2. OBJECTIVES
1.To provide a hands-on knowledge and
experience of introducing both qualitative
and quantitative ingredients of excellence of
managing an engineering organisation
2.To be able to make use of our own cultural
values to achieve high productivity and
efficiency
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7. STRATEGIC FOCUS
MISSION
We deliver innovative customer driven products, services and system
solutions in the field of power engineering for domestic and
international markets.
We aspire to become a key regional player in the targeted business
segments with world class manufacturing, continuous improvements
and optimized skills and resources to exceed customer needs.
We measure our success by achieving sustained growth and
profitability, employee and customer satisfaction and positive impact
on society.
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8. STRATEGIC FOCUS
VALUES
Integrity and Trust : we act with integrity and mutual
trust in everything we do.
Responsibility and Ownership : we are
responsible for, and take ownership of, all our actions.
Team Work : we achieve our common goal through
equal participation at all levels by working together,
benefiting from the synergies released by differing opinions.
Obligation to Society : we recognise our obligation
to the society in which we live and operate.
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9. STRATEGIC FOCUS
GOALS
People
Product leadership
Customer Focus
Skill and Resource Utilization
Good Citizenship
Growth and Profitability
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10. STRATEGIC FOCUS
Mission & Values
Strategic Business Plan
6 Goals
Objectives
Personal MBOs
Measures
Action Plans Budget
EQA Self Assessment
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11. STRATEGIC FOCUS
STRATEGIC FRAMEWORK
OBJECTIVES
GOALS MEASURES ACTION PLANS
People
Product
M Leadership
I
Customer
S Focus
S
I Skill & Resource
Utilization
O
N Good
N Citizenship
Growth &
Profitability
VALUES
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12. SELF ASSESSMENT
EUROPEAN QUALITY AWARD
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13. SELF ASSESSMENT
Primary Purposes
Self assessment of all major areas to be
considered in designing, evaluating and
improving quality systems.
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14. SELF ASSESSMENT
Evaluation Model
People People
Management Satisfaction
9% 9%
Business
Leadership Policy & Processes Customer
Results
Strategy Satisfaction
10% 8% 20%
14%
15%
Impact on
Resources
Society
9%
6%
Enablers Approach Results
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15. SELF ASSESSMENT
Actual Potential
Criterion
(%) (%)
1. Leadership 29 71
2. Policy and Strategy 34 66
3. People Management 23 77
4. Resources 29 71
5. Processes 34 66
6. Customer Satisfaction 26 74
7. People Satisfaction 13 87
8. Impact on Image 20 80
9. Business Results 29 71
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16. SELF ASSESSMENT
Policy & Strategy
Leadership
8
9 People Management
10
Business
Results 2.16 1.8
2.9
2.34
15 9 Resources
6.6 6.72
6 0.72
Image on Society
14 Processes
10.2
1.08
9
People Satisfaction
Customer Satisfaction
20
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18. SELF ASSESSMENT
1. Governance
2. Financial Performance
3. Customer Satisfaction
4. Commitment to Employees
5. Risk Management and Prevention
6. Respect for the Environment
7. Innovation
8. Community Involvement
9. Dialogue and Consensus-Building
10.Continuous Improvement
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19. PROCESS RE-ENGINEERING
THE BUSINESS PROCESSES
Order Fulfillment I : Enquiry
to Order & Design finalisation Order Fulfillment II: Order &
Design finalisation upto
delivery & warranty end
Sales
Design
Commercial
Production
Planning
Materials
Management
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20. PROCESS RE-ENGINEERING
THE GREENFIELD CONCEPT
Centers of Excellence
Process Focus Teams
Commercial KK KKK
Strategic
(K) KKK KK
VV VVV
Sales (V)
Tactical
VVVVVV
TTT TTTT
Technical
Operational
(T) TTTTTTTTTT
VT
T
KVP K
Production
V TK PPP PPP
K
KVT (P)
PP
PPP
P P TT
PPPPPPP
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22. Objectives achieved
• Productivity increased by three times – 3
completely tested panels per shift.
• Quality of workmanship improved
drastically – Zero defect.
• No stocking of material at shop floor.
• Elimination of non-value adding activities.
• Multi-skilled work force.
• Reduced Stocks.
• Improved customer deliveries.
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28. EMPLOYEE PARTICIPATION /
EMPOWERMENT
• skill developments • job rotation
Schedule of Job Rotation
1997
S. TRADE POWER MARKING PUNCHING MANNUAL DIGITAL DRILLING
CARD PRESS TABLE NOVO BENDING BENDING MACHINE
NO. NAME OF WORKER NO. PRESS
1/5 - 30/8 1/9 - 31/12
MUMTAZ ALAM 20092
1 G. L.
1/9 - 31/12 1/5 - 30/8
AFZAL BAIG BENDING M/C 20005
2
1/9 - 31/12 1/5 - 30/8
SHOUKAT ALI BENDING M/C 20147
3
1/9 - 31/12
SOHAIL AHMED PUNCHING M/C 20002
4
1/5 - 30/8 1/9 - 31/12
BILAL
5 SHEARING M/C
1/6 - 30/8 1/9 - 31/12
6 HYDER UL MURTAZA MARKING
1/9 - 31/12 1/6 - 30/8
JAVED IQBAL
7 MARKING
1/5 - 30/8 1/9 - 31/12
NOORUDDIN
8 PUNCHING M/C
1/9 - 31/12
AHSAN SHEARING M/C 20027
9
1/9 - 31/12 1/5 - 30/8
M. HUSSAIN
10 DRILLING M/C
LEGEND:
UNDER TRAINING
TRAINING COMPLETE
_____________________________
( DEPARTMENT INCHARGE - P3 )
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29. EMPLOYEE PARTICIPATION /
EMPOWERMENT
• trends in performance
• absenteeism
Attendance Record of Tool and Die Dept Price of non-
8000 conformities
R
U 7000 1997 1996
P 6000
E
5000 Average Price
E
Average Price
Rs. 1517.94 per
S 4000
month Rs. 4701.00 per
month
3000
2000
1000
0
NOV
OCT
JAN
FEB
APR
JUN
DEC
SEP
MAY
JUL
AUG
MAR
MONTHS
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30. EMPLOYEE PARTICIPATION /
EMPOWERMENT
INTERACTIVE
BOARDS
Empower the
employees to voice
their problems.
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32. EMPLOYEE PARTICIPATION /
EMPOWERMENT
• quality targets • kaizen team themes
ALSTOM Pakistan (Private) Limited
TIGERS JAGUARS
EAGLES
TO REDUCE PRICE OF NON-
CONFORMANCE BY 30% IN 1997 AS
MV/LV
SHAHEENS LEOPARDS
COMPARED TO THAT OF 1996
ASSEMBLY
TO ENHANCE THE SKILLS OF THE
WORKERS IN THE DEPARTMENT AT
LEAST BY 30%.
HAWKS FALCONS PANTHERS LIONS
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34. EMPLOYEE PARTICIPATION /
EMPOWERMENT
PRACTICING THE STATISTICAL QUALITY CONTROL
MACHINE
MAN
Unskilled Workers Shortage of tools
Lack of
supervision Disturbed worker Improper
tools
EXCESSIVE WIRING
Components TIME OF RK-PANEL
not available Uncomfortable
working height
Design of interlocking in time Plug wiring
plate
Uncomfortable Most of the wiring
Unnecessary Inst. working environment dependent on panel
mounting plate structure assy.
Non-conformance to
FK-2000 philosophy
Design of Inst. door mtg. +
inst. box wiring
MATERIAL METHOD
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35. EMPLOYEE PARTICIPATION /
EMPOWERMENT
OPEN HOUSE
Appreciation of Work &
Social Interaction of
Employees and their
Families
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36. WORLDWIDE
RECOGNITION
ISO 9001 – Quality Systems
ISO 18001 – OHSAS
ISO 14001 - Environment
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37. QUALITY MANAGEMENT SYSTEM (QMS) IS0 9001:2000
►MAINTAIN A QUALITY MANAGEMENT SYSTEM
►MANAGEMENT RESPONSIBILITY.
►RESOURCE MANAGEMENT.
►PRODUCT REALIZATION.
►CONTINUAL IMPROVEMENT OF SYSTEM
►CUSTOMER SATISFACTION.
►PROCESS APPROACH.
►BASIC MODEL PDCA ► DO ► ►
PLAN CHECK ACT
►CONTINUAL IMPROVEMENT IN PROCESSES & PRODUCTIVITY.
►MONITORING AND MEASUREMENT OF EFFECTIVENESS OF QMS
►CORRECTIVE & PREVENTIVE ACTIONS FOR OVER ALL IMPROVEMENT OF QMS.
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38. ENVIRONMENTAL MANAGEMENT SYSTEM (EMS) IS0 14001:2004
►ORGANIZATION ARE ABLE TO ASSESS THEIR ENVIRONMENTAL PERFORMANCE.
►CONTINUAL IMPROVEMENT IN ENVIRONMENTAL PERFORMANCE OF ORGANIZATION &
FULLFILL THE REQUIREMENT OF THE NATIONAL ENVIRONMENT QUALITY STANDARDS (NEQS)
& ENVIRONMENTAL PROTECTION AGENCY (EPA).
►OPERATIONAL CONTROL OVER SIGNIFICANT ENVIRONMENTAL ASPECTS
ASSOCIATED WITH THE ACTIVITIES OF ORGANIZATION.
►DEMONSTARTE THE ORGANIZATION SENSE OF RESPONSIBILITY TOWARDS
ENVIRONMENT & ECO –SYSTEM & MINIMIZE ENVIRONMENTAL FOOTPRINT.
►IMPLEMENTATION OF EFFECTIVE ENVIRONMETAL MANAGEMENT SYSTEM.
►ENVIRONMETAL ISSUES:AIR, NOISE, CONTAMINATION TO LAND, GROUND WATER, CO2,
EMISSIONS, (GHG) GREENHOUSE GASES, WASTE WATER FROM INDUSTRIES, ELECTRICITY.
►PREVENT LIABILITIES & ALSO PREVENT RISK, IMPROVE IN WORKING CONDITION.
►BASIC MODEL PDCA ► DO ► ►
PLAN CHECK ACT
►MEASURE & REPORT WITH SIGNIFICANT ENVIRONMENTAL ASPECTS IN ORDER
TO FACILITATE THE DIALOGUE WITH THE STAKEHOLDERS.
►CORRECTIVE & PREVENTIVE ACTIONS FOR OVER ALL IMPROVEMENT OF EMS.
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39. OCCUPATIONAL HEALTH & SAFTEY ASSESSMENT SERIES (OHSAS) 18001:1999
►ABILITIY TO DEAL WITH ALL SORTS OF OCCUPATIONAL HAZARDS RELATED TO
PLACE, PERSON, PROCESS & MACHINE OF ORGANIZATION.
►EFFECTIVE OH&S MANAGEMENT SYSTEM LOWER THE RATE OF ACCIDENTS AND ALSO
AFTER ACCIDENTS COST.
►INLINE WITH INTERNATIONAL LABOUR ORGANIZATION LAWS (ILO) & LABOUR RULES OF COUNTRY.
►GENERIC SYSTEM CAN BE INTEGRATED EFFECTIVLEY WITH OTHER INTERNATIONAL MANAGEMENT
SYSTEM FOR EXAMPLE (ISO).
►DEMONSTRATES ORGANIZATION’S REPONSIBILITY TOWARDS SOCIAL VALUES & ITS WORK FORCE.
►CONTINUAL IMPROVEMENT MINIMIZES THE RISKS & ACCIDENTS INCREASE EFFICIENCY OF
ORGANIZATION.
►BASIC MODEL PDCA ► DO ► ►
PLAN CHECK ACT
►CONTINUAL IMPROVEMENT IN PROCESSES & PRODUCTIVITY.
►MONITORING AND MEASUREMENT OF EFFECTIVENESS OF OH&S MANAGEMENT SYSTEM.
►HAZARD IDENTIFICATION & RISK ASSESSMENT WITH OPERATIONAL CONTROL CAN MINIMIZE
ACCIDENTS.
►EMERGENCY PREPAREDNESS & RESPONSE PLAN HELP ORGANIZATION TO RESPOND TO ACTUAL
EMERGENCY SITUATIONS & PREVENT OR MITIGATE ASSOCIATED ADVERSE OH&S CONSEQUENCES.
► IMPROVE THE HEALTH AND WORKING CONDITIONS FOR STAFF & WORKERS.
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41. DASHBOARD CONCEPT
SUSTAINABLE DEVELOPMENT & CONTINUOUS
IMPROVEMENT INDICATORS
- SAFETY
•Frequency Rate, Severity Rate and Number of accidents
- ENVIRONMENT
• Water consumption
• Energy consumption
Electricity consumption
• GreenHouse Gases
SF6 Emissions
• Paper
• Waste
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42. QUALITY INDICATORS
OBJECTIVE:
To measure the progress in
productivity
&
set targets to increase productivity.
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43. QUALITY INDICATORS
INDICATOR GROUP INDICATOR
EHS Number of lost time accidents
CUSTOMER COMPLAINTS Number of received customer
complaints during the period
CUSTOMER COMPLAINTS % of acknowledgement done to
customer within 24 hours
CUSTOMER COMPLAINTS % of customer complaints closed
on time during the period
PRODUCT QUALITY Product quality related costs
PRODUCT QUALITY First Pass Yield
SUPPLIER QUALITY External Supplier Quality Rate %
HUMAN RESOURCES Total Head Count (as end of
the month)
HUMAN RESOURCES Absenteeism
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44. QUALITY INDICATORS
INDICATOR GROUP INDICATOR
COMMERCIAL Margin on direct costs on orders
booked %
COMMERCIAL Gross Margins on orders booked %
SALES (HIT RATES) Hit Rate on offers (numbers) in %
SALES (HIT RATES) Hit Rate on offers (volume) in %
PROJECT Margin on direct cost deviation
PROJECT Gross Margin deviation
SUPPLY CHAIN Customer on time in full delivery
SUPPLY CHAIN Supplier on time in full delivery
SUPPLY CHAIN Manufacturing Productivity
SUPPLY CHAIN Total Gross Inventories
SOURCING Secured Sourcing Savings on
purchased volumes
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45. The Journey
never ends
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46. THANK YOU
FOR YOUR ATTENTION
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SKP
