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Group Business Excellence
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The various processes and activities performed by GBE are briefly described below:
1. Minda Business Excellence Model (MBEM):
  Subject: Promote world class business & organizational processes in the group as per MBEM roadmap
Process: Develop, prescribe, upgrade and monitor MBEM model to take the group moving along in a strategic direction towards attainment of futuristic business vision through identification and emphasis of required business and organizational processes
Current Status: After successful launching of MBEM by GCEO – Mr.Ashok Minda in May 2010, the group companies have initiated the process of implementing the MBEM model in their respective units / plants. As part of implementation, GBE conducted awareness program for all levels and also facilitated the companies in implementation of the model. GBE also conducted a workshop for development of internal assessors who will be engaged in the assessment process. Here, the team has taken the support of an external expert in conducting the workshop as well as evaluation and certification of the developed assessors.

For the MBEM award, applications are invited from the group companies. Separate assessor teams are formed for the applicants. This team is led by an external expert who acts as senior assessor. An award function is then conducted to motivate the teams & enhance the participation.

     
Ashok Minda Group   Ashok Minda Group
Launching by GCEO - Mr. Ashok Minda
   
2. Development of skill / competence of focused group :
  Process: Develop skill, competence and knowledge for focused group of people in Unit/ BG / Corp. Keeping in view futuristic business needs to sustain and improve critical business and organizational processes through exploiting opportunities and resolution of problems/issues by giving exposure on contemporary and futuristic techniques and practices.
Current status: Following development programme are conducted:
  Improvement coordinator:
   

Workshops are conducted with an objective of developing skill, & competence of Improvement Coordinators in the group. During the workshop, Plant visits are also organized & plant shares their journey to excellence through various Improvement activities such as Kaizen, VSM, Poka-Yoke, Training & Multi-skilling, Autonomous Maintenance and Low Cost Automation. 

Training sessions are conducted on Waste Elimination, 5S workplace organization, Mistake Proofing and Kaizen.
Teams for creation of Minda Manual on Improvement Activities such as 5S, Kaizen, Poka-Yoke, 3M etc. are formed covering various topics.

    5S
    Kaizen
    Poka-Yoke
    3M
    Improvement Coordinators Role & Responsibilities
 
         
     
Ashok Minda Group   Ashok Minda Group
Participants during Improvement Coordinator Workshop   Participants during Plant visit
   
3. Project Group Image and Recognizing Best-in-Class Performance:
  Process: Promote Total Employee Involvement (TEI through Quality Circles, Small Group Activities & Kaizen
Current status: To organize following group level conventions to promote TEI
      Quality Circle / Small Group Activity –
A group level competition for participation of best ‘Kaizens’ – Associate, Team & Office Kaizen from group companies.
      Kaizen Mela–
A group level competition for participation of best ‘Quality Circles’ from group companies. Selected Kaizens from group companies are shared.
     
Ashok Minda Group   Ashok Minda Group
Participants during Quality Circle Convention & Kaizen Mela   Participants of QCC & Kaizen Mela
4. Knowledge Management (KM):
  Process: Capture, maintain, enhance and disseminate knowledge acquired by group and also from outside related to all current and futuristic business and organizational processes to overcome problems / issues and also to meet futuristic business objectives.
Current status:  
  Minda Knowledge Management Site:
    Dedicated website for knowledge sharing which acts as a KM System. For more details click on : www.mindakms.co.in

GBE Team organizes group level functional conferences to capture the respective functional knowledge. Maintenance and dissemination of knowledge is done through Minda KMS site.

Some functional conferences include:

Maintenance Conference: Functional representatives from group companies share the best practices and improvement initiatives implemented in their respective plants.

Manufacturing Engineering Conference: In this conference, functional teams from group companies share accomplishments, issues and corrective actions, and other improvement initiatives done in their plant, for the benefit of other companies. In general, Teams for Minda ME Manual creation are formed for following topics:
  • Low Cost Automation (LCA)
  • SOP for process sheet
  • Cell/ Line Design
  • Jigs & Fixtures
  • Multi-skilling
Tooling Conference: Functional representatives from group companies share their learning from previous conference and improvement initiatives implemented in their respective plants.
     
Ashok Minda Group   Ashok Minda Group   Ashok Minda Group
Participants of the 4th Maintenance conference   Participants of the 5th ME conference   Participants of the 6th Tooling conference
5. Corporate Quality Assurance (CQA):
  Process: Develop and standardize group level systems and guidelines for technical & commercial areas. Also, assess adherence to these systems and guidelines across the group.
Current status:
  Commercial System:
    Manuals for different functional areas are received & revised. The adherence of the system is assessed through system reviews and scores are allotted. The level of adherence to individual systems is indicated by scoring on a scale 1 to 5. The overall average score indicates the unit level performance in this regard. Wherever deficiency is observed with regards to system understanding & its implementation, necessary training and handholding is provided.
  Technical System:
    Common manufacturing systems are released as a draft for the comments from units. Technical system committee then approves the comments. The level of adherence to individual systems is indicated by scoring on a scale 1 to 5. The overall average score indicates the unit level performance in this regard. Wherever deficiency is observed with regards to system understanding & its implementation, necessary training and handholding is also provided.
 
K.M.S.
 
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