Features
Successfully Implementing Japanese Management Techniques at ETF
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.
Features
The challenge of being positive about SAARC
It was a few years back that a former President of Sri Lanka took it on himself to pronounce SAARC ‘dead’. Since then there have been other sections of Sri Lankan opinion that have joined the critics of SAARC and taken the solemn stance that SAARC has indeed died what may be called a natural death.
Their fatalism is understandable. SAARC has failed to meet at heads of government or state level for the past several years to take the SAARC process notably forward. Regional cooperation has more or less been only an appealing idea. No substantive concrete projects have taken off to make the idea a hard reality. ‘Inner paralysis’ seems to be SAARC’s lot. Hence the fatalism in these circles.
However, being one of the worst cash-strapped regions of the world and a teemingly populated one with people virtually left to their devices, what choices do the ‘SAARC Eight’ have other than to try their best to band together and continue with their cooperation efforts, however small they may be?
There is no escaping the mounting debt trap for many of these countries and bankrupt Sri Lanka is a glaring example, but ‘throwing in the towel’ and abandoning themselves entirely to the diktats of the strongest economies and their agencies will prove a ‘living death’ for many countries in the SAARC fold.
The gains may be meagre but giving-up on SAARC cooperation in full would prove self-defeating for the organization and South Asia. Right now, the collective intention ought to be to salvage what the region could from the tenuous cooperative efforts. Moreover, such initiatives could go some distance to generate a degree of goodwill among the Eight and help in sustaining a dialogue process.
Given this backdrop it proved ‘a stich in time’ for the Regional Centre for Strategic Studies (RCSS), Colombo, to recently host the SAARC Secretary General Ambassador Md. Golam Sarwar to a round table discussion on the unifying potential of SAARC and its future possibilities, besides other related issue areas.
Held on June 24th and moderated by RCSS Executive Director and former ambassador Ravinatha Aryasinha, the forum brought together a vibrant, wide ranging audience comprising academicians, diplomats, senior public servants, civil society activists and many others. Following the presentation by Ambassador Golam Sarwar titled, ‘Reigniting SAARC: Achievements, Challenges and the Way Ahead’, a lively Q&A followed.
The above forum could be described as an act of lighting the proverbial ‘candle’ rather than ‘cursing the darkness.’ It surely is a ‘darkness’ that could be seen as daunting considering that the region’s pivotal powers, India and Pakistan, are failing to act in a spirit of accord but are engaged in bitter finger-pointing on a number of questions of vital importance to SAARC.
On the other hand, what is the rest of the region doing to bring the above sides together? It is disappointing that to date the rest of SAARC has failed to launch a major diplomatic drive to bring peace between the feuding regional heavyweights. It needs to act without delay and establish its earnestness and this effort would need to prove SAARC’s staying power in the unfolding months and even years.
In assessing SAARC’s seeming failure local opinion in particular has failed to factor in what could be described as weak leadership. Since Sheikh Mujibur Rahman of Bangladesh, the founding father of SAARC, the region has failed to produce a visionary leader who could advance the SAARC cause with charisma and drive.
Among other reasons, weak leadership accounts considerably for the faltering and stuttering status, as it were, of SAARC. Badly needed are leaders who could go the extra mile, think less of narrow national interests and work diligently towards the collective well being of the region but SAARC’s millions of ordinary people have been made to wait in vain for leaders of such stature. Instead, they have been burdened with politicians who seem to be relishing the apparently moribund state of SAARC.
Looking back, it could be said that it was the dynamic leadership factor that led to the launching of the Non-Aligned Movement and for its sustenance for a few decades. True, it could be seen in some quarters that NAM is no more, but as in the case of SAARC, the former too has been unfortunate to be burdened over the years with politicians who lack the vision and drive to unflaggingly advance the fortunes of the South. NAM and SAARC lack the dynamism and vision of leaders of the stature of Jawaharlal Nehru, for example, to give them the required guidance and intellectual depth.
The reasons are complex for there not being among us currently political leaders with the vision and the steadfast commitment to advance the legitimate interests of the South. However, it could be stated with conviction that the majority of Southern leaders have too easily caved in to the demands of the global North and its financial agencies.
These leaders have failed to see, for instance, that the largely market economy oriented Northern governments would not view with favour a centrist economic model that attaches priority to the interests of the dis-empowered publics of the South. This realization ought to have dawned on the current government in Sri Lanka, for instance, some while ago but it has no choice but to abide by IMF dictates since economic survival at present is unthinkable without the latter’s succour.
Accordingly for SAARC this should be the time for some soul-searching. Priority needs to be attached to ending the feuding between India and Pakistan since at present the material fortunes of the region hinge largely on these regional giants giving peaceful relations among them a try. This is no easy challenge to meet but some daring, visionary diplomacy needs to take hold among the rest of SAARC.
There is some sense in SAARC bringing the peoples of the region together through programs that address their best collective interests. A meeting of minds among SAARC nations could enable SAARC and its agencies to build a region-wide people’s movement for progressive political and economic change that could in turn lead to the region’s political leaders sensitizing themselves more to the neglected needs of their publics.
However, the time is ‘now’ for the initiation of these progressive changes and the voice of SAARC well wishers would need to drown out those of their critics.
Features
OPA seminar examines Sri Lanka’s economic recovery, resilience and growth pathways
A seminar, “Sri Lanka’s Economic Crossroads: Navigating Recovery, Resilience and Growth” was recently held by the Organisation of Professional Associations of Sri Lanka (OPA) at the OPA Auditorium, bringing together economists, OPA members, and professionals from diverse fields for an insightful discussion on Sri Lanka’s economic recovery and future growth prospects.
The event was held under the patronage of Jayantha Gallehewa, President of the OPA, and was jointly organised by the National Issues Committee (NIC) and the Seminars, Workshops and Programmes Committee of the OPA. The event reaffirmed the organisation’s commitment to advancing professional excellence, fostering insightful intellectual engagement, facilitating interdisciplinary knowledge exchange and creating a constructive platform for informed dialogue on issues of national importance.
The panel of speakers comprised Dr. Harsha Aturupane, Lead Economist and Programme Leader for Human Development at the World Bank for Sri Lanka and the Maldives; Dr. Achinthya Koswatta, Senior Lecturer in Economics at the Open University of Sri Lanka, and Anushan Kapilan, Lead Economist at Verité Research.
In his welcome address, the President of the OPA emphasised that Sri Lanka was at a critical juncture in its economic recovery journey where sustained reforms, effective implementation, and collective national commitment are essential to achieving long-term stability, resilience and inclusive growth. He noted that the country had experienced one of the most severe economic crises in its history with the economy contracting by 7.8 percent in 2022 and a further 11.5 percent in 2023, resulting in significant economic and social challenges.
Delivering his introductory remarks Bhanu Wijeyaratne, Vice President of the OPA and Chairman of the National Issues Committee, underscored the need to move beyond short-term economic stabilisation towards a comprehensive agenda of structural transformation. He observed that the economic crisis had revealed deep-rooted weaknesses within the economy, including persistent fiscal pressures, rising public debt, foreign exchange limitations, and insufficient diversification of the export base. He stressed that addressing these challenges through strategic reforms, institutional strengthening and long-term economic planning would be essential to establishing a more resilient and competitive economy.
While acknowledging recent positive developments, including improved inflation management, tourism recovery and signs of economic stabilisation, Wijeyaratne stressed the need to advance reforms aimed at strengthening fiscal discipline, enhancing productivity, improving competitiveness, developing human capital and reinforcing governance and institutional effectiveness.
He further highlighted the important role of professionals, businesses, academia and other stakeholders in contributing to evidence-based dialogue and supporting Sri Lanka’s journey towards a resilient, inclusive and sustainable economic future.
Delivering the keynote presentation, Dr. Harsha Aturupane provided a comprehensive assessment of Sri Lanka’s economic prospects within the broader context of global economic transformation. He argued that Sri Lanka functioned as a small open economy whose performance is significantly influenced by developments in the global marketplace. External factors could not be controlled, and the country must strengthen its domestic capacity and resilience to respond effectively to international economic shifts, he noted.
Tracing the evolution of global economic systems, Dr. Aturupane highlighted the transition from ideological divisions between state-controlled and market-oriented economies towards increasingly pragmatic approaches focused on growth, competitiveness and development. He noted that Sri Lanka’s own economic journey reflects a similar evolution, with contemporary policy debates now centred on practical solutions for sustainable economic progress.
The presentation also examined the transformative impact of globalisation. Dr. Aturupane observed that global economic integration had enabled several East Asian economies, including South Korea, Singapore, Taiwan and Hong Kong, to achieve remarkable economic advancement through export-led growth strategies. Sri Lanka similarly benefited from this process through the expansion of its apparel industry and increased integration into global value chains.
Turning to Sri Lanka’s recovery programme, Dr. Aturupane emphasised that the ongoing stabilisation process should be viewed as a national programme supported by the International Monetary Fund rather than solely as an IMF initiative. He observed that strong worker remittances, improved tourism earnings, enhanced government revenue mobilisation and prudent import management have contributed significantly to economic stabilisation.
Despite this progress, he cautioned that rebuilding foreign exchange reserves and meeting future debt obligations remain major challenges. He underscored the need to strengthen export performance, attract investment and generate sustainable foreign exchange earnings to ensure long-term economic resilience.
The discussion also focused on monetary stability, inflation management and exchange-rate policy. Dr. Aturupane stressed that maintaining price stability was fundamental to sustainable growth and household welfare, while sound monetary policy remains essential for preserving economic confidence.
Looking beyond stabilisation, he argued that Sri Lanka must transition towards a broader economic transformation agenda. Sustainable growth, he noted, will depend on expanding productive capacity through investment, technological advancement, innovation, skills development and structural reforms.
Among the key constraints identified was the high cost of energy, which continues to affect competitiveness and investment attractiveness. Dr. Aturupane emphasised the importance of improving efficiency and affordability within the energy sector to enhance Sri Lanka’s business environment.
He further highlighted the social dimensions of the crisis, noting the rise in poverty and economic vulnerability among households. Strengthening social protection systems and ensuring inclusive growth, he argued, must remain central components of the national development agenda.
Another critical challenge identified was Sri Lanka’s demographic transition. With an ageing population, outward migration and evolving labour market dynamics, the country is increasingly confronting labour shortages in several sectors. Dr. Aturupane suggested that greater automation, increased labour-force participation and strategic workforce planning would be necessary to address these emerging realities.
Concluding his presentation, he emphasised the need to improve governance, strengthen institutions, enhance competitiveness and create an enabling environment for private sector investment. Sri Lanka’s future success, he noted, will depend on its ability to move decisively beyond crisis management towards a development model founded on resilience, innovation, productivity and inclusive growth.
Dr. Achinthya Koswatta reiterated the importance of policy consistency and predictability in fostering investment and industrial development. She observed that frequent policy changes create uncertainty and discourage long-term investment decisions, whereas stable and coherent policy frameworks build confidence and support sustainable economic transformation.
Meanwhile, Anushan Kapilan highlighted the substantial progress achieved in restoring macroeconomic stability following the recent crisis. He noted significant improvements in fiscal performance, including increased government revenue, reduced reliance on debt financing and a historically low fiscal deficit.
He further observed that public debt levels are declining faster than anticipated, economic growth has exceeded expectations and inflation has been brought under control more rapidly than forecast. Nevertheless, he cautioned that the recovery remains uneven, particularly within the industrial sector and that many households have yet to experience a meaningful improvement in living standards.
The seminar was expertly coordinated by Eng. Chamil Edirimuni, Vice President of the OPA and Chairman of the Seminars, Workshops and Programmes Committee, while the technical moderation and interactive discussion session were facilitated by Bhanu Wijeyaratne, Vice President of the OPA and Chairman of the National Issues Committee.
The event was attended by Tisara De Silva, President-Elect of the OPA, Eng. Ravi Rupasinghe, General Secretary, Past Presidents, members of the Executive Council, representatives of the General Forum and professionals representing a wide range of disciplines.
The seminar concluded with a vibrant exchange of ideas and perspectives, reaffirming the importance of evidence-based policy dialogue, institutional collaboration and collective national commitment in advancing Sri Lanka’s economic recovery, resilience and sustainable growth.
Features
Her roots run deep in Sri Lanka
Yes, for UK-based presenter and artiste Samantha Kay, home is where the heart – and the roots – are. And her roots run deep in Sri Lanka.
In an exclusive interview with The Island, Samantha says “I’m proud to be Sri Lankan. My mum is from Kandy and my dad is from Colombo, so Sri Lanka has always held a very special place in my heart.
“Whenever I visit Sri Lanka, I love spending time on the beautiful south coast, especially Hikkaduwa and Mirissa. It’s somewhere I always feel connected to my roots and completely at peace.”
Now living in Bournemouth, on the south coast of England, where, she says, she is lucky to be close to some of the UK’s most beautiful beaches, including the iconic Sandbanks, Samantha has built a career that refuses to fit into one box.
She is a radio presenter, podcast host, singer-songwriter, personal trainer and life coach.
“I genuinely love the variety because every role allows me to connect with people and, hopefully, make a positive difference in someone’s day.”
Of course, music has taken her far.
One of her proudest achievements, she says, was releasing a song with 90s music icon Angie Brown, which reached No. 9 in the UK Club Charts.
She also reached the final stages of The X Factor and performed at Wembley Stadium in front of thousands.
Beyond music, Samantha competed in bikini bodybuilding across the UK, winning several titles. “It taught me discipline, resilience and self-belief,” she recalls.
Today, her focus is on radio, podcasting and coaching women. Her podcast encourages people to live life on their own terms rather than feeling pressured to follow society’s expectations.
Says Samantha: “Whether someone is single, changing careers, travelling solo or simply trying to find their purpose, I want them to know that it’s never too late to create a life that feels authentic. If you’ve ever felt like you don’t fit into the box, maybe you were never meant to.”
Samantha Kay also spent a year in Dubai, performing at five-star hotels, including FIVE, and coaching at the iconic outdoor gym on Palm Jumeirah.
“I taught strength and conditioning classes, and hosted wellness retreats, combining my passion for music, health and inspiring others.”
However, with family matters calling her back to the UK, she made the choice to return. “Family comes first,” she says.
Looking ahead, Samantha plans to grow her radio and podcast work, release more music, and expand her wellness retreats.
“My biggest passion is helping people, especially women, build confidence and believe in themselves,” she says.
“Wherever my career takes me, I hope to continue inspiring others to live with courage, kindness and authenticity, while never forgetting my Sri Lankan roots.”
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