Kenya's Manufacturers Deserve Better OEE. Higher Productivity. Greater Output.

“The team worked closely with us to significantly improve overall efficiency - reducing SKU changeover time, minimising wastage, and enhancing Overall Equipment Effectiveness (OEE). Their structured application of lean manufacturing principles resulted in measurable and sustainable improvements across our operations. Their hands-on approach, adaptability, and commitment to results were instrumental in driving lasting change.”

“We were processing orders manually with no real visibility into productivity per person. Gemba restructured workflows, standardised every process across the operation, and our orders per manpower improved 52% - from 123 to 188. Turnaround time dropped 81%. In an FMCG operation where speed directly affects customer fill rates, those numbers matter enormously.”

“We had the machines. We had the people. What we did not have was a structured way of measuring how effectively either was being used. Gemba introduced OEE tracking, identified where availability and performance losses were occurring, and implemented TPM routines that the maintenance team now runs independently. Productivity improved and machine reliability became something we could plan around rather than react to.”

“Machine utilisation was at 40% when Gemba arrived. The target was 20 tonnes per day; we were achieving 12. They ran time and motion studies, standardised the process at every workstation, eliminated downtime losses, and recovered Rs 45 lakhs in dead inventory along the way. Production improved by 40-50% and the management system they built is what sustains it.”

“In pharmaceutical manufacturing, OEE is not just a productivity metric - it is a measure of operational control. Gemba brought structure to how we tracked availability, performance, and quality losses across our lines. Head count was optimised by 10%, picking efficiency per person improved 34%, and the floor team gained a level of visibility and ownership they had not had before. That combination of results is rare.”

“We set out to improve output by 15-20%. Gemba delivered 37% - from 1,404 modules per day to 1,923. They debottlenecked the right stations using time and motion studies and Yamazumi charts, introduced OEE monitoring with live dashboards, and standardized the man-to-process ratio across the entire line. The improvement was not a spike. It held because the system behind it was built properly.”

“The team worked closely with us to significantly improve overall efficiency - reducing SKU changeover time, minimising wastage, and enhancing Overall Equipment Effectiveness (OEE). Their structured application of lean manufacturing principles resulted in measurable and sustainable improvements across our operations. Their hands-on approach, adaptability, and commitment to results were instrumental in driving lasting change.”

“We were processing orders manually with no real visibility into productivity per person. Gemba restructured workflows, standardised every process across the operation, and our orders per manpower improved 52% - from 123 to 188. Turnaround time dropped 81%. In an FMCG operation where speed directly affects customer fill rates, those numbers matter enormously.”

“We had the machines. We had the people. What we did not have was a structured way of measuring how effectively either was being used. Gemba introduced OEE tracking, identified where availability and performance losses were occurring, and implemented TPM routines that the maintenance team now runs independently. Productivity improved and machine reliability became something we could plan around rather than react to.”

“Machine utilisation was at 40% when Gemba arrived. The target was 20 tonnes per day; we were achieving 12. They ran time and motion studies, standardised the process at every workstation, eliminated downtime losses, and recovered Rs 45 lakhs in dead inventory along the way. Production improved by 40-50% and the management system they built is what sustains it.”

“In pharmaceutical manufacturing, OEE is not just a productivity metric - it is a measure of operational control. Gemba brought structure to how we tracked availability, performance, and quality losses across our lines. Head count was optimised by 10%, picking efficiency per person improved 34%, and the floor team gained a level of visibility and ownership they had not had before. That combination of results is rare.”

“We set out to improve output by 15-20%. Gemba delivered 37% - from 1,404 modules per day to 1,923. They debottlenecked the right stations using time and motion studies and Yamazumi charts, introduced OEE monitoring with live dashboards, and standardized the man-to-process ratio across the entire line. The improvement was not a spike. It held because the system behind it was built properly.”

“The team worked closely with us to significantly improve overall efficiency - reducing SKU changeover time, minimising wastage, and enhancing Overall Equipment Effectiveness (OEE). Their structured application of lean manufacturing principles resulted in measurable and sustainable improvements across our operations. Their hands-on approach, adaptability, and commitment to results were instrumental in driving lasting change.”

“We were processing orders manually with no real visibility into productivity per person. Gemba restructured workflows, standardised every process across the operation, and our orders per manpower improved 52% - from 123 to 188. Turnaround time dropped 81%. In an FMCG operation where speed directly affects customer fill rates, those numbers matter enormously.”

“We had the machines. We had the people. What we did not have was a structured way of measuring how effectively either was being used. Gemba introduced OEE tracking, identified where availability and performance losses were occurring, and implemented TPM routines that the maintenance team now runs independently. Productivity improved and machine reliability became something we could plan around rather than react to.”

“Machine utilisation was at 40% when Gemba arrived. The target was 20 tonnes per day; we were achieving 12. They ran time and motion studies, standardised the process at every workstation, eliminated downtime losses, and recovered Rs 45 lakhs in dead inventory along the way. Production improved by 40-50% and the management system they built is what sustains it.”

“In pharmaceutical manufacturing, OEE is not just a productivity metric - it is a measure of operational control. Gemba brought structure to how we tracked availability, performance, and quality losses across our lines. Head count was optimised by 10%, picking efficiency per person improved 34%, and the floor team gained a level of visibility and ownership they had not had before. That combination of results is rare.”

“We set out to improve output by 15-20%. Gemba delivered 37% - from 1,404 modules per day to 1,923. They debottlenecked the right stations using time and motion studies and Yamazumi charts, introduced OEE monitoring with live dashboards, and standardized the man-to-process ratio across the entire line. The improvement was not a spike. It held because the system behind it was built properly.”