VALUE GROWTH
Grow Your Business with Trans4m Business Consulting
At Trans4m Business Consulting, we go beyond transformation—we deliver measurable business value. Our Value Growth focus on unlocking hidden potential, streamlining operations, and accelerating growth through strategic innovation and operational excellence.
We are proud to collaborate with Yagna World, a leading practitioners in Theory of Constraints (TOC) implementation. Together, we offer rapid, high-impact assessments and hands-on execution support that challenge assumptions, identify core constraints, and deliver breakthrough results—without increasing investment or risk.
What You Gain:
- Rapid business health diagnostics
- Quantified improvement roadmaps
- End-to-end implementation support
- Sustainable performance uplift
We follows a gradual introduction of the change knowledge to the organization and helps the organization through the three stages of its change process. It adopts 3A Model:
- Awareness: Introduction to Theory of Constraints (TOC) concept, face to face meetings & workshops
- Assessment: Map the current reality of the organization and identify the few leverage points, measuring and base lining the key parameters of organization performance, quantification of potential benefits and cost of not making the change & quantification of efforts required to ensure stable change
- Adoption: Executing the plan, measuring the benefits as the change progressively gets into the mainstream & course correction as the need be.
CASE STUDIES
Customer Segment: Capital Equipment – Flexible Packaging Industry
Size of the Company: Small
Approximate Turnover
- Before Intervention: US$ 5.88 mill
- After Intervention: US$ 23.53 mill
- Growth: 400%
Description of the Company
KI is a leading manufacturer of printing and converting machinery for the flexible packaging industry. The company is known for its precision engineering and commitment to delivering high-performance equipment tailored to the needs of packaging manufacturers.
Problem Statement
Despite implementing ERP systems and launching multiple improvement initiatives, KI faced stagnant growth. The company struggled with:
- A persistent backlog of customer orders.
- No significant improvement in revenue or profitability.
- A production constraint that limited throughput and delivery performance.
Methodology Used
KI adopted a Theory of Constraints (TOC) approach to address its core issues:
- TOC Production Solution – Drum Buffer Rope (DBR):
- Applied to the assembly plant to manage constraints and improve production flow.
- TOC Marketing Solution:
- Developed an “unrefusable offer” to better align market demand with production capabilities and enhance customer acquisition.
Outcome
The TOC-based interventions led to a transformational impact:
- Significant jump in both topline and bottomline.
- Topline more than quadrupled within two years of the project.
Key Achievements
- Order backlog eliminated, leading to improved customer satisfaction and faster delivery cycles.
- Spares business revitalized, contributing meaningfully to overall revenue.
- Operational efficiency improved, enabling the company to scale without proportional increases in cost.
Customer Segment: Capital Equipment – Painting Equipment (Products and Projects)
Size of the Company: Small
Approximate Turnover
- Before Intervention: US$ 1.41 mill
- After Intervention: US$ 2.94 mill
- Growth: 208%
Description of the Company
BEPL is a manufacturer and project executor in the painting equipment sector, offering both standardized products and customized project solutions. The company serves industrial clients requiring precision coating and painting systems.
Problem Statement
BEPL faced challenges with:
- Delayed project deliveries, affecting customer satisfaction.
- Stagnant topline and bottomline growth, despite a growing market.
- Inefficiencies in managing multiple ongoing projects simultaneously.
Methodology Used
To address these issues, BEPL implemented the Theory of Constraints (TOC) Projects Solution, which focuses on:
- Identifying and managing project bottlenecks.
- Prioritizing tasks based on constraint management.
- Improving visibility and control over project timelines.
Outcome
- Within 18 months, BEPL’s turnover increased from US$ 1.41 mill to US$ 2.94 mill.
- The company achieved greater control over project delivery, reducing delays and improving client satisfaction.
Key Achievements
- 208% growth in turnover.
- Improved project execution discipline, leading to better resource utilization.
- Enhanced reputation for reliability in project delivery.
Customer Segment: Capital Equipment – Pharma and Chemical Industries
Size of the Company: Small
Approximate Turnover
- Before Intervention: US$ 3.53 mill
- After Intervention: US$ 17.65 mill
- Growth: 500%
Description of the Company
NL is a manufacturer of pressure vessels, agitators, and autoclaves catering to the pharmaceutical and chemical industries. The company is known for its engineering capabilities and serves clients with high standards for safety and precision.
Problem Statement
Although NL was experiencing growth, the company had aspirations for more. However, they were held back by chaos in deliveries, which affected their ability to scale and meet increasing customer demand efficiently.
Methodology Used
To address these challenges, NL implemented the Theory of Constraints (TOC)
Production Solution:
- Drum Buffer Rope (DBR) methodology was applied, tailored for assembly-type manufacturing environments.
- This approach helped identify and manage production constraints, streamline workflow, and improve delivery reliability.
Outcome
- Within just 9 months, NL saw a significant jump in both topline and bottomline.
- The company also adopted ERPNext, an open-source ERP system, through a partner, which enhanced operational visibility and control.
Key Achievements
- 500% growth in turnover, from US$ 3.53 mill to US$ 17.65 mill.
- Improved delivery performance, reducing chaos and delays.
- Digital transformation through ERPNext adoption, enabling better planning & execution.
Customer Segment: Financial Data Analytics and IT Services
Size of the Company: Small
Approximate Turnover
- Before Intervention: US$ 5.29 mill
- After Intervention: US$ 9.41 mill
- Growth: 178%
Description of the Company
DPA specializes in collecting, organizing, analyzing, and presenting financial data for clients in the financial services sector. The company delivers high-value insights through data-driven solutions and has been experiencing rapid growth.
Problem Statement
Despite its growth trajectory, DPA lacked visibility into the performance of its various projects. This created challenges in:
- Monitoring project progress.
- Managing delivery timelines.
- Allocating resources efficiently.
Methodology Used
To address these issues, DPA implemented a TOC Projects Solution tailored for the IT industry. This approach combined:
- Theory of Constraints (TOC) principles.
- Agile methodologies.
- Kanban for visual workflow management.
Additionally, DPA adopted Lynx Tameflow, a leading Critical Chain Project Management (CCPM) software, to enhance project planning and execution.
Outcome
- Improved on-time delivery performance, leading to better client satisfaction and internal efficiency.
- Enhanced visibility and control over project timelines and resource allocation.
Key Achievements
- 178% growth in turnover, from US$ 5.29 mill to US$ 9.41 mill.
- Successful implementation of Lynx Tameflow, enabling real-time project tracking and constraint management.
- Streamlined project execution, reducing delays and improving throughput.
Customer Segment: Machined Forged Components
Size of the Company: Medium
Approximate Turnover
- Before Intervention: US$ 25.88 mill
- After Intervention: US$ 32.94 mill
- Growth: 127%
Description of the Company
PML is a supplier of forging and machined components, serving industries that demand high-precision, durable parts. The company plays a critical role in the supply chain for automotive, heavy machinery, and industrial equipment manufacturers.
Problem Statement
PML was experiencing stagnancy in growth and faced challenges with customer delivery performance. Despite having the capacity, the company struggled to meet delivery timelines, which impacted customer satisfaction and limited revenue growth.
Methodology Used
To address these issues, PML implemented the Theory of Constraints (TOC) Production Solution, specifically:
- Drum Buffer Rope (DBR) methodology, tailored for V-type plant operations.
- This approach focused on identifying and managing the primary constraint in the production flow, ensuring smoother operations and better synchronization across departments.
Outcome
- A notable jump in throughput and bottomline was observed post-implementation.
- The company was able to deliver more with the same resources, improving both efficiency and profitability.
Key Achievements
- 127% growth in turnover, from US$ 25.88 mill to US$ 32.94 mill.
- Improved delivery performance, leading to higher customer satisfaction.
- Enhanced operational flow, reducing delays and increasing output without additional capital investment.
Customer Segment: Maintenance, Repair, and Overhaul (MRO) – Marine Diesel Engines
Size of the Company: Small
Approximate Turnover
- Before Intervention: US$ 7.53 mill
- After Intervention: US$ 11.76 mill
- Growth: 156%
Description of the Company
NPPL specializes in the maintenance, repair, and overhaul of diesel engines used in marine applications. The company serves a critical role in ensuring the reliability and performance of marine vessels through expert servicing and timely support.
Problem Statement
Despite a strong technical foundation, NPPL faced stagnancy in growth and challenges in meeting customer delivery expectations. These issues limited the company’s ability to scale and capitalize on market opportunities.
Methodology Used
To address these challenges, NPPL implemented a dual-pronged Theory of Constraints (TOC) approach:
- TOC Projects and Buffer Solution:
- Focused on improving project execution and managing variability in service timelines.
- TOC Marketing and Sales Solution:
- Designed to enhance market engagement and create compelling offers that align with operational capabilities.
Outcome
- NPPL achieved record turnover, surpassing previous performance benchmarks.
- The improvements in delivery and customer satisfaction translated into enhanced team morale and recognition.
Key Achievements
- 156% growth in turnover, from US$ 7.53 mill to US$ 11.76 mill.
- Highest-ever bonus distributed to the team, reflecting improved profitability and performance.
- Improved delivery reliability, strengthening customer trust and repeat business.
Customer Segment: Electrical Products – Transformers and Rectifiers
Size of the Company: Medium
Approximate Turnover
- Before Intervention: US$ 42.35 mill
- After Intervention: US$ 61.18 mill
- Growth: 144%
Description of the Company
Hirect is a manufacturer of transformers and rectifiers, serving industrial and infrastructure sectors with high-performance electrical equipment. The company is known for its technical expertise and product reliability.
Problem Statement
Hirect was expecting a surge in orders but was not operationally prepared to deliver at the required scale. This gap between market opportunity and internal readiness posed a risk to customer satisfaction and revenue realization.
Methodology Used
To address this challenge, Hirect implemented the Theory of Constraints (TOC) Production Solution, which focused on:
- Identifying and managing the primary constraint in the production process.
- Synchronizing operations to ensure smooth flow and timely delivery.
Outcome
- The company achieved record turnover following the intervention.
- Throughput increased by 60%, enabling the company to fulfill more orders without proportional increases in cost.
- Bottomline tripled, reflecting significant gains in operational efficiency and profitability.
Key Achievements
- 144% growth in turnover, from US$ 42.35 mill to US$ 61.18 mill.
- 60% increase in throughput, improving delivery capacity.
- 3x growth in bottomline, driven by better utilization of resources and constraint-focused execution.
Copyright © 2020 Trans4m Business Consulting Pty Ltd. - All Rights Reserved.