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! namaskar !

! namaskar !. Making India a Globally Competitive Manufacturing Hub through Total Quality Excellence. Arvind K Shukla Executive Vice President & Head Business Group – IV, JBM Group akshukla@jbm.co.in +91 9999913074. Our Vision.

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! namaskar !

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  1. ! namaskar !

  2. Making India a Globally Competitive Manufacturing Hub through Total Quality Excellence Arvind K Shukla Executive Vice President & Head Business Group – IV, JBM Group akshukla@jbm.co.in +91 9999913074

  3. Our Vision Expanding leadership in our business through people, keeping pace with market trends and technology.

  4. Key Facts & Figures 33 Manufacturing Sites Employees : 15,000+ Turnover: 4500 Cr. Headquarter: New Delhi Founded: 1983

  5. Diversification • Education • Tailor Welded Blanks Engg Services • Tubes • Solid • Waste • Mgmt. • Integrated • Welded • Modules • Special Purpose Vehicles • Skin • Panels • Steel • Processing • Dies, • Jigs, • Fixtures • Small Sheet Metal Components • Exhaust Systems • Large Sheet • Metal • Components • LPG Cylinders • Welded Assemblies • 1983 2010 • 1985 • 1989 • 1990 • 1994 • 1996 • 1997 • 1998 • 2002 • 2005 • 2006 • 2007 • 2009

  6. Our Alliances Europe Arcelor Tailored Blank Dassault Systemes MA (Magnetto) Japan Daiwa Excel Futaba Hamamatsu Pipe JFE Metal One Nisshin Okamoto Sumitomo Yorozu North America MSC Software India Ashok Leyland Maruti Suzuki Sandhar Technologies Thailand Thai Summit Auto Ogihara South America Fanalca

  7. The underlining business philosophy of the JBM Group has been to expand its reach. This is demonstrated by the following: Plants Located across the country Catering to wide Industry segments Wide Customer base Offerings of Products & Services Our Reach

  8. Our Locations 33 Plants spread across 14 locations Nalagarh Haridwar Pantnagar Delhi Gurgaon Greater Noida Faridabad Kosi Sanand Indore Aurangabad Nashik Pune Head Office Current Locations Upcoming Locations Bangalore Chennai Hosur

  9. Industry Segments

  10. Customer Base

  11. Exports / International Business North America Judricks Delphi Europe Volvo Bus Husqvarna JCB Terex Ingersoll Rand Asia Al Shirawi South Africa General Motors Renault

  12. "Without changing our patterns of thought, we will not be able to solve the problems that we created with our current patterns of thought.“ ~ Albert Einstein Food for thought

  13. “Watch the costs and the profits will take care of themselves.” “Watch the Quality (Right First Time) and the profits will take care of themselves.” Total Quality Excellence The Secret to Success? The Old Way The New Way Andrew Carnegie W. Edward Deming

  14. ‘Total Quality Excellence’ forCompetitive edge – The JBM way

  15. Winning Organisation for the New EconomyDifferent levels of knowledge management KNOWLEDGE MANAGEMENT ( Both Explicit and Tacit ) RESULTS ( Sustained Growth and Value Creation )

  16. Leaders Who can set example & demonstrate Change Agents Who have the conviction to state the facts based on data even if the consequences are associated with unpleasantness. Winning Organisation for the New Economy NEEDS

  17. “Perfection is not Attainable. But if we Chase Perfection we can catchExcellence”

  18. PERFECT ULTIMATE • Right-First Time • Right-On Time • Both every time • By every one • In every job • In every activity • Without inspection

  19. “To improve is to change; To be perfect is to changeoften”

  20. 1.Delight your Customers with Speed and Quality 5 Keys to Competitive Manufacturing Vision Mission Values Goals VOC Improve Process Team work Quality Speed Defects & Variation Process Flow Data & Facts

  21. 2.Improve your process by eliminating variation,improve process flow and speed by eliminating / reducing 3MUs in the process. 5 Keys to Competitive Manufacturing Vision Mission Values Goals VOC Improve Process Team work Quality Speed Defects & Variation Process Flow Data & Facts

  22. 3.Engage Teamsthrough taking Responsibility and Accountability for Quality, Speed, Cost Effectiveness, and People (Safety & Morale) 5 Keys to Competitive Manufacturing Vision Mission Values Goals VOC Improve Process Team work Quality Speed Defects & Variation Process Flow Data & Facts

  23. 4.Decisions based on authentic Data and Facts 5 Keys to Competitive Manufacturing Vision Mission Values Goals VOC Improve Process Team work Quality Speed Defects & Variation Process Flow Data & Facts

  24. 5.Purpose driven organisation Living Vision, Mission, Values and Goals 5 Keys to Competitive Manufacturing Vision Mission Values Goals VOC Improve Process Team work Quality Speed Defects & Variation Process Flow Data & Facts

  25. Total Quality Excellence Culture of LEAN PURSUIT OF SIMPLICITY, EFFICIENCY FOCUS SIX SIGMA PURSUIT OF PERFECTION, EFFECTIVENESS FOCUS Continuous Improvement ISO 9001, ISO/TS 16949, ISO 14001, OHSAS 18001

  26. Lean Six Sigma is 20% Technical and 80% Behaivioral

  27. Getting a Right Cultural foot Delay roll-out of Lean Six Sigma until, enough, right people are ready to PULL trainings, PUSH will not deliver results Until we know which employees and teams are most willing and able to embrace the initiative and lead peers Reward those so identified (with appropriate motivation for that individual)

  28. Culture can only be grown; it can never be manufactured. Culture for an organisation is like personality for a person. It can not be copied or transplanted. It can only be developed over time. Culture

  29. Kaizen Culture: in which everyone can freely admit & expose these problems If you can not exposeProblems& Wastes you can not improve

  30. Kaizen (Lean) at JBM Problem Solving Human Development 3 Mu (NVA) Elimination Individual Or Small Group Individual Or Small Group Individual Or Small Group

  31. ‘Total Quality Excellence’ forCompetitive edge – The JBM way • Improve Customer Experience • Improve Quality • Reduce Lead time • Reduce Total Cost

  32. ‘Total Quality Excellence’ forCompetitive edge – The JBM way • Deliver Exact things • At Exact time • In Exact amount • At Exact place • Every time

  33. Total Quality Excellence for Competitive edge – The JBM way

  34. Ten ‘Total Quality Excellence’ Principles – The JBM way • The safety and well-being of our employees, customers & suppliers is number 1. • We must strive everyday to improve the quality of our products, services and processes. • We must continually work toward exceeding our customer, supplier, community, employee and stakeholder needs & expectations.

  35. Ten ‘Total Quality Excellence’ Principles – The JBM way 4. Employ lean concepts and kaizen events to regularly remove waste from our processes and drive results. 5. Create a continuous learning organization by teaching and then apply that learning immediately; learn a little, do a little. 6. Develop employees to their fullest potential; teach them urgency, accountabilityand humility; have them mentorothers.

  36. Ten ‘Total Quality Excellence’ Principles – The JBM way 7. Practice fact-based decision making; always go to the process and observe before proceeding. React based on statistically relevant data. 8. Measure only what is truly important; recognize and reward team achievement. 9. Use the principle of pull to drive demand from upstream processes to prevent both pushing and overproduction

  37. Ten ‘Total Quality Excellence’ Principles – The JBM way 10. Develop supplier, contractor and customer partnerships and work together to continually improve the supply chain’s quality and responsiveness

  38. Questions? Comments? Thank you for your time

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