Cultural Transformation

Organisational culture is deeply ingrained and cannot be transformed overnight. SK Banerji’s ecosystem implements a demand-driven approach to map all the required steps to maximize an organization’s lead time and efficiency. Highly favourable for aspiring and advanced-level enterprises, our multi-step process is based on a scientific method to achieve the major objective.


The first step is where we identify the existing process flow and prioritise areas for improvement. 

  • Current State Mapping (CSM): We prepare a value stream map (VSM) of the current state that aims at mapping the current state of the work procedures.    
  • Gap Analysis: This is the process where we identify the critical causes of an organisation’s problem. It helps us understand the status of your enterprise (aspiring, advanced or established) so that we can gauge how big is the schism between the current state of your organization and an ideal LEAN organization in their respective verticals. We prepare a feasibility report based on the outcome.
  • Future State Mapping (FSM): Having gauged the schism we prepare a roadmap that will help us bung up that lacuna seamlessly. The outcome of this phase is an FSM charter. 


The second step is the implementation phase. After identifying the superfluous and unproductive processes that are undermining the organisation’s productivity in the planning stage, we chart out a  roadmap that guides us on how to weed out wasteful activities. Relevant LEAN tools and techniques are applied to achieve: 

  • Operational Excellence
  • Business Process Improvement
  • Process Monitoring & Improvement
  • Supply Chain Analysis and Management
  • Digitization and Automation


The most overlooked part of the process, this is the phase in which we review the results to evaluate them against the outlined criteria. This step is crucial to identify failures and successes and make necessary adjustments to future iterations. We implement the following using the 4Ts`:

  • TQM – Total Quality Management
  • TQC – Total Quality Control
  • TPM – Total Productive Maintenance
  • TPS- Toyota Production System


We maintain that the improvement process should not stall because there always remains some space for further improvement. Our final process involves corrective actions and improvements to achieve the desired result. We perform two activities to solve problems and manage change:

  • Process Monitoring & Improvement
  • Equipment Efficiency Improvement

The improvement cycle is not a one-time process but a loop. As the improved process becomes a new baseline, we should sustain it by implementing new ways to make it better. Manpower Development and LEAN Training ensure the sustenance of the LEAN framework. 

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