Driving Breakthrough Business Results
CII Partners with BMGI for the 5th Annual CII's Lean Six Sigma Summit
Confederation of Indian Industry (CII) along with Breakthrough Management Group International (India) as the Knowledge Partner organized the 5th edition of the Lean Six Sigma Summit in March 2014 at The Taj Mahal Hotel, New Delhi. The theme for the summit this year was “Driving Breakthrough Business Results” to showcase how organizations are achieving business goals and making breakthrough results happen through Lean Six Sigma.
Summit Highlights
Inaugurating the Summit, Mr Prateek Garg, Chairman, CII Western UP Council & Managing Director & CEO Progressive Infotech, talked about the Lean Six Sigma Summit becoming a forum to learn strategies, methodologies and perspectives for increasing competitiveness and creating opportunities that can contribute significantly to businesses.
Mr Naresh Raisinghani, CEO & Executive Director, BMGI shared how organizations can make transformation happen. Sharing his quarter of a century analysis of various companies that underwent change, he talked about three best practices that have enabled businesses to deliver breakthrough results.
CII Partners with BMGI for the 5th Annual CII's Lean Six Sigma Summit
Confederation of Indian Industry (CII) along with Breakthrough Management Group International (India) as the Knowledge Partner organized the 5th edition of the Lean Six Sigma Summit in March 2014 at The Taj Mahal Hotel, New Delhi. The theme for the summit this year was “Driving Breakthrough Business Results” to showcase how organizations are achieving business goals and making breakthrough results happen through Lean Six Sigma.
Summit Highlights
Inaugurating the Summit, Mr Prateek Garg, Chairman, CII Western UP Council & Managing Director & CEO Progressive Infotech, talked about the Lean Six Sigma Summit becoming a forum to learn strategies, methodologies and perspectives for increasing competitiveness and creating opportunities that can contribute significantly to businesses.
Mr Naresh Raisinghani, CEO & Executive Director, BMGI shared how organizations can make transformation happen. Sharing his quarter of a century analysis of various companies that underwent change, he talked about three best practices that have enabled businesses to deliver breakthrough results.
The first one is to take up critical projects that are directly linked to corporate goals and help their achievement. The second best practice pertained to the role of the Leadership Team in the Operational Excellence journey. According to Mr Raisinghani, the Leadership Team has to be at the forefront and actively involved in selecting projects aligned with business, assigning the right people, and finally conducting project and program reviews. His third best practice pertained to “Embedding Transformation into Practitioners and not vice versa”. Although it is critical to have a Team of Improvement Practitioners, what is more critical is to have the larger organization believe and actively participate in the Excellence journey. Only then can a Culture of Excellence be created within the organization.
Mr I V Rao, Director, Maruti Automotive Centre of Excellence (MACE), shared how Lean Six Sigma has emerged as the most successful Operational Excellence methodology globally. He iterated that Lean Six Sigma provides tangible gains in compared to other methodologies that provide visionary roadmaps and concepts, but do not match up in terms of results.
The inaugural address was given by Mr Ajay Shankar, Member Secretary - National Manufacturing Competitiveness Council, Govt of India. He talked about the need for a transformation in manufacturing, which was an imperative and something was well within the country’s grasp. He highlighted the need for Excellence in manufacturing in order to drive inclusive growth.
Mr Jason Gates, Instantis Specialist – Asia Pacific Oracle, Australia, talked about the deployment roadmap and the result-oriented focus of an improvement initiative in an organization. He stressed on the importance of thinking as an outside-in organization, keeping in mind the needs of the customer at all times. He talked about the Continuous Improvement Maturity Model which would help in cascading improvements across the organization.
The last session at the Summit was an interactive thematic discussion amongst the participants. The goal of the session was to have the participants share best practices on specific focus areas. A snapshot of the best practices is provided below:
The last session at the Summit was an interactive thematic discussion amongst the participants. The goal of the session was to have the participants share best practices on specific focus areas. A snapshot of the best practices is provided below:
Theme 1: People Productivity & Efficiency
- Reduce human intervention by low cost automation and technology up gradation
- Simplify the processes / Design processes in a manner that all employees can understand and follow
- Educate employees on how their job links to business objectives
Theme 2: Sigma Designing a Lean Plant
- Establish a pull system
- Establish single piece flow
- Improve process speed by eliminating non-value add activities
Theme 3: Sustaining Lean Six
1. Select projects that are aligned to business objectives and long term mission & vision
2. Work to make Lean Six Sigma as part of the organizational DNA
· mandating it through KPI’s / KRAs
· introducing Reward & Recognition schemes
· provide recognized certification for Improvement Practitioners as an incentive
Invest in employees through training that the Leadership Team is an active part of
1. Select projects that are aligned to business objectives and long term mission & vision
2. Work to make Lean Six Sigma as part of the organizational DNA
· mandating it through KPI’s / KRAs
· introducing Reward & Recognition schemes
· provide recognized certification for Improvement Practitioners as an incentive
Invest in employees through training that the Leadership Team is an active part of
Theme 4: Radical Cost Transformation
- Reduction in large waste in manufacturing through the introduction of a flag (auto-stop) that prevents inducing further waste in the process
- In case of service businesses, work to have the customer carry out specific tasks that would otherwise require company personnel (such as Internet banking / Mobile banking)