A high degree of automation, increasing robotization, intensive networking of production and logistics in combination with the implementation of LEAN principles are the supporting pillars of efficiency and competitiveness in the manufacturing industry.

As a rule, these principles are accompanied by the deliberate avoidance of buffers: any failure and under-utilisation of machines and plants can affect the entire value-added process and jeopardise the company's objectives.

Therefore, in the context of Industry 4.0 and Smart Factory, the importance of effective and anticipatory maintenance, asset and capacity management is increasing. Central elements here are ensuring the reliability, availability and process stability of plants and technical infrastructure with optimal maintenance costs and high transparency of capacity utilization. 

Meeting these requirements is the goal of Total Productive Maintenance (TPM). The guiding vision of TPM is an integrated and cross-divisional asset management that is aimed at continuously improving the productivity and quality of operational production processes. The key performance indicator is the Overall Equipment Effectiveness (OEE). 

The OEE is composed of the factors availability, performance and quality and thus makes both the decisive sources of loss transparent and a targeted control of the optimization levers possible.

The optimization of OEE is not a self-runner, but, like every improvement, only succeeds through a controlled process with the following elements:

  • Development of a system for OEE controlling and deviation management, including uniform OEE definition and targets at line level
  • Definition of the roles of managers at all levels
  • Definition of clear responsibilities between production and maintenance including information and communication rules
  • Development of methodological competence for managing OEE and problem solving
  • Integration of the OEE management into the shop floor management
  • Creation of the technical prerequisites for recording losses in availability, performance and quality
  • Complementing traditional TPM principles with approaches to Smart and Predictive Maintenance, e.g. sensors for machine monitoring, condition monitoring, transmission and visualization of real-time deviation data

ROI-EFESO supports manufacturing companies in the definition and implementation of a consistent TPM strategy, continuous OEE increase and the implementation of Maintenance Excellence.

The project starts with the ROI-OEE and Maintenance Quick Scan. Reflected in benchmarks and best practices from a large number of implementation projects, a strength-weakness profile of the current performance, processes, organization and cost structures is created.

On this basis, improvement potentials in terms of availability, OEE, maintenance effectiveness and efficiency are defined and developed into a target system with action priorities for the implementation phase.

The framework for this is provided by ROI-EFESO's consultants own developed program Maintenance Excellence (RME- ROI Maintenance Excellence), which comprises the following modules: 

  • Definition of maintenance strategy and methods (autonomous, reactive, preventive, condition-based, predictive)
  • Best practice processes, organization and management systems
  • Training, qualification of all participants in production, maintenance and support functions
  • Introduction of key figures and target systems for controlling and management of OEE, maintenance efficiency and effectiveness  
  • Establishment of IT support and implementation of industry 4.0 systems for data collection and analysis for predictive maintenance, mobile operator support and life cycle costing,
  • Definition of spare parts stocking strategies
  • Targeted in- and outsourcing and contractor management
  • Maintenance-compliant design of the plant and machinery

Successful projects in the outlined environment are characterized by availability and OEE improvements of 10 to 40% as well as a reduction of controllable costs between 15 and 30%. These effects reduce investment and capital commitment and make a significant contribution to reducing manufacturing costs.


Bild einer Maschine in der Autoindustrie
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Competition like in the Bundesliga: A leading global automobile manufacturer wanted to mobilize and accelerate its entire network of nine factories in terms of costs and quality. With ROI-EFESO, the group established a completely new, soccer-inspired practice of competing for a championship lead. The project team thus dynamized rigid factory structures and work routines.

Close-up einer Maschine
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Eine Fabrikhalle in der der ein Roboter die Arbeit verrichtet
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Mann mit Klemmbrett in einer Fabrik kontrolliert die Fertigung
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Lean practice on the hall floor. With the ROI-EFESO lean training program, an industrial group improved its value-added processes at over ten locations. The program not only brought the different levels of knowledge of the managers in Lean Thinking down to a common denominator. With a multiplier approach, it also transferred the theory directly into work practice on the hall floor - from the first day of training.

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©ARRI Group
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The highest quality standards are an indispensable part of day-to-day business in the pharmaceutical and life sciences industry. A medical technology company wanted to reduce the number of errors in the production line of one of its top products by a factor of 10. Together with ROI-EFESO, the company identified the right starting points and ensured quality increases that can also be scaled to other product lines.

ROI Case Studie - Lean Transformation
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In the lean production system of an automobile manufacturer, a premium model with a wide range of variants and vertical integration rolled off the assembly line. But then the new head of production set the goal of introducing two additional series on the same line within just five months. The company used this challenge to realign its production, increasing the volume of manufactured cars by 85%.

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The ROI-EFESO case study describes how a confectionery manufacturer is expanding its competitive position with a comprehensive digitalization initiative. With ROI-EFESO, it is expanding the successes already achieved by its WCOM (*World Class Operations Management) program in the direction of highly digitalized production.

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An international brewery group achieved significant OEE improvements in a WCOM pilot project with ROI-EFESO. ROI-EFESO's case study describes how this success was continued throughout the company's global value network, leading to improvements and savings.

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A packaging manufacturer is strengthening its competitiveness against new market players. In doing so, the group is focusing on economically and ecologically profitable management in line with the “zero-loss” philosophy. With ROI-EFESO's WCOM™ approach, the company improved the detection, elimination and prevention of losses in 24 plants. At the same time, it empowered thousands of employees to pursue and realize Operational Excellence (OPEX).