PROJECT GOAL: 10% increase in Productivity
A multi-site engagement across two countries with a clear mandate: improve productivity, machine efficiency, and cycle time to hit ambitious business targets. One plant needed to optimize resources, while the other had to increase capacity—both with the same end goal: higher profitability.
- Limited monitoring and control capabilities for robust production management across both sites.
- Planning and scheduling lacked key constraint-management principles, driving frequent re-planning and low adherence to weekly plans.
- Planning and scheduling tools were mostly manual, consuming analyst time and delaying actionable insights.
- Heavy reliance on manual data collection and spreadsheets, revealing the need for Industry 4.0 and reporting automation.
- Unclear agreements between Sales, Planning, and Operations generated last-minute schedule changes.
- Overlapping responsibilities across areas created friction and slowed execution.
- Overtime levels were above internal benchmarks, indicating inefficiencies in execution and planning discipline.
in Productivity
0
%
| Finance | +500% Return on Investment |
| Finance | +11% EBITDA Increase |
| Planning | 35% Planning & Adherence |
| Operations | -31% Overtime Reduction |
| Supply Chain | +28% OTIF Increase |
| Sales | +12% Net Sales |
| Maintenance | -5% Maintenance Cost |
| Finance | 8 months Payback Period |
Paper Machine Clothing Company increased Net Sales by 12% & increased productivity by 15%
We built an integrated performance system that connects governance (RACI + decision rights), planning discipline, and digital performance management—so leaders can make fact-based decisions in real time and teams can execute with fewer last-minute changes.
Governance & Interfaces (RACI + Stage Gates)
- Formalized RACI across functions to eliminate overlaps and clarify ownership.
- Streamlined business processes and interfaces by aligning Sales and Operations through stage gates, production priority guidelines, and scheduling SLAs.
- Improved governance and reporting by creating an automated workflow for changes in the S&OP process.
Industry 4.0 & Digitalization (from manual to automated)
- Developed a digitalization blueprint and integrated multiple IT systems into a Business Intelligence platform—reducing dependence on Excel.
- Automated operational reporting and KPI tracking to enable daily/weekly performance follow-up with consistent definitions.
- Digitalized visual management on the shopfloor to support assignments, instructions, and performance tracking using standardized data.
- Integrated planning and scheduling data to improve adherence and reduce frequent changes with faster analytical insights.
Operational Excellence (discipline on the floor)
- Reviewed and digitalized the overtime authorization process to reinforce control and accountability.
- Implemented a real-time operational performance monitoring system to empower supervisors and managers to act immediately.
- Established new daily shopfloor routines for tighter monitoring and control—enabling a more responsive decision-making culture.