Lubeoil Filtrations Systems Pvt. Ltd. is a Tier 1 automotive components manufacturer specializing in air and oil filtration systems, supplying leading OEMs including Maruti, Toyota, and Honda. Operating in a highly demanding ecosystem defined by stringent quality expectations, cost pressure, and just-in-time delivery requirements, Lubeoil—under the leadership of Directors Mr. Narinder Saini and Mr. Anil Sharma—undertook a focused transformation in FY 2018–19 through FY 2020–21 to strengthen leadership, tighten operational discipline, and build a scalable organization capable of sustaining accelerated growth without compromising OEM compliance.
As a Tier 1 supplier, Lubeoil needed to consistently meet tight performance, safety, and reliability standards while operating under continuous cost-down and productivity pressure from OEMs. Increasing business complexity also exposed leadership and scale constraints—processes and operating routines had to become more robust, decision-making needed to be faster and more structured, and the organization required stronger leadership depth to reduce dependence on a few individuals.
In addition, customer concentration risk and the need for expansion into additional platforms or customers required the company to evolve from a successful mid-sized operation into a more resilient, scalable enterprise.
Lubeoil executed an integrated set of interventions across five pillars—leadership development, process refinement, quality improvement, second-line leadership building, and market expansion.
The transformation began with strategic leadership mentoring for the Directors, aligning on a clear medium-term vision and translating it into actionable priorities across operations, quality, and business development, thereby tightening the link between strategy, departmental plans, and daily decisions.
In parallel, the company undertook an end-to-end review of core workflows from order receipt to dispatch, identifying bottlenecks and non-value-added activities and then standardizing and simplifying processes to improve throughput, predictability, and planning discipline for just-in-time requirements; tighter controls reduced waste and rework, directly strengthening productivity and margins.
Quality—central to protecting Tier 1 status—was treated as a strategic differentiator through stronger inspection checkpoints, enhanced traceability, structured root-cause problem solving, and corrective/preventive action routines, reinforcing OEM confidence and supporting opportunities for additional business.
To enable scale, Lubeoil also built a second line of leadership by identifying high-potential managers, clarifying roles and responsibilities, delegating decision rights to functional owners, and strengthening capability to lead teams and handle escalations—freeing top leadership to focus on strategy and key customers instead of day-to-day firefighting.
Finally, the company pursued structured market expansion by targeting new customers, platforms, and aligned opportunities within filtration, improving portfolio resilience and reducing over-reliance on a small set of accounts.
Within 18 months, Lubeoil increased turnover from ₹42 crore to ₹67 crore—close to 60% revenue growth—while strengthening its position as a trusted Tier 1 supplier in a high-expectation OEM environment. The combination of sharper leadership alignment, stronger process discipline, and a quality-first operating system improved delivery reliability and scalability, enabling higher volumes without proportional cost increases.
Just as importantly, the creation of a credible second line of command reduced key-person risk and improved organizational resilience, while customer and platform diversification strengthened the company’s growth engine for the next phase.