We worked on corporate strategy for an East India based diversified company engaged in cables, engineering services and other sectors. The business segments that need to be exited from and for future strategic growth as well as those where strategic/ financial investor needed to be brought in were identified. In some of the key business where future growth was envisaged, capital investment decisions were facilitated and operational level restructuring was carried out for improving customer responsiveness and cost competitiveness.

We worked with a group in East India, which manufactures specialty steel products with more than 2/3^rd in exports. Highly complicated manufacturing set-up and planning function were completely reorganized for customer responsiveness. This was achieved through organizational restructuring focused around product groups rather than functional specialization. Work-order to dispatch cycle was crashed to less than half and through manageable “factories-within-factory”, process control improved reducing defective percentage from 9 to 4. Setting up global distribution network, including scouting for acquisitions was another area where we contributed.

We worked with a large Western India based auto component manufacturer improving manufacturing systems for higher productivity, better quality and lower cycle time leading to quantum improvements in operational costs. Lead-time was reduced from 20-25 days to 7-11 days by redefining order specificity and material movement and through drastic reduction in the percentage (in some product families from 40% to 8%) of material that needed to be reprocessed. Through better scheduling, material movement and systemic process controls, production went up by more than 1/3^rd in some product families.

We worked with a Western India based composite textile mill in improving its operations  for quick and reliable response. Lead-time in the process house was reduced to 1/3rd while its reliability improved to 90%. This led to substantial reduction in inventory, faster material movement. Entire production-marketing interface was streamlined for sustainable result through simple PC-based planning and monitoring system.

TechNet worked with a small Western India based IT company to chalk out its strategic blueprint for faster growth including study of industry dynamics, evaluation of organizational capabilities and merits of various strategic options.

TechNet^®, with the help of a detailed study, established the possibility of Ayurveda achieving global recognition and created a preliminary business model.  TechNet   was involved in developing a definitive business proposition, developing business concept and planning and setting up the business.   TechNet also helped the client to identify suitable funding model and structuring of the same.  TechNet was also instrumental in setting up an electronic database of Ayurvedic medicine as a single point repository of existing knowledge of Ayurveda.

TechNet^® worked with the client for more than fifteen months.