Client is a well reputed name in lubricating Grease & oil manufacturing as per IS, API & NLGI Specification since 1973 in India. Plant has a manufacturing capacity is 15000MT/year of grease and 10000KL/year of automotive and industrial oil.
•The first major challenge was lack of a functioning system across the organization was a significant concern. It giving result in operational inefficiencies, mis-communication, and reduced productivity. Without a cohesive system in place, the organization was struggle to achieve goals, maintain consistency, and deliver a seamless experience to customers.
•The second challenge was absence of an inventory control system and organized stores was a notable deficiency within the organizational framework. This deficiency was leading to a host of operational challenges, including difficulties in tracking and managing stock levels. Without a structured inventory control system, the company was struggle to accurately forecast demand and maintain optimal stock levels, potentially resulting in stockouts or overstocking situations. Additionally, the lack of organized stores impeded the efficiency of retrieving necessary materials or products, leading to delays in production and fulfilment processes.
•Another challenge we encountered was the absence of systems monitoring the utilization and performance of workforce, machinery, and materials, representing a significant deficiency within the organization. This gap impedes ability to efficiently allocate resources, evaluate productivity levels and also facing difficulties in optimizing workflows, finally it resulting in potential inefficiencies and a reduction in overall output.
What We Did:
Work Standardization & Lean Daily management
We implemented a reporting system and streamlined the flow of information to enhance the organizational efficiency through work standardization & lean daily management. To achieve this, we first assessed the existing processes and identified areas where information flow was fragmented and inefficient and then designed a comprehensive reporting system that standardized data collection, analysis, and dissemination. This involved implementing defined departments in the organization, defined roles and responsibilities within departments& data capture and reporting, establishing clear reporting protocols, and ensuring that relevant stakeholders received timely and accurate communication.
By streamlining the information flow and implementing a reporting system, we improved ability to make informed decisions, respond quickly to changing circumstances, and monitor the performance effectively. This resulted in Single channel communication, Operational decision making and provide better Streamlining information flow in organization.
Digital inventory Control
Our journey towards digitalizing inventory system involved several key components, including the implementation of data dashboards for material consumption analysis, the introduction of Material Safety Levels (MSL), and the optimization of re-ordering patterns, along with the development of a systematic storage plan. We initiated the process with a thorough assessment of inventory management procedures. We recognized the need for real-time data visibility and efficient material consumption tracking. This led to the identification of areas where manual processes were causing inefficiencies, and traditional re-ordering patterns were failing to meet inventory needs.
With a clear understanding of inventory management requirements, we embarked on the task of selecting the most suitable solutions. This involved digital inventory systems of data dashboard for material consumption, Implementation of MSL and re-ordering patterns and safety level strategies that would seamlessly align with the specific needs
Another requirement was to optimize storage and retrieval processes, we devised a systematic storage plan. This involved categorizing materials, designating specific storage locations, and implementing efficient tracking systems. The goal was to reduce the time and effort required to locate and retrieve items while ensuring that inventory was stored in a logical and organized manner
The digitalization of inventory system through the implementation of data dashboards for material consumption, optimization of MSL and re-ordering patterns, and the introduction of a systematic storage plan was a comprehensive and meticulously executed initiative. It yields to achieve precise inventory tracking, reduce stockouts, and optimize storage space. This digital transformation significantly improved inventory management efficiency, Visibility in material consumption pattern & Elimination physical validation.
Streamlining & digitalization of production planning system & implementation monitoring system.
Our endeavour to streamline and digitize production planning system, along with the implementation monitoring system, was a multi-faceted initiative aimed at enhancing the operational efficiency. We commenced by conducting a thorough assessment of the existing production planning of Product and process analysis & time study and implementation monitoring processes. This step involved identifying inefficiencies, gaps, and areas where manual processes were causing delays and hindering progress.
After a comprehensive needs analysis, we Established standards process procedure & Digital reports for man & machine performance. These reports provide real-time data and insights, allowing to make informed decisions and implement targeted improvements. For the human element, digital reports track factors such as productivity, efficiency, and adherence to safety protocols. Simultaneously, for machinery, these reports offer critical information on uptime, utilization rates, and any potential maintenance needs. This digitized approach leads to optimize resource allocation, enhance productivity, and ensure the overall effectiveness operations.
The streamlining and digitalization of production planning system and the implementation monitoring system marked a significant milestone in quest for efficiency and effectiveness. It empowered to achieve precise production planning, real-time performance monitoring, and enhanced decision-making capabilities. This digital transformation significantly improved operational efficiency and agility, enabling us to respond rapidly and effectively to changing circumstances and overall effectiveness operations. In conclusion, systematic and well-structured approach led to the successful integration of these systems, ushering in a new era of digital excellence in production and monitoring operations.
Sustained Change – Our Journey
Embarking on a journey of sustained change, we undertook the ambitious task of digitally transforming operations in the petrochemical manufacturing industry. Our approach was marked by meticulous planning and execution, addressing both the ‘what’ and ‘how’ of this extensive transformation. To begin, we conducted a thorough needs assessment and set clear digitalization objectives, aiming to enhance safety, operational efficiency, and overall productivity. This involved identifying areas where traditional methods and legacy systems were causing inefficiencies and production bottlenecks.
Second, we embarked on a rigorous selection process for the right methods, including work standardization, Digitalization inventory system, Digitalization of performance reports for man & machine and advanced data analytics platforms (MES). finally, we diligently worked on linking data sources across manufacturing facilities.
In summary, our journey in the digitalization of petrochemical manufacturing operations was characterized by a strategic approach that combined thorough needs assessment, technology selection, safety emphasis, data integration, and comprehensive change management. The sustained change we achieved has not only optimized efficiency but also visibility in material consumption and productivity across operations.
• Improved utilization from 11% – 50%
• Digital reports for man & machine performance
• Visibility in material consumption pattern
• Accountability of man & machine utilization
• Production status reports
• Minimum inventory levels
• Single-channel communication