Challenge:
Improvement initiatives were fragmented across business units with no unified framework or common problem-solving language. No formal certification pathway existed to recognise improvement champions or create accountability for outcomes.
Challenge:
Persistent order processing inaccuracies led to incorrect shipments and wrong quantities. ₹11.1 Lakh in avoidable air-freight costs and a ₹42 Lakh annual third-party audit cost stemmed from a lack of structured master data and no formal SOP.
Challenge:
Changeover times in Granulation and Compression units were unstructured and non-standardised, driving equipment downtime and delays. Improvement initiatives were ad-hoc with no common problem-solving framework, and internal capability to lead data-driven projects was underdeveloped.
Challenge:
Two manufacturing sites had no structured problem-solving methodology and no internal Green Belt / Black Belt pipeline. Cost leakage went unmeasured, and inconsistent practices across sites limited shop-floor buy-in for data-driven improvement.
Challenge:
Operations team spent 18 hours/week manually compiling data from 5 systems (SAP, Jira, SharePoint, Teams, Excel) to create weekly reports for global stakeholders.
Challenge:
Plant OEE of 61% — driven by high unplanned downtime (18%), slow changeover (avg. 4.2 hours), and quality losses — was limiting production capacity and profitability
Challenge:
Improvement initiatives were fragmented across business units with no unified framework or common problem-solving language. No formal certification pathway existed to recognise improvement champions or create accountability for outcomes.
Challenge:
Two manufacturing sites had no structured problem-solving methodology and no internal Green Belt / Black Belt pipeline. Cost leakage went unmeasured, and inconsistent practices across sites limited shop-floor buy-in for data-driven improvement.
Challenge:
A leading auto component manufacturer faced 4.2% rejection rate causing significant rework costs and customer complaints.
Challenge:
Changeover times in Granulation and Compression units were unstructured and non-standardised, driving equipment downtime and delays. Improvement initiatives were ad-hoc with no common problem-solving framework, and internal capability to lead data-driven projects was underdeveloped.
Challenge:
Plant OEE of 61% — driven by high unplanned downtime (18%), slow changeover (avg. 4.2 hours), and quality losses — was limiting production capacity and profitability
Challenge:
Operations team spent 18 hours/week manually compiling data from 5 systems (SAP, Jira, SharePoint, Teams, Excel) to create weekly reports for global stakeholders.
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