• The company was in red in the previous year. A new leadership had taken over with a mandate to turn around
• The variation in product quality and high fixed costs led to products becoming unviable
• A strong need was felt to bring in a sense of competitiveness in people and to prepare the entire mass for change
• The leadership wanted all their 5 plants to turn visual and imbibe a high performance culture.

ECS Approach:

• Improvement approach based on Lean Manufacturing, TPM and Six Sigma methodologies was adopted to bring in continuous, fast and sustainable improvements.
• Initiatives were launched in Manufacturing, Sales & Marketing and Research & Development simultaneously to bring about all-round improvement.
• A Process based improvement team structure was set involving supervisory and operator level teams and unit level goals were then deployed to these self managed teams.
• Focussed Pillar teams were launched in the areas of New Product Development, Operations Planning, Process Optimisation, Skill Development, Planned Maintenance and Procurement cost reduction
• Statistical Design of Experiments (DOE) was used to improve yields and to bring in consistency in product quality
• Six Sigma Project teams were launched in the areas of Solvent reduction, Yield Improvement, Reduction of Utilities Consumptions, Effluent Reduction, Reducing Cost of Poor Quality, Sales and Operational Planning, Depot Management to bring in breakthrough improvements.

Results:

• Annualized Benefits acheived Rs. 20 Cr.