Virat Services

Client Overview: A manufacturing company faced significant challenges in meeting production targets due to high rejection rates, inefficient processes, and lack of a structured quality management system. These issues led to delays, increased costs, and dissatisfied customers.

Client Overview: A precision brass component manufacturing company founded by two young entrepreneurs and brothers in their early 20s approached Virat Services for systemization and accelerated development of production systems and sales. The company operates with a mix of PLC, CNC, Jamnagar-made conventional automatic machines, and Chinese production line machines. The two brothers shared responsibilities: one brother managed production, while the other handled sales and business development.

Client Overview: A leading manufacture of engineering brass components specializing in custom parts based on engineering drawings was struggling with effective QMS implementation despite being ISO certified. The company's systems and SOP's were well-documented but lacked practical execution on the shop floor, creating a disconnect between policies and operations. The client faced pressure from high-end national and international customers, who insisted on robust QMS Implementation as a condition for future purchase order.

Client Overview: In May 2024, a mid sized machine manufacturing company partnered with Virat Services to address inefficiencies in their production process. the company produces an average of 72 machines per year, with significant deliver delays - 3 months for standard models and 4-6 months for custom machines. The operations were running at a primitive level, lacking formalized systems for standardized process.

Client Overview : Virat Services was engaged by a renowned manufacturer of door locks and handles with a strong brand presence in India and select international markets. The client's operations spanned several departments, including sales, purchasing, production units (press cutting, machining, CNC, washing, electro-platting, marking, assembly, final inspection, packing, design, and die-repairing machine shop), which each department working in isolation. The client sought to improve internal coordination, establish efficient processes, and implement a QMS (Quality Management System) to enhance operational efficiency and product quality. The engagement lasted for 8 months.

Challenge : In a metallic - component manufacturing Company, having 350+ workers, working around the clock, were facing higher indirect-material cost per month. The company owner identified that the expenses behind cash-purchase was substantially high. However the purchase department and production department justified that expenses were proportional to production volume. And both justifications sound true. Owners are mostly focused only on production output, and they get satisfied when monthly output is normal.