What changed
Proof from completed work. A similar number on your line depends on the starting point — we will say so before we start.
18+
Years Rajesh has led this work
16,500
Metres a day, up from 12,000 on a textile line
₹8.9 cr
Monthly dispatch top line, up from ₹5 cr
5.00%
Finishing loss, down from 8.80% in paper
Engagements
If your constraint looks like one of these — output, yield, dispatch, lead time, or a deal that needs an operating view — start with a conversation.
Textiles
More metres out the door, without a new line
Leading textile manufacturer, Uttar Pradesh
The plant needed more throughput and a higher dispatch top line, and the organisation was resisting the change. Rajesh ran a large-scale interactive process so leadership and the floor could agree the vision and the action plan. That was followed by lean manufacturing, structured problem solving, and process re-engineering on the line.
- Throughput from 12,000 to 16,500 metres a day
- Monthly unit-dispatch top line from ₹5 crore to ₹8.9 crore
- Change programme designed so the line could run the new way, not only hear it
Paper
Stop the loss that was sitting in finishing
Leading paper manufacturer, Punjab
Finishing loss was eating yield on a plant that already knew how to make paper. The work was on the operation itself: find where good output was being lost, and hold the gain.
- Finishing loss cut from 8.80% to 5.00%
- Improvement made inside the existing operation, not by adding a new line
Textiles
A daily rhythm for dispatch and fabric quality
Major textile firm, north India
Throughput and machine efficiency were the commercial problem. Quality reprocessing was hiding inside the same system. Rajesh helped put a daily monitoring and order-dispatch system in place, and traced the root causes of reprocessing and poor fabric quality.
- Higher throughput and better machine efficiency
- Daily monitoring and an order-dispatch system the team could run
- Root-cause work on reprocessing and poor fabric quality
Retail supply chain
A shorter path from source to store
Major organised fruit and vegetable retailer
Lead time and supply-chain efficiency were limiting how fast fresh product could move. Rajesh developed a backward-integration strategy, and used market and trend analysis to shape the growth plan — not only the warehouse layout.
- Backward integration to improve supply-chain efficiency
- Shorter lead times
- Growth strategy grounded in market and trend analysis
Industrial equipment
See the operation before the decision is locked
German manufacturer of heavy road-construction equipment
Before a transaction, the operating reality has to be as clear as the financials. Rajesh led the operations due diligence — where the risk actually sits on the floor, not only in the data room.
- Operations due diligence for a cross-border industrial business
- A view of operating risk that a spreadsheet review does not give
Bring Rajesh the constraint that is costing you
One conversation. He will tell you whether this kind of work fits your plant — and what the first move should be.
