How AkzoNobel Improved On-Time Delivery 16% with TrakSYS

AkzoNobel is one of the world's leading decorative paint companies, with brands including Dulux, International, Sikkens, and Interpon trusted by customers around the globe. Headquartered in Amsterdam, AkzoNobel is active in more than 150 countries and employs over 34,000 people.

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In Brazil, AkzoNobel operates eleven strategically located chemical manufacturing sites. The largest, in the Mauá municipality, produces paint and resin across three sites. As product and production demand grew, the Mauá team needed to optimize its operation, and worked with Parsec Automation, LLC certified partner HSI to implement a TrakSYS rollout built around its existing infrastructure.

AkzoNobel needed a system that could establish a sustainable Lean culture, create user-specific dashboards for monitoring electronic batch records, and eliminate the production bottlenecks that were limiting filling area performance. The team also needed accurate, real-time information to support effective decision-making, track production through every stage, and increase operator engagement on the floor.

HSI designed the TrakSYS solution to work with AkzoNobel's existing SAP ERP system, giving the Mauá team the ability to download SAP orders, sequences, required materials, work instructions, scheduling and production orders, and other reports directly through TrakSYS.

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The rollout gave AkzoNobel visual management support through Andons, mobile data collectors across production areas, and management of the bill of materials, work-in-process, and production queues. TrakSYS also helped manage the performance of filling lines through OEE tracking and supported implementation of standard operating procedures across the site.

AkzoNobel's Mauá plant saw a 16% increase in on-time delivery of finished goods, along with a reduction in production process errors and improved scheduling and production planning. The integration between TrakSYS and SAP gave the team visibility into the root causes of production bottlenecks, while reducing overtime and outsourced labor costs.

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The team credits AkzoNobel's employee buy-in, driven by technology that fit how the plant already worked, as a key factor behind the significant Lean and continuous improvement milestones reached since implementation.