Implementing Lean Techniques in India

- by Amandeep S. Bedi & Namit Puri *

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Culture Change

Sundarram, the president of RBL describes "the state of being" of an organization as the attitude towards customers, employees and improvements. He describes RBL as having evolved from basic to systematic to strategic in its "state of being" and thus its approach to business. (See Table 2)

Table 2

Source: www.mgmt.purdue.edu/centers/ciber/publications
(Ananth Iyer: Indian Auto Supply Chains)

6. Conclusion

Lean manufacturing offers benefits difficult to resist - lower cost, higher responsiveness of the manufacturing system and higher process capabilities. Yet, numerous attempts to implement "Lean Manufacturing" have waned. People attribute the success in Japan and limited success elsewhere to the inherent cultural traits of the Japanese. However, our observations suggest different context-specific reasons. Many companies treat Lean as a passing fad with minimal conviction and patience. Toyota took 25 years to arrive at and fine-tune the system. Indian success stories at TVS Sundaram and Rane Brakes have been painful and slow yet fruitful.

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* Contributed by -
Amandeep S. Bedi & Namit Puri,
Indian School of Business (ISB),
Hyderabad.

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