Manufacturing - Operations
A manufacturer of Oil-Water Separator Systems failed to meet customer delivery deadlines due to ineffective project management. Working on two-pronged strategy, provided Project Management Office (PMO) support to fast-track delayed projects by identifying critical paths and crashing lead times, while optimising resources and upgrading quality management plans in line with customer requirement. This helped client complete delayed projects and streamline cashflows.
Simultaneously, documented all the processes in line with updated Quality Assessment Plan (QAP) from customer. Helped document all the processes and SOP's, identify critical to quality (CTQ's) parameters and trained all employees on processes and SOP's by linking KRA's and process KPI's, ensuring not just reduction in project cycle time by ~25% but also sustain the improvements.
This helped manufacturer identify opportunities for improvement going forward and plan for digitisation of certain processes with aim to reduce lead time, improve productivity and bring clarity in workflows.
Real Estate
A leading real estate developer sought to optimise its operations by streamlining its value chain processes, thereby enhancing cost efficiency and quality standards.
Conducted thorough assessment of 'as is' processes and systems (ERP, Tally etc.) through stakeholder consultation, process walkthrough and site visits, recommended actions for improvement and followed up with implementation & SOP's for sustenance. Identified key metric for management to monitor and gaps on on-going basis and to gain better visibility over cost and quality.
Manufacturing - Sales & Service
A specialised pump manufacturer, having dispersed service teams across India wanted to have a method to monitor teams' capacity utilisation, ensure faster response and service level as per SLA.
Created a 'Daily Work Management' (DWM) structure for the teams. Identified important KPI's of field service team emanating from organisation goals and customer requirement for regular monitoring and trained the field team how to use DWM to improve own performance. Established review framework to ensure team was able to fulfil customer service requests as per SLA and seek support from management wherever gaps were identified. Improved customer service SLA to ~92%.
Telecom Infra
A telecom infrastructure company, wanted to reduce tower downtime (meeting customer SLA) and at the same time achieve their energy cost reduction targets. Using combination of Lean methodology, Six Sigma and Quality Control Circles identified gaps and drove initiatives from top to bottom (addressing process gaps) and bottom up (field initiatives) to reduce downtime by ~15% without impacting energy reduction targets.
Manufacturing - Inventory & Production
A SME into manufacturing of specialised construction chemicals was facing challenges with shop floor management, inventory management and production planning.
Using Lean Principle such as 5S and waste reduction tools, helped free up ~20% space on shop floor and reduce inventory of raw material. Tools such as Kanban and JIT supported by ABC & XYZ analysis helped take decisions related to MOS and MTO thereby optimising investment in raw material and better cashflow management.
