Managing Business ActivitiesTo Achieve Results

RIMS INTERNATIONAL SCHOOL OF BUSINESS TECHNOLOGYProject Guide:Prof.MRS PRIYA CHOWDHURYPRESENTED BY:KEYUR. P. DESAIBBA SECOND YEAR:HIGHER NATIONAL DIPLOMASTUDENT ID NO:10312

Unit Title: Managing Business Activities to Achieve ResultsUnit Code: 15Date Issued:20th Oct 2011

AssignmentBrief - GeneralStudent Name: Keyur DesaiStudent ID10312Date Received

Lecturer Name: Ms Priya ChowdhuryInternal Verifier Name:

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Outcomes and assessment requirementsOutcomesAssessment 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 objectives1.1 Evaluates the interrelationship between the different processes and functions of the organization.

1. 1.2 Justify the methodology to be used to map processes to the organizations goals and objectives.

2. 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.

3. 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.

4. 2.3 Implement appropriate systems to achieve objectives in the most efficient way, on time to budget and meeting organizational standards of quality.

5. 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.

6. 3.2 Demonstrate a quality culture to ensure continuous monitoring, evaluation and development of the process.

7. 3.3 Recommend improvements which align with the organizations objectives and goals and which results in improvement.

8. 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.

9. 4.2 Demonstrate that health and safety regulations and legislations applicable in specific work situations are correctly and effectively applied

10. 4.3 Carry out a systematic review of orgnisational health and safety policies and procedures in order to ensure they are effective and compliant.

11. 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 solvedWrite 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:-

IExecutive Summary7

IIIntroduction about the company8

Part 1

1aEvaluate the interrelationship between the different processes and functions of the organisation9

1bJustify the methodology to be used to map processes to the organisations goals and objectives19

1cEvaluate the output of the process and the quality gateways.20

Part 2

2aDesign plans which promote goals and objectives for own area of responsibility.22

2bWrite objectives which are SMART based to align people and other resources in an effective and efficient way.26

2cImplement appropriate systems to achieve in most efficient way on time to budget and meeting organisational standards of quality?31

2dCarry out work activities meeting the operational plan through effective monitoring and control35

Part 3

3aDesign 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 process41

3cRecommend improvement which align with the organisations objectives & goals and which results in improvement45

3dReport on the wider implication of the proposed changes within the organisation46

Part 4

4aCarry out risk assessments as required by legislation, regulation and organisational requirements ensuring appropriate action is taken.48

4bDemonstrate that health and safety regulations and legislation applicable in specific work situations are correctly and effectively applied.50

4cCarry out a systematic review of organisational health and safety policies and procedures in order to ensure they are effective and compliant52

4dCarry out practical applications of health and safety policies and procedures in the workplace.54

IIIConclusion55

IVBibliography56

LIST OF DIAGRAMS: -

1.1The Mission, Vision, & Values of Asian Paints ltd9

1.2Business objectives of Asian Paints ltd for the year 2011-1210

1.3Asian Paints tall hierarchical structure11

1.4Asian Paints flat organisational structure12

1.5Organisational pyramid of Asian Paints ltd14

1.6Types of Business Processes15

1.7Various Business Processes used in Asian Paints ltd15

1.8business process in Asian Paints ltd17

1.9core and key activities of Asian paints ltd19

1.10Asian paints critical success factors21

2.1Ansoffs matrix23

2.2elements of planning in Asian Paints24

2.3Business plan of CRM SAP process25

2.4SMART objectives abbreviation26

2.5SMART Objectives of CRM process in Asian paints27

2.6implementation of SAP software28

2.7CRM process of Asian Paint with SAP software28

2.8Process Areas which are affecting Asian paints other department with implementation of SAP software30

2.9Work Breakdown Structure of CRM process in Asian Paints31

2.10Gantt chart and Project milestones of CRM SAP process32

3.1Critical path analysis of SAP CRM process33

3.2Risk factor analysis of SAP CRM process34

3.3primary activities of Asian paints35

3.4Secondary activities of Asian paints36

3.5Operational plans of Asian paints37

3.6Quality Policy at Asian Paints38

3.7David Bains 5 key steps of quality control system39

3.8Quality Assurance factors in Asian Paints40

3.9Quality control chart of Asian paint40

3.10Manufacturing process42

4.1Factors which will help Asian paints to have better TQM43

4.2critical success factors of Six Sigma45

4.3Benefits of using Six Sigma46

4.4Negative impact of having Six Sigma in Asian Paints47

4.5Health safety risk assessment at APL49

4.6Risk Assessment at Asian Paints49

4.7benefits to Asian paints of having health & safety regulations50

4.8Health and Safety Regulations apply to Asian paints.52

4.9Health and safety policy53

4.10Evaluation 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 Paints2. Areas of responsibilities and operational plan of Asian Paints3 .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 (1st 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)

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 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)

RISBT, MUMBAI, INDIAPage 2

RISBT, MUMBAI, INDIAKEYUR DESAIPage 8

Chief Executive/MD States Management representativesChief GM Operations DGM Accounts DGM Logistic DGM Purchase DGM AdminGM Planning/MKT/ Quality assurance SR MGR Sales AdminSR MGR Sales AdminSR Purchase ExecutiveMGR ExciseEDP ManagerMGR MaintenanceENV & Safety OfficerMGR Personnel & AdminGM ProductionChairman ORGANISATIONAL STRUCUTRE OF ASIAN PAINTS LTD

Figure 1.4 Asian Paints flat organisational structure. (Field research)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 24th October 2011]. The organisation results in making organisation making an organisational pyramid which helps the management to break a common mission.

Operate business/coordinate activities to accomplish objectivesPut plans into action, allocating individual work and seeing that its accomplishedFigure 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:-

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)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 ltdCritical 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 factorsThe 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.

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 26th 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 (1st 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 (2nd 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.

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. Automotive paints, Marine paints, industrial coatings etcTargeting their products to new foreign countries like Caribbeans, Fuji and merging with companies like Nippon. Achieving in the objective of increase sales of international operationsFigure 2.1 Ansoffs matrix (2008) Papers4you.com [online] (updated 12th march 2010) Available at http://www.coursework4you.co.ukProduct developmentThe 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.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 PaintsAsian 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 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 processAsian 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 abbreviationThus 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:-

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 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 PaintsWork 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 processThe 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 processThereafter 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 process2.4) 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.

APL opted for backward integrationUses i2 factory planning software to manage inflow of material.APL believes : people who do innovation and invent new products and increases efficiency of the business4700 employees in 23 countries open and interactive culture which motivates people to workCurrently using SAP I2 and ERP as a software which is making internally enabled businessThe company has 26 manufacturing units and its presence in 22 countries also highlights the firmness of its infrastructureFigure 3.4 secondary activities of Asian paintsAsian 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 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 paints3.1 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 repeat sales, loyal customers and clients. Juran (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: -

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 PaintsAsian 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)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 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 TQMThe 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 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 effectively3.3) 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]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] (11th Jan 2003) Available at: www. adamssixsigma.com/benefits_of_six_sigma.htm [accessed on 17th 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:

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.

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 5th 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)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)

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 9th 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.

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