Operating cost
reduction
Address avoidable losses in energy, materials, labour productivity and production processes. Improve resource utilisation and control conversion costs.
LFC SAUDI ARABIA
Better operations
Stronger business
Improve manufacturing performance. Strengthen EBITDA.
We help manufacturers reduce operating costs, increase throughput and build lasting operational excellence.
Discuss your manufacturing challengesSaudi industrial insight. Hands-on transformation.Discover our approach
01 / ABOUT US
Local understanding
Shared expertise
Levers For Change Saudi Arabia brings together knowledge of the Kingdom’s industrial landscape and the manufacturing transformation experience of Levers for Change in India.
RAWAFI ALTAGHYER COMPANY FOR INDUSTRIAL CONSULTING (Levers For Change Company For Industrial Consulting) is registered in Saudi Arabia and works in collaboration with the founders of LEVERS FOR CHANGE CONSULTING PRACTICE - INDIA to help manufacturers strengthen operational performance and profitability.
We focus on practical implementation: understanding where performance is lost, identifying the changes that matter most, and working with management and frontline teams to put those changes into daily practice.
02 / OUR EXPERTISE
Operational change
Financial impact
Focused interventions that improve how your plant performs, every day.
Operating cost
Throughput &
productivity
Find the constraints limiting output. Improve bottlenecks, downtime, production flow and coordination to unlock capacity from existing assets.
Operational
excellence
Strengthen supervision, maintenance, quality and daily work management. Build clear accountability and routines that sustain better performance.
EBITDA
improvement
Translate opportunities into a business case. Prioritise initiatives by financial impact and track progress against agreed operational and financial measures.
OPTIONAL ENABLER
Digital support, where it adds value
Where appropriate, we can introduce solutions such as ConnectFacts for shopfloor visibility and daily work management, including steel and food applications. Tools are selected around the operational need.
03 / HOW WE WORK
Alongside your team
All the way to implementation
Assess & quantify
Review data and observe the shopfloor. Identify constraints and losses, establish a baseline and develop a prioritised business case.
Implement together
Work with leaders, managers and frontline employees to improve processes and resolve the issues limiting performance.
Measure & sustain
Track operational and financial progress. Build team capability and embed review practices that keep improvements in place.
Every engagement starts with agreed objectives, scope and measures of success.
04 / OUR EXPERIENCE
Experience grounded
in industry
Saudi engagements, supported by a wider history of transformation at LFC India.
LFC India
Selected work delivered by the Indian team
Tata Metaliks
Operational turnaround centred on improving throughput in DI pipes manufacturing.
Rajratan Global
Business transformation spanning manufacturing and sales excellence.
General Industrial Controls
Improving on-time delivery through management control systems.
Moira Sariya
A throughput improvement programme for a TMT bar manufacturer.
05 / CASE STUDIES
Operational improvements
Results in practice
Selected manufacturing engagements delivered by LFC India, across steel, food, pharmaceuticals and industrial products.
STEEL / OPERATIONAL TURNAROUND
Jaideep Metallics
41%
rolling-mill improvement
Frequent breakdowns and high power consumption limited rolling-mill performance.
Explore the case
Approach
Preventive maintenance, shift-handover checklists, heat-gap tracking and structured root-cause analysis.
Reported results
The reference reports a 41% rolling-mill improvement, 10% lower power consumption and 30–40% fewer breakdowns.
DI PIPES / PLANT TURNAROUND
Tata Metaliks DI Pipes
5,769 → 10,063
tonnes of monthly output
Engineering downtime, quality losses and inconsistent process control constrained a loss-making plant.
Explore the case
Approach
Re-baselined process parameters, revised work-in-progress rules and daily operating reviews across casting, finishing and dispatch.
Reported results
Monthly output rose from 5,769 to 10,063 tonnes. Engineering downtime fell from 4.4 to 1.7 hours a day, with a return to sustained operating profitability within the nine-month engagement.
FOOD / MANUFACTURING PERFORMANCE
DFM Foods · CRAX
19%
throughput improvement
Daily output varied because of staffing, maintenance and production-flow constraints.
Explore the case
Approach
Installed a daily operating rhythm, clearer escalation and 28 management systems across production and supporting functions.
Reported results
A 19% throughput improvement was agreed with the client at handover, comparing the pre-programme and current run-rates. Finished-goods and space-related stoppages fell 96%. Of 28 systems built, 21 were live at handover and seven had a completion plan. This result reflects capacity release, not revenue growth.
FOOD INGREDIENTS / FLOW IMPROVEMENT
AB Mauri · Cochin
108 → 30
days of red-pepper lead time
Long processing lead times and inconsistent mill settings constrained delivery performance.
Explore the case
Approach
Value-stream mapping, standard mill operating procedures, production planning and raw-material procurement improvements.
Reported results
Red-pepper lead time fell from 108 to 30 days, overall equipment effectiveness rose from 37% to 65%, and throughput improved 88%.
PVC PIPES / PROCESS & QUALITY
Kriti Industries
73% → 91%
overall equipment effectiveness
A complex product mix, rejection and scrap reduced production effectiveness.
Explore the case
Approach
Standardised process parameters, product-mix rationalisation, die management and quality controls at source.
Reported results
RPVC overall equipment effectiveness rose from 73% to 91%. Throughput increased from 157 to 192 tonnes a day; rejection fell 60% and scrap fell 57%.
PHARMACEUTICALS / BATCH PRODUCTIVITY
Symbiotec Pharmaceuticals
33%
batch-throughput improvement
Charging delays, quality-control waiting time and maintenance gaps slowed batch production.
Explore the case
Approach
Standardised charging schedules, utility controls, preventive maintenance and clearer coordination between production and quality teams.
Reported results
Batch throughput improved 33%, overall equipment effectiveness reached 81%, and quality-control lead time fell from 26 to 14 hours.
Results are reported in LFC India’s case-study reference and relate to specific engagements. Outcomes depend on each plant’s circumstances and scope of work.
06 / LEADERSHIP
People behind
the performance
Industrial insight, implementation experience and a shared focus on results.
Ahmad AlGwaiz
Chairman of the Executive Committee
Founder, AGW Consulting Group
Founder, AGW Consulting Group
Ahmad AlGwaiz is Managing Director of LFC Saudi Arabia, bringing 27 years of experience in Saudi Arabia’s industrial sector.
Read biography
He has held leadership and advisory roles at the Saudi Industrial Development Fund and the Ministry of Industry and Mineral Resources. His expertise spans industrial development finance, risk management and strategic advisory, supported by broad experience across manufacturing sectors. He draws on this background to help manufacturers improve operational performance and profitability.
Omprakash NS
Executive Committee Member
Co-founder, LFC India
Co-founder, LFC India
Omprakash is a founding member of LFC India with a focus on manufacturing performance transformation and business turnarounds.
Read biography
He has delivered consulting engagements across India, South Asia and the Middle East, working across industries including steel, cement, automotive, textiles and electrical equipment.
His approach emphasises detailed diagnosis, disciplined execution and frontline productivity. His earlier experience includes roles with TVS Industries, PepsiCo, Thermax India and Renoir Consulting.
Gangadharan A
Executive Committee Member
Co-founder, LFC India
Co-founder, LFC India
Gangadharan is a founding member of LFC India, with experience leading transformation and turnaround programmes across manufacturing and sales.
Read biography
His industry experience includes steel, cement, automotive, pharmaceuticals and other process and discrete manufacturing businesses.
His work combines client engagement with practical implementation, helping business leaders and their teams improve performance. Before LFC, he worked with Thermax India and Renoir Consulting.
07 / OUR NETWORK
Our network
& experience
The organisations connected to our ownership, consulting expertise, digital solutions and industrial engagements.
Client engagements in Saudi Arabia
Details of these engagements remain confidential.
Industrial capability, training & knowledge sharing
KACST
King Abdulaziz City for Science and Technology — Industry 4.0 Capability Center.
Ministry of Industry and Mineral Resources
Coordination on digital operations training for the steel sector at KACST’s Industry 4.0 Capability Center.
We have delivered one steel-sector digital operations training programme through this coordination.
Digital solutions
ConnectFacts
An optional shopfloor visibility and daily work management solution we introduce where it adds value.
Ownership & affiliations
AGW Consulting Group
Owner of LFC Saudi Arabia’s registered business.
LFC India
Manufacturing transformation expertise, working in collaboration with its founders.
08 / LET’S TALK
What could your
plant achieve?
Let’s discuss your priorities for cost, output and operational performance.