2. ▪ Professional 'Cooperative' of Consulting entrepreneurs
▪ Passion and expertise in executing CHANGE
▪ Skin-in-the-game approach – Significant portion of Fee linked to
measurable operational performance and financial performance results
▪ Sense of urgency with focus
▪ Logical thinking leads to effective and efficient actions.
ABOUT YAGNA
www.yagnaworld.com
3. To help SMEs take their rightful place on the global stage and help move
the Indian Economy from Third World to First World in this lifetime.
By 2025, impact 1000 SMEs with 10X – 20X growth in bottom-line of each
YAGNA’S VISION & MISSION
4. ▪ Success is possible in 90 days
▪ YAGNA Resultants create the foundations for sustainable initiatives
▪ Can be maintained over the life of the business.
▪ Possible with whatever available resources within the organization.
CHAOS TO SUCCESS IN 90 DAYS
5. The YAGNA way is to break the myths that –
▪ Sustainable and Measurable growth cannot be achieved within a short
duration of time
▪ Growth is not possible without pumping additional capital into the
business.
THE YAGNA WAY
6. YAGNA – Client Engagement Model
Awareness Assessment Adoption
7. Identify poorly
addressed
significant need
of the market
Build capability
to deliver to the
significant need
better than the
competition
Capitalize on
the unique
capability to
generate higher
throughput.
Strategy and Tactics -
implementation plan
IT Solutions
Measurements–
toalignteam
Education-toexplain
theWhat,Howand
Why
Sustain the
increased flow by
managing capacity
enhancement
smoothly.
1 2
4 3
Solving the ‘Growth’ Puzzle for a client
Each organisation is a puzzle with
a few identifiable pieces which can
be determined to start finding the
solution
8. YAGNA founding team
Aniruddha Joshi - COO
He pays attention to
details
Deepak Nagar– CKO
He Googles …
Ayush Agarwal - CTO
He weaves magic with
software …
Sachin Shete - CSO
He sells …
LinkedIn Profile LinkedIn Profile LinkedIn Profile LinkedIn Profile
15. Over 7 Million Copies Sold - The Goal by Dr.
Goldratt!
• Discover why your efficiency improvements are
causing those late deliveries
• Learn how to dramatically improve production
capacity without increasing operating expenses.
• Discover a powerful 5 step process for continuous
improvement
THE GOAL - Process of Ongoing Improvement
16. Leveraging the TOC Body of Knowledge
1975 1985 1990 1995 2000 2005 2010
Production, Throughput Accounting
– OPT, The Goal, The Race, The Haystack Syndrome
The Thinking Processes
– Jonah Program
TOCEvolutionoverlast35years
Distribution, Marketing, Sales, Management Skills
– It’s Not Luck
Project Management
– Critical Chain
The TOC Holistic Approach
– 8 Video Sessions
TOC & Technology
– Necessary but not Sufficient
TOC & Business Strategy
- Viable Vision / S&T Trees
TOC in Retail
- Isn’t it Obvious
19. ▪ Establish cause and effect using data and thinking tools
▪ Generate consensus on “WHAT TO CHANGE?”
▪ Establish a Direction of Solution – “WHAT TO CHANGE TO?”
Purpose
20. ▪ Understanding of the current reality of the organisation:
▪ Surface the different chronic undesirable effects and the underlying
dilemma
▪ Surface the vicious cycles that various stakeholders are experiencing
▪ Connecting symptoms to causes and convergence to the core-cause –
the leverage point
▪ Estimation of the untapped value available
▪ Broad direction of solution: Few decisions and steps that could un-
lock the potential
Assessment Outcome
Is there a smart way to get better
results with minimum efforts?
21. •Understand the organisation
•Facts about the organisation
•Facts about the market
•Facts of Projects
•Articulate the Problem Symptoms or Undesirable Effects (UDE)
Information Collection - Client team leads this phase
•Apply Thinking Process Steps
•Surface the dilemma underlying each UDE
•Surface the Vicious Cycles
•Define the Core Cause
•Verify the Current Reality by checking connections with the Core-Cause – Current Reality Tree
•Estimate the potential available to unlock
Analysing and Diagnosing - Client and Yagna teams collaborate
High-level Assessment Process
22. 1. Cost
world v/s
Throughput
World
2. Model
of material
flow
3. Planning
and
Execution
Method
4.
Customer
Experience
Measures
5. Financial
Measures
Cause and Effect
23. ▪ Quarterly trend for the last 3-5 years
▪ Profit
▪ ROI
▪ Cash-Flow
▪ Inventory Turns
▪ Receivable Days
▪ Simplified measures – Quarterly trend for last 3-5 years
▪ Throughput*
▪ Throughput / Operating Expense
▪ Throughput / Investment
Financial Measures
*Throughput = Net Sales – Truly Variable Cost
Truly Variable Cost = Raw Materials + Job Work Charges
24. ▪ Trend for the last 52 weeks
▪ Lead-Time
▪ Reliability – Due Date Performance – On-Time-In-Full (OTIF)
▪ First Time Right
▪ Quality Defects / Customer Complaints
▪ Scope deviations
Customer Experience Measures
25. ▪ Order Execution Method
▪ Use of Forecast
▪ Changes in schedules
▪ Outsourced Services
▪ Lead Generation and Closure
▪ Trend of Order Backlog
▪ Winning ratio
▪ Cycle time of Lead to Order
Planning and Execution Method
26. ▪ Department specific challenges
▪ Challenges at the interface of Departments
▪ Challenges at the interface with external parties.
Problem Symptoms in Planning and Execution
27. Dilemma – Tool to surface cause and effect (Sample)
A: Do well now
as well as in
future
C: Build for
Future
B: Protect the
current status
D’: Focus on new
initiatives
D: Focus on day to
day fire-fighting
In order to have A, we
must have B
In order to have
B, we must
have D
In order to have
C, we must
have D’In order to have A, we
must have C
Objective
Need
Need
Want
Want
29. Meet Mr. X
A 3rd Generation Entrepreneur
45-year-old SME
Capital Equipment OEM
Serving clients in India and Globally
Mr. X is the owner of an SME*
30. World class Products
Rotogravure Printing
Machines
With Solvent and Solvent-
Less Lamination
Machines
Slitting
Machines
Mostly custom built
Machines
Standard Machines
with minor
customisations
Standard Machines
32. CAUSE
Current belief &
practices – early
start will lead
to early
completion
EFFECT
Lack of visibility
of the relevant
information
YAGNA’s Findings
33. Identify
Assembly Bays
Decide How To
Exploit
Zero Wait On Assembly Bays
Subordinate
Eliminate bad multitasking
Single priority Across The Company
Full-Kit Before Start of Work
Limited Work In Process
TOC @ work
35. In 90 Days
Assembly
Cycle
Time
In 1 Year
Flow
Through
System
Working
Capital
Delays In
Delivery
START
By 40%
By 60% By 60% By 20% 4 Months
By 40% By 30%
From 6
To 3 months
SUCCESS
CHAOS TO SUCCESS
36. Internal External
Standardization Vendors
Performance Measurement
Incentive Link To
Customers
Rationalized Machine Variety
Fast Delivery For Standard
Machine
Well Defined Sops For All Function
On-time In Full
Throughput
Education And Alignment For Timely
Material Delivery
Performance Scorecard
Faster Payments
Faster Resolution To Customer Request
Customer Communication Formats
Collateral Advantage
37. Spares Function
Marketing:
Unrefusable /Mafia offers
Stores
Hired and trained the Lead
Designed and implemented
the
Planning system along
With SOP
Constitutes 5% of the
company's revenue within an
year
Designed mafia offers to create
monopoly
Rolled out the mafia offer
based on delivery commitment
Helped to organize the store
New inventory module
Buffer system
Picture Abhi Baki Hai...
38. “Yagna guys aren’t like those fancy consultants who make
fancy presentations but they actually get onto the shop floor to
get their strategy executed. They deliver more than what they
commit!
They are my business partners.”
- Mr. X, Chairman and MD
Happy Mr. X Speaks
40. YAGNA DELIVERS RESULTS
FORBES
Precision Tools Manufacturer
Before
• Availability of Make-
to-Stock SKUs 60-
70%
• High Inventory
• Struggle to delivery
product variety
• Delivery
Performance 50%
After
• Availability of Make-
to-Stock SKUs >85%
• Inventory reduced by
30%
• Deliver 25% more
variety in a given
period
• Delivery
Performance
increased over 80%
41. YAGNA DELIVERS RESULTS
MIRANDA TOOLS
Precision Tools Manufacturer
Before
• Availability of
Make-to-Stock
SKUs 70%
• High Inventory
• High Production
Lead Time
After
• Availability of
Make-to-Stock
SKUs >90%
• Overall Inventory
reduced by 43%
• Production Lead
Time Crashed by
30%
42. YAGNA DELIVERS RESULTS
KOHLI INDUSTRIES
Printing Machines Manufacturer
Before
• No Capacity to take
more Orders
• 5-6Cr investment for
expansion
• Assembly Lead Time
150 Days
• Sales Stagnant
• Zero Spares Sale
After
• More than 100%
Capacity released
• No investment
• Assembly Lead Time
50 Days
• Sales 2X
• Spares Sales
contribution 5%
43. YAGNA DELIVERS RESULTS
BULLOWS PAINT EQUIPMENTS
Paint Booths
Before
• Sales stagnant
• Throughput stagnant
• High Project Lead
Time
• Many Projects open
at a time – High
Working Capital
After
• Sales 1.6X
• Throughput 1.7X
• Significantly Shorter
Lead Time
• Priority system
driving the project
sequence
44. YAGNA DELIVERS RESULTS
RAMDEVS MOTORS
Motors and Pumps Manufacturer
Before
• No Capacity to take
orders
• Inventory Turns < 7
• Firefighting on the
shop-floor
• Skewed production
and billing (>50% in
last 10 days)
After
• 100% more Capacity
exposed
• Inventory Turns 8
• No firefighting
• Uniform weekly
production and
billing
45. YAGNA DELIVERS RESULTS
LOSMA
Air & Liquid Filtration system for machine tools
Before
• Assembly Lead
Time 1 week
• Due Date
Performance
50%
• Sales Stagnant
After
• Assembly Lead
Time 1 Day
• Due Date
Performance
95%
• Sales 2X
46. YAGNA DELIVERS RESULTS
GODREJ LOCKS
Leading Locks Manufacturer
Before
• Channel Partner
Inventory Turns 4-
6
• Availability of
Make-to-Stock
SKUs 60-70%
• Lead time for
Made-to-Order
SKUs 45-60 Days
After
• Channel Partner
Inventory Turns
12-18
• Availability of
Make-to-Stock
SKUs >95%
• Lead Time reduced
by 50%
