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Nestl Purina PetCare

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MBUs 5S

Occupational Health and Safety

Blayney Bonus Points

MBUsMBUs 5S5S

Occupational Health and SafetyOccupational Health and Safety

Blayney Bonus PointsBlayney Bonus Points

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Mini Business UnitsMini Business UnitsMini Business Units

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Theme

ProfessionalismProfessionalism

Its aboutBlayney willinglyengaging our

ResourcefulnessResourcefulness= Having a fair dinkum go . Persevering . Finding ways.

EssentialsSafetyQuality

CommunicationTeamwork

= Prosperity for You, Us, Company, Community, Country.

Skills

Hugedevel

opment

&increasedusage.

-2004

Management

Focus back in

the Factory

ESSNewequipmentandnewproducts.

=FoundationforReliability,IncreasedSales&Profitability.

=SelfDisc

overy,Curio

sity,

Learning,T

raining.

Values. Esteem, Empathy, Involvement, Share, Support.= Bringing the best out in ourselves and others.

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5S5SPeople in organisations where 5S has been implementedeffectively, can answer Yes to the following questions

Do you know exactly what things yourworkplace needs and does not need?

Do you know exactly what things yourworkplace needs and does not need?

Can you tell by simply lookingaround where each item is stored?

Can you tell by simply lookingaround where each item is stored?

Are quantities clear at a glance?Are quantities clear at a glance?

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5-S Practices5-S PracticesS1 Sort and Discard eliminatesnon-essential items from theworkplace. A pleasant andefficient workplace is created.

S2 Shine removes dirt, grime anddust from the workplace by

thoroughly cleaning equipment,floors and walls.

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5-SPractices

5-S

PracticesS3 Signpost and Orderensures

that there is a place for everythingand that everything is in its place.Everything must be sign posted sothat it is visually clear where things

belong.

S5 Sustain refers to the disciplinerequired to ensure that S1, S2, S3 and S4are properly maintained and improved.

S4 Simplify Work byapplying ergonomicprinciples to the workplaceto eliminate wastefulactivities and make worksafer and easier.

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Visual Workplace - 5s OpportunitiesVisual Workplace - 5s Opportunities

Workshop requiring improvements Workshop with improvements made

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Tool box & workbench requiringimprovements

Workshop with improvements made

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Store room requiring improvements Store room with improvements made

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SafetySafetySafety

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PEOPLE - SHEPEOPLEPEOPLE -- SHESHE

We have been the worst performingNestl site within Oceania.

The safety culture at Blayney was

negative, people saw safety as an addon to their normal roles and tasks.

With this way of thinking, changing the

culture and behaviours was going to bea challenge.

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The Worst PerformingSite..July 2002

The Worst PerformingThe Worst PerformingSite..July 2002Site..July 2002

Blayney

Lost Time InjuryFrequency Rate

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Today .a 85% reductionToday .a 85% reductionToday .a 85% reduction

September 04 Leaderboard Manufacturing

DC & Sales Offices LTIFR 12 Month Rolling Average

23

2017

1613

131212

1111

111010

99999

87

66

5

1

3

1

000

0 5 10 15 20 25

Broadford

Altona

Pakenham

Echuca

CDS Brunswick

Dennington

Murarrie

Auckland Sales & HO

Smithtown

Blayney

Noumea

Nestle 2004 Target

Campbellfi eld

Perth

Blacktown

Port Melbourne

Oceania

Tongala

Arndell Park

Cambria Park

Mulgrave

Ba

Head Office

Lae

Dandengong

NZ Purina Sales

Adelaide

Gympie

Marton

Sept 2004 BlayneyLost Time InjuryFrequency Rate

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PEOPLE SHEPEOPLEPEOPLE SHESHE

11.4Rolling 12mth Sept. 04YTD 2004 = 4

29.720032003 = 15

44.520022002 = 22

64.420012001 = 36

39.720002000 = 35

LTIFRLost Time Injuries

Premium Costs2003 = $1,600,000 budget

$1,100,000 actual2004 = $975,000 budgetCurrent 04 forecast = $650,000

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12

68

15

20

23

2830

32 3334

13

67 7 7 7

1114

0

5

10

15

20

25

30

35

40

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Months

Num

ber

Blayney W/ Comp Claims 03 Blayney Claims 04

Blayney Workers Comp ClaimsBlayney Workers Comp Claims

CumulativeCumulative

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How....How....How....

Commitment by Everyone,

Everywhere,

Everyday

1. A Shared Vision for Safety

Global target LTIFR = 10

People are our most important asset

2. Focus on Behaviour

BBS Safety Chats, Observations, Videos, Safety Alerts, Monthly

Factory Inspections Move@Work

Training

Risk Management

Early intervention of Injury Management

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3. Enabling structures to get Goal Alignment

MBUs

4. Capital Investment / Robotics reduction of manual handling

5. Cultural Alignment getting everyone to pull in the same direction

6. Nestl Wellbeing Program Gut Busters, Quit Smoking,

Cholesterol Checks, Flu Vacs, Diabetes checks, BloodPressure Checks, Skin Cancer Screening

How....How....How....

Commitment by Everyone,

Everywhere,

Everyday

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Blayney Bonus PointsBlayney Bonus PointsBlayney Bonus Points

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MSA Target > 95% Site Safety Target (LTI Free days)

Environmental / Waste Target Wet Product Scrap 2.2% site target

Dry Product Loss

Rework < 4.0% and Dry Product Scrap < 1.0%

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People will be able to win Blayney Bonus PointsAnd these will be redeemable at the :

CanteenCanteen

Staff SalesStaff Sales

To buy Company ProductsTo buy Company Products,Jackets, Hats ,Sports Bags Glasses etc

All Employees will be able to try win things like:

CRUISESCRUISES,, MYSTERY FLIGHTS,WEMYSTERY FLIGHTS,WEEKENDSEKENDS

AWAYAWAY AND MUCH MORE:AND MUCH MORE:How :

Delivery, Safety, Quality, Good Housekeeping, Line Performance,Implementation of New Ideas

Who: This is a site wide initiative for all NPP personnel.


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1. MSA > 90% - The Challenge:

MSA >90%= 10 Blayney Bonus Points(BBPs) per week across the site.

1st MSA >90% for 1 week will also include a Site BBQ cooked by NPP MgtStaff

MSA >90% for 3 consecutive weeks = BBPs & Site wide Thank You Gift

MSA >90% for 6 consecutive weeks = BBPs + Gift & everyone in the drawfor the mystery cruise, weekend away or gift vouchers.

Awards acknowledged weekly at MBU3 meeting.

Note: 1 Blayney Bonus Point(BBP) =s approximately $1


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2. Site Safety

50 days LTI free = 25 BBPs

* Repeat 25 BBPs at 100 days , 150days and 200days.

3. Waste Targets

Provide focus on achieving efficiency objectives. Primary driver is toconsistently achieve high performance in the areas of waste minimisationand cost control.

5 BBPs for achieving dry targets weekly (Rework < 4.0% and

Dry Product Scrap < 1.0%) 5 BBPs for achieving wet targets weekly (2.2% site target)

Benefit for the factory in achieving these targets = $20,000 saving per week


nestle - zaka (65)

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