My Strategy!

My Strategies to handle Old Plant as well as New Plant establishment at the same time would be as follows:

1)    Sustenance & Improvement of old plants is certainly a challenging task for any new top management professional. It requires mixed approaches of “Respect & Threat” through the deployment of a mutually agreed policy aiming at the “Survival & Growth” pattern. Such strategy varies with locations, educations, nature of business & Top management style.

2)   Old organization generally carries very old employees at apex position and most of them are not capable & flexible for continual improvement. In such cases, we can deploy our respected PM policy as well. It means, we can keep them in the advisory committee for few months and crystalize their past experience to form a modified SOP (Standard operating procedures).

3)    Some reduction & replacement will also take place for starting a new sigmoid curve of success.

4)    Selection of the new bunch will be based on dedication, positive attitude, Zeal to deal with challenges, and not only qualification & specialization.

5)    Long term sustenance and continual improvements will be based on “TEAM QUALITY” only. So evaluation of old team, segregation & inclusion of new members will be again challenging task for new management. It should be done very systematically, slowly but firmly.

6)    Even robots cannot work effectively & efficiently without real deployment & systematic review of policy & SOPs.

7)    New plant installation with entirely new technology shall require a well-experienced team with a combination of technical, commercial, World-Class manufacturing system experts, who has hands-on past experience. Lean manufacturing-based layout, TPM based shop management and display, Automatic data recording & Andon system, all processes with robust SOPs, etc.

I am willing to take on such challenges. I am carrying 24 years of industry experience with different types and locations of industries like Clutch Mfg, Aluminium pressure dies casting, and Plastic industry. I believe in “WE” and my DNA is SOPs & Policies making /deployment.

I am a hard-core floor man who believes in daily structured GEMBA visits for sustenance and improvement of an existing system. “PROFIT” is the outcome of “ROBUST CONTROLLED PROCESSES”.

PDCA is not a slogan but my working strength. I have multiple plants handling experience through “MIS” and have good experience of 6 plants merging and 2 new plants establishment too.

Being a part-time writer as well and three of my books are- ‘PROFIT for PROFIT’ , ‘FIX n FINISH’ & COST OPTIMIZATION.

These books are based on world-class manufacturing system deployment in Indian manufacturing culture.

My key monitoring points shall be based on PQCDSME. Customer focussed with the involvement of our valued suppliers and our team will be the main strategy points.

Cost & Value shall be my two rolling wheels for Profit maximization and customer satisfaction.

KAIZEN Culture, CSR activities, Clean, Green & Safe plant and making competitive plant shall be our 4 pillars.

Delegation & recognition shall be fuel for a long marathon success journey.

 Last but not least, I am highly aggressive towards goal achievement and will not hesitate to deploy the modern mechanism of “Saam, Daam, Dand, Bhed”!

I think I can lead! I can innovate! I can steer through and I can establish through TEAM approach if I get proper support from top management!

WITH REGARDS,

S.B.Kumar