Production and operational excellence
This is where the margin is decided: how production is organised, who decides what and at what speed, how much time is lost between one operation and the next, and how much money is tied up in the raw materials warehouse. We put the plant's management model in order and leave behind a way of working that your team can sustain.
The challenges we come across
Almost every plant that calls us shares one of these four situations.
Exponential growth
Organisations that scale quickly without management systems able to carry the complexity that growth generates.
A highly complex portfolio
Many lines, many product references and many processes, demanding a level of coordination and traceability the current organisation cannot deliver.
Different cultures and ways of working
Teams with different methods, uneven levels of maturity and resistance to change that holds back any improvement.
An ever more competitive environment
Pressure on margins, rising quality requirements and the need to respond quickly to market change.
What we propose: an integrated system for managing the work
The answer is not a tool or a training course. It is implementing an integrated system for managing the work that supports a solid method and fosters a culture geared to continuous improvement, with a clear objective: optimise production processes, increase efficiency and achieve operational excellence.
UAP model: Autonomous Production Units
This is the organisational model we work with. It replaces the classic hierarchy with a matrix structure of multidisciplinary teams able to decide close to the gemba, flexible and connected to the business. It works on three levels, each with its own horizon and its own responsibility.
The model in three levels
Strategic prioritisation, management of blockers and delivery of the annual results. It brings together the heads of production, quality, supply chain, engineering, business development, digital transformation, organisational development, HSE, people and purchasing.
Each Autonomous Production Unit brings production, maintenance, quality, safety, indicators and scheduling together under a single owner. It prioritises, unblocks and is accountable for its unit's results.
Day-to-day management of the key indicators and monthly delivery of results. This is where the shift leaders, operators, production technicians, maintenance leaders and fitters, process engineers and line quality staff sit.
The Production Operating Manual (MOP)
This is the document that sets out how you produce: who decides what, the standard to which the work is done, what is measured and how a problem is escalated. Without it, every shift and every line ends up working in its own way. It is drawn up in two phases, exactly like its maintenance counterpart.
Phase 1 · Drawing up the MOP
Sizing of the production organisation and analysis of profiles, needs and gaps. Definition of the optimal structure by unit and by shift. Standardisation of processes and working methods, with real rather than theoretical times. Definition of the plant indicator system — OEE, performance, right first time, changeover times — and of the daily management routine. Definition of the escalation flow: what is resolved on the line, what goes up to the UAP and what reaches senior management. Preparation of all of this for loading into the MES/CMMS system.
Phase 2 · Implementation on site
Roll-out on a pilot line or unit before extending it. Support for production leaders and line managers in their new role. Training plan based on the gaps identified. Start-up of the daily management routine and of indicator monitoring. Post-implementation assessment to verify that the standard holds without the consultant present.
The three objectives of the model
An autonomous organisation
Standardisation and clear procedures, training and genuine technical competence, and digital systems that support decisions on site.
Empowerment of people
Active participation in continuous improvement, training and skills development, and transparent, accessible information for whoever has to decide.
Permanent, sustained improvement of results
A continuous improvement cycle (PDCA or Kaizen), management by performance indicators and continuing technological adaptation.
Raw materials warehouse analysis
The raw materials warehouse is where most money is tied up without anyone looking at it closely, and where supply most often breaks down at exactly the wrong moment. We diagnose it across five dimensions.
1. Inventory levels and capital tied up
Analysis of current stock by family, supplier and code. Identification of obsolete, slow-moving or unused materials. Assessment of inventory cover in days of stock against real consumption. Comparison against the theoretical minimum, maximum and safety stock policies.
2. Reliability of supply
Review of the current procurement system and of suppliers' real lead times. Variability of deliveries and its impact on safety stock. Analysis of outstanding or delayed orders. Consistency between purchasing planning and actual consumption.
3. Warehouse layout, flows and operations
Assessment of the current layout — zoning, accessibility and travel distances. Analysis of the inbound, put-away, picking and issue-to-plant flows. Space utilisation and physical rotation by zone. Identification of congestion points and unnecessary movement.
4. Synchronisation with production
Analysis of material flow from goods-in to the line. Identification of excess stock generated by production forecasts that are not kept up to date. Assessment of batch policies, weighing the supplier's MOQ against real needs. Identification of critical materials or of materials with irregular supply.
5. Systems and traceability
Level of integration between ERP, MRP and WMS. Methods for recording receipts, consumption and internal movements. Inventory accuracy, measuring the difference between the system and the physical count. Control of batches, expiry dates and compliance with FIFO or FEFO.
A real case: production and maintenance at the same time
An industrial company in the food sector. Implementation of the UAP model combined with the optimisation of maintenance.
+8.4%
improvement in OEE between the year before and the year after the project
−34%
reduction in unplanned corrective work
+22%
increase in the availability of critical equipment
Resultados de un proyecto real. No se identifica al cliente por confidencialidad.
The other services
Do you know what your OEE is costing you today?
The first diagnostic session lasts an hour, carries no obligation and can be held at your site or by video call.