The Core ChallengeDelivering on-time with much lower lead time
Implement MRP or Lean Techniques
which isn't ...
Client: Godrej Storage SolutionsGodrej Storage Solutions improved on-time delivery performance from 30% to above 85%, plant output by 22%, while reducing the lead time by 25%...
Client: Godrej Security SolutionsThe physical securities division has achieved on time performance of more than 90%, while reducing lead time by 43% and increase in plant output by more than 50%....
Client: Godrej InterioThe Office Furniture Division (OPOS) of Godrej Interio achieves on-time delivery of 98%+, on the original committed customer dates, with capacity release of 30%.
Record Production Levels month on month from the third month, achieved more than 50% rise in plant output
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%.
The Core ChallengeEnsure right products are manufactured and distributed as per dynamic market requirements
which isn't ...
Client: Fleetguard FiltersThe After Market distribution now operates at 17 inventory turns, as compared to 3 to 4 average turns of industry, with over 98% availability at all stocking points, including distributors. The distributors have this availability at 10-12 days inventory.
Client: Filtrum PolymerWhen the TOC implementation started in Oct 2009, the company was at 6% PBT. Now the company is at 15%PBT with 60% increase in sales. It has 100% delivery performance to all its auto parts customers.
Client: Lucas-TVSWith implementation of TOC process in sales and distribution, the Inventory has reduced by 20% while same day availability at branches has improved from 58% to 85%. The market reach has been enhanced by 30%.
The Core ChallengeExploit the store footfalls by having right stock without excess or shortages
Effective buying capabilities
which isn't ...
100% availability leads to substantial increase in profits only if achieved with high inventory turns!How come a retail store (displaying and selling regularly required essential items such as a food and household products) opened by a retail company with due knowledge of the potential sales in an area close down after some time?
Client: LandmarkIn the first year of TOC implementation, Landmark has reduced its chain wide inventory by over 30% even as it has added a Central Warehouse. The availability of goods in stores has increased to over 90%.
Client: Liberty Retail Revolutions LtdIn the first year it improved the store inventory cover from 10 months to 5 months, while increasing sales by 30%. The released capital was used to add 30 stores to the existing 50.
The Core ChallengeHaving the right inventory at the right time and at the right place.
A better forecasting tool or a new supply chain optimiser...
which isn't ...
It goes like this:
Is it the right measure for evaluating operational productivity?A good measure for evaluation of operational productivity should avoid the two errors—false positives and false negatives. Let us check if the measure of profitability calculated as PBDIT as percent of sales meets the criteria.
Implementing pull systems in a retail environment of mom and pop storesEvery sales manager in a consumer goods company faces a moment of truth in the last week of every month - on one hand he has to meet his sales targets but on the other hand the stocks available with him is not exactly what the market wants (either in terms of quantity or range).
Client: Liberty ShoesThe company has achieved over 95% availability in its central warehouse. The production lead time has dropped from 45 days to 25 days with 30% reduction in WIP and FG inventory.
Client: Top1 LubricantsTOP1 reduced its inventory from 7 months to 2 months in its warehouses in Indonesia, while improving availability to near 100%.
Client: JK Files and ToolsWithin 2 months of start of TOC journey, the lead time was reduced by 40%. Plant output has gone up by35%, across 5 locations. One of the plants has shown an increase of over 70%.
Client: Raymond Zambaiti LtdIn 8 months of implementation, production lead-time has reduced by 25% while on-time performance improved to 95%. The assortment waiting time is reduced by 50%, resulting in shortened cash to cash cycle.
The Core ChallengeDelivering the full scope of project within budget as per initially committed time
A better planning tool
which isn't ...
Getting it right in accounting…Financial accounting is a challenge in project organizations involved in delivering large construction projects for its clients. The activities can start in one financial period and end in another. Unlike regular production, where we wait till dispatch of completed goods to recognize revenue, we cannot wait till the delivery of complete project for revenue recognition.
The age old problemIn the last fifty years, the project management body of knowledge has evolved a lot but the world of projects has not shown commensurate improvement. Numerous studies conducted over the years prove that existing project management practice is not very effective.
The problem of multi-project environmentsMost multi-project environments (where resources are shared across projects) have adubious reputation of very low on time delivery performance (less than 10%), as per the originally committed dates. Yes in many cases, the due date performance looks better, but only as per the revised dates! (or not considering that the scope may have been compromised to meet the deadline).
Client: Tata Bluescope SteelWith implementation of flow principles of CCPM, the lead-time of projects has reduced by 25%, with 15% more output from manufacturing facility and 30% more output from engineering resources.
Client: TRFThe 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: Tata MetaliksTata Metaliks sets an industry benchmark in executing Blast Furnace relining shut down using CCPM. The shut down was completed in record 23 days (as compared to typical 40 to 50 day)...
Client: Abhishek industriesUsing 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...
Client: Filtrum ToolsWith the implementation of CCPM, Filtrum has been able to reduce the overall lead time by 25%, while improving the on-time delivery performance to about 90%.