Cash Release of INR 3,600 crores (~56% reduction in working capital) through TOC implementation
Goldratt Bharat is the pioneer in TOC consulting in India. Ravi Gilani, Founder and Managing Consultant, Goldratt India is the only Indian to receive the Lifetime Achievement Award from TOCICO.
Goldratt Bharat is a management consulting firm that collaborates with clients to increase their cash, profit and sales, by an order of magnitude that is conventionally considered unachievable. Together, we are able to achieve sustainable bottom line results in a short period of time through the application of Dr. Eli Goldratt’s Theory of Constraints (TOC).
Business Transformation at JSPL
Our client Jindal Steel and Power Limited (JSPL) has been able to shrink its working capital by about 56% ~ INR 3,600 crores (or a little over half a billion dollars) within two years of TOC implementation. Watch this short video to hear Mr. Naveen Jindal, Chairman, JSPL talk about how TOC helped in the turnaround of the company.
TOC Thinking Processes
Mr. Raghunath Mandava from Airtel shares his experience of TOC Thinking Processes for problem solving and change management. The team used TOC Thinking Processes to redesign processes and improve performance manifold in several projects.
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Critical Chain Project Management
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TOC for Operations
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Process Of Ongoing Improvement (POOGI)
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Introduction to Theory of Constraints
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Culture and Measurements
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Keeping It Simple
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Eliminating Shortages in Manufacturing without Increasing Inventory
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When Money You Hold Matters Over Selling More
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First, Get Your House In Order!
I have often observed during my interactions with business leaders that they correctly understand the Theory…Read More
Keeping it Simple
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A Long Way to Go: Make in India is the right pitch but emphasis on timely delivery is missing
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We had introduced Theory of Constraints (TOC) in our Flexi Packaging business in 2006 where we had losses for quite a few years. We had not only turned around within a few months, but have also been increasing our profits year after year for the last 13 years.
We follow the weekly review process rigorously. We focus on throughput and the biggest gain is that it helps us develop business leaders and not just sales managers or operation managers. This process really brings in a business leadership attitude and that’s a big gain for us.
Through the implementation of TOC concepts and your unrelenting guidance, at Tata Advanced Systems Limited (TASL) detail parts facilities viz Tata Sikorsky Aerospace Limited (TSAL) and Tata Centre of Excellence (TCoE), both plants have displayed a sea change in metrics as compared to the previous years. With the motto of “Better than Before” we shall be able to take on the next set of challenges for further improvements.
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