A major division of a market-leading UK food group with 25 sites
A divisional turnover of around £1billion
Highly mature and competitive market
Low margin product
Supplying major supermarket chains in the UK
THE ISSUES / PROBLEMS
Despite major internal efforts, flat divisional performance graphs
An internal team identified an approximate £16million improvement opportunity across the division, but needed external help to detail this and develop a recovery plan
Plants plagued by poor availability, leading to supply issues and lost OEE
A lack of effective opportunity identification within the business
Poor problem solving skills
Difficulty at an executive level understanding the current opportunities and tracking the benefit recovery
PROJECT ACTIVITIES
Carried out detailed assessments of all 25 sites
Developed an integrated Value Improvement Tool, to show where the opportunities lay within the business and which sites to target first
Carried out executive workshops to introduce: the full suite of improvement tools; the approach used to value improvement opportunities across all sites; and to gain executive commitment
Carried out site management workshops at each of the 25 sites to introduce the Value Improvement toolkit
Conducted improvement valuation workshops, coaching each site team in the construction of the detailed valuation tool for their own individual site
Provided individual site support through a series of 4-month programs to enable sites to rapidly recover the improvement opportunities
Developed a divisional capacity tool linked to improvement tracking to identify spare capacity within the network of plants as the sites improved
Project management of the recovery programme, in partnership with the client management
team
PROJECT RESULTS
Identified of in excess of £50million (additional £36m) in opportunity for improvement
Implemented site recovery programs with paybacks in excess of 6:1
Effective skills transfer in the construction, application and use of the value improvement toolkits (The most mature of the site support programs achieved half of the value improvement after project completion)
The priority issue of availability was solved during the pilot programme. Solutions were subsequently transferred to all the other sites within the group, which also suffered from the same issue