A Tier-1 components maker lifted OTIF by 4.1 points
By scheduling against real shop-floor constraints and ranking recovery in rupees, the team stopped paying OEM line-stoppage penalties.
The challenge
The plant served demanding OEM customers with tight delivery windows. Schedules were built in spreadsheets that ignored tooling and changeover limits, so the floor regularly promised more than it could build. When a line stopped at the customer, penalties followed, and expediting ate the margin on the rest of the order book.
What we did
We stood up the spine from a CSV of demand, bills of material and capacity. Scheduling then sequenced work against a finite capacity ledger that respected line, machine, tooling and workforce together, and minimised changeovers across the week. When a disruption hit, recovery options were ranked by rupee impact, so planners fixed the order that protected the most value first.
We stopped guessing which fire to fight. The system told us, in rupees, which one mattered.
The outcome
Within two months OTIF rose by just over four points and penalty cost fell by nearly a third. Fewer, smarter changeovers freed capacity the team did not know it had. Most importantly, the daily plan became something the floor trusted, because every promise had been checked against what the plant could actually build.
Feasibility was checked before a date was promised, not after it was missed. That single change moved the service number.
Illustrative engagement based on typical outcomes.