Losing accounts steadily, low wallet share with existing customers, no incentive structure, and a sales team chasing only incoming orders.
A customer-reactivation and reselling drive, wider SKUs to grow wallet share, a formal incentive program with a restructured sales org, and a weekly RMO.
Single branch dependency and no dealer network, no structured client generation pipeline, limited product SKU's leading to revenue loss
Dealers appointed in major cities for expansion, forward looking client generation pipeline with account level strategies, addition of product SKU's
Long assembly cycles, frequent material shortages on the shop floor, no rate benchmarking for purchasing, overspecification in materials
Production planning from the initial stage, kitting process before assembly starts, should-be cost benchmarking for each product, vendor diversification and correct over-engineered specifications
Furnace utilisation swung week to week, high material cost and rework on finished bars was absorbed silently into cost
An optimized and dynamic charge mix, line balancing to ensure continuous flow, entered into long term indexed contracts, root cause analysis to fix machine issues for quality defects
Low output per labour manpower, excessive vendor concentration
Elimination of non value added activities and right sized the manpower team, diversified vendor bases.
Low yield, high labour cost due to lack of production planning
Changed material composition to improve yield and reduce overall cost to manufacture, Detailed production batch wise scheduling in shifts.
We are a multidisciplinary team of Six Sigma engineers, CAs, MBAs, policy researchers, biotechnologists, AI experts and storytellers, bringing an average of minimum 15 years of experience across our sectors. Together, we bring diverse expertise and perspectives to solve complex problems and build solutions that work.
