ABSTRACT
The company where the case study was performed started its operations around 15 years ago as a small-scale, private limited company for manufacturing automobile leaf springs. This had an initial capacity of 2,000 tons/ annum. The capacity has been gradually increased, and as of today, the unit has a capacity of 7,000 tons/annum, with employee strength of 100 people. The sales, which were to the extent of US$100,000 during the first year, have steadily increased to a business turnover of around US$1.5 million. There was no formal quality improvement initiative implemented in the organisation. There were isolated events of Kaizen and Lean methodology implementation in some of its processes in the past. Very small improvements in the processes were achieved through these initiatives.
