Kunal Mehta
Kunal Mehta Champions Excellence Through KAIZEN™ Principles
A Legacy of Craftsmanship Meets KAIZEN™ Philosophy: A conversation with Kunal Mehta, Director of Diatrends
Kunal Mehta, a third-generation entrepreneur and Director of Diatrends in Mumbai, leads a company known for manufacturing fine diamond, gold, and platinum jewellery, with over 90% of its output exported to America and Europe. Since 1994, Diatrends has combined traditional craftsmanship with a keen focus on Continuous Improvement through KAIZEN™.
“For us, KAIZEN™ is not just a management technique; it’s a company culture, it’s a way of life. It became our foundation because it focuses on simple changes that yield remarkable results. KAIZEN™ has truly become embedded in our DNA.”
The Beginning of a Continual Improvement Journey
Introduced to KAIZEN™ in the late 1990s, Diatrends began its KAIZEN™ journey driven by its close business ties with Japan and the need to optimize operations with a small team.
“Beginning our journey in the Japanese market, adopting KAIZEN™ was a natural choice. It helped us discover answers directly on the production floor — the Gemba — where the real work happens. This hands-on approach unlocked tremendous potential with minimal resources.”
Overcoming Challenges in Culture Change
Like any transformational journey, embedding KAIZEN™ at Diatrends came with hurdles — primarily in changing mindsets and encouraging people to step out of their comfort zones. “These boards motivate everyone. People eagerly check their daily progress, creating a shared sense of ownership and excitement about Continuous Improvement.”
“People are naturally resistant to change. The biggest challenge was to get everyone to embrace new ways of working. But over time, as they experienced the personal and organizational benefits, adaptation became smoother. That’s the power of seeing real improvements firsthand.”
Implementation: Consistency, Coaching, and Gemba Walks
Diatrends ensured sustained momentum through frequent visits from KAIZEN™ consultants and expert coaches, emphasizing learning by doing.
“We avoid lengthy conversations in the meeting room and instead go straight to the Gemba. Observing processes on the floor and following the PDCA (Plan-Do-Check-Act) cycle keeps our improvements practical and effective. This on-the-ground involvement is key to our success.”
TWI Training: Empowering Through Standardized Learning
In recent years, Training Within Industry Job Instructions (TWI-JI) has been a game changer for Diatrends. By empowering experienced team members to train newcomers through standardized methods, skill-building and responsibility have grown markedly.
“TWI-JI has enhanced how quickly and effectively our new operators learn. What used to take us 6 – 12 months to train fresh recruits, with TWI-JI, it takes us less than 3 months. It has also brought discipline to training, reduced errors, and elevated our overall system reliability.”
“These boards motivate everyone. People eagerly check their daily progress, creating a shared sense of ownership and excitement about Continuous Improvement.”
5S and Daily KAIZEN™ Boards: Visible Progress Every Day
The implementation of 5S principles has helped Diatrends reduce costs by eliminating waste and unnecessary inventory. Daily KAIZEN™ boards now visibly track performance throughout the company.
“These boards motivate everyone. People eagerly check their daily progress, creating a shared sense of ownership and excitement about continuous improvement.”
KAIZEN™ as a Cultural Cornerstone
For Diatrends, KAIZEN™ is not a temporary project but a core organizational pillar that unites the team in shared responsibility and ongoing growth.
“KAIZEN™ has helped us build a culture where continuous improvement is expected and celebrated. It’s this collective ownership that drives real transformation and keeps us moving forward.”
The KAIZEN™ Impact — A Personal and Organizational Testimony
Mr. Kunal Mehta’s leadership and Diatrends’ journey demonstrate how KAIZEN™, with the right mindset and expert guidance, becomes more than a methodology — it becomes a way of working and thinking that empowers every individual.
“With Kaizen Institute, we’ve created a resilient and engaged workforce, optimized our operations, and positioned ourselves for sustainable success. It’s a philosophy we’re proud to live by every day.”
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