tbem cii exim bank award comparison

7/31/2019 TBEM CII Exim Bank Award Comparison

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A Comparison Between

The Tata Business Excellence Model

and

The CIIEXIM Bank Business Excellence Model

M Venkat Ram

TATA POWER


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LEADERSHIP

100 POINTS

KEYPERFORMANCE

RESULTS

150 POINTS

140POINTS

PEOPLE

90 POINTS

POLICY&

STRATEGY80 POINTS

PARTNERSHIPS&

RESOURCES90 POINTS

PEOPLERESULTS90 POINTS

CUSTOMERRESULTS

200 POINTS

SOCIETYRESULTS60 POINTS

ENABLERS 500 POINTS RESULTS 500 POINTS

INNOVATION & LEARNING

THE EFQM EXCELLENCE MODEL

PRO

CESSES


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The EFQM B E Model

Results : What has the organisation achieved; 500 pointsEnablers : How are the results being achieved; 500 points

The Philosophy

Excellent results with respect to:

Performance, Customers, People and Society

are achieved through

Leadership driving Policy & Strategy, People, Partnerships & Resources

and Processes.


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Results Determine results we are aiming for as a part of ourPolicy & Strategy; cover both Financial & Operational Results;cover Perceptions of its Stakeholders

Approach What are the Approaches we have designed to deliver the results

Deployment How have we deployed the approaches in a systematic way

Assessment Monitor & analyse the results achieved;

&

Review Plan & implement improvement

THE R A D A R APPROACH


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Tata Business Excellence ModelFrame Work

Organizational ProfileEnvironment, Relationships &Challenges

Leadership120 points

Customer &Market focus

85 points

StrategicPlanning85 points

HumanResource Focus

85 points

BusinessResults

450 points

ProcessManagement

85 points

Measurement, Analysis & Knowledge Management


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JRDQV AWARD EVOLUTION

Baldrige Award through Improvement Actapproved by President Ronald Reagan :1987

JRDQV Award based on Baldrige Awardderived Tata Business Excellence Modelinstituted:1994-95

Administered by TQMS


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EFQM Model

Enablers 500 points (50 %) Results 500 points (50 %)


(10 %)

People90 points (9 %)

Policy & Strategy80 points (8 %)

Partnerships &Resources

90 points (9 %)

Processes140 points

(14 %)

Society Results60 points (6 %)

CustomerResults 200Points (20 %)

PeopleResults 90Points ( 9%)

KeyPerformance

Results150 points

(15 %)



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CII-EXIM Bank AWARDEVOLUTION

EFQM formed: 1988

European Quality Award (with inputs from

Baldrige, Juran, Deming etc.) launched: 1991

Award adopted by CII-EXIM Bank : 1994

Administered by CII with technical support fromEFQM


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With Baldrige Model as reference,differences in EFQM Model

are indicated in redin the following slides


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Tata Business Excellence ModelFrame Work

Organizational ProfileEnvironment, Relationships &Challenges


Customer &Market focus

85 points

StrategicPlanning85 points

HumanResource Focus

85 points

BusinessResults

450 points

ProcessManagement

85 points

Measurement, Analysis & Knowledge Management


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TBEM Structure

Core Values

Categories

Items

Areas to address

Sub areas


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EFQM Model

Enablers 500 points (50 %) Results 500 points (50 %)


(10 %)

People90 points (9 %)

Policy & Strategy80 points (8 %)

Partnerships &Resources

90 points (9 %)

Processes140 points

(14 %)

Society Results60 points (6 %)

CustomerResults 200Points (20 %)

PeopleResults 90Points ( 9%)

KeyPerformance

Results150 points

(15 %)



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EFQM Structure

Fundamental Concepts of Excellence

Criterion

Criterion Parts


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Comparison Of Structures

TBEM EFQM

Core Values

Categories

Items

Areas to address

Sub-areas

Fundamentalconcepts ofexcellence

Criterion

-----------------

Criterion parts

-----------------


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TBEM Core Values & Concepts Visionary Leadership

Customer-driven excellence

Organizational and Personal Learning

Valuing Employees & Partners

Agility

Focus on the future

Managing for innovation

Management by fact

Social responsibility

Focus on Results & Creating Value

Systems Perspective


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EFQM - Fundamental Concepts Of Excellence

Results Orientation

Customer Focus

Leadership & Constancy of Purpose

Management by Processes & Facts

People Development & Involvement

Continuous Learning , Innovation and Improvement

Partnership Development

Corporate Social Responsibility


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ComparisonTBEM Model

Visionary Leadership

Customer-driven Excellence

Organizational & Personal Learning

Valuing Employees & Partners

Agility

Focus on the Future

Managing for Innovation

Management by Fact

Social Responsibility

Focus on Results & Creating Value

Systems Perspective

EFQM Model

Results Orientation

Customer Focus


Management by Processes & Facts

People Development & Involvement

Continuous Learning, Innovation & Improvement

Partnership Development

Corporate Social Responsibility


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EFQM Model Structure

Criterion 1


1a . Leaders develop mission,vision,values & ethics & are role

models of a culture of Excellence

1b. Leaders are personally involved in ensuring the organization'smanagement system is developed, implemented & continuously

improved.

1c. Leaders interact with customers, partners & representatives of

society

1d. Leaders reinforce a culture of Excellence with organizations

people

1e. Leaders identify & champion organizational change


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Criterion 2

Policy & Strategy

2a . Policy & Strategy are based on the present & future needs andexpectations of stakeholders

2b. Policy & Strategy are based on information from performancemeasurement, research, learning & external related activities

2c. Policy & Strategy are developed, reviewed & updated

2d. Policy & strategy are communicated & deployed through aframework of Key processes.


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Criterion 3

People

3a . People resources are planned,managed and improved

3b. Peoples knowledge & competencies are identified, developed

& sustained

3c. People are involved and empowered

3d. People and the organization have a dialogue

3e. People are rewarded, recognized and cared for


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Criterion 4

Partnerships & Resources

4a. External partnerships are managed

4b. Finances are managed

4c. Buildings, equipment and materials are managed

4d. Technology is managed

4e. Information and knowledge are managed


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Criterion 5

Processes

5a. Processes are systematically designed and managed

5b. Processes are improved, as needed, using innovation in orderto fully satisfy and generate increasing value for customers andother stake holders

5c. Products & Services are designed & developed based on customerneeds & expectations

5d. Products & Services are produced delivered & serviced

5e. Customer relationships are managed and enhanced


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Criterion 6

Customer Results

6a. PERCEPTION MEASURES Image (accessibility, responsiveness, etc.)

Products and ServicesSales and after sales supportLoyalty

6b. PERFORMANCE INDICATORSImage (number of customer accolades, award nominations etc)Products and Services

Sales and after sales supportLoyalty


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Criterion 7

People Results

7a. PERCEPTION MEASURES

Motivation Satisfaction

7b. PERFORMANCE INDICATORS Achievements Motivation and involvement Satisfaction Services provided to the organization's people


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EFQM Model StructureCriterion 8

Society Results8a. PERCEPTION MEASURES Image Performance as a responsible citizen :

Involvement in the communities where it operates :

Reduction & prevention of nuisance & harm from its operations and/or throughout the life cycle of its products and services

Reporting on activities to assist in the preservation & sustainability ofresources

8b. PERFORMANCE INDICATORS Handling changes in employment levels Dealings with authorities on issues such as: certification,clearances, import / export , planning, product release.

Accolades and awards received

EFQM M d l St t


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EFQM Model StructureCriterion 9KEY PERFORMANCE RESULTS

9a. KEY PERFORMANCE OUTCOMES Financial Outcomes1. Market related &general data (sales, share price, dividends etc.)2. Profitability (gross margins, EPS, earnings before interest & tax , contribution margin etc.)3. Investment & asset related information (ROIC, RONA , ROCE etc.)4. Budgetary Performance (Performance against organization or unit budgets)

Non- Financial Outcomes1)market share, 2)time to market, 3)success rates,4) Volumes & 5)Process performance.

9b. KEY PERFORMANCE INDICATORS Financial1)cashflow, 2) depreciation, 3)maintenance costs 4)Project costs,5)credit ratings

Non-Financial1) Processes (performance ; assessments ; innovations ; cycle times)2) External resources including partnerships (supplier performance ; supplier price ; number &value added of partnerships ; number & value added of joint improvement with partners )3) Buildings ,equipment & materials : ( defect rates ; inventory turn over ; utilization )4) Technology : ( innovation rate , value of intellectual property; patents ; royalties);5) Information and knowledge : (accessibility ; integrity ; value of intellectual capital)


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Assessment Dimensions -ENABLERS

Approach

Deployment

Assessment & Review

A h


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Approach

Is the approach

Soundly based

Focused on stakeholder needs

Supporting policy and strategy

Linked with other appropriate approaches

Sustainable

Innovative

Flexible

Measurable


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A & R i


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Assessment & Review

Is the approach and its deployment :

Measured for effectiveness regularly

Providing Learning opportunities

Benchmarked with others, e.g. competitors, industryaverage or best in class

Improved based on the outputs from learningand performance measures


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Trigger PointsChanges in organizations initiated due to several trigger points-external, internal.

Excellent Orgns have a sound system to measure, review and proactively pick up triggers forchange rather than merely reacting to external/internal pressures or failures.

They will have a balanced set of trigger points

Typical Triggers:Vision/Mission/Values

Company Plans

Learnings of Teams:

Benchmarking Self-Assessment

R&D

Internal Audits

Market Research

Management Reviews

People and Partner Ideas

Customer Demands (Present)Changes in Competition

Changes in Government Policies

Changes by Technical Collaborators / Partners

Changes in Ownership

Changes in Economic Environment

Reactions to Problems / Failures

A t Di i RESULTS


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Do the results

Cover all appropriate stakeholders

Measure all relevant approaches & deployment of approachesusing perception & performance indicators

Show +ve trend / sustained good performance. If yes, for how long

Have targets? If yes, are the targets achieved?

Have comparisons with others, for example, competitors, industryaverages or best in class

Compare well with others

Show a cause and effect link to approaches

Measure a balanced set of factors both for now & future

Give a holistic picture

Assessment Dimensions -RESULTS


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Scoring Method - DifferencesTBEM Scoring done Item wise

No weightage for areas to address

(APPROACH DEPLOYMENT CATEGORIES)Approach, Deployment, Maturity Levels -BEST FIT

(RESULT CATEGORY)Reportage, Levels/Trends, Comparison, Linkage -BEST FIT

EFQM

Scoring done Criterion PART wise( i.e. for each area to address)

Weightage for each Criterion part

Weighted Average for each Criterion part

Overall Average for Criterion Score

(ENABLER CRITERIA)Approach, Deployment, Assessment and Review

(RESULT CRITERIA)

(Trends, Targets, Comparison, Causes, Scope)

RADAR SCORING MATRIX


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ENABLERS

Elements

Score 0% 25% 50% 75% 100%

Attributes

Approach

Sound :

approach has a clear rationale No results oranecdotalinformation

Some Evidence Evidence Clear Evidence Comprehensive

Evidence

approach has defined process

approach focuses on stakeholder needs

Integrated :

approach supports policy & strategyNo evidence oranecdotal

Some Evidence Evidence Clear Evidence ComprehensiveEvidence

approach is linked to other approachesas appropriate

Total

Elements

Score 0% 25% 50% 75% 100%

Attributes

Deployment Implemented :

approach is implemented No evidence ofimplementation

Implementationin about 1/4 ofrelevant areas

Implementationin about 1/2 ofrelevant areas

Implementation inabout 3/4 of relevantareas

Implementation inall relevant areas

Systematic :

approach is deployed in a structuredway with the method used fordeployment being planned & executedsoundly

No evidence oranecdotal



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ENABLERS

Elements Score 0% 25% 50% 75% 100%

Attributes

Assessment &Review Measurement :

regular measurement of theeffectiveness of the approach &deployment is carried out



Learning :

is used to identify best practice &improvement opportunities



Improvement :

Output from measurement &learning is used to: identify,priorotise,plan & implementimprovements



Total

Overall Total



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RESULTS

Elements Score 0% 100% 200% 300% 400%

Attributes

Results Trends :

trends are positive AND / OR No results oranecdotal information Positive trends and /or satisfactoryperformance forabout 1/4 of resultsover at least 3 years

Positive trends and /or sustained goodperformance forabout 1/2 of resultsover at least 3 years

Positive trends and /or sustained goodperformance for 3/4of results over atleast 3 years

Positive trends and /or sustained goodperformance for allresults over at least 3years

there is sustained good performance

Targets :

targets are achieved No results oranecdotal information

Achieved &appropriate for about1/4 of results

Achieved &appropriate forabout 1/2 of results

Achieved &appropriate for about3/4 of results

Achieved &appropriate for allresultstargets are appropriate

Comparisons :

results compare well with othersand/or

No results oranecdotal information

Favourablecomparisons forabout 1/4 results



Favourablecomparisons for allresults

results compare well withacknowledged ' World Class'

Causes :

results are caused by approach No results oranecdotal information

Cause & effectvisible for about 1/4results


Cause & effect visiblefor about 3/4 results

Cause & effect visiblefor all results

Total

Results Scope :

results address relevant areas No results oranecdotal information



Cause & effect visiblefor about 3/4 results

Cause & effect visiblefor all results

results are appropriately segmentede.g.by customer, by business

Total

Overall Total Anecdotal Basic Competitive Advanced World Class


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Thank You

tbem cii exim bank award comparison

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