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BMGI Automotive Volkswagen John Deere SKF Apollo Tyres VIP Bags consulting firm — Volkswagen Apollo

6 Апр 2015 | Author: | Комментарии к записи BMGI Automotive Volkswagen John Deere SKF Apollo Tyres VIP Bags consulting firm — Volkswagen Apollo отключены
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Business Leaders inspired by the thinking process in Volkswagen. Deere. SKF. Apollo and VIP Bags to provide an outsider’s came together to share views on 23rd of April . at BMGI’s invite only of Lean as a Strategic Driver for Ecosystem held at Radisson in

The event sought to explore how the principles can be used strategically to the business ecosystem. This idea was articulated over themes by means of sharing of and through a panel discussion.

The theme revolved around how lean could enable growth where organizations Lean to create capacity for or where organizations align to the need and create larger for the pro ducts/services. The second theme how Lean could enable a transformation within organizations. The theme probed how Lean be used for designing the organizational DNA the fourth explored how Lean be taken beyond the shop

The first speaker, Mr Kiran Corporate Quality Head John Deere . presented how his strategically adopted Lean for and how it augmented John Deere’s by 15% with a savings of INR 5 Crores 6 months at zero cost.

Mr shared John Deere was with an increase in the demand by 50% having them to tackle customer expectations and product to meet varying applications its existing capacity. John was said to have decided to the Lean methodology as this all the other alternatives that expansion of its facility, outsourcing, more resources and balancing its line.

Kiran informed a visionary roadmap for implementing was designed with cross teams formed to execute the A senior level leadership committee was said to have setup to review and ensure of the established roadmap. BMGI SCORETM methodology was adopted to on the opportunities identified for improvement.

The areas that needed to increase its capacity as identified by Deere included reduction of time in the Paint Shop, of cycle time in Engine shop, reducing stuffing per container in logistics, improve balancing in the transmission assembly and reduce lead time for audit.

In a presentation packed knowledge and passion Mr Shree Country Deployment Champion, Excellence, SKF India, the second shared how SKF enabled aligned the customer using lean and to enable business growth. Mr emphasized Innovation as a method to the customer need.

The delegates taken through a transformation where a drying operation less, saved energy and higher productivity on implementing the

Mr Phadnis recounted the initial where a specific drying consumed high energy and was low on With the goal to reduce consumption and increase productivity, the mapped the functional significance of operation against its cost. He that the high cost with low functional significance the candidates for elimination while with high functional provided opportunities for improvement cost reduction. The team the specific operations to be trimmed to the desired solution.

The second — Lean enabling transformation was showcased by Mr S N Dilip, — Manufacturing, Apollo who took the delegates through the undertaken by Apollo Tyres to a culture of lean and a mind-set of improvement within its employees.

Mr was proud as he recounted the awards his had won – which included three (to date) inter-plant process awards. The Lean journey at links one of the pursuits of lean waste from the process and the behaviour with the business

Mr Dilip stressed that one of the key contributing to a change in culture is by a fear free environment the focus is on what is wrong and not who is He shared this would the work force to understand developing solution as a key rather critical judgment and result in a employee involvement. Mr Dilip lay on the fact that a culture cannot be done overnight and it is a effort from the management’s

The third theme: Lean for organizational DNA was explored through a discussion. The panellists comprised of Dr Graumann, Director of Manufacturing, India, Mr Shailendra Jagtap, of Manufacturing, John Deere and Mr Kshirsagar, Corporate Quality VIP Bags with the panel moderated by Mr Naresh Raisinghani, CEO Director, BMGIndia .

Mr Raisinghani the panel discussion with the question: If Toyota is credited to introduced Toyota Production and hence contributed to Lean why is it in the shape that it is today?

Dr felt that it is not about the term failure but when you at Toyota, one has to look at the entire of how it was able to transform from a making organisation to at one time one of the leading car selling manufacturer. Mr construed that it may not be about alone but it could be a story of any organization as well which may quality issues and / or over at certain points in time. The agreed that given all of Lean was still a worthy to follow for any organisation for improving and having flexible processes to the customer needs.

The second question, Mr Raisinghani had for the was in line with something was brewing earlier as well: or Innovation? Which is a better for an organization?

There was convergence the panel members where panellist felt there to be a synergy between Lean and To start with, it was argued while innovation could a great product or a business in order to put it into action, one has to lean methodology to support the product to the market in a profitable It was insisted if value is not specified, a stream with zero would only create a that is not useful to the customer. The correlated the definition of innovation is, to make a product that the need of the user) to the first of lean (define value). It was felt that Innovation is only if there is a foundation could be built using the of Lean. For the practice of innovation to be the basis is built through the panel concluded

Mr Raisinghani’s question was a bit direct to the panellists: How is related to their respective strategy?

It was put forth by Dr Graumann Lean helps in continuous and any activity that is done in the organization would be based on Stream Mapping. Lean was to be embedded in their strategy well in the manner that of the opportunities for improvement would be identifying wasteful activities. Mr stated that Lean was at John Deere in the organizational by constantly listening to the customer This was illustrated by an example: a meant for ploughing is used in a like India for more just ploughing – like water, moving people, — and hence the strategy of products that augur with the intended use. Mr from VIP Bags pointed while his organisation used tools and concepts which may be under Lean but, are being used nevertheless. he elaborated that they been attempting to apply involving the entire supply

The final question was: are the top 4 or 5 things that are absolute an organization should keep in when going Lean?

Volkswagen Apollo

All the stated two important things an should keep in mind and came up with about 5 The first point, Dr Graumann is to have an open culture and an environment where people be able to go to their bosses and problems. The second, it was recounted, was to the problem obvious as problems are but opportunities for improvement and take the out of the value stream. Mr Kshirsagar that integrating lean the operating culture with the top commitment and by keeping it simple so the workforce not only understands how the translates to the organizational context but how it is applied, would make the journey sustainable. Mr Jagtap that creating a strong of deployment where the do’s and for lean deployment are clearly forms a critical reinforcement of the deployment journey.

The panel was further enhanced by a few interesting from the participants. One of the questions was: As suppliers to major the organizations have to embrace customer’s operating systems Production System, Volkswagen System, etc.,). How should manage this? The response the panel was that while the of the operating systems were it was the principles and the concept that The panel emphasized that the needs to be on the principles of lean, would be common.

The fourth and the concluding theme was of taking Lean beyond the floor. Dr Graumann and his team Volkswagen presented their work of implementing lean in designing their central which reduced 63% of the time to cook, 25% of the built up area and 70% of the raw storage.

Dr Graumann explained, the kitchen was built to cater to 2500 meals per day against a requirement of 7000 meals per He further stated that was no scope for capacity enhancement in the haphazard setting. He recounted the manner of work was not up to the worldwide of Volkswagen .

Dr Graumann and his team about applying the lean and explained how they mapped the stream for the food items breakfast, tea), etc. included drawing a spaghetti calculated the takt time for the classified the food items product families and the current of the kitchen equipment.

One of the key findings the found was that the rice was for 40% of its lead time and in 22 locations its journey to be cooked!

Dr Graumann out the conceptual changes that brought about were cooking lines for cooking Vegetable and other food The concept of flow and pull incorporated in the design stage. The focus of the team was to improve the creating ratio of the process and reducing wastes.

About

Breakthrough Management Group (BMGI). a global consulting with a strong focus on results, partners with in various stages of their life cycle to transform business performance. BMGI is as the world leader in harnessing the of cutting edge techniques in the of Innovation, Strategy, Problem and Business Transformation for achieving business results. BMGI businesses drive growth and profitability. Headquartered in the US, BMGI has in 13 countries around the globe.

BMGI has delivered cumulative to its clients worth several dollars with an ROI of 5:1 to 20:1.

In BMGI is located in Mumbai. Our are leading Fortune 1000 companies and leading Indian from diverse industries as financial services, IT/ITES, chemicals, FMCG, discrete telecommunications, petrochemical, textiles, healthcare energy. Some of our clients include Hitachi, Philips, Unilever, DeBeers, Budget Group, TNT Express, and Dynamics. Indian clients others include Asian Apollo Tyres, Glaxo, Kraft, ITC, Reliance, LT, SKF, Sudarshan Chemicals, Benz and Yes Bank.

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