This engineering company has 'innovation and reliable people' as cornerstones of branding. Engineers at this company took pride in solving every customer problem on the fly by developing solutions on order basis. This used to put tremendous strain on inventories and delivery time. The company had to resort to excessive borrowings. Its large asset base of plant and machinery and a large pool of engineers were not enough to deliver adequate number of machines for covering its costs. The company ended up in annoying its customers, frustrating its employees, and couldn't pay it's suppliers in time.

Despite a large R& D team, the company could not bring technologically superior products to market in time. The company was getting sandwiched and trapped between high technology multinationals and low cost local manufacturers. It's product launch process languished.

A comprehensive programme in aligning its business processes to brand objectives (customer satisfaction and innovation) was taken up. Its delivery cycle times improved. A new product concept to launch process is now established to channelize innovation into uique and superior products.

The machine deliveries have gone up by 50% by volume. The delivery cycle times have down from 150 to 200 days to 80 to 120 days. Higher asset productivity has led to redundant assets for redeployment elsewhere.

The company delivers these extra machines from one plant building instead of two.

Business process breakthroughs have given a new confidence to this company to embark on its jouney of becoming a leading global player.