An industrial company with integrated transformation activity faced the challenge of recovering productivity levels and reinforcing the viability of its main operating center, without losing sight of job continuity and business stability. The assignment we received was clear: to analyze in depth the efficiency, organization and productivity of the plant, identify realistic levers for improvement and turn them into an actionable plan.

From the beginning, we approached the project as a comprehensive diagnosis, not as a collection of isolated “fixes.” The analysis combined macro environment, market dynamics and structural changes in the sector, to prevent internal decisions from being made “blindly” to external trends that affect demand, raw materials, user industry and technological substitution.

With that base, we focused on the operational reality: productivity, cost structure and work organization. We made a contrast with a comparable industrial reference to size gaps and prioritize actions, and we broke down the main cost factors, paying special attention to the balance between fixed and variable costs and to what part was really manageable.

The heart of the work was a project-by-project (and area-by-area) design, grounded in the actual operation of the plant. We did not stay in generic recommendations: we built a proposal by departments that covered the entire operating chain, from steelmaking and rolling to coordination, quality and support services, and we accompanied it with clear criteria to implement changes without breaking productive continuity.

In addition, we paid special attention to the support functions, where “silent” inefficiencies that penalize the entire organization are usually hidden. That is why the analysis incorporated administration, purchasing, systems, warehouse and human resources, not as accessory chapters, but as key pieces to reduce internal friction, accelerate decisions and improve service to production.

At martinsdelima we apply a three-layer methodology:

(i) reading the context (macro and sectorial) to understand restrictions and opportunities;

(ii) quantitative and operational diagnosis of productivity and costs, distinguishing the structural from the optimizable; and

(iii) conversion of the diagnosis into a plan of prioritized measures, including adaptation of costs to the reality of the plant, review of internal practices and an explicit focus on eliminating waste and unnecessary activities.

The result was a solid, coherent and executable roadmap, which allowed management to make decisions with certainty, align the areas involved and move towards a tangible improvement in efficiency without losing focus on the sustainability of employment and business.