1. 16 companies present their best practices at BestPrax Conclave 2010

    May 10, 2010 by admin

    Another fascinating event organised by the Indian GBN member BestPrax Club, over the two days of the Conclave 2010 the BestPrax Club held the “Benchmarking aspects of Business Excellence” at Mumbai where 16 teams from manufacturing and services organisations  such Hindalco Industries, Yes Bank, Grasim Industries, Tata Power and others shared more than  30 best practices they developed and implemented in their organisations to successfully drive excellence in their operations.

     

     best practices Conclave 2010            best practices at BestPrax Conclave 2010

    best practices at BestPrax Conclave 2010

    Media press release:

    The Best Prax Club’s Conclave 2010 on ‘Benchmarking aspects of Business Excellence’ held at the Taj President on 28 and 29 April drew an enthusiastic response from professionals engaged in promoting business excellence across a wide spectrum of Indian manufacturing and service industry.The conclave focused on leadership and strategic planning covering the theoretical underpinnings of the benchmarking practice as also the ‘hands on’ field experience and expertise gained by various organisations through the best practices. These included diverse groups representing the academia, healthcare, mining, manufacturing, consumer products, insurance, banking and other domains.

    Setting the context for the conclave, Suresh Lulla, founder and director, BestPrax Club India, dwelt on the evolution of the concept of quality over time, starting with the consumer’s expectation of better quality of the goods/services he purchased to better quality at less cost to better and cheaper plus faster delivery to the current quality paradigm of better, cheaper, faster and different offerings. Emphasising that consumers were no longer looking for clones of established product and service offerings but rather offerings that incorporated the wow factor, which innovation alone could best deliver, he said, this called for integrating the key core value of ‘managing for innovation’ in fostering performance excellence. Innovation itself would involve ideation which would come from ‘Cross industry benchmarking’ involving knowledge mining and bench marking survey.

    Robin Mann, chairman, Global Benchmarking Network, offered an overview of the global benchmarking network and its activities and projects across 22 member countries. He said the current use of improvement techniques involved Informal benchmarking (68 per cent of organisations), Performance benchmarking (49 per cent) and Best practice benchmarking (39 per cent), according to a study conducted in 2008 by the Global Benchmarking Network (GBN). The study also showed an average financial return of $100,000 to $125,000 per best practice benchmarking project with over 20 per cent reaping benefits of more than $250,000 per project.

    Elaborating on the theme, Bruce Searles, director- business development, GBN and managing partner, Benchmarking Partnerships, Australia, explained what constituted business excellence and how implementing a benchmarking framework could help organisations deliver improved and sustainable business results.

    Following the proceedings on the opening day, the second day of the conclave saw 16 teams from organisations across manufacturing and service sectors, including banks, health care providers, heavy industry, utilities etc share 10 best practices they developed and implemented in their organisations to successfully drive excellence in their operations.

    Hindalco Industries, Mumbai with the vision to emerge as a premium metals major, global in size and reach with a passion for excellence outlined the 10 best practices implemented in the organisation, including fostering a culture of transparency and integrity with external and internal customers, unleashing employee potential, nurturing a culture of innovation and continuous improvement.

    Yes Bank, which pursues a brand strategy to build one of the finest financial brands in the India, has set its vision of being recongised as the Best Quality Bank of the World in India. The bank nurtures values of growth, trust, technology, knowledge driven human capital, transparency and responsible banking and aims to champion the “Responsible Banking” in India where the concepts of corporate social responsibility and sustainability are integrated in the DNA of the organisation. The 10 best practices the bank has implemented include leveraging technology for workforce empowerment, innovative recruitment and onboarding practices, total outsourcing and co-creation of value and mobile banking.

    Grasim Industries’ white cement division manufactures white cement, wall care putty, and a range of surface preparation products. The company’s vision is to emerge as the most preferred supplier of quality products in the category and to achieve sales revenues in excess of RS1,000 crore. The company has instituted various best practices, including a knowledge integration programme, vision formulation, creativity index, benchmarking 100 companies and a leadership driven innovation culture. The company seeks to inculcate values of integrity, commitment, passion, seamlessness and speed through the organisation.

    Tata Power is engaged in power generation, transmission, distribution and trading in power, fuel and fuel logistics with transmission lines and distribution network being the delivery mechanisms. The company envision’s emerging as the most admired integrated power and energy company delivering sustainable value to all stakeholders, with a strategic intent of generation 25,000 MW by 2017. The company has adopted creation of sustainability mindset, organisational excellence through TBEM, multirater process and Tata Power Energy Club as some of the best practices for driving excellence.

    ACC- Gagal Cement Works produces Ordinary Portland Cement (OPC) 43 Grade and Portland Pozzolana Cement (PPC) with 98% of its output being blended cement, ie, PPC, which is an eco-friendly and durable cement. The company’s vision is to be one of the most respected companies in India recognised for challenging conventions and delivering on its promises. The company has implemented a slew of best practices, including sharing of best practices among sister works, promoting cost consciousness among employees, afforestation, and ACC Ashwamedh among others.

    Sterlite Industries (SIL) manufactures copper cathodes of LME grade ‘A’ and copper rods as its main products. The company’s vision is to be the worlds’ leading copper producer delivering sustainable value to all stakeholders by leveraging technology and best practices. Among the best practices implemented at SIL are SPIDER, Management Assurance Services, Project Parivartan and Total Quality Management.

    PT. Elegant Textile Industry & PT Indo Liberty Textiles, Indonesia produce 100% rayon, polyester and rayon/polyester blended spun yarn. The company has a mission to deliver superior value to customers, shareholders and employees and envisions emerging as a leading producer and exporter of premium quality man-made fiber spun yarn globally. Best practices implemented at the company include two-way communications, knowledge management, SAP, re-engineering, quality function deployment

    Hindustan Zinc’s Lead Zinc Complex is the largest zinc and lead production facility in the world. It envisions emerging as a world class company creating value, leveraging mineral resources and related core competencies. The company’s mission is to be the lowest cost zinc producer on a global scale and maintaining market leadership. The best practices at the company include integrated water management approach, transparency and reporting on corporate governance, triple bottom line among others.

    Aditya Birla Chemicals, Palamu, produces caustic soda lye, liquid chlorine, hydrochloric acid, sodium hypochlorite, anhydrous aluminum chloride. The company’s vision is to emerge as the benchmark in chlor alkali industry with clear focus on each business process. Ancillarisation, CSR activities through Jan Sewa Trust of ABCIL, Group Synergy for strategic are some of the best practices being followed at the company.

    ITC- SBU, Packaging & Printing Division, services both domestic and export markets and supplies packaging solutions to various industry segments, including food and beverage, consumer electronics etc. The unit envisions emerging as the most preferred supplier and key marketing partner for all customers and has implemented Triple Bottom Line Approach, Green Packaging, constant innovation and continuous learning among other initiatives as best practices.

    Sesa Goa is India’s largest exporter of iron ore in the private sector and is majority owned and controlled by Vedanta Resources Plc, a London listed FTSE 100 diversified metals and mining company. Sesa Goa has three major inter-related business segments – iron ore, met coke and pig iron. With the vision of emerging as one of the top four iron ore mining companies in the world, the company strives to foster values of entrepreneurship, growth, excellence, trust and sustainability. Among the company’s 10 best practices are initiatives such as Energy Recovery Technology, Knowledge Sharing and Management, Nurturing Young Talent and JOSH Improvement Scheme.

    Castrol is engaged in manufacturing and marketing of automotive, industrial and marine and energy lubricants and counts Castrol Edge, Castrol Activ, Castrol Tection Globa, Castrol Hyspin, Castrol Cyltech 70 among the brand leaders. The company’s mission is to be a global differentiated player focusing on material and sustainable markets leveraging its brand strength, consumer/customer relationships through a cost disciplined approach and some of the best practices it has implemented to drive operational excellence are Brand Management, Individual Performance Management, Innovation, Road Safety, Self Advocacy and Self Certification.

    P D Hinduja National Hospital and MRC is engaged in healthcare delivery in personalised form either in the hospital or at home in an ethical way, respecting the dignity of the patient. The hospital’s vision is to deliver quality healthcare and the organisation strives to foster the values of Work to Give, Work is Bond, Act Local & Think Global, Partnership for Growth, Advance Fearlessly. The hospital has adopted a number of best practices, including Innovation in Healthcare, Six Sigma, Value Enhancement Strategies and Performance Review Mechanism.

    Eureka Forbes envisages a happy, healthy, safe and pollution-free world built on lasting relations. Eureka Forbes manufactures and markets products that provide solutions for water purification, cleaning technology, air purification, and security of domestic and commercial establishments. The company’s mission is to build sustainable relationships with customers by satisfying their evolving health, hygiene, safety and lifestyle needs. Among the best practices it has implemented to drive excellence are rewards and recognition, Euro Business Partner, EuroSenate, Product & Service improvements from Customer Insights.

    DAV Public School delivers educational services through mechanisms, including classroom instruction, books provided by the school and other learning resources like library and laboratories. The school’s stated vision is to produce academically accomplished students equipped with competencies to enable the country to be counted as the world leader in human, intellectual and financial capital. The Best Practices at DAV Public School are Building Social  Capital,  Internal Audit Process, Legal and Ethical Behaviour and Internal Benchmarking of Icons/Leaders among others.

    ICICI Prudential Life Insurance is engaged in offering life insurance, retirement solutions, health insurance, and group insurance. The company envisages emerging as the leading life, health and pension player building on trust. The values the company strives to foster are Customer First, Ownership, Passion and Integrity and counts Business Case for MIS, Business Case for Sales force Automation, TATVA among its Best Practices initiatives for driving excellence.


  2. Benchmarking presentations on You Tube

    January 28, 2010 by

    Over the last year, I have been busy running benchmarking workshops in Bahrain, Kuwait, UAE, Singapore and the United Kingdom. The training addresses the misconceptions surrounding benchmarking and aims to increase the professionalism of benchmarking through a certification scheme.

    Through my research and experience it is evident that many organisations have misunderstood benchmarking or applied it incorrectly with poor results. In one of COER’s recent studies on behalf of the Global Benchmarking Network we identified that:
    • 25% of respondents that used benchmarking had not been trained in benchmarking and another 30% of respondents indicated that “only a few of the employees had received training or that training was rarely given”.
    • 30% of respondents that used benchmarking do not follow a particular benchmarking methodology when conducting benchmarking projects.
    • 25% of respondents do not follow (or rarely follow) a benchmarking code of conduct when undertaking a benchmarking project.
    • 30% of respondents “do not, rarely, or sometimes” develop a project brief for their benchmarking project specifying the aim, scope, sponsor, and members of the benchmarking team – thus indicating poor project planning.
    • 35% of respondents do not (or rarely) undertake a cost and benefits analysis of the project once it is completed.
    The methodology that I promote is the TRADE best practice benchmarking methodology. TRADE focuses on the exchange (or” trade”) of information and best practices to improve the performance of processes, goods and services. Use of this methodology, and its prescriptive approach, ensures that benchmarking projects:

    a) are focused on key areas of importance

    b) have the buy-in of key stakeholders at each and every step of the project

    c) are conducted professionally using a sound research approach
    d) deliver results. After each stage of TRADE, the project is reviewed to ensure it is on-track. If it is not on-track, the project can be stopped or the direction of the project changed.

    TRADE significantly increases the likelihood that best practices will be found, often resulting in breakthrough improvements. On average, as identified in COER’s study, successful benchmarking projects produce a return of more than US$250,000 – therefore it is well worth investing the time in learning and adopting a proven methodology.

    To help organisations learn more about benchmarking, COER has just launched a series of You Tube videos on benchmarking showing snippets from a presentation I gave at the Business Excellence Global Conference in Singapore:

    1. A benchmarking example from the health sector

    2. What is benchmarking?

    3. TRADE best practice benchmarking and certification Part 1
     
    4. TRADE best practice benchmarking and certification Part 2

    5. Popularity of benchmarking

    6. Benchmarking is becoming easier due to advances in social media

    7. What is the BPIR.com? – and how it supports benchmarking

    I hope that you find them useful. Good luck with your benchmarking efforts!

    Best regards

    Robin

    Dr Robin Mann, Commercial Director and Part-Owner, BPIR.com Limited, r.s.mann@massey.ac.nz

     


  3. The BPIR.com and recession proofing your business

    October 20, 2009 by

    How has the recession affected your business and what are you doing about it? With the current economic climate organisations everywhere are thinking one thing: “How can we survive the recession?”

    There are a number of ways your business can survive the recession. Some positive (reducing costs, optimizing, expanding), and some negative (layoffs, downsizing). Either way the BPIR.com can help you to research ideas and provide information on best practices for successful implementation.

    The strength of the BPIR.com is found in its vast amount of content in the form of research and case studies, and the fact that it is all accessible by keyword searches. Our research can help to prove or disprove your current plans, and you do not have to reinvent the wheel but refer to case studies from award winning industry leaders.

    If you haven't already – why not join the BPIR right now? Our resources will not only help you to get through the recession they can also help to take your business to the next level.

    As a follow-up to our previous post on the telecommunications industry , check out the snippet below from one of our many cases studies.

     


    Digital Island Communications in New Zealand

    The following is a refreshing account of some well earned success achieved by Digital Island Communications in New Zealand. DI are a top ICT company that provides internet & data services, toll calling, phone lines & systems, mobile phone services, conference calling, phone cards and fax-to-email services. They were also winners of the Deloitte Fast 50 "Fastest growing technology company in 2008", and "Fastest growing telecommunications business" award in October 2007.  Ruth Le Pla [1] in NZ Business magazine writes that in a slowing economy DI was losing a lot of revenue and to overcome this it worked at improving its total operations and closely examined its underlying business model.  As a result instead of retrenching this led DI to make the following improvements:

    • Carrying out a re-branding exercise in order to put a new sparkle into its image,
    • Examining the products offered and eliminating poor performers,
    • Dropping some suppliers and picking up new ones as appropriate,
    • Proactively offering key customers better prices i.e. reducing costs!
    • Assigning additional staff to focus on loyal customers,
    • Improving service levels,
    • Leveraging technology by implementing sales-force software and efficient document management systems,
    • Implementing cost reductions by targeting areas where the greatest impact and maximum gain would be achieved and not by “nit picking”,
    • Managing debtors closely by following up personally on the 21st of the month.
    • Communicating well internally so that staff were always in the picture,

     As a result of these actions Digital Island achieved more than 25% revenue growth for the 2009 financial year. Blair Stewart of Digital Island said that "When times become tough, you need to make better decisions faster than ever,” and offered the following advice for achieving growth:
     

    • Stay in touch with cash flows.
    • Add value to customers.
    • Personalise offers.
    • Develop ways to up-sell.
    • Carry out contingency planning.
    • Work closely with key suppliers and banks developing a relationship of openness and honesty.
    • Guide customers through sales processes and keep them informed, customers value the experience just as much as they value the result.
    • Don't read newspapers. They spread negativity.
    • Be positive. (The attitude projected by management teams has an incredible effect on an organisation.)

      [1]  Le Pla, R., (2009), The tough get going!, NZ Business, Vol 23, Iss  6, pp 24-28, Adrenalin Publishing Ltd., Auckland
     

     
    Members may read the full article (click here)   which provides further helpful tips regarding three organisations that have bucked the trend by rising against the recession.


  4. Findings from a global survey on business improvement and benchmarking

    December 17, 2008 by admin

    Hello all

    Thanks to all those BPIR members/supporters that participated in the Global Benchmarking Network’s survey on “Business Improvement and Benchmarking.”

    In total over 450 people responded from over 40 countries. It was the most comprehensive survey to date on the use of business improvement tools and,  in particular, on benchmarking. Key insights were revealed into this increasingly popular technique and how organisations were applying it and using it to improve their performance.

    Key findings were:

    • Mission and Vision Statements and Customer (Client) Surveys are the most used (by 77% of organisations) of 20 improvement tools, followed by Strengths, Weaknesses, Opportunities, and Threats (72%), and Informal Benchmarking (68%). Performance Benchmarking was used by (49%) and Best Practice Benchmarking by (39%).
    • The tools that are likely to increase in popularity the most over the next three years are Performance Benchmarking, Informal Benchmarking, Strengths, Weaknesses, Opportunities, and Threats, and Best Practice Benchmarking. Over 60% of organizations that are not currently using these tools indicated they are likely to use them in the next three years.
    • When Best Practice Benchmarking is done well significant benefits are obtained with 20% of projects resulting in benefits worth $250,000.
    • Respondents indicated that the external help/service that they most want (out of 8 services) is access to a best practice database!  This is obviously good news for the BPIR.com and means we are on the right track with our collection of 1,000’s of best practices.

    BPIR members can read the full report here, once logged in, and non-members can read Excerpts from a Report on the Global Use of Business Improvement Tools and Benchmarking.

    Join now to read the full report.

    II hope the report’s findings will assist you all in undertaking benchmarking more effectively.

    Best regards

    Robin

    Dr Robin Mann, Commercial Director and Part-Owner, BPIR.com Limited.