monitoring led to delays and wasted 

Thermax  managerial capacity. The opportunity 

was to start formal resource & buffers 
planning, with monthly throughput and 
financial productivity reviews. 
 

Business case 
With a large pipeline of projects, 
availability of people was the key 
challenge. Dramatically increasing 
productivity was the only promising 
direction. 

Results Obtained 
70% increase in Throughput/ Operating 
expenses ratio in 2 years 
 

 
 
Key Solution Elements 
   
Network building, Buffering, Daily task 
About Company  management, Fortnightly project 
reviews, Monthly review of Throughput 
Thermax’s e ​ nergy efficient and  based on % CC and T/OE. 
eco-friendly technologies offer reliable   
business-to-business partnerships to   
respond to this critical challenge.    

Thermax Group is an INR 4,602 (750  Lessons Learnt 

million US$) crore engineering company   
providing solutions in the areas of  Monthly invoicing presented a key 
energy and environment.    obstacle to following priorities required 
by throughput focus. Lesson: 
Throughput is the PRIMARY measure. 
   
Detailed task planning to transfer 
knowledge to field proved to be difficult. 
Opportunity & Problems  Lesson: Software should support task 
Traditional planning and financial  templates. 
 
 
 Opportunity & Problems 

L&T  How to complete the project 

On-Time-In-Full, with proper definition 
of meaningful milestones - the ones 

SSHF 
having real economic impact 

Business case 
L&T wanted to invest Rs. 2000 Cr for a 
facility for special steel and special 
forgings at Hazira. The economic impact 
was 40-50 Lakh Rs/ day. 

Results Obtained 
The PMBOK + CCPM system was 
established, operated and handed over 
to LTSSHF managers with payment of 
success bonus to TPMS in about one 
year. 

 
 

  Key Solution Elements 

Risk management, PMBOK planning, 
  Program-Subproject network planning, 
Buffering, Daily task management, 
About Company  Weekly project reviews 
 
L&T Special Steels and Heavy Forgings 
 
(LTSSHF)​ is a joint venture between 
Larsen & Toubro Limited (L&T) and the 
Nuclear Power Corporation of India  Lessons Learnt 
(NPCIL). LT SSHF has also entered into a   
collaboration with Japan Steel Works  In large, distributed environments, it is 
most critical to ensure that task priorities 
(JSW) to make Heavy Steel Forgings.   are in full alignment with the project 
priorities. Software logic must be 
  tweaked. 
For sustaining and further 
improvements, a strong central PMO for 

 
QA, Training, master scheduling and   
analytical support is extremely critical. 

L&T HED 
Business case 
With 7-8 SBUs sharing resources across 
5-6 execution locations and plants, 
synchronization of priorities was critical 
increase profits & satisfy customers. 

Results Obtained 
Overall Delivery Performance Index 
increased from 40% to nearly 80% and 
sustained for over six months, as a six 
months’ moving average. 

Key Solution Elements 

Network building, Buffering, Project plan 
  quality audits, Daily task management, 
Fortnightly project reviews 
 
   
About Company 
Lessons Learnt 
L&T Heavy Engineering​ manufactures  In large, distributed environments, it is 
and supplies custom designed  most critical to ensure that task priorities 
equipment & critical piping to process  are in full alignment with the project 
industries such as fertilizer, chemical,  priorities. Software logic must be 
refinery, petrochemical, and oil & gas, as  tweaked. 
well as to sectors such as thermal &   
nuclear power, aerospace and defence.  For sustaining and further 
improvements, a strong central PMO for 
QA, Training, master scheduling and 
  analytical support is extremely critical.

Opportunity & Problems 

 
HED was heavily invested in ERP and 
Theory of Constraints. The problem was   
how to improve the implementation - 
which was proving to be ineffective. 

 
 Business case 

Gammon  The bridge building project was running 

late. The projected delays was about 6 
months at the time of this assignment. 

Results Obtained 
It was demonstrated that with an 
investment of Rs. 2.6 Cr, and 
implementation of Critical Chain, it was 
possible to finish the project 6 months 
EARLY. The net impact could be about 
20 Cr Rs additional income from tolls. 

 
 
Key Solution Elements 
 
Project network creation, CCPM 
About Company  planning, Analysis of financial impact of 
recovery decisions. 
Gammon India​ is amongst the largest 
physical infrastructure construction 
 
companies in India. Its track record 
spans significant landmark projects built 
over several decades, with a prominent  Lessons Learnt 
presence across all sectors of civil ,  Implementing Critical Chain requires 
design and construction. It has a track  addressing the overall business scenario. 
 
record of building landmark structures, 
Commit to make all the required 
some of which have become iconic. .   changes in policies and measurements 
to reap the benefits of better project 
  management. 

Opportunity & Problems 

How to recover from the delays? What 
decisions and actions are needed? 

 
 Opportunity & Problems 

TP  How to achieve On-Time-In-Full deliveries, 

while increasing Financial productivity 
(Throughput/ Operating Expenses) 

Business case 
TP’s was losing 20% customers per annum, 
with 63% business repeat business, and its 
OE % was much higher than industry norm. 
 

Results Obtained 
15-30% TAT reduction, 40% WIP reduction, 
OTIF increase from 43% to 93%, profit 
improved by 62% (All results in one year) 
 
 
 

About Company  Key Solution Elements 

Thomson Press​ is among the largest  DBR for print & post print, Critical Chain for 
commercial printer and allied services  design to deliver, buffer management for 
company in the Indian sub-continent.  daily control, Product mix based on 
Established in 1967, Thomson Press is  Throughput/ Print-hour. 
renowned in equal parts for its 
state-of-the-art infrastructure, highly   
skilled team, robust processes and 
adoption of the​ ​company acts as a latest  Lessons Learnt 
technological advances. Operating from  Simple, online software systems are 
its 5 factories in the National Capital  required to sustain critical changes - 
Region (NCR) and Chennai, the turnkey  excel based systems run up against 
technological limitations very fast. 
provider of printing services​ ​with an   
extensive plant and machinery list of  Changing behaviors in sales requires 
mono and multi-colour Sheetfed and  even more time than operations. 
web offset printing, automated binding,   
finishing and distribution management. 

 
  

Tata  Opportunity & Problems 

How to create confidence, and required 

Steel  skills to implement it on a variety of 

projects like capacity expansion, R&D, 
capital assets maintenance. 

Business case 
Tata Steel had embarked upon a “Viable 
Vision” initiative. CCPM was chosen to 
manage capacity expansion all other 
projects. The value of each day of blast 
furnace shutdown reduction was Rs. 2.5 
Cr. 

  Results Obtained 
  The project time of blast furnace 
shutdown was reduced by 23%. The 
About Company  method was then expanded to cover all 
other projects. 
Tata Steel​ is currently the world’s 
second-most geographically diversified 
 
steel producer. Today, TS operate in 26 
countries and have a commercial 
presence in over 50 countries with  Key Solution Elements 
employees across five continents. And 
CCPM planning, task priorities, daily 
the numbers are growing. Raw Material 
updates and Weekly reviews based on 
operations are spread across India and 
CCPM measures. Fever Chart, buffer 
Canada which help us to be 
management reports. 
self-sufficient in steel production. In 
India, TS’s downstream business 
activities are structured into strategic   
business units such as Ferro-alloys and 
Minerals, Tubes, Wires, Bearings, Agrico  Lessons Learnt 
& Industrial By-products..  It is critical to ensure that all key 
participants win, and understands 
exactly how they will win.

 
Top managers must proactively identify   
and remove procedural, measurements 
and behavioral obstacles. 
Business case 

Neuland  With projects from contract 

manufacturing, generics, cost reduction 
and capacity expansion competing for 
resource, reducing delays was most 
critical 

Results Obtained 
In FY’19, NLL completed 32% more 
projects, while reducing delays to less 
than half. Both the trends are continuing 
with a much stronger PMO. 

Key Solution Elements 

  Effective communication and 
management of project scope, and 
accountability of managing market and 
  contractual risks must be with “Project 
Owners”. 
About Company   
Neuland Laboratories Limited​ was  MD and DyMD are leading – doing now 
what could be done 12 years ago. The 
established in 1984 and today is a 
importance of “daily coaching by bosses” 
publicly listed company headquartered  could not be more clearly evident.
in Hyderabad, India. Neuland is a leading   
manufacturer of active pharmaceutical 
ingredients (APIs) and an end-to-end 
solution provider for the pharmaceutical  Lessons Learnt 
Effective communication and 
industry’s chemistry needs. 
management of project scope, and 
accountability of managing market and 
  contractual risks must be with “Project 
Owners”. 
Opportunity & Problems  MD and DyMD are leading – doing now 
what could be done 12 years ago. The 
NLL was heavily invested in Theory of  importance of “daily coaching by bosses” 
Constraints. The problem was how to  could not be more clearly evident. 
improve the implementation - which 
was proving to be ineffective.

 
  

Godrej  Opportunity & Problems 

How to increase overall throughput of highly 

Precision  complex products, manufactured at multiple 

plants and vendors, using special purpose 
machines. 

Systems   

Business case 
GPS needed to greatly increase output of 
Brahmos assemblies, while ensuring timely 
deliveries of all other products. 

Results Obtained 
Output of Brahmos assemblies 
increased 60%, lead time reduced by 
35%. Revenues increased 64%, 
components expediting decreased from 
30% to 5% 

  Key Solution Elements 

CCPM planning supported by SDBR & 
  Replenishment for components 
availability. Buffering, Daily task 
About Company  management, Weekly project reviews, 
Godrej Precision Systems​ has proven  Resource management, PMO. 
capability to Design, Manufacture and 
Test complex and sophisticated   
equipment / machines for several 
mission–critical applications in Nuclear  Lessons Learnt 
Power, Land & Naval systems, Steel  Explicitly and rigorously ensuring WIN: 
Industries and Wind Turbines  WIN contracts that protect short & long 
term interests of all concerned are 
essential for nurturing relationships. 

 
 execution. The opportunity was to 

Godrej  strengthen teamwork and alignment in 

execution using Critical Chain Project 
Management. 

Properties   

Business case 
With a profit sharing model, managing 
supply chain, and subcontractors 
performance was difficult. Faster 
execution was critical for profitable 
growth 

Results Obtained 
As per Mr. Satish Jadhav, Project 
manager of the Planet Godrej Project 
finished at least 12 months faster. 
 

Key Solution Elements 

 
Network building, Buffering, Daily task 
  management, Weekly project reviews, 
Subcontractors’ participation in 
About Company  planning & reviews 
 
Godrej Properties Limited​ is a real 
estate company with its head office in   
Mumbai, India. This subsidiary of Godrej 
Industries Ltd, was established in 1990. 
The company is currently developing  Lessons Learnt 
Simple software that can support 
projects that are estimated to cover 
diverse planning methods, synchronize 
more than 89.7 million square feet.   everyone, establish accountability, and 
channel knowledge to people, is critical. 
 

Opportunity & Problems 

The approach of traditional PMC and 
centralized decision making led to silo 
based planning and ineffective 

 
 Business case 

ND-MB  ND-MB wanted to greatly improve on 

time completion of its refit projects, with 
full scope - to increase defense by 
putting more & fitter vessels on water. A 
pilot project was taken up before a 
major organizational commitment. 
 
 

Results Obtained 
8 - 50% reduction in refit project cycle 
times was achieved in specific projects 
which were managed by the system. 
 
 
 
Key Solution Elements 
Multi-Projects planning, CCPM planning, 
  Fortnightly promulgation of task 
priorities, daily updates and Weekly 
  reviews based on CCPM measures. 

About Company   
Naval Dockyard, Mumbai i​ s the premier 
ship repair yard of the Indian Navy. With  Lessons Learnt 
a history of over 200 years, it is one of the  Effective handover of the system from 
largest of its kind in Asia. The yard is the  top managers to new top managers is 
frontliner in technology for repair of  essential in the Naval Dockyard 
ships.   environment as transfers are frequent. 
Internal skills development, reasonably 
verified by certifications and linked to 
  the growth of the concerned people is 
vital for sustenance of the system.
Opportunity & Problems   
How to finish projects on-time with 
full-scope despite inherent uncertainties, 
resource contention and coordination 
challenges across multiple departments. 

 
 Business case 

ND-Vizag  ND-V wanted to greatly improve on time 

completion of its refit projects, with full 
scope - to increase defense by putting more 
& fitter vessels on water. A pilot project was 
taken up before a major organizational 
commitment. 

Results Obtained 
The desired practices of planning, updates 
and reviews were established along with 
project and task templates. ND-V decided 
to go ahead with the next steps. 

 
 
Key Solution Elements 
 
Multi-Projects planning, CCPM planning, 
About Company  Fortnightly promulgation of task priorities, 
daily updates and Weekly reviews based on 
Naval Dockyard, Vizag i​ s one of the  CCPM measures. 
major ship repair yards of the Indian 
Navy. This is one of the most important 
 
dockyards​ in ​India​, after Mumbai 
Dockyard​.  
Lessons Learnt 
Presence of an internal champion is the 
 
most critical need for a major change 
effort like to succeed. 
Opportunity & Problems  The planning process must be enhanced 
How to finish projects on-time with  to a workshop format to involve the line 
full-scope despite inherent uncertainties,  managers. Real purpose of updates is to 
identify and remove obstacles. 
resource contention and coordination 
challenges across multiple departments. 

 
 Opportunity & Problems 

HSL  How can the project time be reduced, 

that too by 25%, in the face of the history 
of all such projects getting delayed? 

Business case 
Pilot implementation of Critical Chain 
Project Management (CCPM) for Repairs 
of drilling rig ‘Perro Negaro 3’. The value 
of each day of reduction was Rs. 17 Lakh 
for HSL and US$ 75,000/- for Perro 
Negaro. 

Results Obtained 
The repairs of Perro Negaro 3 finished 15 
days ahead of schedule, despite 
  significant scope increase, including on 
the critical path. 
 
 
About Company 
Hindustan Shipyard Ltd​., strategically  Key Solution Elements 
located on the East Coast of the Indian 
CCPM planning, task priorities, daily 
peninsula, at Visakhapatnam, Andhra 
updates and Weekly reviews based on 
Pradesh, is the nation’s premier 
CCPM measures. Fever Chart, buffer 
shipbuilding organization catering to 
management reports. 
the needs of shipbuilding, ship repairs, 
submarine construction and refits as 
well as design and construction of   
sophisticated state-of-the-art offshore 
and onshore structures.   Lessons Learnt 
 
  Major changes can work only with full 
support of the top management. 
The project became successful, when 
the subcontractor understood exactly 
how he will win by collaborating in the 
cycle time reduction goal.

 
  

AEL  Business case 

AEL needed to take up “strategy execution” 
projects - price increases, collaboration with 
some mines and JV with partners in other 
countries.  

Results Obtained 
The CCPM system was established, and 
handed over to AEL managers with local 
support being provided by Goldratt Group, 
South Africa 

Key Solution Elements 

PMBOK planning, Program-Subproject 
  network planning, Buffering, Daily task 
management, Weekly project reviews, 
  Resource management, PMO 

About Company   
African Explosives Limited​-Mining 
Services is a c
​ ompany​ based in  Lessons Learnt 
Johannesburg​. The company's principal 
 
activity is the ​manufacture​ of e
​ xplosives​. 
Strategy execution can greatly benefit from 
It serves the ​mining​ and construction  formal project management, by solving the 
industries throughout ​Africa​.   priority dilemma of running operations v/s 
driving growth and better managing human 
  behavior - resulting in higher velocity (more 
throughput). 
 
Opportunity & Problems 
Since most resources are drawn from 
operations as per need, and some could not 
be increased easily, a mechanism to 
synchronize people and make the best use 
of limited resources was required.