Organization: A trusted name in nuclear power, oil and gas, solar energy, automotive, defense and other highly technical industries. A wholly owned subsidiary of 3M since 2012 and leaders in the industry in the development and production of advanced ceramic systems and components.
Engagement purpose: Our client set up shop in India to take advantage of the “low production costs”. However, the productivity in India was 40% to that of their US counterpart thus negating any advantage. Our engagement was to power an improvement in productivity to at least 80% of that of the US HQ.
Method : “Business process re-engineering” through a unique blend of group discussions, learning-by-doing, coaching and training.
Start point of the engagement: Productivity 40% of their counterpart in the USA
Key components of our engagement: Arrived at the key objective and time bound milestones en-route to the success state
> Established “alignment” and “buy-ins” for all entities to achieve the desired state
> Evinced goal oriented processes for all entities to achieve the desired state for all functions including HR, recruitment, production, logistics etc.
> Powered “right fits” for every job through dynamic job descriptions, contextual evaluation of requirements for hiring and training
> Drove “discipline” to ensure process adherence and “adaptability” to power continuous improvements
Accomplishment: The India center matched 86% of the productivity levels of their US counterpart
