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Aisho project has streamlined the entire supply chain and achieved significant reduction in product delays that has caused out of stock for our distribution as well as retail chains. From average of 128 items down to 30 items within six months. It has prevented multi-million dollars of lost sales.

We are experiencing 160%, a very significant increase in our production throughput in 7 months of the project with only minor increase in operating costs. Thanks to the implemented management operating system and effective trainings by Aisho that our managers and supervisors are able to plan and execute to achieve higher production demand and at the same time very well controlling the costs.

Although our sterile injectable pharmaceutical manufacturing facility is aging and becoming more and more difficult to operate, Aisho project has helped us improve our quality and productivity. The production throughput has increased by 120% in 11 months of the project without significant increase in costs.

We engaged Aisho to help us develop a transparent rationalization process to guide capital investment for a proposed major manufacturing facility. The project has streamlined the proposed automation processes, enabled us to accurately calculate capacity planning for machines and robotic equipment, and prevented overbuy by millions of USDs.

Our newly built pharmaceutical manufacturing facility was long delayed for official qualification due to poor quality renovation works that failed to meet the industry standards. Our internal management team was unable to timely respond to the situation, and when they did, it was not thoroughly done and caused new problems to arise. It was a true nightmare for the shareholders. Aisho has helped to develop a comprehensive and effective internal audit management system and quick performance reporting tool to accelerate the processes, resulted in improved communication accuracy, renovation quality, zero lost time between completion of audits and related reworks, and reduced time pressure. From almost 2 years of delay, the results have made it ready for official qualification in less than three months which included some major reworks.

After 10 months of the project, I can see that this project has become successful, and I think that in this 10 months, the change on working attitude is happening among leaders and group leaders. I also see that operators working faster than before.

The biggest achievement is the change in the thinking, awareness and responsibility in all level of management from executive, mid management until Group Leader. We have attained the increase in yield of our glass production from average of 76.3% to 80.2%, 4% reduction in waste, 56% in downtime, and 5% in overtime within 10 months of the project.

We have seen improved productivity and utilization of the lines by 25% and reduced loses by 40%.

Our machine productivity of printing and lamination areas of factory 1 and factory 2 increased by 35%, 34%, 52% and 12% respectively, the highest in the history.