| Success case studies & Results delivered across Industries (Winning Minds Solutions) | |||||
| S.No | Industry | Engagement Type | Business challenges / Struggles | Business Result delivered | Methodology / Tools application |
| 1 | Extrusion | Productivity Improvements | Delivery backlog / Low manpower productivity | Manpower productivity by 32 % and Plant Capacity Enhancement | Line Balancing ,methods Improvement |
| 2 | Al die casting & machining | Business Transformation | Delivery backlog /Losing of customers / Negative profit | Sales turnover increased by 45%, Negative EBITDA turned to breakeven ;Delivery actualization improvement from 60 % to > 85% | Performance management, Industrial Engineering, Daily work management |
| 3 | Auto comp Mfg | Productivity Improvements | Delivery backlog / Low eqpt utilization | Delivery lead time reduction by 50 %,Setting time reduction from 5 hrs to 2 hrs | Value Stream Mapping, SMED |
| 4 | Cent .casting /machining | Business Transformation | Delivery backlog / Growth stagnation | Business turnover increase by 34 % ; | Performance management, Lean Initiatives, Daily work management |
| 5 | Auto comp Mfg | Productivity Improvements | Delivery backlog / brim capacity utilization | Production Capacity Enhancement by 15% without investment | Value Stream Mapping, OEE Improvement, People Engagement Initiatives |
| 6 | Al die casting & machining | Business Transformation | Eroding profitability / Low manpower Productivity | Capacity enhancement by 22 % ; Setting time reduction from 4.5 hrs to 2 hrs ; Profitability increase by 3 times | OEE Improvements, Setting time reduction, Low cost automation,KPI focus, Maintenance Management, People Engagement |
| 7 | Auto veh mfg | Business Transformation | Delivery delay / low capacity utilization | Manufacturing lead time reduction by 50 %( 21 days to 10 days) | OEE improvement in Fabrication and Assembly lines , People engagement, Inventory Management |
| 8 | Auto comp Mfg | Business Transformation | Delivery issue / Low plant utilization | Manpower productivity increased by 27 % ; Production Schedule actualization improved from 76 % to 96 %; Manufacturing cost reduced by 7 % ; Inventory reduction by 60 % | OEE improvement, Flow Improvement, Cycle time reduction, Build in Quality initiatives ,Inventory management |
| 9 | Forging comp mfg | Business Transformation | Delivery issue / Negative operational profit | 100 % delivery achieved;Setting time reduction from 4.5 hrs to 1 hr; 25% manpower productivity improvement; 8 % improvement in material yield;Negative profitability turned positive by 6 % | OEE improvement, Setting time reduction; Structured problem solving, KPI focus, daily management |
| 10 | Gear Mfg | Business Transformation | Delivery backlog and Team morale issues | 39 % sales turnover increased | OEE Improvements, Flow manufacturing, KPI focus, Daily management |
| 11 | Fabrication / FRP comp | Business Transformation | Delivery backlog / low productivity / lack of daily management | 28 % reduction in mfg cost ; Mfg lead time reduction from 10 days to 4 days | OEE focus, Line balancing, Relay out from process to product, Setting time reduction,Cycle time reduction, KPI focus, daily management |
| 12 | Abrasives / Auto comp mfg | Productivity Improvements | Operational efficiency low | 9 % increase in OEE and 8 % increase in plant capacity ; Setting time reduction by 35 % | OEE, SMED, KPI |
| 13 | Electrical Transformer Mfg | VSM /Project Management | Plant capacity Improvement and bottleneck identification | Roadmap for improving production from 3 per day to 5 per day | VSM ,Line balancing |
| 14 | Aerospace Comp Mfg | Business Transformation | Stagnant sales growth and profitability | Sales improvement by 33 %;daily mgmt culture implementation | OEE,KPI,SMED, NPD |
| 15 | Auto Precision comp Mfg | Business Transformation | Negative EBITDA;Not meeting delivery commitments; | Plant OEE improvements from 45 to 80 %;Delivery adherence improvement from 70 % to 86 %; Rejection reduction by 64 %;Negative EBITDA turned positive | Capacity enhancement;KPI ; Product rationalization; Marketing realignment; Org structural change |
| 16 | Cable comp mfg | Business Transformation | Stagnant sales growth and profitability | sales turnover improvement by 30 %; Lead time reduction from 32 to 20 days . Customer’s complaint reduction by 75 % | OEE,KPI, capacity enhancement, problem solving methodologies |
| 17 | Food processing | Business Transformation | Decreasing profitability and sales growth stagnant | 5 % reduction in mfg cost per tonne; 40 % reduction in inventory;30 % improvement in tonnage production; 15 % improvement in sales turnover | Capacity enhancement;KPI ; Product rationalization; Marketing realignment; Org structural change |
| 18 | Toys comp mfg | Business Transformation | sales growth stagnant; Decreasing profitability | Sales turnover increased by 70 % | Capacity enhancement;KPI ; Product rationalization; Marketing realignment; Org structural change |
| 19 | Leather / Strap comp mfg | Business Transformation | Operational efficiency was low and middle management competency improvements | 30 % improvement in productivity index; Lead time reduction from 11 days to 8 days; Reduction in process rejection by 37 % | OEE focus,capacity improvement micro elemental analysis.,Problem solving ,Inventory reduction through flow improvements |
| 20 | Paper Industry | Business Transformation | operational eff was low; negative profitability | sales growth by 25 %; EBITDA turned POSITIVE | Capacity / Product /pricing rationalization; Marketing realignment; Cost projects |
