Please introduce yourself to the Plus Mag audience and tell us about your valuable experiences:

My career began at Iran Khodro as the General Assembly Manager, and early on I realized that I needed knowledge and art beyond technical information to manage. This led me to continue my education in a management field. As I continued my work at Iran Khodro, I was assigned the responsibility of managing the company’s quality. At first, I was not very willing to accept this responsibility because quality was not a priority for the organization at that time. However, with the insistence of the managers at the time that I could create a good change in this area, I accepted and at the beginning of my work, I formed a team of academic elites that included 36 graduates of the country’s good universities. With a cohesive team work and studying successful foreign examples in countries such as France and Japan, we were able to create good changes in the quality department at that time. One of the honors and good memories of that period for me is that all the members of the aforementioned team have become capable managers today.
After three years of working in the quality department, I returned to production based on the need in the organization and took responsibility for 5,000 assembly workers. After a while, with major structural changes in senior management and the organization, I decided to leave Iran Khodro Group and continue my work as the CEO of one of the reputable parts manufacturers in Samarkand, and I tried to apply my experiences in the field of producing quality products in this company.
The result of my 8-year efforts and those of my good team was that this company became a model and model of quality for similar companies, so that a tour of our company was held for companies to follow suit.
My work experience continued in 2015 with an invitation to work in the Moazam Mamut Group. I worked at Mammut Group as Vice President of Quality and Vice President of Development, and currently, as the CEO of Raman Khodro Group, which is a subsidiary of Mammut Group, I am a member of the large Mammut family.
My career path has progressed from the beginning to the present in such a way that I have always been responsible for management and leadership roles in the organization, and this has allowed me to benefit more from my management learnings. I believe that the foundations of management science are humanities and social sciences, and to succeed in this field, one must be equipped with and proficient in various soft skills in addition to hard skills.
Based on these experiences and with the expansion of Raman Khodro Group, which today has more than 1,000 employees, we decided to hold negotiations with the best universities and institutions and organize a comprehensive MBA course for the managers of the group in order to improve the management knowledge of managers and develop and improve the group.

– Given your valuable experience in the field of quality and years of observing the ups and downs of this field, what aspects of quality do you think innovation affects and how do you describe the role of innovation in quality?

Let me start with the 5 main indicators of producing a product; quality, cost, safety, moral and delivery. In my opinion, quality in today’s competitive world is something beyond the conventional quality control on production lines and includes all key aspects of designing, producing and delivering a product or service.

In fact, in my opinion, any idea that leads to the improvement of one of these five elements is considered an innovation in quality because these elements are not separate from each other and a change in each will affect the others.

I see innovation in the organization as receiving different ideas and implementing them in order to improve each of these elements. Given that in modern industry, quality is considered to mean providing a product and service that exceeds customer expectations, innovation plays a more prominent role and can create value for the customer by affecting various aspects of processes or products that may not have been expected and that have been thought of beyond customer expectations.
Innovation within the production line can also move in the direction of transforming the quality system from the traditional model of inspection and quality control to comprehensive or self-managed quality control.
One of the areas that has a lot of room for innovation and I recommend that activities be carried out in this regard is the creation of fail-safe or error-proof systems in processes and equipment.
In conclusion, I must say that innovation is a cultural issue and efforts should be made to promote it at all levels of the organization.

– Given the prevalence of artificial intelligence and digital transformation in today’s world, what do you think can be used in production from this new knowledge and technologies?

The presence of new technologies such as artificial intelligence and data analysis systems has become very prominent today and its importance is not hidden from anyone. The impact of these technologies is clearly visible from everyday tasks such as using new mobile phone features and chatbots to very advanced activities.
For example, I myself took help from artificial intelligence to choose the title of my latest book. One of the important points in this field is the correct use of this technology and its capabilities in making management decisions. We can improve various processes such as planning, logistics, production and sales by using these systems, and this in itself is a very good innovation in this field.
Machine learning and artificial intelligence can be used to help synchronous production systems, and wherever the right need for using this technology is defined, I think it will be very useful.
I see great potential in our company and the entire Mammut Group for digital transformation and the use of modern technologies, and I know that our teams have the ability to do things that may not be possible outside of Iran.

– What are the important points that you recommend all managers to pay attention to?

I look at change as a fundamental principle for improvement and progress. In my opinion, the only thing that does not change is change itself. But we must be careful that change is defined in continuous improvement and development and does not mean instability. Various developments must take place in line with the sustainable development of different parts of the organization. Given that today, Mammoth Group has achieved good stability and stability after various successful experiences and going through many ups and downs, various changes must be managed and various innovations must be aligned with this stability so as not to lead to instability.
Another important point that, in my opinion, should be paid attention to today more than ever is the issue of human resources and capital. Maintaining the motivation and loyalty of employees has currently become one of the important issues of organizations in the world and in our country, and all managers must be equipped with the knowledge of human resource management so that they can maintain the human, experimental and knowledge capital of the group.

– What is your final word for Plus Mag’s audience?

“To be the best in our work.”

Wishing success and pride to all our loved ones.