Obeikan Digital

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

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Align transformation goals with your value proposition

Optimize business processes for efficiency, quality and agility

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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

FMCG company Gulf Union’s operating results were good, but the company didn’t want to stop there. Gulf Union aspired to greatness. Surveying the competitive landscape, Gulf Union could see that operational greatness would be a minimum requirement for success in the future.
Gulf Union asked Obeikan Digital Services (ODS) for help in implementing its ambition. The project started with establishing a vision of business process excellence to be absorbed by everyone, from the on-the-floor team to leadership. Clarity about what excellence looks like is essential; since no one person can be responsible for all the details, everyone must understand the goals and take responsibility for achieving them.

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:

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Unplanned downtime was reduced by

31%
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Planned downtime was reduced by

14%
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Overall equipment efficiency improved by

11%
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Plant productivity rose by

21%
Soon those gains flowed into Gulf Union’s financial results. Optimizing resources and reducing waste lowered the cost of goods sold and increased gross margins—objective proof of the transformation that occurs when assets, processes and people are all aligned in pursuit of manufacturing excellence.

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%

FMCG company Tchin Lait had enjoyed two decades of growth in its home market of Algeria, but wasn’t satisfied with the status quo. The company was keenly aware that past success is not a guarantee of future success. Ready to take their performance to the next level, they turned to Obeikan Digital Solutions (ODS) for insight.
Establishing a shared understanding of what performance improvement would look like was the first step. ODS consultants coached Tchin Lait in formulating a vision and mission, and disseminating it across all levels of the organization, from the pinnacle of management to the teams on the shop floor.
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:

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Quality

Cost

Volume

Delivery

Safety

Environment

Motivation

Innovation

Those KPIs became the foundation for a Performance Control System governing the entire production chain. And to reinforce their importance, they also formed the basis for a new Reward and Recognition system.

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.