Page 68 - AIMA : Foundation Day Souvenir

From all the alternatives discussed above, the dual strategy action taken by us was perhaps the best. The ownership of the group and the management at first were divided on this issue. However, we went ahead as it was in the best interest of the company and its stake holders. Enacting the dual concurrent strategy, we quickly had the factory buzzing with activity. In about six months we had built processes preventing wastes, established sales channels in many countries, booked orders covered for the next year and a half, and received letters of credits towards payments.
What made this transformation happen? Lean thinking! As long as we were focused, thinking and acting lean, everything else fell into place.
recognition
I was told that this was considered a prestigious US-Indonesia joint venture project. The previous five years had caused heartaches and
disappointments at the projects’ dysfunction. Six months from embarking on the lean turnaround journey, one fine equatorial day, we had an array of VIP guests disembarking from their helicopters that landed on our football fields. Ministers and ambassadors followed the Indonesian President visiting the factory to see this magic that had created the turnaround! I am sure they were as pleased with what they saw as was our Chairman showing it off to them.
About The Author
Sanjeev Baitmangalkar
is founder and Principal Consultant, Stratmann Consulting
Disclaimer:
The article was first published in Indian Management Journal (Issue 5 Volume 61) an AIMA & Spenta Multimedia publication
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