % in Crude Steel and

140.8 % in Saleable Steel. This has resulted in a growth of

9.4%, 5.3% and 4.9%, respectively over the last year.

A significant achievement in 2007-08 was the quantum

jump in the production of value added special steel

products and development of new product grades. Special

Steel production was 48.8% of total Saleable Steel

compared to 36.6% in 2006-07. The development of as

many as 12 new product grades was the result of combined

efforts of R & D and modifications made in finishing mills.

The financial ratios at Bhilai are one of the best in the

industry. The turnover of BSP was Rs 13526 crores and profit

being Rs 4271 crores in 2006-07. BSP collective raised its

production performance with existing assets to

unprecedented heights to make use of the opportunities

thrown by a strong demand in the market. Accordingly the

turnover and profit figures of 2007-08 are likely to surpass in

the record breaking performance of 2007-08.

Saleable Steel Production

The excellence at Bhilai is not confined to supplying world-

class steel to its customers in the fast growing economy of

the country but extends to services it provides to other

stakeholders. Discharging its social and environmental

responsibility is given significant thrust. Be it education,

medical & health care, community service and

development, promoting sports and culture or caring for

the environment, Bhilai Steel Plant has played its role in

fulfilling our national goal of inclusive development.

The clean & green township with its neatly laid out streets

and sectors, its schools that send scores of students to the

IITs and other country-best colleges, its hospitals that has

its doors open to anyone and everyone, its sports

infrastructure that has hosted more than 100 national and

state-level championships since the new state of

Chhattisgarh was born, the 21 new model villages adopted

and the new Bhilai Ispat Kalyan Chikitsalaya and the Bhilai

Kalyan Vikas Vidyalaya that were started for the

economically poor sections of society during 2007-08 – all

demonstrate Bhilai Steel Plant's organic approach to life.

A culture of excellence has evolved at BSP through five

decades of round-the-clock integrated steel-making

operations, during which its workforce comprising of men

from all four corners of the country have worked to

Enablers to Excellence

Commitment to Society

lStrong support and assured orders to 182

Ancillaries;

lPeripheral Development;

lDevelopment of Model Steel Village;

lFree English Medium Primary School for children from

BPL families with Mid-day Meal, Transport facility;

lFree OPD facility with medicines, pathological tests for

BPL families;

l20 tribal students adopted per year for complete

education, lodging, boarding facilities;

lStrong patronage to sports and culture;

lState of the art JLN Hospital - 12.1 lakh outdoor

patients per year; and

l48 schools with 30,000 students .

13

3.624.09

3.934.29 4.22

4.43

'02-03

'03-04

'04-05

'05-06

'06-07

'07-08

6

5

4

3

2

1

0

strengthen the backbone of the nation and make Bhilai a

beacon of progress in free and modern India. There are

distinct enablers to excellence at Bhilai which has nurtured

and strengthened this culture in all kinds of prevailing

business environment. The key enablers are described

below briefly:

l

Bhilai Steel Plant is known for its unique “Bhilai Culture”.

The roots of the present day Bhilai culture took shape

during the days when the Plant was created against the

background of Nation building zeal. People from all parts of

the country arrived in Bhilai in search of a new life and more

importantly in search of an opportunity to contribute to the

rebuilding the nation devastated by centuries of colonial

rule. A mini India took shape and got further consolidated

which came to be known as Bhilai collective. A testimony of

Bhilai culture is more than three decades of uninterrupted

industrial peace. Team work, openness, innovation, pride in

work and achievement are some of the characteristics of

the Bhilai Culture.

l

The leadership at Bhilai has ensured that the quest for

excellence is ingrained in the value system of the entire

organization through sustained organizational

interventions like people involvement, effective

communications, role modelling, envisioning exercises,

formulation of plant-level policies and by focussing on

execution of strategic priorities. A distinguished work

culture has evolved over the decades wherein the

workforce is highly proactive towards the desired change

initiatives and the same is reflected in employees taking up

initiatives, shouldering self-directed responsibilities,

working in cross-functional teams.

l

Product differentiation is the mantra in Bhilai. The existing

products are continuously improved and a host of new

products are developed on a regular basis. The target of

one new product every month is achieved every year and

12 new product grades have been developed and rolled in

Bhilai during the year.

Rail steel is produced exclusively through modern BOF-LF-

RH-CC route for the highest quality and consistency. The

Distinguished Work Culture

Engaged Leadership and Empowered People

Differentiated Products

hydrogen content in rail steel at less than 1.5 ppm is the

lowest achieved by any rail manufacturer in the world.

Production of high quality feedstock for Plate Mill is

ensured right from liquid steel making under controlled

conditions in LD Converters and continuous casting of slabs

to the strictest quality and chemical composition as per

specified thickness and grades.

The plant has recently developed several new products

such as DMR-249 A & B grade plates for Indian Navy, thick-

web asymmetrical rail for switches on heavy haulage tracks,

High Tensile plates for high altitude Railway Bridges, 76

mm Boiler Quality plates, 12 mm TMT Wire Rods with 'Nb'

addition for use in construction sector, Rock bolt, a

sophisticated TMT 32 section to fix and stabilize boulders

on the slopes near tunnels, roads and railway tracks, high

tensile micro-alloyed plates for use in manufacture of ATM

safes by banks under the name SAIL HITEN 690 AR Grade,

copper bearing corrosion resistant angles for border

fencing and corrosion resistant rails with copper and

molybdenum for use in coastal areas.

The differentiated products of BSP are being used in many

prestigious infrastructural projects of the country. It is being

used in ambitious Worli-Bandra sea-link and Jammu-

Udhampur rail-link projects. BSP products are also being

used in Windmills, Power projects, Bansagar Canal Project,

Mahanadi Railway Bridge, new airports, irrigation projects

and high rise buildings in seismic and corrosion prone areas.

l

BSP has made significant investments for deployment of

most modern tools and practices meant for drastically

improving the efficiency of the assets and abilities of its

trained workforce. Key tools and practices deployed at BSP

in recent times are given below :

i. Enterpr ise Resource P lanning (ERP) and

Manufacturing Execution System (MES)

BSP is the first Plant in SAIL to go for ERP & MES

implementation and Uniform Codification System.

M/s SAP led consortium has been selected for the

implementation of ERP in the areas of Marketing &

Order Management, Production Planning, Materials

Management, Finance, Maintenance & Quality. The

project is going to go live in the current financial year.

Deployment of Modern Business Tools and

Practices

14

Bhilai Steel Plant

extending ISO 14001 to all the production shops the

steel township has also been brought under ISO 14001

to show the commitment of the top leadership in

matters of environment. OSHAS-18000 and SA-8000

in the area of Safety and Social accountability

respectively has been deployed in entire works. BSP is

the first public sector unit to deploy all the key

standards, namely, ISO 9001:2000, ISO 140001,

OHSAS -180000 and SA-8000.

v. Benchmarking

Benchmarking (BM) has been integrated with SAIL's

Corporate Plan 2012 with eight operational and

environmental parameters benchmarked with

International standards. The benchmarked

parameters Include parameters in the areas of

productivity, techno-economics and environment.

Winning the Rajiv Gandhi National Quality Award – “Best of

All Category” has vindicated BSP's continuous pursuit of

excellence. It was a big morale booster for the Leadership

and the collective. The intensive interactions held between

management teams and the eminent assessors opened up

new areas of opportunities for improvement which

included QMS processes, strengthening KM and Six Sigma,

People processes and Product development processes.

Various decisions taken based on the comments and

recommendations of the assessors have resulted in

substantial gains.

15

ii. Knowledge Management

BSP has a vast pool of employees creating new

knowledge for achieving improvements in various

areas. BSP initiated a people oriented Knowledge

Management program in the year 2004-05. It has

adopted Community of Practice (CoP) Model to

achieve higher level of knowledge sharing, knowledge

capturing and knowledge reuse. The total number of

knowledge pieces in the KM repository is more than

5,000. Inter departmental and intra plant knowledge

sharing workshops are held in a planned manner.

iii. Six Sigma

BMG India the leading Six Sigma service provider in the

country and global partner of Breakthrough

Management Group Inc. USA was engaged for

extensive deployment of Six Sigma in BSP. 100

Champions, 25 Black-Belts and 100 Green-Belts were

imparted project based training on Lean Six Sigma.

Projects were taken across the departments and shops

and a majority of projects were completed successfully

through the power of Six Sigma.

iv. Strengthening Systems / Standards

BSP has implemented ISO 9000 certification since 1994

in its key production area which is being extended to

other areas on a continuous basis. In a pioneering act

BSP was one of the first PSUs to implement ISO

9001:2000 in its Personnel departments. After

Bhilai Steel Plant

Category Award 2007 Large Scale Manufacturing RGNQA

Develop. Rewardand Recognize

Employees

i) What were the motivational aspects for your

organization to apply for the Award?

Motivation for applying for Rajiv Gandhi National Quality

Award stems from the vision of Tata Motors Ltd which our

chairman has articulated for us. Our vision states, we would

strive “to be a world class corporate constantly furthering

the interest of all its stakeholders”. The journey to world

class corporate is through benchmarking with other similar

organizations and building a robust process management in

the organization. Tata Motors Ltd (TML) has always been

paying a lot of attention on motivation of competent

employees and this has resulted in employees doing their

best to achieve the significant improvements in all fronts.

TML always had an open door policy, where people could

talk to very senior officers without any reservation, the two

way communication helps the organization to work with

the team spirit. Tata Motors enunciated a leadership

system in 2005. The leadership system ensures that senior

managers understand their role and are able to function as

a role model for everyone. Motivating employees is

included in a leadership system as one of the elements of

the leadership system. Wherever top management had

taken up challenging targets, senior managers have been

able to motivate all employees in the same direction; this

applies for the efforts put in by all people to win the

prestigious Rajiv Gandhi National Quality Award.

TATA Motors Ltd.

Tata group introduced a business excellence model in 1995.

It was made mandatory for the tata companies to work for

the implementation of this model named as a Tata Business

Excellence Model (TBEM). Every year a company within the

Tata group is awarded a JRD QV Award after rigorous

assessment of the implementation of Tata Business

Excellence Model. It has been a matter of pride and

happiness to achieve the steady improvement on the

scores which have gone up 502 in 2003 to 658 in 2007. In

2002 itself, Tata Motors marks the march to a global arena.

Leadership System at Tata Motors

16

Tata Motors Ltd.

We also learnt about other quality models and year after

year we have been winning awards from various national

and international agencies some of the notable awards in

this period are given below :

1) JRD QV Business Excellence Award2) CII Exim Bank Role Model Award for Business

Excellence3) “Star Performer" shield from the Engineering Export

Promotion Council (EEPC)4) Manufacturing Excellence Award by IMEA5) Golden Peacock National Quality Award6) Bombay Natural History Society (BNHS) – Green

Governance Award7) India’s Most Respected Company in the Auto Sector8) Excellence award in ‘Suggestion Scheme’ – INSSAN9) Integrated Cost Reduction Team bagged the “Handa

Golden Key Award”10) TML as India’s top 10 companies as per Wall Street

Journal.

Each award brought the recognition to TML and not only a

sense of satisfaction but also the keen interest to challenge

the other awards, so that further improvement through

benchmarking is possible. Tata motors approaches the

process for applying each award not only with the clear

objective on winning the award but also to the learning

through the process. The participation in any award in itself

is a learning process as it contains the following key stages

of preparation :

• Dissemination of the model• Application writing• Internal assessment of the processes• Assessment site visit by a team of experts

In the first three stages enormous amount of data is

collected, collated and shared among employees from

different units of the organization. It is an enriching

experience for the organization, when various people

involve themselves in preparing the application. Tata

Motors selects high performing executives from various

functions and this cross functional team goes through the

model to understand its requirements, and then collect the

information within the organization. TML has found that

these executives consider experience to be very valuable

and one of the reasons for applying for an award is it

imposes demand on executives in learning other facets of

the organization and business. During internal assessment

experienced senior officers are selected to evaluate the

veracity of the statements made in the application. When

they finish the evaluation they give the feedback to the

departments and are able to carry the learning for their

own departments. This has been evident in the process of

Rajiv Gandhi National Quality Award also.

Tata Motors has always participated actively in standards

making body especially BIS. About 100 officers of TML Pune

plant actively work in standardization efforts. Various

senior officers attend the BIS meetings both in India and

abroad as a part of BIS team, hence it is natural that TML

wanted to make its association stronger by participating in

the Rajiv Gandhi National Quality Award. Some of the

reasons for the participation in award process can be briefly

stated as follows :

• TML has, over a period of time, achieved a prominent

position among the other companies in Tata Group as

per the implementation of Tata Business Excellence

Model is concerned. However participation in RGNQA

will also enable to benchmark with companies outside

the Tata Group.

• Since RGNQA places tremendous amount of importance

on product quality, customer relationship, regulatory

requirements, employee welfare, environmental

friendliness of products and societal responsibility.

senior leaders within TML felt that it would bring new

information to the table thus triggering further

improvements in these aspects.

• Since RGNQA assessors are topmost executives in public

sector organizations or academic institutions the

interactions during assessments would bring new

perspectives and new learning for the employees.

• Lastly winning RGNQA is a matter of pride to Tata Motors

which is the largest automobile company in India,

carrying the Indian flag across oceans to countries like

UK, Spain, South Korea, South Africa and South East

Asian countries.

ii) What are the strategies that were

followed?

In TML all the initiatives are driven through a Balanced

Score Card approach. Balanced Score Card (BSC) is used as a

strategic planning technique, which was adopted by

17

departments. Our Team found that some of the

departments were preparing presentations which were

quite long and in order to streamline this Team circulated

the highlights.

Some of the specific guidelines which were issued to the

departments were as follows:

1) Simplify the style of presenting the facts (No

Management or Technical Jargons);2) Take the help of existing initiatives like 5 S , TPM, Six

sigma, etc.;3) TML rigorously follows SQDCM (Safety, Quality, Delivery,

Cost and Morale) on the shop floor, take the assessors to

SQDCM board and explain the facts; and4) Introduce the people who are responsible for and

actively participated in the quality improvements.

As the date for the site visit was nearing there was an air of

excitement in the campus. People were discussing

presentations with other departments for critical

evaluation. Two mock sessions were conducted in presence

of Plant Head. In general Balanced Score Card, SQDCM and

Six Sigma gave us a lot of help, as all these initiatives are data

based. BSC initiative cascaded to shop floor and Six Sigma

becomes the continuous improvement process. Kaizen has

been a strong methodology and kaizen projects have been

very successful in reducing cycle time, defects and

improvement in the productivity. The initiatives like OSHAS

18001 had an edge over the other organizations. TML has

introduced “Enterprise Process Management Manual”.

The clear definitions of the processes measures and

interrelationships have given us very good advantage over

the other companies. Recently introduced EMP guide is a

benchmark practice within the Tata Group,

iii) Tangible and intangible benefits

accrued or likely to accrue after achieving

the award.

We believed that the Total Quality Management is a journey

and we have just embarked on it, with the right

combination of competencies, resources and talents which

will lead us to succeed in our endeavours; however it would

be premature for an organization to clearly state all the

benefits which accrue immediately after the assessment.

We perceive an assessment to be a fact finding mission and

Tata Motors in year 2000 and has ever since been the

vehicle for deploying objective down to the last level of

employee chain. BSC spell out quantified targets for every

aspect of management under four perspectives, namely,

Financial, Customer, Processes and Organizational

Learning. Many improvement initiatives are covered under

the process perspective and are reviewed regularly by

senior management.

Tata Business Excellence Model is internalized and

becomes a platform for us to prepare for any award. The

trained assessors of TBEM and champions of TBEM form

our basic pool of resources. We mobilized this team for

preparation for Rajiv Gandhi National Quality Award. They

spent long hours going through the model understanding

the nuances of the model and came out with key aspects on

which the organization needs to prepare. Hand picked

team of executives was deputed to a oneday workshop on

application writing conducted by BIS in which all the

clarifications on the model were sought and obtained with

these inputs, team reviewed the application inline with the

criteria guidelines.

Draft application was circulated to process owners and

senior managers and they were asked to give the

comments. The highlights of the entire application were

presented to the team from top management to get their

valuable suggestions and ideas for improvement. In general

the application writing process was in unique TML style of

participative process.

After submitting the application and before the

assessment, we undertook series of efforts to educate,

inform and prepare all the employees for the site visit.

Though at that time shortlist of companies for site visit

were not made public, we took the initiative and started

periodic meetings for the enhancing the awareness of the

model. Several communications through email messages

were sent about RGNQA process and model.

The site visit preparation started with a probable list of

areas where an assessor would like to look at. Depending

on the participation level their responses were evaluated

and suggestions were given for improvements by senior

leaders.

Taking into account the limitation on site visits the list of

Do’s and Don’ts was prepared and was circulated to all

Tata Motors Ltd.

18

every assessment has been a learning exercise for us, as

TML has a team of people who look at the strengths and

weaknesses given by an assessor. We are sure that a series

of improvement projects would be launched after this

assessment and as the processes become more robust,

benefits would naturally accrue to the organization. One

immediate outcome has been that quite a number of

people belonging to various departments have upgraded

themselves in the knowledge about product, processes and

organization. We are truly grateful to BIS and Assessor

Team, who did a fine job of managing the award process.

They appreciated several of our initiatives and reinforced

our faith in them while they have given us some

suggestions, hints for improving some of the areas.

Some tangible benefits like Market Share & intangible

benefits like Employee Satisfaction, Customer Satisfaction

and Shareholder Satisfaction are given below :

(Nielsen study is a comprehensive study based on various parameters

like Product Quality, Upgradation of Products & Services, Human

Resource Management & Corporate Social Responsibility)

Photographs at Lake, the Pimpri, Pune maintained by TML Environment Management Division

TML (Commercial Vehicles Business Unit)

Customer Satisfaction TRI*M Index

05-06 06-07 07-08

ICV MCV MAV

TML(Commercial Vehicles Business Unit ) Goodwill scores by Nielsen study

2006 2007 2008

Product Quality Human Resource Management Corporate Social Responsibility

Tata Motors Ltd.

TML (Commercial Vehicles Business Unit)

Market Share

03-04 04-05 05-06 06-07

Overall 10 % Increse

Overall 19 % Improvement

Overall 20 % Improvement

19

Category Award 2007 Large Scale EngineeringRGNQA

HARVESTING QUALITY THROUGH FARM EQUIPMENT

Mahindra & Mahindra Ltd., started manufacturing of with increased focus on New Product Development and

Tractors through International Tractor Company of India strengthening the systems at sales and service functions

Ltd (ITCI) in 1963. In 1978, ITCI merged with M & M to and improving the network. The paradigm was shifted

become its Tractor Division and in 1994 was renamed as from Quality Control to Quality Assurance through robust

the Farm Equipment Sector. Quality Management Systems.

A public limited company producing tractors, engines and In order to have integrated TQM approach which can

agricultural implements Mahindra & Mahindra (FES) has directly help business to achieve annual and long term

achieved various initiatives: business objectives, and also to strengthen the process of

long term planning and strategy planning FES decided to

• Japan Quality Medal, JUSE, Japan- 2007. follow the Deming Prize Guidelines. The continual

• Deming Application Prize, JUSE, Japan- 2003 guidance and facilitation from JUSE counselor

• AE50 Outstanding Innovation Award 2007 from Prof. Washio helped FES to study and adopt various world American Society for Engineering in Agricultural, Food class business practices, which in turned enabled business and Biological systems. to deliver superior business performance and meet all

• Golden Peacock National Award in Quality, Training stakeholder’s expectations and improve their satisfaction and Occupational, Health & Safety. level. One of the key concepts adopted at FES was ‘Policy

• ISO/TS-16949 for QMS- 2005. Deployment’, which brought in systematic process of • ISO-14001 for EMS- 2001. Annual Business Objectives Planning and deployment. • OHSAS-18001 for OH & Safety - 2006. This process significantly improved the individual employee’s role clarity, the ownership for results and the The Vision of FES is to be a Global Leader and to have more ‘Process Approach’. The overall process performances and Mahindra Brand Tractors sold around the world compared product quality improved tremendously.to any other single brand of Tractors. Achieving Vision

depends on Excellence in everything we do. Total Quality The journey towards challenging the Deming Prize

Management (TQM) approach is a scientific methodology enabled the organization to strengthen the Quality

for achieving excellence in our various Business Processes Systems through the entire supply chain processes,

with a view to satisfy all our stakeholders. including human resource management and total

employee involvement. The emphasis was put on During 1970’s, the focus was on traditional Quality Control standardization and adoption of best TQM practices. In and Inspection approach. By strengthening the Customer fact, the individualistic sales process was also standardized focus through rigorous Quality Control, the sector and is now followed by salesmen at more than 500 achieved domestic market leadership in 1983. Dealerships across India, and the system is popularly

known as ‘Mahindra sales System’. The JUSE examiners Farm Equipment Sector (FES) introduced Total Quality

have appreciated this process as best practice and it’s Management (TQM) concepts formally in the form of

being considered as one of the unique initiatives at FES. starting Quality Circle Movement in 1985. Steadily the

Journey towards Deming prize helped the sector to movement grew and provided enlightening benefits to the

maintain profitability and market leadership during the organization. This reinforced the belief of management in

period of market adversity between 2002-2003. Japanese philosophy of TQM. From this point the

organization has taken in hand several TQM initiatives, After winning Deming Prize, FES decided to challenge the namely, Juran’s Quality improvement program, SPC, Japan Quality Medal (JQM) which was seen as a vehicle to Supplier Support, Dealer support initiatives, BPR, etc.,

Mahindra & Mahindra Ltd. (FES)

20

Mahindra & Mahindra Ltd. (FES)

achieve Sector Vision. The JQM guidelines has Juran Quality Improvement (JQI) initiative for the officers.

institutionalized the Quality Systems, delivering even The journey continued with Mumbai Plant achieving

better business and stakeholder ’s results and various international certifications like the ISO 9001

strengthening the process of business planning. Certification in 1994, QS 9000 Certification in 2000, As such, winning internationally coveted Deming Prize ISO14001 Certification in 2001, ISO/TS 16949 Certification and Japan Quality Medal are major milestones in our in 2005 and OHSAS 18001 Certification in 2006. roadmap towards achieving Vision. M & M FES, market share presently stands at 31 percent in

an industry with more than 15 players and has more than Mahindra & Mahindra Ltd; Farm Equipment Sector has 13 Lakh customers which speaks of absolute market recently won the Japan Quality Medal in 2007. M & M Ltd. dominance. With a strong sales and service network in FES is the only Tractor company in the world to have India of Dealers and stockists operating from 30 Area achieved this coveted award which is considered as the Offices and four manufacturing plants in India at Mumbai, highest honour for any company practicing TQM in the Nagpur, Rudrapur and Jaipur FES has set the vision to world. JQM is awarded to a company after rigorous become the world’s largest Tractor Company and to have document and on-site examination from leading quality more Mahindra Brand Tractors sold around the world experts from Japan. This award is given by Union of compared to any other single brand of Tractors. Japanese Scientists & Engineers (JUSE) and is given to a

company which has outstanding quality management At present, brand ‘Mahindra’ is at third position in the

practices and business results. To be eligible for this award, world by sales volume. Apart from leadership by Sales

the company must win the Deming Application Prize and Volume, FES is well placed on financial results, namely,

apply three years after winning the Prize. Only 20 ROCE, profit and revenue.

companies in the world have achieved this honour and

M & M FES is the fourth company outside Japan to win

this award.Started in 1994 with the formation of Mahindra USA

Mahindra & Mahindra Ltd; Farm Equipment Sector is the (MUSA), FES has three assembly plants in USA, one

winner of the Deming Prize in 2003 – This prize is given to a assembly operation in Australia and has recently set up a

company having strong TQM culture, high level of manufacturing plant in China. M & M Tractors are sold in

customer focus, employee orientation, process approach, around 20 countries. This has helped in creation of

effective strategies and policies and contribution to Mahindra Brand in outside markets and M & M Tractors

customers, society and employees. This award is given are appreciated for its good quality and high level of

after document and on-site examination from leading delivery and service commitments.

quality experts from JUSE, Japan.Based on the Customer focused initiatives, Customer

Mahindra & Mahindra Farm Equipment Sector won the Satisfaction has improved over the years which is

AE50 Outstanding Innovation Award 2007 from American demonstrative of our consistent leadership for many years

Society for Engineering in Agricultural, Food and Biological and Customer Satisfaction Index (CSI) of Mahindra

Systems (ASABE) for its product SHAAN. ASABE is an Tractors is ranked No. 1 in the domestic market according

international, not for profit organization of diverse to a survey conducted by an external agency, that is, TNS,

members dedicated to advancing agricultural, biological Mode covering M & M and competition customers. The

and food engineering. CSI has improved from 70 to 79 in a period of last three

years.FES has also won many national accolades like the Golden Peacock Awards for excellent systems and processes in Employee Satisfaction Survey for both Officers and

areas of Quality, Training and Occupational Health & Workmen are conducted by independent agencies,

Safety. During the TQM journey FES, Mumbai Plant has namely, Gall Up for Officers and Cerebrus for the workmen

progressed with implementation of Quality Circles for to assess the employee engagement. Employee

worker’s involvement in problem solving in the 1990s and Satisfaction Index (ESI) has shown a considerable

Globalization at FES

21

improvement since last three years. For Officers it has overall company’s objectives, FES has allocated one percent of

increased from 46 in F-04 to 74 in F-07 on a scale of 100 and PAT allocated for significant contribution to the society. The

from 7.65 to 8.25 on a scale of 10 for workmen even with major focus areas have been Education, Health, Environment

enhancement in the scoring system. This has been and Social Needs. One of the notable contributions in the field

possible through key act ions taken through of education is the ‘Nanhi Kali’ project which sponsors the

communication, reward and recognition and ensuring education of underprivileged girl child. In Health the major

total employee involvement through various KAIZEN initiative has been of Mobile dispensary and health camps.

Activities. Focus on Employee welfare is also one of the Environment is given prime importance with massive tree

prime focus areas in enhancing employee satisfaction plantation drive across the country and social needs are

which is achieved through various measures like provision catered through variety of initiatives which has voluntary

of medical facilities, transportation, company provided participation from all sections of the employees through

insurance and subsidized food in canteen. Special facilities ‘Employee Social Option’.

and care is taken for women employees.

The Suppliers have been the equal partners in the journey

for excellence. The Supplier Satisfaction survey is carried

out and the satisfaction score has also improved year over Sustaining and further improving on the gains derived in

year. This has been achieved through various Supplier process of winning the JQM, is the challenge. Continuation

Support initiatives like Training to Suppliers, Certification of the same momentum, enthusiasm and energy among

to ISO 9000 / TS 16949 systems, KANBAN and other employees is a key towards improving the Organizational

initiatives at the supplier end. Dealer Councils are formed capability. A need was felt to understand and take

to get an outside-in perspective and focuses on important experience of leading Business excellence models, which

customer and business issues. Provision of financial will help FES to evolve the approach and culture of

support and support to Dealer Service has helped to systematic self assessment. The RGNQA is a nationally

delight the customer. Regular training to their Dealer reputed and prestigious award administered by BIS, which

personnel and service mechanics are provided to improve encourages Businesses to strive for excellence through

Dealer effectiveness.structured Business Excellence Model and criteria

guidelines. Thus, FES decided to take the challenge for the Special efforts have been initiated in Mumbai Plant for same and take one more step forward towards achieving energy conservation, conservation of power, water and the Vision. We aim to build the TQM culture as DNA of FES.other natural resources, use of recyclable materials and a

zero discharge plant, following the ISO 14001 guidelines. M & M FES journey for TQM continues with further

This has resulted in substantial savings on year to year strengthening of key business processes; further improve

basis. As an impact occupational health of employees, the quality management system through Mahindra

health check up is done for employees working in sensitive Excellence Model, a customized self assessment model

areas. Safety guidelines as per OHSAS-18001 has helped to and implementation of TQM Road Map by becoming a

take care of safety related issues. Due to this, the FSI of world class TQM Organization. Thus by using the TQM

Mumbai plant is nearly zero.Approach for satisfying the customers, M & M wishes to

achieve its vision of becoming a global leader.FES looks towards the society to which it belongs. In line with

Rajiv Gandhi National Quality

Award - 2007

Mahindra & Mahindra Ltd. (FES)

22

Category Award 2007 Small Scale ManufacturingRGNQA

T.V. SUPER FILTER INDUSTRIES

OUR JOURNEY TO RGNQA AWARD

To cover the distance between our desire to win the b) They were given more space/freedom of action in coveted Award and our actually winning it (the award), we their job performance.employed the following strategies:

c) While their omissions were treated with appropriate seriousness, they were also appreciated promptly,

We, at T.V. Super Filter Industries, firmly believe that All wherever they deserved such appreciation.

round excellence is only possible through People. Even if d) Supervision was put under low profile, particularly essentials like technology, equipment and other

where execution of jobs was concerned (which was infrastructure is not perfected and is lacking in some largely left to the people's sense of responsibility).respects, all round excellence is still possible to achieve, if

people are fully involved and they participate genuinely e) In case of a major deviation observed, the work men

from their heart. Our driving force is this belief and had the authority to stop any production

therefore, our focus area is the people.line/workstation. The apprehension that such authority to stop the line was likely to be grossly misused, by the workmen, was found to be totally unfounded.

f) Gradually, the work men were being allocated to their day's jobs and were intentionally left to devise ways to complete their daily assignments although assistance was available to them on demand.

g) In daily ‘feed back sessions’, team and individual performance, high lights were covered and high performing individuals and teams were publicly complimented. Feed Back Session – Is a specially devised management tool/practice where problems.

Right from the beginning, we were aiming for the highest h) Supervisors/Leaders were encouraged/advised to levels of excellence in every aspect of our working. We did

lead by example.not want to be discouraged by the fact that our location (Jammu) did not have very long history of industry. Good

I) Issues are discussed and disposed of in front of the industrial culture was conspicuous by its absence.

entire company, collected specially for this purpose. Employees always gave priority to their house hold chores

A session lasts about 15 to 20 minutes and has been over their responsibility in the factory and they

found to be very effective in achieving desired results.(employees) did not think anything of remaining absent

j) An ‘open door’ policy is employed by the from their Jobs in the factory, sometimes for days, even for management and an employee can approach the top the most common and insignificant reason. Creating an management at any time and to do discuss any thing.island of excellence in these conditions presented an

exciting and irresistible challenge for us.k) The organization is virtually, layer-less and there are

no bottle-necks for the flow of the communication Unmindful of the difficulties, we set about creating new

across the entire organization.industrial culture to achieve all round excellence. We did

m) Small group activities are given a lot of so also because, another aspect of our above stated belief encouragement and importance. There is a Quality is that, ‘given the right leadership people can achieve Circle (Sahyog) which has completed a highly anything.’ Some of the main strategies followed were:successful project on productivity increase (productivity enhancement, ranging from 45 to 230 a) Empowerment of people – People were treated as percent, achieved).responsible members of the team and not merely

cogs in a giant wheel.

23

Another group, "Task Force Alpha", has completed a very (v) Small group activities like 'Quality circle' and successful project on waste elimination. 'Task force' became highly popular and people

were participating in these activities very (1) Training occupies a very great importance and high

enthusiastically. Participating in such activities priority in the organization. Nearly 15 percent of total

became a badge of honour among the productive time available is allocated to training.

employees.Every Saturday, all company employees are exposed to one hour of training session. Subjects covered in (vi) This new sense of responsibility and this training are: 'ownership' also impacted punctuality in the • Qualities of a good employee; plant. 'Punctuality' is now 100 percent and late • Subjects on personality development; coming has virtually disappeared.• Product and process knowledge;

(vii) Absenteeism is a big curse in the area. It is • Importance of customer care including, customer

normal for organizations to have 25 to 30 service;

percent absenteeism. In harvesting and • Safety-personal, product's & equipment's, etc; and

marriage seasons, this level goes up to 50 and • Familiarization with TS 16949 standard's provisions

60 percent. However, in the organization, the etc.

level of absenteeism hovers around 7 percent,

all the year round.Slowly but unmistakably, a new organizational culture

(viii) 'Timeliness' is a virtue which every member of started taking shape. This culture again was totally based our organization subscribes to completely. Our on and driven by the people. And once the people various 'breaks' mean cessation of work with accepted the ownership of this new organizational culture the sound of hooter, and recommencement (of every aspect of the working environment was work), again with the second sound of the transformed.hooter, indicating termination of the break. There are no early 'starters' and no. Some of the major features of this new organizational ‘Stragglers’, before/after the hooter has been culture were:sounded. a) Water-tight compartmentalized outlook changed

into organizational outlook.(ix) Along with the sense of responsibility, also

came better awareness. The people became b) Team work became the clearly preferred way of highly quality conscious and their customer working. This facilitates the formation of a team orientation became very strong and sharp.culture and mutual co-operation was its most

valuable by product.(x) It was due to this awareness that for the last

nearly two years, there has not been any c) Smooth working, without the usual and highly negative feedback from any customer.counter productive conflict-ridden relationships,

became the normal pattern, in the organization.(xi) There was a strong realization of the need to

eliminate all kinds of wastage. The project by d) Such attitudinal changes had their impact on the the 'Task Force Alpha' on waste elimination performance parameters, in the organization. For was an eye opener for all the people. The data instance:collected by the members of the task force

(i) Productivity went up ranging from around 45 jolted every one in the company. For instance,

percent to, as high as 230 percent.by an actual exercise it was found that 447

(ii) Rejections were brought down to a negligible filters were left lying around, in the plant, daily. level. The value of such filters comes to around

Rs. 16000. Theoretically speaking, if this (iii) The reworking of rejections was reduced

problem was not addressed effectively, the drastically and the same manpower was

company would stand to lose over 16 lakh available for other jobs in the plant.

filters and approximately Rs. 5700 Lakh in value (iv) The Supervisors role was drastically changed in a single year.

from 'policing' to that of ‘facilitation’. The As a logical consequence of the above activities and

people started showing previously unthinkable achievement of the high level of awareness in the

level of responsibility. The operation became organization, we felt the need for obtaining professional

completely 'unsupervised', in the conventional certifications and participation in various awards.

sense.

T.V. SUPER FILTER INDUSTRIES

24

Following Certifications and Awards are our badges of participants in small group and other creative honour: activities. They have now realized that such activities

get appreciated, by every one and that people (a) We were the first small scale industry in Jammu & involved in such activities are looked at, with greater

Kashmir State to be certified for ISO 9001, in 1999. respect.

(b) Again, we were the first company to win the first (e) Pursuit of Excellence – Pursuit of excellence is not an award for small scale entrepreneur, for the year 2001. abstract concept any more. People can now see the

manifestation of excellence all round them. They can (c) Yet again, we were the first company, in any category now see and feel how this pursuit impacts every thing; (Large or Small), to be certified for ISO-TS 16949 including the way people work and react to different (2002), in the state of Jammu & Kashmir. We got this situations.prestigious certification in March, 2007.

(d) On 27 July 2007, we had another humble experience Tangible Benefits – Some of the tangible benefits that have when one of our most prestigious customers, accrued to us are :M/s Valvoline Cummins Ltd, selected us as the best (a) Rejections and wastages have been identified and supplier for outstanding performance. We were accepted as unacceptable leakages for the awarded a trophy and a letter of appreciation in a very organization. Every one is, therefore, making impressive function, at Pune. conscious and focused efforts to control these. The

impact has become quite visible in these areas.(e) On 10 April 2008, was a red letter day for us all, at TV Super Filter Industries because, on this day, we were (b) The inputs for improvement in the shape of awarded another National Award. This was, best in suggestion/Kaizens from the employees including the category (small scale) award in Rajiv Gandhi workers, have undergone a sea-change, for the better.National Quality Award competition. This is a national

(c) As a result of one such Kaizen the process has been recognition and we at this organization, realize the improved, significantly :enormity of the responsibility that comes along with

such an honour. i) Material wastage has been totally eliminated.

ii) Rejections have been reduced, drastically.Achievement of this award has put a new motivation in us iii) And, about 17 percent of manpower has been to pursue excellence, with renewed vigour. It is a shining

reduced on this particular work station.manifestation of the result of our efforts, in the pursuit of excellence. Some of the intangible benefits are: iv) Knowledge and understanding level of

employees has gone up. As a result, people are in (a) Pride in Belonging – All employees are very proud to a position to take decisions regarding various belong to this, highly regarded unit. They take this as customers special requirements.a great compliment to their efforts and a high

recognition to their work practices. v) Need for instructions/special precautions are now significantly reduced. They can priortize (b) Living in Lime Light – They are basking in the their jobs with adequate accuracy.admiration of visitors from other organizations and

also those who were visiting the company for any vii) The above have helped in increasing availability other purpose. They seem to be enjoying belonging to of productive time and consequently, the output a bench-marking organization. in the factory.

We believe, improvement is a journey with no destination. (c) Greater Sense of Responsibility – The TV Super Filter Resting on one's laurels is an invitation to sure decline and Industries, people seem to have been transformed disaster. Therefore, our journey on the path to progress after the award. They are showing greater sense of and improvement continues with renewed enthusiasm responsibility, better understanding of their duties and with expanded horizons. We are sure given the TV and are carrying themselves with greater self-Super Filter company team's commitment, dedication and assurance.orientation to excellence there will be many and greater

(d) Increased Hunger for All Round Excellence – They (the mile-stones, in the future.

people) have suddenly turned very enthusiastic

T.V. SUPER FILTER INDUSTRIES

25

THE JOURNEY TOWARDS EXCELLENCE

TATA CONSULTANCY SERVICES

Category Award 2005 Large Scale ServiceRGNQA

MOTIVATION

THE MINDSET: ‘WANTING’ TO ACHIEVE

When they met next morning, Socrates took the young

man neck deep into the river and all of a sudden, without

any notice, submerged the young man in the water. The

young man struggled to When you want success as Intently as you want air under

be released, but Socrates water, you will have it. - Socrates

held him firmly under ‘Wanting’ to achieve and succeed has been TCS’s primary water. When the young motivation. We firmly believe that only continuous hard man almost turned blue, work can ensure success, and this has motivated us to Socrates released him. pursue the Journey towards Excellence.

After the young man took In this context, we would like to quote from a famous story a deep breath of air, about Socrates. A young man once asked him, “What is the Socrates asked h im secret of success?” “What did you want the

“Meet me near the river tomorrow morning”, Socrates most when you were

told the young man. under water?”

26

Tata Consultancy Services

The man replied that he had badly wanted air. Socrates and operational levels by replicating the structure of

said, “That is the secret of success. When you want success the business excellence councils at each business

as intently as you wanted air under water, you will have it.” unit level. The process is facilitated for effective

deployment by a small, full-time team of business It took TCS six years of patient toil to reach the level of excellence managers. maturity and excellence that enabled it to win the RGNQA

Award. • Ownership at All Levels for Continuous Improvement

– Mature, self-driven organizations inculcate this

mindset in their associates by instituting structured

cross-functional teams. Through continuous training One must forever strive for excellence or even perfection,

programmes, we have prepared our associates for in any task, however, small, and never be satisfied with

effective execution of their roles through a graded the second best. - JRD Tata

transformation path starting from being aware of

Excellence does not happen by itself; it has to be caused. excellence, to a state where they become champions

Organizations that perpetuate a culture encouraging of excellence.

passion and ownership amongst their associates are the • Focus on Goals – We have ensured that every

ones that can embark upon, and sustain themselves initiative in TCS is aligned to its vision, and that every

through, the Journey to Excellence.associate in the organization understands how an

initiative impacts Excellence.

• Focus on Networking – The power of excellent

organizations is in their ability to network – Both

internally and externally. TCS has made networking a

routine through process rigour. Systematic and

periodic review of all key processes of the

organization for continuous and breakthrough

improvements forms an integral part of our system.

This has enabled the organization to function as an

integrated whole, and move forward in the direction

of excellence.

While TCS values its associates as core intellectual assets of

the organization, it has always believed and built a

process-driven organization rather than a people-oriented

one. Being an industry leader, TCS has pioneered process

orientation from its inception. The success of this

endeavour has been validated time and again by several

external certifications and assessments that TCS has The words of our long time Chairman, J R D Tata, have been received, such as, ISO and CMM. the guiding force for the entire Tata group. TCS has

adopted a simple four-ingredient formula to usher in the Learning and best practices from each such external culture that was promoted by him: validation is retrofitted and internalized in TCS’s processes

leading to a strengthened and updated foundation. This TCS has been able to achieve and sustain Excellence has helped TCS approach subsequent external validations through a structure that encourages: with ease, without necessitating significant investment in

• Participation by Associates at All Levels – TCS has effort, except for adapting to framework–specific

instituted an Apex Business Excellence Council at the principles.

strategic level to create an environment of To suit the changing dynamics of the industry, TCS has excellence and plan corporate business excellence continuously innovated solutions from three key initiatives. This process is deployed at the tactical

THE CULTURE: ORGANIZATIONAL EXCELLENCE IS A

REFLECTION OF THE ORGANIZATIONAL CULTURE

THE FUNDAMENTALS: PROCESS DRIVEN

PASSION

EXCELLENCE

MINDSET

FOCUS RIGOUR

27

Each Tata Group Company has the freedom to validate its

standing on the scale of Excellence through external

universal excellence models, such as, CII-EXIM (EFQM),

RGNQA, the Deming Prize, and so on. We, at TCS, Hyderabad

chose RGNQA for this purpose for the year 2003.

TCS believes that there are five essential components of a

world-class organization, and these are visible to an

outsider at all levels in the organization. We have ensured

that each of these components is an integral part of our

day-to-day living:

STRATEGIES

perspectives – People, Process and Technology. This agility

and adaptability has enabled TCS to always stay ahead in

the Journey towards excellence.

High achievement always takes place in the framework

of high expectation. - Charles Kettering

The Tata Group purpose has been ‘Leadership with Trust’,

and to achieve this, the Group has instituted the

framework of the Tata Business Excellence Model (TBEM)

and the Tata Code of Conduct (TCoC). The Tata Group

expects every Group Company to adhere to, and adopt,

the frame work.

Adopting the TBEM framework has helped TCS maintain a

high standard of process orientation and move in the right

direction. TCS, Hyderabad is also part of the TCS-pioneered

Global Networked Delivery Model TM (GNDM).

The Framework: Adopting A Proven

Framework Helps

Visible Leadership

Strong Customer Focus

Strategic Planning

Associate Care

Eye on Business Results

• Encouraging Innovation

• Being Agile

• Reputation for Corporate Governance

• Excelling Customer Intimacy

• Maintaining Global Reach

• Keeping ahead of competition

• Establishing a strong Brand Image

• Exploiting Core competency

•

•

• Strong and Agile Execution

• Management by fact

• Balancing Value for all stakeholders

• Continuous Improvement

Being a Best Company to work for

Developing unique skills

Tata Consultancy Services

28

We have developed a roadmap for our Journey towards Excellence:

Key Initiatives Business Excellence Plans

Performance / Implementation

Performance and Progress Review

Department Goals / Targets Functional Excellence Plans

Objectives / Goals / Targets

Environment / Opportunity Company Strategies

Values/ Mission / Vision

Tata Bu

siness Exce

llen

ce Mo

del

Intern

al Co

mm

un

ication

Strategy D

ep

loym

en

tB

alance

d Sco

recard

, Ind

.KP

Ms,

Strategy D

evelo

pm

en

t SD

P

Pro

cess D

isciplin

e

5S, ISO

, Self A

ssessm

en

t

Customer’s Voice

Rew

ards &

Re

cogn

ition

Pro

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llen

ce

Asso

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volve

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Pe

rf. Excel. T

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Peo

ple

We have found that all Excellence Models/frameworks are external verification through internal assessments as well,

built on the time-honoured and tested principles of to ensure that we did not digress from the objective. Tools

Leadership, Management and Business Excellence. The are required to ensure this alignment. We use the Balance

principles and practices advocated by each of these were Score Card (BSC) with its four dimensions – Finance,

very similar and directed towards the achievement of the Stakeholder Relationship, Internal Process, and Learning

same objective. Once this realization set in, it was easy for and Sharing – as the instrument for our strategy

us to practice these principles and pursue Excellence with deployment. The goals of our CEO & MD cascade down to

single-minded devotion. every associate, so that each associate in the organization

works in sync with one other, towards common goals. In an organization aspiring towards Excellence, the

Leaders set the direction, and through a combination of We use tools to gauge stakeholder satisfaction. These

process discipline and associate involvement, ensure tools are branded so that they are familiar to all

achievement of that vision. They inculcate the spirit of stakeholders. We consciously adopt and customize Best

Excellence and ensure the buy-in and commitment of the Practices and Principles from other world-class

rank and file. Setting the strategy and direction is only the organizations. Continuous improvement, both

first step in the Journey. incremental as well as breakthrough, is the hallmark of

Excellence. We have systems in place to ensure thorough Aligning the organization and inculcating process capturing of the opportunities for improvement, discipline is the key to success. We institutionalized this prioritization and acting on them to move forward.

Tata Consultancy Services

29

The Balanced Score Card

Ensuring Alignment and Integration of Strategic objectives across the organization

* MBNQA winners

Non IT related

Clarke American *

Karlee*

Solar Turbines *

Sunny Fresh Foods*

ST Microelectronics *

Service related

*Customer Research Inc.

University of Wisconsin-Stout *

GTE Directories- Verizon *

PAL’s Sudden Service *

IT related

Benchmarking Visits

Lifeline Listen, Learn, Leverage Helping Customers meet their Objectives.

Change Management & Communication

World Class Professionals World Class

Organizations

Build

Our

World-Class professionals

Strategy Deployment

Tata Consultancy Services

TANGIBLE AND INTANGIBLE BENEFITS benchmarking process helps us compete with the best in

the market in each metric. We have embarked on, and are sustaining the pace of,

The improvement in these metrics, coupled with the the Journey towards Excellence through careful planning

overall reduction in costs to customer and to the and meticulous execution. The Journey has brought us

organization, has resulted in stakeholder (customer, many benefits.

shareholder, associate, vendor, society…) delight. Our strong process orientation, the alignment of each

These tangible and intangible benefits only spur us on to associate to the organization’s goals and the relentless

achieve greater heights and give back to society, as we pursuit of achieving these goals has resulted in a

internalize passion, rigour, focus and mindset as our continuous improvement in delivery metrics like quality,

guiding principles in the unending Journey towards on-time delivery, productivity and realization. The

Excellence.

Tata Consultancy Services

TQM – A WAY OF LIFE

‘Total Quality Management' has been the way of life in

SAKTHI MASALA since its inception. The attitude of our

Leader is his uncompromising quality consciousness, be it in

the office administration, or its manufacturing; be it in

purchase of raw materials or in packaging; be it in

promotion or in social service activities. A recognition, that

too from the Union Government of India, is highly valued

not only by the Company but also by the society as a whole.

When we received the National Award for Quality Products

in the year 1994, the appreciations the company received

were tremendous and the products of the Company got a

major fillip in the market. So naturally when the next

opportunity came, we never wanted to miss the

opportunity to apply for the award.

‘SAKTHI MASALA' – the household name of the millions is

the hard earned name of the organization, which was born

out of blood, sweat and dedication. The Organization had its

humble beginning 29 years ago with a meagre investment of

Rs.10,000 and in an area of about 350 square feet in the

name of Sakthi Trading Company. Today, with the hard work,

sleepless nights and extensive travel to the nook and corner

of the state by our Managing Director, his understanding life

and business partner, the entire team of Directors and

dedicated work force have made it to grow big enough to

generate a turnover of Rs. 202.90 crores in the financial year

ending March, 2008 resembling a rag to riches story. In

order to give the corporate an identity and to give new

impetus to the brand name SAKTHI MASALA, Sakthi Masala

Private Limited was founded in 1997. The story does not

end there, because the growth remained a continuing

process for the company whose ultimate aim is to be a key

global player. Hence, continuous and stringent quality

control measures have become the watchword of the

organization.

The organization's principal products are pure spice

powders and spice mixes and other Food Products. The

products are researched and developed by the R & D wing

and they are the traditional Indian products but reach the

consumer with the application of modern technology. The

organization at present manufactures over 50 varieties of

spice, spice mixes and other food products like pickles,

appalam, flour varieties, etc.

The Products of the organization are taken to the consumer

by the strong network of dealers throughout the country.

The sales team headed by an Area Sales Manager who

supervises the team for effective supply, feedback and

customer grievance redressels. The main customers of

SAKTHI MASALA are housewives, who repose total faith on

the products, which is the strength of the organization.

In the beginning, the organization was manufacturing only

pure spice powders. The responses from the customers

was poor, as Indian housewives were traditional and they

used to buy raw materials themselves to make powders.

Hence, the first task became concept selling rather than

product pushing. So, the customers were told about its

SAKTHI MASALA

Category Award 2005 Small Scale Service ManufacturingRGNQA

32

Sakthi Masala

advantages, time saving and easy cooking solutions.

Gradually, the Indian housewives started having faith in the

products, which encouraged the organization to expand the

scope by increasing the number of products, volume,

quality upgradation, application of modern technology and

area of operation.

The organization's objective is not only to give quality

products to its customers but also to do fair business. Being

a true citizen of our mother India, the organization is second

to none in not only being the sincere taxpayer but also in

helping the country in utilizing the non-conventional

energy resources. The organization sincerely believes that

when it grows, the society and the environment must also

be uplifted. Hence 'SAKTHI MASALA' through its charity

wing 'SAKTHI DEVI Charitable Trust' extends its helping

hand wherever the humanity is wounded. It takes pride in

stating that it employs about two hundred physically,

mentally and visually handicapped persons.

The organization, who believes in leaving a better

environment to live to the future generations, had taken up

the mammoth projects of 'Mass Tree Plantation' as a

mission five years ago and continues to champion the

cause of green earth by Tree Planting under the new

banner “THALIR” since 2004, Rain water Harvesting and

utilizing non-conventional energy resources like solar

energy and wind energy for its productions.

Any award instituted by a reputed body does add value

addition to the product. An award by the institute that sets

standards for the products of the whole country is naturally

considered as the best by the consumers and the

customers. Hence, this award will be of immense image

booster to our products. An award by BIS will be of great

help in attaining our ultimate goal-SAKTHI MASALA not

only the market leader in India but also a leading

global player.

33

GUWAHATI REFINERY A UNIT OF INDIAN OIL CORPORATION LIMITED

AN ISO –9001-2000, ISO 14001-2004 & OSHAS 18001-1999 CERTIFIED UNIT

Commendation Certificate Award 2007 Large Scale ManufacturingRGNQA

Guwahati Refinery, the first public sector refinery of the by adopting modern technologies and adopting/

country, was built with Romanian collaboration and was formulating policies/Standards like Quality Management

inaugurated by Late Pt. Jawaharlal Nehru, the first Prime System (QMS), Environmental Management System

Minister of India, on 1st January 1962. Situated in the (EMS), Occupational Health and Safety Management

North Eastern region of India, Guwahati Refinery occupies System (OHSAS) and maintaining them successfully.

a pride of place as a premier petroleum organization with Guwahati Refinery has a well defined Safety, Health and world class standards in providing quality goods and Environment (SHE) and Quality Policy framed after services. Guwahati Refinery is known as the ‘Gangotri’ of discussion with employees and signed by the Executive Indian Oil, the country’s largest petroleum organization Director of unit. The organization's policies and strategies which believes in excellence in all spheres of activity.are formed on the basis of information relevant to Total

Despite the difficult circumstances and the environmental Quality.

and logistic constraints of the oil and gas industry Top Management demonstrates a consistent quality operations in this part of the country, the refinery has culture, by holding regular discussions in the various maintained uninterrupted operations and has won structured meetings like Local Management Council accolades for its performance in refinery operations, (LMC), Departmental Performance Review Meeting energy conservation and environmental management. (DPRM), Total Productive Maintenance (TPM) etc. Now in its fifth decade of operations, the refinery has

achieved the RGNQA Commendation Certificate for

Quality Management.

a) Interaction with customers and suppliersTo benchmark ourselves against quality standards and

appreciate ourselves for the continuous excellent Guwahati Refinery considers its customers and suppliers

performance in the prevalent trying environment was the as stakeholders and maintains a cordial relationship with

prime motivation behind applying for the prestigious them. Regular interaction is maintained with Guwahati

RGNQA. Applying to win such a distinguished award of the Siliguri Pipeline (GSPL) who transports the products and

Government of India was also encouragement for all Marketing Division North Eastern State Office (NESO)

employees who continuously strive for excellence in all which sells the product.

areas of activity.

To ensure quality and uninterrupted supply of raw As the refinery accords priority to customer satisfaction, it

material, that is, crude oil, regular interaction is done with was felt that assessment of processes, policies, strategies

Oil India Ltd. Coordination is maintained with all other and laid down parameters of quality followed by the unit

suppliers for timely delivery of quality materials as per by esteemed Bureau of Indian Standards would further

specifications.enhance faith among customers and stakeholders and

increase the brand image of the organization. b) Steps taken by the organization to build good

relationship with its customers/consumers

Guwahati Refinery ensures the quality of products Top management’s personal involvement in leading through testing of the product samples (collected at quality management activities of the organizations: various times) in the well-equipped quality control

laboratory certified by National Accreditation Board of Guwahati Refinery Management is committed to provide

Laboratories (NABL) by well trained personnel before final quality products, quality services and quality environment

dispatch to the customers.

Customer centric approach

Demonstrate commitment to quality

REFINED STRATEGIES TO SUCCESS

INDIAN OIL CORPORATION LIMITED - GUWAHATI REFINERY

36

Guwahati Refinery

It also ensures uninterrupted supply of consistent quality

products as per the customer’s specifications, which

enhance the reliability and dependability of the customers.

a) Adoption of environment-friendly and efficient

technology

Guwahati Refinery has progressively improved its

operations in terms of energy efficient state-of-the-art

technologies and production of clean fuels meeting

emerging quality requirements. Since 2001-02 the refinery

has installed various new processing units, namely, ISOSIV,

Hydrotreater, INDMAX unit and allied facilities for

production of eco-friendly MS and diesel. This, apart from

meeting quality requirements for new generation vehicles,

has reduced the auto emissions as well.

b) Prevention of air and water pollution

Emission management is one of the significant activities in

the refineries. Thrust has been given in controlling air

Safety, Health and Environment

Protection

National Consumer's Day celebrated at Guwahati Refinery Planting trees to safeguard the environment

pollution at the source. Monitoring for toxic gas level in the

plant area is also done regularly to maintain healthy

work environment for the employees. Guwahati Refinery

has modern Effluent Treatment Plant (ETP) and meets

the national quality standards for disposal of treated

effluent water.

a) Employees satisfaction survey

To receive feedback of employees, Employee Satisfaction

Surveys are conducted at regular intervals. As per a recent

survey conducted for officers and workmen of Guwahati

Refinery by International Management Institute of New

Delhi, it was revealed that employees of Guwahati Refinery

were satisfied with their expectations from the

management.

b) Employee recognition

Various awards in recognition of efforts to promote Total

Productive Maintenance, Energy Conservation,

Environment Management, Cost Effectiveness, effective

refinery operations are presented from time to time.

'Creative People' a publication featuring employees whose

suggestions have benefited the company is an effort in this

direction. Reports of Tarun Thakuria who received the Best

Suggestors Award at the corporate level, Shri Nava Kr. Kalita

operator, who had won a 'Petrofed Award' at national level

for Individual Innovator Award as well as Shran Shri Awards

from Assam Productivity Council were published in the

local media besides publication in internal bulletins of the

corporation.

Human Resource Development and

Utilization

37

c) Effective employee communication

To keep employees updated on company affairs,

dissemination of information is done through the printed

local fortnightly bulletin 'Taranga', Chairman's Straight Talk,

the electronic Indian Oil Express, GR e-News. Direct face to

face Communication with employees of visiting Directors,

Chairman and regular information sharing session of unit

head are organized at regular intervals covering all

employees.

d) Training

Both Officers and Staff undergo in-house and outside the

company training programs to update knowledge and

develop skills for organizational excellence. Officers

also attend special Management Development

Programmes like Cutting Edge, Threshold with a visit to a

foreign country included.

Guwahati Refinery makes continuous efforts to enrich

quality of life of the neighbouring community and to

preserve ecological balance and national heritage.

The focus of Guwahati Refinery has been on lProfessional training to facilitate productive self

employment lProvision of Clean Drinking Water, Medical and Health

Care facilities.lExpansion of Education.

Enriching Quality of Life of Community

around

lPromotion of Art, Culture, Sport and Games.lProtection of the environment.

During the past four years a total amount of Rs. 9.28 lacs

have been spent on provision of clean drinking water.

Twenty-three lacs have been disbursed since 2004 for

expansion of education, providing for construction of

buildings of educational institutions, laboratory

equipment, books, furniture, etc. Around 33 lacs has been

the expenditure in the last four years for programmes

under Health Care. Free medical Check Up Camps,

distribution of free medicines, financial assistance for

critical diseases, child Care, and maternity care have been

covered in the 'health for all' programme.

An amount of 79 lacs have been spent towards facilitation

of self employability through professional vocational

courses promotion of art and culture, sports and games,

protection of environment and assistance to the

marginalized youth and women and handicapped sections

of the society.

Winning the Commendation Certificate of prestigious Rajiv

Gandhi National Quality Award 2007 in the category of

Large Scale Manufacturing Industry – Chemical Industry

has reaffirmed the Indian Oil's Guwahati Refinery's

commitment to Total Quality Management. Guwahati

Refinery is proud of this achievement as this will enhance

the image of the organization in the country. This award will

help the Refinery to leverage in business on being

recognized as the best in the industry and gain competitive

edge. The organization will be regarded as one of the

champions of quality movement in India.

Guwahati Refinery

38

India's journey on the road to self-reliance in nuclear energy

commenced from the State of Rajasthan in the late sixties.

Situated on the right bank of the river Chambal and on the up-

stream of Rana Pratap Sagar Dam, the Rajasthan Atomic Power

Station (RAPS) in 65 km away from Kota railway junction.

Recognizing the importance of nuclear energy to meet the long

term needs of the country Dr Homi J. Bhabha drafted the

three-stage Nuclear Power Programme as early as in 1954.

The aim was resources of uranium and thorium. The first

stage of this program involved building Pressurized Heavy

Water Reactors(PHWRs) using natural uranium as fuel for

RAJASTHAN ATOMIC POWER STATIONTHE QUALITY JOURNEY

A panoramic view of Rajasthan Atomic Power Station 1 to 6

producing electricity and plutonium fuel followed by the

second stage when fast breeder reactors (FBRs) use

plutonium as fuel, thorium as blanket producing electricity

along with more plutonium and another nuclear fuel

uranium-233. The third and final stage being thorium based

reactors. India has selected Pressurized Heavy Water

Reactors (PHWRs) for the first stage.

Rajasthan Atomic Power Station (RAPS) comprises of four

Nuclear Power generating units, namely, RAPS 1 to 4 each

of 220 MW(e), and two more units RAPP 5&6 are under

commissioning. The foundation stone of two more units

Commendation Certificate 2007 Large Scale ManufacturingRGNQA

Rajasthan Atomic Power Station

each of 700 MWe PHWR is expected to be put in the year

2009. The site is known as Rawatbhata Rajasthan Site of

Nuclear Power Corporation of India (NPCIL) which is a

Government of India Enterprise under the Department of

Atomic Energy. The first unit of RAPS was synchronized to

grid in 1972. It has completed 36 years of experience of

commercial operations of PHWRs. An oldest PHWR RAPS

unit#2 synchronized to grid in 1980 is still competing its

younger reactors by giving excellent performance with a

station capacity factor close to 90 percent. RAPS 3&4 were

constructed and commissioned with totally indigenous

technology and are having latest state of art in design and

safety features. These units were commissioned in the

year 2000 well ahead of the schedules. These units were

dedicated to the nation by our Hon'ble Prime Minister in

March 2001. Since then these units have been producing

power and achieved many milestones at NPCIL levels.

These units have been inspected by Worlds Association of

Nuclear Operators (WANO) and certified to be at par with

international standards. These units also obtained the

NPCIL's excellence award for the best performing stations

during the last two consecutive years in 2006-07 and

2007-2008.

RAPS use Natural Uranium dioxide as fuel. Heavy Water is

used as Moderator and Primary coolant to transfer the heat

to boilers. Parts of fuel and heavy water for Unit-1 were

procured from Canada. Now, the indigenous technology for

both as well as for all the PHWR reactors have been

developed. Economical use of heavy water and fuel have

also been achieved by making up-gradations and

modifications in system and effective fuel management is

done by keeping optimum reactivity in the core. Control

and regulation of Nuclear reaction in the reactor is done by

Cobalt-59 & Stainless steel rods. Cobalt-59 gets converted

to cobalt–60 in process as a by-product and is utilized for

medical purposes.

These units are operated under the control of Atomic

Energy Regulatory Board (AERB) with strict compliance to

codes and guides laid down by them. Beside this

International Atomic Energy Agency standards (IAEA) are

being followed. RAPS has shown continual improvement in

its performance by adopting latest state of art components

and safety standards. Up-gradation and innovations are an

integral part of the day-to-day operations. Among long year

of operation, the repairs of end-shield and over pressure

relief device (OPRD) of Unit # 1, en-mass coolant channel

replacement (EM-CCR) in 1996-98 and en mass feeders

replacement (in process) of Unit # 2 to enhance the life of

station are unique examples of our capabilities of

technological edge and dedicated workmanship of Indian

Nuclear Scientists, technocrats and Engineers. To witness

this excellent workmanship, Prime Minister's 'Shram

Bhushan' and 'Shram Veer' awards were conferred to RAPS

personnel. All these major works were completed with

minimum radiation exposure according to international

standards of Safety, Quality and at a very low cost.

Station has got adequate facilities for disposal of

radioactive effluents. The radioactive discharges are kept

well below the permissible limits specified by International

Council for Radiation Protection (ICRP) and Atomic Energy

Regulatory Board (AERB). The disposal of highly radioactive

reactor components during RAPS-2 en mass coolant

channel replacement was done in a well-planned and safe

manner without any accident. For this the Engineer-in-

charge received the 'BARC Technical excellence award'.

Besides maintaining radioactive effluents at lowest level,

tree plantation is our regular feature. To encourage

environmental activities 'Golden Peacock Environmental

Award' was given by the World Environment Foundation to

develop and maintain green belt at large scale at and

around site.

A dedicated Quality Assurance group at each twin unit

station implements Corporate Quality Management

System requirement. The group is responsible for

implementation of total quality management (TQM)

principals and practices. This includes In-service

Inspection (ISI), verifications, NDE examinations, audits

and surveillances, etc. This is further monitored by

Quality Assurance Directorate at Head Quarter of NPCIL

at Mumbai.

The station has been certified for ISO 14001, ISO 9001 and

IS 18001 by the Bureau of Indian Standards (BIS), New

Delhi. Continual improvements are monitored by BIS

during their regular surveillance audits on yearly basis.

The role of 'Human Element' is equally important in

achieving safe and economic operation of the Nuclear

Power Station. The thread of these aspects runs through

40

the training/re-training program for operation and

maintenance staff at in-house Nuclear Training Centre. A

complete simulator incorporating all the parameter of

station is being used for training staff to handle emergency

situations and significant events. For excellence in training,

'Golden Peacock National Training Award' has been

awarded for Training and Development.

The station is designed and operated as per the governing

documents and therefore no untoward radiation accident

is expected. Station has well-chalked out and

documented plans to handle emergencies. Routine

exercises are conducted to ensure the effectiveness of

emergency preparedness. With experience in operation

and maintenance, modifications in reactor control

system, stability to power grid, etc the station capacity

and availability factors have come up close to 90 percent.

The system for ISI has been broadly classified based on

functional requirement and safety significance of various

components. The standard codes on ISI being followed

are ASME and Canadian Standard Specification (CSA). This

gives confidence for further safe operations. Audits, NDE

examinations, verifications and reviews were added

which lead us to TQM. Concern for work and concern for

man Ram (mR) run in parallel. This gives satisfaction to all

stake holders in totality.

Earlier a Station Quality Assurance manual was there,

which included all the activities being performed at the

station. Now the quality requirement has been redefined

in 'Station Quality Management System Document'. This

document integrates and includes latest IAEA safety

standard DS 338 which defines safety, health,

environment, security, qual i ty and economic

requirements into a single integrated management

System, intent of ISO 9001, ISO 14001 & IS 18001 and

Quality Journey and Strategies

latest AERB code/guides on each and every activity of

PHWR operations. This latest document at RAPS is based

on TQM principles. The principle purpose of RAPS in

following the integrated Management System is to

achieve the objectives of generating electricity safely,

economically and meeting stake holders satisfaction. All

the activities/ operations in stations are done as per well-

defined and documented procedures and checklists.

These procedures and checklist comprise the part of

Sectional Quality Management System Document. The

listed activities of the document exhibit an excelled

quality in all the activities of operation and maintenance,

technical support, waste management, contract and

material management and environmental protection.

To maximize profit of RAPS, Heavy water loss and fuel

consumption were made minimum by improving on

power refueling strategy and optimizing operations of

auxiliary processes/resources. In addition to this the

station has developed many good practices as well as

good practices of other NPP's are also being followed. In

a nutshell RAPS has achieved a high level of maturity in

all the area of PHWR program. Attaining an average

capacity factor close to 90 percent was possible by

adopting innovations in outage management, advance

reactor regulating techniques and renovated fuel

management program only. Epidemiological survey

was conducted by State Medical College and Tata

Memorial Hospital, Mumbai to check the health aspects

of employees and their famil ies and nearby

populations. They observed no adverse effects on the

population in the area due to running of Nuclear Power

Plants. Public awareness and welfare programmes are

an integral part of the day- to- day activities.

Adequate budget is spent to uplift the education, health

and social status of neighbourhood population allround

the year.

0002 2002

2004

2006

years

7

6

5

4

3

2

1

0

Tritium activity discharge (% of allowed limit)

% o

f al

low

ed

lim

it (

max

. 10

0%

)

RAPS 3&4RAPS 1&2

19992000 020

1200200

23

20042005 020

62007

1.61.41.210.80.60.40.20

% o

f al

low

ed

lim

it (

max

. 10

0%

)

RAPS 3&4RAPS 1&2

years

Gross B- activity discharge (% of allowed limit)Y

41

Rajasthan Atomic Power Station

The Rajiv Gandhi National Quality Award is another

milestone in propagating the perception of Nuclear Power

'Clean Power- Green Power'. Receiving the award is a pride

to Nuclear Industry. This has demonstrated the country

that nuclear power is an equally safe and economical viable

source of electricity. It has discarded the misleading

perception about nuclear industry and has enhanced belief

A view of medical camp for neighbourhood populations

to neighbourhood population. It has also given a message

to media that nuclear power is safe, economically viable and

environmentally benign. This is an indication of confidence in

the public regarding safe operation of existing stations. The

award has motivated all nuclear scientists, technologist,

engineers and technicians to meet national nuclear power

target of 20000 MWe by the year 2020.

42

Capacity factor

RAPS 2

RAPS 3

RAPS 4

Rajasthan Atomic Power Station

Commendation Certificate 2007 Large Scale ManufacturingRGNQA

43

Valsad District Cooperative Milk Producers’ Union Limited

Valsad District Cooperative Milk Producers' Union Limited

has been registered in 1973 and initiated Dairy

Development Activities, on the pattern followed by ANAND,

since 1975. A Survey conducted by National Dairy

Development Board (NDDB) in the year 1973-74 suggested

that the low yielding animals and poor economic conditions

of tribal farmers coupled with adverse geographical

conditions would come in the way of developing this district

as milk shed area.

Valsad District Cooperative Milk Producers' Union Limited.,

fondly known as Vasudhara Dairy has shown the growth

trend beyond the expectations of the critics and experts.

The reason behind that could well be the management

practices adopted to run the business. Human Resources

has been at the forefront of all the activities. Training,

Development and Skill set are always regarded as the

catalyst of the business process. That's why, at regular

intervals, the business practices are aligned with the

changes in business, market and also of the quality

standards. Introduction of new methods, machines and

technologies along with Globalization of market has

inspired the management to keep pace with the changes.

Today, Vasudhara adheres to Hazard Analysis and Crtitical

Control Point (HACCP) standards of the International

Standards Organization (ISO) through cultured Total Quality

Management (TQM) philosophy. Vasudhara has charted

out its future journey plans with Vision – Mission and has

trained its sights to achieve the goals set for 2010. To

achieve this highly arduous targets and to continuously

upgrade the quality of its products, it has been utilizing the

concepts of House Keeping, Small Group Activity,

Performance Management System, Total Energy

Management and Kaizen. Organization Climate Surveys

have been done on regular basis to gauge the employees'

capabilities, expectations, confidence level and also to have

feedback on management practices, from the employees.

Vasudhara is enjoying high regards from its Apex

organizations, that is, NDDB and Gujarat Co-operative Milk

Marketing Federation for its achievements, management

practices and for the pro-active approach towards business.

This dairy is seen as a Model Dairy among cooperative dairy

industries of the Nation. All this have become possible due

to the healthy Management – Employees relationship.

Employees are encouraged to 'Think Beyond' the

traditional boundaries of doing business and work.

Innovations and New Ideas' acceptance are the core of all

the activities that are carried out by the organization.

Vasudhara has its mission of making socio economic

changes in Society and to achieve this various beneficiary

schemes are being introduced for milk producers within

the milk shed area as under :

èTechnical Input Services to farmers for their animals,

namely, Artificial Insemination, First Aid, Vaccination,

De-worming of cattle, Infertility Treatment, Insurance

coverage, Cattle feed, Quality fodder seeds, Urea

treatment of Paddy straw, Chaff cutters, etc.,

Vasudhara also helps farmer members on aspect of

Wasteland Development, Water shed Management

and Compost Pit, etc. Farmer members are given

protection of Insurance cover under the respective

scheme.

èSWAVLAMBI GRAMIN NARI which aims at making the

rural woman independent, self-sufficient by providing

self-employment through dairying as a business.

èSelf Help Group Scheme aims at making the best

possible use of the earned resources of the member

women among themselves. This scheme permits

women members to generate and meet their own

financial requirement from their earnings itself. The

benefit is wide spread. It allows the woman member to

Valsad District Cooperative Milk Producers Union Ltd.

44

èVermi Compost Scheme the purpose of this scheme is

to provide knowhow to produce organic fertilizer by

utilizing the agriculture, cattle and kitchen wastage at

the farm. Vasudhara Dairy provides necessary training

and technical inputs to interested members. This

scheme is run under the Self Help Group.

èBio-Gas Plant This scheme is multiple purpose, that is,

hygiene, saving on fuel and preserving the maintaining

environment. The waste and manure that the cattle

shed generates are utilized in the best possible way by

generating methane gas, which is used for cooking

purpose. The leftover manure after the gas separation

is again used as fertilizer for agricultural purpose.

èLow Cost Sanitation Vasudhara Dairy has paid due

attention to the health of the farmers and the

surroundings in which he/she lives. It has focused on all

possible factors which has direct or indirect bearing on

the quality of the milk. Sanitation, being a vital issue of

the rural dwellers, has also been taken up on priority

footings. Vasudhara Dairy has a special scheme for

improvement / creating of sanitation facilities.

èHealth & Hygiene In technical and financial

collaboration with UNICEF, Vasudhara Dairy has also

undertaken a project to enhance the basic health,

hygiene and education among the members of the

Milk Society Union. This program, begun in June 2005,

has covered 463 villages through 84 Resource

Persons. It aims at improving the health of mother and

children of the family and also provides awareness on

the importance of Hygiene for creating a sound

foundation for healthy family.

save, borrow and use the finance as and when she

requires to meet her social or developmental needs

without obliging the lenders or relatives for her

financial needs.

èCalf Rearing Scheme is aimed at improvement of the

cattle breed at the farm level. Rather than buying the

cows from outside agencies, the women farmers are

encouraged through this scheme to nurture the calf,

right from its birth in a scientific way. Vasudhara dairy

provides all the guidelines and required support for this

scheme including vaccination, insurance coverage,

nutritional feed and finance.

èFodder Bank Scheme aims to provide Dry Fodder to the

Society members all round the year. Through this

scheme, members are provided finance to purchase

and stock Dry Fodder which can fulfill the requirements

of the cattle round the year for food.

45

Can Do

Mission with Visionleads towards Success

VASUDHARA has paid equal attention to the utilization of

resources, upgradation of skill set for employees through

training and its commitment to customers by taking a series

of innovative and successful steps.

In order to match with the changing time and scenario of

the market and the economy, Vasudhara is gearing up its

business practices and implementing new and modern

practices to be eligible and competitive on global scale.

Strict Adherence to Total Quality Management (TQM) and

International Organization for Standardization - Hazard

Analysis and Critical Control Point (ISO-HACCP) norms for

conducting business are the examples of the vision and

commitment of the management to grow in the future.

Vasudhara has also initiated Clean Milk Production as well

as Good Manufacturing Practices that improves the Quality

of the end products. Introduction of Automation at various

level on precision equipments to safe guard the quality of

Products.

nEnergy savings is also on the agenda to control costs.

Range of initiatives have been taken to reduce the

operating costs. Installation of Solar water heating

system for feed water to Boiler. An advanced

programme called – Total Energy Management is

introduced in a phased manner during the year.

nIntroduction of latest Up-Flow Anaerobic Sludge

Blanket (UASB) technology for treating Dairy Effluent.

This technology is introduced for the first time in a

cooperative dairy sector in our Country. This

technology enables us to reduce power consumption

by treating the waste water and Methane gas is

generated from the effluent, which again is a source

of energy.

nWinning National Productivity Council awards seems to

have become a habit at Vasudhara Dairy. Vasudhara

has won this prestigious awards as the second Best

Liquid Milk Plant in India for the years – 1993-94, 1995-

96 and 1996-97.

nAlipur Dairy Plant was Awarded Environmental

Management Award – 2000 from Society of

Environmental Auditors & Consultants; Ahmedabad

and the Energy Efficiency Excellence Award in 2003

from Energy & Fuel Users Association of India; Chennai.

nAlipur Dairy Plant obtained the ISO – HACCP

certification from QAS – Australia in 2001. Through

continuous six monthly surveillance audits, the drive

for Improvement keeps rolling on. During the year

2007, Vasudhara Dairy successfully qualified and

achieved more stringent ISO 22000 Certification.

nBoisar Ice cream plant also has ISO 9001:2000 & ISO

14000 certification and has been awarded the Best I C

M U in Stock-Age Monitoring by GCMMF during the

year 2003-04. The plant also received the Award for

Exceptional Manufacturing Performance for the Year

2002 from Tarapur Industrial Estate Association.

nBoisar & Nagpur Ice cream plants are modernizing

themselves with State-of-the-Art modern Automatic

Ice cream manufacturing machineries, being imported

from the world renowned manufacturers of Ice cream

machineries.

nVasudhara Dairy Commissioned a new, high tech and

highly automated State-of-the-Art Dairy Plant of

200 000. per day capacity based at Boisar. This dairy

plant caters to the ever increasing milk demand of

Mumbai market. This dairy plant went on stream by

2nd October 2006. At present, this plant processes

225 000. of milk per day and the average dispatch from

this plant during the year 2006–07 was of

101 926. per day.

Valsad District Cooperative Milk Producers Union Ltd.

46

HINDALCO INDUSTRIES LIMITEDA TRULY INDIAN MULTINATIONAL

Government of India. The company has successfully

integrated its values, modern management and World

Class Manufacturing concepts up-to the root level in

continuously improving processes and products. Hindalco

has been accredited for Integrated Management

Systems (ISO 9001, ISO 14001 and OHSAS 18001) by Det

Norske Veritas (DNV).

Growth of HINDALCO

1962 Hindalco

2000 Hindalco + Indal

2002 Hindalco + Indal + Birla Copper+Copper

mines in Australia

May 2007 Hindalco + Indal + Birla Copper + Novelis

Aug 2007 Hindalco + Indal + Birla Copper + Novelis

+ Utkal Alumina

The company has continuously acquired technologies from

leading international sources and assimilated and

innovated to suit them into Indian conditions. To build up

its position into metal business, it acquired INDAL to

strengthen its hold in semi fabricated product market and

primary aluminium. To become truly global, Hindalco has

recently acquired NOVELIS and is now the largest in the

world in rolled product segment.

Awards & Recognitions:• Excellence in Energy Management-2006 by CII.• National Energy Conservation Award-2006 by

Ministry of Power.• Qualtech Award-2006 By Quimpro College.• National Award for Excellence in Water Management-

2006 By CII.• D.L. Shah National Award for Economics of Quality

by QCI• Best Safety Performance 2006 by International

Aluminium Institute.

Hindalco has continuously scaled up its manufacturing

facilities adopting latest technological upgradations in

process control and equipment. This has made it India's

largest Aluminium producer with position in top quartile of

lowest cost Aluminium producers globally. Continuous

pursuit for quality in its activities has made the organization a

truly quality organization. Hindalco has also been eminently

successful in ensuring that it meets the ultimate goal of an

industrial enterprise – Enhancement of shareholder's value.

Hindalco Industries Ltd (Hindalco), the Flagship Company of

the Aditya Birla Group is a renowned non-ferrous metals

power house. Hindalco was incorporated in 1958. It's

Renukoot unit was set up in technical collaboration with

Kaiser Aluminium and Chemicals corporation, USA and

commenced commercial production in 1962. Hindalco, Renukoot unit is the largest single location

vertically integrated aluminium producer in the country. It

comprises of Alumina (Refinery) - to produce alumina from

bauxite, Reduction (Smelter) - to produce molten metal

from alumina, Fabrication Plant (Value Added Products) - to

convert primary metal into semi fabricated products like

extruded section, redraw rod, plates, sheet and foil stock,

etc. Captive Power Plant is situated at Renusagar. Bauxite

mines are located at Jharkhand, Chhatisgarh and Orissa. Hindalco's Strategy:It is our constant endeavour to institutionalize our

Processes and Systems in accordance with our Group

Strategy. We are constantly striving to follow the path

towards Business Excellence in all spheres of management.

HINDALCO STRATEGY

Cost competitiveness: Reflected through its strongManufacturing base andOperational efficiencies

Quality : Through its versatile range of

products serving core applications

for diverse industries. Global Reach : Competing in markets across

more than 40 countries.

Company's initial production was 20 000 MT of metal which

has now grown to 370 000 TPY and alumina capacity to

710 000 TPY. The company has continuously built up through

a judicious combination of investment, process improvement

and innovation R&D to continuously enhance the quality and

range of the products with an ultimate aim to provide

customer satisfaction with improved productivity.

Hindalco has an enviable record of being one of the lowest

cost producer of aluminium in the world. Hindalco's regular

efforts in the field of energy conservation has been

appreciated and awarded by the Ministry of Energy,

Expansion and merger

Commendation Certificate 2007 Large Scale ManufacturingRGNQA

Sl. No. Description Partners Function

01 Process Accenture BottomlineImprovement improvement

02 ERP Projects Oracle Materials management Order ManagementProduction Management

Maximo Maintenance Management Production Planning

Peoplesoft HR Function

03 Risk E&Y Process Management &Management Benchmarking

Hindalco Industries Ltd.

47

Vision"To be a premium metals major, global in size and reach,

with a passion for excellence”At Hindalco, we have evolved our own Vision statement,

which focuses on the Aluminium business while being

guided by Group Policies. Quality pervades each aspect of

the Vision Statement for the Company. Our Policy has always been dynamic and we have kept

ourselves abreast with ever-evolving customer needs and

market scenario.

Leaders display their commitment to the attainment of

'Vision' through:• Communication to all employees• Personal Participation in activities• Role of in-house faculty • Encouragement to inflow of new and best practices• Appreciation and recognition of achievements of

individual and team• Review and redressal of business issues

The Aditya Birla Group developed its own unified

corporate strategy under the brand name of World Class

Manufactur ing (WCM) Program for achieving

manufacturing excellence.

The programme is a long-term structured approach which is

cyclical (PDCA-Plan, Do, Check, Act), comprehensive and a

systematic business tool. It focuses on people, process and

results in a continuous cycle. It promises the creation of value for

our customers, shareholders, employees and society at large,

through focus on sustainable and superior QCDIP (Quality, Cost,

Delivery, Innovation, Productivity & Pride) performance and

other Parameters. It is diagnostic in nature as it enables the

revealing of abnormalities, that is, deviations from standards. WCM programme aims at improving Competitiveness and

Business Excellence through Breakthrough and Continuous

Innovations supported by a Team Based Management

System. It strives for Zero Loss Culture coupled with the

highest standards of Quality and Productivity. It is an

accepted way of managing a business to gain competitive

advantage as a means of ensuring long-term success.

To generate increasing value for customers and other

stakeholders we explored and fully utilized innovative new

technologies as and where required. We have numerous

firsts to our credit: • The induction of a gas Suspension Calciner, one of its

own kind and the first in the world.• State-of-the-art Vibro compactors and Baking furnace

have been installed along with Fume treatment plant.

We volunteer for continuous audit by various consultants

as external agencies for identifying opportunities for

process improvement. The study identifies various

improvement aspects which is implemented in

consultation with process owners. Also we have

implemented several ERP packages to improve our process

efficiency which can be depicted in the table below:Based on the above aspects as our working strength

Hindalco applied for this year's RGNQA Award instituted by

BIS in 1991.

Hindalco Renukoot's profits and turnover has been continuously

rising due to continuous and sustained technological

upgradation, process improvement, optimization of resources,

Sweating of assets, expansion and modernization and our

strategy of moving towards higher value added products.

The Financial results as shown above speak for itself about

the results oriented culture and values of Management

practices at Hindalco.

Return on Assets Employed:Return on Assets employed ratio shows how efficiency the

assets of the company have been deployed.

Interest Coverage Ratio:Interest Coverage ratio shows capacity of the company to

repay the Interest on time.The company has been able to achieve several Tangible and

Non–tangible benefits through the RGNQA award:• Social Recognition and Place at National Level.• Image build up in the quality field in the manufacturing sector.• Motivation to work even more comprehensively

towards quality improvement drives.• Opportunities to assess existing gaps and find out ways

and means to bridge the gaps to bag the highest Award

in the RGNQA category.

1) What were the motivational aspects for your

organization to apply for the Award ?

a) To get special recognition to our manufacturing

organizations, which is to be the leader of quality

movement in India and improve the quality of products

and thereby set an example for others;

b) To make significant improvements in quality for

maximizing consumer satisfaction and to successfully

face competition in the global market as well;

c) To get support in establishing guidelines and criteria

that can be used in evaluating our own quality

improvement efforts; and

d) To seek specific guidance by fact finding and evaluation

team on how to achieve excellence in quality

2) What were the strategies that you followed for

achieving excellence in various activities ?

a) The top management of RSWM, Banswara is quite

aware of the prevailing quota free competitive market

scenario and thus it believes only in quality of output

product and quality of delivering the product. It has its

own vision and mission that revolves around Total

Internal & External Customer Satisfaction. The

governing body has given complete freedom to all its

employees and has made it completely accessible to

all the employees so that all sorts of process / quality

related shop floor complaints / queries / feedbacks for

further improvements / achievements down the line

would be analyzed, scrutinized and implemented

depending upon feasibility and pay back period in case

of any major technological upgradation. Systems have

been designed and recognized that nullify hierarchical

blocks and carry crucial information upwards for

appropriate and immediate action and the same

reciprocates itself. A summarized history that

highlights some of the improvement steps taken by

the pivotal body is given below which reflects the

manner in which the top management demonstrates

commitment to quality.

RSWM LIMITED

i) RSWM, Banswara believes in the fact that to produce

and ensure quality product, it needs quality people

and thus top management involves itself in

recruitment of professionals. Proceeding further, it

gives sufficient time to the beginners / amateurs to be

completely groomed and understand the policy,

philosophy and processes of the organization as a

whole.

ii) Timely in-house as well as outside training programs

are conducted.

iii) Inter-unit visits are scheduled for shop floor people to

share and exchange quality information.

iv) Management window programs and Technical

academies are regularly scheduled to create quality

alertness and awareness amongst all.

v) Shop floor people are encouraged and motivated to

visit various customer’s site to understand the failures

of our product and simultaneously to plan for

appropriate action at our end because we always

believe that quality is not an obligation rather it’s the

customer’s right to have.

vi) All sorts of quality improvement projects/kaizens

irrespective of dignity/scope are always recognized

and compensated through various ways and thus the

‘enthusiasm of always doing something new and

killing the stereotype’ prevails round the clock.

vii) The top management always acts keen and anxious to

pass on valuable information extracted by visiting

various major players in the field across the globe with

a notion of competing them in all walks of sustaining

the image.

viii) The top management always moves proactively to

accept and implement quality and efficiency

improvement packages such as TQM, ERP, Corporate

governance, etc in addition to major technological

modernization done recently.

b) Power comes with responsibility. The top

management has very clearly defined the job profiles

of each and every employee of the organization and

accordingly it has given threshold authority so as to

48

AN INTERVIEW WITH SHRI PRAKASH MAHESWARI

Commendation Certificate 2007 Large Scale ManufacturingRGNQA

get the work done effectively. The same has been

conveyed to all the employees down the line very

clearly and thus there is no instance of overlapping of

work. Simultaneously the organization has developed

surrogates for each function through a process of

multi-skilling so that defined work never suffers. The

management has taken help from ‘Hewitts

Consultancy’ to accomplish this task of defining

unique roles and defining the authority to perform

that role. The direct consequence of this exercise is

that each and every employee of this organization is

very clear about his job and thus the employees feel

more prioritized, secured and energetic. In addition,

undesired hierarchically delegated insignificant work

and procrastination born out of that has died out

completely.

c) RSWM Limited, Banswara is an exemplary

organization as far as communication with employees

is concerned. There are various forums / dimensions

by virtue of which management and employees share

and exchange their standpoints / concerns may it be

professional or social. This aspect of operation of our

organization can be best explained by the

‘communication tree’ depicted below.

Plant Operation Social Issues

Get Together during festivities

Lotus Notes Mail

Daily Quality meeting

MIS

Regular Plant Round

Seminars / Management window

Other counselling meetings

Mentors & Mentee Interaction

Birthday & Marriage ceremony greetings

Temple Aarti visit & Poojan activities

Club activities, Picnic & Excursions

Various celebrations for milestones achieved

Monthly Marketing Meeting

TOP MANAGEMENT EMPLOYEES

Our organization has moved one step ahead in

strengthening the communication between top

management and employees by forming various teams

each with a vision and identified motto comprising

members from various functions and a facilitator from

senior management that eventually has actuated cross

functional and healthy communication, that is,

communication structure and organizational structure

have been engineered in such a manner as to get the

maximum utility of the available human resources.

3) Tangible and intangible benefits accrued or likely to

accrue after achieving the Award.

a) National and international recognition as champions

of quality movement in India.

b) Publicity of achievement in printed and publicity

material of unit.

c) Motivation of complete RSWM Limited, Team, by

which RSWM Limited, Kharigram unit applied for this

award in 2007 and received commendation certificate

for large scale manufacturing textile organization.

4) What are Intangible benefits that you find in the area

of people management through this Award ?

a) Because of this award hiring of the candidate has

become easy. The liking of the people who join this

company is increased.

b) The efforts of the people towards improvement in

operation and other area is increased, Number of

Kaizens are increasing.

c) There is a remarkable improvement in time

management, the planning part is becoming more and

more strong.

d) Motivation level of employees is very high, even in

recession period the performance of the unit is

moderate.

e) There is a remarkable improvement in record keeping

and data management along with trends.

RSWM Ltd.

49

What are the motivational aspects for your organization

to apply for this award?

Rajiv Gandhi National Quality Award (RGNQA) is one of

the most prestigious and well recognized national awards

of our country given to leaders in manufacturing and

services sector organizations. Applying for this award was

another step towards our pursuit in providing excellent

service to our patients. Recognition by RGNQA not only

encouraged us but also enabled us to further improve our

parameters set for maintaining the highest level of Quality

in patient care and other healthcare services. Such

Awards motivate its employees as this a recognition to

their hard work and efforts in the improvement and

development of an organization. We have been the first

hospital in India to receive National Accreditation Board

for Hospitals and Healthcare Providers (NABH

Accreditation) and first hospital to have ISO 9001, ISO

14001 and Occupational Health and Safety Management

System 1800l. Our pathology is recognized by National

Accreditation Board for Laboratory (NABL) and CAP.

B. M. BIRLA HEART RESEARCH CENTRE

Therefore to stay at the top of the ladder among the

healthcare providers and accomplish our mission and

vision which is “To offer Highest Standards of Cardiac and

Thoracic Treatment and care to all sections of society at

Best Value – for – money and to be the leading Cardio –

Thoracic Care Institution in India with world class standards

of quality and service, we opted to apply for this award.

What Strategies did you follow for achieving excellence in

various activities?

We give our patients the best of services, quality and care.

To achieve this target, strategies and policies were framed

from the time of implementation of this Centre. From time

to time we make improvements in our strategies as

excellence cannot be achieved in a day and it has to be a

continuous process. Current strategies which are being

followed at our Centre for achieving Excellence in various

activities are : Daily Patient Feed-back, Staff Suggestion

Scheme, Talent Management, Regular Training for Staff,

Cross Functional Teams, Balanced Score Card, Nursing

Excellence, Medical Process Excellence, Employee

50

Commendation Certificate 2007 Large Scale ServiceRGNQA

B.M. Birla Heart Research Centre

Engagement improvement, etc. Besides this B. M. Birla

Heart Research Centre has one of best infrastructure and

most latest and advanced equipment in cardiac care

comparable to the best in the world. Our team of

consultants, doctors, para-medicals, senior executives and

other staff are well experienced and dedicated in their fields

of expertise.

What are the Tangible and intangible benefits accrued or

likely to accrue after achieving the award ?

Receiving Rajiv Gandhi National Quality Award –

commendation certificate was another feather in a Cap this

year, as we received two another awards this year further

boosting the image of B. M. Birla Heart Research Centre. As

far as benefits are concerned it has further given us National

Recognition. It will also give us mileage and make us stand

out among the crowd of hospitals.

It will also create awareness among our employees about

the importance of quality and thus it will be possible for the

management to streamline the processes for the

development without much resistance. It will work as a

motivator towards the employees and they will strive more

for excellence. It also helps develop a culture of continual

improvement both for the employee and organization as a

whole.

Moreover through the Rajiv Gandhi National Quality Award

we got the opportunity to judge our strengths and

weakness.

51

52

Fine organization is committed towards quality-based products made to customer's satisfaction. Total Quality Management (TQM) System has been implemented by adhering to quality control procedure, continuous improvement of quality products through incoming and outgoing inspection procedure, work environment, production process, safety/health of employees, proper house-keeping and quality service to consumers.

An ISO 9001:2000 certified company, we are also member of the Electrical Wiring Accessories Sectional Committee, ET 14, Bureau of Indian Standards.

The Company has up-to-date laboratory fully equipped with latest technology for all types of test as per specified scheme for the testing and inspection laid down by BIS and for R&D Purposes. We have a library equipped with the latest Technical, Management, Accountancy, Labour Law, Central Excise and other Motivational Books.

Improvement and continuous improvement to the extent of total quality control with supporting tool of PDCA (Plan, do, check and act) to optimize the quality and quantity is the policy of the company.

The suggestions from employees at shop floor are given due attention and consideration. This has resulted in improvement in production with ZERO defects. The employees are given in-house functional training/on the job training from time to time. This is provided by internal/external faculty from ISO, SISI and BIS to ensure quality as per required standard.

Production incentive scheme has been operative to encourage the employees for better productivity. Customer feed back through Dealers/Distributors, Market survey, Architect meets, Electrical meets, Exhibition/Trade fairs and visit to major sites are given due consideration and discussed in Management Review Meetings from time to time.

Our prices are comparatively lower than that of the other competitors and with no compromise with quality. The quality and productivity of our product is achieved through modernization of our Plant by introducing latest technology and with minimum of manufacturing wastage. Non-conformities are discussed in Preventive Action Group (PAG) and this act has proved to be effective in maintaining quality of the products.

Company communicates QUALITY POLICY and made it understood to all persons/ employees involved.

This organization is committed towards community and serves to benefit the down trodden through annual eye checkup and Operation camp, free denture camps every month. The company sponsored two beds in a hospital for poor patients. Fruit/ Milk to patients are supplied to

FINE SWITCHGEARS

patients in Civil Hospital Phagwara. Assistance is provided to educational institutions by providing free uniform with socks, shoes, books and stationary. Hand pumps were installed for clean water. Two Sewing training schools were opened for girls at Phagwara. An awareness campaign was launched for drug de-addiction and women foeticide, the burning topics of the day. The organization helped earthquake victims in Jammu & Kashmir State in 2005. A Creche was opened for the kids of working ladies in factory premises. Regular 'PRANAYAM' and 'YOGA' camps are conducted. The company is at the forefront planting trees and adopting Public Parks at Phagwara. Cool and clean drinking water is provided to passengers at Phagwara Railway Station the only best and free water service in Punjab. Labour welfare funds are arranged for the employees and they are given gift at the time of marriage. Vocational training to students referred by institutions in different fields like Production, Quality, Accountancy and Office Management, etc. Company invites the officers of civil authorities to talk on Civil Rights, Labour Laws and Traffic Rules, etc. The company believes in UNITY IN DIVERSITY and have a Hindu Temple and a Muslim worship place in the premises of the factory to boost the cooperative attitude and living in unison among each other. The Managing Director Shri S.P. Sethi has served the prestigious organization, that is, Rotary International in the capacity of Rotary Governor for Punjab, Himachal Pradesh and Jammu & Kashmir State. The Managing Director is serving as President Punjab Electrical Goods Manufacturing Association as the Vice President of All India Women's Football Association and is also the President 'Shree Gita Bhawan', Phagwara since 1999. The Joint Managing Director is the Secretary 'Laghu Udyog Bharti', Phagwara.

Inspiration and encouragement came from our revered father Late Shri Nanak Chand Sethi who was the main architect of what we are and where our company stands today. His goal from the beginning was not profit, but total devotion to the customer. He was of the opinion to give full return to the customer for his money spent on our products and make him proud for choosing FINE Switches.

The inspirational words of our parents motivated us and we surveyed the domestic and international markets and adopted all the technical/commercial factors of other manufactures, which lead our products to the top. The sincere and hard work of the Management/Staff and the force behind our quality control put us on the world map.

Though there were lots of hindrances/problems..

"Manzlen pane wale raste ke meel pathar nahi gina karte"

Commendation Certificate 2007 Large Scale ServiceRGNQA

2921.57

2004-05 2005-06 2006-07

3324.80

3655.6

PERFORMANCE CHART

turn

ove

r (R

s in

lakh

s)

BRINGING FRAGRANCE TO LIFE

SFP SONS (INDIA) PRIVATE LIMITED

53

SFP Sons (India) Private Limited, established in 1992 is an

ISO 9001 : 2000 certified EOU organization and its main

business manufacture of Attars, perfumes (EDP, EDT,

Colognes, etc), Essential oils and a range of Cosmetic

products like Talcum powders, Creams and Lotions and Hair

care products. All these products are marketed under the

brand names "Ahsan' 'Tara' 'Taibah', 'Malaki' 'Salaam'

'Silent Valley' and 'Crazy Moments' and are available in

more than 20 countries. The Company made its beginning

with a modest capital and gradually grew over the years to

register over Rs 36 crore turnover in 2007. Today it has

major market presence in Middle East, Africa, Sri Lanka,

Canada, United kingdom, Egypt, Malaysia, etc besides

domestic market.

The Company believes that a key factor for achieving

excellence and consistency in Quality is motivation of the

employees. In turn, the timely encouragement from the

government is a major driving force for motivation of the

management to maintain the Quality System.

SFP Sons has embarked on its voyage towards Quality.

Conceiving customer focus as a corporate paradigm, it has

worked relentlessly through implementation of stringent

measures with a thrust for a transformational change for a

higher level of performance. Many faceted inputs were

given in its noble venture and assimilated and its

manifestation was the award of ISO 9002 certificate in

January 2000 for its operation for quality management

system by the Bureau of Indian Standards. In its mission to

add value to its services, this was one more step ahead.

An Interview with Shri Dinesh S. Patel :

1) What are the motivational factors for the organization

to apply for the award ?

The basis of this award is recognition of the aspects of

excellence in an organization which is a sure and strong

motivation for the management. In addition, the award is a

prestigious and coveted one at the national level and even

the top companies, that is, with each other in winning this

every year. Securing the award will exponentially raise the

market visibility of the organization and result in

rededication of its efforts towards achieving better and

higher excellence in the future which in turn will help the

company to succeed globally. In short, the Rajiv Gandhi

Award is a Gold Standard for such recognition awards

meted out elsewhere in the world. It gives the company a

self-assessment where it stands in comparison with other

industries in the country. The company's long vision is to be

in a commanding position in the area of perfumery and set

standards for FMCG perfumery products in India.

2) Strategies that were followed for achieving excellence

in various activities : The organization has adopted ISO

9001 standards for its activities in the entire organization

By following the 8 basic elements of quality management

principles – mainly customer focus, leadership,

involvement of people, process approach, continual

improvement and mutually beneficial supplier

relationship.

Employing qualified and trained personnel for constant

improvement.

Sincerity and hard work of employees.

The company has obtained Good Manufacturing Practices

(GMP) certificate and adopts in the production processes.

All the products manufactured conform to International

Fragrance Association (IFRA) and FDA standards.

Well equipped laboratory with modern facilities.

Constant update with current advances in science and

technology.

Visiting several national and international organizations

and conferences to update knowledge.

Rigorous survey of market to identify gaps and potential.

Personal interactions with suppliers and customers and

arranging suppliers meets.

Understanding competitors by competitor analysis and

benchmarking.

Commendation Certificate 2007 Small Scale ManufacturingRGNQA

SFP Sons (India) Private Limited

54

Regular training programs for employees to make them

understand and commit themselves to the quality

objectives of the business.

Periodical internal audits and analysis of data.

Innovating new products by R&D department which are

then sent to the valuable buyers for their feedback and

suggestions.

Encouraging new ideas from all employees and rewarding

good performers.

Reviewing the status during the corresponding period of

the previous year and implementing action for further

improvement in all the areas.

Organizing individual and collective Interactions with the

departmental heads to identify various solutions. This helps

in eliminating the system flaws and shortcomings using a

holistic perspective.

It is in the process of getting ISO 14001 certification for

Environmental Management System. Above all, the

management embodies a vibrant and pragmatic vision for

the future which is endorsed enthusiastically by all its

employees.

3) Tangible and intangible benefits accrued or likely to

accrue after achieving the award

Tangible benefits:

1. Awareness of the organization's name and products

will be greatly enhanced resulting in a positive impact

on the market and financial gains.

2. Will empower the organization with special status

towards greater leadership at the national level in the

perfumery area.

3. Will help in raising internal standards and targets.

4. Will help retain employee loyalty and commitment.

Intangible benefits :

1. The company will serve as a role model for other

aspiring companies.

2. Status of the company in the international scenario will

receive a great fillip.

3. Contribution towards instilling confidence among

international players for Indian products in a generic

manner.

4. Appreciation of the organization by society may and

often does play a vital role in securing the success of

the business.

5. When faithfully and aggressively pursued it results in

cultural transition and an atmosphere of continuous

improvement.

6. The other major advantages are :

- Improved customer satisfaction.

- Increased competitive strength.

- Greater market share and

- Global acceptability

Entrance View of J.P. Foundries Belgaum

We had been reading about this award for many years. We

wanted to apply for this in the year 2001 itself but when

we read through the details we realized that we had a long

way to go before we could apply. It was a revelation to us

and we decided to improve our total working before we

could aspire for it.

The market had changed dramatically after the

liberalization, privatization and globalization was

ushered in, in 1991. The customer started becoming more

and more demanding as the MNCs started coming in to

India and imports were freely allowed. We realized that

unless we improved our working to meet the challenges

of the market we would not survive. The market became

very competitive and demanding. The market turned

from a SELLER's market to a BUYER's market. It demanded

and still demands:

1. Q for QUALITY

2. C for COST: competitive cost.

3. D for DELIVERY: as and when and where required

4. S for SERVICE

5. F for FLEXIBILITY

6. I for INNOVATION: to keep pace with market

7. M for MANAGEMENT: good management to meet

all these challenges

We undertook many initiatives like ISO 9000, ISO 14001

EMS, 5S, 6Sigma, Zero Defect concept, Kaizen, etc. We

had also won the National Award for Quality Products in

Small Scale Sector 1998 and the Best supplier award from

our major customer, so we thought that we should

attempt for RGNQA.

55

Front view of office block - J.P. Foundries

A JOURNEY TO EXCELLENCE

J. P. FOUNDRIES

Commendation Certificate 2007 Small Scale ManufacturingRGNQA

J.P. Foundries

We also realized that working for the RAJIV GANDHI

NATIONAL QUALITY AWARD would be a driving force for us

and the employees as it involved the concept of TOTAL

QUALITY MANAGEMENT. We expected to improve our

total working keeping in view the various criteria for

assessment. And we can now proudly confirm that it has

really helped us to improve. The workshop on RGNQA organized by BIS at Bengaluru

was an eye opener for us and gave valuable guidance. We

apprised all our employees regarding the RGNQA and set a

target date for application for the award.

We conducted regular training sessions for all the Head

of the Departments (HODs) and the key employees in

order to make them aware of the criteria for assessment

and the advantages of the effort. Monthly targets were

set to each HOD to make the effort time-bound and

effective. This motivated each employee to achieve the

targets in all areas and we could see marked

improvement in their performance.

First we decided to go in for ISO 14001:2004 EMS

certification and achieved the difficult task for an SSI

Foundry unit, by the target date.

Our procedures in all the areas were streamlined.

We had been carrying out various activities under

'Corporate Social Responsibility' and we laid more stress on

this and increased our budget. The employee satisfaction

survey was made more inclusive to enable us to understand

the issues and take suitable action.

Due to the various steps taken to get this award there is a

marked improvement in the performance parameters. The

business results have improved and the morale of

employees has gone up. Employee satisfaction is up. Their

dedication to work has gone up and they are enjoying the

work. The recruitment and retention has improved.

We are now recognized as the suppliers of reliable quality

products. Our customer base can be expanded if we desire.

We are looked upon as the 'Champion' of Quality. Our

standing in the Society now is as an Ethical, Quality

Conscious manufacturer. We have an opportunity for still

further growth.

Public Garden Maintained by J.P. Foundries

56

57

JET KNITWEARS PVT. LTD.

MANUFACTURER AND EXPORTER OF KNITTED UNDERGARMENTS

Since inception we at Jet Knitwears Pvt Ltd, Kanpur, have

strong faith in Quality, so we have the principles of quality in

production, sales and after sales services. We proudly acclaim that since 2002 from BIS we are the first

in the Small Scale Industry(SSI) Sector for Hosiery

Undergarments manufacturers in the country to implement

ISO System till date. So our commitment to Quality is well

established in the market. We have been recipient of the

National Awards of Entrepreneurship, Quality and

Research and Development by Ministry of SSI, Government

of India in different past years. Ours is the only SSI undergarments unit in India having all

these awards. By adopting ISO Systems and by achievement

of these awards, our unit was able to further upgrade the

quality at each and every step. During the routine ISO audit by BIS Team, it has come to our

knowledge that BIS instituted the Rajiv Gandhi National

Quality Award (commendation certificate) under the

Category of MSMEI – in Textile Sector as well and we

applied.

In general practice our unit works on the following four

policies : 1. Firm Faith in Positive Working.

2. Continous Upgradation of Production Systems.

3. Upgraded Quality on Reasonable Rates.

4. Satisfaction of The Customer.

By adhering to these policies, our units was able to receive

this award.

Strategies of our unit are based on:

a) Minimum stress to our workforce with maximum

output by controlling material handling systems and

simple mechanization of handling equipments.

b) Safely working conditions.

c) Proper Training to the Staff.

d) Maximum possible Reduction in Power at all levels.

e) Reduction in Water Consumption in processes.

f) Follow-up of ISO 9001:2000 QMS in truthness.

Commendation Certificate 2007 Small Scale ManufacturingRGNQA

Winning the most prestigious Quality circle award in India,

that is, Rajiv Gandhi National Quality Award 2007 has been

a significant achievement for Tasty Dairy Specialities

Limited family. In many ways, it authenticates our

resolution and firm commitment towards the best

processes and quality standards applicable on us.

Winning this award confirms the fact that our

ISO 9001:2000 and HACCP certified process methodologies

and quality practices are of the highest standards, and that

they provide consistent, world–class results and benefits to

our esteemed clients and society we live in. The award

brought laurels along with the inspiration, recognition and

honour for us. Once we use the word inspiration, getting

this recognition in form of “Commendation Certificate”

augmented our desire to be the best and win the best of all

category award next time.

We feel very proud of ourselves once we add the phrase “A

Rajiv Gandhi National Quality Award, 2007 winning

company” but at the same time without being complacent

we availed ourselves a chance to introspect and found that

there still lies a lot of room for improvement and the work

has been started to bring the same up to the best.

In today's super competitive global market, there is a race to

achieve the best. Our company by the virtue of its vision was

always in pursuit of excellence in term of quality, process,

products and services. The intention behind applying for the

award was preliminary to set a benchmark for ourselves in

the form of being the best in everything we do. We found that

even in the event of failure in winning this award, the

wrenching self examination, new policies and tough

standards needed merely to qualify for these prizes would be

yielding a valuable dividend for our company and could have

brought dramatic change in our pattern of working.

MOTIVATIONAL ASPECTS BEHIND

APPLYING FOR THIS AWARD:

TASTY DAIRY SPECIALITIES LIMITED

The motivational aspect for our organization to apply for

the award can be summed up as our intention to avail

ourselves a chance to stand beside the champions of

quality movement in India, to get judged ourselves by a

team of experts in this field and an intention for getting

recognized for our sincere efforts towards quality.

In the quest for winning this award, we had to strive hard,

sweat through long hours and a lot of paper work. Though

the strategy that we followed for achieving excellence in

various activities was one of the most simple and humble

one, that is, “to put in our best for being the best”. However

a very clear and calculated methodology was defined and

adopted towards achieving this goal which included:

An inter-departmental audit for all functions in our unit was

done which was followed by a critical assessment report.

The report was discussed with top management along with

different departmental heads and areas of concern were

identified.

The strategies were discussed and devised based upon

which direct action plan with time limits was formulated

and put into implementation.

A mid-term assessment was done and the targets were

achieved well within the prescribed time period which was

followed by a final inter-departmental audit.

Finally a power-point presentation was made on our

policies, activities and business results in brief and was

explained to the visiting team.

In brief this whole exercise was exhaustively done with

clearly defined targets in mind and proved to be much

beneficial in achieving our goal.

STRATEGIES THAT FOLLOWED FOR

ACHIEVING EXCELLENCE:

58

Commendation Certificate 2007 Small Scale ManufacturingRGNQA

Tasty Dairy Specialities Ltd.

BENEFITS ACCRUED OR LIKELY TO

ACCRUE AFTER ACHIEVING THE AWARD:

The benefits that we drew with winning this prominent

award included the following:

We were recognized as champions of quality movement in

India due to our efforts and commitment towards overall

quality. The news of this achievement was covered

appreciably by all leading news papers and media channels.

This has given us a significant and important mileage over

others in the same trade.

The overall image of the company in corporate circles and

general public has improved a lot as they are now more

assure of the quality of our products and services. Our

consumer loyalty and faith grew stronger after our winning

this award.

We have been getting new customer enquiries especially

from Institutional ones from ever since we have been

chosen for this award.

We were able to introspect and analyze ourselves

thoroughly from both of our strength and weakness angles,

which resulted in better processes, better management

and better control over quality in our results. Our systems

and processes have become the more sturdy ones resulting

in increased efficiency. The new systems we adopted after

this exercise have resulted in success in reducing

production losses, rejections and scrap. As a result we were

able to draw more production per shift which increased our

profitability ratio.

Our employees, now more proud of working in this

company, have become more affectionate towards our

company and their sense of belonging grew stronger with

the pride of this honour. A new zeal and enthusiasm has

entered in our work force and the sense of quality

consciousness has been inculcated in our employees.

In a nutshell, this whole exercise of winning this award

transformed us into the more thorough, more profitable

and simply better enterprise.

59

Q. What were the motivational aspects for your in India and establishing grinding units near source of

organization to apply for the Award? flyash availability for better economy through freight

optimization and to encash market opportunity.A. The Company 's vision to become recognized as one

amongst the leading players in the cement industry. Enhancement of organization towards total quality for

The Jaypee group's own initiatives in infrastructure business excellence.

sector like thermal power, concrete dams, express Q. Strategies that were followed for achieving excellence ways, Real estate development, hospitality, etc, as

in various business activities?well as the general developmental scenario in the

country, the whole necessitated a growth in the A. Some of the strategies followed for achieving cement production capacity of JAL. Accordingly JAL

excellence in business activities are listed here under : cement division has regularly added capacity

through expansion and more recently this growth Cost effectiveness through saving in freight cost of

has been very explosive (Figure 1 & 2 a).flyash and cement dispatch by establishing

grinding/blending units near source of flyash A strategic feature of this expansion has been an availability. Establishing new plants in various states expanding business horizon to a national level, from utilizing opportunity of favourable tax benefits offered primarily being regional, by establishing plants in by the states. Achieving self reliance on power besides various states for taking advantage of respective achieving consistency and reliability of plant operation. natural marketing zone (NMZ), and strategically Ensuring cent-percent capacity utilization through building up on the existing strengths of quality, energy continual improvement and upgradation of plant and efficiency and high productivity.equipment.

Application of innovative technologies and business Installing a strong system of capturing customer voice strategies like setting up blending units for the first time

Figure 1

60

JAIPRAKASH ASSOCIATES

Commendation Certificate 2005 Large Scale ManufacturingRGNQA

61

through regular perception surveys and using input for Establishing new railway siding at the Bela Plant for strategic planning for business improvement. Adopting reduction in cost of product & raw material handling regular satisfaction measurement with an approach to and logistics.enhance employee satisfaction for building a

motivated work force eager to meet company's Instituting a separate training center The 'Technical

objectives. While focusing on the policy of cost control, Training Group' (TTG) for meeting the training

no compromise was made on vital cost elements that requirements for upgrading knowledge and skills of the

are necessary for sustainability of the organization.employees at a fast pace. For this JAL has opted for

some advanced training tools like the Cement Process Leadership involvement in initiatives on quality Simulator for the first time in the country.management, environment, and occupational health

management aspects by acquiring ISO 9001, 14001 and Q. Tangible and intangible benefits accrued or likely to

OHSAS 18001 certifications and NABL accreditation for accrue after achieving the Award?

the cement plant's QC Lab.

A. JAL has benefited greatly due to the increased Promoting and promulgating quality circles, safety

consciousness in cost reduction, productivity circles, interactive fora, corrective and preventive action

enhancement and sharper focus on safety and committees (CPACs), cells for monitoring environment

environmental concerns.and energy for encouraging and implementing in-house

ideas and for management of continual improvement. The benefits accrued can be judged by looking at the Encapsulating and cascading of organization's cultural typical results of performance criteria relating to values to support a strong induction program to ensure customer, employee and business related results as culture and value-fit of new employees. Development of displayed through figures 2(a) to 2(d) for JRP.future managerial cadre (FMC) for faster development of

The eager customer acceptance of the Jaypee cement talented employees as well as the Development Core brands in trade sales as well as their selection by choice Group (DCG) as reserve cadre, to meet exigent for prestigious institutional projects and the continued requirements for managing critical functions at any of patronage for decades of important institutions like the the several plant sites.Indian Railways bear testimony to the brand loyalty

Installing an ERP system for interconnecting all business enjoyed by Jaypee's brands of cements. the focus on locations for effective management control of resources and quality and resultant customer loyalty is probably the business processes. Establishing V-sat communication biggest benefit obtained providing the force to pull the between plant sites, sales centers and warehouses for expansion program.achieving cost-effective and faster deliveries.

Jaiprakash Associates

Figure 2 (a)

CA

PA

CIT

Y (

MW

)

350.0

300.0

0.0

50.0

100.0

150.0

200.0

250.0

2003

2004

2006

2009

2010

2011

Fut

ure

Pla

n

YEAR

25.050.0

88.0

248.0

308.0 308.0

CAPACITY EXPANSION IN CAPTIVE POWERGENERATION (MW)

CA

PA

CIT

Y (

MIT

PA

)

32.0

28.0

0.0

4.0

8.0

16.0

20.0

24.0

2008

2004

2002

1996

2009

2010

2011

Fut

ure

Pla

n

YEAR

CAPACITY EXPANSION IN CEMENT PRODUCTION(MILLION TON PER ANNUM)

12.0

1986

1981

1.02.5

4.0 4.27.0

9.0

19.4

26.5

31.0

62

Jaiprakash Associates

Figure 2 (b)

Figure 2 (d)

To

tal S

p. H

ea

t C

on

s.

(Kc

al/K

g)

2004 - 05 2005 - 06 2006 - 07 2007 - 08YEAR

704

708

698 698

712

708

704

700

696

692

JAYPEE REWA PLANT TOTAL SP. HEAT CONSN.(Kcal/Kg-clk.)

To

tal S

p. H

ea

t C

on

s.

(kW

h/T

)

2004 - 05 2005 - 06 2006 - 07 2007 - 08

YEAR

94.3

JAYPEE REWA PLANT TOTAL SP. POWER CONSN.(KwH/t.-cem.)

84.0

86.0

88.0

90.0

92.0

94.0

96.0

92.9

89.9

88.1

CO

EM

MIS

SIO

N2

(To

n-C

O/T

on

-Ce

me

nt)

2

2004 - 05 2005 - 06 2006 - 07 2007 - 08

YEAR

JAYPEE REWA PLANT Co EMMISSION PER TON OF CEMENT2

(Ton-CO /Ton-Cement)2

0.602

0.604

0.606

0.608

0.6010

0.6012

0.6014

0.6016

0.60180.615

0.616

0.607 0.607

2004 - 05 2005 - 06 2006 - 07 2007 - 08

YEAR

12000

10000

8000

6000

4000

2000

0

YEAR WISE PERSONNEL TRAINED

2580 3032

84979679

PE

RS

ON

NE

L T

RA

INE

D

2004 - 05 2005 - 06 2006 - 07 2007 - 08

120000

100000

80000

60000

40000

20000

0

YEAR WISE TRAINING MAN HOUR

17230 TR

AIN

ING

MA

N H

OU

R

33389

61462

104612

YEAR

0.70

JAYPEE REWA PLANT WASTE UTILIZATION(MILLION TON PER ANNUM)

0.65

0.60

0.55

0.50

0.45

0.40

2004 - 05 2005 - 06 2006 - 07 2007 - 08YEAR

FLY

AS

H C

ON

S (

MIT

PA

)

0.49

0.54

0.65

0.68

A humble beginning that started 28 years ago through the the employees and management has contributed to a very

setting up of a Polyvinylchloride (PVC) pipe manufacturing high level of customer satisfaction.

plant at Kollam, a coastal town in south Kerala, the Hycount pipe is the flagship brand of Hycount group of installation of Hycount Plant at Kollam was a dream-cum- industries and is the result of the company's commitment true project of a visionary industrialist late Prof M K A to quality health, hygiene and social involvements. Hameed, who also had the distinction of being the Sophisticated state-of-the-art technologies, adherence to chairman of the Kerala State Planning board at the time of international standards and environment-friendly its formation in 1967. Prof Hameed started his business practices have contributed to the brand success. Every career in 1980 by opening a PVC manufacturing plant at inch of Hycount pipes not only glitters with quality hygiene Kollam. He initiated steps to promote PVC pipes as a but also assures durability.successful alternative for G.I. Pipes for potable water

Business plans are evolved by regular monitoring and supplies with considerable advantage in cost, durability,

analysis of business activities and competitive ease of installation, etc.

environment. Customer pull strategy has been adapted as Hycount is the manufacturer of high quality rigid PVC pipes company's marketing strategy which encourages the and allied products. Ever since its commissioning of the employees and management to reach heights. Frequent first plant at Kollam, Hycount attained the status of one of interaction with different departments with data analysis the manufacturers of No. 1 quality PVC products in the from different segments of the company is our regular country and continue to remain the market leader in the feature. At Hycount, growth is attained through ideation, southern part of India with an installed capacity of over protection and preservation by providing end-to-end 20 000 metric tones per annum produced from four units value added services.spread across Kerala.

The government of India is keen to develop our country at With the onset of globalization in the early 1980's the par with the competitive global standards. We should quality of products and services along with human enhance our efficiency and should embrace the global resources started gaining importance both in the competitiveness by addressing challenges and not by manufacturing and service sectors. The PVC industry was evading them.no exception to it. The process of globalization brought lot

A very sophisticated and well equipped laboratory is of changes in communications, technological innovations

attached to the production unit for which we are in the and along with them competitiveness. To survive in this

process of getting NABL accreditation.atmosphere, there was a need of being one up. We, at

With the advent of technology globalization and Hycount realized the vital importance and need of product

increasing purchasing power, the consumer market has quality along with human resource development. The

grown in size. The management and employees identified organization then started exposing the manpower to

the need to explore the possibilities of implementing total performance improving techniques. The objective was to

quality management system in the organization. As a first train the manpower to face the challenging situations and

step the organization started operating quality improve their performances to survive in the competitive

management system since 2001 and is certified by industrial environment. The net result was better

The BSI India Pvt Ltd.understanding and cordial relationship between

management and employees resulting in a collective Energy usage is controlled and regularly monitored with leadership. This is a major development in the area of utmost care. Wastage of water is minimized through human resources. The sustained brand image of Hycount recycling of used water, besides rainwater harvesting. pipes and allied products attracted many customers Hycount is a pollution free industrial unit and is in including state and central government departments and possession of ISO 14000 certification certified by The BSI public undertakings from far and wide. The overall growth India Pvt Ltd.of company and indomitable quality consciousness among

63

HYCOUNT PLASTICS & CHEMICALS

Commendation Certificate 2005 Small Scale ManufacturingRGNQA

Hycount plastics and chemicals is committed to develop its

business of the production of PVC pipes based on the

ecological and economical sustainability. The management

and all employees are committed to the care of

environment and the prevention of pollution, thereby

improving environmental performance. The organization

operates the processes which are prescribed under the

environmental protection act and in conformance with the

relevant environmental legislation.

Our efforts for sustainable development are based on the

result of our positive approaches and analysis in the

business process. It gives strength and energy to our growth

aspirations. We also approach positively towards the

weaker areas ident i f ied by us e i ther dur ing

internal/external audit process or while monitoring the

cont inua l improvement of our Tota l Qual i ty

Management(TQM) system. The company is basically self-

oriented and self-assessed. Our rapid growth is based on

our firm determination for the overall development of the

company. We are confident that our efforts for sustainable

development of the industry and growth of our country will

bear fruit and spur us on to greater success in the coming

years.

The organization has won various state and national awards

including Rajiv Gandhi National Quality Award

Commendation Certificate consecutively three times (in

2003, 2005 and 2006). Apart from these we received the

best entrepreneur award of Kerala state (The MP Pillai

Memorial Award of Kerala) and the best Kollam District SSI

award. We also received the best tax payer award for the

year 1994-95 from the department of income tax,

Government of India.

The national awards and honours have not only added

feathers to the crown of success of Hycount but also

contribute a lot to the moral values of all employees and

management. The employees at Hycount are highly

motivated to strive for excellence and giving special

recognition to those who are considered to be the leaders

of quality movement in India. The awards/honours have

generated interest and involvement of all employees of the

organizational setup in quality programme, drive our

products and services to higher levels of satisfaction and to

equip to meet the challenges ahead in domestic and

international markets.

The company's commitment to quality and timely delivery

propelled our growth. Following the quality initiatives the

industry has achieved major economic gains. Hycount is

expanding into new markets. Our core philosophy is to

develop and maintain long term relationship based on

trust, honesty, open communication and loyalty.

Accordingly, we offer a consistent business plan designed

to achieve the goal.

Hycount Plastics & Chemicals

64

BUREAU OF INDIAN STANDARDS

Hkkjrh; ekud C;wjks

Manak Bhavan, 9 Bahadur Shah Zafar Marg, New Delhi - 110 002 Website: www.bis.org.in

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