Patel - Lean transformation: cultural enablers and enterprise alignment

LEAN

TRANSFORMATION

Cultural Enablers and Enterprise Alignment

LEAN

TRANSFORMATION

Cultural Enablers and Enterprise Alignment

Suresh Patel

CRC Press

Taylor & Francis Group

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Boca Raton, FL 33487-2742

2016 by Taylor & Francis Group, LLC

CRC Press is an imprint of Taylor & Francis Group, an Informa business

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Printed on acid-free paper

Version Date: 20160419

International Standard Book Number-13: 978-1-4987-4336-5 (Hardback)

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Library of Congress Cataloging-in-Publication Data

Names: Patel, Suresh (Quality management consultant), author.

Title: Lean transformation : cultural enablers and enterprise alignment / Suresh Patel.

Description: 1 Edition. | Boca Raton : CRC Press, 2016. | Includes bibliographical references and index.

Identifiers: LCCN 2015048105 | ISBN 9781498743365

Subjects: LCSH: Organizational effectiveness. | Product management. | Quality control. | Corporate culture.

Classification: LCC HD58.9 .P3825 2016 | DDC 658.4/013--dc23

LC record available at https://lccn.loc.gov/2015048105

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I want to dedicate this book to Mr. K. K. Nair, executive director, Ahmedabad Management Association, who encouraged me to write it after receiving excellent feedback from the delegates at the first-ever Lean Six Sigma three-day course at the AMA in June, 2011.

I also dedicate this book to my dear wife, Pushpa, who had to bear many disruptions and inconveniences without my help, and without her full cooperation, this book would not have materialized.

Contents

1. If you believe in a product, do not give it up halfway through. Be on it. And you will succeed one day and the results will be good.

2. Have patience during difficult times. Do not lose your balance, and try to carry the team with you.

3. If it is a new business, plan for 50% more to standby so that you do not have to close the business or run away.

4. There is a lot of scope in manufacturing. The worlds emerging economies can become strong in the long run only through the manufacturing base, not the service base. A service base is only temporary. This will not create long-term employment.

Suresh met me a month ago and requested that I write a foreword for his sister books: The Global Quality Management System: Improvement through Systems Thinking; Lean Transformation: Cultural Enablers and Enterprise Alignment; The Tactical Guide to Six Sigma Implementation; and Business Excellence: Exceeding Your Customers Expectations Each Time, All the Time.

When I met Suresh and came to know about his operational excellence experience of more than two decades with multinational corporations such as Eaton Corporation and Fiat Global, a bell rang inside me, and I made up my mind not only to pen the foreword but also to leverage his Spanish language command to boost the performance of one of my South American Chilean units engaged in manufacturing wear-resistant products and material handling for the mining industry.

I knew Suresh well when I invited him to our Kolkata headquarters to spend one week at the Tega home office and the main plant at Joka. It was evident from the feedback report I received from my plant management team that these sister books will clear the cob webs and prepare any organization for the journey of continuous quality improvement.

These sister books are unique and comprehensive how-to-understand and implement a global quality management system, Lean system, Six Sigma methodology, and business excellence strategy to achieve world-class business excellence. The author has succinctly summarized the business excellence concept and the body of knowledge of this book by illustrating the business excellence pyramid with the foundation of the management systems at the system level, Lean system at the operational level, Six Sigma methodology at the tactical level, and business excellence at the strategy level.

The first book, The Global Quality Management System: Improvement through Systems Thinking, starts by paying homage to leading quality gurus. Having illustrated systems thinking as opposed to the command and control system, the author then stresses the fact that the command and control system can at worst influence people to behave in ways which dissatisfy the customer and/or suboptimize performance.

The main emphasis of any quality management system is on the process. The first book stresses the importance of the processits identification, definition, improvement, and control using a turtle diagram and its extension to SIPOC (suppliers, inputs, process, outputs, and customers) diagrams. The processes discussed include, among others, main business processes such as the human resource (HR) process, the finance process, and the project management process and importantly the process of improving the process.

Every documented GQMS has a focus on customer requirements and management system processes, which lead to customer satisfaction. To this end, the author has included advanced processes to comply with ISO 9001, ISO/TS 16949, and AS 9100 standards and elaborated on management improvement through extensive plandocheckact (PDCA) analysis and the problem-solving methodology involving the famous eight disciplines process (8D). The check and act phases are extensively discussed through audit processes and a process control plan audit (PCPA) as practiced by most automotive and multinational corporations.

The second book, Lean Transformation: Cultural Enablers and Enterprise Alignment