Case study · Food manufacturing
Operating model standardisation in a food factory
Standards, product costings and efficiency targets in a food factory that improved efficiency by 81% and achieved 9% EBITDA.
- Factory size
- 130 employees
- Revenue
- €10m
- Industry
- Food manufacturing
Starting point
The operational challenge
The pressure of day-to-day operations in a growing family-owned manufacturer made it difficult to step back and review the operation. The focus was on output, but production times and product costings did not reflect reality, and the P&L showed that the situation was unsustainable.
- Production times and product costings were inaccurate.
- The P&L was loss-making.
- The causes of productivity losses were not understood.
Solution delivered
Our intervention
With the company's involvement and the team's commitment, the operating approach shifted from focusing solely on immediate output to managing efficiency and its underlying causes.
- Definition of standard times and product costings.
- Shift towards efficiency-based targets.
- Implementation of an OEE-based productivity control tool.
Impact achieved
Operational results
- improvement in efficiency
- +81%
- EBITDA achieved
- 9%
The new way of measuring and managing the operation reversed a situation that could not be sustained because the business was not profitable.
The factory introduced operating frameworks and KPIs to monitor productivity every day.
Your operation
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