Employee Engagement A Competitive Advantage

Prakriti Sarkar Vishal Pandey
FMS, Delhi Contact No:9619224651

Contents 1. 2. Introduction ......................................................................................................................... 3 Engaged Employee .............................................................................................................. 4

2.1 Employee Satisfaction ......................................................................................................... 4 2.2 Employee Loyalty................................................................................................................ 5 2.3 Compensation ...................................................................................................................... 5 2.4 Self Motivation .................................................................................................................... 5 3. 4. 5. Modes for Employee Engagement........................................................................................ 6 Levels of Engagement.......................................................................................................... 7 Competitive Advantages ...................................................................................................... 8 5.1 Lesser Attrition rate ....................................................................................................... 8 5.2 Engagement as a Driver for Organisation Success .......................................................... 8 5.3 Higher Productivity ........................................................................................................ 8 5.5 Better Performance ........................................................................................................ 9 5.6 Improved Customer Loyalty........................................................................................... 9 5.7 Boosts Business Growth................................................................................................. 9 Group Integration Model 6. Plant Level Model and Structure of Implementation ................................................................ 9 6.1. Role of Area Effectiveness Team ................................................................................ 11 6.2 Role of Worker Engagement Teams ............................................................................. 12 6.3 Role of Pillar Teams .................................................................................................... 12 6.4 Integration Manufacturing Excellence and Employee Engagement ............................... 13 6.5 Reward and Recognition Policy .................................................................................. 14 7. Corporate Level Model ......................................................................................................... 14 7.1 Role of Service Engagement Teams ............................................................................. 15 8.Conclusion..................................................................................................................................16 Appendix I ............................................................................................................................... 17 Appendix II............................................................................................................................... 19 References ................................................................................................................................ 22

We also developed the sustenance mechanism of our model and analyses the role of Management to make this model fruitful 1. and works with colleagues to improve performance within the job for the benefit of the organization. body and soul . August 2005. We believe that departments within any Indian MNC are dependent on each other but not integrated to each other .Asset Engagement-Process Engagement Model . An engaged employee is aware of business context. 1 Human Capital.Abstract: Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. There is a strong and link between engagement and various performance measures including retention. The paper focuses on how employee engagement is an antecedent of job involvement and what should company do to make the employees engaged. It refers to the µvoluntary efforts¶ employees are ready to put into their work. with this paper we tried to overcome this work culture by developing concept of Area Effectiveness Teams and Workers Engagement Teams etc in People Engagement. Simply put. customer satisfaction. Introduction Employee engagement is a state of emotional and intellectual involvement that an employee has in his or her organization. But retaining the employees and making them deliver their maximum is the key to organizational success. It is a positive attitude held by the employees towards the organization and its values. performance and ultimately higher productivity and better business results. The success of organisation requires the active and willing participation of organisation¶s workforce. they work as if they are working in separate silo¶s . Engagement for the mind. to achieve the organisation¶s objectives. employee engagement is about getting employees ³give it their all´ 1 Recruiting good talent is just the first step towards organizational success.

because they are by definition precious possessions for the organization. This in turn improves the profitability of the organisation.2 Engaging employees is crucial for truly talented people or the High Potential Employees who are likely to take up leadership roles in the future. The backbone of employee satisfaction is respect for workers and the job they perform. showing them that they are being heard and putting honest dedication into compromising will often help to improve morale. employees should be treated with courtesy and interest. 2. we require to look at how the following traditional concepts. They are more likely to move on to another organization if they don't feel that the current one meets their demanding needs for job satisfaction.1 Employee Satisfaction Employee satisfaction is a measure of how happy employees are with their work and environment.An engaged employee is aware of business context. and works with colleagues to improve performance within the job for the benefit of the organization. The essence of employee engagement is to provide a positive environment where employees are free to contribute and more importantly desire to contribute more of their energy. purpose and sense of self-worth. take fewer days off. 2. There are many factors in improving or maintaining high employee satisfaction. Developments and sustenance of this positive attitude translates into business gains. Such engaged employees beget satisfied customers. and stay loyal to the organization. Many organizations participate in team-building retreats that are designed to strengthen the working relationship of the employees in a non-work related setting. In every interaction with management. Engagement By Michael Kalinowski . Keeping employee morale high can be of tremendous benefit to any organization. Even if management cannot meet all the demands of employees. Engaged Employee Engaged Employees are those who go beyond the expectations and bring the full range of their abilities and creative potential to the enterprise. Inc. One of the best ways to maintain employee satisfaction is to make employees feel like part of a family or team. 2 Human Resources Partnership. Engaging the High Potential employees needs to be an organizational priority. as satisfied people are more likely to produce more results. To understand the need of employees in the context of employee engagement. efforts and thought processes in ways that significantly and favourably impact the goals of the organization.

As explained in Herzberg¶s two factor theory of motivation. Being loyal to the company could mean that they may never quit. In practice. who tend to have a good idea of the market rate they can command and will be looking for a prospective employer who can offer this and other advantages. i. but engagement brings a person to unleashing his talents and deliver measurably to improved performance. But that does not necessarily mean that they are showing engaged levels of productivity.3 Compensation The traditional way of expecting of high commitment from employees is by high providing high remuneration. 2. hiring such self motivators could be beneficial for the organization. even if a person is naturally self motivating. So. keeping the person engaged at work would depend on his experiences.2 Employee Loyalty Employee loyalty does not always lead to high performance. So. factors when deciding where they will work. nonfinancial. who in turn have a choice about the level of engagement to offer to the employer. 2. Being engaged is about more than being loyal to a company. people are more likely to be swayed by a range of other. its absence or lack of it may lead to de-motivation but its presence may not necessarily motivate an employee to give his 100%.4 Self Motivation There is a general perception that some people are self motivators while others are not. money is a hygiene factor and not motivator. it should be noted that satisfied employees need not necessarily produce the type of performance that help organisations to succeed. Management holds key to Employee Engagement . This is particularly true of really talented people. the key behavioural aspects that HR professional should search for in an engaged employee are y y y 3 Desire to work towards the organisational objectives Understanding of the business context and the µbigger picture¶ Respect for colleagues and desire to help HR Magazine| Feb 2008. But various survey results show that people¶s engagement at work is dependent on their experiences in the organisation. 2.e. Engagement is thus a two way process: organisations must work to engage the employees. Satisfaction is the minimum that is required. But this concept is no longer relevant in its original form.However.3 Thus.

Motivation factors are needed in order to motivate an employee into higher performance.y y y Willingness to µgo the extra mile¶ Belief in the organisation Keeping pace with the developments in the field To better understand employee attitudes and motivation. These factors result from internal generators in employees. He classified the various factors under two heads: Employees dissatisfied and unmonivated Employees not dissatisfies but unmotivated Motivation Factor Hygiene Factor Employees satisfied and motivated Hygiene factors are needed to ensure an employee does not become dissatisfied. Modes for Employee Engagement . the two feelings cannot simply be treated as opposites of one another. They do not lead to higher levels of motivation. but rather. The opposite of satisfaction is not dissatisfaction. Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction. Herzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction. no satisfaction. but without them there is dissatisfaction. Motivation Factors ‡ ‡ ‡ ‡ ‡ Advancement Learning Responsibility & Empowerment Recognition & appreciation Team work ‡ ‡ ‡ ‡ Hygiene Factors Pay levels Supportive boss Company policies Physical environment 3.

company practices and quality of life. Not Engaged Employee disengagement is characterised which shows lack of commitment. total rewards. Say: They are passionate advocates for their workplace and business with co-workers. frequent absenteeism. Together they drive engagement and it is portrayed by three key behaviors in employees. Levels of Engagement To better understand and appreciate the importance of employee engagement. marginal productivity. The behaviors that indicate strong engagement are: y y y Stay: They have an intense desire to be a member of the organization. open hostility or in extreme cases breach of security etc. couldn¶t care less attitude. opportunities. work.Fig 1: Hewitt¶s six drivers of engagement HR Consultant Hewitt has classified the drivers of Employee Engagement into six groups People. 4. we need to understand the levels of engagement 1. Strive: They go beyond what is minimally required to produce extraordinary service and results for customers and colleagues. potential employees and customers. A major reason for disengagement is absence of appreciation or µpositive stroke¶ .

many companies would be competing for the same talent workforce. Career opportunities. awards and recognition are examples of motivation factors. they tend to put in more effort and be more productive. For example. 5. Actively engaged Engaged employees as discussed before are people who wish to exceed their roles and are always ready to help their colleagues. Engaged Employees by staying longer in the company become the Brand Ambassadors of the company advocating its policies and work environment and thereby building a positive environment.S Manufacturing Firms found that companies using high performance work systems had significantly higher labour productivity than their competitors. So in today¶s highly globalised marketplace where society and business are witnessing unprecedented change. Actively disengaged Actively disengaged employees are those who are not only unhappy about the work but they undermine the efforts of others around. . 3. and have the necessary knowledge. Their disengaged attitude may create tension and problem among other workers who are dependent on such employees for completion of the team assignments. It makes sense for the organisations to look at ways to reduce attrition by engaging talent. It is also seen that people who are highly involved in their work processes tend to be more engaged. They work with passion and drive innovation and move the organisation forward.1 Lesser Attrition rate Engaged employees tend to stay in the organisation much longer as compared to the nonengaged employees. 5. Competitive Advantages 5.2 Engagement as a Driver for Organisation Success Engaged Employees work harder and are more likely to go that µextra mile¶ for the organisation. These Employees have a very positive feeling about their company which is reflected in the quality and the amount of effort they put in their work. It gradually becomes a spiralling effect and leads to more people getting engaged with the organisation and its goals.3 Higher Productivity When the employees have the power to make decision related to their performance. 5. can access information about the cost and revenue. a recent study that analysed 132 U. training and development to do their jobs and are rewarded for their efforts.2.

They go to the maximum possible level as they feel attached to the company and thereby increase the customer satisfaction leading to increase in the overall revenue of the company. There is a sense of correlation which builds up passion and commitment in the employee to actively increase the growth of the business. For example. meaning. organisation. 5.721. This is a significant variable in engagement and thus in the performance.the extent to which an employee derives enjoyment.823. Thus service organisations like banks. hotels etc. The extent to which an employee feels that someone or something within the company provides development. employee engagement can be measured and can yield significant savings. at the beverage company of Molson Coors. 5. pride or inspiration from something or someone in the organisation.5.7 Boosts Business Growth Employee engagement has emerged as a critical driver of business success in today¶s competitive marketplace. Emotional Commitment to the job. 5.104. the climate is better for service and customer receives better quality services. financial or professional rewards in employee¶s best interest leads to better performance. it was found that an engaged employee was five times less likely to have a safety incident and seven times less likely to have lost-time safety incident as compared to a non-engaged employee. In addition. must focus more on keeping the employees engaged as these engaged employees tend to more professional yet humane in their approach towards the clients. There is a significant link between employee engagement and the overall profitability of the organisation. This impacts their attitude towards the clients. The degree and quality of the performance depends on the level of Emotional Commitment.5 Better Performance The Employee¶s emotional commitment to the job and the organization is key for engagement. As an engaged employee is committed and aligned with the organisation strategies and goals. thus promoting Customer Loyalty. savings were found in sales performance teams through engagement. Considering the average cost of safety incident for an engaged employee to be $64.6 Improved Customer Loyalty An engaged employee forms a stronger Emotion Connect with the company as compared to the non-engaged employees.4 Savings for the Organisation According to the report by SHRM Foundation.760 in safety costs alone in 2002. the company saved around $1. The difference in performance-related costs between high and low Engagement Teams totalled around $2. When Employees feel more engaged to their work. team and manager has been found to determine stronger performance than rational commitment. .

The employers and their ability to create the conditions that promote employee engagement. Plant Level Engagement and Structure of Implementation: Big Conglomerate like Essar and Reliance which are transforming from Business to Business to Business to Customer can follow the Employee Engagement Model to define its all key performance indicators as per the suggested model. Process Engagement 3. Any organization which manufactures and sells the products has three major areas which can be engaged to each other 1. make them more engaged and empowered we have suggested the following Model.So we sensed in work different silo¶s in the same organisation so.People Engagement´ Model supports the entire journey from initial Physical Transformation to Competitive Differentiation with Sustainability to World Class Employee Engagement. Assets Engagement ³Process Engagement . People Engagement 2. Interaction between employees at all levels. 6. Asset Engagement Process Engagement Reliability ‡ Daily Work management ‡ Breakdown Reduction ‡ Housekeeping ‡ Line Speed ‡ Technology Ownership ‡ Quality ‡ Line Efficiency ‡ On Time Performance ‡ New Product Development Employee Engagement Sustenance People Engagement ‡ Leadership Development ‡ Mass Education ‡ Quality Certification ‡ KRA Linkage ‡ Reward and Recognition .Group Integration Model Global studies suggest that there are three basic aspects of employee engagement: 1. Our suggested model based on the assumption that generally in manufacturing company various departments are dependent to each other but not integrated to each other .Asset Engagement . 2.

Improving equipment maintenance practices 6.1 Area Effectiveness Teams: Human Resource Team uses a unique daily management structure to implement the entire initiative. Area Key Performance Indicator improvement 2. For example for a steel industry Blast Furnace. Daily problem analysis 7.6. Beneficiation Plant can be AETs. Steel Melting Plant. Compact Strip Plant. Equipment condition improvement 4. An AET will comprise of supervisors from related functions and a few senior operators and will be lead by the area-head. Setting up daily asset care practices 5. The People Engagement for the entire plant would be driven through these AETs. Role of the AETs will be: 1. Corex Plant. Improve skill levels AETs will meet for about 20 minutes every day at the shop floor around an AET Board that will display performance of AET ³Employee Engagement´ will involve all 100% of the people on the shop floor and cover the entire area in the factor AET* 1 AET 2 WET* Zone 1 WET Zone 2 WET Zone 4 AET 4 AET 3 AET 6 AET 5 WET Zone 3 ENTIRE PLANT *AET: Area Effectiveness Team *WET: Workers Engagement Team EACH AET . Improve process performance 3. The entire plant will be divided into logical areas and each area will have an ³Area Effectiveness Team (AET)´. Pellet Plant.

Thus a Pillar team will comprise of representatives from various AETs. WET will consist of workmen and line supervisors of the shift. Planned maintenance 3. 3-4 Pillar Teams will be formed to drive organization wide initiatives and build common approach across the plants & lines. Identify and eliminate abnormalities 2. can be pillar teams. in Hot End for each Machine there will be WET teams for each shift. Define common approach to be implemented across the AETs like skill development.g. Consolidate best practices across the plants and implement them through AETs & WETs 2.2 Worker Engagement Teams (WET) AETs will be further divided into smaller zones called ³WET Zones´ where WET Teams would be created. inspection (CLTI) 3. E.g. The pillar team will bring about improvements through the AET & WET.6. tightening. 5 words in Hindi are: SAFAI SANYAM SUVYAWASTH A SAMWARA N SWACHACHATA 6. KAIZEN. Each pillar will be headed by a senior manager (Pillar Champion). Define common policies and procedure . The AETs where a particular Pillar initiative is being done will have a member in that Pillar team. 5S is a key responsibility of all WET Teams. Role of WET teams will be: 1. Furnace Management etc. Skill Development. Monitor & control key process input and output parameters 4. Planned Maintenance.3 Pillar Teams: At the company level. Role of the Pillar Team will be: 1. E. Housekeeping WETs will work together for about 10-15 minutes per shift to take care of daily WET activities. lubrication. Daily cleaning.

Identify improvement areas and projects 5. tools and technique . As Essar Group has already adopted the initiative of manufacturing excellence. 6. 3. 2.4 Integration of Manufacturing Excellence and Employee Engagement The suggested Employee Engagement Structure can be driven through a definite group of people which can be termed as changed agents. the entire journey can driven by a team called Manufacturing Excellence Team or the model if adopted in corporate office than the Business Excellence team has to be formed to drive this initiative . 4. completion and documentation Train the teams on Six-Sigma related methodologies. EMPLOYEE ENGAGEMENT STRUCTURE STEERING TEAM PRODUCTION MANAGER MAINTIANCE ENGINEER INSPECTOR AREA EFFECTIVENESS TEAM WET SUPERVISORS S MAINTAINACE PROCESS TECHNICIAN OPERATOR TRAINER PILLAR TEAM FACILITATOR R&D CHEMIST UNION REP 6. Coordinate / Spearhead all quantum initiatives at the plant Monitor actual implementation and ensure that it is foolproof Lead critical and complex projects Ensure that the teams follow the right steps Integrate the solutions with the QA systems Develop standards for project working. 5. The Pillar Teams will meet once in 2-3 weeks for about 2 hours. 7. Role of Manufacturing Excellence (ME) Cell 1.4. Track performance of their chosen mission through common measurement systems The Pillar Teams will be launched after AETs get matured normally after 10-12 months.

5 Reward and Recognition Policy To make this model effective it has to be driven by performance matrix of the organisation. 6.Generally world class organisations follows 5 levels and to achieve every level teams have to score 80% through external audit which is conducted once a year. 9. 4.Factors Influencing ME Cell 1. WETs. 2. 10. All the teams like Area Effectiveness Teams and Worker Engagement Teams has to be audited monthly by external or internal auditors for various engagement level . 3. So the minimum time a organisation take to attain 5 levels of employee engagement is 5 years. 7 Corporate Level Engagement When the same initiative is done at the service level or corporate level we can replace Asset Engagement by Place Engagement . Pillar Teams and Manufacturing Excellence teams has to be link with the Key Result Areas of the various individuals . 5. A structured and systematic Improvement Programme embedded in the Business Plan Regular investment in skills training for all staff Continuous benchmarking of performance against standards set by other organizations Continually setting challenging and stretching performance targets Individual and team performance improvement targets Regular and sustained appraisal of Continuous Improvement performance Customer focus culture throughout the whole organization An innovative culture always challenging the status quo A systematic approach to generating and capturing ideas A process for measuring the cost of Quality A process for rewarding excellence and is visible to everyone 6. More over performance of AETs. 8. 11.Checklist for audit is attached as appendix I for AET and Appendix 2 for WET. 7.

Deploy the Business Strategy in respective functions using X Matrix 4. .1 Role of Service Effectiveness Team (SET) Constitution of SET 1. Bring improvements through focused improvement projects 3. Tracking & Analysis of Key Performance Indicators for every transaction 2. Continuously improve the service levels 6. Functional team comprising of all members from the concerned function 2. Define the purpose of the function and adhere to ³Service Level Agreements´ 5. Meet once in a week to discuss progress of all initiatives.7. Focus on improving the functional processes 4. Upkeep of the place occupied by the function Rest of the structure can be same as that of the Model adopted at the plant level. problems / issues in respective function Role of SET 1. Permanent in nature 3.

Conclusion: .

Well Defined with a track record of meeting expectations S No Review Point Criterion for Scoring 1. Able to meet Departmental Plant Goals and there are plans to improve 4. executed and understood 5. Equipments are not cleaned regularly 2. AET board is not updated AET board is Live & Update with trends related to all KPIs Action plan available to meet targets and is displayed on board 4. 5. 1 Target Deployment (Team Targets) 3. 2. Beyond cleaning equipments. Detailed analysis on trends of progress V/s targets done and actions completed > 90 % 1. Visual Controls for ³Preventive Set In Order´ in place for all areas Consistent score of 4 for three audits Abnormality identification not done Abnormality identification is a continuous process in the area 3 Abnormality Identification / Elimination 3. 2. Items lying scattered all around Free of unwanted items (5 sample audits for things chosen at random) 2 Work place in order 3. All equipments are cleaned at the end of every shift as per the defined cleaning standard 3. More than 90% abnormalities identified by AET have been removed 5. Appropriate personal and area safety related equipments are available at the required places and are in use 4 Critical Equipment Cleaning 5 Safety . Well Defined. Adequate progress as per plan > 50 % 5. 2. Systems in place but Weak and Deficient 3. the points of oil/air leakage have been identified and plans to address it are made 4. Total Abnormalities removed >50% 4. Zero Abnormalities 1. 1.APENDIX I: Area Effectiveness Team Level 1 Audit Sheet Criterion / Logic for Scoring: 1. 50% action points are completed related to spillage / leakage 5. All equipments are regularly cleaned and the area is free of any air or oil leakage 1 Lack of adequate safety equipments in the AET and the area is visibly unsafe 2. Systems in place with no plans to address 2. Plan for "Place for everything and everything in its place" "PEEP" made with more than 70% completion 4. Abnormalities are being removed regularly.

5. Repetitive problems are eliminated as a result of the countermeasures implementation . 5. displayed and analyzed 4. All key problems are being analysed using 5 Whys. Plan for conditon appraisal available for all of the above equipments 4. Condition appraisal for all critical equipments done 1. PM. higher score cannot be given 7 Criticality Assessment & Condition Appraisal 8 Routine Management Systems (AET & WET activities) 9 Problem Resolution/Prevention . 10 Achievements on KPIs 3. 50% of the Countermeasures identified deployed effectively 5. AET feels empowered to take decision related to Routine Mngmt. Critical Equipment are covered under Asset Care / PM Schedules 6 Asset Care / PM Schedules 3. AETs & WET do not meet regularly 2. Deployment of the Countermeasures identified as a result of the analysis is being planned using CLTI. Thorough adherence to Asset Care Schedules is evident for at-least 80% of the times 5. PRC members needs minimum intervention (To be rated by AET Sopnsor ± PRC member) 1. Evidence of training and awareness of members about use of safety gadgets 4. No plan to improve availability of those critical equipments 2. Critical euipments along with KPIs identified and criticality assement of subassemblies done for all of the above equipments 3. No PM or no adherance to the same 2. VCs & MP 4. 4. Fish Bone or other appropriate tools 3. List of hazardous materials used and unsafe practices is displayed alongwith emergency action plans and members display awareness about same 5. SOP.3. Key problems are not tracked and focussed 2. Mistake proofing ideas are common and getting implemented 1. Failure rate trend shows improvement due to adherence to the above points 1. Daily Performance of KPIs is being discussed in detail regularly 4. KPIs show erratic movement 2. Improving Trends on KPIs over at least 3 months At least Two focus area KPIs have been achieved systematically 50% of KPIs have been achieved systemically All KPI targets have been achieved and targets have been revised TOTAL § § Each Point maximum score is 5 Unless the criterion for lower score is met. Routine Management Objectives are clearly defined by the team 3. All type of machine unproductive time are being measured. Condition appraisal done for 50% of the above equipments 5. List of critical equipments not identified . Unsafe areas and practices are identified regularly by the AET and basic corrective actions planned and implemented 1. SPL.

There is system in place to track KPIs of major processes 2. Well Defined. No Awarness about X-Matrix . Systems in place but Weak and Deficient 3. Abnormality identification not done 2 AET board is Live & Update with trends related to all KPIs .Matrix 4 KPI achievement . executed and understood 5. There is 80 % adherence to the X-Matrix Action points 5. X-Matrix has been deployed to set AET targets & action plans are prepared for adherence 2. Plan for PEEP (90% completion).Audit Check list Criterion / Logic for Scoring: 1. Adherence to targets is more than 60% 4. Able to meet Departmental Plant Goals and there are plans to improve 4. There is 50 % adherence to the X-Matrix Action points 4. All KPIs targets are achieved 1 Team effectiveness 2 Team effectiveness & Employee engagement 3 X. Abnormalities removed > 90%. There is 100 % adherence to the X-Matrix Action points 1.L 2 . Abnormality identification is a continuous process in the area 3 Action plan available to meet targets and is displayed on board. KPIs have been defined for all the areas.Regular review of X-Matrix 3.APPENDIX II: Area Effectiveness Team . Repetitive abnormalities identified 4 Adequate progress as per plan > 70 %. Visual Controls & Visual Displays are used at appropriate places in the work area & it¶s a continual process Attendance of members in DMAIC / FIP more than 80 % Regular interaction between AET & WET members HODs / Area owners should certified AET and WET activity weekly basis 1. area is free of unwanted material. Systems in place with no plans to address 2. Well Defined with a track record of meeting expectations Sr No Review Point Criterion for Scoring 1 AET board is not updated. Adherence to targets is more than 85% 5. Detailed analysis on trends of progress V/s targets done and actions completed > 90 % Elements ( Each point hold 1 marks) Average attendance of last two months of AET members in the meeting is >80% SPL. Items lying scattered all around. KPI targets updated as per the performance 3. Visual Controls for ³Preventive Set In Order´ in place for all areas 5 No Pending abnormalities.

PM checklist for all equipments is defined and there is at least 25% adherence to the PM schedule 3. 3. 2. No standards available. Deployment of FMEA / OEE is done for processes & equipments. and System of Root Cause Analysis deployment is done. improving trend in stoppages for critical equipments is seen & there is an overall reduction in number of notifications 5. & at least 50% of the projects have been completed on schedule 4. At least 90% of the targets have been achieved for individual projects 1. Standards have been prepared & implemented along with review mechanism.5 FIP / DMAIC 6 Product & Process Quality improvement 1. Adherence to PM schedule is more than 75%.PM schedule adherence level is more than 50% and PM schedule & checklist are being refined continuously based on the performance of the equipments and overall breakdown level 4. Adherence to PM schedule is more than 90% & predictive maintenance system (including identification of Predictive Maintenance measures & frequency) has been initiated 1. Projects have been prioritized. 50% of WET zones score more than 60% marks in the last two WET audit 3. Training areas for Safety / Hygiene are identified and training plan is prepared for AET & WET Members 2. All WET zones score more than 80% marks in the last two WET audit 1. 2. Average WET audit score of zones under AET is less than 50%. 3.There is no system in place for review of failure analysis. There is deployment of FMEA / OEE for the revision of standards for all critical equipments / processes 1. All WET zones score more than 70% marks in the last two WET audit 5. Replication Potential of DMAIC & Focused improvement projects have been identified in structured manner for respective area. Planned Maintenance schedule for all the equipments is in place 2. There is a improvement trend in RPNs and OEE 5. 4. All WET zones score more than 60% marks in the last two WET audit 4. There is no system for selection of focused improvement projects & sustenance of previous DMAIC/FIP projects by AETs 2. Training is given to 50% of WET members by AET members 7 PM schedule Adherence & Effectiveness 8 WET Teams 9 Safety / Hygiene effective Training . Review mechanism is in place. At least 75% of the targets are achieved for all completed individual projects 5.

Mockdrills & effectiveness is being continuously monitored 1. Training is given to 50% of AET & WET members. 2. Training is given to 75% of WET members by AET members & training effectiveness is more than 50% 4. Training plan is prepared for AET & WET Members & displayed on the AET board. 10% of the AET & WET members have gone through First Aid & Safety level 2 training 5. 10 Kaizens per month from AET & Each WET Zone. Training effectiveness is more than 90%.10 Kaizen (Training / Activities) 3. 1 Kaizen per day from AET & Each WET Zone. 3. 4. Kaizen movement started in the respective area. Training is given to 80% of AET & WET members. 5. Kaizen movement started in the respective area. .

Aug. 2005. Jun/Jul 2004. Charles Woodruffe ± Employee Engagement ± The Real Secret of Winning a Crucial Edge over your rivals ± Manager Motivation ± Dec. . Ashok Mukherjee ± Engagement for the mind body. and Ann MacDi anmid ± Encouraging Employee Engagement ± CMA Management. 2006. CMA. / Jan. Employee Engagement Model by Eicher Consulting Services Archie Thomas. Barbara Palframan Smith ± Employee connection ± Technology to built culture and community ± Communication World ± Mar / Apr 2004. and soul ± Human Capital.Year 2008/2009 Pramendra Singh .REFERENCES: Employee Engagement Model of TATA Steel . Beverly Kaye and Sharon Jordan Evans ± From Assets to Investors ± Training and Development ± Apr 2003.Employee Engagement Model of Nicolas Piramal Year 2008/2009 Avinash Singh .

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