With LEAN manufacturing techniques, self-reliance in machine maintenance and many other measures, the Vijayawada printer reverses the adverse business tide.
“Like many other organizations, we could not run our printing press for three to four months due to the onset of Covid-19,” says S.Krupakar Rao of Vijayawada based Mudrica. In June, they could achieve only 30% of sales, as compared to the previous year. Not being able to pay rent or salaries on time, they decided to step away from the traditional and act differently. The decision resulted in recovering their sales figures fully by September. This was made possible by the able guidance and inputs from LEAN expert, Mr. V.Rajaraman. “You should not do anything that is not going to benefit the Customer, Employees or the Organization, and look for Value in whatever you do,” suggested Rajaraman while he refocused Mudrica’s business.
He further guided Mudrica by implementing SWOT analysis and 5S which, along with active participation from their customers and staff resulted in improved performance. During this period, they refurbished their equipments and also applied LEAN manufacturing techniques. “We created a separate division for Digital Printing and started offering ‘On Demand-Book Printing’ for printing of “One copy to 100 copies” at a very affordable price. The timing of this product matched with the current market requirement,” reveals Krupakar. “Our long association with industry leader M/s. Pragati Offset – Hyderabad, has also played a major role in our transformation. Mr. Narendra Paruchuri provided technical and management tips during these troubled times,” he adds.
Krupakar thinks that additional investment in new equipment, reduction of prices, or borrowing funds was not a pragmatic option. To realize the turnaround goal, they chiefly focused on: meeting customer needs; improving employee engagement; reducing wastage; decreasing cycle time; collecting outstanding payments; achieving self-sufficiency in machine maintenance; refurbishing machines; improving billing and collection procedures; reducing cost in all activities including purchases; doing ABC analysis in all functional areas; and improving planning and implementation. “We are sharing this information for the benefit of all. We solicit your valuable co-operation and suggestions,” concludes Krupakar as he also urges fellow industry people to contribute in following direction:
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