Moser Baer Business Excellence Framework and Journey

1. OnNard Nith
excellence
'BUSINESS EXCELLENCE" IS A CATALYST FOR BRINGING ABOUT DEEP TRANSFORMATIONAL CHANGE AND BUILDING ON THE
FOUNDATION THAT HAS BEEN ESTABLISHED. EXCELLENCE IS A NEVER ENDING JOURNEY AND EVERY NEW ACHIEVEMENT BECOMES
A PAST ACHIEVEMENT TO BE FURTHER IMPROVISED. EXCELLENCE IS AS MUCH ABOUT THE JOURNEY AS IT IS ABOUT THE
DESTINATION.
2006
~,m.umniH
Our "Business Excellence" journey was kick started in 2006-
07, a year that saw the Company crass several important
milestones. A 2+ cycle roadmop for reaching a self
sustainable stage in our excellence journey was developed
as a guide. The first levej envisaged was the 'change
initiation and enhanced alignment' phose followed by the
'results orientation' phose. The third ond final level is the
' leveraging the momentum' phase. In each phase a
number of initiatives were storied (the "creation cycle") which
then are further refined in the next phase (the "reinforcing
cycle") to eventually gel inlegroted into the way we do
business ( the "routine cycle") . Each phase builds on the
u:
Leveraging the
Momentum
previous phase activities, further refining the past as well as
starting new initiatives.
As part of the transformation roadmap, we have developed
a "Planning & Execution" framework forming the
core-engine for organizational transformation based on the
expressed and underlying needs of the organization. This
subtle, simple yet very powerful framework lays emphasis on
four key pillars: Strategy Development & Deployment,
Budgeting, Strategy Execution and Performance
Management. The business excellence framework underpins
the integration and cross-linkages between all the four
strategic pillars.
Planning & Execution framework
<"ate
<l'
J
Governance
CJ
Tn0.,
"C
0.,
I':!~~ G
Strategy Execution
Prioritization & Resource Allocotion,
Six-Sigmo Y=l(x) Projects Framework,
Reviews Fromework,
Management Reporting
Management
Development &Deployment
ing (STRAP) & Strategy Mopping,
cord Objectives Identification,
orget Setting
Perfonnonce Management
Reword & Recognition, KRA based
BSC alignment, Mid-year Reviews,
Annual Performance Reviews r:;:
-~JJ$1()
Oiaf Responsibility • - - - - - - - - - - -- -- -- - lnflo-J

2. A key element of the 'strategy development' phase is to hove a
robust process that allows the organization to look beyond the
present and identify strategically important opportunities for the
Company to achieve its long term goals with the lowest possible
overall risk. Towards that effect, we hove implemented a STRAP
process that best aligns our organizational vision & mission with
our capabilities in order to identify opportunities and minimizes
overall risk
y rolled out a new set of company wide
· ion program to recognize and reward
t stand out in venous types of
to 'Business h ceHence, Moser
ceived the 2006 IMC RBNQA
ell as the 2006 Amity