delivering improvement within the food industry · delivering improvement within the food industry...

Improvement Through Process, People & Culture

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Delivering improvement within the Food Industry through processes, people and culture

https://twitter.com/WNMProPeC


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Forever Lean Master Class

Welcome From

Stephen & Nathan


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FACT “Some improvement projects work

and some don’t.”

“Some projects have initial impact but fail to deliver lasting change.”

Why????


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Key Elements

• Optimum Processes

• People with the required skills and knowledge

• A Culture that supports the right behaviours


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We call it ProPeC™

Process

People Culture


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A Typical Unbalanced Improvement Approach

0

10

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30

40

50

60

70

80

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Percentage of effort

Culture

Training

Process


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Let’s put it into context….


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Factory Simulation.......

Biscuit Pizza's Inc

Digestive Goodies PLC


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Let’s pause for a moment

As a business we have some options.

We could……..


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Do Nothing • Reasons for

– “We’ve got this far without worrying”

– No budget to find

– No disruption of day to day

• Reasons against

– Loss of competitiveness

– Loss of customers

– Costs more in the long run

– Throwing money away

– Less profitable

– Wasteful culture


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“I don’t know what hit us!”


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Bring in the Consultants • Reasons for

– Expertise

– Focus

• Reasons against

– Costly

– Questions over workforce buy-in and ownership to sustain behaviour

– Questions over skills and knowledge of workforce to carry on once the consultants have left – little transference

– Once they’ve gone everyone breathes a sigh of relief and carries on as before

Focus tends to be on processes


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“When the consultants left things started to fall apart”


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Give People Training • Reasons for

– Create a knowledge base

– Develop people

• Reasons against

– Problems transferring general knowledge into specific improvement

– Lack of support within the organisation to implement

– No measure of return on investment

– Time consuming

– Untargeted

Focus tends to be on people


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“What have we got to show for the time and money we spent?”


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Its about top notch ingredients and what you do with them…


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The ProPeC™ approach

Implement optimum processes through your people, creating ownership, and a culture that encourages a sense of personal responsibility towards doing things better; giving your teams new knowledge, insights and skills and the desire to use them for the benefit of your business.


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ProPeC™ Principles Sustainable improvement happens when:

• Organisational and individual goals and objectives are aligned

• The workforce take ownership of the improvement process

• Managers create the right conditions through support and coaching

• Training is targeted and relevant

• Results are measured


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Taster…..


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flying by seat of your pants!


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NME – Net Machine Efficiency

Definition: A KPI that measures how well the machine (process) has

performed in comparison to the theoretical maximum production of that

machine (process).

Example:

Actual production = 400 packs in 20 mins.

Theoretical maximum run rate of 27 ppm.

Theoretical maximum throughout for run = 540 packs.

400

540 = (0.74) 74%


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Machine availability, Set-up and Adjustment,

Breakdown, Changeover

Slow running, Minor Stoppages, Problems effecting the

speed of the machine

Reject/rework created during set-up & during production

AVAILABILITY LOSSES

PERFORMANCE LOSSES

QUALITY LOSSES


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Changeover reduction, Step 1.......

• Analyse the existing Changeover

• Watch it

• Speak to operators

• Video it

• Ask questions


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• Identify activities that can be converted from Internal to external.


External activities External activities

Production. Production. Changeover.

Internal activities


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• Streamline the process •Move activities where possible to external.

•Consider workplace organisation.

•Record activities for streamlined changeover

»Who

»What

»When

»How long!

•Remove waste & Non value added activities.



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• Standardise & Review...... Why? •To make a sustainable process

•So everyone is capable

•There is always room for further Improvement!

A subject for another time.......



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You’ve just experienced a mini Project SIX Its mini but many of the principles are there.. • Enabled the workforce to identify the issues

• Gave targeted training to increase awareness and give

underpinning knowledge

• Provided hands on experiential learning with coaching

and guidance

• Workforce measured the results encouraging

responsibility for outcomes

• Created internal capability to apply elsewhere


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We think it’s exciting but it’s not “out there”

Project SIX


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Well established business approaches

• Lean Manufacturing

• Learning & Development

• Project Management

• Coaching

• Mentoring


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Project SIX™ is based upon the ProPeC™ approach and includes six events or

interventions:

• Technical Analysis

• Targeted training programme

• On site coaching

• Progress workshop

A typical example


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To summarise

• The key success factors to sustainable improvement are:

– Optimised processes

– Appropriately skilled people

– A culture that supports the right behaviours


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To summarise

• The reason why many improvement initiatives fall short is because they are unbalanced


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To summarise

• In order to make improvement continuous and sustained, balance effort between processes, people and culture


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To summarise

• Taking a joined up Project Based approach using consultancy, training, coaching and mentoring expertise can give you the balance you need


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Thank you for your engagement

• Would you like a free 1 hour ProPeC™ consultation at your site?

• Want to talk about how a Project SIX might work for you?

• Would you like a P6 opportunity analysis?

• If you are an SME do you want to talk about funding?

• Would you like to talk about any part of the ProPeC™ approach?

delivering improvement within the food industry · delivering improvement within the food industry...

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