Run your machinery factory like it can scale.
Production systems, costing, MIS and dashboards, org and process design, and an investor-grade growth plan — built so a promoter-led farm-machinery business grows without losing control.
Most farm-machinery factories in India are run by the promoter’s memory. Costing lives in his head, the production plan is whatever the supervisor remembers, and the real numbers surface only when the chartered accountant closes the books months later. It works at one crore. It breaks at fifty. The owner ends up approving every drawing, every purchase order, and every dispatch at 2am — and the business cannot grow past the reach of one tired person.
Our practice exists to fix that. Our partners are agricultural and mechanical engineers who have stood on the same shop floors — building tractors, power tillers, rotavators, harvesters, and seed drills — and have run the same costing, planning, and quality problems under the same constraints. We professionalise how the factory runs: standard costing per model, a production system the floor can keep, an MIS the owner can read in ten minutes, and an org where decisions sit with the right person, not only the founder.
Every engagement is scoped around a named outcome — “know the true per-unit cost of each model”, “build a dashboard that shows the owner output, scrap, and cash every morning”, “produce a five-year business plan a banker or investor will fund” — and priced against that outcome, not the hours we work. If the outcome needs three weeks, the scope runs three weeks. If it needs a year, the scope names the year.
Six shapes of engagement.
- Production systems & planning
- Shop-floor production planning, line layout, work-order flow, and quality discipline for assembly of tractors, tillers, harvesters, and implements. Output: a production system the supervisor can run without the owner standing over it.
- Standard costing per model
- Model-wise bill of materials, standard costing, and contribution per unit — so you finally know the true cost of a rotavator or seed drill before you quote a dealer. Documented in spreadsheets your own accounts team can own and maintain.
- MIS & owner dashboards
- A daily and monthly MIS the promoter can read in ten minutes: output, scrap and rejection, order book, dispatch, receivables, and cash. Built to surface problems the morning they happen, not at year-end close.
- Org & process design
- Roles, reporting lines, and delegation of authority so production, purchase, quality, and sales sit with named people. Standard operating procedures the team actually follows, moving the business off the founder's memory.
- Business plan + financial model
- Operator-grade 5-year P&L, cash flow, and working-capital model with base / upside / downside scenarios. Investor- and banker-ready, with defensible assumptions documented inside spreadsheets your finance team can own.
- Implementation sprints
- 6–12 week sprints that convert a plan into shipped milestones: costing rolled out, MIS live, the first SOPs running on the floor. Engineer-led, priced as a fixed-fee engagement per sprint.
Four phases. One partner throughout.
We run on a rhythm sequenced across many machinery factories. Every phase produces something your team can use on the floor immediately — nothing waits for the end of the engagement to become useful.
- 01Phase
Brief
A 30-minute scoping call. We surface the decisions that actually need to be made — costing, planning, MIS, org — and frame the questions behind them. You get a one-page written brief within 24 hours.
- 02Phase
Scope
A written plan within 72 hours: deliverables, assumptions, shop-floor visits, data sources, fixed fee. We decline the engagement if we can't add clear value over your own team doing the same work.
- 03Phase
Engage
Weekly engineer-led rhythm with time on your factory floor. Every Friday a working artefact — draft costing model, MIS template, process map — not a mystery pitch at the end. Your supervisors and accounts team join the rhythm.
- 04Phase
Transfer
Handover week. Your accounts team owns the costing model, your supervisors own the production system, the owner owns the MIS. 30- and 90-day check-in calls at no charge.
Three manufacturers we serve best.
The growing implement maker
Promoter-led makers of rotavators, seed drills, threshers, sprayers, or reapers — typically ₹10 Cr to ₹100 Cr — where orders have outgrown how the factory is run. The need is costing, planning, and an MIS so the owner stops fire-fighting every dispatch.
The scaling tractor & power-tiller firm
Second-generation or fast-growing assemblers of tractors, power tillers, and harvesters adding models, dealers, and a second shift. The work is org design, delegation of authority, and process discipline so growth doesn't outrun control.
The factory raising capital
Manufacturers preparing for a bank term loan, a working-capital limit, or an equity investor. We build the business plan and financial model behind the ask — and tell you honestly when the numbers don't yet hold.
Three things you won’t get from us.
- Generic strategy frameworks. If the work ends with a SWOT, a Porter’s Five, and a BCG matrix, you’ve paid for a business-school assignment. We use these tools when they help; we ship a costing model, an MIS, and a production system you can run.
- Off-the-shelf ERP rollouts. We are not software resellers. We design the costing, planning, and MIS logic first; if a tool fits, we’ll help you choose it, but we never sell the licence.
- Multi-year open-ended retainers. Retainers bend consulting economics the wrong way. Our engagements are fixed-scope. If you want ongoing support, it comes as a named partnership with a quarterly brief.
Often paired with
Clear answers before the call.
- We work exclusively with farm-machinery manufacturers — makers of tractors, power tillers, rotavators, balers, harvesters, seed drills, sprayers, threshers, and reapers. Our partners are engineers who have run shop floors, so you get an operator's judgment on production systems, costing, and org design rather than a generic decision tree.
- Mostly promoter-led, small and unorganised manufacturers — typically ₹10 Cr to ₹300 Cr revenue — where the business has outgrown how it is run. The owner is still signing every cheque and approving every drawing, and needs systems so the factory can scale without losing control.
- Focused operations and costing diagnostics (4–8 weeks) range from ₹3–10 lakh. Full business-plan engagements with investor-grade financial models and MIS design run ₹10–30 lakh. Multi-quarter transformations are scoped on request. We send a written fixed-fee proposal before any invoice.
- Either. We scope implementation as a separate phase with its own deliverables and fee — not a vague retainer. Many manufacturers start with a 6-week diagnostic, then extend into a 3- to 12-month implementation to stand up costing, MIS dashboards, and process discipline on the shop floor.