MIC Use Case for Automation and Talent Management

How they have increased productivity with improved talent management


In this company, knowledge about certain process steps was highly concentrated in a few people. This situation was leading to a significant dependence that limited the possibilities of growth and knowledge transfer.

In addition, the incorporation of new team members was complex due to the lack of training and learning time.

The operation in islands, with very expert profiles in their field but with little knowledge of other related areas, and the lack of information slowed down the diagnosis of incidents. These limitations forced to assume deviations between processes, with the consequent negative impact on production.

The dependence on knowledge was also reflected in the rigidity when it came to manufacturing new references or expanding the facilities: any change in the processes involved very long lead times.

The cost of having expert profiles doing repetitive tasks with little added value had a direct impact on the profitability of each part. In turn, the lack of ergonomics in the work was being a source of turnover in the team, and manual intervention in many processes was a source of error.

Management knew that the lack of work efficiency and weak talent management was not only making it difficult to retain skilled workers, but was having an impact on quality and production OEE.