A Glimpse of our Initiatives

Decorative Laminates Manufacturer:

Initiative: Initiate Lean Manufacturing practices
We used: Inculcated the Lean Thinking process across various levels of the organisation. We used methodologies like 5S, Kaizen, TPM, Visual Control etc.
Client's Value Add: Production Capacity increased by 30%; Throughput increased by 50%. Order Conformance improved to 99% and Truck Loading Time decreased to 4 hrs from 24 hrs.

 

Battery Manufacturing Company in Middle East:

Initiative: Initiate Lean Manufacturing practices
We used: Inculcated the Lean Thinking process across various levels of the organisation. We used methodologies like 5S, Kaizen, TPM, Visual Control etc.
Client's Value Add: USD 20 Mn investments to enhance capacity postponed by two years, as the initiative released the required capacity for the next two years requirement. Initiated staggered working leading to optimisation of WIP in the system. Initiated Multi-skilling of workers leading enabling more and more from less and less.

 

Grinding Wheel Manufacturer:

Initiative: Initiate Lean Manufacturing practices
We used: Inculcated the Lean Thinking process across various levels of the organisation. We used methodologies like 5S, Kaizen, TPM, Visual Control, SMED etc.
Client's Value Add: Reorganising the layout, minimising the cycle time, minimising the Change over time and thereby minimising the stock levels across the chain.

 

For Mid Sized Owner Driven Enterprises:

Initiative(s ): Hand hold the key promoters and the key loyalists in their journey of growth
We use: Vision Workshop to enable them clarity of purpose; Business Plan Preparation and Handholding of implementation; Align their operations to their customer needs by making the operations waste free and lean; Performance Measurement and Management; MIS and guiding them through their ERP Journey.
Client's Value Add:
Valve Manufacturer:
Helped the company to graduate from  INR150 Mn to INR1400 Mn in about three years. Enable them create a strong senior management team of loyalists. Mentored them to think beyond their existing geographical and product boundaries.
Multinational Auto Ancillary Manufacturer driven by Indian Promoter: Helped the company to become a bench mark company across the multi-national group companies. Established Shop Floor practices of visual control and waste elimination. Helped the company to move from start up stage to INR600 Mn.
 

Multi-National Pest Control Chemical Company:

Initiative: Reorganising the secondary distribution network. We took the biggest region as a test case.
We used: Transaction Cost analysis to enable Cost Visibility. Milk Run methodology to optimise the distribution Cost
Client's Value Add: Regrouped the destinations to be served by the two hubs. Minimised in a few products and eliminated in many of the products hub to hub transfer of material. Created Milk run methodology for four specific routes. All these resulted in tremendous saving in distribution cost, inventory optimisation and resulting inventory carrying cost saving. More importantly, the client's key resources were trained to implement the model pan-India. The overall cost reduction was more 33%.


Multi-National Heavy Engg Company :

Initiative: Revamping the Cost Information System to enable Product Cost for Pricing, Process Wise Cost of Cost Optimisation in addition to fulfilling the Cost Audit Requirement.
We used: Activity Based Costing Methodology to achieve this requirement.
Client's Value Add: Rated as the most robust Cost Information System across locations by the US Parent Company. Being in a Cost Plus pricing industry, pricing strategy got redefined thanks to the improved accuracy of the Cost Measurement leading to more informed decision making for the marketing team.

 

Large Private Sector Retail Bank:

Initiative: Designing and Developing Cost Information System to enable efficient Back Office Operations, when they embarked upon creating the concept of Back Office for the first time
We used: Activity Based Costing Methodology to achieve this requirement. We segregated the cost as Operational, Tactical and Facility maintenance (First of its kind analysis)
Client's Value Add: Developed Standard Process Routing based on long term objective of the bank and security requirement of the customers. Improved the processes to reduce cycle time of client response for account opening, query handling and transaction processing. Identified and enabled outsourcing major activities to third party service providers. Enabled charging the customers based on cost to serve.

 

Integrated Power Producer (Generation, Transmission and Distribution):

Initiative: Inculcating the senior management team and execution teams to embark upon Cost Excellence
We used: Our home grown model of Cost Excellence. Trained the key employees, identified projects to bring about stability in their support processes and enable cost excellence
Client's Value Add: The Core execution team triggered and implemented various initiatives to bring about stability (Revamping their Capex processes, Revamping their Inventory holding practices, Revamping their procurement process). These initiatives led to improvement in the quality of Capex proposals submitted to the regulator resulting in more approvals; improvement in the stock holding practices leading to minimising the stock levels by shifting towards Non-OEM spares and making the OEM suppliers understand their requirement better.

 

Integrated Steel Manufacturer:

Initiative: Designing and Developing Costing methodology to understand the cost drivers for key elements of cost like yield, power and other consumables.
We used: Multi-Variate Regression Model to analyse the various drivers of cost (for example in the input mix, input chemistry, heat content, etc, for measuring and managing energy consumption. (This is the first time the model is used in steel making)
Client's Value Add: Enabled the client to understand the real drivers of cost. Informed decisions were taken to plan the usage of the right mix, leading towards optimising the yield and energy consumption. Initiated the best process to optimise the key cost elements resulting in perceptible savings in energy consumption and Yield improvement.

Featured Articles

Aligning Various Improvement Initiatives

According to Abraham Harold Maslow, if the only tool you have is a hammer, you tend to see every problem as a nail.

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Training Videos

From Modern Management to Lean Management

Lean Summit 2008 - Jim Womack - What changes as you move from modern management to lean management?

Toyota Executive on Lean Management

Toyota Executive speaks on Lean Management.