HO: Plot No. 683, “Shri Ranga”, 10th Main Road, 4th Block, Koramangala, BANGALORE 560034 Bangalore Office: Indian Heritage Academy Complex, Near Police Station, 20th Main Road,

6th Block, KORAMANGALA, BANGALORE 560095 Tel. – 080 41638666, 09008458533www.ksmadhavan.inE-mail: ksm@ksmadhavan.in

Hyd. Office: Flat 227, Bk-A Ph.2 Janapriya Arcadia, Kowkur, Bolaram, SECUNDERABAD 500010 Tel. -9949996671

SHORT NOTE ON

K S MADHAVAN & ASSOCIATES & SHINGO INSTITUTE OF JAPANESE MGMT.

1. EXECUTIVE SUMMARY:

KS Madhavan & Associates are one of the leading Management Consultants providing

consultancy service in the areas of Technical, Manufacturing, HR, Financial and General

Management areas. Their work has been mainly focussed on Organisational Transformation,

Change Management, Organisation Restructuring, TEI (Total Employee Involvement), Quality

Enhancement, Environment Management and Creativity Development, through use of the most

advanced modern management tools and techniques (5S, TQM, TPM, KRA, SMED, Poka Yoke,

Pre-JIT Inventory Management etc.) In case of companies, who are already doing well, KSMA

work with them to make them globally competitive and meet the challenges of international

competition. They also work with sick companies, which have a lot of problems, both internal and

external, transforming them and improving their health. KSMA also assist public sector

undertakings enabling them to become profitable. Details about KSMA can be accessed through

www.ksmadhavan.in and the institution we run, namely, Shingo Institute of Japanese Management,

which was started together with AsaBhanu Japan Centre, through the website www.shingo.institute.

We also provide TRAINING OF EMPLOYEES through the Shingo Institute of Japanese

Management, which focuses on conducting workshops and seminars. Special courses are available

for professionals in the areas of Quality Management, General Management using Japanese

approaches, Total Employee Involvement etc. CERTIFICATE COURSES in different subjects for

different levels of employees and skill development programmes for workers are available with the

Institute. Shingo Institute has published BOOKS ON 5S IN DIFFERENT INDIAN LANGUAGES

that are quite popular and on Business Ethics. TPM, TEI & KRA.

5S & SAFETY POSTERS in different Indian languages are available and are quite popular.

Details can be accessed through www.shingo.institute

KSMA addresses consultancy issues from all levels of an organisation, that is, from Top

Management to the lowest level workmen - including casual labour and contract labour. If an

organisation has to implement any initiative successfully whether in the field of quality, general

health or profitability of the company, every member of the organisation should be a part of the

transformation process.Cont. ..2

- 2 -

With this in mind, we use Management Experts with direct experience in transforming companies

working right at the top level (MD/ President/ Chief Executive etc.), Senior Management positions

(VP/ GM etc.) and Worker Teachers to teach and bring about attitudinal change among workmen

and Union leadership. We use consultants to work with Middle Level Employees and Middle Level

Managers, who often are the major bottleneck in any transformation process, and with the Top

Management. Unless there is a total support and readiness to change at the Top Level, from the

instructive and directive mode to a supportive and empathetic leadership, no transformation will be

meaningful and long lasting.

Our Workshops are normally conducted at three levels of education and employee competence

development, namely –

Information level learning

Interactive learning

Experiential learning &

Competitive learning.

2. TECHNICAL MANAGEMENT:

In the Technical Field, KSMA provide consultancies in –

Systems & Procedures,

TQM (Total Quality Management),

FMEA (Failure Mode & Effects Analysis),

DR (Design Review),

TPM (Total Productive Maintenance),

5-S (Workplace Excellence),

Poka–Yoke (Mistake Proofing -Zero Defects),

SMED (Single Minute Exchange of Dies),

Pre-JIT (Just in Time) Inventory Management,

Environment Management,

Tapping Creativity of all employees through Serious Creativity, Six Thinking Hats

and Kaizen. – Etc.

Details can be made available on request.

3. HUMAN RESOURCES MANAGEMENT:

In the HR Management Field KSMA provide consultancy services in –

Organisation Structure/ Restructuring,

HR Processes,

HR Development,

Cont. …3

- 3 -

Leadership Development,

Training of Trainers,

TEI (Total Employee Involvement),

Employee Satisfaction Survey,

Competency Mapping,

Creativity Development, etc.

Details can be made available on request.

4. GENERAL MANAGEMENT:

In the General Management Field, KSMA support organisations through –

OT (Organisational Transformation),

Lean Management,

Strategic Management,

Systems & Procedures Development and Implementation,

Development of Core Values, VMO (Vision, Mission & Objectives),

Step-by-Step Approach to KRA (Key Result Areas) Implementation,

CRM (Customer Relations Management),

Supply Chain Management,

Pre-JIT Inventory Management,

BSC (Balanced Scorecard),

Policy Deployment, etc.

Details can be made available on request.

5. FINANCIAL MANAGEMENT:

In the Financial Management field KSMA can provide services for –

Development of Financial Strategies,

Capital Structure,

Working Capital Management,

Liquidity Control,

Evaluation of Financial Performance & Developing Solutions, etc.

Details can be made available on request.

6. ASSOCIATION

We are now associated with Heritage Academy of Bangalore and AOTS (Association for

Overseas Technical Scholarship), Hyderabad– A Japanese Professional Association.

7. TEAM:

Names of important senior consultants are given below: (Bio-data available on request)

Cont. …4

- 4 -

1. K S Madhavan - Former MD of Tecumseh Products, CEO of GEC-Alsthom,(now Areva),

President of S&S Power, Exec. Director & Sr. GM at ABB, presently Chairman KSMA &

Shingo Institute.

He is a management expert with both Technical and General Management expertise in OT

and in turning around sick companies. Selected Man of the Millennium by Economic Times

as also Indian Express in 2000 from AP Industry. Awarded Rajiv Gandhi Sadbhavana Award

for preventing closure of GEC Alsthom units at Kolkata in 1993 and protecting the jobs of over

6000 employees. Written books on 5S, TPM, KRA, TEI and Business Ethics. List of

companies turned around – both public sector & private sector include GEB (GUVNL), MCF,

NFCL, S&S Power, GEC-Alsthom, Tecumseh Products India and Railway Products Div. of

TVS Group.

2. RavindraKalur – Partner in KSMA & Shingo Inst. President, HIDA – AOTS Japan, AP

Chapter, Hyderabad.

3. S. Purkayasta – Former MD of S&S Power, Group MD of Alfaiz Group, Muskat, Dubai,

President & CEO of Vijaya Electricals, Director – GEC-Alsthom (Now Areva)

4. D P Mehta – Former MD of Mangalore Chemicals & Fertilizers, Financial expert with

extensive Strategic management experience.

5. Dr. A V Srinivasan – Expert in Six-Sigma initiatives, former senior faculty at Administrative

Staff College of India and Founder Director of Apollo Institute of Hospital Management at

Hyderabad and one of the members of the Committee that set up IIM, Indore. Has written many

books on management, including on Japanese Holistic Management.

6. Mr. P. M. Devarajan

Specialist in Quality Management and President of QCFI, Hosur.

7. Mr. G. Natarajan

Specialist in Six Sigma &Quality Management

8. Mr. S. Kesavan, Mr. A. Prabhakaran& Mr. S. Muthukumaran - They are fully qualified

consultants who support these senior consultants in implementing the various initiatives.

Our team will work with the Top Management, right from the Managing Director level, to ensure

that the right initiatives are taken and the right messages flow through the organisation

Our consultants have a vast experience and use essentially the Japanese Management Techniques

in transforming companies. All of them are highly qualified from the best Institutions /

Management Schools in India / Abroad and have worked with a large number of Indian Clients.

Cont. … 5

- 5 -

8. CLIENTS LIST:

List of our important clients is indicted below: -

(A) Consultancy Work–

1. Dr. Reddy’s Laboratories –

1.1 HR Restructuring work at Vizag Plant

1.2 5S Implementation at Bulk Actives Unit VI, Pydhibheemavaram.

1.3 Assignments at CTO Units 1, 2, 3.

1.4 Performance Improvement Initiatives at Units 1,2 & 3

1.5 Dr. Reddy’s Laboratories Ltd., API – Unit-V, Peddadevulapally, Nalgonda Dist.

1.6 5S & TPM implementation at Biologics Division.

- Continuing.

2. Bharat Fritz Werner –

We have been working with them from 2014 till Sep., 2016 in implementation of 5S and

Optimisation of the Plant Layout.

3. Gujarat Electricity Board, Baroda & subsequently Gujarat UrjaVikas Nigam Ltd., and its

six subsidiaries – Communication strategies and actual communication to all level on

Unbundling of the organisation of over 50000 employees, making the Unions accept and

support the change process, HR restructuring of the original GEB into seven new

companies, Employee Growth and Development Policies/ Strategies and Plan

development. KSMA were part of the transformation of GEB into the first Indian

Electricity Board from loss of over Rs. 10000 Cores to profitability.

4. Nagarjuna Fertilisers and Chemicals, Ltd., Hyderabad & Kakinada – HR Restructuring

and Complete OT Assignment with implementation of 5S, KRA, TPM, HR Management

etc. wherein KSMA assisted the company to become profitable. (Moved from loss of over

Rs. 1000 Crores to profit in three years.

5. Mangalore Chemicals & Fertilisers, Ltd., Mangalore. – Complete OT initiative with

implementation of 5S, KRA, TPM, HR Management etc. to make the company profitable –

The Company moved from a position of over Rs. 250 Crores loss to profits of over Rs. 10

Crores in two years.

6. ITC Bhadrachalam Paper Boards, Ltd, Bhadrachalam A>P. – KRA, TPM & 5S

7. Saint-Gobain Vetrotex (India) Ltd., Hyderabad – 5S, TPM & KRA

8. Elpro International Limited, Hyderabad. – 5S

9. Rane Engine Valves Ltd., Medchal, Hyderabad – TPM, 5S

Cont. … 6

- 6 –

10. Rane Brake Linings Ltd., Hyderabad – TPM, 5S

11. Navabharat Ferro Alloys Ltd., Sugar Plant, Samalkot, AP

Navabharat Ferro Alloys Ltd., Ferro Alloys Divn.,Paloncha, AP

Navabharat Ferro Alloys Ltd., Ferro Alloys Divn.,Dhenkanal, Orissa.

- Various initiatives, primarily 5S, Maintenance Management and TPM.

12. Praga Tools Ltd., Hyderabad. – OT initiatives including 5S, TPM & KRA.

13. Assam State Electricity Board, Guwahati – Communication and bringing together all

Unions and employees in the change management process.

14. Nicholas Piramal India Ltd., Zaheerabad, Telengana – TPM, 5S

15. Lokesh Machines Ltd., Hyderabad – 5S

16. Aurangabad Auto Engg. Products Ltd., Aurangabad – TPM, 5S

17. ChattisgarhState Electricity Board, Chhattisgarh - Communication and bringing together

all Unions and employees in the change management process., Implementation of 5S, TPM.

18. Indian Immunologicals Ltd., Telengana– 5S

19. AsaBhanu Technical Services Ltd., Hyderabad. – 5S, KRA

20. GMM Pfaudler Ltd.,Karamsad, Anand Dist., Gujarat - Lean Management.

21. Integrated Cleanroom Technologies Ltd., Hyderabad – 5S

22. Gujarat Energy Development Agency, Vadodara – 5S, TEI

23. Bharat Heavy Electricals Limited, Hyderabad – 5S, TPM

24. Denison Hydraulics India Ltd.,Patancheru – 5S

25. Tribi Embedded Technologies Pvt. Ltd., Bangalore. – Organisational Development

enabling the company to move from a start-up R&D based company to stable high volume

production manufacturing plus R&D organisation.

26. Sara Industries, Hyderabad. – Implementation of Systems & Procedures to enable them to

become an ISO 9000 company.

Cont. … 7

- 7 -

27. TNEB (Tamil Nadu State Electricity Board), Chennai (Organisation with an employee

strength of over 75000 employees) together with Feedback Ventures Pvt. Ltd., Mumbai –

Organisation Restructuring and Communication on change management to all employees

including Unions and working to get their support.

28. NTPC (National Thermal Power Corporation) – We have been associated for past several

years with NTPC in conducting workshops on TQM, Business Ethics and in 5S Audits of

their plants in Southern Region.

29. GAIL(Gas Authority of India)– We have also carried out audit work for GAIL in the areas

of Quality Management of their various stations in the South.

Exclusions: The list above excludes list of separate Workshops and Seminars that have been

conducted directly or through Shingo Institute. See list below for details.

With most of these clients we have focussed on –

OT – Organisational Transformation

Change management,

Restructuring,

Improvements in their respective areas – technical and people related.

Systems improvements and

Policies – Management, HR etc.

Changes for long term sustenance.

This is done through 5S, TPM, TQM, KRA, Lean Management and generally

transforming the organisation.

(B) Seminars & Workshops(Conducted by KSMA/Shingo Institute) -

1. Series of Poka Yoke workshops (3 days) conducted with ESCI (Engineering Staff College of

India) for Sr. Management professionals over a period of ten years.

2. TQM seminar for Sr. IAS officers of the Four Southern States at Dr. MCR- HRD Institute,

Hyderabad. This seminar focussed on creating TQM awareness in public servants.

3. A two-day Workshop for professionals on “Creativity Unlimited” at Hyderabad.

4. /workshops / Seminars on Creativity (Six Thinking Hats) including a two/three-day

workshopsfor VST Management and Management of Vasant Chemicals.

5. Workshop on TQM for “Eureka Forbes” Management & Vendors.

6. Workshop on TEI for APIC employees.

7. Conducted several lectures on Vedic Philosophy & Principles of Management in Rotary

clubs, Management Associations etc.

8. Workshop for the General Managers of BHEL, Hyderabad, on “Business Ethics” and

“Leadership”. 9. Workshop on “Lessons of Power Sector Reforms in India” to the Senior Executives of

Power Grid Corporation at ASCI, Bella-vista, Hyderabad.

Cont. … 8

- 8 -

10. Workshop at the Institution of Engineers (India), Hyderabad on "Small Scale Industries in

Globalisation Scenario". 11. Workshop on "Leadership" at Ramoji Film City, Hyderabad.

12. Workshop on “Change Management” at Baroda for Gujarat Electricity Board.

13. Poka YokeWorkshop conducted for Satyam Computers Ltd. professionals

14. Formerly associated with Aditya Birla Group, Calcutta in World Class Manufacturing

initiatives.

15. Workshop on "Team Building" at Ramoji Film City, Hyderabad.

16. A 3-Day Workshop on “Failure Mode Effect Analysis” for Bajaj Auto Ltd., Pune for their

employees at their Chakan Plant.

17. Workshop on “5-S” at the Institution of Engineers (India), Hyderabad.

18. A 3-Phase Workshop on “Pre-JIT Inventory Management” in association with AOTS and

Shingo Institute of Japanese Management at HotelManohar, Hyderabad.

19. One-Day Workshop on Team Building for Microsoft (R&D) India Ltd.

20. Several 3-day Workshops on “Poka-Yoke” at ESCI for professionals from various

organisations over a period of five years.

21. A 3-day Workshop on “Key Result Areas” for Senior Management of NHPC (National Hydro

Power Corporation) at Faridabad.

22. A 3-day Workshop on “Key Result Areas” for NHDC (Narmada Hydroelectric Development

Corp. of MP) Employees at Indore/ Bhopal.

23. A 3-day Workshop on “Lean Manufacturing” at Dr. Reddy’s Laboratories Ltd. (DRL),

Hyderabad.

24. A 2-day Workshop on “Lean Management” at DRL.

25. A 2-day Workshop on “Leadership” at AREVA, Kolkata.

26. A 2-day Workshop on “Leadership” at SN Group of Industries, Uttarakhand.

27. One day Workshop on “Cost Management & Control in Competitive Environment” at Nawa

Engineers & Consultants (P) Ltd., Hyderabad.

28. One day Training Programme on “5S-Workplace Excellence” for CAERE Professional

Housekeeping Services, Secunderabad.

29. One day Workshop on “Poka Yoke” for Ariba Technologies Ltd., Bangalore.

30. One day Workshop on “5S – Workplace Excellence” for Tecumseh Products India Pvt. Ltd.,

Hyderabad.

31. One day Workshop on “5S – Workplace Excellence” for SadhanaSangama Trust at their

Ashram at Channapatna, 60 KMs from Bangalore.

KSMA look forward to opportunities to work with companies in various areas of their expertise

so as to assist them in enabling performance improvement.

Brief bio-data of their senior consultants and their work experience in actual fields of expertise are

enclosed (Annexure-II), as also outlines of consultancy programmes and workshops (Annexure-I).

- End -

- 1 -

ANNEXURE

DETAILS OF KSMA CONSULTANCY WORK TECHNIQUES USED

A. 5-S (Workplace Excellence)

The technique of creating excellence of all workplaces –9ecentral through Total Employee

Involvement (TEI) producing innumerable tangible and intangible benefits to the individuals and

the organisations through this. The entire organisation reaches excellence, as an organisation is

nothing but the sum total of its workplaces.

5S is a simple method for achieving excellence in workplace using a five step approach. It helps us

to easily locate, pick and replace items, which we use in our daily work. It guides to keep constant

level of cleanliness in our work place. We can constantly upkeep a clean working environment and

improve our working efficiency with ease.

We help our clients to understand and implement 5-S at Three Levels:

* Physical Level,

* Information Level,

* System Level.

J. Provide Training:

5-S Awareness Training at all levels including Top Management.

Training the Trainers who would in turn impart training to their fellow Associates.

Audit Training to the selected team of Associates who would carry out Self- Audit, External

Audit and Steering Committee Audit.

Training 5-S Champions who would be able to propagate 5-S across the organisation

independently so that all employees carry out 5-S on an on- going basis.

b) Facilitate Planning and Implementation:

* Enable organisation to identify Champions, Co-Champions and Members form

Zones and Steering Committee who would drive the movement from the front and ensure

this exercise become a daily routine.

* Implementation of 5-S at three major levels – Physical, Systems and Information.

Benefits of 5S:

* Creates serene work environment.

* Ensures safety in workplace.

* Improves quality of products and services.

* Eliminates waste.

* Minimises inventory.

Cont. .. 2

-2 –

* Reduces Non value Adding / Low Value Adding assets

* Reduces / eliminates non-value adding activities.

* Facilitates and reinforces ISO 9000 and ISO 14000 activities.

* Reduces stress, strain and work pressures.

* Encourages Total Employee Involvement.

* Enhances quality of work life.

* Helps in Kaizen, TPM and TQM Processes.

B. TPM (Total Productive Maintenance)

This is the technique of eliminating deterioration and depreciation of plant and machinery and the

other assets of an organisation. An approach to creating excellence in maintenance and upkeep

through use of special scientific tools as also TEI of Production, Maintenance and all other related

agencies.

WE provide training In:

* TPM Awareness Training.

* Pillars of TPM & Steps to achieve TPM.

* Implementation Training including Training in Scientific Tools.

Facilitate Planning and Implementation:

* Selection of TPM Champion and formation of cross-functional teams.

* Formulation of Organization-wide TPM Implementation Structure.

* Selection of Model / Pilot Machines.

* Formulation of Company-wide TPM Policy and Pledge.

* Derive a structured Master Plan for the entire Unit.

Benefits of TPM in terms of:

Productivity Improvement:

* OEE( Overall equipment effectiveness)/ OPP (Overall plant effectiveness) = Efficiency x

Quality x Availability.

* Mean Time between Failures (MTBF).

* Mean Time to Repair (MTTR).

Quality – Zero Defects.

Process Capability Improvement (Cp&Cpk)

Cost – Minimize Life Cycle Cost, Reduce Lead Times, WIP,and Inventory ;and Spare Parts

Management.

Delivery – Timely delivery to the customers – both internal and external.

Safety – Zero accidents both major and minor including near misses.

Depreciation – Eliminate or at least minimise depreciation of plant and equipment.

Morale – Suggestion Schemes, better Knowledge and Skills.

Enhance relations between various levels of Associates working together.

Create a Win – Win Situation for all.

Cont. … 3

- 3 –

C. TQM (Total Quality Management)

Quality is not just quality of a product or service, an organisation cannot reach the highest level of

quality unless quality of each and every function / segment of the organisation is addressed and

improved. We can help you to be a TQM organisation through use of European TQM Model (CII

Model) or Malcolm Baldrige TQM Model.

We cover the following tools and technologies in Total Quality Management:

Variation, SPC, Control Charts, Sample Size, 7 QC Tools / 7 Management Tools.

Taguchi Methods (DOE-Design of Experiments).

Quality Function Deployment.

Daily Management.

Team Management & Systems Thinking through KRA Approach.

Basic Quality Tools.

Management and Planning Tools.

Theory of Constraints.

Deming’s PDCA Cycle.

Business Excellence Models using Malcolm Balridge, Edwards Deming, European FQM, CII

(Confederation of Indian Industry) approaches; and ISO Standards.

5S & Visual Controls.

TPM – Total Quality in Physical Assets Management.

D. KRA (Key Result Areas)

It is acknowledged that KRA enables individuals to reach excellence and eliminate all kinds of

problems. A step-by-step approach using scientific tools will help individuals and teams working

on KRA to have sure success with immense benefits to organisation and to the individuals

involved. It uses the 6 Thinking Hats approach of Dr. Edward De Bono, as also tools like FMEA

and DR.

We provide Training in:

12 Steps to Key Result Areas implementation.

Structured & Guided Brainstorming

Design Review (DR).

Failure Mode & Effect Analysis (FMEA).

7 QC & 7 Management Tools.

Facilitate Planning & Implementation:

Choose the Key Focus Areas, Coordinators and Members working on each KRA.

Derive solutions for the problems identified by each team.

Continue with improvements using PDCA Cycle.

Benefits of KRA Approach: Greater task clarity/ Understanding the problem with greater clarity and working towards

arriving at a lasting and permanent solution, without losing focus on immediate and urgent

needs.

Cont. … 4

- 4 –

Multiple level solutions –Immediate,Intermediate and Long-term.

Development of a Holistic approach through involvement of all concerned

individuals/ functions.

Enhances sense of ownership and responsibility.

Promotes Teamwork.

Solution is derived based on scientific approach and analysis, using well accepted and

tested tools/ techniques, which is beneficial to the organisation on a long-term basis.

E. DOE (Design of Experiments)

It is a process through which the performance of a product / service is brought closer and closer to

the target valve, i.e. the performance of the product / service is centered as near as possible to the

target value and the spread is reduced and unwanted variability and deviations / defects are brought

down to zero. This is a powerful tool to ensure that set performance levels are achieved. We use

techniques propagated by Genichi Taguchi &Shainin.

F. POKA YOKE (Mistake Proofing)

It is a method to eliminate mistakes by making the man and skill dependent processes into total

system dependent process, where deviations cannot occur or captured as soon as they occur.

We help our clients in –

Instituting a system for implementing poka-yoke. The employees would be given intense training in

the concepts of poka-yoke and the steps to implement them. We would enable teams to understand

the processes, the way mistakes happen and how to prevent them from happening.

G. BALANCED SCORECARD WITH POLICY DEPLOYMENT

It measures and guides a company in multiple areas of performance, current as well as future

targets, in the same manner as the financial budgets of companies do. It also forcefully enables

alignment and fitting of individual goals to organisational goals.

We assist our clients to –

Develop Organizational Balanced Scorecard along the four dimensional perspectives – Finance,

Customer, Internal Business Processes, and Innovation – Learning and Growth.

Quantify and measure the present level of performance. Derive and set up the targets for

future performance in each dimension.

Inter-link and align individual, departmental/ functional and organisational initiatives.

Shift from a uni-dimensional annual financial budget to a four- dimensional one. Finance

budget (as in all companies); Customer-related budget, Internal Business Processes related and

Learning & Growth focussed budgets.

BSC based Annual & Five-Year Plans.

Cont. … 5

- 5 –

POLICY DEPLOYMENT is carried out in two Phases:

Phase I:

Study the existing systems and policies in line with the Organisational Values, Vision and Mission

and study how they enable or disable the budgetary and other targets from being achieved.

Phase II: Implementation of Balanced Scorecard through focused Policy Deployment spanning all

departments, sections and levels of the organisation.

Benefits: Shifting the focus organization-wide from purely financial measurements, reviews and

corrections to the other equally important non financial areas.

Developing an organisation-wide holistic common understanding of the goals and objectives

and the route to be adopted for achieving them.

Organisation-wide deployment on a prioritised basis.

Accelerating the achievement of desired business objectives.

Enhancing managerial capabilities.

Improving operational planning.

Deriving a mechanism to ensure result-orientation of individuals and measurement

of their performance.

Introduction and reinforcement of relevant management controls.

Ensure increase in speed of response and shift from a reactive approach to a proactive one.

H. VALUES & VMO (VISION, MISSION & OBJECTIVES)

Values provide the glue that holds an organisation together as it grows, 13ecentralizes, diversifies,

expands globally, and develops workplace diversity and VMO provide the framework that guides

all decision-making, planning and action. Each organisation must identify and publicise its Core

Values as also the values it focusses on for growth and prosperity.

K. HUMAN RESOURCE DEVELOPMENT

We have expertise in the following:

b) Organisation Restructuring

c) Competency Mapping

d) Leadership Development

e) Total Employee Involvement

f) Organisation Development

g) Creativity Development

h) Employee Satisfaction Survey

i) Performance Management System

j) Activity Mapping

k) Manpower Planning

l) HR Policies & Systems

Cont. … 6

- 6 –

m) Employee Career Progression

n) HR Audits

o) Benchmarking

p) Key Result Areas

q) Balanced Scorecard

J. ORGANISATIONAL TRANSFORMATION

To transform an organisation from its present position and make it a winning organisation, one has

to address the structure of the organisation to ensure that every employee enthusiastically

participates in the organisational processes. There is a need to breakaway from the vertical

organisation structure to autonomous teams, guided by the hierarchy.

You may choose any one of the above independently for implementation or a set of these combined

together and integrated as an Organisational Transformation (OT) exercise.

Core Areas

Organization-wide:

Turning around of Sick Companies

Organizational Transformation

Organizational Restructuring

Balanced Scorecard & Policy Deployment

Change Management Initiatives

Six Sigma

Key Result Areas

Achieving Competitive Excellence through Process Improvement

Creativity

Total Employee Involvement

Technical:

Environmental Management Systems

Total Productive Maintenance (TPM)

Total Quality Management (TQM)

ISO

5-S

Poka-Yoke

Theory of Constraints

Creativity

Total Employee Involvement

Cont. … 7

- 7 -

K. OUR PUBLICATIONS

We are also in the process of publishing books on management and posters and have already come

out with the following publications:

1. Comprehensive Book on “5S – Workplace Excellence” in English

2. Pocket Books on “5S – Workplace Excellence” in English, Hindi, Telugu, Tamil, Kannada,

Marathi & Bengali. The same book on other Indian languages are under process.

3. “Business & Ethics – An Oxymoron?” in English (we developed the entire course for

Hyderabad Central University on Business Ethics)

4. Comprehensive Book on TPM (Total Productive maintenance)

5. Pocket Book on KRA (Key Result Areas) – How to identify and implement KRA

successfully.

We have also brought out Posters on “5S” in English, Hindi, Telugu, Tamil, Kannada, Marathi and

bengali, which are highly popular. Postersare also available on Safety

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