-29%
reduction in cycle time
Project objective: -20% in cycle time
Results
Context and challenge
A multinational industrial and technology group delivering plants, systems, equipment and automation for pulp & paper, energy, metals and environmental technologies, across about 280 locations. Market leadership was threatened by aggressive competition and internal inefficiencies: performance gaps in the end-to-end chain, reactive planning, execution without priorities, management based on lagging financial KPIs and long, variable lead times, with a siloed culture.
Approach and impact
Engineering
Reorganization of processes, new tools and governance, with clear priorities and measurable targets, bringing Engineering and Production closer.
Planning
A single, integrated planning connecting demand, engineering and capacity, with weekly validation and focus on the root causes of variations.
Production
Rigorous weekly planning and structured daily management; the end of firefighting mode, more throughput and the end of overtime dependency.
Sales
Commercial-operational integration, more competitive proposals and data-driven commercial steering.
Organization and culture
A lean, high-performance organization, with shared routines and real-time decisions.
*Selected project result. Gains vary depending on context, maturity and scope.