VCT's Case Studies

Mahindra & Mahindra Ltd.

Igatpuri 1994, Group Level 1999 to 2004

Extension of Just-In-Time to Vehicle Distribution System; Synchronizing Manufacturing and Supply Chain with Actual Retail - First time in Indian environment.


  1. Devised Pull Strategies for both MTS (make to stock) and MTO (Make to order) Variants
  2. Established the concept of Customer Delivery Expectations (CDE) & corresponding performance Matrices.
  3. Set-Up comprehensive order-to-delivery strategy for MTO Products with shortest possible lead-time.
  4. Synchronized Retail to Procurement through Manufacturing employing Pull – Driven Systems
  5. Paradigm shift from a forecast driven to a Customer Driven operations philosophy
  6. Effectively created a Dynamic & High-turnover frequency FG Supermarket unique to each Dealer & each Regional Depot
  7. Designed system for production scheduling with a view to reducing Order-to- Delivery Time.
  8. Creation of Internal Supermarkets & implementation of Kanban System with Vendors to ensure 100% Availability with minimal WIP & RM Stocks

Introduction of TPS in Engine Plant, Igatpuri- 1994

Machining Lines were re-arranged to facilitate Multi-Machine Manning and Single Piece Flow. Machining Lines were operated as per TAKT Time. Eventually over the next 4 years, TPS was installed at all manufacturing plants of the company

Summary of results achieved

Before TPS
After TPS
% Change
W-i-p Inventory
Floor space

Summary of results achieved

  • Substantial reduction in Distribution pipeline inventory
  • Substantial reduction in Dealer inventories
  • Dealer & Regional Depot Order fulfillment within 48 Hours
  • Max. Order fulfillment in 10 days for any MTO Product

Patheja Brothers.

Pune 1998 to 1999

Implementation of TPS on Shop Floor

  1. This was a self-contained, composite plant fully equipped for producing Automotive Transmission Gears and Shafts. Facilities included Forge shop, several Machine Shops, Heat-treatment Shops, and Tool Room.
  2. The machine shop layout was in “process islands” style with process sections such as Turning Lathes, Milling, Gear Hobbing, Gear Shaping, Grinding, etc.
  3. Over a period of time dedicated “lines” were created using existing machines with each ‘line’ being dedicated to a group of parts such as Small Gears, Bull Gears, and Splined Shafts etc
  4. The lines were operated in Single Piece Flow, and to TAKT time.

Summary of results achieved

  • Thruput Time: Reduced by 91% to 99%
  • WIP Inventories: Reduced by 90% to 98%
  • Distance moved by material during production: Reduced by 73% to 87%
  • Manpower: Reduced by 33% to 75%

Tools. Mr. Masaki Imai, the father of Kaizen, personally handed over the prize

Cummins India Ltd.

Pithampur, M.P., 2011 to 2012

Kanban System Implementation

  1. The company was constantly experiencing shortage of parts causing frequent stoppage of assembly lines.
  2. A Kanban System was introduced progressively covering around 2500 component parts. This system superseded the schedules generated by the MRP system.
  3. The results achieved with direct materials encouraged the company to consider installing Kanban System for Indirect Materials such as Cutting Tools, Machinery Spares, and Factory Operating Supplies such as Filter Cloth etc. Eventually the comprehensive Kanban System covers around 7500 items including direct materials.

Summary of Results achieved

  • Shortages were substantially eliminated.
  • Inventory turns increased

In January 2006, the Kaizen Institute, Pune, organized the All India Kaizen Mela in Pune. Cummins India won the Best Project Trophy for their presentation of Kanban Implementation in Maintenance and Tools. Mr. Masaki Imai, the father of Kaizen, personally handed over the prize

Kirloskar Brother’s Ltd.

Dewas, M.P. 2009 to 2011

Mahindra Two Wheelers Ltd.

Pithampur, M.P., 2011 to 2012

Kirloskar Ebara Pumps Ltd.

Pune & Kirloskarvadi, Maharashtra 2012 to 2014

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