VLFM/CSM

VISIONARY LEADERS FOR MANUFACTURING

CHAMPIONS FOR SOCIETAL MANUFACTURING

A DECADE OF TRANSFORMING INDIAN MANUFACTURING

 10 YEARS
ANNIVERSARY OF
VLFM/CSM

PILOTING BREAKTHROUGH CREATING CRITICAL POOL CONTINUOUSLY BUILDING MAKING IN INDIA - THE
MANAGEMENT IN INDIA OF VISIONARY LEADERS MORE LEADERS INDIAN WAY

Project for Visionary Leaders for Manufacturing(VLFM) Program

(August 2007 – March 2013)
Project on Champions for Societal Manufacturing (CSM)
(April 2013 – September 2018)

VLFM/CSM
MOST ADVANCED AND EFFECTIVE METHODOLOGY OF LEARNING

Creating new concepts Mutual learning

90% TEACH OTHERS

75% PRACTICE DOING
50% DISCUSSIONS
30% DEMONSTRATION
20% AUDIO VISUAL
10% READING
05% LECTURING
CONCEPTUAL SKILL
TO SEE THE THE LEARNING
Capturing facts UNKNOWN FUTURE Creating essence Deep self reflection PYRAMID Learning by doing
CONTENT
01 THE HISTORY OF VLFM/CSM

02 GOVERNMENT COLLABORATION

03 OBJECTIVES OF THE PROJECT

03 THREE EYES OF THE BUDDHA

04 THE UNCHANGING ELEMENTS OF VLFM/CSM

05 NATIONAL PROJECT FOR HUMAN RESOURCE DEVELOPMENT

06 FIVE COURSES

07 PURPOSE OF JAPAN VISIT

09 PRINCIPLES OF VLFM/CSM

10 CLASSROOM ENVIRONMENT

11 SUCCESS OF THE CSM INITIATIVE

13 SUCCESS STORIES – INDUSTRY

15 CSM COMMUNITY CONVENTIONS

16 EXPANSION OF VLFM/CSM

Cover page:
Peacock, a symbol of pride, grace, joy and
elegance is the national bird of India.
Designed by Arindom Ayan Boruah
PGPEX-VLM, 11th Batch
 THE HISTORY OF VLFM/CSM
In the year 2003, when Prof Shoji Shiba was invited to India by Confederation of Indian Industry (CII) to engage with the
Indian industry to guide them towards next level of growth. At that time no one could have imagined that this was the
first step towards a national movement. Eight companies underwent new learnings through two Learning Communities
by 2005. In two years the Learning Community members had registered remarkable results. They had developed
breakthrough products and processes. Their senior management had undergone mindset change and they were
beginning to learn collaboratively.

At this time, Prof Shiba had the opportunity to meet

Dr. APJ Abdul Kalam, the then President of India.
Dr Kalam emphasized the need for visionary leaders to
develop Indian industry. He requested Prof Shiba to
guide Indian industry at the national level. That is
when the first seeds of creating locomotive companies
to pull up Indian manufacturing were created.

In this backdrop, National Manufacturing Competitiveness Council (NMCC) along with CII decided to implement a
nationwide project, which was named “Visionary Leaders for Manufacturing”. The name was drawn from the Leaders for
Manufacturing program, a leadership development course at Massachusetts Institute of Technology (MIT) which Prof
Shoji Shiba was teaching. In 2013, this program was brought under the aegis of the Department of Industrial Policy and
Promotion (DIPP) and is since then guided by them.

Collaboration between industry and academia for future development of industry is crucial. In India, at that time
industry-academia collaboration was almost non-existent. Three leading academic institutions of the country were
invited to join hands for this project. Indian Institute of Technology, Madras and Kanpur and Indian Institute of
Management, Calcutta came on board.

The Government of Japan, through Japan International Cooperation Agency (JICA) partnered in this initiative. A Core
Committee was formed by JICA for the design of the program. It comprised of four persons from Industry and Academia
and Prof Shoji Shiba as the guide and mentor.

That was the beginning of a unique journey of nation building through human resource development at the senior level
in the manufacturing sector.
CHAMPIONS FOR SOCIETAL MANUFACTURING
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Meeting with Mr. Amitabh Kant, then Secretary DIPP

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 GOVERNMENT COLLABORATION
The VLFM/CSM Project is a unique collaboration between the Government
of India and Government of Japan. A collaboration that has lasted for ten
years, was mentioned in the Joint Technical Cooperation Agreement, 2006
signed by the then Prime Ministers of India and Japan. The clause read
“Cooperation within the framework of Japan-assisted 'Visionary Leaders
for Manufacturing' (VLFM) program, under which Japanese manufacturing
management and skills will be transferred to senior managers of Indian
manufacturing industry”.
The Prime Ministers of India and Japan meet every year under the
Comprehensive Economic Partnership Agreement. VLFM/CSM Project has
found mention in several official statements signed by the two Prime
Source: Official Website of the Prime
Ministers since 2006. Prof Shoji Shiba has been dispatched as a Technical
Minister of Japan and His Cabinet
Advisor under this agreement since 2006. Several other Japanese experts
(http://www.kantei.go.jp/jp/97_abe/actions
are also dispatched for this initiative. /201611/11india.html).
Since 2013, this program is being coordinated by Department of Industrial
Policy & Promotion and recognized as one of the Make in India initiatives
towards supporting growth of Indian Manufacturing.

Industry Academia Government Partnership

Industry-Academia-Government collaboration is the very fundamental unchanging element of the VLFM/CSM

initiative. It is key to the long term success of a project. VLFM was started under aegis of the Government of India
and the Government of Japan Collaborating with CII (industry) and IIT-K, IIT-M and IIM-C (academia). The two
implementing agencies at that time were JICA and NMCC supported by MHRD. Since 2014 Department of Industrial
Promotion and Policy (DIPP) has taken charge of the initiative and continues to be supported by the MHRD.

CHAMPIONS FOR SOCIETAL MANUFACTURING

VISIONARY LEADERS FOR MANUFACTURING

Professor Shoji Shiba, Chief Advisor of the Project.

Prof Shiba, Professor Emeritus, University of Tsukuba, Japan and the Adjunct and
Visiting Professor at Massachusetts Institute of Technology (MIT) from 1990 to 2004.
In 2002, he was awarded the Deming Prize for Individuals and nominated as member of
the International Academy for Quality in 2003. He has been honored by the Emperor of
Japan with the Order of the Sacred Treasure for his work with Indian academia and
industry in 2011. He received Padma Shri Award from President of India in 2012 for his
significant contribution to Indian manufacturing industry.
He has authored many books and manuals including “Breakthrough Management”,
“Four Practical Revolutions in Management”, and “Five Step Discovery Process Manual”.

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 OBJECTIVES OF THE PROJECT
The VLFM/CSM Project was set up with three main objectives: Develop Visionary Leaders, Apply a Scientific Method for
Developing the Indian Way of Manufacturing and Foster Collaboration between Government-Industry-Academia.

1
Develop Visionary Leaders

Teach Japanese Monozukuri to Develop

Leaders for Indian Manufacturing

2 3
Apply Scientific Method Foster Industry-Academia-
to Develop the Indian Way Government Collaboration

India faces a severe crunch of senior managers who are capable of leading their organizations in a world undergoing 10X
change. They are effective managers as they are able to solve the current problems of the organization. Visionary Leaders
have the ability to see the future invisible issues and find solutions to such issues. The focus of VLFM/CSM is on skill building
rather than disseminating knowledge through classroom lecture. With this philosophy VLFM/CSM has only 30% lecture rest
70% of the time is used for GEMBA visits, group work and learning through application.

THREE EYES OF THE BUDDHA

P P
s
es
in
us
eb

Business B
am
eS
Th

Business A
CHAMPIONS FOR SOCIETAL MANUFACTURING
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t t t
Control Incremental Breakthrough
1930/40s on 1970/80s on mid-1990s on
USA JAPAN USA
mass production consumer revolution 10X change

Three eyes of Buddha refer to the eye of control, eye of incremental improvement and eye of breakthrough. The first eye
is the eye of control. This eye refers to maintaining the set standards and the current situation. The second eye is that of
incremental improvement. This refers to the approach of making improvements day by day, step by step helping one to
achieve a higher status. The third eye is the eye of breakthrough. Globally the business environment often undergoes
10X change. Some companies are unable to maintain their business levels when such drastic change occurs. Control and
incremental improvement styles of management are not sufficient in such a situation and require something dramatic
to be done to counteract the decline of the existing business in the face of 10X change.

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THE UNCHANGING ELEMENTS OF VLFM/CSM
From Effective Managers to Visionary Leaders
Senior managers are often focused on solving current problems. A visionary leader has the ability to identify the
future invisible challenges and find solutions for them. In a world that is undergoing drastic changes companies
can not survive only by solving current problems. Apart from strong execution capabilities and the skill to motivate
people, a visionary leader must have a noble mind, which enhances the viewpoint of the person. A visionary leader
also has the three eyes of control, incremental improvement and breakthrough.

Strong Execution Noble Mind

EFFECTIVE VISIONARY
VLFM/CSM LEADER
MANAGER

Motivate Current Future

People Problem Solving Invisible Problem

BEFORE AFTER

From small m to BIG M

India is undergoing drastic changing, especially in areas related to society, environment and technology. Awareness of
such factors is critical for senior managers to effectively lead their companies in periods of drastic change. VLFM/CSM
is designed to focus on transforming the mindsets of senior managers from “small m” to “BIG M”. VLFM/CSM focuses
on mindset change from a production-oriented, i.e. small “m” mentality to developing a holistic view of manufacturing
such as R&D, Product Design, Customers and supply chain. In addition, it includes societal and environment related
changes as well. This is the BIG M concept.

Change in focus from small m to BIG M

Technology Global Regulatory
Changes Change Change

Supply Chain
Customer’s
Apparent &
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Latent Needs
Business Product After Sales
R&D Production service/
Opportunity Design Warranty
Business
Changes
Suppliers

Manufacturing Societal Environmental

Changes Change Issue

The BIG M concept is essential to survive under global competition

VLFM/CSM is focused on changing the mindset of the managers from production
(small m) to the entire manufacturing environment ( BIG M)

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 NATIONAL PROJECT FOR HUMAN RESOURCE DEVELOPMENT
With the industry-academia-government as the implementing partners VLFM/CSM is a national project aimed at human
resource development. The Government of Japan is supporting this national project under the Joint Technical
Cooperation Agreement.
The five courses under the project are together aimed at creating locomotive companies to pull up the level of the
manufacturing sector. A focus on the small and medium enterprises (SMEs) through the VSME program and on village
development through the Village Buddha program provide the push for economic and societal development of India.

CEO’s Course

VLFM -
Senior Managers Course Industry Economic
Development
PGPEX/VLM-Middle Inclusive
Level Manager’s Course Development

VSME-
SME’s Course

Social & Environment

Village Buddha Rural Society Development

Of the five courses under VLFM/CSM, CII is responsible for the implementation of four and the three institutes together
implement the full time one year PGPEX-VLM Course.
CII as the industry representative, leads the implementation of the four courses. Several companies such as Godrej, Sona
Koyo, Technova, TVS and Anand Group have supported CII in the delivery of these courses.
JICA supports the Industry as well as the Academia by dispatch of technical experts and through support of Japan visit.
Prof Shoji Shiba, the Chief Advisor of the project, is dispatched to India under JICA’s support. The Japan visit expenses are
shared between the participants and JICA.
The Government of India, through DIPP provides support to this initiative through regular monitoring and guidance. This
initiative is one of the flagships initiatives for developing human resources to support the Make in India Mission.
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FIVE COURSES

CEO’s Course
The CEO’s Course is like a foundation course for the CEOs of the companies that are nominating participants to the
Senior Managers Course. It gives them insights into what their managers are learning and how to enable them to
implement the learnings to the benefit of the organization. The active participation of CEO’s ensures appropriate
understanding and utilization of skill sets being developed by this program.
This Program is meant for CEOs of companies participating in the VLFM/VSME courses and also to sensitize new
companies about the various courses under CSM umbrella.

Senior Managers Course : VLFM

Designed with a vision to take Indian manufacturing to the world, Senior Managers Course is a transformation
mission to shape senior managers into industry visionary leaders of tomorrow. This Course enables managers with
10-15 years of experience to attain leadership skills. The program focuses on transformation through mindset
change and skill building.

Three transformation principles of VLFM are:

• See manufacturing beyond Big ‘M’, leading to Industry 4.0
• Build skills, not only learn concepts
• Change mindset, not only deploy tools and techniques

These help participants to identify latent requirements of business and contribute to manufacturing in present era of
global competition and 10x change of business environment.
The program is led by Prof. Shoji Shiba. He is supported by other experienced visionary practitioners from industry.
Designed in a modular format to enable learn-apply-learn approach, the Course ends with a Japan Visit module which
helps participants to understand the global business environment. The learnings are spread across five Modules
spread over 12 months followed by the Japan Visit.

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Details of this course are available with CII.

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 Middle Level Managers Course: PGPEX- VLM

PGPEX-VLM is a unique one-year full time residential program jointly offered by Indian Institute of Management, Calcutta,
Indian Institute of Technology Kanpur, and Indian Institute of Technology Madras. The admission process comprises all
India level written test on verbal ability, quantitative ability and logical reasoning, followed by a rigorous personal
interview for final selection of the candidates.
The program fulfills the current industry’s growing demand for techno-managerial leaders who shape the neo-
industrial revolution. Laden with latest management skills and cutting-edge technology knowledge, these
vanguards are being readied for meeting the challenges offered by the new wave of business enterprises that
thrive on information as they strive for the "Triple Bottom line". This program has a built in manufacturing focus
that helps to appreciate an industry’s metamorphosis in competitive times. Young managers with 5 to 10 years’
experience spend one full year moving between the campuses of the three partnering institutes and learning
Management of Technology.
Industry interventions and learning opportunities with Japanese experts create a holistic learning opportunity for
these young managers of Indian industry. Prof Shiba’s intensive boot camp at the beginning of the course sets the
tone for the year long journey of transformation for these learners.
Details of this course are available with the PGPEX-VLM office, IIM Calcutta.

Purpose of Japan Visit

The participants of both the Senior Managers’ Course and the Middle Level Managers’ Course undergo a
Japan Visit Module at the end of their course. The objective of this visit is to see Indian manufacturing from
an outsider’s viewpoint and to get an insight into the Indian culture through the eyes of the outsiders.
During this module participant get an exposure to the Japanese manufacturing practices through GEMBA
visits and interactions with senior managers from the industry. They also visit the Asakusa Temple which
gives an insight into the Japanese Culture. A visit to one of the Museums of a Japanese Manufacturing
companies’ gives an overview of the Japanese Entrepreneurial spirit. Additionally, they undertake a Self
Initiated Research on a topic related to a societal aspect.
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 SME Course: VSME
The 1000 Visionary SME Program (VSME) drives the transformation from the final assembly line of a OEM (Large
Company) or a Tier 1 company. Suppliers to the final assembly line follow later synchronizing their production to the
final assembly line. This course works in a project mode over one year transforming the Customer- Supplier
relationship to a ‘Win-Win’. The learning takes place at the plants of the participating SMEs and that of the Tier 1
company.
Both the customer as well as the supplier improve productivity, profitability and synchronization leading to growth.
The salient features of the VSME Course are:

• Creating a platform for enhancing the inclusion of SMEs covered through the program
• Developing the structure for sustaining the implementation of the program
• Enhancing the reach of the WIN-WIN relationship of the program
• Platform for enhancing the inclusion of SMEs
• Practice of the Do and Demonstrate Principle.

The SME course starts with a CEO seminar. This seminar actively involves the CEO’s of participating companies,
enlightening them with the VLFM/CSM principles and methodologies. This enables higher management buy-in and
understanding for better implementation of program.
Details of this course are available with CII.

Village Buddha
Village Buddha is a unique program that aims to build a strong relationship between Business and Society, to create
a ‘Win-Win’ for both. This program promotes the concept that business and society are integrally inter-connected
and inter-dependent. This first of its kind course in 2014, to foster sustainable growth of both, villages (society) as
well as Industry through systematic and systemic change. Classroom learning held in the unique TVS Village
Buddha Classroom located in Thattahalli. Rest of the learning takes place in the village as this course is aimed at
building skills to Jump into the Fishbowl (visit the villages), observe life in the villages, apply the tools to deepen
insights and build a new mindset to support societal development in a holistic and sustainable manner.
The program is built around three principles:

a. Today’s unsolved problems of the society are tomorrow’s business opportunities

b. Society can be best improved through systematic and organized initiatives
c. Business & Manufacturing/Services capability will enhance if business
organizations work with society
Details of this course are available with CII.
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 PRINCIPLES OF VLFM/CSM

To Teach is the Word of Arrogance:

We can only create an innovative learning environment for people to learn to perceive changes and
develop an understanding of what might be necessary in future.

Change Three Attitudes:

TTT (Talk, Talk, Talk), MFA (Me First Attitude) and PTB MFA CFA
(Pass the Buck) are three characteristics often observed
No ‘Me First Attitude’ Develop ‘Customer First Attitude’
amongst some Indian managers. But it is necessary to
transform this behavior to become a global leader who
acts CFA (Customer First Attitude), LLL (Listen Listen TTT LLL
Listen) and BSH (Buck Stops Here). Therefore, these
symbols were created in VLFM/CSM to serve as No ‘Talk Talk Talk’ Develop ‘Listen Listen Listen’ habit

reminders of the behavior change participants are

expected to display. These symbols have become
common language of the VLFM/CSM community. PTB BSH
No ‘Pass the Back’ Develop “the Buck Stops Here”

Use Scientific Approach such as FSDP:

5. See future through
The Five Step Discovery Process (FSDP), is a key your model/hypothesis
tool to create a hypothesis for problem solving.
This tool is used for future problem solving not Level of
for process improvement or reactive problem Thought
solving. In this process Data from Level of 1. Perceive 4. Elaborate
Experience comes from Jumping into the System of model/
Changes hypothesis
Fishbowl and facing the real life situations. The
movement between Level of Thought and Level 2. Go down 3. Go up
of Experience leads to creation of new concepts. ladder of abstraction
abstraction ladder
Level of Factual Changes Data
Experience
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Jump into the fishbowl;

This is the principle of learning about the
context by immersing in the context itself. It
requires going to the environment of the
customer and studying the behavior
by immersing in their environment. After
swimming with the “Fish” and understanding
the context the observations are analysed.
The analyses provides new perspectives and
invisible and unknown needs of the customer.

09
 Focus on Skill not Knowledge and Understanding:
The program reinforces skill building rather than Learn

classroom training alone, by following the 30:70 Traditional Teaching GEMBA

(Lecture/ Dialogue Reflect Apply
Principle - 70 per cent of the program is focused on
hands-on, practical, learning and skill
development. Only 30 per cent is centred on
classroom inputs and learning.
Learn
In addition, in the program participants go back Fishbowl
GEMBA
Teaching Reflect Apply
and forth between classroom and GENBA to gain
skill.

Do & Demonstrate:
Aimed at building skills by practicing and creating success examples. It requires the leader to
become role model by taking action rather than instructing.

Apply Snowball Concept: Snow bowl Effect

Achieve small visible success at the beginning of a

transformation project. Then make a detailed plan
Success
and focus on one critical point. Further select a Success
focus area for initial success which has highest Success
probability of success.

CLASSROOM ENVIRONMENT
The first Principle of VLFM/CSM is “To Teach Is a Word of Arrogance, We Can Only Create an Innovative Learning
Environment”. Based on this Principle VLFM/CSM creates unique learning environment. Every classroom is considered
as a temple of learning. Generally, a deity is placed in the classroom. In most of the classrooms Lord Ganesha, the God of
Wisdom, is seated in the Classroom. In the Village Buddha Classroom a Lord Buddha has been installed. Everyone takes
off their shoes when entering the classroom.
The wall of the classroom are available for pasting the paper and working on them. During the group work, there is very
high level of energy in the classroom. A ceremony, called Yo-One, is often performed. It symbolizes openness to learning
new things, working together and not traversing back after making an agreement. CHAMPIONS FOR SOCIETAL MANUFACTURING
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 SUCCESS OF THE CSM INITIATIVE
1. International Recognition for Companies
By applying the learnings from the various courses under VLFM/CSM several companies have developed path
breaking products. Several have received international recognition. The first such product is the Godrej Chotukool,
a small refrigerator which has changed the lives of people at the bottom of the pyramid. Yet another Godrej
product, the Edge Digi received the G-Mark Good Design Award. It is the first single door frost free refrigerator
based on understanding the latent needs of the customer.

2. Government Recognition for the Program

Not only have the companies received recognition for their work, even the VLFM/CSM project has received
recognition. In 2012 Prof Shoji Shiba was conferred the Padma Shri, India’s highest civilian honor for his work in
India. In 2015, Dr Sarita Nagpal was decorated with the Grand Cordon of the Order of the Rising Sun for her
contribution to promoting friendly relations and mutual understanding between Japan and India.
JICA awarded the JICA President Award for 2015 to CII for contributing CSM (earlier VLFM) for over nine years. The
JICA President Award recognizes projects and individuals and groups who contribute to development of human
resources, society and the economy of developing nations.
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3. Win-Win Relationship between Customer & Suppliers

The VSME Program has led to changing the relationship between the customer and supplier from order and
implement to win-win relationship. Amongst the VSME companies, the customer no longer passes the market
fluctuation to the supplier. This Program has helped to improve the efficiency and productivity of the supply
chain by 10X.
“Publication of success stories are available in CII”

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4. Management of Technology
PGPEX-VLM is a unique course delivered by three leading academic institutions in the country. Students spend two
months each at Indian Institute of Madras and Kanpur and five months at Indian Institute of Management, Calcutta.
Together the three institutes prepare the students for the drastically changing business environment. The course
has been designed in consultation with the industry and also sees much industry intervention, apart from a mix of
classroom and practical training. This kind of a partnership between three academic institutes along with industry
intervention is a unique partnership which has not been replicated in last ten years.
The program develops leadership and management skills, besides providing an impetus to cutting edge
technology awareness and proficiency. At the end of the course the three institutes issue a joint degree
to the participants.

5. Development of Faculty – Through Learn, Practice, Teach

VLFM/CSM has developed a very unique way of developing trainers. The Alumni of a particular course first practice
the learning at their own companies. Then they volunteer to come back as demonstrators to the next batch. This is
based on the philosophy that teaching is the best form of learning. As the demonstrators continue to come back
year after year, they deepen their learning and then they assume the role of the Module Director. A Module Director,
mentors the other demonstrators under the guidance of the Chief Advisor, Prof Shiba and also guides the overall
planning and implementation of the module.

6. Documentation of Learnings
Publications are a record of the history and also a celebration of
success. To date under VLFM/CSM, 38 publications have been
published. These include manuals, success stories, case studies
and text books. These are the intellectual assets produced by
VLFM/CSM and are supporting the further diffusion of the
program.

7. Critical Mass of Graduates

VLFM/CSM project was started in 2007 because India was facing a severe crunch of senior managers to steer the
growth of the manufacturing sector. Over the last ten years the project has created a critical mass of 5110
graduates through its different courses. Together these graduates have begun to stimulate an ecosystem for the
growth of the manufacturing sector in India.

Course 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Total
-08 -09 -10 -11 -12 -13 -14 -15 -16 -17

A Senior Manager's Course 48 48 48 51 60 80 55 59 59 60 568

Middle Level
B 30 32 30 29 34 33 37 38 38 40 341
Manager's Course
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C Owner & CEO Course 21 14 27 14 20 40 40 176

Attending Course 6 41 97 138 287 180 339 232 1,320

D VSME
Course 21 60 81
Attending VLMI

E Village Buddha 72 44 0 116

Total Course Participants 78 80 84 142 205 278 393 369 541 432 2,602

VSME Community 18 69 828 567 1,026 - 2,508

Grand Total 78 80 84 142 223 347 1,221 936 1,567 432 5,110

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 SUCCESS STORIES – INDUSTRY
International Recognition - Godrej Edge Digi
Designing breakthrough products, that meet the latent needs of the customers, require jumping into the fishbowl,
swimming with the fish and making observations. Listening to the Voice of the Customer gives deep understanding of
the customers’ lifestyle, their behavior, social dynamics amongst others. The insights achieved during the process
when analysed using the Five Step Discovery Process bring out new insights. Over the last ten years more than 2000
senior managers from India’s manufacturing companies have learnt these skills through CII’s VLFM initiative, and many
have received global recognition and accolades.
A recent breakthrough product to receive global recognition is the Godrej Edge Digi refrigerator, which received the
prestigious G-Mark Award from Japan. India’s first hybrid Auto Defrost Refrigerator had been developed, and it
remains unchallenged in the Indian market even by the middle of 2016. The target Indian Customers for this
product often consider a Refrigerator as a status symbol and keep it in their drawing rooms. Edge Digi was thus
given a fascia design, a departure from the industry norm at that time. The G Mark award instituted by Japan
institute of Design Promotion (JIDP), having important contribution in industrial development of Japan by way of
promoting excellence in design, places importance upon selecting products that contribute to and make a positive
impact on society and industry. Screening for award, takes into account aspects of humanity, honesty, innovation,
aesthetics and ethics. The Godrej Edge Digi Refrigerator came out on top on all these aspects. The development of
Edge Digi enabled Godrej to move from the Mass Market to the Premium Market in Single Door Refrigerators. In
2014, the mass market was a Red Ocean characterized by fierce competition.
The Edge Digi Team at Godrej was being led by Suhas Kulkarni and Bhasker P S, both VLFM Graduates who have also
been faculty on the VLFM program. In this eight-year journey of learning, practicing and training, the VLFM tools
became second nature to both of them. They achieved a breakthrough unlocking of mindset which enabled them to
take a larger perspective of the business and develop a product that ultimately won international recognition.
Suhas Kulkarni says that the opportunity to learn as a VLFM faculty was a unique learning experience. Teaching is
the best way to learn; each opportunity to go back to VLFM as faculty led to clearer and deeper understanding of the
concepts. From acquiring knowledge to becoming a master is a continuous process of practice. It is practice that
creates understanding leading to skill and then mastery. The team got the motivation to challenge this award from
a very simple but thought provoking question raised to them by Mr Jamshyd Godrej, Chairman, Godrej & Boyce –
“What Next”, he asked them when they had presented to him the concept after winning the India Design Mark. This
completely changed the mindset of the team and they now follow the “What Next” philosophy and practice VLFM
Tools to scale newer heights.
India Design Mark is design recognition mark instituted by India Design Council (IDC) in partnership with JIDP and
both IDC and JIDP are actively working for encouraging culture of Good Design in India. Towards this, IDM award and
assessment process for the award is established. To further the cause, agencies have conducted design promotion
seminars in important cities in India.
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Supplier Relationship Transformation – Tata Motors

Tata Motors was facing a pressing need to standardise the basic processes across plants, to smoothly cater to the
market from various manufacturing locations across India. The Supplier Relationship Transformation (SRT)
program, based on the VSME, helped the company to achieve this objective. According to Tata Motors, VSME tools
for production planning, scheduling, requesting materials from external suppliers, and assignment of manpower
based on activities, provide a completely integrated approach impacting all areas of manufacturing.

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It is the first time that a large OEM has taken the initiative to improve their own processes before expecting their
suppliers to do so. Following the Do and Demonstrate principle has helped to redefine their relationship with their
suppliers as collaborators. A mindset change at Tata Motors led them to form a community, which lies at the centre
of the VSME concept. A member of VSME or SRT is a collaborator beyond organizations. This has increased the
available resources manifolds.
SRT is about using a common language. It uses some very specific words or terms. A word has only one meaning
and one interpretation which is known and used by all members of the community. This greatly reduces
misinterpretations in communication.
As a result of the SRT, the assembly lines at Tata Motors plants have started pulling aggregates and parts required
to assemble the vehicles as per their sequence. They are able to harness improvement potentials of the magnitude
10X. At the Jamshedpur plant, by week 37 the procurement performance of almost all suppliers was 100%. In
certain cases, productivity improvement of Tier 1 suppliers was up more than 6 times. Line side inventories also
reduced between 30 to 96%. These are some breakthrough results that Tata Motors has been able to achieve for
themselves and their suppliers by implementing SRT.

Crientors Experience
Creintors Teknosol Private Limited a Belgaum
based startup bagged two prestigious awards. One
is for being “Top ten promising startups” and the
other for the “Best Manufacturing startup” for their
product “Insert and Tool Management System”.
This is an automatic CNC Insert and other basic
cutting too (drills, milling cutter etc.) vending
machine. It is specially designed to alleviate the
problems being faced by small and medium
enterprises. Using this product, the productivity is
expected to increase by 30 to 35% and cutting tool
insert inventory may come down up to 20% to 30%.
Identifying the Latent Need: Observing that all kind
CHAMPIONS FOR SOCIETAL MANUFACTURING
VISIONARY LEADERS FOR MANUFACTURING

of industrial units working on CNC lathes or machining centre’s of all range of capacities are confronted with routine
problem of accountability of an item called “insert” which is small but costly. To get in depth knowledge we visited
and interviewed more than 20 small and medium units dealing in CNC lathe or machining centers. Further we did
market research by exhibiting the product at Indian machine tool exhibition & at International Machine tool
exhibition in the US and very recently a research done for European market. From this field study and market
research, we observed that they are facing following problems regarding “inserts” and “tools” on daily basis for
which there is no ready solution available in the market
Based on these observations, we at Creintors designed a unique Solution to address this recurrent problem for the
machine tool industry and even manufacturing industry in general. Further this dispensing machine has also the
potential to be developed for other sectors as well.
This insight and confidence to address the market needs both domestic and international has a lot to do because of
the VLFM and VSME Learning’s. This has helped us to tune our approach to be more result oriented and more
efficient, with innovation culture being the backbone of this system approach.

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 CSM COMMUNITY CONVENTIONS
Learning Convention and Graduation Ceremony

The Learning Convention is a unique platform for the CSM Community to come together and learn from each other.
This Convention, an annual feature, is held when a new batch is launched. It also marks the graduation of the
outgoing batch. The first Learning Convention was held in 2008, when the first batch graduated from the program.
A unique environment is created for the Convention, with alumni displaying their success stories in an exhibition
format. The attendees go around the exhibition and hear the success stories. It inspires many more companies to
work towards breakthroughs. Business leaders and managers from companies that are not yet following the VLFM
way are also invited. It helps to expand the reach of CSM and make it into a national movement.
Speakers from industry, Government of India and Japan as well as the academia share new insights on the global and
business environment, giving a holistic perspective to the senior managers attending the program.

CSM Summit
The CSM Summit build brand CSM as a flagship program between the Government of India and Government of
Japan aimed at building a critical mass of manufacturing leaders in the country. It also brings out the alignment of
CSM with the Government of India’s Make in India initiative. With people from the industry, media, government and
academia attending the Summit, new insights are gained on the global manufacturing environment. An effort is
made to host this Summit, parallel to an international event. The first CSM Summit was held alongside the Make in
India Week in Mumbai and the 2nd CSM Summit in February 2017 was held at the International Engineering &
Technology Fair (IEFT). This gives an opportunity for the CSM Participants to witness new technologies and
products that are impacting the business environment. Alumni and CSM participating companies share their
experience of implementing the learnings from various courses under CSM.
CHAMPIONS FOR SOCIETAL MANUFACTURING
VISIONARY LEADERS FOR MANUFACTURING

15
EXPANSION OF VLFM/CSM
Community Activities in Indian Way
Visionary Learning Community India (VLCI) (earlier it was called Visionary Laghu Udyog Mitra Mandal India: VLMi)
was launched to scale up the VSME program since 2015. This scale-up initiative is conceived to develop VSME-
uninitiated SMEs through the voluntary efforts of those SME companies who have gone through the VSME program
and benefited from the same. These ‘volunteers’ have committed to give back to the movement what they
benefitted from it two or three years earlier. Rightly so, the project is called VLCI.
Another significant aspect of the VLCI is the partnership and collaboration between Industry, represented by CII and
Local Academia. The VLMi program would see the faculty of engineering colleges being trained, who in turn, would
train the batch of SMEs in the area. It means the VLMI program will promote the SME development together with
building the quality of technical education.
First batch of the project was started in 2015 with the name “7 Star” in which there were 21 participants from 7
companies from the Belgaum, Hubli and Dharwad region. The graduation ceremony of participants from this batch
was held in April, 2016 where participants were awarded certificates from Prof. Shoji Shiba. The need for the
association of Academia was felt during the running of first batch of this program. With the objective of skilling
faculty from colleges to create a sustainable eco-system for developing VSME skills, a second batch of this project
was launched on 7th March, 2016 with the name “VLMi” in collaboration with Industry, represented by CII and local
Academia - Nutan Maharashtra Institute of Engineering & Technology (NMIET), Talegaon, Pune. This batch
comprises of participants from 10 companies and one institute (NMIET). Another batch of VLCI has commenced in
April, 2016 at Belgaum with collaboration between the CII, Belgaum Foundry Cluster and KLS Gogte Institute of
Technology at GIT Campus, Belgaum.
In 2017, activities of VLCI has been expanded in Solan/Parwanoo and also will start in Gurgaon. The VLFM/CSM
communities have been expanding every year by Indian way.

Organization Skill
BIG F of Factory
Discipline Team Work Development

small f SOP

Flow Vision /
Concept Tools / Goal
Machine
Method

Immediate
PDCA/ Process Customer
Kaizen Links Concept
CHAMPIONS FOR SOCIETAL MANUFACTURING
VISIONARY LEADERS FOR MANUFACTURING

Change in focus from small f (factory) to Big F (Factory)

For Middle Level Manager’s Course please contact:

Sanjay Basu, Manager PGPEX - VLM, Coordinating Office, Indian Institute of
Management Joka, Calcutta – 700104
Email : manager_vlmp@iimcal.ac.in; Ph: +91-33-2467-8300-04
(Ext. 209), 91-33-2438 0613 (Direct)

For details of Senior Manager’s Course, VSME, Village Buddha

and CEO’s Course please contact:
Sandhya Satwadi, Senior Director & Head, CII Naoroji Godrej Centre of Excellence
Godrej Station-side Colony, Opp Railway Station, Vikhroli East, Mumbai, 400079
Email : sandhya.satwadi@cii.in, Phone: 022 2574 5146

16
 Success Story 1 Success Story 2 Success Story 3 Success Story 4 Success Story 5 Success Story 6 Success Story 7
(February 2009) (July 2009) (February 2010) (July 2010) (February 2011) (February 2012) (March 2013)

V MAP Success Stories VSME Success Story 14 Success Stories 8 Success Stories 8 Success Stories Village Buddha VLCI Success Stories Leaping ahead with VSME
(June 2013) (September 2014) (July 2015) (July 2015) success stories Harita Seating Case

On the path to Progress Journey Towards

The Journey of three Villages Global Recognition
Godrej Refrigerator Case