A Value ‘Model’ For Organizational Culture For Improved Organization Performance

A Value ‘Model’

Liberalization, Privatization, and Globalization are the current buzzwords in the developing countries of which our country, India, the largest democracy in the world, faces lots of challenges and opportunities. How “we the people of India” respond to these challenges shall decide the overall wellbeing – i.e. Health, Wealth and Happiness of our countrymen.

Value Model
Value Model

Our nation consists of various sectors of organizations such as government sector, public sector, corporate (private sector), cooperative sector, MSME (Micro, Small, Medium Enterprises) sector, NGOs & agriculture sector. However, the large number of populations forms the unorganized sector consisting of individuals.

The challenge of transition from a poverty-ridden nation to a prosperous nation, calls for an initiative to be taken by the most informed, knowledge-based and economically well placed sectors e.g. corporate, PSUs & cooperatives with the support of government policies and executive processes and procedures.

To convert the challenge into an opportunity, we need to focus on creating a value model for organizational culture. The dictionary meanings of the term culture are

A cultured individual or group of individuals is one that is well educated and well behaved.

To reap the real benefits of liberalization, privatization and globalization it is time organizations set a “stage” ready to enter the challenging phase of economic transition. i.e. to play a decisive role in the turbulently competitive global economy. How should we set up such a “stage”?

The first and foremost step to set up a strong “stage” should be to create a credible, trustworthy and internally strong corporate India, where the business values are not just the build organizational culture characterized by “VALUE” in its true spirit. To set itself on the path of excellence, it becomes imperative in India to show up a unique and united representative face of an Indian organizational value system. Hence organizations should aim at evolving a culture based upon a value “Model” which embodies the following factor determinants as its foundations or principles.

case-studie
case-studie
  • Customer focus
  • Leadership
  • Total employee/ people involvement
  • Mutually beneficial customer-supplier relationship links
  • Process and system approach to management
  • Factual approach to decision making
  • A deep commitment to the welfare of society at large and protection & preservation of the environment
  • To address the needs of all other stakeholders

Most of the above factors/principles also form the base for ISO 9001:2008 Quality Management System. The organizations need to interact with the above factor determinants/principles individually and as an integrated whole for evolving a value bounded organizational culture.

 

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Using Lean Six Sigma to Achieve Transactional Quality in Banking Industry

ABSTRACT

  • The article deals with the significance of quality in a service industry in general and for financial services organization in particular. It goes on to explore the relevance of quality in today’s competitive financial world, the drivers of transactional quality and the approaches which can be adopted by a financial services provider in bringing quality concepts to its realm. Finally, the article tries to understand the challenges faced while working with transactional quality in a financial institution.

CONCEPT OF TRANSACTIONAL QUALITY

    • While the roots of quality movement can be traced to the industrial revolution in 19th century, it was in the 20th century when it came to the forefront – first during the second world war and then during the resurrection of Japan’s industry. Manufacturing industry – primarily automobile and ancillary industries were the frontrunners of the quality movement in initial years. However, as the movement evolved, it spread to other manufacturing sectors like telecommunications, electronics et al.
    • The past two decades have seen the movement mature and non-manufacturing sectors embracing it with a significant enthusiasm. Service industry, BPOs, NGOs, Hospitals and even government departments have started understanding the criticality of quality in helping them deliver desired levels of service inefficient and cost-effective manner.
    • Before we understand the concept of transactional quality, let us first mull over what is a transaction in the context of the banking industry. Broadly speaking, every interaction a customer has with his bank – directly or indirectly, can be termed as a transaction.
    • The concept of transactional quality can be summarised as Continuous excellence aimed at meeting or exceeding customer’s expectations from his consumption of services provided by way of transactions – online or offline.
  • By bringing quality into perspective, two critical elements have been introduced in transactions by the customer:
    • Tangibility: Services, by their very nature, are predominantly intangible. Quality concepts act as a tool to convert this experience into a well-defined set of parameters.
    • Measurability: It is always been a challenge to measure customer’s satisfaction from services provided to him. Quality concepts add a dimension of measurability to parameters defining different facets of services consumed.

RELEVANCE TO FINANCIAL SECTOR

  • Like most services provider, financial services have to deal with intangible product and need to create an effective product delivery system. However, the involvement of money – sometimes huge values – in these transactions gives a different perspective to approach required for introducing quality in the system.
  • Tough competition, increased commoditization of products and a discerning customer have driven financial services providers to pursue Quality as a key to differentiate their product and product delivery system.
  • BPOs were the first to recognize this opportunity – primarily due to a semi-controlled environment similar to factory shop floor, followed by Banks and Insurance
  • companies. While, internationally, the movement started over two decades ago in the financial services sector, the last decade has seen quality movement show visible
  • results in Indian Finance services providers.

WHY LEAN SIX SIGMA?

Lean and Six Sigma both have their strengths, but the changing environment has thrown up a clear need for augmenting Six Sigma toolkit with Lean thinking.

Lean

  • Speed Improvement Waste Reduction

Six Sigma

  • Defect Reduction Variation Reduction

Transactional nature of functioning of Banking provides a conducive environment for applying Lean Six Sigma methodology.

APPLICABILITY

  • Stiff competition and continuous need to innovate drive the bank to improve on financial products offered while reducing costs of operation and enhancing overall customer experience. A transaction is a base unit of customer experience and to improve the overall experience, the bank needs to target this building block.
  • Typical transactional areas where Lean Six Sigma concepts can be readily applied to in banking are-
    • First Time Not Right (FTNR) reduction: Very often there is a prolonged delay in processing of customer’s account maintenance instructions or account opening forms as the required documents are incomplete or incorrect. These delays severely impact customer’s confidence and may result in loss of repeat business.
    • TAT reduction: Customers want their transactions done as soon as possible. Bank has to align its processes to these expectations to the extent possible or face a possibility of loss of business to competition at first available opportunity. In fact, in an age of two-minute noodles, customers will not be willing to wait for two weeks for a loan approval!
    • Cost reduction: Bank has to offer its products in price competitive manner. For this, it has to look at its processes and find ways where any types of wastes can be identified and eliminated. During this effort, it has to maintain a delicate balance between regulatory requirements, customer expectations, and the bank’s own necessities. E.g. it has to look at shaving off costs from its FD booking process without compromising on commitments to customers.

LEAN SIX SIGMA TOOLKIT

Lean Six Sigma initiatives in a transactional environment borrow heavily from toolkits of both Lean and Six Sigma tools.

Lean

  • Continuous Flow Gemba Kanban Pokayoke TAKT Time VSM

Six Sigma

  • Brainstorming Histograms Control Chart RCA Pareto SIPOC
Blog 7 July 2018

Inertia

  • This is the foremost challenge faced by a quality team in any environment. This is more pronounced in a transactional environment with high involvement of people and marked dependence on processes.
  • Bringing about a transformation of a mindset of process owners through their involvement and empowerment is the key to battle inertia successfully. It has been found that showcasing successes is a good way to create buy-in across levels.

Environment Changes

  • Rapidly changing the environment – business as well as regulatory – has been another challenge faced by the bank’s quality team. There are times when there are changes in product features by competition which necessitate a prompt and effective response from the bank. At other times, changes in the regulatory climate may demand an equally swift change in the internal process.
  • The Quality team needs to be adept at responding to these requirements by closely working with the various verticals of the bank. The team has to evolve itself into a solution provider or an internal consultant.

CONCLUSION

  • Service Quality has been recognized as a key differentiator in an increasingly undifferentiated financial services sector. It is not sufficient to respond to the customer needs, it has become imperative to put in place a robust structure to constantly evaluate processes to identify improvement areas, take feedback from the customer and act on the same. Lean Six Sigma plays a critical role here by improving transactional quality and thereby overall customer experience. This proactive approach, covering all customer touch-points, will go a long way in making the business not just successful in present but also arm it to adapt for the unforeseen future.

New Team Members

  • The banking sector is undergoing manifold expansion in the last five years increasing its reach in tier-2 and tier-3 cities. This rapid expansion compels the bank to hire aggressively. The sensitivity to service quality and processes driving it needs to be instilled in all new team members, often fresh out of colleges. This is the key to a standardized customer experience.
  • For this, a robust training mechanism; both on the online platform as well as using conventional classroom sessions, needs to be set up by the bank to enable its employees to recognize a need for and improve the quality of customer service. Certain aspects must also be made a part of the induction programme which is undergone by all new joinees as this is considered apt time for them to imbibe a customer-oriented culture of the bank.

Monetisation of Benefits

  • In the bank, the benefits derived from improvement initiatives are often of qualitative nature while having a tangible effect on customer service. The exercise to derive monetary impact of such initiatives is often difficult and time-consuming. E.g. computation of monetary impact of the reduction in TAT of account opening on increased business generated is challenging.
  • To tackle this challenge, the quality team has to work with the process owner and find out ways in which benefits can be quantified to the extent possible – even if a complete impact is not feasible.

ABOUT THE AUTHOR

Kaushal Mehta

  • is a Senior Member of American Society for Quality (ASQ) and a Certified Six Sigma Black Belt from ASQ. He is presently pursuing Master Black Belt certification from Indian Statistical Institute.
  • He is working with a leading Private Sector Bank as Zonal Head and is spearheading Quality Initiatives efforts in Southern India. He has had the wide experience as Quality Professional in implementing quality interventions in the banking environment.

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Employee Empowerment By Shrikant Mehta

It was a December-2007 morning at Toyota’s Bangkok Plant where a group of 27 Senior Managers from the Power Sector Multinational ABB from its various Asian-Australian Plants was waiting in the Reception area. They were eagerly looking forward to the Plant Tour of this great company which was a part of their one week Session on Lean Management concepts. There came an HR Personnel at the reception area to this group and introduced them to a young girl possibly aged 23-24 years who was supposed to be their Tour Guide for the Plant Tour. This indeed was something unexpected for this group who were expecting a Senior Management Personnel from Toyota to come as the Tour Guide. I being one of the members of this ABB Managers Group, later on, discussed this with one Toyota employee and found out that this is their normal practice to have an employee to get involve as Tour Guide once they have completed the induction of Toyota Production Systems(TPS) working for Toyota for 2 years at least. It was something which we were not used to seeing often in our Plants as well as other places. Meeting & guiding external people have been considered as a privileged job of Senior Management Personnel only. So this was the first lesson we learned of Empowerment at Toyota even before the real Plant Tour began for us !!

Blog 22 June 2018.JPGEmployees Empowerment – is that one of the topics of management where there is a lot of discussions happened already but comparatively less work done on ground reality; which provides a huge opportunity for every manager to understand and utilize this concept fully in their own area to unleash greater success in every aspect of their work. There is hardly any doubt to me about the tremendous potential of this simple looking concept which is moreover untapped !!!
Employee Empowerment – is a strategy & philosophy that enables employees to make decisions about their job, own their work & take responsibility for the results of their own decisions/actions.
ASQ (American Society for Quality) defines Employee Empowerment as: “To provide employees with the means for making influential decisions”
  • Employee Empowerment – consists of two basic elements :
    • Job Enlargement: Changing the scope of the job to include a greater portion of the horizontal process.
    • An Operator who is working on an assembly line if asked to conduct self-inspection of the process step which he/she has performed with an authority to pass it on to the next process stage.
    • Job Enrichment: Increasing the depth of the job to include responsibilities that have been traditionally carried out at higher levels of an organization. For instance – a Machine Shop Operator getting involved in the Planning process along with the Planners to help schedule the component to his/her next internal customer in the value chain.
  • Empowerment contains following steps for systematic deployment :

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Replace the old hierarchy with self-managed teams:

  • This is the first key to empowerment which ties them all together. By replacing the old hierarchy with self-managed teams, more responsibility is placed upon these unique and self-managed teams.
  • Lately, we started practicing this by identifying 5S Organization Structures within the Plant partnering blue & white collar employees together in the implementation teams. The Plant was divided into different zones and for each zone, a 5S Team leader was appointed. Clear responsibilities matrix was established for 5S Team Leaders. 5S Team Leaders have been assigned not only to represent their respective zones and drive implementation in their zone but also were asked to participate in other zones audits lately. These 5S Leaders were meeting once in a week initially to have more focus and minutes of meetings were circulated to 5S Coordinator of the Plant. 5S Coordinator was supposed to be a face of the plant for 5S and he/she used to be a bridge between Plant Management and all these 5S Team Leaders. As a Manager, one is supposed to create the ground rules for the teams and then come out of their way in order to give them autonomy. This step alone has made a great impact on the effectiveness of 5S Implementation drive that the plant became one of the global benchmarks
  • Plant in terms of 5S Implementation within one & half years’ time.
  • Give a thought to this and identify all potential areas where you have an opportunity to empower people in your organization. They could be empowered to become 5S Team Leaders, they could become Internal Trainers, Quality Circles working on Customer Complaints resolution, teams working upon autonomous maintenance of machines & equipment, manufacturing planning & scheduling core groups, QMS & OHS Auditors Panel, etc. The list can be endless depending upon the degree of empowerment one wants to achieve.

Providing crystal clear objectives:

  • Ensuring crystal clear objective for their employees – is the primary responsibility of a manager – which may although seem a trivial thing to mention, but not done effectively in most cases. It is worth doing as – more the clarity, more are the chances of achieving it.
  • It is better to communicate this over & over again rather than leaving it on the employee to let them figure this out on their own.
  • Setting up measurable goals is one thing. Writing them down is another. And having specific, deadlined action items towards reaching them is yet another…and this is where communication plays a vital role from a leader’s perspective.

Sharing of all related information with the concerned team members :

  • An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.” — Stephen Covey
  • This is the most important key to empowering people within an organization. By sharing information with everyone, one gives them a clear big picture of the company and its current situation. This fosters trust; by allowing all of the employees to view the company information, it helps to build that trust between employer and employee. Give them access to those information’s needed to perform the new task effectively.
  • Give them the required exposure by sending them to participate in an external Seminar/ Convention where they can present their Project along with other professionals from other organizations. There is no greater learning opportunity for the employees to represent their organization in such an event which in itself is a kind of recognition for their significant work also.
  • I understood this better when that young girl with hardly 2 to 3 years working experience with Toyota was answering almost every question from our people on that day. She was so well informed about each & every aspect of the organization that she faced no difficulty whatsoever to answer any of our queries ranging between total sales figures to the number of KAIZENs trend – during the Plant Tour.

Train, Train & Train:

  • As W. Edward Deming says: “Training is not compulsory; neither is survival..” Training is one of the most important aspects of the empowerment process. It is an ongoing process & should be seen as an investment in future rather than a cost. While working on the Training Process one should ensure two important things :(a) the employee who is trained once comes back to from the training session should share his/her learning’s with the concerned members of the remaining team. (b) There must be a focussed approach to develop some internal trainers also – as it is in itself a very important display of empowerment in training process.

Coach them:

  • One need to coach the empowered teams consistently. The coaching could be short term or long term depending upon the task ahead for which you are preparing them. One will need to monitor how they progress, whether on right track or not, whether they are in need of any kind of resources, etc.
  • Two things one should never forget in Coaching the team members : (a) Try to become a Role Model himself which others can follow. Preaching something without following it himself – will never work! (b) Take a personal & genuine interest in one’s team member’s development. Help them identify their strengths, weaknesses & opportunities. Help them to set goals for themselves.
  • “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” –General George Smith Patton, Jr.
  • This is a temptation hard to avoid for a manager. I have seen Senior Managers falling for this mistake of explaining their team members the “how” part with so much of detailing; more often but comparatively less focus on the “what” part of the objective; which definitely does not help to build shared vision among the team.
  • Keep on communicating the “what” part along with “why” it is so important to achieve that objective for the organization and what value it carries for the same. While dealing with the resolution of the problems always pinpoint the process and not the people!

A well-structured Reward & Recognition System:

  • Without a well structured and well thought of Reward & Recognition System to compliment one’s Empowerment Efforts – it is absolutely not possible to get success in engaging their people. Reward & Recognition need not be monetary benefits always.
  • One can do brainstorming among his Executive Management Team and find out few unique ways to appreciate the work done by team members. It could be (but not limited to) following : a badge showing appreciation , a word of appreciation within a group gathering, a movie/dinner coupon, asking a team to present their improvement project in a communication meeting , asking them to become one of the shop guides during an important visit from a Senior Executive, etc. It needs a lot of thoughtfulness & innovation indeed! I have once tried one innovative idea like calling 3 top 5S Winners to take lunch with the business leader of the location where they can describe & explain their success factors to the leader.
  • On another instance, we have once taken our Global Operational Excellence Manager to see one KAIZEN completed on Shop Floor by an employee recently. You can not imagine the look on that employee’s face as the Senior Executive from Switzerland was taking a genuine interest in his KAIZEN project asking related questions on how it was done, how he got this idea; and so on. Probably no financial reward would have matched the positive impact of these small interactions which he had with this Senior Executive.
  • From a leadership perspective, a manager has to consistently demonstrate that he/she values his/her people. There could be possibly no better reward & recognition for a person than having his/her leader showing genuine appreciation for his/her unique identity, significant work done by them & skills they have.

Measure the effectiveness:

  • Jack Welch rates “Employee Engagement” as the first one among the top 3 key factors he believes to be monitored consistently in order to see how the business is going on – along with other two being Cash Flow and Customer Satisfaction.He says – “It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it. That’s why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely there are safe to speak their minds.”
  • There are many other indicators also to see whether one’s empowerment efforts are effective or not. Such as a number of suggestions trend, KAIZEN Blitz trend, 5S Index monthly trend, machine breakdown trend, Accident trend from OHS perspective, etc.
  • Without a good review mechanism in place for your overall empowerment initiatives, it is very obvious to lose track and consistency in approach. This is one of those areas where Leadership has the highest impact on the success (or failure) of the empowerment process.

Conclusion:

  • Dealing with people is probably the biggest problem you face, especially if you are in business. Yes, and that is also true if you are a housewife, architect or engineer. Research done under the auspices of the Carnegie Foundation for the Advancement of Teaching uncovered a most important and significant fact – a fact later confirmed by additional studies made at the Carnegie Institute of Technology. These investigations revealed that even in such technical lines as engineering, about 15 percent of one’s financial success is due to one’s technical knowledge and about 85 percent is due to one’s skills in human engineering…”
  • The observation made by Carnegie above although is many decades old, but holds true even today and is timeless in terms of its relevance for the management world forever. There is a tremendous untapped potential lying within each one of us as well as our team members and empowerment is one of the right strategies to bring that out and channelize it systematically for organizational growth.

Author:

Shrikant Mehta AVP – ABB Ltd., Vadodara, India

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Operational Excellence through Continuous Improvement

In present competitive scenario, all organizations are facing challenges in Customer Service, Product/Service Quality, Quick Delivery to customer & cost reduction.

To achieve the above requirements, organizations have to face roadblock like “MUDA”, “MURA” & “MURI” i.e. Non-Value added activities. In order to eliminate/reduce Non-Value activities and to enhance business performance, there are various techniques such as Just in Time (JIT), Total Quality Management (TQM), Total Productive Maintenance (TPM), Kaizen, etc.

Blog 18

JIT is a strategy for inventory management in which raw materials and components are delivered from the supplier just in time when they are needed.

TQM is a philosophy of management for continuously improving the quality of products and processes. TQM emphasizes the involvement of management, workforce, suppliers and even customers in order to meet or to exceed customer expectations.

TPM is a systematic approach to eliminate waste associated with production equipment and machinery. TPM emphasis on minimizing downtime, i.e. reducing unexpected breakdowns, fully utilizing machines’ capabilities and tracking equipment life cycle cost.

Kaizen is a technique/philosophy is that focuses on ongoing improvements involving everyone – top management, managers, and workers.
Kaizen is a Japanese word derived from two different words.
In short, Kaizen means “Continuous Improvement” through little steps in personal life, home life, social life & working life.
Kaizen helps the organizations to generate a process-oriented way of thinking and develop strategies that assure continuous improvements involving people at all levels of an organization hierarchy. The message of the Kaizen strategy is that not a day should pass by, without some kind of improvement being made somewhere in the organization.

Kaizen & Management

  • The above figure shows management level wise responsibility in maintaining the standards, Implementing the Kaizens & role in Innovation activity of the organization.
  • In the above figure Maintenance refers to those activities directed towards current technological, managerial and operating standards. Kaizen refers to those activities directed towards improving current standards with small & incremental steps with zero/very little investment. Innovation refers to those activities directed towards drastic improvement as a result of high investment in new technology and/or equipment.

While designing Strategic Business Excellence Initiative we consider:

 Blog 18_1

Three Levels of Kaizen:

There are three levels/segments of kaizen, as follow;

  • Management Oriented Kaizen:
    • The first level of Kaizen is management oriented Kaizen. It is a crucial pillar concentrating on strategic issues providing momentum to keep up progress and morale. A manager should spend at least 50 % of his time on improvement.
  • Group-Oriented Kaizen
    • The second level of Kaizen is Group-Oriented Kaizen. Kaizen in a group works as a permanent approach expects the team members not only identify problem areas but also to identify causes, to analyze them, to suggest and implement solutions, and to test new countermeasures and establish new standards and/or procedures.
  • Individual Oriented Kaizen
    • The third level is individual oriented kaizen, which is manifested in the form of improvement ideas. Individual oriented Kaizen works on the maxim that one should work smarter, if not harder. Individual Operator Kaizen has an almost infinite opportunity. Kaizen’s starting point is for the worker to adopt a positive attitude towards changing and improving the way he works.
    • Individual Oriented Kaizen is often regarded as a morale booster, and management does not always ask for immediate economic payback on each improvement idea. Management attention and responsiveness are essential if workers are to become “thinking workers” always looking for better ways to do their work.

PDCA Cycle:

  • Follow PDCA (Plan-Do-Check-Act) cycle for implementation of Kaizens. PDCA cycle is a series of activities pursued continuous improvement. It begins with a study of the current situation. The gathered data during the study have to be used for formulating a Plan for improvement. Once this plan is finalized, implementation stage (Do) executes this plan the same. After implementation, during Check stage, it is verified if anticipated improvements are achieved or not. If the implementation is successful, the final action (Act) of sustaining the gains by methodological standardization is taken. However, if there is a gap in obtaining the results, a fresh round of P-D-C-A cycle starts.

Commandments of Kaizen/Continuous Improvement:

  • Keep Your Mind Open to Change
    • There is no way of changing things when prefixed ideas are around. The key to Kaizen is to challenge the “status quo “. The mind must be freed of preconceived notions and must be allowed to think uninhibited.
  • Think of Ways to make it possible
    • Instead of telling people what they shouldn’t do, it is better to think about how it could be done. It is a way of encouraging evolution through active mind allowing ideas flow with ease.
  • Always attack Processes, Never People
    • Many people tend to assume that the main cause of bad functioning of machines or any other problem is the worker. However, why-why analysis for finding out root causes always reveal system or process deficiencies.
  • Seek Simple Solutions
    • It is not a matter of looking for perfection. Perfection is impossible. Kaizen aims at 60/70% solution, which is good enough.
  • Correct the Mistake Right
    • Don’t let the magic moment pass. You just found a solution to a problem, correct it straight away and don’t let it continue on making you lose precious time and money.
  • Use Creativity, Not Capital
    • Don’t waste your money on things that can be solved with thinking. Invest in people and their capacity for solving problems.
  • Problems are Opportunities in Disguise
    • It is in those times when difficulties arise, there are opportunities to improve.Grab them with both hands.
  • Find the Root Causes
    • As mentioned in pt. 3), it is necessary to find out the real reason for problems before trying to solve them in the wrong direction. For that to happen, it is good to respect the “5 Whys” and then try to find a solution.
  • Wisdom of Many, Not the Knowledge of One
    • To consider the ideas often persons instead of waiting for the brilliant idea of one person will provide better results. Not only because it will encourage more ideas to appear, but because small ideas are generally cheaper and easily applicable.
  • There is no Final Destination on the Improvement Journey
    • This is the key to kaizen. Ideas never stop improving the situations. It is a continuous, never-ending journey. It is not only useful in many industries and service sectors but becomes useful even at social organizations, even at homes.
  • It becomes our second nature, it comes in our blood and it becomes our habit.
  • Remember continuous improvement in the organization is everyone’s responsibility. Together we can achieve the Excellence.

A Value ‘Model’ For Organizational Culture For Improved Organization Performance

A Value ‘Model’:

Liberalization, Privatization, and Globalization are the current buzzwords in the developing countries of which our country, India, the largest democracy in the world, faces lots of challenges and opportunities. How “we the people of India” respond to these challenges shall decide the overall wellbeing – i.e. Health, Wealth and Happiness of our countrymen.

Our nation consists of various sectors of organizations such as government sector, public sector, corporate (private sector), cooperative sector, MSME (Micro, Small, Medium Enterprises) sector, NGOs & agriculture sector. However, the large number of populations forms the unorganized sector consisting of individuals.

The challenge of transition from a poverty-ridden nation to a prosperous nation, calls for an initiative to be taken by the most informed, knowledge-based and economically well placed sectors e.g. corporate, PSUs & cooperatives with the support of government policies and executive processes and procedures.

To convert the challenge into an opportunity, we need to focus on creating a value model for organizational culture. The dictionary meanings of the term culture are

A cultured individual or group of individuals is one that is well educated and well behaved.

To reap the real benefits of liberalization, privatization and globalization it is time organizations set a “stage” ready to enter the challenging phase of economic transition. i.e. to play a decisive role in the turbulently competitive global economy. How should we set up such a “stage”?

The first and foremost step to set up a strong “stage” should be to create a credible, trustworthy and internally strong corporate India, where the business values are not just the build organizational culture characterized by “VALUE” in its true spirit. To set itself on the path of excellence, it becomes imperative in India to show up a unique and united representative face of an Indian organizational value system. Hence organizations should aim at evolving a culture based upon a value “Model” which embodies the following factor determinants as its foundations or principles.

Capture

  • Customer focus
  • Leadership
  • Total employee/ people involvement
  • Mutually beneficial customer-supplier relationship links
  • Process and system approach to management
  • Factual approach to decision making
  • A deep commitment to the welfare of society at large and protection & preservation of the environment
  • To address the needs of all other stakeholders

Most of the above factors/principles also form the base for ISO 9001:2008 Quality Management System. The organizations need to interact with the above factor determinants/principles individually and as an integrated whole for evolving a value bounded organizational culture.

Customer focus:

The organization should understand the current and future customer needs; stated o implied; should meet the customer requirements and strive to exceed customer expectations.

Leadership:

Leadership function is to establish unity of purpose and direction of the organization is Vision, Mission, and Strategy. It should create and maintain the internal environment in which people can become fully involved in achieving organization’s benefits.

Factual approach to decision making:

Employees at all levels in an organization, from top management to first-line employees and associates are trained and educated to take decisions which are based on accurate, adequate & reliable data and information and its scientific analysis. Decisions based on perceptions without any scientific base, invalid beliefs and mistrusts, fear etc. should be avoided.

To address the needs of all other stakeholders:

Just look at the top successful organizations at the national and international levels, when we take into account all their activities, we find that they are following the above-mentioned principles which ultimately improves their business performance and builds a unique image of the organization for others to emulate.

Total employee/ people Involvement:

Employees/ people at all levels are the driving force and business essence of an organization, and their full involvement enables their abilities and potential to be used fully for their own development and organizations benefit.

Mutually beneficial customer-supplier relationship links:

Each organization forms a link in the chain of customer-supplier relationship. Each link plays a double role of customer and supplier. All links are interdependent and a mutually beneficial relationship ultimately enhances the ability of all to create value for society as a whole.

Process and system approach to management:

A process approach consists of the importance of understanding and fulfilling the requirements of next process-customer. So as to add value and to measure the performance and effectiveness of the process objectively periodically with the aim of continual improvement. The system approach is to identify, understand and manage interrelated processes so as to contribute to organization’s effectiveness and efficiency in achieving its objectives.

To address the needs of all other stakeholders:

When all the above factors are taken care of to enhance the all-around performance of the organization probably no stakeholders shall be left out. It is not only financial interests of stakeholders but also emotional, sociability, & spiritual needs which are met by following the value model by an organization.

A deep commitment to the welfare of society at large and protection & preservation of environment:

All organizations exist as an integral part of society. They have a government on one side and the people on the other side. Government represents the policymaker, regulator, and facilitator and the people represent the aggregate home demand for products and services while taking care of the environment. So as to avoid any kind of pollution be it of air, water, sound or any aspect that affects the safety of people. It is the experience of advanced & developed countries that sophisticated and higher order home demands of people always perpetuate improvements and innovation among organizations which is a pre-requisite for them to compete in international terms. This calls for “Demand orientation” to our educational system by coordinating closely with the government. So as to redesign the technical education to meet the ever-increasing demand of the specialized field. An organization should also encourage the saving habits among their employees and promote the higher level of capital formation. They should also take up C.S.R. (Corporate Social Responsibility) activities such as national literacy mission, save the environment, women’s safety & empowerment, healthcare etc… Such movements can instill a spirit of teamwork and discipline among employees in an informal manner and also inculcate the sense of empathy and comparison for fellow human beings.

Author: 

Mr. S. C. Pandya, Principal Consultant

Concept Business Excellence Pvt. Ltd., Vadodara

 

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Certified 5-S (Workplace Management) Practitioner | OpEXGURU

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5-S

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5-S is a very basic and simple system for Workplace Management. The 5-S name is given because this method uses a list of five Japanese words: Seiri-Sorting, Seiton-Set in Order, Seiso- Shine, Seiketsu- Standardization and Shitsuke-Sustain/Self Discipline and all the five letters start with “S”.

This concept helps to organize the workplace in such a manner so our day to day work becomes smooth, this result in improving efficiency and effectiveness of an individual. 5-S is also one of the key elements of Visual Factory concept. It helps to boost the morale of employees and also it improves the team work culture in the organization. 5-S is the solid base of all other improvement initiatives in the organization.

COURSE CONTENT:

Module 1 : Overview of 5-S

  • Importance of 5-S
  • Introduction of 5-S
  • Benefits of 5-S
  • Guideline for 5-S Initiation
  • Exercise Round 1

Module 2 : 1-S Implementation Methodology

  • 1-S Overview
  • 1-S Implementation Methodology
  • Exercise Round 2

Module 3 : 2-S Implementation Methodology

  • 2-S Overview
  • 2-S Implementation Methodology
  • 2-S Implementation Examples
  • Exercise Round 3
Module 4 : 3-S Implementation Methodology

  • 3-S Overview
  • 3-S Implementation Methodology
  • Cleaning Check Sheet Preparation Guideline
  • Abnormality Detection and Correction with Examples
  • Mega Cleaning Day Guideline

Module 5 : 4-S Implementation Methodology

  • 4-S Overview
  • Importance of Standardization
  • Examples of Identification Standards
  • Briefing of Visual Management
  • Examples of Visual Management
  • Exercise Round 4

Module 6 : 5-S Implementation Methodology

  • 5-S Overview
  • Importance of Sustenance
  • 5-S Auditing
  • Role of Top Management

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  • Accredited by ASCB(UK)                      
  • Internationally Recognized
  • Permanent Listing of Certificate 

Credentials:

  • >800 Corporate Clients
  • 28000 People Trained
  • >15000 Mandays of consulting practice
  • >19 Years of Existence

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