Achieving Operational Excellence by SYNERGIZING, EMPOWERING & ENGAGING By Taufiq Siddiqui Date: 19...

Achieving Operational Excellenceby

SYNERGIZING, EMPOWERING & ENGAGING

By

Taufiq Siddiqui

Date: 19th October 2010

A Company with a Heart and Soul

• EBM started manufacturing and marketing of world famous Peek Freans range in 1967 & true to its corporate claim of 'The Legend Leads', EBM has led the biscuit industry in Pakistan for over 40 years by providing innovative and high quality biscuits.

• EBM enjoys the distinction of being the 1st food company in Pakistan to promote biscuits as “food between meals” that are healthy and nutritious.

The History of EBM


Products


• Some of the biscuits that are marketed under the Peek Freans umbrella include leading brands such as Sooper, Rio, Gluco, Peanut Pik, Peanut Pista, Party, Lemon & Chocolate Sandwiches, Click and Whole Wheat Slices,Saltish,Butter Puff.& Marie.

• “Sooper” brand has recently been placed in the first five Best Brands of Pakistan amongst 3600 brands and 50 product categories.

Vision- EBM is a person (a legal person) with mind, soul and body like any

human being. Life giving elements to EBM is its Prime Asset;

“HUMAN RESOURCE”

Share holders, Management and the workforce all combine as

“PARTNERS – IN - PROGRESS”

- Purpose of EBM, like any human being, is to convert its skilled energy into production pursuit of self actualization to attain immortality as an :

“INSTITUTION”


Organically EBM’s business is in the realm of Food – “Rizq” and not just in manufacturing and selling of biscuits. That has developed a conceptual feel of:

“PAKEEZGI”


What is the concept of PAKEEZGI for us at EBM ?

– Realization that the Food we offer, MUST be of the highest Quality.

– Pakeezgi at the work-place

In our THOUGHTS

In our ACTIONS

In having a SENSE of RESPONSIBILITY and the HEART to do what’s right

Our Philosophy


Quality Management Systems

- Effective implementation and monitoring of Integrated Quality Systems which includes, ISO 9000, ISO 14000, ISO 22000, ISO 27000, Halal Certification, IIP (Investors in people).

- Respect and enforce environmental NEQS rules and regulation in waste management, emissions and water treatment.

- Design and develop “World Class” hygiene standards in processess to ensure ZERO DEFECT.


State Dinner for Bolivian President in Tehran


Change of Mindsets by setting examples of role models

• Motivating the Employees to “look forward to going back to work tomorrow” – Development of a very congenial Atmosphere.

OBJECTIVE SETTING

&

QUANTITATIVE SELF APPRAISAL


A little boy went to a telephone booth which was at the cash counter of a store and dialed a number

The store owner observed and listened to the Conversation.

Boy: “Lady, can you give me the job of cutting your lawn?

Woman: (at the other end of the phone line) “I already have some one to cut my lawn.

Boy: “Lady, I will cut your lawn for half the price than the person who cuts your lawn.

Woman: “I am very satisfied with the person who is presently cutting my lawn”

A Beautiful Story


Boy: (with more perseverance) “Lady, I’ll even sweep the floor & clean your windows.

Woman: No, thank you.

The boy replaced the receiver. The store owner, who was listening to all this, walked over to the boy.

Store Owner: “Son… I like your attitude, I like the positive spirit & would like to offer you a job.

Boy: No. thanks.

Store Owner: But you were really pleading for one on the phone.


Boy: “No Sir, I was just checking my performance at the job I already have. I am the one who is working for the Lady I was talking to”.

That is called:

“SELF APPRAISAL”


With that in mind we developed an

AIM AND NOT THE DREAM.

“Dream requires sound sleep to see”.

“Aim requires sleepless efforts to Achieve.”


We have introduced a “Quantitative Self Appraisal System (QSAS)” for our workforce.

Evaluation Parameters of QSAS are:

- Attendance- Punctuality- Discipline- Performance

By defining the required criteria for each of the above mentioned parameters, the annual performance appraisal is now in the hands of respective member.

Quantitative Self Assessment System (QSAS)


Attendance

Criteria• leaves in accordance with the provisions of Factories Act 1934,

with provision of encashment of unutilized leaves.• Extra Allowance for workers having no absenteeism in excess of

the allowable limit.• Unlimited leaves without pay to accommodate any critical

situation, with the consent of the concerned department.• Absenteeism in excess of the above mentioned facilities, results in

deduction of marks from the annual appraisal. Impact on Operations• Reduction in absenteeism to less than 5% of the total effective

working hours per month after the inception of QSAS


Punctuality

Criteria

• The Team is encouraged to Join their duty within the specified duty timings, through counseling, to relieve the predecessor well in time.

• Where a team member reaches the factory premises within 10 minutes after pre-defined duty timings, he/she is allowed to enter the factory premises.

• Where there are any special circumstances, justifying an individuals delay, he/she is allowed to join after seeking consent of the concerned department.

• Habitual late coming is discouraged through counseling.

• For QSAS purposes, maximum 12 late comings are allowed within one financial year.

Impact on Operations

• Continuous un-interrupted process flow and reduction in late comings by almost 50% from the previous comparisons.


Discipline

Criteria

In accordance with the provisions of Standing Order Ordinance 1968, the following activities fall in the category of violation of Discipline, and results in deduction of marks for QSAS purposes.– Misbehavior with reporting Supervisor.– Scuffle/Fighting at work place.– Theft, Fraud and Dishonesty.– Willful loss or damage to Employer’s goods or properties.– Disobedience from work instructions.– Taking/giving bribes or any illegal gratification.– Disorderly behavior during working hours.


Discipline

– Habitual Negligence or neglect of Work.– Illegal Strike or Go Slow.– In addition to the above mentioned provision, being a Food

Manufacturing Company, bringing of banned items in the premises (For e.g Pan, Chalia, Naswar, Gutka, Mobile Phone, Weapons, Prohibited Ornaments).

Impact on Operations• Complete discipline is maintained within all ranks and cadre of

workforce with very minor incidences of indiscipline.


Performance

Criteria– Job Description or Annual Objectives (depending upon the level

of responsibility).– Quantitative output recording– Wastages.– Problem Solving Skills and machine downtimes.– Implementation of quality system requirements.– Safety measures and use of PPE’s.– Hygiene and personal cleanliness.– Cross functional tasks.

Impact on Operations• Uninterrupted process flow, improvement in Productivity as well as

Quality of Work and noticeable reduction in wastages.


Rewards Procedure

• Annual Increments.• Promotions.• Incentives.• Performance based Bonus.• Development of career path.


•RESULTS.



Production

Tons

79,878.96

71,644.01

65,882.11 63,574.91

51,350.89

15,000

25,000

35,000

45,000

55,000

65,000

75,000

85,000

2005 ~ 2006 2006 ~ 2007 2007 ~ 2008 2008 ~ 2009 2009 ~ 2010


Production

Productivity Per Man Hour (kg)

15.54

17.68

13.24

12.3312.97

10.00

11.00

12.00

13.00

14.00

15.00

16.00

17.00

18.00

19.00

2005 ~ 2006 2006 ~ 2007 2007 ~ 2008 2008 ~ 2009 2009 ~ 2010


Production

Wastages

1.78 1.781.71

1.66

1.44

1.00

1.10

1.20

1.30

1.40

1.50

1.60

1.70

1.80

1.90

2005 ~ 2006 2006 ~ 2007 2007 ~ 2008 2008 ~ 2009 2009 ~ 2010

Per

%

Core Values

• We emphasize on employee welfare

• We believe in integrity, transparency & commitment as our cultural ethos

• We believe in leading & innovating in all aspects of the business

• We continually adhere to the highest standards of hygiene & ecology

• We believe in governance with a human face

• We protect and promote the cause of the environment



THANK YOU

Achieving Operational Excellence by SYNERGIZING, EMPOWERING & ENGAGING By Taufiq Siddiqui Date: 19...

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