Strategy for today and tomorrow Global Operational Excellence and Transformation Summit 29-30th September 2016 Chairman’s Address Strategy for today and tomorrow

Day One - Genesis Till 60’s 60’s – 80’s 90’s – 00’s Next-Gen Ford Motor’s Assembly Line Shewhart’s statistical process control Deming’s theories in Japan Henry Gantt: famous for his use of GANTT Chart Critical Path Project Management (CPPM): JV between DuPont and Remington Rand Program Evaluation and Review Technic (PERT): Developed by Booz Allen Hamilton for US Navy “Focused on Assembly line production” 60’s – 80’s Project Management Institute (PMI) PMI published A Guide to Project Management Book of Knowledge (PMBOK) Birth of 6 sigma at Motorola Just in Time, TQM “Project Mgmt appeared as a science” 90’s – 00’s Toyota (TPS) to Jim Womack’s LEAN 6 sigma evangelists in GE Theory of Constraints by Eli Goldratt Quality as an essential function Tools like MS Project, Prince Diversification into non-manufacturing disciplines “Process Imp super-stars were born” Next-Gen Assimilation of methodologies like TLS (ToC, LSS) Scaled down yet strong impact methodologies Total Effectiveness vs individual Efficiency Adoption of cultural elements into process improvement Simulated modeling for bigger impact Strategic course-corrections with Enterprise improvement “Process improvement to Enterprise impact”

Day Two- Rise and Fall of initiatives Organization Adoptions Declaration of intent thru mandate of standard methodology Organization wide mobilization Accountability to C-level Blitz of trainings and projects Gradation of certification differentiators Acquisition of quality experts Evolution of quality tools Penetration in non-traditional process improvement areas like finance, HR, sales Innovative ideas injected at management levels Access to best practices and insights Development of alternate careers in quality Enterprise Dilemmas Equal emphasis on initiatives across all departments Long cycle of financial realization Mismatch of perception vs actual delivery Technology implementations short on expectations Project timelines vs time-span in roles Balance b/w methodology vs org urgency Grass-root Ops goals vs process improvement goals Lack of consistency on quality management process Organization mobilization often lip service Evaluation process often mired with bureaucracy Quality gate-keepers perceived as unconnected with reality Tendency of bypassing through parallel organization Failure absorption: Large companies vs SMEs