AN EXPANDING GIANT.
FROM THE RAW MATERIAL TO THE FINAL PRODUCT.
Brazil is a highly efficient country in pulp production. Its high competitiveness comes from very favorable soil and climate conditions and from a long history of investment in forestry research and development, carried out both by the main companies in the sector and by research bodies. As a result of this competitiveness, national pulp production has shown high growth since the early 1990s.
As pulp is considered almost a commodity, with small differences originated from the type of wood fiber used for its manufacture, competition in industry takes place by price. Therefore, the most competitive producer is the one that operates with the lowest manufacturing cost, with wood being the main cost component.
As the freight for wood is significantly higher than the freight for pulp, globally the production of this commodity tends to be concentrated close to high productivity forests, so that the industrial unit is located at the lowest possible average distance from the planted forest base. Pulp outflow logistics is also an important factor, as is the industrial scale, which is essential for reducing unit consumption of inputs (mainly labor, chemicals and energy).
In the paper segments, however, the logic is different. Production tends to be concentrated close to consumer markets, due to the complexity of the distribution chain with a high number of SKUs, the need (in many types of papers) to provide technical assistance to consumers (such as printers), from direct sales to end consumer of some types of paper, increasing the need and importance of the brand and the low density or added value, making freight over long distances more expensive (especially in the case of tissue paper and corrugated cardboard made from recycled paper).
Projects consultant since 2013 in Brazil and in 2016, in Germany, where she developed the Hoshin Kanri concept of STAUFEN;
Excellence in order fulfillment (E2E) of serial industries, continuous process, engineering, and banking sectors;
Lean Transformation in a bank in Germany, implementing improvement projects and the concept of OFM in all branches and central office;
Experience working in supplies at Whirlpool Latin America.
– Lean Transformation in engineering industry;
– OFM implementation in the entire organizational structure aligned with the deployment of company indicators;
– Deployment and implementation of strategic projects;
– Practical training of leaders for problem solving;
– The list of companies she assisted includes: 3M, Siemens, Thyssenkrupp Elevadores, Dürr, Suzano, Gerdau, Itaú Unibanco and Bradesco.
+55 (19) 99103 0041
SOLVING TODAY’S CHALLENGES FOR THE FUTURE
Our customers’ tasks are as diverse as their products and cultures:
- Process mining – How do processes actually work?
- OEE increase – A key figure with many levers
- “State of the Art” Maintenance – For high plant availability
- Development of a customized production system
- Creating waterfall communication as a management tool
- Standard processes – 3 layers and 5 different procedures
- Standardization across locations – different cultures, an accepted way
- Qualification and development of an organization focused on continuous improvement
- Complexity management with a variety of variants
- Sales & Operations Planning
- Complete evaluation and improvement of the order-to-cash process (from order to payment)
- Creating a contemporary management culture
- Factory planning: green and brownfield
- Footprint optmization
- Asset lifecycle management
- Organizational and procedural redesign in the context of succession planning
- From start-up to a large company