Business Turnaround in Forging Component manufacturing organizationApplication of key management tools and process

  • OEE Improvements
  • Key Performance Management at business and operation level
  • Application of lean tools and techniques -Quick changeover
  • Capacity enhancement through Line Balancing
  • Organizational Restructuring
  • Daily Managment process
  • Communication Process Reengineering
  • Material yield improvement techniques
  • Rejection reduction through structured problem solving methodology

Problem before engagement

The Organization was struggling with  the following problems

  • Stagnant sales turnover with declining profitability
  • Not meeting delivery schedules despite working 24*7
  • The organization was managed by promotor  with no second line of people
  • Low utilization of plant as installed capacity was not achieved
  • Lack of clarity on profitability and growth direction 
  • The business head was not able to identify the causes of negative profitability and stagnant growth

Solution Approach

  • Brought clarity on organizational structures, roles, and responsibility among the business heads and middle management level
  • Educated  the team and implemented the OEE measurement system in  and identified the waste in plant utilization, efficiency, and quality issues
  • Identified the causes for  low plant utilization and  enhanced plant capacity by improving process constraints
  • Educated and implemented quick changeover techniques to reduce changeover time losses
  • Improved sales and operation planning process  to track delivery performance on a daily, weekly basis
  • Improved material flow using flow manufacturing concepts and redesigned layout  and material handling facilities
  • Rationalized manpower and improved manpower utilization
  • Reviewed P&L  and identified some of the cost drivers to improve profitability
  • Rationalized product mix for effective utilization of plant and Identified premium product line/ NPD process to improve profitability
  • Set the key performance metrics (KPI’s)for customer deliveries, cost, and quality and reviewed every month along with Business Head
  • Identified cost optimization projects to reduce the overall manufacturing cost  and implemented the projects
  • Improved machine uptime through maintenance initiatives
  • Improved the communication process among cross-functional team

Result Delivered

  • 100 % delivery met  with 2 shifts from 3 shifts
  • 25 % improvement in manpower productivity
  • 8 % improvement in material yield
  • Negative profitability turned positive by 6 %
  • Focus shifted from delivery challenges to growth aspects

Mr.Ganesh babu, with his rich knowledge, wisdom, team building ability, down to earth approach, winning the accepting mind from everyone, helped us to improve our score in frost & Sullivan Indian manufacturing excellence in 2015.I wish him all success in the continuation of his valuable services to industries in helping to achieve breakthrough results with his rare blend of abilities.

K Nagaraja Kumar
Head HR & Improvement Initiatives, L&T -Rubber Processing Machinery,Kanchipuram

“Winning Minds” has helped us in building a culture of management by numbers from top down bottom. This has given us insight in to the operations, enabling us to clearly define goals at every level. Setting of the goals and the targeted actions has enhanced the operational efficiency and business growth over 30 %.

J S R K Prasad
CEO, Better Castings, Vijayawada

Ganesh babu‘s patience to understand the customer’s business issues and ability to connect different dots to arrive solutions approach is amazing. His Handholding practices helped our group companies in a big way.

Managing Director, Southern Agro Pvt limited, Chennai

What differentiate Ganesh babu from others, is that his inclination to drive result and involvement to work as internal team member. He played crucial role in our projects to arrive solutions.

Senior General Manager, Tube Products of India, Chennai
Success Stories