1. Asia Pacific Quality Organisation Announces Winners of World class Performance

    June 10, 2010 by


    business performance


    (APQC: Chicago) Asia Pacific Quality Organization APQO recently announced The World Class Winners of the International Asia Pacific Quality Awards.

    Now in its tenth year, The International Asia Pacific Quality Award  honor APQO members for outstanding performance and leadership in business excellence, the awards will be presented at the 16th APQO/International Conference on Quality in Kathmandu, Nepal on September 18-20, 2010 (http://www.nqpcn.org.np/invitation.html).

    The Award demonstrates the APQO commitment to business excellence and continual improvement through promoting quality initiatives to organisations of Asia and the Pacific region and helping them to be a global benchmark of business excellence.

    The following organizations have won the World Class Award (Highest):

    Large Manufacturing:

    • Larsen & Toubro Limited — Electrical Standard Products, Maharashtra, India; Mr. Ajit Singh, Vice President.

    Large Service:

    • Dahanu Thermal Power Station, Reliance Infrastructure Ltd, Mumbai, India; Mr. C.V. Prasad Rao, Vice President & Station Head


    • GTL Limited, Mumbai, India; Mr. Sukanta Roy, Chief Operating Officer


    • Universiti Tenaga Nasional, Malaysia; Mr. Mashkuri Bin Yaacob, Prof. Dato’ Ir. Dr.

    The following seven organizations won the Best in Class Award (Second Highest):

    Large Manufacturing:

    • Viglacera Halong Joint Stock Company, Vietnam; Mr. Nguyen Quang Mau, General Director

    Large Service:

    • ICICI Prudential Life Insurance Company Ltd., Mumbai, India; Mr. V. Vaidyanathan, Managing Director


    • Phu Nhuan Jewellery Joint Stock Company, Vietnam; Mrs. Cao Thị Ngọc Dung, General Director

    Small Service:

    • Shanghai Electric Power Design Institute Co., Ltd., Shanghai, China; Mr. Yu Yin, General Manager


    • Colombo International Nautical And Engineering College, Sri Lanka; Capt. Ajith Peiris, Group Managing Director


    • Global Indian International School, Malaysia; Mr. Atul Temurnikar, Chairman & CEO

    Not For Profit:

    • Gerencia de Centrales Nucleoelectricas, Mexico; Mr. Rafael Fernandez De La Garza, Gerente De Centrales Nucleoelectricas

    Finally, the following six organizations won the Quest for Excellence Award (Third Highest):

    Large Manufacturing:

    • LANXESS India Private Limited, India; Mr. Bappa Bandyopadhyay, General Manager—Head of Manufacturing


    • Marico Limited, Mumbai, India; Mr. Saugata Gupta, CEO

    Small Service:

    • First Philippine Industrial Corporation, Philippines; Mr. Leonides U. Garde, President & Chief Operating Officer


    • Long Hau Corporation, Vietnam; Mr. Doan Hong Dung, General Director

    Health Care:

    • Moolchand Medcity, New Delhi, India; Mr. Vibhu Talwar, Chief Operating Officer


    • Mepco Schlenk Engineering College, Sivakasi, Tamil Nadu, India; Dr. S. Balakrishnan, Principle

    About the Asia Pacific Quality Organization (APQO): The APQO was founded and organized by National Quality Organizations in Asian and Pacific Rim countries including the American Society for Quality and was incorporated in the Philippines in 1985. It is a non-profit organization formed to be a primary mover for quality and continuous improvement for goods and services and quality of life in the Asia Pacific Region. APQO has several hundred National Quality Organizations (Core members), Corporate members, and Individual members.
    For more information please visit: www.apqo.org or www.nqpcn.org.np or e-mail: icq-nepal@nqpcn.org.np

  2. 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.

  3. It’s all about commitment

    December 10, 2009 by admin
    In their pursuit to be the best small nation navy in the world, the Royal New Zealand Navy has won the gold award of the New Zealand Business Excellence Award (NZBEA) for 2009.As a result of their commitment to excellence and achieving their vision the navy productivity doubled in ten years through organisational learning and teamwork.

    Well done to the Royal New Zealand Navy!

    Media press release:

    Navy Wins Gold, Productivity Doubles in Ten Years

    The Royal New Zealand Navy has become the first public sector organisation in New Zealand, and only the third New Zealand business in 10 years, to win an internationally recognised Baldridge Gold Award from the New Zealand Business Excellence Foundation.

    The award will be presented by His Excellency the Governor General, Sir Anand Satyanand this Friday at a ceremony in Auckland.

    Chief of Navy, Rear Admiral Tony Parr is delighted at the Navy’s success.
    “This award is both national and international recognition of the Royal New Zealand Navy as a world class organisation,” said Rear Admiral Parr. “It’s a significant milestone on our journey to achieving operational excellence and our vision of being the best small nation Navy in the world.”

    The Baldridge Gold Award has only been won by two other New Zealand companies in the last decade; Vero Insurance and NZ Aluminium Smelters.

    “The award recognises that the support organisation we have for our ships and people is as good as that of any business or enterprise. That organisation is essential for delivering the Navy’s operational capability by way of ships at sea,” said Admiral Parr.

    “We are now twice as productive for every person at sea as we were ten years ago. We’ve taken delivery of new ships since 2007 and will soon be operating a fleet of 12 ships that deliver the full range of maritime military capability from combat and security missions to peacekeeping, border patrol and humanitarian and disaster relief.”

    “To support a high operational tempo in a financial environment that is always constrained we had to focus on continuous improvement in technology, business processes and the training and employment of our people. As a result of this work we have achieved a significant increase in the number of days ships are spending at sea.”

    Rear Admiral Parr praised the work of Navy people over the period of involvement with the New Zealand Business Excellence Foundation.

    “This award demonstrates that the Royal New Zealand Navy is receptive to change and new ways of doing business, and that our people are high achievers.

    “It has been a journey of 10 years duration – a testament to the shared vision of successive Chiefs of Navy over that time, and indicative of an organisation that is responsive to change and achieving value for money for the Government and people of New Zealand.

    “Operational excellence in the delivery of maritime military capability is our ultimate goal but we know that we can only achieve this if we have excellent business processes to keep our ships at sea and our people trained, competent and motivated. The award, and the rigorous evaluation process it involves, demonstrates that the Navy understands its business, understands how its resources are allocated and is disciplined about its strategic direction.”

  4. And the winner is…

    The winners of New Zealand Business Excellence Award were announced on Friday 20th November,  the winners were:
    Royal New Zealand Navy – Gold award
    New Zealand Fire Service – Silver award
    Western Bay of Plenty District Council – Silver award

    The New Zealand Business Excellence Award is based on the US Baldrige which gives the winners a global recognition.

    Congratulations for the winners

    Media press release:

    Navy sails to victory in NZ’s toughest and most prestigious performance excellence awards

    The Royal New Zealand Navy have achieved the highest accolade in the 2009 New Zealand Business Excellence Awards, to be presented at a gala luncheon today (Friday 20th Nov).
    Another state service, The New Zealand Fire Service is to receive a silver award, as will the Western Bay of Plenty District Council.

    The awards are administered by the New Zealand Business Excellence Foundation. Foundation CEO, Mike Watson, says “Being awarded a Gold gives the winner official World Class status. These awards are unique in that they are based on an international criteria and scoring system and a rigorous 4 stage assessment process. They are the only awards in New Zealand which are fully aligned to the internationally respected US Baldrige criteria. Only 2 other Gold level Awards have been presented in New Zealand in the past 13 years.”

    The presentation of the Gold Award marks the culmination of more than a decade of hard work by the Navy having already achieved 2 NZBEA bronze and a silver award. In their assessment the judges recognised: “The Royal New Zealand Navy have demonstrated a long term commitment to excellence and achieving their vision (to be the best small nation navy in the world). Organisational learning and a strong commitment to teamwork is well embedded in the Navy coupled with a passion for efficiency and innovation. The Navy have a number of world class systems and are recognised as a role model for many other organizations.”

    Chief of Navy, Rear Admiral Tony Parr said “This award is both national and international endorsement of the Royal New Zealand Navy as a world class organization. Operational excellence in the delivery of maritime military capability is our ultimate goal but we know that we can only achieve this if we have excellent business processes to keep our ships at sea and our people trained, competent and motivated.  The NZBEA Gold Award, and the rigorous evaluation process it involves, demonstrates that the Navy understands its business, understands how its resources are allocated and is disciplined about its strategic direction.”

    The New Zealand Fire Service embarked on the NZBEA journey in 2002, winning a bronze award in 2005.  NZFS Chief Executive and National Commander Mike Hall says "Achieving a Silver Business Excellence award is the culmination of a great deal of hard work and commitment from across the organisation.  This award recognises that effort and encourages us to maintain our performance improvement focus for the Fire Service."

    The other organization to be awarded an NZBEA silver award is Western Bay of Plenty District Council. CEO, Glenn Snelgrove said the silver award validated his organisation's approach that integrated planning, service delivery and monitoring in local government was fundamental to delivering effective results.
     "Council's are inherently complex organisations that often have to meet the competing demands of providing an array of services within the bounds of a tight legislative, budgetary and reporting framework.  The NZBEF model has been fundamental to ensuring every member of the council team is focused on meeting these demands through well planned, cost effective service delivery to Western Bay residents and ratepayers."

    Presented alongside the Business Excellence Awards will be the distinct second tier of awards, the NZ Business Achievement Awards. These are an abridged but still tough version of the Business Excellence Awards. Honoured in this category will be Saint Clair Family Estate and Recreational Services.

    Managing Director of Saint Clair Family Estate Neal Ibbotson said that achieving the highest level in the 2009 NZ Business Achievement Awards is due to the commitment of all of the quality Saint Clair team.  “We commit to quality across all aspects of our business – quality people, quality vineyard management, quality wine making, quality marketing and quality distribution.  We continually ask the question ‘How Do We Do It Better'?  This award signifies the success of our philosophy while at the same time empowers us to continue to grow, develop, and improve.
    It is the team approach of our excellent people who are able to make a difference and ensure the highest possible standard within the business with the ultimate goal of producing world class wines of excellence”.

    Brett Turner, Managing Director, Recreational Services says “This is a great reward for all involved – more than ticking the boxes of a submission process we really took on board all the learnings, and have made significant changes throughout the company. It is great to have this formal recognition, but even better to know that we are now a more focused and dynamic organisation as a result of the process we went through to achieve it.”

    The 2009 New Zealand Business Excellence Awards Gala Luncheon takes place at the National Maritime Museum in Auckland, 11.45 – 3.30 today (Friday 20th November).