Jan 2011

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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

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 Our Vision

Expanding leadership in our business

through people, keeping pace with
market trends and technology.

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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 Engg Services

Welded
Blanks
Tubes
Solid
Integrated Waste
Welded Mgmt.
Modules Special
Purpose
Skin Vehicles
Panels Steel
Dies,
Small Sheet Jigs, Processing
Metal Fixtures Exhaust
Components Systems
Large Sheet
LPG Welded Metal
Cylinders Assemblies Components

1983 1985 1989 1990 1994 1996 1997 1998 2002 2005 2006 2007 2009 2010

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 Our Alliances
Europe Japan
Arcelor Tailored Blank Daiwa Excel
Dassault Systemes Futaba
MA (Magnetto) Hamamatsu Pipe
North America JFE
MSC Software Metal One
Nisshin
Okamoto
Sumitomo
Yorozu

India
South America Ashok Leyland Thailand
Fanalca Maruti Suzuki Thai Summit Auto
Sandhar Technologies 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
Haridwar
Delhi Pantnagar
Gurgaon 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 Volvo Bus
Delphi Husqvarna
JCB
Terex
Ingersoll Rand

Asia
Al Shirawi

South Africa
General Motors
Renault

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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
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 Total Quality Excellence

The
“Watch the costs
The Old Way and the profits will Secret to
take care of Success?
themselves.” The New Way
“Watch the Quality
(Right First Time)
Andrew and the profits will
Carnegie take care of
themselves.” W. Edward
Deming
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 ‘Total Quality Excellence’ for
Competitive edge – The JBM way

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 Winning Organisation for the New Economy
Different levels of knowledge management

Coaching
KNOWLEDGE MANAGEMENT Organisation
( Both Explicit and Tacit ) Every Body is
 Learning
 Teaching and
Teaching being taught
 Coaching and
Organisation
being Coached
Every Body is
Learning
 Learning
Organisation  Teaching and
being taught
Every Body is
 Learning
Typical
Organisation
Every Body is RESULTS
busy; Firefighting
in routine ( 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.

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 “Perfection is not
Attainable.
But if we Chase
Perfection we can
catch Excellence”
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 PERFECT  ULTIMATE
• 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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1.Delight your
Customers Vision
with Mission
Speed and Values
Goals
Quality Improve
VOC
Process

Defects & Variation

Process Flow
Team
Quality
Speed

work

Data & Facts

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 2.Improve your
Vision process by
Mission
Values eliminating
Goals variation,
Improve improve
VOC
Process
process flow

Defects & Variation

and speed

Process Flow
Team by eliminating /
Quality
Speed

work
reducing 3MUs
in the process.

Data & Facts

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 Vision
Mission
Values 3. Engage Teams
Goals
through taking
Responsibility and
Improve
VOC
Process
Accountability for

Defects & Variation

Quality, Speed,

Process Flow
Team Cost
Quality
Speed

Effectiveness, and
work

People (Safety &

Morale)

Data & Facts

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 Vision
Mission
Values
Goals
Improve
VOC
Process

Defects & Variation

Process Flow
Team
Quality
Speed

work
4.Decisions
based on
authentic
Data and
Data & Facts
Facts
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 5.Purpose driven
Vision
Mission organisation
Values Living Vision,
Goals Mission,
VOC
Improve Values and
Process
Goals

Defects & Variation

Process Flow
Team
Quality
Speed

work

Data & Facts

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 Total Quality Excellence

Culture of

LEAN SIX SIGMA

PURSUIT OF PURSUIT OF
SIMPLICITY, PERFECTION,
EFFICIENCY EFFECTIVENESS
FOCUS 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)
Human
Elimination
Individual Development
Individual
Or Small Group Or Small Group

Kaizen (Lean) at
JBM
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 ‘Total Quality Excellence’ for
Competitive edge – The JBM way
 Improve Customer Experience
 Improve Quality
 Reduce Lead time
 Reduce Total Cost

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 ‘Total Quality Excellence’ for
Competitive edge – The JBM way
 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

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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.

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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.

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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

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 Questions? Comments?

Thank you for your

time

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