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General Presentation
General Presentation
General Presentation
General Presentation
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General Presentation


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  • 1. <ul><li>  </li></ul><ul><li>Safety </li></ul><ul><li>Safety Continuous Improvement Committee </li></ul><ul><li>Safety Audit </li></ul><ul><li>Incident Investigations </li></ul><ul><li>Root Cause Analysis </li></ul><ul><li>LOTO Training and Audits </li></ul><ul><li>Network Electrical Safety Program </li></ul><ul><li>2008 – Recordable injuries were reduced by 40%. </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>Quality </li></ul><ul><li>Experience supporting quality initiatives: AIB, FDA, QCDMS, HACCP, ISO 9000, Organic, MSS, and GMP’s </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>Performance </li></ul><ul><li>2007/2008 Lowest Cost Producer of Finished Good Coffee Products in the Starbucks Network </li></ul><ul><li>98% Inventory Accuracy of Green Coffee (100MM + in Annual Inventory) </li></ul><ul><li>Raw Bean Scrap Reduction of 600k lb’s Annually </li></ul><ul><li>2008 Achieved a Schedule Compliance of 99.5% </li></ul><ul><li>2005/2006 Reduced Maintenance “Fixed and “Variable” Accounts by 21% / 27% below OB while increasing plant productivity and availability </li></ul><ul><li>2006 Increased Productivity 19% and Availability 14% while going through a plant closure and initiating production of a new product </li></ul><ul><li>  </li></ul>  Incident Response Matrix     Measure Success Are we doing what we say we are going to do? Are we running a safe site? Are our actions producing results?   Leadership Supportive/Partner Directed
  • 2. Methods of Reducing Waste 5S - Sort, Store, Sweep, Standardize and Sustain. Led the 5S initiative .   SMED - The SMED system is a set of techniques that make it possible to reduce equipment setup and changeover operations.    Led Kaizen Events which reduced 1D, 2D and 3D change over times by up to 25 minutes.   RCA - Root Cause Analysis Step 1 - Background Information Step 2 - Determine the Chain of Events or Describe the Process Involved Step 3 - Tool Selection Step 4 - Analyze for Potential Cause Step 5 - Identify and List Root Causes Step 6 - Audit and Follow-up (Short term and Long term corrective actions) Created, implemented, and sustained the network Root Cause Analysis culture shift.   Quality Improvements    Designed and Implemented Missing Lid Detector for Sour Cream and Cottage Cheese Cups    Led design changes, for filling machines, to reduce variation in fill weight    Led projects for reducing packaging NIS’s related to valve, seal and print issues. Reduced the total units NIS’ed by 65%.   Processing Improvements    Installation of 5 lb case packer for CC &amp; SC; which led to increasing line speed and reducing labor    Modified Ammonia refrigeration system; which reduced energy consumption by 12% and increased cooling capacity for product storage warehouse    Modified CC packaging lines to produce “Hot Pack” product vs. “Cold Pack” product    Modified Box Conveyor system to increase utilization for packaging lines    Modified packaging line layouts to maximize space and increase efficiencies    Modified 5 lb bagger sealing assembly; which allowed the line speed to increases from 35 to 40 bpm. Add nothing but value - reduce waste     The 7 Wastes Over Production Inventory Transportation Processing Idle Time Operator Motion Bad Quality   Lean Manufacturing Highlights
  • 3. Process Control Plan   Trouble Shooting Guidelines <ul><li>Defined Trouble Shooting Process </li></ul><ul><li>Escalation Process </li></ul>Statistical Process Control Value Stream Mapping Kaizen Events Continuous Improvement Committees   Lean Manufacturing Strategies Step 1: Define the product and output objectives for the product. Step 2: Describe the manufacturing process. Step 3: Develop a control strategy. Step 4: Determine if the process variation is predictable and if the process is capable of meeting all standards or specifications. Step 5: Implement the control plan. Step 6: Maintain the quality control plan. Step 7: Continuously improve the system. Centerlining   Process Audits
  • 4. 1. Philosophical and Theoretical Shifts 2. Understanding Change 3. Teamwork 4. Training 5. Asset Management 6. Warehouse/Inventory Control 7. Corrective Maintenance 8. Preventative Maintenance 9. Predictive Maintenance 10. Purchasing 11. Proactive Maintenance 12. Accountability Maintenance Best Practice Projects Engineering/ Maintenance <ul><li>Reliability Centered Maintenance </li></ul><ul><li>Process/Product Failure Modes and Effects Analysis (FMEA) </li></ul><ul><li>Management of Change (MOC) </li></ul><ul><li>Process Safety Management (PSM) </li></ul><ul><li>Master Scheduling </li></ul><ul><li>Effective Communication </li></ul>Strategies <ul><li>Capital </li></ul><ul><li>Kraft </li></ul><ul><li>Arc Flash </li></ul><ul><li>Ammonia System Upgrades </li></ul><ul><li>5 lb case packer </li></ul><ul><li>“ Hot Pack” </li></ul><ul><li>Conveyor Optimization </li></ul><ul><li>Packaging Layout Re-organization </li></ul><ul><li>Water Tower Replacement </li></ul><ul><li>Starbucks </li></ul><ul><li>Green Bean Optimization </li></ul><ul><li>MHE Battery Replacement </li></ul><ul><li>“ Cat Bed” Replacement </li></ul><ul><li>Cold Chaff Upgrade </li></ul><ul><li>“ Waterfall” Drum Magnet </li></ul><ul><li>CDC OEE </li></ul><ul><li>Cold Chaff Duct Cleaning </li></ul><ul><li>Non-Capital </li></ul><ul><li>Kraft </li></ul><ul><li>Maintenance “Pay for Skills” Program </li></ul><ul><li>Lighting Project </li></ul><ul><li>Implementing SAP - Maintenance System </li></ul><ul><li>Starbucks </li></ul><ul><li>“ Cookie Caper” </li></ul><ul><li>LOTO Program </li></ul><ul><li>Starbucks Network Electrical Safety Program </li></ul><ul><li>Green Bean Burlap Recycling </li></ul><ul><li>Roaster Upset Training 101 &amp; 201 Courses </li></ul><ul><li>Charge Gate Modification </li></ul>