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astoprovideproductsandserviceswithalevelofqualitythatsatisfiescustomer


Fig1ImportanceofstrategyformulationandexecutionSachdevandAgrawalInternationalJournalofQualityInnovation 2017 38 Page2of17PolicyManagementgivesafairlybalancedapproachforbothformulationandexecutionItali

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1 astoprovideproductsandserviceswithalevel
astoprovideproductsandserviceswithalevelofqualitythatsatisfiescustomers,attheappropriatetimeandprice.’ThecompaniesaspiringtoimplementTQMneedtoaddressthreeaspects:i.Thecompanypreparescustomerfacingandchallengingbusinessobjectivesandstrategyinlinewithbusinessenvironmentii.ThecompanyimplementsTQMtoachievebusinessobjectivesandstrategyiii.Thebusinessresults/effectsareanoutcomeofthepoint(ii)aboveTQMusestwovehiclesforfocusedstrategicimprovementsandsustenance—PolicyManagementandDailyManagement.Kume[2]definesPolicyManagementas‘amanagementtechniquefordevelopingtheissuesrequiredforimplementingthebusinessplanandimplementingthePDCAcycle(i.e.makingplans,implementingthem,checkingtheresultsandtakingcorrectiveactions)inlinewiththeverticalstructureofanorganisation’.GoalsandmeansofManagingDirectorneedtobedeployedverticallydownthelinetorespectivemanagersandsectionheads.PolicyManagementPolicyManagementhastwocomponents:1.Formulatethepolicy(consistingofthemesofbusinessimprovement,targetandprioritisationofmeans)2.Deploythepolicy(boththethemesandmeans)foreffectiveexecutionBoththeformulationandexecutioniscriticalforeffectivebusinessresults,ascanbeseenbyFig.1.Neitherofthemaloneissufficientfordeliveringthedesiredeffects.Forapolicyitemtobeimplementedthroughorganisationalactiv-ities,itmustbedevelopedhierarchicallyorbrokendowntosuitthestructureoftheexistingorganisation.Thetasksthatmustbeaccomplishedtoachievetheobjectivesmustbeclarified,andtheroleofeachdivisionmustbeallocatedinsuchawaythattheorganisationasawholecanmovetowardsattainingthoseobjectives.PolicyManagementisamethodofachievingthis. Fig.1ImportanceofstrategyformulationandexecutionSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page2of17 PolicyManagementgivesafairlybalancedapproachforbothformulationandexecution.Italignsthecompany’sannualbusinessplantomid-termandlong-termstrategyofthecompany.Duetoeffectivedeploymentprocess

2 throughouttheorganisation,thisapproachal
throughouttheorganisation,thisapproachalsohelpsaligndepartment,sectionandindivid-ualgoalstothecompany’sannualbusinessplan.PolicyManagementhasbeenusedinseveralmanufacturingcompaniesinIndia,especiallythosewhohavewonorareworkingforDemingPrize/TPM(TotalProductiveMaintenance)Award/TPS(ToyotaProductionSystem).PolicyManagementhasalsobeenusedinmanycompaniesoutsideIndialikeKomatsu,Toyota,HondaandHewlett-Packard.However,mostserviceorganisationshavebeenusingBalancedScorecard(BSC).BalancedScorecardconcept,withasetofmeasuresthatgivestopmanagersafastandcomprehensiveviewofthebusiness,wasdevisedbyKaplanandNorton[3]after1yearofresearchin12companies.Itdefinescompanyperformance,mea-suredfromfourdifferentperspectives:CustomerandMarket,Financial,InternalProcessesandLearningandGrowth,inafairlybalancedway.Theideawastoavoidtoomuchfocusonfinancial/short-termprofits.Thesefourperspectivesarewellinter-connected.Financialgoalscanbeachievedifcustomersaresatisfied,whichispossiblewithbetterinternalprocesses,whichinturnispossibleifem-ployeeslearnandgrow.NoteworthyaspectsofPolicyManagementcomparedtoBalancedScorecardasperHosotani[4]includethefollowing:Major(priority)pointsareclarifiedasbusinesstarget,andthemeanstoachievethemareassuredforeffectiveactiontaking.QC-likeproblemsolutionsareusedforthemajorpoints.ThePresident’spoliciesaredeployedtodepartmentheadsforamoreorganic,top-to-bottomtie-in.Themeansidentifiedforachievementofbusinesstargetstaketheshapeofsimplethemesforexecution(orjust-do-it)wherethesolutionisobvious.ElsetheyuseofQC/QIproblemsolvingmethodswheretherootcauseand/orsolutionsarenotsoevident.Kume[5]givesasimpleyeteffectiveseven-stepprocessforproblemsolvingQC/QIstorythathaveevolvedoutofDeming’sfamousPDCA(plan-do-check-act)cycle.Thesevenstepsare:Define(reasonforimprovementwithclearproblemandgoalstatement)Observation(understandcurrentsituationfromdifferentperspectives)Anal

3 ysis(identifyandvalidaterootcause)Ac
ysis(identifyandvalidaterootcause)Action(createcountermeasures)Check(results/effects)Standardise(introduceprocessandpracticetoholdthegains)Conclusion(reflectionandfutureplan)DailyManagementOncesolutionsareimplemented,theyaresustainedwitheffectiveDailyManagement.AndoandKumar[6]defineDailyManagementas‘allthoseroutineactivitiesthatmustSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page3of17 becarriedoutefficiently.Whilemaintenanceactivitiesarethemainconcerns,improve-mentactivitiesarealsopartofdailymanagement’.WhileDailyManagementwasinitiallyusedbyKansaiElectric,Komatsuandothers,itisnowregardedasthebasicfoundationforTQMimplementation.LearningwithapplicationofDailyManagementhasledtothepublicationofJapaneseIndustrialStandardJIS-Q-9026[7]onthesubject.DailyManagementisamatterofconcerninmostorganisationsduetoexcessivefocusondailyfiresandlesserattentiontowardsthenextlevelofimprovement.AccordingtoHosotani[4],DailyManagementencompassesthoseactivitiesthatachievetheworktargetefficientlyinregardtothedepartment’sjob.Thisisthemostbasicactivityfordivisional/departmentalcontrol.Ontheotherhand,PolicyManage-mentisanactivitytoachievemanagementpoliciesbasedontheorganisationalpriorities.AsperAndoandPankaj[6],alltheissuesrelatingtopolicyareveryimportanttotheorganisation,butDailyManagementissuesarenolessimportant.Intermsofsignifi-cancesandconsequences,bothDailyManagementandPolicyManagementareequallyimportant.TotheSeniorManagement,PolicyManagementcouldmattermuchmorethanDailyManagement,astheyshoulddealmorewithstrategicissues.TodevotetheirtimetoPolicyManagement,theyshouldstandardisetheactivitiesandempowertheirpeopletoperformDailyManagement.Ontheotherhand,thefrontlineemployeeshaveagooddealoftimetospendonDailyManagementactivities.However,torealisethecompany’svisionandobjectives,thefrontlineemployeesalsohavearoleindealingwithstrategicissues,thuscontributingtoPol

4 icyManagementactivities.So,inshort,prior
icyManagementactivities.So,inshort,priorityimprovementthemesareselectedfromtheannualpolicyofthecompany,QC/QIStoryisusedtoexecutethethemesandDailyManagementisusedtosustaintheimprovementovertime.Thesethreeapproachesarestronglylinkedandcomplementeachothertogetthedesiredbusinessresults.PolicyManagementessentiallyusesPDCAcyclewhileDailyManagementusesSDCA(standardise-do-check-act).WhilethePDCAofPolicyManagementques-tionsthestatusquoandenablestofindabetterway,SDCAcycleofDailyMan-agementhelpsmaintainthestatusquoandensuresstabilityoftheprocess.LargenumberofmanufacturingcompaniesinIndiaandoverseashasusedthesetwocyclessuccessfullyintheiroperations.However,theirapplicationhasbeenlimitedintheservicesector,forwhichtherecouldbetworeasons.Oneisthatthelanguageandterminologyrelatebetterwithmanufacturingsector.Anotheristhatthenatureofthebusinesscomplexityandpeoplemindsetinservicesectoraredifferent.CaseDescriptionApplicationinservicesectorKano[8]studyonwhyfewservicesectorcompanieshavestartedusingTQMshowedthefollowingasprimereasons:IntensifiedcompetitionLookingatthefutureofthecompanyFacingcriticalproblemsSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page4of17 NewPresident/LeadershipteamInfluencefromothercompaniesTQMdoesmatchthebusinessphilosophy,beliefanddirectionoftopmanagementSachdev[9]highlightedthechallengesinservicesector:ProcessesandoutputsareofteninvisibleErrorsareknownonlywhenusedbythecustomerProcesschangesareindividualinitiatedLackofpropermeasureforperformancetrackingLackofdataandfactsLatestartersinimprovementjourney(comparedtomanufacturingsector)HighrateofemployeeattritionGreateremphasison‘fixing’theproblemandnotonrecurrencepreventionSimilarchallengeswereobservedwhentheauthorstriedtoimplementTQMinalargelifeinsurancecompanyinIndia.Inaddition,thelifeinsurancebusinessinIndiaishighlyregulated.Itwasopenedt

5 otheprivatesectoronly16yearsagoandhastoo
otheprivatesectoronly16yearsagoandhastoomanyplayers.Theintenselycompetitiveandhighlyregulatedenvironmentledtochallengesonsalesandbusinessgrowthforallprivateinsuranceplayers.Someunfair/unethicalpracticesalsoemerged(suchasmis-selling)withfalsepromisesmadetocustomeratthetimeofnewbusinessacquisition.Asaresult,customercomplaintsincreased,leadingtoevenhigherinterventionbytheregulator.SomeapplicationsofSixSigma/Leanandalsosomeindividualsuggestionswereusedtoaddresstheseconcerns.Hence,Agrawal[10]advocatedTQMasanintegratedapproachfortheservicesector,specificallyfortheinsuranceindustrywhichisatanascentstageofimplementingcontinuousimprovementusingtheprinciplesofTotalEmployeeInvolvement(TEI)andTotalWasteElimination(TWE).Experienceshowsthatwhilemostorganisationshaveanobleintenttodriveacul-tureofvalueadditionandcustomercentricityandachievetangibleresults,however,theyareoftenlostintheirexcitementofimplementingimprovementprogram,miss-ingtheessenceof‘discipline’,‘integration’(oftheseinterventions)andlinkageto‘cus-tomerandfinancial’results.TQMisaholisticapproachthatbindstheorganisationtobusinessexcellencebyemphasisingcustomerorientation,settingandachievingchallengingobjectives,drivingfirsttimerighttransactionsacrossthetouchpoints,trainingandcross-trainingpeople,empoweringemployees,usingappropriatedataandstatisticalanalysis(fordecisionmakingandproblemsolvingforcontinuousimprove-ment)andfocusingonquickwinaswellaslong-termpracticesandbusinessresults.UnderstandingthecommonscepticismaboutapplicationoftraditionalTQMmethodssuchasPolicyManagementandDailyManagementinserviceenvironment,theauthorsbalancedtheapproachbyblendingthepowerofTQMprinciples,processandtoolswitheffectivefacilitation.TheyaimedtomaketheteamachievechallengingobjectivesandenhanceitsconfidencebypilotingtheTQMprocessonselectedcustomerfacingprocesses.Hence,theconcepts,methodsandtoolsusedinthiscasewerefairlysimplifiedtoachieveahigh

6 eracceptabilityandtherebybetterchanceofs
eracceptabilityandtherebybetterchanceofsuccess.LearningfromseveralapplicationsinmanufacturingsectorhavebeenmadeSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page5of17 useforcustomisingandevolvingamoresuitable,simplerandeasytounderstandapproachthatishighlyeffective.AssessingcurrentstatusinIndianserviceindustryAquicksurveywasconductedcovering26seniorexecutivesofcompaniesworkingonTQMorequivalentmethodologyforbusinessexcellence.SurveyquestionnaireusedisshownasAdditionalfile1.ThesectorscoveredduringthesurveyincludedInsurance,Banking,RetailandITandITenabledservice.ThesurveyprimarilyfocusedoncurrentstatusandfutureplanonPolicyManagement(orequivalent).Thecompaniesselectedforthesurveyhavebeenworkingontheprocessforatleast5years.Somekeyfindingsofthesurveyincludethefollowing:Sixty-twopercentofcompaniesfollowBalancedScorecard,andtheremaining38%usestrategicplanning.NocompanyinthesurveysamplewasusingthetraditionalJapanesemethodofPolicyManagement/HoshinKanri.Allrespondentsindicatedthatmajorfailureisonstrategyexecution.Strategyformulationprocessisgenerallyperceivedtobegood.Oneconcernexpressedbymostrespondentsislackofprioritisation.Thirtypercentofrespondentshadindicatedfivetoeightpriorityareas,and50%workonmorethaneightareasforannualbusinessplanningcycle.Mostresponses�(85%)indicatedthatittookmorethan2yearstogetsomematurityinBusinessPlanningCycle/BalancedScorecardprocess.Therestfeltthattheyarestillstrugglingtostabiliseandreachafairlevelofmaturityevenafter4–5yearsofpractice.TopfivechallengesinPolicyManagement/BalancedScorecard(PM/BSC)thatemergedinthesurveyareasfollows:MorefocusonbusinessresultsandmuchlessfocusontheprocessesLackofprioritisationLackofunderstandingtheprocessofPM/BSCRoleclarityindeploymentofLeadershipPoliciestotheoperationallevelLackofeffectivedeploymenttooperationallevelforexecutionMajoractionstakenbyth

7 ecompaniesforaddressingthesechallengesar
ecompaniesforaddressingthesechallengesareasfollows:TrainingacrosstheorganisationMentoringbyleadershipteamRevisitedthereviewmechanismUsedonlythreetofivefocuseditemsofhighpriorityfortheyearActionstosustaintheperformanceduetolessfocusonstandardisationandroutine/DailyManagementActivitiesbeingplannedforfurtherimprovementandstrengtheningPM/BSCprocessbythecompaniessurveyed:HRdrivefortrainingandlinkingPM/BSCgoalsforIndividualPerformanceManagementSystemDriveimprovementprojectsandinitiativeslinkedtobiggerorganisationalgoalsWorkouteasytomanageandunderstandsystem,asapplicableforfrontlineteamsCreateprojectrigourforexecutionoftakingplannedinitiativesSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page6of17 BringclarityonKRA(keyresultarea)vs.KPI(keyperformanceindicator)Supportteamstoidentifyfocussed,sharperandquantitativeKPIsComparetheperformancew.r.t.competitionandthebenchmarksStrengthenreviewprocessamongtheoperatingteam,functionalheadandtheseniormanagementTrackingandescalationofgapsfortime-basedclosurePrioritisenotmorethanthreetofivebiggoalsanddriveinitiativesacrossrelevantfunctionsandcrossfunctionalteamsStrengthenstandardisationandBusinessProcessManagement(BPM)activitiesThelearningfromvariousGurus,applicationinseveralorganisationsinthemanufacturingsectorandfindingsoftheabovesurveyhelpedusdefineasimpleryeteffectiveapproachfortheservicesector.TheapproachwasusedinalargelifeinsurancecompanyinIndia.Needlesstosay,theapproachhadtoundergomanyrefinementsaswekeptlearningduringapplication.Thecasebelowshowsanap-proachasappliedandeffectsthereof.ApplicationofPolicyandDailyManagementinalifeinsurancecompanyHDFCLifeisaleadingprivatelifeinsurancecompanycatering64millioncustomersspreadacross940locationsinIndiaandDubai.Itemploys15,000professionalstosupportthesecustomersthroughitsnetworkof414branchesandspokelocat

8 ions.HDFCLife’sproductportfoliocomprises
ions.HDFCLife’sproductportfoliocomprisesofsolutions,whichmeetvariouscustomerneedssuchasprotection,pension,savings,investmentandhealthcoverage.Itoffersdifferentgroupproductsforthevaryingneedsofemployersrangingfromterminsuranceplansofferingpureprotectiontovoluntaryplanssuchassuperannuationandleaveencashment.Insuranceisahighlyprocesscentricindustrywherethe‘trust’ofpeopleplaysakeyrolebothinternallyandexternally.Thecompetitionisintense;ononeside,thesmallerplayersaretryingtogettheirhouseinorderandatthesametime,thegameisnoteasyforthoseonthetoptoretaintheirleadershipposition.Winningcustomersforalongtimeandgivingthemadelightfulcustomerexperienceisthemantratoday.Requirementsofvariousforms,customerinformationanddocumentaryproofsareconsiderablymoreininsurancebusinessincomparisonwithbankingandotherfinancialinstruments.Thedistinctionhereisthatthoughthebusinessisfi-nancial,itisassociatedwiththelife/deathofanindividual!Beingafinancialtransaction,complianceandduediligencetofinancialregulationsentailplentyofdetails,documentgatheringandformfilling.Thisaddstothecomplexityandcreatessituationsofcustomerdissatisfactionandcomplaint,whichdemandsac-tionwithinstipulatedtime.Asnapshotofpendingcomplaintsasreportedquar-terlytotheregulatorisshowninFig.2.TrendofcustomercomplaintsofHDFCLifeiscomparedwithfourmajorcompetitors(A,B,CandD).Inapursuitofbecomingaworld-classorganisation,HDFCLifedecidedtolaunchtheTQM/DemingJourneyformallyin2012.Aworld-classorganisationisonewhichisconsideredabenchmarkwithinitsindustrysectorandforsomeas-pects,byothersectorsaswell.HDFCLiferecognisedthatcontinuouslearning,developingcapabilitiesandleadingfromthefrontisthewaytorespondtoSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page7of17 challengingindustryrequirements.Hence,toachievebetterbusinessperformancewithvisiblecommitmentofleadershipteam,aninitiativetobecomeaworld-classorganisationhasbeentakentocre

9 ateacultureofcustomercentricexcellence.I
ateacultureofcustomercentricexcellence.Inthisendeavour,aTQMdiagnosiswascarriedbyTQMInternationalPvt.Ltd.,apromin-entqualitymanagementconsultancyorganisationinIndia.Asafollow-upofthediagno-sis,HDFCLifeinitiatedseveralactivitiestohavebetterinvolvementofemployeesinimprovementapproachesincluding5S,KaizenandLeanSixSigma.Totaketheinitiativetothenextlevel,keyareasofthediagnosticreportwerepickedupintheannualpolicyforFY2014–15.TheMD&CEOhadavisiontoreinforceacustomercentricpolicywithintheorganisation.Thisinvolveddeployingthepolicyintospecificimprovementprojects,usingQIStoryforcompletionoftheprojectsandintegratingrevisedprocesswithDailyManagement/BPM(BusinessProcessManagement)Systemofthecompany.HDFCLifehaswonseveralawardsinreputedforumsuchasIMCRBNQA,QualityCouncilofIndia,Frost&Sullivan,BankingFrontiers’Finnoviti,QIMPROConclave,WorldQualityCongress,ISQandNIQRforQualityImprovementPro-jectsandinitiativesandalsopresentedpapersinprestigiousinternationalforumsviz.ANQ,JUSE,IAQandASQ.ApproachtakenIninsurance,whileeveryinteractionwiththecustomeracrossvarioustouchpointsisanopportunitytocreateperceivedvalue,thecustomerformsanopinionabouttheorganisationduringsituationswhentheyneedtheinsurancecompanythemost.Amongthetransactions,twomostimportantmomentsoftruthforcus-tomersare(i)whencustomerisnothappywithourproducts/servicesand(ii)atthestageofexistingrelationship,especiallywhentheyexpecttoreceivetheclaimbenefits.Hence,theorganisationselectedthesetwomomentoftruthareasforPol-icyDeployment(PD)projects:PD1:Customerpayoutprocess(timelyandaccuratepaymentagainstinsuranceclaims)PD2:Customercomplainthandlingprocess(servicerecovery) Fig.2ComplainttrendandcompetitioncomparisonSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page8of17 Theunderliningprocessesinthesepolicieshaditsowncycleofimprovementjourneyinthepast.However,themanagementfelttheneedforanend-to-endholisticview.Theteamdrill

10 eddownthepolicytothekeyprojectsforimprov
eddownthepolicytothekeyprojectsforimprove-mentwithchallenging/stretchtargets.OnesuchPDprojectinQIformatforPay-outProcessisdetailedinthispaper.Ininsurance,therearetwocategoriesofpayoutsnamely‘customer-initiatedpayout’and‘company-initiatedpayout’.Undereachcategory,therearevarioussub-categories.Variouscustomer-initiatedpayoutsincludeFreeLook-in,Sur-renderandDeathClaim.Customer-initiatedpayoutincludesMaturityandMoneyBack.TheHDFCLifeteamselectedMaturityandMoneyBackpayoutsasafirstpriorityfortheimprovementproject(seeFig.3).Tofurtherprioritisetheprojects,inter-relationshipdiagramwasusedsincealltheseprojectswerecloselyinter-linkedtoeachother(refertoFig.4).Ascanbeseen,amongsixprojects(PD1.1.1toPD1.1.6),contactabilitywiththecustomersiscriticalfortheentirepolicy.Thishelpedtheteamtofocusonrightprojectsandsequencetheireffortindeploymentofthepolicy.Foreachoftheseprojects,across-functionalteamwasformedandagovern-ancestructurewasputintoplace.Theyweregivena1-daysessiononcom-pany’svisionofbecomingaworld-classorganisation(WCO),keyvehiclesviz.PD(PolicyDeployment)andDM(DailyManagement),QIstoryandsimpleQCtools.Inter-dependenciesamongthefunctionsforeachoftheprojectsweremappedasapartofstakeholdermanagementprocess,andrelevantresourcesweremadepartofthecoreprojectandsupportteam(detailsasperFig.5).PolicyDeploymentprojectswerepositionedquitedifferently,andthatwas Fig.3PolicyDeploymentforcustomerpayoutprocessSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page9of17 reflectinginthetargetsettingprocess.Teamswereaskedtotakestretchedgoalsforeachoftheproject,asshowninFig.4.Inordertoacceleratetheprojecttimelineandbringcross-functionalteamfocusontheproject,Blitzformatwasused.Thiswasconductedoff-site.ThesessionwasfacilitatedbyTQMIteamofthreeconsultantsandkeymembersofBusiness&ServiceExcellence(BSE)functionofthecompany.TheBlitziscomprisedofthefollowing: Fig.4Prioritisationofprojectswithr

11 elationshipdiagram Fig.5Cross-functional
elationshipdiagram Fig.5Cross-functionalprojectlinkageSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page10of17 1.BasicrefresheronWCO/TQMdiagnosis2.TrainingonQIStory,QCtools,simpletoolsofLean,RCA,conceptsofPDCAvsSDCAcycle3.Mapping‘as-is’process4.Findinggaps5.Mapping‘tobe’process6.Transitionplantomovefromas-istoto-be7.Activitybreaksdownwithresponsibility,timeframeandsustenanceplan.Therewereintensediscussionsamongtheteammembers,includingon-siteandoff-sitefollow-ups.Theteamgatheredrelevantqualitativeandquantitativedataandanalysedthembeforeproposingcountermeasures.Scenarioswerecreated,andimple-mentationplansweremade.Everyfortnight,teamreview/coachingsessionsweredonebyTQMIandBSEtofasttracktheprogressandcoursecorrecttheactions.Actionswereimplementedasperplan;however,thereweredelaysduetoworkpressure,particularlyduringtheendofthefinancialyear.Further,therewereregularreviewsbyExecutiveCommittee(EC)chairedbytheMD&CEO.ThesupportofEC,particularlyMD&CEOandHeadsofOperationsandHumanResources,wereleadingcriticalsuccessfactor.Asnapshotoftheprocesschanges,countermeasuresandresultsarehighlightedinFigs.6,7,8and9. Fig.6UseoftreediagramandprioritisationmatrixforsolutionimplementationSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page11of17 Fig.7Revised‘to-be’processmap Fig.8Processcomparison‘before’and‘after’improvementSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page12of17 Fig.9SynopsisofcountermeasuresforallPDprojects Table1ResultsummaryforPD1,i.e.customerpayoutsNumberProjectnameBaseline,Sept.14GoalStartdateAsofAug.15AsofJan.16AsofMar.16StatusProjectleader1.1.1Increasecustomercontractibility(MaturityandMoneyback)38%90%Oct.14MAT—90%MBK—90%MAT—96%MBK—100%MAT—96%MBK—100% Mr.A1.1.2MakethecustomeractfasterandsubmitdocumentsfirsttimerightMAT-46%MBK-43%95%Oct.14MAT—61%MBK—75%MAT—68%MBK—91%MAT—71%MBK—100% Mr.B1.1.3Processpayoutson

12 time(T+1)MAT-21%MBK-69%MAT-98%MBK-98%Oct
time(T+1)MAT-21%MBK-69%MAT-98%MBK-98%Oct.14MAT—99%MBK—99%MAT—99%MBK—99%MAT—99%MBK—99% Mr.C1.1.4ReduceunclaimedamountRs×CrsaRs0.7×CrsaJan.15Rs0.7×CrsaRs0.7×CrsaRs0.3×Crsa Mr.D1.1.5Increaserevenuerecycle0.50%2%Oct.141.2%1%(NOP—2%)1%(NOP—2%) Ms.E1.1.6ImproveCSATscoreCSATmeasurementconductedby3rdparty—currentlyintheprocessofchangeofpartnerSignificantimprovementacrossallmetrics—setnewlevelofperformancewithinorganizationprocessesandforcompetition.ForMaturityCustomers,‘actfaster’requireddeepdiggingastheperformanceissignificantlydifferentfromMoneyBackCustomersaConfidentialSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page13of17 WithimplementationofcountermeasuresacrossallPDprojects(Table1),progressively,theresultsstartedtrendingtowardsthegoalsetbytheteam.Inaspanof6months,theresultssurprisedtheorganisationasthemetricswereatanewlevelofperformance.Thequantumofimprovementspokeforitself(baselinevsJan.16im-provedlevel)asperFig.10.DiscussionandEvaluationSustenanceplanTheactionsandresultsneededtobesustainedovertime,andthiswasmanagedinastructuredmannerusingasustenanceplan/checklist.Itwaspartofthefinalsign-offprocess(Table2).Apartfromthesustainedresultsthatwereachieved,thebiggestgainhasbeentheorganisation’senhancedcapabilityandpullswithrespectto:Developingacriticalmasswithintheorganisationwhichcannowbeleveragedforlargeropportunities,generatingtheconfidencetorepeatsimilarstructuredapproachestoaddressmorepolicyitemsAlargerappreciationforthe‘structuredway’ofproblemsolvinghasbeenengrainedinthefunctions,therebyconverting‘reluctantparticipants’into‘ambassadors’oftheapproachSimilartothepayoutprocess,theteamworkedstepbysteponthesecondPolicyDeploymenton‘ServiceRecovery’theme.AsevidentinFig.2,theorganisationwasfacing Fig.10ProjectsustenancechecklistSachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page14of17 arealissue,andTable2showstherealresults

13 ofbreakthroughnatureonreductionincomplai
ofbreakthroughnatureonreductionincomplaintsnumberandresponsetime.FutureplanFurther,a2-dayworkshopwasconductedbyTQMIontheapproachfollowedandtoreflecton‘whatwentwell’and‘whatcouldbeimproved’inthisjourney.BasedontheprogressonthesetwoPDs,thenextsetofprocessesforthePDjourneywasidentifiedviz.Claims,Medical&SalesLeakage.Thecross-functionalteammembersofthenewPDsunderwentaninspirationworkshopwhichshowcasedhowthePD1–2teamworkedanddeliveredresults,andunderstoodtheprocessofQIStorycreation,imbibingthedifferenceinPolicyDeploymentandDailyManagementvsBusinessAsUsual(BAU)wayoffunctioning.Thenextstepshavebeenidentifiedas:HorizontaldeploymenttootherpolicyitemsinthisfinancialyearFurther,explorereplicationopportunitiesofthesolutionsidentifiedinthePDprojectsTrainingapoolof50+newmemberstospreadthemessageandapplicationsDiagnosisbyQualityGuruDr.NKanoandTQMIteamtohaveafreshperspectiveandnewvaluableguidanceandtomakemid-coursecorrections,asneededDrawingalong-termTQMpromotionplanbasedonthejourneysofarStrengthenDailyManagementtobringstabilityinallprocesses,particularlycustomerfacingprocesses. Table2ResultsummaryforPD2,i.e.ServiceRecoveryProjectno.ProjectnameBaselineGoalImproveStartdateStatusProjectleaderHighlights2.1Correctclarificationofcomplaints37500Aug.14 Mr.AOLegal/OmbudsmantagginginCIArrestingincorrectcasestart2.2ReductioninTop7servicingcomplaints300/50%90/30%103/39*%Apr.14 Mr.AONon-IGMScasescontributionhasgonedownconsiderably2.3ReductioninTop5mis-salecomplaints2067620378Sep.14 Mr.AOPOSimplementationPCVCscriptstrengthenedfor2.4Complaintsfromtopmis-salecontributingchannel1083/39%30%233/49%Feb.15 Mr.AOProcesspremiumcappedatILPolicycannotbesoldtolifeassured=60years2.5Theme-basedcomplaints660100100Feb.15 Ms.AKNamechangeprocessFree-lookprocessalignment2.6Reductioninrepeatcomplaints23%15%15%Mar.15 Ms.AKImprovingFTR2.7Fastercomplaintsresolution23%70%57%Jun.14 Ms.A

14 KProcessredesignfornon-bankMScomplaints
KProcessredesignfornon-bankMScomplaintsSLA’sredefined2.8Capabilitybuilding68%95%90%Dec.15 Ms.AKSDAparametersmademorerelevanttoServiceRecoveryOct.15SDAscorewas94%SachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page15of17 ChallengesfacedandlearningThejourneyhasbeenexcitingforHDFCLife,andtheteamhaditsshareofchallenges.SomeofthecriticalonesarelistedinTable2forknowledgesharingwithothercompanies,particularlyinservicesector.ConclusionsWehavesuccessfullydemonstratedtheintegrationbetweenPolicyDeploymentandDailyManagementtosolvethe‘realproblem’ofaninsuranceorganisation.Challengesfacedandlearningfromtheexercisehelpedrefinetheapproach,makingitrelevanttotheindustryandtheworkplace(Table3).Theorganisationnowperceivesahighvalueinusingthisapproachandreplicatingtheimprovementstoriesintheotherbusinesscriticalareasviz.Claim,MedicalandUnderwriting.Althoughprocessandapproachmaylooksimilar,somesimplificationandcustomizationwouldfurtherhelpotherserviceindustries.AdditionalfileAdditionalfile1:Annexure(surveyquestionnaire).(PDF15kb)AbbreviationsBAU:Businessasusual;BPMS:BusinessProcessManagementSystem;BSC:BalancedScorecard;EC:ExecutiveCommittee;IMCRBNQA:IndianMerchantChambers:RamakrishnaBajajNationalQualityAward;ISQ:IndianSocietyforQuality;KRA/KPI:Keyresultarea/keyperformanceindicator;MD&CEO:ManagingDirectorandChiefExecutiveOfficer;NIQR:NationalInstituteofQuality&Reliability;PDCA:Plan-do-check-act;PM/PD:PolicyManagement/PolicyDeployment;QIStory:QualityImprovementStory;RCA:Rootcauseanalysis;SDCA:Standardise-do-check-act;TEI:TotalEmployeeInvolvement;TPM:TotalProductiveMaintenance;TPS:ToyotaProductionSystem;TQM:TotalQualityManagement;TWE:TotalWasteElimination;WCO:World-classorganisationAcknowledgementsWeacknowledgewithgratitudetheguidanceandsupportprovidedbythefollowingpersons:1.Mr.JanakMehta,Chairman,InternationalAcademyofQualityandChairman,andManagingDirector,TQMInternat

15 ionalPvt.Ltd.,NewDelhi,India2.Mr.NRamana
ionalPvt.Ltd.,NewDelhi,India2.Mr.NRamanathan,Academician,InternationalAcademyofQuality,andTQMConsultantinBangalore,India3.Mr.RajendraGhag,Director-HRandQuality,HDFCLifeInsuranceCompanyLimited,Mumbai,IndiaSupportwasintheformofreviewofresearchworkandapplicationofproposedmodelFundingThepaperisbasedonindividualeffortsoftheauthors,andnofindingfromanyexternalsourcehasbeenusedfortheresearch.Theauthorshaveputinvoluntarytimetogettheresearchcomplete,andthecompanyHDFCLifeInsuranceCo.Ltd.allowedustoapplytheproposedmodel. Table3ChallengesfacedduringtheprojectsandourresponseChallengesHowwerespondedtoit?FeelingthatsuchapproachisnotapplicabletoServiceIndustryShowedcasestudies;customizedtrainingandsimplifiedapproach.ExpectedbenefitslinkedtofinancialsavingPerceptionthatitcouldbe‘Flavorofthemonth’Demoof2PDitemshavehelped.Showcaseofsuccessstoriesbyteammembersinnewareas.StandardizedtheapproachforalltofollowActionfocusonSymptomTrainingfocusesonrootcauseanalysisanditsimportance.Successofpilotprojectswillhelpfurther.StandardizationofapproachhelpedInvolvementofTeamMD/ECreviews;repeatmessagesfromEConuseofstructuredprocess;GovernancestructureBlitzformatbringsteamurgencyandfocusontheprojectProgressdelayedagainstplanECreviews;Messageofdiscipline;messageonlosstothecompanyduetodelaysSustenanceofresultsStandardizedprocess;integrationwithARISBPMS;MISandAuditonprocessatscheduledfrequencySachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page16of17 Authors’contributionsTheresearchdone,modeldevelopedandapplicationwerejointeffortsofbothauthors,anditwillbedifficulttosegregateindividualauthors’contribution.Bothauthorsreadandapprovedthefinalmanuscript.Authors’informationAnilSachdevAge:55yearsQualifications:GraduateinMechanicalEngineeringandMastersinIndustrialEngineering;MasterBlackBeltandCertifiedTrainerforSixSigma,LeanandDFSSfromMotorolaUniversity.Currentjob:President,TQMInternati

16 onalPrivateLimited,NewDelhi,India;Consul
onalPrivateLimited,NewDelhi,India;ConsultantforLean,LeanSixSigma,DFSSandDemingPrize;havefacilitatedmorethan500QualityImprovementprojectsinvariousindustrysectors;andhaveconsultedabout10DemingPrizecompaniesinIndia.Voluntarywork:AssociateMember,InternationalAcademyforQuality(IAQ);HonorarySecretary,IndianSocietyforQuality(ISQ);andTrainerforLeanManagementInstituteofIndia,PartofLeanGlobalNetworkpromotedbyJohnShookandJimWomackJitendraAgrawalAge:48yearsQualifications:GraduateinProductionEngineeringandMastersinReliabilityEngineering;ExecutiveMBA.Currentjob:SeniorVicePresident,BusinessandServiceExcellence,HDFCLifeInsuranceCompanyLimited,Mumbai,India;facilitatesinInnovativeQualitypracticesincludingLargerScaleInteractiveProcess(LSIP)tocreatesignificantfinancialimpactandastrongcultureofcontinuousimprovement,embracingRoboticsProcessAutomation,diagnosingprocessthroughBusinessProcessEngineeringandleadingbusinesscriticalcomplexCrossFunctionalProjects.Voluntarywork:AssociateMember,InternationalAcademyforQuality.LifeMemberofIndianSocietyforQuality;Member,QualityCouncilofIndia;andMember,LeanManagementInstituteofIndia.CompetinginterestsTheauthorsdeclarethattheyhavenocompetinginterests.Publisher’sNoteSpringerNatureremainsneutralwithregardtojurisdictionalclaimsinpublishedmapsandinstitutionalaffiliations.Received:14February2017Accepted:11October2017 References1.UnionofJapaneseScientistsandEngineers,“DemingPrizeGuide:Overseas”(2008)2.KumeHManagementbyquality,2ndedn.QualityandProductivityPublishingPvt.Ltd.,India3.Kaplan,R&Norton,D,Thebalancedscorecard—measuresthatdriveperformance:HarvardbusinessreviewJanuary–February19924.HosotaniK(1992)Japanesequalityconcepts.QualityResources5.KumeH(2006)Statisticalmethodsforqualityimprovement.ProductivityPressIndia6.AndoY,KumarP(2011)DailymanagementtheTQMway:thekeytosuccessinTataSteel.Productivity&QualityPublishingPvt.Ltd7.JapaneseIndustrial

17 Standard,JIS-Q-9026,Performanceimproveme
Standard,JIS-Q-9026,Performanceimprovementofmanagementsystems—guidelinesfordailymanagement(2016)8.KanoN(1996)GuidetoTQMinserviceindustries.AsianProductivityOrganisation9.SachdevA(2014)ChallengesandapproachinimplementationofTQMinserviceorganisations,paperpresentedinInternationalConferenceonQuality,Tokyo10.Agrawal,Jitendra,Establishingqualitycostsystem:agoldmineforserviceorganisation,paperpublishedintheJournalofInsuranceInstituteofIndia(III),Oct-Dec(2013),page99-106SachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 Page17of17 CASESTUDYOpenAccess andJitendraAgrawal*Correspondence:anil@tqmi.comTQMInternationalPvt.Ltd.,NewDelhi,Delhi,IndiaAbstractBackground:PolicyDeploymentandDailyManagementaretwocriticalvehiclesofTotalQualityManagementimplementationinacompany.IntegrationofthesetwovehicleshasbeendiscussedandadequatelyaddressedinafewcompaniesthathavebeenpracticingTotalQualityManagementforalongtime.However,mostcompaniesoftenfacechallengesanddifficultiesinensuringsmoothandseamlesstransferofPolicyDeploymentplansintoDailyManagementactivities.Casedescription:ThechallengeisevenbiggerinservicesectorwhichembarkedontheTotalQualityManagementjourneybarely5–6yearsago.TheservicesectorhastraditionallyusedBalancedScorecardwhichhasrelativelyweakeremphasisonthemeanstoachievethetargets.Theauthorsofthisreporthavefoundacustomizedanduniquemodelwhosesuccesshasbeendemonstratedthrough International Journal o f Qualit y Innovation ©TheAuthor(s).2017OpenAccessThisarticleisdistributedunderthetermsoftheCreativeCommonsAttribution4.0InternationalLicense(http://creativecommons.org/licenses/by/4.0/),whichpermitsunrestricteduse,distribution,andreproductioninanymedium,providedyougiveappropriatecredittotheoriginalauthor(s)andthesource,providealinktotheCreativeCommonslicense,andindicateifchangesweremade.SachdevandAgrawalInternationalJournalofQualityInnovation (2017) 3:8 DOI10.1186/s40887-01