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    Food and Beverage Success Story

    Improving overall equipment effectiveness (OEE) at a global food company

Reducing costs and enhancing customer service helped improve competitiveness

The challenge

Our client is a leading agribusiness and food company with operations in approximately 40 countries worldwide. Their more than 35,000 employees contribute by helping farmers produce larger harvests by ensuring a seamless connection between farmers and customers and among regions and by producing high-quality products ranging from animal feed to consumer foods to renewable fuels.

The organization's oilseeds division produces feed for animals, cooking oils, margarines and shortenings. This division was under increasing cost pressure from ‘crusher refiners’ who were benefiting from lower logistics costs. Determined to remain competitive and protect their market share, senior executives engaged Maine Pointe to help improve their overall equipment effectiveness (OEE), enhance customer service and reduce costs at two separate plants in North America. 

The solution

Maine Pointe’s industry and practice specialists developed and implemented systems and processes across the two plants that included:

  • Developing new plant goals, objectives, and targets rolling them down throughout the organization
  • Defining and implementing a proactive, world-class maintenance process
  • Implementing a systematic means of energy performance improvement
  • Targeting increases in overall equipment effectiveness (OEE) from 62% to 75% with improved balance between customer service and cost efficiency
  • Establishing an inventory management policy to reduce finished goods inventory
  • Reducing quality assurance staff while maintaining timely throughput of analyses
  • Implementing overtime management controls
  • Developing and implementing new plant crewing guides based on production levels
  • Developing, rolling down, and documenting best practices for planning and scheduling
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The results

  • Increased processing production from a weekly average of 7.7M lbs to 9.2M lbs
  • Improved total plant operating costs by 15%
  • Enhanced leadership staff development, team building
  • Significantly improved cross-functional communications 
  • Moved the organization up the TVO Maturity Curve 

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