Leadership Dharma

Raghu’s New book

We’ve recently released Raghu’s latest book, Leadership Dharma: Arjuna The Timeless Metaphor.  

Wonderfully written by Raghu its beautifully designed and illustrated by Manu and Divya.  A lot of work has gone into it’s publication.  Apart from Raghu, Manu and Divya, others who contributed are Prasad Kaipa and N Gopalkrishnan who helped in giving the book a shape.  Gopal helped Raghu rework the book improved the flow and made it more readable.  Davila Khazvini contributed a lot editing the copy..


In his foreword Prasad Kaipa writes, “…… our ancient wisdom – recorded through stories in the Upanishads, Jataka kathas, Puranas and Itihasas have to be retold in way that the modern young people cause use those stories to reflect on themselves and gain self knowledge.  That is how smart people become wise.


Raghu is one such story-teller who knows more than enough about Indian wisdom and is sufficiently deeply interested in the modern IT and entrepreneurial India.  He lives with the latest while reflecting on the oldest, at the sae time.  I have seen it first hand.”


Now Raghu has retold the story of the five Pandavas in the context of modern organisation.

A truly well written and beautifully designed book which will give you a deep insight into people and organisations.






Is Diabetes Curable ?

It is widely beleived that diabetes can only be managed and not treated and cured.  But there have been several people who have managed their sugar levels so well that they’ve had remission.  Here’s and important article on the this topic.http://www.healthcentral.com/diabetes/c/17/20924/curing-diabetes/pf/?ic=6044 

Mercedes Benz……. Continuation of my previous blog

Last week, I had blogged aout the growing sales of Merced cars in India.


Sunday New Indian Express reported – in a small report – Ashok Leyland sold 7878 Commercial Vehicles in November !  A mere 53% increase YoY !!!


If vehicle sales drop, or if there is even a minor blip in the IIP, we will see Screaming headlines in Newspaper – not only of the pink variety – and TV anchors of even mainline TV channels would have shouted themselves hoarse.  But an important news of a big jump in sales in a sector that is supposed to be facing a slowing market, seems to deserve only mere mention  at the bottom of the page !  Strange are the priorities of some people.


Anyway, if we re-look at this piece of news, one thing that comes to mind is that the market seems to have shrugged of the impact of high interest rates, and there is greater demand for transportation !


In a similar vain, another piece of news on Monday quotes an Audi official saying their sales are on course and that they are confident of achieving the target.

This brings me back to what Eli Goldratt said in 2009, some parts of the economy is affected, but it doesn’t mean there is a recession.  Lets focus on producing more, selling more and creating more wealth which alone in the the long run will ensure peace and prosperity for every Indian.



Shigeo Shingo and his Revolutionary SMED

A Revolution in Manufacturing

It is rightly said “Necessity is the Mother of Invention”. This is what led Dr. Shigeo Shingo, a manufacturing expert who served as consultant in TOYOTA and several other Japanese Companies and is widely known as the father of Toyota production, to think of a methodology that can reduce, if not totallyeliminate, any  wastage in the manufacturing process.

Dr. Shingo, rated as the 2nd best industrial thinker of the 20th century, after Henry Ford, introduced the methodology of SMED – Single Minute Exchange of Dies.  This method is also called, “Quick Change Over (QCO)” which solved a very major problem of changing the dies for TOYOTA in the late 1950’s. The dies on the large- transfer stamping machines that produce car vehicle bodies must be changed for each model which took a minimum of twelve hours and a maximum of three days to complete earlier. Shingo improvised his QCO methodology and placed précised measurement devices and installed the die against the measurements recorded for each model die. This process of quick change over and accurate measurement cut down the lag time to mere hour and a half.   Later, under Dr Shingo’s guidance the Toyota Manufacturing team, led by Taiichi Ohno, were able to bring it down further to under 10 minutes !  Today, they easily do it in abut a minute !  

Dr. Shingo has introduced many methods for improvement in the manufacturing process and was the author of many path breaking books in the field of industrial manufacturing. His book “A Revolution in Manufacturing: The SMED System” explained the QCO methodology in detail and is being used world over to save time and wastage. A similar example is of a motorcycle factory that makes mudguards by pressing the metal sheets. In this case too, the die in a mammoth press machine has to be changed for each model. This process of changing the die and starting the machine for the next production took almost ten hours. With the adaptation of SMED methodology and further consultation with experts and reworking the system, the chagover time between the production of two models of mudguards reduced from 10 hours to 2 hours and further to just 1minute 22seconds.

Another great piece of work by the effective implementation of internal and external setup methodology devised by Shingo and explained in detail n the book cited, is the Aravind Eye Hospital at Madurai in Tamilnadu, India. Aravind is the largest provider of eye care services and trainer of ophthalmic personnel in the world. Generally, 1 eye surgeon can perform 5 cataract surgeries in a day. The Aravind eye hospital with its aim to eradicate needless blindness adopted the internal and external setup methodology. It made several changes in their setup like placing multiple operation beds in a large hall, 1 surgeon was allocated to only 2 patients to be operated consecutively, also 2 helping nurses and 2 running nurses were appointed for both the patients. Today 1 surgeon of the Aravind Eye Hospital can perform 25 cataract surgeries in a day without compromising the quality. There is a case study based on Aravind Eye Hospital at the Harvard Business School that discusses the effective implementation of processes to ensure that quality and quantity are maintained at the Aravind Eye Hospital. The hospital earns a surplus every year in spite of performing nearly 70% of its surgeries for free.

All these are the perfect examples of effective implementation of methodologies. Several companies worldwide are adopting Shegio Shingo’s process and methods to reduce the time and wastage of resources and improve the production capacity and results for their organization.

‘ToC abandons local measures and focuses on global picture’

‘ToC abandons local measures and focuses’

So says the title of Vikram Chaudhary’s interview of my good friend Sanjay Ghoshal in The Financial Express of 12th Dec 2011.

In this interview, Sanjay a founder director of Avenir Management Services articulates in his own distinct style noted for its clarity and directness the basic principles and applications of Theory of Constraints.  http://www.financialexpress.com/news/toc-abandons-local-measures-and-focuses-on-global-picture/886774/0

Sanjay is long time practitioner of ToC in India.  He’s rated so high that for a brief while, at the request of Dr Goldratt himself, Sanjay was the Regional Director of Goldratt Consulting.  Over the years Sanjay has deepened his knowledge of ToC by applying across businesses and across various functions.  

I was introduced to Sanjay many years ago by our mutual friend Ravi Gilani.  One days, Ravi called me and asked me to come over to Le Meridient hotel in Madras at 4 pm.  He said, “Cheenu please take the trouble to come down because I want you to meet someone interesting”.  When Ravi says someone is interesting, thenhe must indeed be someone who Ravi holds in high esteem.  So off I went.  They were sitting in the lobby.  Ravi introduced Sanjay and described him as the master of SoS, which when expanded means, Solutions for Sales.  SoS is the ToC solton for Sales.  In those days SoS was an independ