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Global Brewing Operations Performance Transformation

EFESO partnered with a global brewing and beverage manufacturer to improve productivity, overall equipment effectiveness (OEE), and operational performance.

Industry: Food & Beverage

Service: Logistics and Distribution

Service: Operational Excellence

Service: Operations Footprint

Service: Operations Strategy and Transformation

Service: Supply Chain

Service: Supply Chain Strategy

Parallaxe

Our Client

A leading brewing and beverage manufacturer operating two large-scale production facilities in Mexico sought to improve operational performance amid rising consumer demand. The sites encompassed the full value chain, including brewing, bottling, water treatment, logistics, and rail transportation operations, and employed more than 4,500 people. With demand growing, pressure increased to improve productivity, asset utilization, and supply chain responsiveness.

4.5K

employees at two facilities

65%

Overall Equipment Effectiveness (OEE)

Parallaxe

The Challenge

A leading beverage manufacturer was experiencing significant growth in customer demand while struggling to meet production targets. Operational performance was constrained by:

  • Critical production lines averaging only 65% Overall Equipment Effectiveness (OEE)
  • Limited leadership ownership of operational performance
  • Inconsistent daily management practices
  • Lack of structured root-cause problem solving
  • Insufficient employee engagement in continuous improvement activities
  • No standardized system for sustaining operational gains across sites
  • Growing pressure to increase throughput without significant capital investment

The organization sought a scalable transformation program capable of improving productivity, building internal capability, and creating a sustainable culture of operational excellence.

Real Results Achieved Together

EFESO deployed its BOOST Operational Excellence Methodology through a pilot implementation before scaling across all operational areas and facilities.

78%

Priority line OEE increased from 68%

Transformation Impact

  • Increased priority line OEE from 65% to 78% within six months, creating a foundation for enterprise-wide deployment.
  • Scaled the operational excellence program across two manufacturing sites and all operational areas, establishing standardized ways of working.
  • Improved production throughput and asset utilization, enabling the organization to meet growing customer demand without significant capital investment.
  • Increased leadership ownership and frontline engagement through structured daily management and accountability systems.
  • Enhanced supply chain performance by supporting record inventory balance and improving capacity during peak demand periods.
  • Established a sustainable continuous improvement culture, creating the foundation for ongoing TPM implementation and world-class performance.
Parallaxe

Our Approach

Leadership Ownership & Accountability

  • Defined clear ownership for performance metrics and improvement initiatives
  • Established governance routines and escalation processes
  • Increased leadership engagement in daily operational management

Area-Based Ownership Structure

  • Clarified accountability at every level of the organization
  • Empowered frontline teams to identify and eliminate losses

Daily Management System

Implemented a structured performance management cycle including:

  • Centerline management
  • Daily performance reviews
  • Visual management
  • Escalation routines
  • Standard work

Root Cause Problem Solving

  • Introduced disciplined loss analysis and corrective action processes
  • Embedded daily root-cause investigations into operational routines

Continuous Improvement & Kaizen

  • Established cross-functional loss-elimination teams
  • Focused improvement efforts on the highest-impact operational constraints
  • Developed internal capability to sustain improvements

Standardization & Scale-Up

  • Successfully piloted the methodology on three production lines
  • Expanded implementation across all operational departments and both manufacturing sites
  • Created standardized operational excellence practices across the organization

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Parallaxe

Facing Similar Operational Effectiveness Challenges?

  • Implement consistent daily management practices and create ownership accountability
  • Meet production targets by increasing overall equipment effectiveness (OEE)
  • Encourage employment engagement in continuous improvement activities
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