Maximizing efficiency in the synthetic rubber industry

In sectors that are highly competitive on a global scale, such as the chemical and plastics industries, profitability depends structurally on operational efficiency. The pressure regarding energy costs, the requirement for constant quality, and the necessity of operational reliability place industrial excellence at the center of the strategy. In this context, improvement is not an option, but rather a condition for the maintenance of a leadership position.

A global reference in the synthetic rubber industry

As a global leader in the synthetic rubber and chemical rubber markets, the company positions itself among the ten largest in the sector worldwide. Formed in 1999 through a strategic alliance between two organizations, it currently operates production centers in Spain, Mexico, and China.

With more than 55 years of experience in a highly competitive and technologically demanding market, it provides more than 100 products in its catalog, supplying a wide range of chemical solutions for the chemical, agrochemical, pharmaceutical, cosmetic, and automotive sectors.

The global scale and technical complexity of the operation demand high standards of reliability, efficiency, and cost control.

Navigating market leadership and operational inefficiencies

Despite its global leadership position, the company faced clear signs of operational instability that compromised efficiency, costs, and predictability.

The operation presented significant variability in the finishing lines, with high levels of waste and the generation of products outside of specification. Changeover times were extensive, penalizing production flexibility, while frequent equipment stoppages due to breakdown reduced the overall availability of the plant.

In parallel, energy consumption was not managed with systematic discipline. There was a reduced awareness regarding energy waste throughout the production process, reflecting in increased costs within an industrial context intensive in steam, water, and electricity.

The absence of consistent standardization of routines and the organization of workspaces also aggravated operational variability. Without clear standards, the teams depended excessively on individual experience, which hindered the stability and replicability of good practices.

Additionally, deviations were recorded in the consumption of chemical products and packaging materials, often associated with communication failures between departments and natural teams, compromising control and alignment.

The accumulated effect of these factors thus translated into an operation that was more reactive than preventive, with high operational costs and a loss of productive potential. It became evident that the improvement could not be punctual, requiring instead a structured and transversal intervention.

A structured industrial transformation

To face the identified challenges, the company launched a Global Lean Project, structured into practical and complementary initiatives, with a direct impact on culture, operational reliability, and energy efficiency. This project targeted the following action:

1. Implementation of Daily Kaizen (levels I, II, and III)

The introduction of Daily Kaizen allowed for the installation of operational discipline as well as structured monitoring routines. The teams began the management of performance, deviations, and improvement actions in a systematic way, creating a solid base for continuous improvement.

2. Processing improvement

The products with the highest waste generation were analyzed, promoting technical adaptations to the equipment and the adjustment of process parameters to reduce waste and increase production stability.

3. Structured problem solving

Specific projects were conducted to reduce products outside of specification, acting upon causes such as color generation, deviations in packaging materials, moisture, and contamination. The approach shifted from reactive to structured and oriented toward root causes.

4. Energy and resource optimization

Technical specifications and operational parameters were reviewed to reduce the consumption of steam, water, and electrical energy. Energy efficiency ceased to be a secondary effect and became a clear operational objective.

5. Standardization of reliability cells

Teams focused on line unavailability were created and structured, systematically addressing breakdowns, process inefficiencies, and production delays. Reliability began to be managed in a preventive way and not merely a corrective one.

6. Kaizen Events:

• SMED (Single-Minute Exchange of Die): implemented for the reduction of changeover time;

• Kobetsu Kaizen: focused on the resolution of specific problems such as the consumption of chemical products, warehouse layout, and the increase of line productivity;

• Development of a structured safety system model, reinforcing prevention, operational discipline, and the reduction of risks in the production environment;
• Redesign and optimization of the warehouse layout, improving logistical flows, reducing unnecessary movements, and increasing operational efficiency;

• Improvement of energy consumption with a focus on the reduction of energy consumption in various stages of the production process.

Operational gains with immediate return

The implementation of the project generated substantial benefits, achieving significant savings without the need for additional investment and with immediate return.

The time required for changeovers was reduced by 8%, increasing production flexibility.

Energy consumption decreased by 30%, reflecting a direct impact on the cost structure and the sustainability of the operation.

Plant availability increased by 9%, evidencing greater stability and equipment reliability.

Additionally, the consumption of chemical products and packaging materials was reduced by 3%, contributing to the improvement of overall efficiency.

Beyond the quantitative results, a structured model of continuous improvement transversal to the organization was consolidated, reinforcing operational discipline and the internal capability for problem solving.

A more robust organization, prepared to evolve

In the face of accumulated inefficiencies and significant energy waste, the company decided to intervene in a structured way in its operational model. Instead of accepting variations as inevitable, it chose the creation of a disciplined system, capable of the stabilization of processes, the increase of reliability, and the reduction of resource consumption in a consistent manner.

The significant reduction in energy consumption, the increase in plant availability, and the decrease in waste demonstrate the direct impact of the transformation. However, the true result goes beyond the indicators: the organization consolidated operational discipline, reinforced the collaboration between teams, and developed internal capacity to resolve problems in a structured and sustained way.

By installing a system that combines energy efficiency, technical reliability, and the involvement of people, the company strengthened its position in a highly competitive global market. More than just improving current performance, it created the conditions for the sustenance of its growth, the control of costs, and continuous evolution with greater robustness and predictability.

We are committed to respecting our clients’ confidentiality. While we have altered or omitted their names, the results are genuine.