Achieve production efficiency in the process industry

From innovation to leadership

The history of this leading company in the pulp, paper, and packaging industry dates back to the 1950s, a decade marked by a pioneering technological breakthrough that redefined pulp production. This journey has been shaped by key moments of transformation, including integrating multiple production units, technological modernization, and expansion into international markets.

Over the past decades, the company has remained firmly committed to sustainability, leading initiatives to reduce fossil fuel consumption and adopt renewable energy sources. Today, it stands as a benchmark in the industrial sector, combining outstanding production capacity with an innovative and sustainable approach.

Barriers to efficiency and sustainability

The company faced several operational challenges that negatively impacted its productivity, efficiency, and sustainability. Among the main issues identified were significant time and resource losses across various areas of the operation.

One of the most critical obstacles was stoppage time due to equipment failures, which averaged 14.7 hours per month. This issue disrupted production continuity and led to additional repair costs and delays. Planned stoppages, intended to ensure preventive maintenance, averaged 168.1 hours per year, highlighting inefficiencies in the planning and execution of these activities.

Another major challenge was setup time, which reached 74 minutes on average. This extended duration limited operational flexibility and delayed production cycles, directly impacting the company’s ability to respond to market demands. Additionally, the quality loss rate, measured at 9.15%, revealed inconsistencies in production parameters, leading to raw material waste and rework, both of which had a significant financial impact.

Continuous improvement strategies: From diagnosis to operational transformation

The company adopted an integrated approach based on Kaizen Change Management (KCM) and Lean Manufacturing principles to address the identified challenges, focusing on continuous improvement, waste elimination, and active team engagement. This model was structured around four key pillars: Project Kaizen, Daily Kaizen, Leaders Kaizen, and Support Kaizen, ensuring a company-wide and sustainable transformation.

Below are the various tools implemented to overcome these challenges:

Process diagnosis and mapping

The initiative began with a detailed analysis of workflows and production operations, using tools such as Value Stream Mapping (VSM) and the SIPOC diagram. These methodologies helped identify significant sources of waste, including micro stoppages, long setup times, and deviations in quality parameters. VSM provided a clear visualization of the value stream and pinpointed critical areas for improvement, while SIPOC ensured a well-defined structure of process inputs, outputs, and requirements.

Standardization and operational optimization

Based on the root cause analysis, operational standards were established, and process standardization was implemented to reduce variability and improve efficiency. Autonomous maintenance was introduced to minimize micro stoppages, empowering teams to detect and resolve equipment issues before they become critical. Production sequencing guidelines were also developed to streamline setups and ensure smoother operations.

Efficient stoppage planning and management

Planned stoppages were reorganized using project management tools such as Last Planner and Kanban. These tools helped prioritize tasks, allocate resources efficiently, and improve team coordination. As a result, stoppage time was significantly reduced, and interventions were carried out with minimal disruption to operations.

Team empowerment and engagement

Recognizing the crucial role of people in the transformation process, the company implemented intensive training programs to equip employees with new practices and methodologies. These programs included using the 9-step A3 method to address complex challenges in a structured way and applying the 5S system to enhance workplace organization, creating safer and more efficient environments. Additionally, teams were trained in visual KPIs, making tracking results easier and aligning operations with strategic goals.

Implementation of a structured future vision

As part of the transformation plan, a future vision was developed to outline the steps for implementing changes, the necessary resources, and the goals to be achieved. This vision was designed to ensure that improvements became integral to the organization’s daily operations, fostering a continuous innovation cycle.

By combining these methodologies, the company ensured that the transformation was both reactive and proactive, creating a solid foundation for continuous improvement and operational excellence.

Results and benefits: Advancing operational efficiency

Following the implementation of Kaizen and Lean methodologies, the results were significant, demonstrating the impact of the initiatives undertaken. Key achievements include:

• Reduction in unplanned stoppages: a decrease of 20%, reflecting greater equipment reliability and improved preventive maintenance.
• Reduction in planned stoppages: a 26% reduction, achieved through more efficient planning and optimized team coordination.
• Reduction in quality losses: the loss rate was reduced by 4%, ensuring greater consistency in production parameters and less waste of materials.
•  Improvement in logistics productivity: the 31% reduction in setup time and the layout optimization allowed for a better reorganization of processes and increased logistics efficiency.
• Financial savings: the improvements implemented have resulted in annual savings of more than 1.7 million euros, with a direct impact on the financial sustainability of the operation.

These results highlight how a structured, data-driven approach can transform industrial operations. By reducing waste, increasing efficiency, and improving quality, the company addressed immediate challenges and established a strong foundation for sustainable growth and long-term competitiveness.

We are committed to respecting our clients’ confidentiality. While we have altered or omitted their names, the results are genuine.