{"id":73096,"date":"2026-03-26T09:00:00","date_gmt":"2026-03-26T08:00:00","guid":{"rendered":"https:\/\/www.bonfiglioliconsulting.com\/?p=73096"},"modified":"2026-03-27T15:26:58","modified_gmt":"2026-03-27T14:26:58","slug":"lean-food-beverage-packaging-line","status":"publish","type":"post","link":"https:\/\/www.bonfiglioliconsulting.com\/en\/linea-confezionamento-food-beverage-lean\/","title":{"rendered":"How a Food & Beverage packaging line increased production efficiency by 27%"},"content":{"rendered":"

<\/p>\n\n\n\n

Summary<\/strong><\/h3>\n\n\n\n

A large company in the Food & Beverage sector, operating in international markets with highly complex bottling and packaging lines, embarked on a structured Lean Transformation path to overcome the operational inefficiencies that were penalizing its performance. Thanks to the adoption of the Lean World Class\u00ae methodology-founded on Focused Improvement, Professional Maintenance and Change Management-the organization transformed the way it governs operations, putting the active involvement of people at the center. In twelve months, the most tangible result was an increase in production efficiency of 27%, accompanied by the building of a robust and sustainable continuous improvement system over time.<\/p>\n\n\n\n

\n\n\n\n

In the food and beverage sector, the\u2019Operational Excellence<\/a>\u00a0can no longer be inte<\/span>knows as a set of local efficiency initiatives or as a project limited to the production function. Companies in the industry today operate in an environment characterized by high volumes, a wide variety of references, frequent format changes and increasingly stringent requirements in terms of quality, food safety and sustainability. This is compounded by increasing cost pressures and higher and higher service expectations from customers, especially in international markets.<\/p>\n\n\n\n

In this scenario, the ability to maintain high operational performance does not depend solely on the installed technology or the level of plant automation. Increasingly, the real discriminating factor is the organization's ability to govern complexity,<\/strong> transforming data, processes and people skills into a coherent system geared toward continuous improvement and sustainable over time.<\/p>\n\n\n\n

The case study presented in this article chronicles the path taken by a major company in the food and beverage industry <\/strong>who has chosen to take on this challenge through a Lean Transformation<\/a> structured<\/strong>, with a strong managerial and methodological orientation. A path that focused not only on performance indicators, but especially on the active involvement of people<\/a> of the operations area As the main lever of change.<\/strong><\/p>\n\n\n\n

Why Food & Beverage Packaging Lines Need a Lean Transformation<\/strong><\/h2>\n\n\n\n

The industrial context: operational complexity and international scale<\/strong><\/h3>\n\n\n\n

The company featured in the track operates in the Food&Beverage sector with an established presence in numerous international markets. <\/strong>It is a large industrial entity that has grown progressively over time, with an articulated production structure and strong exposure to global competitive dynamics.<\/p>\n\n\n\n

Operationally, the organization operates a large number of bottling and packaging lines, characterized by different levels of automation and a broad product portfolio,<\/strong> intended for channels as diverse as retail, food service and industry. The presence of structured activities of\u00a0quality control and product development<\/a>\u00a0to customer specification, and not <\/span>alone, further contributes to the complexity of the system,requiring constant coordination between functions and high operational discipline.<\/p>\n\n\n\n

In such an environment, even seemingly marginal inefficiencies, if repeated over time, can generate significant impacts on costs, service levels and capacity saturation. It is precisely for this reason that operations management plays a strategic role,<\/strong> going far beyond the purely executive dimension.<\/p>\n\n\n\n

<\/p>\n\n\n\n

Initial criticality: when the system can no longer absorb complexity<\/strong><\/h3>\n\n\n\n

Prior to the start of the transformation journey, the company was faced with a number of critical issues typical of large food and beverage operations. Although it had modern facilities and established technical skills, its overall performance was suffering from the fragmentation of the management system.<\/p>\n\n\n\n

Efficiency losses were distributed over multiple factors <\/strong>and were difficult to trace in a structured way. The organization handled downtime-often brief but frequent-in a mostly reactive manner, while it tended to view operational micro-inefficiencies as physiological, without addressing them systematically. Teams did not organize changeovers efficiently and, even for small maintenance tasks, involved technicians. Performance varied significantly between lines, shifts, and teams, making any comparative analysis complex.<\/p>\n\n\n\n

Another critical element was the difficulty in turning available data into concrete actions.<\/strong> The information existed, but there was a lack of a shared model for interpreting it and using it as a basis for daily improvement. In this context, the involvement of people in the operations area remained mainly executive, with limited contribution to structured problem solving.<\/p>\n\n\n\n

<\/p>\n\n\n\n

The strategic choice: build a path, not launch a project<\/strong><\/h3>\n\n\n\n

In the face of these critical issues, the company chose not to intervene with punctual actions or isolated technological solutions, but by\u00a0av<\/strong><\/span>viare a structured path toward the\u2019Operational Excellence<\/a><\/strong>. A strategic choice, supported by management, which recognized the need to rethink the governance of operations.<\/p>\n\n\n\n

The goal was not simply to improve some performance indicators, but to Building a system capable of making continuous improvement an integral part<\/strong> of the day-to-day functioning of the organization. This has meant working simultaneously on processes, roles, responsibilities and competencies, avoiding separating technical and organizational improvement. The center of this system was people.<\/strong><\/p>\n\n\n\n

The role of methodology Lean World Class\u00ae<\/a><\/strong><\/h2>\n\n\n\n

The Lean World Class\u00ae methodology guided the transformation journey, adopted as a true operations management system. More than a set of tools<\/a>, the methodology provided a consistent framework for interpreting performance, setting priorities and aligning different levels of the organization.<\/p>\n\n\n\n

Through this approach,\u00a0it was possible to create a common language<\/strong>\u00a0between operators, line managers, and management, making explicit the connection tr<\/span>to operational results and managerial decisions. The methodology also allowed improvement to be structured over time, avoiding the risk of isolated or unsustainable initiatives.<\/p>\n\n\n\n

Focused Improvement: from \u201cextraordinary\u201d improvement to daily practice<\/strong><\/h3>\n\n\n\n

One of the central pillars of the course was the\u00a0Focused Improvement<\/strong>, used to introduce continuous improvement in acts<\/span>vities of daily production lines. The focus was not on major transformation projects, but on the ability to systematically identify and solve problems that affect day-to-day performance.<\/p>\n\n\n\n

The operations area team analyzed losses, identified bottlenecks and defined improvement actions. This made it possible to turn data into an operational tool, used not only to measure, but also to decide and act. Improvement thus ceased to be an episodic activity and became a structural component of daily work.<\/p>\n\n\n\n

Professional Maintenance: reliability as a managerial choice<\/strong><\/h3>\n\n\n\n

In a Food & Beverage context, plant reliability is a key prerequisite for productivity. <\/strong>Therefore, the pathway included an evolution of the model of maintenance<\/a>, with the aim of reducing dependence on emergency interventions and increasing predictability of performance.<\/p>\n\n\n\n

By setting shared standards, structuring data collection and systematically analyzing causes of failure, the organization has progressively integrated maintenance into the operations management system. This fostered greater collaboration between production and maintenance,<\/strong> reducing unplanned interruptions and improving the overall stability of the production process.<\/p>\n\n\n\n

Change management: people involvement as a distinguishing factor<\/strong><\/h3>\n\n\n\n

The element that has really<\/span>o differentiated this path from many improvement initiatives was the investment in the Change Management<\/a>. <\/strong>From the earliest stages, we clearly understood that without structured involvement of people in the operations area, any change would remain fragile.<\/p>\n\n\n\n

The team then introduced regular comparison routines, moments of shared performance analysis, and Visual Management tools that made problems and priorities visible. We trained people on Lean principles and continuous and progressive improvement; the role of people changed: from executors of procedures to conscious actors of improvement, able to actively contribute to problem solving and goal achievement.<\/p>\n\n\n\n

The results: measurable performance and sustainability over time<\/strong><\/h2>\n\n\n\n

Over the course of twelve months, the journey has produced concrete results in terms of efficiency, productivity and costs. The deeper change in the way of working accompanied the improvement in performance indicators, bringing greater operational discipline and responsiveness to changes in the production environment.<\/p>\n\n\n\n

The most relevant result <\/strong>However, it was not the individual KPI, but rather The construction of a system capable of sustaining performance over time<\/strong>, supported by a proactive team that has grown over the course of the project.<\/p>\n\n\n\n

Conclusions: operational excellence as a leadership choice<\/strong><\/h2>\n\n\n\n

This case shows how, in the Food & Beverage sector, Operational Excellence is the result of a conscious managerial choice and a structured methodological path. A path in which data, processes and people are integrated into a coherent system capable of governing industrial complexity.<\/p>\n\n\n\n

People's involvement<\/strong> of the operations area in improving daily actions is not an ancillary element, but a real strategic leverage<\/strong>. It is in this balance between method and widespread accountability that efficiency becomes sustainable and that continuous improvement is transformed from a theoretical concept to an operational practice.<\/p>\n\n\n\n

By Bonfiglioli Consulting Editorial Staff<\/strong>
Each publication stems from industry studies, field research and analysis of global trends integrated with knowledge and expertise gained from transformation projects, with the aim of promoting business culture.<\/em><\/h4>\n\n\n\n

Published 03\/26\/2026<\/h4>\n\n\n\n

<\/p>\n\n\n\n

FAQ<\/strong><\/h2>\n\n\n\n

How long does it take to see the results of a Lean Transformation in the Food & Beverage industry?<\/strong><\/h3>\n\n\n\n

Along this path, concrete results-including an increase in production efficiency of the 27%-have been achieved within twelve months. However, the first measurable improvements on OEE, downtime management, and changeovers emerge within the first few weeks of start-up, thanks to the application of Focused Improvement and the introduction of Visual Management routines. The speed of delivery of results depends on the level of management involvement and the initial operational maturity of the organization.<\/p>\n\n\n\n

Is the Lean World Class\u00ae methodology also suitable for bottling lines with a high variety of references and frequent format changes?<\/strong><\/h3>\n\n\n\n

Yes: The Lean World Class\u00ae methodology was developed specifically to manage contexts of high operational complexity, such as bottling and packaging lines, which are characterized by a wide variety of SKUs and frequent changeovers. In this case study, changeover optimization was one of the priority fronts of intervention, with the definition of shared standards and the reduction of dependence on maintenance technicians even for minor interventions. The methodology's modular framework allows it to be applied to individual lines or the entire plant, calibrating priorities based on the initial assessment.<\/p>\n\n\n\n

Why is technology alone not enough to improve production efficiency in Food & Beverage?<\/strong><\/h3>\n\n\n\n

Modern facilities and automation are necessary but not sufficient prerequisites: in this case study, the company already had advanced technologies in place, yet performance suffered due to a fragmented management system. The real discriminating factor is the organization's ability to transform available data into concrete decisions and actions through a shared model between operators, line managers and management. This is why Lean World Class\u00ae integrates technical tools and managerial levers-Focused Improvement, Professional Maintenance and Change Management-into a coherent and sustainable system.<\/p>\n\n\n\n

How do you concretely involve production operators in an Operational Excellence journey?<\/strong><\/h3>\n\n\n\n

The involvement of people in the operations area is not an ancillary element, but a real strategic lever: on this path, operators were trained in Lean principles and involved in analyzing losses, identifying bottlenecks and defining improvement actions. Regular comparison routines, shared performance analysis sessions and Visual Management tools were introduced, making problems and priorities visible at all levels. This gradually transformed the role of operators: from executors of procedures to conscious and proactive actors in continuous improvement.<\/p>\n\n\n\n

How do you ensure that the improvements achieved are not lost over time?<\/strong><\/h3>\n\n\n\n

Sustainability is the test case for any Operational Excellence journey and is achieved by acting on three complementary levers. The first is standardization of improved processes, which crystallizes efficiency gains and makes them replicable. The second is the adoption of visual performance management systems, which keep the focus on key indicators high on a day-to-day basis. The third-and most relevant-is cultural change: when people become active participants in improvement, the ability to react to changes in the production environment becomes a stable organizational competency, not dependent on the presence of external consultants.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\n\n\n\n

<\/p>\n\n\n\n

Is your Food & Beverage company ready for a Lean Transformation?<\/strong>
Learn how the Lean World Class\u00ae methodology transformed a beverage company's operations in 12 months.
<\/h3>\n\n\n\n

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