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Nisiki’s business process of Total Supply Chain Management is a pioneering, different,
and unique business model in India.
Nisiki has revolutionized the procurement process of electro- mechanical
industrial components in this present era of rapid globalization.
From Application specific design, Product development, Manufacturing … to the Logistics of JIT delivery on the assembly line of a customer is the unique capability of
NISIKI – Total Supply Chain management (SCM). This complete business process of Manufacturing… to End-user assembly line at lowest costs is defined as Total SCM.
Each customer has unique localized needs in terms of Quality/Price/Delivery terms.
Nisiki VALUE… 0% Risk / Cost of Inventory to a customer.
In the last span of near 60 years, NISIKI® is the only brand that has emerged in India
gaining acceptance of OEM’s (Original Equipment Manufacturers) customers.
By innovative deployment of the localized-6-services, Nisiki ensures the highest
product reliability at lowest costs. Nisiki is the most preferred supplier to over 200 OEMs in India.
Nisiki operates among the largest supply chain of mechanical and electronic assemblies and components From and To India.
Nisiki is now the most favored alternative to European brands like SKF, FAG EBM,
TEXAS, TIMKEN….. in product range.
Our past years have been spent in developing the products, the brand and
organization to service it.
Prospects of scalability and profitability is in facts, exponentially higher than the industry standards. Nisiki is in the growth stage. Growth is at times painful but also
rewarding in long run.
I invite you to join our journey of immense opportunities.
Understanding Total SCM
FIELD SALES is RELATIONSHIP ( Being IN-TOUCH)
FIELD SALES Management is all about relationship with customer.
And relationships evolve by being IN-TOUCH with the customer. Just imagine can you have a good friendly relationship if you contact a person once in a year ?
Hence being IN-TOUCH with potential / present customers leads to knowing each
other and developing a relationship. And for salesman this comes from a fire and passion to earn money (profit) for the company and self.
The fire comes from the MONEY MAKING attitude. Each sales-manager make a self-evaluation how much time you are spending PER DAY
to be in-touch with customer? 1) Be in-touch by tele-phonic calls. The easiest and most efficient way is tele-contacts
in this modern communication age. 2) Be in-touch by personal visits to the customer. Once you know the customer a
little better with tele-talks...make the visit.
The LAND-LINE / MOBILES must be BUSY with each sales-man being IN-TOUCH with customer making follow-ups on offers...samples...consumption data...
Nisiki SALES is now a PROFIT CENTRE....and it will benefit us all if you guys change your work style and habits and make the necessary changes.
MATERIAL SALES..... Applicable to you guys too who handle established supplies.
At Office means what?
FIELD SALES,
In this communication age TELEPHONE is the most effective TOOL of business communication and development.
During the first initial telephone calls, the customer will SLAM down the
phone. This is very similar to you being sent back from the security gate. Frequent phone calls will finally break the ice and customer will appreciate the persuasion.
Customer will appreciate the convenience of telephonic conversations and will provide you with valuable in-puts.
This does not mean that sales visits are to be ZERO. Surely our sales must visit customers when the offer is hot....or for sample approvals...or for complicated techno-commercial matters.
The message of this mail is that when you are in OFFICE make the best use of telephone to enhance your contact levels. Some tips :
1) Make sure that you are seated at your table for long hours.
2) Make sure that you have listed all the offers for follow-ups at start of day. Some for initial, introductory follow-ups. Some for 2nd round..3rd round. 3) Make sure you have the reference-list of customers for the segments at your table.
Make sure you have a dedicated Land-line/Mobile at your table. 4) Make sure to note down the customer comments against the offers in your dairy.
Anything urgent, feed-back to SGM/Scrdn immediate. But if matter is routine...compile all the notes and send summary to SGMs/Scrdn or/and concerned support functions at end of day.
5) Keep a target of 10 follow-ups minimum per day. Cover 2 segments per day when in office.
6) MOST IMPORTANT LEARN THE TECHNIQUE OF GREETINGS/ ENGAGING LONG CONVERSATION WITH CUSTOMERS. Ensure that you extract the desired information during your telephone calls. Contact purchase / design / quality / engineering all key
people at customer end.
Initially you will find difficult to adjust to this change. May find difficult to be seated. Make determined effort for you must accustom to modern times. Nisiki sales-man must change and implement the above and improve the contact
levels during office hours.
FIELD SALES --MEN IN BLACK
WILL is more important than SKILL in FIELD SALES success. Field Sales must have the WILL to sell a Refrigerator to Eskimo. Register the TARGETS reproduced below for April 07 in your minds.
It is our mission that every Nisiki salesman is MAN in BLACK.
My first warning is DO NOT segmentise, departmentalise the customers. The biggest mistake last year was this bi-furactions...This customers belong to MM...This customer belong to Sales...this customers belong to SGMs...etc etc. I never said so...but it was
convenient thinking at work. Let's change.
BE CLEAR ALL CUSTOMERS in 5 segments BELONG TO FIELD SALES. IT IS THE FIELD SALES WHO DO CUSTOMER-HANDLING of NISIKI SCM. YES, what makes the difference is how to team work as a BILLING TEAM.
The 4 functions BILLING TEAM must learn technique to SHORTEN the CHAIN and Rise to the Occasion.
As Field Sales when you talk on phone or meet during visits, use the information given
in Nisiki RRP. Educate the customers that NISIKI brand became the FIRST bearing supplier to achieve zero ppm at Lucas TVS. Note Lucas TVS is no a tom, dick company. Lucas TVS is a Deming Quality Award company. Educate customer that
NISIKI products are manufactured at the best locations in the world.
Case-study - (SCM organisational working )
Q: What is segment ? A: Segment is an APPLICATION.....A customer, a vendor is "sub-set" of a SEGMENT.
Indeed, group of many customers and suppliers (vendors) form a SEGMENT 1) What is Segment Marketing (SGM) function ?
Segment handling is working on OFFERS for both 1) Establish and 2) New customers.
OFFERS for price revision of established products due to increased volume. OFFERs for alternative specs of establish products to avoid dependency on one spec/one vendor only.
OFFFERs for NEW Products in MECH and ELEC category.
Offer is a RESULT. Offer is a result of a leveraging process of all available resources at Nisiki. The recourses are many....it depends on SGM imagination.....news items,in-house customer magazine,..fellow functions like PD, SMs, ES..FN.IT...visits to
customers, vendors....any thing that helps add VALUE to SCM. It depends on the vision, strategic thinking, interactive and communications skills of
the SGM. It is about anticipating the need and meeting the need before the competition. The results of OFFERs are seen in the SEGMENT figures performance.
SGM is BOSS for the SEGMENT. 2) What is Field Sales (FS) function?
As human nature, we desire every thing smooth sailing. Prices are lowest, Delivery
the shortest, Quality the best...payment on time ...CUSTOMER CALLING YOU instead of YOU CALLING CUSTOMER...if it was so perfect then there would be no such thing as business and profit. Business originates because issues keep originating at customer
place. The issues may be good news. The issues may be bad news. A good news is issue of P.O and every one wants to involve in it. A bad news is delivery is delayed
and no one wants to touch this issues. So to handle issues at customer we have SALES MANGERS. They handle both
establish and new customers. In the process they chase offers, generate new enquiry, sample approvals get P.Os, handle difficult quality issues, difficult payment
issues...and so...on. A sales man must be to ready to handle the most UN-EXPECTED developments.....WHY...because as mentioned above business is not perfect...not ideal. It is SALES MANAGER's duty to handle unexpected issues at
customer end. This duty of SM is universal and applicable to any business company.
SALES MAN does that on basis of the friendly relationships he has developed with customer. A relationship developed thru regular contacts with various key decision makers and departments of the customer. SM is the BOSS for the individual
customer.
3) What is Matereials Sales (MM) handling function ?
Indeed the activities of SGMs and SMs will result in production lot P.Os to Nisiki. The P.Os will require material to be procured and delivered to the respective customers.
This day-2-day function of planning, procurement and dispatch to customer is done by our MMs. Regular interaction with customer buyer is required so that right quantity is supplied at right time. It give us month on month BILLINGS. Such supply against
such regular P.Os is termed established supply. MM is the BOSS for established supply.
Notes : a) The word BOSS is mis-understood in India management culture. Due to our past British legacy, boss is considered as supervision over a group of people.
Boss is considering controlling a group. NO>>> In modern business..... BOSS means taking major responsibility on self for executing a function in an
organisation. Boss is NOT supervising and controlling a group of people. Indeed at the same time people taking minor responsibility in the team work should co-operate and respect people taking major responsibility of our SCM business.
b) A good BOSS works with high confidence, high passion for his individual
function, but with compassion for other fellow functions. A good BOSS can generate team-work across functions...what we call CFT. (cross-functional-
teamwork).
2-Alerts for Nisiki SCM
WAL-MART has been an inspiration for NISIKI-SCM.
By contract manufacturing of products, by innovative low-cost organisation of human assets, Wal-Mart raced to become the World No 1 Company surpassing manufacturing giants like General Motors, Ford, General Electric... The difference is Wal-Mart deals
in grocery consumables, and Nisiki deals in industrial consumable. Wal-Mart manages 350,000 human assets. Let us learn from Wal-Mart experience in human asset
management. Meaning before we get trapped in to common, universal human organisational problems, let us be alert to avoid them. Precaution is better than cure.
1) Moderate success, lead to Massive egos.
It is human nature to see oneself as indispensable (ego) as we encounter success in our efforts. An individual starts to believe that he is playing the major role in the success story. An individual starts to cultivate an independent identity from the
organisation. But if you think in-depth the facts are that success is a collective organisational achievement. Yes you had a role to play..but your contribution was
moderate. There were many other who played small roles, but collectively they played a major role. This alertness is very important for successful CFT.
2) Passing the Buck.
It is human nature to drop a hot potato. No one likes to handle hot problems and difficulties. But business and profit lies hidden in such difficult problems.
Because human nature is same in our competitor organisations. Thus before passing the buck (problem)...think that you are loosing an opportunity to profit and contribute.
Sam Walton communicated awareness on such common behavior traits among his
team members in Wall-Mart in its early years. Hoping these extracts from the Sam Walton biography will create necessary alerts and promote CFT in Nisiki.
Resolution for New Year – 2007
In 2007, NISIKI will enter the 15th year of operations.....
With Nisiki-SCM and MNC operations, we have achieved, what many people in business in India just dream about. It is Nisiki's unique capability to continuously PROFIT for 14 years by consistently
creating VALUE for our customers/associates through an ETHICAL, FAIR and WIN-WIN business conduct. Statistical survey indicate that 9/10 business in India,
PROFIT in WIN-LOOSE way, with profits coming from one or more associates/agencies put at some loss.
Nisiki can achieve still bigger heights, if we resolve to conquer just one very normal weakness --- To TALK and DISCUSS weakness of colleagues and in turn Nisiki
weakness as a company. It is most normal and universal human behaviour. To detect weakness and discuss for hours and days unsolicited improvements. In SCM business, it is waste of time (Money). See (#6) JIT-Ten principles. Yes, when you are
specifically asked for suggestions, do give it.
I have observed many Nisikian talk and discuss with me with all sincerity, dedication, honesty the weak areas and also provide suggestions for improvements. It is the
easiest thing to keep BUSY. To think and discuss improvements in OTHERS. My response is that I have never claimed that NISIKI is perfect and agree that there are thousands of weak areas. I am neither blind, dumb, deaf, to observe it myself.
Business is about goodness and we need people who can detect Nisiki strength and WORK on it. This is not easy. It needs a high degree of self-awareness and
sense of TIME. As I said it is very normal human behaviour. Nothing wrong with it. Remember
always, business is not a normal activity. Had it been normal, every one would be in business. It is my very strong desire that each Nisikian develop this business sense to
see goodness and strength in each other. Resolve to learn the ability (X-ray eyes) to detect just one or two strength areas of
Nisiki and WORK FORWARD on it. And that will release tremendous positive energy in Nisiki and sky will be the limit. We at Nisiki will become a TEAM of BUSINESS
MEN/WOMEN with ABILITY to detect strengths and goodness, opportunities and work FORWARD... Take a look at this poster below from the most famous guru of business, Peter Drucker, and resolve individually to WORK FORWARD on our
strengths in year 2007 and beyond...
Look for Peter Drucker principle’s + V Link Concept Corner JIT
Working style in 2007.....
It is human nature to worry about individual benefits and interests.
But when you belong to a service (human asset) company you must be ALERT to such human follies of self interests prevailing over company interests.
Such discussions are waste of precious human energy, human time and seriously against the interests of a service company like Nisiki.
Income generated in service company are results of collective human efforts. Appraisals of service company are not same pattern as a manufacturing company.
" How will it increase collective performance of company "
HR has the role and responsibility to take decisions on addressing the consideration. HR decisions are taken in best interest of the company and to be
accepted in good faith. HR has no reasons to be vindictive or victimise people in a service company. It is high time that people in Nisiki appreciate this basic rules of
service business which are universal. It is expected that people quickly rededicate themselves to deep thoughtful and hard working as mentioned in below mail -
Working Style in 2007... SCM is : Manufacturing.......to End user Assembly-line @ Lowest prices.
Every Nisikian can sense and feel in the bones that our SCM is BIG business. SCM is not as EASY as it sounds. In practice, SCM is an immense challenge as well
as opportunity. No more we are agency business. For 2007... Nisikian must introspect their thinking and working style and refine it to exploit immense potential offered by
SCM.
1) Figures based monthly TARGET working for SGMs/FIELD SALES/MATERIALS SALES. 2) Time based TARGET working for support functions : PD/Engg Services/
Finance,/Admin/ IT and Directors. 3) Always appreciate that YOU are the actual performing asset of the SCM and that
only if YOU work hard and intelligently there is an income generation process. Avoid spending time to plan short holidays every alternate week. Instead plan how to work hard to earn higher salary. Each Nisikian work Min. 8 hrs per day with PASSION. It is
BOOM time and give your best effort every day. 4) Be accessible keeping your MOBILE switched ON. None wish to disturb you with
out reason. At least you can get a missed-call to call back. 5) After reasonable hard work stint we understand need of vacation, P/Ls to be planned with Min. 4 wks advance approval of HR and alternate arrangement made.
Leave will be monitored by HR. Pre-fix/Su-fix of leave with regular holidays leads to
long absence, affects company.
2007 and beyond we are in need of people (assets) who truly believe that Woking for Nisiki SCM will benefit them individually. You grow as Nisiki grows. You earn more as
Nisiki profits more. There is no better business model for growth opportunities than SCM in India.
Target based working is showing results. New customers, New products are being added. A resolve to work hard and efficiently must catch on.
Let us welcome 2007, our 15th year of operations, as the path breaking year in Nisiki history.
NISIKI brand stands for sincerity, transparency, honesty in products and services. Indeed, the organisation behind the NISIKI brand must reflect the same.
Freedom in Nisiki credo, is to promote creativity, innovation within individual R&R, rise to the occasion and there by contribute to growth of company. Freedom is not for "do
what you like, as you like" and pursue self interest above company interests. It is universal, company comes first, then individuals. Let Message be clear : Individuals work for Nisiki interest. Nisiki will not work for
individual interests. If individual perform and contribute to Nisiki's incremental profits, the rewards will come his/her way. Any cases observed where freedom is misused, HR
will be serve TERMINATION notice for simple reason that such individuals do not fit as productive human assets of company. Self discipline is key to success of Nisiki SCM
business.
Wal-Mart and Budget 2007
Wal-mart is an inspiration to Nisiki Wal-mart is SCM in grocery products.
Nisiki is SCM in industrial products. Nearly 60 years ago when Sam Walton said he will make the World no. 1 company, he was termed stupid.
No one could imagine that a small grocery store can beat manufacturing giants like GM, Ford, Boeing, IBM....
Sam's calculation was simple. It is about NUMBERS. If Americans spend (purchased) US5 billion per day on grocery, and if he can build a model that target 20% of this spending, soon he will become the World No 1 company.
All he kept doing to get 20% share is creating VALUE for the customer, BEFORE a customer could ASK for it.
And what were these VALUES (benefits) ? 1) Reliability Zero PPM (Satisfaction Guaranteed)
2) Lowest daily prices (Consolidation of Volumes) 3) Min Qty and Time for Delivery of Multiple Products(Convenient location of Stores)
Wal-mart is nothing but a business model that creates continuous value before a
customer asks for it. Hoping now you can guess how the above is related to Nisiki budget 2007. Budget is calculation. Budget is numbers based on knowing purchasing (spending)
amounts of customers. Budgeted numbers then become TARGETS. And we at Nisiki get into habit of beating
the targets. Let's review what is our unique strengths.
1) Has in last 30 years build a brand like NISIKI in industrial products in India? SKF, FAG, HBM, TEXAS...are all near 100 year brands.
What is BRAND ? Brand is the value (benefits) obtained in use of the product. 2) Has any company ability to develop MECH/ELEC industrial components at speed of Nisiki in India?
3) Has any company the MARKETING, SALES, DISTRIBUTION, PRODUCT DEVELOPMENT capability of Nisiki in India ?
4) Has any company a combination of CUSTOMER base + SUPPLIER base as wide as NISIKI ?
2007 we build further on our strengths.
Sam Walton famously remarked, " Wal-mart is not built by extra-ordinary business schooled people from Harvard, Stanford, Wharton...........simply because we could not afford their exorbitant payouts........but by ordinary people with
extra-ordinary vision to create value for customers before they asked for it" And each of those Wal-Mart associates who believed in the power of the business
model earned wealth beyond their imagination.
House of Tata's was in the news for take-over of Corus Steel, Daewoo Motors,
Tetley's... Who are the men behind such exponential growth ??
Tata Steel : Mutthuswamy Tata Motors : RaviKant. TCS : Ramdasaroi
Tata Tea : KrishaKumar.
Ratan Tata acknowledges that what Tata is doing is on the strength of these men, just to name a few. There are indeed many more in the company. What is the lesson ?
Each of them joined Tata's as trainees. They believed that if they can help Tata grow, they too will undoubtedly grow. Tata is not best of pay-masters in business.
But Tata has a value system which money can never buy. Such trainees soon realised that it will be a long term advantage to become part of the company. Because when one is whole heartedly part of company, as the company grows, you automatically
grow too.....
Others separate themselves. They have a split-personality. They constantly negotiate contribution with compensation as if an executive job is a fish market commodity. If
you get so mentally occupied in worrying about self you can never be an asset of a company business. May be just a pass-time contract worker.
When Ratan Tata was asked how he bid for Corus that was 10 times the size of Tata Steel....His answer was it was because of Mutthu. The lesson is when a
company has assets that believe in the business, the sky is the limit. In my e-mail on Work style 2007...I said we need people. But not any kind of
people. People who believe in Nisiki SCM business model and have faith that they will grow
with the business.
Lessons from the House of Tatas.
GROW with the BRAND...
Every business company strives hard to establish a Brand.
Brand is the most long-term asset of a company. L&T, Siemens, SKF, TEXAS, IBM, LUX, NIRMA are brands...and there is a VALUE attached to it.
Above brands are near 100 years and reaching a stage of stagnation. Were you to work for them, you spend lot of time and energy to DEFINED the brand
against emerging brands. In contrast, at NISIKI, we have a growing brand, that has capability to take share
from these 100 year old brands.
Promotion of NISIKI - A common understanding.
1) Nisiki Singapore is our Group holding company.
2) Nisiki Singapore invested in LCC (Low cost countries) to manufacture mechanical, electronic products in China, Thailand, Korea, Taiwan. 3) Nisiki products meet 3 values of Zero PPM, Low prices and JIT delivery.
4) In 2006, Nisiki brand became the FIRST bearing supplier in India to achieve zero PPM at Lucas TVS, a Deming quality award company.
5) Nisiki -India is operating with 16 branches all over India, with near 72 engineering people. Our master W/H is at Bhiwandi and now setting up nearest to customer locations.
Sincerity and culture of convenient thinking....
SINCERITY is VALUE No. #1 among the 3 values of services mentioned under NISIKI brand poster.
Why is it a value ? Because it is rare and difficult to find. Had sincerity been a common quality it would not qualify as value. Sincerity is difficult value to find and
more difficult to mentor further. The simple problem about sincerity is not permanent, it fluctuates with circumstances.
Sincerity is single minded determination to work in the interests of the company irrespective of good times or bad times and circumstances. It is about CONSISTENT
THINKING. In practical life either the person goes thru bad time or the company goes through bad times. Time is not consistent, it keeps changing good to bad to good.
In such changing times, either at individual and/or company level the person suffers a loss in the sincerity value and thinks alternatives. Grass on other side starts appearing greener. Or the person starts thinking company's business is largely
credited to individual work. This duality thinking (double minded) leads to loss of dedicated mental energy for company work. Work gets half-hearted. There is no
proper application of mind in work done. Quality of work done is second class. In my view convenient thinking, compartmentalised thinking is a result of changes in sincerity value.
It is easy to detect lack of sincerity. The general remedy is to look for a replacement
back-up. But this means profits get shared for every additional back-up. This neither benefits the company nor the individual.
Hence sincerity is a big value. Easiest way to detect sincerity is modesty and humbleness in responses. The individual belief that you can never be bigger than the
company itself nurtures sincerity. It is the belief in the company business, that working for company will benefit in long terms that nurture sincerity. If proper mentoring is done it will save costs and allow more to be shared by Nisikians. It is
thus important to educate and mentor Nisikians on value of sincerity. This is why
business documents were signed as " Your sincerely....For xxx ". It is single minded determination to go along with company in times good and bad.
=====================================================
As I meet Nisikian, I keep asking "Are you enjoying working at Nisiki ?"
Almost every one says yes..and I believed it was because people
enjoy participating in a growing business.
But since middle of last year, I realised that a few (a small minority) in Nisiki actually enjoyed the CONVENIENT WORKING which comes from the convenient
interpretation of Freedom in our credo. As professionals, you will never survive for long if you expect a convenient working culture. For the simple reason that the universal rule of professional working is : "Develop a thinking habit
where you work for the convenience of the company, rather than develop a thinking habit where you expect the company to work for
your convenience"
Having realised that a wrong thinking culture was developing in Nisiki, I sent the mails 0930020600 and Working style 2007...and we set up a focussed and
experienced T&M function to mentor Nisikians on how to change for their own long-term benefits.
Work style 2007 with M.B.B.S , Budget to Billing Targets is indeed making it enjoyable for true professionals and uncomfortable for those who lack the
professional instincts. The persons who feel uncomfortable will exit out with a self-glorifying mails giving number of years, portray as martyr and deep hurt.
As is mentioned in our credo, remember that change is only constant and that
a flexible (designer organisation system) with a culture to "rise to the occasion" will help Nisikian to grow beyond his/her expectations. Freedom has to be
utilised for the benefit of the company as a whole and not to individual convenience. It is true not just at Nisiki...but any where in the world.
Sincerity is your value # 1, it is universal truth in any organisation. Sincerity is consistent and single minded positive thinking (attitude) towards your
company. Sincerity can be developed thru constant self-introspection and belief in company
business. Simple sincerity Test : Modesty, Humbleness and Rise to occasion type responses. Sincerity pays handsomely in long run. Again a universal truth.
For further appreciation read chain of mails below.
Note : No company can survive by intentionally subjecting its people to unnecessary hardships. Conversely, sincerity benefits the company and as you are part of company, you automatically benefit.
Designer Organisation - WORK @ NISIKI
Work at Nisiki must not be considered as a BURDEN by Nisikians.
If you continue to think so...please use the "Gentleman Agreement". Work must be considered as OPPORTUNITY to earn income and grow professionally. Nisikians are lucky that we have so much of work in our SCM business and enjoy
doing it.
As is normal human nature, the O-chart is convenient interpreted by individuals as compartmentalisation and departmentalisation of Work. But the truth is that the O-chart is reflection of the core strength and skills of the
individuals. It is to help build on strengths, instead of weakness. The truth remains that for our SCM business, we work in spirit of designer
organisation. (see below). The sprit to Rise to the Occasion. No hesitation to do the work that the situation or opportunity demands in Nisiki business.
It is here that SINCERITY the value # 1, guides individuals thinking and attitude toward work.
Every big business of today, was small at one point of time. It is the sincere people who make the business BIG and in process become BIG too.
Nisiki T&M will continue to promote the understanding of our O-chart which is to encash opportunities, rather than build departments, bureaucracy and overheads.
Devote 80% time to CUSTOMER
Customer is our GOD.
Customer gives us the BILLINGS. Customer gives us our SALARY.
Members of the 4 BILLING functions ensure that you spend 80% time contacting, interacting with customers.
Avoid spending excessive time internally with fellow Nisikians. This is our root problem. Be alert and change. Contact, interact with existing and new potential customers. There are 3-ways for
contacting and interacting. Contact by Telephone/E-mails & Letters/ Face-2-Face Meetings.
1-2-3 of business today
1-2-3 section of the Indo-US nuclear deal is in news today !!!!!
In business news too, 1-2-3 is the mantra of profits and growth today. Organisation are getting designer, rise to occasion spirit, integration, making it the shortest chain to customers and suppliers.
1-2-3 in business organisation means :
1- One Person of the organisation. 2- aspiring to earn Two times present income. 3- possible only if ready to take on Three person work every time. (Integration).
1-2-3 is in essence the INTEGRATION process. With globalization, every company in
the world is striving to integrate their organisation. Compartmentalization which is normal human work tendency will not only stunt company growth, but your personal growth too.
Support the Integration work culture to increase billings outputs at Nisiki.
NISIKI Strategy and SYSTEM IMPLEMENTATION
Nisiki strategy (Manufacturing..to End user assembly line @ Lowest costs) and B-2-B
organisational working is now in place. System implementation by 4 BILLING function is most essential. System implementation means following REPORTS have to be submitted ON-TIME.
1) FIELD SALES : WCP on Last day of week /CRs /VRs within 24 hrs.
CRs/VRs must give CBI information like KDMs (complete name, designation, e-mail, mobile). Sales Turnover, Business activity, Competitor, Price-levels, Q/P/D feed-back on offers.
2) SGM : Friday progress report / 3 months rolling billing forecasts. CRs/VRs 3) MM : Friday Billing Report. CRs/VRs
4) PD : Bi-weekly Friday PD report. CRs/VRs. Note : In case of joint-visits to customer, first to send VR must be FIELD SALES.
All Reports To : LSL, and Cc to : JG + concerned and relevant people ONLY. Keep minimum on Ccs. Do not waste other person time by unwanted Ccs.
Avoid sending all Nisiki circular mails (HAGD type).
5) IT/ FIN - Monthly MIS by 05th. All expense statement of previous month must reach HO A/cs by 02nd of month.
Team Working.... AWARENESS DRIVE..
Common sense is not common is the reason why very few companies survive and
grow in business. Research shows 1% of business entities survive and grow. It is human nature to overlook common, simple aspects of business and instead look
many complicated, suspicious steps ahead. Business is Goodness. It is simple understanding of situations.
For example what is the simple reason to have an organisation in business ? The simple answer is : For Team-work. Team work is easier said than done.
Every organisation in the world is struggling to sustain, develop, improve team-working.
Why ? Again the simple answer is human nature. It is natural human instinct to be captain without undergoing the experience of being
a team player. But the simple fact is you can be a captain only if you have a team behind you. Can
you be a single member team captain ? The easy short-cut is to criticise the present captain by exaggerating the weak area of
present captain. We simply forget that no person is perfect. In short it is called crab mentality. One-up-manship. It is very natural human instinct. World-wide HR functionality is trying to find a solution to it.
It is like AIDS. The best prevention is Awareness. The skill is to be aware of the negative effects of this human instinct and control it. It
is greatest professional skill you can acquire in a career. In the present Nisiki seven functions organisation we have identified approx 14 captains in positions as Head, HOD, SGM, CMs.
Business situations are dynamic. As business situation demands, we rally around the captain, involve in cross functional
team-work (CFT) and win over the situation. To aspire to be a captain every individual must FIRST learn the skill to be part of a
team and accept the present captain. Learn the skill to identify the strength areas of present captain. Learn the skill to
compliment individual strengths with that of captain and make the whole team succeed in the pending tasks faster than Nisiki competitors.
Nisiki management has an eye to detect such team players with such positive attitude and promote them as captains at next business opportunity.
Loyalty, sincerity.... AWARENESS DRIVE..
As is evident, Japan has been a shining example of how thru HR behavioural
understanding and innovative communication (3Ts), has been able to build MNC corporation (huge business organisation) that took on the US companies and rise from ashes to become the 2nd biggest economy in the world. It was US who destroyed
Japan through military might, but soon, with the available HR might, a tiny Japan became a dominant business challenger to the US.
Constant awareness is the best solution to Human weak areas. In the last 2 series we covered Team-work and Worry management.
In this last and 3rd article, we cover Loyalty (sincerity).
As you know when a formal business letter is made, you write : Your's sincerely, For XXXXX Indeed loyalty or sincerity towards your business company is the biggest strength of
any individual. As they say in Japan, a man is found to be more sincere to his business company than
his wife. Same is said of a woman too.
Just on the lighter side...Japan also has the least divorce rates among countries. What it signifies is that sincerity is state of mind (faith). It is about deep mutual understanding of each other.
Here the awareness required is as under :
When a person joins a business company it is a mutual need. The person is in need of job, the company also wants a person to do a job. As is human nature, over the years of association the individual starts thinking that he
has been more sincere to the business company and he has done more for the company than the company has done for him. In simple words, the individual starts
thinking he is bigger than the company. That he has been a victim and ignored by the company.
As stated above, loyalty (sincerity) is biggest human strength, but least understood. It was unique Japan who understood it the best.
As stated above loyalty (sincerity) is state of mind (faith). It is about deep MUTUAL understanding of each other. Thus a true loyal, sincere mind does not suspect the loyalty, sincerity of other side.
In simple words if you claim you have been loyal,sincere to the company, how can you suspect that the company has not been loyal, sincere to you ?? Because had company
not been sincere to you for the equivalent period of time, the association would not have endured that long itself !!!
Thus point to be aware is if you say you are loyal, sincere....then have a state of mind (faith) where you have a clear appreciation that the other side has been equally if not
more loyal, sincere to you. This understanding capability is true loyalty and sincerity.
It is true that it takes time to understand this simple aspect of human behaviour. Also very few people understand the concept of loyalty, sincerity.
That is why they say loyalty, sincerity pays in the long run.
Indeed there are a lot at Nisiki who understand, now the challenge is to grow the numbers. Only a true loyal, sincere individual can be a true TEAM-WORKER.
Here is commonality called Team-spirit. Let's spread it in Nisiki.
From small to big..and bigger..
As I keep telling, all big companies of today were small at some point of time.
It is impossible to big from day one ! How has a small company become big over time? Some magic,miracle ? No..not at all.
A small company become big because of the sincere efforts of TEAM of people.
It is lot of hard work and fun too in the process of going from small to big. Now we have reached a stage where international private equity (PE) funds are
approaching Nisiki for investment. It is a stage when PE fund needs Nisiki more that we need them.
This is an exciting stage of business development of a growing company. Does Nisiki meet the conditions? If yes, we will get the funds.
Just matter of time.
AWARENESS DRIVE - Worry Management
Business is called a concern (worry). Hence worry is very important in business.
That's why Business management is also worry management. To be a professional get your worry in right priority order of 1,2,3. This awareness will help you not just in Nisiki, but any where world-wide.
1) Worry no 1. (Fairness & Ethics).
Be worried that you are always fair to the company, instead worrying company is not fair to me. Be worried that you are always working for convenience of company, instead expect
company to work for your convenience. Remember the famous line : Ask what you can do for the country, Ask not what
country can do for you. Replace country with company. 2) Worry no. 2 (Growth TARGETs)
BILLING per month
GP - 20% Stock to Sales - 1.25
Debtors - 70% of Total A/R CAPA - Zero CONTACT LEVELS - 75/wk min.
3) Worry no. 3 (Pay Packets)
Get worry 1 and worry 2 in right priority order and your worry no 3 will be automatic taken care.
Make a self-check periodically and you will discover the key to success in any professional business.
True spirit of ISO 9001:2000
Sincerity, transparency and honesty is the essential spirit of ISO 9001:2000.
Why ? Because ISO 9001:2000 is about controlling and continuously improving THE
PROCESS of Setting Targets and Achieving Targets. First sets Targets. Then it is about controlling and constantly improving the process of
achieve the Targets. It can never happen that you set and achieve target instantly. It can happen only thru a process, a time bound process of :
1) Monitoring, (Data-in-Table-Format Report)
2) Analysis (Week-end Thinking) 3) Taking time bound Tasks (Initiatives) for improvements (ETDs).
FPR is one example, as seen below, of "Set Target-Check Achievement" for CONTACTING.
We have other reports too. MIS is one of them. As Heads you can have your internal reports too.
Most important is Analysis. And analysis requires HEAD. I expect the Heads of Nisiki functionalities to give some quality time at week-ends to
think on what can be next improved action so that we move towards the targets.
CAUTION : The most common and universal organisational problem is that the Head starts to think and reach an analysis that the faults and short-comings lies in the fellow team
members. If each member was capable enough, why need of a Head in the functionality ? It then defeats the very purpose of an organisation taking an ISO
9001:2000 certification. This is reason why we at Nisiki first build the organisation and then applied for ISO. Many other companies first buy the ISO and then try to build an organisation. We at Nisiki thus have a unique Advantage.
All who receive this e-mail, apply, tax your head and you will appreciate the true spirit
of ISO 9001:2000.
2008 - A year of commitment to TARGETs.
For 2008 to be prosperous, just wishing each other is of no use.
2008 will be prosperous to Nisikians, if we resolve to : Change from convenient thinking to commitment thinking.
Commitment to meet the Targets as per ETDs set by the functional HEADs. Targets are not set to put Nisikian in to difficulty.
Targets are set for the benefit of every individual Nisikian. Happiness, Prosperity will then not be a wish, but a habit.
14-Toyota Ways and Nisiki Ways.
14 Toyota Way principles offer a few thoughts on how India — not just the managers
in our car companies, not just members of the National Manufacturing Competitiveness Council, but also our political leaders — can usefully imbibe them in a wide range of organisations.
• Base your management decisions on a long-term philosophy, even at the expense of short-term financial gains. Have a philosophical sense of purpose and mission that supersedes any short-term decision-making. Work, grow, and align the whole
organisation toward a common purpose that is bigger than making money.
• The Right Process will produce the Right Results. Don’t hide problems within the organisation, but create continuous process flow to bring them to the surface.
• Avoid overproduction by following the principle of just-in-time — namely, customers
should get what they want, when they want it, and in the amount they want.
• Eliminate waste of human and material resources. Also, strive to cut back to zero the amount of time that any work project is sitting idle or waiting for someone to work
on it.
• Build a culture of stopping to fix problems, to get quality right the first time.
• Standardised tasks are the foundation for continuous improvement and employee empowerment. Capture the accumulated learning about a process by institutionalising
today’s best practices and allow employees to improve the standard through creative self-expression.
• Use visual and manual control so that no problems are hidden.
• Use technology to support people, not to replace people. Reject or modify technologies that conflict with your work culture. Nevertheless, encourage your people
to consider new technologies when looking into new approaches to work.
• Develop such leaders in your organisation who thoroughly understand the work, live the philosophy, and teach it to others. Do not view the leader’s job as simply
accomplishing tasks. Leaders must be role models of the company’s philosophy and way of doing business.
• Develop exceptional people and teams who follow your company’s philosophy. Make
an ongoing effort to teach individuals to work together as teams toward common goals.
• Have respect for your business partners and suppliers and treat them as an
extension of your business.
• Continuously solving root problems improves organisational learning. Even high-level managers should go and see things for themselves, so that they will have more
than a superficial understanding of the situation.
• Make decisions slowly by consensus, thoroughly considering all options; but implement decisions rapidly.
• Become a learning organisation through relentless reflection (hansei) and continuous
improvement (kaizen). Protect the organisation’s knowledge and cultural base by developing stable personnel, careful promotion, and well thought-out succession
systems.
Make a comparison since 1992, how much Nisiki has been capable to live up this 14 ways.
Our mission is to build Nisiki into not just company but an institution in Total SCM
business.
Why HEADs in today's business organisation....
No business can survive with reducing Profits. Profits are most essential for growth and thus survival.
For Profits generation, a business organisation can go 2-ways. 1) By VALUES.
2) BY MANIPULATIONS.
Statistics show that 9/10 companies in India generate profits by the 2nd way. Hence, all decisions depend on one-person in the company, so called one-man show company.
Such companies look posh & luxurious from outside but from inside they are weak & insecure.
Wall-Mart the world no.1 company has a simple corporate office, as they are not in business of interior designing. To generate Profits by VALUES is real tough in the initial stages, but when value
creation becomes an habit, profits generation also becomes a habit.
It is a simple formula, PROFIT GENERATION = VALUE CREATION. What is VALUE ?
VALUE is benefits to a prospective customer ahead of a competitor. Benefits in quality, price, delivery not just once, twice, thrice but always. Note, if our competitor gives same benefits as us then Nisiki value automatically gets
reduced. Value reduction means profits reduction is also a straight formula.
So how to keep a company's profits constantly increasing ? Answer : By constant value generation ahead of competition !
Can value be generated by machine assets ? computers ? Answer : NO. Had it been so easy, every company would be profit making.
Who create Value in business organisation? Answer: Only Human assets ! What is the ASSET in human asset that will create value ?
Answer : HEAD. Can each and every human asset create value ?
Answer : NO. Had it been so easy...every company would be profit making. Only a few among the organisation, at a given time can be HEADs. This is why increasingly, functional bosses are being positioned as HEAD.
What is the r&r of the HEAD of a functionality ? Answer : To create value(benefits for customer) by leveraging the available resources
of the functions. What is this process of value creation ahead of competition called ? Answer : INNOVATION.
No more business can be done by INVENTION. By a sudden striking of a miracle ideas !
HEAD uses a process called INNOVATION. HEAD does not supervise people, but actively participates in the process.
HEAD assumes that problems have an hidden opportunity in them. HEAD must have a positive out-look.
HEAD has an eye to see strength areas in team-mates, the most important available resource.
How the innovation process work ? HEAD follows the 4 Cs :
a) Curiosity to access data. (Access does not mean data is made available, Access also means LOOK FOR DATA)
b) Creativity to compile data in a suitable formats. c) Concentration to spend time to analyse the data, numbers, ratios etc that then give IDEAS.
d) Comprehension to understand the pros/cons of the ideas and finally work out a solution.
Curiosity and Comprehension are the 2 key words. Curiosity comes from KNOWLEDGE CAPITAL stored in the HEAD.
Eyes will automatically detect the data from news papers, news channels. internet etc. Comprehension means ability to understand that no solution is PERFECT.
HEAD is ready to stick neck out, take risk and implement the thought out solutions to create continuous value.
HEAD keeps track of incremental value created by keeping a track on incremental profits generated.
