Cosmetics Industry Digital Transformation Story | Rebul Succeeded
About the Company
Rebul Cosmetics is a leading Turkish industrial company that has been operating with a deep-rooted pharmaceutical tradition since 1895, offering a broad portfolio including perfumes, skincare, home cosmetics, and bath products, and believing in the power of natural ingredients. The company operates at its Çerkezköy location with a monthly production capacity of 4.5 million units and a 10,000-pallet storage capacity. Rebul started its Digital Transformation journey in 2024 and commissioned ProManage MES.
Melih Sünter
Reasons for Need
Before starting its digitalization journey, Rebul Kozmetik was collecting and managing production data manually through paper-based processes. This situation was observed to cause significant loss of labor (requiring substantial time from data entry teams and production engineers) and a lack of transparent management in operations.
An average of nearly two days was being lost in the data collection and analysis processes.
A search for a solution was initiated in order to digitally monitor significant losses such as downtime caused by failures and downtime caused by waiting in machines and equipment, as well as to identify inefficiencies.
The fundamental reason was that “what cannot be measured cannot be managed or improved.” The objective was first to collect data and understand the current situation, and then to analyze losses, identify their root causes, increase production performance and OEE, reduce downtime, and increase equipment capacity utilization.
Motivation for Choosing and Important Details
- An interface that offers ease of use for operators.
- The ability to receive technical support.
- No data interruptions.
- Reporting capability.
Personal Experiences
During the digital transformation process, Rebul Kozmetik’s factory infrastructure was already ready for the system. The main challenge encountered was cultural change and user resistance. The following steps were taken to manage this:
- First, the program was initiated and implemented with a pilot line.
- As the application was expanded across filling equipment, the fact that operators were discussing KPIs on the shop floor created excitement and curiosity on other lines as well.
- In this way, no difficulties were experienced during the rollout process as operators took ownership of the work.
- The approach of expanding from a small structure to a larger structure was recommended to companies.
- Discussing KPIs and targets in Asakai meetings contributed to establishing a more transparent way of working.
- Involving operators in the process has been one of the most rewarding points for Rebul Kozmetik.
What Has ProManage Brought?
- Reporting Time Improvement: The two-day period previously lost for data collection and analysis has been reduced to 30 seconds.
- Production Increase: A 13% increase in production quantities has been achieved compared to 2024.
- OEE Improvement: Equipment effectiveness rates (OEE) have been increased from 50% to the 60% range (10-point improvement).
- Downtime Reduction: A 20% improvement has been achieved in total downtime, with downtime on the cologne line reduced from 350 minutes to 90 minutes (75%).
- Capacity Increase: Through line balancing, a near 50% capacity increase has been achieved in one product group.
- Setup Time Improvement (SMED): The average setup time has been reduced from 95 minutes to 35 minutes (63% improvement).
- Transparency and Visibility: Downtimes, setups, and waiting times have become visible and analyzable.
- Corporate Prestige: Corporate prestige has been enhanced during customer visits through real-time production tracking.
- Common Language and Fast Decision-Making: By ensuring that everyone from production to the office speaks the same language, fast results have been achieved through shared reports.
- Self-Service Information Access: The current status of production can be monitored independently via computers or mobile phones.
- Revitalization of the Suggestion System: Nearly 450 suggestions were received in 7 months, and 70% of them were transformed into Kaizen and Kobetsu Kaizen initiatives.
- Automation and Personnel Gain: A 50% personnel gain has been achieved on three pieces of equipment, along with increased capacity.
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