Re: [MTC Global] MTC Global & Kaizen - Ramesh Vemuganti

Dear Patrick de

I liked your mail & in particular, this statement - "  It was aimed at changing  the execution culture right through all the ranks, as we  simultaneously transformed  gradually a former fairly hierarchical organization to a relatively flat and more customer centric one."

There are two aspects here. One , simultaneously transformed  gradually. Any Change is a structured approach which calls for a buy in of all the stakeholders. Or else, it is tough & also, it cannot be overnight

Next, the focus has to be the Customer.  Be it a process improvement, marketing strategy, product innovation, quicker service, technology transfer, knowledge management, motivated employee, IT integration --- the Ultimate Goal of an organization is satisfy & delight the Customer. That is all about Technology diffusion.

I will send another mail on Technology Diffusion next couple of days.

regards

Ramesh Vemuganti

On Wed, Apr 16, 2014 at 7:40 PM, Patrick de Souza <patrickldesouza@gmail.com> wrote:

Dear Ramesh,

Very well  expressed and my best wishes for CI at MTC Global.

Personally during my corporate life of driving the Business Excellence - Program Office  we tweaked the Toyota approach or CI in every feasible area with initiatives / measures tweaked all the time under a Mega-Program, with a management defined framework and total management support . 

The three main components were :

1- ACT

2- IMPROVE 

3- REPEAT SUCCESS

It was not easy but achievable. It was aimed at changing  the execution culture right through all the ranks, as we  simulatneously transformed  gradually a former fairly hierarchical organization to a relatively flat and more customer centric one.

 Culture change was spread over several years, did not happen soon, had its barriers but the CI methodology resulted in creating a learning organization with enhanced productivity and deliverd sustainable business results. Every fiscal year had its four fiscal quarters metrics ,Q1-4; ..Klick, Klick, Klack ,Klack as we called them in lighter vein but got the CI message and motivated all involved to engage,collaborate and enjoy the successful ride .

With best regards,

Patrick de 
an ex IITian, KGP

On Tuesday, April 15, 2014, Ramesh Vemuganti <vemugantiramesh@gmail.com> wrote:

Dear MTC G Colleagues                                                                                                                         16/4/14

Kaizen , Process improvements, Toyota & MTC Global :

Toyota has been making marvellous cars for the world & staying ahead of General Motors & other American giant car companies since the 60"s. It brought in the Kaizen culture & has been constantly maintaining the lead since then .

Toyota & Japan gave the word " Kaizen" to the world which means continuous improvement.

What has it done differently & to established its supremacy in the automobile sector globally. Reasons are as follows .

1. Kaizen : Hundreds of articles & books are written on the company"s sustained high performance to its culture of high performance & Kaizen, Toyota mangers believed that high performance happens with steady improvement - doing things & more effectively. At Toyota, constantly challenging oneself to find better way of doing things is a way of life.

2. If an assembly line worker notices any problem, he stops the production line. Because problems are seen as opportunities for better solutions, everyone exposes them.

3. The result is Toyota generates over 1 million process improvement ideas every year & 90% get implemented. It is not the case with other companies as they are nowhere near the 90% mark.

4. Toyota has a disdain for disruptive reorganizations as a way to create change. It restructures a little bit every work shift. Continuous improvement is tectonic.

Ref : David McBride in his 2004 article " Lean Culture: The Toyota culture of Improvement " .

This is in line with what Sir Winston Churchill stated " Continuous effort - not strength or intelligence - is the key to unlocking our potential."

Against this backdrop, what is the outcome ?  In 2009, Toyota recalled 8.5 million cars but still made a profit of $1.2 Billion & projected a $3.3Billion for 2010.

This is the Power of CI - Continuous improvement.

MTC Global is a standing example of CI. I could see the change in myself, which my esteemed colleagues would agree to.
We are incessantltly getting better & better with stupendous knowledge sharing by erudite members for over 4 years now.   Thousands of Faculty & Professionals are transforming into fine Management educators, Trainers & Professionals as a result thereoff. That is CI in practice. MTC Global is a premier Knowledge hub which creates & expands Management knowledge for both students community & Management practitioners. We tell the SME Enterprises & organizations of India what the next best practices in Management shall be . 

We can delve further with our philosophy of CI in several aspects of our work & implement them sequentially, in entirety.
In course of time, it will have a snowballing positive effect on various facets of Management education. Let us take up one process, tool, system, method, technology, service , product & do it. Slowly , we graduate to next level.

All said & done, we have a significant role for India to emerge as a Superpower by 2030.

regards

Ramesh Vemuganti

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