Indian Hydrogen

Our Philosophy

Management Philosphy Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them. IH philanthropic guiding principles are based on these three concepts :

  • Concern for Employees "Treat your employees the way you would like to be treated - provide them every avenue to success. Get their confidence and respect. Have them like and be interested in their job."
    • Communicate With Employees : Communicating with employees is essential to showing your people that you are sincerely interested in them as individuals. This communication also means listening to them if they have a problem with their job or management.
    • Meet Employee Needs : Building employee loyalty, pride, team spirit, and morale all begin by meeting needs as basic. You can't expect an employee to provide a good product or service to customers when his or her own needs are not being met. "Take good care of your employees and they'll take good care of the customers."
    • Develop And Recognize Employees : "If you don't hire the right kind of people, we can never make anything out of them." The right kind of people are friendly, hard working individuals with a genuine interest in helping others. Since our business demands high levels of hospitality and service, people with those qualities will be easier to manage, responding faster, learning quicker, and advancing further.
  • Hands On Management "Managers should know their business thoroughly and how to follow through.'
    • Set The Pace - When employees see that you sacrifice for your business, they are more likely to do the same. The more you can show employees the benefits of making their work a high priority, the less you will have to work at getting their support - they will gladly give it to you.
    • Be Involved In Details - Whether it's inside or outside, on the lawn or on the plate, managing details is essential to day-to-day operational success. Knowing the operation lets you know how and where costs can be better controlled. The challenge is managing costs without compromising what the customer wants.
    • Follow Through : Delegating is an extremely important part of a manager's job. While you need to be close to your people and operation, you can't be everywhere doing everything - nor should you. To develop your people and be more productive yourself, you must delegate. But giving responsibility to your employees also means following up, when needed, to make sure the job is being or has been done correctly.
  • Commitment to Customers Never has "holding the business" been more linked to customer commitment than in today's business environment of increased competition. How a unit looks, the way a department functions, how employees act, and what the customer receives are all a reflection of you, the manager; and commitment to its customers.
    • Be Courteous And Helpful : every employee plays a role in satisfying the customer. Managers are responsible for making sure employees treat those customers as they would guests in their own homes. When you give a little of yourself to please a customer, your employees are more likely to give that extra effort - beyond what most people expect - to satisfy the customer as well.
    • Provide Best Products Possible : "Our customers will pay for quality. Customers associate quality. They expect it and will pay for it. Managers must see that customers receive that quality in every area by not compromising on the company's high standards. Providing the best products possible also means giving customers what they want.

Quality Philosphy We know now that quality needs to be built into every level of a company, and become part of everything the organization does. From answering the phone to assembling products and serving the end customer, quality is key to organizational success. Before things like globalization and technological advances became so important, competitive pressures were typically much lower, and companies were usually satisfied with focusing their quality efforts on the production process alone. Now, quality is often thought to start and end with the customer, and all points leading to and from the customer must aim for high-quality service and interaction.

Our quality Trilogy

Quality Planning Identify who are the customers.
Determine the needs of those customers.
Translate those needs into our language.
Develop a product that can respond to those needs.
Optimise the product features so as to meet our needs and customer needs.
Quality Improvement Develop a process which is able to produce the product.
Optimise the process.
Quality Control Prove that the process can produce the product under operating conditions with minimal inspection.
Transfer the process to Operations.