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Dr. Pinkulal Karan

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About Dr. Pinkulal Karan

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    Newbie
  • Birthday 06/05/1988

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  • Name
    Dr. Pinkulal Karan
  • Company
    KK Corporate Services
  • Designation
    Founder & Managing Partner
  1. The Kubler-Ross Change Curve is a paradigm for navigating the transitions between when a change is initiated to reaching the organization’s overall goal. The model was first introduced by Swiss-American Psychiatrist Elisabeth Kubler-Ross in 1969. Organizations use Kubler-Ross’s research to understand how people navigate change. Change is an upsetting time for people as it can introduce a variety of uncertainty. The ability to manage the different stages of change – and the manifestation of the behaviors and reactions associated with change is critical. Managing change effectively means helping people and organizations transition from the ‘current state’ to the ‘future state’ in a way that minimizes productivity losses, customer impact and employee turnover. All change involves loss at some level. This model is used to understand how people react to change at different times. The stages are – Shock: During this stage, individuals and teams are taken aback by the announcement. Individuals and teams will express surprise and wonder what the impetus for this change is. Shock is a discomforting stage for individuals and teams and they will be trying to prove their worth. Denial: Denial is when individuals and teams look for reasons why the change will not happen. For larger organizations, the entrenched nature of operating procedures usually serves as the disconfirming evidence. Anger: As employees move through the process, anger is a distinct possibility. Individuals and teams are frustrated because they feel as if they are not being set up to succeed. The frustration becomes an impediment to productivity. Bargaining: This stage is when individuals and teams avoid the change, delay it or attempt to sell an easier and less uncomfortable alternative. Because this is a time when team members are attempting to stave off change, productivity rates continue to descend. Depression: Workplace nihilism takes root during this point. Individuals and team members often question their existential purpose and become less motivated. This dour nature impedes productivity as engagement and enthusiasm are at a low point. Acceptance: At this point, the change is integrated. The people within a company accept there is a new way of doing things and appreciate the importance of learning new methods and procedures. Advantages of Kubler-Ross Curve · This model gives insights to understand the emotional stages involved in any process of change. If these are managed better, then entire journey of change will be smooth and successful. · This model useful because it is very easy to understand and apply to any situation. People can relate it to their personal and professional lives and be able to understand the transitional stages. Disadvantages of Kubler-Ross Curve · This model lacks empirical evidence to support its assumptions and it fails to fully explain complex forms of emotions people have to cope with during change process. · These stages of grief or loss are neither sequential nor work in parallel. It is not always that a person must reach the last stage, as he may get stuck in any stage. · The model is also criticized for being relevant to some situation and some culture and it is not applicable to all situations of entire change process. What are the learnings for the organizations? The Kubler-Ross Curve is a useful change management strategy to navigate through organizational change. This model is successfully applied to business and work environment to explain behavior of employees going through change process at their organizations. It can help by: · Creating an alignment · Maximizing communication · Sparking motivation · Developing capabilities · Sharing knowledge Building structures to help people move through change quickens the adaptation process as many people experience feelings of loss during the change. When Organization use this model they find most people are relieved to identify the stage they are currently in as well as recognizing what they have previously felt. People identify with the stages from past experiences of change that might have been of a personal nature. It's also a huge relief to know that these reactions and feelings are normal and are not signs of weakness or that they are falling apart. People immediately get a better sense of their reactions and why colleagues are behaving in a particular way.
  2. Visual Factory is a lean concept that emphasizes that need to place critical information right where it is needed. It is a part of lean manufacturing, TQM, TPM by Toyota production system initiatives. This initiative was introduced by Gwendolyn Galsworth in her 1997 book Visual Systems. It is a very effective initiative to improve plant performance and people management. Visual management is the ‘go-getter’ of Lean, the vital ingredient that brings all the effort and expenditure of initiating a Lean programme to a result. The Benefits of Visual Factory is as follows - - Improved roductivity & output - Clear, simplified instructions in complex environments - Safer workplace (given the clear, intentional visual communication) - Higher profits (due to more efficient processes) - Increase employee moral and safety - Fewer errors and less guesswork throughout a work process Visual Factory communicated about the workplace – · VSM – Status of materials and information displayed · Orders – Fulfilled (Green), balance on time (Yellow), Balance delayed (Red) · Material – Good, for rework, scrap identified and isolated · Machine – Running, stopped or under breakdown, its losses · People – Present skills & unavailable skills & precautions taken · Methods – SOPs / Work instructions / specifications to be used Common tools used in a Visual Factory are – 1. Signs 2. Info graphics 3. Icons 4. Labels 5. Floor marking aids 6. Colour lights 7. Cards 8. Communication boards 9. Posters 10. Banners 11. Activity Board 12. Quick changes 13. 5S 14. TPM 15. Standard work 16. Charts and 17. Andons
  3. Minimum Viable Product (MVP): MVP is a concept that originated in the lean startup methodology introduced by Eric Ries in 2011. A minimum viable product is the version of a new product which allows a team the maximum amount of validated learning about customers with the least effort. Minimum Viable Product is a strategy used for fast and quantitative market testing of a product or product features. MVP is a version of a product that allows the team to collect as much feedback from customers for the product with the least effort. Visionary customers can fill in the gaps on missing features, if product solves a real problem. MVP allows you to validate your product idea without having to invest time and money in building the complete product. MVP is a prototype to test the core of your idea or the biggest assumption in your business model. Usually it does not cost much money and it is easy to apply. The MVP approach stipulates step by step product evolution keeping in mind user feedback. It also corresponds to the philosophy of ‘ship early, repair later’. We can define MVP as a release of some features to be validated within the market. It bring the core value for early adopters. The goal of the MVP is to build the smallest feature set. Some of the benefits of MVP are – · Early customer acquisition · Resource optimization · Value proposition focus · Saving time and money · Verifying market trends · Building a user base . Attracting investment The purposes of the MVP are as follows – · Brand building quickly · It helps manufacturers decide what methods would be best used to make it · It gives an idea of costs and pricing · To test a new idea/feature · To understand product market fit · Demo to investors · Get a promotion at work The core principles which decides features in a MVP are minimize friction, think scarcity, focus on closing the loop for the user, refine with user feedback and usage data, less is more in MVP, be prepared to pivot if it’s not working. Some of the examples of popular products that were launched using MVP but enhanced later are – Twitter Spotify Uber Facebook Dropbox Amazon Airbnb Instagram Whatsapp Groupon Pebble Product Hunt iPhone Adwords Express Buffer Etsy Foursquare BDRThermea Second Market Zalando Zappos Cruise Automation Microsoft Excel Zynga Product Hunt Angel list Kickstarter Pinterest KPIs Special Events
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