What is common between Maruti-Suzuki and your workplace?
A car every 12.5 seconds!
That’s what Maruti-Suzuki did in the year 2010!
There are plants around the world who may be making one every 1-second!!
What is important is answering the question, whether the corresponding plant are agile and flexible enough to adjust to the change in the rate of the demand from the market.
Yes companies like Suzuki and Toyota do it.
In their parlance this is called as running the plant by adjusting it to the tact time.
TACT is about ‘Time Allocated (by the customer) to Complete the Task’. During the process of fulfilling the customer demand, produce just-in-time (JIT) i.e. nothing more, nor less than what is desired by the customer. While doing so, their employees look for day-to-day problems as opportunities to improve and uproot the causes thereof to prevent their recurrence elsewhere as well.
In fact, not only Suzuki but many other excellent companies run their business learning from the TOYOTA (Kaizen Management) Way!
You can do it too!
You can create similar benefits specific to your business, customers and in fact for all the stakeholders as done by Suzuki and Toyota!!
The Kaizen way¹ of running an organisation is implemented there in a structured way.
Like in Maruti-Suzuki, Kaizen has improved quality and productivity in many organisations like Mahindra, TATA, etc. Kaizen made their processes leaner and faster to deliver in response to the ever-changing and pressing customer demands. It improved efficiency of (man, machine, material and space) resources, pruned their costs besides achieving near-zero break-down, near-zero defectives and thereby near-zero customer complaint levels. All this is achieved at improved safety levels, reduced pollution and improved employee morale, motivation & involvement.
The journey (be it in manufacturing or service industries, from pin-making to air-lines or from hospitals to hotels) involves three stages.
First, the companies have to benchmark themselves against their past performance.
Then, they have to benchmark themselves against the best practices and companies in the world.
Third, the companies themselves have to become benchmarks worthy of emulation by others.
To achieve such a transformation, what is needed is making a beginning by transforming thoughts that you too can!
Will It Work Here?
IQ-EQ-or-SQ: What-is-more-important
Talent-Is-Latent: Enable It!
Judge If It's Paralysis-By-Analysis
Will It Work Here?
Suggestions On-Sale, None-To-Buy
Does recognition really matter
Who Comes First: Consumer Or Customer ?
Treat Root-causes, Not Symptoms !
ABCD of India Shining
Do You Ask Right Questions?
Am I 'Short-sighted' or 'Long-sighted'?
A car every 12.5 seconds!
That’s what Maruti-Suzuki did in the year 2010!
There are plants around the world who may be making one every 1-second!!
What is important is answering the question, whether the corresponding plant are agile and flexible enough to adjust to the change in the rate of the demand from the market.
Yes companies like Suzuki and Toyota do it.
In their parlance this is called as running the plant by adjusting it to the tact time.
TACT is about ‘Time Allocated (by the customer) to Complete the Task’. During the process of fulfilling the customer demand, produce just-in-time (JIT) i.e. nothing more, nor less than what is desired by the customer. While doing so, their employees look for day-to-day problems as opportunities to improve and uproot the causes thereof to prevent their recurrence elsewhere as well.
In fact, not only Suzuki but many other excellent companies run their business learning from the TOYOTA (Kaizen Management) Way!
You can do it too!
You can create similar benefits specific to your business, customers and in fact for all the stakeholders as done by Suzuki and Toyota!!
The Kaizen way¹ of running an organisation is implemented there in a structured way.
Like in Maruti-Suzuki, Kaizen has improved quality and productivity in many organisations like Mahindra, TATA, etc. Kaizen made their processes leaner and faster to deliver in response to the ever-changing and pressing customer demands. It improved efficiency of (man, machine, material and space) resources, pruned their costs besides achieving near-zero break-down, near-zero defectives and thereby near-zero customer complaint levels. All this is achieved at improved safety levels, reduced pollution and improved employee morale, motivation & involvement.
The journey (be it in manufacturing or service industries, from pin-making to air-lines or from hospitals to hotels) involves three stages.
First, the companies have to benchmark themselves against their past performance.
Then, they have to benchmark themselves against the best practices and companies in the world.
Third, the companies themselves have to become benchmarks worthy of emulation by others.
To achieve such a transformation, what is needed is making a beginning by transforming thoughts that you too can!
Also read a few relevant¹ blog-posts² hereunder: Please do consider leaving a comment or consider sharing this post.
Footnote-¹
Prevention: The Best Cure! ... Is it really so?
Treat Root-causes, Not Symptoms !
You seem Reasonable if you appear Un-reasonable
When Safety Becomes Sorry
How Many Times Do You Wash Hands
Judge If It's Paralysis-By-Analysis
Make checklists your friends
Can-changing-thoughts-change-nation?
In-big-problem-wear-hats-to-solve-it
Ridiculous Poison-culture versus Maverick Kaizen-culture
WOW Work-Culture: By Telling or Selling
Footnote-² ... Other relevant blogposts
Strategise To Achieve Targets Daily
Prevention: The Best Cure! ... Is it really so?
Treat Root-causes, Not Symptoms !
You seem Reasonable if you appear Un-reasonable
When Safety Becomes Sorry
How Many Times Do You Wash Hands
Judge If It's Paralysis-By-Analysis
Make checklists your friends
Can-changing-thoughts-change-nation?
In-big-problem-wear-hats-to-solve-it
Ridiculous Poison-culture versus Maverick Kaizen-culture
WOW Work-Culture: By Telling or Selling
Footnote-² ... Other relevant blogposts
Strategise To Achieve Targets Daily
Old-Problems, New-Reasons !
Ant Knocks Elephant Down Will It Work Here?
IQ-EQ-or-SQ: What-is-more-important
Talent-Is-Latent: Enable It!
Judge If It's Paralysis-By-Analysis
Will It Work Here?
Suggestions On-Sale, None-To-Buy
Does recognition really matter
Who Comes First: Consumer Or Customer ?
Treat Root-causes, Not Symptoms !
ABCD of India Shining
Do You Ask Right Questions?
Am I 'Short-sighted' or 'Long-sighted'?
Who Comes First: Consumer Or Customer ?
