5 - sadashiv pandit_23 tocpa_usa_21-22 march 2016

8/18/2019 5 - Sadashiv Pandit_23 TOCPA_USA_21-22 March 2016

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23RD INTERNATIONAL CONFERENCE OF THE

TOC PRACTITIONERS ALLIANCE - TOCPA

www.tocpractice.com 21-22 Marc! 2"1#! Te$$e%%ee! &SA

S&T AND THE RED CURVE.

SADASHIV PANDIT, INDIA

MARCH, 2016


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23r' I$ter$atio$a( Co$)ere$ce o) te TOC Practitio$er% A((ia$ce - TOCPAwww.tocpractice.com

Your logo

SADASHIV PANDIT

EXECUTIVE CHAIRMAN

FLEETGUARD FILTERS PVT

LTD.

PUNE, INDIA.

[email protected]

+91 98220 23647.


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Your logoEVER FLOURISHING COMPANY…

STRATEGY AND TACTIC TREE IS A SYSTIMATIC WAY OF

‘DEVELOPING THE LOGIC’ TO BUILD AND SUSTAIN A

COMPETITIVE EDGE.

EVER FLOURISHING COMPANY IS A STATE ACHIEVED

AFTER SUCCESSFULLY IMPLEMENTING A STRATEGY

AND TACTIC TREE.

KEY ATTRIBUTE OF EVER FLOURISHING CO

IS…CREATING NEW BREAKTHRU SOLUTIONS ALL THE

TIME…


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Your logoEVER FLOURISHING COMPANY…

RED CURVE MEANS…WE ARE GROWING THE

THRUPUT FASTER THAN THE ‘OE’ FOR A GIVENMARKET.

THE CHALLENGE IS…WHAT ARE THE OBSTACLES FORGROWTH, HOW TO LOOK IN TO THE ‘ASSUMPTIONS’

‘AND HOW TO USE ‘FALCIFICATION LOGIC

EFFECTIVELY’.


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Your logoFLEETGUARD INDIA : PLANTS & OFFICES


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Your logoFLEETGUARD STORY…

FLEETGUARD HAS BEEN ON THE TOC JOURNEY

SINCE 2007.

OUR BUSINESS GROWTH SO FAR [PAST 9 YEARS]

GIVE US THE CONFIDENCE THAT WE ARE ON

THE ‘RED’ CURVE.


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SALES GROWTH

-

2,000

4,000

6,000

8,000

10,000

12,000

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016FCST

Sales

Sales


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Your logoCOMPANY PROFILE….

WE ARE IN THE BUSINESS OF AUTO COMPONENTS.

WE SUPPLY TO MAJOR OEM AND THEIR

AFTERMARKET CHANNELS.

WE ALSO SUPPORT/COMPLEMENT THE OEM

CHANNELS THRU OUR INDEPENDENT CHANNELS


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Your logoSIGNIFICANT NEED…INSIGHTS

SIGNIFICANT NEED FOR A MARKET COMPRISES

OF ‘PRODUCTS’ AND ‘SERVICES’.

SIGNIFICANT NEED IS ABOUT THE ‘PROBLEM’

MARKET IS FACING .

BOTH PRODUCT AND SERVICE REQUIREMENTS

‘CHANGE WITH RESPECT TO TIME’ AND SO IS THESIGNIFICANT NEED.


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Your logoNEED CONTINUUM…

WHAT IS ‘SUFFICIENT’ TODAY…MAY BECOME

NECESSARY BY TOMORROW.

EXAMPLES…IF A COMPANY IMPLEMENTS CCPM, IT

REDUCES THE LEAD TIME TO INTRODUCE NEWPRODUCTS SAY BY 50%.

THE LEAD TIME OF TODAY MAY BECOME A‘NECESSARY CONDITION’ OF TOMORROW.


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Your logoSIGNIFICANT NEED..FLEETGUARD…

MEET THE CUSTOMER EXPECTATIONS OF PRODUCT

PERFORMANCE,COST AND SERVICE WITHIN THECUSTOMER TOLERANCE TIME.

CUSTOMER TOLERANCE TIME FOR OEM FIRST FIT

AND FOR AFTERMARKET ARE DIFFERENT AND ARE

ON DIFFERENT SCALE OF ‘REACH AND RANGE’.


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Your logoSTRATEGY AND TACTIC TREE…

FLEETGUARD DEVELOPED ITS STRATEGY AND

TACTIC TREE COVERING THE FOLLOWING

1. MARKET HAS TO BE BIG ENOUGH

2. SATISFY THE SIGNIFICANT NEED OF THE MARKET,WITHOUT TAKING MAJOR RISK, THRU TESTED AND

PROVEN TOC TOOLS LIKE S-DBR,CCPM, THRUPUT

ACCOUNTING.

3. TRACK THE NECESSARY AND PARALLEL

ASSUMPTIONS FROM TIME TO TIME.


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Your logoKEY CHALLENGES…

TOC IS ABOUT FIVE FOCUSING STEPS..

DR.ELI GOLDRATT HAD WARNED THAT COMPANIESGET STUCK IN INERTIA.

AFTER A SUCCESSFUL IMPLEMENTATION OF TOCSOLUTIONS, THE SALES AND PROFIT GOES UP

RAPIDLY.

THIS SITUATION GENERATES A ‘COMFORT LEVEL’

WITHIN THE ORGANIZATION TO ‘NOT TO CHANGE’.


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COMPLECANCY STEPS IN AND AND SO IS

COMPETITION.

CHALLENGE NO #1 ……HOW TO RETAIN THE

CURRENT BUSINESS?

THIS CHALLENGE CAN BE OVERCOME BY ‘CCPM’

LEVER.

ONGOING CAPACITY EXPLOITATION OF CCR

ENSURES ‘DCE’ IN PLACE.


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CCPM LEVER…

CCPM IS THE ABILITY TO ROLL OUT RESPONSES

VERY FAST.

ANY CHALLENGE/TARGET FROM THE OEM

CUSTOMER CAN BE MET.

CCPM GIVES THE FLEXIBILITY TO ‘ADD OR

SUBTRACT VALUE’ BASED ON THE PRODUCT NEED.


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CHALLENGE NO# 2….MARKET IS BIG ENOUGH.

IN AN OEM BASED BUSINESS SOLUTION, PRODUCT

LIFE CYCLES ARE CERTAIN AND TO A LARGE EXTENT,

CAN BE PREDICTED.

THE CHALLENGE IS…HOW TO DEVELOP NEW

PRODUCT, OBSOLATING THE CURRENT ONE WITH‘HIGHER T% AND BEING MORE COST

COMPETITIVE?’


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VALUE BASED PLANNING ALLOWS TO SET A NEW

VALUE POSITION AS WELL AS A NEW PRICEPOSITION, BOTH OF WHICH CAN BE ‘COMPETITIVE’

[BLUE OCEANS]

A DECISIVE COMPETITIVE EDGE COMPRISES OF

‘PRODUCT VALUE AND SERVICE VALUE’.

FOCUS ON ‘PRODUCT VALUE’ CREATES A NEW PRICE

POINT IN THE MARKET PLACE, WHICH ADDS MORE T%.


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CHALLENGE NO # 3……PENETRATION AFFECTING

‘REACH AND RANGE’.

LOCAL PLAYERS TRY TO DISRUPT THE MARKET AT

MANY PLACES. THAT COULD BE WITH LOWER COST/

HIGH VOLUME OFFERS.

TOC SOLUTIONS OF FREQUENT

REPLENISHMENTS OFFSET SUCH INITIATIVES.

POT OF GOLD/ALLEGATOR OFFER SELLING OFFSET

THIS CAUSE.


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Your logoKEY CHALLENGES..

CHALLENGE NO # 4….TOC AS A DNA.

MANY PEOPLE WITHIN THE COMPANY GET STUCKWHEN THEY FACE OBSTACLES. THE ROOT CAUSE

BEING THEY DO NOT UNDERSTAND CRT/FRT LOGIC

BEHIND THE SOLUTION.IN SUCH INSTANCES, THEYREVERT TO LOCAL OPTIMA DECISION MAKING AND

PUT ‘DICISIVE COMPETITIVE EDGE ‘ IN DANGER.

INITIALLY TOC SOLUTIONS START FROM TOP WHERETHE PARADIGM SHIFT HAPPENS.


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WITHOUT KNOWLEDGE OF CAUSE AND EFFECT

LOGIC, A ‘NOISE’ IS DEALT WITH ‘LOCAL OPTIMA’SOLUTIONS, THRU JEOPARDIZING THE ‘DCE’.

A KEY REQUIREMENT IS TO TRAIN AND COACH ‘TOCAS DNA’ ACROSS THE ORGANIZATION.

IN-ABILITY TO READ CHANGE IN REALITY HAS EVENBIGGER IMPACT ON THE PERFORMANCE OF THE

COMPANY.


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FAILURE TO IDENTIFY NEW BREAKTHRUS MEANS

FAILURE TO SURVIVE.

A COMPANY WIDE TRANING AND COACHING TOC

PRINCIPLES BECOMES A VERY CRITICAL NEED.FALCIFICATION LOGIC IS USED TO CHECK CRT/FRT.

THIS ALLOWS THE COMPANY TO DIFFERENTIATEBETWEEN ‘NOISE’ AND ‘CHANGE’ IN REALITY.


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AS THE COMPANY STARTS USING FIVE FOCUSING

STEPS AGAIN AND AGAIN, THE COMPANY WITH TOC-DNA IS ABLE TO IDENTIFY MORE AND MORE

BREAKTHRUS’ AS WELL AS LEARNS TO AVOID LOCAL

OPTIMA DECISIONS FOR THE ‘NOISE’ IN REALITY.

THESE NEW BREAKTHRUS’ ARE PUT IN TO SNT AND

NEW SOPS’ ARE MADE.


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Your logoSIMPLE DIFFICULTY…

TOC SUCCESS ON ONGOING BASIS IS WELL DEFINED

IN THE FIVE FOCUSING STEPS.

SNT CAPTURES THE SCOPE .

SNT NEEDS REVISION REGULARLY, BASED ON THEMARKET CONDITIONS.

ABILITY OF THE COMPANY TO DIFFERENTIATEBETWEEN THE ‘NOISE’ AND ‘CHANGE’ IN REALITY

DECIDES SUCCESS AND FAILURES.


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THAN* +O&

5 - sadashiv pandit_23 tocpa_usa_21-22 march 2016

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