The coating line operated at a consistently low TEEP level, directly limiting capacity, delivery reliability, and growth potential.
Frequent changeovers, downtime, and quality losses reduced throughput and made line performance unpredictable.
Maintenance and performance management were predominantly reactive, with limited standardization and data-driven control.
Processes, leadership routines, and behaviors were insufficiently aligned to structurally sustain performance improvements.
Conducted a fact-based TEEP baseline and root-cause analysis as the starting point for prioritization and decision-making.
Developed a phased roadmap (2025-2027) balancing quick wins with structural, long-term improvements across assets, processes, and organization.
Focused on changeovers (SMED and mechanical improvements), availability (Pareto analysis and RCA), and performance & quality (debottlenecking and line balancing).
Implemented a standardized performance management framework (KPI’s, meeting structures, and reporting) to enable consistent, data-driven steering.
Strengthened asset and maintenance processes, leadership routines, and competencies, with the client fully owning the transformation, supported by targeted hands-on expertise.