Beware of copy and paste while you create a road map for organizational excellence

Beware of copy and paste while you create a road map for organizational excellence by Nital Zaveri

CAUTION! Copy and paste errors have ruined the world many times. Here are some of the disasters caused by copy paste:

Beware of copy and paste while you create a road map for organizational excellence
  • Patient dies due to copy paste errors in his records.
  • Govt. policies are misinterpreted due to copy paste errors

How did Toyota start its lean journey? We all know that they did it by visiting Ford. Did they copy and paste their learning’s at Ford? No, they simply didn’t copy and paste it. They made intelligent changes to it. They improvised it and they kept on doing it till today. Did Motorola copy and paste TQM concepts? No, they created their own methodology call Six Sigma and DMAIC by improving TQM principles prevailing in those days.

But many companies just simply copy and paste the concepts without realizing whether it fits their business need or not. It’s simply trying to catch a Delhi’s train when you want to go to Mumbai. I don’t mean you need to reinvent the wheel, but use common sense and intelligence while copying a concept.

During our consulting career, we have come across many companies who have benefited by customizing their approach rather than simple copy – paste. Here are some the public examples of the companies who have used customized approach to their organizational excellence activities.

  • Bombardier – BOS (Bombardier Operating System)
  • ABB – 4Q (For Quadrant)
  • Saintgobain – WCM (World Class Manufacturing)
  • According to our consulting experience, here are four reasons why copy paste fails.

Reason 1: Copy paste doesn’t focus on your specific business needs.

  • We have worked with a chemical process company who wanted to deploy proper organizational excellence program in place. Some senior management people had read books on lean and were really confused on how to use Takt time concept in their continuous process plant.
  • This company also had two different product plants within same premises as below:

Plant A

  • Monopoly product
  • Product requires high safety standards
  • Employee turnover is high
  • Unskilled contract labour have to do lot of activities
  • Batch Production
  • Product quality is inconsistent
  • Cost of production as % sales is less due to monopoly

Plant B

  • Highly competitive products being manufactured by many other players too
  • Safety is not major concern
  • Employee turnover is low
  • Semi skilled company employees run plant
  • Continuous production
  • Product quality is consistent
  • Cost of production is very high as % sales due to commodity like product.
  • We had to design two different action plan within same company. e.g. for Plant A we had to give more focus on visual management, 5S and employee involvement to increase motivation of employees. Use of DMAIC approach was necessary to deal with inconsistent product quality.
  • In plant B on other hand required focus on maintenance cost, reduction of consumable cost, through use of some of the TPM tools. Proper ware house management was necessary to ensure inventory is not stuck and product moves very fast to market.
  • Even two similar product manufacturing companies will have different strategies because of the fact that both can never be at same market position. So their Organizational Excellence road map will have to be different.

Reason 2: culture is different

  • Here are two different scenarios of different cultures in the organizations

Company A

  • Already have proper QMS in place
  • Senior leaders are professionally trained and have gone through leadership development program

Company B

  • No QMS is in place
  • Few members of senior team were promoted from operator to GM based on their loyalty to company and some technical skill. They lack leadership and professional skill.
  • In Company A we could start with formal Organizational Excellence structure but it was difficult to start in Company B as few critical senior members were lacking leadership skill and company was not having formal QMS in place. So for Company B the first step was to at least have basic QMS in place and arrange some Leadership Development program for Senior Leaders.

Reason 3: Recourses are different

  • Amount of resources in terms of time of employees, budget, software and infrastructure may impact the organizational excellence program greatly. Most important of all resource is time of employees including time of senior management.
  • Here are two different scenarios of different resource availability in different organizations

Company A

  • Dedicated resource person is identified and is available to lead organizational excellence program.
  • Clearly demarcated time for each employee is planned
  • All direct / indirect budget required is planned

Company B

  • No dedicated resource person. QA Manager will lead the Organizational Excellence program apart from other routine responsibilities
  • Employees are not aware of the time they have to spent for Organizational Excellence activities.
  • Unplanned budget frequently halts the improvement program
  • In both these companies the approach of organizational excellence needs to be different especially in company B time required to implement will be more as the first requirement will be to free some resources by doing quick wins or capturing fruits lying on ground. This will increase confidence of management to allocate resources for long term.

Reason 4 : past change management history

  • Organizations will have to factor lot of things into consideration of their organizational excellence roadmap if they have different change management history.
  • Say or example if a company has recently started implementing some initiative like SAP implementation or HR policy implementation and has failed in that it also will have impact on the organizational excellence roadmap. In such case it becomes difficult to win the confidence of the employees. May be you can halt for some time before starting organizational excellence journey or start the program with very strong convicting message from CEO and the need for it. On the contrary if a company which has recently had successful implementation of above will have charged and motivated employees to accept new challenges.

About the Author:

  • Name : Nital Zaveri
  • Designation : CEO & Director
  • Organization : Concept Business Excellence Pvt. Ltd.
  • You are certified : CMQOE, SSBB, Diploma in Lean, CMC, Certified Business Excellence Award Examiner (RBNQA),
  • Any other honour given to you: Selected as 40 new voices by ASQ in Nov 2011, Winner of Shingo Video Contest.