1. SIMA Candy Co.
‫اعداد‬:
‫م‬/‫الشاذلى‬ ‫حمدى‬
SIMA Candy Business Strategy

2. Agenda
 Where we are now / Current position
 Where we need to go / Our Future Goals
 Strengths and weaknesses / Gap analysis
 Our priorities / 20:80
 Every Dep. KPI’s

3. Our Business Strategy / Goals
I. Operation Excellence
1- Deliver products volume Vs plan
>= 95% through 12 months
2- Avg. Manufacturing Efficiency
>= 75% through 6 months
3- Reduce material waste
10% or higher from base line
a- Identify the waste base line
through(2-3) Months
b- Put actions to reduce the waste by at
least 10% and to be confirmed later
through(2-3) Months

4. 4- Reduce energy use
5% or higher from base line
a- Identify the energy process mapping
1 Month
b- Put actions to reduce the energy consumption
by at least 5% 1 Month
5- Min GMP score
75% through 12 months
a- Formats agreed quality
3 Months
b- Implementation of audits
6 Months

5. 6- SHE (Safety, Health & Environment),
MTBA (Mean Time between Accident)
>50 days, through 12 months
a- Develop a base line accident from 2015/2016
3 Months
b- Reduce the loss time accident (LTA) by 10%
3 Months
7- Maintenance Planned Completion
Min. 85% through 12 months
8- No Critical or major quality defect from
manufacturing.
Zero (A) quality defects, through 12 months

6. 9- Right from first time
90% (Only 10 % on non-critical defects) 12 months
10- Customer complains
<18/month
a- Find out the customer complaint for 2015/2016
6 Months
b- Reduce it by 10%
6 Months
11- Manufacturing Overhead Cost Rationalizations
& Reduction 10% Vs. 2015/2016
a- Brainstorming session on cost Rationalizations
6 Months
b- Select top 3 ideas and put plan for implementation
6 Months
c- MOH analysis to conclusion and put plan to meet budget
6 Months

7. II- Operation Optimization
Establish Lean Manufacturing, Reduce MOH and optimize
production
1- Process mapping and bottle neck identifies
6 Months
2- Provide solution to improve efficiency/capacity/mini waste
6 Months
3- Man power mapping and head count evaluation
(3-4) Months
4- Manpower/head count recommendation and organization
6 months
5- Establish TPM, 5S and Lean Manufacturing Training
12 Months
6- Roll out TPM, 5S and Lean Manufacturing system
12 Months

8. 7- Evaluate effectiveness of MOH cost reduction
12 Months
8- Manufacturing MOH and cost evaluation
a- Evaluate the MOH for 2015/2016 split the cost to
reflect the actual manufacturing cost 6 Months
b- Identify Areas of cost increase and uncontrolled cost
6 Months
c- Identify areas of potential cost reduction to meet
the budget 6 Months
d- Conduct detailed monthly analysis on MOH
cost and trend 3 Months
e- Identify and collected raw material and finish
products waste areas in manufacturing 3 months

9. III-Strategies
1- Develop long term strategies for manufacturing
to meet future business demand 12 Months
2- Bring consistency between the factories by
conducting OM (Objectives Meeting) Team
meetings and Monthly reports Monthly
3- Maintenance - Develop step and phase approach
to have a good maintenance program.
a- 5s to label and organize workshop Q3/2016
b- Use excel sheet to list all major parts and maintenance needed, etc. Q4/2016
c- Invite 3 software suppliers to choose best software, Q4/2016
d- Carry out an analysis of our current maintenance system Q4/2016
e- Evaluate structure and best organization Q4/2016
f- Provide recommendation and actions on maintenance Q1/2017
g- Identify the chronic and sporadic failures Q2/2017

10. IV- People
1- Conduct meeting with each function,
Monthly/quarterly Weekly/Monthly/Quarterly
2- Motivate/improve morale
a- Team building once a year
b- Conduct coaching session on going
c- Identify and provide training need Q3
d- Develop Monthly OSCAR award ‫المثالى‬ ‫العامل‬ Monthly/ Yearly
e- The Best Monthly OPL Monthly
f- The Best KaiZen Quarterly
3- Study and develop succession planning Q3/2016
4- Employees engagement survey Q4/2016

11. V- Projects
1- Capex
a- Follow-up and deliver on Capital projects
in each function. As per Capex Plan.
2- Follow-up on the key different projects and
deliver on the agreed time table As per time table
3- Make Projects Strategy for every Phase of
the project
4- Project to cost saving by Lean Ideas

12. VI: Supply Chain Objectives
1- Maintaining continuity of goods flow and
uninterrupted services requires supply function
Zero OOS (Out of Stocks)
2- Good warehousing practice score > 85%
3- On time in full (OTIF) > 75% of orders
4- Supply Chain Cost Reduction 10% Vs. Last Year
5- Develop long term strategies for Supply Chain
to meet future business demand 6 Months
6- Bring consistency between the warehouses by
conducting OM Team meetings and Monthly reports
Monthly
7- Conduct meeting with each function
Monthly/Quarterly

13. Main KPI’s For Every Department
I. Manufacturing KPI’s
1- Production KPI’s
1 OEE Monthly
2 Downtimes Analysis (from OEE Sheet Calculations) Monthly
3 Labors Efficiency - Productivity man / hour (from OEE Sheet Calculations) Monthly
4 Line Balance Efficiency for every production line (from OEE Sheet Calculations) Monthly
5 Production volume (MB / Ton) Actual Vs Plan - Production Plan Adherence (PPA) Monthly
6 Production volume (MB / Ton) Local Vs Export Monthly
7 Losses tree / loading time Monthly
8 Productivity man hour for Every product (from OEE Sheet Calculations) Monthly
9 Change over losses/MB for every Product (from OEE Sheet Calculations) Monthly
10 No. of Qualified operators for every hall Monthly
11 No. Of OPL’s, KaiZen’s Monthly
12 Focus / Continues Improving Daily
13 No. of Cost Saving / Rationalization ideas Monthly
14 Total recordable frequency rate (TRFR) Monthly
15 No. of Training Hours Daily
16 Right First time% (quality rate) Monthly
17 No. of Maintenance, Projects & Stores Complains Monthly
18 No. of HR (Labors) Complains Monthly

14. 2- Quality Assurance KPI’s
1 Cost of Non Quality Monthly
2 5 S Audit Monthly
3 Warehouse Inspection, FIFO Verification Results & Good storage
practice GSP
Monthly
4 External Returns Monthly
5 Appraisal Test Monthly
6 Pest Control inspection / incident Monthly
7 Sanitation progress (from GMP Sheet) Monthly
8 Food safety incident Monthly
9 Supplier evaluation Monthly
10 Good Manufacturing Practice (GMP) inspection score % Monthly
11 Microbiologic results Finished product Monthly
12 Un safe action & un safe condition Monthly
13 No. of Training Hours Monthly
14 No. Of OPL’s & KaiZen’s Monthly
15 No. of Cost Saving / Rationalization ideas Monthly
16 Customer complaints Monthly
17 No. of production, Maintenance, Projects & Stores Complains Monthly
18 Total recordable frequency rate (TRFR) Monthly

15. 3- Quality Control KPI’s
1 Quality demerit index (QDI) Monthly
2 Final Products Stability report Monthly
3 Right First time% (quality rate) Monthly
4 Product’s Defect % & Defect’s classification sample size Monthly
5 Viscosity, Hardness, Humidity, PH & TDS results – Every
product conditions results
Monthly /Daily
6 Quality Weight Give away for every product Monthly /Daily
7 Quality Count Give away for every product Monthly /Daily
8 Rework Volume & Rework analysis % Monthly
9 Temperature Calibration for all Products Monthly
10 Pressure Calibration for all Products Monthly
11 No. of Training Hours Monthly
12 No. Of OPL’s & KaiZen’s Monthly
13 No. of Cost Saving / Rationalization ideas Monthly
14 Total recordable frequency rate (TRFR) Monthly

16. 4- Maintenance KPI’s
1 OEE Monthly / Daily
2 MTTR Monthly
3 MTBF Monthly
4 Failure Rate (FR) & Downtimes Analysis Monthly /Daily
5 Preventive maintenance actual Vs. plan Monthly
6 Training Hours Monthly
7 No. Of OPL’s & KaiZen’s Monthly
8 Focus / Continues Improving Ideas Monthly
9 No. of Cost Saving / Rationalization ideas Monthly
10 Total recordable frequency rate (TRFR) Monthly
11 No. of work Orders for every Dep. Monthly
12 No. of Qualified operators for every hall Monthly
13 Boilers & Tanks TDS Monthly
14 Boilers & Tanks PH Monthly
15 No. of Purchasing lead time complains Monthly
16 No. of Supply Chain (Packing & Raw Materials) Complains Monthly
17 No. of production Complains Monthly
18 TPM Applying % Monthly

17. 5- Projects KPI’s
1 Projects updates Vs. Projects Metrics – Project charter
commitment
(Cost, achieving work Progress) (Done, Under Progress, Not Yet)
Monthly
2 No. Of Safety Complains (Safety Commitment) Monthly
3 No. Of Quality Complains (New Machines QDI, GMP Commitment) Monthly
4 No. Of Production Complains (New Machines Rework, Speed) Monthly
5 No. of Maintenance Complains (New Machines Fully Manuals, OEE,
Stability)
Monthly
6 No. Of new Products Ideas Monthly
7 Focus / Continues Improving Ideas Monthly
8 No. Of OPL’s & KaiZen’s Monthly
9 Training Hours Monthly
10 Total recordable frequency rate (TRFR) Monthly
11 No. of Cost Saving / Rationalization ideas Monthly

18. 6- HSE KPI’s
1 Number of lost time accident (LTA’s) Monthly
2 Number of near misses incl. (USA and USC) (un save action & un save
condition)
Monthly
3 HSE areas inspection report Monthly
4 No. of Permit to Work ‫العمل‬ ‫تصارٌح‬ Daily
5 No. of patient hours/Dep ‫المرضى‬ ‫ساعات‬ Monthly
6 light measurements (Lux) for every hall Monthly
7 Noise measurements (Decibel) for every hall Monthly
8 No. of Training Hours Monthly
9 No. of production, Maintenance, Projects & Stores Complains Monthly
10 Total recordable frequency rate (TRFR) for all Dep. Monthly
11 Monitoring of Electricity, Water, Gas Consumptions Monthly
12 No. Of OPL’s & KaiZen’s Monthly

19. 7- R&D KPI’s
1 No. Of new Products Ideas Quarterly
2 No. of actual registered products Quarterly
3 No. of Cost Saving / Rationalization ideas Monthly
4 No. Of OPL’s & KaiZen’s Monthly

20. II. Supply Chain KPI’s
1- Warehouse KPI’s
1 Slow and None-movable stocks reporting (Raw Materials, Packaging
Materials, Spare Parts)
Monthly
2 Customer case fill rate (CCFR) Monthly
3 Out of stocks (OOS)% Monthly
4 Total recordable frequency rate (TRFR) Monthly
5 Frist In Frist Out (FIFO) Verification Results Monthly
6 No. Of Production complains Monthly
7 No. of Cost Saving / Rationalization ideas Monthly
8 No. Of OPL’s & KaiZen’s Monthly
9 Coding of all Factory Items (SP, Assets, …..) Monthly
10 Raw Materials Warehouse Daily/Monthly Report (‫منصرف‬–‫مرتجع‬–‫تورٌدة‬ ‫تم‬–‫رصٌد‬
‫المدة‬ ‫أول‬–‫المدة‬ ‫أخر‬ ‫رصٌد‬)
Monthly /
Daily
11 Pack Materials Warehouse Daily/Monthly Report (‫كارتون‬–‫علب‬–‫ورق‬) Monthly
12 Finish Good Warehouse Daily/Monthly Report (‫للفروع‬ ‫منصرف‬–‫اإلنتاج‬ ‫من‬ ‫مستلم‬–
‫الفروع‬ ‫من‬ ‫مرتجع‬–‫اإلنتاج‬ ‫من‬ ‫مرتجع‬–‫للتعدٌل‬ ‫لإلنتاج‬ ‫منصرف‬–‫عٌنات‬–‫المدة‬ ‫وأخر‬ ‫أول‬ ‫رصٌد‬)
Monthly
13 Daily Loading for Branches & Export for every product (Planned Vs Actual) Monthly
14 Productivity Man /Hour Monthly
15 No. of Orders from stores In/Out plan for every store Monthly

21. 2- Planning KPI’s
1 Forecast Accuracy Monthly
2 No. of production, Sales Complains (Lack of Plan) Monthly
3 No. of Cost Saving / Rationalization ideas Monthly
4 Sales plan Vs. Sales Out Vs. Production Monthly
5 Supply chain cost/NPS (%) (Net Proceed Sales) Monthly
6 Daily Local & Export off take (MB) Monthly
7 Average Off take Vs. Average Daily required Monthly
8 PPA & OR Monthly
9 Line Balance Efficiency / Utilization for Making & Packing Monthly
10 Total No WIP losses During 26 Work Days Monthly
11 Average RM Stock Value & Ton Monthly
12 Total Production (Ton & MB) Vs No. of SKU’s Monthly
13 Chemicals Average Stock (Kg) & Coverage (days) Monthly
14 Stock Share (Ton, Value) (Oils, Colors, Flavors, Chemicals) Monthly

22. 3- Logistics KPI’s
1 (On Time In Full) (OTIF) Monthly
2 Out of stocks (OOS)% Monthly
3 No. of Cost Saving / Rationalization ideas Monthly

23. 4- Purchasing KPI’s
1 No. Of PR’s lead time (Done, Under Progress, Not Yet) / Dep Monthly
2 No. of new Suppliers Monthly
3 No. Of complains from all Factory Departments Monthly
4 No. Of Bad PR’s Classifications for all Factory Departments Monthly
5 No. of Cost Saving / Rationalization ideas Monthly
6 Total Debit and Credit Invoices Monthly

24. III. Financial (Costing) KPI’s
1 Cost evaluation analysis report Monthly
2 Manufacturing Over Head (MOH) (cost/ton of production) (from evaluation analysis report) Monthly
3 Materials Deviation (waste%) (from evaluation analysis report) Monthly
4 Salaries Cost/ton and Cost/MB for all Dep (from evaluation analysis report) Monthly
5 Maintenance cost / machine (from evaluation analysis report) Monthly
6 Nonproductive items cost (from evaluation analysis report) ‫أ‬‫هد‬ ‫فر‬–‫أحبار‬–‫مزٌبات‬–‫كلسورات‬–‫العاملٌن‬ ‫زى‬–‫أولٌة‬ ‫اإلسعافات‬-‫مكتبة‬ ‫أدوات‬ Monthly
7 Stocks Values Cost/Units (Finish Goods, Raw Materials, Packaging Materials) Monthly
8 Rework Cost (from evaluation analysis report) Monthly
9 Supply chain cost/NPS (%) (Net Proceed Sales) Monthly
10 Electricity Consumption Cost/Ton Monthly
11 Water Consumption Cost/Ton Monthly
12 Gas Consumption Cost/Ton Monthly
13 No. of Cost Saving / Rationalization ideas Monthly
14 Commitment / Variation of Budget Plan for all Dep. Monthly
15 Fixed assets depreciation report Yearly
16 The most suppliers dealing with Monthly
17 Net Sales Vs last month / Product Monthly
18 Net Sales Vs last Year / Product Monthly
19 Stock control Report Monthly
20 Fixed Cost Vs Variable Cost Vs Last Year Monthly
21 ‫الفواتٌر‬ ‫ودفع‬ ‫تحصٌل‬ ‫سٌاسة‬ Monthly
22 Monitoring of new projects cost ‫المنشأت‬ ‫تطوٌر‬ ‫شاملة‬ Monthly
23 ‫وصٌغاتها‬ ‫الجدٌدة‬ ‫التعاقدات‬ ‫سٌاسة‬ Monthly

25. III. HR & Admin. KPI’s
1 Attendance / Holidays / Absenteeism % Monthly
2 Labors turnover rate per Dep. Analysis Monthly
3 Transportation Cost Monthly
4 Labors Leaving Analysis/ Dep. / Shift Monthly
5 Labors in/Out of Insurance Monthly
6 Monthly total Fixed Salaries/Dep. Monthly
7 Monthly total Variable Salaries/Dep. ‫سهر‬-‫جمع‬‫ات‬–‫وجبة‬ ‫بدل‬–‫إضافى‬ Monthly
8 Employee Salary Deductions (Add –Cut – Penalty) ‫جزاء‬–‫مرضى‬–‫غٌاب‬–‫تصرٌح‬ Monthly
9 Labors transportation (all Lines) utilization/Shift Daily
10 Training Hours / Dep. Monthly
11 Total recordable frequency rate (TRFR) Monthly
12 Cost Saving and Rationalization ideas Monthly
13 No. Of OPL’s & KaiZen’s Ideas / Dep. Monthly
14 Labors in/Out of Banking credits Monthly

26. ‫سباب‬‫أ‬‫هم‬‫أ‬Wastes (Losses)‫عالجها‬‫وكيفية‬
‫الفاقد‬ ‫نوع‬‫العمل‬ ‫مكان‬ ً‫ف‬ ‫موجودة‬ ‫أمثلة‬‫المقترحة‬ ‫الحلول‬
‫ضائع‬ ‫إنتاج‬ ‫وقت‬
‫الماكٌنات‬ ‫أعطال‬
‫المنتج‬ ‫تغٌٌر‬ ‫أو‬ ‫التشغٌل‬ ‫بداٌات‬ ‫عند‬ ‫طوٌلة‬ ‫أوقات‬
‫السرعة‬ ‫فاقد‬
‫الزائد‬ ‫اإلنتاج‬ ‫وقت‬
‫السلٌم‬ ‫غٌر‬ ‫للمنتج‬ ‫والتعدٌل‬ ‫التصحٌح‬
‫العمالة‬ ‫انتظار‬ ‫أوقات‬/‫الخام‬ ‫المواد‬/‫الماكٌنات‬
‫الصغٌرة‬ ‫التوقفات‬
‫أخرى‬
‫مهدرة‬ ‫خام‬ ‫مواد‬
‫المنتج‬ ‫من‬ ‫المرفوض‬
‫الزائدة‬ ‫التغلٌف‬ ‫مواد‬
‫الزائدة‬ ‫الخلط‬ ‫مواد‬
‫التسرٌب‬
‫و‬ ‫المنتج‬ ً‫ف‬ ‫تسرٌب‬/‫الصناعٌة‬ ‫العملٌة‬ ‫أعطال‬ ‫او‬

27. ‫الفاقد‬ ‫نوع‬‫العمل‬ ‫مكان‬ ً‫ف‬ ‫موجودة‬ ‫أمثلة‬‫المقترحة‬ ‫الحلول‬
‫زائد‬ ‫تخزٌن‬
‫زٌادة‬ ‫خام‬ ‫مواد‬
‫زٌادة‬ ً‫نهائ‬ ‫منتج‬
‫التصنٌع‬ ‫عملٌة‬ ً‫ف‬ ‫زٌادة‬ ‫عمل‬
‫أخري‬
‫الطاقة‬ ً‫ف‬ ‫الفاقد‬
‫بخار‬ ‫تسرٌب‬
‫مضغوط‬ ‫هواء‬ ً‫ف‬ ‫فاقد‬ ‫أو‬ ‫تسرٌب‬
‫معزولة‬ ‫غٌر‬ ‫الهواء‬ ‫تبرٌد‬ ‫مناطق‬
‫العمل‬ ‫عن‬ ‫عاطلة‬ ‫ماكٌنات‬
‫مستخدمة‬ ‫غٌر‬ ‫عمالة‬
‫زائدة‬ ‫عمالة‬
‫للغٌاب‬ ‫نتٌجة‬ ‫تستأجر‬ ‫مؤقتة‬ ‫عمالة‬
‫ضروري‬ ‫غٌر‬ ً‫إضاف‬ ‫وقت‬
‫ضروري‬ ‫غٌر‬ ‫عمل‬
‫المهارات‬ ‫من‬ ‫اقل‬ ‫استخدام‬
‫أخري‬

28. Current Data Needs Urgently
 Site plan (All Factory and Production halls Plan)
 Machines layout
 Fully Manuals for every Machine (Electrical SLD with control circuit,
Mechanical Catalog, Spare Parts Manual, PLC & HMI Pack up, SOP, Utilities piping colors,
Electrical Panels & Cabling map)
 Machine capacities (Standard Vs Actual)
 Machine utilization, and OEE if available
 Organization structure for every dept. with Job Descriptions &
Vacant positions
 Factory process diagram flow

29.  Maintenance plan (Actual Vs. Planned) with equipment's codes
 TPM, 5S, 7Wastes, GMP results for every production hall
 Every Dep. budget plan through 2016
 SOP’s for maintenance & for every dep. Processes
 Challenges and concerns
 Maintenance KPI’s (FR, MTTR,MTBF)
 Spare parts cost allocation per machine
 Total Spare parts budget plan
 Local Manufacturing SP Vs. Importing
 SP Coding system with Safety stocks

30. Monthly reports for Monitoring of
Manufacturing and supply chain performance
1- HSE:
Lost time accidents (LTA’s)
Near misses
Unsafe actions
Unsafe conditions
HSE Monthly audit score/area
2- Manufacturing:
Actual production Vs. Plan %
OEE %
QDI (quality demerit index)
GMP scores for all areas
Raw Materials (RM) Waste%
Packing Materials (PM) waste %
Manufacturing Cost per ton Or per Mater Box (MB)
Cost saving projects follow-up (status)

31. 3- Supply Chain:
RM Out of stock (OOS) %
PM out of stock (OOS) %
FG out of stock (OOS) %
(On-Time In-Full) OTIF %
Supply chain cost/ton Or per Mater Box (MB)
Good warehousing practice % (GWP)
4- Engineering:
MTBF
MTTR
Mechanical downtimes% out of total time
Electrical downtime % out of total time
Utilities downtime % out of total time
Maintenance cost per ton Or per Master Box (MB)
Projects completion status report

32. Summary of achievement data needed
Areas we should focus on
1- Safety (LTA – near misses – unsafe action – unsafe
condition – audits score – HSE action compliance)
2- Quality (quality major defects – customer complaint –
ISO compliance – quality projects in progress)
3- Costing (cost/ton of production Q1 2015 Vs. Q4 2015 –
waste comparison same period – labour cost
rationalization plan)
4- Productivity (OEE for all production lines – Actual
production Vs. Plan/SKU)
5- Delivery (OTIF)

33. 6- Moral (labours absenteeism – training given –
Training plan)
7- New projects (any new projects which could help
in process improvements)
8- Work progress achievement, what works well in
your dept. and what doesn’t work well, and why?
9- Areas for improvement and action plan
10- Enablers and barriers ‫والمعٌقة‬ ‫المساعدة‬ ‫العوامل‬‫لتحقٌق‬
‫األهداف‬
11- Lesson learnt
12- Any other subject you feel proud to present

34. ‫ولويات‬‫أل‬‫حسب‬‫قسم‬‫لكل‬‫ألمقترحة‬‫عات‬‫و‬‫ألمشر‬‫هم‬‫أ‬
‫التكلفة‬
‫المتوقعة‬
‫الفترة‬
‫الزمنٌة‬
‫المتوقعة‬
‫للتنفٌذ‬
‫فرٌق‬ ‫أنسب‬
‫فى‬ ‫للمساهمة‬
‫المشروع‬ ‫تنفٌذ‬
‫المصنع‬ ‫داخل‬
‫الفائدة‬
‫المتوقعة‬
‫من‬
‫المشروع‬
‫المكان‬ ‫المقترح‬ ‫المشروع‬
1
2
3
4
5
7
8
9
10

35. ‫للتوفير‬‫ألمقترحة‬‫فكار‬‫أل‬‫هم‬‫أ‬X’ Treame Ideas
no. IDEA DETAILS
1 REDUCE WASTE Focus on reducing raw and packaging materials waste Vs. 2015
2 MAINTENANCE COST Monitor and reduce maintenance cost per ton Vs. 2015
3
RAW MATERIAL SPECIFICATION
STANDARD
Ensure clear specification for all raw and packaging materials
4 MINIMUM ORDER QUANTITY
Ensure clear communication with planning and identify minimum order for all product in order to reduce
number of changeovers and reduce cost
5 LINE LAYOUT
work closely to relay out of production lines, in order to ensure smooth product flow, eliminate un-necessary
process, and reduce number of labors
6 OPERATOR'S CHANGE OVER ensure overlaps between shifts, in order to minimize/eliminate machines un-necessary stoppages
7 LABOUR INCENTIVE review labors incentives, and link these to (OEE-HSE-GMP-actual production vs. plan)
8 OVERFILLING OF BAGS Ensure that there is no overfilling of bags, as this is a main source of waste
9 CONSOLIDATED PURCHASING Ensure no sole PO's for several functions, for common items
10 CHEAPER TRANSPORT Try to find another/cheaper source of transportations
11 STOP PAPER WORK No paper to be printed unless it is necessary for business use
12 LOCAL SUPPLIER AGREEMENT For spare parts and imported materials wherever possible
13 NEW SUPPLIER Develop new suppliers, with no compromise in quality
14 COST REDUCTION IN PACKAGING Come with new ideas in order to minimize product cost
15 SALE IDLE ASSET we should get rid of un-necessary assets, if there's no clear plan for its uses, and same for Idle spare parts
16 TPM
implement total preventative maintenance with objective to reach mechanic - operator and electrication - Start
operate maintain training program
17 EFFICIENCY Improve efficiency by apply 5's technique could result with 5-10% improving in output
18 OEE
Implement overall equipment efficiencies technique which work to reduce idle time and maximize working for
both equipment and operators as result additional 7-12% could be added to output
19 MATERIAL USAGE Measure material consumption in order to reduce spoilage better utilization of all available material
20 LEAN MANUFACTURING
implement lean concept by plan, apply, deploy, integrate and excel with objective for continuous improvement
with measures
21 REDUCE ABSENTEEISM
Encourage people by rewarding them for giving full attendance by rearranging their personal work in off time,
reduce the sick leaves, unplanned absenteeism.
22 People Training agree training plan with HR
23 KPI
Start report monthly KPI's and hold people accountable for their performance, this is so important for the
people to know that they are hold accountable

36. New Project Process PhasesIdeaPhase
FeasibilityPhase
CapabilityPhase
EvaluationPhase
DeliveryPhase
1- Project
Charter (
Owner, Team,
Time, Cost,
Stock holders
Data collection,
(Scope
2- Layout
3- First Risk
Assessment
Plan Do
Commissioning(25B,1m)
ActualStarting
GM&FinanceApproval
BrainStormingMeetings
1- WBS (change
Scope of work
to tasks for
project team
members)
2- Collect Needs
3- Project SAP
creation
4- Purchasing
components
1- Technical review By
Projects & Maintenance
2- 2nd Risk Assessment by
Safety
3- HAZOP study by projects
Team
4- HACCP Study by Q.A
5- Project Data Analysis
Collection (FR, QDI, Speed,
Productivity) by
commissioning team
Check Act
Continuesoperation
Manuals & Programs, SOP, Spare Parts, Labors & Technicians Training Hours
1- Delivering of
(Manuals & Programs,
SOP, Spare Parts, Labors
& Technicians Training
Hours)
2- Delivering of (FR,QDI,
Speed, Productivity
3- Follow up the
delivery meeting notes
Data Analysis (FR, QDI, Speed, Productivity) Calculations
ClosingPhase
FinishProjectNotes
Rev.
Not Approved
Review

37. Products losses tree / Loading Time
85% 90%
73%
85% 86%
73% 69%
98%
52%
94%
44%
86% 90% 87%
Operating time
Plan
quality
no wip
start / endshift
Change over
Labor
Break down
Minor stoppages
`