Tata Power Delhi Distribution adopts Tata Teleservices best practic - PDF document

1 Tata Power Delhi Distribution adopts Tat
Tata Power Delhi Distribution adopts Tata Teleservices’ best practice for evaluating business excellence initiatives In 2015, T ata Power Delhi Distribution’s (T PDDL ) Business Excellence department was contemplating putting in place a standardised system to evaluate the engagement and effectiveness of the ongoing Business Excellence (BE) initiatives across the company’s business units and functions , and drive the same using defined review mechanisms. The objective of the process was to ensure grea ter accountability of the business units (BUs) towards excellence initiatives and inculcate a culture of continuous improvement among employees . During i nternal best practice sharing session of available practices on EDGE platform, TPDDL’s BE team identif ied the ‘ Business Excellence Approach and BE Index ’ practice being followed at Tata Teleservices (TTSL) a structured and holistic approach to drive excellence initiatives . T aking a cue from TTSL’s excellence initiative , TPDDL’s BE team members c ame up with the Business Excellence Maturity Index (BEMI) Scorecard. BEMI Scorecard The BEMI Scorecard carries a score out of 100 and is a standard format applicable across all functions and BUs with in the organisation. Each department i s evaluated with respect to the scoring guidelines and a performance scorecard in the form of the Business Excellence , biannually. Depending on the BE Maturity Index scores, a ‘p erformance band ’ would be allocated to the respective gr oups / departments as per pre - defined criteria. An important aspect of the index is that it is in alignment with the organisation’s strategic / long term goals. The scoring mechanism is designed such that it encourages BUs and functions to work collectiv ely with te

2 am spirit and cross - functional synergi
am spirit and cross - functional synergies. Also, it acts as a review process that effectively monitors progress on a half - yearly basis and gives an opportunity for mid - course corrections, if necessary. Motivation to score higher rating in BEMI S corecard is ensured through reward and recognition by the senior leadership team (SLT). Planning and execution A team of three members from the BE group spent nearly three - weeks for finalising the BEMI Scorecard. A SHINE (improvement project initiative of TPDDL) project was registered by the team for planning and implementing the excellence initiative. The key challenge while preparing the scorecard w as to come up with a structured index that would be uniformly applicable across various BUs and functions of TPDDL. This was overcome by identifying relevant key performance indicators ( KPIs ) and assigning an appropriate weightage that ensures the rigo u r for driving all excellence initiatives. The BE team listed the BE initiatives and identified KPIs for each B E initiative. Taking into account the learning from TTSL, weightages were assigned to each KPI based on the impact being made by BE initiative of long term strategic goals of the organisation. A scorecard page displaying the weighted scores against each K PI of the specific BE initiative was created which provides a snapshot to the BU / functional heads. For each BE initiative, a separate sheet was designed detailing the criteria for scoring under each KPI. The framework was then presented to SLT m embers i ncluding the CEO and MD and the BEMI Scorecard was finalised post review with the HOD (BE) and CQH, and SLT members after incorporating the suggested changes. The final BEMI Scorecard was unveiled during the Business Excellence Annual R&R ceremony held on July 23, 2016