Jan 2011
! namaskar !
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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
Jan 2011
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Our Vision
Expanding leadership in our business
through people, keeping pace with
market trends and technology.
Jan 2011
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Key Facts & Figures
33 Manufacturing Sites
Employees : 15,000+
Turnover: 4500 Cr.
Headquarter: New Delhi
Founded: 1983
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Diversification
Education
Tailor
Welded
Blanks
Engg Services
Tubes
Integrated
Welded
Modules
Small Sheet
Metal
Components
LPG
Cylinders
Welded
Assemblies
1983 1985 1989
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Dies,
Jigs,
Fixtures
Skin
Panels
Large Sheet
Metal
Components
Solid
Waste
Mgmt.
Special
Purpose
Vehicles
Steel
Processing
Exhaust
Systems
1990 1994 1996 1997 1998 2002 2005 2006 2007 2009 2010
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Our Alliances
Europe
Arcelor Tailored Blank
Dassault Systemes
MA (Magnetto)
North America
MSC Software
India
South America
Fanalca
Jan 2011
Ashok Leyland
Maruti Suzuki
Sandhar Technologies
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Japan
Daiwa Excel
Futaba
Hamamatsu Pipe
JFE
Metal One
Nisshin
Okamoto
Sumitomo
Yorozu
Thailand
Thai Summit Auto
Ogihara
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Our Reach
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
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Our Locations
33 Plants spread across 14 locations
Nalagarh
Gurgaon
Delhi
Haridwar
Pantnagar
Greater Noida
Faridabad
Kosi
Sanand
Indore
Aurangabad
Nashik
Pune
Head Office
Current Locations
Upcoming Locations
Bangalore
Chennai
Hosur
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Industry Segments
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Customer Base
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Exports / International Business
North America
Europe
Judricks
Delphi
Volvo Bus
Husqvarna
JCB
Terex
Ingersoll Rand
Asia
Al Shirawi
South Africa
General Motors
Renault
Jan 2011
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Food for thought
"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
Jan 2011
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Total Quality Excellence
The Old Way
Andrew
Carnegie
Jan 2011
“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.”
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The
Secret to
Success?
The New Way
W. Edward
Deming
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‘Total Quality Excellence’ for
Competitive edge – The JBM way
Jan 2011
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Winning Organisation for the New Economy
Different levels of knowledge management
KNOWLEDGE MANAGEMENT
( Both Explicit and Tacit )
Teaching
Organisation
Learning
Organisation
Every Body is
 Learning
Every Body is
 Learning
 Teaching and
being taught
Coaching
Organisation
Every Body is
 Learning
 Teaching and
being taught
 Coaching and
being Coached
Typical
Organisation
Every Body is
busy; Firefighting
in routine
Jan 2011
RESULTS
( Sustained Growth and Value Creation )
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Winning Organisation
for the New Economy NEEDS
• 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.
Jan 2011
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“Perfection is not
Attainable.
But if we Chase
Perfection we can
catch Excellence”
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PERFECT  ULTIMATE
•
•
•
•
•
•
•
Jan 2011
Right-First Time
Right-On Time
Both every time
By every one
In every job
In every activity
Without inspection
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“To improve is to
change ;
To be perfect is
to change often ”
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Vision
Mission
Values
Goals
Process Flow
Speed
Team
work
Defects & Variation
Improve
Process
VOC
Quality
1.Delight your
Customers
with
Speed and
Quality
Data & Facts
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Vision
Mission
Values
Goals
Process Flow
Speed
Quality
Team
work
Defects & Variation
Improve
Process
VOC
2.Improve your
process by
eliminating
variation,
improve
process flow
and speed
by eliminating /
reducing 3MUs
in the process.
Data & Facts
Jan 2011
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Vision
Mission
Values
Goals
Process Flow
Speed
Quality
Team
work
Defects & Variation
Improve
Process
VOC
3. Engage Teams
through taking
Responsibility and
Accountability for
Quality, Speed,
Cost
Effectiveness, and
People (Safety &
Morale)
Data & Facts
Jan 2011
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Vision
Mission
Values
Goals
Process Flow
Speed
Quality
Team
work
Defects & Variation
Improve
Process
VOC
Data & Facts
Jan 2011
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4.Decisions
based on
authentic
Data and
Facts
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Vision
Mission
Values
Goals
Process Flow
Speed
Quality
Team
work
Defects & Variation
Improve
Process
VOC
5.Purpose driven
organisation
Living Vision,
Mission,
Values and
Goals
Data & Facts
Jan 2011
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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
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Lean Six Sigma is
20% Technical
and
80% Behaivioral
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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)
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Culture
• 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.
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Kaizen Culture: in which
everyone can freely admit
& expose these problems
• If you can not expose
Problems & Wastes you
can not improve
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Problem
Solving
Individual
Or Small Group
3 Mu (NVA)
Elimination
Individual
Or Small Group
Human
Development
Individual
Or Small Group
Kaizen (Lean) at
JBM
Jan 2011
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‘Total Quality Excellence’ for
Competitive edge – The JBM way




Jan 2011
Improve Customer Experience
Improve Quality
Reduce Lead time
Reduce Total Cost
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‘Total Quality Excellence’ for
Competitive edge – The JBM way





Jan 2011
Deliver Exact things
At Exact time
In Exact amount
At Exact place
Every time
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Total Quality Excellence for
Competitive edge – The JBM way
Jan 2011
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Ten ‘Total Quality Excellence’
Principles – The JBM way
1. The safety and well-being of our
employees, customers & suppliers is
number 1.
2. We must strive everyday to improve the
quality of our products, services and
processes.
3. We must continually work toward
exceeding our customer, supplier,
community, employee and stakeholder
needs & expectations.
Jan 2011
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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,
accountability and humility; have them
mentor others.
Jan 2011
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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
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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
Jan 2011
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Questions? Comments?
Thank you for your time
Jan 2011
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