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Issu e
41,
J a n u a r y
2016
Climate Change
The Rational Case for Panic in the Automotive Industry
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4th-7th February, 2016. Stall No. 23, Hall No. 2-5, Pragati Maidan, New Delhi, India.
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Climate Change: The Rational Case For Panic
In The Automotive Industry
Quality is Free…
but it is not a gift
Good To Great: Absolute Perfection To Break
Free Of Mediocrity
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P7
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A Mind-Share With Stalwarts
Within Our Workforce
Lights. Light Moods.
Light Music.
Innovation TIMES | 1
Product Leadership.
Like No Other.
EDITORIAL
Climate Change: The Rational Case For Panic In The Automotive Industry
In the posh executive world of the top echelons of the
world’s automotive industry, a world of elegant suits, suites
and summits, a complacent calm prevails. Various scenarios
are analyzed using labored PowerPoint presentations to
gain what some call ‘corporate foresight and insight’ into
disruptive ‘exogenous shocks’. But in the edge-places
of the world, from the islands of the Philippines to the
landlocked provinces of China, from the drought-prone
Deccan farmlands of the Indian Peninsula to the manicured
farms of Midwest America, the severe adverse effects of
climate change are giving signs of a total disruption of the
world as we know it today. The Intergovernmental Panel
on Climate Change, IPCC, an interdisciplinary organization
of scientists and technologists not generally given to
hyperbole, has been issuing various reports that sound
alarmingly melodramatic if not apocalyptic. In 2013 the
IPCC reported that ‘since the 1950’s, many of the observed
changes are unprecedented over decades to millennia.’
Again, in 2014 it warned unequivocally that the failure
to stop the rise in carbon emissions would increase the
likelihood of ‘severe, pervasive, and irreversible impacts
for people and ecological systems.’
In the last 200 years industrialization has made the climate
0.8 degrees Celsius higher on this 4.5 billion-year-old
planet. The continuing globalization of industrialization
is certain to push the climate to more than two degrees
higher that the pre-industrial average by 2050. According to
the International Energy Agency, even if all the announced
emissions-reduction plans, all the carbon taxes and all the
renewables targets are achieved, CO2 emissions will still
rise by 20% by 2035. Instead of limiting the warming of
the earth to only a two-degree increase, the temperature
will rise 3.6 degrees.
To remain under the two-degree threshold, the
International Energy Agency has determined that we as
a global population must burn no more than 886 billion
tonnes of carbon between 2000 and 2050. But the global
oil and gas companies have declared the existence of 2.8
trillion tonnes of reserves, and their shares are valued
as if these reserves are burnable. As the Carbon Tracker
Initiative warned investors: ‘they need to understand that
60-80% of coal, oil, and gas reserves of listed firms are
unburnable’ – that is, if we burn them, the atmosphere
will warm to a catastrophic degree. The case for panic has
strengthened because the world spends over $500 billion
on exploration and development of fossil fuels, including
various ways of subsidizing the fossil fuel industry.
Climate science tells us that, in order to keep the
temperature rise to two degrees, we need to halve the
amount of CO2 we burn by 2050. The International Energy
Agency has spelt out importance of timing: ‘If emissions
do not peak by around 2020 and decline steadily thereafter,
achieving the needed 50% reduction by 2050 will become
much more costly.’ The later emissions peak, the harder it
is to halve them.
Innovation TIMES | 2
Faced with these imperatives to avert an irreversible and
apocalyptic terminal scenario, the vision of a clean energy
efficient world is not any longer a fanciful, highfalutin idea in
the automotive industry. It is to be expected that the world
will see a more coordinated global movement with a sense
of urgency to change the pattern of energy consumption,
and with that, it is reasonable to expect that the contours of
the automobile industry will see a tectonic shift. To be future
ready will now mean broadening the strategic product
portfolio to prepare for a world that shifts away from the
unbridled burning of fossil fuels much like the shift away
from the steam engines of yesteryears. Companies that do
not prepare for this eventual reality will face extinction in the
manner of the now proverbial ‘Nokia Moment’.
At DivgiWarner, we have taken steps to work with
companies operating along the entire spectrum of options
to the conventional Internal Combustion Engine, ICE,
propulsion systems. Most pertinently, we are developing the
design and manufacturing competence on the mechanical
components and systems that go into what are being called
Dedicated Hybrid Transmissions, DHT’s, and Battery Electric
Vehicle, BEV, Transmissions. We believe that India’s Climate
Change challenge will be unique and will be compounded
by the pressure of demographics on the need for energy in
the quest for improved living standards in the country. We
take inspiration from the work done by Toyota Motor Corp
that has built and sold over 8 million hybrid powertrains in
various models including the iconic Prius.
The unexpected relative success at the Paris Climate
Summit of Nations in December 2015 in arriving at a
provisional consensus on the need for a sense of urgency
on climate change is indicative of the groundswell that is
picking up across the world. It is an encouraging sign that
the world is listening to the panic signs emanating from
nature. What is needed now is the willpower, confidence
and design to see humanity’s response both as a long
term process and an urgent project.
Best wishes,
Jitendra Divgi
Managing Director
FEATURE
STORY
Quality is Free…
but it is not a gift
DivgiWarner bags the CII National Quality Award 2015 - 2016
Contributor: Vijay Warade
Management Systems
In our July 2015 issue of the Innovation
TIMES, we had elaborated how
DivgiWarner practiced Philip Crosby’s
approach to quality to thrive and
survive the “merciless” demands on
quality from the automotive industry.
All the Four “Absolutes” of Quality
advocated by Crosby were put
to practice since DivgiWarner’s
incorporation as an organization in
1995. The dogged and persistent
efforts put into adhering to this practice,
year-on-year, manifested itself in yet
another way, when in early October,
2015 in Kolkata, the Confederation
of Indian Industry (CII) instituted jury
evaluating the competitors in the
National CII Quality Award 2015 – 2016
adjudged DivgiWarner as the Winner
for its Excellence in “Total Quality
Management”. Over 35-40 industry
stalwarts nationwide coveting this
prestigious award tried hard to impress
the jury of senior and eminent industry
figures on the fundamental but very
critical aspects of Quality – ResultOriented Approach to Excellence and
Customer Focus. DivgiWarner came
out trumps in the end and was awarded
the trophy for bringing about the
“Most Significant Improvement
in TQM”.
“It’s the culmination of over 15 years
of disciplined effort using the tools
and processes of quality systems
and
organizational
development
to build a culture of organizational
excellence. Employee empowerment
and development is at the heart of
this process and this award is a strong
reinforcement to our people that we
should continue down this path of
sustaining and continuously improving
our maturity in the tools and processes
of the DivgiWarner Production System”,
says Managing Director, DivgiWarner,
Mr. Jitendra Divgi.
The Quality Awards Competition,
conducted
annually
was
ably
represented by Mr. Sudhindra
Deshpande, Head – Operations and
Four “Absolutes”
of Quality
Mr. Vijay Warade, Head – Management
Systems who received the trophy
from Mr. Aloke Mookherjea (second
from right), Past Chairman - CII,
Eastern Region.
DivgiWarner,
however,
has
understood
Crosby’s
statement,
“Quality is Free… but it is not a gift”
well enough. It has understood that
the challenges of ever-decreasing
global lowest prices, smaller lot sizes,
greater precision and Zero PPM and
the challenge of miniaturization of
parts will only become more acute
and that DivgiWarner needs to be
constantly reflecting on the Four
“Absolutes“ of Quality in order to
remain at the forefront of cutting-edge
technology in the automotive space
in a Volatile, Uncertain, Complex,
Ambiguous (VUCA)1 future.
1) Quality is conformance to
requirements
2) The system of quality is
prevention
3) The performance standard
is “Zero Defects” (do it right
first time)
4) The measurement of quality is
the price of non-conformance
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Refer Innovation TIMES Issue 39, Jul 2015
Innovation TIMES | 3
EVENTS
Good To Great:
Absolute Perfection To Break
Free Of Mediocrity
DivgiWarner holds its 9th Supplier Conference
Innovation TIMES | 4
Good To Great:
Absolute Perfection To Break
Free Of Mediocrity
EVENTS
Contributor: Deepak Vani
Purchase & Global Supply Management
As per its practice of keeping the entire
DivgiWarner supplier community
abreast of the developments during
the year, DivgiWarner conducted its
9th Annual Supplier Conference on
28th November, 2015 at Hotel Novotel,
Viman Nagar, Pune. After having
worked together and won together
in 2014 2, this year, DivgiWarner
presented the “GOOD TO GREAT:
ABSOLUTE PERFECTION TO BREAK
FREE OF MEDIOCRITY” theme
towards achieving the company’s
vision to be recognized as a worldclass Indian brand in automotive
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drivetrain components and systems.
Facts and figures of DivgiWarner’s
progress and entry into new spaces
were presented and future growth
opportunities discussed with the
suppliers. Suppliers who excelled
in the areas of quality, cost delivery
and customer satisfaction were
recognized for their superlative
performances.
Chief Guest and Keynote Speaker
Pandit Yogesh Samsi, world-renowned
tabla percussionist drew fantastic
parallels on how perfection and
greatness can be achieved in fields so
diverse in nature like manufacturing
and music. The virtuosity that Panditji
displayed through his tabla recital at
the event provided great inspiration
and insight into how manufacturers
too, can build truly great Indian
manufacturing brands.
Three Cheers to the SQIG (Supplier
Quality Improvement Group), led
by Deepak Vani, Head – Purchase
and Global Supply Management, for
ensuring that the event was a grand
success.
Refer Innovation TIMES Issue 39, Jul 2015
Innovation TIMES | 5
Tête-à-Tête
Face of Product
Leadership
A Mindshare With Stalwarts Within Our Workforce
Abhijeet Pingale
Sr. Manager, Product Engineering
Education:M.S. (Manufacturing Management)
B.E. (Production)
Total Experience:
11 years
With Divgi Warner: 11 years
Career Goals:Contribute towards the nation with
innovations and inventions in engineering
Hobbies:
Traveling, Gardening & Music Appreciation
Family Details:
Married to Dipika; Daughter, Ovee
What is your current role in DW?
I am working as a Senior Manager in Product Engineering
and am leading all synchronizer design and development
activities. My roles in the organization comprise designing
synchronizer system solutions and leading the program
as Program Manager. I am also responsible for design
and development of future synchronizer products for
all automotive vehicles as well as construction and
agricultural equipment following world class APQP tools.
Alongside, I am responsible for enhancing DivgiWarner’s
R&D capabilities and building the infrastructure for the
development of products in future. I work on applying
state-of-the-art technology concepts to DivgiWarner’s
products to continually deliver a better shift experience
and overcome customer concerns. Flawless development
of defect free products is a critical aspect of my current
role in the company.
What has been your experience with DW?
In my 11 years of work experience with DivgiWarner,
I got an opportunity to learn various BorgWarner
product engineering techniques including know-how
of Synchronizers. I got a platform to work as per the
global APQP standard and demonstrate it over various
synchronizer programs to our key customers.
While leading Cross Functional Teams (CFT) in product
development and launches successfully into the market, I
learned to work as a member of a team and how to deal with
challenging situations. Integrating product advancement
with customer vehicle programs has been the hallmark of
the successful programs managed by me. Working with
BorgWarner, Margam and PTC team members has taught
me valuable global product engineering practices. This was
one of the greatest learning experiences of my life. I also
got an opportunity to work with Chinese, European and
American partners. This helped me understand their work
culture as well as improve my communication and work
load management. Borgwarner SEG concept is one of the
best practices to be adopted.
I worked at different levels and positions at DivgiWarner.
Starting as a Graduate Trainee Engineer, I gained immense
experience while working in various areas such as Machine
Innovation TIMES | 6
Shop, Quality, Planning, Process and Tool Engineering,
Product Engineering etc. During my career, DivgiWarner
has helped me to develop my skills and overall built me
as a professional with strong knowledge of products and
processes required for my job.
What has been your contribution to DivgiWarner’s
Product Leadership Initiatives?
Through development of steel-based synchronizer
technology, I have been able to contribute significantly
to DivgiWarner’s offering of a distinctive product superior
technology solution to the market. This technology
improves shift effort by approximately 25% and improves
durability several times over conventional brass.
Continuous improvement and design innovations helped to
improve product performance, development time and low
cost prototyping solutions. Other innovations in product
engineering enabled the predicting of shift performance
as well as eliminating probable design issues in advance.
What do you believe are some of your notable
achievements at DivgiWarner?
Right from inception of a business idea to developing it
to a fully matured product line has been one of my key
accomplishments at DivgiWarner. The capability of handling
highly engineered complex product such as Synchronizers
and working to harness future technology has been one of
my notable achievements.
Also while working, I completed my Post Graduation (MS)
from Birla Institute of Technology and Science (BITS).
Rapid Fire
1. Favorite Quote:“Goal is a dream with a deadline”
Napoleon Hill
2. Favorite Book:
Vyakti ani Valli by P.L.Deshpande
3. Life is:
Philosophy. Life is learning.
4. Family is:
Nucleus around which life revolves
5. On Sundays:Travel, relax and refresh with family
and friends
Contributor: Gopal Dalvi
Human Resources
INSIDE BUZZ
Lights. Light Moods.
Light Music.
‘UTSAV 2015’ Diwali Pahat Celebrations
Contributor: Umesh Kotwal
Stores
It wasn’t the usual morning on 8th
November, 2015. It was Diwali, the
Festival of Lights. And there were
Lights (and rangoli and diyas to add) at
DivgiWarner’s Bhosari premises even
before morning sunlight had blessed
the day. On the auspicious occasion,
the DivgiWarner Cultural Committee
had arranged Utsav 2015 Diwali Pahat,
a cultural show of song and revelry.
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sweetmeats were offered along with
savory missal pav 3 to all.
The Light Moods at the event
were heightened by Swargandharv
Kalamanch, a cultural Light Music
group invited to entertain the audience.
All present – from employees to their
families, from senior management
to trainees – tapped their feet and
clapped their hands to its Hindi and
Marathi tunes.
Perhaps unknown
to Jagdish
Gaikwad, Umesh Kotwal and the HR
team, the organizers of the event,
they had coordinated one of the most
scintillating shows that drew attention
from one and all present.
After the show, Faral, traditional Diwali
Hip Hip Hurray! DivgiWarner.
A tangy snack
Innovation TIMES | 7
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