Check out our FREE Resources page – Download complimentary business frameworks, PowerPoint templates, whitepapers, and more.







Flevy Management Insights Case Study
Operational Efficiency Advancement in Automotive Chemicals Sector


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in OEE to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

Reading time: 7 minutes

Consider this scenario: An agricultural firm specializing in high-volume crop protection chemicals is facing a decline in Overall Equipment Effectiveness (OEE).

Despite the adoption of advanced agrichemical technologies, the organization has not seen the expected improvement in equipment reliability and production throughput. Issues such as unplanned downtime, minor stoppages, and speed losses are common, leading to significant production inefficiencies and increased operational costs.



Upon reviewing the agricultural firm's situation, initial hypotheses might focus on inadequate maintenance schedules, suboptimal machine setups, and a lack of operator training leading to inefficient equipment handling. These factors could contribute to the reduced OEE, impacting the company's ability to meet production targets and maintain competitive advantage in the crop protection market.

Strategic Analysis and Execution Methodology

The transformation of OEE can be effectively managed through a proven 5-phase methodology, enhancing reliability and maximizing production output. This structured approach is critical for identifying inefficiencies, implementing improvements, and sustaining high performance in the long term.

  1. Diagnostic Assessment: Assess current OEE levels, identify patterns of equipment failure, and evaluate maintenance practices. Key questions include: What are the main causes of downtime? Are maintenance schedules aligned with production demands?
  2. Process Optimization: Streamline workflows and optimize machine setups to minimize changeover times. Activities include standardizing operations and training staff on best practices.
  3. Performance Management: Implement a system to monitor real-time OEE and establish performance benchmarks. Focus on creating a culture of continuous improvement.
  4. Reliability Engineering: Conduct root cause analysis on frequent breakdowns and develop predictive maintenance strategies to preempt equipment failures.
  5. Sustainability and Scale: Ensure improvements are sustainable by embedding best practices into company culture and scaling successful strategies across the organization.

Learn more about Continuous Improvement Root Cause Analysis Best Practices

For effective implementation, take a look at these OEE best practices:

Overall Equipment Effectiveness (OEE) (139-slide PowerPoint deck)
Overall Equipment Effectiveness (OEE) - Implementation Toolkit (Excel workbook and supporting ZIP)
Overall Equipment Effectiveness With Waterfall Charts (Excel workbook)
PSL - OEE Case Study (59-slide PowerPoint deck)
Overall Equipment Effectiveness (OEE) Toolkit (233-slide PowerPoint deck)
View additional OEE best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

OEE Implementation Challenges & Considerations

Executives may inquire about the integration of new technologies into existing systems. It is imperative to ensure that the organization's IT infrastructure can support the deployment of advanced monitoring tools without disrupting production. Additionally, the alignment of cross-functional teams is crucial for the successful implementation of OEE improvements.

After full adoption of the methodology, the organization can expect to see increased equipment uptime, higher production yields, and reduced maintenance costs. These outcomes should be quantifiable, with a projected 20% increase in OEE within the first year of implementation.

Resistance to change and skill gaps among operators may pose significant challenges. Addressing these issues will require targeted training programs and a clear communication strategy to ensure buy-in from all levels of the organization.

OEE KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


Efficiency is doing better what is already being done.
     – Peter Drucker

  • Percentage increase in Overall Equipment Effectiveness
  • Reduction in Mean Time Between Failure (MTBF)
  • Decrease in Mean Time to Repair (MTTR)

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Implementation Insights

Through the strategic OEE improvement process, it became evident that employee engagement is a critical factor. Operators who are trained and incentivized to maintain equipment properly can significantly reduce unplanned downtime. A study by McKinsey suggests that proactive employee involvement in operational processes can lead to a 45% reduction in quality defects.

Learn more about Employee Engagement

OEE Deliverables

  • OEE Benchmarking Analysis (Excel)
  • Process Optimization Plan (PowerPoint)
  • Performance Management Framework (Word)
  • Predictive Maintenance Guidelines (PDF)
  • Change Management Playbook (PowerPoint)

Explore more OEE deliverables

OEE Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in OEE. These resources below were developed by management consulting firms and OEE subject matter experts.

OEE Case Studies

A leading automotive manufacturer implemented a comprehensive OEE program that focused on predictive maintenance and operator training. As a result, the company saw a 30% improvement in OEE, leading to increased production capacity and reduced operational costs.

An international chemicals company restructured its maintenance operations and integrated IoT sensors for real-time monitoring. This led to a 25% decrease in unplanned downtime and a 15% increase in production efficiency.

Explore additional related case studies

Integration of OEE Improvements with Existing Systems

Successfully integrating OEE improvements within existing systems requires meticulous planning and execution. The first step is the compatibility assessment of current IT infrastructure with the proposed OEE monitoring tools. According to Gartner, through 2022, 70% of organizations were unable to achieve the planned value from their enterprise asset management strategy due to inadequate integration with existing systems. This underscores the importance of a robust integration strategy that aligns with the organization's digital transformation goals.

Once compatibility is established, the focus shifts to minimizing disruptions during integration. This involves phased rollouts, rigorous testing, and contingency planning. Cross-departmental collaboration ensures that all stakeholders understand the changes and their roles in the new process. The goal is to achieve a seamless transition that enables the organization to leverage OEE improvements without hindering ongoing operations.

Learn more about Digital Transformation Enterprise Asset Management Disruption

Ensuring Sustainability of OEE Gains

To ensure the sustainability of OEE gains, it is essential to foster a culture of continuous improvement and regular performance reviews. A report by McKinsey indicates that sustained operational improvements require the establishment of clear performance metrics and regular tracking against those metrics. Embedding these practices into the organizational culture encourages employees to maintain focus on OEE and recognize the impact of their actions on overall performance.

In addition, sustainability is supported by ongoing training and development programs. These initiatives keep the workforce up-to-date on the best practices for equipment maintenance and operation. By investing in human capital, the organization not only sustains current gains but also becomes more adaptable to future changes in technology and market conditions.

Learn more about Organizational Culture

Addressing Skill Gaps and Resistance to Change

Addressing skill gaps and resistance to change is crucial for the success of any OEE initiative. According to Deloitte, companies that actively engage in skill development are 11% more likely to report market leadership and innovation. Therefore, targeted training programs are essential to equip employees with the necessary skills to utilize new technologies and processes effectively.

Moreover, change management principles must be applied to address resistance. This involves clear communication of the vision, benefits, and impact of the OEE improvements. Engaging employees in the change process and providing a platform for feedback can help alleviate concerns and foster a sense of ownership among the workforce. Leaders play a pivotal role in modeling the desired behaviors and reinforcing the importance of the changes.

Learn more about Change Management Leadership

Measuring the Impact of OEE Initiatives

Measuring the impact of OEE initiatives is vital to understanding their effectiveness and guiding future improvements. Key Performance Indicators (KPIs) must be established before the implementation of OEE measures to enable a clear evaluation of progress. A survey by PwC showed that companies that align their KPIs with strategic objectives are 1.5 times more likely to report success in achieving their goals.

These KPIs should include both leading and lagging indicators, such as equipment failure rates, maintenance response times, and overall production yield. Regular analysis of these metrics provides actionable insights, allowing the organization to make data-driven decisions. It also offers a transparent view of the initiative's ROI, which is crucial for justifying the investment to stakeholders and securing ongoing support for future OEE projects.

Learn more about Key Performance Indicators

Additional Resources Relevant to OEE

Here are additional best practices relevant to OEE from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Achieved a 20% increase in Overall Equipment Effectiveness (OEE) within the first year post-implementation.
  • Reduced Mean Time Between Failure (MTBF) by 25%, enhancing equipment reliability.
  • Decreased Mean Time to Repair (MTTR) by 30%, improving maintenance efficiency.
  • Implemented a real-time OEE monitoring system, establishing performance benchmarks and fostering a culture of continuous improvement.
  • Conducted targeted training programs, addressing skill gaps and reducing resistance to change, resulting in a 45% reduction in quality defects.
  • Successfully integrated OEE improvements with existing IT systems, minimizing disruptions and ensuring compatibility.
  • Embedded continuous improvement and performance tracking practices into the organizational culture, sustaining OEE gains.

The initiative has been markedly successful, evidenced by the significant improvements in OEE, MTBF, and MTTR. The 20% increase in OEE within the first year exceeded initial projections, highlighting the effectiveness of the strategic analysis and execution methodology. The reduction in quality defects by 45% underscores the importance of employee engagement and targeted training in operational excellence. The seamless integration of OEE improvements with existing systems, despite the challenges highlighted by Gartner, further demonstrates the initiative's success. However, the journey to operational excellence is ongoing. Alternative strategies, such as more aggressive digital transformation efforts or deeper cross-functional collaboration, could potentially enhance outcomes by further reducing downtime and optimizing production processes.

For next steps, it is recommended to expand the scope of the OEE initiative to include advanced predictive maintenance technologies, leveraging artificial intelligence and machine learning to anticipate equipment failures before they occur. Additionally, fostering cross-departmental innovation workshops could uncover further efficiencies and improvements. Finally, revisiting and refining the training programs annually will ensure that the workforce remains adept at utilizing new technologies and processes, sustaining the momentum of continuous improvement and operational excellence.

Source: Operational Efficiency Advancement in Automotive Chemicals Sector, Flevy Management Insights, 2024

Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials




Additional Flevy Management Insights

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.