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Profile of a management consultancy: International Business Certifications
The TERI–SIDBI project has identified International Business Certifications (IBC), a team of certified quality professionals and business consultants, for implementing the Lean Manufacturing Competitiveness Scheme (LMCS) in the MPC cluster.
IBC was founded by Mr. Sunil Kumar Mallan with a vision of elevating the operational capabilities of manufacturing and service industries of India to world class standards. Mr. Mallan graduated as Aircraft Maintenance Engineer from Patiala and entered into his family owned business manufacturing labels in Delhi in 1995. This industry was like most traditional industries of the northern region—with unorganized systems and procedures and an untidy working environment. He quickly set about putting things in order, and introduced good housekeeping practices in his own innovative way at a time when 5S housekeeping was unknown to the industrial world. Within six months his efforts produced visible and measurable benefits in the form of reduced machine breakdowns, electricity saving, less wastage of raw material, reduced man and material movements and high employee morale. He learnt the art of motivating shop floor workers to unleash their innate creativity and come up with innovative ideas and techniques that could improve their work and productivity.
From this experience Mr. Mallan realized the enormous scope for promoting good management practices in Indian industries. He established IBC in 2000 with this aim, and has also strengthened his academic capabilities with qualifications such as LII (Licentiate, Insurance Institute of India), Lean Six Sigma Master Black Belt,, and Lead Assessor, International Standards in Quality, Environment, Occupational Health and Safety Management Systems. Besides assisting industries in implementing and maintaining state-of-the-art management systems, Mr. Mallan also contributes his expertise to help upgrade state Industrial Training Institutes (ITIs) into centres of excellence. Over the years, IBC has helped more than 400 industrial units in Jammu & Kashmir, Punjab, Haryana, Himachal Pradesh, Delhi and Madhya Pradesh to achieve operational excellence and expand their businesses. IBC has widened its scope of business development services to include the following:
IBC is an approved Lean Manufacturing Consultant (LMC) with National Productivity Council (NPC). It is presently engaged with Midas Industrial and Scientific Research Association North (MISRAN) cluster at Ambala and Mohali Industrial Association Alpha Allied Engineering Cluster for implementation of the Lean Manufacturing Scheme of the Ministry of MSME, Government of India. IBC embraces both lean manufacturing and Six Sigma tools for helping the industries to achieve excellence in critical business activities. Lean manufacturing emphasizes reduction in wastages, while the Six Sigma methodology stresses on reducing variations (i.e. in promoting uniformity in production processes to enhance operational efficiency). The IBC team categorizes industrial units into different levels based on assessments of their existing lean manufacturing practices. Units with the lowest levels of implementation of lean principles are provided with basic housekeeping techniques followed by Kaizen philosophies to help them reach a basic level of operational efficiency. Their efficiencies are then further enhanced by Six Sigma tools. IBC emphasizes that all unit personnel should be involved in order to ensure the successful implementation of any improvement project or the incorporation of state-of-the-art manufacturing tools and techniques.
IBC works with several government departments in order to enhance their service capabilities. Notably, IBC has taken on the Herculean task of bringing about a cultural change in the Punjab Police. During its two-year association with Punjab Police, IBC has transformed the Jalandhar Police jurisdiction—covering 13 Police station including Baradari Police Station, Traffic Offences Compounding Branch, and Arms Licensing and Registration Branch—into a centre of excellence. IBC has also been training engineering graduates in Entrepreneurship Development Programs on behalf of MSME Govt of India.
Er. Mallan is delighted at the opportunity provided by the project to promote lean manufacturing in the MPC cluster. “I am grateful to TERI-SIDBI project for having generated a potential business of Rs. 30,00,000 for IBC by engaging us to work with Mohali Industrial Association Allied Engineering Cluster for implementing the Lean Manufacturing Scheme...the IBC team is always ready to embrace any opportunity to accomplish its wider mission, of enhancing global competitiveness of Indian industries!”
Mr. Sunil can be contacted at www.ibc9001.com, This e-mail address is being protected from spambots. You need JavaScript enabled to view it , +919814096353
Lean manufacturing: key to global competitivenessGlobalization and unprecedented competition compel Indian industries to achieve operational excellence. The biggest challenge before them is not just becoming successful; but to remain successful. A strategic step towards becoming globally competitive is for units to incorporate ‘lean manufacturing’ principles into key business activities. The term ‘lean manufacture’ was first used by James P. Womack, Daniel T. Jones, and Daniel Roos in their 1990 book titled ‘The machine that change the world’. They used the term to describe the production management principles and tools that made Toyota a global leader in the automobile industry. In essence, lean manufacturing was a production system evolved by Toyota to produce a great variety of cars in small batches with half the human effort and reduced manufacturing space, investment in tools and engineering hours.
Adopting lean manufacturing principles is nothing but incorporating various tools of the Toyota Production System like 5S, visual management, Kaizen, Kanban, cellular layout, etc. in order to eliminate/reduce the eight types of waste prevalent in any manufacturing or service organization. They are: – Over-production – Over-processing – Excess movements – Excess inventories – Waiting time – Transportation – Defects – Unused employee creativity (This is most untouched area till date In LEAN Journey)
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