RESULTS FROM PRACTICE
Specific problems.
Measurable results.
Five projects Adam Szturemski led as an operations director in manufacturing companies. AS Operations brings the same methods to your plant.
01FMCG · breakfast cerealsShorter cleaning and changeovers on a breakfast cereal line
- cleaning and changeover time
- −15%
- unit production cost (COGS)
- −11%
- waste and raw-material loss
- −10%
Problem
Long cleaning and changeovers limited capacity during sales peaks and caused high raw-material waste at line start-up.
What we did
- SMED analysis and mapping of cleaning processes
- Standard operator work and a new production sequence (colours, allergens)
- New cleaning chemistry and CIP procedures, keeping IFS/BRC compliance
P&L impact: Higher gross margin per product and higher line profitability.
02Meat processing · burgersA stable burger forming and freezing line
- OEE of the forming line
- +18%
- cost of unplanned downtime
- −14%
- raw-material yield
- +2.5%
Problem
Unstable output, frequent machine breakdowns and too much product overweight (overpack) were hurting plant results.
What we did
- Lean Manufacturing and predictive maintenance
- New shift organisation and fast breakdown response
- Optimised forming temperature and pressure, tighter portion-weight control
P&L impact: Lower production cost and a better plant P&L.
03FMCG · packing extruded productsAutomatic weight control on a packing line
- line raw-material cost at the same output
- −4.5%
- compliance with packaged-goods rules
- 100%
Problem
Variable product density forced a constant dosing buffer to meet packaged-goods regulations. Pack overweight was costing raw material.
What we did
- Feedback loop between the multihead weigher and the checkweigher
- Real-time setpoint correction without stopping the line
- 100% weight inspection at the end of the line
P&L impact: Raw-material savings straight to the line result and a fast payback on automation.
04Food & packaging · investmentA capital programme of up to €20M — new halls, warehouse and lines
- unit production and internal logistics cost
- −18%
- programme value
- €20M
- on schedule and on budget
- 100%
Problem
The plant had reached its production and storage limits. Ageing equipment raised costs and blocked sales growth.
What we did
- Selection and due diligence of technology suppliers in Poland and abroad
- Oversight of building production halls and a high-bay warehouse
- Line installation and start-up, IFS/BRC/ISO in the new areas
P&L impact: More capacity, no external warehousing costs, higher EBITDA.
05FMCG · 5 production plantsOne operating model for five plants
- operating costs (OPEX)
- −15%
- on-time in-full delivery (OTIF)
- +12%
- revenue and profitability y/y in the restructured area
- +50%
Problem
Five plants worked in silos: different processes and KPIs, duplicated supply-chain functions and uneven line loading.
What we did
- One operating model for 400+ people and PLN 200M+ revenue
- Joint purchasing of raw materials and packaging, a central supply chain
- Product allocation across plants and a single KPI report
P&L impact: Full control of the P&L and a lasting increase in gross margin.
Company names are anonymised. Results show the change against the state before the project.