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CONTINUOUS IMPROVEMENT - WAY OF WORKING

The context

  • A leading automobile player having silo-oriented, directive and selfcentric culture                                                 

  • Production processes section target driven, push oriented and intensive batch processing                                                                                  

  • Reactive response to customer feedback, heavy reliance of inspection, and chronic quality problems                                                  

  • Organization requiring changes in mindset, behaviors and skills

THE SOLUTION

  • Company wide initiative leveraging principles of TQM and lean six sigma launched                                        

  • TEI (Total Employee Involvement),  JIT (Just in Time), and TQC (Total Quality Control) to address issues of people, processes and problem-solving holistically                                                   

  • All employees trained and engaged on problem solving, and quality championed through reward and recognition

THE IMPACT

  • Radically improved employee engagement scores                                                       

  • Continuous Improvement through KAIZEN, and quality a core of new organizational culture and "a way of working"                                                  

  • Over 100 chronic problems solved by nearly 50 small groups                                                                              

  • 7 highly successful new products launched (30% of overall product portfolio) within 2 years, aligned with customer voice