Building Sustainable Indian Multinationals - Agenda for Action
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All India Management Association, National Competition for Management Students, 2011. Winner, West zone
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Building Sustainable Indian Multinationals - Agenda for Action
- 2. Respect Global Employees Know the Business environment Empower Give Back Increase Efficiency Diversity
- 3. How can organizations embrace change so that it becomes a matter of natural habit rather than being perceived as a necessary evil in times of crisis?
- 5. Ideal Pattern from Innovation Source: Gemba Kaizen - Masaaki Imai
- 6. Actual Pattern from Innovation Source: Gemba Kaizen - Masaaki Imai
- 8. Innovation Alone Source: Gemba Kaizen - Masaaki Imai
- 9. A culture of change can be ushered in by cultivating a habit for continuous improvement, or as they call it in Japan, “Kaizen”.
- 10. Role of Kaizen in Organizations Continuous improvement Minimize costs Enhance productivity Eliminate waste Value for customers Safety standards Do away with Inconsistencies Engage employees Global Journal of Enterprise Information System, Prof. S. Mishra, A. Gupta
- 14. Creating Champions Of Change MUMBAI DELHI CHENNAIKOLKATA PUNJAB PATNA JALGAON ORISSA
- 16. Creating a Kaizen Culture Initiate • Initiate small, steady, incremental changes Sustain • Sustain the change in the organization Involve • Get Everyone involved to create a culture
- 17. Sustainable Indian Multinationals Balance between Innovation & Kaizen = Sustainability
- 19. Physical involve- ment Selection and deployment of the best available Resources Support Imparting training & education Setting goals & objectives Open to Change Agenda #1:Kaizen as part of Corporate Strategy Commitment of Top Management
- 20. The Organizational Pyramid – The foundation of Sustainability Top Management Middle Management Supervisors & Workers
- 21. Agenda #2: Go to the Gemba! V/S…..
- 22. ProcessOriented Criteria Result Oriented Criteria Percentageof new Queries successfully closed SALESAmount of time spent calling new customers The time spent on outside customercalls versus time devoted to clerical work at the office Agenda #3: Process oriented + Result Oriented Management
- 23. • Implementation across the Hierarchy • Definition of Criteria • Checking Quality at Source
- 24. The Relay Race
- 25. Special Thanks to: Prof. Deepa Dixit Prof. Dr. S. Gondhalekar Prof. Jalpa Thakkar Prof. Anand James
Notas del editor
- Its called a nation of entrepreneurs. There are more people than jobs in India. You almost have to be an entrepreneur to survive in India.
- The innovation strategy is supposed to bring progress in a staircase progression.On the other hand kaizen brings about gradual progress. I say that innovation strategy “is supposed to” bring about progress ina staircase progression because it usually doesnt
- The actual progress achieved through innovation will generally follow this pattern.This happens because a system, once it has been installed as a result of a new innovation, is subject to deterioration unless contunuing efforts are made first to maintain & then to improve on it/ In reality all systems are destined to deteriorate once they have been established
- Therefore even when an innovation makes a revolutionary standard of performance attainable, the new performance level will decline unless the standard is constantly challenged & upgraded Innovation in a one shot deal whose efforts are gradually eroded by intense competition & deteriorating standards
- INNOVATION IS THE PERSONALITY-DYNAMIC AND ADDS CHARISMA KAIZEN IS LIKE THE CHARACTER BUILD OVER TIME & GRADUALLY
- Innovationn is driven by imagination and ideas which are limitless & dynamic.Like Gold in a furnace-its pure, precious and liquid.even 24 karat gold is soft Pure gold NEED to be added with alloys to make them hard and fit to be worked on by a jeweller And this gold can then be turned into a form that we can wear BUCKET EXPERIMENT
- Champion bringing about an innovation in one department of an organization
- Gemba is where products are developed (the lab & design table), and made ( the shop floor), and where services are provided (the service center, retail outlet, or wherever the customers come in contact with the service providers)
- Process Oriented Criteria are as important as Result Oriented Criteria