About Us

We help our clients perform better ...

Established in the year 2000, KS Madhavan & Associates was started with a focus to add value to the industry through continuous improvement in systems, work processes and people abilities contributing to the organisational growth.

With an objective of helping our clients maximise performance and sustain it, we work closely with the various elements of an organisation creating a sense of purpose to tap the full potential from within.

We are Management Consultants mainly focussed on Organisational Transformation, Change Management, TEI (Total Employee Involvement), Quality Enhancement, Environment Management and Creativity Development. In case of companies, who are already doing well, we work with them to make them globally competitive and meet the challenges of international competition. We also work with sick companies, which have a lot of problems both internal and external, transforming them and improving their health. We also assist public sector undertakings enabling them to become profitable.

In the technical field, we provide consultancies in TQM (Total Quality Management), Environment Management, TPM, 5-S, Poka - Yoke, Theory of Constraints, Supply Chain Management, CRM (Customer Relation Management), etc working with all levels of the employees in the journey of improvement.

KSMA addresses consultancy issues from all levels of an organisation, that is, from Top Management to the lowest level workmen - including casual labour and contract labour. If an organisation has to implement any initiative successfully whether in the field of quality, general health or profitability of the company, every member of the organisation should be a part of the transformation process.

With this in mind, we use Worker Teachers to teach and bring about attitudinal change among workmen and Union leadership. We use consultants to work with Middle Level Employees and Middle Level Managers, who often are the major bottleneck in any transformation process. Unless there is a total support and readiness to change at the Top Level, from the instructive and directive mode to a supportive and empathetic leadership, no transformation will be meaningful and long lasting.

Our team will work with the Top Management, right from the Managing Director level, to ensure that the right initiatives are taken and the right messages flow through the organisation

Our consultants have a vast experience and use essentially the Japanese Management Techniques in transforming companies. All of them are highly qualified from the best Institutions / Management Schools in India / Abroad and have worked with a large number of Indian Clients.

Vision

Enable organisations to become world-class.

Mission

Impart knowledge and facilitate assimilation of Holistic Techniques based on the best practices of Western, Japanese & Indian Management Wisdom in organisations.

Objectives

  • To transform sick companies into profitable ones
  • To help companies that are not performing wellin specified area to perform better and achieve excellence
  • To enable companies that are performing well to reach higher levels of performance

Our Work

Our work mainly focuses on

  • Turning around sick companies
  • Organisational Transformation
  • Organisational Restructuring
  • Balanced Scorecard & Policy Deployment
  • Key Result Areas
  • Achieving Competitive Excellence through Process Improvements & Business Process Reengineering
  • Excellence through Quality

We provide consultancy services in following areas:

  • Total Quality Management (TQM)
  • Total Productive Maintenance (TPM)
  • Achieving Individual & Workplace Excellence through 5-S
  • Environmental Management Systems
  • Operations Research & Numerical Methods
  • Process Capability Analysis
  • Poka-Yoke (Mistake Proofing)
  • Design Review (DR)
  • Failure Mode & Effect Analysis (FMEA)
  • Theory of Constraints (TOC)
  • Supply Chain Management (SCM)
  • Single Minute Exchange of Dies (SMED)
  • Lean Manufacturing

Approach

The distinctive elements of our approach include:

  • Adopt a Holistic Perspective
  • We address organisational concerns from all perspectives and work comfortably with all levels right from Top Management to the lowest level workmen - including casual labour and contract labour. Keeping in view the complexity of business and ever changing demands, we help our clients take a strategic and holistic view of how changes will affect each part of the organisation as well as relationships with customers, competitors, regulators, investors, and suppliers.

    We instil in the entire organisation a Strategic Thinking & Management (STM) based approach to manage challenges, building a tradition of disciplined thinking.

    Our rigorous problem-solving approach and tools combined with the expertise derived from various levels across the organisation gives client the confidence that the best possible solutions would be derived.

  • Assist in Team Building
  • We associate with our customers as partners in their entire growth process. Our approach ensures that the Top Management is the driving force, the Middle and Operational Teams are the change managers and the entire organisation contributes to the change process. Our team of Consultants actively facilitate, guide and ensure implementation and sustenance of the entire process. By collaborating with our clients at all levels, we build support, ensure momentum, and enable the clients to reach workable solutions that will have sustainable impact.

  • Safeguard Interest & Confidentiality of Clients
  • To safeguard the interest of our clients and maintain confidentiality, as a policy, we do not discuss our clients or the work we do on their behalf,except when they themselves wish / agree to do so.

    • OT
    • BSC
    • KRA
    • Six Sigma
    • Poka Yoke
    • TQM
    • TPM
    • 5S
    • Lean Manufacturing
    • TOC

    Workshops and Seminars

    1. 5S ( Workplace Excellence )
    2. Business Ethics
    3. Balanced Score Card
    4. Creativity
    5. Change Management
    6. Cost Management
    7. Design of Experiments
    8. Design Review
    9. Environment Management
    10. Failure Mode Effect Analysis (FMEA)
    11. Japanese Management Techniques
    12. Key Result Areas (KRAs)
    13. Kaizen / Gemba Kaizen / Continual Improvement
    14. Lean Manufacturing
    15. Leadership
    16. Poka Yoke - Mistake Proofing
    17. Pre - JIT
    18. Six Sigma
    19. Six Thinking Hats
    20. Single Minute Exchange of Dies (SMED)
    21. Total Productivity Maintenance (TPM)
    22. Total Employee Involvement (TEI)
    23. Total Quality Management (TQM)
    24. Team Building
    25. Vedic Philosophy & Principles of Management

    Workshops and Seminars Held by Us

    1. Theory of Knowledge & Creativity as propounded by Sri Ramanujacharya compared with Western Philosopher
    2. Achieving Abdul Kalam's Vision through tapping people's potential
    3. A 3-day Workshop on "Poka-Yoke" at ESCI.
    4. One day Workshop on "Cost Management & Control in Competitive Environment" at Nawa Engineers & Consultants (P) Ltd.,
    5. A 2-day Workshop on "Leadership" at AREVA, Kolkata.
    6. A 2-day Workshop on "Lean Management"at DRL.
    7. A 3-day Workshop on "Poka-Yoke" at ESCI.
    8. A 3-day Workshop on "Lean Manufacturing" at Dr. Reddy's Laboratories Ltd. (DRL), Hyderabad.
    9. A 3-day Workshop on "Key Result Areas" for NHDC Employees at Bhopal.
    10. A 3-day Workshop on "Key Result Areas" for NHDC Employees at Indore.
    11. A 3-day Workshop on "Key Result Areas" for Senior Management of NHPC at Faridabad.
    12. One-Day Workshop on Team Building for Microsoft (R & D) India Ltd.
    13. A 3-day Workshop on "Poka-Yoke" at ESCI.
    14. A 3-Phase Workshop on "Pre-JIT" in association with AOTS and Shingo Institute of Japanese Management at The Manohar, Hyderabad.
    15. Workshop on "5-S" at the Institution of Engineers (India), Hyderabad.
    16. A 3-Day Workshop on "Failure Mode Effect Analysis" in December, 2003 for Bajaj Auto Ltd., Pune for their employees at their Chakan Plant.
    17. Workshop on "Team Building" at Ramoji Film City, Hyderabad.
    18. Poka Yoke workshop conducted For Satyam Computers Ltd. professionals
    19. Workshop on "Change Management" at Baroda for Gujarat Electricity Board.
    20. Workshop on "Leadership" at Ramoji Film City, Hyderabad.
    21. Workshop at the Institution of Engineers (India), on Small Scale Industries in Globalisation Scenario at Hyderabad.
    22. Workshop on "Lessons of Power Sector Reforms in India" to the Senior Executives of Power Grid Corporation at ASCI, Bellavista, Hyderabad.
    23. Workshop for the General Managers of BHEL, Hyderabad, on "Business Ethics and Leadership".
    24. Conducted several lectures on Vedic Philosophy & Principles of Management in Rotary clubs, Management Associations etc.
    25. Workshop on Six Thinking Hats for Management of Vasant Chemicals.
    26. Workshop on TEI for APIC employees.
    27. Workshop on TQM for "Eureka Forbes" Management & Vendors.
    28. A two-day seminar on Six Thinking Hats for VST Management in August 2001 at Hotel Viceroy, Hyderabad.
    29. A two-day Workshop for professionals on "Creativity Unlimited&" at Hyderabad.
    30. TQM seminar for Sr. IAS officers of the Four Southern States at Dr. MCR- HRD Institute during February 2001. This seminar focussed on creating TQM awareness in public servants.
    31. Poka Yoke workshop conducted at Shingo Institute of Japanese Management, which is our sister concern for Sr. Management professionals.

    Our People

    Principal Consultant

    Chief Consultant: Hyderabad

    Associate Consultants

    Full Time Consultants

    • S. Kesevan Juniour Consultant
    • A. Prabhakaran Juniour Consultant
    • M. Muthukumaran Juniour Consultant

    We conduct focused in-house and external Workshops and Seminars on various themes on an ongoing basis:

    Our Clients

    Some of our important clients, for whom we have carried out / still carrying out consultancy assignments are listed below: -

    1. Bharat Fritz Werner Limited ( BFW )
    2. Tribi Systems PVT.LTD
    3. Gujarat Urja Vikas Nigam Ltd. (Gujarat Electricity Board) Baroda
    4. Gujarat State Electricity Corp. Ltd.(GSECL)
    5. Gujarat Energy Transmission Corp. Ltd.(GETCO)
    6. Uttar Gujarat Vij Company Ltd. (UGVCL)
    7. Dakshin Gujarat Vij Company Ltd. (DGVCL)
    8. Madhya Gujarat Vij Company Ltd. (MGVCL)
    9. Paschim Gujarat Vij Company Ltd. (PGVCL)
    10. Dr. Reddy's Laboratories Bulk Actives Unit V.
    11. Nagarjuna Fertilisers and Chemicals, Ltd, Hyderabad & Kakinada.
    12. Mangalore Chemicals & Fertilisers, Ltd, Mangalore.
    13. ITC, Bhadrachalam Paper Boards, Ltd, Bhadrachalam.
    14. Saint-Gobain Vetrotex (India), Ltd, Hyderabad,
    15. Elpro International Limited, Hyderabad.
    16. Rane Engine Valves Ltd, Medchal, Hyderabad
    17. Rane Brake Linings Ltd., Hyderabad
    18. Navabharat Ferro Alloys Ltd., Sugar Plant, Samalkot, AP
    19. Navabharat Ferro Alloys Ltd., Ferro Alloys Divn., Paloncha, AP
    20. Navabharat Ferro Alloys Ltd., Ferro Alloys Divn., Dhenkanal, Orissa.
    21. Praga Tools Ltd., Hyderabad.
    22. Assam State Electricity Board, Guwahati
    23. Nicholas Piramal India Ltd., Zaheerabad, A.P.
    24. Lokesh Machines Ltd., Hyderabad
    25. Aurangabad Auto Engg. Products Ltd., Aurangabad
    26. Chattisgarh state Electricity Board
    27. Indian Immunologicals Ltd.
    28. Asa Bhanu Technical Services Ltd., Hyderabad.
    29. GMM Pfaudler Ltd., Karamsad, Anand Dist., Gujarat
    30. Integrated Cleanroom Technologies Ltd, Hyderabad
    31. Gujarat Energy Development Agency, Vadodara
    32. Bharat Heavy Electricals Limited, Hyderabad
    33. Denison Hydraulics India Ltd., Patancheru
    34. Dr. Reddy's Laboratories Ltd., CTO-Units I, II & III, Hyderabad
    35. Tribi Systems Pvt. Ltd.
    36. NTPC - National Thermal Power Corporation Ltd.
    37. GAIL - Gas Authority of India
    38. Allison Transmission Ltd., Chennai
    39. POWER GRID CORPORATION, BANGALORE

    With most of them we are focussing on removing their weaknesses / sickness and making them competitive through 5S, TPM, TQM, KRA and Six Sigma exercises and generally transforming the organisation.

    Shingo Institute of Japanese Management

    Also, in order to impart holistic management training and education to professionals from various disciplines, Shingo Institute of Japanese Management was established.Shingo Institute provides education and training in Total Quality Management, Total Productive Maintenance, Design of Experiments, 5S, TEI ect.DFS (Design for Sustainability) and awards Post graduate Diploma in Japanese Management as also Certificates in specific areas like Poka Yoke ,SMED,FMEA, DR, SPC etc. in addition to TQM, TPM, DOE, 5S, TEI and DFS.

    For further details, you may please contact us at the address given below.

    Shingo Institute of Japanese Management

    #683, Shri Ranga, 10th Main Road,
    4th Block, KORAMANGALA,
    BANGALORE, India.
    Pin Code: 560095

    Tel. No. 080-41638666, 09008458533
    URL: www.shingo.institute
    E-mail: info@shingo.institute


    AMC Trust - Conquering Fear Of Cancer

    AMC Trust is a non - profit NGO focussed on complementary therapies in cancer management. It is dedicated to improving the quality of life of cancer patients, and wherever possible regression of cancer, using them as adjuvant therapies, combining yoga, homoepathy, ayurveda etc. With mainline allopathic treatments like chemotherapy and radiotherapy. While improving the Quality of life, the cost of cancer treatment also comes down.
    Hundreds of patients have utilized the services of the trust and its panel doctors and benefited.

    AMC Trust


    #683, Shri Ranga, 10th Main Road,
    4th Block, KORAMANGALA,
    BANGALORE, India.
    Pin Code: 560095

    Tel. No. 080-41638666, 09008458533
    URL: www.cancerhope.org
    E-mail: cure@cancerhope.org

    Indian Heritage Academy

    Promoted by Prof. N S Ramaswamy, Founder of IIM Bangalore and active in promotion of Indian Heritage and cultural values, as also environment management.

    Koramangala 6th Block,
    BANGALORE, India.
    Pin Code: 560095

    Tel. No. 080-41638666

    AOTS Alumni Society - AP Chapter

    (Association of Overseas Technical Scholarship, Tokyo, Japan)


    President Mr. Ravindra Kalur & Secretary General / Mr. Kishore Mocherla

    46, Lane-1, Street Number 3,
    West Marredpally,
    Secunderabad
    Pin Code: 500026

    Tel. No. 09949996671


    SyzygyQuest Marketplace Solutions Private Limited

    Indian Heritage Academy


    Koramangala 6th Block,
    BANGALORE, India.
    Pin Code: 560095

    Tel. No. +918971407799
    URL: Click Here to Reach JoL
    E-mail: rahul.maddy@gmail.com

    Happenings

    Recent Ones

    1. Seminar on "Theory of Knowledge & Creativity" - unfolded by Sri Ramanujacharya to be held on his 1000th birthday 1st May 2017.

    2. For the first time in India HIDA associated with the Ministry of External Affairs, Japan sent trainees to many organisations in India. Shingo Institute was one such organisation among the organisations from different parts of India.

    3. We are re-starting our Certification programmes in Japanese Management both in Hyderabad and Bangalore in association with AOTS-AP and IHA.

    4. International Seminar on "Lessons to be Learnt from Japan 03/11 Triple Disaster" conducted in collaboration with AOTS Alumni Society-AP in April 2011.

    5. TQC programmes for NTPC at Ramagundam.

    6. 5S Evaluation programmes for NTPC Southern Region.

    7. QCC guidance to senior employees of GAIL, enabling achievement of tangible results.

    8. Programmes for professionals in Holistic management, the Japanese Way, in association with Heritage Academy.

    For older happenings, please contact Shingo Institute

    5S Pocket Book

    Explaining what 5S can do for you and how you can implement it without hassles


    • ISBN-978-81-906715-0-7
    • Price: INR 150 /-    US $ 4
    • 5S Pocket Books in Regional language - Price: INR 200 /  US $ 10
    • 5S Pocket Book- Soft copy - Price: INR 500 /  US $ 25
    • Book Size: "5.5"; x "4";
    • Available in English, Hindi, Telugu, Kannada, Tamil,
      Marathi& Bengali
    • Pages : 80
    • Author : K.S. Madhavan

    Download Brochure for 5S Books



    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Comprehensive Book

    Covering all aspects of 5S for All Kinds of Organizations


    • ISBN-978-81-906715-1-4
    • Price: INR 600 /-    US $ 15
    • 5S Comprehensive Book- Soft copy - Price: INR 1000 /
      US $ 35
    • Book Size: 10.5"; x 7.5";
    • Pages : 218
    • Author : K.S. Madhavan

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    5S Posters in English





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    5S Posters in Hindi



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    5S Pocket Book on Hindi

    Explaining what 5S can do for you and how you can implement it without hassles


    • ISBN-978-81-906715-0-7
    • Price: INR 200 /-  US $ 5
    • 5S Pocket Book- Soft copy - Price: INR 500 /   US $ 20
    • Book Size: "5.5"; x "4";
    • Available in English, Hindi, Telugu, Kannada, Tamil,
      Marathi& Bengali
    • Pages : 80
    • Author : K.S. Madhavan





    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Pocket Book on Telugu

    Explaining what 5S can do for you and how you can implement it without hassles


    • ISBN-978-81-906715-0-7
    • Price: INR 200 /-  US $ 5
    • 5S Pocket Books in Regional language - Price: INR 200 /   US $ 10
    • 5S Pocket Book- Soft copy - Price: INR 500 /   US $ 25
    • Book Size: "5.5"; x "4";
    • Available in English, Hindi, Telugu, Kannada, Tamil,
      Marathi& Bengali
    • Pages : 80
    • Author : K.S. Madhavan





    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Pocket Book on Tamil


    • ISBN-978-81-906715-0-7
    • Price: INR 200 /-  US $ 5
    • 5S Pocket Book- Soft copy - Price: INR 500 /   US $ 20
    • Book Size: "5.5"; x "4";
    • Available in English, Hindi, Telugu, Kannada, Tamil,
      Marathi& Bengali
    • Pages : 80
    • Author : K.S. Madhavan





    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Pocket Book on Kannada


    • ISBN-978-81-906715-0-7
    • Price: INR 200 /-  US $ 5
    • 5S Pocket Book- Soft copy - Price: INR 500 /   US $ 20
    • Book Size: "5.5"; x "4";
    • Available in English, Hindi, Telugu, Kannada, Tamil,
      Marathi& Bengali
    • Pages : 80
    • Author : K.S. Madhavan





    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Posters in Tamil



    Download Brochure for 5S Posters in Tamil

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Posters in Marathi



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    For details contact + 91 90084 58533

    5S Posters in Kannada



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    5S Posters in Telugu



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    For details contact + 91 90084 58533

    My Tryst with Cancer.

    ISBN-978-81-906715-9-0
    Price: INR 500 /-    US $ 10/-
    Pages : 256
    Author : Amritha Madhavan
  • Author : K.S. Madhavan

  • Short Term Courses

    Offered by SIJM in collaboration with Indian Heritage Academy

    Courses Offered

    • 5S (WORKPLACE EXCELLENCE)
    • TEI (TOTAL EMPLOYEE INVOLVEMENT)

    Candidates can also choose any one or more of the following courses - Subject to enough number of students:

    1. Holistic Management
    2. TQM - Total quality Management
    3. TPM - Total Productive Maintenance
    4. 'Poka Yoke' - Mistake Proofing
    5. Environment Management

    Methodology:


    These courses are designed to provide a comprehensive learning through the use of formal lectures, practical experiences, interactive exercises, case studies, assignments and examinations. Emphasis will be given for experiential learning.

    Education will be provided primarily through distance learning with Interactive class room learning (Contact programmes) for one week and an examination. This enables access to education materials and learning anytime of the day or night. Also students can have faculty interaction and guidance through chats and e-mails.

    Faculty:


    The faculty are mainly from Shingo Institute with support from Heritage Academy

    Who should attend:

    • Management Professionals
    • Supervisory Staff
    • Fresh Management Graduates & Post Graduates
    • Fresh Engineering Graduates & Post Graduates
    • Final Year Students of Management or Engineering

    Duration of the course:

    Three Months (130 Hrs approx) - Commencing June 2012.
    For TQM & TPM - 6 months

    Fees:

    • For TQM & TPM: Rs.40,000
    • For all other courses: 20,000 per Course

    Venue for Interactive Contact Programmes:

    Indian Heritage Academy ,
    Koramangala VI Block,
    Bangalore 560 095

    Timings:

    24hrs./7days a week accessibility through e-learning process. All queries will be responded to within 48 hrs.

    Certification:

    Participants who successfully complete the course will be issued certificate by IHA and SIJM

    Admission Procedure:

    Application form can be downloaded from link given below.
    Duly filled application should reach the following address either by post or by E-mail

    Mr. KS Madhavan,
    Shingo Institute
    09008458533
    E-Mail: ksm@ksmadhavan.in info@shingo.institute
    URL: www.shingo.institute

    For further details call us on
    080 - 41638666 (Indian Heritage Academy)
    or
    09008458533

    Download Brochure for Short Term Courses

    Download
    Application

    OT

    Companies that are not performing well or having serious problems in various aspects tend to get into crisis, due to one of the following reasons:

    • Decision making without thoroughly examining the environment
    • Lack of focus
    • Not harnessing full potential of all the stakeholders.
    • Poor risk management practices
    • Inability to tap the creative potential within the organisation at all levels
    • Absence of strategic planning and management
    • Poor leadership - that is unable to make everyone participate in the organisational process
    • Not properly formulating the Vision, Mission, Objectives and Goals of the company and where they exist, inability to pursue them vigorously.
    • Not being totally customer driven
    • Absence of organisational dynamism
    • Ability to understand every mistake that is committed in the organisation and work to eliminate them.

    To transform an organisation from its present position and make it a winning organisation, one has to address all the above issues and particularly bring Total Employee Involvement to correct the situation.

    Over the last two decades, we have tried several tools particularly the Japanese Management Tools and found that purposeful and focussed implementation of a few scientific management tools will address almost all the issues raised above properly and lead the organisation towards overcoming the barriers to performance.

    The tools we will be applying in the present assignment are intense scientific tools tested by many organisations and employed world over to achieve Total Organisational Transformation. While these tools enhance the ability of the organisation to solve problems, they also simultaneously contribute to changing the organisational culture, besides resulting in a paradigm shift among the Associates. The strength of these tools lies in the fact that, when scientific approach to management is combined with high quality of performance through Total Employee Involvement. The major tools that we will employ are:

    • Balanced Scorecard
    • 5-S
    • Total Productive Maintenance
    • Key Focus Areas, and
    • Six Sigma.

    Back

    Balanced Scorecard & Policy Deployment (Hoshin Kanri)

    • Develop Organizational Balanced Scorecard along the four dimensional perspectives - Finance, Customer, Internal Business Processes, and Innovation - Learning and Growth.
    • Quantify and measure the present level of performance. Derive and set up the targets for
      future performance in each dimension.
    • Inter-link and align individual, departmental/ functional and organisational initiatives.
    • Shift from a uni-dimensional annual financial budget to a four- dimensional one. Finance budget (as in all companies); Customer-related budget, Internal Business Processes related and Learning & Growth focussed budgets.
    • BSC based Annual & Five-Year Plans.

    Policy Deployment is carried out in two Phases:
    Phase I:
    Study the existing systems and policies in line with the Organisational Values, Vision and Mission and study how they enable or disable the budgetary and other targets from being achieved.

    Phase II:
    Implementation of Balanced Scorecard through focused Policy Deployment spanning all departments, sections and levels of the organisation.

    Benefits:

    • Shifting the focus organization-wide from purely financial measurements, reviews and corrections to the other equally important non financial areas.
    • Developing an organisation-wide holistic common understanding of the goals and objectives and the route to be adopted for achieving them.
    • Organisation-wide deployment on a prioritised basis.
    • Accelerating the achievement of desired business objectives.
    • Enhancing managerial capabilities.
    • Improving operational planning.
    • Deriving a mechanism to ensure result-orientation of individuals and measurement
      of their performance.
    • Introduction and reinforcement of relevant management controls.
    • Ensure increase in speed of response and shift from a reactive approach to a proactive one.

    Addressing Key Result Areas Through A 12-Step Scientific Approach :

    Provide Training in:

    • 12 Steps to Key Result Areas implementation.
    • Structured & Guided Brainstorming
    • Design Review (DR).
    • Failure Mode & Effect Analysis (FMEA).
    • 7 QC & 7 Management Tools.

    Facilitate Planning & Implementation:

    • Choose the Key Focus Areas, Coordinators and Members working on each KRA.
    • Derive solutions for the problems identified by each team.
    • Continue with improvements using PDCA Cycle.

    Benefits of KRA Approach:

    • Greater task clarity/ Understanding the problem with greater clarity and working towards arriving at a lasting and permanent solution, without losing focus on immediate and urgent needs.
    • Multiple level solutions - Immediate,Intermediate and Long-term.
    • Development of a Holistic approach through involvement of all concerned
      individuals/ functions.
    • Enhances sense of ownership and responsibility.
    • Promotes Teamwork.
    • Solution is derived based on scientific approach and analysis, using well accepted and
      tested tools/ techniques, which is beneficial to the organisation on a long-term basis.

    Six Sigma

    Six Sigma is defined as a measurement tool, consistent usage of which transforms each level of an organisation to improve the organisation's overall quality and profitability. Breakthrough Strategy works its way up and down the hierarchies of an organisation. Hence, we help our clients to understand and integrate various processes at every level of the organisation to ensure long-term company wide improvements.

    * Business Level - Executives at Business level use Six Sigma
    to improve:

    • Market Share.
    • Increase Profitability.
    • Ensure corporation's long-term viability.

    * Operations Level - Managers at Operations level use Six sigma to:

    • Improve yield.
    • Eliminate hidden factories.
    • Reduce labour and material costs.

    * Process Level - Employees utilise Six Sigma to:

    • Reduce defects and variation.
    • Improve process capability.
    • Align with the business and operational goals.
    • Result in improved profitability and customer satisfaction.

    Poka-Yoke

    It was a Japanese Manufacturing Engineer and Management Expert named Shigeo Shingo who developed the concept that revolutionized the quality profession in Japan. Originally called "fool proofing" and later changed to "mistake proofing". Poka Yoke (pronounced "poh-kah yoh-kay") translates into English as "to avoid (yokeru) inadvertent errors (poka)". The result is a business that consumes less energy, time and resources doing things wrong.The aim is to eliminate the chances of making a mistake. In the worst case, if an error cannot be eliminated totally, ensure that it is detected immediately, before reaching the customer and set right..

    Poka Yoke is one of the main components of Shingo's Zero Quality Control (ZQC) system - the idea being to produce zero defective products. One way this is achieved is through the use of poka yoke; a bunch of small devices that are used to either detect or prevent defects from occurring in the first place. These poka yoke devices are simple ways to help achieve zero defects.

    Manufacturing and service errors result in defects in products, which may remain hidden for a long-time and suddenly surface creating serious failure of the product. Such defects could be minor causing inconvenience to the clients or major and could even be a great safety or environmental hazard. Anyone, from manager to line supervisor to line employee can develop a poka yoke.

    We help our clients in -

    Instituting a system for implementing poka-yoke. The employees would be given intense training in the concepts of poka-yoke and the steps to implement them. We would enable teams to understand the processes, the way mistakes happen and how to prevent them from happening.

    TQM concept implementation by KSMA is an all encompassing quality focussed approach covering all aspect of operation of an organisation. The key to improving quality is to improve processes that define, produce and support products and services. While Total Quality Management has proven to be an effective process for improving organisational functioning, its value can only be assured through a comprehensive and integrated implementation process.

    We cover the following tools and technologies in Total Quality Management:

    • Variation, SPC, Control Charts, Sample Size, 7 QC Tools / 7 Management Tools.
    • Taguchi Methods (DOE-Design of Experiments).
    • Quality Function Deployment.
    • Daily Management.
    • Team Management & Systems Thinking through KRA Approach.
    • Basic Quality Tools.
    • Management and Planning Tools.
    • Theory of Constraints.
    • Deming's PDCA Cycle.
    • Business Excellence Models using Malcolm Balridge, Edwards Deming, European FQM, CII (Confederation of Indian Industry) approaches; and ISO Standards.
    • 5S & Visual Controls.
    • TPM - Total Quality in Physical Assets Management.

    Total Productive Maintenance

    Provide Training In:

    • TPM Awareness Training.
    • Pillars of TPM & Steps to achieve TPM.
    • Implementation Training including Training in Scientific Tools.

    Facilitate Planning and Implementation:

    • Selection of TPM Champion and formation of cross-functional teams.
    • Formulation of Organization-wide TPM Implementation Structure.
    • Selection of Model / Pilot Machines.
    • Formulation of Company-wide TPM Policy and Pledge.
    • Derive a structured Master Plan for the entire Unit.

    Benefits of TPM in terms of:
    Productivity Improvement:

    • OEE( Overall equipment effectiveness)/ OPP (Overall plant effectiveness) = Efficiency x Quality x Availability.
    • Mean Time between Failures (MTBF).
    • Mean Time to Repair (MTTR).

    Quality - Zero Defects.
    Process Capability Improvement (Cp & Cpk)
    Cost - Minimize Life Cycle Cost, Reduce Lead Times, WIP,and Inventory ;and Spare Parts Management.
    Delivery - Timely delivery to the customers - both internal and external.
    Safety - Zero accidents both major and minor including near misses.
    Depreciation - Eliminate or at least minimise depreciation of plant and equipment.
    Morale - Suggestion Schemes, better Knowledge and Skills.
    Enhance relations between various levels of Associates working together.
    Create a Win - Win Situation for all.

    Achieve high level of Performance of Men, Machine, Methods and Materials through TPM

    Achieve Individual & Workplace Excellence through 5-S

    Understanding and implement 5-S at Three Levels:

    • Physical Level,
    • Information Level,
    • System Level.

    Provide Training:

    • 5-S Awareness Training at all levels including Top Management.
    • Training the Trainers who would in turn impart training to their fellow Associates.
      Audit Training to the selected team of Associates who would carry out Self - Audit, External
    • Audit and Steering Committee Audit.
    • Training 5-S Champions who would be able to propagate 5-S across the organisation independently so that all employees carry out 5-S on an on- going basis.

    Facilitate Planning and Implementation:

    • Enable organisation to identify Champions, Co-Champions and Members form
      Zones and Steering Committee who would drive the movement from the front and ensure this exercise become a daily routine.
    • Implementation of 5-S at three major levels - Physical, Systems and Information.

    Benefits of 5S:

    • Creates serene work environment.
    • Ensures safety in workplace.
    • Improves quality of products and services.
    • Eliminates waste.
    • Minimises inventory.
    • Reduces Non value Adding / Low value Adding assets
    • Reduces / eliminates non-value adding activities.
    • Facilitates and reinforces ISO 9000 and ISO 14000 activities.
    • Reduces stress, strain and work pressures.
    • Encourages Total Employee Involvement.
    • Enhances quality of work life.
    • Helps in Kaizen, TPM and TQM Processes.

    Lean Manufacturing

    Present business environment is suffering with:

    • High Production cost.
    • Longer lead times.
    • High inventories

    It has to face the challenges of -

    • Heavy competition.
    • Varied Product range.
    • Varied Customer demands.
    • Short life of product.
    • Frequent change in technologies.

    In this scenario a business has to compete in the market with product that is having

    • Small Lead-time.
    • Fewer Inventories.
    • Small Batch Size.
    • High competency for varied customer demand.

    We offer training in Lean Manufacturing and assist in its implementation. Lean implementation is a continuous improvement process;
    The implementation process goes like this

    • Identifying the core objectives of the organization.
    • Identify what the customer pulls.
    • Identify waste in all layers of the organization
    • Identifying value adding and non-value adding activities.
    • Insisting on activities, which are valued by the customer.
    • Extending lean principles out side the organization.

    Lean implementation Process will go in 3 phases:

    • Analysis
    • Implementation
    • Post-Implementation

    Some of the techniques used in Lean implementation

    • Value Stream Mapping.
    • Supermarket pull system.
    • Finished Goods Supermarket
    • Continuous Flow Production.
    • Small Batch Production.
    • Cellular Manufacturing.
    • Production mix
    • JIT
    • KANBAN
    • 5S
    • TPM
    • Poka-Yoke, Etc

    Benefits of Lean Manufacturing

    • Cut-down Inventory levels
    • Reduced Lead time
    • Waste elimination
    • Improved Qality
    • Elimination of Non value adding activites
    • On time delevery.
    • Reduced Productoin cost
    • Continous Improvement
    • Smal batch size,Etc.

    Theory of Constraints

    The Theory of Constraints (TOC) propounded by Eliahu Goldratt is an overall management philosophy that has its basis in the manufacturing environment. It recognizes that organizations exist to achieve a goal. In TOC, a factor that limits a company's ability to achieve more of its goal is referred to as a constraint, and it is imperative that businesses identify and manage these constraints. TOC concentrates on an organisation's scarce resources in improving the performance of the true constraint, and therefore the bottom line of the organization. Goldratt uses a chain analogy to help illustrate why this is an effective way to get immediate results. A manufacturing company can be thought of as a chain of dependent events that are linked together like a chain. The activities that go on in one "link" are dependent upon the activities that occur in the preceding "link". TOC says that management needs to find the weakest link in the chain since "a chain is only as strong as its weakest link". Thus, a company should focus on "chain strength" by working to strengthen the weakest link - the constraint.

    Process of ongoing Improvement

    To manage constraints, a five-step Process of ongoing improvement is proposed -

    1. Identify - In order to manage a constraint, it is essential to identify it.
    2. Exploit - Focus on how to get more value within the existing limitations, by focussing on the weaknesses within the constraint.
    3. Subordinate - If our goal is to achieve the target, which would be seriously affected by the identified constraint, subordinate all other goals and initiatives to this single goal of overcoming this constraint. Eliminate or reduce queing at the non-constraint resource/s by reducing resources applied there.
    4. Elevate - If, after fully exploiting this process, it still cannot produce enough value to satisfy
      the set goal, find other ways to meet it (like increasing capacity).
    5. Review and go back to Step 1.

    K.S.Madhavan

    Principal Consultant & Chairman of Shingo Institute of Japanese Management.

    Mr. Madhavan is an Electrical Engineer by profession and has extensive strategic business management and project management expertise - from concept to commercialization - and is considered as a TURNAROUND EXPERT, one among few, in India. He has turned around five companies, from impossible positions to continuing profitability, in a career spanning over thirty years. For his contribution to the Industry, Mr. Madhavan was awarded the "Rajiv Gandhi Sadbhavana Award" for his contribution to the Electrical Power Sector in 1995. He was also honoured by the Delhi Telugu Academy with a National Award for his valuable contribution for the year 2000 in the field of Industry for 'Business Solutions'. He has been recognized by the CIGRE, Paris as a "Distinguished Member" of the body. He was nominated as one of the Men of the Millennium by Economic Times as well as Indian Express in Andhra Pradesh in the year 2000. He was nominated as among the Visionaries of Andhra Pradesh in 2000.

    After retiring from Tecumseh Products India Limited, Mr. Madhavan started his own consultancy firm - M/s. K. S. Madhavan & Associates in April 2000 along with a few of his colleagues with extensive experience in internationally reputed organisations like World Bank, Asian Development Bank, Indian Planning Commission, etc. It is a unique Consultancy Organisation with a cross section of consultants starting with Worker Teachers and Union Leaders, who are ready to work with other unions and unionised labour / staff to change their mindset. They also have Senior Consultants, who will be able to empathetically deal with the middle level and senior levels of employees of organisations.

    Mr. Madhavan is an expert in introducing and implementing Japanese Management Systems in companies transforming them into world-class organisations. He has been closely associated with the management systems and styles of over twenty countries and has intensely studied the advanced systems of management, both European and American Systems, as also the Japanese, and believes that India can benefit substantially by practising the Japanese systems effectively.

    He was on many committees of the Confederation of Indian Industry - Chairman, WR HRD Committee, Chairman of Institute Industry Collaboration Committee, Chairman - Industry Indian Institute of Technology (Bombay) Collaboration Committee, etc. and was the Vice Chairman of the AP Council of CII in the year 1999-2000.

    He was on many of the technical committees of the Government of India - EHV Standardisation Committee for the standardisation of the inter-regional electrical power transmission within India, Technical Committees of the Bureau of Indian Standards on MV & HV Switchgear, Instrument Transformers, etc.

    Has wide international experience, which includes project setting up negotiations, technical know-how building for self and his team, setting up of projects in some countries. The countries covered include Switzerland, Germany, Austria, France, UK, Norway, Holland, Italy, USA, Brazil, Japan, Korea, Malaysia, Singapore, Thailand, Norway, Italy, South Africa, Swaziland, UAE, Oman, Qatar and Bangladesh.

    Dr.A.V.Srinivasan

    Areas of Specialisation

    • 1963-65 Ph.D. Dissertation title: Some computational aspects of integer programming
    • 1961-63 M.B.A. Major in Operations Research, Business Statistics and Business Economics
    • 1953-57 M.A. Major in Mathematical Statistics, Madras University, Chennai (Madras), India
    .

    Experience: Executive Development and Research

    • Aug 1991 to Jun 1992: Japan Foundation Research Scholar, Research Institute for Economics & Business Admn, Kobe University, Kobe, Japan.
    • Aug 1982 to May 1991: CC Desai Professor of Management and Senior Faculty, Strategic Management and Computer & MIS areas, Administrative Staff College of India, Hyderabad, India.
    • Jun 1967 to Jun 1978: Senior Faculty & Chairman, Production Systems area, Administrative Staff College of India, Hyderabad, India.

    Experience: Consulting

    • 2003: Nagarjuna Fertilizers & Chemicals Limited - Six Sigma Initiative: Project implementation and Training, 2003.
    • 1997 to 2000:Dr Reddy's Laboratories Limited, Hyderabad - Strategic planning Department of Science & Technology, Government of India
    • 1995-96: Forecasting for the year 2020 for Chemical Process, Life Sciences and Materials Planning industries,
    • 1995-96:Apollo Hospitals Educational & Research Foundation, Hyderabad - Established postgraduate management institute for hospital administrators
    • 1994-95:Educational Consultants India Limited, New Delhi - Implemented Six Sigma strategies and Quality Assurance projects.
    • 1994: Central Leather Research Institute, Madras (Chennai) - Project report to establish the Indian Institute of Management in Indore
    • 1993: Bharat Aluminium Company, New Delhi - Technology assessment & forecasting study for Leather industry in 2010.
    • 1993: Bharat Dynamics Limited, Hyderabad - Formulating long-term corporate strategic plan and scenarios.
    • 1993: Transport Corporation of India, Secunderabad - Established management institute for executive development and skill training.
    • 1992: Hindustan Motors Passenger Car Division, Indore - Company wide total quality management.
    • 1992: HMT, Bangalore - Developed Vendor price forecasting model for supply chain.
    • 1992: Central Warehousing Corporation, New Delhi - Developed Econometric modeling for corporate planning.
    • 1988: Sri Chitra Tirunal Medical Centre, Trivandrum - Reorganization, Scenario Writing and Corporate Planning studies.
    • 1984: American Hospitals Association, Chicago, USA - Assessed computerization and development of data base management system.
    • 1965: Classification of member hospitals based on their management systems.

    Experience: Executive

    • Aug 1996 to date: Adviser Apollo Hospitals Educational & Research Foundation, Hyderabad, India.
    • May 1991 to date: Director Corporate Planner - Indian Network, Hyderabad, India.
    • Dec 1994 to Aug 1996: Principal Apollo Institute of Hospital Administration, Hyderabad, India
    • Aug 1988 to May 1991: Secretary General Association of Management Development Institutions in South Asia, Hyderabad, India.
    • Jul 1978 to Aug 1979: Principal National Textlile Corporation Staff College, Coimbatore, India.
    • Apr 1965 to May 1967: Senior Executive - Operations Research Mahindra Owen Limited, Poona, India.
    • Sep 1957 to Aug 1961: Statistician Institute of Agricultural Research Statistics, New Delhi, India. Experience: Teaching in the Unites States
    • Sep 1985 to Aug 1986: Visiting Associate Professor College of Business & Administration, Drexel University, Philadelphia.
    • Sep 1980 to Aug 1982: Visiting Associate Professor School of Business Administration, University of Wisconsin, Milwaukee.
    • Sep 1979 to Aug 1980: Visiting Associate Professor College of Business Administration, University of Iowa, Iowa City.
    • Sep 1969 to Jul 1971: Assistant Professor College of Business & Public Administration, New York University, New York City.

    Experience: Teaching in India

    • Sep 1976 to Jun 1978: IFCI Chair Professor of Management Faculty of Management Studies, Delhi University, Delhi. Corporate responsibilities
    • Jun 2002 to date: Member, Board of Studies Shingo Institute of Japanese Management, Hyderabad.
    • Jun 1994 to Jun 1995: Member, Managing Committee Hyderabad Management Association, Hyderabad, India.
    • Feb 1989 to May 1991: Member, Board of Governors Centre of Plant Engineering Services, Hyderabad, India.
    • Mar 1988 to May 1991: Permanent Invitee, Executive Board Quality Circle Forum of India, Secunderabad, India.
    • Aug 1986 to Jul 1989: Member, Board of Studies Bharatidasan Institute of Management, Tiruchi, India.
    • Oct 1984 to Oct 1987: Member, Research Advisory Council Regional Research Laboratory, Hyderabad, India.
    • Nov 1984 to Sep 1987: Director, Board of Directors Bharat Heavy Electricals Limited, New Delhi, India.

    Professional society membership

    • Fellow, Indian Institution of Industrial Engineering, India.
    • Member, Hyderabad Management Association.

    Books published

    • Managing a Modern Hospital, (editor), Response Books, Sage Publications India, New Delhi, 2000.
    • Down the Memory Lane, Collection of Personal Critical Incidents,
    • Private Circulation, Unpublished, 1995.
    • Indian Leather - 2010, A Study of Technology, Industry and Trade (joint author), Central Leather Research Institute, Madras, 1994.
    • Triumph in Project Management - A study of Vijaypur Fertilizers Project (joint author) ASCI and National Fertilizers Limited, New Delhi, 1992.
    • Corporate Planner-Indian Network and Indian Management-Current Contents, Quarterly periodicals on Executive Information Dissemination Service, 1991-92.
    • Japanese Management - The Indian Context, Tata McGraw Hill, New Delhi, 1990.
    • Critical Path Analysis - A Systems Approach, Affiliated East West Press, New Delhi, 1976.

    Public lectures

    • CC Desai Chair professorial lecture Performance evaluation of public enterprises and Memorandum of Understanding, Administrative Staff College of India, Hyderabad, 1988.
    • IFCI Chair professorial lecture Lead industry strategy for backward area development, Delhi University, Delhi, 1978. Papers presented at international professional meetings
    • International Quality Control Convention, Mauritius, 1999.
    • Research Institute for Economics and Business Administration, Kobe University, Kobe, Japan, 1991.
    • International Convention on Quality Control Circles, Bangkok, Thailand, 1987.Academy of Management, Chicago, USA, 1986.
    • International Conference of Public Enterprises, Bangalore, India, 1984.
    • International Federation of Training & Development Organizations, Manila, Philippines, 1979.
    • Academy of Management, Orlando, USA, 1977.The Institute of Management Sciences, Washington D.C. USA, 1970.

    Organizing conferences

    • Apollo Institute of Hospital Administration International Conclave on Telemedicine, 2000.
    • Emerging Trends in Health Care, 1999.Association of Management Development Institutions in South Asia First Academic Conference, 1990.

    DARAIUS P. MEHTA

    Mr. Daraius Mehta is a Financial and Strategic Management expert, credited with the turnaround of Mangalore Chemicals & Fertilizers Ltd., the only fertilizer manufacturing company in Karnataka. He is a Fellow of the Institute of Chartered Accountants of India and passed the CA exam in November 1973, ranked 44 in All India Rankings.

    He has is widely experienced in both the Operational & Strategic Management fields - managing organisations that were passing through very difficult conditions, and also those that needed new strategic direction. The organisations he has been with during his career spanning 35 years are listed below along with his significant contributions.

    He was the Managing Director of Mangalore Chemicals & Fertilizers Ltd. for nine out of the fifteen years he was with the company. During this period, he led the process of its transformation from an extremely sick BIFR company to a healthy and profitable company. In the financial year 2004-05, prior to his leaving, the company achieved a turnover of Rs. 879 crores. Plans for growth were under implementation through a Rs. 600 Crore diversification project on which work had commenced.

    At the time of management takeover by the UB Group in September 1990, the Company was financially "sick", with a large negative net worth. The turnaround commenced in the very first year of his taking charge as Managing Director, i.e. 1996-97, with steady growth in turnover and as well as profits. By 31.3.2000, the net worth turned positive.. Amongst old Naphtha based plants, GOI has recognized this as the most efficient unit. During this time, growth had been planned through a Rs. 600 Crore diversification project on which work had commenced.

    He was also a Director on the Board of The Fertilizer Association of India (FAI) for nine years.

    In recognition of the vast improvement in its performance, the Company was given the award for "Overall Improvement of a Company" by The Fertilizer Association of India for three consecutive years, 1996-97, 1997-98 and 1998-99. IIM Ahmedabad wrote a case study on the turnaround at MCF which was published in the Asian Case Research Journal in 2003.

    He is invited to speak at many conferences and other industry forums, including labour conferences. At IIM Ahmedabad, he was asked to give the introductory speech to the Management Development Class to which the MCF case was first presented for discussion. He was also invited to speak at the Ahmedabad Management Association.

    Alghanim International Corp., Kuwait Vice President (Systems & Controls) 1982-85
    A.F. Ferguson & Co. (Management Consultancy Division) Senior Consultant 1976-82
    Ceat Tyres of India Ltd Assistant Accountant 1974-76
    Hindustan Lever Ltd Industrial Trainee 1973-74
    A. F. Ferguson & Co Articled Clerk 1970-73

    He joined the UB Group as General Manager (Accounts and MIS) in January 1989 and was promoted to Vice President in April 1990, Sr. Vice President in April 1992 and Executive Vice President & Deputy Managing Director, MCF in October 1994. In October 1996, he was inducted as Managing Director of MCF.

    He was simultaneously elevated as President - Fertiliser Division of the UB Group. Shortly thereafter, he was inducted on to its Supervisory Board and subsequently to the Group Executive Committee.

    Prior to joining the UB Group, he was the Financial Controller at Astra-IDL Ltd. and was a permanent invitee at Board of Directors meetings. In the absence of a Chief Executive for a whole year, he supervised the entire operations and reviewed the company's performance at Board meetings. In addition to Finance, he also headed the Export, Secretarial and Legal functions.

    His other previous engagements were:

    After leaving the UB Group, he has been advising companies on various operational aspects. He also assumed the role of the CEO of Bharat Serums and Vaccines Ltd., Mumbai for nearly six months.

    Mr. D.P. Mehta is married and has two sons. In the extra-curricular field, he has achieved excellence in swimming at school, college and at the national level.

    R Srinivasan

    Areas of Specialisation

    • Project Set-up & Management in Fertilizer, Chemical and Pharmaceutical Industries.
    • General Management expert related to Process Industries
    • Total Productive Maintenance

    He has a Masters in Chemical Engineering from the Indian Institute of Science, Bangalore with over 33 years of experience in Project Management and Process Development in Pharmaceutical and Fertilizer Industry. He has worked with various Companies like, J.K. Pharma Chem, SPIC, Tata Projects, Hindustan Antibiotics, GSFC and Tata Chemicals Ltd.

    He has designed, installed and ran the first Pharmaceutical Unit in India to make enzyme for Pharma industry for commercial application, in-house indigenous Fermentation technology; the first 6APA plant in India based on totally indigenous in-house technology and the first and only Ampicillin Anhydrous Plant in India. He has also worked in Business Development for a U.S company, Jacobs Engineering group in India, for their Pharmaceutical and Food Processing business.

    He has provided Consultancy to one of the front running drug Company for their Fermentation based Bulk drug Project based on the Process being developed in their Pilot Plant. Appraised and gave recommendations for IDPL, Rishikesh and Hyderabad units for revamping. He has visited quite a few companies in Europe for sourcing of Technology.

    HEIJUNKA

    Heijunka: The Art of Leveling Production

    Heijunka (pronounced hei-jun-ka) is a Japanese word that means "levelling." When implemented correctly in all kinds of production organisations, heijunka elegantly – and without haste – helps organizations meet demand in time while reducing waste of time, manpower, material resources and money in production and interpersonal processes.

    According to many Lean experts, heijunka is better achieved as a part of implementation of Lean management, when taken up after the value streams have been identified, consolidated and refined, and when the Lean Philosophy is already well accepted and deeply embedded into process and materials cycles.

    heijunka process

    Core Concepts of Heijunka Implementation -
  • Flexibility: Ability to change from one product to another based on needs and urgency. Also ability to change quantities and specifications.
  • Stability: The production process should not encounter hurdles in production.
  • Predictability: The output and item itself shall be exactly predictable to the customers so it meets their needs in time.
  • Important points considered in Heijunka are:-
  • Takt Time: The time taken to finish a product meeting customer demand in terms of quantity and time of delivery. It can be thought of as the customer buying rate. Entire heijunka implementation exercise focusses on this.
  • Volume Levelling: Manufacture at levels meeting variance in demand with a buffer inventory based on variability in demand, input supply variations, stability of production process and shipping time.
  • Type Leveling: Essentially, make every product every time it is in demand and reserve capacity for flexibility of changeover, with use of a heijunka chart to visualize the production flow and schedule. Heijunka Chart is a working diagram indicating details of types to be produced, process of levelling and production schedule.
  • Consistent Working avoiding haste: Taiichi Ohno, founder of the Toyota Production System, says it best: "The slower but consistent tortoise causes less waste and is much more desirable than the speedy hare that races ahead and then stops occasionally to doze. The Toyota Production System can be realized only when all the workers become tortoises."
  • Changeover Time: Efficiency of changeover is the fulcrum of heijunka; narrowing changeover times helps tighten the value stream between supply and demand.
  • Buffer Inventory: Having some product ready to ship whenever there is a demand keeping the production cycle balanced is essential to smoothing production and leveling demand at consistent rates and quality so that resource waste is minimized on the line.
  • A rigorous problem-solving approach using tools combined with the expertise derived from various levels across the organisation gives client the confidence that the best possible solutions would be derived.

    We associate with our customers as partners in their entire growth process. Our approach ensures that the Top Management is the driving force, the Middle and Operational Teams are the change managers and the entire organization contributes to the change process. Our team of Consultants actively facilitates, guides and ensures implementation and sustenance of the entire process. By collaborating with our clients and working closely at all levels, we build support, ensure momentum, and enable the clients to reach workable solutions that will have sustainable impact.

    Our consultants have a vast experience and use essentially the Japanese Management Techniques in transforming companies. All of them are highly qualified from the best Institutions / Management Schools in India / Abroad and have worked with a large number of Indian Clients.

    HOSHIN KANRI

    Hoshin Kanri (also referred to as Policy Deployment) is a method for ensuring that the strategic goals of a company drive progress and action at every level within that company. This eliminates the waste that comes from inconsistent direction and poor communication.

    Hoshin Kanri strives to get every employee pulling in the same direction at the same time. It achieves this by aligning the goals of the company (Strategy) with the plans of middle management (Initiatives) and the work performed by all employees (Operations).

    Hoshin Kanri is not as well-known or “popular” as some of the other lean tools – but it is an extremely valuable tool. Although it fits most naturally within a well-developed lean culture, where continuous improvement is firmly ingrained at all levels of a company, virtually any organization can benefit from its core principles:

  • Visionary Strategic Planning (focusing on the things that really matter)
  • Catch Ball (building workable plans through consensus)
  • Measuring Progress (carefully selecting KPIs that will drive the desired behavior)
  • Closing The Loop (using regular follow-up to keep progress on track)
  • Flattening of Management Structure to involve all in strategic issues. It should be pretty obvious that a flattened management structure is beneficial to Hoshin Kanri. The fewer levels there are, the easier it is to cascade goals down and the fewer opportunities there are for strategy to be diminished through successive layers of translation. Fewer layers also means faster decision making.

    Some very large organizations have flat management structures. One of the best known is Nucor Steel, which has approximately 12,000 employees and only four layers of management between the CEO and line-level employees. In fact, a common joke is you can go from Janitor to CEO at Nucor with only five promotions. In contrast, a typical Fortune 500 company has 8 to 10 layers of management.

    Our rigorous problem-solving approach and tools combined with the expertise derived from various levels across the organisation gives client the confidence that the best possible solutions would be derived.

    We associate with our customers as partners in their entire growth process. Our approach ensures that the Top Management is the driving force, the Middle and Operational Teams are the change managers and the entire organization contributes to the change process. Our team of Consultants actively facilitates, guide and ensure implementation and sustenance of the entire process. By collaborating with our clients at all levels, we build support, ensure momentum, and enable the clients to reach workable solutions that will have sustainable impact.

    Our consultants have a vast experience and use essentially the Japanese Management Techniques in transforming companies. All of them are highly qualified from the best Institutions / Management Schools in India / Abroad and have worked with a large number of Indian Clients.

    KAMISHIBAI

    Kamishibai was originally a Japanese social practice of story-telling using visual cards / boards. This originated in Japanese Buddhist temples in the 12thcentury, where monks used emaki-mono (picture scrolls) to convey stories with moral lessons to a mostly illiterate audience.

    Now it is being used as a management tool for enabling easy checks to ensure that there were no misses or failures, and to enable audits within a manufacturing process. As part of the Toyota Production System (TPS), Kamishibai boards were introduced for better visual control and for performing audits within a manufacturing process. A series of cards are placed on a board and selected at random or according to schedule by supervisors and managers of the area. This ensures safety and cleanliness of the workplace is maintained and that quality checks are being practised.

    Kamishibai

    Most of the organizations begin their Lean Management journey and often struggle with sustenance part. The biggest challenge for organizations is how to sustain the improvements that they have begun to see. There are various improvement tools like 5S, TPM, TQM, Kaizen, Lean Processes, Poka Yoke/ Six Sigma etc. that can easily improve the business both short term and long term. But the bigger challenge comes during setting up processes for long term usage. Most of the organizations set up 'audits' of a new process or system and believe that this will ensure sustainability. It can definitely help provided it is done on regular basis, systematically and correctly. Processes are set up; standardized work / job instruction sheets/ cards are created to show how the process is to be done. Supervisors then train the worker on new process using the job instruction sheets and then an audit system is put in place to make sure that the workers or operators are doing or following the process correctly. Many processes are being set up within this format using lean tools. However, at some point the organization will realize that something is missing. That is when the need to review Functional and Individual Accountability comes into picture. We should also address the issues related to who is auditing and who is checking the supervisors, managers to make sure that they are doing their part as per the process. As part of such initiatives, the organisation should involve all levels of employees, external experts and even clients in the audit process.

    Some of the reasons to implement Kamishibai cards are – 1. Standardize work, 2. Introduce Accountability with Responsibility into the system and 3. Establish much needed positive dialogue between members of management and the operators that actually do the work. And all this greatly helps to sustain Lean Implementation

    Kamishibai is incredibly simple to use, and also delivers some amazing results. It can be used to great effect to create habits & drive behaviour. They are low cost & quick to implement.

    Our rigorous problem-solving approach and tools combined with the expertise derived from various levels across the organisation gives client the confidence that the best possible solutions would be derived.

    We associate with our customers as partners in their entire growth process. Our approach ensures that the Top Management is the driving force, the Middle and Operational Teams are the change managers and the entire organization contributes to the change process. Our team of Consultants actively facilitates, guide and ensure implementation and sustenance of the entire process. By collaborating with our clients at all levels, we build support, ensure momentum, and enable the clients to reach workable solutions that will have sustainable impact.

    Our consultants have a vast experience and use essentially the Japanese Management Techniques in transforming companies. All of them are highly qualified from the best Institutions / Management Schools in India / Abroad and have worked with a large number of Indian Clients.

    Environmental Management System (EMS)

    An Environmental Management System (EMS) is a set of processes and practices that enable an organization to reduce its environmental impacts and increase its operating efficiency. Our organization provides information and resources related to EMS for small businesses and private industry, as well as local, state and federal agencies. The EMS continues with its progress in developing and maintaining an environmental management system at each of its offices, labs, and other facility operations, focusing on the reduction of the agency's environmental footprint.

    What is an EMS?

    An Environmental Management System (EMS) is a framework that helps an organization achieves its environmental goals through consistent review, evaluation, and improvement of its environmental performance. The assumption is that this consistent review and evaluation will identify opportunities for improving and implementing the environmental performance of the organization. The EMS itself does not dictate a level of environmental performance that must be achieved; each organization's EMS is tailored to its own individual objectives and targets.

    Basic EMS

    An EMS helps an organization address its regulatory demands in a systematic and cost-effective manner. This proactive approach can help reduce the risk of non-compliance and improve health and safety practices for employees and the public. An EMS can also help address non-regulated issues, such as energy conservation, and can promote stronger operational control and employee stewardship. Basic Elements of an EMS include the following:

  • Reviewing the organization's environmental goals;
  • Analyzing its environmental impacts and legal requirements;
  • Setting environmental objectives and targets to reduce environmental impacts and comply with legal requirements;
  • Establishing programs to meet these objectives and targets;
  • Monitoring and measuring progress in achieving the objectives;
  • Ensuring employees' environmental awareness and competence;
  • Reviewing progress of the EMS and making improvements.
  • Costs and Benefits of an EMS Internal
  • Staff/manager time (represents the bulk of EMS resources expended by most organizations)
  • Other employee time
  • External
  • Potential consulting assistance
  • Outside training of personnel
  • Potential Benefits
  • Improved environmental performance
  • Enhanced compliance
  • Pollution prevention
  • Resource conservation
  • New customers/markets
  • Increased efficiency/reduced costs
  • Enhanced employee morale
  • Enhanced image with public, regulators, lenders, investors
  • Employee awareness of environmental issues and responsibilities
  • Our rigorous problem-solving approach and tools combined with the expertise derived from various levels across the organisation gives client the confidence that the best possible solutions would be derived.
  • We associate with our customers as partners in their entire growth process. Our approach ensures that the Top Management is the driving force, the Middle and Operational Teams are the change managers and the entire organization contributes to the change process. Our team of Consultants actively facilitates, guide and ensure implementation and sustenance of the entire process. By collaborating with our clients at all levels, we build support, ensure momentum, and enable the clients to reach workable solutions that will have sustainable impact.

    Our consultants have a vast experience and use essentially the Japanese Management Techniques in transforming companies. All of them are highly qualified from the best Institutions / Management Schools in India / Abroad and have worked with a large number of Indian Clients.

    CREATIVITY DEVELOPMENT - SIX THINKING HATS - PO

    Used with well-defined and explicit Return on Investment success in corporations worldwide, Six Thinking Hats is a simple, effective parallel thinking process that helps people be more productive, focused, and mindfully involved. A powerful tool set, which once learned can be applied immediately! You and your team members can learn how to separate thinking into six clear functions and roles. Each thinking role is identified with a colored symbolic "thinking hat." By mentally wearing and switching "hats," you can easily focus or redirect thoughts, the conversation, or the meeting.
    Types of Hats Description
    White Hat The White Hat calls for information known or needed. "The facts, just the facts."
    Yellow Hat The Yellow Hat symbolizes brightness and optimism.
    Under this hat you explore the positives and probe for value and benefit.
    Black Hat The Black Hat is judgment - the devil's advocate or why something may not work.
    Spot the difficulties and dangers; where things might go wrong.
    Probably the most powerful and useful of the Hats but a problem if overused.
    Red Hat The Red Hat signifies feelings, hunches and intuition.
    When using this hat you can express emotions and feelings and
    share fears, likes, dislikes, loves, and hates.
    Green Hat The Green Hat focuses on creativity; the possibilities, alternatives, and new ideas.
    It's an opportunity to express new concepts and new perceptions.
    Blue Hats The Blue Hat is used to manage the thinking process.
    It's the control mechanism that ensures the Six Thinking Hats guidelines are observed.


    Using Six Thinking Hats, you and your team will learn how to use a disciplined process which will...

    • Maximize productive collaboration and minimize counterproductive interaction/behavior
    • Consider issues, problems, decisions, and opportunities systematically
    • Use Parallel Thinking as a group or team to generate more, better ideas and solutions
    • Make meetings much shorter and more productive
    • Reduce conflict among team members or meeting participants
    • Stimulate innovation by generating more and better ideas quickly
    • Create dynamic, results oriented meetings that make people want to participate
    • Go beyond the obvious to discover effective alternate solutions
    • Spot opportunities where others see only problems
    • Think clearly and objectively
    • View problems from new and unusual angles
    • Make thorough evaluations
    • See all sides of a situation
    • Achieve significant and meaningful results in a less time
    Significant Applications for the Parallel Thinking Process of Six Thinking Hats
    • Leadership Development
    • Team Productivity, Alignment and Communication
    • Creative and innovative thinking
    • Meeting leadership and decision making
    • Product and Process Improvement, and Project Management
    • Critical, Analytical Thinking and Problem-Solving
    • Organizational Change/Performance
    • Wherever High Performance Thinking and Action is needed

    Our rigorous problem-solving approach and tools combined with the expertise derived from various levels across the organisation gives client the confidence that the best possible solutions would be derived.

    We associate with our customers as partners in their entire growth process. Our approach ensures that the Top Management is the driving force, the Middle and Operational Teams are the change managers and the entire organization contributes to the change process. Our team of Consultants actively facilitates, guide and ensure implementation and sustenance of the entire process. By collaborating with our clients at all levels, we build support, ensure momentum, and enable the clients to reach workable solutions that will have sustainable impact.

    Our consultants have a vast experience and use essentially the Japanese Management Techniques in transforming companies. All of them are highly qualified from the best Institutions / Management Schools in India / Abroad and have worked with a large number of Indian Clients.

    What is FMEA

    Failure Mode and Effects Analysis (FMEA) is a structured approach to discovering potential failures that may exist within the design of a product or process.

    Failure modes are the ways in which a process can fail. Effects are the ways that these failures can lead to waste, defects or harmful outcomes for the customer. Failure Mode and Effects Analysis is designed to identify, prioritize and limit these failure modes.

    FMEA is not a substitute for good engineering. Rather, it enhances good engineering by applying the knowledge and experience of a Cross Functional Team (CFT) to review the design progress of a product or process by assessing its risk of failure.

    There are two broad categories of FMEA, Design FMEA (DFMEA) and Process FMEA (PFMEA).

    Design FMEA

    Design FMEA (DFMEA) explores the possibility of product malfunctions, reduced product life, and safety and regulatory concerns derived from:
    • Material Properties
    • Geometry
    • Tolerances
    • Interfaces with other components and/or systems
    • Engineering Noise: environments, user profile, degradation, systems interactions

    Process FMEA

    Process FMEA (PFMEA) discovers failure that impacts product quality, reduced reliability of the process, customer dissatisfaction, and safety or environmental hazards derived from:

    • Human Factors
    • Methods followed while processing
    • Materials used
    • Machines utilized
    • Measurement systems impact on acceptance
    • Environment Factors on process performance
    Why Perform FMEA

    Historically, the sooner a failure is discovered, the less it will cost. If a failure is discovered late in product development or launch, the impact is exponentially more devastating.

    FMEA is one of many tools used to discover failure at its earliest possible point in product or process design. Discovering a failure early in Product Development (PD) using FMEA provides the benefits of:

    • Multiple choices for Mitigating the Risk
    • Higher capability of Verification and Validation of changes
    • Collaboration between design of the product and process
    • Improved Design for Manufacturing and Assembly (DFM/A)
    • Lower cost solutions
    • Legacy, Tribal Knowledge, and Standard Work utilization

    Ultimately, this methodology is effective at identifying and correcting process failures early on so that you can avoid the nasty consequences of poor performance.

    Late Failure Mode Discovery Early Failure Mode Discovery When to Perform FMEA

    There are several times at which it makes sense to perform a Failure Mode and Effects Analysis:

    When you are designing a new product, process or service • When you are planning on performing an existing process in a different way • When you have a quality improvement goal for a specific process • When you need to understand and improve the failures of a process In addition, it is advisable to perform an FMEA occasionally throughout the lifetime of a process. Quality and reliability must be consistently examined and improved for optimal results. How to Perform FMEA FMEA is performed in seven steps, with key activities at each step. The steps are separated to assure that only the appropriate team members for each step are required to be present. The FMEA approach used by Quality-One has been developed to avoid typical pitfalls which make the analysis slow and ineffective. The Quality-One Three Path Model allows for prioritization of activity and efficient use of team time. There are Seven Steps to Developing an FMEA: 1. FMEA Pre-Work and Assemble the FMEA Team 2. Path 1 Development (Requirements through Severity Ranking) 3. Path 2 Development (Potential Causes and Prevention Controls through Occurrence Ranking) 4. Path 3 Development (Testing and Detection Controls through Detection Ranking) 5. Action Priority & Assignment 6. Actions Taken / Design Review 7. Re-ranking RPN & Closure The Steps for conducting FMEA are as follows: 1. FMEA Pre-Work and Assembly of the FMEA Team Pre-work involves the collection and creation of key documents. FMEA works smoothly through the development phases when an investigation of past failures and preparatory documents is performed from its onset. Preparatory documents may include: • Failure Mode Avoidance (FMA) Past Failure • Boundary/Block Diagram (For the DFMEA) • Parameter Diagram (For the DFMEA) • Process Flow Diagram (For the PFMEA) • Characteristics Matrix (For the PFMEA) A pre-work Checklist is recommended for an efficient FMEA event. Checklist items may include: • Requirements to be included • Design and / or Process Assumptions • Preliminary Bill of Material / Components • Known causes from surrogate products • Potential causes from interfaces • Potential causes from design choices • Potential causes from noises and environments • Family or Baseline FMEA (Historical FMEA) • Past Test and Control Methods used on similar products

    Our consultants have a vast experience and use essentially the Japanese Management Techniques in transforming companies. All of them are highly qualified from the best Institutions / Management Schools in India / Abroad and have worked with a large number of Indian Clients.

    KSMA Contact



    K S MADHAVAN & ASSOCIATES

    Indian Heritage Academy Campus

    No. 4, 1st Floor, 20th Main, 6th Block,
    KORAMANGALA,
    BANGALORE 560 095

    TEL: 080-4163 8666, 9008458533
    Email: ksm@ksmadhavan.in
    Email: info@shingo.institute


    Registered Office

    "Vishnu Priya Residency" Plot no.28,
    Women's Co-op Hsg.Society
    Road No.2, Jubilee Hills,
    Hyderabad 500 045.

    Email: ksm@ksmadhavan.in

    TPM

    Explaining all productive assets management through continual and comprehensive maintenance system that ensures that the assets never stop production due to breakdowns or other failure.


    • ISBN-978-81-906715-5-2
    • Price: INR 600 /-   US $ 15
    • Book Size: 10.5"; x 7.5";
    • Language in English
    • Pages : 184
    • Author : K.S. Madhavan





    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    TEI

    Explains the power enormous value of how involvement of each employee ensuring that the goals and target are meet using their intellectual capabilities along with that the management. Thus the decision making process becomes highly effective team process with involvement of all concerned.


    • ISBN.-978-81-906715-6-9
    • Price: INR 600 /-    US $ 15
    • Book Size: 10.5"; x 7.5";
    • Pages : 400
    • Author : K.S. Madhavan





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    For details contact + 91 90084 58533

    KRA / KPI

    Explaining the identify goals that are needed to be achieved to enhance Value Addition substantially through their successful implementation. This books explains step by step approach to implement KPI.


    • ISBN-978-81-906715-0-7
    • Price: INR 350 /-   US $ 8.5
    • Book Size: "5.5"; x "4";
    • Pages : 80
    • Author : K.S. Madhavan





    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533