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Publications - Seminars - Trainings
Das Unternehmen Umbauen
Manager sehen in der Regel ein, dass sie einen guten Trainer engagieren sollten, um Golf zu lernen und später ihr Handicap zu verbessern. Nicht nur das; sie wissen auch, dass sie dazu das richtige Werkzeug brauchen. Und selbstverständlich wissen sie, dass sie vor allem selbst immer wieder lernen und üben müssen. Es wäre schön, wenn Manager begreifen würden: Change-Manage-ment bedeutet einerseits einen Abschied von selbstverständlich gewordenen Gewohnheiten und andererseits das Lernen neuer Denk- und Verhaltensweisen; dazu ist mindestens ebenso viel Sorgfalt, Ausbildung und Aufmerksamkeit wie die richtige Ausrüstung vonnöten.
Link: http://vcorp.de/files/HBM_Artikel.pdf
Shared Services
Shared services are those which a single entity provides to two or more different organizations (clients, business units, brands, agencies, etc.) in exchange for an agreed-upon price, quality and/or other key performance indicators with the goal of
· reducing overall cost,
· reducing transaction time,
· improving quality through standard processes and procedures
· taking non-value out and adding value to the organization.
· Enhancing overall customer satisfaction
Link: http://vcorp.de/files/Shared_services_Artikel_Vcorp.doc
Co-creative Commerce
The truly smart companies, the ones that want to build for sustainable growth will realize there are four elements to economic success in the future.
· Connectivity - Internet and Web Services
· Content - Core-competencies, i.e. what we know
· Context - Plug-n-Partnering: Applications-to-Applications for profitable B2B
· Co-creativity - Seizing new business opportunities
Waterways, canals, the telephone and fax have all enhanced connectivity in their time. Recently, the Internet and World Wide Web have given us a taste of a new type of connectivity, but it is only with the rapid development of the XML (eXtensible Markup Language) based “Web Services” that we can truly experience B2B commerce. Now we are gaining “connectivity-that-counts,” and we will be able to easily and rapidly daisy chain our individual core-competencies into clusters that indeed can contribute to solid profits.
The new context is now shaped less by Michael Porter’s model of strategic planning and management, but more by the new business opportunities seeded between our customers and their customers. Our ability to plug-n-partner or network our unique core-competencies with other’s core-competencies will give us the ability to help our customers successfully fulfill their own customers’ aspirations.
We cannot hope to rapidly seize these opportunities unless we learn to value the competencies of one another’s companies (content), connect quickly and easily using Web Services (connectivity) and leverage one another’s special talents within the (context) of new business opportunities. This takes a special ability to see and value talent among and between companies so we can actively co-create new combinations of competencies to seize new opportunities. We see this happening in the automobile and aerospace industries where the prime companies work in cross-organizational teams with both suppliers and customers. For example, Boeing involved United Airlines mechanics and the engine makes in their design of the 777. Innovation now happens as much between companies as within companies. And our entrepreneurial talents are even more in demand. These are at the core of co-creative commerce, or co-commerce.
Link: http://vcorp.de/files/Co-creative_Commerce.doc
Doing Business in India
1. Introduction
Link: http://vcorp.de/files/INDIA_2008L.ppt
2. India like a drug
Link: http://vcorp.de/files/HBM_Interview.pdf
INTERVIEW: What makes the Indian manager tick and how do German senior managers come to terms with the Indian subcontinent?
Arun Gairola, Top Management Coach and Professor for Business Management in Germany, gives an insight into the thought processes
and actions of the people in the subcontinent. The interview was conducted by Dr. Cornelia Hegele-Raith, Editor Harvard Business Manager, Germany.
Books & Magazines
So funktionieren Joint Ventures in Indien
Harvard Business Mananger, Ausgabe 2/2010
Change Management: So schaffen Sie die Wende
Autoren: Gary Hamel, Eric Mcnulty, Arun Gairola, James H Wilson, Sebastian Feldmann, Sieghard Scheiter
Urheber: Gary Hamel, Eric Mcnulty, Arun Gairola, James H Wilson, Sebastian Feldmann, Sieghard Scheiter, Harvard Businessmanager
Verleger: SPIEGEL-Verlag
Kunden-Lieferanten Beziehung by Arun Gairola in
Simultaneous Engineering (Gebundene Ausgabe)
von Erich Bürger (Autor), Arun Gairola (Autor), Burkhard Voigt (Autor)
Verlag: Hanser Fachbuchverlag (1992) ISBN-10: 3446172181 ISBN-13: 978-3446172180
Design analysis for automatic assembly
Author: Arun Gairola
DOI: 10.1080/00207548608919770
Publication Frequency: 24 issues per year
Published in: International Journal of Production Research, Volume 24, Issue 4 July 1986 , pages 839 - 849
Subjects: Logistics; Manufacturing Engineering; Manufacturing Industries; Manufacturing Technology; Operations Management; Production & Quality Control Management; Production Research & Economics; Production Systems; Production Systems & Automation;
Formats available: PDF (English)
Abstract
Rapid technological innovation and the multiplicity of pertinent assembly design features mean that large quantities of information have to be processed for assembly-suitable designing. In order to be able to utilize purposefully the knowledge obtained in this way, the designer must be able to discover the weak points in the design with respect to automated assembly. In view of the complex interrelationships between the design features and the assembly effort and the constantly shorter development times for the product, the designer is overtaxed in the solution of the problem. If he must nevertheless incorporate the requirements of a simple product assembly into the design, the assembly experts have the job of providing him with the proper aids for assembly-appropriate designing. This article presents solution rudiments for such aids. The processes described disclose the inherent mathematical interrelationships of a design with respect to the assembly effort and assist in analysing a product with reference to its suitability for assembly. The processes are based predominantly on heuristic inceptions.
HBM-Sonderheft:
Change Management - So schaffen Sie die Wende
Ausgabe 4/2004.
'Edition Harvard Businessmanager'.
Von Gary Hamel, Sieghart Scheiter, Alexander Malkwitz,..Arun Gairola u.a.
Herausgegeben von Christoph Seeger Übersetzt von Boris Burauel, Herman Englert, Anne Loos, Hans-Peter Meye
HBM-Sonderheft:
Internationalisierung - Indien
Ausgabe 3/2007.
'Edition Harvard Businessmanager'.
Von C. K. Pralahad, Heike Bruch, Lutz Kaufmann, Thomas Tochtermann, Arun Gairola, Gail McGovern, John Quelch, u. a.
Herausgegeben von Christoph Seeger
Seminar and Trainings:
Seminar: Projektmanagement in Indien
Dr. Arun Gairola
Dipl.-Ing. B. Voigt
Vcorp
Jürgen Schlien
Management-Support UB
Praxisorientierter Leitfaden für erfolgreiche Projekte in Indien
■ Besonderheiten & gravierende Unterschiede
■ Do´s and Don´ts bei indischen Mitarbeitern
■ Projektstart und -planung – Wo sind die
kritischen Punkte?
■ Indische Projektteams erfolgreich führen
■ Zeit-, Organisations- und Entscheidungskultur verstehen
■ WORKSHOP: Leifaden für Projekte in Indien
Do´s and Don´ts in der chinesischen Projektarbeit
■ Arbeitsmentalität verstehen und Zusammenarbeit optimieren
■ Projekt-Start-Up richtig vorbereiten
■ Projektmitarbeiter erfolgreich rekrutieren
■ Teams optimal zusammensetzen und zielorientiert führen
■ Kultur-Konflikte vermeiden
■ Qualität des Projektes sichern
■ ERFAHRUNGSBERICHT: Häufig auftretende Probleme meiden!
Link: http://www.managementcircle.de/pdf_upload/06-47392web.pdf
Training: Design for Excellence
Fast paced technology, intensifying global competition, and the importance of achieving customer satisfaction continuously shorten product life cycles. On the other hand, demand that products of increasing quality and reliability be delivered to the market place is growing. As such, the traditional approach of designing a product and passing it to manufacturing, to be redesigned for efficient production, is no longer acceptable.
DFX for Manufacturing means breaking down the walls between design and manufacturing to engineer products for ease of assembly, higher quality, more accurate testing and easy maintenance at the very outset - not somewhere down the line. It is the key to manufacturing success.
DFX can result in:
· 30% to 70% less development time
· 65% to 90% engineering changes
· 20% to 90% less time to market
· 200% to 600% higher quality
· 5% to 50% higher sales in dollars
If your organization's overall strategic goal is to get better products to market faster, DFX provides through the design for manufacturability(DFM) the means to achieve this end.
In this seminar we will illustrate the concepts of design for manufacturability; outline the key ingredients required for a successful DFM program, namely, management commitment, teamwork, training and a pilot project; introduce the powerful techniques that make DFM work; and provide guidelines to develop and implement your own DFM program. In order to demonstrate the power of DFM we will use your products as examples for practical exercises during the workshops.
Link: http://vcorp.de/files/DFM_EXECUTIVE%20DEVELOPMENT_Seminar.doc
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