Multi Speciality Extrusions Pvt. Ltd. (MSPL) is a leading manufacturer of aluminium extrusion products serving infrastructure, industrial, and OEM customers. With demand rising and operations becoming more complex, MSPL partnered with PX Consulting in FY 2022–23 to launch an Operational Excellence transformation aimed at improving plant performance, stabilizing processes, and strengthening on-time delivery.
As volumes increased, MSPL began facing operational constraints that impacted consistency and responsiveness. Production output varied significantly across shifts, leading to uneven throughput and planning uncertainty. High process variability resulted in elevated rework and avoidable losses across extrusion and finishing lines. Shop-floor performance visibility was limited, making it difficult for supervisors and leadership to track key metrics, diagnose issues quickly, and sustain corrective actions. Capacity utilization remained sub-optimal, directly affecting delivery commitments and customer satisfaction.
To address these challenges, PX Consulting and MSPL deployed a structured, phased Operational Excellence program across nine months.
The engagement began with a fact-based diagnosis to establish a baseline and identify improvement levers. This included Value Stream Mapping (VSM), OEE and throughput analysis, and bottleneck identification across extrusion and finishing operations. The diagnostic phase clarified where losses were occurring, which constraints were limiting output, and what operational routines were missing.
The focus shifted to building consistency and control. Standard Operating Procedures (SOPs) were standardized to reduce variation across shifts. Visual management was implemented to make performance, abnormalities, and priorities visible at the shop-floor level. A Daily Management System (DMS) was introduced to create a consistent cadence of review, escalation, and closure—enabling faster decision-making and stronger execution discipline.
With stability improving, lean tools were deployed to unlock additional capacity and reduce changeover and waste. This included 5S, Kaizen routines, and SMED to improve workplace organization, problem-solving rhythm, and changeover efficiency. In parallel, supervisor and middle-management capability building was conducted to ensure internal teams could sustain improvements and drive continuous improvement independently.
In addition to the phased rollout, the overall solution included an end-to-end Operational Excellence framework, shift-wise performance dashboards for transparent tracking, preventive maintenance alignment with production planning to reduce downtime risk, and a lean governance structure to sustain accountability and momentum.
The transformation delivered measurable improvements within FY 2022–23. MSPL achieved a 15–18% improvement in overall productivity, supported by better throughput control and reduced variability. Rework and process losses reduced by ~20%, improving quality stability and cost performance. Delivery reliability improved, strengthening customer satisfaction and confidence. Most importantly, MSPL built strong internal ownership—embedding daily management, visual controls, and continuous improvement practices into routine operations, creating a foundation for sustained Operational Excellence beyond the program period.