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					                          CURRICULUM VITAE


T.SANTOSH KUMAR                          Career Objective
Email:                              To   To see myself as an “Operations’ Head” of the
Santu.bhavani@gmail.com                  company, which I work for.

Primary Contact:                         Assets
91-9032826074
                                                am an Extrovert kind of individual,
Mailing Address:                                    Responsive, and Open to learn.
S/o T.MANOHAR RAO
H.No: 18-66,                                    Good communication skills both written and
                                               
Kothapet,                                       spoken
Dilsukh nagar,                           Technical Expertise
Hyderabad.
Andhra Pradesh, India                           MS Office.
Mobile: +91-9032826074.                         Knowledge on Internet.

                                         Other Activities and Participation
Personal Profile:
Father’s Name : T.Manohar Rao                   Participated in Management oriented Seminar
                    nd
Date Of Birth : 22 jan,1987
                                                    on “TIME MANAGEMENT” at SRI INDU
Sex            : Male
                                                    Institute Of Technology” Hyderabad.
Nationality    : Indian
Marital Status : Unmarried
                                                I was awarded “SWAMI VIVEKANANDA
Languages Known:                                    MEDAL” in 2003 for participating in
English, Telugu, Hindi & kannada.                   competitive examination in 10th standard.




ACADEMIC QUALIFICATIONS
QUALIFICATIONS            SCHOOL/COLLEGE               PASSING      UNIVERSITY/BOARD            %

      MBA                                                                 JNTU
                           St.Mary’s College             2010                               70
  (HR/Marketing)                                                        HYDERABAD.


                          Swami Vivekananda                        OSMANIA UNIVERSITY
   BSC(MCCA)                                             2008                               58
                            Degree College                            HYDERABAD

                             New vision                                  Board of
  Intermediate
                            junior college               2005          Intermediate         60
                                                                      Education (AP)
                                                                     Board of Secondary
      S.S.C          Sri Satya Sai Gurukulam             2003                               80
                                                                       Education, AP
    ACADEMIC PROJECT

1. Project Title  :   TRAINING & DEVELOPMENT
  Type of Project :   Major Project
 Description      :   Aim: • To know how the Training & Development process is
                      given to the employees to know about their work done.

                      • Training & Development bridges the gap between knowledge
                      and skills of a new employee and the company's requirement
                      and expectations.

                      • The Newly recruited personnel get an opportunity to get
                      complete product/ service knowledge that a respective
                      company provides.

                      • It facilitates newly hired personnel get synchronized with the
                      company's culture by an innovative concept "Induction".

                      • Training & Development plays a key role in enhancing skills
                      in the newly recruited employees understanding their
                      strengths and help them overcome their loop holes.

2. Contribution : Data collection from the employees regarding Training and
Development of the Company
   Company        : DATA POINT INFO SOLUTIONS, Hyd.
   Team size       : 04


 MAJOR STRENGTHS

   1. Commitment to make the deal, end of the day; Goal oriented and dedicated.
   2. Motivating people in their endeavors to achieve their goals and targets.
   3. Reading several Magazines to get updated besides watching English News
       Channels.
   4. Enjoy working in a team as well as learning at every step.




                                     Declaration

 I here by declare that the above furnished information is authentic and true to the
 best of my knowledge and belief.




Place: Hyderabad                                          (T.SANTOSH KUMAR)
Recent updated about BLUE OCEANSTRATEGY
BLUE OCEAN STRATEGY is a business strategy book first published in 2005 and
written by W. Chan Kim and Renée Mauborgne of The Blue Ocean Strategy Institute
at INSEAD. The book illustrates what the authors believe is the high growth and
profits an organization can generate by creating new demand in an uncontested
market space, or a "Blue Ocean", than by competing head-to-head with other
suppliers for known customers in an existing industry.



“Blue ocean is an analogy to describe the wider, deeper potential of market space
that is not yet explored”.

The metaphor of red and blue oceans describes the market universe.



Red Oceans are all the industries in existence today—the known market space. In
the red oceans, industry boundaries are defined and accepted, and the competitive
rules of the game are known. Here companies try to outperform their rivals to grab a
greater share of product or service demand. As the market space gets crowded,
prospects for profits and growth are reduced. Products become commodities or
niche, and cutthroat competition turns the ocean bloody. Hence, the term red
oceans.

Blue Oceans, in contrast, denote all the industries not in existence today—the
unknown market space, untainted by competition. In blue oceans, demand is created
rather than fought over. There is ample opportunity for growth that is both profitable
and rapid. In blue oceans, competition is irrelevant because the rules of the game
are waiting to be set.




The corner-stone of Blue Ocean Strategy is 'Value Innovation'.

 A blue ocean is created when a company achieves value innovation that creates
value simultaneously for both the buyer and the company.
 The innovation (in product, service, or delivery) must raise and create value for the
market.
BLUE OCEAN STRATEGY AND IT’S 3 PARTS
 The Book is divided into three parts: The first part presents key concepts of blue
ocean strategy, including Value Innovation, the simultaneous pursuit of
differentiation and low cost and key analytical tools and frameworks such as the
strategy canvas,

      the four actions framework and

      the eliminate-reduce-raise-create grid.

      The second part describes the four principles of blue ocean strategy
       formulation: how to create uncontested market space by reconstructing
       market boundaries, focusing on the big picture, reaching beyond existing
       demand and getting the strategic sequence right.

      These four formulation principles address how an organization can create blue
       oceans by looking across the six conventional boundaries of competition (Six
       Paths Framework), reduce their planning risk by following the four steps of
       visualizing strategy, create new demand by unlocking the three tiers of
       noncustomers and launch a commercially-viable blue ocean idea by aligning
       unprecedented utility of an offering with strategic pricing and target costing
       and by overcoming adoption hurdles.

      The third and final part describes the two key implementation principles of
       blue ocean strategy including

      Tipping point leadership

      Fair process.

      These implementation principles are essential for leaders to overcome the
       four key organizational hurdles that can prevent even the best strategies from
       being executed.

      The four key hurdles comprise the cognitive, resource, motivational and
       political hurdles that prevent people involved in strategy execution from
       understanding the need to break from status quo, finding the resources to
       implement the new strategic shift, keeping your people committed to
       implementing the new strategy, and from overcoming the powerful vested
       interests that may block the change.
   SIX SIGMA
      Six Sigma is a business management strategy originally developed
       by Motorola, USA in 1986. As of 2010, it is widely used in many sectors of
       industry, although its use is not without controversy.

      Six Sigma seeks to improve the quality of process outputs by identifying and
       removing the causes of defects (errors) and
       minimizing variability in manufacturing and business processes.

      It uses a set of quality management methods, including statistical methods,
       and creates a special infrastructure of people within the organization ("Black
       Belts", "Green Belts", etc.) who are experts in these methods.

      Each Six Sigma project carried out within an organization follows a defined
       sequence of steps and has quantified financial targets (cost reduction or profit
       increase).

      The term Six Sigma originated from terminology associated with
       manufacturing, specifically terms associated with statistical modeling of
       manufacturing processes. The maturity of a manufacturing process can be
       described by a sigma rating indicating its yield, or the percentage of defect-
       free products it creates.

      A six sigma process is one in which 99.99966% of the products manufactured
       are statistically expected to be free of defects (3.4 defects per million).
       Motorola set a goal of "six sigma" for all of its manufacturing operations, and
       this goal became a byword for the management and engineering practices
       used to achieve it.



METHODS
Six Sigma projects follow two project methodologies inspired by Deming’s Plan-Do-
Check-Act Cycle. These methodologies, composed of five phases each, bear the
acronyms DMAIC and DMADV.


   DMAIC is used for projects aimed at improving an existing business
   process.DMAIC is pronounced as "duh-may-ick.
   DMADV is used for projects aimed at creating new product or process
   designs. DMADV is pronounced as "duh-mad-vee".
  DMAIC

  The DMAIC project methodology has five phases:


      Define the problem, the voice of the customer, and the project goals,
      specifically.
      Measure key aspects of the current process and collect relevant data.
      Analyze the data to investigate and verify cause-and-effect relationships.
      Determine what the relationships are, and attempt to ensure that all factors
      have been considered. Seek out root cause of the defect under investigation.
      Improve or optimize the current process based upon data analysis using
      techniques such as design of experiments, poka yoke or mistake proofing,
      and standard work to create a new, future state process. Set up pilot runs to
      establish process capability.
      Control the future state process to ensure that any deviations from target are
      corrected before they result in defects. Implement control systems such
      as statistical process control, production boards, and visual workplaces, and
      continuously monitor the process.



DMADV or DFSS
The DMADV project methodology, also known as DFSS (Design For Six
Sigma), features five phases:

     Define design goals that are consistent with customer demands and the
      enterprise strategy.

     Measure and identify CTQs (characteristics that are Critical To Quality),
      product capabilities, production process capability, and risks.
     Analyze to develop and design alternatives, create a high-level design and
      evaluate design capability to select the best design.
     Design details, optimize the design, and plan for design verification. This
      phase may require simulations.
     Verify the design, set up pilot runs, implement the production process and
      hand it over to the process owner(s).

				
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