As Delta Tecnic knows well, the plastics industry is essential for many sectors. Digitization has been essential in approaching the current context. Due to the pandemic and the need to adapt to this new environment, 80% of companies have accelerated their digital transformation plans. The main challenges of digitization are adapting processes to the new environment (31%) and the instability of demand (26%). In the short/medium term, companies are focusing their efforts on production processes so as to be more efficient, to manufacture without errors and at the best price.
Delta Tecnic has implemented an interdepartmental digital transformation process throughout the company, which has been key to being able to adapt to new customer demands, improving the level of service and competitiveness.
The first challenges that were addressed with the digitization of the production plant were, first of all, to improve the visibility of the WIP (Work in Progress), monitoring everything that happens in the plant in real time. Furthermore, a paperless factory was implemented, improving productivity and operational efficiency by eliminating tasks without added value with a clear commitment to sustainability. And thirdly, a data-driven factory, increasing the reliability of the data obtained, improving time reports due to reliable data capture.
This digitization has led to an improvement in productivity, reduction in consumption, improvements in the area of traceability, improvement in all production processes, quality and management, and a reduction in time-to-market.
Thus, with the implementation of the information system in real time, Delta Tecnic can analyse the situation as a whole and for each case, from planning, supply, production and quality, to R&D, logistics, maintenance and commercial service.
From production and quality control to warehouse management
Through a personalized global control system, it is possible to calculate the consumption of raw materials; perform quality control validations; analyse the productivity of machines, lines or manual positions; record preparation, production, stoppage, breakdown and maintenance times; issue orders; manage shrinkage and rejections; measure the most common KPIs (OEE, availability, efficiency, quality, etc.); process documentation, procedures or instructions.
In addition, it is also possible to configure quality self-control plans, both by product and by machine, as well as adjust the periodicity and types of controls, including the automatic generation of alarms. Likewise, the traceability of components, raw materials, batches or semi-finished products can be managed with the creation of labels.
Also noteworthy is the use of warehouse management software to control the stock of raw materials and finished products. In this way, it is possible to manage the entire cycle of business processes digitally together with the rest of the implemented solutions. The ultimate goal is to eliminate paper in the workplace of warehouse operators, in real time to reduce errors.
To this end, the platforms and software systems for viewing and acting on the information obtained are trends that demonstrate the state of the plastics industry. There is no production process that escapes the rigorous and strict control of a company, which now has more capacity than ever to streamline times and achieve a greater degree of foresight, generating savings and, of course, improving the customer experience.
Innovation is synonymous with resilience
Trying to lead in each context, committing to R&D&i and thinking about continuous improvement, is what prepares any company in the plastics industry for the future. Throughout its 40 years in business, Delta Tecnic has adapted to all kinds of circumstances to continue being a benchmark company in its sector, both in Spain and in the rest of the countries in which it has increased its presence.
Companies are not immune to all these challenges and nearly all of them are carrying out digital transformation and operational excellence programs. Converting strategic reflections into results requires a deeper transformation: pilot projects that come to fruition, overcoming barriers, intersectorial vision and corporate culture, among other elements.
