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

2. 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”

3. 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