P. 1
bhel2

bhel2

|Views: 44|Likes:
Published by g282beta2

More info:

Published by: g282beta2 on Oct 09, 2010
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less

09/03/2012

pdf

text

original

WORLD CLASS - RESULTS

PROFIT BEFORE TAX ( Rs. in Crs.)
433

450 400 350 300 250 200 15 0 10 0 50 0 03-04 04-05 05-06
128 230 325

PBT as % of Turnover is improving steadily and is BEST amongst Power Plant Manufacturers in the world.

06-07

Target

PBT as %age of Turnover Company 2003-04 2004-05 2005-06 13 % 12 % 4.5 % 15 % (9.5 %) (3.7 %) 16 % 15 % 5.6 % 12.5 % (4.8 %) 1.3 % 20 % 18% 5.5 % 12 % 2.3% 5.4 %

Convergence of BHEL with Competitors Siemens – 59% GE – 44% Alstom – 99% ABB – 44%

HEEP BHEL Siemens AG GE Alstom ABB

HEEP Haridwar

WORLD CLASS - RESULTS
Return on Capital Employed Company HEEP BHEL Siemens GE Alstom ABB 03-04 39 % 18 % 9% 26 % (26%) (1.2%) 04-05 74 % 25 % 10 % 17 % (8%) 9% 05-06 74 % 33 % 21 % 10% 19%
02-03 03-04 04-05 05-06 06-07
Target

43

Convergence of BHEL with Competitors Siemens – 59% GE – 44% Alstom – 99% ABB – 44%

NOPAT as % of CAPITAL EMPLOYED

With 48% NOPAT as % of Capital Employed, HEEP has demonstrated World Class Performance

51

10 %

99

157

48 25.0 02-03 28 03-04 04-05

48

05-06

06-07 Target

HEEP Haridwar

215
72

EVA (Rs. Crores)

WORLD CLASS - DELIVERY
REDUCTION IN COMMISSIONING CYCLE TIME

60 M nh ot s 40 20 0

52 40

(210MW SETs)

28

25

24

Target

22

1

2

3

4

5

6

1.Singrauli 2.Gandhi Nagar 3.Raichur-5 4.Raichur-7 5.Kota
REDUCTION IN COMMISSIONING CYCLE TIME (500MW SETs) 80 Months 60 40 20 0 1 2 3 4 5 6 7

64

52

Target

44

39

38

36

34

1.Trombay-5 2.Ramagundam-3 3.Chandrapur-7 4.Simhadri 5. Talcher 6.Ramagundam-7 7.Future sets (Target)

HEEP Haridwar

8 75 50 % 70 60 50 25 25 0 03--04 35 Bh op al Hy de rab ad HE EP 20 At 05 las Co pc o Ki rlo sk ar HE EP 20 06 04--05 05--06 YEAR END ORDER BOOK 5000 4000 3000 2000 10 0 0 01-02 0 2 .Crore HEEP Haridwar . Rs.1 73.0 3 03-04 04-05 05-06 06-07 4671 3876 3869 3282 2313 1509 Growing Customer Satisfaction Index has enabled winning of 80% Orders on Negotiation basis and highest ever Order Book.1 75.5 70.2 66 66.CUSTOMER SERVICES Comparison of CSI 2005 100 90 80 % AGE OF NEGOTIATED ORDERS 100 80 85.

Quality Circle. Suggestions Participative Management Visual Communication of P&S. CSFs Employee Involvement Enhancing employee satisfaction CSF Pyramid./ Section Score Cards & Action Plans e-Map Employee Focus: IMPRESS©.ROLE MODEL INITIATIVES INITIATIVE Leadership: Annual Top Management Summit Business Policy Inter-Unit TQM Workshops Policy & Strategy Deployment: Cascading Goals through X-Matrix Unit Balanced Score Card (A & B) Functional Pole Star Statements Function/ Deptt. Customer. HEEP Haridwar FOCUS Business Policy. Society Realizing BHEL Vision & Values Cascading Strategy & BSC Annual Objectives Functional Mission Target Setting & Deployment through RADAR based DAP On-line Performance Plans . EVA. Posters etc. CSFs etc.

Inter Unit TQM Workshops at Haridwar VISION A World-Class Engineering Enterprise Committed to Enhancing Stakeholder Value VALUES Zeal to Excel and Zest for Change Integrity and Fairness in all Matters Respect for Dignity and Potential of Individuals Strict Adherence to Commitments Ensure Speed of Response Foster Learning. Creativity and Team-work Loyalty and Pride in the Company Building a long term plan for realizing of BHEL Vision & Values through eight syndicates HEEP Haridwar .

S2. Jan. S5. S7. S3. S4. Shareholders Value Enhancement for Employees & Society Value Enhancement for Vendors Benchmarking parameters & measurement Competency Mapping and Training Effectiveness Leadership effectiveness and Succession Planning Enhancing Effectiveness of Communication HEEP Haridwar . S6. Feb’04) Eight Syndicate Groups S1.04.Inter Unit TQM Workshops at Haridwar (Dec’03. S8. Parameters for World Class Engineering Enterprise Value Enhancement for Customers.

Power consumption Order to Delivery Time Response Time Target X% reduction over current cost X% reduction over current cost X% reduction over previous best X% reduction/ Increase X% reduction X% reduction X% reduction Service After Sales HEEP Haridwar .SYNDICATE ACTION PLANS .SAMPLE Value for the Customer Customer Value Competitive Cost Turnaround Time Efficient Operation Parameter Price of Equipment Price of Installation Cycle time from Order to Commissioning Heat Rate/Efficiency Auxiliary Power Consumption Availability of Spares Speed of Response Measure Cost of equipment Cost of erection and commissioning Cycle time Heat rate/Efficiency Aux.

EVA. CSFs Employee Involvement Enhancing employee satisfaction CSF Pyramid. Posters etc. CSFs etc.ROLE MODEL INITIATIVES INITIATIVE Leadership: Annual Top Management Summit Business Policy Inter-Unit TQM Workshops Policy & Strategy Deployment: Cascading Goals through X-Matrix Unit Balanced Score Card (A & B) Functional Pole Star Statements Function/ Deptt. Suggestions Participative Management Visual Communication of P&S. HEEP Haridwar FOCUS Business Policy. Society Realizing BHEL Vision & Values Cascading Strategy & BSC Annual Objectives Functional Mission Target Setting & Deployment through RADAR based DAP On-line Performance Plans ./ Section Score Cards & Action Plans e-Map Employee Focus: IMPRESS©. Quality Circle. Customer.

of India Annual Budget HEEP 5 year Strategic Plan Annual Top Mgmt Summit • CSFs • Unit Level Initiatives Corporate Balanced Score Card Unit Balanced Score Card (Part A) Functional Pole Star X-Matrix to Establish Cascading Unit Balanced Score Card (Part B) Functional Score Card & RADAR action plans Departmental Score Card & RADAR Action Plan Section Score Card Individual e-MAP KRA – Capability / Operational HEEP Haridwar .CASCADING OF ORGANISATION GOALS Corporate Strategy Map MOU with Govt.

g. Reduce Heat Rate. Study of 9FB Machines to reduce Heat Rate Study to reduce delivery of LP Rotors from 30 to 23 months HEEP Haridwar .g. CAGR of 12 % Customer Perspective Approaches to meet product / services and market segment needs and expectations e. Learning & Capability Building Perspective Identifies new actions to be undertaken e. R&D Focus.CORPORATE STRATEGY MAP Financial Perspective What company wants to achieve e.g.g. Reduce Cycle time etc. Enhance Order Book through better Product efficiency Internal Process Perspective Processes to be improved to meet the above needs e.

Critical Success Factor (CSF) Strategic Outsourcing of Processes.K.CRITICAL SUCCESS FACTORS: 2006-07 No. 4.K. 5. .P. Gupta improvement through employee involvement GM (T&D) Completion of supplies for Commissioning Sri V. 50 Crores with focus on Reverse auctioning and developing new vendors Sri P. Components & Assemblies CSF Champion Sri D.K. Kulshrestha Projects for 2006-07 (End year of X Five-year GM (E&CC) Plan) Improvement in Overall Effectiveness of Sri O. 1. Engineer GM (MM) HEEP Haridwar 3. Agarwal Equipment on the ongoing 141 machine tools GM (WE&S) from 52% to 60% Net saving in direct material and BOI by Rs. Focused drive for all round productivity Sri S.Mody GM (EM) 2.

R. 8. Singhal Contractors Bills to less than 10% AGM (F) Make QTM. 6.GRI) Contribution to the welfare of society Sri Vimal Kumar GM (HR) HEEP Haridwar . 10. BOSS and Sri A. 7. 9.CRITICAL SUCCESS FACTORS: 2006-07 No. Visual Management.K. Verma GM (ENGG) Sri A.ISE.K.C. Critical Success Factor (CSF) Knowledge Management and Intellectual Property Right Management Process Mapping and Benchmarking CSF Champion Sri H. Jain GM (Q&BE) Reduction in NCRs in processing of Vendor / Sri S. Bhargava IC-IS a way of life AGM (RMX. 5S.

CTQ a way of Life (CSF-11) • Strengthening of Internal Customer concept (CSF-13) • Deployment of OEE concept on identified 110 m/c tools (CSF-2) • Benchmarking (CSF-8) CSF 2005-06 • Focus on customer commitment through effective implementation of BOSS. Visual Management.(CSF-3) • Introduction of 300-350 MW sets and preparedness for 800 MW thermal sets (CSF-6) • QTM. Components & Assemblies (CSF-1) • Net saving in direct material and BOI by Rs. BOSS & IC-IS a way of life (CSF-9) • Improvement in Overall Effectiveness of Equipment on the ongoing 141 machine tools from 52% to 60% (CSF-4) • Process Mapping and Benchmarking (CSF-7) • Focused drive for all round productivity improvement through employee involvement (CSF-2) • Contribution to the welfare of society (CSF-10) • Knowledge Management and Intellectual Property Management (CSF-6) • Strategic Outsourcing of Processes. RCA.30 Crores with focus on Reverse Auctioning and developing new vendors (CSF-5) • Reduction in NCRs in processing of Vendor / Contractors Bills to less than 10% (CSF-8) Employees / Society • Implementation of new incentive scheme (CSF-7) • Knowledge Management and Intellectual Property Management (CSF-9) • Contribution to the welfare of Society (CSF-14) Vendors • Strategic Outsourcing of Processes.CONTINUUM OF CSFs CSF 2004-05 Customer • Securing Spares/Services and R&M Business of Rs. 400 Crs (CSF-3) • Effective implementation of BOSS and integration with Project Management (CSF-4) • Technology up-gradation (CSF-10) • Making QTM.15 Crores (CSF-5) HEEP Haridwar . components & assemblies (CSF-1) • Improvement in Procurement process with focus on establishment of PMD and MOU with Vendors (CSF-5) • Saving in direct material cost by 5% (CSF-6) • Selective Tie-up for Maintenance & Services (CSF12) • Strategic Outsourcing of Processes. Visual Mgmt and 5S a way of life (CSF-11 • Improvement in Internal Customer-Internal Supplier Satisfaction Index by 20% (CSF-10) • Capacity building for 5250 MW manufacturing through implementation of modernization plan (CSF-8) • Stabilization of OEE on the ongoing 110 machine tools and deployment on 30 new machine tools (CSF-4) • Benchmarking (CSF-9) • Focused drive for all round productivity improvement through employee involvement (CSF-2) • Knowledge Management and Intellectual Property Management (CSF-7) • Contribution to the welfare of society (CSF-12) CSF 2006-07 • Completion of supplies for Commissioning Projects for 2006-07 (End year of X Five-year Plan)(CSF-3) • To make QTM. 5S.. Components & Assemblies (CSF-1) • Net saving in direct material and BOI by Rs.

The Mechanics of Strategy Deployment: X-Matrix Top Level Strategy Deployment HOW Develop AIP’s Use Solid Dots For Alignment WHO Assign Resources XXXXXXXXXXXXXXX X 1st Level Annual Improvement X Priorities X X X 3-5 Year Target to Breakthrough Improve X Objectives/ X Strategic issues X X X X X Solid Dots for Primary X Open Dots for Support X X X X X X X X X X X X X X X X X X X X X X X X X X X Resources l Primary Responsibility m Secondary Responsibility WHAT Transfer Breakthroughs From Strategy HOW MUCH/ WHEN Set Targets HEEP Haridwar .

Matrix Second Level Strategy Deployment Only Roll AIP’s That Are Assigned Primary Responsibility X X X X X X X X X X 2nd Level Annual Improvement Priorities 90 Degree Rotation From Top Level 1st Level Improvement Priorities Target to Improve 3-5 Year Objectives/ Strategic Issues XXXXXXXXXXXXXXX Resources l Primary Responsibility m Secondary Responsibility HEEP Haridwar .The Mechanics of Strategy Deployment: X.

Suggestions Participative Management Visual Communication of P&S. Posters etc. Customer. Quality Circle. EVA. CSFs etc./ Section Score Cards & Action Plans e-Map Employee Focus: IMPRESS©.ROLE MODEL INITIATIVES INITIATIVE Leadership: Annual Top Management Summit Business Policy Inter-Unit TQM Workshops Policy & Strategy Deployment: Cascading Goals through X-Matrix Unit Balanced Score Card (A & B) Functional Pole Star Statements Function/ Deptt. Society Realizing BHEL Vision & Values Cascading Strategy & BSC Annual Objectives Functional Mission Target Setting & Deployment through RADAR based DAP On-line Performance Plans . CSFs Employee Involvement Enhancing employee satisfaction CSF Pyramid. HEEP Haridwar FOCUS Business Policy.

e-Map Improving Costing mechanism HEEP Haridwar .Unit Balanced Score Card (Part-A) FINANCIAL PERSPECTIVE Improve Top Line Growth § Financial Turnover § Export Turnover INTERNAL PROCESS PERSPECTIVE Reduction in Delivery Cycle § 500 MW LP Rotor 30 to 23 month Improve Bottom Line § Operating Cash Surplus § Debtor Days § Inventory Turns Cost Reduction by 5 % TQ Score in CII Assessment Materials Management § Reduce material consumption § Reduce BOI Procurement time CUSTOMER PERSPECTIVE Order Book § Super Critical Thermal Sets § 270/300/350 MW Sets STRATEGIC CAPABILITY PERSPECTIVE Capacity Augmentation § TG/ ST facilities for 5250 MW/annum Customer Satisfaction § Sequential supply § Complaints resolution time § Holistic quality technology Preparation of Strategic Plan 2012 Reconditioning & Retrofitting HR initiatives e.g.

/ Non.) OEE Improvement on 141 m/cs 5-S Index = 35 Communication effectiveness Benchmarking & Process Mapping Knowledge Mgmt & IPR STRATEGIC CAPABILITY PERSPECTIVE Annual Top Management Summit Market Scan & Competitors data Leadership Effectiveness Survey Implementing recommendations of HR Cross Functional Teams ISMS Certification Ordering Facilities for NBS-Phase 3 STAKEHOLDER PERSPECTIVE Employee Satisfaction Survey IMPRESS Projects/Suggestion Customer Satisfaction Survey Customer / Vendor meets Vendor Satisfaction Survey Society Satisfaction Survey Joint Improvement Projects HEEP Haridwar .Unit Balanced Score Card (Part-B) FINANCIAL PERSPECTIVE IT enabled WIP assessment e-Payment to Vendors EVA Tree & its cascading § Measurable parameters at Functional Level § Target Setting for Functions INTERNAL PROCESS PERSPECTIVE Strategic Outsourcing Quality Index (Mfg. Mfg.

HEEP Haridwar FOCUS Business Policy.ROLE MODEL INITIATIVES INITIATIVE Leadership: Annual Top Management Summit Business Policy Inter-Unit TQM Workshops Policy & Strategy Deployment: Cascading Goals through X-Matrix Unit Balanced Score Card (A & B) Functional Pole Star Statements Function/ Deptt. Posters etc. Suggestions Participative Management Visual Communication of P&S. CSFs Employee Involvement Enhancing employee satisfaction CSF Pyramid. Quality Circle. Society Realizing BHEL Vision & Values Cascading Strategy & BSC Annual Objectives Functional Mission Target Setting & Deployment through RADAR based DAP On-line Performance Plans . EVA./ Section Score Cards & Action Plans e-Map Employee Focus: IMPRESS©. Customer. CSFs etc.

M/C T& D FBM TBM&TR WE&S MM QM BEX FUNCTIONAL POLE STAR STATEMENT Act as an ambassador of the customer by effective contract management and prompt services leading to Customer Success. Ensure availability of quality materials and assets at right price. HEEP Haridwar . Defence Products and Services at optimum cost with focus on continual improvement leading to Customer’s Success. Ensure sequential and timely delivery of quality turbine blades. heat treated and stellited components at optimum cost with focus on continual improvement leading to customer‘s success. plants & services through technology up-gradation employing latest maintenance techniques. Building Quality into the Product through ‘Defect Prevention’ and providing prompt and efficient quality services. To be catalyst for continually enhancing excellence in all aspects of organisational processes. Maximise availability and enhance capability of m/c tools. Timely delivery of quality electrical products and services at optimum cost with focus on continual improvement leading to Customer’s Success. equipment. toolings. Engineer products and services to achieve and maintain competitiveness in the market. Timely delivery of quality and reliable Turbines. Ensure sequential and timely delivery of quality products with optimum utilisation of resources leading to Internal and External Customers’ success.FUNCTIONAL POLE STAR STATEMENTS FUNCTION E & CC ENGG Elect. in time and at right place.

HEEP Haridwar . Enhance & sustain company’s image as a world class engineering and manufacturing enterprise. monitoring of annual production plans and devising efficient management systems. Providing high quality consultancy and professionally oriented services in the field of environmental management with a focus on customer success. Support to management in formulating strategic and long term plans. Provide Personalised efficient and excellent Medical care. vibration and on line monitoring. Providing and continually improving engineering and laboratory services in the area of insulation. Enhancing productivity through motivation and participation of employees through structured programmes aimed at continual improvement. Planned updation of Capital Assets for achieving competitiveness & growth. and to increase share of value adding services. to achieve customer expectations. Enhancing value to employees & society resulting in committed and highly motivated Human Resource for effective achievement of business objectives & striving for better quality of life to the society.FUNCTIONAL POLE STAR STATEMENTS FUNCTION Finance Human Resource Central Planning P &D ISE&GRI RMX Medical Services C&PR PCRI FUNCTIONAL POLE STAR STATEMENT To ensure positive and increasing trend in Economic Value Addition (EVA) through effectiveness of Finance process.

Society Realizing BHEL Vision & Values Cascading Strategy & BSC Annual Objectives Functional Mission Target Setting & Deployment through RADAR based DAP On-line Performance Plans . Customer. CSFs Employee Involvement Enhancing employee satisfaction CSF Pyramid. CSFs etc. Suggestions Participative Management Visual Communication of P&S. HEEP Haridwar FOCUS Business Policy.ROLE MODEL INITIATIVES INITIATIVE Leadership: Annual Top Management Summit Business Policy Inter-Unit TQM Workshops Policy & Strategy Deployment: Cascading Goals through X-Matrix Unit Balanced Score Card (A & B) Functional Pole Star Statements Function/ Deptt. EVA./ Section Score Cards & Action Plans e-Map Employee Focus: IMPRESS©. Posters etc. Quality Circle.

26% Redn 1.90% of Shop GTO APPROACH Effective use of RCA for: 1. No. Objective To improve quality of products/ services.DEPARTMENTAL ACTION PLAN Typical Example – EM S.2 Actual Upto the month -Quality index BK-I BK-IV BK-VI -Rejection & Rework (% of shop GTO) : Target 2006-07 30% reduction Actual 2005-06 28% 18% 11.Reduction of rejection & rework Ensure timely availability of documents / plans & initiation of procurement action.5.Improving Processes/ documents 2. Monitoring quality indices for nonmanufacturing.6.03 % of Shop GTO Best in Last 60 Months 30 % Best of BHEL 30 % Best In Class 30 % It is an innovative initiative developed & patented by BHEL Haridwar 10% reduction 0.Tracking quality indices 3. 3.10.6. 3.6. •Thrust on use of safety appliances.6. •Completion of environmental improvement projects under ISO:14001 (2 projects). 2. Monthly analysis & review by HSE RESPONSI BILITY All Department In-charges •Generators •Motors •ACG •All shops EMT/ PCM & MCX-EM/ PPX-EM •Shop in charges •Safety Committee HEEP Haridwar . 3.9.6. 3. DEPLOYMENT •Generators •Motors •ACG ASSESSMENT & REVIEW Weekly analysis & review in RCA committees and follow-up action plan.7. 4.

Suggestions Participative Management Visual Communication of P&S. Customer. CSFs etc. CSFs Employee Involvement Enhancing employee satisfaction CSF Pyramid. Quality Circle./ Section Score Cards & Action Plans e-Map Employee Focus: IMPRESS©.ROLE MODEL INITIATIVES INITIATIVE Leadership: Annual Top Management Summit Business Policy Inter-Unit TQM Workshops Policy & Strategy Deployment: Cascading Goals through X-Matrix Unit Balanced Score Card (A & B) Functional Pole Star Statements Function/ Deptt. HEEP Haridwar FOCUS Business Policy. Society Realizing BHEL Vision & Values Cascading Strategy & BSC Annual Objectives Functional Mission Target Setting & Deployment through RADAR based DAP On-line Performance Plans . Posters etc. EVA.

e-MAP Total Transparency in executive performance planning & evaluation HEEP Haridwar .

e-MAP: A SNAP SHOT HEEP Haridwar .

Society Realizing BHEL Vision & Values Cascading Strategy & BSC Annual Objectives Functional Mission Target Setting & Deployment through RADAR based DAP On-line Performance Plans . Quality Circle. EVA. CSFs etc.ROLE MODEL INITIATIVES INITIATIVE Leadership: Annual Top Management Summit Business Policy Inter-Unit TQM Workshops Policy & Strategy Deployment: Cascading Goals through X-Matrix Unit Balanced Score Card (A & B) Functional Pole Star Statements Function/ Deptt. Posters etc. CSFs Employee Involvement Enhancing employee satisfaction CSF Pyramid. Customer. HEEP Haridwar FOCUS Business Policy. Suggestions Participative Management Visual Communication of P&S./ Section Score Cards & Action Plans e-Map Employee Focus: IMPRESS©.

IMPRESS OBJECTIVES • To tap the creative potential of employees. • To provide an & objective award of system for assessment projects. • To encourage employees to take up projects for improvement of processes & systems. improvement HEEP Haridwar .

IMPRESS: A POPULAR PLATFORM 14000 12726 CUMULATIVE NO. OF PROJECTS 12000 9436 9203 11926 10000 6672 6639 8000 6000 4000 2176 2176 2000 0 2002-03 2003-04 2004-05 2005-06 UP TO THE YEAR Projects Taken Projects Completed HEEP Haridwar .

Quality Circle Movement NUMBER OF QUALITY CIRCLES 250 200 150 100 102 50 0 2003-04 2004-05 Year 2005-06 Numbers Numbers 150 203 NUMBER OF PROBLEMS SOLVED 1800 1600 1400 1200 1000 800 600 916 994 1705 NUMBER OF QCC MEMBERS 1800 1600 1400 1200 Numbers 1600 1335 1030 400 200 0 2003-04 2004-05 Year 2005-06 1000 800 600 400 200 0 2003-04 2004-05 Year 2005-06 HEEP Haridwar .

82 C= Training by CQA A= Enhancing Deployment P= Deployed in all areas D= 27% employees covered C= Problem Display Board Customer related problem Quality at Doorstep Program Training by external faculty. A= Poster on QC Techniques QCC as major initiative. Haridwar MCM Presentation A P C D P=Deployed in all areas D=20% employees covered C=Participation in CII convention Participation in National Convention Participation in International Convention QCC in Hospital A=Quality Circle Guide A P C D A P C D P= Deployed in all areas.Action Plan Learning Mission A P C D P=Deployment in all areas D=33% employees covered as on date C=Learning mission to other organization Visit of other organizations Formation of Functional Coordinator Committee Functional Level Convention QCC in PCRI & Guest House Inclusion of TLA A=QCC Booklet Poster on Quality Circle CII/ QCFI Convention at BHEL. Quality Circle Manual by CQA Participation in conventions D= 15% employees covered C= Unit Level convention held Participation in Inter Unit Convention Participation in QCFI convention Best QC award A= Training material for QCC P= Deployed in Schools D= 22% employees covered C= Training for teachers A= Training Modules for each category A P C D A P C D 1982 1983-1987 1988-1992 1993-1997 1998-2002 2003-06 HEEP Haridwar .4.PDCA Journey of Quality Circle Movement P= Planning for launching QC Movement D= 9 QCC formed on 24.

Competent & Motivated Employees Best Managed Suggestion Scheme Award From INSSAN 14 Times in Row A National Record HEEP Haridwar .

Shram Bhushan Award 2004 to S P GUPTA and Shram Vir Award 2004 to M P SINGH VISHWAKARMA RASHTRIYA PURSKAR Upto 2001 2002 2003 2004 2005 Total 2000 123 4 5 1 6 8 147 HEEP Haridwar .RECENT RECOGNITIONS TO EMPLOYEES PRIME MINISTER’s SHRAM AWARDS Upto 2000 10 2001 1 2002 1 2003 1 2004 2 2005 Result awaited Total 15 Eight employees won Vishwakarma Rashtriya Puraskars on 17-9-06.

Quality Circle.ROLE MODEL INITIATIVES INITIATIVE Leadership: Annual Top Management Summit Business Policy Inter-Unit TQM Workshops Policy & Strategy Deployment: Cascading Goals through X-Matrix Unit Balanced Score Card (A & B) Functional Pole Star Statements Function/ Deptt. CSFs Employee Involvement Enhancing employee satisfaction CSF Pyramid. Suggestions Participative Management Visual Communication of P&S. Posters etc./ Section Score Cards & Action Plans e-Map Employee Focus: IMPRESS©. HEEP Haridwar FOCUS Business Policy. CSFs etc. Customer. EVA. Society Realizing BHEL Vision & Values Cascading Strategy & BSC Annual Objectives Functional Mission Target Setting & Deployment through RADAR based DAP On-line Performance Plans .

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->