Author: Surya Narayan

Many organisations pursue improvement through new technology, ambitious targets, tighter controls or frequent inspections. Dr. W. Edwards Deming challenged this approach. He believed that lasting improvement does not come from isolated tools or pressure on employees. It comes from transforming the entire management system. Deming’s

Indian vehicle dealerships and service centres are adopting lean management techniques to tackle chronic delays, rework and customer dissatisfaction, aiming to bring factory-style discipline to noisy, overbooked workshops and crowded showrooms. For many dealer principals and service heads, the scene is familiar: bays are full,

Most teams we work with already know their processes are messy. What they don’t always know is where the mess actually lives. A process flow diagram is one of the simplest ways to find out. You don’t need fancy software, a design background, or a

Walk into almost any modern factory today and you will hear familiar phrases. Lean manufacturing. Continuous improvement. Quality systems. Flow. Productivity. Just-in-Time. Bottom-up problem solving. These ideas are now so deeply embedded in industrial thinking that many assume they were always there. They were not.

Walk into any factory on a difficult morning and you’ll hear the same conversation. A line is down, a customer is escalating, a shipment is at risk, and somewhere near the machine three people are pointing at a fourth one who isn’t in the room.

On factory floors, a training method born inside the United States War Department in the 1940s is once again teaching supervisors how to cut defects, raise output and keep their best people. It is called Training Within Industry, or TWI, and after eight decades, its