By implementing TOC thinking, the company successfully redesigned their sales process and released as much as 30% capacity

More than a year of implementation, the company was not only able to streamline its transition from BS4 to BS6 but they also increased the output of BS4 variants.

Profits and ROCE improved by more than 100%.

Within a year, new product output improved by 75% and availability at plant warehouse reached 85%.

The company’s customer on-time delivery increased to 100% on daily basis and significantly increased SOB with key customers

In the first six months of implementation, the firm released more than 60% additional capacity and improved Inventory turns by 50%

After deploying TOC based flow process, the NPD teams could reduce lead-time taken for development and commercialization; and increase output

By focusing on enabling flow of projects in the New Product Development funnel using TOC principles, KOEL crashed lead time of projects!

In a few months of implementation manufacturing lead times crashed to one-third

After implementation availability of spares at service points increased to 96% while overall inventory fell by 49%

Within two years of implementation, profits tripled, and then quadrupled in the third year

After implementing TOC, the company ensures near-perfect availability of components and tractors while reducing inventory at all levels

After a company-wide implementation of TOC, the company enjoyed a CAGR of 25% for the last 10 years

Until recently the company was struggling to complete projects on time but after one year of TOC implementation, lead times crashed

Not only did the stock availability increase to more than 90%, the company also saw its own stores grow by 20%

The company’s largest modern trade partner dramatically reduced its inventory (41%) while improving availability to a 98-100%

With the objective of increasing sales by addressing the sales lost due to unavailability, the company adopted TOC “pull” distribution solution

Using TOC solutions, JK tools have increased output by 30% from current capacity in six months of implementation

The company put in place robust mechanisms to effectively manage its store portfolio and product mix

This integrated textile company saw its OTIF increase to 90% and profits go up by 55% after adopting TOC

Within eight months of implementing TOC, production lead-time reduced by 25% and OTIF improved to 95%

KEI Industries Ltd., used flow principles of TOC to seamlessly align purchase/material delivery to site requirements and to speed up execution

With the new paradigm of synchronized supply and execution management, the company now delivers projects 3-4 months early

The company adopted the TOC method of planning and executing projects to consistently complete projects in time and thus turnaround the company

Lead time of projects reduced by 25%; and output of engineering resources increased by 30% after adopting TOC

The blast furnace shut down was completed well within budget (87%) and in a record of 23 days

Built a new plant in a rain ravaged location in eight months (industry standard lead-time of over 12-14 months)

Adopting TOC principles, the company erected a spinning plant of 30,000 spindles, in a record time of nine months

Post implementing the TOC distribution model, the company’s spares business continued to grow at over 25% year-on-year

The on-time-in-full delivery performance of the firm improved to 85% (industry standard is 20-30%)

The company reduced overall lead-time by 25%, and improved on-time delivery performance to about 90%

In addition to reduction in stress levels of people, productivity improved three times; iterations reduced by more than half

In addition to crashing lead-time of regular orders, they now also offer an assured seven days delivery

With implementation of TOC operations solutions, the ex-factory On- time -in- Full performance has gone up from around 50% to 98%

A new supply chain segment was created for supplying standard products with three-day guaranteed delivery

On-time delivery of ETO projects improved to 85% while reducing overall lead time

Production was streamlined by implementing Theory of Constraints based on “pull” manufacturing processes

J.K Fenner has transformed its operations by providing higher availability (>90%) of its products as well as faster and reliable delivery (98%)

A TOC based flow manufacturing solution was implemented to ensure on time delivery as per committed due date

The company has achieved over 97% availability in its central warehouse, probably amongst the best in the fashion industry

Same-day order fill rate of the firm improved from 50% to 80%, and distributor’s sales grew by 45%

Without offering any schemes or discounts this young company increased average daily sales by 1275%

Parag Milk Foods experienced a 56% increase in average sales per day & 200% jump in outlets billed after adopting TOC

After the company adopted the TOC flow model for software development, productivity increased by a whopping 71%!

After implementation, the daily availability of spare parts increased from 75% to 93%, & inventory reduced from 67days to 57 days

The implementation of the TOC flow Management solution in NPD has doubled the output rate of new products

This Indonesian company reduced its inventory from seven months to two months while improving availability to near 100%

Manufacturers of diesel engines and agricultural pump sets

A premium brand in men's apparel and accessories