1. LEAN Transformational Journey
Our Road to Best-In-Class
PR DR LAX
Program Leader: Enrique Such
Program Name: Caribbean Region Operational Transformation
Program Background:
Identify, define and execute Business Unit strategy and project
pipeline focused on transforming the Caribbean BU into an
operation which delivers high performance supply chain
solutions focused on reducing costs, driving down waste, drive
superior service and establish an operating culture and
methodology which allows the team to grow and develop.
Leverage LEAN / Six Sigma Methodology and tools to enhance
team performance and focus on process improvement needed
to drive operational excellence agenda
WHAT:
• $8.25MM reduction in T&W over two (2) years in CAR Region
• 50% reduction in T&W
• 46% reduction in RPU
• $1.2MM reduction in Write-Off
• 67% reduction over last 2 years
• 31% reduction vs LY
• $2.5MM reduction in inventory (13.3 days)
• TIR & LTIFR = 0% (Over 1,000 days without an accident in CAR)
• 100% adherence to QA audit program and 100% of the
operation meet MDLZ standards.
• 10 LEAN Certification projects completed and 5 in-process.
• PR LEAN 3PL Supplier Development Pilot Program
• 100% inventory accuracy during FY15 annual inventory
• 61% reduction in T&W | 58% reduction in RPU
• 97.6% QA Audit Score | All CAPA’s Closed on-time
• Safety Audit program implementations | All CAPA’s closed
• 71% reduction in WHS occupancy
• 80% reduction in over time
• 24.3pp improvement in inv. location QA (from 75.4 to 99.7)
• 75% improvement in picking productivity
• 97% reduction in Dock-to-Stock time | -2 days Lead Time
HOW:
• LEAN Yellow Belt (YB): 87% of team trained | 47% certified
• LEAN Green Belt (GB): 40% of team trained | 20% certified
• LEAN Supplier Integration: 100% of PR 3PL team trained LEAN YB | 50%
certified LEAN YB | Team Supervisor Certified LEAN Green Belt.
• LEAN deployment across multiple CS&L operational and Admin processes
• Expansion of DPS methodology to reduce WHS Space.
• Optimized product returns and credits management processes.
• IBP focused and methodology expansion
• In-bound lead-time mapping and process reduction.
• Established monthly team meetings to track team performance vs
objectives and strategy.
• Close collaboration with regional QA and HS&E teams to deliver G&A
• Disciplined management of CS&L financials & productivity execution
• Hi LEAN integration strategy with 3PL partners across region
• Disciplined fleet management processes and practices