Knowledges in Management

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Indifference Curve

Indifference Curve

Business Model Draft for a Retail shop on Campus

Business Model Draft for a Retail shop on Campus.

Rural Health Care Foundation - Policy Case

What is RHCF’s unique value proposition? 1)      No freebies 2)      Hiring doctors from long distances 3)      Renting/Leasing land rather than owning them 4)      Selling close to expiry medicines 5)      Getting retired doctors to head a center 6)      Performance linked pay for doctors 7)      Compensating 10rs for every 1 hour wait 8)      Token system to track medicine usage Role of Alliance members 1)      Better visibility to get more grants (from GIF) 2)      Provides a platform for RHCF to expand services Challenges at RHCF 1)      Identifying centers at the right locations 2)      Demand estimation 3)      Volumes 4)      Misleading information from quacks 5)      Mercy of landlords 6)      Local demand 7)      Diversifying to improve revenues Any other ways of generating income 1)      Partnering with government 2)      Partnering with corporates using CSR funds 3)      Partnering with international agencies like UNICEF, Bill & Melinda Gates Foundation Can this model be replicated? 1)      Bihar & Assam have poor healthcare scenario; They can expand there Challenges in replicating model 1)      Scarcity of quality staff such as doctors 2)      Medicine procurement a.       Medicine is currently procured from local suppliers b.      Since it is not purchased in bulk, it is expensive c.       Jan Aushadi is a way to reduce prices d.      Medicines procurement can be centralized                                                                i.      Through e-governance that improves transparency and reduces corruption                                                              ii.      Eg: TN Drug Agency Control Act Can there be a better model to solve the healthcare problem 1)      Enact a law to ask pharma companies to provide a % of medicines to such trusts 2)      Change the regulatory landscape with respect to generics, patenting (shift from process patent to product patent)

Strategy slides and other materials

Strategy slides and other materials

Layouts Stratergies

Layout stratergies and types

How to choose your career

This article talks about how to choose your carrer

Kaizen Principles

This is a presentation about principles of Kaizen

Six Sigma Black Belt Program

Lean Six Sigma Black Belt An International Certification in Lean Six Sigma Black Belt helps to Improve your performance, process and business significantly, it is fact based data driven philosophy of improvement that values defect prevention over defect detection. 160 Hours of Classroom Training. Working on Real Projects, along with the course. Soft Copies of Lean Six Sigma Black Belt. Classes are held on Weekdays and weekends. Flexible Timings. Lean Six Sigma Certification will help professional to improve Problem Solving skills, Data Analysis, Process Analysis, Creative Thinking & Process Improvement.Which will help to bring breakthrough improvement in the process and business. Lean Management Certification will help in understanding the concept of Value Added & Non Value Added Activity, identifying and eliminating waste (non value added activity) through continuous improvement. Black Belts are empowered with advanced statistical know-how,Black Belts are empowered to complete full-scale Enterprise wide projects resulting in financial benefits worth $200,000 upwards yearly to the organization as tangible benefits. At the end of Lean Six Sigma Black Belt, you will gain knowledge of the following: Identification & prioritization of project using different tools and sources. Understanding of project charter and there Elements. Understanding and usage of Process Maps. Project Financial Metrics and its usage in calculating Project Benefits. MSA for validating accuracy of Measurement System. Defining Process Data Distribution, stability and capability. Validating impact of key Input(X) on Process Output (Y) using Hypothesis Testing. Prioritization of Critical X’s, Risk Analysis using FMEA, Design of Experiment for best setting of Levels and Factors, solution implementation and validation SPC chart for validating process stability. Manage team effectively, dynamics and understand how to work with multiple levels of leadership to remove barriers and drive full-scale Enterprise wide projects successful Apply Lean concepts such as 5S, waste reduction, process mapping, value stream mapping, mistake proofing, theory of constrain, TPS (Toyota Production System), Just in time, leveling, balancing and Jidohka.

Machines - Documentary

Machines brings into light the tacit acceptance of Business, Government, and Society of the inhumane working conditions of laborers, through their inactions. The revealing visual description shows a factory that is dull, grey, water-logged, and continuously echoes the humming noise of mills which work endlessly to churn out meters and meters of fabric. The workers look malnourished, tired, and exhausted to the bone. They directly handle the chemicals and dyes without any protective gloves or material handling equipment. Even child labourers can be seen working in the factory. The setting which one might mistake for a slavery camp is full of willing labourers. But this willingness comes out of desperation. Most workers are migrant from the agricultural states of UP, Bihar, West Bengal, Jharkhand and Odisha, who faced crop failures and stumbled upon whatever work they could find to feed their family. This indicates the failure of the respective state government to generate enough employment opportunities for their residents. The workers are fait accompli in the situation and any actions of unionization have been thwarted by the management, sometimes with extreme measures. The silence of the state administration regarding the issue is unsettling. The business owner has a different outlook. His view is that the labour class is getting the market wage and justifies it by contending that additional wages will not lead to prosperous families instead it will lead to more alcohol and tobacco consumption. In fact, over-abundance of cheap labours in Asia and Africa has swayed several businesses from developed countries to shift their manufacturing operation in these countries and many of them also witness the dehumanization of labour. However ignorant these businesses act, they need to realize that market forces cannot over-ride the basic human dignity. It’s high time that Business, Government, and Society join hands to frame stronger labour laws in India.

How Innovative Ideas Arise

How Innovative Ideas Arise In 2010, Thomas Thwaites decided he wanted to build a toaster from scratch. He walked into a shop, purchased the cheapest toaster he could find, and promptly went home and broke it down piece by piece. Thwaites had assumed the toaster would be a relatively simple machine. By the time he was finished deconstructing it, however, there were more than 400 components laid out on his floor. The toaster contained over 100 different materials with three of the primary ones being plastic, nickel, and steel. He decided to create the steel components first. After discovering that iron ore was required to make steel, Thwaites called up an iron mine in his region and asked if they would let him use some for the project. Surprisingly, they agreed. The Toaster Project The victory was short-lived. When it came time to create the plastic case for his toaster, Thwaites realized he would need crude oil to make the plastic. This time, he called up BP and asked if they would fly him out to an oil rig and lend him some oil for the project. They immediately refused. It seems oil companies aren't nearly as generous as iron mines. Thwaites had to settle for collecting plastic scraps and melting them into the shape of his toaster case. This is not as easy as it sounds. The homemade toaster ended up looking more like a melted cake than a kitchen appliance. This pattern continued for the entire span of The Toaster Project. It was nearly impossible to move forward without the help of some previous process. To create the nickel components, for example, he had to resort to melting old coins. He would later say, “I realized that if you started absolutely from scratch you could easily spend your life making a toaster.” Don't Start From Scratch Starting from scratch is usually a bad idea. Too often, we assume innovative ideas and meaningful changes require a blank slate. When business projects fail, we say things like, “Let's go back to the drawing board.” When we consider the habits we would like to change, we think, “I just need a fresh start.” However, creative progress is rarely the result of throwing out all previous ideas and innovations and completely re-imagining of the world. Consider an example from nature: Some experts believe the feathers of birds evolved from reptilian scales. Through the forces of evolution, scales gradually became small feathers, which were used for warmth and insulation at first. Eventually, these small fluffs developed into larger feathers capable of flight. There wasn't a magical moment when the animal kingdom said, “Let's start from scratch and create an animal that can fly.” The development of flying birds was a gradual process of iterating and expanding upon ideas that already worked. The process of human flight followed a similar path. We typically credit Orville and Wilbur Wright as the inventors of modern flight. However, we seldom discuss the aviation pioneers who preceded them like Otto Lilienthal, Samuel Langley, and Octave Chanute. The Wright brothers learned from and built upon the work of these people during their quest to create the world's first flying machine. The most creative innovations are often new combinations of old ideas. Innovative thinkers don't create, they connect. Furthermore, the most effective way to make progress is usually by making 1 percent improvements to what already works rather than breaking down the whole system and starting over. Iterate, Don't Originate The Toaster Project is an example of how we often fail to notice the complexity of our modern world. When you buy a toaster, you don't think about everything that has to happen before it appears in the store. You aren't aware of the iron being carved out of the mountain or the oil being drawn up from the earth. We are mostly blind to the remarkable interconnectedness of things. This is important to understand because in a complex world it is hard to see which forces are working for you as well as which forces are working against you. Similar to buying a toaster, we tend to focus on the final product and fail to recognize the many processes leading up to it. When you are dealing with a complex problem, it is usually better to build upon what already works. Any idea that is currently working has passed a lot of tests. Old ideas are a secret weapon because they have already managed to survive in a complex world. Iterate, don't originate.