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      A leading integrated zinc producer with operations spanning mines, smelters, and captive power plants was facing sustained pressure on production and costs. Variability in operations, high power and fuel costs, and reactive decision‑making were impacting output, shutdown performance, and profitability.

      KPMG in India helped deliver a comprehensive production improvement and cost reduction programme-helping institutionalise execution discipline, improve reliability, and unlock sustainable value across operations.

      The challenge

      The client operated in a complex, asset‑intensive environment with multiple operational constraints:

      • Finished goods production lagging business plan targets due to asset availability and process variability
      • Frequent unplanned shutdowns and extended shutdown durations
      • High pressure from power and fuel costs, maintenance inefficiencies, and under-utilised by-products
      • Limited digital enablement and reactive decision-making across operations and maintenance
      • Need to simultaneously improve production, reduce costs, and institutionalise execution discipline

      The client required an integrated, data‑driven approach to stabilise operations and improve performance across the value chain.

      Our approach

      KPMG in India adopted an end‑to‑end diagnostic and execution‑focused transformation approach, bringing together operational excellence, analytics, and governance.

      End‑to‑end operational diagnostics

      Conducted baseline assessment of production, availability, utilisation, and cost KPIs

      Identified bottlenecks across mining, smelting, and captive power operations

      Prioritised high-impact levers aligned to finished goods production, methyl isocyanate output, and power costs.

      Operations, maintenance, and reliability intervention

      Designed focused improvement initiatives to increase throughput and equipment availability

      Built a maintenance excellence roadmap covering reliability centered maintenance and failure modes and effects analysis

      Reduced unplanned downtime through structured shutdown planning and critical‑path optimisation.

      Digital enablement and advanced analytics

      Deployed early‑warning dashboards and real‑time performance monitoring

      Developed AI/ML models for applications such as roaster supply‑demand prediction

      Embedded data‑driven decision‑making into daily review and control routines.

      Cost reduction and commercial levers

      Identified cost optimisation opportunities across power, fuel, and flexibility levers

      Enabled value realisation from scrap, residues, and by‑products

      Established governance mechanisms to track benefits, manage initiatives, and sustain gains

      End‑to‑end operational diagnostics

      Conducted baseline assessment of production, availability, utilisation, and cost KPIs

      Identified bottlenecks across mining, smelting, and captive power operations

      Prioritised high-impact levers aligned to finished goods production, methyl isocyanate output, and power costs.

      Operations, maintenance, and reliability intervention

      Designed focused improvement initiatives to increase throughput and equipment availability

      Built a maintenance excellence roadmap covering reliability centered maintenance and failure modes and effects analysis

      Reduced unplanned downtime through structured shutdown planning and critical‑path optimisation.

      Digital enablement and advanced analytics

      Deployed early‑warning dashboards and real‑time performance monitoring

      Developed AI/ML models for applications such as roaster supply‑demand prediction

      Embedded data‑driven decision‑making into daily review and control routines.

      Cost reduction and commercial levers

      Identified cost optimisation opportunities across power, fuel, and flexibility levers

      Enabled value realisation from scrap, residues, and by‑products

      Established governance mechanisms to track benefits, manage initiatives, and sustain gains

      The impact

      The programme delivered measurable improvements across production, reliability, and costs:

      production_quantity_limits

      ~7 KT improvement in finished goods production against stretch targets

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      Shutdown duration reduced to ~16.5 days, compared to ~21 days earlier

      percent

      ~7 per cent improvement in critical process throughput during trial periods

      power

      INR 31–33 crore in annualised power cost reduction through CPP optimisation initiatives

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      Improved equipment availability, maintenance discipline, and digital adoption

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      A sustainable execution backbone established across operations

      Key Contact

      Amit Bhargava
      Amit Bhargava

      National Leader, Metals and Mining

      KPMG in India

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