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 |