Comments on: Jim Womack in India http://www.leanblog.org/2008/08/jim-womack-in-india/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 13:07:39 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Anonymous http://www.leanblog.org/2008/08/jim-womack-in-india/#comment-5712 Anonymous Wed, 04 Nov 2009 01:25:04 +0000 http://leanblog.bigbigdesign.net/2008/08/jim-womack-in-india/#comment-5712 I think about the last time I heard "The best lean practices outside Toyota..." comment. Then it was Delphi...<br /><br />Time for Hansei... I think about the last time I heard "The best lean practices outside Toyota…" comment. Then it was Delphi…

Time for Hansei…

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]]> By: Priyakar http://www.leanblog.org/2008/08/jim-womack-in-india/#comment-3925 Priyakar Sat, 30 Aug 2008 09:35:00 +0000 http://leanblog.bigbigdesign.net/2008/08/jim-womack-in-india/#comment-3925 Move over six sigma, lean is here. Yankees are promoting it. So it must be good. Move over six sigma, lean is here. Yankees are promoting it. So it must be good.

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]]> By: Priyakar http://www.leanblog.org/2008/08/jim-womack-in-india/#comment-3924 Priyakar Sat, 30 Aug 2008 09:25:00 +0000 http://leanblog.bigbigdesign.net/2008/08/jim-womack-in-india/#comment-3924 It is only when Americans tell Indians that Lean works will our CEOs invite Lean Consultants. I wish to thank Dr. Womack whose visit to India has resulted in increased business for consultants like us. Do visit us again more frequently. You will find several pockets of excellence created wholly by Indian consultants. It is only when Americans tell Indians that Lean works will our CEOs invite Lean Consultants. I wish to thank Dr. Womack whose visit to India has resulted in increased business for consultants like us. Do visit us again more frequently. You will find several pockets of excellence created wholly by Indian consultants.

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]]> By: Sachin Gopalakrishnan http://www.leanblog.org/2008/08/jim-womack-in-india/#comment-3920 Sachin Gopalakrishnan Fri, 29 Aug 2008 16:31:00 +0000 http://leanblog.bigbigdesign.net/2008/08/jim-womack-in-india/#comment-3920 I work with a small scale industrial unit(a few million dollars revenue) in Bombay. I can only speak for companies of sub 8-10 million in revenues. <br/><br/>1. Lack of awareness<br/>2. Structure<br/>3. Fear <br/><br/>Most people are unaware of modern managerial/operational techniques in the small scale manufacturing sector. Such ideas are yet to percolate into the mid and bottom rung companies in the country. <br/><br/>@Structure There is no process oriented structure, the idea of process is yet to be cultivated and imbibed. <br/><br/>@Fear People did not expect to reach where they have reached today, reaching far too ahead and concentrate on high growth is still looked down upon by a large section of a socialist society. While people have awakened to the idea of growth today, its still at the middle class level and not at the lower middles class who work in our factories. I work with a small scale industrial unit(a few million dollars revenue) in Bombay. I can only speak for companies of sub 8-10 million in revenues.

1. Lack of awareness
2. Structure
3. Fear

Most people are unaware of modern managerial/operational techniques in the small scale manufacturing sector. Such ideas are yet to percolate into the mid and bottom rung companies in the country.

@Structure There is no process oriented structure, the idea of process is yet to be cultivated and imbibed.

@Fear People did not expect to reach where they have reached today, reaching far too ahead and concentrate on high growth is still looked down upon by a large section of a socialist society. While people have awakened to the idea of growth today, its still at the middle class level and not at the lower middles class who work in our factories.

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]]> By: nazia http://www.leanblog.org/2008/08/jim-womack-in-india/#comment-3912 nazia Thu, 28 Aug 2008 07:08:00 +0000 http://leanblog.bigbigdesign.net/2008/08/jim-womack-in-india/#comment-3912 Infrastructure is just an execuse. not only in India , but any where in the world. when people do not want to change their way of think and doing their work, they will come up with 100 excuses why lean or any other lean concept cannot be implemented. infrastructure is an external factor while implementing lean, when u looking at internal factors like forming cross functional teams to discuss an issue- the number of excuses that will come up will be large in number. It all boils down to the Top management`s commitment- if the top management is serious about implementing lean- then resistance to change is less and so is the number of excuses. Infrastructure is just an execuse. not only in India , but any where in the world. when people do not want to change their way of think and doing their work, they will come up with 100 excuses why lean or any other lean concept cannot be implemented. infrastructure is an external factor while implementing lean, when u looking at internal factors like forming cross functional teams to discuss an issue- the number of excuses that will come up will be large in number. It all boils down to the Top management`s commitment- if the top management is serious about implementing lean- then resistance to change is less and so is the number of excuses.

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]]> By: Jayadeep(JDP) http://www.leanblog.org/2008/08/jim-womack-in-india/#comment-3911 Jayadeep(JDP) Thu, 28 Aug 2008 05:47:00 +0000 http://leanblog.bigbigdesign.net/2008/08/jim-womack-in-india/#comment-3911 What I would say is that lean thinking is fostered by the culture around and I am not so sure if our culture enables a lean thinking. Openness to new ideas, respect for others and trust in others etc. are not that strongly practised in our environment. I would even say that the outsourcing success is rooted more at conformance and cheap labor than any kind of innovation. It sure has helped us in many ways, but lean thinking seems far from many of these organizations. In the software environment, almost all companies would have a SEI-CMM or an ISO9000 certification, thought I would bet that it is mostly on paper, not in practice. The usual thinking is that a set plan and pushing rather than inspiring people to the set plan is the way to get business results and most of the time it is only the end results that matter, not how it was achieved. May be I should write a blog post on this to explain this in bit more detail. What I would say is that lean thinking is fostered by the culture around and I am not so sure if our culture enables a lean thinking. Openness to new ideas, respect for others and trust in others etc. are not that strongly practised in our environment. I would even say that the outsourcing success is rooted more at conformance and cheap labor than any kind of innovation. It sure has helped us in many ways, but lean thinking seems far from many of these organizations. In the software environment, almost all companies would have a SEI-CMM or an ISO9000 certification, thought I would bet that it is mostly on paper, not in practice. The usual thinking is that a set plan and pushing rather than inspiring people to the set plan is the way to get business results and most of the time it is only the end results that matter, not how it was achieved. May be I should write a blog post on this to explain this in bit more detail.

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]]> By: Graham Hill http://www.leanblog.org/2008/08/jim-womack-in-india/#comment-3909 Graham Hill Wed, 27 Aug 2008 15:36:00 +0000 http://leanblog.bigbigdesign.net/2008/08/jim-womack-in-india/#comment-3909 Hi Mark<br/><br/>It isn't all one-way traffic. The fabled 'dabawallahs' deliver millions of lunches in colour-coded tins to office-workers in Mumbai with something like a nine-sigma delivery rate. And all without the support of an IT system. The dabbawallahs are a famous Harvard Business School Case Study. <br/><br/>Nine-sigma quality without any IT support. Now that's something to think about.<br/><br/>Graham Hill<br/>Independent CRM Consultant<br/>Interim CRM Manager Hi Mark

It isn’t all one-way traffic. The fabled ‘dabawallahs’ deliver millions of lunches in colour-coded tins to office-workers in Mumbai with something like a nine-sigma delivery rate. And all without the support of an IT system. The dabbawallahs are a famous Harvard Business School Case Study.

Nine-sigma quality without any IT support. Now that’s something to think about.

Graham Hill
Independent CRM Consultant
Interim CRM Manager

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