CII and BMGI Presents Manufacturing Innovation Conclave 2013

         CII and BMGI Presents Manufacturing Innovation Conclave 2013

  PR Newswire

  DELHI and MUMBAI, July 4, 2013

DELHI and MUMBAI, July 4, 2013 /PRNewswire/ --

As the knowledge partner for Manufacturing Innovation Conclave , held in The
Taj Palace, New Delhi on the 21 ^st June 2013, BMGI presented how innovation
can lead to an exponential growth in manufacturing. The event was organized by
Confederation of Indian Industry (CII) that works to create and sustain an
environment conducive to the growth of industry in India.

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The event comprised thought leaders from across the world with senior
management representations from reputed organizations like Tata Quality
Management Services, Hero Motor Corp, DataWind Ltd, Siemens, HCL Infosystems,
Jabil Global Services, Robert Bosch Engineering India, to name a few and
representations from industrial and governing bodies like National
Manufacturing Competitiveness Council, Government of India and CII Haryana
State Council.

The event was organized in four sessions where the inaugural session looked at
the need for innovation in Indian manufacturing industry. The second session
reflected on how innovation is a new paradigm for growth followed by a panel
discussion to explore making India the factory of the world through innovation
and the closing session focused on innovation beyond product to solution.

Should  India  be the factory of the world or  Germany  of the East?
Setting the context for the inaugural session, Mr Arvind Kapur, Chairman,
Regional Committee on Manufacturing Competitiveness, CII North Region,
welcomed the audience and introduced the speakers. He opined that the labour
arbitrage will not last too long and the only way India can retain the
competitive advantage is through innovation.

Sharing the percentage GDP spends on innovation across the world, he
ascertained that while India is an entrepreneurial company, she is not an
innovative nation with only 1% or less of her GDP being invested in
innovation. He conveyed that CII along with the Government of India has
initiated a pilot project called Global Innovation & Technology Alliances
(GITA) with a vision to strengthen India's innovation ecosystem and to enable
effective institutional mechanism for driving innovation and provide end to
end support for the same.

With the GDP growth touted as the slowest in a decade, how would the
manufacturers react? Mr Nirmalya Banerjee, Business head, BMGI probed the
audience with a teaser and asked them if it was through cutting costs? He said
that in cutting the costs, solution is denied to the customer and it is the
customer who stands to lose. The other option is to focus on growth and this
growth is possible through innovation, he added. With the average company
lifespan reducing consistently, the process of growth, Mr Banerjee said, can
only be supported by innovation as he shared how innovation can be incubated
in Indian manufacturers. He also presented the structure of Rapid Innovation
Events (RIE), which is BMGI's unique methodology to bring concepts to action.

The key note address was delivered by Mr Sunil Sinha , CEO, Tata Quality
Management Services . He shared that the ROI for innovation post the melt down
in 2008 has been encouraging and sees no reason why the organizations wouldn't
invest in innovation. He alerted on the traditional practices of being
risk-averse, lengthy product development times and inadequate metrics for
measuring improvements. Sharing the fact that about 1.8 bn new consumers will
enter the world, 15 years from now, innovation has to be at the centre of
strategy for organizations to grow. He shared the group's commitment to
innovation when Tata Group Innovation Forum (TGIF), chaired by one of the
directors of Tata Sons, started around 2007 to create an environment for
fostering innovation and improve innovation capability of group companies. He
outlined the challenges faced and initiatives taken by Tata to empower the
line managers and bringing innovation across the hierarchy. He summarized what
Mr Tata thought was the secret to innovation, 'Take up a seemingly impossible
task and make a public announcement about it'. Mr Sinha concluded emphasizing
the manufacturing industry to take more risks and celebrate failures.

The chief guest of the event, Mr Ajay Shankar , Member Secretary, National
Manufacturing Competitiveness Council, Government of  India echoed the fact
that the wage arbitrage advantage is going to be short-lived urging the need
to focus on the long term. He observes that while many successful global MNCs
have their R&D centres in India, the products they develop are not for the
Indian market. He points that this shows that India has the ecosystem and the
infrastructure available, but this needs to be tapped and parallel systems
need to be created. He echoed Mr Nirmalya Banerjee's thoughts on focusing on
growth and not on cost cutting and urged the industry to look at innovation as
the central theme. He signed off by saying that it is not only large
enterprises like Tata that can have an infrastructure for innovation but all
organizations must innovate for survival first and then for growth.

Mr Ramesh C Jain , Past Chairman, CII Haryana State Council & Former Group
Vice Chairman, Eicher Group summarized the inaugural session and provided the
concluding remarks, paving the way for the second session chaired by Mr K N
Rattan , Former Executive Director, Shriram Pistons & Rings Ltd.

Speaking on the topic Intellectual Property (IP) and the way of fuelling
innovation & growth, Mr Andy Sherman , Executive Vice President, General
Counsel & Corporate Secretary, Dolby Laboratories, Inc (USA) shared how Dolby
is changing the customer experience. He explained that the tone for innovation
was set by the founder who began to think of ways in which the unwanted noise
can be eliminated in a recording. He opined that in order to reinvest in the
next cycle of innovation, one would look at protection of the intellectual
property and monetizing the patent assets. Mr Sherman signed off by sharing
the important questions that lead them to innovation which would be applicable
to every business like 'What are the incentives to choose us to operate on a
partnership and to view as an economic benefit to pay for the use of
technology?', 'What are the types of relationships that we need with the
partners?' to name a few.

The next speaker Mr Suneet Singh Tuli , CEO and co-founder of DataWind (Ltd),
highlighted that innovation is not about creating breakthrough product, but
about understanding the opportunity. He compared the growth of internet
adoption and cell phone adoption in the world and pointed at the gap between
the two that started to increase a few years ago and stands today at 3 billion
people. Mr Tuli believes this is the largest opportunity that one can imagine
and this gap is primarily because of affordability. He added that innovation
requires understanding the point of pain and the customer difficulty that
needs to be resolved. He went on to identify that an improvement in the
product performance alone is not sufficient and innovation is only successful
when the user consumes the product or service. 

Mr Gautam Datta, Director, Marketing, Siemens Industry Software India , spoke
largely about the initiatives most manufacturing organizations have taken in
today's economy and how digital manufacturing can help in achieving
manufacturing innovation. He spoke about leveraging digital technology
available to shorten the design, simulation and piloting cycle so much that it
would offer high flexibility in the process. How can innovation help
organizations facing stiff growth challenges? Mr Vikram S Kasbekar, Senior
Vice President & Head  -  Operations & Supply Chain, Hero Motor Corp Ltd .,
addressed this through his talk. Given the little difference between
technologies in 2 wheelers or 4 wheelers, the challenge is creating value from
various ideas that we have and do it really quick. Until and unless India
looks at development on its own and not depend on others, we will not get far,
he concluded.

Mr Nirmalya Banerjee flagged of the panel discussion on the topic ' Making 
India  factory of the world  -  can  i nnovation make that happen? ' by
putting across the following questions: 'We have the intellectual potential.
Can we become hub of future manufacturing?' 'And are we going to beat China
and emulate Germany in the east?' 'How and whether to make India as a
manufacturing hub?'

The panel was resoundingly aligned in their thoughts that India doesn't have a
choice but to become a hub because of the social dynamics prevalent. Mr. Tuli
suggested taking advantage of the 1.2 billion population of India. He cited
the example of India in 1983 when the economy was double the size of China and
in 30 years since then, Chinese economy is 8 times the size of India by
focusing on manufacturing. He reinforced saying that unless we start
manufacturing locally, we won't be able to innovate and won't discover the
hurdles and Innovation will reside somewhere else.  Mr. Rattan suggested that
the first thing that needs to be changed is the leadership at all levels since
everyone talks about innovation but no one is ready to 'walk the talk'.

Nirmalya steered the discussion by pointing out that the west is known for
their structured way of innovation. He went on to further pose the question of
how can Indians who are known for their creativity channelize this to go to
the next level. Also, as Jugaad innovation is usually triggered by crisis,
what can be done to make it a habit? Further, is there a difference between
the larger organizations and SMEs in the way they look at innovation? Mr.
Vidyarthi responded by pointing out that Indians actually hate processes which
compel them to use 'Jugaad' and unless we learn to adhere to best-in-class
processes, it is difficult to become a manufacturing hub. Mr. Tuli stated the
importance to learn to fail and willingness to take risks. He gave the
examples of the introduction of the first version of Microsoft Windows as well
as the Apple tablet that was decades back compared to their actual market
release.He concluded by saying that the way to make innovation a natural
thing and not a crisis-driven process is by stopping to penalize failures.

The concluding session focused on innovation beyond the product and the
session chairman Mr Vishnupriya Sharma, Senior Consultant, BMGI set the
context and introduced the speakers. The first speaker Mr Jai Chandra Jha,
Vice President Manufacturing, National Engineering Industries, shared his
views on business model innovation by stating that it articulates the logic in
the business and looks at creating, capturing and delivering value to
customers. Recounting the achievements of NEI, he shared eight segments of the
canvas through which business model was looked at viz., key suppliers, key
resources, key activities, cost structure, customer relationships, customer
segments, distribution channels and revenue streams. He went on to describe
specific actions taken by NEI under each of these segments and concluded by
emphasizing that business model is perhaps more important than focusing on
product and process innovation alone.

The next speaker Mr Manish Saxena, Country  M anager Global Services  - 
India, Tata Technologies Limited , articulated how technology can be leveraged
to innovate. He identified two things which is a need in manufacturing
facilities - for planning the operations and managing the operations. He
signed off by saying that innovation plays the front end role and ensures that
the technology is integrated for congruence and synergy in business and
product strategy.

Mr Ashok Vardhan, Territory Manager  -  Asia Pacific, BD Group, Indo-US MIM
Tec , showed what a process innovation would mean. He explained the Metal
Injection moulding process that radically changes the metal forming process,
the advantages of which is a high reduction in forming time, reduced number of
process steps amongst others.

The last speaker of the event, Mr Pranava Tripathi, DGM  -  Strategy
Management, Robert Bosch spoke about creating innovative organizations. He
defined innovation as channelizing creativity towards the organizational
mission and this channel needs to be protected and supported well through
market intelligence, understanding the consumers of the product / services,
understanding what technology is available. He opined that a strong innovative
culture does not have the concept of a failure and cited the examples of
Viagra and Post-it that were born out of failures. In order for the right
environment for innovation, it should start from the top with leadership
defining how much of the business should be a result of the innovation. He
signed off by saying that innovative organizations would be flat where the
ideas would directly reach the senior leadership.

About BMGI

BMGI is a global consulting firm that specializes in providing management
consulting solutions in strategy, innovation, problem solving and business
transformation. Headquartered in Longmont, USA, BMGI has offices in 13
countries around the globe. In India, BMGI is located in Mumbai.

BMGI's business strategy consultants work with organizations to build and
execute successful strategy implementation and drive growth.BMGI leads in
building a culture of  innovation across the enterprise that transcends
from top management to the lowermost execution level.BMGIpartners with
organizations in leveraging and promoting innovation .BMGIhelps
organizations solve problems harnessing the power of cutting-edge
techniques.BMGI's problem solving capabilities have made it known world over
as the best operations excellence consulting firm .

BMGIwith its deep understanding of changing trends in nature of markets,
preferences of customers and expectations from stakeholders offer the business
advisory services to its clients to help them align with the right designing
and execution of strategy for successful  businesses transformations .

A few major clientsBMGIhas worked with in India include Volkswagen, John
Deere, Fiat, Daimler, Bajaj Auto , Reliance Industries, ITC, Vodafone, Asian
Paints, L&T, Accenture, and Oracle.

Primary Media Contact: Vishnupriya Sharma, , 91-22-40020045

Secondary Media Contact: Krishna Kanhaiya, , 91-22-40020045

Contact: PRN
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