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

Ganesh’s dedication towards bringing the transformational change in the organization is very much appreciated by the team.I liked the very simple, practical, effective way of sharing concepts without much jargon.I never felt he was an external consultant to us, he was very much part of our organization.

On the technical front, he has vast experience to guide any manufacturing organization to next level performance as he is systematic in his approach and takes all people along with him.

I personally enjoyed interacting with him and all the best for his journey to contribute to organizations for next-level growth.

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Rakesh Radhakrishna
Operations, Quality & Excellence, Maini Material Movements

Ganesh and I had both worked at TI Cycles, Chennai at different times, but came to know each other in his role as a Business Transformation coach.
He conducted an Emerging Leadership program for our organization spread over 12 months.
His dedication to the task and relentless effort and passion in drawing out the best from the participants resulted in us observing a transformed team that is now more open in communication and proactive in coming out with growth ideas.

Happy to have been associated with you Ganesh and wish you many more success.

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Nadimuthu Srinivasan
Executive Director, SNAM Alloys Pvt Ltd

I know Ganesh babu for several years, and he is evolving himself continuously. I have witnessed his excellent facilitation skills in people development and conflict resolution skills in team management. He helped several young people to transform themselves on life excellence principles. Always he strives to do things in the RIGHT and BETTER way.

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A H B Narayana Reddy
Senior Plant Director, Whirlpool of India Limited, Pune

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.

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