It’s an era of rapid industrial evolution. EPACK Durable Limited embodies the spirit of modern industrial evolution, harnessing the power of
Industry 4.0 to push the boundaries of manufacturing excellence. Since its inception in 2003, the company has demonstrated a commitment to growth and diversification, beginning with
room air conditioners (RAC) and later expanding into
induction cooktops, mixer grinders, and air coolers, with plans to venture into
washing machines.
Backward integration serves as a cornerstone of EPACK's strategy, with over
85% of components for its products manufactured in-house. This approach not only ensures
cost efficiency, superior quality control, and shorter lead times but also strengthens EPACK's market competitiveness and operational resilience.
Underpinning EPACK’s success are its
four core pillars:
- Empowering People: Investing in workforce development and fostering a collaborative environment.
- Performance-Driven Culture: Emphasizing results and continuous improvement.
- Accepting Challenges: Adopting an innovative mindset to overcome industry hurdles.
- Customer Commitment: Prioritizing customer satisfaction through exceptional quality and service.
EPACK's dedication to
sustainability and innovation positions it as a leader in the industry, shaping the future of manufacturing and setting benchmarks for operational excellence.
Two key performance indicators (KPIs) drive their continuous improvement strategy: Lean Digital Transformation and Cultural Transformation. These KPIs are designed to align with EPACK’s business objectives of quality, cost, and delivery (QCD). Through these pillars, EPACK is implementing technological advancements alongside a shift in cultural mindset to meet the demands of Industry 4.0.
Lean Digital Transformation: Revolutionising Processes with Technology
EPACK’s approach to Lean Digital Transformation integrates Lean principles with cutting-edge digital technologies such as automation, AI, machine learning, IoT, and data analytics. A standout example of this transformation is their state-of-the-art molding plant, equipped with a CCS (Computerized Convey System), robotic pick-and-place, and conveyorized material flow. These advancements ensure an error-proof process flow, high efficiency, and minimal rejection rate.
A major leap in the company’s digital transformation has been seen in its CrossFlow Fan (CFF) manufacturing. Initially, manual tracking processes were used to monitor production; now, end-to-end traceability is employed, enabling tracking by shift, machine, and operator. This level of traceability ensures that any quality issues in the final product can be traced back to its source, enabling quick corrective actions and significantly improving product quality and customer satisfaction.
Similarly, EPACK has digitised its Induction Cooktop (ICT) production line, which previously relied on manual inspections. Using a data-driven approach, the system automatically inspects products based on set quality parameters. Products that do not meet the quality standards are automatically removed from the line, ensuring that only top-quality products are delivered to customers. This transformation has reduced rejection rates in the market, improved brand trust, and strengthened EPACK’s relationship with customers.
Cultural Transformation: Empowering People for Sustained Success
While technology plays a critical role in EPACK’s growth, cultural transformation is just as important in ensuring sustainable long-term success. A culture of empowerment, openness, and partnership is essential for building a sustainable future. EPACK fosters an environment where employees are encouraged to take initiative and ownership of their roles. This leads to increased innovation, creativity, and a sense of pride in their work.
EPACK’s Brazing School initiative stands as a testament to its commitment to skill development. To address the industry-wide challenge of skilled manpower shortages during peak seasons, EPACK has set up training schools across its Bhiwadi, Dehradun, and Sricity plants. These schools train existing employees and actively encourage women and new talent, helping them acquire essential manufacturing skills. The training programme lasts for one week, combining theoretical learning with hands-on practice to ensure proficiency in brazing, a critical skill for air conditioner production.
Another significant cultural initiative is the Natural Working Team (NWT) drive, which divides the production process into smaller teams that can manage their respective sections of the production line. Each team identifies and resolves movement loss, fatigue, or waiting loss challenges. This structure empowers workers at all levels to address process inefficiencies directly and fosters a culture of collaboration and continuous improvement.
To delve deeper into EPACK’s groundbreaking initiatives, CXO Techbot had the privilege of speaking with
Mr. Krishan Dhiman, Vice President of Manufacturing Excellence at EPACK. In this exclusive interview, Mr. Krishan shares insights into the company’s journey, the adoption of Industry 4.0, and how EPACK is driving sustainability and innovation across its operations.
Good morning, Mr. Krishan. It’s a pleasure to have you here today. Let’s begin with EPACK’s journey. What inspired the company to adopt Industry 4.0 and invest heavily in digital transformation?
Good morning, and thank you for having me. EPACK has always been committed to staying ahead of the curve in terms of innovation. From the beginning, we knew that to become a market leader, we would need to embrace cutting-edge technologies and integrate them into our manufacturing processes. The adoption of Industry 4.0 principles was a natural next step. Digital transformation is not just about improving efficiency but also about creating value for our customers and ensuring sustainability. By integrating automation and data analytics, we’ve been able to streamline operations, improve product quality, and reduce waste.
That’s fascinating. EPACK’s digital transformation has yielded impressive results. Could you elaborate on the key initiatives EPACK has undertaken in its manufacturing facilities?
Certainly. At EPACK, we’ve implemented robotic systems, such as Computerized
Convey System (CCS), in our Bhiwadi facility to handle components like heat exchangers, copper tubes, PCBs, and moulding. This reduces manual handling, increases precision, and improves operational efficiency.
We’ve also introduced end-to-end traceability in our CFF manufacturing process, which has helped us address quality concerns and ensure accountability at every stage. We’ve also digitised our Induction Cooktop (ICT) production line, which now employs automated quality checks that provide real-time data on product performance, helping us eliminate the judgment issues previously caused by manual inspections.
It’s clear that technology plays a central role in EPACK’s success. But how important is cultural transformation in this journey, particularly when it comes to empowering employees?
Cultural transformation is the backbone of any technological advancement. While we have embraced advanced technologies, we also strongly emphasise empowering people. At EPACK, we encourage our employees to take ownership of their roles and drive innovation proactively.
Our openness, empowerment, and partnership culture is integral to our success. We ensure that all our employees have the tools, resources, and support they need to succeed. Programs like the Brazing School and the NWT drive have helped us build a skilled workforce that is proficient in their tasks and aligned with our organisational goals.
That’s wonderful to hear. How has this transformation impacted EPACK’s customer relationships and market performance?
Our customers have noticed the improvements in our quality and transparency. The end-to-end traceability system we’ve implemented in CFF manufacturing has provided customers with detailed insights into our production process. This has significantly boosted their confidence in our products and has helped us reduce market rejection rates. As a result, we’ve seen a stronger relationship with our clients and an improvement in market share. Customers appreciate the transparency, and we’ve established ourselves as a trusted brand in the market.
EPACK is clearly a leader in the field. What’s next for the company, especially with the vision to achieve Industry 4.0 integration by 2025?
Our roadmap is ambitious but achievable. By 2025, we aim to have Industry 4.0 fully implemented across all our plants. This will include enhancing our automation capabilities, increasing the use of AI and IoT, and further digitising our supply chain. We are also focusing on sustainability in every aspect of our operations. As we continue to innovate, we plan to scale our manufacturing capabilities, improve efficiency, and ensure that we remain leaders in sustainable manufacturing practices.
Thank you so much, Mr. Krishan, for sharing your insights. It’s clear that EPACK’s journey towards digital transformation and cultural excellence is a testament to the company’s commitment to innovation and sustainability. We look forward to seeing even more success in the future.
Thank you for having me! We are excited about the future and are committed to continuing our journey of growth, innovation, and sustainability.
The Journey Into industry
Mr. Krishan Dhiman is the vice-president – manufacturing excellence of Epack Durable. He has been associated with this company since October 18, 2021. In Epack Durable, he handles manufacturing operations and quality management system functions. He holds a diploma in mechanical engineering from Institute of Advanced Studies in Education (deemed University), Churu, Rajasthan, and has a master’s degree in business administration from National Institute of Management, Mumbai, Maharashtra. He has approximately 25 years of experience in the manufacturing and air conditioner operations sectors. Before his association with the company, he has previously served as the supervisor of air conditioner production in L.G. Electronics India Limited, as the general manager of operations in ILJIN Electronics India Private Limited, and the senior general manager of operations in Ess Kay Fabrications. He has also received a certificate of black belt from L.G. electronics for completing the six-sigma black belt certification programme, a course in statistical expertise, managerial skills and application experiences.
