Strategy / Construction [ India ]

2 Workshops

Expert Advisory – Growth & Manufacturing Transformation in Tiles and Bathware Industry

CLIENT:
Global Consulting Firm
CONSULTANT:
He is a seasoned professional with 36+ years of experience in operations, manufacturing, and business transformation across Indian companies and global MNCs. With deep-rooted expertise in end-to-end plant management, he has successfully led large-scale manufacturing units, optimized shop-floor operations, and driven productivity through Lean, TPM, TQM, and Six Sigma methodologies. Most recently, he served as Unit Head – Operations at Roca Bathroom Products Pvt. Ltd., where he led end-to-end business unit operations, P&L management, statutory compliance, and CAPEX/OPEX project execution. At H&R Johnson India Ltd. ,he served as Unit Head – Operations, where he played a pivotal role in modernizing plant infrastructure and improving performance metrics. Notable achievements include the implementation of a Double-Decker Drier in the kiln—an innovation that significantly boosted productivity. He ensured regular customer engagement to align product development with market needs, leading to better NPD outcomes. He has implemented several key initiatives such as robotization, lead-free paint systems, and double-decker drier installations which resulted in increased efficiency in production. His early experience spans quality control, site management, and plant operations in firms like Saint-Gobain Glass India Ltd, Rane Brake Linings, Omax Autos, and General Optics.
ASSIGNMENT:
A leading tiles and bathware manufacturer in India was undergoing a transformation initiative aimed at driving significant growth and operational efficiency. The company was facing challenges across both front-end sales/marketing and back-end manufacturing/procurement. As part of the project, they sought to engage two senior industry experts – one focused on manufacturing and procurement and the other on sales and marketing strategy – to assess current gaps and identify actionable opportunities.

The initiative involved site visits and in-depth sessions with the leadership team to support diagnostic efforts and strategy development. The ultimate goal was to scale revenue by 2.5× and improve EBITDA by 1.5–2× over a 3–4 year period.
OUTCOME:
Enabled a comprehensive business transformation by uncovering manufacturing inefficiencies and front-end growth opportunities in the tiles and bathware industry, resulting from targeted diagnostics and expert-led coaching.