Study to increase the supply chain performance at a chemical corporation: enhancing reporting, analytics, and operational efficiency
This thesis addresses operational inefficiencies within the Chemical Corporation`s (ChemCorp’s) Laundry and Home Care segment, focusing on Production Line PL10, which manufactures detergent powder. The production line (PL) currently operates at an Overall Equipment Effectiveness (OEE) of 51.9%, sign...
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| Tipo de documento: | dissertação |
| Data de publicação: | 2026 |
| País: | España |
| Recursos: | Universitat Politècnica de Catalunya (UPC) |
| Repositório: | UPCommons. Portal del coneixement obert de la UPC |
| Idioma: | inglês |
| OAI Identifier: | oai:upcommons.upc.edu:2117/456916 |
| Acesso em linha: | https://hdl.handle.net/2117/456916 |
| Access Level: | Acesso embargado |
| Palavra-chave: | Business logistics Chemical industry -- Management OEE Supply chain performance DMAIC Power BI Logística (Indústria) Indústria química -- Direcció i administració Àrees temàtiques de la UPC::Economia i organització d'empreses::Direcció d'operacions |
| Resumo: | This thesis addresses operational inefficiencies within the Chemical Corporation`s (ChemCorp’s) Laundry and Home Care segment, focusing on Production Line PL10, which manufactures detergent powder. The production line (PL) currently operates at an Overall Equipment Effectiveness (OEE) of 51.9%, significantly below the target of 65.9%, indicating losses in availability, performance, and quality. These inefficiencies affect production reliability and supply chain performance, making improvement essential for competitiveness. The main objectives of the study are to identify the root causes of OEE losses, provide a background analysis of ChemCorp’s operational and organizational practices, and design a structured Improvement Implementation Plan. This plan is presented as a Gantt chart, outlining phased actions over a two year horizon to achieve measurable improvements in efficiency and supply chain performance. The methodology combines quantitative and qualitative approaches. OEE data and loss breakdowns were analyzed using tools such as Power BI and Excel, while organizational workflows and communication processes were assessed through interviews and process mapping. Benchmarking against industry standards was conducted to identify gaps and best practices. Based on these findings, corrective actions were proposed across three fiels: technical improvements, enhanced reporting and analytics, and organizational alignment. The expected results include increased OEE, reduced downtime, lower maintenance costs, and improved resource utilization. These improvements are anticipated to generate operational savings and support sustainability goals by reducing energy consumption and waste. Social benefits include safer working conditions, improved collaboration, and time savings through employee training and process optimization. In conclusion, the study demonstrates that the proposed improvement plan is both technically feasible and economically viable, with an estimated payback |
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