Company
Mid-Sized Sanitary Ware Manufacturer
Workforce
Lean engineering and maintenance department
Time to Deploy
1 month to optimize planning; 6 months to achieve measurable cost savings
28% reduction in emergency maintenance costs. 4x ROI in the first year. 15% increase in technician wrench time. Software-only implementation cost less than one junior engineer annually.
Our client, a producer of high-quality ceramic sanitary fixtures (toilets, sinks, basins), operated a continuous-flow factory including complex kilns, glaze lines, and high-pressure casting systems. Their modernization plan – a major investment in new sensors and an enterprise CMMS – was constantly delayed due to tight capital expenditure budgets and a highly constrained, lean engineering department. Maintenance was managed reactively. The small team of engineers spent nearly 40% of their time on administrative tasks: planning, scheduling, and finding replacement parts. When critical equipment like a glaze atomizer failed, the emergency repairs were costly, forcing the deferral of lower-priority, high-value preventative work.
The core problems stemmed from the administrative burden placed on a team with no bandwidth for strategic work: zero strategic bandwidth with lean team overwhelmed by manual scheduling, inflated emergency costs from expedited shipping and after-hours contractors, budgetary constraints with no capital for major overhaul, and reactive maintenance forcing deferral of preventative work. The client needed to optimize existing resources and halt financial bleed before they could justify large-scale capital investment.
Stop deferring critical modernization.
