Dr Shubhrangshu Barman Roy, Principal Consultant,supra shoes, Discovery Management Group India (BMGI) and one of the keynote speakers in the Process High quality Manufacturing Summit 2012, locked in J W Marriot on the 6th& In 7th place September in Mumbai presented this Roadmap to Enable &Drive some sort of companywide, principle-based Lean Thinking by unleashing the power of Employee Engagement,supra skytop.
The wedding was organized by Mumbai centered Goldman Communications which is an emerging then one of most preferred providers operational forums for senior final decision makers. The event saw taking part from thought leaders by across organizations in the process sector like Ruchi Soya, Wockhardt, Promed, HLL Lifecare, Marico, Asian Paints, S H Kelkar, Advance Surfactants, Teva, Savesta Herbals, Atul Ltd, Foseco, ZCL Chemicals, United Phosporous, Essel Propack, Loreal, to name a few.
Generate Roy outlined on how management systems driven by principles involving Lean can help companies generate long-term business success and employed employees. While the key car owner for successful transformation would be the maximum employees solving challenges on a regular basis rather than a few determined people, the mantra for learning and growing firm is solving new difficulties every day and not same problems, he said.
He further additional Strategic Vision, Strategy Deployment, Ownership, Resources and Basis are the five gears that require to work together for a successful employee and organization bridal in the Business Transformation. He said any time theres an appropriate strategy, it's actually deployment, a feeling of ownership among the employees for the task taking place, sufficient resources and commitment, then an organization truly opens its potentials and delivers results.
Stressing the significant link between Results, Principles, Devices and tools should never be severely sacrificed, he expressed concern that this organizations today focus primarily on tools to solve its problems and at times power fit the tools into their system. Shubhrangshu explained that this would not can lead to a real transformation as this is just like a playing a Snake plus Ladder game.
He said while companies practicing lean can expect 2X-4X CAGR than the industry and 3x higher productivity levels, those who have understood in parts may find it difficult to leverage the main advantages of Lean. Keeping in mind the hard economic times India is within, Dr Roy said in his presentation, There are no fund and success problems, only Idea as well as initiative Problems. His session helped the participants to know the importance of deploying strategy because of bottom most level inside of a company, where the real Value gets added and also enable remove a lot of misconceptions in relation to Lean.
Lean is about setting up deep knowledge of processes not necessarily immediate countermeasures and sharing complications with people so that solutions might be accepted & Implemented, Dr Roy stated, explaining how the principle involving lean management which owes it really is roots to practices proven by Toyota Motor Corp. works to convert businesses .He signed out of saying Lean might be easy to understand but its not easy to apply, you need a coach to guide you so as to of transformation.
Mr. Momin, Expert, Tata Power Projects, who was anchoring your session had earlier started off the conference, sharing her views on the need of process sectors today to practice Operational Excellence. He shared example of Tata Chemical compounds and how they have been successfully generating Operational Excellence activities. He / she stressed on the point that Principle centred leadership was the cornerstone of any transformation and bigger concern is to make people walk together with you towards a common goal. He was appreciative of the thought course of action shared by BMGIs Dr Roy as well as endorsed the Leadership concentrated transformation approach.
The next audio, Dr. P L Narasimhan, teacher at IIT Kharagpur gave an overview about driving operational excellence on the market and how change is unavoidable. His presentation primarily revolved around ways to challenge standing quo in our work processes and think of improving it every day. He shared example of Arvinda Attention Care hospital, where doctors carry out 7 times additional surgeries than the best hospital in Rotterdam, using simple key points learnt from McDonalds. The largest challenges facing us at this time is ability to adapt promptly to global technologies as well as retain capable people. One way to manage skill levels within the firm is to look at de-skilling the work instead of focusing too much on increasing skills.
Mr Kulbhushan Gupta, Head of economic excellence at Jubilant Life Sciences, embraced insights on how his business is driving Operational Excellence, that's recording almost 100% growth in the last 5 years. He shared how customized excel based programs were being used in this corporation to solve business problems. Using a global team of 45 internal consultants, Mr. Gupta spearheads your Transformational activities within his organization which is globally distribute. He shared how he and his team overcame mistakes of ERP systems by using exceed based programs for Demand from customers Planning and S&OP. BMGI did closely with Jubilant to deliver sizeable results in their Operational Fineness journey
Among other prestigious speakers Mr. Ekant Madaan from GSK gave a talk on how his company had been driving operational excellence, Mr. Sasikumar from HLL Lifecare and Mr. Rajib Mehra via WIPRO automotive business, who shared implementation case studies.
In relation to BMGI
Breakthrough Management Group Overseas (BMGI), a global consulting firm using a b focus on delivering results, lovers with organizations in various levels of their business life cycle to change their business performance. BMGI may be known as the world leader in reining in the power of cutting edge techniques in the vicinity of Innovation, Strategy, Problem-solving and Business Transformation with regard to achieving tangible business effects. BMGI enables businesses drive progress and improve profitability. Based in the US, BMGI has offices throughout 13 countries around the globe.
BMGI provides delivered cumulative benefits to this is clients worth several thousand dollars with an ROI associated with 5:1 to 20:A person.
In India, BMGI is located in Mumbai. Our own clients are leading Fortune A thousand Global companies and leading Indian companies from varied industries such as financial products and services, IT/ITES, airlines, chemicals, FMCG, discrete making, telecommunications, petrochemical, textiles, biotechnology, health care & energy. Some of our global customers include Hitachi, Siemens, Philips, Unilever, DeBeers, Avis Budget Group, TNT Express, and General Makeup. Indian clients amongst others include Asian Paints, Apollo Tyres, Glaxo, HUL, Kraft, ITC, Dependence, L&T, Volkswagen, SKF, Sudarshan Chemicals, Diamler Benz yes Bank.
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Strategic Vision
DrRoy BMGI Development International Group
September Seventeenth, 2012 @ 03:30pm
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