The presentation throws light on Benchmarking of Business Excellence, concepts of business excellence, BE Models,Challenges for the business excellence approach, actual benchmarking, best practices, the EFQM Model and finally the Roadmap to the Business Excellence.

1. Benchmarking
Business Excellence
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What is Business Excellence
Business Excellence refers to;
”Outstanding practices in
managing the organisation and
achieving results, all based on a
set of eight fundamental concepts”,
these being,
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Eight Fundamental Concepts
 Results orientation;
 Customer focus;
 Leadership and constancy of
purpose;
 Management by processes and
facts;
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Eight Fundamental Concepts
 People development and
involvement;
 Continuous learning, innovation &
improvement;
 Partnership development;
 Public responsibility”.
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What are business excellence
models?
Business excellence models are
frameworks that when applied within an
organisation, can help to focus thought
and action in a more systematic and
structured way that should lead to
increased performance. All models are
thorough and consistent use of the
model can lead to world class
performance levels in the area(s)
related to the model.
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What are business excellence
models?
The models used should be holistic in that
they focus upon all areas and dimensions of
an organisation, and in particular, factors
that drive performance. These models are
internationally recognised as both providing
a framework to assist the adoption of
business excellence principles, and an
effective way of measuring how thoroughly
this adoption has been incorporated.
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Purpose of Use of BE Model
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Purpose of Use of BE Model
When used as a basis for an
organisation's improvement culture, the
business excellence ‘criteria’ within the
models broadly channel and encourage
the use of best practices into areas where
their effect will be most beneficial to
performance.
When used simply for self-assessment the
'criteria' can clearly identify strong and
weak areas of management practice.
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Purpose of Use of BE Model
Tools such as benchmarking can be used to
identify best-practice to enable the gaps to be
closed.
These critical links between business excellence
models, best practice, and benchmarking are
fundamental to the success of the models as
tools of continuous improvement.
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Purpose of Use of BE Model
Of course there are no rules on how an
organisation may use the models,
Some base the whole culture of the organisation
around the concepts
Some use the resulting scores from an assessment
against the model to benchmark against other like-
minded organisations, allowing an easy method of
identifying organisations that can potentially be
learned from
Some use only the results sections as a basis for
designing and managing a performance
measurement system
Some use them continually to self-assess, as the
driver of continuous improvement
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Common challenges
associated with a business
excellence approach
The first challenge encountered
involves the fact that the criteria in
the models contain hundreds of
questions requiring responses on
how or what is done in particular
areas of focus.
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Common challenges
associated with a business
excellence approach
The second and main challenge encountered
when using business excellence models is
that none of the models provide solutions.
Although understanding the criteria and responding
with the organisation's practices or results should
bring enlightenment relating to what the
organisation should be considering, there is no
specific advice given on how to improve
performance. It is left up to the user to find
ways to improve in the areas identified.
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What is Benchmarking?
Benchmarking is a systematic
process for identifying and
implementing best or better
practices. Although experts break
benchmarking into several types,
there exist two main types of
benchmarking
Performance benchmarking;
Best Practices benchmarking;
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Performance benchmarking
This involves comparing the performance
levels of sections for a specific process. This
information can then be used for identifying
opportunities for improvement and/or setting
performance targets. Performance levels of
other sections are normally called benchmarks
and the ideal benchmark is one that originates
from a section recognised as being a leader.
Benchmarks are also often used in the form of
indexes such as the Customer Satisfaction
Indexes.
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Best Practices benchmarking
This is where organisations search for and study
organisations that are high performers in
particular areas of interest. The processes
themselves of these organisations are studied
rather than just the associated performance
levels, normally through some mutually beneficial
agreement that follows the benchmarking code of
conduct. Knowledge gained through the study is
taken back to the organisation and where feasible
and appropriate, these high performing or best
practices are adapted and incorporated into the
organisation’s own processes. Therefore best
practice benchmarking involves the whole
process of identifying, capturing, analysing, and
implementing best practices.
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The Task At Hand Is …
Institutionalizing the
business excellence processes
to create value for all
stakeholders
while focusing on achieving
long-term sustained
competitive success
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The EFQM Model
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Signing an agreement …
 All Units/ Sections in Station
need to sign the agreement to
compete for excellence
Commitment on
- Asset Monitoring/ ROI contribution
- Reliability & Availability of critical
systems
- Business Excellence
- Code of Conduct
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Excellence
Habits
Thoughts
Attitude
Values
Behaviour
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Framework
Approach Deployment Results
Review, Align & Improve
Information & Analysis
Work Core
Driver Triad
H R
Focus
Strategic
Planning
Business
Results
Process
Management
Reliability &
Availability
Initial Base
Qualification
7
5
6
3
4
2
1
7
5
6
3
4
2
1
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Key Requirements
 Initial Base Qualifications
– Every Section shall come up with initial standard
quality set up with acceptable systems of Stores/Tools
Management, Condition Monitoring, PM schedules,
Asset valuation & other similar matters.
– Encouraging innovations and empowerment
– Reviewing performance and improvements
– Assessing impact of Innovative measures
– Awarding excellence within section.
 Strategic Planning
– External environment and internal capabilities
– Strategic objectives and action plans
– Measures of performance, comparison /
benchmarking
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Key Requirements
 Reliability & Availability Focus
– Reliability of critical systems/ processes
– Focus on continuous availability of systems
– Quality works & No repetitions.
– Customer Satisfaction and dissatisfaction
 Information and Analysis
– Timely entry of all data for online availability
– Analysis to support review and improvements
– Accuracy, Reliability, Security and Timeliness
– Accessibility and user friendliness
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Key Requirements
 Human Resource Focus
– Work systems to promote co-operation and
coordination
– Performance management and reward /
recognition / compensation
– Education, training and development
– Health, Safety, Ergonomics
– Employee Satisfaction and dissatisfaction
 Process Management
– Value chain analysis of processes and Services
– Day to day management
– Efficiency, effectiveness, building quality
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Key Requirements
 Business Results
– Development of means to measure excellence.
– Developing reporting system
– Performance - Absolute values, trends, comparative
performances
 Customer Focused Results – Generation, Loss analysis,
Unscheduled Interchanges, Aux. Power, Cost of
generation
 Financial and Market Results – Revenues, growth,
returns, working capital, market shares, new markets
 Human Resource Results – Work systems, training and
satisfaction
 Organizational Effectiveness Results – Productivity,
efficiency, quality, environment management etc.
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Qua The processlitication
 Quality Management – Developing
means to compare intersection
performance.
 Section can apply – application format
 Awarding ranks – on a 1000 point scale
 Award for those crossing 600
 Recognition for those crossing 450
 Best practices shared across different
sections / other power stations
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We have all SKILL, KNOWLEDGE & EXPERIENCE..
Without these, no Company is expected to
survive in Business.
Now in Competitive Environment, Profit for
Survival & Growth of the Company depends only
5% on Knowledge & Experience whereas mainly
on 95% on the Attitude to look towards common
goal and vision.
Development of right CORPORATE
CULTURE & Team spirit is the first priority.
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A-D
220
2 Y
Decide Standard
Business
Excellence
B
400
3 Y
A
220
2 Y
C
500
4 Y
D
600
+
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The Journey To Business
Excellence
Early
Developments
Early Results
Early Improvement
Good Performance
Emerging Leader
Station Leader
Inter station Leader
Corporate Leader
“0”
“250”
“350” “450”
“550”
“650”
“750”
“850”
“1000”
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Thank You
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