Evidence Of A Systematic Approach example essay topic

It is mentioned in the application that the key performance measures are defined as per PPA and are reviewed regularly. However a systematic approach with the help of which senior leaders of the division review organizational performance and organizational capabilities is not evident. Also, a systematic approach to translate review findings into opportunities for improvement and innovation is not evident. The application mentions that the impact on the society of the product and operations of the division is considered during design stage of project / plant. Also, the emission level of flue gases and discharge of liquid effluents are monitored daily to keep them within control. The division has achieved zero discharge of liquid effluents.

Although the application mentions examples of some of the activities carried out by division for community support, a systematic approach for active participation by senior leaders and employees in community support activities in not evident. 2.0 Strategic Planning The division has performed SWOT analysis for developing divisional strategy. It includes key participants and planning time horizons. However, the application does not address approach to develop strategic planning process with help of which division derives its strategic objectives.

The application includes various factors affecting the strategic planning process. However a systematic approach to gather and analyse the data relevant to these factors is not evident. Division has mentioned the process for deploying strategy. Various short term and long term action plans have been shown along with their measures, review schedules and examples of improvements achieved. The application includes description of deploying action plans and allocating resources accordingly. However a systematic approach for developing action plans and allocations of resources other than finance e.g. HR, materials etc. is not evident.

3.0 Customer and Market Focus It is mentioned that at present there is only one customer due to Power Purchase Agreement with the customer. The division uses various listing and learning methods to determine customer requirements in addition to PPA. For example, meetings between division and customer are held regularly for performance review as per PPA and for complaint resolution. In addition, annual reports and in house journals of customer are referred to gather relevant information.

The division keeps track of relevant market trend and government policies through newspapers and business magazines. However, a systematic approach to determine appropriateness of these methods to determine customer requirements with respect to changing business needs and directions is not evident. It is mentioned that customer base cannot be expanded at present due to Power Purchase Agreement with the existing single customer. It is also mentioned that the efforts are made to establish contacts with major industries in the region. However it is not clear how the division systematically determines or targets new customers / customer groups / market segments. It is mentioned in the application that relationship with the existing customer is built and maintained by meeting his key requirements.

However, a systematic approach for building relationships to acquire new customers is not evident. Also, It is mentioned that the operational problems and customer complaints are resolved through telephonic communication and weekly meetings between the division and customer. However a systematic approach for effective and prompt complaint management is not evident. Also, a systematic approach to aggregate and analyse the complaints for use in improvement in other divisions of the organization is not evident. It is mentioned that the division ensures customer satisfaction through maintaining high availability of power supply and through resolving customer complaints with the help of regular meetings and telephonic communication. However a systematic approach to determine customer satisfaction and dissatisfaction and to use its results for improvement and to predict customers future business with the division is not evident.

It is mentioned in the application that the customer feedback is obtained continuously even in absence of complaints. However a systematic follow up approach for obtaining prompt and actionable feedback on products, services and transactions (e.g. follow up on transactions of energy, raw material and finance) from the customer is not evident. It is mentioned that comparison is not possible because of a single customer. However, there is no evidence of a systematic approach to obtain and use information on satisfaction of this customer relative to satisfaction with competitors of the division. 4.0 Information and Analysis The application describes various sources from where the division gathers data and information on daily basis. However, a systematic approach to integrate the data and information to support organisational decision-making is not evident The application mentions method of selection and analysis of key comparative data.

It is not clear which source (competition / benchmark ) is referred for comparison. As such a systematic approach to select and ensure effective use of key comparative data and information is not evident Although the division reviews key performance factors with respect to annual business plan, a systematic approach to align the results of organizational level analysis with key business results, strategic objectives and action plans is not evident. Also, a systematic approach to use these results for continuous and breakthrough improvement in its performance is not evident. Various methods of data and information availability have been mentioned. However it does not address how the data on performance measures and performance analysis is made available. Also, a structured approach for making needed data and information available and accessible to divisional employees, customers and suppliers is not evident.

5.0 Human Resource Focus The application includes description on set-up of various departments and placement of employees. However, a systematic approach to organize and manage work and jobs to promote cooperation, innovation and organizational culture is not evident. Also, a systematic approach to ensure effective communication and knowledge sharing across work units is not evident The application includes description of key factors that are seen during employee performance review. However, a systematic approach to support high performance, including feedback to the employees, is not evident. It is not clear how the employee performance management system ensures a customer and business focus. The application also includes various forms of awards that are given to high performers.

However, a systematic approach to reinforce the objectives of supporting high performance through this reward practice is not evident The application mentions various factors (including short term and long-term plans) considered while planning employee education, training and development. However, a systematic approach for determining contribution of these efforts towards achievement of action plans and employee development and career progression is not evident. The division has a structured list of factors that affect workplace health, safety and ergonomics. These factors are reviewed periodically.

However, a systematic approach to determine these factors for various workgroups / departments is not evident. Also, a systematic approach to improve workplace health, safety and ergonomics is not evident. The application does not address performance measures and / or targets for each environmental factor. 6.0 Process Management The application mentions various methods for addressing design quality, cycle time, learning etc. Since the design processes for product and services are not mentioned, it is not clear how division ensures design quality, cycle time, learning from past projects and other parts of the organization, cost control, new design technology, productivity. The application includes a list of performance requirements and methods to accommodate them into production process.

However, a systematic approach to incorporate all key operational performance requirements into design processes for production / delivery processes is not evident. The division has defined availability factor, performance factor, plant load factor etc. as its key performance parameters and indicators. These parameters and indicators are essential part of scorecard and PPA. These parameters and indicators are monitored continuously, which has enabled the division to control and improve its key production and delivery processes. For example, the plant load factor was maintained at 83% as against requirement of 75%, plant availability improved from 86.45% to 87.41% and performance factor improved from 95.50% to 98.27% compared to 2000-01.

Although the application mentions performance parameters and method of monitoring them, a systematic approach to ensure meeting of key performance requirements of key production and delivery processes in day-to-day operation is not evident. Also, the application does not address the approach used by the division to determine, develop and improve key business processes and their requirements to achieve better performance. For example, requirements to expand plant capacity and consumer base etc. are not addressed. Also, the application does not address key performance measures / indicators used for control and improvement of business process of the division to achieve better performance. The application does not address how the division controls and minimizes warranty / rework cost associated with performing inspections, tests and performance audits of its business process. The application includes description of key operational requirements of support processes.

However, a systematic approach to determine key support process requirements, incorporating input from internal customers, is not evident. Also, the key operational requirements such as productivity and cycle time etc. are not addressed in the application. The application does not address key performance measures / indicators and in process measures used for control and improvement of key support processes. It also does not address the approach division adopts to ensure that costs associated with inspections, tests and performance audits of support processes is minimum. The approach of the division to improve its support processes and to keep them current with business needs and directions is also not addressed in the application. 7.0 Business Results The division has reported levels and trends in key measures of product and service performance.

These results indicate that there is a continuous improvement in delivering product and service quality that has lead to higher customer satisfaction and fulfillment of PPA. The application states that the customer satisfaction index has been improved to 90% during 2001-2002. However, the levels of customer dissatisfaction and customer satisfaction relative to competitors are not reported. The division has reported income and expenditure summary along with profit for the year 2000-2001 while Belgium division has reported net profit and fuel cost for year 2001-2002. However, the divisions have not reported levels and trends in key measures / indicators of Financial performance and Business growth.

For example, results on return on investment, asset utilization, capitalization, depreciation, operating margins, debt to equity ratio, value added per employee etc. are not reported. The application includes results only on current levels of some of the indicators related to employee satisfaction and development viz. new initiatives taken up, savings due to implementation of suggestion, health, safety etc. However, the results on measures / indicators of employee satisfaction / dissatisfaction such as employee knowledge of job roles, employee perception of empowerment and information sharing, turnover rate, compensation claims, satisfaction survey reports etc. are not reported. Also, the reported results are without trends and appropriate comparative information. The division has reported operational results of production and delivery processes along with current levels and their trends. viz. improvement in plant availability by 0.96%, improvement in Heat rate by 1.98%, improvement in Performance factor by 2.77%. Also, the plant load factor was maintained around 72%.

The trends indicate that planned and forced outage rate of boilers has considerably come down. Similarly, planned outage rate of TG sets has considerably come down except their forced outage rate. These results indicate that there is continuous improvement in delivering product and service quality that has lead to higher customer satisfaction and fulfillment of PPA. The division has not reported results for key measures / indicators of accomplishment of organizational and / or divisional strategic objectives that are mentioned in 2.1 b 1. For example, results on number of interruptions, improvement in time taken for restoration of power, improvement in communication facilities, environment protection and enrichment, generation cost per unit, O / H transmission line faults, water management effectiveness, inventory management effectiveness etc. are not reported. The division has not reported results for key measures / indicators of regulatory / legal compliance.

For example, results on financial audit, quantity of ash generated, discharge of flue gases and liquid effluents, environment protection and enrichment etc. are not reported. Also, the results of activities initiated to demonstrate better social responsibility and organizational citizenship are also not reported.