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General Presentation

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  • 1.
    •  
    • Safety
    • Safety Continuous Improvement Committee
    • Safety Audit
    • Incident Investigations
    • Root Cause Analysis
    • LOTO Training and Audits
    • Network Electrical Safety Program
    • 2008 – Recordable injuries were reduced by 40%.
    •  
    •  
    • Quality
    • Experience supporting quality initiatives: AIB, FDA, QCDMS, HACCP, ISO 9000, Organic, MSS, and GMP’s
    •  
    •  
    • Performance
    • 2007/2008 Lowest Cost Producer of Finished Good Coffee Products in the Starbucks Network
    • 98% Inventory Accuracy of Green Coffee (100MM + in Annual Inventory)
    • Raw Bean Scrap Reduction of 600k lb’s Annually
    • 2008 Achieved a Schedule Compliance of 99.5%
    • 2005/2006 Reduced Maintenance “Fixed and “Variable” Accounts by 21% / 27% below OB while increasing plant productivity and availability
    • 2006 Increased Productivity 19% and Availability 14% while going through a plant closure and initiating production of a new product
    •  
      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 & 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
    • Defined Trouble Shooting Process
    • Escalation Process
    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
    • Reliability Centered Maintenance
    • Process/Product Failure Modes and Effects Analysis (FMEA)
    • Management of Change (MOC)
    • Process Safety Management (PSM)
    • Master Scheduling
    • Effective Communication
    Strategies
    • Capital
    • Kraft
    • Arc Flash
    • Ammonia System Upgrades
    • 5 lb case packer
    • “ Hot Pack”
    • Conveyor Optimization
    • Packaging Layout Re-organization
    • Water Tower Replacement
    • Starbucks
    • Green Bean Optimization
    • MHE Battery Replacement
    • “ Cat Bed” Replacement
    • Cold Chaff Upgrade
    • “ Waterfall” Drum Magnet
    • CDC OEE
    • Cold Chaff Duct Cleaning
    • Non-Capital
    • Kraft
    • Maintenance “Pay for Skills” Program
    • Lighting Project
    • Implementing SAP - Maintenance System
    • Starbucks
    • “ Cookie Caper”
    • LOTO Program
    • Starbucks Network Electrical Safety Program
    • Green Bean Burlap Recycling
    • Roaster Upset Training 101 & 201 Courses
    • Charge Gate Modification