Our Client is one of the world’s largest non-alcoholic beverage companies and the world`s largest bottler brand soft drink provider, with business dealings in more than 60 countries around the globe. The principal markets for the manufacturing and sales of their brands are the United States, Canada, the United Kingdom and Mexico. There are 15 Plants across North America and the United Kingdom.
The client started as a regional, Canadian bottler of carbonated soft drinks, and has experienced a rapid international market growth and the acquisition of production facilities across North America and the United Kingdom to supply their demand. Each acquisition added increased operational complexities to the corporation, as the various production facilities did not have common metrics, informational platforms, or standardized business practices, policies and procedures.
PVA’s strategy focused on driving ownership and accountability throughout our Client’s local operations, as well as ensuring that the organization was able to continually optimize their effectiveness in an ever changing business climate.
Standardizing diverse operating systems into one uniform Management Operating System (MOS) across their worldwide operations.
Ensuring that all asset utilization parameters were optimized.
Training and on-the-floor performance coaching of Team Leaders and Supervisors in terms of proactive behaviors.
Increasing overall productivity, product quality, schedule attainment and order fill rates in all of the plants.
Developing an internal culture of continuous improvement across all of the Client’s operational locations.
There was a lack of communication between quality and production causing rework and idle time: waiting for correct information / tests.
Estimates or standards were not being used to set objectives with line crews.
There was a lack of proper assignment of work, causing employees to set their own pace.
The lines were are not always running at proper speeds and fill rates.
Daily line schedules lacked specific expectations and information on production runs.
There was an overall lack of planning and scheduling of labor requirements.
There was little proactive supervision and follow-up.
Little to no preparation or staging of materials prior to work being assigned.
Looking for materials to complete production runs.
Mechanical breakdowns were not documented or tracked.
Preventive maintenance activities were not properly planned to increase equipment uptime.
Supervisors did not focus on daily objectives and the time required to complete the planned work activities.
Supervisors were “touring” the floor (management by walking around) with no specific action plans to improve operational effectiveness.
Implementation of a standardized Management Operating System (MOS) across all plants.
Training and on-the-floor performance coaching of the Supervisors to increase their levels of proactive supervision.
Developing Key Performance Indicators (KPI’s) and metrics across all plants.
Developing standards for start-ups, run speeds, changeovers and crewing configurations.
Labor and equipment Master Schedules and capacity models.
Visual management and communication boards in all plants.
Key indicator and trend reporting at all organizational levels.
Problem identification and resolution programs to resolve opportunities at the root cause level.
Timely communication and feedback mechanisms to all employees to drive their involvement, engagement, and continuous improvement mindset.
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Some significant results obtained by our Client included:
Between 15% to 30% improvement in can lines and bottle lines efficiency across all plants.
Between 30% to 47% improvement in package changeover cycle times across all plants.
Between 20% to 35% improvement in flavor changeover cycle times across all plants.
Between 35% to 47% improvement in preventive maintenance attainment.
100% improvement in rated run speed compliance.
100% improvement in sanitation test scores and results.
A significant reduction in overtime.
Improvement in yield results and material utilization costs
Bottling Performance Improvement
The client realized a 45% improvement in volumes bottled per hour.
Improvement in Earned Hours Versus Worked Hours
Bottling Supervisory Activities
Long Term Work Continuation
Client Coordinators were trained and certified during the PVA engagement in each Plant.
A quarterly audit program of the new Management Operating System has been developed for the Coordinators.
PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems.
These Audits resulted in recommendations and action plans to further identify additional opportunities for improving operations.