Mjs Bindra

MJS Bindra is a turnaround specialist who is uniquely qualified to transform multinational or regional companies, large, medium or small, into lean enterprises. He is a professional engineer with an MBA in marketing and finance from BITS Mesra and advanced management from IIM Ahmedabad. He has more than 45 years of experience working with global organizations and thought leaders from diverse industries and fields. In his formative days, he underwent long tenure technical trainings in the world’s leading companies like Wean United USA, Muller Weingarten Germany, Schloemann Siemag Germany and Sumitomo Corporation Japan. He developed his skills in the Toyota Production System at Komatsu Career Creation Ltd., Japan, in 2000 and visited many Japanese companies including Toyota, Komatsu, Nippon and Sumitomo Corporation. The concept of daily management was matured during his tenure with Kaizen Institute. The lean accounting principles were adapted after being trained under Brian Maskell, USA who was at the forefront of inventing the concept of lean accounting.

He has held director level positions in sectors as diverse as capital machine building, steel industry, electric resistance welded (ERW) tubes and cold drawn tube industry. He has supported and implemented lean and kaizen implementation in these companies as well as managing 450+ kaizen workshops in a variety of industries like textiles, machine building, steel mills, flower farms, industrial chemicals, gold mine, edible oil refinery, roofing sheets, ports, automotive, meat processing, jute mill and sugar mill and conducted 250+ training sessions on operational excellence tools with a focus on training of executives and leaders at all levels during the consulting stage. He developed expertise and specialization in total productive maintenance (TPM) all pillars, total flow management (layout design, cellular manufacturing, just-in-time, kanban), policy deployment and lean accounting. Some of the results achieved during implementation in industry with overall equipment effectiveness (OEE) were 30% to 35% improvement at most of clients served, material wastage and rejection reduction by 40% to 50%, inventory reduction by 40% to 50%, throughput time reduction by 20% to 30% and so forth.