8%
Annual capacity improvement in one process area
De-Bottlenecking Operations to Increase Production Volume: Optimizing Capacity and Workforce Deployment at a Coatings & Pigments Manufacturer
Industry: Chemicals
Service: Manufacturing
Service: Operations Strategy and Transformation
Service: Supply Chain
Our Client
A coatings and pigments manufacturer seeking to increase production volume and profitability amid operational inefficiencies, labor shortages, and underutilized equipment.
The Challenge
The manufacturer faced multiple operational constraints limiting volume and efficiency:
- Significant order backlog caused by poor planning and production inefficiencies.
- Extended Work-in-Progress (WIP) times slowing cycle times and throughput.
- Equipment underutilization amid frequent changeovers.
- Labor shortages and high turnover affecting operational reliability.
Real Results Achieved Together
Through de-bottlenecking, capacity optimization, and structured planning, EFESO helped the client increase production volume, improve equipment uptime, and optimize workforce utilization.
6%
Annual capacity improvement in another process area
Transformation Impact
- Established a Command Center for short-interval control of production, downtime, and hiring targets.
- Implemented a Production Loss Accounting register to reduce inefficiencies and prevent short stops.
- Defined the “Golden Batch” to optimize cycle times and free up equipment capacity.
- Conducted cycle time studies and mapped product and personnel flow to eliminate bottlenecks.
- Implemented a structured S&OP process, aligning production schedules with customer demand to systematically reduce backlog.
Our Approach
EFESO applied a three-pronged approach to relieve bottlenecks and optimize production:
Process De-Bottlenecking & Capacity Optimization
- Short-interval control of production and downtime via a Command Center.
- Defined high-efficiency “Golden Batches” to free up equipment capacity.
Reduction of Non-Value-Added Work
- Mapped product and personnel flows to identify WIP hold-ups.
- Reallocated labor to maximize workforce utilization and improve cycle times.
S&OP Process Implementation
- Designed a structured S&OP framework linking production schedules to customer demand.
- Systematically reduced backlog and aligned operational planning with market requirements.
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Facing Similar Challenges?
- Bottlenecks, low equipment utilization, or high WIP times.
- Boost production volume while optimizing workforce deployment.
- Implement structured S&OP processes and continuous operational improvements.
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