Transformation stories

How better questions lead to better answers and better outcomes

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EY - Can technology be leveraged to improve the safety and security of 220 million citizens in the world’s largest state?

Can technology be leveraged to improve the safety and security of 220 million citizens in the world’s largest state?

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Overview

The Uttar Pradesh state government envisioned a service which would provide prompt emergency response for enhancing public safety and security. The state has a population of 220 million spread over 75 districts and the service has been established to reach all citizens anytime, anywhere in the state. EY conceptualised and designed a centralised contact centre which would cater to the emergency calls from the entire state. We also designed the network solutions, training and capacity-building programs for the service, and assisted in implementing them.

Better Questions

The response time for emergency calls was high and a centralised 100 system was present in only 4 out of 75 districts. The response time, quality and outcomes of the service were disparate and there was no data to analyse the impact of the existing system. The government and the police were faced with the question: How can a state leverage technology to streamline its emergency response process and improve citizen security?

Better Answers

  • We helped in conceptualization of the project, and designed the technology solution for the centralized contact center including network, architecture, application integration and storage sizing
  • We supported the client in designing systems encompassing all aspects of operationalization including vehicle fabrication and deployment, personnel training, and field device implementation

Better Outcomes

  • We helped in creating a single-point scalable integrated emergency response system to handle citizen requests
  • We helped the client in training and capacity building of more than 20,000 personnel involved in field operationalization of the project
  • We supported the client in handling (50,000 – Attended/ 0.5 million – Calls reaching the system per day) and catering to more than 220 million citizens of the state

Contact us

Akshya Singhal
Akshya.singhal@in.ey.com
EY - Does streamlining security processes improve the effectiveness of cybersecurity systems?

Does streamlining security processes improve the effectiveness of cybersecurity systems?

We created an enterprise security architecture design for one of India’s largest conglomerates to secure its individual businesses against cyberattacks, while ensuring the mobility of employees.

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Overview

The company required cybersecurity architecture for its individual businesses so that a cyberattack or incident in one business does not propagate to the other businesses. We reviewed and improved the security information and event management (SIEM) effectiveness and the ability of SIEM to monitor and detect attacks. We also set up IT and IOT security for telecom equipment/devices.

Better Questions

Documented cybersecurity architecture was absent, and the security threat monitoring and incident response was ineffective and disparate. The company had to answer the question: Can an organization’s businesses be secured against cyberattacks by implementing a better cybersecurity architecture?

Better Answers

  • We helped create an enterprise security architecture design for the entire conglomerate (IT and operational technology [OT]).
  • We reviewed and improved SIEM effectiveness and the ability of SIEM to monitor and detect attacks. In addition to that, we did vulnerability assessment and penetration testing on the client’s critical applications and infrastructure (Over 300 applications).
  • We also helped implement IT and IOT security for telecom equipment/devices.

Better Outcomes

  • We helped in the “containerization” of the cyber threats/attacks in the businesses.
  • We renewed the client’s enterprise security architecture based on the risks faced by the client and renewed the OT network architecture.
  • We helped in streamlining the client’s security incident management process and improved the effectiveness of SIEM.

Contact us

Burgess Cooper
Burgess.Cooper@in.ey.com
EY - Can a company improve its ability to deal with cyber threats by implementing robust cybersecurity policies?

Can a company improve its ability to deal with cyber threats by implementing robust cybersecurity policies?

We established a cybersecurity and threat-management program for a large and reputed global FMCG company with a captive center in India

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Overview

The company required a cybersecurity program to secure itself from cyber threats. We helped put in place policies and procedures to address the changing risk profiles resulting from various initiatives. We helped formalize the supplier information security program by creating a centralized repository of supplier information.

Better Questions

The company lacked a centralized repository of supplier information, and there was no visibility into the data being shared with vendors. There was also absence/limited use of GRC technology for continuous monitoring of processes, risks and controls. The company had to answer the question: Could better cybersecurity policies help address changing risk profiles?

Better Answers

  • We established a program for cyber security and threat management.
  • We conducted security reviews for over 200 vendors across the globe and designed a vendor security framework to improve visibility into the data being shared with the vendors.
  • We aligned the client’s cyber security policy with the current threats.

Better Outcomes

  • We streamlined the supplier information security program, which now includes an automated analysis to notify recipients of immediate issues.
  • We aligned the vendor security frameworks with business risk logic and threats.
  • We set up policies and procedures to address the changing risk profiles resulting from multiple initiatives.

Contact us

Tiffy Isaac
Tiffy.Isaac@in.ey.com
EY - Should organizations invest in security controls to prevent cyber-attacks?

Should organizations invest in security controls to prevent cyber-attacks?

We simulated real-world cyber-attacks for a large global insurance company.

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Overview

The company wanted to test its ability to prevent a cyber-attack on the external IT infrastructure of clients, including its websites and applications available to customers and the general public. It also wanted to know the ability of the end user to prevent malicious programs from compromising security within the internal network. We helped management understand the current cyber risk exposure to the business and justify investments made in security controls across the organization.

Better Questions

The company had to answer the question: Can simulated cyber-attacks help improve security controls?

Better Answers

  • We performed network-scanning activities, ran simulated attacks on the internal network (including endpoint/users’ laptops) and the external network (websites).
  • We reviewed the response to the attacks, the security incident management process, and the cyber governance and awareness.

Better Outcomes

  • The client’s management derived value from the audit in terms of understanding the current cyber risk exposure to its business and justifications to the investments made in security controls across the organization. The management also got a clear view on the strategic and tactical imperatives it needs to focus on to limit its cyber risk exposure.

Contact us

Kartik Shinde
Kartik.Shinde@in.ey.com

EY - Can a company reduce content leakage by improving its content security framework?

Can a company reduce content leakage by improving its content security framework?

We prepared a content security framework for one of the largest global media and entertainment companies in the world.

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Overview

The company wanted a content security framework to handle and manage different types of content (video, audio, images, scripts etc.) across multiple lines of business. It also wanted a framework to handle content shared with third-party vendors for subtitling, dubbing, sound effects, etc. We reviewed the existing controls and then helped identify vulnerabilities in application and infrastructure that could lead to content leakage.

Better Questions

The company had to answer the question: Does a robust content security framework help media and entertainment companies manage different types of content?

Better Answers

  • We performed vulnerability assessment and penetration testing on the company’s web applications and infrastructure components to identify content leakage points.
  • We then reviewed the effectiveness of the existing controls implemented at the time of processing and storing content.
  • After reviewing the existing controls, we prepared a content security framework guideline document detailing the technical, operational and legal controls to be implemented for securing content in the entire content supply chain.

Better Outcomes

  • We helped identify the vulnerabilities in the company’s application and infrastructure that could lead to unauthorized access to its content.
  • We helped identify the weak storage, processing and transmission controls in the content supply chain.
  • We then prepared technical, operational and legal guidelines for securing various types of content both internal and external to the organization.

Contact us

Burgess.Cooper
Burgess.Cooper@in.ey.com
EY - Can an improved security system help media and entertainment companies plug loopholes in their web and mobile applications?

Can an improved security system help media and entertainment companies plug loopholes in their web and mobile applications?

We helped one of India’s largest media and entertainment companies enhance the security posture of its applications and infrastructure components.

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Overview

The company wanted to improve the security posture of web and mobile applications that are already in use, as well as planned for external and internal release. It wanted to identify and address the security vulnerabilities in its internal and network components to safeguard sensitive information. We performed various vulnerability assessments.

Better Questions

The company had to answer the question: Can an organization identify and address security vulnerabilities in its internal network with an improved security posture?

Better Answers

  • We performed a black-box application penetration exercise of the company’s web and mobile applications.
  • We then performed vulnerability assessment of the company’s internal infrastructure and conducted internal network security assessment with zero knowledge and privileges to the network.
  • We generated reports mentioning the vulnerabilities identified, exploits conducted and recommendations to mitigate the vulnerabilities.

Better Outcomes

  • We helped identify and close the issues that posed a risk of data and revenue loss.
  • Our reports helped the company in identifying recurring issues its across web and mobile applications.
  • The client used the recommendations to enhance the security posture of the applications and infrastructure components included in the scope for testing.

Contact us

Burgess Cooper
Burgess.Cooper@in.ey.com

EY - Can technology be leveraged to achieve process efficiency?

Can technology be leveraged to achieve process efficiency?

We helped strengthen the cybersecurity portfolio of a leading financial research services organization.

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Overview

The company wanted to adhere to control requirements. It wanted proactive identification of the organization’s technical risk profile. We helped the client identify security vulnerabilities on a periodic basis.

Better Questions

The company had an unstructured approach to user access management, resulting in unauthorized access to systems. It lacked the skills to manage the cybersecurity portfolio internally, compromising in-house developed and deployed applications. It had to answer the question: Can better IT systems help a company achieve better process efficiency?

Better Answers

  • We provided client with the capabilities across IAM and technical security assessment to assist it in its internal processes.
  • We performed a security assessment for the infrastructure components and applications on a periodic basis to identify and fix the vulnerabilities.

Better Outcomes

  • We helped strengthen the technical security portfolio for the client.
  • We streamlined the client’s IAM processes to achieve process efficiency.

Contact us

Jaspreet Singh
Jaspreet.Singh@in.ey.com
EY - Could threat intelligence be key to preventing cyber-attacks?

Could threat intelligence be key to preventing cyber-attacks?

We helped a large telecommunications company in Bangladesh detect and analyze cyber-attacks.

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Overview

The client was facing cyber-attacks launched via myriad attack vectors. We implemented a security information and event management (SIEM) and privileged access management (PAM) solution to upgrade the security posture and threat intelligence capabilities of the organization.

Better Questions

The organization had no log-management system with appropriate correlation rules to detect and analyze these attacks. In addition, the client had no privileged access management solutions to protect the key server credentials. The company had to answer the question: Could better threat intelligence capabilities help a company prevent cyber-attacks?

Better Answers

  • We implemented a SIEM solution QRadar, which helped the client in detecting and analyzing cyber-attacks.
  • We implemented a PAM solution CyberArk to protect the key server credentials.

Better Outcomes

We continually assessed the security effectiveness of the deployment and fine-tuned the solution to address the gaps identified, ensuring adequate oversight over the roll out of the solution and incorporation of feedback loops. The net result was an optimized deployment of a security solution that indeed delivers its advertised benefits.

Contact us

Burgess Cooper
Burgess.Cooper@in.ey.com

Jaspreet Singh
Jaspreet.Singh@in.ey.com

EY - Can the combination of analytics and asset reliability techniques

Can the combination of analytics and “asset reliability techniques”, coupled with strong “management of change”, radically enhance returns from manufacturing operations?

We worked with one of India’s leading manufacturers of sponge iron and mild steel to streamline its end-to-end manufacturing process and enable improved productivity, high equipment reliability and efficiency to generate high profits and low costs.

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Overview

Integrated DRI-based steel plants have multiple challenges. For instance, high variability in quality of iron ore and coal lead to unstable manufacturing process parameters, dependence on state electricity grid lead to over injection losses and, most importantly, companies have limited ability to attract talent in interior locations. We helped the client implement leading management systems and business processes to control manufacturing processes, improve asset reliability, streamline shutdown and ramp up planning. This helped improve profits and reduce losses that were previously considered as “losses due to external factors”.  

Better Questions

The company, one of India's leading manufacturers of carbon and alloy steel, had to answer the question: “How can we better manage manufacturing processes to improve overall efficiency & lower our costs for higher profitability?”

Better Answers

  • We delivered significant change by leveraging our expertise in productivity improvement and asset reliability improvement programs
  • We deployed accelerated change teams to identify operational challenges and enable the acceptance of issues at all levels of the organization
  • We developed a culture of continuous improvement to bring about a necessary behavioral change at all levels of the organization through our collaborative approach

Better Outcomes

  • Improved direct reduced iron plant availability to 99%, consistent increase in iron ore feed rate by 10% leading to increased throughput, consistent product quality (Fe range) and  stable steam and power generation
  • Improved cycle times by 10% in steel-making shop, yield improvement and power consumption reduction per tap
  • Improved throughput from the ferro alloy plant and reduction in specific power consumption

Contact us

Saumil Shah
Partner - Advisory Services
Shah.saumil@in.ey.com
EY - Can a company’s operating model help enable business growth and support acquisitions?

Can a company’s operating model help enable business growth and support acquisitions?

We collaborated with one of the big four global media and advertising holding companies to design, build, transition and stabilize its shared services operating model to support India operations and enable ERP deployment.

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Overview

Our team built a scalable operating model to deliver finance and media-related processes for advertising agency networks in India. The team also implemented a complex ERP deployment program, with users operating on multiple finance systems (SAP, Tally and MS Excel); while improving functionality and integration with diverse media system landscape (iMix, Mediaware, MBAS, LACS, ADAMS). 

Better Questions

The group operates in India through five agency networks with Finance & Accounting (F&A) and Media Operations team operating in silos and a decentralized fashion when relating to processes and systems; affecting the quality of service delivery with lack of proper controls. The group had to answer the question:

“Can delivery of business services be streamlined and made scalable with proper controls to support business growth?”

Better Answers

  • We delivered process improvements to standardize and improve the process framework to deliver enhanced efficiencies out of business processes.
  • We conducted interviews for multiple work streams affecting F&A processes, media operations, and other functions such as procurement, admin, HR and IT.
  • We identified business-specific variations, designed optimized “To-be” process flows network agencies aligned to global policies.
  • We implemented document management workflow solutions across key transaction processing activities to improve turnaround time and process effectiveness.
  • We managed the roll-out of ERP system to consolidate systems and created Solution Adoption framework for effective change management and manage user training and critical communications.
  • We defined key performance metrics, developed business case and designed the chargeback mechanism to help track the benefits realization during various phases of implementation.

Better Outcomes

With our support the company was able to put in place:

  • Standardized process and system landscape for all agencies
  • Reduced manpower requirements by standardizing & redesigning processes and implementing improvement opportunities.
  • Development of an effective, robust and scalable operating model
  • 20% upfront reduction in FTEs and 30% improvement in performance metrics
  • “Single source of truth” across business entities and geographies driving standardization, speed and accuracy of reporting, business responsiveness

Testimonial

“I want to thank EY for strong direction and oversight of the project …key factor in the success of the project was the leadership commitment and outstanding team performance…knowledge of the processes and work flow was excellent…project deadlines and deliverables were received timely and high quality.” – VP International Controller

Contact us

Satyen Makhija
Director – Advisory Services
satyen.makhija@in.ey.com
EY - Can technology help a manufacturing conglomerate empower its sales force?

Can technology help a manufacturing conglomerate empower its sales force?

We helped the client improve its business processes through implementing the right technology.

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Overview

Our IT Advisory team worked with the client to redesign its HR-related business processes. This helped ensure that cycle time of the processes was reduced by a fraction. This helped empower the workforce and, more importantly, the sales team.

Better Questions

Exponential growth led the client to scale up operations. However, this was not accompanied by the required business process redesign. This led to process inefficiencies and dissatisfied employees. The company had to answer the question: “Can we do something to make things faster, better and more efficient for the people supporting our growth?”

Better Answers

  • We worked with the company on a technology-led business transformation.
  • Using the latest SAP EHP 7, we worked with the client to understand how its processes can be rationalized, improved and shortened.
  • The key objective of “employee first” was at the heart of the transformation.

Better Outcomes

  • The time taken to process employees’ leaves and update their time accounts reduced from three days to one hour.
  • The time taken to process each trip reimbursement reduced from two months to one week for sales persons.
  • The head of department now knows instantly whether an employee is on On Duty leave, traveling, etc. This facilitates better planning and builds a culture of respect for people’s time.
  • The hiring automation process helps the business to get details from the candidate and update them on the employee master. This has reduced processing time from 45 days to 4 days.

Contact us

Nidhi Arora
Director – PI, Advisory Services
nidhi.arora@in.ey.com
EY - Can a veteran organization match the HR experience of new-age technology companies?

Can a veteran organization match the HR experience of new-age technology companies?

We helped a 60-year old conglomerate restructure its HR strategy to enhance the employment experience.

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Overview

Our IT Advisory team worked with the client to redesign its HR-related business processes to ensure that cycle times of processes was reduced by a fraction. This allowed the organization – a 60-year old conglomerate with interests in chemicals, sugar, ethanol and edible oil – to match the employment experience that employees get in new-age organizations, e.g., online processes, no-hassle transactions and low cycle time.

Better Questions

The client found itself challenged on a unique dimension. While the organization was growing, entire new sectors had opened up in the economy. The employment experience of its employees had become very different. The company had to answer the question: “Can we match, or better, the employment experience of our employees?”

Better Answers

  • We worked with the company on a technology-led business transformation.
  • Using the latest SAP EHP 7, we worked with the client to understand how its processes can be rationalized, improved and shortened.
  • The key objective of “HR experience” was at the heart of the transformation.

Better Outcomes

  • The time taken to process employee requests to update employee masters and approvals reduced from five days to half a day.
  • The time taken for process submission and to verify hard copies to update employee masters reduced from 28 days to 3 days.
  • A faster, more transparent performance management system enabled timely completion of reviews and year-end processing.
  • Processing time of advances and reimbursements reduced from 40 days to a fortnight, reducing the cycle time of outstanding payments to employees.

Contact us

Nidhi Arora
Director – PI, Advisory Services
nidhi.arora@in.ey.com
EY - Can an organization leverage technology to get to the next level of growth?

Can an organization leverage technology to get to the next level of growth?

We helped an agribusiness and food company to transform its human resource landscape using the “Big Bang” approach.

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Overview

Our IT Advisory team worked with a client to redesign its HR-related business processes to ensure that cycle time of processes was reduced by a fraction. This allowed the organization – a dynamic and diversified agribusiness and food company dealing in varied businesses such as organic foods, grain storage, staple foods and healthy snacks – to transform the HR landscape using a “Big Bang” approach.

Better Questions

An organization with interests in the primary sector – organic foods, staples, and health snacks – had experienced decent growth over the last few years. It was time to take the business to the next level. The company had to answer the question: “Could technology enable the transformation needed to leap to the next level?”

Better Answers

  • We worked with the client on a technology-led business transformation.
  • Using the latest SAP EHP 7, all HR processes were covered and the “Big Bang” approach was taken to implement change.
  • The key objective of “moving to the next level” was at the heart of the transformation.

Better Outcomes

  • The processing time of employee requests, verification and approval by the respective administrators, and updating of employee masters reduced from five to seven working days to two days.
  • The processing time for submission and verification of leave requests reduced from four days to one day.
  • The processing time of employee reviews, appraiser reviews, reviewer-review cycle and HR review at mid-year and year-end reduced from 2 months to 10 days.
  • The processing time for advances and reimbursements reduced from 45 days to 8 days.

Contact us

Nidhi Arora
Director – PI, Advisory Services
nidhi.arora@in.ey.com
EY - Can process optimization help align your supply chain to your business goals?

Can process optimization help align your supply chain to your business goals?

We helped a leading tire manufacturer increase its supply chain effectiveness by optimizing the process and implementing new IT solutions.

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Overview

Our team designed and implemented the supply chain optimization program for a leading tire manufacturer facing fierce competition from cheap Chinese imports and external influence on the local markets. To help the company keep up with market demands, our team significantly increased supply chain effectiveness through process optimization and implementation of new IT solutions.

Better Questions

The company required a flexible and responsive supply chain to cater to all the distinct customer segments with an individualized approach. In spite of having inventories in the system, the company was losing sales due to inaccurate forecast and lack of inter-departmental coordination for planning.

Furthermore, a decrease in the duration of the full logistics cycle from planning to sales was required to ultimately increase supply chain effectiveness. The company had to answer the question:

  • How can an organization create an agile and responsive supply chain that gives it a competitive advantage?

 

Better Answers

  • We created a quantitative dashboard, which served as a baseline to measure the supply chain’s performance.
  • It understood the needs of end users, their buying behavior, and performed a detailed gap analysis of the existing supply chain planning practices.
  • After establishing gaps and fixing the solution direction, the business case was established and targets were set.
  • We also helped implement a new sales & operations planning(S&OP) process and rolled out pull-based distribution planning from major factories. Finally, robust IT systems were installed to improve efficiencies and make the change sustainable.

Better Outcomes

  • With our support, the flexibility and responsiveness of factories and availability at the plant warehouse improved by more than 50%. The new supply chain operating model is the driver for profitable growth – from servicing and retaining valuable customers, to managing complex product supply base at an optimal cost and working capital deployment.

Contact us

Ashish Nanda Partner
Advisory Services
ashish.nanda@in.ey.com
EY - Does a robust IT infrastructure help a pharma company save lives?

Does a robust IT infrastructure help a pharma company save lives?

We defined the company’s IT transformation map to make it robust, scalable and flexible and help it achieve its growth targets.

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Overview

Our Information Technology Advisory Services team defined the short-, medium- and long-term enterprise architecture roadmap for a global pharmaceutical company faced with the challenge of a weak IT infrastructure. Our IT Target Operating model was essential in delivering a successful IT strategy for the company.

Better Questions

An exponential growth in the company within a decade led to an increase in revenue from $30 million to $1 billion and to the globalization for the firm’s market. However, little investment in Information Technology infrastructure caused several inefficiencies and posed several challenges from an operational as well as data visibility point of view, across business functions.

The company needed to strengthen their IT infrastructure to be sufficiently robust, scalable and flexible and achieve its growth targets for the years to come. The company had to answer the question: “Can a billion dollar business survive without an efficient IT infrastructure?”

Better Answers

  • We partnered with the company for defining the IT strategy and transformation roadmap for the next three years.
  • An enterprise architecture roadmap was delivered to help the company achieve its transformation objectives to meet business needs and clearly defined IT controls.
  • A change management plan was also delivered and implemented in order to help the company sustain the initiative.

Better Outcomes

  • “EY leveraged best practices from the life sciences sector and standardized policies and procedures that helped in achieving the objective.”
    -Vice President, IT Department, Pharmaceutical Company
  • The organization is now transitioning to the new target operating model defined by us, rolling out policies and procedures which will ensure agile business support to the company decision making in line with the wider business strategy.

Contact us

Asheesh Malhotra
Partner - IT Advisory Practice, Advisory Services
asheesh.malhotra@in.ey.com
EY - Can an insurance company sustain profits without customer familiarity?

Can an insurance company sustain profits without customer familiarity?

We used data analytics to help the company predict consumer behavior.

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Overview

Our Enterprise Intelligence and Analytics (EI&A) team used data analytics to model renewal collections and developed scientific models to predict the probability of customers renewing their policies. We also helped identify customers to be targeted for renewal collections, along with the mode and medium of communication.

Better Questions

The client’s organization was seeking assistance in building analytical competence. It needed to profile customers in an attempt to comprehend reasons for lapse and determine customer retention strategies.

Furthermore, analytical capability was essential to design and drive marketing campaigns, determine best fit cross-sell and up-sell models, and to ultimately make operations customer centric. The company had to answer the question: “Can analytics bring us closer to our customers?”

Better Answers

  • We interacted with the client’s business and IT teams to understand the current scenario and expectations from the Information Architecture (IA).
  • We conducted field tests of the models in partnership with business users from the customer retention team.
  • The IA was developed based on business and IT inputs.
  • We studied the applicability of a standard financial services data model as opposed to a custom developed one.
  • We created a target operating model, integrating analytics with IA and allied business processes.
  • Statistical models were developed using SAS technologies focusing on:
    • Predicting probability of lapse for ULIP, Term and Traditional customers
    • Cross-selling endowment plans to ULIP customers

Better Outcomes

  • “Business Intelligence service/technology consolidation and adoption in business process has helped us in near real-time decision-making. Also, EY has automated feedback of existing customers from field forces to recalibrate models for informed efforts on customer retention. Kudos to the entire EY team!”
    - Chief IT Manager, Private Insurance Company
  • We first conducted the customer renewal collection campaign for the client in a pilot city, and thereafter successfully rolled out the campaign across India. The client is currently benefitting from an increase in collection efficiency to the extent of 4% month-on-month, and greater reach to their target audience.

Contact us

Debashis Basu
Partner - IT Advisory Practice, Advisory Services
debashis.Basu@in.ey.com
EY - Can India turn ideas into enterprises and become a true global leader?

Can India turn ideas into enterprises and become a true global leader?

We are engaged in designing and implementing a US$400-million World Bank-funded project to strengthen micro, small and medium enterprises operating in India.

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Overview

We are assisting the Office of Development Commissioner (DC), Micro, Small and Medium Enterprises (MSMEs), over a period of six years in designing and implementing a US$400 million, World Bank-funded project. The program seeks to modernize existing and establish new Technology Centers (TCs) that will enhance the competitiveness of MSMEs in the country. This will be achieved through an ecosystem of TCs that will improve access to technology, skills and markets for the MSME units in India.

Better Questions

India’s GDP growth decreased from 10.5% in 2010 to 5% in 2013. The share of manufacturing in India’s GDP has stagnated at around 16%, and the sector faces challenges such as low value addition, low productivity, and less-than-desirable upscaling. India’s manufacturing sector has a key role to play in reversing these trends and returning GDP growth rates to more than 8%.

MSMEs are the backbone of manufacturing in India. For the Government’s “Make in India” initiative to be successful, improving the competitiveness of MSMEs is crucial to enable an ecosystem of manufacturing. The Government had to answer the question: “Can ‘Make in India’ be successful without the progress of MSMEs?

Better Answers

  • The Office of Development Commissioner, Ministry of MSME, selected us through a global competitive bidding process to establish a Programme Management Unit (PMU) to design this ambitious program and provide implementation support over the next six years.
  • We have assisted the client in designing this program by identifying and detailing all the components, including an implementation manual and interventions to be delivered by all stakeholders. Currently, the program is in the execution phase to implement the design components, establish 15 new TCs and to upgrade existing facilities.
  • Through careful designing and immaculate implementation, the Office of DC, MSME, and we plan to deliver a national ecosystem of TCs, which will significantly improve access to technology, provide skill upgrade, and offer advocacy support to MSMEs in industries with high growth potential.

Better Outcomes

  • We are transforming the MSME ecosystem and improving the competitiveness of manufacturing MSMEs through modernization and setting up of TCs.
  • Anticipated outcomes by 2020-21 include the establishment of 15 new TCs, increasing training capacity by 225%, providing support to 60,000 small businesses, wide endorsements from industry, and establishment of digital marketplaces.

Contact us

Amar Shankar
Partner - Advisory Services
amar.shankar@in.ey.com
EY - How can a company mitigate risks and utilize opportunity through upgraded IT security?

How can a company mitigate risks and utilize opportunity through upgraded IT security?

We assisted a business process management company by upgrading its IT security after implementing a review methodology framework.

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Overview

We implemented the information security review methodology framework built around the ISO27001:2013 standard for a business process management company facing an inherent risk in IT governance.

Better Questions

During assessment, IT governance was identified as an area of high inherent risk, and the client requested a review of its IT environment to evaluate its risk management posture.

Furthermore, the client wanted to evaluate its processes and related controls around physical security and human resource to test its effectiveness and relevance to the organization. The company had to answer the question: “Can secured IT infrastructure lead to increased revenue?”

Better Answers

  • We reviewed the company’s InfoSec Policy vis-à-vis ISO27001:2013 to test completeness and coverage.
  • The team defined the evaluation criteria for risks and identified the issues.
  • We performed a detailed assessment of the current state of IT, administration and human resource processes to test control design and its operating effectiveness.
  • Security gaps and weaknesses were identified and validated information security gaps in the process/implementation. Additionally, a risk and recommendations report to improve the client’s process design and effectiveness was delivered.

Better Outcomes

  • “The internal audit conducted by EY helped us immensely in strengthening our processes and align ourselves with the industry best practices. The EY team displayed remarkable level of proficiency and delivered to our satisfaction. Kudos!”
    - CISO, Business Process Management Company
  • We created an effective methodology to perform the testing of processes, which enabled the identification of weak areas.
  • Alignment of key information security processes with industry best practices like ISO 27001:2013, rigorous quality assurance reviews and strong control environment was delivered.

Contact us

Devendra Parulekar
Partner, Risk Advisory Services
devendra.parulekar@in.ey.com
EY - Can analytics predict future marketplace trends?

Can analytics predict future marketplace trends?

We helped a leading mining company understand and predict market dynamics, and comprehend new market scenarios.

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Overview

We gave valuable insights to a leading mining company on the supply-side scenarios for five commodities over the next 30 years. The team provided necessary solutions after evaluating the impact of policy decisions and infrastructure limitations on the supply situation. We helped the client understand the dynamics of the Indian market better, thereby aiding in the development of strategy.

Better Questions

The company wanted to understand the mineral scenario in India, in terms of policy implications and future developments. It also wanted to obtain insights into demand and supply forces in the market and forecast growth factors for the Indian manufacturing sector. The company had to answer the question: “Can supply-side scenarios define the nature of your business?

Better Answers

  • We assessed three key modules: existing mineral resources and reserves, mineral policy, and road, rail and port infrastructure.
  • The team prepared a quantification model, based on the policy impact assessment on key levers.
  • We painted a picture of the India story in 2050, in terms of macro-economic and sector-based trends, and presented its view on factor inputs driving manufacturing growth till 2030.
  • The team conducted an econometric study to assess if the Indian service sector growth has been an outliner and whether it is likely to sustain in future.
  • We leveraged expert views to help the client gain an understanding in the areas of existing resource base, accessibility, infrastructure development, key policies and policy/infrastructure evolution paths.
  • We provided an integrated understanding of the manufacturing sector and its future, which would assist the client to formulate the future strategy for its India business

Better Outcomes

  • We created quantitative excel models, which can be updated at a regular frequency, to assess the different demand scenarios and supply situations. It also helped in developing a mid-/long-term cross commodity strategy.

Contact us

Neel Goyal
Partner, Performance Improvement
Neel.goyal@in.ey.com
EY - Can improved maintenance practices lead to cost competitiveness?

Can improved maintenance practices lead to cost competitiveness?

We supported a top steel company improve its cost competitiveness through enhanced equipment reliability.

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Overview

Our operational excellence team helped a leading steel manufacturer improve maintenance practices and processes to reduce downtime (planned and un-planned) and thereby enhance equipment reliability. This enabled enhanced capacity utilization for the plant, thus increasing output and reducing per unit cost.

Better Questions

The company, part of a diversified group, has grown from a modest start in 1973 to one of the prominent producers of special and alloy steel. However, economy and market conditions required it to reconsider its cost structure to remain competitive in the market. It needed to identify the best levers to improve cost competitiveness within a relatively short span of time.

An in-depth analysis of the company’s operations indicated low equipment reliability and therefore lower capacity utilization. An ambitious program of reducing planned and un-planned downtime by 25% was envisioned. The company had to answer the question: “Can an organization be competitive without having robust, rigorous and comprehensive maintenance practices and systems?

Better Answers

  • Our team designed and implemented a fit-for-purpose maintenance operating system aimed at increasing equipment reliability. The focus was on reliability centered management, resolution of ‘Bad Actors’, maintenance velocity, efficient shutdown management, risk based planning, full-kitting based planned maintenance and root cause analysis systems.
  • Additional efforts were taken in optimizing planned maintenance & set-up time activities through process improvement, better planning, prioritization and coordination, tools and tackles redesign and improved supervisory control.
  • We also supported the client in bringing about the necessary behavioral changes within the maintenance staff to implement the designed practices and sustain them.

Better Outcomes

  • “Working with your team was very good. There was a very high degree of professionalism, responsiveness and quality of work. The team has worked hard during the project and delivered.
    – Vice President, Operations, Steel Manufacturer.
  • Our structured methodology, approach to observation studies, data analysis and problem solving through simple but efficient techniques have ensured significant improvements. This helped meet the goals of reducing blast furnace downtime to the tune of 26% and of continuous casting machine to the tune of 23%.

Contact us

Saumil Shah
Partner, Performance Improvement
Shah.Saumil@in.ey.com

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