The Leaky Valve That Wouldn’t Ship (Rajkot → Mundra)

A European buyer had a hard stop: if a valve body leaked at 1.5 bar, it didn’t ship. Failures piled up, rework spiraled, and the calendar slipped.

We matched the buyer with two Rajkot foundries, then sat between the buyer and the chosen factory like a project manager. The factory’s own metallurgist and patternmaker made changes; we kept the plan tight: daily updates, sample gates, and an independent pressure test the buyer could trust. We scheduled DUPRO checks mid-production so problems didn’t become pallets of scrap.

In four weeks, the factory’s parts that failed at 1.5 bar held 2.0 bar with 0% leaks. Defects dropped from 6,800 → 1,150 DPPM, rework disappeared, and lead time fell 52 → 38 days. Because there was less waste and rework, the unit cost dipped ~6% too.
Our role: shortlist, plan, QC/lab booking, evidence packs, and follow-ups. The factory did the technical tweaks.

The 90-Day Escape from a Single Supplier (Coimbatore/Rajkot → Tuticorin/Mundra)

Friday evening: the China supplier signaled a wind-down. Tooling custody was murky, and a stockout was weeks away.

We stepped in to create options. While the buyer’s legal team handled paperwork, we lined up two Indian factories, arranged scans of the reference parts, and proposed a fast pilot with the factories’ own toolrooms. We kept a thin buffer of stock moving while the new line proved itself. Every week: photos, samples, QC points, and a green/amber/red dashboard so the buyer could sleep.

By day 90, India shipped. No emergency airfreight, no empty shelves. Quality actually improved (FPY 98.7%), deliveries hit 96% on-time, and landed costs settled at parity (≈−1.8%). Most importantly, the buyer now had two countries and two suppliers to lean on.
Our role: dual-source plan, factory shortlisting, pilot scheduling, PPAP/FAI paperwork orchestration, and timeline enforcement—factory teams executed the technical work.

The Part That Was “Cheap”… Until You Counted Everything (Rajkot/Coimbatore → Mundra/Tuticorin)

The quote looked fine. But once freight, scrap, and waiting time were counted, it just wouldn’t land.

We didn’t “re-engineer” the part; we reframed the brief with the factory. On a joint call, we agreed what must be perfect (sealing faces, holes that matter) and what could be simply good-looking. The factory re-arranged fixtures and flow on their side; we tracked the trial lots, measurements, and QC photos, then nudged packing sizes so more units fit per CBM.

In two months, the should-cost fell ~11%, scrap dropped by a third, cycle time shortened, and lead time improved by ~10 days—with the same part number and the same performance.
Our role: should-cost framing, factory alignment, QC cadence, pack/logistics tweaks, and getting the PO over the line.