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      A national company with an integrated value chain,from industrial production to retail and online channels, engaged KPMG to achieve a new level of operational efficiency.

      The challenge

      The company faced pressure on its operating margins due to increasing market competition and internal challenges in industrial management processes.

      The opportunity

      KPMG identified significant optimization potential within the client’s industrial operations. To prioritize interventions based on impact, the team conducted:

      • Value Stream Mapping (VSM) of the internal value chain
      • Analysis of production efficiency across industrial processes
      • Review of internal flows – including logistics and layout (e.g., spaghetti analysis)
      • Identification of operational bottlenecks
      • Stock analysis (Raw Materials, WIP, and Finished Goods)
      • Assessment of non-quality costs

      This diagnostic enabled the identification and prioritization of key intervention points in collaboration with the client. From this prioritization emerged a set of initiatives, implemented with daily support from the project team.

      The result

      A complete restructuring of industrial management was carried out, supported by the implementation of a new Production Control System, unlocking new levels of efficiency:

      • Redesign of production layouts across multiple sectors
      • Balancing of production processes and resource allocation, eliminating bottlenecks and increasing capacity with existing resources
      • Enhanced process efficiency through lean workshops and training
      • Implementation of operational routines (daily stand-up meetings) to embed changes
      • Optimization of capacity planning, supported by a simple production planning tool
      • Upstream bottleneck resolution, focusing on Logistics and Procurement
      • Development of simplified analytics for monitoring key processes

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