
Business Philosophy
Business philosophy defines why you are doing things the way you are doing them.
Our added value just come from applying to services existing and successful methodologies developed by others for production and manufacturing (Kaizen, Lean, Designed for Six Sigma). A kind of blending made with the Pareto Principle to extract the best elements of each system, creating the uniqueness of crossbreed natures. Our business philosophy is genuine because it simply grew over the years within the soil of experience.
To strengthen this concept, we consider ISO norms dedicated to related matters (Quality, Risk Management, Project Management, Training). ISO norms are generated by persons who are considered as experts in their disciplines and with the diversity of actors required to support a holistic approach (experts, Suppliers, Customers, auditors, etc…) . As such they are the reference points needed to ensure that requirements from the market are met or exceeded by our activities.
This blending of methodologies and norms defines KARccMA business philosophy
Pareto
The Pareto principle states that for many outcomes, roughly 80% of consequences come from 20% of the causes (the “vital few”). Other names for this principle are the 80/20 rule, the law of the vital few, or the principle of factor sparsity.
The point of the Pareto principle is to recognize that most things in life are not distributed evenly.
• 20% of the sales reps generate 80% of total sales.
• 20% of customers account for 80% of total profits.
• 20% of your stock components generate are the source of 80% of deliveries.
We are all facing the constant challenge of limited resources. It is not just your time you need to maximize, but your entire team’s. The Pareto approach helps you to truly understand which projects are the most important, which are the most critical goals of your organization.
It is important to remember that there are only so many minutes in an hour, hours in a day, and days in a week. Pareto will help you to see this is a good thing; otherwise, you’d be a slave to a never-ending list of things to do.
Kaizen
The Japanese word kaizen means "change for better", inherent meaning of either "continuous" or "philosophy" in Japanese dictionaries.
Instead of encouraging large, radical changes to achieve desired goals, the method recommends that organizations introduce small improvements, preferably ones that could be implemented on the same day.
The 5 Kaizen principles developed by Toyota are: “Know your Customer”, “Let it Flow”, “Go to Gemba”, “Empower People” and “Be Transparent”.
The implementation of those 5 principles in any organization is fundamentally important for a successful Continuous Improvement culture and to mark a turning point in the progression of quality, productivity, and labour-management relations.
“Five S” of Kaizen is a systematic approach which leads to fool proof systems, standard policies, rules, and regulations to give rise to a healthy work culture at the organization:
Sort-out (Japanese: SEIRI)
Actors should sort out and organize things well. Label the items as “Necessary”, ”Critical”, ”Most Important”, “Not needed now”, “Useless and so on. Objective is to throw what all is useless and keep aside what all is not needed now. Items which are critical and most important should be kept at a safe place.
Set (Japanese: SEITION)
In other word, organize. Most people waste half of their time searching for something (documents, parts, etc..) Every element should have its own space and must be kept there
Shine (Japanese: SEISO)
Your workplace must be kept clean. You will not spot an oil leak in an untidy workshop where the oil is leaking onto the absorbent granules still there from the last leak. But in a tidy, newly painted work shop the same leak will stand out like a sore thumb enabling you to act before the leak becomes a more serious condition.
Standardize (Japanese: SEIKETSU-SEIKETSU)
Every organization needs to have certain standard rules and set policies to ensure superior quality.
Creativity mostly flourishes within an environment under control. If you brain is continuously busy by trying to solve endless challenges, it will be hard to think positive
Self-Discipline (Japanese: SHITSUKE)
Self-discipline is essential. It gives you a sense of pride and respect for the organization. It is your ability to control yourself and to make yourself work hard or behave in a particular way without needing anyone else to tell you what to do. It is about self-control, self-regulation, willpower, resolve, determination, and drive. It is how you get yourself to do to move forward and excel in life.
Designed for Six Sigma
Design for Six Sigma (DFSS) is a business process management method related to traditional Six Sigma. It is used in many industries and disciplines.
DFSS has the objective of determining the needs of customers and the business and driving those needs into the product solution so created.
DFSS is relevant for relatively simple deliverables. DFSS aims to create a process with the end in mind of optimally building the efficiencies of Six Sigma methodology into the process before implementation
The concept of DMAIC (Define - Measure - Analyze - Improve - Control) can be considered to formalize and extent the Plan-Do-Check-Act principle required by the ISO-9001 norm.
Lean
We tend to forget that the customer pays for what they consider as a “value”. Everything required to create this value might be necessary but at the end will not be really considered by Customers.
Lean is born from the simple and core idea to maximize customer value while minimizing waste. Simply, Lean means creating more value for customers with fewer resources.
The Lean five key principles are
Value Specify the value desired by the customer. "Form a team for each product to stick with that product during its entire production cycle", "Enter into a dialogue with the customer" (e.g. Voice of the customer)
Value Stream Identify the value stream for each product providing that value and challenge all of the wasted steps currently necessary to provide it
Flow Make the product flow continuously through the remaining value-added steps
Pull Introduce pull between all steps where continuous flow is possible
Perfection Manage toward perfection so that the number of steps and the amount of time and information needed to serve the customer continually falls