Siemens Management Project

1. MANAGEMENT SYSTEM IN
SIEMENS PAKISTAN
SIEMENS PAKISTAN
Urooj Iqbal
Umair Abid
Ehsan Raza
Ehsan Imam

2. VISION
“To remain market
leader and technology
pace setter in the
engineering and
electronics industry by
utilizing the high-tech
engineering expertise
of the Siemens Group
worldwide.
To maintain our strong
and prominent local
presence.”
MISSION
*Providing quality to
our customers.
*Generating earnings
to ensure a secure
future for the
company.
*Enhancing creativity
and job satisfaction of
employees.
* Contributing to the
national economy.
*Supporting and
striving for technology
transfer to Pakistan.
VALUES
Responsible For
obeying the law, health
and safety, good
corporate citizenship.
Excellent goals and
achievements,
Passionate, strive for
improvements.
Innovative Act as
entrepreneurs,
Creative, Ingenious
and visionary,
Trendsetters.
INTRODUCTION

3. HISTORY PROGRESS & SUCCESS

4. BUSINESS PORTFOLIO

5. AWARDS AND ACHIEVEMENTS

6. Focused training and development
Competence and knowledge management
Monitoring performances of processes
Ensuring management commitment to
quality.
Measuring and monitoring customer
satisfaction
Embedding high level of quality in all
spheres of operations
CORPORATE STRATEGY

7. BUSINESS CONDUCT GUIDELINES
Obey the laws and regulations of the legal
systems within which they are acting
Sexual harassment is forbidden.
DO NOT discriminate
Concerned with the good reputation
of Siemens
To act honestly, fairly and with integrity
towards other employees, the company
and business partners.
Improper use of insider knowledge
is prohibited
Protect the tangible and intangible
assets of the company
Do not give third parties any
unauthorized benefits

8. • Continuous
improvement
MANAGEMENT SYSTEM IN SIEMENS
• Spirit by management
involvement
• Control and support
role of the quality
manager
• Business-driven quality
planning
• Focused quality
reporting
• Quality standards in
processes and projects
Excellent
Processes
Quality
Controlling
Outstanding
Capabilities
Quality
Leadership

9. PLANNING
FUNCTION @
SIEMENS
PAKISTAN

10. STANDING PLANS
Policies
Siemens' Quality Management System ensures the adherence of the aforesaid
Quality Policy in their day to day and strategic activities at all functional
levels.

11. STANDARDIZED PROCESSES

12. Goal is to reduce cycle time between
incoming order and product delivery.
Eliminate non-value-added activities.
Customer benefit.
Defect-free
Zero-defect principle

13. SINGLE USE PLAN
PM@ Siemens
Promotes excellence in project execution through synchronization and
standardization of processes, methods and tools.
Continuous and sustained improvements.
12 modules describe measures for the management of a project, defining the
roles of the people and the organizational framework needed to implement a
project organization.

14. RISK MANAGEMENT AND PREVENTIVE
Preventive quality management means
regularly performing risk management and
devising a quality plan at the early stages,
Analyses are cross-functional and involve
all employees concerned.
MEASURES

15. QUALITY GATES
Monitor the qualitative and quantitative fulfillment of process and
project goals.

16. PLANING PROCESS
The central aspects of strategic quality planning are:
❚ Identification of all critical business factors that may impact quality
❚ Use of self-assessments and benchmarks to establish demanding quality targets
at all levels
❚ Definition of processes and methods that ensure these demanding targets are
met
❚ Continuous and consistent quality planning in development projects and
customer projects
❚ Improvement measures to enhance quality – these are continuously reviewed
and prioritized by management
❚ Selection of quality criteria and key performance indicators (KPIs) to provide a
framework for measurability of the implementation of objectives
❚ Personal quality targets for employees and teams are agreed in target-agreement
discussions

17. STRATEGIC AND OPERATIONAL Roles
and Responsibilities

18. PROCESS AND QUALITY MANAGEMENT
ORGANIZATION

21. ORGANIZING FUNCTION IN SIEMENS PAKISTAN

22. HIERERCHY MODEL

23. REPORTING RELATIONSHIPS
1.Country Divisional Heads , Country Sector Heads and Country
Cross Sector Head report directly to the CEO
2.Chief Financial Officer (CFO) assigned to MEA RC-PK reports to
CFO MEA
3.Siemens Real Estate (SRE) head reports to CFO MEA RC-PK by
delegation and Head of MEA SRE
4.General Counsel assigned to MEA RC-PK reports to GC MEA
5.Heads of HR, Communication, Environmental Protection, Health
and Management and Safety report to CEO and the respective
heads of MEA.

24. MANAGERIAL DIVISION OF
RESPONSIBILITY
1: Sector, Division, Business units, Cross Sector Businesses (Global responsibility).
2: Regional Units( demand creation, market penetration) CRM optimization for local
ORG
3:Heads of corporate functions have unrestricted right to issue instructions to their
function across all parts of company.
4: The Head of an organization unit always performs business / functional management
responsibility with respect to employees assigned to this organization unit.
5: Line management responsibility can only be performed by managers who have functional
or business management responsibility for the employee concerned.
6:Governance responsibility with respect to functional/business management rests with the
Organization Development at GM ORG OD.
7: Each individual employee is clearly assigned to only one organization unit (e.g. Sector,
Country or Corporate Unit).

25. MANAGEMENT RESPONSIBILITY
•Business or functional
•Line
Business or functional Management
Employee assignment to an ORG unit
Employee assignment to a FUNC unit
Employee has operational task
Employee assignment to a PROJECT
In all above Authority of decision making /
issuing instruction remain with heads of
functional heads or organizational heads.

26. ROLE OF LINE MANAGEMENT
LINE
MANAGE
R
Appointment
Selection
Conditions of
Employment
Goals Evaluation
Remuneration
Pro motion
Termination

27. SHARED MANAGEMENT RESPONSIBILITY
(default model)
Specific management tasks may be performed
by an additional functional / business manager.
Cooperate in line management.
Decisions regarding personnel measures are
made by mutual consent.
Matters are escalated to the next management
level.
Management model applies to the company
function Human Resources as well as to the
Country Sector Leads.

28. DIVIDED MANAGEMENT
RESPONSIBILITY(exception)
Due to external legal requirements.
Specific management tasks may be performed
by an additional functional manager.
Who is not the Head of the organization unit to
which an employee is assigned.
This manager is responsible for line
management
makes the final decision regarding personnel
measures.
Responsibility applies to the company functions
Finance and Controlling as well as Legal and
Compliance.
Solely the Managing Board decides on the
application of this management model to other

29. CENTRALIZATION AND
DECENTRAILIZATION
There are no management bodies other than the
Siemens Managing Board.
Most of the decision making power is associated
with Top management.

30. DEPARTMENTALIZATION
Divisional departmentalization
Departments are grouped together based on
organizational outputs
Centralized policy
CEO oversees the activities of divisions (e.g.
Mobility and logistics) as well as functions (e.g.
Finance and Human Resource).

31. HORIZONTAL COORDINATION
Project
management
department
talks to other
departments
THROUGH HR department
Corporate departments of Siemens Pakistan
operate independently
Technical departments are dependent

32. HUMAN RESOURCE MANAGEMENT
Siemens is an equal opportunity employer
Hiring criteria
1. Qualification
2. Merit and
3. Fitness (proven through a
medical examination
from a company
appointed doctor)
Progress criteria
1. Ability
2. Dedication and
3.Loyalty towards the
organization.

33. VIOLATION OF CONDUCT
• Disobedience by an employee
• Slowing down or disputing the work or activities of the
Company
• Involved in theft or fraud
• Possessing or selling drugs
• Gambling in the Company's premises.

34. DISCIPLINARY PROCEDURE
• Verbal warning
• Written warning
• Suspension or

35. GRIEVANCE HANDLING
Company has a proper grievance handling procedure,
where an employee has a right to record his grievance
and find a solution through the HR department.

36. GLOW: Global Leadership Organization of Women
Siemens Diversity strategy has
three dimensions:
• Composition
• Connection
• Communication
STRATEGY
FOCUS
• Broadening experience and
expertise
• Development of Women
• Local talent development

37. DECISION MAKING AUTHORITY
As “global entrepreneurs” in business matters, the
Sectors, Divisions and Business Units have the
concluding decision-making authority.
The CEO or Head of an organization unit decides
which of the following functions are established.
The CEO of an organization unit may delegate
other functions besides Finance & Controlling to
the CFO if aligned with the superior CFO.

38. CORPORATE SOCIAL RESPONSIBILITY
Water for everyone Flood
2010
“Light for Life” Earth Quake 2005 Azad
Kashmir
Project Pakistan
Chair at LUMS

39. CONTROLLING AND SUPPORT
• Serves as a consultant to various teams.
• As a business coach to management and as
an independent controller.
• Directly involved in all relevant processes and
projects of his or her corporate unit.
• Assisting the organizational units and
management in setting quality targets.
• Developing quality standards for products,
services, processes and management
systems.
• Reporting to the head of the organizational
unit with regard to the current quality level,
trends,
• Complete involvement of in all processes and
projects to emphasize the importance of
operational and preventive quality
management
• Strongly developed conflict-management

40. Management as Leadership in SIEMENS
Personally committed to handling problems
as improvement opportunities.
They call for cause-and-effect analysis and
monitor improvement actions.
Communicate directly with all employees.
They make quality visible, to provide
employees a better sense of their own
quality performance.
Indentify outstanding performance by
individual employees or teams and motivate
them
Establish the expert role of quality managers
through targeted development of the best

41. SIEMENS LEADERSHIP FRAMEWORK
• Unlimited Thinking: Capability to think beyond existing limitations and set
highest aspirations, innovative ways of doing things.
• Entrepreneurial spirit: Display a strong competitive drive; strive to be the
best in the market
• Initiative: Be dedicated to own professional mission; love to work and act
proactively to address challenges and opportunities.
• Change orientation: Thrive on actions and live continuous change; identify
opportunities in changing situations
• Communication skills: Communicate clear direction, intentions and
objective.
• Network built on trust: Initiate and maintain partnerships relevant for
successful business.
• Coaching and mentoring: Identify talent early and create development
opportunities based on individual needs and potential; be culturally sensitive
and understand people emotions, feelings, concerns and underlying issues
• Team Player: Foster opinions of individuals with different backgrounds;
apply time efficient processes – getting issues off the agenda as quickly as
possible

42. MOTIVATION
• FOREIGN TRAVEL
• GROUP INSURANCE
• HOUSE LOAN
• JUBILEE CELEBRATION & GIFT
• MOBILE PHONE FACILITY
• LEAVES
• REIMBURSEMENT OF PROFESSIONAL MEMBERSHIP FEE
• TRANSPORT REIMBURSEMENT
• DOMESTIC TRAVEL

43. SWOT ANALYSIS
• Brand Name as a guarantee of quality, reliability
and dependability.
• Technology advanced Electrical and electronics
products and systems.
• Strong presence in energy sector.
• Innovative solutions in the field of energy,
industry, infrastructure and cities, and healthcare.
• Top ranking of shares in Karachi stock exchange
• Leading engineering industry of Pakistan.
• Largest employers of Engineering
• Graduates in Pakistan.
SWOT
Operational Risk: Project
management , Timely completion of
projects.
Compliance Management: Non
Compliance with Local and
international laws.

44. PROBLEMS AND ISSUES
HR Issues Job hopping, Lots of resources (time, skills,
capital, etc) are wasted in their training.
Trained personnel leave!!. Low job
satisfaction results in job hopping
Profits Less than expected “Business”.
Contribution to national economy
Decision Making Major part of decision making lies at top levels.
Less decision making power to employees

45. RECOMMENDATIONS
Make changes to org structure, delegate
power to lower levels.

46. FUTURE PLANS
• Continuous improvement in efficiency and
productivity while optimizing the cost and
processes.
• Reorganization, restructuring, and
optimization of process.
• Company is expecting to cover profitability
this year.
• Portfolio Adjustment, focus on core
competencies.
• Focus will remain on energy crisis related
projects.

47. Vision 2030

48. COMPANY INSIGHTS
• Produced after tax loss of Rs.975 million.
• Employee Separation costs of Rs 464
million.
• Performance of several business units
were below the expectations.
• Except energy segment all segments
reported loss.

49. PROJECT SUCCESS STORIES
Airfield Lighting (AFL) System
Benazir Bhutto International Airport
Airfield Lighting Solution for Pakistan’s first Green-field projects.
Power and Telecommunication Networks Solution.
Quaid-e-Azam International Airport, Karachi
Design, Engineering, Supply, Installation and Commissioning.
Precision Approach CATII Lighting System, Runway Edge, Runway Centerline, Taxiway
Centerline Lighting System.
Sialkot International Airport, Sialkot
Design, Engineering, Supply, Installation and Commissioning.
Precision Approach CATII Lighting System, Runway Edge, Runway Centerline, Taxiway Edge,
Taxiway Centerline Lighting System.
Allama Iqbal International Airport, Lahore
Design, Engineering, Supply, Installation and Commissioning.
Precision Approach CATII Lighting System, Runway Edge, Runway
Centerline, Taxiway Edge, Taxiway Centerline Lighting System.