PROJECT GOAL: +25% in EBITDA
Challenges
The context is a manufacturing process of high performance alloys mainly for the aerospace industry. Low productivity on the shop floor, poor planning & scheduling practices and the lack a robust Sales & Operations Planning (S&OP) process caused accumulated delays, resulting in a significant decrease in new orders and profitability. Critical operating management tools were not in place. Sales department needed a set of management tools to drive increase in volume and marginin EBITDA
0
%
| Operations | +15% Productivity |
| Supply Chain | +11% OTD |
| Sales | +22% New Orders |
| Maintenance | +90% Preventive Maintenance Operations |
Operational Excellence to achieve new levels of performance in productivity and profitability
The implementation of a streamlined planning & scheduling process kept production in line with budget objectives. Structured and effective weekly performance meetings created a team environment, giving all departments a forum to share valuable information and break silos. Production line workers increased efficiency as a result of short interval control added to the workflow. A solid monthly S&OP process enabled alignment and synchronization across departments leading to an increase in productivity and profitability
- Implementation of robust Sales & Operations Planning process to order the right raw materials at the right moment and at lower costs.
- Development of Sales Management Operating System to support the process of obtaining new orders & increase margin.
- Implementation of visual management across the shop floor to capture production deviations and display KPIs
- Reviewed and streamlined organizational structure along with clarification of roles and responsibilities clarified to align deliverables across departments.
- Redesign and implementation of preventive maintenance strategy routines to reduce cost and downtime.