Numbers From
the Floor —
Not the Brochure.

The Problem

Ceiling fan controller assembly line stuck at 8,500 units/day against a customer demand of 11,500/day. Gap of 3,000 units/day causing delivery shortfall and customer escalation. The engineering team had no clear view of where the time was being lost.

The Intervention

Value Stream Engineering deployed — material flow and information flow mapped together. Stopwatch cycle time study at every station. Bottleneck identified. WIP between stations physically counted and converted to queue time. Zero-investment method changes implemented first. Line rebalanced to Takt Time.

The Result

Output reached 11,500 units/day — full customer demand met. Additionally, EV Controller cost reduced by ₹150 per unit through design optimisation. Both results achieved without capital investment in new machinery.

The Problem

All fabrication (laser cutting, bending) was outsourced at high cost. Key products were loss-making. Production capacity could not meet customer demand. The business needed transformation — not incremental improvement.

The Intervention

As Business Head with full P&L accountability: outsourced operations brought in-house within 3 months. Process changed from machining to investment casting — 40% lead time and cost reduction. In-house powder coating added. Welding fixtures modified to eliminate second setting. Direct RM procurement from manufacturer.

The Result

Fabrication productivity more than doubled (100%+ improvement). Raw material cost reduced by 25% through direct procurement. Standing wheelchair product converted from loss-making to profitable. Lead time reduced 40%.

The Problem

India's largest plastic paint shop for automotive — robotic spray for Maruti child parts and Ford bumpers — being installed from scratch. Start-up risk was extreme. Dust defects at 22 per bumper. Throughput at 230 child part sets/day against a target of 400.

The Intervention

Site in-charge for full installation and commissioning. Identified and resolved over 1,200 snag points during installation — preventing post-SOP failures. Dust VRT (Variance Root Tracking) methodology applied systematically. 4M (Man, Machine, Material, Method) conditions standardised. ABB robot programming executed.

The Result

Dust defects reduced from 22 to 3 per bumper — presented at National Paint Shop Managers Meet. Child part productivity from 230 to 400 sets/day without major investment. 68% FTT and 95% yield achieved within one year of SOP through 4M standardisation.

The Problem

Cushion assembly running in large batches at 530 units/day. Significant WIP between stations. Paint shop yield low at 9 chairs per litre of paint. Multiple handling steps causing damage and rework. Space constrained, capital limited.

The Intervention

Batch production converted to Single Piece Flow — the most impactful Lean transformation available. Overhead conveyor installed using scrap equipment from sister concern (saved ₹16 lakhs). FIFO enforced. Robotic paint shop installed and proved out. Auto dip coating with chill water circulation introduced.

The Result

Output from 530 to 950 units/day (75% increase). Paint yield from 9 to 17 chairs per litre — saving 12 lakhs/year. Overhead conveyor eliminated multiple handling — saved ₹16 lakhs. Company achieved TPM Excellence and Consistency Award — audited by JIPM.

Key Achievements

Assembly line consolidation — front loading and top loading unified through SPM modification — saved over ₹60 lakhs/year in manpower, assembly, packing, testing conveyors and space. Structured job rotation through Tool Room, QC, Assembly, Maintenance and IE over 19 years.

SMED & IE Work

Changeover time on cabinet forming press tool reduced from 90 minutes to 18 minutes through SMED methodology. Line configuration increased from 105/hour to 135 and 175/hour for all sub-assemblies without additional manpower. Material feeding chutes introduced for packing line.

Recognition

QCC project won 2nd place in CII South and 3rd place at CII National level — air compressor capacity optimisation project. Worked under Master Black Belt holder in Maintenance for 2 years — foundational TPM and reliability knowledge. CII National recognition for QCC excellence.