350K
Tons annual plant capacity
WCOM™ Boosts OEE 8.3% in 3 Months in Forestry & Paper
A kraftliner paper mill wanted to significantly increase production output and raise its operational performance. Together with EFESO, the mill implemented a World Class Operations Management (WCOM™) program. In just three months, the plant surpassed its OEE targets and laid the foundation for sustained, multi-year performance improvements.
Industry: Packaging
Service: Manufacturing
Service: Operational Excellence
Service: Operations Strategy and Transformation
Our Client
A kraftliner paper manufacturer operating several mills with a production capacity of 350,000 tons per site. The company produces high-performance kraftliner paper serving global packaging and corrugated solutions markets. Its operations require robust asset management and continuous performance improvements to meet rising output expectations.
The Challenge
The plant set an ambitious objective: rapidly increase production output from 350,000 to 400,000 tons, equal to a +6 percentage-point OEE improvement, within one year. This required both immediate wins and a scalable model for sustainable performance. Additional challenges included:
- Aggressive timing: The target demanded fast identification and eradication of performance losses
- Fragmented execution rhythms: Lack of common routines and governance slowed problem resolution
- Siloed functions: Historical separation between departments limited collaboration and transparency
- Need for cultural shift: Long-term objectives required new behaviors, not just technical solutions
Real Results Achieved Together
The World Class Operations Management (WCOM™) program journey not only delivered fast, measurable OEE improvements but also created a platform for long-term operational excellence driven by sustained behaviors and integrated routines.
+8.3%
OEE increase in 3 months
+4.0 p.p.
Long-term OEE improvement sustained over 3 years
SEK 80M
Annual run-rate cost savings achieved
Transformation Impact
- Exceeded the short-term OEE improvement target and fully eliminated identified breakdown root causes
- Increased collaboration between functions that historically worked independently
- Built a culture of shared responsibility through operational steering and pillar-driven loss eradication
- Delivered a long-term operational performance model that extends beyond technical improvements
Our Approach
EFESO initiated a comprehensive diagnostic to identify loss areas and establish a clear performance roadmap. Cross-functional teams were created and trained to drive improvement using WCOM™ pillars, including Autonomous Maintenance, Planned Maintenance, Focused Improvement, and Training & Education.
The methodology included:
- Target breakdown and deployment of robust daily operational steering
- Development of routines that reinforced clear behaviors and accountability
- Loss-driven improvement projects led by empowered multidisciplinary teams
- Continuous capability building to ensure ownership and sustainment
- Alignment of every performance action with OEE impact and strategic objectives
This structured, pillar-based approach enabled the plant to not only eliminate immediate losses but establish the governance, skills, and practices necessary to sustain performance over multiple years.
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Ready to Unlock Hidden Capacity in Your Operations?
- Transform production losses into measurable gains without major capital investment
- Stop accepting breakdowns and inefficiencies as "just part of the process"
- Join manufacturers who've exceeded their production targets through systematic improvement
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