Operations & Process Excellence / South Asia (Emerging Industrial Hubs)
Driving Scalability: Eliminating operational friction for a multi-plant manufacturing enterprise
A growing manufacturer needed to standardize operations across plants and move from reactive firefighting to disciplined execution.
At a glance
The measurable readout.
In end-to-end production lead time
Estimated annual cost savings through waste elimination
To newly established Standard Operating Procedures (SOPs)
Client context and business challenge
The Challenge
The client, a rapidly expanding manufacturer of industrial components, was struggling with the complexity trap. While their order book was full, operational costs were skyrocketing and profit margins were thinning. The primary challenge was a lack of process standardization across three production facilities, each operating as a silo with manual logging systems and verbal assembly instructions.
This fragmentation created significant waste through high material scrap rates, redundant quality checks, and frequent shipping delays that strained distributor relationships. Onboarding new technicians took three months because institutional knowledge lived in the heads of senior employees rather than documented systems. Leadership had no real-time visibility into floor-level bottlenecks, making it difficult to forecast capacity or commit to urgent orders with confidence.
Strategic methodology and execution
Our Approach
- 01Value Stream Mapping (VSM): Conducted Gemba Walks across all plants to map the current state and identify non-value-added activities.
- 02Bottleneck Analysis: Used Root Cause Analysis to determine why the assembly line experienced 15% downtime every shift.
- 03Process Re-engineering: Applied Lean and Six Sigma principles to redesign workflows, focusing on single-piece flow to reduce work-in-progress inventory.
- 04SOP Digitalization: Formalized the Gold Standard of operations into accessible, visual SOPs for all critical roles.
- 05Capability Building: Trained Process Champions within the client's team to ensure the new methodologies survived the engagement.
Implementation details and technology stack
The Solution
The process
We implemented the Stravence Lean-Agile Methodology, blending Six Sigma rigor with the flexibility needed for emerging markets.
The work shifted production from batch processing to continuous flow and introduced a 5S workplace organization system to improve safety and efficiency.
The tech stack
Tulip Interfaces
Implemented frontline worker apps to replace paper-based logs with digital, real-time data entry on the shop floor.
Power BI
Created operational dashboards pulling factory-floor data into one version of production truth for leadership.
Asana
Used for cross-departmental coordination and tracking continuous improvement initiatives.
Measurable outcomes and business impact
Results & ROI
Lead Time Reduction
By eliminating redundant approvals and optimizing layout, total time from order to delivery dropped from 14 days to 9 days.
Material Waste Reduction
Redesigning the cutting and assembly sequence reduced raw material scrap and directly boosted EBITDA margin.
Resource Optimization
Standardized work instructions allowed the same workforce to increase output by 25% without overtime or added headcount.
Onboarding Velocity
Visual, digital SOPs reduced new-hire training time from 12 weeks to 6 weeks, supporting rapid scaling.