I worked with Nirdosh when I was the President of Disc Manufacturing Inc. We found that the Anaar Roadmap Nirdosh created really paid off. Breaking down silos not only improved profitability, but made work more enjoyable. Involving people in improvement projects and streamlining processes was crucial for our success. Background: When I was the President of Disc Manufacturing Inc. (DMI), a US-based company, I had brought the company from a 5-person garage start up to a 500-employee global enterprise. Although the company had grown substantially, it was not achieving the profit margin projected to the parent company. All of the managers, though competent in their fields, were operating within their silos. Their beepers would constantly go on, day and night. They were busy putting out fires, instead of improving their operations. In order to manage the phenomenal growth, I would spend over 12 hours per day, 7 days a week atwork. At the end of any given day, several managers would be waiting to see me for direction, clarification, status update etc. The excitement of growing the business was slowly being replaced by anxiety to achieve the financial targets. In the minds of the managers, the primary cause for lower profitability was that our major competitor kept dropping prices. Then, over a casual conversation, Nirdosh mentioned about the impact of Dr. Deming on Ford Motor Company and process-based thinking. I invited Nirdosh to give a talk to my managers. After the talk, my managers asked me to invite Nirdosh to guide them in implementing the concepts he described and I did. The Anaar guiding principles were put into practice. When things went wrong, the leadership team started asking

Robert D. Stottle, Thermal Corporation J. Nirdosh Reddy first became a consultant to Thermal Corporation in 1991. At that time, our company was struggling, without success, in trying to apply the quality and management principles taught by Dr. W. Edwards Deming. Within two years, he had trained us in understanding and successfully applying those principles as part of his

I worked with Nirdosh when I was the President of Disc Manufacturing Inc. We found that the Anaar Roadmap Nirdosh created really paid off. Breaking down silos not only improved profitability, but made work more enjoyable. Involving people in improvement projects and streamlining processes was crucial for our success. Background: When I was the President of Disc Manufacturing Inc. (DMI), a US-based company, I had brought the company from a 5-person garage start up to a 500-employee global enterprise. Although the company had grown substantially, it was not achieving the profit margin projected to the parent company. All of the managers, though competent in their fields, were operating within their silos. Their beepers would constantly go on, day and night. They were busy putting out fires, instead of improving their operations. In order to manage the phenomenal growth, I would spend over 12 hours per day, 7 days a week atwork. At the end of any given day, several managers would be waiting to see me for direction, clarification, status update etc. The excitement of growing the business was slowly being replaced by anxiety to achieve the financial targets. In the minds of the managers, the primary cause for lower profitability was that our major competitor kept dropping prices. Then, over a casual conversation, Nirdosh mentioned about the impact of Dr. Deming on Ford Motor Company and process-based thinking. I invited Nirdosh to give a talk to my managers. After the talk, my managers asked me to invite Nirdosh to guide them in implementing the concepts he described and I did. The Anaar guiding principles were put into practice. When things went wrong, the leadership team started asking

Robert D. Stottle, Thermal Corporation J. Nirdosh Reddy first became a consultant to Thermal Corporation in 1991. At that time, our company was struggling, without success, in trying to apply the quality and management principles taught by Dr. W. Edwards Deming. Within two years, he had trained us in understanding and successfully applying those principles as part of his

I worked with Nirdosh when I was the President of Disc Manufacturing Inc. We found that the Anaar Roadmap Nirdosh created really paid off. Breaking down silos not only improved profitability, but made work more enjoyable. Involving people in improvement projects and streamlining processes was crucial for our success. Background: When I was the President of Disc Manufacturing Inc. (DMI), a US-based company, I had brought the company from a 5-person garage start up to a 500-employee global enterprise. Although the company had grown substantially, it was not achieving the profit margin projected to the parent company. All of the managers, though competent in their fields, were operating within their silos. Their beepers would constantly go on, day and night. They were busy putting out fires, instead of improving their operations. In order to manage the phenomenal growth, I would spend over 12 hours per day, 7 days a week atwork. At the end of any given day, several managers would be waiting to see me for direction, clarification, status update etc. The excitement of growing the business was slowly being replaced by anxiety to achieve the financial targets. In the minds of the managers, the primary cause for lower profitability was that our major competitor kept dropping prices. Then, over a casual conversation, Nirdosh mentioned about the impact of Dr. Deming on Ford Motor Company and process-based thinking. I invited Nirdosh to give a talk to my managers. After the talk, my managers asked me to invite Nirdosh to guide them in implementing the concepts he described and I did. The Anaar guiding principles were put into practice. When things went wrong, the leadership team started asking

Robert D. Stottle, Thermal Corporation J. Nirdosh Reddy first became a consultant to Thermal Corporation in 1991. At that time, our company was struggling, without success, in trying to apply the quality and management principles taught by Dr. W. Edwards Deming. Within two years, he had trained us in understanding and successfully applying those principles as part of his