Course for 2nd Year MBA Students to get a holistic understanding of any business

1. Moving the
Indian economy
from
Third World
to First!
Preparatory Course to become
Knowledge Partner with
SME Entrepreneur

2. ▪ You believe that
▪ Learning is a life-long pursuit
▪ Purpose of knowledge is implementation / adoption
▪ WIN-WIN is the best attitude
▪ You want to
▪ Experience “Give me a lever long enough and a place to stand, I can
move the world.”
▪ You are ready to challenge the myths
▪ Entrepreneurship = Start-up = New Idea + New Money
▪ SMEs cannot afford “HIGH VALUE” consulting
▪ New MBA Graduate needs support in the beginning of their career
Who should take this course?

3. ▪ Not a course in THEORY – You will not earn a PhD
▪ No spoon-feeding – Pointers will be given for self-study
▪ Not for collecting credits – You will be required to put in serious effort
What the course in NOT?

4. ▪ Why Change:
▪ Convincing the SME Entrepreneur for Chaos to Success Journey –
Growth, Realising the dream, Peace of Mind
▪ What to Change
▪ Analysing the SME Current Reality using
▪ TOC Thinking Processes – Interviewing key stakeholders both
internal as well as external
▪ Financial Reports
▪ Operations Reports – ERP Data – Sales and Material Receipt
transactions
▪ Material Flow Patterns
▪ Identifying the leverage Point
▪ Few changes that have potential to delivery tremendous results
Chaos to Success Course Outline
Transforming SME

5. ▪ What to Change to
▪ Measurements and Review – Managing People
▪ Goal, Critical Success Factors, Necessary Conditions
▪ Standard TOC Templates
▪ B2B MTO, ETO - Operations
▪ Supply Chain, Distribution and Retail
▪ Projects
▪ Marketing and Sales
▪ What to Sell
▪ How to conduct a Sales Meeting
▪ How to manage Sales and Marketing Function
Chaos to Success Course Outline
Transforming SME

6. ▪ How to Cause the Change
▪ Getting a buy-in of the Entrepreneur and her Team to Act
▪ Preparing the Action Plan
▪ Executing the Action Plan
▪ Monitoring Progress
▪ Making course corrections
Chaos to Success Course Outline
Transforming SME

7. ▪ Reading Material to understand the basics
▪ Discussion on learning from prescribed books. Novels on Theory of
Constraints by
▪ Dr. Eliyahu Goldratt
▪ Bob Sproull
▪ Others
▪ A Live Project
▪ Complete lifecycle of selling, analysing, solution development, road-map
preparation
Method of Teaching

8. Inherent Simplicity
8
Leverage Point
Is there a smart way to get
better results with
minimum efforts?

9. One Focused Initiative ….Significant Results
Metric Mean %
Revenue (Increase) 68%
Inventory (Reduction) 50%
Lead Time (Reduction) 70%
On Time Delivery
(Improvement)
60%
TOC Implementations
Industry Results*
*Survey conducted by Prof Balderstone and Mabin
^ Estimated
• Significant improvement in
MTO Reliability and Lead
Time
• Significant reduction in
Working Capital
• Significant increase in Profit
and Profitability
Possible Impact

10. Theory of Constraints
▪ Any processing system has a
very limited number of
constraints
▪ The constraint limits the output
of the entire system
▪ By controlling and maximizing
the output of the constraint,
you can control and maximize
the output of the entire system
10

11. Analogies to understand the concept
Chain is as
strong as it’s
weakest link
Bottlenecks define
the rate of flow of
the complete
system

12. 1
2
3
4
WARNING!!!!
If in the previous steps a
constraint has been broken, go
back to step 1,
but do not allow INERTIA to
cause a system's constraint.
IDENTIFY
the system's constraint(s).
Decide how to EXPLOIT
the system's constraint(s).
SUBORDINATE
everything else to the
above decision
ELEVATE
the system's constraint(s).
Five Focusing Steps
~
Y
I
S
/
/
0
6
2
0
0
9
~
5

13. Cash Machine
1
3

14. Constraints awareness
Implications of ignorance
•Capacity to increase wealth is frittered away by
inadequate exploitation of the constraint
•Scarce resources and time spent on improvement
efforts which will inherently not bear any results
•Conflicts in the organization when non-systemic
criteria used to disburse resources and rewards
•Decisions taken which would be counter
productive and may jeopardize the very existence
of the organization
Implications of knowledge
•Focusing improvement efforts where it will have
the greatest immediate impact on the bottom
line.
•Excess capacity identified!!!
•No additional Capex required
•Cash released due to WIP and FG inventory
reduction
•Efficient use of resources / capital
•Providing a reliable process that insures Follow
Through
•Release of “Management Time” for quality /
quadrant II activities

15. What makes us confident in delivering
promised results?
Organizations unaware of their constraint/s (most organizations fall
under this category) have at least 30% underutilized capacity
•Constraints are neither good nor bad. They are just facts of life
•Either you manage the constraints or constraints manage your organization
To sell the excess capacity, we help our clients to create and market
“Decisive Competitive Edge” Offers
•30% additional sales
•No increase in Operating Expense
We help our clients to take all necessary and sufficient steps to make
and sustain the change.
•Measurements and review mechanism
•Policies related to various stakeholders
•IT System
Enhanced capacity through elevation of the constraint
•Investment a fraction of traditional expansion mode of increasing capacity
•Growth trend continues and profitability increases

16. Identified
poorly
addressed
significant need
of the market
Build capability
to deliver to the
significant need
better than the
competition
Capitalize on the
unique
capability to
generate higher
throughput.
Sustain the
increased flow by
managing capacity
enhancement
smoothly.

17. Identified
poorly
addressed
significant need
of the market
Build capability
to deliver to the
significant need
better than the
competition
Capitalize on the
unique
capability to
generate higher
throughput.
Measurements
Measurements
ITSolutions
ITSolutions
Sustain the
increased flow by
managing capacity
enhancement
smoothly.

18. Identified
poorly
addressed
significant need
of the market
Build capability
to deliver to the
significant need
better than the
competition
Capitalize on the
unique
capability to
generate higher
throughput.
Measurements
Measurements
ITSolutions
ITSolutions
Sustain the
increased flow by
managing capacity
enhancement
smoothly.

19. ABOUT YAGNA
▪ Professional 'Cooperative' of Consulting entrepreneurs
▪ Passion and expertise in executing CHANGE
▪ Skin-in-the-game approach.
▪ Sense of urgency with focus
▪ Logical thinking leads to effective and efficient actions.

20. CHAOS TO SUCCESS IN 90 DAYS
▪ Success is possible in 90 days,
▪ Yagna Resultants create the foundations for sustainable initiatives
▪ Can be maintained over the life of the business.
▪ Possible with whatever available resources within the organization.

21. The Yagna way is to break the myths that –
▪ Sustainable and Measurable growth cannot be achieved within a short
duration of time
▪ Growth is not possible without pumping additional capital into the
business.
THE YAGNA WAY

22. To help SMEs take their rightful place on the global stage and help move
the Indian Economy from Third World to First World in this lifetime.
YAGNA’S VISION

23. INTERESTED?
If you’re excited by Yagna’s revolutionary way of
business and wish to seek partnership with Yagna
Resultants, do get in touch with us at:
YAGNA
ENTREPRENEUR
SUCCESS
SERVICES LLP.
C-6/2, GERA’S EMERALD CITY,
SITE NO.66, BANER,
PUNE – 411 045
Tel: +91 99220 02351
www.yagnaworld.com