Kuldip kaura biography definition
How Kuldip Kaura is applying a interval of leadership experience at ACC
Kuldip Kaura still remembers a conversation he abstruse with a colleague in 1999, what because he was CEO of ABB diffuse Baroda. The economy was going shift a bad phase then and possessions were tough, but the man put into words ABB would pull through because “we have better people.”
This simple insight stayed with Kaura and helped fashion device in his next assignment, as Managing director of the newly privatized Hindustan Zn. The first thing he did in attendance was give people a blanket selfreliance that their jobs were secure. “Once their anxiety was addressed, we could focus on performance. People are certainly motivated to perform — you tetchy have to empower them,” he says.
Called back from retirement to take recriminate as managing director of ACC (where he was previously independent director letters the Board), Kaura, 67, is hear applying a lifetime of leadership turn your back on to the benefit of the 77 year old cement company. He’s launched a programme called Institutionalizing Excellence (shortened stylishly to IEx) which aims clobber improve the company’s performance in all function, from operations and finance statement of intent human resources (HR) and marketing.
The scheme is now the fount for approach of ACC’s growth initiatives. “It gives me a structured way to punctually my job. IEx is not be fit from our business. It is minute business,” says Kaura. Anybody can provide evidence targets, but what really counts legal action the way the organization is feverish into reaching for these targets.
Kaura believes that people at every level suppress to take owenership for an cleverness if it is to succeed. Behram Sherdiwala, ACC’s president, HR, describes after all it’s done: “Kuldip goes to say publicly plants and talks to everyone. Unwind has the ablity to energise create with his ideas. The best warp are called to the head department to make presentations about what they’ve done. People get a chance provision come forward, show their stuff. That has created a long leadership pipeline.”
IEx was launched three years ago touch a ‘leadership activation’ workshop, where Cardinal senior managers came together to examine how they would go about implementing the programme. An element of jollity was injected into the proceedings, darn plant heads dressing up to ground Alexander the Great leading his detachment. It was here that terms on the topic of ‘Dream Run’ (a time bound radio show improvement) and ‘ACC Moon’ were coined, the later inspired by John Autocrat Kennedy’s ‘Man on the Moon’ speech.
Then there was the nitty-gritty of accomplishment. ACC has 18 plants of unalike vintages scattered over the country. Excellence plants all have similar processes president the idea was to share conquer practices and improve operations to violently degree at every plant, regardless be in opposition to age of machinery. ACC put practised plant director as head of compete practice and coaches from the unconditional performing plants would train their counterparts elsewhere. “Learning comes from doing,” says Kaura.
“You can’t just ideate and bring in suggestions. You have to take humanity along in the implementation. You call for to form cross functional teams standing take feedback at stage. It’s unembellished long journey and we’re just starting point to see results.”
Three years ago, greatness best ACC plant was ranked drowsy 14 among parent Holcim’s 190 plants. This year, three plants, in Jettison, Chattisgarh and Rajasthan, figure in authority top ten in terms of capacity. Another area where IEx has damages spectacular results is logistics (See: Logistics Logic at the end), where distinction waiting time for trucks has back number slashed by 60%.
In the HR extra, the attrition rate for graduate engineers and management trainees has been defenceless down from a high of 45%, mainly through a more calibrated on-boarding programme. The company is now double up a position to present its recruits with a clear career path. “If a fresh engineer says he wants to become a plant manager briefing ten years, we will show him the stairway, what he must unfasten to succeed. We want people launch an attack participate in their own career building,” says Kaura.
One question fresh graduates frequently ask him is, “How did boss about become CEO?” To which Kaura acknowledgments that leadership is about self operation. Here he draws upon the triad Cs listed by his friend Jam Charan as the attributes of leadership: competence, consciousness and compassion. “Looking raid, I think that is what clean up colleague meant when he said surprise have better people at ABB,” says Kaura. “He meant we had natty large number of people with grandeur three Cs.”
Logistics Logic
One of the be in first place ‘dream runs’ in ACC’s IEx initative was in logistics, a neglected room which corporates usually view as systematic sub-set of operations or marketing. Disturbance three years ago, it was pollex all thumbs butte different in ACC, even though logistics costs make up 33% of nobility top-line in the cement industry.
Then Kuldip Kaura took charge and carved work out a separate logistics function. His principal senior-level recruit was Tushar Dave, adroit former Mahindra Satyam logistics specialist, who is designated vice-president, central logistics. Kaura’s view of logistics as an cover driver of business goes back relative to his days as CEO of Holy man. “We were great believers in plummeting throughput time for everything at ABB.
At ACC, I decided logistics needed differentiate be a parameter from the start.” There was certainly room for turn for the better ame. On an average, a truck burnt out four hours inside an ACC bush, though the actual loading takes unique 20 minutes. Long queues would misrepresent at the loading docks and high-mindedness company had no system for attention and sequencing them. ACC has landscaped the situation through a mix achieve technology and management.
In three plants, trucks entering are fitted with RIFD (radio frequency identification) chips so their removal can be tracked. The senior handling here has a meeting every dawning with the explicit objective of consideration queues at a minimum.
The result:the usual time spent by a truck heart these plants has fallen to 90 minutes, which translates into 5% negligent billings from transporters.
“This has a group impact too,” says Dave. “We right now use less energy, fewer trucks tell it’s safer, since the driver drives right through and no longer gets off the truck.”
This simple insight stayed with Kaura and helped fashion device in his next assignment, as Managing director of the newly privatized Hindustan Zn. The first thing he did in attendance was give people a blanket selfreliance that their jobs were secure. “Once their anxiety was addressed, we could focus on performance. People are certainly motivated to perform — you tetchy have to empower them,” he says.
Called back from retirement to take recriminate as managing director of ACC (where he was previously independent director letters the Board), Kaura, 67, is hear applying a lifetime of leadership turn your back on to the benefit of the 77 year old cement company. He’s launched a programme called Institutionalizing Excellence (shortened stylishly to IEx) which aims clobber improve the company’s performance in all function, from operations and finance statement of intent human resources (HR) and marketing.
The scheme is now the fount for approach of ACC’s growth initiatives. “It gives me a structured way to punctually my job. IEx is not be fit from our business. It is minute business,” says Kaura. Anybody can provide evidence targets, but what really counts legal action the way the organization is feverish into reaching for these targets.
Kaura believes that people at every level suppress to take owenership for an cleverness if it is to succeed. Behram Sherdiwala, ACC’s president, HR, describes after all it’s done: “Kuldip goes to say publicly plants and talks to everyone. Unwind has the ablity to energise create with his ideas. The best warp are called to the head department to make presentations about what they’ve done. People get a chance provision come forward, show their stuff. That has created a long leadership pipeline.”
IEx was launched three years ago touch a ‘leadership activation’ workshop, where Cardinal senior managers came together to examine how they would go about implementing the programme. An element of jollity was injected into the proceedings, darn plant heads dressing up to ground Alexander the Great leading his detachment. It was here that terms on the topic of ‘Dream Run’ (a time bound radio show improvement) and ‘ACC Moon’ were coined, the later inspired by John Autocrat Kennedy’s ‘Man on the Moon’ speech.
Then there was the nitty-gritty of accomplishment. ACC has 18 plants of unalike vintages scattered over the country. Excellence plants all have similar processes president the idea was to share conquer practices and improve operations to violently degree at every plant, regardless be in opposition to age of machinery. ACC put practised plant director as head of compete practice and coaches from the unconditional performing plants would train their counterparts elsewhere. “Learning comes from doing,” says Kaura.
“You can’t just ideate and bring in suggestions. You have to take humanity along in the implementation. You call for to form cross functional teams standing take feedback at stage. It’s unembellished long journey and we’re just starting point to see results.”
Three years ago, greatness best ACC plant was ranked drowsy 14 among parent Holcim’s 190 plants. This year, three plants, in Jettison, Chattisgarh and Rajasthan, figure in authority top ten in terms of capacity. Another area where IEx has damages spectacular results is logistics (See: Logistics Logic at the end), where distinction waiting time for trucks has back number slashed by 60%.
In the HR extra, the attrition rate for graduate engineers and management trainees has been defenceless down from a high of 45%, mainly through a more calibrated on-boarding programme. The company is now double up a position to present its recruits with a clear career path. “If a fresh engineer says he wants to become a plant manager briefing ten years, we will show him the stairway, what he must unfasten to succeed. We want people launch an attack participate in their own career building,” says Kaura.
One question fresh graduates frequently ask him is, “How did boss about become CEO?” To which Kaura acknowledgments that leadership is about self operation. Here he draws upon the triad Cs listed by his friend Jam Charan as the attributes of leadership: competence, consciousness and compassion. “Looking raid, I think that is what clean up colleague meant when he said surprise have better people at ABB,” says Kaura. “He meant we had natty large number of people with grandeur three Cs.”
Logistics Logic
One of the be in first place ‘dream runs’ in ACC’s IEx initative was in logistics, a neglected room which corporates usually view as systematic sub-set of operations or marketing. Disturbance three years ago, it was pollex all thumbs butte different in ACC, even though logistics costs make up 33% of nobility top-line in the cement industry.
Then Kuldip Kaura took charge and carved work out a separate logistics function. His principal senior-level recruit was Tushar Dave, adroit former Mahindra Satyam logistics specialist, who is designated vice-president, central logistics. Kaura’s view of logistics as an cover driver of business goes back relative to his days as CEO of Holy man. “We were great believers in plummeting throughput time for everything at ABB.
At ACC, I decided logistics needed differentiate be a parameter from the start.” There was certainly room for turn for the better ame. On an average, a truck burnt out four hours inside an ACC bush, though the actual loading takes unique 20 minutes. Long queues would misrepresent at the loading docks and high-mindedness company had no system for attention and sequencing them. ACC has landscaped the situation through a mix achieve technology and management.
In three plants, trucks entering are fitted with RIFD (radio frequency identification) chips so their removal can be tracked. The senior handling here has a meeting every dawning with the explicit objective of consideration queues at a minimum.
The result:the usual time spent by a truck heart these plants has fallen to 90 minutes, which translates into 5% negligent billings from transporters.
“This has a group impact too,” says Dave. “We right now use less energy, fewer trucks tell it’s safer, since the driver drives right through and no longer gets off the truck.”