Greg Lacey

Quality Manager & Lean Practitioner

27th August 2013

About Omniblend

A contract dry powder food manufacturer specailizing in the Sports and Nutrition markets.

- Domestic and Export Markets

- Milk based protein powders for both sport performance and weight loss.

- Certification in HACCP, BRC, DFSV, Export, Organic, Halal & Kosher.

- Product development and various production capabilities.

Identification of Value Adding and Non-Value Adding Components

Business Value Stream Map (Current State)

Identification of Value Adding and Non-Value Adding Components

Business Value Stream Map (Future State)

5S PROCESS

Set up Teams into areas

Set up Communication Boards and Regular Meetings

S1: Sort

S2: Set

S3: Shine

S4: Standardise

S5: Sustain

5S Set up Teams into areas

5S Set up Teams into areas

5S Set up Communication Boards

and Regular Meetings

S1: Sort - throw out what‟s not needed

- keep what is - white tag and hold if not sure, then decide in meeting.

S2: Set - everything has a place and everything in its place

- labelling & colour coding

S3: Shine - clean to ensure improved visibility, flow, morale and for preventative maintenance

S4: Standardise - lock in improvements so that people don‟t fall back into old ways

- Standard Procedures and Photos

S5: Sustain

Ensure that 5S is ongoing: - regular meetings - training new staff - remember we can always get better

Improved Arrangement of Office Area

Before Shelving in office area had items stored at

random

After Shelving in office area is labelled in order

to define storage of items

Introduction of Auto Bag Filling for Blending

Before Blended powder dispensed into bags

manually – very labor intensive process

After Blended powder automatically dispensed

into bags – less labor intensive

Introduction of Auto Filling for Packing Lines

Before Hoppers were filled using 20 Kg bags

making it very labor intensive with OH & S and cleanliness issues

After Hoppers are now filled using Bulk Bags,

alleviating issues with loading and cleaning

Manual and Auto-Lidding

Before Lids are closed manually by using a

mallet to force the lids tight

After Lids are now closed through an automatic lidding machine – reducing manual labor

Introduction of Standard Glove Holders

Before Gloves placed on tables – can be

relocated and not always in the same spot.

After Gloves now placed in standard glove

holders – gloves always in the same place and easily located.

Labelling of Shelving for Ingredients

Before Ingredients placed on shelves with no labelling - no control over where they

are stored

After Shelving is now labelled and has provided

an easy visual tool for storage

Standardisation of Retention Sample Labeling

Before No defined process for what information

to display.

After Standard label – consistent information

provided for each sample.

Standardising Retention Sample Room

Before Retention sample room cluttered with

little organiation

After Retention sample room now has all boxes

of samples labeled and categorised

Office 5S Examples

Project by Greg Lacey.

Incoming products process reviewed to include:

- standard inspections

- logging of non-conformances, and steps taken with supplier to rectify

Error Proofing

Project by Davina Pritchard

- Determined baseline times

- Determined tooling requirements and conducted 5S

- Designed balanced labour for changeover process

- Used whiteboards for communication

- Developed work instruction sheets to standardise process

Quick Changeover

Vative assisted us to measure culture & morale after the 10 month program, and we compared it to the measurement before.

We saw improvements in the areas of:„Staff involvement‟,„Empowering Staff‟ and their „Satisfaction‟ coming to work

Staff are now more aware knowledgeable of „waste‟ and „Continuous Improvement‟ and have access to resources on how to implement the changes.

There is always “low hanging fruit” that can be capitalised on. Even years after the training program Omniblend can still find these capabilities if they are addressed.

Culture and Morale

POTENTIAL IMPROVEMENTS / CHALLENGES:

Time dedication

Commitment from top level Management

Organisation alignment

OVERALL OUTCOME:

Awareness and knowledge of lean principles – up-skill of staff.

Increased Capacity – new clients.

Improved Process Efficiencies

- Semi automation of particular processes.

- Standardisation of processes.

- Better utilisation of resources.

Reflections on Doing Lean

Questions?