By: Francisco Dávila and Mauricio Dávila, Third Generation
Through good fortune, our integration into DAABON Group coincided with the planne start of a company-wide improvement project, named OPTIMUS, with the London Consulting Group (LCG). Working on this project allowed us to comprehensively understand the different and complex processes that take place in the day-to-day operations across the various companies in the Group.
In the “diagnosis” stage, we worked hand in hand with the consultants to support them with the information they needed, while they taught us their methodologies and perceptions of opportunities for improvement. At the end of this stage, we realized that what we knew was just the tip of the iceberg. It was only during the next stage, the “execution” stage of the project, that we really got to know the details of Group.
Mauricio: I began working with a focus on our logistical operations, where I was able to learn about the movement of oil between our farms, our factories and the market. I focused on the loading and unloading areas where, with the help of our collaborators, we were able to identify opportunities to reduce processing times. Implementing some small improvements and reaffirming. the importance of our Fasturn platforms, we now get more out of the logistical areas of the industrial cluster. Likewise, we reengineered processes to reduce redundancies and make operations more fluid.
After my time in logistical operations, I joined the new planning area, where I got to learn more about the supply, production, and maintenance processes. Together with the LCG team, we managed to fine-tune a number of working models to optimize our operations and improve best practices for the company. Lastly, key performance indicators were defined to help us self-assess and take better advantage of areas of opportunity.
Francisco: For my part, I focused on our purchasing department, learning the functions of our team in order to achieve and ensure timely supply. With the support of the purchasing team I was able to learn about the internal processes that are carried out every day to achieve adequate efficiency in our operations, ensuring the availability of supplies, materials and services to meet customer orders. During the OPTIMUS project, we implemented a number of different indicators to monitor inventory levels, use of materials, internal customer service times and compliance with our suppliers.
With these indicators in place we were able to identify opportunities for the optimization of resources in our inventories and the development of tools that facilitate determining the requirements for different materials in our operations. Additionally, adjustments were made to current indicators and procedures, such as our evaluations of suppliers and the way we identify price variations in all our centres.