Last week, I wrote an article titled “Before Diagnosis Comes Discipline – The Forgotten Commonsense.” It was about something very simple, yet deeply important — that in manufacturing, discipline must come before analysis. Before dashboards, before AI, before digital transformation, there must first be consistency in doing the basics right.
The day before yesterday, while attending a manufacturing conference, I felt encouraged listening to industry leaders speak about the future of Indian manufacturing and the need to increase our manufacturing GDP contribution from the current reduced levels of around 13% toward the aspirational 25%.
What gave me hope was not merely the discussion about advanced technologies or global competitiveness. It was the fact that some leaders openly spoke about the importance of strengthening the basics of manufacturing. I have always strongly believed that India already has immense capability, talent, intelligence, and opportunity. What often weakens us is not the lack of knowledge or technology, but the lack of discipline in consistently practicing the fundamentals.
Simple fundamentals.
- Punctuality.
- 5S.
- Usage of the recommended PPE.
- Daily Jishu Hozen.
- Validation of Input-Process-Output.
- Ensuring thorough full-kitting before every setup.
- Documenting setup approvals and periodic inspections as per the Control Plan.
- Hourly monitoring of output and documenting OEE losses.
- Quick resolution of machine and line stoppages after escalation.
These may sound like ordinary activities. But in reality, these ordinary disciplines are the foundation on which extraordinary manufacturing performance is built.
In many ways, the conference reminded me of the thoughts I had shared in my earlier Republic Day article, “Unleashing Excellence in Indian Manufacturing.” The more one closely observes manufacturing, the more one realises that excellence is rarely created through dramatic breakthroughs alone. More often, it is built through the disciplined repetition of simple things, practiced sincerely every single day by ordinary people.
One thought stayed with me throughout the conference.
There often seems to be a gap between what manufacturing truly needs and what audiences sometimes prefer to hear.
When accomplished leaders from world-class organisations speak about automation, smart factories, digitalisation, AI, and advanced technologies, they are not wrong. In fact, they are speaking from environments where the basics are already deeply embedded into the culture.
In such organisations:
- Punctuality is non-negotiable.
- Escalations are attended immediately.
- Standards are followed daily, not selectively.
- Preventive maintenance is routine.
- Ownership is natural.
- Accountability is visible.
Because these foundations are already stable, they naturally move toward higher levels of technological advancement.
But in many parts of our manufacturing ecosystem, the struggle is still with the basics.
That is why one moment during the conference particularly stayed in my mind. One of the panellists openly pointed out the nearly one-hour delay in the conference itself while speaking about punctuality and manufacturing excellence. It was a very simple observation, but also a very powerful one.
Instead of giving broad theoretical wisdom, he spoke honestly about what his own organisation was doing within its own circle of control. There was humility in that approach. There was ownership. And perhaps most importantly, there was alignment between words and action.
That left a strong impression on me.
Because somewhere along the way, many of us may have unknowingly developed the habit of speaking at one level while practicing at another, slowly diluting the seriousness of manufacturing basics.
We speak passionately about world-class manufacturing, yet tolerate avoidable delays.
We speak about excellence, yet compromise on daily discipline.
We speak about digital transformation, yet even basic process adherence itself remains inconsistent.
Perhaps this disconnect is one of the reasons why, instead of increasing manufacturing contribution to 25% of GDP by 2022 as envisioned in the National Manufacturing Policy of 2011, the share gradually reduced from around 16% in 2011 to nearly 13% in 2025.
With the newly announced National Mission on Manufacturing in 2025 once again aspiring toward 25%, I sincerely hope that this time we strengthen the foundation before aiming for the summit.
Because sustainable excellence cannot grow on top of weak fundamentals.
This thought reminded me of experiences from decades ago.
Back in the 1980s at MICO, where I began my career, monitoring and documenting OEE losses was already treated as a serious daily practice because the objective was clear — machines had to run at around 75% 24×7 utilisation levels continuously, 24 hours a day, seven days a week.
In the 1990s, some Bosch factories, I was associated with, factories were already operating above 85% 24×7 utilisation through quick escalation systems using mobile pagers.
By the 2000s, certain manufacturing lines in Bosch factories in Germany were achieving around 94% 24×7 utilisation levels without major digitalisation or AI.
How was this possible?
Not because of magic.
Not because of motivational speeches.
And certainly not because of technology alone.
It happened because everyone — from operators to support functions to leadership — genuinely believed that keeping the lines running smoothly was essential for survival and competitiveness in a global market.
There was a strong shared belief that:
- Preventing interruptions mattered.
- Reacting quickly to problems mattered.
- Supporting production without delay mattered.
- Every second delayed mattered.
Even with high employee salaries, good work-life balance, shorter working hours, and longer annual vacations, these factories remained globally competitive, even against the manufacturing powerhouse of the world – China, because the seriousness toward basics never weakened.
In contrast, even today, many factories in India continue operating at 24×7 utilisation levels below 60%, with even best ones reaching only around 80%.
In such situations, the biggest opportunity may not lie only in expensive high-end solutions.
The real breakthrough may first come from mastering the basics with honesty and consistency.
Simple things.
- Showing up on time.
- Escalating problems immediately.
- Resolving escalations quickly.
- Closing issues fully.
- Ensuring 100% full-kitting readiness before changeovers.
- Avoiding waiting time for decisions.
- Following standards every day, not only during audits.
- Supporting operators and individual contributors so that work flows smoothly instead of becoming a daily struggle.
These may sound ordinary, but manufacturing excellence is built on exactly such ordinary disciplines practiced extraordinarily well.
At the same time, this is not an argument against digitalisation. Far from it, especially with us being recognised as the world’s software factory.
Digital solutions are extremely important, especially when they create genuine transparency and faster action. In fact, digitalisation can become a powerful enabler for strengthening these fundamentals rather than bypassing them.
Imagine manufacturing systems where everyone can transparently see:
- Priority changes in real time.
- Escalation response times.
- Waiting losses and their causers.
- Readiness for changeovers.
- Delays in decision-making.
- Interruptions affecting operators.
- Root causes behind utilisation losses.
- Defects getting produced.
This is where a massive opportunity exists for Indian manufacturing.
Not merely to digitise reports. But to build systems that honestly support people.
Systems that help operators produce zero-defect output smoothly, confidently, and consistently. Systems where indirect functions work with the same urgency and objectives as production. Systems where transparency encourages responsibility instead of blame. And systems where technology strengthens discipline instead of becoming a substitute for it. Perhaps the real transformation India now needs is not only technological transformation, but behavioural transformation through technology. Something I had shared in my earlier article ‘When Digitalisation Frees the Human Spirit at Work’.
A transformation where we stop assuming the basics and start living them.
Because greatness in manufacturing is rarely hidden inside complicated ideas.
More often, it is hidden inside simple disciplines practiced sincerely every single day, even when nobody is watching, by ordinary normal people.
Happy reading!
Excellent article. Basics are a MUST if excellence is to be achieved. No compromise on a simple concept of punctuality. Very well said Dinakar.
Hello Dinakar: Nicely articulated. Sticking to process adherence is vital. Bosch is an island of excellence. Your efforts with MSME’s will help, I’m sure.