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Case Study

Unlock­ing the Poten­tial of Oper­a­tional Excel­lence in the Poly­ester Industry



Our Client is a chemical-textile indus­tri­al com­plex that pro­duces puri­fied tereph­thal­ic acid (PTA), poly­ester, resin poly­mers and fil­a­ments for PET pack­ag­ing. With a pro­duc­tion capac­i­ty of 700,000 tons per year, the com­pa­ny sup­plies a sig­nif­i­cant part of the poly­ester chain in South America.


Renoir was invit­ed to analyse process­es and the man­age­ment con­trol sys­tem of the company’s Main­te­nance, Logis­tics and Pro­cure­ment areas to under­stand the cur­rent lev­els of oper­a­tional per­for­mance relat­ing to costs and output.

The analy­sis iden­ti­fied oppor­tu­ni­ties relat­ing to:

  1. Improv­ing labor productivity.
  2. The exis­tence of and adher­ence to man­age­ment pro­ce­dures and how cur­rent process­es could be improved to increase efficiency.
  3. Review­ing and reduc­ing costs of con­tracts with suppliers.
  4. The main­te­nance organ­i­sa­tion in com­par­i­son with world-class standards.
  5. Stan­dar­d­is­ing the main­te­nance man­age­ment sys­tem across all pro­duc­tion units and estab­lish­ing a com­mon set of KPIs.


The improve­ment project last­ing 59 weeks began in the areas of Main­te­nance, Inter­nal and Exter­nal Logis­tics and Pro­cure­ment, with the Tex­tur­ing area added to the scope after 26 weeks.

Nine man­age­ment action teams (MATs) were set up to devel­op solu­tions and dri­ve to the imple­men­ta­tion of the changes. MAT mem­bers con­duct­ed train­ing, under­took data analy­sis and struc­tured the data col­lect­ed in the field, with each MAT con­sist­ing of one com­pa­ny employ­ee and one Renoir con­sul­tant. MATs were set up for Inter­nal Logis­tics, Exter­nal Logis­tics, Pro­cure­ment, Main­te­nance, PTA Plant Reli­a­bil­i­ty, HSE, Engi­neer and the Tex­tur­ing Plant (two MATs).

Every two weeks, each MAT pre­pared mate­ri­als for their respec­tive areas to present progress to the Steer­ing Com­mit­tee con­sist­ing of senior man­age­ment. Imple­ment­ed improve­ments were mea­sured against set per­for­mance and effi­cien­cy met­rics and linked to the finan­cial impacts gen­er­at­ed, align­ing with the strate­gic goals of the company.


The first 10 weeks fol­lowed the Renoir Focus Process®, which has been devel­oped specif­i­cal­ly to fos­ter own­er­ship and sus­tain­abil­i­ty. In col­lab­o­ra­tion with the client’s team mem­bers, process­es that had low effi­cien­cy were revised, new per­for­mance indi­ca­tors were agreed, and the entire exe­cu­tion team was trained in how to suc­cess­ful­ly imple­ment per­for­mance improvements.

This process allowed a wider group of indi­vid­u­als to under­stand the scale of the oppor­tu­ni­ty and par­tic­i­pate in defin­ing the changes required; this in turn allowed them to com­mit to the pro­gram’s targets.

The agreed changes were imple­ment­ed. In the area of main­te­nance, changes to processes/systems allowed the func­tion to bet­ter plan and man­age their dai­ly activ­i­ties, there­by reduc­ing break-ins, reduc­ing back­logs and improve pro­duc­tiv­i­ty. Bet­ter use of key main­te­nance method­olo­gies (such as fail­ure modes analy­sis for crit­i­cal equip­ment) led to the improve­ment in OEE.

These improve­ments were sup­port­ed by oth­ers in the pro­cure­ment and logis­tics areas. The con­tract­ing mod­el for parts, mate­ri­als and ser­vices were reviewed; rene­go­ti­a­tion, imple­men­ta­tion of SLAs, review of min/max stock lev­els and lead times all ensured that costs were reduced with­out neg­a­tive­ly affect­ing the main­te­nance function’s abil­i­ty to achieve the required lev­els of avail­abil­i­ty and reliability.


57 days 

Reduc­tion of aver­age Pur­chase Order age 


Reduc­tion of PO backlog 


Reduc­tion in total freight expenditure 


Increase in OEE and Avail­abil­i­ty in the PTA Plant 


Increase in pro­duc­tiv­i­ty in the Tex­tur­ing Plant 


The abil­i­ty to con­tin­u­ous­ly opti­mize and adapt orga­ni­za­tion­al process­es is para­mount for busi­ness­es to remain rel­e­vant and profitable.

This case study high­lights the crit­i­cal role that effec­tive man­age­ment con­trol sys­tems, per­for­mance met­rics, and inter­de­part­men­tal col­lab­o­ra­tion play in dri­ving oper­a­tional effi­cien­cy and over­all busi­ness suc­cess. By iden­ti­fy­ing and address­ing key areas for improve­ment, such as labor pro­duc­tiv­i­ty, process stan­dard­iza­tion, and sup­pli­er man­age­ment, com­pa­nies can real­ize sig­nif­i­cant gains in per­for­mance, cost reduc­tion, and over­all competitiveness.

Impor­tant­ly, the engage­ment of var­i­ous stake­hold­ers in the decision-making process fos­ters a sense of own­er­ship and com­mit­ment to the strate­gic goals of the orga­ni­za­tion. This, in turn, ensures the full adop­tion and sus­tain­abil­i­ty of the imple­ment­ed changes and paves the way for a cul­ture of con­tin­u­ous improvement.

In con­clu­sion, the con­cepts and strate­gies dis­cussed in this arti­cle have rel­e­vance across indus­tries, high­light­ing the impor­tance of process opti­miza­tion, effec­tive man­age­ment sys­tems, and cross-functional col­lab­o­ra­tion for long-term busi­ness success.

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