Organisation Consulting

Cases

Organisation Review for a Company Manufacturing Variants of Coir-Pith for Enhancing Agricultural Output

The client, a manufacturer of soil improvement products, wanted to expand and establish the largest coir-pith manufacturing facility in the country.

Aligning the Organisation to its Vision Statement for a Leading Roller Bearing Company

The client was a leading needle roller bearing manufacturing company that was looking at aligning its operations to achieve its vision of becoming a billion dollar company by 2020. The top management engaged UC to address the following

Organisation Review for an Automobile Castings Company

The client, an auto castings company, did not have clearly defined visions and values. It had poor profitability of and an under-utilisation of capacity due to high downtime at the Shell core shop (bottleneck). There were high rates of rejection for its products as compared to the industry standard. They had high inventory levels due to non-moving inventory and an absence of stocking norms

Aligning the Organisation with its Strategy for a Clutch Manufacturer

The client was engaged in the manufacturing and assembly of automotive clutches for the heavy and commercial vehicle segment. They had been growing at greater than 40% in the last couple of years and top management believed that the growth rate would continue to remain for next 4-5 years. The company has its manufacturing facility at Baroda and was planning to put up two more plants around Mumbai

Creating a Customer Focused Organisation Structure for an Auto and Industrial Rubber Component Manufacturer

Our client was engaged in the manufacturing of automotive and industrial rubber components largely for OEMs and after-market clients. The company had been growing at greater than 30% per annum over five years and the top management believed that the growth rate would continue for the next few years

Creating a Performance Evaluation System and Operationalising the Organisation Structure for an Auto and Industrial Rubber Component Manufacturer

The client was engaged in the manufacturing of automotive and industrial rubber components largely for OEMs and after-market clients. They had been growing at greater than 30% per annum in the last five years and top management believed that the growth rate would continue for the next few years

Transforming Sales Human Resources

The client is an Indian pharmaceutical multinational. The senior management at the client company believed that 70 percent of sales human resources (HR) time was spent on operational activities which resulted in a lack of focus on adding any significant value to the function

Organisation Review for a Manufacturer of Formulations

The client was recently acquired and there were frequent changes in management resulting in employees being apprehensive about the future. The company was a hierarchical organisation characterised by too many managers to evaluate field operations. There were functional ?silos? resulting in an absence of integrity between product management and medical representatives

Aligning Organisation to the Strategy for a Diversified Heavy Engineering Company

The client was a heavy engineering company. Based on the strategy defined by UC in 2006 coupled with robust growth in the heavy engineering space in India, client witnessed a phenomenal growth in turnover in all its industry vertical. However the number of organisational issues as mentioned below impacted the sustainable growth rate

Assisting a Glass Bottles Manufacturer in Redesigning the Organisation and Defining a Management Information System

The client, a glass bottle manufacturer focused on the perfumery segment with its two plants in India. The capacity of the plant had been doubled and the company was expecting quantum growth over a three-year period