A full-floor OEE transformation at New India Cuprotec — from reactive operations to data-driven excellence, across every level of the organisation.
Results At A Glance
| 60% ↑ Output | Daily production rose from 15–16 tons to 25–27 tons — a 60% increase in throughput |
| ₹2.8 Billion | Estimated annual cost savings from increased production and reduced downtime |
| OEE: 50% → 59% | Overall Equipment Effectiveness improved by 9 percentage points |
| Availability +9% | Equipment availability rose from 50% to 59% — less unplanned downtime |
| Performance +7% | Production performance rate improved from 73% to 80% through RPM optimisation |
| Quality +7% | Quality rate climbed from 73% to 80% — fewer defects, better consistency |
| ‑11 min Changeover | Changeover time cut by up to 11 minutes per cycle across production machines |
The Client
A Copper Manufacturer Running at Half Its Potential
Industry: Copper Products Manufacturing
Department: Extrusion
Service: OEE Transformation & Operational Excellence
New India Cuprotec is a copper products manufacturer with a multi-machine extrusion department at the core of its operations. With significant capacity, skilled workers, and established customer relationships, the company had everything it needed to be a market leader. Everything, that is, except a system.
When Greendot Management Consulting engaged with New India Cuprotec, the extrusion department was producing 15–16 tons per day — a number that looked acceptable on paper until Greendot’s assessment revealed the true picture: OEE was sitting at just 50%. Half the plant’s potential was being lost to avoidable downtime, inconsistent performance, and untracked quality issues.
The leadership team knew something was wrong. They didn’t yet know how to fix it. That’s exactly the problem Greendot was built to solve.
The Challenge
When You Can’t See the Problem, You Can’t Fix It
New India Cuprotec wasn’t struggling because of bad people or bad equipment. It was struggling because it had no system for measuring, monitoring, or improving what was already there. Elite Revenue Hire Sales Consultant to Grow Revenue Greendot’s diagnostic uncovered six compounding problems that were silently eroding output every single shift.
- No OEE Awareness. The team had no framework for understanding or measuring Overall Equipment Effectiveness. Without knowing where the losses were, every improvement effort was a guess.
- No Standardised Data System. Data collection was ad hoc and inconsistent. There was no single source of truth, making it impossible to identify trends, track downtime causes, or make evidence-based decisions.
- Reactive Maintenance Only. The maintenance team responded to failures rather than preventing them. Every unplanned breakdown meant lost production hours, frustrated operators, and unpredictable output.
- Undertrained Operators. Operators lacked the skills to identify early warning signs, optimise machine performance, or intervene before small problems became stoppages. Inefficiency went unnoticed and unreported.
- Slow Changeover Times. Transitions between production runs were slow and poorly standardised, reducing the plant’s flexibility and responsiveness to customer orders.
- Quality and Delivery Gaps. Inconsistent quality and missed delivery timelines were damaging customer relationships and creating rework costs that quietly ate into margins.
Greendot’s Approach
A Data-Driven Transformation, Built Phase by Phase
Greendot’s approach at New India Cuprotec wasn’t a workshop. It wasn’t a report with recommendations left to gather dust. It was a live, hands-on implementation — from director level to shopfloor operator — with Greendot’s consultants embedded in the process until results were measurable and sustainable.
Every phase was designed to build on the last: visibility first, then stability, then optimisation, then culture.
Phase 1 — Discovery & OEE Baseline Greendot conducted an in-depth assessment of the entire extrusion department — equipment, processes, maintenance records, shift patterns, and operator routines. Elite Revenue Hire Sales Consultant to Grow Revenue An OEE baseline of 50% was established. Loss categories were mapped: availability losses from breakdowns, performance losses from speed reduction, and quality losses from defects and rework. This gave the team a shared, factual starting point — removing opinion and replacing it with data.
Phase 2 — Data Systems & Daily Monitoring Greendot implemented a structured data-collection system across all shifts, with weekly and monthly review rhythms at every level — from operators tracking machine parameters daily to management reviewing trend data monthly. Machine speed charts were introduced for real-time performance monitoring. This was the foundation: without accurate, consistent data, every other improvement is guesswork.
Phase 3 — Proactive Maintenance Programme Greendot replaced the reactive maintenance culture with a scheduled, preventive maintenance programme. Daily parameter check sheets, regular oil level monitoring, and increased Mean Time Between Preventive Maintenance (MTBPM) targets were established. The “My Machine” concept was introduced — assigning operators ownership of their specific equipment — which created accountability, early fault detection, and pride in machine condition.
Phase 4 — Operator Training & Skill Development Greendot designed and delivered targeted training programmes across the extrusion, die, and maintenance teams. Programmes included: SMED (Single Minute Exchange of Die) for changeover reduction, the 8 Wastes of Lean for waste identification, Elite Revenue Hire Sales Consultant to Grow Revenue 5S for workplace organisation, Poka-Yoke for error-proofing, the 4M Method (Man, Machine, Material, Method) for structured problem-solving, and Internal Audit Facilitation (IAF) to sustain improvement. Operators went from passive machine-minders to active problem-solvers.
Phase 5 — Changeover Optimisation via SMED Lengthy changeover times were identified as a significant source of lost production time. Greendot applied SMED principles to analyse and restructure every changeover sequence — separating internal and external tasks, standardising procedures, and training teams on the new protocols. The result: changeover times were reduced by up to 11 minutes per cycle, meaningfully increasing production flexibility.
Phase 6 — Standardisation, 5S & Continuous Culture Greendot established standardised operating procedures for machine operation, quality control, and changeover. The 5S workplace organisation system was implemented across the floor. A culture of cross-functional collaboration — between extrusion, die, and maintenance teams — was built through structured knowledge-sharing sessions. The goal: a self-sustaining improvement culture that continues to operate after Greendot’s direct engagement ends.
Tools & Methods
The Right Tools, Applied with Discipline
| OEE Framework | Structured measurement of Availability, Performance, and Quality — the diagnostic backbone of the entire project |
| SMED | Single Minute Exchange of Die methodology to systematically reduce changeover time and increase production uptime |
| 4M Method | Man, Machine, Material, Method — used to identify root causes of availability and performance losses with surgical precision |
| My Machine Concept | Operator ownership model that assigns individuals to specific machines, building accountability and early fault detection |
| Daily Check Sheets | Machine parameter monitoring forms completed by operators each shift to enable early identification of deviations |
| 5S System | Workplace organisation methodology (Sort, Set, Shine, Standardise, Sustain) for a clean, efficient, audit-ready shopfloor |
| Poka-Yoke | Error-proofing techniques applied at key process steps to prevent defects before they enter the production flow |
| 8 Wastes of Lean | Framework used to train operators and managers to identify and eliminate non-value-adding activities in the production process |
| Preventive Maintenance | Scheduled maintenance programmes to replace reactive fire-fighting with proactive machine care and extended uptime |
| Internal Audit (IAF) | Facilitated internal audit capability built within the team to ensure standards are maintained and improvements sustained independently |
| Weekly & Monthly Reviews | Structured data review cadences across all levels — operator, supervisor, and director — to keep improvement on track and visible |
The Right Tools, Applied with Discipline
| OEE Framework | Structured measurement of Availability, Performance, and Quality — the diagnostic backbone of the entire project |
| SMED | Single Minute Exchange of Die methodology to systematically reduce changeover time and increase production uptime |
| 4M Method | Man, Machine, Material, Method — used to identify root causes of availability and performance losses with surgical precision |
| My Machine Concept | Operator ownership model that assigns individuals to specific machines, building accountability and early fault detection |
| Daily Check Sheets | Machine parameter monitoring forms completed by operators each shift to enable early identification of deviations |
| 5S System | Workplace organisation methodology (Sort, Set, Shine, Standardise, Sustain) for a clean, efficient, audit-ready shopfloor |
| Poka-Yoke | Error-proofing techniques applied at key process steps to prevent defects before they enter the production flow |
| 8 Wastes of Lean | Framework used to train operators and managers to identify and eliminate non-value-adding activities in the production process |
| Preventive Maintenance | Scheduled maintenance programmes to replace reactive fire-fighting with proactive machine care and extended uptime |
| Internal Audit (IAF) | Facilitated internal audit capability built within the team to ensure standards are maintained and improvements sustained independently |
| Weekly & Monthly Reviews | Structured data review cadences across all levels — operator, supervisor, and director — to keep improvement on track and visible |
The Results
The Numbers That Tell the Story
These weren’t projections. They weren’t estimates made in a boardroom. They were measured outcomes — the result of Greendot’s methodology applied consistently, by a team that was trained, equipped, and held accountable.
| OEE: 50% → 59% | A 9-point improvement in Overall Equipment Effectiveness — the single most important operational metric in manufacturing |
| Availability +9pp | Equipment availability rose from 50% to 59%, reflecting a dramatic reduction in unplanned downtime |
| Performance +7pp | Performance rate improved from 73% to 80% through RPM optimisation and standardised machine operation |
| Quality +7pp | Quality rate rose from 73% to 80%, reducing defects, rework costs, and customer complaints |
| 15–16T → 25–27T / day | Daily production increased by 60% — adding approximately 10 tons of saleable copper per day |
| ‑11 min / Changeover | Changeover time reduced by up to 11 minutes per cycle — compounding into significant additional production hours per month |
| ₹2.8 Billion / year | Estimated annual financial impact based on ₹9 million additional daily revenue from increased production (300-day year) |
| Die Failure Stabilised | Consistent die failure rates achieved, reducing unplanned stoppages and improving equipment reliability |
What This Looked Like for the Business
The ₹2.8 billion figure deserves context. Greendot’s implementation increased daily production by an average of 10 tons. At an average copper price of ₹900 per kg, that is ₹9,000,000 in additional daily revenue. Reduced downtime added a further estimated ₹450,000 per day in recovered production hours. Elite Revenue Hire Sales Consultant to Grow Revenue Across a 300-day operating year, the combined impact reaches ₹2.835 billion.
This is what happens when a manufacturing business stops running on habit and starts running on data.
Voices from the Floor
“Before Greendot came in, we were always firefighting. Now we have a system. Our operators know their machines, they track their own performance, and we can see exactly where every loss is coming from. The difference is night and day.”
— Operations Director, New India Cuprotec
“The SMED training changed how we think about changeovers. We used to accept long transitions as normal. Now we see every minute as recoverable production time. We’ve cut over 11 minutes per cycle — that adds up to hours every week.”
— Maintenance Team Lead, New India Cuprotec
“Greendot didn’t just train us and leave. They worked alongside us until we could run the system ourselves. That’s what made it stick.”
— Production Supervisor, New India Cuprotec
Wider Lessons
What Every Manufacturer Can Take from This
- Data visibility is the first step. You cannot improve what you cannot measure. Greendot’s first act was always to establish a reliable data foundation — without which every other intervention is a guess.
- People are the multiplier. Operator training at New India Cuprotec didn’t just improve skills — it changed mindset. Workers who understand why they’re doing something sustain it. Workers who don’t, revert.
- Proactive beats reactive. Every hour spent on preventive maintenance saves multiple hours of unplanned downtime. The “My Machine” concept turned this principle into a cultural norm.
- Improvement must be standardised to survive. Gains made without standardisation disappear. Greendot’s approach always builds the standard operating procedure before exiting — so the improvement outlasts the engagement.
- This model is industry-agnostic. The core principles deployed at New India Cuprotec — data, proactive maintenance, operator empowerment, standardisation — apply equally to pharmaceuticals, food processing, textiles, and plastics manufacturing.
What This Means For You
If Your Plant Is Running at 50% of Its Potential, You’re Leaving Crores on the Table Every Year
New India Cuprotec didn’t have a people problem. They didn’t have an equipment problem. Elite Revenue Hire Sales Consultant to Grow Revenue They had a systems problem — and once Greendot built the right systems, the people and equipment they already had delivered 60% more output.
The same opportunity exists in your plant. Every percentage point of OEE improvement translates directly to revenue. Every minute saved in changeover is a minute of additional production. Every operator trained to own their machine is a layer of protection against unplanned downtime.
Greendot’s brand transformation and operational excellence methodology has been proven across manufacturing, textiles, copper, and beyond. Whether your challenge is OEE, 5S, lean implementation, Elite Revenue Hire Sales Consultant to Grow Revenue or full operational restructuring — Greendot builds the system, trains the team, and stays until the results are real.
