3. Framework of Business
Excellence
Team of business excellence comprise with highly
passionate, dynamic, vibrant and professional peoples
selected from various disciplines and having expertise
in field like Strategic , Operational , Technical , Billing, IT,
Quality Control, Accounts, Legal and HR .
Formation of team as “ Special Task Force” on
Business excellence with high recognition, well
equipped and permanence in nature.
Special task Force responsible for Research, develop
and execution of strategic, creative, innovative,
intellectual processes, IT base solutions and best
practices.
4. About Business Excellence Program
• Moto
Quality is our Job.
Customer satisfaction is our duty.
Customer loyalty is our future.
Working principle
Minimum exercise Maximum benefit
Working Theme
Assess each unit Recover every rupees
5. Why Business
Excellence?
• To face- 3 C’s
Challenges, Competition & Changes
• Using- 3 T’s
Tool, Technique & Technologies
• With – 3 E’s
Efficiency, Effectivity & Economy
• To achieve- 3 P’s
Productivity, Performance & Profitability
6. Examples of BE initiative in MSEDCL
• Single Phasing
• Gavthan feeder separation scheme (GFSS)
• Protocol of Load shedding in High Loss Areas
• Photo Meter Reading
• Online New Connection Application & tracking
• Mobile Apps for Consumer for multiple services on one
click
• Mobile Apps for Meter Reading
• Mobile Apps for Employees
• Online Request Transfer Application, etc.
8. Introduction
MSEDCL is leading organization in power
distribution having 2.14 crores consumer in various
category with wide network.
Customer driven organization Committed to provide
quality of services and power at affordable cost to
all customers. Company successfully implement R-
APDRP program to strengthen distribution network.
Adopt IT based programs SAP, ERP, NC, DC, NDM,
PORTAL, SCADA initiative in systems.
Recently under Digital India program, company
launched various Mobile Apps to enhance the
performance and quality of consumer services.
9. Business Excellence
Business Excellence is about developing and
strengthening the management systems and
processes of an organization to improve
performance and create value for stakeholders. It is
much more than having a quality system in place.
Business Excellence is about achieving excellence
in everything that an organization does (including
leadership, strategy, customer focus, information
management, people and processes) and most
importantly achieving superior business results.
10. . “People Create
Results”
Business excellence nothing but the
balancing of two wheels of success-
customer satisfaction and financial health.
This improvement program having prime
goals and objectives are to create learning
environment in organization and promote best
practices at every level to optimize the
performance in various key areas to achieve
business excellence and knowledge
enrichment and skill enhancement to ensure
sustainability .
The program based line is “people create
results”
11. Strategic initiative of Management
Business excellence Program are not traditional, it is
the strategic initiative of top management to achieve
Business Excellence through strategic
methodologies like- BPR, Lean
Management, Six Sigma, kaizen,
Operational Audit, MBO, TQM and etc.Business excellence Task Force through
drill down surveys of people, practices
and technologies, identifies key
performance areas and KPI , practices
and develop IT base solutions,
orientation programs, employ creative
and innovative measures, strengthen
internal control, insure quality, strategic
planning and best practices for improve
12. To drive financial
success…
Equip people with
Knowledge, Skills,
Systems and Tools….
To build the
strategic capabilities…
Needed to deliver unique
sets of benefits to
customers…
Financial
Learning and
growth
Internal process
customer
BALANCE SCORE CARD
APPROCH
13. LEAN MANAGEMENT-Lean is focused on the
elimination of all non-value-adding activities
and waste from the organization’s processes
and identify delays
SIX SIGMA-Improve performance on
Critical Customer Requirements.
Highly disciplined process that
focuses on delivering near perfect
products and/or services. Can be
applied to any process or product to
eliminate defects and their
associated cost, and reduce
Business process reengineering -
BPR is the analysis and redesign of
workflows within and between
enterprises in order to optimize end-
to-end processes and automate non-
value-added tasks.
14. TOTAL QUALITY MANAGEMENT-A
management philosophy embracing all
activities through which the needs and
expectations of customers and community
and the objectives of an organization are
satisfied in the most effective manner
maximizing the potential of all employees
in a continuing drive for improvement.
KAIZEN- a Japanese business
philosophy of continuous
improvement of working practices,
personal efficiency, etc.
15. Six Sigma Process
Formulating the Practical Problem
Phase Question
Define What do I want to improve? What is the
problem statement?
Measure What’s the best way to measure? Does
performance meet expectations? How much
variation is there?
Analyze How good is my process today? What is at
the root of the problem? What causes the
process to behave the way it does and
creates the output?
Improve What’s at the root of the problem? Develop
solutions to eliminate or minimize the root
cause
influence on the process and outputs?
16. Objective of
Program
Generates sustained financial success
Sets performance goal for everyone in
organization
Emphasis on KPIs and develop PPA
Enhances value for customers
Accelerates rate of improvements
Promotes learning across boundaries
Performance Accountability
17. Outline of program
Sample survey of people, existing practices and
technology.
Identify and analyze key areas of performance
deficiencies Prioritize Improvement Opportunities and
develop improved best practices.
Initiate strategic planning to operational improvements
Develop new IT base solutions for ease to work.
Designed and conduct orientation program to create
system awareness, knowledge enrichment and skill
enhancement.
Improve customer value by addressing chronic
18. Phases
• Phase 1: Survey & Assessment
• Phase 2: Analysis and Reporting
• Phase 3: Action Planning
• Phase 4: Development and
Training
• Phase 5: Implementation
• Phase 6: Sustainability and
19. Sample Survey and Assessment
Sample survey is scientific interaction with peoples working in
system technology in operation and drill down in current
practices are emerging for understand clarity of existing-
Operational and domain Knowledge base
Deviations and variances
Gaps, cracks and performance deficiency
Waste reports & Processes,
Non Value Adding Activities,
Weakness in internal control
Identifying Key Peoples And There Role,
Designing Appropriate Orientation Training program for
enhance system awareness to efficient utilization of
technology and more…..
20. Orientation Training
Program
• Orientation training program is phase of major
reform measure under Business Excellence.
• Training boost morale, change attitude, create
enrichment in skill & knowledge Management.
• Due to this on-site training employees get more
clarity about there works. This could real help to
develop TQM
• Ongoing training program initiate knowledge
management and provide opportunity to
continuous quality improvement in areas like KPI
and AT& C losses
• Better awareness about system tool improvise
22. Training, Rewards
and Recognition
We strongly believe that Quality is a journey and not a
destination.
To engrain quality DNA, widespread organization wide
training and a consistent approach that solves key
problems, using the most appropriate methods has
helped to build a culture of excellence.
Quality competitions and rewards and recognition
given to employees who live and breathe the quality
way of life, helps motivate other employees to learn
more and participate. These are the building blocks
that pave the road of business excellence.
23. Key Excellence Indicator
Visionary Leadership
Planning ,Innovation And Creation
Customer focus
Analytical Exercise
Agility
Smart thinking
Proactive Attitude
Transformation
Linkage and alignment
Optimum Utilization Of Resources
Strong Internal Control
Throughout Effective and meaningful Communication
Performance Accountability
24. Key Strategic Measures
Creation of check lists for every activity for
correctness
Suggestive list “what to do” and “what not to do”
Creation of alert and response groups
Observations of the symptoms and their
remedies
Transformation of information
Develop prevention , corrective and detection
strategies
25. Key Performance Indicator
Increase “ SALE”
Increase “ DEMAND”
Increase “ Collection Efficiency”
Increase “ Customer Satisfaction
This program strongly emphasis on reduction of
“AT&C Losses” in “single digit” primary
“Commercial Losses ” through its core activities.
Development of Practical Plan of Action is one of
the core objective Business Excellence.
26. Case Study of Thane Circle Oct-2015
Sample B E Analysis of MIS Folder of Month Oct-2015
of TUC – Faulty & New connection
No. of consumer billed with faulty-28252
Drill down Analysis-
1. Consumer having progressive reading and greater than
average billing- There are high frequency of consumer
billed with less average than actual consumption
recorded.
2. Consumer billed faulty for more than 2 billing cycles-
There are possibility consumer billed faulty for 1 or 2 or
3 years
3. Consumer billed faulty with average more than 100-
Total Faulty meters consumption about 4 Mus.
4. Consumer billed faulty other than Res.- @2700
consumers are non-res.
27. New connection analysis-
1. Consumer first billed with delay - 418 case having
more than 6 month and 63 consumer billed delay
more than 1 year.
2. Consumer with Zero Security Deposit- 146 cases
(pure unbilled cases)
3. Consumer in paid pending- 7333 consumer in paid
pending for more than 6 months.
4. The interesting study is that out of these how many
consumer are not yet released connections and
how many consumer released connections but
NSC not updated?
2012 consumers in paid pending for more than 2
years
28. Core activities under R&D
ACTIVITY KEY AREAS
New connection Irregularity in Technical feasibility
Recovery of old PD Arrears Delay in first
Bill, verification of first bill, NSC feeding
process
Meter Reading Average /fictitious billing, faulty billing,
under billing, RNA/RNT, wrong billing,
other billing complaints, verification of
excessive consumption
Bill Distribution 100% delivery of bill system, Prompt
delivery, maintain record of non receipt
bills
Bill Revision Avoid duplication, Accuracy in revision,
Timely feeding, updation of concurrent
29. .
ACTIVITIES KEY AREAS
Security Deposit Verification & deletion of Duplicate SD
Receipt, updation of SD, Recovery of
Addl.SD Demand, SD deletion
PD Consumer Recovery of PD arrears, Legal Actions,
Clarity and proper interpretation for
action, Checking use of PD consumer,
Strategic Action Plan, PD consumer with
negative arrears
Meter Replacement Discrepancies in Mass replacement,
selection of priority & criteria for
replacement, abnormalities in updation
process , in time update of replacement,
accucheck and physical verification
before replacement
Statics Update Timely, efficient, and accurate updation,
online application for updation, integration
30. ACTIVITIES KEY AREAS
Cheque bounce Prompt recovery, Prompt Debit, legal action,
Review of Cheque acceptance process
Theft drives Criteria & techniques of theft detection,
accucheck drives, PD verifications TOD
Analysis Creative Lists generation,
technologies of thefts, recovery and
investigations
TOD Billing Application for Analysis of MRI data,
periodically physical verifications, Static data
and manual reading Updation application
Pre-validation Abnormal reading, wrong punching of data,
minimize status, prompt verification and
corrections
Post validation Avoid recycles of abnormality, credit bill
verification, pinpoint of under billing
consumers & High arrears consumers,
31. ACTIVITY KEY AREAS
Collection Mobile counter, cash card for agency,
retired employees and staff working rural
and remote area , online collection,
convenience of payment facility, Duplicate
bill, rectifications
Recovery Drives Creative Lists, Area wise criteria option,
planning of recovery, control on arrears,
motivation of consumers through media
meetings, categorization of AG consumers
Cash tally Online Direct updation or Cash tally
updation application, integration with e-
connection
Meter utilization Meter utilization application, Updates in IT
system for reconciliation
Reconnection Updation of skip image in IT System report
32. ACTIVITY KEY AREAS
Consumer
grievances
Minimize dispute, grievance attend as
feedback, categorization, attend chronic
problems, satisfactory explanations
Knowledge
Management
Innovative data mining tool, subject wise
designing of circulars, orders,
interpretations, regulation to ready
references, consumer data base
Quality control Generation and verification of creative list
periodically, transformation, following
results oriented strategies, continuous
efforts, trainings, quality groups
IT reports Application for design and generate report
for user, improvement and addition of
innovative reports, eliminated unnecessary
reports
Street light Transfer to TOD Billing, periodically
33. ACTIVITY KEY AREAS
MIS Report Dash Board system, Statistical,
graphical, analytical, comparative &
benchmarking view, coding for downfall
& improvement, communication &
feedback
Duty/Assessment
Statement
Application for Duty & Assessment
statement
Billing process Avoid Delay in processing, prompt re run
facility, resolve abnormality in initial
processes
Faulty meter Prompt replacement, Average
consumption, reasons for faulty, physical
verification, no display meter
Skip images Updation in IT system for report
generation, reconciliation with data
34. ACTIVITY KEY AREAS
Change of name Simplicity in procedure, clarity
regarding document,
Metering Quality and performance, availability of
meters, smart metering
Assessment and
Recovery
Assessment against slowness, as new
meter consumption, tariff, addition load
penalty, PF penalty
AT & C Losses Technical Losses, Commercial Losses,
Energy Audits, PPA for AT&C Losses
Reduction, Integration, Intellectual
efforts, Identification of unrecorded
losses.
Clubbing of meter Verification of connection for clubbing,
adjustment of load, adjustment of SD
35. This is very initial effort and primary road
map. As work progresses, continuous
improvement expected on accounts of
experience curve and assessment of people,
processes and technologies.
CMA JITENDRA AHIRE ICWA
jitendraahire1975@gmail.com
8097550145
