You don’t win if you don’t begin

Indian organizations turn to KAIZEN™ to cut waste& focus on continuous improvement.

To maintain a strategic advantage in this highly competitive region, business leaders must have the financial tools to translate their corporate mission into performance targets, align their organization in pursuit of those goals, and accurately measure and monitor their progress.

Organizations today are being impacted by multiple forces (internal & external) and is under an unprecedentedpressure to improve &perform. The key to performance lies in anticipating the future and workingtowards it. This means asking the question like How much to produce, How much to invest in in activities like R&D, quality and processimprovement, and so on?

 What is the record of Indian organizations when it comes to continual improvement?While

impressiveimprovements have beenmade by feworganizationsbut not the entire Indian industry. It ismostly the MNCs, driven by their worldwide processes that have been at the forefrontof improvement. There have been some Indian organizations too doing a good job but themajority seems to be ill-prepared to meet requirement.

So now the bigger question is should organizations strive for breakthrough developments or focus on continuous improvement?

 “It is not the strongest who survive nor the most intelligent — but those mostresponsive to change” (Charles Darwin). If this is true, are the Indian organizations doingenough to respond to the changing times? It’s time to examines the Indian

scenario in the manufacturing and services sector. While many organizations are adaptingfast, there are many that are still to awake to the changing times.

 KAIZEN™ has made impressive inroads in to the manufacturing and service sectors. Organizations have finally realized the difference betweenseeking an ISO certification and launching a process to improve continuously or taking the journey of Kaizen/Lean/Operational excellence. Organizations have also been using variations of the businessexcellence models to drive their continuous improvement efforts.Continuous Improvement is the on-going effort to improve products, services and processes by making small, incremental improvements within a business. It is based on the belief that these incremental changes will add up to major improvements over time and it is as much about tactics (i.e. specific improvements) as it is about changing the culture of the organization to focus on opportunities for improvement rather than problems. 

There are many reasons that go into making process improvement the mostchallenging exercise. As we move into the 21st century, what are the key traits required in an organizationto achieve excellence?

 These are as follows:

–      having key customer insights

–      focusing business strategies on customer value

–      quality commitment

–      upgrading knowledge and processes

–      management by facts and feedback.

In the Indian scenario, it is mainly the MNCs, driven by their global processes, that

are driving business excellence. The same culture needs to be cultivated by the Indian

organizations be they large or medium ones.

“Organizations are expected to increase focus on operational efficiency and cost reduction measures, as well as on risk management,” the bi-annual ‘Capital Confidence Barometer’ survey said.

Recent Posts

KAIZEN™ for Newbies
Establishing a Standard Work Chart
Problem Solving
 

Popular Posts

SDCA before you do PDCA
16 types of loss in Gemba