On the eve of the 72nd Republic Day I compared the development of some macro indicators like Manufacturing share in GDP, monthly change in Industrial Production and the trade balance between Germany and India. It was very clear again to me that the Indian Manufacturing Industry must YESTERDAY, and not today, onwards perform significantly better for us to set a benchmark on the 75th Republic Day in 3 years from now.
In this blog, a revised version of an earlier one, I have picked some questions from our doHow® APP, for execution excellence by changing mindset and culture, based on my experience working for many years in Germany.
- CTQ/CTP Characteristics identified?, Characteristics assigned to Process steps?, Characteristics linked to tooling?
- The steps for producing the products/services from input to output have been identified and arranged in the sequence of adding value to products/services?, A rhythm is established?, The waste (Muda – Visible Waste, Mura – Unevenness/Instability/Stress and Muri – Overburden/Excessiveness/Strain) is identified in a walk through?, Direct impacts of every step on Due Date, Function, Quality and Cost of the products/services have been captured?, Input/Output (Info|Material|Docs|Skill) for each step have been captured?, Set-up time, Cycle time, % First Time Rate, % Every Time Right and Inventory Between Steps have been captured?, The pacemaker (the step that determines which product/service will be produced when) and the bottlenecks (the steps that have excess inventory) are identified?
- Sufficient orders, parts and components?, Sufficient Tooling/Consumables?, Sufficient operator/standby?, Good Machine Availability (Ø Corrective Breakdowns)?, 100% FTR/ETR?, Quick change-over (SMED) practiced?, Cycle time optimised?
- Incoming quality of 5M1E controlled/documented?, Measuring | Setting | Machining/assembly executed as per instructions?
- The updated list of customer complaints is available? The updated list of internal defects is available?, The updated list of system and process audit non compliances is available?, The potential defects for the respective component/product is derived?
- Credits(Inflow) | Debits(Outflow) | Balance?, Expected credit(Inflow) – Receivables?, Expected debit(Outflow) – payables?, Likelihood(Probability) of inaccurate Receivables/Payables?, Realistic balance forecast?, Target minimum balance?
- I can identify the value added and non value added activities?, I have identified the Rejections(Defects) as a potential area for improving productivity?, Useless material transport, inventory, man movement, waiting times have been identified?, Over production/processing has been identified as an area for improving productivity?, Excessive (beyond capacity) and sporadic (uneven) load also has a huge potential from the efficiency perspective?
- Safety point leader?, Quality point leader?, Kitting and Delivery point leader?, Productivity point leader?, Learning and Celebration point leader?, Attendance point leader?
- Clarity on the impact and benefits of any idea?, Potential barriers to implementation?, Measures to eliminate/minimise barriers identified?, Key players involved in the implementation?, Sense of security and autonomy provided to key players?, Convinced and Committed to implementation?, Failures used for learning and not penalising?
- I understand that it is very common to make comparisons in life and that the way metrics are computed can be different due to different assumptions leading to making comparisons like to unlike unknowingly?
- When a job is completed I report immediately the results and events in the proper order of occurrence to my stakeholders even if I am not asked?, I report bad circumstances (negative information) quickly even before the job is completed so that I can caution my stakeholders in advance and get their hints to succeed?, I take appropriate preventive action for errors and am more careful to avoid bad circumstances and I consider the appropriate time of reporting for seeking the next instructions and to better understand my stakeholders thinking?, I provide INTERIM REPORTS when a situation changes or when a job requires a long period for completion or when a job’s completion date is endangered and I report with objectives and their current forecast?, I report the results and status and I clearly state MY OPINION and provide PROPOSALS whenever I escalate so that my stakeholders get the confidence of me being concerned with the intended outcome?, I can perceive what my stakeholders are seeking and provide very relevant and specific information on time as if I could sense their need intuitively?
- The functions for generating information/decisions from Customer (Need) to Customer (Satisfaction) have been identified and arranged in the sequence of adding value to strategy/decisions?, Direct impacts of every function on Timing, Relevance, Accuracy and Cost of the strategy/decisions have been captured?, Preparation time and Backlog Between Steps have been captured?, The pacemaker (the function that creates the culture in an organisation) and the bottlenecks (the functions that have a huge backlog) are identified?
- We have defined an organisation and reporting structure that is on the one hand lean and on the other empowered enough with clear Roles and Responsibilities to implement our strategy?, We develop and deploy appropriate easily understandable standards for ensuring safety and consistent quality and delivery as well as compliance to the legal norms?, We ensure adherence to standards and routines through daily checklists both for in-house and outsourced activities cascaded across the hierarchy?
- DAILY | WEEKLY | MONTHLY routines derived from strategy?, KEY SUCCESS FACTORS defined to achieve excellence?, Controllable KEY SUCCESS METRICS defined?, All employees trained and competent?, Adherence (KSF) and Results (KSM) regularly monitored?
- Having worked in various countries, I experienced that all the manufacturing companies (Micro, Small, Medium, Large and Large Global) in today’s industrially advanced economies regularly answer these questions thoroughly and convincingly at all the levels of the company involving all their people leading to sustainable, consistent, improving quality cost and delivery performance.
But for a very few Indian Companies either a part for a foreign MNC or having adapted these good practices from the industrially advanced economies, the majority have a huge opportunity to support the badly needed disproportional growth of the manufacturing industry.
doHow® is a gamified web application used as an intervention tool for getting people to think differently and for igniting the fire in their belly to develop Agile Mindset required for achieving Amazing Outcomes through Execution Excellence, centred around the actual issues and challenges faced by a team or a company.
doHow® is best suited for breaking the departmental barriers through discussions on handpicked contextual topics, for achieving the intended amazing outcomes, there by changing mindset and evolving an agile growth mindset. During a doHow® game large groups are broken down in smaller groups of 2, 3 or 4.
doHow® methodology can be applied to any challenge being faced by an organisation by designing a game where carefully handpicked contextual hints (like the ones listed in this blog for manufacturing) based on situation appraisal of the actual issues. These carefully formulated contextual hints trigger focussed discussions and debates in a Socratic way, for participants to evolve an agile growth mindset required for realising their goals through Execution Excellence.
doHow® makes an Impact on the Execution Excellence mindset and culture through alternating individual and team tasks, during which individuals are constantly perceiving, thinking, discussing, deciding, and acting or responding without negating or being judgemental. This gets individual and team buy in by selecting only those actions that lie within the respective circle of influence of each participant.