Case: Improving process line efficiency

In France SAM supported a 200 MEUR turnover food industry company to improve their efficency.  In one of their plants they had invested in a new production line. The investment was a necessity for growth in new product segments and attract new customers. But, the efficiency, i.e. the yield, of the line was poor. Still years after its installation, it did not produce to expectation. Improvements to the line had to be made soon, otherwise the owners was considering to close the unprofitable line. Production efficiency had to improve fast.

Execution

SAM was involved to increase the yield of the line. First and foremost SAM needed to bring back the production line to a normal situation in which people could breathe again and recover strength and motivation. Concurrently standards had to be set, documented and followed. To accomplish this SAM worked with the people at the production line to  document best practices and other habits as a base for improvement. SAM promoted more cooperation between the production line operators and other departments such as maintenance. By asking the right questions and by following up with key issues,  a learning culture started to flourish. Yhe new Culture and behavior  was soon reflected in the efficiency of the line.

To make the improvements sustainable and to ensure long term benefits, SAM realized that additional support was needed. The key was to strengthen the site’s culture through its managers. The company’s strategy already emphasized making people the core of the system, which is also the core of SAM’s Management by Means (MBM) framework. MBM coaching was conducted to form a company culture at the production site which aligned culture and principles of the company. Nowadays people are more keen to collaborate, to align the improvements for the benefits of the company, but also more confident to challenge the system to make Company long-term sustainable.

Results

– 30% increase in productivity within 6 months, reducing the waste in half. The line was now profitable
– Change of mindset aiming toward cooperation and learning.
– Change of culture in the plant considering management and operators behaviors.
– A better and more appreciated workplace with less stress.

 

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