Vector Consulting Group

Pharmaceutical manufacturing plants often grapple with high variability in manufacturing capacity, raw material availability issues, and complex product routings, leading to significant operational inefficiencies. This further results in erratic schedules, missed deadlines, and costly quick fixes like expensive air freight, severely impacting profitability with rising inventory and operational costs. Vector’s pharma consulting practice addresses these challenges with proven solutions to ensure significant reductions in lead times, increased plant output, and lower working capital investments. Read more https://lnkd.in/dZBbuMgh  #LifeScience #OperationalExcellence #Pharmaceutical #DestressToDeliver #ManagementConsulting #Innovation

Most large transformation projects fail in execution. They mostly fail in either of the following ways. - Solutions don’t address the real problem at hand, and hence, there is resistance to change - ⁠Even if the solution is well thought out, the sequence of implementation adds to the existing burden of managers, leading to resistance to change To navigate the above issues at Vector, we adopt a systems & scientific thinking approach to identify the leverage point for intervention while ensuring a practical implementation approach. Click on the following link to understand how this is done https://lnkd.in/g46eiGdX #SystemsThinking #Innovation #DestressToDeliver #ManagementConsulting

We had the privilege of hosting Ms. Valentina D'Efilippo, from UK, and an award-winning designer, creative director, and internationally acclaimed expert in data visualisation, for a two-day workshop with our consultants. Valentina’s acclaimed works include The Infographic History of the World, translated into 11 languages, and Britannica’s Encyclopedia Infographica, a groundbreaking children's encyclopedia. In this engaging session, Valentina shared her expertise in crafting powerful visual narratives, emphasising the journey from ancient storytelling in cave paintings to modern, data visuals.  The workshop was packed with inspiration and learnings that will undoubtedly add to our skills. ##DataVisualisation #VisualStorytelling #Storytelling #DestressToDeliver #Innovation #ManagementConsulting #LearningAndDevelopment 

Stuck in a traffic jam? It's more than just a frustrating delay. Traffic jams teach us valuable lessons about managing chaos—on the road and in our workplaces. Just like vehicles fighting for space, projects often compete for limited resources, creating a bottleneck. The result? Missed deadlines, chaos, and frustration. Learn how limiting work-in-progress, prioritising resources, and clearing blockades can bring order to your projects. Click to learn more https://lnkd.in/dkmDB4cm #ProjectManagement #DestressToDeliver #Innovation #ManagementConsulting

We are excited to share that Prasad Bhoite has become Partner with us. Prasad's path through the company has been characterised by outstanding commitment and visionary leadership. Congratulations, Prasad, on your well-earned promotion! We eagerly anticipate more milestones in your career. At Vector, we deeply value a culture that champions ongoing learning and pioneering thought. Our distinctive method, known as The Vector Way, celebrates individuals who continuously adapt and motivate others to excel in crafting cutting-edge solutions. Prasad exemplifies these qualities, and we look forward to his continued leadership and innovation as a standard-bearer of The Vector Way. Discover more – https://bit.ly/3AG2tLk #DestressToDeliver #ManagementConsulting #TheVectorWay #Innovation #Leadership #Teamwork

Eat 5-star do nothing! All of us have seen the popular 5-star ads on TV commercials and laughed at its absurdity. But what if I told you sometimes doing nothing can be helpful even in operational environments! Many a times, counterintuitive options can be solutions to complex operational challenges. In an operational environmental facing high demand, the typical behavior of all workstations/sections of the operational chain is to work at their maximum output so that they are not blamed for delaying the overall production time & hence reducing the output. This can be called as the ‘as soon as possible’ mentality.   Let’s consider an example of a bakery with three workstations/sections- Dough Preparation, Baking (oven) & Decoration, taking 1min, 3mins & 1min of prep time respectively. It can be inferred here that the Oven time is the deciding factor in the output, making it the system constraint. Now in a peak time, as the order inflows rise, what will we see? Yes, the dough maker will work on their local optima & push the dough orders haphazardly, leading to a pile up at the oven. Then, we can imagine that the baker would get confused on what to bake & in what sequence. Also, multiple similar items can be baked in a short time, which is especially a concern if the changeover/setup-set down time is significant compared to baking time of the oven. The baker would ultimately pickup orders as per their convenience & choice. Due to this, we will see that orders that came in earlier have a higher prep time than those which came later. Also, the time spent setting up the oven & when the baker is away deciding what to make is lost utilization at the Oven. Hence, this de-sync that is created in the system between input & capacity affect the overall turnaround time of the system which is detrimental to customer service & hence sales. Now, how do we overcome this?   Ensuring higher oven utilization by moving to an ‘as late as possible’ mentality in the system. How will working slower reduce this chaos you say? Here’s how- The dough person has more ‘free’ time than the baker. In this time, they can restrict the input going to the oven while following FIFO & also looking for opportunities to club orders (for e.g.: 2 orders of 5 cupcakes each can be baked together). Hence, the cook doesn’t waste time thinking what to make & the oven setup time is saved by batching of orders. Then, the overall constraint utilization rises.   Come on, this is common sense, right? In fact, these ideas are just the fundamentals of WIP control & batching followed by a lot of industries. But in high pressure environments, common sense goes for a toss even in the best of these industries. The biggest assumption to break here is that some time lost in batching & sequencing the order drastically impacts the overall production time. So, as I said, sometimes, doing nothing is the best thing. #WIP #operations #batching #TOC #utilization #processexcellence

In the competitive automotive industry, after-sales service can make or break a brand. And at the core of great service? The availability of genuine spare parts. Increasing product portfolios, regulatory changes, unpredictable demand and supply disruptions, are key challenges that auto OEMS while trying to balance high availability with minimal inventory. These challenges lead to high holding costs, stock-outs, service delays, and poor customer satisfaction. So, how can OEMs tackle these persistent issues and transform their spare parts management? Read more https://lnkd.in/dAkGrgw2 #AutomotiveIndustry #SupplyChain #SpareParts #AfterSales #DestressToDeliver #ManagementConsulting 

What do a bustling restaurant, a busy hospital, and a complex factory floor have in common? They all face one critical challenge: balancing demand with capacity. But here's the twist: variability—better known as Murphy's Law—can throw everything off balance, turning smooth operations into chaos. So, what's the secret to staying ahead of the curve? It's not just efficiency; it's mastering the art of buffers . Discover why the best operations managers swear by capacity, inventory, and time buffers—and why getting them right can mean the difference between thriving and barely surviving. Read more https://lnkd.in/dEYDxwGH to explore the hidden levers that keep operations running seamlessly? #Operations #ManagementConsulting #Innovation #DestressToDeliver #BufferManagement

Textile or Garment business often face challenges in operations, sales, or sampling. Vector's Textile and Garment consulting solutions help companies to tackle these challenges and optimise OTIF performance, increase store availability at lower inventory and reduce working capital demands. Our solution has helped clients like Blackberrys Menswear, Trent Ltd, Arvind Fashions Limited, and Raymond Limited's achieve quantum improvement in business. Read more https://lnkd.in/dSZW5iMA #TextileIndustry #GarmentManufacturing #OperationalExcellence #RetailIndustry #Innovation #DestressToDeliver #ManagementConsulting 

At Vector Consulting Group, we empower every Vectorian to control their growth by going through various skill upgradation sessions. Our transparent system rewards skills and not just business outcomes. We thrive on brainstorming, debates, and open discussions that are free from hierarchy and where facts take the lead, fostering out-of-the-box solutions for real impact. To know more about The Vector Way https://bit.ly/3AG2tLk #Innovation #DestressToDeliver #ManagementConsulting #GreatPlaceToWork #WorkLifeBalance #TheVectorWay