Innovation Depends on Leaders
I have always believed that innovation not only depends on talented people but also on the leadership of the company.
Most company leaders I have come across are very structured people. They want to manage through rules and regulation. That makes life very easy but it might not be very easy for innovators in the organisation or creating an innovative environment within the organisation.
For example, if management is evaluating people through targets then it might not be a very conducive environment for people to innovate. This is because innovation entails some risks. So it is hardly possible to predict that an innovative idea would become successful in the very first attempt. Edison's effort to create an electric bulb is a classic example.
Hence, to create an innovative climate within an organisation, management must create an atmosphere that tolerates failures or even reward excellent failures. Then only innovation can thrive.
It is no good to have talented people only. Because talent without the right environment and resources mean nothing. They can't show or display their talent. Perhaps this is the reason why so many talented people run to the USA to get an opportunity to play with their innovative skills and talent. The same person who might choose to work in India might be an utter failure.
de dibyendu
Thursday, October 18, 2007
Monday, July 23, 2007
Hindustan Unilever Limited, Amli
I am back after many days to Hindustan Unilever, Amli plant.
People are happy. The sachet machine which I redesigned for 80 sachets/min has been manufactured and put on trial. And it worked very well. It gave 80 sachets per minute and it was smooth. No loss, no rat tailing.
I could see the glow of confidence in the faces of the people. They now have a new found confidence on Design Thinking and Innovation. It has sunk in them that with small design innovations that does not cost much, miracles can be achieved. And they have now a belief that if design innovations can be done then their life would be easier and simpler. So, they are now hungry for more innovations.
Today, they also realized that with the new maintenance plan, where CBM is the cornerstone, their real work actually comes down by as much as 75%. And work becomes easier.
They also understood that to have a good CBM plan we need not have very sophisticated instruments. Simple instruments do the job quite well. It helps in implementation.
On last Sat I gave a lecture on Design Innovation to Vikrant Forging at Dankuni. It was lovely, easy, smooth and simple. I discussed their problem of shank crack of teh forging machines. I have ultimately become simple enough.
On last Wed to Friday I did a public seminar on 'Solving the PM Puzzle' at Park Hotel, Kolkata. It went off very well. We solved 7 problems that the participants posed. It was great for the participants. They enjoyed and felt the difference.
I asked them to keep journals and work with a mentor to improve their inherent skills.
The Hindustan Unilever assignment would be over by Saturday. Then we would go over to Phase II. One more plant would be added. That is the Dhapara plant.
Dibyendu De
People are happy. The sachet machine which I redesigned for 80 sachets/min has been manufactured and put on trial. And it worked very well. It gave 80 sachets per minute and it was smooth. No loss, no rat tailing.
I could see the glow of confidence in the faces of the people. They now have a new found confidence on Design Thinking and Innovation. It has sunk in them that with small design innovations that does not cost much, miracles can be achieved. And they have now a belief that if design innovations can be done then their life would be easier and simpler. So, they are now hungry for more innovations.
Today, they also realized that with the new maintenance plan, where CBM is the cornerstone, their real work actually comes down by as much as 75%. And work becomes easier.
They also understood that to have a good CBM plan we need not have very sophisticated instruments. Simple instruments do the job quite well. It helps in implementation.
On last Sat I gave a lecture on Design Innovation to Vikrant Forging at Dankuni. It was lovely, easy, smooth and simple. I discussed their problem of shank crack of teh forging machines. I have ultimately become simple enough.
On last Wed to Friday I did a public seminar on 'Solving the PM Puzzle' at Park Hotel, Kolkata. It went off very well. We solved 7 problems that the participants posed. It was great for the participants. They enjoyed and felt the difference.
I asked them to keep journals and work with a mentor to improve their inherent skills.
The Hindustan Unilever assignment would be over by Saturday. Then we would go over to Phase II. One more plant would be added. That is the Dhapara plant.
Dibyendu De
Saturday, March 3, 2007
The Tega TPM experience
Yesterday I visited Tega to continue with my engagement as a consultant on TPM. I found a growing eagerness in people. They seemed to have enjoyed their homework and was waiting to show it.
Well, what I understood that I need to teach people a few things,
1. Develop the 'eye for imperfections' and 'reliability'.
2. Make them understand the process
3. Train them on knowledge
4. Work with them on problems and projects to show them how innovation actually works.
It was a great introspection.
Dibyendu
Well, what I understood that I need to teach people a few things,
1. Develop the 'eye for imperfections' and 'reliability'.
2. Make them understand the process
3. Train them on knowledge
4. Work with them on problems and projects to show them how innovation actually works.
It was a great introspection.
Dibyendu
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