130 operators per month: how we stabilized a production unit for a major tobacco company

When a large manufacturing facility faces a shortage of qualified operators, even a minor disruption in shift staffing can bring a production line to a halt and result in multi‑million dollar losses.

This was exactly the situation our client found themselves in — one of the largest tobacco product manufacturers in Russia. Historically, the company had worked with several outsourcing providers, but one of them could no longer handle the staffing requests: work quality declined, KPIs were missed, and the labor market was experiencing acute talent shortages.

Following a tender process, we were selected as a backup provider and eventually became the key production outsourcing partner. Our objective was clear: rapidly deploy a team, ensure uninterrupted equipment operation, and prove that even amid labor shortages, high quality and safety standards can be maintained.

Context and challenges

Tobacco manufacturing is a complex, high‑tech environment. In the filter making unit, errors are unacceptable — every line stoppage is recorded by the monitoring system, and every deviation affects product cost.

The client faced several challenges:

• The existing contractor could not fill open positions given the labor shortage.
• Service quality was declining; safety and productivity KPIs were consistently missed.
• Strict H&S (Health & Safety) standards were required, along with mandatory training and site access authorization.

The client decided to change providers in order to stabilize the unit and regain control over quality.

Scope of responsibility and operating model

We took on full production outsourcing for filter making operators. The work was performed on the client’s site in an on‑site format: our employees and operations managers were present at the facility daily, while part of the back office supported processes remotely.

We were responsible for:

• meeting production KPIs
• complying with occupational health & safety regulations and maintaining a zero‑incident record
• ensuring stable shift staffing levels
• training and certifying personnel
• integrating employees into the client’s operating model

All of this was done in full legal compliance: responsibilities were clearly separated under the service agreement, strictly within the boundaries of applicable laws.

Resources and expertise required

To ensure a seamless launch, we deployed:

• a large‑scale recruiting campaign — some employees transferred from the previous provider, while others were hired from scratch;
• H&S specialists who oversaw the entire site access and authorization process;
• operations managers who underwent detailed training with the client and became the link between the customer’s processes and our team;
• analytical and monitoring tools, including the open+ production system and the client’s dashboards.

Project launch: how we managed the transition without stopping production

We understood that any mistakes during launch could risk halting production lines — which was unacceptable. Therefore, we developed a phased transition plan.

1. Documentation review and knowledge transfer

The client provided us with the complete set of work instructions. Shift supervisors and team leaders underwent training and subsequent hands‑on equipment practice.

2. Training and site authorization for personnel

Each employee was authorized to work only after completing training, safety briefings, knowledge assessments, and on‑the‑job training under the supervision of mentors.

3. Integration into the production system

Our employees worked within the client’s digital system, covering:

• output monitoring,
• recording stoppages,
• quality and safety control.

4. Ongoing communication and control

We established multi‑level reporting:

• daily DDS (Daily Direction Setting) reports;
• weekly status updates;
• quarterly and annual business reviews;
• SLA and KPI tracking via a transparent control dashboard.

Adjustments along the way

The main challenge was that fewer employees transferred from the previous contractor than expected. As a result, we had to rapidly scale up recruiting and accelerate training.

Solution: increase recruiting capacity, restructure the training schedules, and reallocate resources to the most critical bottlenecks.

Quality and risk management

To ensure stability, we applied a comprehensive approach:

• risk insurance and absenteeism planning during selection;
• 5 Why method for deviation analysis;
• PFMEA analysis to prevent potential failures;
• internal inspections and joint audits with the client.

The result — zero critical incidents in the unit throughout the entire partnership.

Results: rapid gains in efficiency and trust

Within the first month:

• we deployed over 130 operators to the unit, achieving full production staffing.

During the first year:

• efficiency KPIs consistently remained above 90%;
• the client noted improved work quality and a reduction in deviations;
• just three months after launch, the company already felt the difference in service levels.

Client feedback

The client’s management and project coordinators gave high praise to our work, noting discipline, speed of launch, and communication quality.

Additional outcome

Impressed with the results, the client expanded the partnership — we also became the operator for warehouse processes at their site.

Project lessons

What worked particularly well:

• clear team coordination at every stage;
• deep immersion into the client’s production processes;
• flexibility in recruiting and training personnel.

Challenges and how we overcame them:

• overly optimistic expectations at the start — addressed through transparent reporting and adjustments to the launch plan;
• shortage of transferring employees from the previous contractor — resolved by reinforcing recruiting and training programs.

Key insights:

• launching complex production outsourcing requires significant time and resource buffers
• detailed advance preparation reduces risks to nearly zero
• it is essential to build in contingency scenarios

Conclusion

This project demonstrated that even in high‑intensity production environments with stringent quality and safety requirements, it is possible to build a stable outsourcing model that delivers tangible results within just a few months.

We did not simply fill a staffing gap — we gave the client predictability, transparency, and process controllability. In the long term, this model remains sustainable: KPIs are stable, quality is high, and the client’s trust is confirmed by the expansion of our partnership.