Practical example
Interim management to stabilize production at a foundry following bankruptcy
After a prolonged period of insolvency and a change in ownership, a medium-sized foundry faced significant organizational, operational, and technological challenges. A large backlog of orders due to low overall equipment effectiveness (OEE) and outdated machinery made it urgent to quickly stabilize business operations.
Background
The foundry suffered from inadequate analog data collection and a lack of optimization processes across the entire production process. This led to significant inefficiencies and losses in terms of machinery, tools, and fixtures. A comprehensive restructuring of production was urgently needed to stabilize business operations and restore competitiveness.
Specific task
Our task was to immediately establish transparency regarding equipment data, production metrics, and OEE loss types. Based on this, the goal was to improve OEE by reducing organizational, technical, and quality-related losses. At the same time, we were tasked with increasing efficiency in production control and production processes in order to clear the backlog of orders and stabilize business operations in the long term.
KBC's Approach
We first established a systematic process for collecting and analyzing production data to gain transparency into the types of losses and inefficiencies occurring. Using this data, we prioritized areas requiring action and developed fact-based optimization initiatives. Through targeted measures, we increased equipment availability as well as the efficiency of production control and processes. A particular focus was placed on reducing technical, organizational, and quality-related production downtime in order to significantly increase OEE.
