ICICI Bank 2009 Annual Report Download - page 46

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44
Organisational Excellence
The Organisational Excellence Group (OEG) was set up in 2002 with a mandate to build and institutionalise
quality practices across the ICICI Group. OEG has over the years worked towards integrating the local efforts of
business units into a common platform and building a quality strategy and roadmap to meet the growing needs
of the Group. OEG has evaluated and drawn upon quality techniques practised by world class companies in
automobiles, hospitality, financial services, banking, heavy engineering and aviation in building quality practices
at the ICICI Group.
The following have been the major focus areas of OEG:
Institutionalise a focus on quality across the ICICI Group;
Work with business units to catalyse performance improvements;
Create a culture of quality and continual improvement;
Build knowledge capability in the domain of quality in business groups;
Develop and implement quality practices for the Bank;
Cross-pollinate best practices among group companies;
Provide thought leadership on quality practices; and
Remain at the cutting edge in our global search for quality practices.
ICICI Bank has a number of achievements to its credit, including:
First services company in Asia to have deployed Five S enterprise-wide;
First financial services company in south Asia to have deployed Lean;
Patent for Quality Roadmap from Singapore patent office; and
ISO:9001:2008 certification for OEG.
The process management framework is built around elements such as leadership, process thinking, training,
continual improvement and results. Processes have well defined metrics and performance is tracked through
dashboards on an ongoing basis. The leadership of each business unit continuously reviews the existing processes,
initiates improvements and works towards instilling process thinking among employees. ICICI Bank has a large
number of Six Sigma Change Agents, Lean Change Agents and Elementary Problem Solving Agents.
ICICI Bank has more than 1,500 locations which regularly practice Five S. This simple, yet extremely powerful
technique, has been not only helped in building workplace efficiency but also helped to get engagement of teams
on local improvements. To build a culture of improvements, the Bank has been undertaking Large Improvement
Projects and Small Improvement Projects. The former are targeted towards projects that impact the strategic
business objectives. The latter are tactical improvements that are carried out by teams on the shop-floor.
“Lean Breakthrough” projects are undertaken by dedicated teams with the objective of delivering substantial
improvements within a period of 6–7 days. So far more than 350 lean breakthrough projects have been executed in
the Bank and this is expected to be a major quality and process improvement mechanism for the ICICI Group.
Organisational Excellence