1. Tata’s Baldrige Advantage: A Multinational’s Model for Performance Excellence

    April 14, 2013 by BPIR.com Limited

    The Baldrige framework for Business Excellence has been used as an award framework in many countries around the world for more than two decades. However, it has been shown that organisations get the most benefit if they embed the business excellence concepts into their systems and processes and undertaken annual self-assessments against the framework.

    One organisation that has truly embraced business excellence is the Tata Group. Tata group comprises over 100 operating companies in seven business sectors: communications and information technology (Tata Consultancy Services were a runner up in the overseas category for the NZ Best Practice Competition 2012), engineering, materials, services, energy, consumer products and chemicals. The group has operations in more than 80 countries across six continents, and its companies export products and services to 85 countries.

    The group started to implement the framework in late 90’s and called it Tata Business Excellence Model (TBEM) which is ‘customised-to-Tata’ adaptation of the Malcolm Baldrige model.

    Performance is measured in absolute points; companies have to achieve a minimum of 500 points (out of 1,000) within four years of signing the Brand Equity and Business Promotion (BEBP) Programme agreement.

    Below is a blog post from Blogrige (the official Baldrige blog) on Tata’s Business Excellence journey


    If you live in North America, you’re probably familiar with Tetley, Good Earth, and Eight O’Clock coffee. These brands are among many owned by some of the more than 100 Tata companies, spanning six continents, whose combined revenue was $83.3 billion in 2010-2011 and whose combined global workforce is over 425,000. Based in India, the multinational conglomerate known as the Tata Group operates in more than 80 countries and exports products and services to 85 countries.

    What you might not realize is that Tata companies have been using the Baldrige Criteria for Performance Excellence for more than 15 years. While each Tata company or enterprise operates independently, all Tata-branded companies use the Baldrige systems framework. That’s because all Tata companies benefit from using the Tata Business Excellence Model (TBEM). The TBEM is based on the Baldrige Criteria for Performance Excellence and maintains the seven categories of the Criteria framework by name. To license the Tata brand, each Tata company must sign a legal agreement with the Tata Group holding company, Tata Sons, that ensures that it will follow Tata’s code of conduct and the TBEM.

    According to Tata Quality Management Services’s Sunil Sinha, Tata companies began using the Baldrige Criteria for Performance Excellence in the early 1990s. Based on their success, the Tata Group formally adopted the Baldrige Criteria and introduced the TBEM in 1994. Since then, the conglomerate has continually adapted its use of the Criteria to its strategic situation, bolstering self-assessment questions to strengthen each Tata company’s strategy. Tata also has added emphasis on systematically focusing on innovation as it uses the Criteria in its internal performance assessments.

    As Sinha affirmed in a recent phone interview, the Tata Group maintains a reputation for strong corporate governance values and practices that reflect a responsibility to society and the environment. “We realized that a group that has global aspirations needed to be strong in [Baldrige Criteria item] 1.2,” he says. So, among other adaptations of the Baldrige Criteria scoring system, Tata companies receive separate scores on their safety processes and safety results in TBEM assessments, and if they score relatively low in safety results, points are deducted from their score on leadership processes.

    Sinha presides over the Tata Group’s TBEM assessment process in his role as chief executive officer of Tata Quality Management Services (TQMS), a Tata division that helps other companies in the conglomerate improve their performance. TQMS conducts three kinds of assessments: (1) Basic: a high-level, fundamental assessment tailored for companies at relatively lower levels of maturity that quickly identifies key opportunities for improvement; (2) Standard: a fuller Criteria-based assessment like those of the Baldrige Program’s annual award process; and (3) Intensive: a detailed examination of the Tata company’s strategy and processes, which considers the robustness of its improvement strategies. This is done for the more mature companies and typically is more prescriptive.

    For the past 18 years, each Tata company receiving a TQMS assessment has received a site visit as part of the process. “Every company, whether low-scoring or high-scoring, gets a site visit because we want to give them an opportunity for learning,” says Sinha. During a site visit, a company receives a set of Criteria category scores and category-by-category presentations on its performance; later, it also receives a detailed feedback report. In each case, a TQMS consultant supports the assessment team in ensuring a high-quality assessment. The assessment system also helps each company create action plans based on the feedback, with a TQMS account manager assigned responsibility for helping the company improve. This account manager works jointly with the TQMS consultant who assisted the assessment team in interpreting the feedback for the assessed Tata company. To prepare internal assessors for this process, the TQMS division trains about 3,000 managers every year from across the Tata Group companies. “This allows for cross-pollination and builds managerial capability across our companies,” says Sinha.

    As a result of the use of the TBEM and assessment process, Sinha has witnessed significant benefits to Tata companies around the world. “We have seen a lot of companies becoming more competitive, customer-oriented, and process-focused,” he says. At the same time, he stresses, “The program is an improvement process, not an award process.” According to Sinha, the key insight that the assessment process must be part of a company’s ongoing performance excellence journey, and not a short-term focus on winning an award, led Tata to rename the model TBEM from an award program originally named for the Tata Group’s former chairman, JRD Tata. “If [the TBEM] is treated purely as award criteria, there could be some resistance to embark on the journey,” says Sinha, adding that this risk is particularly strong where a company’s market is very demanding. However, he says, if use of the business excellence model “becomes part of a focus on continuous improvement, more companies will benefit from it.”

    In one of Tata’s Leadership Thoughts videos, Sinha explains more about Tata’s use of the Baldrige-based TBEM program. Another video tracing the evolution of the use of the Baldrige Criteria through Tata’s Business Excellence Model may be found here.

    Clearly, Tata’s internal Baldrige-based business excellence model and assessment process have created a unified system to promote performance excellence in its companies around the world. Is it time for your company to start reaping similar benefits from a Baldrige improvement journey? Get started here. Or, if your organization is already using the Criteria to great benefit, please share your story!

  2. Impact of business excellence quality awards on enterprises

    April 9, 2013 by BPIR.com Limited

    According to research conducted by the Centre for Organisational Excellence Research there are at least 86 countries that have a National Quality or Business Excellence award, this is nearly half countries of the world.

    The question that comes to mind is what is the impact of Business Excellence awards? Do they deliver a competitive advantage? Is there a real benefit that justifies the effort and cost associated with implementing and promoting Business Excellence awards?

    To answer these questions COER conducted research on behalf of the Center of Excellence (COE) of the Asian Productivity Organisation (APO). The research aimed to identify the relevance of business excellence for long-term competitiveness and sustainability in Asia.

    The research focused on five countries: India, Japan, Republic of China, Singapore, and Thailand. Participating organizations were from the private sector and ranged from early adopters of business excellence to award winners.

    The research has made a significant contribution to the understanding of business excellence, its application, and its impact within Asia.

    Following the research, COER published three guidebooks for SMEs to assist in the the uptake of Business Excellence within Asian SMEs.

    • Engaging SMEs in Business Excellence: A guidebook for National Productivity Organizations (NPO)
    • Understanding Business Excellence: An awareness guidebook for SMEs
    • Implementing Business Excellence: A guidebook for SMEs

    The full research report and the three guidebooks can be downloaded from COER’s website here.


  3. 2012 Business Excellence Awards around the world

    February 23, 2013 by BPIR.com Limited


    In the pursuit for excellence 2012 was a very challenging year for many organisations around the world. Business excellence awards are  the most prestigious awards any organisation can achieve, it recognises organisationswhich have demonstrated excellence in all areas of operation.Below are some of the business excellence award winners of 2012, for a list of  other business award winners join BPIR today (we have a database of 13,000 award winners stretching back over 8 years) and learn how they achieved their success.

    EFQM Excellence Award

    • BMW Plant Regensburg
    • Bosch Tecnologie Diesel e Sistemi Frenanti S.p.A.
    • Coca-Cola Icecek A.S.Ankara Plant
    • JSC “Medicina”
    • pom+Consulting
    • Robert Bosch GmbH Bamberg Plant

    Singapore Quality Award

    • Singapore Customs
    • Wing Tai Retail Singapore

    UK Excellence Award

    • Interserve Construction
    • Merseyside Probation Trust

    Canada Awards for Excellence – Order of Excellence

    • College of Registered Nurses of Nova Scotia
    • Saint Elizabeth
    • Seaview Manor Corporation
    • Diversicare Canada Management Services Co., Inc.
    • Manulife Investment – Operations
    • Ontario Ministry of Northern Development and Mines
    • Ontario Parks, Ministry of Natural Resources

    New Zealand Business Excellence Foundation Award

    • Porirua City Council – Bronze

    The 86 countries that organise business excellence awards are described in this blog, https://blog.bpir.com/business-excellence/eighty-six-countries-with-national-quality-business-excellence-awards/

  4. World Business Capability Congress: The knowledge boot camp!

    December 11, 2012 by BPIR.com Limited

    Congress venue: Owen G Glenn Building

    Last week was a very special week for us, non-stop events for five days!, or as Dr. Robin Mann the congress chairman call it a “boot camp”.

    It started with the pre-congress workshop on Monday, there were very interesting workshops such as the Benchmarking for Best Practices workshop. Next day was the Global Benchmarking Network annual general meeting followed by the Welcome Reception at Waipapa Marae in University of Auckland in the afternoon.

    The congress sessions started on the 5th, it was an amazing event, more than 190 presentations in 5 parallel sessions presented by speakers from more than 25 countries, despite that New Zealand is “far, far away” there were many international speakers and delegates, many of them travelled more than 10,000 km to attend the congress.

    The congress social functions were an opportunity to see some of New Zealand icons such as Auckland harbour during the networking evening at Maritime Museum and Eden Park where the congress dinner and awards evening was held.

    To see the story of the congress from delegates perspective via twitter follow this topic in storify to see what the delegates tweeted about the congress from beginning till end.

    Check our blog regularly because next time I will write about the 1st International Best Practice Competition and the 1st Global Benchmarking Award.


  5. One week to go… the best ever conference to be held in NZ..over 200 speakers

    November 26, 2012 by BPIR.com Limited

    The World Business Capability Congress, www.worldbusinesscapabilitycongress.com, aims to make a real impact on helping organisations raise their business capability through “Driving Excellence> Innovation> Productivity> Export Growth”.
    There will be over 200 presentations (from over 30 countries), 24 keynotes speeches, 3 panel discussions and over 30 snappy eight minute best practice presentations from organisations competing to win the 1st International Best Practice Competition. Is this an event your organisation can afford to miss?

    Take a look at the Congress programme ——– which presentations are of interest to you?

    Listen to Tim Bean, a keynote speaker, on why he is travelling from London to Auckland to speak at the Congress

    Here are 7 good reasons to get excited about the World Business Capability Congress:

    1. The line up of international and local, business and academic speakers is probably the most impressive ever for New Zealand – offering a range of perspectives and expertise to learn from each day
    2. The programme has plenty of choice covering all aspects of business capability, so depending on whether you are interested in leadership, process management, human resource, customer focus or strategy, there are streams for you to attend
    3. The delegate price is very low for an international conference at $914 for three whole days from 8.00am to 6.30pm, with two and one day passes also available, making it extremely good value for money
    4. The Congress is a rare opportunity for New Zealand businesses to attend an international conference at an affordable price without the hassle and time commitment of travelling offshore
    5. The Congress networking event at Voyager Maritime Museum and the Congress Dinner (Eden Park), including the New Zealand Business Excellence Awards, are both optional and charged separately ($80 and $125 respectively) so you can choose what you want to attend and you can take extra guests
    6. The Best Practice Competition has attracted a very high standard of entry from both overseas and NZ – these quick fire sessions of 8 minutes each will provide great learning for companies wanting tips and ideas on how to improve
    7. The Owen Glenn Building, University of Auckland, is a fabulous venue, with ample parking and easy access to the motorway.

    We have also arranged pre-congress workshops on Benchmarking, Customer Focus, Lean and Performance Measurement – these can be viewed at http://www.worldbusinesscapabilitycongress.com/workshops

    So, now that you’re excited I do hope you and/or your colleagues can come to the Congress!

    All the best