The company (industrial, with two work centers very close to each other) provided services of industrial laundry and management of work uniforms, with particularly demanding processes in traceability and garment control for sectors such as hotels, healthcare and social healthcare. In a context of recurring negative economic results, management needed a realistic and defensible solution to ensure the viability of the activity and avoid center closure or financial deterioration scenarios.

The starting point was a complex operation: in addition to washing, there was a traceability system (chip/barcode) that required flow management, dispatch control and coordination with the end customer. This reality meant that any organizational change had to be very well planned to avoid affecting the quality of service or productivity.

In parallel, an important investment had been made in one of the centers to expand productive capacity through the installation of a hospital uniform system (equipment and automation). This investment opened up a clear opportunity: specialize each center in a main activity to gain efficiency, eliminate redundancies and improve control of the production process.

The proposed reorganization involved redefining the “what” and the “where”: one center would concentrate on industrial laundry, while the other would focus on work uniforms. As a direct consequence of this operational redesign, a substantial modification of working conditions (MSCT) was deemed necessary, associated with the displacement of a number of workers (from laundry and transport activities) and an adjustment of shifts/schedules to optimize times and increase productivity.

At martinsdelima we approach the assignment with an expert methodology aimed at “shielding” the change:

(1) analysis of the business model and processes (including traceability),

(2) organizational and staff diagnosis by activities/centers,

(3) review of the applicable labor framework and its practical impact, and

(4) economic analysis and projection of results after the reorganization, relying on accounting and sector documentation so that the measure was not an opinion, but a demonstrable conclusion.

The result was a report that converted a business need into a solid and quantified technical proposal: it justified why the restructuring was necessary to stop the accumulation of losses and provided an operational roadmap (specialization of centers + shifts) to execute the MSCT with productive coherence. In addition, it was projected that, with the implementation of the reorganization, the company could return to positive and growing results, reducing the risk of critical scenarios.