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Consultant Profile

Dr. R. BALAKRISHNAN

Principal Consultant – Japanese Management Practices

Website: www.3genconsultants.com

Name R. Balakrishnan
Age 71 years
Educational Qualification
  • Doctor of Philosophy in Total Quality Management
    • Degree in Mechanical Engineering
    Professional Experience Over 45 years of experience in Manufacturing, Service, Quality improvement and Human Resource Development activities.
    Overseas Training Courses Attended
  • 1990 -Training on Maintenance Management (funded by AOTS Japan), Nissan Motor Company, JAPAN
  • 1993 -‘Training of Trainers’ fellowship training (funded by UNDP) Shipping and Transport College, Rotterdam, NETHERLANDS
  • 1994 -‘Training of Trainers’ fellowship training (funded by UNDP) Singapore port training institute, SINGAPORE
  • 1995 – Program for Indian Entrepreneurs Development (funded by AOTS Japan) Yokohama Kenshu Centre, JAPAN
  • 2005 – Workplace Improvement Program for Asian Countries (funded by AOTS), Osaka, JAPAN
  • 2006 – ‘Best Practices in Chinese Industries’ for Indian entrepreneurs Shanghai, CHINA
  • 2009 – ‘Program for Quality Problem solving – TQM for all the developing countries (funded by AOTS), Tokyo, Japan.
    • Areas of Expertise
  • Training course development activities: following international standard approved by ILO (International Labour Organization), UNDP (United Nations Development Programmes) and UNCTAD (United Nations Conference on Trade and Development). Conducting training programs related to ‘Rehabilitation of Management” and ‘Workplace improvement methods. Vocational Training Activities under Poverty Reduction Schemes, Small and Medium Scale enterprises (Entrepreneurs) development activities
  • Workplace Improvement activities: Japanese Management Techniques such as Quality Circle, 5S, Kaizen, TPM, TQM, TSM, FMEA, Poka-yoke , JIT , LEAN, Six Sigma etc.
    • Experience in the above areas of expertise (May be as a Consultant / Trainer) INDIA & OVERSEAS INDIA
  • 1977 – 1980 : Manufacturing of process equipments
  • 1981 – 1985: Vocational Training activities
  • 1986 – 1990: Equipment Maintenance Mgt. activities
  • 1991 – 1993 – Service Management activities
  • 1991 – 1995 – Entrepreneurs development activities
  • 1994 – 1995 – ‘International Port Workers (Labour) Development activities’ (ILO / UNDP Project)
  • 2003 – 2024 – Entrepreneurs development activities
    • OVERSEAS
  • 1996 – 2000 – Rehabilitation of African Port Management activities (Funded by UNDP / European Union) Africa.
  • 2001 – 2002 – Poverty reduction programme activities in Africa(funded by UNDP) Somalia, Africa.
    • Any other professional activities TRAINED EXPERT in delivering Correspondence Course on 5S and TPM offered by FAAAI and JMAM:
  • As correspondence course ‘Instructor’ on 5S and TPM, motivated many organizations to implement the Japanese management techniques and participate in the correspondence courses.
  • TRAINED EXPERT in QC implementation activities. Founder Treasurer of Quality Circle Forum of India – Madras Chapter (1992-94). Since 1988 played major role to start Quality Circle activities in many industries in Tamilnadu. Also instrumental to conduct First Quality Circle chapter convention in Chennai.
    		•
    Countries visited (thirty countries) As a part of personal development and to study the people work culture, visited and lived in USA, JAPAN, CANADA, European countries (Holland, France, Belgium, England, Germany, Italy, Swiss) Srilanka, Singapore, Malaysia, Hong Kong, China, African countries (Kenya, Ethiopia, D’jibouti, Somalia, Sudan, Egypt), Mauritius, Thailand, Nepal, Bangladesh, Indonesia, Cambodia, Vietnam, Bhutan & Middle East Countries (Dubai, Abudhabi).
    Training course delivery
  • Since 1991 conducted In-house Training Programs in more than 200 companies / industries / service organizations like Hospitals, Banks, Educational institutions in India and Africa.
  • Since 1991 conducted more than 100 Inter industry Training programs in AOTS Alumni centers. More than 18,000 employees from 400 industries participated in the Japanese Management practices training programs.
  • WNF fund: In 2006 conducted training programmes on 5S and KAIZEN in SUDAN manufacturing industries.
  • WNF fund: In 2009 conducted training programs on 5S and KAIZEN in BANGLADESH manufacturing industries.
  • 16TH INTERNATIONAL CONFERENCE ON QUALITY (ICQ 2010), NEPAL: In 2010 presented a paper on ‘Quality initiatives in SME sectors”.
  • EGYPT: TPM Practices implementation in Elaraby Group Industries in Egypt.
    • Implementation programs Implemented QC, 5S, TPM, TQM, KAIZEN, POKA-YOKE, KANBAN, JIT, LEAN etc. in more than 150 industries in India and Africa.

    Area of Interest in Implementing JMP (Japanese Management Practices)

    HAPPY TO IMPLEMENT THE FOLLOWING BEST PRACTICES (JMP)
    IN THE MANUFACTURING AND SERVICE INDUSTRIES.
    • TQE (Total Quality Environment)
    • TPM (Total Productive Maintenance)
    • TQM (Total Quality Management)
    • TPS (Toyota Production System – LEAN)
    Training, Implementation, periodical Auditing and assisting to get Certification from the national level recognized certification authorities.

    TQE (Total Quality Environment)

    1. a)    BEST 5S PRACTICES to identify and eliminate the WASTE in the workplace environment and in the daily activities done by the front line people to the top management persons.

    TQM (Total Quality Management)

    1. Total Employee Involvement (TEI) Practices such as QCC (Quality Control Circles) or SGA (Small Group Activities) for front line employees.
    2. Total Employee Involvement (TEI) Practices such as SIT (Supervisory Improvement Team) for Supervisory staff members.
    3. Total Employee Involvement (TEI) Practices such as CFT (Cross Functional Team) for middle and top level executives.
    4. Standardization Practices to achieve consistent performance in routine and repeated activities / processes and also retaining the past improvement activities by following pre-determined procedures or rules.
    5. Daily Work Management (DWM) Practices for accomplishing ones roles and responsibilities – Efficiently and Effectively. Aiming to satisfy the customers by meeting their ever-changing and ever-increasing expectations on a daily basis.
    6. Policy Management (PM) Practices to achieve the annual goals of the company. Aiming to implement Long Term Plan which consists of strategies for the next 3 to 5 years. To meet the company objectives by the rotation of annual PDCA and deployed PDCA at all levels of the organization.

    TPM (Total Productive Maintenance)

    1. Autonomous Maintenance Practices to eliminate the forced breakdown by doing daily routine maintenance by the machine operators.
    2. Kobetsu Kaizen (Focused Improvement) Practices to eliminate the 16 losses in the machines and improving the Overall Equipment Effectiveness (OEE).
    3. Planned Maintenance Practices to eliminate the natural breakdowns and reduce the Mean Time To Repair (MTTR), reduce the Mean Time To Do the Scheduled Maintenance and then reduce the COST of maintenance.
    4. Quality Maintenance Practices to eliminate the defects by implementing POKA-YOKE practices and defect preventive actions. Aiming to increase Cp and Cpk values.
    5. Office TPM Practices to eliminate Non-Value Added work and losses in the daily office activities. Aiming to improve Overall Office Efficiency (OOE).

    Training the internal auditors on:

    1. 5S Practices.
    2. TPM Practices
    3. DWM Practices
    4. QC Problem solving process
    5. TQM Practices
    6. LEAN practices  etc

    TPS (ToyotaProduction System – LEAN ManufacturingPractices)

    1. War on Waste to eliminate Nine types of Wastes in the daily work by involving all the people from bottom to top management.
    2. Just –In- Time (JIT) process by using KANBAN Practices to reduce the WIP and other Non-value added activities.
    3. Single –digit Minute Exchange of Dies (SMED) Practices to reduce the process change-over time.
    4. Poka-Yoke (Mistake proof) Practices to eliminate the defects and deviations.
    5. Value Stream Mapping (VSM) to describe the flow of materials and information through the production process. Aiming to see where value is added and value is lost by graphically portraying the processes.
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