CASE STUDY - Home Appliance Manufacturer

Strategy Management & Operational Excellence



Our client is one of leading manufacturer of high-quality home appliances dedicated to making everyday life more convenient and comfortable. They have consistently delivered innovative and reliable products to millions of households worldwide. Our client commitment to excellence and customer satisfaction has helped us establish a strong and enduring presence in the international market.



• The lack of standardized work processes is significantly impeding the production output. Without well-defined and consistent procedures, they were experiencing operational inefficiencies that affected meeting production targets.

• Unnecessary transportation of materials between workstations or locations lead to additional expenses and longer lead times. Inefficient layouts, handling, and a lack of standardization further exacerbate the problem by causing slowdowns and errors in material flow.


What We Did:
Standardized Work

The implementation process of standardized work involves several key steps to ensure the efficient and consistent execution of tasks within an organization. Initially, we begin with the identification of the specific task or process that requires standardization. Once the task is identified, the next step is to document the existing work procedures thoroughly. This documentation includes a step-by-step breakdown of the task, including work sequences, cycle times, quality requirements, and any safety considerations and framing the standardized work

After providing a standardized framework for work, it helps to minimize errors, reduce waste, and optimize resource utilization. Additionally, standardized work simplifies training for new employees and ensures that all team members follow the same processes, which is essential for maintaining consistency in output.


NVA reduction through VA/NVA analysis

The implementation process of reducing Non-Value-Adding (NVA) activities through Value-Adding (VA)/NVA analysis is a structured and iterative approach designed to enhance operational efficiency and create more customer-centric processes. We Start with process identification and documentation of the entire process under scrutiny.

After documenting the process, the next step is to categorize each activity as either value-adding (VA) or non-value-adding (NVA). Following the categorization, prioritize NVA activities for reduction or elimination. conducted assess the impact of the NVA reduction, and feedback from employees and customers is incorporated to fine-tune the process further.

Finally, it aims to streamline operations, reduce waste, and enhance the value delivered to customers. The implementation process of reducing NVA through VA/NVA analysis is the continuous improvement.


Layout re-design

Layout redesign is a crucial aspect of process improvement and optimization. During layout redesign, we carefully evaluate the current layout and identify opportunities for improvement. It includes reducing excessive material movement, streamlining workflow, and improving the overall ergonomics of the workspace.

Our ultimate goal is to create an environment that supports smooth operations and minimizes wasted time and resources. after layout redesign it gives a tangible benefit like improve productivity, reduce operational costs, and create a more functional and employee-friendly workspace.


Sustained Change – Our Journey

In our pursuit of sustained change for standardized work, NVA (Non-Value-Added) reduction, and layout redesign, we embarked on a journey of comprehensive transformation, reshaping the way we operate and organize the workspace.

For standardized work, we developed a comprehensive plan that included the creation of standardized processes and the formulation of clear guidelines for our workforce. Training programs were implemented to ensure that all members want to understood these new practices but also embraced them as part of their daily routines. This process also entailed cultivating a culture of continuous improvement, where standardized work became a cornerstone of our operations.
Concurrently, we focused on NVA reduction, driven by systematic analysis and action. By scrutinizing our processes, we identified activities that did not contribute value and took decisive measures to either eliminate or streamline them. the aim here was to not only save time and resources but to significantly enhance overall efficiency, ultimately resulting in improved customer satisfaction.
In the context of layout redesign, we turned our attention to the physical workspace. This phase involved a deep understanding of our future needs, allowing us to reconfigure the layout to be adaptable and conducive to expansion. The goal was to create a workspace that was not only functional but also supportive of employee well-being, with the capacity to evolve alongside our ever-changing operations.

Throughout this transformative journey, communication and employee involvement played pivotal roles. We actively engaged our workforce, soliciting their insights and feedback to ensure that they felt an integral part of the changes taking place. Continuous monitoring and measurement were essential components, allowing us to track progress and make necessary adjustments to sustain the improvements over time.
Through this well-structured and holistic approach, we succeeded in transforming the workplace into a space where standardized work, NVA reduction, and layout redesign were not temporary fixes but ingrained practices. The result was sustained efficiency, cost savings, and a workspace that simultaneously boosted productivity and provided a more employee-friendly environment. Our journey exemplified how strategic, methodical, and collaborative efforts can lead to lasting and impactful change.


Key results

• Line Output increased by 265%
• Reduction in Material handling by 48%
• Shop Floor Utilization improved by 30%