Al Dhafra Paper Manufacturing chooses PRESTO Digital Enterprise to increase shop floor collaboration in issue resolution, waste reduction, performance enhancement and talent & change management . Al Dhafra Paper Manufacturing Company Ltd. (ADPMCL) is a recent expansion of Union Paper Mills, founded in Dubai in 1987 and known as one of the pioneers who introduced recycling industry to the United Arab Emirates. Their products are manufactured out of 100% recycled waste paper using advanced technologies which adhere to strict environmental regulations converting waste into productive use. Having digital transformation on the top of its agenda and looking to teach ‘Lean’ methodologies amongst the staff, ADPMCL chose PRESTO Digital Enterprise to manage daily shop floor challenges and optimise performance

1. Case Study
Al Dhafra Paper
Manufacturing
chooses PRESTO Digital Enterprise
to increase shop floor
collaboration in issue resolution,
waste reduction, performance
enhancement and talent &
change management

2. Issue resolution
Change
management
Performance
reporting
Shop floor
challenges
Overview
Al Dhafra Paper Manufacturing Company Ltd.
(ADPMCL) is a recent expansion of Union Paper Mills,
founded in Dubai in 1987 and known as one of the
pioneers who introduced recycling industry to the
United Arab Emirates. Their products are
manufactured out of 100% recycled waste paper
using advanced technologies which adhere to strict
environmental regulations converting waste into
productive use.
Having digital transformation on the top of its
agenda and looking to teach ‘Lean’ methodologies
amongst the staff, ADPMCL chose PRESTO Digital
Enterprise to manage daily shop floor challenges
and optimise performance
talent profiling, expectation
management & skills cultivation

3. ‘LET’S ALL GET INSPIRED, LET’S TAKE AN ACTION’
- The greatest threat to our planet is the belief
that someone else will save it. So, let’s get
together and safeguard our environment. Join
us today to nurture our nature.
This is the slogan continuously promoted at Al
Dhafra Paper Manufacturing Company in its
daily effort to keep the UAE’s environment neat
and clean adding value to waste.
Supporting a world with an industry wherein
paper production is less reliant on virgin fibre
and forest products and more on the use of
recycled waste paper to produce
containerboard benefiting the country in
particular and the world at large in terms of
reduction in carbon footprints.
www.upmuae.com

4. www.gazellesmc.com
Sweta Pandey
Human Resources & Strategy
Gazelles
Santosh Bhosale
Operational Excellence
Gazelles
the partnership
Late in 2017, the team at Gazelles Management
Consulting of Dubai contacted us seeking a
performance enhancement / change
management solution aimed at reducing the
cycle time of shop floor issues for their client, the
Al Dhafra Paper Manufacturing Company,
recently established in Abu Dhabi to support its
Dubai-based parent manufacturing plant Union
Paper Mills.
Being a new plant seeking to bring cultural
change via Lean Six Sigma and continuous
improvement, the Gazelles Management Team
partnered with us to build a tailored solution
based on the rich know-how and operational
excellence experience acquired from their
150+ years in the field.

5. corporate objectives
1. Inculcate Lean and Kaizen – based thinking at all levels of the organisation
2. Create sense of urgency, sense of ownership and sense of purpose
3. Create a non-confrontational continuous improvement culture where issues, problems, and
their related wastes are visible
4. Reduce time dedicated by stakeholders to excessive documentation, paperwork and
communication
5. Solve problems at the seed level and attack waste by taking action before the problem
becomes chronic
6. Provide increased visibility into the roles and responsibilities needed at the team level and
communicate expectations more efficiently to the staff and their leaders
PRESTO customisations
1. Build a collaboration-based solution allowing for a company-wide platform to be available
to identify and resolve operational issues in a more structured and efficient manner
2. Use PRESTO Digital Transformation’s KPI module to provide long-term support to Al Dhafra’s
core managerial reporting
3. Identify additional areas and methodologies of Lean Six Sigma available in PRESTO Digital
Transformation’s functional suite which could bring value to Al Dhafra’s operational
excellence leaders and staff

6. PRESTO in 11 weeks
0
20
40
60
80
100
120
140
week 1 week 2 week 3 week 4 week 5 week 6 week 7 week 8 week 9 week 10 week 11
issues
identified
logins per
day
PRESTO
users created
issues
closed
90
124
74
41

7. A discipline was born
5-steps to issue
resolution
Accelerated issue resolution
made easy
Issues are identified, analysed,
resolved and reviewed in
record time using PRESTO’s
5-step workflow
With the subject matter
expertise of the Al Dhafra
management team, the
problem solving know-how of
Gazelles and the TOPP TI
product team, a 5-step-to-issue-
resolution discipline was agreed
and embedded into the PRESTO
Change Management
functional interface ensuring
end-to-end efficiency and
security in the issue
management process

8. Action plans managed with discipline
setting expectations and managing change, the PRESTO way
Interactive checklist
management
Together with the
ADPMCL team, the
action plan task
manager was built with
automatic alert and
email notifications sent
to all RACI-involved
parties to ensure
increased sense of
ownership and sense of
urgency
Actions
Created Closed
699
318
1° 60 days of
PRESTO

9. A helicopter view approach
all issues captured, presented & categorised, all on one screen
• 7 areas
• 288 employees
• 30 teams
• 65 processes
The senior management team at ADPMCL found
immediate comfort in seeing all their shop floor
issues neatly organised in front of them and sorted
by category using PRESTO’s helicopter view display
and super zoom function allowing users to
navigate to any organisational level for information
9
ADPMCL
setup complete in
less than 2 days!
124 issues captured !!

10. 10
Setting expectations with precision
Roles, responsibilities and process competencies made readily available
As the installation progressed starting first in Business Operations
and then expanding across Finance, Accounting, IT and
Human Resources, PRESTO’s role and responsibility module
became especially useful as the senior team began seeking more
efficient ways to actively manage expectations amongst their staff
by highlighting the roles and responsibilities assigned
employees & their
job duties captured507

11. Disrupting the shop floor with
PRESTO’s social media newsfeed
Offering a direct link to the issue storyboard kanban and
task list, managers and problem solvers at all levels found
the issue management newsfeed a quick and easy way
to take a few minutes to scroll through activities
underway, review outstanding task lists, share
suggestions and best practices via commenting, and
stay up-to-date with all issue-related activity
Transparency-based
interaction and best
practice sharing
logins
per day100

12. 12
Building something new
together with the ADPMCL
business leaders, we designed
and built the PRESTO multi-view
project management kanban
allowing users to toggle from
the traditional project view to
our multi-phase storyboard
listing all open issues by status
and owner.
Super filter capabilities were
also designed allowing users to
locate issues and tasks by
owners, level of involvement
(RACI), period of activity,
status, favourites, benefit types
and much more
users trained64 12

13. Agreeing to perform
In a short few weeks, the entire set of Al
Dhafra productivity KPIs were entered
into PRESTO permanently changing the
daily management team meeting’s
approach to prioritisation of activities
Pareto charts
Trend reporting
... additional customised reports built
together with the ADPMCL team
Real time performance reporting at 360°

14. 14
...... in 60 days
0 10 20 30 40 50 60 70
Hoshin Kanri
KPIs
Skills
Change Management
Ideation
Issue Management
PRESTO Product Champions trained
Key information
entered into PRESTO
72 Teams
517 staff members
148 processes
79 KPIs
0
100
200
300
400
500
600
700
800
900
Action plans
opened
closed
124
issues
opened
41
issues
closed
curious users began
finding synergies in other
PRESTO functions
64

15. highlights...
25 hours per week $aved
on administrative activities (data
retrieval, report compilation, etc.)
12 reports
created
0
50
100
150
200
250
300
350
June July August
issue & action plan openings
Issues opened action plans opened
overdue action plans
90 logins
per day

16. Intangible results
• Faster decision making
• greater visibility/transparency
• increased employee
engagement
• increased data security and
reliability
• less knowledge gaps / increased
resiliency
• increased awareness into process
competency & skills
• increased measurability
• increased sense of urgency
• increased sense of accountability
In addition to numerical
results, PRESTO offered a
company-wide sense of
urgency, sense of ownership,
and sense of purpose
discipline amongst ADPMCL
staff equipping each with a
wide set of problem-solving
tools while embedding the
fundamentals of Lean in daily
operations

17. TOPP Tactical Intelligence, Ltd.
27 Old Gloucester Street, London
WC1N 3AX
+39 351 221 4087
www.toppti.com
info@toppti.com
About PRESTO
PRESTO's original prototype was first launched as a stand-alone tool
by a group of Italian business professionals in collaboration with a
local university within a multinational financial organisation who had
acquired the complete back-office depository bank servicing arm of
an Italian industry leader. The opportunity to build PRESTO presented
itself during the restructuring phase of the two organisations when the
vast differences between their managerial cultures, operational
know-how, language barriers and their business operating models
indicated a strong need to implement Lean methodologies into the
DNA of the new organisation.
While using PRESTO, the integration team together with Human
Resources, Risk and IT were able to successfully map customer and
client journeys, catalogue, measure and benchmark business
processes, standardise best practices and its terminology, become
more transparent and communicate change more effectively to
their supporting global shared service centres of excellence.
Since its launch, PRESTO has been further developed to include
additional idea cultivation features offered at a corporate-wide level
and has become a true instrument of organic innovation