At a Glance
- One of India’s leading cement and concrete manufacturers enlisted Renoir’s help to improve manufacturing operations at one of its oldest plants.
- Renoir was tasked with helping the client deliver substantial change in strategic implementation, involving changes to structures, systems, processes, and people’s behaviour.
- By the end of the project, the plant could claim to be highly disciplined, organised, proactive, objective, data-centric, and committed to delivery.
Key results
10% reduction
in production costs
240% improvement
in compliance with new work practices
Change in organisational culture
Background
The global concrete and cement market is experiencing robust growth, fuelled by government initiatives, increased real estate development and technological advances in high-strength concrete materials. Currently valued at over US$597 billion, the market is expected to exceed US$1.48 trillion by 2033.
As demand in emerging markets is set to increase, our client — one of India’s leading cement and concrete manufacturers — has enlisted Renoir’s help to enhance manufacturing operations at one of its oldest plants. The company operates factories, concrete plants, sales units and offices throughout India.
The Challenge
Renoir was engaged to deliver substantial change in strategic implementation, involving changes to structures, systems, processes and people behaviour, through an organisation-wide improvement programme. Essentially, our client wanted to improve their performance in terms of the bottom line.
Renoir was also commissioned to develop a business model to enable management to predict the future of each plant in the event of changes to operations and market conditions. The comprehensive plan outlined the viability of each plant for the next 20 years based on changes in various parameters, such as market demand, sales price, the cost of raw materials and investment requirements.
Project Approach
Renoir proposed a 40-week programme called ‘Project Parivartan’ to develop and implement new systems and processes in the production, maintenance and procurement departments.
“I see a good change in my people. Change has even gone to the bottom-most layers. Change is a long-term process, but we have built our foundation. We never felt the need for outside consultants, but today we are happy to have gone through this change process with the Renoir consultants.”
– Plant Director
Webbing Maker: 30% Waste Reduction. Better Quality Product
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Implementation
Initiating Change
We began with a 10-week Focus Process to encourage the whole organisation to initiate change. This exercise aimed to help the organisation understand and take ownership of the existing problems, facilitating the development and implementation of solutions.
Various exercises, brainstorming sessions, observation studies and data studies were conducted during this phase to discover the organisation’s potential. A value stream mapping exercise was conducted to identify bottleneck operations. This exercise helped the organisation agree on and prioritise the pain points, thereby transforming it into a proactive mode.
Implementing Change
As the employees were involved at every stage, there was little resistance to change. With the help of a proactive management team, any minor resistance was easily overcome. Once the solutions had been tested in a real environment, extensive training was provided to help users familiarise themselves with the new practices.
Sustaining Change
One of the main concerns for plant management was ensuring the sustainability of the newly implemented work practices. This was addressed by Renoir’s robust review and audit framework. Within three months, compliance with, understanding of, and adoption of the new work practices had increased by over 240%.
As employees embraced the new systems and methods, their approach to operations management shifted noticeably. Employees became highly motivated to maintain these new ways of working, and management grew confident that the improvements brought by Renoir would be long-lasting.
“There is a sea change in many people. People like the crusher in charge, who never used to even talk, have started confronting people for poor performance. I am extremely happy with the people development carried out by Renoir’s consultants.”
– Chief Manager Maintenance
Results
This engagement helped the plant to steer itself smoothly towards its organisational vision of delivering on promises by challenging conventions. Today, the plant can claim to be highly disciplined, organised, proactive, objective, data-centric and committed to delivery.
*We have intentionally omitted client-specific details to uphold strict confidentiality.
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