Leadership Maruti Suzuki India Limited Rishab Nehru IFIM Bangalore
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M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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Leadership Maruti Suzuki India Limited Rishab Nehru IFIM Bangalore
- 1. Inclusive Leadership Rishab Nehru Sonakshi Mallah Nikhita Dadmi Nayana M IFIM Bangalore
- 2. Death By Overwork ka ro shi
- 3. Will Maruti rise from the ashes?
- 4. Manesar Incident (2012) > supervisor slaps unhappy worker > argument begins > angry mob forcibly shuts the main gate > prevent managers from leaving the plant > use iron rods & door beams as weapons > beat managers & break glass panes > set office on fire > 100 hospitalized
- 5. HR manager Awanish Dev died in the violence
- 6. Who will douse the invisible fire?
- 7. Aftermath > Maruti declares lock-out on 21-7-12 > services of 500 workers terminated > 12 union leaders & many workers arrested > plant reopens on 21-8-12 > Haryana Police provides 500 personnel > 200 in plant & 300 outside > production loss = Rs 1400 crore > brand image takes a hit > market share falls to all time low of 38%
- 8. 500 policemen to prevent violence
- 9. 健一鮎川 Ken-ichi Ayukawa New CEO of Maruti Suzuki
- 10. Early Life > born in Nagasaki in 1955 > his father survived the 1945 nuclear attack > wanted to be a scientist but studied law > joined Suzuki’s headquarters at Hamamatsu in HR department > worked in Finance from 1988-93 > headed Suzuki in Pakistan from 2004-08
- 11. Teamwork > Mr Ayukawa listens to problems of workers > workers gave 7 lakh suggestions in 2016 > this led to saving of Rs 280 crore
- 12. Together Everyone Achieves More
- 13. Leaders lay the groundwork for their team’s success. Then they stand back & let them shine. -- Chris Hadfield
- 14. Empowerment & Humility > Mr CV Raman was named chief engineer of the Brezza project > Mr Ayukawa let him take all the major decisions > this isn’t how the Japanese operate > the compact SUV Brezza became a great success
- 15. Accountability > has 36 year experience at Suzuki > visits dealers & talks to existing and potential customers > visits the plant at least 3 times a week > observes shop-floor workers > enhanced passenger safety by offering dual airbags & ABS (anti-lock braking system) with EBD in most of Maruti’s models
- 16. Huge fire at Subros Plant in 2016
- 17. Courage > huge fire in Subros plant on 29-5-2016 > Mr Ayukawa went there immediately > this plant makes ACs for Maruti cars > production stopped in Maruti’s factories at Gurugram & Manesar > 90 days needed for Manesar plant to start > 5500 cars needed per day to satisfy customer demand > he brought together all the suppliers & Denso > plant resumed operations in just 14 days
- 18. Innovative Thinking > Mr Ayukawa launched Nexa - a new sales channel for premium cars in 2015 > 125 Nexa outlets opened in 9 months > cars sold till now = 1.8 Lakh > Maruti considered a technology laggard compared to Hyundai > 1st to launch Auto Gear Shift technology in India with Celerio in 2014 & then in other models like Alto K10, WagonR & Dzire
- 19. Mr Ayukawa at the launch of Nexa
- 20. People want to report only the good things. If everything is good, you don’t need to report that. Tell me the problem so that we can find a solution. -- Ken-ichi Ayukawa
- 21. Ailing Maruti Bounces Back 2013 2016 Market Share 38% 47% Sales 42,000 56,000 crore Profits 2400 4600 crore Operating Profit Margin 10% 16% ROCE 14% 26%
- 22. Maruti extends Ayukawa’s tenure by 3 years
- 23. won Best CEO of a MNC at Forbes India Leadership Awards (FILA) 2016 in Mumbai
- 24. Our Learning 1) Don’t treat your workers like robots. 2) A tree can’t grow at the cost of its roots. 3) Allow others to take decisions. 4) Never panic during a crisis. 5) Being complacent is the route to decline and defeat.