The problem
Production performance was constrained by equipment losses, extended changeovers, and inconsistent operating routines. The engagement required a practical operating response supported by performance visibility and workforce participation.
My contribution
I supported the transformation through Intact Prolink. My contribution included diagnostic work, method selection, project coaching, governance support, and capability transfer. The language reflects a supported engagement and does not claim sole delivery.
Improvement approach
- Used OEE loss analysis to focus attention on the material drivers of performance.
- Applied SMED principles to separate internal and external changeover work.
- Strengthened standard work, visual management, and equipment ownership.
- Integrated improvement activity with management review and sustainment routines.
Selected results
- Overall equipment effectiveness improved from 54.2% to 83.8%.
- Changeover time reduced by 83.7%.
- The client name, product, equipment configuration, site, and financial results remain unpublished.
Leadership lesson
Manufacturing improvement needs more than technical analysis. Performance holds when operators, maintenance teams, supervisors, and management routines reinforce the redesigned work.