quality fables competition

About Quality Fables Competition

A Quality Fable is a 500-word narrative on how your project was conceived – the non-technical story behind your project.

Your story-telling skills can win this unique Quality Fables Prize.

There is an art to writing Quality Fables...First take a look at the Sample Quality Fables to get an idea of the tone, the style and the length of your story. Then select an interesting project experience or initiative done by your organization and capture it into a Quality Fable using 500 words or less. We urge you to run your entry by your Corporate Communications team before submission. You will score points for a well-crafted Quality Fable. read more

A Twist in the Tale of Hexane Production
Bharat Petroleum Corporation Ltd.

Disruptive Thinking:

The Revolution is in Full Swing    

“We do not merely want to be the best of the best.

We want to be the only ones who do what we do.”

—Jerry Garcia,

 

A brilliant innovation by BPCL Mumbai Refinery, resulted in making India,the first in the history of refining, to produce stringent quality hexane as a byproduct along with isomerate – a motor spirit blend component - from its Isomerization unit.This was done by delving into unchartered territory. This Isomerization unit has the world’s first top divided wall column.

What turned out to be an innovation did not set out to be one….,

It was almost seven years ago that the idea to co-produce hexane from isomerization unit had germinated when the existing semi regeneration reformer, at BPCL Mumbai Refinery, was being converted into an isomerization unit. Like most out-of-the-box ideas, bounced off in a group, this idea had a few contenders, two to be very specific, in favor of it.It was sheer foresight of the person at the helm of things, to be able to judge the merits of the idea, over the rising banterand incorporate it in the project.

Somewhere down the road, while the offers were being evaluated, came up an option of using a divided wall column to co-produce hexane from the isomerization unit. This option had the benefit of huge energy savings and low foot-print-area. This idea was vetoed outright. Thus began a tussle, to let go of the idea or pursue. To go or not to go where no refiner has gone before, use a divided wall column in an isomerization unit and that also to co-produce very stringent quality hexane. It was decision time, once more. The idea was rebooted. This time round, the scale tilted in its favor.

Now we were running with not one, but two newbies – unchartered territories

Challenges galore, different people have different ways of handling them. Some of us go with the gut feeling while people with more experience,work on guesstimates – calculated risks. This innovation was a mix of both. The person involved at the working level had a strong belief that ‘It can be done’ and ‘Not to let go’ while the person in the decision making position had the ability ‘To try something new’.

Other turning points, like is it feasible?, backing out by designers as the design was too complicated to try, columntaller than any other in the refinery, were much easier to cross as the conviction was strong. The thought process that, the design was too complicated to try, unearthed the possibility that we had stumbled upon something that was not only new but also shiny. 

The outcome of this drive and people’s ability to take bold decisionswas an out and out success. Besides the production of hexane of world class specification, which has modified the refinery product slate to include ‘pharmaceutical’ and ‘polymer’ grade hexane along with food grade hexane and that also at around 27% lesser energy consumption, it is the sense of having done something out of the ordinary, something which makes people sit-up and pay attention, something which has reduced our carbon foot print, something that has not been done elsewhere, that gives a sense of pride. It strengthens the belief that, “Perseverance Pays”. 

Time will tell if this innovation will get erased, like footsteps in sand, or leave an indelible mark.

The Black Diamond: Technology Way
Vedanta Ltd.

On a warm sunny summer afternoon, Sabu, our strongest superhero, was sitting in a verandah, extremely depressed. Deeply preoccupied in his thoughts, he didn't notice Chacha Choudhary walking upto him. Sabu was generally known for his jovial, exuberant nature and his love for Chacha Choudhary was paramount. When Sabu didn't exhibit his regular jolly greet to Cha-cha Choudhary on his arrival, a concerned Chacha Choudhary enquired about Sabu's depressed mood.

Chacha Choudhary asked ‘Kya baat hai Sabu? Aaj ukhada ukhada lag raha hai!”

Sabu opened up to him and shared his concern about the sudden and steep rise in the price of the special wheat. Sabu being a Pehelwan consumed 40 Special wheat rotis made by Chachi everyday. He was extremely worried because unless he consumed those 40 wheat rotis made by Chachi, he would lose his strength without which it would be impossible for him to help Chacha Choudhary fight the goons and he didn't have enough money to buy so much wheat.

On hearing the problem, Chacha Choudhary, whose mind worked faster than a computer, immediately made a plan. He went around with Sabu looking for alternatives of wheat but with equivalent nutrients that would suffice Sabu's needs, keep him strong as well as would be affordable enough to satisfy his massive need of food. Chacha and team collected samples of all the crop type he saw and came back home with truck load of crop types and nutrient chart. Seeing this, Chachi struck the head of Sabu saying “Itne tarah ki roti main nahi bana paungi!”

Understanding the condition and time it will take to try all possible roti combination, Chacha started to think for an alternative. He saw a child doing mathematics on abacus where he was struck with an idea. He used abacus theory to successfully create a model using the flour type and amount used for the desired quality of roti. He tried with a combination of barley, wheat and soya bean on the abacus. Then Chachi recreated the same roti using the same proportion of grains. Seeing the uncanny similarity to what the model had predicted, Chacha made some changes to the abacus and was successfully able to find alternative ingredient combination for rotis which was affordable and could feed the furnace of Sabu. Now, Sabu could decide what to add in his flour to fill his appetite without relying on the wheat roti. The alternative grains satisfied Sabu's nutrient requirements in an affordable price.

Once again Chacha Choudhary proved himself to be the smartest man on earth. Accompanied by the strongest Man, Sabu, and the dedicated Chachi they became an unbeatable trio.

Organizational Karma – The Cycle of Corporate Reincarnation
JSW Global Business Solutions Ltd.
The hints about the ancient belief of reincarnation that are scattered throughout Hindu mythology often seem to be insignificant to the casual reader. However, for someone who has been at the helm of an organizational paradigm shift, the concept of reincarnation seems very real and substantial.  

Being a famous steel company, we work with a large number of vendors.With over 19 locations around the country, our company works with more than 30,000 vendors. The corporate playing field that our organization represents isakin to the battlefield of Maya that the Hindu scriptures refer to the material world as. Whenever a vendor wanted to collect his due payment from us, he would first have to reach one of our steel plants, submit an inquiry at the vendor desk of the plant and wait for the finance team to revert back with the update. Communication was solely based on word of mouth messages and there was no way in which a vendor could track the progress of his payments.  

This process of payment collection can be parasitic for an organization, especially when there are 6 lac invoices to be processed each year and about INR 50 crores traveling between hands on a daily basis. In this case, without a proper system to track invoices, as well as a lack of unique tracking ID for vendors, the management of payments was extremely difficult. Our plants, where truckloads of raw material were a common sight, now became a hub for “truckloads” of angry and confused phone calls and emails.  

In Hindu mythology, karma is the word that denotes the sum total of all the actions that a soul has performed during its time in the physical world. Depending on the actions that you do in this world, your next life will be determined, as a natural consequence for the decisions you make. Our karma in this case, was what one could call “bad karma”. For us, the future did not look so bright and any sort of organizational progress in its true sense seemed out of reach.  

This is when we understood that we would need to look for a solution outside the boundaries of the ordinary. Instead of focusing on developing our on-field operations, we decided to transcend the material world and use the powers of the digital realm to solve our issues. By building a digital platform for our vendors, we were able to provide them a customized and extremely intuitive interface which could be used to check invoice status at each stage of the process.In an attempt to reduce the number of calls and inquiries that we were receiving, the digital portal was equipped with call recording and monitoring systems. The portal also allowed us to implement a ticketing tool that would help vendors maintain a track of their queries and the responses that they get. The digital platform also allowed us to strengthen our internal follow-up system, allowing us to include crucial stakeholders as liaisonswithin the process.  

In the end, with a 22.9% decrease in monthly vendor queries, we had just escaped the unending cycle of death and rebirth that most companies experience, consistently having to face the same issues due to a lack of innovative solutions.  

Exclusive Grand Rounds- A Game changer
Bangalore Baptist Hospital

Anitha was admitted in the special private ward in a multispeciality hospital. This particular ward in the hospital boasted of facilities on par with a five star hotel. The rooms were air-conditioned single rooms with a remote controlled beds, microwave, television, nurse calling facility et al.

The patient and their attendee’s have options to choose from the set menu and also to order food on alacarte basis. Anitha ordered for a masala dosa, but was provided with an idli-sambar.

This information was shared with the floor manager who in turn gets in touch with the dietary in charge to handle this specific complaint. He also has to check with the dietary staff to verify if the complaint was handled to the patient’s satisfaction.

   This leads to a delay in the time frame for resolution of complaints. Similarly other patient related complaints pertaining to the rooms and facilities were handled in silos and independently.

We brought in a lot of changes in terms of patient service experience including a manager for the floor, dedicated dietary supervisor for the floor, dedicated customer relation executives to take feedbacks from all patients on that floor.

This also resulted in multiple staff visiting the patient at different times during the day to collect feedback about the different services offered, thereby disturbing the patients at multiple times during the day.

However we realised that we had a long way to go in terms of satisfying the patient and there was no reduction in the number of complaints received from these patients.

We brainstormed on the problem internally and we realised that we could work as a TEAM to handle this issue better. This resulted in the inception of the “EXCLUSIVE GRAND ROUNDS”. This team comprised of the nurse manager, customer relations executive and the dietary in charge and floor manager. 

We have a team visiting the patient on a daily basis and communicating with the patients regarding the patient experience on a daily basis with respect to each of their areas and taking measures on a real-time basis so the patient feels the compassion that we as a hospital stand for. This resulted in the team being sensitized to all the issues faced by the patient on a daily basis and taking our patient experience to a different level.