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Evaporating Cash Constraint
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TOC Thinking Process Workshop
18-20th September
Bangalore
 

Evaporating The Cash Constraint (in < 100 days) The TOC Way

 

Text Box: For more information and scheduling this one day workshop, please get in touch with Mr. Sudhanshu Saraf, Director, Goldratt India Mobile: +91 98183 84506, Email: sudhanshusaraf @goldrattindia.com Many organizations sometimes get into the most undesirable situation of running out of cash. Almost the entire time and attention of the
top management is consumed in fighting one payment crisis after another.

Text Box: “This is to acknowledge your contribution in turning around our organization, Hari Machines Limited from a loss making unit to profit generating unit in a short duration of 100 days through the application of Theory of Constraints.” R H Dalmia, Director, Hari Machines Limited “Using TOC, our ontime deliveries improved from 5% to 95%; Lead time reduced from 13 weeks to 2 weeks; Sales increased by 25%; we moved from cash loss to cash profit, and our bank borrowings reduced by 40%” – Zoru Bhathena, Director, Nat Steel Equipment Pvt. Ltd. “I am pleased to inform you that in the last 12 months we have had a growth of 57% on the net sales, 43% on throughput while operating expenses are well under control with just 1% rise over the same period a year before.” –P K Kapse, Chief Executive, Eicher Motors Ltd. “Our flexi packaging business had been making losses for a few years. With your association and through Dr. Goldratt’s Theory of Constraints we made a small profit within 3 months of implementing TOC without any reduction in manpower or significant capital investment. I am delighted to find that with a few right measurements and on weekly focus on these could increase our throughput by 30% within 13 weeks!” Gaurav Swarup ManagingDirector Paharpur Cooling Towers Limited.     Cash shortage is not the same as Cash-constraint.  An   organization is said to be in Cash-constraint only and only if it has sufficient orders, sufficient manufacturing capacity, right vendors but the vendors have stopped supplying due to their payments being delayed significantly due to cash shortage.  This situation could threaten the very existence of the organization. In most cases it is possible to reverse this life threatening situation within less than 100 days through the application of Dr. Goldratt’s Theory of Constraints (TOC).

Mr. Ravi Gilani, Managing Consultant - Goldratt India, will be sharing this path-breaking methodology step-by-step, with diverse examples (case studies) of situations and geographies. He presented this paper for the first time at the Theory of Constraints International Certification Organization (TOCICO) conference at Miami in 2006.  Since then there has been a regular ask from hundreds of CEOs for a repeat presentation at every annual TOCICO conference.

Text Box: How about creating a solution that: 1.     Increases your cash significantly within weeks 2.     Has practically Zero-Risk and investment 3. Can be initiated within 24 hours  

Reference material 

JMS-10 - Indo Asian Fusegar Limited

Presenter:
Ravi Gilani, AGI Associate, Time ‘n’ Cash presenting on behalf of Vivek Mahendru of Indo Asian

Located in India, Indo Asian Fusegar Limited has been manufacturing electrical and lighting products since 1958. By September 2001, the company had hit bottom. Their on-time-in-full delivery performance was less than 10%. Payroll was a month behind. Payables were more than 90 days past due and suppliers were questioning whether or not to continue supplying to the company. There was a severe cash shortage. Sales were declining due to poor performance. And for the year 2000-2001, the company lost money – for the first time in 42 years.

In September 2001 Indo Asian was introduced to TOC. Prior to this they perceived their problem to be in the market – not enough customers. After their initial exposure to TOC they realized that timely order fulfillment was the key to their success. They agreed to a pilot TOC implementation in their plants. The focus changed from “production” – number of items produced – to “dispatch” – numbers of orders executed in full. The plants were no longer allowed to dispatch incomplete orders. Marketing was now only allowed to pass on actual orders to the plant – not orders based on forecast.

The company also implemented an unrefuseable offer with a key customer that resulted in a favorable payment arrangement. Indo Asian was being paid in full on delivery of orders (within six days of the order) rather than after the usual 60+ days. In return, Indo Asian reduced their prices to this customer, and this customer only, by 50%. This resulted in significantly improved cash flows.

Today, Indo Asian has increased its on-time-in-full deliveries from less than 10% to 84%. Most orders are delivered within ten days. The company is no longer losing sales due to shortages in raw materials, and in fact has increased sales by 18%. Employees have renewed hope, everyone is happy with the direction of the company, and profits again are being realized.

 

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