Business Turnaround in Paper manufacturing organizationApplication of key management tools and process

  • OEE Improvements
  • Key Performance Management at business and operation level
  • Sales forecasting process improvement
  • New Product development
  • Product rationalisation to improve profitability
  • Break even analysis and product mix optimization
  • Application of Lean tools and techniques
  • Capacity enhancement through Line Balancing
  • Organizational Restructuring
  • Inventory Management both at FG stage
  • Daily Managment process
  • Communication Process Reengineering

Problem before engagement

The Organization was struggling with  the following problems

  • Stagnant sales turnover for the last 3 years 
  • Low utilization of plant as installed capacity was not achieved
  • Negative operating profit 
  • Lack of role clarity among directors led to delay in decision making
  • Management reviews not effective
  • 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
  • Improved sales forecasting process and brought certainty on sales and operations delivery performance
  • 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
  • Analyzed and implemented right inventory norms for FG to improve stock availability and reduce inventory
  • Improved the communication process among cross-functional team

Result Delivered

  • 15  %  growth in sales turnover
  • Operating profitability improved from negative to 15 % 
  • Increase in production capacity by 20 % Rejection reduction  by 64 %
  • Delivery improvement from 60  % to 87 % 
  • Increase in NPD  by 300 %

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