World Leader in Performance Excellence BMGI’s Business Excellence Roadmap provides a recommended engagement roadmap for organizations seeking to implement a business excellence program. It discusses business excellence and its benefits, including improved business performance, profitability, and competitive advantage. The roadmap includes assessments, quick win actions, an implementation plan, and establishing governance structures to ensure successful transformation.

1. World Leader in Performance Excellence
BMGI’s Business Excellence Roadmap

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Contents
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Why Business
Excellence
What’s in it for
your
organisation
Recommended
Engagement
Roadmap

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What do we mean by Business Excellence?
Business Excellence is an integrated business performance management system that drives business performance
improvement by applying best practices, processes and tools.
It focuses on business
processes that allow for
sustainable business
performance and bottom
line improvements
It focuses on the key
elements that drive the
business and enable it to
execute its strategy
It provides the mechanism to
motivate, incentivise and
reward business excellence
and successful strategy
execution
What does it do?
How do we think about Business Excellence?
Is our point of view that organizations that adopt Business Excellence as a strategic capability will develop a source of
sustainable competitive advantage
Is our point of view that Business Excellence is critical to enabling a rapidly growing organisation to grow profitably
What is it?
Business Excellence is not a substitute for sound business strategy but is an essential component to successful and
profitable execution of the strategy
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Run the
Business
Change
the
Business
Business
System
Working IN the Business Working ON the Business
IN Business ON Business
Most organizations focus only here and
which in turn only helps in running daily
operations.
Only few top people focus on this area
but struggle to move ahead as not
everyone is aligned to the mid-term and
long term objective
• Poor work standards/processess leads
to inconsistencies and hence fire
fighting among people.
• Process Standardization/Visual
Factory/Daily Work Management
helps in managing this so that more
people can work “on” the Business
i.e. improvements
• As more and more people start
working on the projects aligned to
organization growth , organization
starts to achieve it long term
objectives
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Most companies today are working “In” the
business

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Real Business Excellence is essential to eliminate
Water-Melon Syndrome**
** Watermelon syndrome means that although the KPI’s of the individual functions of an
organization may “seem” green from the outside but the “health” of the organization is Red
, from the inside (e.g. increasing costs, higher inventory, fire fighting, poor OTIF, lost
customers etc)
Reasons could be many (some of them are):
- Data visibility/transparency across organization is poor.
- Departmental KPI’s are not aligned to Customer and/or Business Goals.
- Poor Material Management.
- Uncontrolled variability / inconsistency
- Broken information flows.
- Unsafe conditions (Unsafe conditions leads to “Errors” during work).
Process Maturity, Metrics and Goals
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Unlock hidden
value
Improve business
performance
and profitability
Manage Resources
Invest in Intangibles/
Protect Value
Driving value through Business Excellence
► Reduce complexity, maximize transparency
► Optimize cost of operations
► Improving information quality for business decisions
► Shorten cycle times and increase productivity
► Integration with other components of Business
Strategy and Performance
… and minimize risk and costs associated with compliance.
Drivers for
Business
Excellence
Business Excellence drives organizational value
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How You Can Build The Next Level of
Excellence & Growth

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Building Blocks for Growth
Customer Acquisition
Distribution Channels
Value Curve Analysis
Revenue Streams
Key Processes
Cost Structure
Partners
Assets
To drive transformation, Organization has to “Explore” scope for
improvement in each building block and at the same time “Exploit”
it’s strength to capture market opportunities
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Integrating elements of the Canvas
Strategy to Transform Business (OE+)
Productivity Improvement Sales Growth Corporate Citizenship
Existing
Assets
Change Assets
Base
Market
Penetration
Market
Development
Product
Development
Compliance &
Others
ImproveAssetuse
ReduceCost
Improveproductmix
Increaseprice
Investment
diversification
CapitalRestructure
Retain&Grow
Customer
IncreaseMarketshare
NewSegment
Acquirenewcustomer
Existingmarket
NewMarket
Regulatory
EHS
CSR
Cash & Margin
Focus
Capital
Focus
Growth Focus
Citizens Focus

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 Engagement & Performance
are related.
 Business/work units scoring in
the top half essentially double
their odds of success compared
to those in the bottom half.
 Companies with world-class
engagement have 3.9 times the
EPS* growth rate compared
with organizations with lower
engagement in their same
industry.
source: Gallup MetaAnalysis_Q12_whitepaper
Sample size:
199 Research Studies, 152 Organizations, 44 Industries, 26 countries & 955,905
employees.
*Earnings Per Share- It serves as an indicator of a company's profitability.
Excellence cannot be achieved without Engaging
People
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11. Supporting Your Organization
in
Building the Bridge

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Delivering Sustainable Results
BMGI Engagement Model
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Quick Win Actions
Policy Deployment
Lean Production
Basic Stability Cost Competitiveness
Year 1 Year 2-3 Year 4-5
Flexible & Agile
Assessment
Roll Out Plan Steering Com
Visual Factory
1. Kick Off
2. Initial Training
3. KPI/KRA Deployment
4. Quick Wins
Cost Projects
Org . Restructuring
Material Flow
Quality Projects
Customer Satisfaction
Resource Rationalization
5. Cost reduction Initiatives sign off
6. Financial Impact Sign off
7. Lead Time Reduction
SCM Integration
Pull based system
IT Integration
8. Lean Production System
9. EBITDA & Profitability Impact
Multiple Implementation Cycles of SAPE (Start-up, Assess, Plan & Execute)
Sustainable Transformation Journey (Typical)
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- SKU / FG Stock analysis
- Customer payments .
- Runner/Repeater/Stranger Analysis
- Customer Segmentation
- Value Stream Analysis
- Bottleneck Identification
- Downtime Analysis/Changeover
- Reliability Point Estimate of Bottleneck
- RM replenishment Model
- Variability Analysis
- Supplier Payment Model
- Sourcing Strategy
Our Areas of Focus (Typical)
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Production Review
• Production Line Loading
• Bottleneck Rate
• Reliability Point Estimate
• Time Fencing & Levelling
• New Product
Development Capacity
Market Review
• Market Segmentation
• Region wise / Industry
wise SKU analysis
• Customer Segmentation
& Selling Strategy
• From Forecasting to Pull
• MTO/MTS/FTO Strategy
Financial Review
• Revenue generation
model
• SKU/ product mix.
• Cash Flow projections
Material Review
• Replenishment Model
• Inventory Accuracy
• Buying Strategy based
on Capability and
impact on profitability.
• From Forecasting to Pull
Integrated Business Planning
StrategicBusinessPlan
People,Values&
KnowledgeManagement
Performance Improvement
Design & Develop Robust Business Operating
Systems
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Profitable Growth
Processes
People
drivegenerate
Evolving to an Excellence System that aligns all
towards a common goal
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17. Annexures
Resource Commitments from the
organisation- (Typical)

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 Customer & Consumer Analysis
Block 1- Improve Customer Base & Profitability
Top 3 Methods / Framework
- Competitive Landscape Analysis
- Quality Function Deployment
- Scenario Planning and Analysis

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 Delivery / Service Levels
Block 2- Improve Product Availability with No Errors
Top 3 Methods / Framework
- SCOR®
- Go To Market
- Time to Market

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 Value Innovation
Block 3- Innovation for Growth & Profitability
Top 3 Methods / Framework
- Innovation (D4 Methodology)
- Value Curve Analysis
- TRIZ

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 Revenue Streams
Block 4- Generating multiple revenue sources
Top 3 Methods / Framework
- Function Analysis
- Customer Experience Management
- Product/Market Matrix

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 Cost & Cash Structure
Block 5- Structured Cost & Cash Management
Top 3 Methods / Framework
- Target Costing & Value Engineering
- Zero Based Budgeting & Net Working Capital
- Time Based Activity Driven Costing

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 Process Management
Block 6- Process Maturity and Standardization
Top 3 Methods / Framework
- Balanced Scorecard / Hoshin Kanri
- Business Process Re-Engineering/ Pull System
- Enterprise Process Management

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 Resources/Assets
Block 7- Improving capability of Resources
Top 3 Methods / Framework
- TEEP(Total Eff. Equip Performance)
- Training Within Industry(JI,JR& JM)
- Leader Standard Work / People CMM

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 Supplier Partnership
Block 8- Suppliers as partners
Top 3 Methods / Framework
- Purchase Portfolio Design
- Lean Supplier Development
- Material Flow Cost Accounting

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Integrating elements of the Canvas
Strategy In Action
Productivity Improvement
Existing
Assets
Improve Asset use
Projects on TEEP Improvement, Sweating of Asset etc
Reduce Cost
Projects on COPQ, Norm reduction, man power
reduction, Inventory reduction etc
Improve product mix
Projects on market search for high value product,
S&OP planning, change over time reduction, Supplier
JIT etc
Increase price
Projects on enhance quality / value of product to get
high price , reduction in discount etc

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Integrating elements of the Canvas
Strategy In Action
Productivity Improvement
Change
Assets
Base
Investment
Diversification
Projects on utilization of idle assets to different
sites/ different business
Capital Restructure Critical review of Capex’s for payback & ROI / ROD

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Integrating elements of the Canvas
Strategy In Action
Sales Growth
Market
Penetration
Retain & Grow customer
Projects on CRM, Customer engagement, dash
board, feedback etc
Increase Market Share
Projects on market survey, marketing partner,
etc
Acquire new customer
Project on new customer identification, new
applications of products etc
New Market Projects on NPD
Market
Development
Product
Development
New Segment
Projects on market survey ,adding new product
family , etc
Existing Market Projects on adding new products in product family
etc

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Integrating elements of the Canvas
Strategy In Action
Corporate Citizenship
Compliance &
Others
Regulatory
Projects on 100% Regulatory compliance
EHS
Projects on EHS compliance, Zero Discharge, etc
Project on CSR activities etc
CSR

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• Relevant senior leaders / team members of your organization would be made available for conducting any discussions/ workouts,
etc for the purpose of assessment.
• A senior leader would be appointed as the Single Point of Contact from your organization for organizing the required data and
access to people / business walkthroughs etc . The same leader or an alternate full time senior resource from the organization
to be available for the entire duration of the engagement.
• A Full Time Cross-functional Team (CFT) of 4-5 (Full Time) team members of the organization along with a Team Leader in
selected function will be formed to work in the preparation phase along with BMGI resources for this program.
• The CFT project team members will support BMGI resources and spend 100% time during the entire length of the assignment.
• BMGI would be provided free access to people and walkthroughs across the facility for observations, free access to records for
the purpose of the assessment.
• Financial and Operational data as requested by BMGI would be provided by the organization in BMGI requested templates and
Formats such as Data Tables, Video recording, etc.
• If any extra or new data needs to be generated, then the organization will ensure that the same is made available to BMGI
within the requested time frame
• Organisation would ensure that all requirements for a successful deployment are taken care of to ensure a smooth
transformation, detailing Project/Kaizen Charters, forming project/kaizen teams, KRA alignment, Reward and Recognition teams,
communication to all, high visibility across organization’s supply chain as applicable, and other dimensions as required.
Additionally as required, trials / simulations for identifying / testing potential solutions would be conducted and necessary
infrastructure for the same would be provided
• Where CAPEX/Automation is required to improve productivity , organization will be willing to invest as per guidelines
provided by BMGI.
Prerequisites for Business Excellence
Implementation

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Site Head
Process Owner
Team Leader
MemberMember
Process Owner Process Owner Process Owner
Steering
Committee
Process Owners
Team Leader
Leadership Conclave
Unit Level Awareness session
Training & Implementation
E
S
C
A
L
A
T
I
O
N
Establishing PMO

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Steering
Committee
Steering Committee
Meeting
(Once every month)
(Physically / On call)
• Leadership Team from
both ends
• Project Champion
• Project Senior Team
• Review Project
Progress
• Escalated Issues
• Scope Creep, if any
• Approvals(capex,
others)
• Issue Resolution
• Strategic Direction
Review Cycles Participants Agenda Output
Engagement
Team
Engagement Review
Meeting
(Once every week)
(Physically / On call)
• Project Champion
• Concerned HOD
• BMGI PC & Consultant
• Review Weekly
Progress/ Metrics
• Escalated Issues
• Project Risks
• Delays
• Issue Resolution
• Issue Escalation
• Realignment, if any
• Work allocation.
Consulting
Team
Daily Review Meeting
(Once Every Day)
(Physically)
• BMGI Consultant
• CFT Team
• Process Owners/
Concerned HOD’s
• Directions from
Engagement Group
• Daily work Status.
• Challenges.
• Risks/Escaltions
• Issue Resolution
• Issue Escalation
• Planning Trials/Training
• Work allocation.
Project Governance Structure

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Sr. Consultant
Consultant (S)
• Client Manager
• Engage at Steer Com Level
• Strategize Project Engagement & Delivery
• Attend Steer Com review
• Guide Project Team (Organisation
+BMGI)
• Prioritizes Strategies for success
• Project Manager
• Lead the Engagement Team.
• Ensure compliance/ Manage Project
• Ensures milestone achievement
• Reports status of project progress to
Steer Com
• Guides Consulting team
• Team Lead
• Leads the Delivery team on ground.
• Spearheads the project.
• Guides the team members
• Trains, facilitates & guides team through
Stages of Project (Assess, Design &
Implement.
• Guides team on data collection, analysis
and trials of solution for the project
• Allocates work based on Daily plan to
Team Members
• Updates process owners and
Engagement Team about progress
ROLES RESPONSIBILITIES
Roles & Responsibilities
BMGI
Sr. Principal
Consultant

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Improvement projects
Team Members
Subject/Process Experts
Process Owners *
Implement the Solutions
Finance Rep
Responsible for
Tracking Dollars
Support
Manage
Manage
Support
Support
C I Manager
HOD’s
Provide Resources
BE Practitioner
Team Member or
Part-Time Team Leader
Support
Support
Steering
Committee
Recognize,
Define, Review,
& Support
Implementation Support Structure

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Roles & Responsibilities

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 Who are they?
 Multidisciplinary team of or so ,headed by Functional head, business leaders from key supporting
functions of the company including:
• Finance
• Human Resources
• Information Technology
• Communications
• Training/CI
• Operations
 Responsibilities
 Take the executive vision and make it a reality
 Create supporting infrastructure which enables the long term success of Business Excellence
 Training
 Business Excellence Tools Training
 Business Excellence Leadership Session
Steering Committee

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Business Excellence Manager
 Role
 Practitioner of Business Excellence Methodologies such as Lean, Six Sigma, BPR etc.
 Responsibilities
 Ideally full-time facilitator , facilitating project team(s) and DMAIC & SCORE ™ Events
 Should discover and recommend project solution
 Executes 4 to 6 Kaikaku events / year
 Training
 5 -10 Days of LSS training
 Personal and professional development for later leadership roles
 Pitfalls
 The likely success of Lean Six Sigma projects dramatically decreases without the implementation of full-
time facilitators

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Process Owner
 Role
 Accelerate number of employees positively affected by Lean Six Sigma
 Responsibility
 Become local advocate
 Lead and support projects in the Primary & Secondary Value Streams
 Assist facilitators and members with team activities and tool application to project area

 Training
 Varies from company to company, typically 5 days of Lean Six Sigma courses
 Pitfalls
 If Lean Six Sigma Practitioners are not properly supported,
their effectiveness diminishes dramatically

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Team Leader / Members
 Role
 Extend the reach of the Lean Six Sigma language into the organization
 Responsibilities
 Assist Lean Six Sigma Practitioners with data collection and tool application
 Provide invaluable process expertise to the team
 Assist Process Owner with the long-term implementation of solution
 Training
 Ad-hoc-ly trained by Practitioners during team meetings
 Basic Lean Training
 Pitfalls
 Teams that are too small or too large may prevent project success
 Recognition of team member contribution is critical throughout the life of the project
 Practitioners must seek out and get buy-in from Team Members

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Finance Representative
 Role
 Ensure standard guidelines for project valuation are adhered to
 Serve as a key project team consultant
 Serve as independent check on project results
 Responsibilities
 Assists Champions with original forecast for potential projects
 Meet with Facilitators throughout project life to validate savings
 Track savings after project close
 Training
 1 or 2 key finance leaders also work as part of the core team to develop finance valuation guidelines
 Pitfalls
 If finance is not actively engaged in Lean Six Sigma, executives support of program may diminish … why is
that?

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Current State Future State
Change is a process…
We help you make it HAPPEN!
We Make Change Happen

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For any further clarifications, Please Contact :
Prashant Joglekar
Principal Consultant
Breakthrough Management Group India Pvt Ltd
905-906, Raheja Chambers, Nariman Point
Mumbai – 400021
India
Cell : +91 84337 27922
Office : +91 22 4002 0045 / 46
Email : prashantj@BMGIndia.com
www.BMGIndia.com
Thank You

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