Utsah Engineering Pvt. Ltd. is a Ghaziabad-based metal forging company manufacturing flanges and valves for diversified B2B customers across domestic and export markets. Over ~20 years, it scaled from ~INR 4 crore to ~INR 150 crore, supported by early investments in SOPs, quality controls, and traceability systems. By 2022, the leadership set a clear aspiration to evolve from an owner-driven business into a professionally managed, system-led enterprise capable of serving global customers with predictable quality and delivery.
By FY 2020–21, the next growth phase began to expose structural constraints: increasing product variants and higher-spec requirements were straining legacy workflows, creating bottlenecks, rework loops, and handover gaps. Multiple units and product lines operated with loosely connected identities, weakening market recall and credibility with OEMs and international buyers. At the same time, critical decisions remained concentrated with the founder and a small leadership core, limiting bandwidth for strategic initiatives and raising key-person risk as the business aimed to scale further.
In 2022–23, Utsah partnered with a transformation team to run a structured change program across four integrated workstreams, combining diagnostic, design, and on-ground implementation. The effort began with end-to-end diagnostic workshops and value-stream mapping (order receipt to dispatch) to identify bottlenecks, approval delays, rework pockets, and handover failures. Based on findings, workflows were simplified and standardized by formalizing planning and scheduling routines, unifying purchase requisition and approval formats, and streamlining quality clearances and documentation.
Role charters were created for key functions (production, planning, procurement, quality, dispatch) with clear decision rights, escalation paths, and a practical RACI to reduce ambiguity and founder dependence. To enable data-driven control, basic ERP/MIS modules were configured for order tracking, production reporting, and rejection logging, supported by simple dashboards for daily and weekly management views.
Operational discipline was institutionalized through a governance rhythm of daily/weekly/monthly reviews, a KPI framework with defined owners (OTD, rejection/rework, utilization, complaints, response time), and a structured issue-resolution mechanism using logs, root-cause analysis, and CAPA closure tracking.
In parallel, Utsah consolidated its market identity into a single unified brand, refreshed customer-facing collateral and digital presence, and equipped the sales team with standard decks and proposal templates. Finally, the program strengthened leadership depth by identifying next-gen leaders, defining success profiles for critical roles, delivering targeted capability-building, and coaching managers to lead reviews and drive accountability, reinforced through cross-functional forums and continuous-improvement norms.
The engagement reduced founder dependency by clarifying roles, decision-making, and escalation paths, allowing leadership to manage by exception rather than daily firefighting. Data-backed dashboards and structured reviews improved visibility, discipline, and speed of issue closure, strengthening reliability in delivery and quality. A unified, professional brand better reflected operational capabilities, improving credibility with larger OEMs and export partners. Overall, Utsah emerged more scalable and resilient—with institutionalized systems, stronger governance, and a deeper leadership bench to support growth beyond INR 150 crore.