Charting Operational Excellence through Industry-best Practices

The key areas of focus area in Quality Assurance have been to deliver quality, benchmark against industry-best practices and flawlessly
execute innovations.


A focus on industry-leading manufacturing practices and an emphasis on superior quality led to the strengthening of our value proposition for our brands. This, manifested in the superior performance of our business during the year.


Manufacturing

The key areas of focus for manufacturing were in the areas of production compliance, capacity utilisation and operational efficiency. Under utilised, inefficient bottle units were closed, and entire volumes were met through 3 units. Absolute conversion costs reduced by 6% despite a 15% increase in wages.

Exo volumes increased by 20%. This was driven by a 3% drop in conversion costs at our own units due to a 15% higher capacity utilisation. Similarly for Maxo, process and operational improvements led to significant savings and an increase in production. These achievements were also replicated in Detergent powders, resulting in 50% reduction in conversion cost.

We carried out a Lean Engineering exercise at our Roorkee facility covering the Ujala and Exo lines. This has already resulted in 25% reduction in manpower on Ujala line and has the potential to increase to 35% after these projects are implemented. A similar exercise is under progress for the Exo round line and the learnings will be rolled out to other units.

Quality Assurance

The key areas of focus area in Quality Assurance have been to deliver quality, benchmark against industry-best practices and flawlessly execute innovations. On this front, we have standardised specifications, analysed gaps in capability at factories and upgrading hardware, and performed a Statistical Quality Control & Process Audit of our own and contract manufacturing facilities. We are also working on developing a QA software to be deployed across plants which will enable data analysis on online quality checks, supplier performance monitoring and tracking quality metrics.

The innovation process has been strengthened by adopting a Stage-gate process. Factory QA teams work closely with R&D on scale-up and risk assessments at the Unit level are done to ensure all possible risks to rollout are identified and addressed before the commercial production starts.