Over a two-month engagement, we enhanced the productivity management framework for a leading printing and publishing firm. The project focused on data-driven KPI design and alleviating inefficiencies across logistics and production processes to strengthen company-wide productivity and cost competitiveness. Key activities included current-state diagnostics, KPI development, ERP-based management system improvements, and the resolution of operational bottlenecks in logistics and production.

1. Designing Core Operational KPIs and Implementing Data-Driven Decision-Making

To systematically evaluate production processes and equipment utilization, we established key metrics such as Overall Equipment Effectiveness (OEE), utilization rates, and per-capita productivity. Recognizing the limitations of existing Excel-based estimates that undermined accuracy in productivity and cost management, we integrated these metrics into the ERP system for real-time data collection and analysis.

• Downtime Segmentation: By classifying non-operational time—such as setup, shutdown, and unplanned downtime—into distinct categories, we identified root causes of inefficiencies. This approach uncovered opportunities to reduce downtime-related production losses by over 15%.
• Yield Rate Management: To address discrepancies between input and output volumes across processes, we introduced a yield rate metric and designed an automated ERP-based calculation method.

2. Strengthening the Alignment of Productivity and Profitability

We proposed measures to improve the consistency between standard and actual costs, ensuring a more equitable allocation of overheads and enabling more accurate profitability management. Leveraging machine runtime data, we enhanced cost distribution fairness and upgraded pricing tools, reflecting the true impact of productivity fluctuations on profit and loss.

• Upgraded Costing Standards: We introduced a new allocation logic based on equipment utilization and standard production times. This improved cost accuracy and transparency in the company’s profitability structure.

3. Eliminating Logistics Inefficiencies and Optimizing Operations

To increase in-house logistics efficiency, we redesigned loading criteria and workflows. By introducing area-specific loading standards and streamlining the flow of semi-finished products, we eliminated bottlenecks and reduced time losses caused by overlapping worker movement and material handling.

• Load Rate and On-Time Delivery Management: Previously, logistics loads and delivery performance were not systematically managed, resulting in inefficiencies. We established new KPIs for load rates and delivery adherence, enabling automated tracking and monitoring via the ERP system.
• Optimized Forklift Operations: We reconfigured workspaces to minimize interference between forklift operators and equipment, thereby reducing the risk of safety incidents and improving overall operational flow.

4. Project Outcomes and Expected Benefits

This project identified specific, actionable measures to boost productivity and efficiency in the printing and publishing industry. By integrating ERP-based data collection and KPI monitoring, the company can now track performance in real time and proactively prevent issues.

• Improved Equipment Utilization and Productivity Metrics: Enhanced alignment between operational indicators reduced production losses and strengthened cost competitiveness.
• 20% Improvement in Logistics Efficiency: Targeted initiatives eliminated waste, optimizing workflow and resource allocation.

These results provide the foundation for improved competitiveness and sustainable growth. The project demonstrates that leveraging real-time data and structured management frameworks is central to driving productivity and operational excellence in the printing and publishing industry.