Company Overview
The client, a family-run pharma machine manufacturing business, was established in 1980 by Mr. Kirti Bhai. Known for its strong market reputation, the company expanded steadily from a team of five to 150 employees, growing its turnover from ₹1 crore to ₹20 crore by FY 2009-10. Over the years, it diversified into FMCG packaging machinery and agency business, driven by a vision for growth.
The Challenge: Stalled Growth and ERP Implementation Failures
In 2008, the company faced critical challenges in executing its growth plans and implementing an ERP system tailored for pharma machine manufacturing. Despite having a robust ERP system and support from consultants, the implementation stalled, highlighting key issues:
- Overdependence on Leadership : A lack of middle management resulted in the owner making all major decisions.
- Unstructured Delegation : Roles and responsibilities overlapped within the management team.
- Insufficient Feasibility Study : No gap analysis or process mapping was conducted prior to ERP implementation.
- Lack of Clear Objectives : The vision, mission, and goals set by the leadership lacked actionable deployment strategies.
- Absence of Organizational Hierarchy :.There was no succession plan or defined reporting structure.
Our Approach: Bridging Gaps and Restructuring Processes
We conducted a comprehensive gap analysis and implemented a series of structured interventions to address these challenges:
1. Vision Deployment:
- Facilitated multiple sessions with the management to align their vision, mission, and goals with actionable strategies.
- Defined long-term and short-term objectives.
2. Organizational Structuring:
- Designed an organizational hierarchy and clearly defined roles and responsibilities at every level.
- Introduced middle management to improve accountability and delegation.
3. .Press Mapping and ERP Alignment:
- Initiated process mapping to align workflows with ERP functionalities.
- Ensured ERP implementation covered CRM, inventory management, and other critical operations.
4. Capacity Building
- Conducted regular meetings with individual departments to establish Key Performance Indicators (KPIs).
- Empowered middle management with defined responsibilities, reducing dependency on top leadership.
5. Cultural Transformation:
- Fostered a culture of discipline through consistent use of MIS and structured meetings.
- Enhanced confidence within the leadership to explore new business verticals.
Key Outcomes Achieved
1 Operational Excellence:
- Five new departments were established with clear accountability and KPIs.
- ERP implementation streamlined processes across CRM, inventory, and operations.
2. Improved Delegation:
- Middle management gained decision-making authority, reducing workload on top leadership.
- Information flow became more structured, enabling data-driven decisions.
3. Business Growth:
- Turnover increased from ₹20 crore to ₹30 crore within two years.
- Successfully expanded into three additional business verticals, including joint ventures with multinational firms.
4..Sustainable Success:
- The organization’s vision, mission, and goals were effectively deployed.
- Data analytics improved, enabling preventive actions and better decision-making.
Future Roadmap
To sustain and build on these achievements:
- Empower middle management with greater delegation authority.
- Develop Standard Operating Procedures (SOPs) and flowcharts for all processes.
- Expand ERP integration to production and quality management.
