Digital Transformation Consultancy
Going digital can catapult your manufacturing business to a higher plane. Obeikan can help you achieve lift-off.
Digital transformation is the continuous process by which enterprises acquire and hone digital competencies that can improve operational performance, upgrade the customer experience and actually drive position-enhancing disruptive changes to their competitive ecosystem.
Obeikan’s Digital Transformation consulting team advises manufacturing organizations on how to integrate innovative digital solutions into their existing businesses. Our subject matter expertise together with our partnerships give our customers access to leading-edge, tried-and-tested digital technologies.
Digitalization gives you the tools to solve existing problems in your business and set the foundation for continuous performance improvement that creates competitive advantage.
Our consultants can help you:
Develop and execute a vision for transformation
Align transformation goals with your value proposition
Optimize business processes for efficiency, quality and agility
Manage information effectively
Cultivate analytical skills that extract maximum value from data collected
Design an ecosystem-first approach to delivering products and services
Create a flexible and reliable human resource model in which every employee is a digital champion
Transformation Journey Yields Double-Digit Efficiency Gains
Once the destination was clear, ODS consultants coached Gulf Union in setting a roadmap. New Key Performance Indicators (KPIs) across the value chain, tracked with real-time data collection, would help the company assess whether it was on course to achieve its ambition. New practices like root cause analysis and loss trees provided insights into opportunities for improvement.
Project teams worked hard to build a culture of finding and solving problems on the factory floor. Floor operators were empowered to take ownership over equipment, starting with inspections to identify defects and restoration to correct them, and then on an ongoing basis with a “5-S” initiative. A Reward and Recognition program put the spotlight on exceptional individual performance and raised morale even further. A detailed billboard for excellence, illustrating pillars and displaying KPI dashboards, reinforced that every single employee had a role to play in process improvement.
As new habits began to take root, the gains in efficiency and productivity were clear:
Unplanned downtime was reduced by
Planned downtime was reduced by
Overall equipment efficiency improved by
Plant productivity rose by
And possibly most importantly, Gulf Union has acquired lasting knowledge, skills and technological savvy that enable continuous improvement, no matter what the future holds.
Establishing a Culture of Continuous Improvement Increases OEE by 20%
Uniting everyone around this common vision set a unified standard for every decision made throughout the manufacturing process, every day.
The next step was to identify their unique drivers of performance excellence and establish objective measurements for each, so that performance could be readily evaluated. The output at this phase of the project was a set of Key Performance Indicators (KPIs) covering all of the identified drivers of the business:
Once the KPIs were established, it was time to design a system to monitor them. With ODS’s help, Tchin Lait revamped its data collection system, and used the initial data to conduct a deep loss analysis on the KPIs. Machine operators used the data to identify and correct machine defects that contributed to losses. Technicians set standards for maintenance and cleaning, even optimizing spare part inventory.
From there, the data collected was used to identify further activities to eliminate losses and close performance gaps. Equipment efficiency measurement and root cause analysis were implemented. The result? A striking 20% increase in Overall Equipment Effectiveness, or OEE.
Performance gains of that magnitude flow through the entire value chain. Increased OEE bolstered production capacity, which improved on-time product availability, which reinforced the sales process and service value proposition.
Tchin Lait is well into its journey from old-school manufacturer to smart factory of the future. With the mindset and habits it has acquired, the company can compete more effectively today, and is on a strong footing for tomorrow.