PortfolioSelected founder experience
Preparing a new site for a product-line transfer.
Business case, capacity analysis and stage-gate plan to move a $20M product line out of the engineer-to-order site, freeing floor space for the warehouse redesign.
Selected professional experience of TvastrOps founder Roshan Mani Rao R at a Fortune 500 manufacturer (with Quantumlytix), completed before TvastrOps. Role: implementation engineer responsible for delivering the stated project results.
- Line transfer
- $20M
- Implementation budget
- $1.6M
- Planned throughput readiness
- 2x
Project scope and measurement context
- Industry
- Warehousing
- Scope
- Warehouse Planning, Layout, Installation, Project Management
- Project context
- Selected professional experience of TvastrOps founder Roshan Mani Rao R at a Fortune 500 manufacturer (with Quantumlytix), completed before TvastrOps. Role: implementation engineer responsible for delivering the stated project results.
The $20M figure is the transfer value and $1.6M the implementation budget; neither is a savings claim. Transfer duration and startup acceptance dates are not published.
[ The challenge ]
A live product line, moving sites.
Active floor space at the site was needed for the new warehouse. Moving a $20M product line to another facility would free it, but the receiving site had to be ready for twice the throughput, with the layout, material flow and equipment installation coordinated around the move.
[ The results ]
Layout and installation coordinated for the transfer.
As implementation engineer, Roshan analyzed the capacity constraints, built the business cases, Gantt schedules and stage-gate recommendations, and was responsible for delivery across the receiving-site layout, equipment installation coordination and transfer planning, supporting planned 2x throughput readiness. The figures describe the transfer value and implementation budget, not savings. The work followed DMAIC: defined by the floor space the warehouse redesign needed; measured through the capacity constraints at both sites; analyzed in the business cases and stage-gate recommendations; improved through the receiving-site layout and installation coordination; and controlled through stage gates that set planned 2x throughput readiness before the move.
[ highlights ]
What changed.
- 01
Designed the receiving-site layout.
- 02
Planned material movement around the transferred product line.
- 03
Coordinated installation activities.
- 04
Business cases and stage-gate plan for a $20M line transfer and $1.6M implementation budget.
- 05
Capacity analysis supporting planned 2x throughput readiness.
Project scope
- Warehouse Planning
- Layout
- Installation
- Project Management
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