The Situation

A well-established player in the sustainable packaging industry was struggling to keep up with growing demand. While the company had strong products and a solid market presence, its operation was falling behind due to recurring line stoppages, inconsistent execution across shifts, and a lack of real-time visibility into performance.

These operational weaknesses have already affected business outcomes. Over recent quarters, the company lost key clients due to poor delivery reliability and missed service levels.

The root cause was not just equipment issues or resource gaps. It was the absence of a structured system to maintain operational discipline, respond quickly to deviations, and ensure continuous improvement. These losses were draining productivity, increasing costs, and placing constant pressure on frontline teams.

Our Approach

Infinity Edge Consulting deployed a Zero Loss Management approach based on methodologies successfully applied in leading manufacturing environments such as Nestlé and Procter & Gamble, where our consultants have built extensive hands-on experience.

We began by conducting a thorough loss assessment using floor observations, operational data, and routine reviews to identify the breakdowns in execution and process control.

Our response was built around three core pillars:

• Restoring operational discipline by stabilizing daily routines, aligning tasks to standard expectations, and eliminating variability across shifts
• Applying lean tools with precision, including line balancing, optimized changeovers, and improved workplace organization, always tailored to the actual floor conditions
• Establishing a structured performance monitoring process with visible metrics, routine reviews, and clear follow-up actions to address recurring losses

Each solution was designed to deliver measurable results and embed a performance culture the team could sustain over time without external dependence.

The Results

Within six months, the transformation delivered clear and measurable outcomes:

• Downtime was reduced from 11% to 8.5% through stronger execution control and faster response to operational issues.
• Productivity increased from 87% to 91.9% due to more consistent task execution, better coordination, and improved flow.
• These gains resulted in close to 2 million dollars in annual savings, achieved through operational improvement alone without any capital investment.

Beyond the metrics, the operation regained control. Teams on the floor had clear routines and tools to manage performance in real time, while leadership had the visibility and structure to maintain momentum and drive further gains.

As a direct outcome of this work, the company was able to recover a key client previously lost due to poor delivery performance and achieved a notable reduction in operational cost per unit, reinforcing its competitive position in the market.