TABLE OF CONTENTS:I

II

Executive Summary
Introduction about the company

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

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LIST OF DIAGRAMS: 1.1

The Mission, Vision, & Values of Asian Paints ltd

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1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
1.10
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8

Business objectives of Asian Paints ltd for the year 2011-12

Asian Paints tall hierarchical structure
Asian Paints flat organisational structure
Organisational pyramid of Asian Paints ltd
Types of Business Processes
Various Business Processes used in Asian Paints ltd
business process in Asian Paints ltd
core and key activities of Asian paints ltd
Asian paints critical success factors
Ansoffs matrix
elements of planning in Asian Paints
Business plan of CRM SAP process
SMART objectives abbreviation
SMART Objectives of CRM process in Asian paints
implementation of SAP software
CRM process of Asian Paint with SAP software
Process Areas which are affecting Asian paints other department with
implementation of SAP software
2.9 Work Breakdown Structure of CRM process in Asian Paints
2.10 Gantt chart and Project milestones of CRM SAP process
3.1 Critical path analysis of SAP CRM process
3.2 Risk factor analysis of SAP CRM process
3.3 primary activities of Asian paints
3.4 Secondary activities of Asian paints
3.5 Operational plans of Asian paints
3.6 Quality Policy at Asian Paints
3.7 David Bains 5 key steps of quality control system
3.8 Quality Assurance factors in Asian Paints
3.9 Quality control chart of Asian paint
3.10 Manufacturing process
4.1 Factors which will help Asian paints to have better TQM
4.2 critical success factors of Six Sigma
4.3 Benefits of using Six Sigma
4.4 Negative impact of having Six Sigma in Asian Paints
4.5 Health safety risk assessment at APL
4.6 Risk Assessment at Asian Paints
4.7 benefits to Asian paints of having health & safety regulations
4.8 Health and Safety Regulations apply to Asian paints.
4.9 Health and safety policy
4.10 Evaluation and recommendation of Health and safety.

Executive Summary:2

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The assignment describes the way in which Asian Paints Ltd. conduct their operations in
India and in International markets. The assignment covers the following topics:
1. Aims and objectives affecting the structure, culture and business processes of Asian Paints
2. Areas of responsibilities and operational plan of Asian Paints
3 .Quality control systems and methods to monitor appropriate system to improve
organisational performance at Asian Paints,
4. Health & safety policies at Asian Paints ltd.
The Purpose and aim of the assignment is

To create new plans which would help Asian Paints ltd to improve their performance

in local and in International markets

To provide an understanding of the skill in order to manage the activities in the

business workplace so as to improve their effectiveness and efficiency.

To create effective planning, on how the management of Asian Paints ltd can improve

the business processes.

To give an understanding of how the operational planning skills can give a new looks
so that it leads to the development of the organisation.
To take into account how quality is of core importance in introducing new quality

checks, methods and systems.

To Suggests how health and safety regulations in a workplace can be improved in
better ways.

INTRODUCTION: Asian paints ltd is the Indias largest paint company in the public sector and a quoted
company on the stock exchange at BSE Sensex (code 500820) being its benchmark, which
deals in manufacturing decorative coatings which means that they are into secondary sector
who deals into manufacturing the output of the primary sector. Asian Paints operates in 22
countries and has 30 paint manufacturing facilities in the world servicing consumers in over
65 countries. The company was incorporated in the year 1942 in India. Asian Paints have
extensively computerized its operations in India using the cutting edge solution provided by
SAP and i2. It helped the company drive benefits of faster market analysis for better decision
making.
Asian Paints Ltd. has a combined turnover of 830 million US dollars with its strong presence
in the Indian subcontinent, south East Asia, Far East, South pacific Caribbean, Africa &
Europe. Along with Asian paints the group consists of SCIB chemicals, Berger International
& APCO coatings. Together the group has 30 manufacturing unit globally.
3

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:

Mission
statement

To provide paints as per demand, ensuring

desired level and quality of customer (dealer)
service, continued availability of the right
product mix of right quality at the right time.

Vision

to become one of the top fve decorative

coatings companies worlds wide by
leveraging in the higher growth emerging
markets.

Values

Trust
Openness
Commitment
Customer satisfaction
Value for money
Quality
Growth Orientation Integrity

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

Targeting a rapid
growth by 10%
in the overseas
market (Egypt,
Carribean)

To introduce a
new innovative
product each
year (R&D
department)

To cut down on
inventory and
Reduce the
number of
rejection level in
making a
product

To increase sales
in national 2530%&
international
operations 22
-27%.

Business
objectives

To improve CRM
in the year 2012

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)

ORGANISATIONAL STRUCUTRE OF ASIAN PAINTS LTD

Chairman

Chief Executive/MD

States Management representatives

Chief GM Operations

DGM Accounts

DGM Logistic

DGM Admin GM Planning/MKT/ Quality assu

DGM Purchase

SR Purchase ExecutiveSR MGR Sales Admin

EDP Manager

MGR Excise

SR MGR Sales Admin

MGR Personnel & Admin
GM Production

MGR Maintenance

Figure 1.4 Asian Paints flat organisational structure. (Field research)

ENV & Safety Officer

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.

Bo
ard
m is
sio business/coordinate activities to accomplish objective
Operate
n
sta
te
Top
m e ent
m anagem
ction, allocating individual work and seeing that
itsnt
accomplished
(strategy)
M iddle m anagem ent
(Tactics)
Junior Managem ent (operations)
Team M em bers

Figure 1.5 Organisational pyramid of Asian Paints ltd

Business Process: A business process is best defined as any function within an organisation that enables the
organisation to successfully deliver its products or services. (source: article, the benchmark
exchange; (online); updated at 2011; Available at: http://www.benchnet.com/datproc.htm)
(Accessed on 17/10/2011).
Rummler & Brache (1995) defines business process is a series of steps designed to produce a
product or service. Most processes (...) are cross-functional, spanning the white space
between the boxes on the organization chart. There are 3 types of business processes and they
are as follows:-

 It is the processes
that govern the
operation.
it includes
Corporate
governance,
strategic
Manageme
management
etc.

Operational
Create
the primary
Processes
value.
the part of core
business.
Purchasing,
Marketing and sales

Supporting
processes - support
the core processes.
Accounting,
Recuritment, IT
Support.

Supporting
Processes

nt
Processes

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.

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Fi
gure 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

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demand forecasted by the Crisis 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
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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.

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

Figure 1.9 Core and key activities of Asian paints ltd

Critical Analysis: - The above diagram explains the core processes and the key activities of
Asian Paints ltd where the core processes aims to achieve the key activities which leads to
fulfilling the business objectives which are mentioned in figure 1.2. The processes which are
mapped to the organizations goals and objectives are R&D department because this has led
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.

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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 led 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

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Customer
satisfaction
(SAP)

Quantity of
output (wide
product
portfolio)

Extent of
containment of
risk

Quantity of
rejects

Timescale of
delivery
processs

Lower delivery
cost

Lower
throughput
time

Figure 1.10 Asian paints critical success factors

The author will discuss some of CSF in order to bring specific quality output measures
which results in meeting the output requirement of the firm.

SAP software was a revolution in APL because of which they are able to handle
Customer data management with greater visibility more predicted results of

customer wants are being drawn.

Large quantity of products has ensured that APL has captured most number of market

segment which leads to be their quality output requirement.

They are currently the highest number of product portfolio in the industry of

paint, chemicals, and Resin manufactures.

The other CSF is lower throughput time where how much time is being taken to
complete unit of product from raw material to finished product. And APL has always
produced products on time which timescale of delivery process is also achieved.

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
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saw a huge response in base country and then expanded their SAP process to the international
operations which was further saw rise in the revenue generation & faster customer
acquisitions.
The areas of responsibilities of Asian Paints are Internal & External customers, Customer
orientation, Market Research, Product development, and time management and CRM.
Asian Paints have both internal and external customers in their organisation, e.g. of internal
customers to Asian Paints are Suppliers, workers, stakeholders etc. Whereas external
customers are those people who help the organisation to meet its objectives who work for the
organisation externally. For example Customers, government, market agencies etc. Viva
Books Private Limited, (2009) Business essential: Management (1 st edition) BPP learning
media: London.
Asian paints follow a market driven/ led business. Asian paints bestow their resources in
order to satisfy their customers. Miller, A., et al (2004) Strategic management (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 etc

Targeting their products to new

foreign countries like
Caribbeans, Fuji and merging
with companies like Nippon.
Achieving in the objective
of increase sales of
international operations

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

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Objectives

Actions

Resources

Implemetati
on

Figure 2.2 Elements of planning in Asian Paints

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

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Figure 2.3 Business plan of CRM SAP process

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

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

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Specific

Time
basaed

S.M.A.R
.T

Measurab
le

Achievabl
e

Realistic

Figure 2.4 SMART objectives abbreviation

Thus Asian Paints have considered the above SMART objectives as their objectives to
improve the process of Customer Relationship Management. The author has considered
the Dorans theory of SMART objectives in the evaluation of Asian Paints Customer
Relationship Management and they are as follows:-

Specific
Measurable
Achievable
Realistic
Time based

To develop a direct link to the end

consumers is considered to be their
specific objecitve
Targeted revenue growth US $8 to $10
milliion in the year 2011
Built relationship with applicator across
30000 customer sites

Improve customer satisfaction

increased scability in the
organisation
Standardize sales delivery
processes used by Asian Paints
Homes solutions providers
throughtout all round the world.
To improve the CRM process with the
help of SAP system in the year 2011

Figure 2.5 SMART Objectives of CRM process in Asian paints.

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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.

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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
23

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:

24

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

25

even go for the above mentioned example of B2B marketing which will help them to gain
more customers.
2.3) implement appropriate systems to achieve objectives in most efficient way on time
to budget and meeting organisational standards of quality?
To implement appropriate systems to achieve the objectives in most efficient way on time to
budget and meeting organisational standards of quality, the author has chosen the Project
Management tool to implement appropriate standards.
A project is a unique endeavour to produce a set of deliverables within clearly specified
time, cost and quality constraints. Projects vary so much that they are difficult to define. A
project is a unique venture which has a beginning and an end date, conducted by people
to meet established goals within a parameter of cost schedule and quality (Buchanan and
Baddy 1992).
The author has chosen Work break Structure of CRM process, Gantt chart, Critical Path
Analysis and Risk Management tool to implement systems to achieve objectives in most
efficient way and organisational standards of quality of SAP CRM process in the
organisation.

Figure 2.9 Work Breakdown Structure of CRM process in Asian Paints

Work breakdown structure will help Asian Paints to conduct the customer relationship
SAP process in the organisation and will help them to know which all task are going be
performed and which are the important tasks and without them the whole process will be a
failure.
26

Based on the above work breakdown structure, the author has developed a Gantt chart as
well as project milestones in order to have a clear idea on the activities and the time duration
needed for each activity. So it is easy to understand the order of the activities to be carried out
and in the interim it will make possible for the viewers to identify easily the total duration.
Basu (2004) defined Gantt chart as a simple tool which represents time as a bar or a line on
a chart. The start and finish times for activities are displayed by the length of the bar and
often the actual progress of the task is also indicated. A Gantt chart is shown below by the
author.

Figure 2.10 Gantt chart and Project milestones of CRM SAP process
The author has developed the above Gantt chart, project milestones based on the four
parameters of the project life cycle and activities were clearly defined under which of those
four parameters it will lay. The total duration of the project is expected to be 1month 12 days
to complete the project. The author has made use of milestones in the form of arrows, which
the author feels is the most important because it depicts key events along a timescale.
Critical Analysis: - As Gantt chart is a visual representation of a task over period of time,
which is used to schedule, coordinate and allocate the resources needed to complete a firms
objective, thus in relation to the Asian Paints SAP CRM process it is the project managers
responsibility to see that their activities have been fulfilled or not. If not fulfilled on the
allocated time then the manager needs to use his contingency plans in order to finish the
activities on the allocated time set by the manager to monitor the whole process. If for
27

example the activity Designed customized SAP software doesnt fulfil the requirements
as per standards of Asian Paints then the project will fail, then whole CRM process will
not be successful to achieve the objectives which are laid by CRM department. Whereas
milestones are concerned which are slotted in the diagram, if the activities which are given as
milestones and have not been contented then the other activities will not be preceded until
and unless the milestone activities are not accomplished and it will cause a delay in the
project dates.
Thereafter, the author has taken into account the basic network diagram an another project
management tool where the Project manager of CRM SAP process has effectively planned
and controlled the project, which will help the Project manager of SAP CRM process to
meets its objective on time and will be able to meet organisational standards of quality.

Figure 3.1 Critical path analysis of SAP CRM process

Thereafter the author has taken into account the basic network diagram where the manager
has effectively plan and controlled the project. The basic network diagram may be defined as
a graphical presentation of the projects activities showing the planned sequence of work,
Burke (2007) Introduction to Project Management, Partner Pub Group. The critical paths
are marked in Red dotted lines and floating activities are non-dotted red lines. In context
to the SAP CRM process the total duration of the project is 40 weeks and the author has
drafted the network diagram on the basis of the Gantt chart activities.

28

Risk factor analysis: According to PMOB Handbook (1992) project and program risk
management volume 6, states that the systematic processes of identifying, analysing and
responding to the project risk... [Throughout the project life cycle.] It includes maximising
the results of positive events and minimising the consequences of adverse events. This is one
of the most essential stages of project planning because it will provide valuable information
to carry decision regarding project direction and the contingency plans of the project. Below
the table shows the risk factor and analysis involved in the SAP CRM process:

Figure 3.2 Risk factor analysis of SAP CRM process

2.4) Carry out work activities meeting the operational plan through effective monitoring
and control.
The operation plans of Asian paints are Product Development, Value Added Chain,
Meeting Objectives, and Organizational Constrains. Asian paints pursue two steps. In
order to develop a new product they are Design & Development & Establishing
Specifications. Asian paints mechanisms on products which are market pull products. In this
situation the company first estimates that sales could increase if a new product were designed
to appeal to their customers. After carrying out the market research the R&D Department of
Asian paints set up the specifications of the products. Value Added Chain of Asian paints has
the process where they buy raw material from their suppliers of high standards (ISO 9000
and 14000 certified) and they produce goods with high value. They make sure they add more
29

value to their products by updating their technology regularly. The author has drafted a
figure of Asian Paints value added chains:-

Regional Warehouses, Dealer Workshops,

Distributors, SAP*CRM training and after sales
service is being provided.

Figure 3.3 primary activities of Asian paints.

APL opted for backward integration

Uses i2 factory planning software
to manage
material.
Currently
using inflow
SAP I2 of
and
ERP as a software which is making internally

HR Technology Firms
Procurement manageme developme infrastrucut
nt
nt
re

APL believes : people who do innovation

invent has
new26
products
and increases
efficiency
of the in
business
Theand
company
manufacturing
units and
its presence
22 countries also
4700 employees in 23 countries
open and interactive culture which motivates people to work

Figure 3.4 Secondary activities of Asian paints

Asian Paints has constantly tried to meet their objectives which are Quality, Time and Cost.
Asian Paints has never negotiated with good quality. It has made products of the best design
30

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.

Meeting
objective
s

Value
added
chain

Operation
al plans
of Asian
Paints

Product
Develop
ment

Organisati
onal
constraint
s

Figure 3.5 Operational plans of Asian paints

3.1 Design system to manage and monitor quality standard specified by the
organisation.
31

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:should provide products & services that meet the stated standards
on time, every time.
continously improve the processes to understand changing
customers needs and preferences and use the same as input for
reviweing and setting performance standards for thier products and
services
Accept Zero defect as a quality absolute, and design & operate
quality system accordingly

Organise work practices to do a job right at the first time, every time

commited to continous improvement in quality in all business

processes and track improvement through measurable indicators

Figure 3.6 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: -

32

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.

33

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

Figure 3.8 Quality Assurance factors in Asian Paints

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

Figure 3.9 Quality control charts of Asian Paints (field work)

34

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
35

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:
the pigment are mixed with the binder and suitable additives,
and wetted with a suitable surfoctant or dispersing agent on the
top floor depending on the desired particle size, pigment
hardness and nature of the solvent used.
stablished adjustment of the paint composition follows
dispersion.
the process aims to obtain the desired product properties such
as shade, viscicity and weight per liter.

dispersio
n
adjustme
nt

packagin
tinting or shade matching is performed.
g
after adjustment, the finished paints is stored in a hopper on the
floor below for some time before being packed and sealed in
diferent pack sizes.

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.
36

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:

PREVENTIO
N
INSPECTIO
N
CORRECTI
ON

Figure 4.1 Factors which will help Asian paints to have better TQM
The reason the author is suggesting for the above factors to be implemented in the
organisation is because prevention will help Asian paints to manufacture better quality
products without any wastage of resources, as well as they will produce goods that meets the
minimum stated standards of the companys quality policy. The author will give explain the
above example of manufacturing process to explain the prevention 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
37

error entry in the organisation and will Asian paints to achieve the quality policy of
accepting zero defects as a quality absolute products. For example in the manufacturing
process of adjustment stage, inspection of adding the right amount of chemical solvent to get
the right the shade and viscosity will help Asian paints to achieve the high sales and profits
because of shrinking in the number rejection levels.
For Correction: With the help container detector machine which is Asian paints, good use
of technology is ensuring the right quality of goods is delivering to the customer. The
container detector machine helps Asian paints to remove the minute mistakes done by the
labours which will help Asian Paints the right amount of litre of paints boxes are delivered
to the customer.
Development :- As Asian paints is currently using TQM process as to ensure the quality
culture the author would like to suggest the company firstly to check the pigments from the
suppliers base, i.e. supplier should check the pigments whether they are in the proper
conditions or not and are of the right desired the particle size. This will help Asian paints to
remove the errors and achieve the quality policy objective of zero defects. Also regular
updating of newer quality chemical additive solvent will help Asian paints to deliver the
right standard of paint to its customers because the solvent helps to disperse the unwanted
pigment and helps to get the consistency in the paints. Constant development in the process
of technology will keep Asian paints in touch with the competitors in making absolute zero
defects products and be i delivering the best paint product to its customers. Last but not the
least constant training to the inspector every quarterly will help Asian paints to bring in
efficiency and increase productivity in their organisation and will reduce the number of
rejection and errors. Thus the authors above factors will help Asian paints to achieve the
TQM properly which will ensure the quality culture is being nurtured in the workplace quite
efficiently and effectively
3.3) Recommend improvements which align with the organizations objectives and goals
and which results in improvement?
The author would like to recommend Asian paints to adopt Six Sigma theory because Six
Sigma is a method that use to improve the output quality of a process. It instigate towards
reaching the goals and objective, performance measuring, process improvement. It integrates
all the business processes makes the organisation work towards the zero defects. If Asian
paints implements this tool of quality improvement it will align the organisations objective

38

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.

Top
management
leadership and
commitement

A well
organised
information and
analysis system

equipping all
with quality
tools

A well
implemented
customer
management
system

A well
developed
strategic
planned system

developed
supplier
management
system

The education
and trainng
system

developed
competitive
benchmarking
system

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: 39

Reduced
cycle time

Time
management

Less Wastage

Use of
standard
operating
procedures

fewer
customer
complaints

sustained
gains and
improvement
s

Alignment
with vison,
objectives
and values

Concepts are
integrated

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:
May difficult to gather sufficient data and can be a
problem when big tactical decision are being made based
on the data collected.
High cost involvement in this process

Wrong statistical errors getting qualified and the product

not being reaching the end consumers
Lack of expericene may lead to problems like decrease in
profits and quality measurement
The six sigma theory may sometime may not match the
organisation

40

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 5 th
June 2010) Available at: http://www.businessdictionary.com/definition/health-and-safetymanagement.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.

41

d
h
z
f
r
R
s
e
w
lv
A
D
n
o
u
a
m
&
g
it
f
p
y
c
jk
b

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)

42

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:-

Reduce
accidents

increased
standards
and
efficiency

improved
employer/
employee
relations

Reduced
insurance
claims

Fewer
compensat
ion claims

improved
uses of
resources

Boost in
productivit
y/profit
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)

43

Figure 4.8 Health and Safety Regulations apply to Asian paints.

4.3) Carry out a systematic review of organisational health and safety policies and
procedures in order to ensure they are effective and compliant?
44

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.

45

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?

46

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 led 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.

47

Bibliography: 1. Viva Books Private Limited, (2009) Business essential: Management (1 st edition) BPP
learning media: London.
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