MBAAR Assignment

RISBT, MUMBAI, INDIA KEYUR DESAI Page 1
RIMS INTERNATIONAL SCHOOL OF BUSINESS

TECHNOLOGY
Project Guide:
Prof.MRS PRIYA CHOWDHURY
PRESENTED BY:
KEYUR. P. DESAI

BBA SECOND YEAR:
HIGHER NATIONAL DIPLOMA

STUDENT ID NO:
10312

Managing Business Activities
To Achieve Results


Unit Title: Managing
Business Activities to
Achieve Results
Unit Code:
15
Date Issued:
20
th
Oct 2011
Student Name:
Keyur Desai
Student ID
10312
Date Received
Lecturer Name:
Ms Priya Chowdhury
Internal Verifier Name:

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Assignment
Brief - General


Outcomes and assessment requirements
Outcomes Assessment requirements
On successful completion
of this unit a learner will:
To achieve each outcome a learner must demonstrate the ability to:
LO1.Understand the
importance of business
processes in delivering
outcomes based upon
business goals and objectives
1.1 Evaluates the interrelationship between the different processes and
functions of the organization.
1.2 Justify the methodology to be used to map processes to the
organizations goals and objectives.
1.3 Evaluate the output of the process and the quality gateways.

LO2. Be able to develop plans
for own areas of responsibility
to implement operational
plans.
2.1 Design plans which promotes goals and objectives for own area of
responsibility.
2.2 Write objectives, which are specific, measurable, achievable, realistic
and time-based to align people and other resources in an effective and
efficient way.
2.3 Implement appropriate systems to achieve objectives in the most
efficient way, on time to budget and meeting organizational standards of
quality.
2.4 Carry out work activities meeting the operational plan through effective
monitoring and control.

LO3.Be able to monitor
appropriate systems to
improve organisational
performance.
3.1 Design system to manage and monitor quality standard specified by the
organisation.
3.2 Demonstrate a quality culture to ensure continuous monitoring,
evaluation and development of the process.
3.3 Recommend improvements which align with the organizations
objectives and goals and which results in improvement.
3.4 Report on the wider implications of the proposed changes within the
organization

LO4.Be able to manage health
and safety in the workplace.
4.1 Carry out risk assessments as required by legislation, regulation and
organizational requirements ensuring appropriate action is taken.
4.2 Demonstrate that health and safety regulations and legislations
applicable in specific work situations are correctly and effectively applied
4.3 Carry out a systematic review of orgnisational health and safety policies
and procedures in order to ensure they are effective and compliant.
4.4 Carry out practical applications of health and safety policies and
procedures in the workplace.


By using relevant materials from any reliable/authorized source attempt the questions below.

Description of problem to be solved
Write an essay of 3,500 words (bearing in mind the learning outcomes) and demonstrate
how you can manage activities in the business workplace to improve effectiveness and
efficiency using once own work place experience or by choosing organization of your choice.

1. Identifying the importance of business processes in delivering outcomes based upon
business goals and objectives. (1.1, 1.2, & 1.3).

2. Outline plans for own areas of responsibility to implement operational strategy. (2.1,
2.2, 2.3, & 2.4).

3. Monitor appropriate systems to improve organisational performance. (3.1, 3.2, 3.3, &
3.4).

4. Manage health and safety in the workplace. (4.1, 4.2, 4.3, & 4.4).


TABLE OF CONTENTS:-

I Executive Summary 7
II Introduction about the company 8
Part 1
1a Evaluate the interrelationship between the different processes and
functions of the organisation
9
1b Justify the methodology to be used to map processes to the
organisations goals and objectives
19
1c Evaluate the output of the process and the quality gateways. 20
Part 2
2a Design plans which promote goals and objectives for own area of
responsibility.
22
2b Write objectives which are SMART based to align people and other
resources in an effective and efficient way.
26
2c Implement appropriate systems to achieve in most efficient way on time
to budget and meeting organisational standards of quality?
31
2d Carry out work activities meeting the operational plan through effective
monitoring and control
35
Part 3
3a Design system to manage and monitor quality standard specified by
the organisation.
38
3b Demonstrate quality culture to ensure continuous monitoring,
evaluation and development of the process
41
3c Recommend improvement which align with the organisations
objectives & goals and which results in improvement
45
3d Report on the wider implication of the proposed changes within the
organisation
46
Part 4
4a Carry out risk assessments as required by legislation, regulation and
organisational requirements ensuring appropriate action is taken.
48
4b Demonstrate that health and safety regulations and legislation
applicable in specific work situations are correctly and effectively
applied.
50
4c Carry out a systematic review of organisational health and safety
policies and procedures in order to ensure they are effective and
compliant
52
4d Carry out practical applications of health and safety policies and
procedures in the workplace.
54
III Conclusion 55
IV Bibliography 56


LIST OF DIAGRAMS: -

1.1 The Mission, Vision, & Values of Asian Paints ltd 9
1.2 Business objectives of Asian Paints ltd for the year 2011-12 10
1.3 Asian Paints tall hierarchical structure 11
1.4 Asian Paints flat organisational structure 12
1.5 Organisational pyramid of Asian Paints ltd 14
1.6 Types of Business Processes 15
1.7 Various Business Processes used in Asian Paints ltd 15
1.8 business process in Asian Paints ltd 17
1.9 core and key activities of Asian paints ltd 19
1.10 Asian paints critical success factors 21
2.1 Ansoffs matrix 23
2.2 elements of planning in Asian Paints 24
2.3 Business plan of CRM SAP process 25
2.4 SMART objectives abbreviation 26
2.5 SMART Objectives of CRM process in Asian paints 27
2.6 implementation of SAP software 28
2.7 CRM process of Asian Paint with SAP software 28
2.8 Process Areas which are affecting Asian paints other department with
implementation of SAP software
30
2.9 Work Breakdown Structure of CRM process in Asian Paints 31
2.10 Gantt chart and Project milestones of CRM SAP process 32
3.1 Critical path analysis of SAP CRM process 33
3.2 Risk factor analysis of SAP CRM process 34
3.3 primary activities of Asian paints 35
3.4 Secondary activities of Asian paints 36
3.5 Operational plans of Asian paints 37
3.6 Quality Policy at Asian Paints 38
3.7 David Bains 5 key steps of quality control system 39
3.8 Quality Assurance factors in Asian Paints 40
3.9 Quality control chart of Asian paint 40
3.10 Manufacturing process 42
4.1 Factors which will help Asian paints to have better TQM 43
4.2 critical success factors of Six Sigma 45
4.3 Benefits of using Six Sigma 46
4.4 Negative impact of having Six Sigma in Asian Paints 47
4.5 Health safety risk assessment at APL 49
4.6 Risk Assessment at Asian Paints 49
4.7 benefits to Asian paints of having health & safety regulations 50
4.8 Health and Safety Regulations apply to Asian paints. 52
4.9 Health and safety policy 53
4.10 Evaluation and recommendation of Health and safety. 54


Executive Summary:-
The assignment describes the way in which Asian Paints Ltd. conduct their
operations in India and in International markets. The assignment covers the following
topics:
1. Aims and objectives affecting the structure, culture and business processes of
Asian Paints
2. Areas of responsibilities and operational plan of Asian Paints
3 .Quality control systems and methods to monitor appropriate system to improve
organisational performance at Asian Paints,
4. Health & safety policies at Asian Paints ltd.
The Purpose and aim of the assignment is
To create new plans which would help Asian Paints ltd to improve their
performance in local and in International markets
To provide an understanding of the skill in order to manage the activities in
the business workplace so as to improve their effectiveness and efficiency.
To create effective planning, on how the management of Asian Paints ltd can
improve the business processes.
To give an understanding of how the operational planning skills can give a
new looks so that it leads to the development of the organisation.
To take into account how quality is of core importance in introducing new
quality checks, methods and systems.
To Suggests how health and safety regulations in a workplace can be
improved in better ways.


INTRODUCTION: -
Asian paints ltd is the Indias largest paint company in the public sector and a
quoted company on the stock exchange at BSE Sensex (code 500820) being its
benchmark, which deals in manufacturing decorative coatings which means that
they are into secondary sector who deals into manufacturing the output of the
primary sector. Asian Paints operates in 22 countries and has 30 paint
manufacturing facilities in the world servicing consumers in over 65 countries. The
company was incorporated in the year 1942 in India. Asian Paints have extensively
computerized its operations in India using the cutting edge solution provided by SAP
and i2. It helped the company drive benefits of faster market analysis for better
decision making.
Asian Paints Ltd. has a combined turnover of 830 million US dollars with its strong
presence in the Indian subcontinent, south East Asia, Far East, South pacific
Caribbean, Africa & Europe. Along with Asian paints the group consists of SCIB
chemicals, Berger International & APCO coatings. Together the group has 30
manufacturing unit globally.
They have the highest number of range of product portfolios in the industry of
chemicals, Paints & Resin manufactures. They are as follows Exterior walls (4),
Interior walls (10), Enamels (4), Wood finishes (4)


1.1) Evaluate the interrelationship between the different processes and
functions of the organization.
Mission statements are formal declarations of underlying purpose. They
say what an organisation exists to do, Viva Books Private Limited, (2009) Business
essential: Management (1
st
edition) BPP learning media: London. in relation to the
chosen organisation i.e. Asian Paints ltd, they have broken down their mission
statement in 3 modified steps and they are as follows:

Figure 1.1 The Mission, Vision, & Values of Asian Paints ltd (www.asianpaints.com)

Mission
statement
To provide paints as per demand, ensuring desired level and
quality of customer (dealer) service, continued availability of
the right product mix of right quality at the right time.
Vision
to become one of the top five decorative coatings
companies worlds wide by leveraging in the higher
growth emerging markets.
Values
Trust Openness Commitment
Customer satisfaction Value for money
Quality Growth Orientation Integrity


Business objectives of Asian Paints ltd: -

Figure 1.2 Business objectives of Asian Paints ltd for the year 2011-12 (www.Asianpaints.com)
ORGANISATIONAL STRUCUTRE OF ASIAN PAINTS LTD: -
Wilson and Rosenfeld (1990, p.215) says, The established pattern of relationships
between the component parts of an organisation, outlining both communication,
control and authority patterns. Structure distinguishes the parts of an organisation
and delineates the relationship between them. Organisations are structured in a
variety of ways, dependant on their objectives and culture. The structure of an
organisation will determine the manner in which it operates and its performance.
Structure allows the responsibilities for different functions and processes to be
clearly allocated to different departments and employees.
The management of Asian Paints ltd has adopted a newer organisational structure
from the year 2007 leaving behind their tall & formal hierarchical structure where
the authority was centralised and bureaucracy was presented. But it is now the
management who has adopted a more decentralised structure and a flatter
(functional) structure which is more flexible in working and it (functional structure)
is arranged according to what each section or department does. By having this type
of organisational structure the problem of communication in the form of feedback
from employees is resolved, also the structure allows cross functioning of
department which helps in better decision making as well as valuable inputs from the
Business
objectives
To introduce a new
innovative product
each year (R&D
department)
Targeting a rapid
growth by 10% in
the overseas market
(Egypt, Carribean)
To cut down on
inventory and
Reduce the number
of rejection level in
making a product
To increase sales in
national 25-30%&
international
operations 22 -27%.
To improve CRM in
the year 2012


employees are taken into consideration. The last but not the least it allows the
organisation to delegate task to the lower level that are willing to take responsibilities
and wants to achieve the goals of the firms, which makes the organisation best
suited.
The figure 1.3 and 1.4 below shows both earlier and the recently adopted
organisational structure of Asian Paints ltd.

Figure 1.3 Asian Paints tall hierarchical structure (field work)


ORGANISATIONAL STRUCUTRE OF ASIAN PAINTS LTD

Figure 1.4 Asian Paints flat organisational structure. (Field research)
Chief Executive/MD

States Management
representatives
Chief GM Operations

DGM Accounts DGM Logistic DGM Purchase DGM Admin GM Planning/MKT/
Quality assurance
SR MGR Sales
Admin
SR MGR Sales
Admin
SR Purchase
Executive
MGR Excise
EDP Manager
MGR
Maintenance
ENV & Safety
Officer
MGR Personnel
& Admin
GM
Production
Chairman


The concept of culture has developed from ANTHROPOLOGY i.e. the study of the
human behaviour as a whole and as well as the study of the mankind. The
management and organisational behaviour journal of Laurie J. MULLINS of the
eighth edition states that Organisational Culture is the collection of traditional
values, policies, beliefs and attitudes that constitute a pervasive context for
everything that we do and think in an Organisation.
Asian paints adopts a people orientated culture, Asian Paints believes that
people are its strongest assets, for a company can go only as high as its people aim.
It is people who innovate and invent, and who engineer the efficiencies that make a
business succeed. It is they who drive growth and lead to greater heights. An open
and interactive work culture brings out the best from their people. A sense of
ownership and freedom to experiment at their workplace brings out creativity and
innovation in every individual. Excellent training is provided to develop leaders and
re-strengthen competencies from within the organisation. Besides encouraging
achievers from within the organisation, they absorb the best talent from some of
the best management and technology institutes in the country.
They hire people who are best suited to the job and whose personal goals are in
alignment with their corporate purpose. Thus, the task is cut out for every individual
within the framework of result-orientation, market insight, customer perspective,
trust, respect and problem solving.
The culture used in Asian paints follows a very influential system. So that in order
for a company to move forward and ensure that the company earns and makes
profit. Cultural Aspect (2008) Employees roles [online] (updated 13 August 2008)
Available at: http://www.asianpaints.com [Accessed 24
th
October 2011].
The organisation results in making organisation making an organisational pyramid
which helps the management to break a common mission.


Figure 1.5 Organisational pyramid of Asian Paints ltd
Business Process: -
A business process is best defined as any function within an organisation that
enables the organisation to successfully deliver its products or services. (source:
article, the benchmark exchange; (online); updated at 2011; Available at:
http://www.benchnet.com/datproc.htm) (Accessed on 17/10/2011).
Rummler & Brache (1995) defines business process is a series of steps designed to
produce a product or service. Most processes (...) are cross-functional, spanning the
white space between the boxes on the organization chart. There are 3 types of
business processes and they are as follows:-
Board mission
statement
Top management
(strategy)
Middle management
(Tactics)
Junior Management (operations)
Team Members
Operate business/coordinate
activities to accomplish objectives
Put plans into
action, allocating
individual work
and seeing that its
accomplished


Figure 1.6 Types of Business Processes (Management: business essential viva books Pvt ltd)
The various processes that are being used in Asian Paints ltd are the same types
of processes which are being drafted in the above diagram, the only difference in the
Asian paints process is the second process which they have termed as value
creation process instead of operational process. Below is a diagrammatic
representation of business process that is used in Asian Paints ltd.
Figure 1.7 Various Business Processes used in Asian Paints ltd (field work)
It is the processes that
govern the operation.
it includes Corporate
governance, strategic
management etc.
Management
Processes
Create the primary value.
the part of core business.
Purchasing, Marketing
and sales
Operational
Processes
Supporting processes -
support the core
processes.
Accounting, Recuritment,
IT Support.
Supporting
Processes


Business process is a set of linked activities that create value by transforming an
input into a more valuable output. Both input and output can be artefacts and/or
information and the transformation can be performed by human actors, machines, or
both.
All the business processes which are mentioned above are in some way or the other
interrelated to the organisation. There are 3 processes which are followed in Asian
Paints ltd, they are as follows: - Management process, Value creation processes
and Support processes.
All employees work for achieving the objectives of an organisation in the form of a
business cycle so does Asian Paints. It all starts with the Management process
wherein all the strategic planning or change management things take place in this
process. Thereafter it is followed by the Value creation processes which have 2
sections, where it goes to the first section of demand creation process of value
creation process where all the market agency report (Crisil market agency ltd) is
being gathered and the report is sent for formulation for market development and
customer acquisition bifurcation. It then goes to the demand fulfilment process
where Designing of the product takes place in the Design process (R&D) who
coordinates with the finance department for the requirement of funds to help
Design process to design the product, after which it goes to the production and
delivery processes, where the manufacturing of the designed product is being
carried out as per the demand forecasted by the Crisil market agency and then
simultaneously the logistics and quality assurance department will work together for
assuring the product is of good quality and whereas logistics is concerned they will
check the availability of the product in the warehouse. Then the marketing
department will market their product in the market and thereafter Service Processes
i.e. after sale service where they will try to satisfy the customer with its after
sales service strategies.


Figure 1.8 the business process in Asian Paints ltd (field work)
Critical Analysis of business process:-
According to the author, the whole business process of Asian Paints ltd is an ideal
business process which should be implemented by other organisations (for a paint
industry). With the deployment of newer technology in the business process like
SAP or ERP software has gained a 360 degree view of the customer, the reason
behind this is that Asian Paints ltd has got the experience of cross functioning in
the organisation. For example if they want to create a new product which has value
added features and will benefit the company in their bottom line. In that case the
Planning department will coordinate with the R&D (Design Process) to make R&D
aware of making a new product. Then the R&D will contact the production
department to start the production of the designed product which the R&D has
designed.
Thereafter the production will contact the logistics department to check whether they
have the raw materials to start the production if not then they will contact the
purchase department to purchase the raw material in order to start the production.


After the production is completed the production unit will forward the lead to the
Quality assurance department to check the products are of the right quality standard
which according the companys quality policy and if the products are of the right
quality standard then the marketing department will carry out the marketing
strategies to ensure that the product has reached the end users.
It is because of cross functioning process Asian paints efficiency and
productivity level has increased and has erased the errors and the rejection
levels of orders by 7% from the year 2009- 11 in the organisation and are now
targeting to manufacture zero defects products.
The main factors which Asian Paints ltd needs to look upon is the communication:
increase in communication with the other departments will lead to a better
understanding and coordination between departments as well as performing an
activity in the business process. This will lead to an increase in the efficiency levels
and productivity levels in the company. Constant training and monitoring of
activities/targets in the organisation will help gain focus in doing any task. And
constant interaction with the R&D and marketing department will help the
organisation to remain updated and be competitive in the market. Therefore with
the help of cross functions techniques which Asian paints currently uses and as
well the suggestions which the author has given in the above lines will help APL to
achieve the values (customer satisfaction, growth orientation and quality in
process) refer figure 1.1 and mission statement and as well as the objectives
of the firm.
The author would like to give an example: Asian Paints ltd can achieve global
standards like NIPPON paints ltd of Japan, if they implement the recommended
process of SAP and ERP in their organisation. Also Asian Paints ltd can reach to
the standards of Nippon if they implement the same processes of Nippon and their
family like culture wherein they involve the employees for suggestion in the business
goals and future roads ahead, has lead the company to do wonders in the
organisation by 5% growth every year.


1.2) Justify the methodology to be used to map processes to the
organizations goals and objectives.
The Process Mapping is a visual aid which helps in understanding the work
process of Asian Paints ltd. The success of any business depends on the ability to
communicate the core functions and the key activities of the business. Process
mapping is a technique where a business process or workflow is converted into a
visual, step by step diagram. The success of any business depends on the ability to
communicate the core functions and the key activities of the business as well as how
processes and activities interrelate and the directional flow of the process.

Figure 1.9 core and key activities of Asian paints ltd
Critical Analysis: - The above diagram explains the core processes and the key
activities of Asian Paints ltd where the core processes aims to achieve the key
activities which leads to fulfilling the business objectives which are mentioned in
figure 1.2. The processes which are mapped to the organizations goals and
objectives are R&D department because this has lead to achieve organisations
goals and objectives by introducing a new product each year i.e. ( Royale luxury
emulsion, Royale Glitter and in the kids world section: ceiling themes) which is
the first goal & objective of the firm.


The other processes which are mapped to organisations goals and objective is CRM
department. This is one of the sections which they have drastically improved in
Asian Paints. They installed software like SAP, I2 and ERP which has lead to
achieving their activity of creating a direct link to the customer and improve customer
satisfaction. It is due to that Asian Paints has overcome the problem of not having
sufficient data to manage customer data.
The last but not the least Sales department who have achieved the goals of the
organisation refer figure 1.2 point 4. The evidence of increase in sales is as per the
recently published Q2 FY12 the standalone results of Asian Paints ltd for the
quarter ended September 30, 2011Net sales increased by 25.5% to Rs. 1843.6 cr to
Rs. 1469.5 cr and whereas the subsidiaries and joint venture of Asian Paints
sales & operating income has risen by 24.3% to Rs. 2250.8 cr. Asian Paints in the
news (2011) Asian paints home page- Asian paints- sep 2011 results [online]
(updated on 2110//2011) Available at: http://www.asianpaints.com [Accessed
04/11/2011]
1.3) Evaluate the output of the process and the quality gateways.
Asian Paints ltd has always tried to achieve all the factors of their mission
statement since the start. Asian Paints has always maintained a high quality of
products & services. They have introduced new products from time to time for their
customers. All the new objectives introduced by the management of Asian Paints
fulfil the criteria of SMART (Specific, Measurable, Achievable, Results-oriented &
Time bound). The outcome of any business processes are based on goals and
critical success factors. Some of the business process measures of Asian Paints
are


Figure 1.10 Asian paints critical success factors
The author will discuss some of CSF in order to bring specific quality output
measures which results in meeting the output requirement of the firm.
SAP software was a revolution in APL because of which they are able to
handle Customer data management with greater visibility more predicted
results of customer wants are being drawn.
Large quantity of products has ensured that APL has captured most number
of market segment which leads to be their quality output requirement.
They are currently the highest number of product portfolio in the
industry of paint, chemicals, and Resin manufactures.
The other CSF is lower throughput time where how much time is being
taken to complete unit of product from raw material to finished product. And
APL has always produced products on time which timescale of delivery
process is also achieved.

Customer
satisfaction (SAP)
Quantity of output
(wide product
portfolio)
Extent of
containment of
risk
Quantity of rejects
Timescale of
delivery processs
Lower delivery
cost
Lower throughput
time


2.1) Design plans which promote goals and objectives for own area of
responsibility.
The geographical area associated with a combatant commander has
authority to plan and conduct operations. Area of responsibility (2006)
Dictionary/thesaurus [online] (updated 26
th
June 2011), Available at http://
www.thefreedictionary.com/areaofresponsibility. The reason the author has chosen
this definition of own area of responsibility because there has been a recent
development in the process of CRM (SAP) and as well as the author was
closely linked to the CRM process of Asian paints. The development of CRM
was huge success for Asian paints because APL first piloted the process of SAP
(Project Tantra) which saw a huge response in base country and then expanded
their SAP process to the international operations which was further saw rise in the
revenue generation & faster customer acquisitions.
The areas of responsibilities of Asian Paints are Internal & External customers,
Customer orientation, Market Research, Product development, and time
management and CRM.
Asian Paints have both internal and external customers in their organisation, e.g. of
internal customers to Asian Paints are Suppliers, workers, stakeholders etc.
Whereas external customers are those people who help the organisation to meet its
objectives who work for the organisation externally. For example Customers,
government, market agencies etc. Viva Books Private Limited, (2009) Business
essential: Management (1
st
edition) BPP learning media: London.
Asian paints follow a market driven/ led business. Asian paints bestow their
resources in order to satisfy their customers. Miller, A., et al (2004) Strategic
management (2
nd
edition) New York: USA.
Whereas the other area of responsibility of Asian Paints is product development,
where they carry out strategic analysis for reviewing their existing plans and
identifying newer opportunities and risk associated. Out of the two main forms of
strategic analysis i.e. SWOT Analysis and Ansoffs matrix, Asian Paints uses
Ansoffs matrix as their model to review their product development.


Figure 2.1 Ansoffs matrix (2008) Papers4you.com [online] (updated 12
th
march 2010) Available
at http://www.coursework4you.co.uk
Product development
The purpose of product development is to draw new customers and maintain existing
customers. Asian paints has made many product developments like in the category
of wall paints it has developed emulsion paints which are washable called Tractor
and acrylic emulsion. Asian paints royal was also a product development strategy
which has helped them to gain potential new buyers.
Planning is the keystone for any business in order to achieve its objectives. The
functions of organising, leading, and controlling carry out the decisions of planning.
Although some environments are less predictable than others, all organisations
operate in uncertain environments. For an organisation to succeed, management
somehow must cope with and adapt to, change and uncertainty. David, A., Fischer,
(1983) Strategies towards political pressure: A typology of firm responses. Academy
of management review, pp.71-78. Therefore, for Asian Paints planning is the only
tool management for them to adapt to change in their organisation and succeed in
the future. Planning helps Asian Paints to define its purposes and activities.
It enables them to set performance standards so that results can be compared with
the standard to help managers to see how the organisation is progressing towards
its goals.
Automotive paints, Marine
paints, industrial coatings
etc
Wood finishes and metal
paints were for home user
only but now they started for
industrial purpose also. Leads
to achieve in business
objective of rapid growth.
Targeting their products to new
foreign countries like Caribbeans,
Fuji and merging with companies
like Nippon. Achieving in the
objective of increase sales of
international operations


The need for planning also is demonstrated by the relationship between planning
and the other management functions. Asian Paints knows that planning is one of
their essential tools which are the beginning of the management process. Arthur C.
Beck and Ellis D. Hillmar, Positive Management Practices: Bringing out the best in
organisation and people (San Francisco: Jossey- Bass, 1986). Asian Paints
considers four major elements of planning and they are as follows:-

Figure 2.2 elements of planning in Asian Paints
Asian Paints objectives are integral to plans because they specify future conditions
that the management considers adequate, for example as stated above one of their
area of responsibility as well as their corporate objectives states to improve
Customer Relationship Management process as well as in figure 1.2 (in CRM:
customer satisfaction, develop a direct link to the customers, standardize the
sale delivery processes used by Asian Paints home solutions providers, and
improve financial controls).
Actions are specified, chosen means to achieve the objectives. The chosen course
of action is to install SAP and ERP softwares systems in the organisation
nationally and internationally.
Resources are those factors of production which will help them to initiate the
implementation process as well as getting acquainted to the newer technology in the
organisation for e.g. Land, labour capital and enterprise of Asian Paints. Finally the
implementation process is where it involves the assignment and direction of
personnel to carry out the plan.
As stated above in one of the Business Objectives that Asian Paints objective is
to improve CRM for the year 2011, they came up with higher end technology of SAP
Objectives Actions Resources Implemetation


and ERP management software where they have significantly improved their CRM
and have managed to achieve their goals and objective with the help of this process.
Asian paints realized that the firms long term growth depended on their ability to
forge even closer ties to the end consumers. The author has drawn a business
plan of CRM SAP process for APL in designing a business plan in order to
promote goals and objectives.

Figure 2.3 Business plan of CRM SAP process
Asian Paints own area of responsibilitys plan is to improve CRM process in the
organisation with the help of the above mentioned elements of planning will help
them to gain their corporate objective.


2.2) Write objectives which are SMART based to align people and other
resources in an effective and efficient way.
Doran (1981) stated and categorized objectives into the SMART objectives in
his issue of management review. The term SMART is just an abbreviation of the
following:-

Figure 2.4 SMART objectives abbreviation
Thus Asian Paints have considered the above SMART objectives as their
objectives to improve the process of Customer Relationship Management. The
author has considered the Dorans theory of SMART objectives in the evaluation of
Asian Paints Customer Relationship Management and they are as follows:-
S.M.A.R.T
Specific
Measurable
Achievable Realistic
Time
basaed


Figure 2.5 SMART Objectives of CRM process in Asian paints.
Customer relationship management is essential process because it adds value to the
firm and it helps to improve business is an effective way. As the author mentioned
above that Asian Paints realized that the firms long term growth depended on their
ability to forge even closer ties to the end consumers.
A decreasing closer link to the end consumers was the reason for expressing a need
for more solution to their home painting needs. Asian paints implemented to move
from product based manufacturing to service based manufacturing and they started
the CRM process with the help of Asian Paints Home solutions.
The selection of SAP Net Weaver platform in their organisation was to overcome
the obstacle, with the help SAP software Asian Paints were able meet all the
criteria in their organisation as well as amalgamation with SAP Net Weaver
business intelligence would help them extract more confidential report which would
create a more direct link to the customers.
They setup the whole new SAP business process with Customer interaction centre
that receive calls from customers and then forward the lead to another subsidiary
company Asian paints i.e. Asian paints home solution. Thereafter they will pass the
information to the sale associates teams who take an appointment with the customer
and give the information to Relationship associate who go to the customer residence
for site survey and forward the lead to Asian Paints colour world for selecting the
To develop a direct link to the end consumers is
considered to be their specific objecitve
Specific
Targeted revenue growth US $8 to $10 milliion in
the year 2011
Built relationship with applicator across 30000
customer sites
Measurable
Improve customer satisfaction
increased scability in the organisation
Achievable
Standardize sales delivery processes used by
Asian Paints Homes solutions providers
throughtout all round the world.
Realistic
To improve the CRM process with the help of
SAP system in the year 2011
Time based


paint, it further goes to the applicator for ordering the paints through Asian paints
dealers who sources the paints for Asian paints. Last but not the least it goes back
to the Relationship department who conducts the painting process at the customers
place with the warranty.

Figure 2.6 implementation of SAP software.
Asian Paints named this whole CRM process of SAP as Project Tantra which
leads to success of Customer Relationship Management process.

Figure 2.7 CRM process of Asian Paint with SAP software.


Critical Analysis: -
With the implementation of SAP software helped Asian Paints to reach its
objective of deepening its ties with the end consumers. At the same time they even
standardize business processes at each stage of a painting job. First of all their
prime objective of getting the job done quickly was being achieved by reaching the
customers as fast as possible therefore it deepens their ties with end customers.
Secondly Asian Paints strong supremacy in implementing the SAP solution proved to
be their successful innovation process in CRM process.
Asian Paints traditional review committee conducted interim reviews at the key
stages of operation, which ensured that all major business and technical subjects
were addressed all the time when the process was not going according to the plan.
They appointed labours from different departments on their basis of merits and
performance and then effectively gave work and targets to each labours
specification. There were 15 labours appointed in this program and delegated work
and rules of the program and were given task to achieve the targets of the SAP
program and they did achieve the objectives which were laid down to them quite
effectively of improving the CRM SAP process. Out of the 15 employees each and
every employee were effectively aligned, for e.g. 3 people were appointed for call
centre wherein 1 employee is given a day shift and the other 2 are given the night
shift, 7 employees were in sales associates. Out of the 7 people 3 employees are
given back office work where they will take appointment of the customers and the
other 4 will be doing actual sales. In relationship associates team there are 3
employees who all are given the site measurement work at the same time. On the
other hand 2 employees are appointed in applicators.
Strong project management certified that key milestones and key specific
dates were met on time. Thirdly Asian Paints strong training facilities to their
employees ensured that their objective of improving CRM was achieved with ease.
Asian Paints organised an extensive training program consisting of classroom
sessions that included training in basic computer skills and office applications and
as well as support activities like giving an employee a chance to new job like front
line support to employee of handling business questions and queries.


On the other hand Asian Paints realized that they achieved, faster customer
acquisition, increased in revenue up to US$8 million, optimized customer
visibility into customer needs and scalability in the organisation with the SAP
software.
There were some other business processes that amended with the implementation
of SAP software and their impacts are described in the following table:

Figure 2.8 Process Areas which are affecting Asian paints other department with
implementation of SAP software. (PDF file SAP software of business transformation)
Now that the Asian Paints has achieved the corporate objective for the year 2011 of
improving the CRM process in their organisation as well as they have the objectives
of CRM process which the management had laid down for them.
Recommendations: -
But its high time for Asian Paints to look for the future as their competitors are
gaining competitive advantage the author would like to suggest Asian Paints to start


Campaign management one of the highly demanded management process as they
will be able to retrieve more insight customer profile to customize and develop a full
cycle of campaign management by using cutting- edge tools available in the
current market and improve customer intelligence.
Also the author would like to suggest that they can target for newer market
segments like architects and interior designers by just not selling and serving the
B2C markets they can even go for the above mentioned example of B2B marketing
which will help them to gain more customers.
2.3) implement appropriate systems to achieve objectives in most efficient way
on time to budget and meeting organisational standards of quality?
To implement appropriate systems to achieve the objectives in most efficient
way on time to budget and meeting organisational standards of quality, the author
has chosen the Project Management tool to implement appropriate standards.
A project is a unique endeavour to produce a set of deliverables within clearly
specified time, cost and quality constraints. Projects vary so much that they are
difficult to define. A project is a unique venture which has a beginning and an
end date, conducted by people to meet established goals within a parameter of cost
schedule and quality (Buchanan and Baddy 1992).
The author has chosen Work break Structure of CRM process, Gantt chart, Critical
Path Analysis and Risk Management tool to implement systems to achieve
objectives in most efficient way and organisational standards of quality of SAP
CRM process in the organisation.


Figure 2.9 Work Breakdown Structure of CRM process in Asian Paints
Work breakdown structure will help Asian Paints to conduct the customer
relationship SAP process in the organisation and will help them to know which all
task are going be performed and which are the important tasks and without them the
whole process will be a failure.
Based on the above work breakdown structure, the author has developed a Gantt
chart as well as project milestones in order to have a clear idea on the activities
and the time duration needed for each activity. So it is easy to understand the order
of the activities to be carried out and in the interim it will make possible for the
viewers to identify easily the total duration.
Basu (2004) defined Gantt chart as a simple tool which represents time as a bar or
a line on a chart. The start and finish times for activities are displayed by the length
of the bar and often the actual progress of the task is also indicated. A Gantt chart is
shown below by the author.


Figure 2.10 Gantt chart and Project milestones of CRM SAP process
The author has developed the above Gantt chart, project milestones based on
the four parameters of the project life cycle and activities were clearly defined under
which of those four parameters it will lay. The total duration of the project is expected
to be 1month 12 days to complete the project. The author has made use of
milestones in the form of arrows, which the author feels is the most important
because it depicts key events along a timescale.
Critical Analysis: - As Gantt chart is a visual representation of a task over period of
time, which is used to schedule, coordinate and allocate the resources needed to
complete a firms objective, thus in relation to the Asian Paints SAP CRM process
it is the project managers responsibility to see that their activities have been fulfilled
or not. If not fulfilled on the allocated time then the manager needs to use his
contingency plans in order to finish the activities on the allocated time set by the
manager to monitor the whole process. If for example the activity Designed
customized SAP software doesnt fulfil the requirements as per standards of
Asian Paints then the project will fail, then whole CRM process will not be
successful to achieve the objectives which are laid by CRM department.
Whereas milestones are concerned which are slotted in the diagram, if the activities
which are given as milestones and have not been contented then the other activities


will not be preceded until and unless the milestone activities are not accomplished
and it will cause a delay in the project dates.
Thereafter, the author has taken into account the basic network diagram an
another project management tool where the Project manager of CRM SAP
process has effectively planned and controlled the project, which will help the
Project manager of SAP CRM process to meets its objective on time and will
be able to meet organisational standards of quality.
Figure 3.1 Critical path analysis of SAP CRM process
Thereafter the author has taken into account the basic network diagram where the
manager has effectively plan and controlled the project. The basic network diagram
may be defined as a graphical presentation of the projects activities showing the
planned sequence of work, Burke (2007) Introduction to Project Management,
Partner Pub Group. The critical paths are marked in Red dotted lines and floating
activities are non dotted red lines. In context to the SAP CRM process the total
duration of the project is 40 weeks and the author has drafted the network diagram
on the basis of the Gantt chart activities.
Risk factor analysis: According to PMOB Handbook (1992) project and program
risk management volume 6, states that the systematic processes of indentifying,
analysing and responding to the project risk... [Throughout the project life cycle.] It
includes maximising the results of positive events and minimising the consequences


of adverse events. This is one of the most essential stages of project planning
because it will provide valuable information to carry decision regarding project
direction and the contingency plans of the project. Below the table shows the risk
factor and analysis involved in the SAP CRM process:

Figure 3.2 Risk factor analysis of SAP CRM process
2.4) Carry out work activities meeting the operational plan through effective
monitoring and control.
The operation plans of Asian paints are Product Development, Value
Added Chain, Meeting Objectives, and Organizational Constrains.
Asian paints pursue two steps. In order to develop a new product they are Design &
Development & Establishing Specifications. Asian paints mechanisms on
products which are market pull products. In this situation the company first estimates
that sales could increase if a new product were designed to appeal to their
customers. After carrying out the market research the R&D Department of Asian
paints set up the specifications of the products. Value Added Chain of Asian paints
has the process where they buy raw material from their suppliers of high standards
(ISO 9000 and 14000 certified) and they produce goods with high value. They make
sure they add more value to their products by updating their technology regularly.
The author has drafted a figure of Asian Paints value added chains:-


Figure 3.3 primary activities of Asian paints.

Figure 3.4 secondary activities of Asian paints
Asian Paints has constantly tried to meet their objectives which are Quality, Time
and Cost. Asian Paints has never negotiated with good quality. It has made
products of the best design with reasonable prices range for its customers. They
always dealt in large numbers with better-quality products which made them the
market leaders. Asian paints have learned that by developing new products on time
Procurement
HR
management
Technology
development
Firms
infrastrucutre
APL opted for
backward integration
Uses i2 factory
planning software to
manage inflow of
material.
APL believes : people who do
innovation and invent new products
and increases efficiency of the
business
4700 employees in 23 countries
open and interactive culture which
motivates people to work
Currently using SAP I2 and
ERP as a software which is
making internally enabled
business
The company has 26
manufacturing units and its
presence in 22 countries also
highlights the firmness of its
infrastructure


they could maximise their sales and profit. They order raw material in bulk to get
discount from dealers, design products to cut cost but not affect the quality and avoid
wastage during production. These were some cost cutting techniques used by
APL and also by doing this they even achieved economies of scales.
Asian Paints Management team has put in a lot of efforts in order to improve
coordination between the different departments. TQM also helped in creating better
coordination between staffs and management. Thus coordination in Asian Paints is
used as an example by many companies for benchmarking. Like any other firm
APL also has organizational constraints. They are External Stakeholders & Rigid
Controls. External Stakeholders consist of shareholders, society and customers
who impose certain obligations on Asian paints. Rigid Controls on APL are that
they have to reveal all their business processes to the government. Since APL has
many international units they have to bear the laws of all the countries in which they
function.

Figure 3.5 Operational plans of Asian paints
3.1 Design system to manage and monitor quality standard specified by the
organisation.
In todays world Quality has become the most important factor in
determining the organisations positions to remain in this competitive market. High
quality products lead to customer goodwill and satisfaction. These, in turn create
Operational
plans of
Asian Paints
Meeting
objectives
Product
Developme
nt
Organisation
al
constraints
Value
added
chain


repeat sales, loyal customers and clients. J uran (1974) Juran Quality Control
Handbook, Fifth Edition, 1999, has defined quality as fitness for use and it has two
elements such as quality of design and quality of conformance.
The system to manage and monitor quality standard specified by the organisation at
Asian Paints ltd is given by the quality policy by the top management to all its
operations in the organisation and they are listed below:-

Figure 3.6 Quality Policy at Asian Paints (www.asianpaints.com/ quality policy section)
Quality Control Methods & Systems at Asian Paints: -
The control methods and systems which are adapted by Asian Paints are Quality
of conformance, Quality Assurance, Quality control, TQM, Quality circles, ISO
9000 and 14000 certification and supply chain management. Asian Paints
adopts David Bain, the productivity Prescription: the managers guide to improve
productivity and profits (New York: McGraw- Hill, 1982), pp119-27. Five keys steps
to develop a quality control system and they are as follows: -
should provide products & services that meet the stated standards on time, every
time.
continously improve the processes to understand changing customers needs and
preferences and use the same as input for reviweing and setting performance
standards for thier products and services
Accept Zero defect as a quality absolute, and design & operate quality system
accordingly
Organise work practices to do a job right at the first time, every time
commited to continous improvement in quality in all business processes and track
improvement through measurable indicators


Figure 3.7 David Bains 5 key steps of quality control system.
For Quality of Conformance Asian Paints confirms that the specification of the
manufactured products or services doesnt have any defects in the finish goods.
Quality Assurance Asian Paints makes sure that the products are produced of high
standards because of the checks that have been made a long way. In Asian Paints
Quality Assurance is setting and agreeing to those standards throughout the
organisation and making sure that they are complied with so that customer
satisfaction is achieved. The QA department first duty of checking is in Supplier
quality assurance, wherein the supplier guarantees the quality of raw material
supplied and allows the customer access while the goods are being manufactured.
The benefit of using this type QA method is to eliminate goods inward inspection and
saving large amount of cost and time in flow production.


Figure 3.8 Quality Assurance factors in Asian Paints
Asian Paints Quality Control is concerned with maintaining quality standards.
Asian Paints uses this system to detect and eliminate goods that fall below the
standards. The quality control departments heads carries out a range of inspections
and test before the products reach the customers. The 3 stages that are involved in
effective quality control techniques at Asian Paints are Prevention, Inspection,
Correction and improvement. Asian Paints doesnt mind investing in such quite
expensive- qualified engineers to inspect, because they want their products to be
highly valued by customers and would like to create a benchmark by saying, no
other paint industry is better than Asian Paints. Below the author has drawn a
quality control chart for their one of the sample products.

Figure 3.9 Quality control charts of Asian Paints (field work)
will the product meet the expectations of consumers
Product Design
Quality of bought- in components
Quality of inputs
This can be assured by total quality management (tqm)
Production Quality
customers need goods and services delivered at times convenient to them
Delivery systems
Continued customer satisfaction will depend on the quality of contact with
consumers after purchase
Customers service including after sale service


Total Quality Management at Asian Paints is termed as the concept that considers
all staff in an organisation as being accountable for quality. Asian Paints
management teaches its employees or be it workers how to meet stakeholders
needs and expectations efficiently and effectively, without compromising ethical
values. At Asian Paints the TQM approach fits in well their style motivation i.e.
Herzberg principles of Job enrichment. Each employee tries to provide the best
services to the internal customers (colleagues or superiors) and external customers
(consumers, government and society) for e.g. if the pigment process in the paints
chemical process is not removed properly then it will not go to mixing process if it is
not reached minimum benchmark level then it will not pass through the next stage of
pigmented process.
Asian Paints has Quality Circles present in the firm, the sole purpose of having
quality circles is to concentrate on quality enhancement on a continuous basis and
this has proven to be beneficial for the company in terms of quality improvement and
process improvement. The manufacturing plastic coated paints and weather
proof is an example of Quality Circle.
Asian Paints is certified as a ISO 9000 quality company with the help of ISO
certified label on all its products help consumers to buy products and as well as it
ensures the product is of a high quality. Asian Paints products have ISO 9000 &
14000 marks which are of international standards and thus they are reliable
suppliers to their customers. Also they are committed to ISO 9001 quality. Asian
Paints the state of art, supply chain system to edge technology to amalgamate all
its plants. The supply chain runs through a broad spectrum of functions right from
planning to procurement to initial distribution. By having this system enrolled in the
organisation it has improved operational efficiencies and has generated agile
procurement, production and delivery systems.
3.2) Demonstrate a quality culture to ensure continuous monitoring, evaluation
and development of the process.
For Asian Paints quality management is not just the process for them but
its a continuous assessment of their process. As mentioned earlier in the above
question that TQM is a philosophy for managing an organisation in a way that
enables it to meet stakeholders needs and expectation efficiently.


It is said that TQM is very hard to achieve if the organisational culture for example
language, artefacts, subcultures etc do not operate in whole unity then the whole
system which is being imposed is in trouble, therefore at Asian Paints their priority
on changing culture brings quality to ensure continuous monitoring and development
of the process.
The author will give an example of a manufacturing process in Asian Paints to
describe how TQM is monitored, evaluation, and development of the process. Asian
Paints have taken several steps in ensuring how TQM is monitored in the
manufacturing process:

Figure 3.10 Manufacturing process (word file: POMASSIGNMENT (Asian Paints) [online]
www.scrib.com)
In the dispersion stage of manufacturing process, Asian paints monitors on the
basis desired particles i.e. the size of the pigments. To assure its of the right
quality the Quality Assurance department will check the pigment particles at the
suppliers base and will pass a quality confirmation slip (which will ensure that the
pigment are of the right size and weight) to the manufacturing departments head to
go ahead with the production. Also the other way to monitor the dispersion stage of
manufacturing process Asian paints production department checks the additives
of chemicals, which needs to be added in binder for the dispersion of pigments.
In the adjustment stage of the manufacturing process, Asian paints monitors this
stage of manufacturing process on the basis shades, viscosity and weight per
litre. The monitoring of adjustment stage of manufacturing process is done by the
dispersion
the pigment are mixed with the binder and suitable additives, and wetted with a
suitable surfoctant or dispersing agent on the top floor depending on the
desired particle size, pigment hardness and nature of the solvent used.
adjustment
stablished adjustment of the paint composition follows dispersion.
the process aims to obtain the desired product properties such as shade,
viscicity and weight per liter.
packaging
tinting or shade matching is performed.
after adjustment, the finished paints is stored in a hopper on the floor below for
some time before being packed and sealed in different pack sizes.


centrifuging screen machine to remove unwanted pigments. In order to get the
desired product properties such as shades, viscosity and weight per litre, Asian
paints assures to bring the right quality by adding of chemical solvent in order to
bring the consistency in the shades and viscosity etc.
The last stage of manufacturing process is packaging stage. Asian Paints monitors
this process by getting the finished paint in different hoppers for some cooling to
get the right texture and thickness of the paints and the paint is packed in the
different size containers to assure they are packed and sealed in different pack sizes
they have container detector machine to assure the right weight of container is
filled according to the specified litre.
Evaluation:
Currently Asian paints are effectively using TQM process but they still needs to
work efficiently to ensure that the TQM is performed in the right manner in what the
TQM gurus have stated in their research. The factors which Asian paints needs
look at are as follows:

Figure 4.1 Factors which will help Asian paints to have better TQM
The reason the author is suggesting for the above factors to be implemented in the
organisation is because prevention will help Asian paints to manufacture better
quality products without any wastage of resources, as well as they will produce
goods that meets the minimum stated standards of the companys quality policy. The
author will give explain the above example of manufacturing process to explain the
PREVENTION
INSPECTION
CORRECTION


prevention factor: for e.g. if the supplier delivers the wrong pigments of the undesired
product then the production of unwanted raw materials will take place which will
increase the cost to the firm and no real productivity will be seen as the
manufacturing of wrong raw material is being manufactured.
For Inspection: this will help Asian paints to reduce the high number of rejection
entries in developing the product because a hiring of the inspect officer will reduce
the rejection and error entry in the organisation and will Asian paints to achieve the
quality policy of accepting zero defects as a quality absolute products. For example
in the manufacturing process of adjustment stage, inspection of adding the right
amount of chemical solvent to get the right the shade and viscosity will help Asian
paints to achieve the high sales and profits because of shrinking in the number
rejection levels.
For Correction: With the help container detector machine which is Asian paints,
good use of technology is ensuring the right quality of goods is delivering to the
customer. The container detector machine helps Asian paints to remove the minute
mistakes done by the labours which will help Asian Paints the right amount of litre
of paints boxes are delivered to the customer.
Development :- As Asian paints is currently using TQM process as to ensure the
quality culture the author would like to suggest the company firstly to check the
pigments from the suppliers base, i.e. supplier should check the pigments
whether they are in the proper conditions or not and are of the right desired the
particle size. This will help Asian paints to remove the errors and achieve the quality
policy objective of zero defects. Also regular updating of newer quality chemical
additive solvent will help Asian paints to deliver the right standard of paint to its
customers because the solvent helps to disperse the unwanted pigment and helps to
get the consistency in the paints. Constant development in the process of
technology will keep Asian paints in touch with the competitors in making absolute
zero defects products and be i delivering the best paint product to its customers.
Last but not the least constant training to the inspector every quarterly will help
Asian paints to bring in efficiency and increase productivity in their organisation and
will reduce the number of rejection and errors. Thus the authors above factors will
help Asian paints to achieve the TQM properly which will ensure the quality culture
is being nurtured in the workplace quite efficiently and effectively


3.3) Recommend improvements which align with the organizations objectives
and goals and which results in improvement?
The author would like to recommend Asian paints to adopt Six Sigma theory
because Six Sigma is a method that use to improve the output quality of a process.
It instigate towards reaching the goals and objective, performance measuring,
process improvement. It integrates all the business processes makes the
organisation work towards the zero defects. If Asian paints implements this tool of
quality improvement it will align the organisations objective and goals. The author
has given critical success factors to justify his chosen of six sigma tool of quality
improvement. The aim of having six sigma is to improve the business processes in
the organisation and remove defects in the organisation so that the organisation is
more productive and efficient enough to meet its customer requirements. There are
different layers of six sigma belts: - Yellow, Green belt, Black belt, Master Black belt
and the champion belt so that the increase in the belt parts lead to more competitive
a company.
Below are the critical success factors which the author thinks which are essential in
recommending for improvement in order to achieve the goals and objectives.

Figure 4.2 critical success factors of Six Sigma (process quality associates inc (2006) six
sigma success factors [online] http://www.pqa.net/ProdServices/sixsigma/W06002005.html
[accessed on 18th December 2011]
Top management
leadership and
commitement
A well implemented
customer
management
system
The education and
trainng system
developed
competitive
benchmarking
system
A well developed
strategic planned
system
A well organised
information and
analysis system
equipping all with
quality tools
developed supplier
management
system


3.4) Report on the wider implications of the proposed changes within the
organization?
The author would like to suggest Asian paints ltd to opt for six sigma tool of
quality improvement because it helps the organisation to reduce the manufacturing
defects, improve the business profitability, and improve the productivity and
efficiency of all operations to meet the needs and expectations. The basic function of
six sigma is to meet the customer requirement, improve customer retention and
improve business products and services.
The positive impact which Asian paints will have in adopting Six Sigma are as
follows: -

Figure 4.3 Benefits of using Six Sigma (Benefits of six sigma (2003) Adams six sigma [online]
(11
th
Jan 2003) Available at: www. adamssixsigma.com/benefits_of_six_sigma.htm [accessed
on 17
th
December 2011]
Every theory has positive and negative effects on the business; therefore Asian
paints will face the negative impacts of having adopted Six Sigma tool of quality
improvement and they are as follows:
Reduced cycle
time
Time
management
Less Wastage
sustained gains
and
improvements
fewer customer
complaints
Use of standard
operating
procedures
Alignment with
vison, objectives
and values
Concepts are
integrated


Figure 4.4 Negative impact of having Six Sigma in Asian Paints.
The above factors will have wider implications to Asian Paints on the proposed
changes suggested by the author. The author would like to recommend Asian
paints to Implemented the Six Sigma because by having invested huge amount of
capital in getting SAP software installed therefore the author would suggest Asian
paints to use Six Sigma process of quality improvement by overlooking the pros
and cons of six sigma, Asian paints will be successful in carrying out this process
and will able to achieve the business objective with ease.

May difficult to gather sufficient data and can be a problem
when big tactical decision are being made based on the data
collected.
High cost involvement in this process
Wrong statistical errors getting qualified and the product
not being reaching the end consumers
Lack of expericene may lead to problems like decrease in
profits and quality measurement
The six sigma theory may sometime may not match the
organisation


4.1) Carry out risk assessments as required by legislation, regulation and
organizational requirements ensuring appropriate action is taken?
Health and Safety legislation can be defined as, organised efforts and
procedures for identifying workplace hazards and reducing accidents and exposure
to harmful situations and substances. It also includes training of personnel in
accident prevention, accident response, emergency preparedness and use of
protective clothing and equipment. Business dicitionary.com (2006) definition of
health and safety management [online] (updated on 5
th
June 2010) Available at:
http://www.businessdictionary.com/definition/health-and-safety-management.html.
A risk assessment is an essential action in shielding employees for Asian Paints
and its business, also with act in accordance with the law set by the government. For
Asian paints it ensures them to remain focal point which is a subject in workplace-
the ones which causes problems.
In some situations simple measures can readily manage risks, for example, promptly
cleaned floors prevents workers from falling on the floor or with safety equipments
being constantly provided with higher and good quality materials from preventing the
workers not getting burnt as well as saving the workers from heat radiation emitted
out by the machines.
Also well managed safety standards lay down by the management like fire safety
drill every 6 months. All this things brings worth to Asian paints. Asian paints
health and safety department has devised a five step plan in order to carry out
risk assessment in order to ensure that appropriate action is taken.


Figure 4.5 Health safety risk assessment at APL (field work)
The author will give an example to the above diagram so it becomes very clear how
risk assessment takes place in Asian paints ltd

Figure 4.6 Risk Assessment at Asian Paints (field work)
identify
hazards
Assess & prioritise
risk to emplyees and
other parties
Develop risk
reduction plan &
establish objective
for improvement
Develop effective
monitoring &
measurement system
Review results


Asian Paints further uses the fire alarm system, relevant sign boards such as
exit, fire, no smoking, emergency exit etc. where have been placed to make it
easier for employees to know wherein which device is located. The employees
are handed out the health and safety document while joining the firm and are made
acquainted to the health and safety regulations of the firms.
The author believes that Asian Paints has enough precautions in their kitty to
prevent from health and safety issues. Therefore the benefits which the firms gains
as well the employees and workers are listed below:-

Figure 4.7 benefits to Asian paints of having health & safety regulations
4.2) demonstrate that health and safety regulations and legislations applicable
in specific work situations are correctly and effectively applied?
The laws do expect every organisation to practice but they have to see the
safety of employees as well as society at large. The author has identified the health
and safety legislations according to the Factories act of 1948 for health and
safety and welfare of the workers pertaining to PAINT Industry.
The author will give laws which are related to the industry which the company
operates in as well as the laws which are specific to the organisation (Asian paints)
Reduce
accidents
increased
standards
and efficiency
improved
employer/em
ployee
relations
improved
uses of
resources
Fewer
compensatio
n claims
Reduced
insurance
claims
Boost in
productivity/
profit



Figure 4.8 Health and Safety Regulations apply to Asian paints.
4.3) Carry out a systematic review of orgnisational health and safety policies
and procedures in order to ensure they are effective and compliant?
In order to carry out a systematic review of organisational health and safety
policies and procedure the author has drawn a health and safety policies which is
followed by Asian Paints ltd


Figure 4.9 Health and safety policy (PDF file: available at:
http://www.bsigroup.com/upload/Product%20Services/Electrical/EGHSPolicyStatement%5B1%
5D.pdf [Accessed on 9
th
December 2011] [online]
The author believes that Asian paints are always ready to accept the change and
forge these changes in their organisation. Evaluating the effectiveness of health and
safety regulations it is necessary for Asian paints to know whether they are efficient
and compliant enough to practice health and safety regulation in their organisation.
The author will now explain the effectiveness of health and safety policies at Asian
paints with the areas it needs to improve. The author has discussed only the main
points which he thinks improvement are to be made.


Figure 4.10 Evaluation and recommendation of Health and safety.
4.4) Carry out practical applications of health and safety policies and
procedures in the workplace?
The author has given Asian paints author views and points of practical
application of health and safety policies which are mentioned in the above diagram
no. 4.10, for example the health and safety law of slip trip and fall, the practical
application of the health and safety policy in workplace could be done by hiring the
service of housekeeping company people who comes during the production hours


where the chances of spilling of paints likely to take place therefore with the help of
housekeeping firms machine Asian will able to keep the floors clean which will lead
to reducing the number accident.
According to the author the other health and safety policy which needs to practically
to be used is the Work equipment and machinery. The management should have
a contract with the current vendors who are providing the Quarterly reports of the
maintenance of the equipments or they should start bargaining at the point of buying
new machinery in the organisation by having an early contract with vendor for
maintenance or replacing old with new machines.
Last but not the least the practical application of Fire and explosion act of health and
safety in Asian paints can be done by having monthly fire mock drill which will make
the company use the fire extinguisher, which will prevent it from getting expired and
value for money is adhered.
Conclusion:
Asian paints are an organisation that has being operating for last 30 years in India
as well as international with total 22 operations worldwide. The author has discussed
how the interrelationship between different processes has lead to achieving business
goals and objectives. Thereafter the author has discussed the areas of
responsibilities and operational plan of the firm and how they can be improved. On
the other hand the author has discussed how Asian paints have able to monitor
appropriate systems of quality systems in order to improve organisational
performance. Last but not the least the author has discussed how Asian paints have
managed health and safety in the workplace.


Bibliography: -
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st

edition) BPP learning media: London.
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Pearson education ltd.
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th
October 2011].
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Available at: http://www.benchnet.com/datproc.htm) (Accessed on
17/10/2011)
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th
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2011), Available at http:// www.thefreedictionary.com/areaofresponsibility
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th
march 2010)
Available at http://www.coursework4you.co.uk
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September 2011) www.
sdn.sap.com/irj/scn/go/portal/prtroot/docs/library/uuid/c03e83da-da7f-2a10-
208a-8d274ccc87f2?QuickLink=index&overridelayout=true
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edition) united states: New York
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17. PMOB Handbook (1992) project and program risk management volume 6
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19. www.asianpaints.com/qualitypolicy/
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productivity and profits (New York: McGraw- Hill, 1982), pp119-27
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th
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on 17
th
December 2011]
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[online] (updated on 5
th
June 2010) Available at:
http://www.businessdictionary.com/definition/health-and-safety-
management.html
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http://www.bsigroup.com/upload/Product%20Services/Electrical/EGHSPolicyS
tatement%5B1%5D.pdf [Accessed on 9
th
December 2011] [online]

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RISBT, MUMBAI, INDIA KEYUR DESAI Page 1

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