Tile Manufacturing

Final grading of tiles was done as First, Second and Reject. The price difference between the grades was around 25-30%. Changes were made to the Inspection Report and data was collected for 30 days and then analysed. Almost 70% of the tiles were being downgraded due to a fault in the printing line. Error was corrected and benefits realised.

Layer House

Substantial rejections of eggs from ‘A’ Class supermarkets there by reducing the returns as the rejects were sold in ‘B’ Class groceries. Entire process of product release was restructured and a new system of traceability introduced. Within weeks the problem was linked to the feed mill. Process was standardized and maintenance schedules were improved. Result is a happy farm.

Underground mines

Casual labourers refused to use Safety Shoes and Hard Hats as they were more comfortable bare foot. The issue was with adaptability. A special campaign was planned for awareness and with a focus on participation and consultation rather than enforcement. Result was an aware workforce who later not only volunteered to safety gadgets but also took the responsibility of co-workers.

Chemical Manufacturing

This was an integrated plant where one of the units was producing waste and never paid attention for reuse or recycling as they considered the cost to be absorbed in the main product. While implementing EMS the data was collected and extrapolated. Result 100% of the waste was recycled in another unit which had similar products. Results is pure money added to the bottom-line.

Panel Manufacturing

10-15% of each welding electrodes was not used and just trashed. Design features were reviewed and over design features were changed to optimum parameters. Result was saving cost and reducing environmental load.

Powder coating

Removing oxidation and corrosion on plates took a long time for cleaning. Rubbing of waste oil on the plates substantially reduced the process time. Result was increased productivity and reuse of oily waste.

Pulverising

There was no formal system of Quality Control. It worked on traditional methods learnt through experience of more than 30 years in business. After a lot of persuasion a laboratory was set up in one of the plants and a sampling plan established. It was a surprise that the material being send to the customer was far more superior in quality than what they demanded and paid for. Result was a pleasant surprise. QC Lab was set in all the units of the group.

Large scale Flour Mill

The problem was delay in delivery though production was 97%, order booking was full and logistics had spare resources. Using the Fish Bone the root cause was identified. One simple change in the delivery cycle and the issue was closed for ever.

Container Consolidation

The problem was daily operations meeting in the morning took hours of productive work due to conflicts and disputes within relevant functions. The organisation was restructured to eliminate the frictions. Result morning meetings were closed in 30 minutes and no staff was laid off, just re-assigned to improve productivity and enhance customer satisfaction.

Chemical Manufacturing

A lot of energy was wasted from the steam traps. A new header was installed to collect the steam and the condensate was then routed in a tank and later mixed with water that required heating through boilers. Result was reduced usage of the boiler.

Manufacturing

More than 100 years old family business was struggling to get certified in the early days. They changed few agencies but could not succeed. A careful interview revealed the undercurrent within the top management functions. A cohesive facilitation was carried out to agree on disagreements. Result was a clear pass in less than 6 months.

Trading in IT Equipments

A large number of Post Dated Cheques were in hand but not deposited due to faulty business policies. A close check was maintained between Procurement, Inventory and Collections. Result was just no defaulter and 10 times increase in revenue.

Consulting

A huge amount of order was booked but not executed make it hard for the cash flow. Administrative restructuring was done for project execution and delivery. Result was three times the annual revenue in less than 6 months.

Glazing

Impurities were found in the final product and the cause was never detected. Process Mapping was revisited and material flow was re-established. The seemed to be coming from water supply. A simple filtration tank was all that it took to resolve.

Food Processing

Due to bad storage and handling practices some of the finished product was not good for human consumption. Brainstorming was done at various levels and an alternative product was developed for pet food. Surprising the margins were better and all rejects from the main line was moved to the pet food division.

Construction

Poor accounting systems prompted bad management decisions. ERP was deployed to get real time data and as a result decisions were more effective.

Chemical Manufacturing

Processing of purchase orders was very long and it reflected in the huge inventory carrying cost. Simplified the process with few levels of checks. Result the cycle time was reduced by 70% there by reducing the cost of working capital.

Manufactures of Electronic Products

Huge inventory of dead items was identified. The flow for Design and approval process was modified to add pre approval from stores. This helped in using a otherwise dead item before making a procurement for something new. In less than a year the holding of unused stocks was almost gone.

Marine

procurement was a matter of concern. Inventory management was beefed up resulting in huge savings.

Offshore Construction

Mobilisation delays was a concern due to bad planning. A new system was introduced for Load Out list and Manpower logistics that saved a fortune on projects.

Process Industry

Credit problems with suppliers and reducing support for supplies. Only one KPI was set. Pay the suppliers within the due date. Result was it triggered all other processes viz. Sales. Production and recovery.

Fabrication Shop Floor

Space and production cycle were the main constraints. Redesigned the layout and created 35% additional floor space for production. Using 5s increased inventory storage capacity by 200%.

Warehouse

Redesigned the storage systems to free 60% of space, which was used to add another business line which was pending due to limitation of space.

Field Services

There was delay of minimum three days for completing maintenance jobs due to coordination issues. Deployed a cloud based solution for real-time responses from the field.