Employee Engagement Model

8/8/2019 Employee Engagement Model

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Employee Engagement A Competitive Advantage

Prakriti Sarkar

Vishal Pandey

FMS, Delhi

Contact No:9619224651



Contents

1. Introduction ......................................................................................................................... 3

2. Engaged Employee .............................................................................................................. 4

2.1 Employee Satisfaction ......................................................................................................... 4

2.2 Employee Loyalty ................................................................................................................ 5

2.3 Compensation ...................................................................................................................... 5

2.4 Self Motivation .................................................................................................................... 5

3. Modes for Employee Engagement........................................................................................ 6

4. Levels of Engagement.......................................................................................................... 7

5. Competitive Advantages ...................................................................................................... 8

5.1 Lesser Attrition rate ....................................................................................................... 8

5.2 Engagement as a Driver for Organisation Success .......................................................... 8

5.3 Higher Productivity ........................................................................................................ 85.5 Better Performance ........................................................................................................ 9

5.6 Improved Customer Loyalty ........................................................................................... 9

5.7 Boosts Business Growth................................................................................................. 9

Group Integration Model

6. Plant Level Model and Structure of Implementation ................................................................ 9

6.1. Role of Area Effectiveness Team ................................................................................ 11

6.2 Role of Worker Engagement Teams ............................................................................. 12

6.3 Role of Pillar Teams .................................................................................................... 126.4 Integration Manufacturing Excellence and Employee Engagement ............................... 13

6.5 Reward and Recognition Policy .................................................................................. 14

7. Corporate Level Model ......................................................................................................... 14

7.1 Role of Service Engagement Teams ............................................................................. 15

8.Conclusion..................................................................................................................................16

Appendix I ............................................................................................................................... 17

Appendix II............................................................................................................................... 19

References ................................................................................................................................ 22



Abstract:

Employee engagement is the level of commitment and involvement an employee has towardstheir organization and its values. An engaged employee is aware of business context, and workswith colleagues to improve performance within the job for the benefit of the organization. It is a

positive attitude held by the employees towards the organization and its values. The paper focuses on how employee engagement is an antecedent of job involvement and what shouldcompany do to make the employees engaged. We believe that departments within any IndianMNC are dependent on each other but not integrated to each other , they work as if they areworking in separate silo¶s , with this paper we tried to overcome this work culture by developingconcept of Area Effectiveness Teams and Workers Engagement Teams etc in PeopleEngagement- Asset Engagement-Process Engagement Model . We also developed the sustenancemechanism of our model and analyses the role of Management to make this model fruitful

1. Introduction

Employee engagement is a state of emotional and intellectual involvement that an employee has

in his or her organization. It refers to the µvoluntary efforts¶ employees are ready to put into their

work, to achieve the organisation¶s objectives. There is a strong and link between engagement

and various performance measures including retention, customer satisfaction, performance and

ultimately higher productivity and better business results. Simply put, employee engagement isabout getting employees ³give it their all´ 1

Recruiting good talent is just the first step towards organizational success. But retaining the

employees and making them deliver their maximum is the key to organizational success. The

success of organisation requires the active and willing participation of organisation¶s workforce.

1 Human Capital, August 2005, Engagement for the mind, body and soul



An engaged employee is aware of business context, and works with colleagues to improve

performance within the job for the benefit of the organization. Developments and sustenance of

this positive attitude translates into business gains.

The essence of employee engagement is to provide a positive environment where employees are

free to contribute and more importantly desire to contribute more of their energy, efforts andthought processes in ways that significantly and favourably impact the goals of the organization.2

Engaging employees is crucial for truly talented people or the High Potential Employees who are

likely to take up leadership roles in the future. Engaging the High Potential employees needs to

be an organizational priority, because they are by definition precious possessions for the

organization. They are more likely to move on to another organization if they don't feel that the

current one meets their demanding needs for job satisfaction, purpose and sense of self-worth.

2. Engaged Employee

Engaged Employees are those who go beyond the expectations and bring the full range of their

abilities and creative potential to the enterprise. Such engaged employees beget satisfied

customers. This in turn improves the profitability of the organisation.

To understand the need of employees in the context of employee engagement, we require to look

at how the following traditional concepts.

2.1 Employee Satisfaction

Employee satisfaction is a measure of how happy employees are with their work and

environment. Keeping employee morale high can be of tremendous benefit to any organization,

as satisfied people are more likely to produce more results, take fewer days off, and stay loyal to

the organization. The backbone of employee satisfaction is respect for workers and the job they

perform. In every interaction with management, employees should be treated with courtesy and

interest. Even if management cannot meet all the demands of employees, showing them that they

are being heard and putting honest dedication into compromising will often help to improve

morale.

There are many factors in improving or maintaining high employee satisfaction. One of the bestways to maintain employee satisfaction is to make employees feel like part of a family or team.

Many organizations participate in team-building retreats that are designed to strengthen the

working relationship of the employees in a non-work related setting.

2 Human Resources Partnership, Inc. Engagement By Michael Kalinowski



However, it should be noted that satisfied employees need not necessarily produce the type of

performance that help organisations to succeed. Satisfaction is the minimum that is required, but

engagement brings a person to unleashing his talents and deliver measurably to improved

performance.

2.2 Employee Loyalty

Employee loyalty does not always lead to high performance. Being engaged is about more than

being loyal to a company. Being loyal to the company could mean that they may never quit. But

that does not necessarily mean that they are showing engaged levels of productivity.

2.3 Compensation

The traditional way of expecting of high commitment from employees is by high providing high

remuneration. But this concept is no longer relevant in its original form. As explained in

Herzberg¶s two factor theory of motivation, money is a hygiene factor and not motivator, i.e. its

absence or lack of it may lead to de-motivation but its presence may not necessarily motivate an

employee to give his 100%.

In practice, people are more likely to be swayed by a range of other, nonfinancial, factors when

deciding where they will work. This is particularly true of really talented people, who tend to

have a good idea of the market rate they can command and will be looking for a prospective

employer who can offer this and other advantages.

2.4 Self Motivation

There is a general perception that some people are self motivators while others are not. So, hiringsuch self motivators could be beneficial for the organization. But various survey results show

that people¶s engagement at work is dependent on their experiences in the organisation. So, even

if a person is naturally self motivating, keeping the person engaged at work would depend on his

experiences.

Engagement is thus a two way process: organisations must work to engage the employees, who

in turn have a choice about the level of engagement to offer to the employer.3

Thus, the key behavioural aspects that HR professional should search for in an engaged

employee are

y Desire to work towards the organisational objectives

y Understanding of the business context and the µbigger picture¶

y Respect for colleagues and desire to help

3 HR Magazine| Feb 2008, Management holds key to Employee Engagement



y Willingness to µgo the extra mile¶

y Belief in the organisation

y Keeping pace with the developments in the field

To better understand employee attitudes and motivation, Frederick Herzberg performed studies

to determine which factors in an employee's work environment caused satisfaction or dissatisfaction.

Herzberg reasoned that because the factors causing satisfaction are different from those causing

dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The

opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. He classified the

various factors under two heads:

Hygiene factors are needed to ensure an employee does not become dissatisfied. They do notlead to higher levels of motivation, but without them there is dissatisfaction.

Motivation factors are needed in order to motivate an employee into higher performance. These

factors result from internal generators in employees.

Motivation Factors Hygiene Factors

Advancement Learning Responsibility & Empowerment Recognition & appreciation Team work

Pay levels Supportive boss Company policies Physical environment

3. Modes for Employee Engagement

Employees

dissatisfied and

unmonivated

Employees notdissatisfies but

unmotivated

Employeessatisfied and

motivated

H y g i e n e F a c

t o r

M o t i v a t i o n F a c t o r



Fig 1: Hewitt¶s six drivers of engagement

HR Consultant Hewitt has classified the drivers of Employee Engagement into six groups -

People, work, total rewards, opportunities, company practices and quality of life. Together they

drive engagement and it is portrayed by three key behaviors in employees. The behaviors that

indicate strong engagement are:

y Stay: They have an intense desire to be a member of the organization.

y

Say: They are passionate advocates for their workplace and business with co-workers, potential employees and customers.

y Strive: They go beyond what is minimally required to produce extraordinary service and

results for customers and colleagues.

4. Levels of Engagement

To better understand and appreciate the importance of employee engagement, we need to

understand the levels of engagement

1. Not Engaged

Employee disengagement is characterised which shows lack of commitment, marginal

productivity, couldn¶t care less attitude, frequent absenteeism, open hostility or in extreme cases

breach of security etc. A major reason for disengagement is absence of appreciation or µpositive

stroke¶



2. Ac tively disengaged

Actively disengaged employees are those who are not only unhappy about the work but they

undermine the efforts of others around. Their disengaged attitude may create tension and

problem among other workers who are dependent on such employees for completion of the team

assignments.

3. Ac tively engaged

Engaged employees as discussed before are people who wish to exceed their roles and are

always ready to help their colleagues. They work with passion and drive innovation and move

the organisation forward. Career opportunities, awards and recognition are examples of

motivation factors.

5. Competitive Advantages

5.1 Lesser Attrition rate

Engaged employees tend to stay in the organisation much longer as compared to the non-

engaged employees. Engaged Employees by staying longer in the company become the Brand

Ambassadors of the company advocating its policies and work environment and thereby building

a positive environment. It gradually becomes a spiralling effect and leads to more people getting

engaged with the organisation and its goals. So in today¶s highly globalised marketplace where

society and business are witnessing unprecedented change, many companies would be competing

for the same talent workforce. It makes sense for the organisations to look at ways to reduceattrition by engaging talent.

5.2 Engagement as a Driver for Organisation Success

Engaged Employees work harder and are more likely to go that µextra mile¶ for the organisation.

These Employees have a very positive feeling about their company which is reflected in the

quality and the amount of effort they put in their work. It is also seen that people who are highly

involved in their work processes tend to be more engaged.

5.3 Higher Productivity

When the employees have the power to make decision related to their performance, can access

information about the cost and revenue, and have the necessary knowledge, training and

development to do their jobs and are rewarded for their efforts, they tend to put in more effort

and be more productive. For example, a recent study that analysed 132 U.S Manufacturing Firms

found that companies using high performance work systems had significantly higher labour

productivity than their competitors.



5.4 Savings for the Organisation

According to the report by SHRM Foundation, employee engagement can be measured and can

yield significant savings. For example, at the beverage company of Molson Coors, it was found

that an engaged employee was five times less likely to have a safety incident and seven times

less likely to have lost-time safety incident as compared to a non-engaged employee.Considering the average cost of safety incident for an engaged employee to be $64, the company

saved around $1,721,760 in safety costs alone in 2002. In addition, savings were found in sales

performance teams through engagement. The difference in performance-related costs between

high and low Engagement Teams totalled around $2,104,823.

5.5 Better Performance

The Employee¶s emotional commitment to the job and the organization is key for engagement.

The degree and quality of the performance depends on the level of Emotional Commitment- the

extent to which an employee derives enjoyment, meaning, pride or inspiration from something or someone in the organisation. This is a significant variable in engagement and thus in the

performance. Emotional Commitment to the job, organisation, team and manager has been found

to determine stronger performance than rational commitment. The extent to which an employee

feels that someone or something within the company provides development, financial or

professional rewards in employee¶s best interest leads to better performance.

5.6 Improved Customer Loyalty

An engaged employee forms a stronger Emotion Connect with the company as compared to the

non-engaged employees. This impacts their attitude towards the clients.

When Employees feel more engaged to their work, the climate is better for service and customer

receives better quality services, thus promoting Customer Loyalty. Thus service organisations

like banks, hotels etc. must focus more on keeping the employees engaged as these engaged

employees tend to more professional yet humane in their approach towards the clients. They go

to the maximum possible level as they feel attached to the company and thereby increase the

customer satisfaction leading to increase in the overall revenue of the company.

5.7 Boosts Business Growth

Employee engagement has emerged as a critical driver of business success in today¶scompetitive marketplace. There is a significant link between employee engagement and the

overall profitability of the organisation. As an engaged employee is committed and aligned with

the organisation strategies and goals. There is a sense of correlation which builds up passion and

commitment in the employee to actively increase the growth of the business.



Group Integration Model

Global studies suggest that there are three basic aspects of employee engagement:1. The employers and their ability to create the conditions that promote employee

engagement.

2. Interaction between employees at all levels.Our suggested model based on the assumption that generally in manufacturingcompany various departments are dependent to each other but not integrated to eachother .So we sensed in work different silo¶s in the same organisation so, make themmore engaged and empowered we have suggested the following Model.

6. Plant Level Engagement and Structure of Implementation:

Big Conglomerate like Essar and Reliance which are transforming from Business to Business to

Business to Customer can follow the Employee Engagement Model to define its all key

performance indicators as per the suggested model. Any organization which manufactures and

sells the products has three major areas which can be engaged to each other

1. People Engagement

2. Process Engagement

3. Assets Engagement

³Process Engagement - Asset Engagement - People Engagement´ Model supports the

entire journey from initial Physical Transformation to Competitive Differentiation with

Sustainability to World Class Employee Engagement.

Asset Engagement Process Engagement

People Engagement

Reliability

Employee

Engagement

Ownership

Quality

Line Efficiency

On Time Performance

New ProductDevelopment

Leadership Development

Mass Education

Quality Certification

KRA Linkage

Reward and Recognition

Daily Workmanagement

Breakdown Reduction

Housekeeping

Line Speed Technology

Sustenance



6.1 Area Effectiveness Teams:

Human Resource Team uses a unique daily management structure to implement the entire

initiative. The entire plant will be divided into logical areas and each area will have an ³Area

Effectiveness Team (AET)´. The People Engagement for the entire plant would be driven

through these AETs. An AET will comprise of supervisors from related functions and a fewsenior operators and will be lead by the area-head. For example for a steel industry Blast

Furnace, Corex Plant, Steel Melting Plant, Compact Strip Plant, Pellet Plant, Beneficiation Plant

can be AETs. Role of the AETs will be:

1. Area Key Performance Indicator improvement

2. Improve process performance

3. Equipment condition improvement

4. Setting up daily asset care practices

5. Improving equipment maintenance practices

6. Daily problem analysis7. Improve skill levels

AETs will meet for about 20 minutes every day at the shop floor around an AET Board that will

display performance of AET

³Employee Engagement´ will involve all 100% of the people on the shop floor and cover

the entire area in the factor

ENTIRE PLANT EACH AET

*AET: Area Effectiveness Team

*WET: Workers Engagement Team

AET* 1

AET 4

AET 2

AET 5

AET 3

WET*

Zone 1

WET

Zone 3

WET

Zone 4

WET

Zone 2

AET 6



6.2 Worker Engagement Teams (WET)

AETs will be further divided into smaller zones called ³WET Zones´ where WET Teams

would be created. WET will consist of workmen and line supervisors of the shift. E.g. in HotEnd for each Machine there will be WET teams for each shift. Role of WET teams will be:

1. Identify and eliminate abnormalities

2. Daily cleaning, lubrication, tightening, inspection (CLTI)

3. Monitor & control key process input and output parameters

4. Housekeeping

WETs will work together for about 10-15 minutes per shift to take care of daily WET activities.

5S is a key responsibility of all WET Teams, 5 words in Hindi are:

6.3 Pillar Teams:

At the company level, 3-4 Pillar Teams will be formed to drive organization wide initiatives and

build common approach across the plants & lines. E.g. Planned Maintenance, Skill

Development, KAIZEN, Furnace Management etc. can be pillar teams. Each pillar will be

headed by a senior manager (Pillar Champion). The AETs where a particular Pillar initiative is

being done will have a member in that Pillar team. Thus a Pillar team will comprise of representatives from various AETs. The pillar team will bring about improvements through the

AET & WET. Role of the Pillar Team will be:

1. Consolidate best practices across the plants and implement them through AETs & WETs

2. Define common approach to be implemented across the AETs like skill development,

Planned maintenance

3. Define common policies and procedure

SAFAI

SUVYAWASTH

SWACHACHATA

SANYAM

SAMWARA



4. Identify improvement areas and projects

5. Track performance of their chosen mission through common measurement systems

The Pillar Teams will be launched after AETs get matured normally after 10-12 months. The

Pillar Teams will meet once in 2-3 weeks for about 2 hours.

EMPLOYEE ENGAGEMENT STRUCTURE

6.4 Integration of Manufacturing Excellence and Employee Engagement

The suggested Employee Engagement Structure can be driven through a definite group of people

which can be termed as changed agents. As Essar Group has already adopted the initiative of

manufacturing excellence, the entire journey can driven by a team called Manufacturing

Excellence Team or the model if adopted in corporate office than the Business Excellence team

has to be formed to drive this initiative .

Role of Manufacturing Excellence (ME) Cell

1. Coordinate / Spearhead all quantum initiatives at the plant2. Monitor actual implementation and ensure that it is foolproof

3. Lead critical and complex projects

4. Ensure that the teams follow the right steps

5. Integrate the solutions with the QA systems

6. Develop standards for project working, completion and documentation

7. Train the teams on Six-Sigma related methodologies, tools and technique

SUPERVISORS

PROCESS OPERATOR

MAINTAINACETECHNICIAN

WET

CHEMIST

UNION REP

TRAINER

INSPECTORMAINTIANCEENGINEER

PRODUCTIONMANAGER

R&D

FACILITATOR

AREA EFFECTIVENESS TEAM

PILLAR TEAM

STEERING TEAM



Factors Influencing ME Cell

1. A structured and systematic Improvement Programme embedded in the Business Plan

2. Regular investment in skills training for all staff

3. Continuous benchmarking of performance against standards set by other organizations

4. Continually setting challenging and stretching performance targets

5. Individual and team performance improvement targets

6. Regular and sustained appraisal of Continuous Improvement performance

7. Customer focus culture throughout the whole organization

8. An innovative culture always challenging the status quo

9. A systematic approach to generating and capturing ideas

10. A process for measuring the cost of Quality

11. A process for rewarding excellence and is visible to everyone

6.5 Reward and Recognition Policy

To make this model effective it has to be driven by performance matrix of the organisation. All

the teams like Area Effectiveness Teams and Worker Engagement Teams has to be audited

monthly by external or internal auditors for various engagement level .Generally world class

organisations follows 5 levels and to achieve every level teams have to score 80% through

external audit which is conducted once a year. So the minimum time a organisation take to attain

5 levels of employee engagement is 5 years. More over performance of AETs, WETs, Pillar

Teams and Manufacturing Excellence teams has to be link with the Key Result Areas of the

various individuals .Checklist for audit is attached as appendix I for AET and Appendix 2 for

WET.

7 Corporate Level Engagement

When the same initiative is done at the service level or corporate level we can replace Asset

Engagement by Place Engagement



7.1 Role of Service Effectiveness Team (SET)

Constitution of SET

1. Functional team comprising of all members from the concerned function

2. Permanent in nature

3. Focus on improving the functional processes

4. Meet once in a week to discuss progress of all initiatives, problems / issues inrespective function

Role of SET

1. Tracking & Analysis of Key Performance Indicators for every transaction

2. Bring improvements through focused improvement projects

3. Deploy the Business Strategy in respective functions using X Matrix

4. Define the purpose of the function and adhere to ³Service Level Agreements´

5. Continuously improve the service levels

6. U pkeep of the place occupied by the function

Rest of the structure can be same as that of the Model adopted at the plant level.



Conclusion:



APENDIX I: Area Effectiveness Team Level 1 Audit Sheet

Criterion / Logic for Scoring:

1. Systems in place with no plans to address

2. Systems in place but Weak and Deficient

3. Able to meet Departmental Plant Goals and there are plans to improve

4. Well Defined, executed and understood

5. Well Defined with a track record of meeting expectations

SNo

Review Point Criterion for Scoring

1 Target Deployment(Team Targets)

1. AET board is not updated

2. AET board is Live & Update with trends related to all KPIs

3. Action plan available to meet targets and is displayed on board4. Adequate progress as per plan > 50 %

5. Detailed analysis on trends of progress V/s targets done and actionscompleted > 90 %

2 Work place in order

1. Items lying scattered all around

2. Free of unwanted items (5 sample audits for things chosen at random)

3. Plan for "Place for everything and everything in its place" "PEEP" madewith more than 70% completion

4. Visual Controls for ³Preventive Set In Order´ in place for all areas

5. Consistent score of 4 for three audits

3 Abnormality Identification/ Elimination

1. Abnormality identification not done

2. Abnormality identification is a continuous process in the area

3. Abnormalities are being removed regularly. Total Abnormalities removed>50%

4. More than 90% abnormalities identified by AET have been removed

5. Zero Abnormalities

4Critical EquipmentCleaning

1. Equipments are not cleaned regularly

2. All equipments are cleaned at the end of every shift as per the definedcleaning standard

3. Beyond cleaning equipments, the points of oil/air leakage have beenidentified and plans to address it are made

4. 50% action points are completed related to spillage / leakage

5. All equipments are regularly cleaned and the area is free of any air or oilleakage

5 Safety

1 Lack of adequate safety equipments in the AET and the area is visiblyunsafe

2. Appropriate personal and area safety related equipments are available atthe required places and are in use



3. Evidence of training and awareness of members about use of safetygadgets

4. List of hazardous materials used and unsafe practices is displayedalongwith emergency action plans and members display awareness aboutsame

5. Unsafe areas and practices are identified regularly by the AET and basiccorrective actions planned and implemented

6 Asset Care / PMSchedules

1. No PM or no adherance to the same

2. Critical Equipment are covered under Asset Care / PM Schedules

3. All type of machine unproductive time are being measured, displayedand analyzed

4. Thorough adherence to Asset Care Schedules is evident for at-least 80%of the times

5. Failure rate trend shows improvement due to adherence to the abovepoints

7Criticality Assessment &

Condition Appraisal

1. List of critical equipments not identified . No plan to improve availability of those critical equipments

2. Critical euipments along with KPIs identified and criticality assement of subassemblies done for all of the above equipments

3. Plan for conditon appraisal available for all of the above equipments

4. Condition appraisal done for 50% of the above equipments

5. Condition appraisal for all critical equipments done

8Routine ManagementSystems (AET & WETactivities)

1. AETs & WET do not meet regularly

2. Routine Management Objectives are clearly defined by the team

3. Daily Performance of KPIs is being discussed in detail regularly

4. AET feels empowered to take decision related to Routine Mngmt.

5. PRC members needs minimum intervention (To be rated by AETSopnsor ± PRC member)

9ProblemResolution/Prevention

1. Key problems are not tracked and focussed

2. All key problems are being analysed using 5 Whys, Fish Bone or other appropriate tools

3. Deployment of the Countermeasures identified as a result of the analysisis being planned using CLTI, SPL, PM, SOP, VCs & MP

4. 50% of the Countermeasures identified deployed effectively

5. Repetitive problems are eliminated as a result of the countermeasuresimplementation . Mistake proofing ideas are common and gettingimplemented

10 Achievements on KPIs

1. KPIs show erratic movement

2. Improving Trends on KPIs over at least 3 months

3. At least Two focus area KPIs have been achieved systematically

4. 50% of KPIs have been achieved systemically

5. All KPI targets have been achieved and targets have been revised

TOTAL

§ Each Point maximum score is 5

§ Unless the criterion for lower score is met, higher score cannot be given



APPENDIX II: Area Effectiveness Team - L 2 - Audit Check list

Criterion / Logic for Scoring:

1. Systems in place with no plans to address

2. Systems in place but Weak and Deficient

3. Able to meet Departmental Plant Goals and there are plans to improve4. Well Defined, executed and understood

5. Well Defined with a track record of meeting expectations

SrNo

Review Point Criterion for Scoring

1Team

effectiveness

1 AET board is not updated, Items lying scattered all around,Abnormality identification not done

2 AET board is Live & Update with trends related to all KPIs ,area is free of unwanted material, Abnormality identification isa continuous process in the area

3 Action plan available to meet targets and is displayed onboard, Plan for PEEP (90% completion), Repetitiveabnormalities identified

4 Adequate progress as per plan > 70 %, Abnormalitiesremoved > 90%, Visual Controls for ³Preventive Set In Order´ in place for all areas

5 No Pending abnormalities, Detailed analysis on trends of progress V/s targets done and actions completed > 90 %

2

Teameffectiveness& Employeeengagement

Elements ( Each point hold 1 marks)

Average attendance of last two months of AET members in themeeting is >80%

SPL, Visual Controls & Visual Displays are used at appropriateplaces in the work area & it¶s a continual process

Attendance of members in DMAIC / FIP more than 80 %

Regular interaction between AET & WET members

HODs / Area owners should certified AET and WET activityweekly basis

3 X- Matrix

1. No Awarness about X-Matrix , X-Matrix has been deployed to set AETtargets & action plans are prepared for adherence

2.Regular review of X-Matrix

3. There is 50 % adherence to the X-Matrix Action points



4KPI

achievement

1. There is system in place to track KPIs of major processes

2. KPIs have been defined for all the areas, KPI targets updatedas per the performance

3. Adherence to targets is more than 60%

4. Adherence to targets is more than 85%

5. All KPIs targets are achieved



5 FIP / DMAIC

1. There is no system for selection of focused improvementprojects & sustenance of previous DMAIC/FIP projects by AETs

2. Replication Potential of DMAIC & Focused improvementprojects have been identified in structured manner forrespective area.

3. Projects have been prioritized, & at least 50% of the projectshave been completed on schedule

4. At least 75% of the targets are achieved for all completedindividual projects

5. At least 90% of the targets have been achieved for individualprojects

6

Product & ProcessQuality

improvement

1.There is no system in place for review of failure analysis. Nostandards available.

2. Standards have been prepared & implemented along withreview mechanism. and System of Root Cause Analysisdeployment is done.

3. Deployment of FMEA / OEE is done for processes &

equipments. Review mechanism is in place.4. There is a improvement trend in RPNs and OEE

5. There is deployment of FMEA / OEE for the revision of standards for all critical equipments / processes

7PM scheduleAdherence & Effectiveness

1. Planned Maintenance schedule for all the equipments is inplace

2.PM checklist for all equipments is defined and there is at least25% adherence to the PM schedule

3.PM schedule adherence level is more than 50% and PMschedule & checklist are being refined continuously based onthe performance of the equipments and overall breakdown level

4. Adherence to PM schedule is more than 75%, improvingtrend in stoppages for critical equipments is seen & there is anoverall reduction in number of notifications

5. Adherence to PM schedule is more than 90% & predictivemaintenance system (including identification of PredictiveMaintenance measures & frequency) has been initiated

8 WET Teams

1. Average WET audit score of zones under AET is less than50%.

2. 50% of WET zones score more than 60% marks in the lasttwo WET audit

3. All WET zones score more than 60% marks in the last twoWET audit



9

Safety /HygieneeffectiveTraining

1. Training areas for Safety / Hygiene are identified andtraining plan is prepared for AET & WET Members

2. Training is given to 50% of WET members by AET members



3. Training is given to 75% of WET members by AET members& training effectiveness is more than 50%

4. 10% of the AET & WET members have gone through First Aid& Safety level 2 training

5. Training effectiveness is more than 90%. Mockdrills & effectiveness is being continuously monitored

10Kaizen

(Training /Activities)

1. Training plan is prepared for AET & WET Members & displayed on the AET board.

2. Training is given to 50% of AET & WET members. Kaizenmovement started in the respective area.

3. Training is given to 80% of AET & WET members. Kaizenmovement started in the respective area.

4. 10 Kaizens per month from AET & Each WET Zone.

5. 1 Kaizen per day from AET & Each WET Zone.



REFERENCES:

Employee Engagement Model of TATA Steel ,Year 2008/2009

Pramendra Singh ,Employee Engagement Model of Nicolas Piramal Year 2008/2009

Avinash Singh , Employee Engagement Model by Eicher Consulting Services

Archie Thomas, CMA, and Ann MacDi anmid ± Encouraging Employee Engagement ± CMA Management, Jun/Jul 2004.

Ashok Mukherjee ± Engagement for the mind body, and soul ± Human Capital, Aug.2005.

Barbara Palframan Smith ± Employee connection ± Technology to built culture andcommunity ± Communication World ± Mar / Apr 2004.

Beverly Kaye and Sharon Jordan Evans ± From Assets to Investors ± Training andDevelopment ± Apr 2003.

Charles Woodruffe ± Employee Engagement ± The Real Secret of Winning a CrucialEdge over your rivals ± Manager Motivation ± Dec. / Jan. 2006.

Employee Engagement Model

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