FOOD PROCESSING:

FOOD PROCESSING COMPANY SUPPLYING PRODUCT TO MCDONALDS STRIVES TO INCREASE LINE UTILIZATION & AT THE SAME TIME REDUCE ITS OPERATING COSTS

This client produces from raw potatoes through packaging and distribution a variety of frozen products across four product lines.  The plant is a seven day twenty-four hour a day operation.  They operate six plants.  Management ran the plant with the idea as long as there weren’t any major breakdowns they were operating efficiently.  The result was poor utilization of the production lines, high unit costs and a lack of management control systems and procedures.  This also masked changeover and sanitation inefficiencies.  Supervision had little idea of operating problems occurring on their shifts and had little support to investigate root cause issues that needed to be resolved.  They were further hampered by an inefficient maintenance organization not focused on PM’s and planned work but rather responded to breakdown.

BUSINESS ISSUES–

  • Poor output performance
  • Poor management skills
  • No root cause analysis
  • Lack of manufacturing standards
  • Poor follow-up on sanitation clean-ups and product changeovers
  • No maintenance program of assigning, follow-up, reporting and measurement
  • No closed loop system of controls and procedures

PROJECT OBJECTIVES–

  • Improve overall resource utilization by developing and installing the proper management & operator processes and disciplines
  • Develop and install improved methods of sanitation
  • Develop theoretical maximum standards and implement these with the new production follow-up and reporting system to improve utilization
  • Turn maintenance into a pro-active organization planning PM’s and work orders
  • Develop and implement the systems and procedures required to evaluate trends and performance against stretch goals
  • install a reporting and variance from plan program that required all variances to be documented and action items assigned to permanently resolve them

MAL DELIVERED–

  • Improved line performance
  • Supervision that managed with metrics & spent time on the lines
  • An aligned organization that managed performance metrics through a formal daily communications process
  • Responsive maintenance organization taking a pro-active approach to the production operations