Client:   Fleetguard Filters

The aftermarket sales of

Fleetguard has grown by

about 50% year on year since

last 3 years of implementation.

Finished goods inventory

dropped from 40 days

to 20 days...

Client:    Liberty Shoes

The production lead time has

dropped from 45 days to 25

days; 33% reduction in WIP

and FG inventory. This has

released cash...

Client:    Top1 Lubricants

More than 50% drop in inventory

while availability has improved

to near 100% in all warehouses

Client:    Godrej Interio

The Office Furniture Division

(OPOS) of Godrej Interio

achieves on-time delivery

of 99%+, on the original

committed customer dates,

with capacity release

of 30%

Client  :    A Leading Switchgear                  manufacturer

Record Production Levels month

on month from the third month,

achieved more than 50% rise

in plant output

Client:    Tool and die cast                die manufacturer

Die Cast Dies and Panel Tools

manufacturing major increases

on time delivery from below 8%

to more than 90%, while

reducing lead time by 25%

Given that Toyota is the flagship of

Japan’s industry, one should expect

that Lean would be widely implemented

in Japan. Surprisingly, this is not the

case. It is commonly known in Japan

that less than 20% of the manufacturers

have implemented Lean. How come? It

is not because they did not try to

implement it...

Last month, I made a trip to 2

different plant locations of a

company. Both the locations

produced the same range of

SKUs with almost the same

volume but the difference

between 2 plants was

striking...

Client:    TRF

The bulk material handling

systems division delivered

30% more output as

compared to last year, from

existing resources. The

design lead time has come

down to 3 months from an

average of 8 months...

Client:    Abhishek industries

Using CCPM, Abhishek Industries

(Trident Group) erects spinning

plant of 30,000 spindles, a green

field project, in record time of

9 months as compared to industry

benchmark of 12 months...

One of the biggest problems

impacting the engineering

industry, in India, is retention

of experienced engineers in

the design department. Organizations

are dealing with the situation by forcing

the designers to stretch beyond the official

working hours which in turn is causing burnout

of designers and aggravated problems of

talent retention.

Large construction and erection projects

seem to have a dubious record - most

of them are delayed with significant

cost overruns. The problem of delayed

projects is well documented in statistics

released by various government agencies,

not only in India but also in countries like

US and Japan...

The fact that a person was late as per

planned duration does not necessarily

mean that he was inefficient. At same

time a  resource completing work on

planned time does not necessarily mean that

he is efficient.Managers are intuitively

aware about these biases in decisions. So

in many cases, they rely more on their

experience about resources to rate them rather

than just relying on the numbers.

If we look from accounting point

of view, the relative importance

of tasks is based on the

costs associated with

doing the tasks. From

project management point

of view, the relative importance

depends on location of task along

various paths of project...

"When are you going to finish this task?"

Every person in the corporate world will

relate to the above question as a boss or

a subordinate. The bosses love questioning

while the subordinates don't quite enjoy

answering...