PROJECT GOAL: +15% in EBITDA
- The client is a global industrial engineering group with annual revenue exceeding US$ 7 billion, operating a Tier 1 plant in the Pulp & Paper sector.
- Operational performance required greater execution discipline and the development of structured management tools.
- Overtime levels were above the corporate benchmark, signaling inefficiencies in process control and planning.
- Planning and scheduling processes lacked the formal application of constraint management principles and relied heavily on manual tools.
- SLAs and the interfaces between Commercial and Operations were neither clearly defined nor consistently enforced.
in EBITDA
0
%
| Sales | +17% Revenue |
| Operations | +36 Production |
| Maintenance | +33 OEE Improvement |
| Performance | +51% Productivity |
| Supply Chain | +65% OTIF |
| Planning | 30% Planning Adherence |
| Processes | -50% Cycle Time |
Digital transformation to a Pulp & Paper Company leveling up the operations
Digital Performance Management System
- Integrated real-time operational control model.
- End-to-end operation monitoring.
- Automated dashboards connecting the shop floor to leadership.
Structured Digitalization and Industry 4.0 Model
- Integration of corporate systems into a unified BI platform.
- Elimination of Excel spreadsheets as a structural tool.
- Automation of operational indicators.
Integration Between Sales and Operations
- Formalized RACI structure across departments.
- SLAs implemented for operational alignment.
- Defined production priorities.