About Japanese Management System

Japanese Management Concepts

The Japanese economy was totally devastated after the World War II. The country's turnaround strategy to revive its economy was largely influenced by the Management Philosophy that emerged in Japan.

The strong pillars of Japanese Management are -

  • "Customer is God" - Concern for Customers to the extent of putting him on the pedestal of God,
  • Control of Cost, Quality & Time (Wastage Elimination) through -
  • JIT (Just in Time),
  • TQM (Total Quality Management),
  • TPM (Total Productive Maintenance),
  • DOE (Design of Experiments),
  • Kanban / Andon (Visual Management),
  • SMED (Single Minute Exchange of Dies),
  • Muda. Mura & Muri(All kinds of Wastes) Control,
  • Kamishibai
Excellence in all areas through -
  • 5-S (Worklace Excellence),
  • Poka Yoke (Mistake Proofing),
  • Kaizen (Continual Creativity),
  • TEI (Total Employee Involvement).
  • Hoshin Kanri (Strategic Management)

Underlying principle embedded in all these is recognition of the need to satisfy all stakeholders. These Management Principles developed in Japan have gained wide currency all over the world, and practised by industry, businesses and governments because of the enormous power of these concepts that can make any organisation highly successful.

About Shigeo Shingo

Shigeo Shingo's life-long work has contributed to the wellbeing of everyone in the world. Shigeo Shingo along with Taiichi Ohno, Kaoru Ishikawa, Kenichi Ohmae, Genichi Taguchi and others has helped to revolutionise the way we manufacture goods. Their approach was based on and driven by the great American Management Specialists like Joseph M. Juran, Edwards Deming, Phil. Crosby.

His improvement principles vastly reduce the cost of manufacturing - which means more products to more people. They make the manufacturing process more responsive while opening the way to new and innovative products with less defects and better quality.

He was the first to create some of the strategies on continuous and total involvement of all employees. Shingo's never-ending spirit of inquiry challenges the status quo at every level. He proposed that everything could be improved. (No human work is 100% correct. If you believe what you have done is 100% correct, please search for weakness in it and you will discover them). Shingo believed that inventory is not just a necessary evil, but "all inventory is absolute evil". He is one of the pioneers of change management. He brought about many new concepts such as ZD (Zero Defects), shifting use of statistics for acceptance or rejection from SQC (Statistical Quality Control) to SPC (Statistical Process Control), SMED (Single Minute Exchange of Dies), POKA - YOKE(Mistake Proofing), Defining Processes & Operations in two-dimensions of VA (Value Addition) and non-VA, etc.

We chose to name this Institution after this great thinker in modern management as it would not only be a tribute to his farsighted revolutionary management spirit, but also enable students and professionals to understand and imbibe better management capabilities.

About Us

Fascinated by the Japanese Management concepts that helped companies managed by the founders of this Institute in taking their own organisations from strength to strength in the case of successful ones and lifting them from the doldrums in the case of sick and unprofitable outfits, a team of management professionals came out with the idea of propagating Japanese Management tools and techniques in Indian organisations. Not that the Japanese management techniques are unknown in India, but they remain at the intellectual levels in the minds of a few managers, not extending to the entire organisation. The need for making them part of the day-to-day working of these companies was recognised. This idea triggered promoting Shingo Institute of Japanese Management.

Shigeo Shingo, formerly of Toyota Motors was the author of many powerful modern Management Techniques, developed and applied in Toyota Motor Company. These include among others Zero Defects, Poka - Yoke (Mistake-Proofing), Shift from acceptance or rejection of components based on Statistical Quality Control to improving their quality through Statistical Process Control, Single Minute Exchange of Dies (SMED) etc. One of the important concepts developed by him was the separation of the various activities in any organisation in the two dimensions of Value Addition and Non-Value Addition.

It was decided to name the Institute after this eminent Management expert, for which his family members' concurrence was obtained. The Institute was jointly promoted by K S Madhavan & Associates, a Management Consultancy firm and Asa Bhanu Japan Centre, a voluntary organisation propagating Japanese Language, Arts and Culture in Andhra Pradesh.

The Institute established in the year 2001 has been mainly engaged in conducting workshops and teaching holistic management to students and professionals.

SIJM has conducted workshops on various Japanese Management Techniques for many leading industries like NTPC, GAIL, DRL, Fibreglass Vetrotex, TCS, Voltas, Bajaj Auto, IITPL, BHEL, and institutions like ESCI, BMS College, Jothinivas College.

It launched its first Post Graduate Diploma programme in Japanese Management in January 2002. Both Certification Courses and PG Diploma Courses are now available as Distance Learning courses. It is open to Graduates in Arts, Science, Commerce and Engineering. The first two batches of Students were mostly working Executives with some Students just graduated. Certification Course will be of THREE MONTHS EACH and PG Diploma course will be of TWO SEMESTERS, both with real time projects. Details are given elsewhere.

The Institute also publishes books and posters on Japanese Management concepts. They focus on how to implement these techniques in developing countries like India with own work cultures that are to be managed and controlled.

Presently we have books on 5S (Workplace Excellence), KRA (Key Result Areas), TEI (Total Employee Involvement), TPM (Total Productive Maintenance), Business Ethics & DFS (Design for Sustainability) . Pocket books on 5S and Posters on 5S and Safety are available in many Indian languages.


To develop managers of global competence using Holistic Management Systems to maximize benefits to society.


To help internalize principles of Holistic Management in current management practices for organizational excellence.


To impart education and training to students of management and professionals in the Holistic Management Systems and tools that have redefined and revolutionized the whole concept of industrial management in Japan, along with the other conventional modern management concepts.


  • A holistic approach to management.
  • A process of continually and consciously shaping organizations through teamwork and dedication.
  • An appreciation of the Holistic Management Principles available in Indian ethos.
  • To provide independent benchmarking of organizations using business excellence models such as Edwards Deming / Malcolm Baldrige criteria, to enable organizations as well as their customers and other stakeholders to know where they stand vis-à-vis others engaged in similar activities.
  • Faculty

    Faculty Members associated with the Institute are qualified Management Professionals who have rich experience in teaching and consultancy. They have experience in implementing Japanese Management Systems and Tools. Senior faculty from leading management schools are invited to address. teach and guide our students. The brief profile of present faculty is given below.

    1. Ravindra Kalur
    2. D P Mehta
    3. (former MD of private companies like MCF and management expert)
    4. G Natarajan
    5. P M Devarajan
    6. B Pravin Rao
    7. K S Madhavan

    8. And faculty associated with K S Madhavan & Associates and Indian Heritage Academy

    Workshops and Seminars

    1. 5S (Workplace Excellence)
    2. Total Productive Maintenance (TPM)
    3. Creativity - Kaizen / Gemba Kaizen - Continual Improvement
    4. Six Thinking Hats
    5. Total Employee Involvement (TEI)
    6. Vedic Philosophy & Principles of Management
    7. Business Ethics
    8. Leadership
    9. Change Management
    10. Team Building
    11. Poka Yoke - Mistake Proofing
    12. Failure Modes Effects Analysis (FMEA)
    13. Pre - JIT Inventory Management
    14. Key Result Areas (KRAs)
    15. Lean Manufacturing
    16. Six Sigm
    17. Cost Management
    18. Balanced Score Card (BSC)
    19. Design of Experiments (DOE)
    20. Design Review (DR)
    21. Environment Management - Design for Sustainability (DFS)
    22. Japanese Management Techniques
    23. Single Minute Exchange of Dies (SMED)
    24. Environment Management
    25. Japanese Management Techniques
    26. Kaizen / Gemba Kaizen - Continuous Improvement
    27. Single Minute Exchange of Dies (SMED)

    Workshops and Seminars Held by Us

    1. A series of Workshops on 5S for NTPC - Ramagundam, Simhadri, Kayamkulam, BHEL, GAIL, DRL, BFW, Tribi, Rane Engine Valves in AP, St. Gobain Fibreglass Vetrotech, Mersen, Tata group companies, BMS College.
    2. Workshops on TPM & 5S at various Electricity Boards - Gujarat, Chattisgarh, Assam & Tamil Nadu.

    3. Workshops on TPM at BHEL, DRL, Rane Engine Valves, St. Gobain Fibreglass Vetrotech etc.
    4. A series of 3-day Workshops on "Poka-Yoke" at ESCI.

    5. Series of Workshops on "Lean Management", TPM & 5S, TEI etc. at DRL.

    6. Workshop on "Cost Management & Control in Competitive Environment" at Nawa Engineers & Consultants (P) Ltd., Hyderabad.

    7. Workshops on "Leadership" at AREVA, Kolkata & Ramoji Film City, Hyderabad.

    8. Workshops on "Key Result Areas" for NHDC Employees at Bhopal, Faridabad & Indore.

    9. Workshop on Team Building for Microsoft (R&D) India Ltd.

    10. A 3-Phase Workshop on "Pre-JIT" in association with AOTS and Shingo Institute of Japanese Management.

    11. Workshops on "5-S" at the Institution of Engineers (India), Hyderabad.

    12. 3-Day Workshop on FMEA for Bajaj Auto Ltd., Pune for their employees at their Chakan Plant.

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

    14. Poka Yoke workshop conducted for officers of Satyam Computers Ltd.& SatVen, Hyderabad

    15. Workshop on "Change Management" at Baroda for GUVNL

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

    17. Workshops on "Lessons of Power Sector Reforms in India" to the Senior Executives of Power Grid Corporation at ASCI, Bellavista, Hyderabad, TNEB, Chattisgarh State Elec. Board, ASEB & GUVNL.

    18. Workshop for the General Managers of BHEL, Hyderabad on "Business Ethics" and "Leadership".

    19. Conducted several lectures on Vedic Philosophy & Principles of Management in Rotary clubs, Management Associations etc.

    20. Workshop on Six Thinking Hats for Management of Vasant.

    21. Workshop on TEI for APIC (Andhra Pradesh Information Commission) employees.

    22. Workshop on TQM for "Eureka Forbes" Management & Vendors.

    23. Seminar on Six Thinking Hats for VST Management.

    24. Workshop for Sr, Professionals on "Creativity Unlimited" at.

    25. TQM seminar for Sr. IAS officers of the Four Southern States at Dr. MCR- HRD Institute. This seminar focussed on creating TQM awareness in public servants.

    Our Clients

    Some of our important clients, for whom we have carried out / still carrying out consultancy assignments are listed below: -

    1. Gujarat Urja Vikas Nigam Ltd. (Gujarat Electricity Board) Baroda
    2. Gujarat State Electricity Corp. Ltd.(GSECL)
    3. Gujarat Energy Transmission Corp. Ltd.(GETCO)
    4. Uttar Gujarat Vij Company Ltd. (UGVCL)
    5. Dakshin Gujarat Vij Company Ltd. (DGVCL)
    6. Madhya Gujarat Vij Company Ltd. (MGVCL)
    7. Paschim Gujarat Vij Company Ltd. (PGVCL)
    8. Dr. Reddy’s Laboratories Bulk Actives Unit V.
    9. Nagarjuna Fertilisers and Chemicals, Ltd, Hyderabad & Kakinada.
    10. Mangalore Chemicals & Fertilisers, Ltd, Mangalore.
    11. ITC, Bhadrachalam Paper Boards, Ltd, Bhadrachalam.
    12. Saint-Gobain Vetrotex (India), Ltd, Hyderabad,
    13. Elpro International Limited, Hyderabad.
    14. Rane Engine Valves Ltd, Medchal, Hyderabad
    15. Rane Brake Linings Ltd., Hyderabad
    16. Navabharat Ferro Alloys Ltd., Sugar Plant, Samalkot, AP
    17. Navabharat Ferro Alloys Ltd., Ferro Alloys Divn., Paloncha, AP
    18. Navabharat Ferro Alloys Ltd., Ferro Alloys Divn., Dhenkanal, Orissa.
    19. Praga Tools Ltd., Hyderabad.
    20. Assam State Electricity Board, Guwahati
    21. Nicholas Piramal India Ltd., Zaheerabad, A.P.
    22. Lokesh Machines Ltd., Hyderabad
    23. Aurangabad Auto Engg. Products Ltd., Aurangabad
    24. Chattisgarh state Electricity Board
    25. Indian Immunologicals Ltd.
    26. Asa Bhanu Technical Services Ltd., Hyderabad.
    27. GMM Pfaudler Ltd., Karamsad, Anand Dist., Gujarat
    28. Integrated Cleanroom Technologies Ltd, Hyderabad
    29. Gujarat Energy Development Agency, Vadodara
    30. Bharat Heavy Electricals Limited, Hyderabad
    31. Denison Hydraulics India Ltd., Patancheru
    32. Dr. Reddy’s Laboratories Ltd., CTO-Units I, II & III, Hyderabad
    33. Tribi Systems Pvt. Ltd.
    34. NTPC – National Thermal Power Corporation Ltd.
    35. GAIL – Gas Authority of India
    36. Allison Transmission Ltd., Chennai

    With most of them we are focussing on removing their weaknesses / sickness and making them competitive through 5S, TPM, TQM, KRA and Six Sigma exercises and generally transforming the organisation.


    Recent Ones

    1. For the first time in India HIDA associated with the Ministry of External Affairs, Japan sent trainees to many organisations in India. Shingo Institute was one such organisation among the organisations from different parts of India.

    2. We are re-starting our Certification programmes in Japanese Management both in Hyderabad and Bangalore in association with AOTS-AP and IHA.

    3. International Seminar on "Lessons to be Learnt from Japan 03/11 Triple Disaster" conducted in collaboration with AOTS Alumni Society-AP in April 2011.

    4. TQC programmes for NTPC at Ramagundam.

    5. 5S Evaluation programmes for NTPC Southern Region.

    6. QCC guidance to senior employees of GAIL, enabling achievement of tangible results.

    7. Programmes for professionals in Holistic management, the Japanese Way, in association with Heritage Academy.

    For older happenings, please contact Shingo Institute

    5S Pocket Book

    Explaining what 5S can do for you and how you can implement it without hassles

    • ISBN-978-81-906715-8-3
    • Price: ₹ 150 /-    US $ 4
    • 5S Pocket Book- Soft copy - Price: ₹ 500 /   US $ 12.50
    • Book Size: 5.5"; x 4";
    • Available in English, Hindi, Telugu, Kannada, Tamil,
      Marathi& Bengali
    • Pages : 80
    • Author : K.S. Madhavan

    Download Brochure for 5S Pocket Book in English

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Comprehensive Book

    Covering all aspects of 5S for All Kinds of Organizations

    • ISBN-978-81-906715-1-4
    • Price: ₹ 600 /-    US $ 15
    • 5S Comprehensive Book- Soft copy - Price: ₹ 1000 / US $ 25
    • Book Size: 10.5"; x 7.5";
    • Pages : 218
    • Author : K.S. Madhavan

    Download Brochure for 5S Comprehensive Books

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Posters in English

    Download Brochure for 5S Poster in English

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Posters in Hindi

    Download Brochure for 5S Posters in Hindi

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Posters in Tamil

    Download Brochure for 5S Posters in Tamil

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Posters in Marathi

    Download Brochure for 5S Posters in Marathi

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Posters in Kannada

    Download Brochure for 5S Posters in Kannada

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Posters in Telugu

    Download Brochure for 5S Poster in Telugu

    Buy Here

    You can buy Books and posters directly through e-transfer.
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    Safety Poster

    Download Brochure for Safety Posters

    Buy Here

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    My Tryst with Cancer.

    Price: ₹ 500 /-    US $ 10/-
    Pages : 256
    Author : Amritha Madhavan
    Edited by: K S Madhavan.

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Pocket Book on Hindi

    Explaining what 5S can do for you and how you can implement it without hassles

    • ISBN-978-81-906715-0-7
    • Price: ₹ 200 /-  US $ 5
    • 5S Pocket Book- Soft copy - Price: ₹ 500 /   US $ 15
    • Book Size: "5.5"; x "4";
    • Pages : 80
    • Author : K.S. Madhavan

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    Courses for College Students & Working Professionals -
    Professional Development and Training


    Course Duration: 60/75 Hours. (3 Months)

    Course Objectives:

    To impart education and training on special Japanese Mangement Techniques that have redefined and revolutionised the whole concept of Industrial Engineering to students of Engineering.

    Two alternative Courses:

    1. Fundamentals of Japanese Mangement Techniques - 75 Hours
    2. Programmes on Specific Techniques - Each program will be of 60 Hours duration backed up by a Real Time Project

    Potential Participants:

    • Engineering Students.
    • Working Professionals.

    For Whom

    The courses are meant for those who have the ambition to uniquely position themselves with knowledge and skills to meet the demands of a highly competitive environment.

    Outline of Class Sessions:

    I. Fundamentals of Japanese Management Techniques (SIJM FEES Rs. 15000 /Student)

    1. TPM
    2. VSM (Value Stream Mapping)
    3. KPI / KRA (12 step approach)
    4. FMEA
    5. 8D Root Cause Analysis
    6. Visual Management - Andon, Kamishibai, Kanban, Hoshin Kanri & Heijunka.
    7. SOP (Standard Operating Procedure)
    8. Single Piece Flow
    9. Business Ethics & Values
    10. Takt Time
    11. Line Balancing
    12. Kaizen using PDCA Cycle / 6 Thinking Hats
    13. Elimination of Wastes & Losses - MUDA, MURA & MURI
    14. Poka Yoke - Mistake Proofing
    15. SMED (Single Minute Exchange of Dies)
    16. 5S (Workplace Excellence).

    II. Programmes on Specific Technique (SIJM FEES Rs. 25000 /Student)

    1. TPM (Total Productive Maintenance)
    2. KPI / KRA (12 step approach)
    3. FMEA
    4. 8D Root Cause Analysis.
    5. 8D Root Cause Analysis.
    6. TEI (Total Employee Involvement) - Holistic Management.
    7. DFS (Design for Sustainability )
    8. 5S (Workplace Excellence).

    Each Programme is independent.

    Each programme will be of 60 Hours duration with fees Rs.25000 each.

    Each programme will be backed up by REAL TIME PROJECT


    The Proposal can be modified as per the specific needs of Colleges / Partification of Companies.

    Download Brochure for Short Term Courses



    Companies that are not performing well or having serious problems in various aspects tend to get into crisis, due to one of the following reasons:

    • Decision making without thoroughly examining the environment
    • Lack of focus
    • Not harnessing full potential of all the stakeholders.
    • Poor risk management practices
    • Inability to tap the creative potential within the organisation at all levels
    • Absence of strategic planning and management
    • Poor leadership - that is unable to make everyone participate in the organisational process
    • Not properly formulating the Vision, Mission, Objectives and Goals of the company and where they exist, inability to pursue them vigorously.
    • Not being totally customer driven
    • Absence of organisational dynamism
    • Ability to understand every mistake that is committed in the organisation and work to eliminate them.

    To transform an organisation from its present position and make it a winning organisation, one has to address all the above issues and particularly bring Total Employee Involvement to correct the situation.

    Over the last two decades, we have tried several tools particularly the Japanese Management Tools and found that purposeful and focussed implementation of a few scientific management tools will address almost all the issues raised above properly and lead the organisation towards overcoming the barriers to performance.

    The tools we will be applying in the present assignment are intense scientific tools tested by many organisations and employed world over to achieve Total Organisational Transformation. While these tools enhance the ability of the organisation to solve problems, they also simultaneously contribute to changing the organisational culture, besides resulting in a paradigm shift among the Associates. The strength of these tools lies in the fact that, when scientific approach to management is combined with high quality of performance through Total Employee Involvement. The major tools that we will employ are:

    • Balanced Scorecard
    • 5-S
    • Total Productive Maintenance
    • Key Focus Areas, and
    • Six Sigma.


    Balanced Scorecard & Policy Deployment (Hoshin Kanri)

    • 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.

    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.


    • 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.

    Addressing Key Result Areas Through A 12-Step Scientific Approach :

    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.
    • 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.

    Six Sigma

    Six Sigma is defined as a measurement tool, consistent usage of which transforms each level of an organisation to improve the organisation's overall quality and profitability. Breakthrough Strategy works its way up and down the hierarchies of an organisation. Hence, we help our clients to understand and integrate various processes at every level of the organisation to ensure long-term company wide improvements.

    * Business Level - Executives at Business level use Six Sigma
    to improve:

    • Market Share.
    • Increase Profitability.
    • Ensure corporation's long-term viability.

    * Operations Level - Managers at Operations level use Six sigma to:

    • Improve yield.
    • Eliminate hidden factories.
    • Reduce labour and material costs.

    * Process Level - Employees utilise Six Sigma to:

    • Reduce defects and variation.
    • Improve process capability.
    • Align with the business and operational goals.
    • Result in improved profitability and customer satisfaction.


    It was a Japanese Manufacturing Engineer and Management Expert named Shigeo Shingo who developed the concept that revolutionized the quality profession in Japan. Originally called "fool proofing" and later changed to "mistake proofing". Poka Yoke (pronounced "poh-kah yoh-kay") translates into English as "to avoid (yokeru) inadvertent errors (poka)". The result is a business that consumes less energy, time and resources doing things wrong.The aim is to eliminate the chances of making a mistake. In the worst case, if an error cannot be eliminated totally, ensure that it is detected immediately, before reaching the customer and set right..

    Poka Yoke is one of the main components of Shingo's Zero Quality Control (ZQC) system - the idea being to produce zero defective products. One way this is achieved is through the use of poka yoke; a bunch of small devices that are used to either detect or prevent defects from occurring in the first place. These poka yoke devices are simple ways to help achieve zero defects.

    Manufacturing and service errors result in defects in products, which may remain hidden for a long-time and suddenly surface creating serious failure of the product. Such defects could be minor causing inconvenience to the clients or major and could even be a great safety or environmental hazard. Anyone, from manager to line supervisor to line employee can develop a poka yoke.

    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.

    TQM concept implementation by KSMA is an all encompassing quality focussed approach covering all aspect of operation of an organisation. The key to improving quality is to improve processes that define, produce and support products and services. While Total Quality Management has proven to be an effective process for improving organisational functioning, its value can only be assured through a comprehensive and integrated implementation process.

    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.

    Total Productive Maintenance

    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.

    Achieve high level of Performance of Men, Machine, Methods and Materials through TPM

    Achieve Individual & Workplace Excellence through 5-S

    Understanding and implement 5-S at Three Levels:

    • Physical Level,
    • Information Level,
    • System Level.

    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.

    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.
    • 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.

    Lean Manufacturing

    Present business environment is suffering with:

    • High Production cost.
    • Longer lead times.
    • High inventories

    It has to face the challenges of -

    • Heavy competition.
    • Varied Product range.
    • Varied Customer demands.
    • Short life of product.
    • Frequent change in technologies.

    In this scenario a business has to compete in the market with product that is having

    • Small Lead-time.
    • Fewer Inventories.
    • Small Batch Size.
    • High competency for varied customer demand.

    We offer training in Lean Manufacturing and assist in its implementation. Lean implementation is a continuous improvement process;
    The implementation process goes like this

    • Identifying the core objectives of the organization.
    • Identify what the customer pulls.
    • Identify waste in all layers of the organization
    • Identifying value adding and non-value adding activities.
    • Insisting on activities, which are valued by the customer.
    • Extending lean principles out side the organization.

    Lean implementation Process will go in 3 phases:

    • Analysis
    • Implementation
    • Post-Implementation

    Some of the techniques used in Lean implementation

    • Value Stream Mapping.
    • Supermarket pull system.
    • Finished Goods Supermarket
    • Continuous Flow Production.
    • Small Batch Production.
    • Cellular Manufacturing.
    • Production mix
    • JIT
    • KANBAN
    • 5S
    • TPM
    • Poka-Yoke, Etc

    Benefits of Lean Manufacturing

    • Cut-down Inventory levels
    • Reduced Lead time
    • Waste elimination
    • Improved Qality
    • Elimination of Non value adding activites
    • On time delevery.
    • Reduced Productoin cost
    • Continous Improvement
    • Smal batch size,Etc.

    Theory of Constraints

    The Theory of Constraints (TOC) propounded by Eliahu Goldratt is an overall management philosophy that has its basis in the manufacturing environment. It recognizes that organizations exist to achieve a goal. In TOC, a factor that limits a company's ability to achieve more of its goal is referred to as a constraint, and it is imperative that businesses identify and manage these constraints. TOC concentrates on an organisation's scarce resources in improving the performance of the true constraint, and therefore the bottom line of the organization. Goldratt uses a chain analogy to help illustrate why this is an effective way to get immediate results. A manufacturing company can be thought of as a chain of dependent events that are linked together like a chain. The activities that go on in one "link" are dependent upon the activities that occur in the preceding "link". TOC says that management needs to find the weakest link in the chain since "a chain is only as strong as its weakest link". Thus, a company should focus on "chain strength" by working to strengthen the weakest link - the constraint.

    Process of ongoing Improvement

    To manage constraints, a five-step Process of ongoing improvement is proposed -

    1. Identify - In order to manage a constraint, it is essential to identify it.
    2. Exploit - Focus on how to get more value within the existing limitations, by focussing on the weaknesses within the constraint.
    3. Subordinate - If our goal is to achieve the target, which would be seriously affected by the identified constraint, subordinate all other goals and initiatives to this single goal of overcoming this constraint. Eliminate or reduce queing at the non-constraint resource/s by reducing resources applied there.
    4. Elevate - If, after fully exploiting this process, it still cannot produce enough value to satisfy
      the set goal, find other ways to meet it (like increasing capacity).
    5. Review and go back to Step 1.


    Principal Consultant & Chairman of Shingo Institute of Japanese Management.

    Mr. Madhavan is an Electrical Engineer by profession and has extensive strategic business management and project management expertise - from concept to commercialization - and is considered as a TURNAROUND EXPERT, one among few, in India. He has turned around five companies, from impossible positions to continuing profitability, in a career spanning over thirty years. For his contribution to the Industry, Mr. Madhavan was awarded the "Rajiv Gandhi Sadbhavana Award" for his contribution to the Electrical Power Sector in 1995. He was also honoured by the Delhi Telugu Academy with a National Award for his valuable contribution for the year 2000 in the field of Industry for 'Business Solutions'. He has been recognized by the CIGRE, Paris as a "Distinguished Member" of the body. He was nominated as one of the Men of the Millennium by Economic Times as well as Indian Express in Andhra Pradesh in the year 2000. He was nominated as among the Visionaries of Andhra Pradesh in 2000.

    After retiring from Tecumseh Products India Limited, Mr. Madhavan started his own consultancy firm - M/s. K. S. Madhavan & Associates in April 2000 along with a few of his colleagues with extensive experience in internationally reputed organisations like World Bank, Asian Development Bank, Indian Planning Commission, etc. It is a unique Consultancy Organisation with a cross section of consultants starting with Worker Teachers and Union Leaders, who are ready to work with other unions and unionised labour / staff to change their mindset. They also have Senior Consultants, who will be able to empathetically deal with the middle level and senior levels of employees of organisations.

    Mr. Madhavan is an expert in introducing and implementing Japanese Management Systems in companies transforming them into world-class organisations. He has been closely associated with the management systems and styles of over twenty countries and has intensely studied the advanced systems of management, both European and American Systems, as also the Japanese, and believes that India can benefit substantially by practising the Japanese systems effectively.

    He was on many committees of the Confederation of Indian Industry - Chairman, WR HRD Committee, Chairman of Institute Industry Collaboration Committee, Chairman - Industry Indian Institute of Technology (Bombay) Collaboration Committee, etc. and was the Vice Chairman of the AP Council of CII in the year 1999-2000.

    He was on many of the technical committees of the Government of India - EHV Standardisation Committee for the standardisation of the inter-regional electrical power transmission within India, Technical Committees of the Bureau of Indian Standards on MV & HV Switchgear, Instrument Transformers, etc.

    Has wide international experience, which includes project setting up negotiations, technical know-how building for self and his team, setting up of projects in some countries. The countries covered include Switzerland, Germany, Austria, France, UK, Norway, Holland, Italy, USA, Brazil, Japan, Korea, Malaysia, Singapore, Thailand, Norway, Italy, South Africa, Swaziland, UAE, Oman, Qatar and Bangladesh.

    Achievements and Awards


    Areas of Specialisation

    • 1963-65 Ph.D. Dissertation title: Some computational aspects of integer programming
    • 1961-63 M.B.A. Major in Operations Research, Business Statistics and Business Economics
    • 1953-57 M.A. Major in Mathematical Statistics, Madras University, Chennai (Madras), India

    Experience: Executive Development and Research

    • Aug 1991 to Jun 1992: Japan Foundation Research Scholar, Research Institute for Economics & Business Admn, Kobe University, Kobe, Japan.
    • Aug 1982 to May 1991: CC Desai Professor of Management and Senior Faculty, Strategic Management and Computer & MIS areas, Administrative Staff College of India, Hyderabad, India.
    • Jun 1967 to Jun 1978: Senior Faculty & Chairman, Production Systems area, Administrative Staff College of India, Hyderabad, India.

    Experience: Consulting

    • 2003: Nagarjuna Fertilizers & Chemicals Limited - Six Sigma Initiative: Project implementation and Training, 2003.
    • 1997 to 2000:Dr Reddy's Laboratories Limited, Hyderabad - Strategic planning Department of Science & Technology, Government of India
    • 1995-96: Forecasting for the year 2020 for Chemical Process, Life Sciences and Materials Planning industries,
    • 1995-96:Apollo Hospitals Educational & Research Foundation, Hyderabad - Established postgraduate management institute for hospital administrators
    • 1994-95:Educational Consultants India Limited, New Delhi - Implemented Six Sigma strategies and Quality Assurance projects.
    • 1994: Central Leather Research Institute, Madras (Chennai) - Project report to establish the Indian Institute of Management in Indore
    • 1993: Bharat Aluminium Company, New Delhi - Technology assessment & forecasting study for Leather industry in 2010.
    • 1993: Bharat Dynamics Limited, Hyderabad - Formulating long-term corporate strategic plan and scenarios.
    • 1993: Transport Corporation of India, Secunderabad - Established management institute for executive development and skill training.
    • 1992: Hindustan Motors Passenger Car Division, Indore - Company wide total quality management.
    • 1992: HMT, Bangalore - Developed Vendor price forecasting model for supply chain.
    • 1992: Central Warehousing Corporation, New Delhi - Developed Econometric modeling for corporate planning.
    • 1988: Sri Chitra Tirunal Medical Centre, Trivandrum - Reorganization, Scenario Writing and Corporate Planning studies.
    • 1984: American Hospitals Association, Chicago, USA - Assessed computerization and development of data base management system.
    • 1965: Classification of member hospitals based on their management systems.

    Experience: Executive

    • Aug 1996 to date: Adviser Apollo Hospitals Educational & Research Foundation, Hyderabad, India.
    • May 1991 to date: Director Corporate Planner - Indian Network, Hyderabad, India.
    • Dec 1994 to Aug 1996: Principal Apollo Institute of Hospital Administration, Hyderabad, India
    • Aug 1988 to May 1991: Secretary General Association of Management Development Institutions in South Asia, Hyderabad, India.
    • Jul 1978 to Aug 1979: Principal National Textlile Corporation Staff College, Coimbatore, India.
    • Apr 1965 to May 1967: Senior Executive - Operations Research Mahindra Owen Limited, Poona, India.
    • Sep 1957 to Aug 1961: Statistician Institute of Agricultural Research Statistics, New Delhi, India. Experience: Teaching in the Unites States
    • Sep 1985 to Aug 1986: Visiting Associate Professor College of Business & Administration, Drexel University, Philadelphia.
    • Sep 1980 to Aug 1982: Visiting Associate Professor School of Business Administration, University of Wisconsin, Milwaukee.
    • Sep 1979 to Aug 1980: Visiting Associate Professor College of Business Administration, University of Iowa, Iowa City.
    • Sep 1969 to Jul 1971: Assistant Professor College of Business & Public Administration, New York University, New York City.

    Experience: Teaching in India

    • Sep 1976 to Jun 1978: IFCI Chair Professor of Management Faculty of Management Studies, Delhi University, Delhi. Corporate responsibilities
    • Jun 2002 to date: Member, Board of Studies Shingo Institute of Japanese Management, Hyderabad.
    • Jun 1994 to Jun 1995: Member, Managing Committee Hyderabad Management Association, Hyderabad, India.
    • Feb 1989 to May 1991: Member, Board of Governors Centre of Plant Engineering Services, Hyderabad, India.
    • Mar 1988 to May 1991: Permanent Invitee, Executive Board Quality Circle Forum of India, Secunderabad, India.
    • Aug 1986 to Jul 1989: Member, Board of Studies Bharatidasan Institute of Management, Tiruchi, India.
    • Oct 1984 to Oct 1987: Member, Research Advisory Council Regional Research Laboratory, Hyderabad, India.
    • Nov 1984 to Sep 1987: Director, Board of Directors Bharat Heavy Electricals Limited, New Delhi, India.

    Professional society membership

    • Fellow, Indian Institution of Industrial Engineering, India.
    • Member, Hyderabad Management Association.

    Books published

    • Managing a Modern Hospital, (editor), Response Books, Sage Publications India, New Delhi, 2000.
    • Down the Memory Lane, Collection of Personal Critical Incidents,
    • Private Circulation, Unpublished, 1995.
    • Indian Leather - 2010, A Study of Technology, Industry and Trade (joint author), Central Leather Research Institute, Madras, 1994.
    • Triumph in Project Management - A study of Vijaypur Fertilizers Project (joint author) ASCI and National Fertilizers Limited, New Delhi, 1992.
    • Corporate Planner-Indian Network and Indian Management-Current Contents, Quarterly periodicals on Executive Information Dissemination Service, 1991-92.
    • Japanese Management - The Indian Context, Tata McGraw Hill, New Delhi, 1990.
    • Critical Path Analysis - A Systems Approach, Affiliated East West Press, New Delhi, 1976.

    Public lectures

    • CC Desai Chair professorial lecture Performance evaluation of public enterprises and Memorandum of Understanding, Administrative Staff College of India, Hyderabad, 1988.
    • IFCI Chair professorial lecture Lead industry strategy for backward area development, Delhi University, Delhi, 1978. Papers presented at international professional meetings
    • International Quality Control Convention, Mauritius, 1999.
    • Research Institute for Economics and Business Administration, Kobe University, Kobe, Japan, 1991.
    • International Convention on Quality Control Circles, Bangkok, Thailand, 1987.Academy of Management, Chicago, USA, 1986.
    • International Conference of Public Enterprises, Bangalore, India, 1984.
    • International Federation of Training & Development Organizations, Manila, Philippines, 1979.
    • Academy of Management, Orlando, USA, 1977.The Institute of Management Sciences, Washington D.C. USA, 1970.

    Organizing conferences

    • Apollo Institute of Hospital Administration International Conclave on Telemedicine, 2000.
    • Emerging Trends in Health Care, 1999.Association of Management Development Institutions in South Asia First Academic Conference, 1990.


    Mr. Daraius Mehta is a Financial and Strategic Management expert, credited with the turnaround of Mangalore Chemicals & Fertilizers Ltd., the only fertilizer manufacturing company in Karnataka. He is a Fellow of the Institute of Chartered Accountants of India and passed the CA exam in November 1973, ranked 44 in All India Rankings.

    He has is widely experienced in both the Operational & Strategic Management fields - managing organisations that were passing through very difficult conditions, and also those that needed new strategic direction. The organisations he has been with during his career spanning 35 years are listed below along with his significant contributions.

    He was the Managing Director of Mangalore Chemicals & Fertilizers Ltd. for nine out of the fifteen years he was with the company. During this period, he led the process of its transformation from an extremely sick BIFR company to a healthy and profitable company. In the financial year 2004-05, prior to his leaving, the company achieved a turnover of Rs. 879 crores. Plans for growth were under implementation through a Rs. 600 Crore diversification project on which work had commenced.

    At the time of management takeover by the UB Group in September 1990, the Company was financially "sick", with a large negative net worth. The turnaround commenced in the very first year of his taking charge as Managing Director, i.e. 1996-97, with steady growth in turnover and as well as profits. By 31.3.2000, the net worth turned positive.. Amongst old Naphtha based plants, GOI has recognized this as the most efficient unit. During this time, growth had been planned through a Rs. 600 Crore diversification project on which work had commenced.

    He was also a Director on the Board of The Fertilizer Association of India (FAI) for nine years.

    In recognition of the vast improvement in its performance, the Company was given the award for "Overall Improvement of a Company" by The Fertilizer Association of India for three consecutive years, 1996-97, 1997-98 and 1998-99. IIM Ahmedabad wrote a case study on the turnaround at MCF which was published in the Asian Case Research Journal in 2003.

    He is invited to speak at many conferences and other industry forums, including labour conferences. At IIM Ahmedabad, he was asked to give the introductory speech to the Management Development Class to which the MCF case was first presented for discussion. He was also invited to speak at the Ahmedabad Management Association.

    Alghanim International Corp., Kuwait Vice President (Systems & Controls) 1982-85
    A.F. Ferguson & Co. (Management Consultancy Division) Senior Consultant 1976-82
    Ceat Tyres of India Ltd Assistant Accountant 1974-76
    Hindustan Lever Ltd Industrial Trainee 1973-74
    A. F. Ferguson & Co Articled Clerk 1970-73

    He joined the UB Group as General Manager (Accounts and MIS) in January 1989 and was promoted to Vice President in April 1990, Sr. Vice President in April 1992 and Executive Vice President & Deputy Managing Director, MCF in October 1994. In October 1996, he was inducted as Managing Director of MCF.

    He was simultaneously elevated as President - Fertiliser Division of the UB Group. Shortly thereafter, he was inducted on to its Supervisory Board and subsequently to the Group Executive Committee.

    Prior to joining the UB Group, he was the Financial Controller at Astra-IDL Ltd. and was a permanent invitee at Board of Directors meetings. In the absence of a Chief Executive for a whole year, he supervised the entire operations and reviewed the company's performance at Board meetings. In addition to Finance, he also headed the Export, Secretarial and Legal functions.

    His other previous engagements were:

    After leaving the UB Group, he has been advising companies on various operational aspects. He also assumed the role of the CEO of Bharat Serums and Vaccines Ltd., Mumbai for nearly six months.

    Mr. D.P. Mehta is married and has two sons. In the extra-curricular field, he has achieved excellence in swimming at school, college and at the national level.

    R Srinivasan

    Areas of Specialisation

    • Project Set-up & Management in Fertilizer, Chemical and Pharmaceutical Industries.
    • General Management expert related to Process Industries
    • Total Productive Maintenance

    He has a Masters in Chemical Engineering from the Indian Institute of Science, Bangalore with over 33 years of experience in Project Management and Process Development in Pharmaceutical and Fertilizer Industry. He has worked with various Companies like, J.K. Pharma Chem, SPIC, Tata Projects, Hindustan Antibiotics, GSFC and Tata Chemicals Ltd.

    He has designed, installed and ran the first Pharmaceutical Unit in India to make enzyme for Pharma industry for commercial application, in-house indigenous Fermentation technology; the first 6APA plant in India based on totally indigenous in-house technology and the first and only Ampicillin Anhydrous Plant in India. He has also worked in Business Development for a U.S company, Jacobs Engineering group in India, for their Pharmaceutical and Food Processing business.

    He has provided Consultancy to one of the front running drug Company for their Fermentation based Bulk drug Project based on the Process being developed in their Pilot Plant. Appraised and gave recommendations for IDPL, Rishikesh and Hyderabad units for revamping. He has visited quite a few companies in Europe for sourcing of Technology.

    5S Pocket Book on Telugu

    Explaining what 5S can do for you and how you can implement it without hassles

    • ISBN-978-81-906715-0-7
    • Price: ₹ 200 /-  US $ 5
    • 5S Pocket Book- Soft copy - Price: ₹ 500 /   US $ 15
    • Book Size: "5.5"; x "4";
    • Pages : 80
    • Author : K.S. Madhavan

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Pocket Book on Tamil

    • ISBN-978-81-906715-2-1
    • Price ₹ 200/-  US $ 5
    • 5S Pocket Book- Soft copy - Price: ₹ 500 /   US $ 15
    • Book Size: "5.5"; x "4";
    • Available in English, Hindi, Telugu, Kannada, Tamil,
      Marathi& Bengali
    • Pages : 80
    • Author : K.S. Madhavan

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Pocket Book on Kannada

    • ISBN-978-81-906715-0-7
    • Price: ₹ 200 /-  US $ 5
    • 5S Pocket Book- Soft copy - Price: ₹ 500 /   US $ 15
    • Book Size: "5.5"; x "4";
    • Pages : 80
    • Author : K.S. Madhavan

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Pocket Book on Bengali

    Explaining what 5S can do for you and how you can implement it without hassles

    • Price: ₹ 200 /-  US $ 5
    • 5S Pocket Book- Soft copy - Price: ₹ 500 /   US $ 15
    • Book Size: "5.5"; x "4";
    • Pages : 80
    • Author : K.S. Madhavan

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    5S Pocket Book on Marathi

    Explaining what 5S can do for you and how you can implement it without hassles

    • Price: ₹ 200 /-  US $ 5
    • 5S Pocket Book- Soft copy - Price: ₹ 500 /   US $ 15
    • Book Size: "5.5"; x "4";
    • Pages : 80
    • Author : K.S. Madhavan

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533


    Explaining what 5S can do for you and how YOU can implement it without hassles

    • ISBN-978-81-906715-5-2
    • Price: ₹ 700 /-    US $ 20
    • Book Size: 10.5"; x 7.5";
    • Available in English
    • Pages : 184
    • Author : K.S. Madhavan

    Download Brochure for 5S Books

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    KSMA Contact

    Address of Administrative Office:

    Indian Heritage Academy Campus

    No. 4, 1st Floor, 20th Main, 6th Block,
    BANGALORE 560 034

    TEL: 080-4163 8666, 9008458533
    Email: info@shingo.institute

    Head Office:

    KS Madhavan & Associates

    #683, Shri Ranga, 10th Main Road,
    4th Block,Koramangala,
    BANGALORE 560 034

    Tel: +91-9008458533.
    Email: ksm@ksmadhavan.in

    Contact: Kesavan - 7975104905


    Explaining what 5S can do for you and how YOU can implement it without hassles

    • ISBN-978-81-906715-6-9
    • Price: ₹ 700 /-    US $15
    • Book Size: 10.5"; x 7.5";
    • Pages : 400
    • Author : K.S. Madhavan

    Buy Here

    You can buy Books and posters directly through e-transfer.     For details contact + 91 90084 58533


    To Achieve Breathrough in organisational Performance using KRA Approach

    • ISBN-978-81-906715-7-5
    • Price: ₹ 350 /-    US $ 8.5
    • Book Size: 5"; x 4";
    • Pages : 125
    • Author : K.S. Madhavan

    Download Brochure for KRA Pocket Books

    Buy Here

    You can buy Books and posters directly through e-transfer.
    For details contact + 91 90084 58533

    Ravindra Kalur is a Mechanical Engineering Graduate from Utkal University.
    He is also a certified Management Professional from ICFAI, Hyderabad. He has done courses on Project Management, C and Java Programming. He is a certified ISO auditor from TUV and OSHA certified Fire Safety Planning expert. He is also a JLPT Level 3 Japanese Language Expert.

    Has more than 22 years of experience in the field of Applied Engineering, Design and Quality Systems.

    Has served in companies like ITW Signode and Tata Industries. He began implementing Quality initiatives in various companies quite early in career and achieved good recognition for all the savings and innovations introduced.

    He has worked jointly with Shingo and KS Madhavan Associates in implementing several key projects using popular Japanese Techniques such 5S, TPM, Heijunka, Kamishibai, Factory Layouts etc. Key takeaways from him were in the form of reduction in manhours by 50%, identification of wastages and eliminating, load leveling all of which were highly praised.

    In product design, he has developed an innovative aerospace research vehicle, obsolescence proof Computer Telephony Integration, Predictive Dialer which led to many benefits for the recipient companies apart from indigenising technology. Some of the developments were also patented in several countries.

    Ravindra worked on managing the Data Center and ISO implementation for the pioneering eGovernance project namely Citizen Friendly Services of the Transport Department in Andhra Pradesh. The eGovernance project implemented for the AP Govt won the best Citizen Friendly project award nationally.

    In 2005, Ravindra was invited by the AOTS (Association of Overseas Technical Scholarships), affiliated to Ministry of External Trade and Industry to visit Japan and learn Japanese Language, Business Practices and Culture over a period of four months. Ravindra has been promoting Japanese Management Techniques ever since. Recently the Japanese Government has honoured him with the title of "Monodzukuri Jinzai Ambassador". His recent initiative on promoting 5S and TPM concepts to Indian SME has been lauded and recognised under the 2017-Japan India Friendly Exchanges Programme.

    Ravindra is the elected President of AOTS Alumni Society, AP Chapter.

    As AOTS President he is responsible for several Japanese focused initiatives such as "Seminar on 3/11 Japan Disaster - Lessons to Learn" - earnings from this programme were donated to the Japan Government as part of the Tsunami Relief Fund. Under his leadership, highly subsidised programmes on popular Japanese Management Techniques such as Poka Yoke were also conducted to generate awareness on good manufacturing techniques in SMEs. Several professionals have achieved JLPT certification under his tutelage.

    Ravindra has facilitated business cooperation between Indian and Japanese companies. He was also responsible for introducing family stay by Japanese visitors in Indian families. This was done to generate better understanding and appreciation of Indian Culture.

    He is also actively involved in social service in villages and is responsible for technology based inputs in Agri Care, Medical Care and Vocational Training.

    Notable achievements are doubling yield in paddy cultivation, Comparison of performance in different Maize seeds etc. He is also the core member of the Medicare or rural health outreach services that literally takes a hospital to the doorstep of the villagers. As part of the Vocational Training, he has designed courses on Spoken English, Japanese Language for the benefit of rural youngsters.

    Interns from various Countries


    Liu Ruizhen

    Mr. Hayato Shigefuji joined us as an intern in Sep., 2015 and is completing his internship on 24th Feb. 2016. He is working in NTN Corporation, Osaka, Japan, For four days in a week, we put him in Bharat Fritz Werner, a machine tools manufacturer, among the biggest in India, as part our team working there in implementing 5S and also involved with the optimisation of the layout of one of their assembly areas. For one more day each week, he was provided knowledge about Indian economy, industry, culture, history and related topics. On holidays, mainly Saturdays and Sundays, we organised his visits duly accompanied by a consultant from our side, to variuous culturally famous places in South India. except when he had personal commitments and could not join.
    He understood the 5S concept promoted by Japan well and joined hands with our consultants in implementing 5S in the offices as well as the plant areas of BFW. He was also involved in the Layout Optimisation work. We are pleased to take on record that his work was commendable and he learnt a lot about the managemnet techniques promoted by the Japanese. He used to bring out and share information on how Japanese organisations operate in certain areas in order to make the employees of our clients better informed. We are also happy to note that he has acquired good knowledge about India and how to perfrom best here, taking into consideration the local culture and ways of working here. He was very keen to know about our heritage and visited many famous old architecturally beautiful places. We provided him knowledge about Indian culture and heritage through lectures. We wish him all the best in his future career, and look forward to his promoting Indo-Japanese industrial and economic relationship with enthusiasm through his professional work.

    Masaki Ui

    Yuseke Miura

    Studying in Shiga Univ., Shiga, Japan in INFO. TECH. (Specializing in Corporate Valuation) - First Rank Holder. Interested in consultancy business. Hence chose to join Shingo Inst. which is part of K SMadhavan & Associates so as to learn about consultancy work being carried out in Indian industries, with focus on Japanese management Techniques. He would like to comprehensively learn business processes and commercial aspects of running industries, as also Indian culture and history.He would like to be involved in improving the economies of developing countries through hisinternship where he will work in a well-known organisation. In this process, he would focus on Japanese management Systems and the way of dealing with obstacles and eliminating them.