“Manufacturing Managers should take Structural decisions which escalate the manufacturing inertia of the company”

Harish. K. Chatterjee, VP- Manufacturing

The DNA of Indian Manufacturing has evolved since its inception. It grows every single day to be the leaders in world manufacturing. Our system is deep rooted with knowledge, technology and above all the emotional attachment with our staff and customers. This has been driving the Indian manufacturing ecosystem since ages.

The diverse products, dominant adaption to market changes and its perspective towards growth shapes the corporate and manufacturing policies of the company. A conventional factory undergoes too many production activities in a single day which are either contradicting or complementing each other. Eventually, the target is to keep the plant as competitive as possible. The manufacturing inertia escalates by implementing focused and organized manufacturing methodologies. A Conventional factory should structure the growth by building a “Manufacturing Mission” in alignment with their syndicates.

Every plant has to develop a Key Manufacturing task which is derived from the principle corporate strategy. The internal manufacturing policies of the plant are designed around their key task itself. There have been sea changes in the manufacturing principles and the manufacturing arm of every company across the nation has been garnering attention by the higher authorities. The plant managers try to be good at everything but focus on the wrong thing. Probably due to less time or pressure from higher authorities.

In the standardized process of manufacturing, developed by the company, you come across many obstacles where the managers are subjected to pressures from the Sales Department and post satisfying them the finance department raises the bar and urges to reduce the costs. All these add to longer lead times, higher costs and finally lack of a structured focus within the factory.

To build focus and organize its manufacturing activities, managers have to braze its manufacturing function into an aggressive weapon embodying the corporate attitudes. Structural decisions have to be taken infrequently to make the manufacturing policies and people in congruence with the plant and equipment.

Manufacturing units should focus on their particular tasks by managing its own work-force, production, equipment wherein the volumes and quality levels are not mixed. Development and handling all the above processes constitute to individual plant’s manufacturing task. Similarly, Raymond developed a central manufacturing staff where the corporate plays an active role throughout. We made all the plants as cost centers and the control is exercised centrally. We maintain the economies of scale as the purchasing is not fragmented and has developed moreover a bureaucratic approach.

A focused approach and growth are always on opposite tracks. It’s important to design the manufacturing functions which gives a positive impact on the growth of the company. The need of the hour for manufacturing is to build a consolidated and organized manufacturing company with a structured connection to the corporate success.

“Leading companies celebrate their manufacturing and corporate success as an Organizational achievement. Because, we know they seldom come alone.”