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Canada Awards for Excellence

Patron for the Awards His Excellency, the Right Honourable David Johnston, C.C., C.M.M., C.O.M., C.D., the Governor General of Canada, is the Vice-Regal Patron of the Awards. About the Awards Program The Canada Awards for Excellence (CAE) is an annual awards program to recognize business excellence in quality, customer service, and workplace health. Since 1984, the Awards have been presented to private and public sector organizations of all sizes that are world class. This prestigious award is tangible evidence of an organization s level of excellence.

This award is based on the National Quality Institute s Framework for Organizational Excellence, which is used by numerous organizations as a management model for continuous improvement and the achievement of significant operational results.

Awards Categories
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Canada Order of Excellence (COE) Quality and Healthy Workplace Quality (Private and Public Sectors) Healthy Workplace Healthy Workplace for Small Organizations Education (K to 12) Customer Service for Small Business Community Building Projects (New for 2010) SeniorWise Mental Health at Work

Selection Process Organizations do not compete against each other; instead, they are judged directly against the criteria for excellence that constitute the NQI Framework. As a result, all organizations, irrespective of size or sector, compete on an equal footing. Applications for the award are evaluated by a Pre-Selection Committee composed of professionals with a background in quality management principles and practices, and workplace health issues. Organizations that pass an initial screening are visited by teams of examiners to verify the information in the application. The Selection Jury Panel makes a final determination of which organizations will receive recognition by being awarded the Gold Trophy, or Silver and/or Bronze Certificates. The Selection Jury Panel members are respected professionals with experience in the implementation of quality and healthy workplace programs. CAE recipients enjoy the unique opportunity to display organizational success to the world, to recognize the efforts of employees, and to demonstrate to customers and suppliers that they are world-class.

Tata Business Excellence Model (TBEM)

Business excellence has been embedded in Tata through processes and methodologies that enable Tata companies to continually improve operations and achieve the world-class marque

TBEM The TBEM methodology has been moulded to deliver strategic direction and drive business improvement. It contains elements that enable companies following its directives to capture the best of global business processes and practices. The

model has retained its relevance thanks to the dynamism built into its core. This translates into an ability to evolve and stay in step with ever-changing business performance parameters. The TBEM matrix is used for the organisational self-assessment of Tata companies, recognition and awards, and for providing feedback to applicants. In addition, TBEM plays three important supportive roles in strengthening the competitiveness of Tata companies:
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It helps improve business excellence practices, capabilities and results. It facilitates communication and sharing of best practices among Tata companies. It serves as a working tool for understanding and managing performance, for providing planning guidance, and for identifying learning opportunities.

The TBEM methodology comprises a set of questions that applicant Tata companies have to answer. Its main objectives are to enhance value to customers and contribute to marketplace success; maximise enterprise-wide effectiveness and capabilities; and deliver organisational and personal learning.

The core values and concepts of TBEM are embodied in seven categories: leadership; strategic planning; customer focus; measurement, analysis and knowledge management; workforce focus; process management; and business results. The TBEM system focuses on certain key areas of business performance: customer-focused results; product and service results; financial and market results; human resource results; organisational effectiveness results; governance and social responsibility results.

CII-EXIM Bank Award for Business Excellence CII and Export-Import (EXIM) Bank of India jointly established the Award for Business Excellence in 1994 with the aim to enhance the 'Competitiveness of India

Inc.' The Award is based on the EFQM (European Foundation for Quality Management) Model for Excellence. The Excellence Model is based on universally accepted standards and practices prevalent across the world. Apart from recognition, the model provides a holistic management framework to achieve Excellence. A large number of organizations have successfully used this model to: Define Excellence across the organization. Develop an integrated approach for achieving sustainable competitiveness. Measure progress on the journey towards Excellence. Review and improve Strategy, Processes and Performance. Identify and share good practices. Provide learning opportunity to develop Business Leaders. CII ensures that the model remains dynamic and contemporary to management thinking. Both CII and EFQM are committed to researching and updating the model with practical and academic inputs drawn from organizational experiences across the world. Recognising the growing significance of Small and Medium Businesses in the growth of Indian Industry and Economy, the assessment process has been simplified and the fee for participation has been reduced. This is to promote the adoption of Excellence framework among Small and Medium Businesses derive the benefits to enhance their competitiveness.

CCanadian Excellence Awards 1. Inception 1983 2. Founders Canadian Federal Government 3. Objectives y Leadership through involvement y Primary focus on stakeholders/cust omers and the market place y Cooperation and teamwork y Prevention-based process management y Factual approach to decisionmaking y Continuous learning and people involvement y Focus on continuous improvement and breakthrough thinking y Fulfill obligations to all stakeholders and society.

AWARDS

Tata Excellence Business Awards 2000 TATA SONS

To help improve organizatio nal performanc e practices, capabilities, and results

To facilitate communica tion and sharing of best practices information among organizatio ns of all types

To serve as a working tool for understandi ng and managing performanc

CII EXIM Bank Award 1993 Venture between CII and EXIM Bank y Develop an integrated approach for achieving sustainabl e competitiv eness. y Measure progress on the journey towards Excellence y Review and improve Strategy, Processes and Performan ce y Identify and share good practices.

e and for guiding organizatio nal planning and opportuniti es for learning

Provide learning opportunit y to develop Business Leaders.

4. Criteria with Points Allocation (Total 1000 points)

Leadership -100 Planning -80 Customer Focus-90 People Focus -140 Process Management-110

Leadership-125 Planning-85 Customer & Market Focus-85 Measurement, Analysis and Knowledge Management-85

Leadership-100 People-100 Policy & Strategy-100 Partnerships and Resources100 Processes-100

Supplier Partner Focus -60 Business Performance -420

Workforce Focus85

People Results100

Process Management-85 Business Results450

Customer Results-150 Society Results100 Key Performance Results-150

5. Winners (2010)

Saint Elizabeth Health Care & Office of Ombudsman at Canada Post

TATA Steel Tubes Division

Bosch Limited, Diesel Systems Business

NOTE:
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It is to be noted that the CANADIAN EXCELLENCE AWARDS is now under the management of National Quality Institute. This institute has been responsible for the awards since 1994. Only Canadian companies fall under their purview. TEBM is applicable only within the TATA GROUP. It was solely implanted for Tata s Strategic Business Units only. All units must sign up for Brand Equity and Brand Promotion Programme to be eligible for this award. CII EXIM BANK AWARD is applicable for large, small and medium scale enterprises too. Their operating divisions are also considered and these are judged as a separate entity. Thus, many divisions within a single enterprise can compete independently.