Defining the Strategy for a Container Glass Manufacturer and Aligning its Value Addition Operations with its Core Business
The client, a container glass manufacturer, is strategically looking at growing in the premium markets of Europe and USA. This requires value addition to be done on the container glass, which the client was getting outsourced from a captive vendor. The top management requested UC to assist them in aligning the value addition operations with the core business.
To define the strategy for the client, UC adopted the following approach:
- Conducted an in-depth primary research with the global customers and key internal team members to understand the customer expectations across segments on various parameters –
1) Value addition needs
2) Qualification of infrastructure and facility
4) Delivery etc.
- Analysed the adequacy of the process technology and machine infrastructure to deliver the desired output
- Highlighted the key hindrances/ issues with the vendor to the top management and recommended various improvement initiatives -
1) Quality and equipment maintenance programs
2) Housekeeping and product control practices
3) Fixing clear responsibility and accountability within the team.
UC recommended that the client separate the plant and infrastructure to cater to the varying needs of the premium and mass segment. Manufacturing excellence related initiatives were also deployed with greater operational control to further improve the performance of the critical value addition activity.