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Successfully Implementing Japanese Management Techniques at ETF

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LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 21

In the last episode, I related stories mainly about how I tackled politicians, and how I reached compromises with some, and refused others very tactfully. This was a new experience which I faced, and guidance was not available in textbooks. In today’s episode, I will talk about how I introduced two Japanese techniques successfully and how I had to manage the challenges that arose.

After settling the “hygiene” factors discussed in a previous episode, I implemented the Japanese-style Quality Circles and the 5S system at ETF. For those unfamiliar with the techniques, I will explain them in brief. The Japanese are well known for worker involvement in shop floor and frontline operations. They believe that the worker should not be treated merely as a pair of hands, but rather recognised as having brains and significant tacit knowledge in performing their operations. If all the workers are permitted to use their brains, significant benefits would flow to the organisation. The Japanese are also group-oriented rather than being individualistic, as are the Western populations.

During my travels and courses in Japan, I realised that there are many similarities between Japanese and Sri Lankan cultures, prompting me to introduce various Japanese techniques and practices to Sri Lankan corporates with great success. I was the first to organise seminars on Quality Circles and the Japanese 5S in Sri Lanka. In fact, in many workshops at the time I was often introduced as the father of Japanese Style Management Techniques in Sri Lanka, until one day Toastmaster Haleem Ghouse, the brother of the famous Management Trainer, Mansoor Ghouse warned me that I should never be introduced as the father of Japanese Management but rather as the mother of Japanese Style Management Techniques, saying “being a father is only a opinion, but being the mother is a fact”.

Introducing Quality Circles: The Employee Involvement Technique of Japan

Introducing Quality Circles in organisations that did not believe in employee involvement failed. While good progress was made in some institutions, the technique did not spread as widely as I expected until I founded the Quality Circle Association of Sri Lanka which promoted Quality Circles widely. I foresaw the massive benefits that the ETF Board could derive from this technique. Essentially, it is a technique which is purely voluntary, but preceded by a detailed explanation of how it operates. Once the groups (called Quality Circles) are formed voluntarily, they are trained in problem identification, cause analysis, and finding solutions to problems related to quality, productivity, customer service, cost reduction, speedy delivery, and other areas. The ultimate objective is to provide satisfaction and motivation to workers and enrich their work life. There are some rules, however: they must be non-executive workers from the same work area, they must solve their own work problems and not those of another department or unit, they must follow a scientific process, use appropriate tools of analysis and finally make a presentation to management and obtain approval for the implementation of their solution. The circles are formed by the employees and owned by them. They are not committees formed by the management. They also give themselves a name and a logo to make it more fun and exciting.

The technique was very well accepted, and many employees at the clerical level at ETF Board who were hitherto engaged in mundane jobs such as checking some documents for eight hours daily found significant enrichment, because now, they were collecting statistics, preparing Cause & Effect Diagrams, preparing Pareto Charts, and so on, which were quite different to their routine daily work. Since they were working in groups, they were able to contribute their individual talents. Some were good at numbers, others good at slide preparation, while some had a great ability to make presentations. These circles did many practical projects and made significant improvements to the work processes at the ETF Board.

One project of a circle was my favourite. The problem was the difficulty members (claimants for refunds) faced when filling out the claim form at the end of their employment or upon a job change. Many claims were rejected because claimants with basic education found form-filling difficult. Further analysis showed that the main problem was the question in Sinhala “name of spouse”. In Sinhala, it was ‘kalaththrayage nama’, This was kept blank by about 20% of the claimants thus making it a rejected application. Furthermore, it was sent back by the ETF office to the claimant, saying that the question needs to be filled out. Most of the estate workers and those in small and medium sectors still could not understand what the question meant. Imagine receiving 8,000 claims a month at the ETF office and returning 20% with another covering letter pointing out the deficiencies. 1,600 letters being sent back (20%), was an unproductive exercise. The Quality Circle in question redesigned the form with a separate instructions sheet, and the result was a drop in rejected claims to an insignificant level. The Quality Circle was very proud of its contribution, and the management appreciated the wasted time saved. The claimants were also pleased because the refunds arrived more quickly.

Success brings challenges

In introducing Quality Circles, I had taken care to brief the union well. They supported it. Quality Circles from various departments and units would meet me occasionally and discuss issues they faced or make suggestions to further improve and further spread this technique. The rapport I had with them was a good sign. It was employee involvement at its best, and the co-operative environment flourished. The morale was high. One day, the Quality Circle leaders requested an urgent meeting with me. They informed me that they would henceforth cease all Quality Circle work. At first, they refused to disclose the reason, but later hinted that the trade union had asked them to stop it. I immediately telephoned the President of the union, who assured me that there is no truth in this statement, and that they actually encouraged it. An hour later, he called me again, saying that some committee members were against Quality Circles because they felt it was a threat to them.

Although Bala Tampoe, the veteran labour leader, had no membership at the ETF Board, I recalled what he had articulated many times at the National Labour Advisory Council, that there is no such thing as Labour Management Cooperation. He was referring to efforts at that time to change the culture of adversarial labour management by educating both management and labour on the benefits of better cooperation, because in a competitive economic environment, the enemy is the competition. Leslie Devendra, a more pragmatic labour leader, was able to propagate this conciliatory approach, despite losing the more militant members. According to Bala Tampoe, labour should never cooperate with the management because it is a class struggle, he said. The proletariat must always have an ‘aragalaya’ with the bourgeois management class which exploits labour. It is this thinking that has pervaded some of our ETF union committee members. The Quality Circle programme thus came to an end.

A year later, the Deputy Head of HR met me and discussed the revival of Quality Circles, for which my response was negative. Finally, I told him that if he could handle it, he could go ahead, but I was discouraged and would have no part in its revival. He organised the revival so well that we ended up having an Organisational Convention, where the different Quality Circles from various departments and units showcased their projects and the tangible and intangible benefits they had realised. The presentations included dramas, songs, verses and other fun methods of presenting their success stories. The young circle members wanted their parents and family members, too, to be invited, and it was a grand show in a committee room of the BMICH. I was a pleased man that day, and so were all the employees at ETF. Quality Circles were reborn.

What lessons can we learn from this episode? One is that, despite the cooperation shown by the union leaders, there may be undercurrents from unofficial power centres that are undermining the union leadership’s intentions. Usually, union committees are like coalitions. There are groups with different agendas, and these must be recognised and their aspirations met or nullified. Another lesson to be learned is that when everything seems to be going smoothly, there can be other groups at work who wish to destabilise the situation. Some of the subversive attempts by antagonists included telegrams to the Minister accusing the ETF management of wasting time on the so-called Quality Circles and delaying their claims, or so they claimed. The Minister’s private secretary was his daughter and was a classmate of my sister. Knowing these protests and petitions were acts of individuals who could not bear to see good things being implemented, she would send them all back to me. At the budget debate, too, these were questions raised by opposition MPs. Since we were in the ‘Officers Box’ as it was called, I was able to quickly send a note to the Minister, which enabled him to answer the query accurately and promptly.

Implementing the Japanese 5S system

The ‘5S’ system was new at that time. I had gained a thorough knowledge of it when I was asked by the Committee of the Japan Sri Lanka Technical & Cultural Association (JASTECA) to lead a group of garment factory entrepreneurs on a two-week course in Japan. I was the Senior Vice President of JASTECA at that time. 5S had initially started in Japan as 3S. Now it had been expanded to 5S, and video material and books had just been published. The course design assumed that all of us were familiar with the technique, whereas I was the only one with some knowledge. Others were hearing the term for the first time. I found some very detailed videos in the training facility library where we stayed, and got them included in the course. To accommodate these video programmes, the group had to come to the lecture hall on two days, half an hour early, much to the consternation of the participants. The third video was shown in the bus on our visit to a factory just outside Tokyo. I was determined that the group learns this and pioneer 5S in the garment factories because I had no doubt in my mind that it would revolutionise our Sri Lankan industry and make Sri Lanka more competitive. My objective was achieved because there is hardly any worthwhile factory or office that does not practice the 5S methodology today.

5S is a systematic 5-step process to organise your workplace, resulting in better quality products and services, higher productivity, improved safety, timely delivery, and increased worker morale, as well as greater cost efficiency with reduced waste. With what I learned in Japan fresh in my mind, and after seeing many of the well-organised offices during factory and office visits in Japan, I set about implementing 5S. The ETF office was a thorough mess. Even file maintenance was primitive, with some files not even punched and filed, but rather a collection of papers held together by a rubber band. It was that bad. Obtaining information was almost impossible. Therefore, I started with a competition on file maintenance, where a properly maintained file index would be utilised, and a file retrieval time had to be less than 10 seconds. Sri Lankans love competitions, and this was taken up well. Following this was another competition on the full implementation of the five steps of 5S, for which I organised a training. The implementation was kicked off by a full-day, voluntary “big cleaning day,” where staff were provided with a biryani lunch. However, some detractors boycotted the event. They felt it was an unnecessary exercise. Only 50% attendance was recorded that day. At the end of the day, the office was hardly recognisable. It looked like a smart private sector office. Even the tables were polished voluntarily.

On Monday morning, when the detractors arrived at the office, they were shocked by the change. Some met me and apologised for not believing me. The office was decorated with potted plants brought in by the staff from their homes. This prompted one tabloid newspaper to carry an article about how the ETF wasted money by decorating its office. A reply was drafted by the staff but was never published.

There is a management theory that suggests that training and educating people to adopt new attitudes, expecting these new attitudes to bring about changes in behaviour, may not always be effective, and may take too long. It recommends that behaviour be changed first, even without an attitudinal shift. It will result in an attitudinal change when people see the benefits. This theory worked at the ETF Board, although not everyone was converted.

The next episode will include many other useful stories.



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Features

Peace march and promise of reconciliation

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Peace walk in progress

The ongoing peace march by a group of international Buddhist monks has captured the sentiment of Sri Lankans in a manner that few public events have done in recent times. It is led by the Vietnamese monk Venerable Thich Pannakara who is associated with a mindfulness movement that has roots in Vietnamese Buddhist practice and actively promoted among diaspora communities in the United States. The peace march by the monks, accompanied by their mascot, the dog Aloka, has generated affection and goodwill within the Buddhist and larger community. It follows earlier peace walks in the United States where monks carried a similar message of mindfulness and compassion across communities but without any government or even media patronage as in Sri Lanka.

This initiative has the potential to unfold into an effort to nurture a culture of peace in Sri Lanka. Such a culture is necessary if the country as the country prepares to move beyond its history of conflict towards a more longlasting reconciliation and a political solution to its ethnic and religious divisions. The government’s support for the peace march can be seen as part of a broader attempt to shape such a culture. The Clean Sri Lanka programme, promoted by the government as a civic responsibility campaign focused on environmental cleanliness, ethical conduct and social discipline, provides a useful framework within which such initiatives can be situated. Its emphasis on collective responsibility and shared public space makes it sit well with the values that peacebuilding requires.

government’s previous plan to promote a culture of peace was on the occasion of “Sri Lanka Day” celebrations which were scheduled to take place on December 12-14 last year but was disrupted by Cyclone Ditwah. The Sri Lanka Day celebrations were to include those talented individuals from each and every community at the district level who had excelled in some field or the other, such as science, business or arts and culture and selected by the District Secretariats in each of the 25 districts. They were to gather in Colombo to engage in cultural performances and community-focused exhibitions. The government’s intention was to build up a discourse around the ideas of unity in diversity as a precursor to addressing the more contentious topics of human rights violations during the war period, and issues of accountability and reparations for wrongs suffered during that dark period.

Positive Response

The invitation to the international monks appears to have emerged from within Buddhist religious networks in Sri Lanka that have long maintained links with the larger international Buddhist community. The strong support extended by leading temples and clergy within the country, including the Buddhists Mahanayakes indicates that this was not an isolated effort but one that resonated with the mainstream Buddhist establishment. Indeed, the involvement of senior Buddhist leaders has been particularly noteworthy. A Joint Declaration for Peace in the world, drawing on Sri Lanka’s own experience, and by the Mahanayakes of all Buddhist Chapters took place in the context of the ongoing peace march at the Gangaramaya Temple in Colombo, with participation from the diplomatic community. The declaration, calling for compassion, dialogue and sustainable peace, reflects an effort by religious leadership to assert a moral voice in favour of coexistence.

The popular response to the peace march has also been striking. Large numbers of people have been gathering along the route, offering flowers, water and support to the monks. Schoolchildren have been lining the roads, and communities from different religious backgrounds extend hospitality. On the way, the monks were hosted by both a Hindu temple and a mosque, where food and refreshments were provided. These acts, though simple, carry a message about the possibility of harmony among Sri Lanka’s diverse communities. It helps to counter the perception that the Buddhist community in Sri Lanka is inherently nationalist and resistant to minority concerns that was shaped during the decades of war and reinforced by political mobilisation that too often exploited ethnic identity.

By way of contrast, the peace march offers a different image. It shows a readiness among ordinary people to embrace values of compassion and coexistence that are deeply embedded in Buddhist teaching. The Metta Sutta, one of the most well-known discourses in Buddhism, calls for boundless goodwill towards all beings. It states that one should cultivate a mind that is “boundless towards all beings, free from hatred and ill will.” This emphasis on universal compassion provides a moral foundation for peace that extends beyond national or ethnic boundaries. The monks themselves emphasised this point repeatedly during the walk. Venerable Thich Pannakara reminded those who gathered that while acts of generosity are commendable, mindfulness in everyday life is even more important. He warned that as people become unmindful, they are more prone to react with anger and hatred, thereby contributing to conflict.

More Initiatives

The presence of political leaders at key moments of the march has emphasised the significance that the government attaches to the event. Prime Minister Harini Amarasuriya paid her respects to the peace march monks in Kandy, while President Anura Kumara Dissanayake is expected to do so at the conclusion of the march in Colombo. Such gestures signal an alignment between political authority and moral aspiration, even if the translation of that aspiration into policy remains a work in progress. At the same time, the peace march has not been without its shortcomings. The walk did not engage with the Northern and Eastern parts of the country, regions that were most affected by the war and where the need for reconciliation is most acute. A more inclusive geographic reach would have strengthened the symbolic impact of the initiative.

In addition, the positive impact of the peace march could have been increased if more effort had been taken to coordinate better with other civic and religious groups and include them in the event. Many civil society and religious harmony groups who would have liked to participate in the peace march found themselves unable to do so. There was no place in the programme for them to join. Even government institutions tasked with promoting social cohesion and reconciliation found themselves outside the loop. The Clean Sri Lanka Task Force that organised the peace march may have felt that involving other groups would have made it more complicated to organise the events which have proceeded without problems.

The hope is that the positive energy and goodwill generated by this peace march will not dissipate but will instead inspire further initiatives with the requisite coordination and leadership. The march has generated public discussion, drawn attention to the values of mindfulness and compassion, and created a space in which people can imagine a different future. It has been a special initiative among the many that are needed to build a culture of peace. A culture of peace cannot be imposed from above nor can it emerge overnight. It needs to be nurtured through multiple efforts across society, including education, religious engagement, civic initiatives and political reform. It is within such a culture that the more difficult questions of power sharing, justice and reconciliation can be addressed in a constructive manner.

by Jehan Perera

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Regional Universities

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Development initiatives: Faculty of Technology, University of Jaffna and NCDB

The countryside and peripheral regions have been neglected in the national imagination for many decades. This has also been the case with regional universities which were seen as mere appendages to the university system, and sometimes created to appease political constituencies in the regions. The exclusion of the rural world and the institutions in those regions was not accidental nor inevitable, but the consequence of conscious policies promoted under an extractive and exploitative global order. Neoliberalism globalisation, initiated in the late 1970s with far-reaching policies of free trade and free flow of capital, or the “open economy,” as we call it in Sri Lanka, is now dying. The United States and the Western countries that promoted neoliberalism, as a class project of finance capital to address the falling profits during the long economic downturn in the 1970s, are themselves reversing their policies and are at loggerheads with each other. However, those economic processes will continue to have national consequences into the future.

At the heart of such policies is the neoliberal city, which has become the centre of the economy with expanding financial businesses and a real estate boom. Such financialised cities also had their impact on universities, in lower income countries, where commercialised education with high fees, rising student debt, research for businesses and transnational educational linkages with branch campuses of Western universities, have become a reality.

In the case of Sri Lanka, while neoliberal policies began with the IMF and World Bank Structural Adjustment Programmes, in the late 1970s, the long civil war forestalled the accelerated growth of the neoliberal city. I have argued, over the last decade and a half, that it is with the end of the civil war, in 2009, coinciding with the global financial crisis, that a second wave of neoliberalism in Sri Lanka led to global finance capital being absorbed in infrastructure and real estate in Colombo. The transformation of Colombo into a neoliberal city was overseen by Gotabaya Rajapaksa as Defence Secretary with even the Urban Development Authority brought under the security establishment. While Colombo was drastically changing with a skyline of new buildings and shiny luxury vehicles drawing on massive external debt, there were also moves to promote private higher education institutions. The Board of Investment (BOI) registered many hundred so-called higher education institutions; these were not regulated and many mushroomed like supermarkets and disappeared in no time when they incurred losses.

In contrast to these so-called private higher education institutions that proliferated in and around Colombo, Sri Lanka, drawing on its free education system, has, over the last many decades, also created a number of state universities in peripheral regions. However, these regional universities lack adequate funding and a clear vision and purpose. The current conjuncture with the neoliberal global order unravelling, and the immediate global crisis in energy and transport are grim reminders of the importance of local economies and self-sufficiency. In this column I consider the role of our regional universities and their relationship to the communities within which they are embedded.

Regional context

The necessity and the advantage of robust public services is their reach into peripheral regions and marginalised communities. This is true of public transport, as it is with public hospitals. Private buses will always avoid isolated rural routes as their margins only increase on the busy routes between cities and towns. And private hospitals and clinics flock to the cities to extract from desperate patients, including by unscrupulous doctors who divert patients in public hospitals to be served in the private health facilities they moonlight. Similarly, it is affluent cities and towns that are the attraction for private educational institutions.

Public institutions, including universities, can only ensure their public role if they are adequately funded. Over the last decade and a half, with falling allocations for education, our state universities have been pushed into initiating fee levying courses, both at the post-graduate level and also for undergraduate international students. These programmes are seen as avenues to decrease the dependence of universities on budgetary support. However, the reality is that it is only universities in Colombo that can draw in students capable of paying such high fees. Furthermore, such fee levying courses end up pushing academics into overwork including by offering additional income.

Therefore, allocations for underfunded regional universities need to be steadily increased. Housing facilities and other services for academics working in rural districts would ensure their continued presence and greater engagement with the local communities. Increased time away from teaching and research funding earmarked for community engagement will provide clear direction for academics. Indeed, such funding with a clear vision and role for regional universities can provide considerable social returns. In a time when repeated crises are affecting our society, agricultural production to bolster our food system as well as rural income streams and employment are major issues. Here, regional universities have an important role today in developing social and economic alternatives.

Reimagining development

In recent months, there have been interesting initiatives in the Northern Province, where the Universities of Jaffna and Vavuniya have been engaging state institutions on issues of development. In an initiative to bring different actors together, high level meetings have been convened between the staff of the Agriculture Faculty and officials of the Provincial Agriculture Ministry to figure out solutions for long pending agricultural problems. Similar meetings have also been organised between provincial authorities and the Faculties of Technology and Engineering in Kilinochchi. These initiatives have led to academics engaging communities and co-operatives on their development needs, particularly in formulating new development initiatives and activating idle projects and assets in the region. Such engagement provides opportunities for academics to share their knowledge and skills while learn from communities about challenges that lead to new problems for research.

One of the most rewarding engagements I have been part of is an internship programme for the Technology Faculty of the University of Jaffna, where four batches of final year students, from food technology, green farming and automobile specialities, have been placed for six months within the co-operative movement through the Northern Co-operative Development Bank. This initiative has created a strong relationship between the Technology Faculty and the co-operative movement, with a number of former students now working fulltime in co-operative ventures. They are at the centre of developing solutions for rural co-operatives, including activating idle factories and ensuring quality and standards for their products.

I refer to these concrete initiatives because universities’ role in research and development in Sri Lanka, as in most other countries, are often narrowly conceived to be engagement with private businesses. However, for rural regions, the challenge, even with technological development, is the generation of appropriate technologies that can serve communities.

In Sri Lanka, we have for long emulated the major Western universities and in the process lost sight of the needs of our own youth and communities. Rethinking the development of our universities may have to begin with an understanding of the real challenges and context of our people. Our universities and their academics, if provided with a progressive vision and adequate resources and time to engage their communities, have the potential to address the many economic and social challenges that the next decade of global turmoil is bound to create.

Ahilan Kadirgamar is a political economist and Senior Lecturer, University of Jaffna.

(Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies)

by Ahilan Kadirgamar

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‘Disco Lady’ hitmaker now doing it for Climate Change

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The name Alston Koch is generally associated with the hit song ‘Disco Lady.’ Yes, he has had several other top-notch songs to his credit but how many music lovers are aware that Alston is one of the few Asian-born entertainers using music for climate advocacy, since 2008.

He is back in the ‘climate change’ scene, with SUNx Malta, to celebrate Earth Day 2026, with the release of ‘A Symphony for Change’ – a vibrant Dodo4Kids video by Alston.

The inspiring musical video highlights ocean conservation and empowers children as future climate champions, honouring Maurice Strong’s legacy through education, creativity, and global collaboration for a sustainable planet.

The four-minute animated musical, composed and performed by platinum award-winning artiste Alston Koch, brings to life a resurrected Dodo, guiding children on a mission to clean up marine environments.

With a catchy melody and an uplifting message, the video blends entertainment with education—making climate awareness accessible and engaging for the next generation.

SUNx Malta is a Climate Friendly Travel system, focused on transforming the global tourism sector that is low-carbon, SDG-linked, and nature-positive.

Professor Geoffrey Lipman, President of SUNx Malta, described the project as a joyful collaboration with purpose:

“It’s always a pleasure to produce music with Alston for the good of our planet. And this time, to incorporate our Dodo4Kids in the video urging the next generation of young climate champions to help save our seas.”

For Alston, now based in Australia, the collaboration continues a long-standing journey of climate-focused creativity:

Says Alston: “I have been working on climate songs since the first release, in 2009, of the video ‘Act Now.’ Since then, I’ve performed at major global events—from Bali to Glasgow. I wrote this song because the climate horizon is darkening, and our kids and grandkids are our best hope for a brighter future.”

Alston’s very first climate song is ‘Can We Take This Climate Change,’ released in 2008.

It was written by Alston for the World Trade Organisation presentation, in London, and presented at ‘Live the Deal Climate Change’ conference in Copenhagen.

The Sri Lankan-born singer was goodwill ambassador for the campaign, and the then UK Minister Barbara Follett called it a “gift in song to the world suffering due to climate change.”

Alston said he wrote it after noticing butterflies, birds, and fruit trees disappearing from his childhood days.

In 2017, his creation ‘Make a Change’ was released in connection with World Tourism Day 2017.

Alston Koch’s work on climate advocacy is pretty inspiring, especially as climate change is now creating horrifying problems worldwide, and in Sri Lanka, too.

Alston also indicated to us that he has plans to visit Sri Lanka, sometime this year, and, maybe, even plan out a date for an Alston Koch special … a concert, no doubt.

Can’t wait for it!

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