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On Face

On Face

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Published by Indo-MIM

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Published by: Indo-MIM on Aug 18, 2012
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08/18/2012

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    O   N    F   A   C   E
Indo-MIM is the World’s largest MIM com-pany. The company has two manufacturing plants at Bangalore in India, spread over 40000 square metres. With customers spreadover more than 35 countries in almost everybusiness segment, it has its Sales Offices atUSA, Germany and China.Indo-MIM is the single-stop solution provider  for MIM, CIM, Ti-MIM, Investment Casting, Aerospace Precision Machining and SurfaceTreatments. It assures its customers of arelationship, that can last for life, through itsdedicated sales and marketing organizationas well as engineering support.\With the economies of scale, cost-effectivesolutions are an added advantage from Indo-MIM grouo of companies.The second generation promoter of the com-pany Krishna Chivukula Jr taken over as thePresident of Indo MIM this year, was elevatedas the CEO of Indo MIM Group companies lastmonth.He shares with the readers of MART the suc-cess behind Indo MIM’s manufacturing proc-ess, marketing, future plans and taking thecompany ahead to the next level.
“Indo-MIM has an Americantechnology enriched in India.”
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August 2012industrial business MART
 
Krishna Chivukula JrCEO, Indo-MIM
August 2012
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industrial business MART
 
1. Could you tell us more about yourself and when did your association start withIndo-MIM ?
My father is the Chairman of Indo-MIM.I have been working at Indo-MIM since2007. I came in from USA, during 2007and took over as Director – Operations.Later, I was promoted as President– Indo-MIM and have been elevated tobe the CEO of all the group companies ofIndo-MIM, effective July, 2012.
2. Where do you see Indo-MIM in thenext five years ?
We are aiming for 1,000 – 1,200 Cr ofturnover with a strong presence in medi-cal and automotive segments. In 5 yearswe expect a 200 Cr to our topline fromour Aero-space & Castings.
3. Can you give details about your workon lean, six sigma, kaizen and other vari-ous manufacturing techniques?
Indo-MIM is a Lean Six Sigma and Kaizenfocused company. Our journey startedabout 3 years ago, when we engagedthe consultants Mr. Narayan Rao andProfessor Mahesh Chinnagiri, who havecollectively worked in Indian manufac-turing for over 50 years. Mr. NarayanRao has incredible expertise in imple-menting lean management systems onthe shop floor and is intimately familiar with how to implement various TPS con-cepts. Professor Mahesh Chinnagiri is amember of the Indian Statistical Instituteand runs an in-depth and comprehensiveSix Sigma black belt training program inBangalore.Developing good improvement pro-grams was tough, and required patience.The concepts were new, and even our senior managers had a tough time figur-ing out how to apply them. So, we didthe obvious – trained all senior managersin operations to be come six sigma blackbelts and made them an intimate part ofthe Kaizen process.The senior operating management ofa company need not become expertsin these tools, but they have develop adeep enough understanding to directtheir application and know when the arebeing miss-applied. I am the CEO, but Iam also a certified Six-Sigma black beltand have attended numerous kaizenblitzes.Our initial Kaizen efforts we focused onvarious types of waste elimination, butwe quickly extended them to includethe development of work-cells for production and achieving single pieceflow in as many operations as possible.Single-piece flow is a very powerful leanconcept with many applications on theshop floor. Proper application of it in thecontext of a work cell will immediatelyimprove per person productivity by20-25% while simultaneously improvingquality.With additional work on cell operationsand single piece flow to double produc-tivity and in many cases improve it bya factor of 3 to 4. That sounds incred-ible, but it is true. However, improvedthroughput is just one of the benefits ofsingle piece flow.Moving your operations away frombatch processes towards flow opera-tions will yield many other benefits suchas; reduced inventory; ability to spotquality problems before to much WIPis processed; ability to focus engineersattention on quality problems faster dueto less WIP; easy prioritization of fixtureand gauge improvements becausethe cell makes bottleneck operationsvisible; easier manpower planning bysupervisors, lets reliance on throwingmanpower at problems; and most impor-tantly helps instill critical thinking and
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industrial business MARTAugust 2012

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