Branded Bakery image

Branded Bakery

Background

A well known branded traditional bakery embarked on a site improvement programme. It wasn’t the first. Many remembered a TQM initiative which inspired many but seemed to have trailed off as other priorities overtook the business. The site team were looking for a process which could kick start improvement. Therefore a programme of change began. This included running a number of improvement workshops which challenged the accepted norm.

Issue/Problem

Waste was a significant problem in the area. Defective product was being produced by the bin load and as the product had low margins any losses suffered hit the area very quickly. Also the area had reached capacity. Production was round the clock so the challenge was to find solutions to the waste problems and in turn look to producing more in the time available.
bread.

 

Solution

A workshop was run to focus on these problems. Through application of tools and techniques such as DBM and PCS the workshop achieved:

A reduction in the waste produced: 

An operator told us –  “It’s brilliant! We used to produce 3 or 4 full bins of waste a day now we’re down to less than ½ a bin! The final bit of work we do should reduce it to virtually nothing!”

An increase in OEE:

Bakery-oee-casestudy

 

Benefits

  • An extra 23,000 units per day are now achievable from the plant which equated to an extra 2,800 packets per day of revenue from the area.
  • Other benefits also included a cultural response to the changes made in the area. Where before the area team felt nothing could be done to improve the area, now they feel that with support they can achieve even greater results.

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Testimonials

A key learning for me was that delegation is as much about the development of others as it is removing an action from my list. I now think of delegation as an opportunity for my team to develop and try new things. The more I do it, the more effective it is. Delegation is now one of my key management tools.

Front Line Manager on Aspire Programme

Firstly, Reckitt Benckiser and Lauras pulled together to improve efficiency levels and there was a focus on both external and internal resources. Before Lauras arrived efficiency was not good. Secondly, there was good methodology and training using operators to support its implementation. Thirdly, there was daily and hourly focusing on performance. Since Lauras left, improvements have been sustained.

Bart Derde, Supply Projects Director (Europe), Reckitt Benckiser