sabmiller continuous improvement - improve...

Competitive Advantage Generated Through the Global Deployment of a Continuous Improvement Programme

Ed Koch

Head of Manufacturing Development

Contents

•

SABMiller …

some context

•

Operational Excellence at SABMiller The SABMiller Manufacturing Way

•

Results

•

Summary

SABMiller … some context

Scope of our Operations Today

200+

brands owned

Presence in 75

countries, across six

continents

140+ breweries, 20+

bottling plants, 10+

maltings

Almost 70 000 employees

213 million hectolitres

of lager sold

US$26 350 million

–

group revenue to Mar 10 *

US$4 381 million

–

EBITA to Mar 10 *

* Not Audited

Where We Operate …

Reported Volumes and Earnings Contribution (March 2010)

31%

19%14%

12%

2%

19%

3%

Latin AmericaEuropeNorth AmericaAfrica

AsiaSouth Africa BeveragesHotels and Gaming

(hl’000)

•

Total Sales Volumes

261,447•

Lager

212,576

•

Soft drinks

43,509

•

Other alcoholic beverages

5,361

Earnings Contribution (EBITA)

International Brands

Grolsch Premium Lager

The Dutch premium quality lager

Miller Genuine Draft

The original cold-filtered draft beer

Peroni Nastro Azzurro Italian style in a bottle

Pilsner Urquell

The Pilsner from the original source

Key Regional Brands

•

Aguila

•

Castle

•

Miller Lite

•

Snow

•

Tyskie

Other Regional Brands

SABMiller owns over 200 regional beer brands, including:

2M (Mozambique)Atlas (Panama)Carling Black Label (South Africa)Castle Lite (South Africa)Club Colombia (Colombia)Cristal (Peru)Dreher (Hungary)Gambrinus (Czech Republic)Hansa Marzen Gold (South Africa)Haywards (India)Kilimanjaro (Tanzania)Nile Special (Uganda

Pilsener (Ecuador)Pilsener (El Salvador and Honduras)Šariš

(Slovakia)

St Louis (Botswana)Timisoreana (Romania)Lech (Poland)Velkopopovický Kozel (Czech Republic)Zolotaya Bochka (Russia)

Becoming a Global Brewer

1895 Foundation of South African Breweriesand launch of Castle Lager

1897 Listing on Johannesburg stock exchange1898 Listing on the London stock exchange

2010

Regional and product expansion1978-82 Botswana, Lesotho

and Swaziland

First acquisitions in Europe1988 Compania Cercercera de

Canarias in CanaryIslands

1993 Dreher in Hungary

1910 Expansion into Zimbabwe (formerly Rhodesia)

Acquisition in South Africa1956 Ohlsson’s, Chandlers Union Breweries1975-79 Old Dutch, Whitbreads, Swaziland

breweries, beer interests of the Rembrandt Group – attaining 99% market share

Global growth begins1993 Uganda1994 Angola, Mozambique,

Tanzania, Zambia, China

1995 Poland 1996 Romania1997 Ghana, Slovakia1998 Russia1999 Czech Republic2000 India2001 El Salvador, Honduras,

strategic alliance with Castel Group in Africa

2002 Creation of SABMillerfollowing purchase of Miller Brewing Company

1999 Movement of primarylisting to LondonStock Exchange

1895

2003Acquisition of Birra Peroni, Italy

2005 Merger withGrupo EmpresarialBavaria

2008Acquisition of Grolsch, The Netherlands

2008Acquisition of Grolsch, The Netherlands

2008 MillerCoors JV created, USA

Our Strategic Priorities

SABMiller has a clear strategic focus, at the centre of which are our four strategic

priorities:

•

Creating a balanced and attractive global spread of businesses

•

Developing strong, relevant brand portfolios in the local market

•

Constantly raising the performance of local businesses

•

Leveraging our global scale

Operational Excellence …

Technical Strategic Priorities

1.

Building pride in the technical fundamentals of our brands.

2.

Enhancing our reputation for operational excellence.

3.

Developing a reputation for product and packaging innovation.

4.

Enhancing the sustainability of our supply chain.

Strategic Operating Practice (SOP)

Reduced Variability & Lead time

Evolution of Operational Excellence in SABMiller

1988 1996 200820041992 2000

Quality and Production Upgrade Strategy

Best Operating Practice (BOP)1.

Process Control2.

Performance Measurement3.

Plant Availability

Best OperatingPractice II (BOP II)1.

OD –

Self-sufficient teams2.

Multi-skilling3.

Asset Care & QC at Source

The

SAB

Mill

er

Man

ufac

turin

g W

ay

Incr

easi

ng P

erfo

rman

ce

Approach to Operational Excellence

Competency and CapabilityCompetency Competency

and Capabilityand Capability

Enable performance and capability transformation through change leadership and a deliberate approach to learning.

Enable performance and capability transformation through change leadership and a deliberate approach to learning.

WCM WorkPractice

Development

WCM WorkWCM WorkPractice Practice

DevelopmentDevelopment

Processes to Enhance Performance including teamwork, standard work, waste elimination and other work practices.

Processes to Enhance Performance including teamwork, standard work, waste elimination and other work practices.

Organisational Model

Organisational Organisational ModelModel

Build an organisation to implement and sustain operational excellence including structures, roles and jobs.

Build an organisation to implement and sustain operational excellence including structures, roles and jobs.

PrinciplesPrinciplesPrinciplesPrinciples and philosophy that ensures an integrated approach for Operational Excellence in the context of business strategy. Long term thinking with a business case for change.

Principles and philosophy that ensures an integrated approach for Operational Excellence in the context of business strategy. Long term thinking with a business case for change.

PREP

AR

E A

ND

EN

AB

LE C

HA

NG

E,

PREP

ARE

AN

D E

NA

BLE

CH

AN

GE,

IM

PRO

VE &

SU

STAI

N M

AN

UFA

CTU

RIN

G

IMPR

OVE

& S

UST

AIN

MA

NU

FAC

TUR

ING

C

APA

BIL

ITY

CAP

AB

ILIT

Y

CO

NTI

NU

OU

S C

ON

TIN

UO

US

IMPR

OVE

MEN

T O

F IM

PRO

VEM

ENT

OF

MA

NU

FAC

TUR

ING

M

AN

UFA

CTU

RIN

G

CAP

AB

ILIT

YC

APA

BIL

ITY

PHASE 1PHASE 1

PHASE 2PHASE 2 Enable continuous improvement through collaboration and development of new competencies.

Enable continuous improvement through collaboration and development of new competencies.

Deployment of the Manufacturing Way via a decentralised collaborative model

Regional Regional Hub Hub

TeamTeam

MDEV Hub Lead

Country Lead

Group Group Leadership Leadership

TeamTeam

Head of MDEV

MDEV Country LeadsEurope

MDEV Hub LeaderAfrica

MDEV Hub LeaderAsiaMDEV Hub

Leader South Africa

MDEV Hub Leader

MillerCoors

MDEV Country LeadsLATAM

Country Lead

Country Lead

Country Lead

Country Lead

Country Country TeamTeam

Country Lead

BreweryConsultant

BreweryConsultant

Brewery Consultant

Partnership with CCI

•

SABMiller’s partnership with CCI extends more than 20 years.

•

Currently CCI actively consults in over 50

of SABMiller operations.

•

It is fair to say that CCI has supported SABMiller’s global expansion by providing thought leadership and consulting support into the operational excellence approach.

Operational excellence has been fundamental in driving SABMiller’s growth.

Results of the SABMiller –

CCI Partnership The Global Evaluation of Manufacturing (GEM)

•

Excellent processes leads to excellent and sustainable

results.

•

Therefore SABMiller measures operational excellence in

terms of both the “what”

we achieve (Results)(Results)

as well as

the “how”

we go about achieving our results

(Work Practices and Processes)(Work Practices and Processes)

•

The GEM is intended to measure the maturity of Work Practices.

Excellence in Work PracticesMeasured by GEM

Exce

llenc

e in

Res

ults

Mea

sure

d by

Glo

bal K

PI’s

, GTS

WCMWCMExcellenceExcellenceUnsustainable

Results

Incorrectly Focused WCM Programme

Excellence in Work PracticesMeasured by GEM

Exce

llenc

e in

Res

ults

Mea

sure

d by

Glo

bal K

PI’s

, GTS

WCMWCMExcellenceExcellenceUnsustainable

Results

Incorrectly Focused WCM Programme

GEM and TRACC

•

The Global Evaluation of Manufacturing is a SABMiller customised version of the TRACC Assessment tool.

•

The content was customised by SABMiller to include our own learning

and knowledge.

•

The tool was developed and

is supported by CCI.

Competency and CapabilityCompetency Competency

and Capabilityand Capability

WCM WorkPractice

Development

WCM WorkWCM WorkPractice Practice

DevelopmentDevelopment

Organisational Model

Organisational Organisational ModelModel

PrinciplesPrinciplesPrinciples

Key elements …

The following slides illustrate some of the key elements of our approach to operational excellence.

Organisational Model Policy Deployment & Performance Management

Business, regionaland functional

aspirations,strategies and

plans

Goal setting for teams

andindividuals

Performance monitoring

throughone-on-one’s

and teammeetings

Midyear and yearendperformance

reviews

Performance datafeeds into keydecisions on

compensation,Individual develop-ment and career

management

Key input Process steps Key output

Definition of Performance ManagementCore to our culture and our ways of working, performance management is how we manage the performance of teams and individuals against goals through personal accountability, which drive execution of the business strategy in a way that shapes a high-performance, high-engagement culture and ensures sustainable business performance.

Organisational Model Shift Team Work Practices

•

Pre-shift meetings•

One-on-one shift hand-over

(at work stations)•

Team goal setting and performance measurement

•

Operating fundamentals•

Improving flexibility

•

Asset Care and Autonomous Maintenance

•

Participation in focused improvement and problem solving

•

Operator-based quality control at source

Level 1Level 1Level 1

OperatorSkill 1

OperatorOperatorSkill 1Skill 1

Mech.CraftsMech.Mech.CraftsCrafts

Operator Skill 2

Operator Operator Skill 2Skill 2

ElectricianElectricianElectrician

Shift Team LeaderShift Team LeaderShift Team Leader

Shift 3Shift 3Shift 3



Organisational Model Leader Standard Work …

Meetings

Standardised work to identify, monitor and control the “optimum”

conditions under which a

manufacturing operation will be failure and defect free at optimum cost and service.

DailyDaily

Level 3 meeting of department and area managers covering safety,

production to plan, quality and cost

Competence and Capability Learning and Collaboration

Our learning and collaboration model is linked to some of the fundamental principles of the Manufacturing Way, namely:

•

Operational Excellence is entirely dependent upon a resolute process of continuous improvement.continuous improvement.

•

Performance and practice are measured against internal and external benchmarks.benchmarks.

•

Organisational Learning and CollaborationCollaboration

are important aspects

of the improvement process.••

Individual competenceIndividual competence

and

development is promoted.

StandardsStandards

CommonCommonMeasurementMeasurement

Better Better PracticePractice

LessonsLessonsLearntLearnt

StandardsStandards

CommonCommonMeasurementMeasurement

Better Better PracticePractice

LessonsLessonsLearntLearnt

Competence and Capability Developing Individual Competence

Making learning accessible, rapidly

The Manufacturing The Manufacturing Way on eLearningWay on eLearning

A solid foundation for all manufacturing employees and

managers to achieve operational excellence.

Competence and Capability Collaboration Tools

Competence and Capability Benchmarking

The Manufacturing Global Key Performance Indicators The Manufacturing Global Key Performance Indicators (KPI) Process enables benchmarking.(KPI) Process enables benchmarking.

Principles••

Focus:Focus:

the Global KPI’s are limited to 15 measures.

••

Balance:Balance:

measures are spread across the key manufacturing drivers.

••

Common measurement:Common measurement:

a defined set of procedures and rules.

••

Benchmarking Focus:Benchmarking Focus:

drives continuous improvement in a sustainable way

Competence and Capability Benchmarking

Water Ratio - Best and Worst Quartile Ranked - Mar F10 (YTD)

3.10 3.24 3.42

3.50

3.53 3.64

3.65

3.69

3.77

3.78 3.84

3.84

3.87

3.95

3.95

3.96

3.99 4.07

4.07

4.10

5.70 5.84 5.91 6.08 6.23 6.

72 6.87

6.92

6.95 7.19 7.33 7.41

7.51

7.58

7.64 7.77 8.01 8.29

9.50

13.6

2

0

2

4

6

8

10

12

14

16

Bia

lyst

okP

ozna

nFo

rt W

orth

Tych

yG

uaya

quil

Bee

rTr

ento

nIn

d La

Con

stan

cia

Ibha

yiK

alug

aB

oyac

áE

den

Nos

ovic

eN

ewla

nds

She

nand

oah

Pro

spec

ton

Alb

any

Vel

ke P

opov

ice

Gro

lsch

Pol

okw

ane

Buc

aram

anga Clu

jV

ladi

vost

okLu

bang

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ar e

s S

alaa

mN

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uzau

Mw

anza

Sar

mat

Leso

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rS

ica

Pon

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erry

Sw

azila

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eer

Aru

sha

Cen

tral D

istil

lers

Bei

raA

ccra

Kga

laga

di B

eer

Eas

t Coa

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aput

oLu

saka

Bee

rV

ietn

am B

eer

hl/h

l

TOP 25%

Simple Average = 5.13

Std Dev = 1.7

BOTTOM 25%

Machine Efficiency - Best and Worst Quartile Ranked - Mar F10 (YTD)

98.3

796

.62

94.8

594

.66

94.6

194

.25

94.2

093

.66

93.4

993

.20

92.6

792

.43

92.1

691

.31

91.1

891

.10

91.0

490

.97

90.8

290

.58

76.4

276

.00

75.7

274

.75

73.7

173

.42

72.8

871

.16

70.9

769

.00

67.3

267

.23

65.8

465

.07

62.7

561

.80

60.0

359

.81

58.7

058

.05

0

20

40

60

80

100

120

Eas

t Coa

stQ

uito

Med

ellin

Boy

acá

Cus

coM

alab

arA

requ

ipa

Buc

aram

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Ind

La C

onst

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Bog

otá

Bia

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Mot

upe

San

Ped

ro S

ula

Kal

uga

Plz

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Pop

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Alb

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Ros

slyn

Bar

iV

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alaa

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hena

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harm

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Map

uto

Leso

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olde

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ccra

Sar

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Luba

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Sw

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nd B

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Bei

raH

arya

naU

lyan

ovsk

TOP 25%

Simple Average = 82.09

Std Dev = 10.13

BOTTOM 25%

SustainabilitySustainability

(Water Usage, Energy Usage)

QualityQuality

(Brewery Hygiene, Consumer Predictive Index, Flavour Stability Index, Packed Product Quality, Total Packaged Oxygen)

ProductivityProductivity

(Unadjusted Factory Efficiency, Machine Efficiency)

CostCost

(Total Cost of Manufacturing, Cost of Maintenance, Macro Extract Loss, Container Loss)

Work Practices Short Interval Control

MONTH TO DATE SIC REPORT Dec-09 4

Unit of Corporate MonthDescription Measure Targets Milwaukee Eden Albany Trenton Ft. Worth Irwindale Golden Shenandoah to Date

SAFETY / PEOPLEDART Rate # 1.55 - 1.65 1.78 1.83 1.67 1.65 0.00 0.00 0.00 2.65 0.85

Salaried - Budget # 1,154 161 144 139 128 160 149 174 122 1,177Salaried - Actual # 154 145 142 127 156 138 0 113 975Salaried - Budget (Temps) # 22 3 3 3 3 0 1 0 9 22Salaried - Actual (Temps) # 0 5 17 4 4 2 0 11 43 Hourly - Total # 541 455 461 436 510 412 0 353 3,168Hourly Temps # 0 8 0 3 0 13 0 31 55

Hourly - Sick/Personal % 0.0% 0.0% 0.0% 0.0% 0.0% 1.9% 1.1% 1.1%Hourly LOA % 0.0% 0.0% 0.0% 0.0% 0.0% 4.4% 1.1% 0.0%Hourly FMLA's % 0.0% 0.0% 0.0% 0.0% 0.0% 1.9% 0.2% 0.7%

QUALITY (LM Only)TPO - BOTTLES # 80 61 106 93 75 61 99 94 88 83TPO - CANS # 120 135 137 112 121 135 108 223 156 123ESR - FV (T150's) # 25,000 15,714 38,533 24,997 21,173 32,221 24,311 25,959 8,572 25,826CQI: Taste % 50% 67% 64% 51% 48% 60% 52% 46% 59% 56%CQI: Clarity % 80% 100% 94% 95% 94% 90% 96% 92% 53% 89%CQI: Foam % 30% 36% 48% 39% 59% 26% 38% 10% 34% 36%Flavor Stability Index % 50% 67% 65% 52% 49% 60% 58% 48% 67% 58%PPQA - Bottles 6 Sigma 4.8% 4.8% 4.8% 4.9% 5.3% 5.5% 5.0% No Data No Data 4.9%PPQA - Cans 6 Sigma 4.7% 5.2% 5.6% 4.5% 5.6% 4.4% 4.9% No Data No Data 4.7%

SERVICEProduction Volume - Plan # 544,160 608,321 632,359 945,068 597,935 427,020 1,040,524 483,215 5,278,602Production Volume - Actual # 537,103 572,248 608,823 694,462 608,475 400,289 861,165 458,283 4,740,848 (ALL)Weekly Order Fulfillment % 95.0% 94.0% 84.1% 67.4% 91.1% 94.4% 88.0% 97.9% 87.7% 86.1%

FE % 63.7% 69.4% 54.5% 57.2% 59.8% 65.6% 64.9% 51.1% 50.1% 57.2%OEE % 74.7% 79.4% 67.7% 67.1% 74.1% 79.8% 72.6% 60.5% 67.8% 69.3%ME % 80.3% 85.4% 77.9% 74.1% 81.8% 85.5% 78.8% 66.7% 71.7% 76.0%

ALL BREWERIES

Shopfloor Management

Work Practices Standard Work …

Operator Quality Control

Standardised work to identify, monitor and control the “optimum”

conditions

under which a manufacturing operation will be failure and defect free at optimum cost and service.

Work Practices Focused Improvement

Ruble/Hl

0

10

20

30

40

50

60

70

Pack

agin

g St

oppa

ges

Bottl

eBr

eaka

ge /

Car

ton

/ Tr

ays

Loss

es

Mal

t Tra

nsfe

r Lo

sses

Beer

Los

ses

in P

acka

ging

Beer

Los

ses

in B

rew

ing

Mat

eria

lU

sage

s M

ater

ial

Usa

ges

Mat

eria

lU

sage

s U

sage

of

Labo

rato

ryEm

pty

Bottl

eBr

eaka

ge

Flt's

Gas

Usa

ge

Qua

lity L

osse

s

Qua

lity L

osse

s

Gas

Usa

ge (U

tilitie

s)W

ater

Usa

ge (U

tilitie

s)W

aste

Wat

erU

tilisa

tion

Elec

trici

tyU

sage

Brew

ing

Mai

nten

ance

Pack

agin

g M

aint

enan

ceW

areh

ouse

M

aint

enan

ceU

tilitie

s M

aint

enan

ce

Time Losses

Material Losses and Usages

Quality Losses

Energy Usage

Maintenance Costs

Month

YTD

best result

DecemberDecember

Loss Analysis:

the difference between Focused Improvement

and Continuous ImprovementExample below is from Kaluga Brewery, Russia

Work Practices Asset Management and Autonomous Maintenance

Breakdown MaintenanceBreakdown

MaintenancePreventative Maintenance

Preventative Maintenance

Emergency MaintenanceRun to fail

Scheduled Maintenance

(Time Based)

Reliability Centred Maintenance

Reliability Centred Maintenance

Maintenance Prevention

through Design of Equipment

Maintenance Prevention

through Design of Equipment

Autonomous MaintenanceAutonomous Maintenance

Corrective Maintenance(Inspect & Repair)

Predictive Maintenance

(CBM)

Autonomous Maintenance forms part of the Asset Management programme to ensure conditions for equipment operation and care are standardised and effective

Work Practices Sustainable Development

•

discourage irresponsible drinking

•

brew more beer but using less water

•

reduce our energy and carbon footprint

•

create a vibrant recycling and reuse economy

•

work towards zero waste operations

•

have supply chains that reflect our own values and commitment to SD

•

bring benefit to the communities we serve

•

respect human rights

•

reduce the impact of HIV and Aids in our sphere of influence

•

be transparent in our response to these environmental and social trends

Work Practices Sustainable Development

Recovery of biogas from waste water treatment

Results …

Performance Improvement El Salvador Water and Energy

11.15

4.05

0.00

2.00

4.00

6.00

8.00

10.00

12.00

F02 F03 F04 F05 F06 F07 F08 F09

Water HL/HL

164.24

93.41

0.00

20.00

40.00

60.00

80.00

100.00

120.00

140.00

160.00

180.00

F02 F03 F04 F05 F06 F07 F08 F09

Thermal Energy MJ/HL

Performance Improvement Italy Birra Peroni Water Usage

Performance Improvement MillerCoors Packaged Beer Quality

Quality Total Packaged Oxygen (ppb) & Cpk

97

72 72

128

0

20

40

60

80

100

120

140

FY06 FY07 FY08 FY090.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

TPOCpk

TPO measure the oxygen content in package, Oxygen leads to poor flavour stability in beer and it

is critical to keep it as low as possible

Performance Improvement Honduras Factory Efficiency

30

40

50

60

70

80

F05 F06 F07 F08 F09

L3 L4 L5 PET

15% Factory Efficiency

improvement in 4 years

Performance Improvement MillerCoors Machine Efficiency

Can Line Performance

60,000

70,000

80,000

90,000

100,000

75% 76% 77% 78% 79% 80% 81% 82% 83% 84% 85%

Annual Avg ME

Ann

ual T

otal

LH

F04F07

F06

F08

F05

Total maintenance labour hours initially increased to improve performance and bring lines into the “Zone of Maintainability”.

Thereafter labour hours and spend

was reduced but performance continued to improve – indication of more efficient maintenance.

Performance Improvement ABI South Africa Efficiency Improvement

Efficiency & Capacity Improvement

100%99%

100%

109%107%

117%

126%

50%

60%

70%

80%

90%

100%

F04 F05 F06 F07 F08 F09 F10 TD

Mac

hine

Effi

cien

cy

80%

90%

100%

110%

120%

130%

Effe

ctiv

e C

apac

ity In

crea

se

Machine Efficiency Effective Capacity Increase

Investment in Support Heads

In a rapidly growing business, investment in asset management people and processes has effectively

delayed investment in further capacity by four years!

Growth in GEM* Maturity

7

2118

6

1-

17

31

19

58

13

27

22

17

-

5

10

15

20

25

30

35

< 1.5 1.5 - 2.0 2.0 - 2.5 2.5 - 3.0 > 3.0

GEM Assessment Score

Num

ber o

f Ope

ratio

ns

F08 H253 Operations

F09 H273 Operations

F10 H287 Operations

*The Global Evaluation of Manufacturing (GEM)

Performance and Practice Correlation

0

10

20

30

40

50

60

70

80

1 1.5 2 2.5 3 3.5 4

GEM Maturity

Glo

bal K

PI R

ank

Africa Asia Europe Latin America MillerCoors South Africa

Consolidated ranking across 15 globally measured KPI’s

Summary …

Key Learning on our Journey

•

Senior leadership belief in, and engagement with the process.

•

A team based organisational design (structure, roles, practices) is most effective for delivering continuous improvement.

•

Policy deployment through a structured performance management process.

•

Optimise the system or process, not the functional area.

•

Operational Excellence is entirely dependent upon a resolute process of continuous improvement.

Key Learning on our Journey

•

Benchmarking performance and practice internally and externally.

•

Strong partnership with thought leaders and outside experts are important to build internal capability and to maintain an external perspective.

•

Organisational learning and collaboration are important aspects to the improvement process.

•

Individual competence and development is crucial.•

We are still on the journey …

we are still learning.

In the end …

““Organization doesn't really accomplish anything.Organization doesn't really accomplish anything.Plans don't accomplish anything, either.Plans don't accomplish anything, either.

Theories of management don't much matter.Theories of management don't much matter.Endeavors succeed or fail because of the people Endeavors succeed or fail because of the people

involved. Only by attracting the best people will you involved. Only by attracting the best people will you accomplish great deeds.accomplish great deeds.””

General Colin PowellGeneral Colin PowellChairman (Retired), Joint Chiefs of StaffChairman (Retired), Joint Chiefs of Staff

Army of the United States of AmericaArmy of the United States of America

Thank you!

Questions?

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