Our  Experience 

Our Scale up Experience: 

1. 7 Cr turnover company Expended to 35 Cr over the period of 2 yrs, with contribution of 24% which was earlier 12%.

2. One operator one machine converted to one operator 3 machines.

3. Manual work done in excel sheets converted to 100% ERP for 150 employees.

4. 3,00,000 units production ramp up to 5,00,000 units, keep all resources as it is. Further reached 6,00,000 units record productivity by adding 2 new machines. 

5. Role balancing and goal setting done between Second generation and first generation of the company. (Director) 

6. 15 + plant layout done so far as a Lean Layout concepts. 

7. 40% + Productivity improvement achieved through Lean management concepts implemented to all 6 types of businesses [1] Mass Production [2] Batch Production [3] Project type [4] Discrete manufacturing [5] Process type industry [6] Service Industry 

8. 25% + Machine availability increased by TPM implementation for 150 + machines, in aggregate.

9. MICRO unit revamped to 2 Cr turnover. 

10.  SCM and SRM developed for Agriculture Equipment manufacturer

11. With the help of SLA & Google ERP, out of three business one business brought to auto pilot for the entrepreneur 

12. Second line development done, Keeping the same bottom line and top line. Now entrepreneur visit factory on monthly basis. 

13. 50% additional revenue added by same customer due consistent Q.C.D.D score - Quality, Cost, Delivery and Development

14. 3 new OEM customers added due because of successful implementation of IMS, ERP, Visual Factory and Audit ready departments

15. 16 days Leadtime of PO to invoice conversion reduced to 3 days. 3x sales with in 6 months. 

16. 3 months lead time reduced to 15 days. Saving of working capital and inventory of worth Rs. 40 Lakhs, one time. 

17. Freight cost reduced to 45%, by utilizing concepts of Kanban and milk run, saving done of 20 Lakh, one time. 

18. Stock variance reduced in mass production company by implementing BPS, PIC, KANBAN, ERP & HEIJUNKA. One time settlement done for 1.5 Cr inventory. 

19. On sudden relieving of plant head, plant head position dissolve and RRA distributed in Purchase, Production & PPC. Still maintained. 

Client Pains

Case Study 1: Company A - Inventory Control

Problem Statement:

Company A, a manufacturing firm, faced challenges related to excessive inventory levels, leading to increased carrying costs and reduced cash flow. They needed an effective solution to optimize their inventory management processes.

Transformation:

Rapid Transit conducted a thorough analysis of Company A's inventory management practices. We implemented demand forecasting techniques, streamlined procurement processes, and established inventory control mechanisms. Additionally, we collaborated closely with suppliers to ensure timely deliveries and maintain optimal stock levels.

Result Gained:

As a result of our intervention, Company A achieved significant improvements in inventory control. The optimized inventory levels reduced carrying costs, improved cash flow, and eliminated excess stock. This led to enhanced operational efficiency and better utilization of resources, contributing to Company A's overall profitability.

Case Study 2: Company B - Reduction in COPQ

Problem Statement:

Company B, a manufacturing company, was grappling with high Costs of Poor Quality (COPQ), including rework, defects, and customer complaints. They sought to enhance product quality and reduce the associated costs.

Transformation:

Rapid Transit conducted a comprehensive evaluation of Company B's quality control processes. We implemented stringent quality standards, conducted thorough inspections, and introduced robust quality control measures. Employee training programs and continuous improvement initiatives were also implemented to promote a culture of quality excellence.

Result Gained:

Through our intervention, Company B experienced a significant reduction in COPQ. The enhanced quality control measures minimized defects, rework, and customer complaints. This resulted in improved customer satisfaction, reduced warranty costs, and increased overall profitability for Company B.

Case Study 3: Company C - Productivity Improvement

Problem Statement:

Company C faced productivity challenges, resulting in operational inefficiencies and reduced output. They sought to enhance productivity and optimize their processes to achieve better results.

Transformation:

Rapid Transit conducted a detailed analysis of Company C's workflows and identified productivity bottlenecks. We introduced process improvements, streamlined workflows, and implemented Lean management principles. Employee training and engagement programs were also conducted to foster a culture of continuous improvement.

Result Gained:

Through our intervention, Company C achieved a significant improvement in productivity. The streamlined processes and elimination of waste led to increased output, reduced lead times, and enhanced operational efficiency. This resulted in cost savings, improved resource utilization, and strengthened competitiveness for Company C.

Case Study 4: Company D - Increase in Profit

Problem Statement:

Company D, a manufacturing firm, was experiencing stagnant profitability despite having a solid customer base. They sought strategies to increase their profit margins and maximize their financial performance.

Transformation:

Rapid Transit conducted a thorough assessment of Company D's cost structure, pricing strategies, and revenue streams. We identified opportunities for cost optimization, developed pricing models, and analyzed product profitability. Additionally, we provided strategic guidance on market expansion and product diversification.

Result Gained:

As a result of our intervention, Company D experienced a notable increase in profit. The implementation of cost optimization measures, strategic pricing, and market expansion initiatives led to improved profit margins. This fueled Company D's growth and positioned them for long-term financial success.

Case Study 5: Company E - Improved Schedule Adherence

Problem Statement:

Company E struggled with inconsistent schedule adherence, leading to project delays, dissatisfied customers, and increased costs. They needed a solution to enhance their project management processes and ensure timely project completion.

Transformation:

Rapid Transit implemented advanced project management techniques for Company E. We introduced efficient scheduling tools, enhanced communication and coordination between teams, and implemented proactive monitoring and control mechanisms. Additionally, we focused on optimizing resource allocation and managing dependencies to improve schedule adherence.

Result Gained:

Through our intervention, Company E witnessed improved schedule adherence. Projects were completed within stipulated timelines, leading to increased customer satisfaction and improved project profitability. The enhanced project management processes

Case Study 6: Company F - Reduction in Manpower

Problem Statement:

Company F, a manufacturing company, faced challenges related to excessive manpower requirements, resulting in increased labor costs and inefficiencies. They sought to optimize their workforce and reduce dependency on manual labor.

Transformation:

Rapid Transit conducted a comprehensive analysis of Company F's processes and identified areas where manpower reduction was feasible. We introduced process automation, implemented technology solutions, and streamlined workflows to eliminate redundant tasks. We also provided training programs to upskill employees and facilitate the transition to a more efficient workforce.

Result Gained:

As a result of our intervention, Company F achieved a significant reduction in manpower requirements. The implementation of process automation and technology solutions streamlined operations, reduced labor costs, and improved overall efficiency. The optimized workforce allocation led to better resource utilization and increased profitability for Company F.

Case Study 7: Company G - Second Line Development

Problem Statement:

Company G, a manufacturing firm, recognized the need for expansion and growth by establishing a second line of production. They sought guidance to develop a strategic plan and successfully execute the expansion project.

Transformation:

Rapid Transit collaborated closely with Company G to develop a comprehensive second line development plan. We conducted market research, analyzed production capacity requirements, and provided insights on equipment procurement and facility setup. We also assisted in project management, resource allocation, and employee training to ensure a smooth transition to the second line.

Result Gained:

Through our intervention, Company G successfully established a second line of production. The expansion project was executed within the planned timeframe and budget, enabling increased production capacity and market diversification. The strategic plan laid the foundation for sustained growth and improved competitiveness for Company G in the industry.