Results Achieved by Us

                                                    LEAN Work Culture Implementation – Kaizen ApproachThe TOYOTA way

Typical1 Achievements & Improvements in KRAor KPIs for some of our CUSTOMER

through our direct involvement in integrated LEAN3 implementation (See 10-Step Lean-Process)

The results2 (KRAs or KPIsas follows are easily convertible into Tangible-Monitory-Terms (ROI, ROCE, Payback period, etc. as AOP tragets) 

For Which Company/Business?


What did we do?

Here are the Samples of Results2 we achieved

(US multinational)


Helped in implementing Kaizen, 


Visual Factory Management

1) Overall productivity improved e.g. One type of alternator output improved by 200 %. 2) The lean effort helped accommodate the increased output in the same square feet space.   3) Employee Involvement - Improved to Near 60%On-going.


Business (Large Scale, 2500+ people) - Electricity generation – Hydro, Thermal, Location – All India (Indian multinational)


Helped in implementing Kaizen 



Visual Factory Management

Some interim improvements in the process of targeting 100 % reduction in Electricity power restoration time are as follows. 1) SCADA control panel operations made Error free. 2) Cycle time reduced from 2-minutes To ½ minute3) Search time for tools reduced from 5-minutes to 1-minute4) Employee Involvement - Near 90% in some locations


Business (Large Scale, 2400+ people) - Fuel injection equipment. At Nasik (German multinational)


Helped in implementing Kaizen-5-S to facilitate 

LEAN (BPS: Bausch Production System) &

Visual Factory Management

1) En-route LEAN Production System, some ppm Improvement/s achieved are e.g. Gun Drill Breakage in DSLA –100Improvement, Nozzle damage – 100Improvement 2)Employee Involvement - Improved to Near 30%. Balance internally scaled-up.


Business (Large Scale, 2500+ people) – Diesel Engines,

Location – Pune (US multinational)


Helped in implementing 5-S, 

Visual Factory Management

7-step PDCA cycles, TPM (including Model Machines), 

Kanban, SMED, Streamlined JIT-flow

1) Productivity up 33% in Gear pumps 2) Inventory reduced200 % in Gear pumps 3) Some Set-ups crashed (from 300to 1 minute 4) OEE Improved (From 43 to 83% on Model Machines) 5) Engine Test bed - Flexible to take 3 models(that previously used to test only 1 model), - Productivity up 100% 6) Won CII award for above achievements

Business (Large Scale, 500+ people) – Hydraulic systems, 

Location - Pune
(US multinational)


Helped in implementing 5-S, 

Visual Factory Management

Quality circles, TPM, Kanban, SMED, 

Streamlined JIT-flow,
LEAN-Kaizen in general

1) Productivity increase 56% in center section 2) Set up time reduced - 78% on bottleneck m/c 3) OEE Improvement (From 39% to 85% on VMC) 4) Capacity Increased by 100 % 5) Reduction in Material movement – 66% 6) Overall Lean score in Gear Pump improved from 1.4 (Apr’03) to 3.1 (Jul’04)


Kaizen improvements at Supplier (Onyx)

Visual Factory Management

7) Employee Involvement – Improved to Near 90% 8) Before ppm – 5 digit, After – 4 digit (3months)


Business (Large Scale, 2500+ people) – Tractor Farm equipment, 

Location – Nagpur


Helped in implementing Lean-Kaizen 

Training for Senior Management, Officers, Workers

Visual Factory Management

1) Company-wide Kaizen implementation by us enabled producing culture change evidence at grass root level (for theDeming Award process) 

2) Employee Involvement -Improved to Near 90%


 (Indian multinational)


Improvement projects  (7-step PDCA cycles) training

3) Before – 5 digit ppm Defectives
After – 4 digit ppm Defectives

Business - Alternators/Generators 

Location- Pune (US multinational)
 2006 Participated in Designing & Implementing State-of-Art LEAN Greenfield project : Addressing objectives viz. 1/ First Choice of Customers in Target Markets 2/ Create Performance Culture. With a goal of “0"-Accidents, “0"-Defects, "25%“-Waste reduction YoY, "25“-Kaizens per employee per year. By focussing on Lean-Value-Streams,Visual-Management, 5-S, TPM, JIT-SCM, etc. Special notes: Lean-JIT canteen, Ampi-theatre, Natural air-cooling, etc.First-pass Results compared to old-plant: 

Transportation steps reduced from 49 to 25
WIP storing stations reduced from 41 to 20
FloorSpace per Unit production reduced from 35 Sq.Mtr to 25 Sq.Mtr
Cleanliness-n-Ambiance 5”S” score improved from 50 to 80+

Footnotes: 1) These are just a few sample achievements (highlights) from among various quantum improvements in Quality, Cost, Throughput-time (Order-to-Delivery), Inventory turns, Space required, etc. that our team has facilitated. 
2) Improved Results are given in percentage terms in order to maintain our commitment to confidentiality of our client’s proprietary information.3) Read in brief about our fast-track Kaizen approach to achieve above results and be a LEANER organisation4) Names of the Business or Company are not disclosed for obvious reasons.

KRA or KPI: Key-Result-Areas or Key-Performance-Indicators
ROI: Return On Investment. ROCE: Return On Capital Employed. AOP: Annual Operating Plan.

Partial list of Our Current Assignments with astonishing results (as sampled in the table) are 'ON' in following Industry-Businesses: 

1/ Foundry of TOYOTA Kirloskar Motors 
2/ Pig-Iron Plant (An Indian Multi-national)
3/ Petrochemicals (A multi-plant Indian Multi-national)
4/ Infrastructure and Mining (An Indian Company)
5/ Auto Components Manufacturing (An Indian Multi-national) 
6/ Industrial Valves (A British Multi-national)
7/ Food Processing (An Indian Multi-national)
8/ Electrical Equipment Manufacturer (An American Multi-national) 
9/ Chemical Processing Plant (A multi-plant Indian Company) 
10/ Electrical Power Generation, Transmission, Distribution Group (A multi-plant Indian Company) 
8/ Consumer Retail Franchisee Chain (An Indian Company). 
9/ A Defense Service Organisation (A State-Government Outfit).
10/ Financial Services (An Indian Service-Provider Outfit).