POLICY CHANGES

o o o o o o o o o DELICENSING DECONTROL OF PRICES AND DISTRIBUTION DISINVESTMENT LOWERING OF IMPORT DUTY IMPORT LIBERALISATION CONVERTIBILITY OF RUPEE PARTIAL ABOLITION OF FREIGHT EQUALISATION RESULT GLOBALISATION RESULT - CUSTOMISATION

CUSTOMER IS THE MOST IMPORTANT PERSON

IN OUR PREMISES. HE IS NOT DEPENDENT ON US. WE ARE DEPENDENT ON HIM. HE IS THE MEANING AND PURPOSE FOR OUR EXISTENCE. CUSTOMER IS KING AND HE IS ALWAYS

RIGHT.
Mahatma Gandhi

IMPLICATIONS FOR JVSL

o COMPETITION INCREASES, SELLING BECOMES TOUGHER o DEMAND FOR INTERNATIONAL QUALITY STANDARDS o PRICES BECOME COMPETITIVE, INPUT COSTS RISE - PRESSURE ON PROFITS o SHORT FALL IN RESOURCE GENERATION - GROWTH, AFFECTED MODERNISATION MAY GET ADVERSELY

MARKET ORIENTATION
EACH SEGMENT OF THE ORGANISATION UNDERSTANDS MARKET REQUIREMENTS APPRECIATES THE URGENCY OF MEETING MARKET REQUIREMENTS GEARS UP TO MEET THE REQUIREMENTS.

SEVEN DIMENSIONS OF CUSTOMER SATISFACTION

CONSISTENT QUALITY COMMITTED DELIVERY CUSTOMISED PRODUCT-MIX COMPETITIVE PRICE CONTEMPORARY PRODUCT COMPLAINT SETTLEMENT CULTURE OF CUSTOMER SERVICE

Points no 1

Participants Total Average Range of marks 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 Low High Marks 6 8 4 8 6 7 8 4 5 6 5 9 6 10 7 5 5 8 6 6 6 7 7 8 8 9 8 5 7 7 8 8 9 8 5 7 6 6 8 8 8 5 6 6 8 7 6 7 6 5 5 8 7 8 6 4 6 8 9 6 7 8 8 6 6 9 7 6 8 9 8 8 7 7 7 8 6 4 4 8 6 6 7 8 7 7 8 7 9 8 6 8 5 6 7 6 5 7 8 7 8 8 6 6 8 8 7 8 7 8 9 7 8 8 9 9 7 8 6 5 4 7 5 5 6 10 4 5 6 5 5 8 6 5 8 4 9 7 3 6 4 3 8 4 3 9 7 7 8 8 5 7 8 4 4 6 5 3 4 7 9 7 237 8 8 223 8 7 232 7 10 266 7 7 217 7 8 233 8 7 242 6.77 6.37 6.63 7.60 6.20 6.66 6.91 4 4 3 4 3 3 3 7 9 10 10 10 10 10

1 2 3 4 5 6 7

7 6 8 7 6 6 5

6 6 7 8 6 6 7

9 9 7 7 4

5 6 8 7 4 5 6

9 6 8 7 7 7 6

6 5 5 7 7 5 5

6 4 7 8 5 6 7

7 8 10 7 7 8 8 9 9 9 10 10 6 10 8 7 8 10 6 8 10

Points given
1. CONSISTANT QUALITY 2. COMMITTED DELIVERY 3.CUSTOMISED PRODUCT MIX 4. COMPETITIVE PRICE 5. CONTEMPORARY PRODUCTS 6. COMPLAINT SETTLEMENT 7. CULTURE OF CUSTOMER SERVICE

CUSTOMER IS THE REASON

FOR OUR EXISTENCE AND DEFINES THE NATURE OF OUR BUSINESS

MISSION
MAXIMISE CUSTOMER SATISFACTION AND SHAREHOLDER VALUE THROUGH HUMAN RESOURCE DEVELOPMENT

CORE VALUES
CUSTOMER SATISFACTION CREATING SHAREHOLDER WEALTH CONCERN FOR EMPLOYEES COMMITMENT TO SOCIETY

INTERNAL CUSTOMER SUPPLIER CHAIN

GROUP COMPANIES i. VASIND ii. TARAPUR iii. NASIK PELLET MINES

iv. OEMs ;
M/s. TPI, Chennai M/s. Fennar, H'bad M/s,Surana, H'bad & Others

MKTG - HSM - CCP - BOF

- COREX -PPC
RMHS

RMCC MM

 START WITH EXTERNAL CUSTOMERS, ASCERTAIN THEIR REQUIREMENTS BEGIN FROM OUTSIDE IN - NOT INSIDE OUT MKTG AS SELLING AGENT FINISHING MILL TO PRIMARY MILL TO BOF - CCP AND SO ON UPSTREAM

- REVERSE THE NORMAL PROCESS OF

STARTING FROM COREX DOWN

QUALITY OF SERVICE TO EXTERNAL CUSTOMER STARTS WITH QUALITY OF SERVICE THROUGHOUT THE ORGANISATION

INTERNAL CUSTOMER SATISFACTION IN CUSTOMER - SUPPLIER CHAIN MEANS WORKING TOGETHER SO THAT SUPPLIER DELIVERS ALL PRODUCT AND SERVICE REQUIREMENTS OF THE CUSTOMER DEPARTMENT IN TIME THIS WOULD RESULT IN SATISFACTION OF THE EXTERNAL CUSTOMER

MEASURE OF SATISFACTION
SMOOTH FLOW OF WORK WITHOUT DISCREPANCIES AND DISRUPTION MUTUAL SATISFACTION AND UNDERSTANDING OF PROBLEMS AND CONSTRAINTS OPEN COMMUNICATION AND FEEDBACK BETWEEN SATISFIED CUSTOMER AND SUPPLIER EXTENT TO WHICH COMMITMENTS ARE MET

SUPPLIER
IDENTIFY CUSTOMERS LIST OF CUSTOMER REQUIREMENTS

ICS MODEL
AGREE

CUSTOMER
IDENTIFY REQUIREMENTS
IDENTIFY SUPPLIERS LIST OF SUPPLIERS, CAPABILITIES, DIFFICULTIES IDENTIFY INTERNAL WEAKNESSES & RECTIFY, BUILD CAPABILITIESFY

IDENTIFY INTERNAL WEAKNESSES & RECTIFY, BUILD CAPABILITIESFY

AGREE

"BUDGET MICRO-PLAN -RESOURCE TASKS TO ACCOMPLISH SPECS

AGREE

"MICROPLAN TO RECEIVE THE

SERVICES
GET APPROVALS - NORMS FREQUENCY - AGENCY

GET APPROVALS - NORMS FREQUENCY - AGENCY

MONITOR AND SUPPORT -CORRECTION -TRAINING - JOB ROTATION

AGREE

MONITOR AND SUPPORT -CORRECTION -TRAINING - JOB ROTATION

EVALUATE -DOCUMENT - APPRECIATE PERFORMANCE APPRAISAL

AGREE

EVALUATE -DOCUMENT - APPRECIATE PERFORMANCE APPRAISAL

COMMON OBSTACLES TO IMPLEMENTATION

CONGRUENCE BETWEEN TASKS, TARGETS AND RESOURCES MISSING TENDENCY TO SUB STITUTE CREATIVITY WITH RESOURCE TENDENCY TO BYPASS PLANS, SYSTEMS AND PROCESSES FOR QUICK RESULTS LACK OF TEAM WORK INADEQUATE PROBLEMS SOLVING INCLINATION DEFENSIVE BEHAVIOUR DURING REVIEW AND MONITORING

6Is
INTERNAL CUSTOMER ORIENTATION
IMPROVED SYSTEMS OF PLANNING AND MONITORING INVOLVEMENT FOR EMPLOYEE COMMITMENT INVESTMENT IN EMPLOYEE COMPETENCE INTRAPRENEURIAL LEADERSHIP INTERNAL ACTION FOR MANAGING EXTERNAL ENVIRONMENT

BASIC QUESTIONS
EACH DEPARTMENT TO FIND ANSWERS TO FOLLOWING KEY QUESTIONS : 1. 2. 3. 4. 5. WHO ARE MY INTERNAL CUSTOMERS ? WHICH OF THEM ARE MY KEY INTERNAL CUSTOMERS ? WHAT ARE THEIR TRUE REQUIREMENTS ? HOW DO I FIND OUT THEIR TRUE REQUIREMENTS ? HOW CAN I MEASURE MY ABILITY TO MEET THEIR REQUIREMENTS ?

6. 7.

WHAT WITHIN MY DEPARTMENT STANDS IN THE WAY OF MY MEETING THE REQUIREMENTS ? WHAT ACTION MUST BE TAKEN WITHIN THE DEPARTMENT TO REMOVE THESE WEAKNESSES ? WHAT CHANGES BE MADE TO IMPROVE MY CAPABILITY TO MEET THE REQUIREMENTS ?

8. 9.

HOW DO I PLAN ACTION TO FULLY MEET THE REQUIREMENTS ? DO I CONTINUALLY MEET THE REQUIREMENTS ? IF NOT, WHAT PREVENTS THIS FROM HAPPENING AND WHAT ACTION BE TAKEN?

10. HOW DO I MONITOR ACTIONS PLANNED & CHANGES IN REQUIREMENTS ?

STEPS FOR ICS PROCESS

IDENTIFICATION OF INTERNAL CUSTOMER

UNDERSTANDING TRUE REQUIREMENTS OF CUSTOMERS

PLANNING TO MEET REQUIREMENT 1. BUILDING CAPABILITY 2. MICRO PLANNING RESOURCE ALLOCATION AND FINALISATION OF PLAN

APP FOR PLANT AND BUDGET PREPARATION

EXTERNAL CUSTOMER SHOULD BE VISIBLE

CHAIN TO BE CUSTOMER-WISE, PRODUCT-WISE, DEPARTMENT-WISE START FROM FINISHING MILLS (VASIND)

FOLLOW THE COMPLETE PROCESS

INTERNAL WEAKNESS
INTERNAL WEAKNESS IS THE DIFFERENCE BETWEEN THE DESIRED PERFORMANCE LEVEL FOR CUSTOMER SATISFACTION AND ACTUAL PERFORMANCE LEVEL OF A DEPARTMENT INTERNAL WEAKNESS DENOTES THE SCOPE OF IMPROVEMENT IN PERFORMANCE WITHIN THE DEPARTMENT

INTERNAL WEAKNESS
INTERNAL WEAKNESS IS 1. 2. NOT OUTSIDE THE DEPARTMENT'S CONTROL NOT RELATED TO CHANGING THE BASIC TECHNOLOGY

OR ASSET OF THE DEPARTMENT

3. NOT IDENTIFIED FOR FAULTFINDING

4.
5.

NOT TO BE HIDDEN/KEPT UNDER CARPET

NOT REQUIRING INVESTMENTS

HOW TO IDENTIFY
EQUIPMENTS -MALOPERATION OR POOR MAINTENANCE ?

FACILITIES

-UNUTILISED, UNDERUTILISED OR BYPASSED ?

SYSTEMS & PROCEDURES

-INHIBITING PERFORMANCE ?

TECHNOLOGICAL

-DISCIPLINEVIOLATED?

I KEPT SIX HONEST SERVING MEN THEY TAUGHT ME ALL I KNEW THEIR NAMES ARE WHAT AND WHY AND WHEN AND WHERE AND HOW AND WHO
RUDYARD KIPLING

IF YOU FAIL TO PLAN

YOU ARE PLANNING FOR FAILURE

WHAT DOES THIS MEAN IN PRACTICE ?

IN PRACTICAL TERMS, A MICROPLAN IS THE

DOCUMENT THAT DETAILS EVERY RESOURCE,

EVERY ACTION, EVERY REQUIREMENT OF TIME, LOCATION & RESPONSIBILITY, EVERY ACT OF COORDINATION, MONITORING AND DECISION MAKING AND ENSURES THAT THESE ARE CLEARLY SPELLED OUT SO THAT THE OBJECTIVE CAN BE ACHIEVED TO THE REQUIRED STANDARD WITHIN THE TIME AND COST ALLOWED.

PREREQUISITES
INVOLVEMENT OF TOP MANAGEMENT DEPARTMENT LEVEL LEADERSHIP OPENNESS IN IDENTIFYING WEAKNESSES INVOLVEMENT OF PEOPLE DOCUMENTATION COMMUNICATION

ROLE OF HIERARCHY
COMMIT TIME SCHEDULING AND ENSURING MEETINGS DEMONSTRATE CONVICTION DISCUSS AND ACHIEVE COMMITMENT OF PLANTS' OVERALL TARGETS AND GOALS ENSURE FULL UTILISATION OF RESOURCES ENSURE NO DILUTION OF GOALS, TARGETS, TECHNO-ECONOMIC NORMS DECIDE ON TRUE REQUIREMENTS OF CUSTOMERS FACILITATION MONITORING

REMEMBER
o o o o o o JVSL MUST BECOME MARKET ORIENTED FOR THIS, CUSTOMER SATISFACTION IS CRITICAL THIS IS POSSIBLE ONLY IF INTERNAL CUSTOMERS ARE SATISFIED IDENTIFICATION OF INTERNAL CUSTOMER MEANING OF INTERNAL CUSTOMER SATISFACTION HOW TO ACHIEVE ICS - ICS MODEL UNDERSTANDING TRUE REQUIREMENTS OF INTERNAL CUSTOMER COMMON LANGUAGE BUILDING CAPABILITY IN EACH DEPARTMENT. IDENTIFICATION AND REMOVAL OF INTERNAL WEAKNESSES PLANNING TO RECEIVE SERVICES o MICROPLANNING BY EACH DEPARTMENT o RESOURCE PLANNING o CONTINGENCY PLAN o INTEGRATION OF DEPARTMENT PLANS AND PLAN FOR THE PLANT