mr amer hussain

HCCBPL- Ameenpur Journey to World Class Manufacturing through Excellence

Presented by –Amer Hussain M

Food Safety Excellence Journey of Ameenpur Factory


Contents

• Introduction

• Approach

• Vision, People , Process


• Coca-Cola was formulated in 1886 by John F Pemberton• We Operate In more countries than UN• Its most Recognized word after “OK”• One of the Most value Brands in the world

To Refresh the WorldInspire moments of optimism and happiness Create value and make a difference

Mis

sio

n

The Coca-Cola Company History

$ 79$ 31


200 Countries 500 Brands3500 Products and 800+ low and no calories products

Sparkling drinks and Still beverages such as Water , Juice and Juice Drinks , Teas, Coffees, Sport Drinks and Energy drinks

1.7 billion servings a day

700,000 system employees

6 Operating Groups

• Europe • Africa • Latin America • North America• Asia Pacific • Bottling Investment Group

SBU Head Office

Global Profile


HCCB is organized into 7operating Zones

Size of Business ---Market Share - India – 53%

-24 Plants & 8 Copackers

HCCB -Company Profile


STRUCTURE 5 Market Units/ 6 Plants6 Distribution Centers795 Distributors 72mm Consumers

Telangana & AP Zone

Hyderabad


Ameenpur Plant

o Area 26 Acres

o No of Production Lines- 5o 1 Juice RGBo 1 Sparkling PETo 1 Tetra Juice o 2x High Speed PET


RGB Sparkling RGB Juice

PET Sparkling Tetra Juices

Retail /Bulk Water PET Juices

Tea/Coffee Fountains

Main Products


Amer HussainFactory Manager

Nageswara RaoProduction Manager

RK HegdeQuality

Manager

SubramanyamMaintenance

Manager

Sri RamuluProduction Manager

MukeshHR Manager

Rajkumar Manufacturing

Excellence Manager

NSR KumarShipping Manager

EdukondaluProduction

Team Leader

S AnandQuality Team

Leader

SatishMaintenanceTeam Leader

Rama KrishnaHR Team Leader

A V CharyStore In charge

ProductionExecutive

Quality Executive

Maintenance Executive

Stores Executive

Shipping Executive

Pratap Reddy Shipping

Team Leader

SukanthSafety Officer

ProductionExecutive

Plant Organization Structure

TPMExecutive


Production Process Flow

Preform Storage

Mixer

Dispatch

Bottle rinser

Warmer

Labeling

Preform Dumper

Blow MoldBottle air conveyor

Bottle conveying

Date coding

Bottle capping

Bottle filling

Sweetener

Simple syrup

Syrup filtration

Shrink Wrapper

Ready syrup

Ware houseoctopusPalletizer

Syrup

preparation

Lead Lag ACF

Ultra Filtratio

n

ACF

UV Treatmen

t

PSF Treatmen

t

Soft water

Water Treatment


Results Through

Process

Build a High

Performing Team-

Leaders at all

Levels

WORLD CLASS Results

INTENT, BELIEF & COMMITMENT

Capability Empower

Engage &

ExcitementBehavior Function Problem

Solving

Vision Mission Values

Alignment- Internal & External

Our Approach to Build Culture of World Class

TPM,COE,OE,Routines,Systems

KK JH PM QM EM E&TOTP

MSHE OE

COE


System Vision And Mission


Based on Group Vision , Mission and Business targets , we have derived our Key Management Index ( KMI) , which we further used to derive Key Performance Index ( KPI ) and Key Activity Index ( KAI )

Global Vision & Mission

Group Policies

Plant Vision & Mission

Key Management Index

Key Performance Index

Key Activity Index

TPM Circle Activities

HCCB - Mission/Vision/ KMI/ KPI/ KAI


6P’s Linkage with Pillars and KMI’s


KMI KPI Linkage


KMI Tier 1 KPI Tier 2 KPI KAI

4. Zero Product Recall

4-1 Primary container quality indicator

4-2 Beverage Product quality indicator

1.Quality Rate improvement from 96.1 to 100%

2. Beverage Product Quality Index improvement from

3. Primary Container quality index improvement

from 4. Customer complaint from 81 no’s to Zero.5.In house Rejection From 43,028 to 0 no’s6.Incoming Material Quality as per

Specifications

7. Reduction in Cost of Poor Quality from to

- No of ECRS done

- No of Loss reduction

/elimination kaizens

- No of activities converted

from Internal to External

- No of Series to Parallel

activities

- No of line organization loss

reduction activities

- No of Non Value addition

activities eliminated

- No of Kaizens/Man/Year

- No of Kaizens Replicated

from Other Plant Kaizens

- No. of Minor stoppages

identified

- No. of Minor stoppages

mitigated

- No. of Minor stop reduction

Kaizens done

- No. of CLTI time reduction

Kaizens

- No. of MTBF improvements

- No. of MTTR improvements

KMI KPI

- No of Q C/Q -Points identified - %Adherence to Bottle Burst

Program - Cp Cpk of Brix >1.33- Cp Cpk of Carbonation >1.33 - No of Pokayoke implemented. - No. Of Quality Kaizen - Cp Cpk of Net content >1.33 - Ware house Date code

compliance 100% - No of Poka Yoke implemented - No of 4M improvements done. 4- No. of 4M improvement kaizen

implemented. - %Validation of Bottle Inspectio

System - No of Trainings of Bottle Inspectors. - No of poke yoke implemented - No of 4M Improvement kaizen

implemented. - % of Validation inspection system. - No of Trainings of Bottle Inspectors.- No of OPLS implemented.

- No Quality of kaizen

implemented.

- No of supplier audits- No of In-house rejection


Alignment of team with WIGs

Communicate on WIGs in every contact


• Open Dialogue & Alignment with Union.

• FGD’s ith Work e ith top-down and

bottom-up communication.

• 100% of workmen covered in

"Our Behavior Our future Program

– Based on 7 habits

– Positive work culture and personality

development

– Pride the ork ri gs to our life– Run by external trainer in local

language

– Refresher programs every 6 months

– Gemba Walk

• Connect

• Understand

• Accountability- Management/Shop

floor

• Moment of truth

– Two way communication meetings/

DMS

– Regular Reviews

– GROW Coaching • KRAs/ KPIs & Assessments tools ( TPM/ COE)

– Toastmasters Club

– Bra haku ari’s stress a age e t – Also Welfare activities like personnel

Financial management

Opening up the minds of people & improving their Effectiveness


TPM Hand Book

Sample PET training programs Functional


On the Job Training & Classroom training Functional


Innovation in PET training programs Functional


EmpowermentWHY

1st Factor for

Phenomenon

Ver

ific

atio

n WHY

2ndFactor

for

Phenomen

on

Ver

ific

atio

n

WHY

3rd Factor for

Phenomenon

Ver

ific

atio

n

WHY

4th Factor for

Phenomenon

Ver

ific

atio

n

WHY

5th

Factor

for

Phenome

non

Ver

ific

atio

n

Counter Measure

label reel

stand brake

problem

G

Brake

shoe worn

out

NG life Replace brake shoe

GSpring

damaged

NGExcessive

tension

Cannot

measure

Rope provided to

adjust the tension

GOver load of

labelG

Extra weight

of label reelG

Reel

weight is

more

Label reel weight

needs to be checked

from box before

putting on label

stand & Standard

label weights to be

displayed

WWBLA-Label not removed

Process Bottle Blowing HS PET Line

FMEA Team Blowmax Team Electrica l/ Instrumentation / Utility

Team Members Srikanth, Krishna, Bhaskar,Lakshman & Praveen

SYSTEM STEP POTENTIAL FAILURE MODE POTENTIAL CAUSE(S) OF FAILURE INTENDED or CURRENT CONTROLS

PURPOSE OF

STEP

Ca ot a hie e due to la k of …or poor …

What is the impact

of a failure ?P Q C D S M What are the possible reasons for the failure ?

What procedures etc are already in place or planned ?

(Give actual references)

Preform stock outNo production

x 3 2MRP: Material Requirement Planning As per current

procedure2 12

Feeding shortage (operator) Low productivity x 3 2 Operator check through transparent lid to hopper. 2 12

Damaged Preform Low productivity x x 2 2 Operator check after filling 1 4

1incoming pack mat. Inspection intend to introduce

GMP/5S/Quality and consumere guidelines to supplier 1 1

First in first out - FIFO 1Control minimum inventory shift by shift for first in

first out using material Kanban1 1

1.Power fluctuation NA 10 320

2.Improper shutdown NA 10 320

1. Excess Preform dumping Operator check after filling 10 280

2. Preform loading on one side of silo instead of both side NA 10 280

3. Preform damaging the conveyor belt while stucking Follow SOP as per SKU 10 280

4. Wear & Tear due to poor allignment Follow PM Checklist as per schdeule 10 280

5. Poor designing of preform feeder NA 10 280

7

8

Responsible Dept.

Other Dept. involved

Supplier

1( Hygiene issue) Hygiene issue x x

4

4

Flash card corrupted - 8 hrs BD x x

x

DETECTIO

N

How

easy is it to

detect that a failure

has occurred ?

R. P. N.

POTENTIAL EFFECT(S) OF FAILURE

Silo belt got damaged - 4 hrs BD x

Bottle Blowing

SEVERITY

(1 to 10)

OCCU

RRENCE

(1 to 10)

Purpose:-

Blowing the Preforms

into bottles

&

Tranfer to Air conveyor @

600BPM

QC Story

Failure Mode Effective Analysis

FMEA’s Have helped us sustai i g the “LE

46

6

3

Building Problem Solving Capability

EmpowermentWHY

1st Factor for

Phenomenon

Ver

ific

atio

n WHY

2ndFactor

for

Phenomen

on

Ver

ific

atio

n

WHY

3rd Factor for

Phenomenon

Ver

ific

atio

n

WHY

4th Factor for

Phenomenon

Ver

ific

atio

n

WHY

5th

Factor

for

Phenome

non

Ver

ific

atio

n

Counter Measure

label reel

stand brake

problem

G

Brake

shoe worn

out

NG life Replace brake shoe

GSpring

damaged

NGExcessive

tension

Cannot

measure

Rope provided to

adjust the tension

GOver load of

labelG

Extra weight

of label reelG

Reel

weight is

more

Label reel weight

needs to be checked

from box before

putting on label

stand & Standard

label weights to be

displayed

WWBLA-Label not removed

Process Bottle Blowing HS PET Line

FMEA Team Blowmax Team Electrica l/ Instrumentation / Utility

Team Members Srikanth, Krishna, Bhaskar,Lakshman & Praveen

SYSTEM STEP POTENTIAL FAILURE MODE POTENTIAL CAUSE(S) OF FAILURE INTENDED or CURRENT CONTROLS

PURPOSE OF

STEP

Ca ot a hie e due to la k of …or poor …

What is the impact

of a failure ?P Q C D S M What are the possible reasons for the failure ?

What procedures etc are already in place or planned ?

(Give actual references)

Preform stock outNo production

x 3 2MRP: Material Requirement Planning As per current

procedure2 12

Feeding shortage (operator) Low productivity x 3 2 Operator check through transparent lid to hopper. 2 12

Damaged Preform Low productivity x x 2 2 Operator check after filling 1 4

1incoming pack mat. Inspection intend to introduce

GMP/5S/Quality and consumere guidelines to supplier 1 1

First in first out - FIFO 1Control minimum inventory shift by shift for first in

first out using material Kanban1 1

1.Power fluctuation NA 10 320

2.Improper shutdown NA 10 320

1. Excess Preform dumping Operator check after filling 10 280

2. Preform loading on one side of silo instead of both side NA 10 280

3. Preform damaging the conveyor belt while stucking Follow SOP as per SKU 10 280

4. Wear & Tear due to poor allignment Follow PM Checklist as per schdeule 10 280

5. Poor designing of preform feeder NA 10 280

7

8

Responsible Dept.

Other Dept. involved

Supplier

1( Hygiene issue) Hygiene issue x x

4

4

Flash card corrupted - 8 hrs BD x x

x

DETECTIO

N

How

easy is it to

detect that a failure

has occurred ?

R. P. N.

POTENTIAL EFFECT(S) OF FAILURE

Silo belt got damaged - 4 hrs BD x

Bottle Blowing

SEVERITY

(1 to 10)

OCCU

RRENCE

(1 to 10)

Purpose:-

Blowing the Preforms

into bottles

&

Tranfer to Air conveyor @

600BPM

QC Story

Failure Mode Effective Analysis

FMEA’s Have helped us sustai i g the results

Empowerment


1188

248

Activity KK JH QM PM SHE

OT

PM DM ET

Loss

No./ Step

Result Area P Q C D S M

Plant : AMEENPUR Machine :

Target

Kaizen start

Kaizen Finish

Analysis why - why analysis :

Problem Phenomena :

Scope & plan for Horizontal Deployment

Why 4 :

Root Cause : Unfullfilled basic

condition

Cost of Kaizen: Led Light of cost Rs.1111/- and rest of fitting

material,are from inhouse onlyBefore Condition: ordinary light and light holder

which is not water proof

After Condition: LED of water proofed is fitted which can

resist water penetration through it

Results :1) No water penetration from the light.

2) Light will not get damaged even spalshed with water and also holder will

not get damaged 3) low

power consumption when compared to ordinary bulb. 4) Very

easy to access for operator to observe3 the exact bottle burst

Why 1 :

Why 2 :

Why 3 :

Problem/present status : Bottle burst light is getting damaged and also

light holder at time of bottle burst and filler

foam cleaning due to water penetration into

the light holder and on to the light

Bench mark

Before : After : 20-Feb

1-Feb

18-Feb

Team members: Kasi, M.S.Chowdary

KAIZEN

CONFERENCE

KAIZEN IDEA - SHEET

Supervisor /Operator

Level Kaizen

FillerKaizen theme : To provide bright lighting and better

working conditions for filler operator for bottle removal at the

time of bottle burst

Idea (logical corelation with root cause) : Provide bright light having more lighting for less power

consumption and free from getting damaged even splashed with water or foam at time of filler cleaning

HCCBPL,

Ameenpur

Capability-Empowerment-Engagement-Excitement

1188

Activity KK JH QM PM SHE

OT

PM DM ET

Loss

No./ Step

Result Area P Q C D S M

Plant : AMEENPUR Machine :

Target

Kaizen start

Kaizen Finish

Analysis why - why analysis :

Problem Phenomena :

Scope & plan for Horizontal Deployment

Why 4 :

Root Cause : Unfullfilled basic

condition

Cost of Kaizen: Led Light of cost Rs.1111/- and rest of fitting

material,are from inhouse onlyBefore Condition: ordinary light and light holder

which is not water proof

After Condition: LED of water proofed is fitted which can

resist water penetration through it

Results :1) No water penetration from the light.

2) Light will not get damaged even spalshed with water and also holder will

not get damaged 3) low

power consumption when compared to ordinary bulb. 4) Very

easy to access for operator to observe3 the exact bottle burst

Why 1 :

Why 2 :

Why 3 :

Problem/present status : Bottle burst light is getting damaged and also

light holder at time of bottle burst and filler

foam cleaning due to water penetration into

the light holder and on to the light

Bench mark

Before : After : 20-Feb

1-Feb

18-Feb

Team members: Kasi, M.S.Chowdary

KAIZEN

CONFERENCE

KAIZEN IDEA - SHEET

Supervisor /Operator

Level Kaizen

FillerKaizen theme : To provide bright lighting and better

working conditions for filler operator for bottle removal at the

time of bottle burst

Idea (logical corelation with root cause) : Provide bright light having more lighting for less power

consumption and free from getting damaged even splashed with water or foam at time of filler cleaning

HCCBPL,

Ameenpur


Operators own

Equipment board and update

Present equipment performance during

VIP visits/Audits/ Assessment's with

Pride

Equipment Board Updation

Equipment Board Presentation

Equipment PerformanceTPM Weekly Review Tool Box TalkDMS Meeting

Ownership Operators Empowerment


Parts Standard Method Tool Action If Abnormal Time A B C

1.1 Pads No glue & dirt Wipe Clean with Melt O Clean 2 min

1.2 Presure Range (-150 to -290)millibar I Set the range 30sec

1.3 Holes Transparent Wipe Clean with Melt O Clean 2 min

2.1 Eyemark sensor No Dirt Clean 10sec

2.2 Bottle present

sensor No Dirt Clean 10sec

2.3 label not

removed,torn sensor No Dirt Clean 10sec

3.1 Cutter drum No Dirt Wipe Clean with Melt O Clean 2 min

3.2 Blades Wear and tear Check the blade condtion 30 sec


4.1 Transfer roller No Dirt Wipe Clean with Melt O Clean 1 min

4.2 Air connector No leakage I I Arrest the air leakage 1 min


5.1 Applicator Proper Glue flow check by sample run 2 min

5.2 Glue wheel feed Contact I Set contact angle 1min

5.3 Glue level Range Observe glue level 30sec

5.4 Glue pump filter No dirt in filter Clean the filter 2min

5.5 Glue temp Range(145+/-5deg) I Set the Temp in HMI 30sec

6.1 Base plates Sitting position I Fix it in position 1min

6.2 Friction plates Wear and tear Check the condtion 1 min

6.3 Belt Tension I I Adjust the position 1min

6.4 Bell cups Position Set the position 40 sec

7.1 Infeed check interlock Check the sensor 10 sec

7.2 discharge check interlock Check the sensor 10 sec

7.3 Cutter section check interlock Check the sensor 10 sec

7.4 Turret check interlock Check the sensor 10 sec

Remarks

2

3

4

Operator Name

Operator Sign

Executive Sign

Executive Name

6.Turret

7.Safety

3.Cutter drum

4.Transfer drum

5.Glue unit

Hindustan Coca-Cola Beverages Private Ltd - Ameenpur

Line: PET Daily CLIT check list - Labeller Date:

1.Vaccum drum

2.Sensors

TPM Review leads by Executives

Ownership of Executives Empowerment


INTANGIBLE BENIFITS

Excited & Motivated team


Results Through

Process

Build a High

Performing Team-

Leaders at all

Levels

WORLD CLASS Results

INTENT, BELIEF & COMMITMENT

Capability Empower

Engage &

ExcitementBehavior Function Problem

Solving

TPM,COE,OE,Routines,Systems

KK JH PM QM EME&T

OTPM

SHE

OECOE

Vision Mission Values

Alignment- Internal & External

Our Approach to Build Culture of World Class


JH

-

OTPM

QM PM

KKEM

E&T


Process

compliance

Food safety

compliance

GMP

compliance

Unannounced

GMP audits

Product storage

Stock rotation &

FEFO

Ensuring DOD

compliance

(Age)

Depot Audits

and CAP for

improving GMP

Product Integrity Program

Immediate resolution of

concerns

New Software for CRC

monitoring

Robust system wide

adoption of IMCR process

Correction and Corrective

actions

Key Elements to Drive Quality and food Safety Culture

Supplier

selection,

evaluation,

audits and

certification,

Supplier

engagement

and Zero

inspection

strategy

Supplier In plant

IPQP Checks

conformance to

standards

Storage of Raw

Materials as per

standards

Supplier

Monitoring

Program

OTPM Pillar

EM Pillar

QM Pillar

PM Pillar

EM Pillar

JH Pillar

E&T Pillar

PM Pillar

JH Pillar

E&T Pillar

Do ’t Re ei e Defe ts Do ’t Ge erate Defe ts Do ’t Flo out Defe ts


All ISO standards linkage with all Pillars of TPM


Aim:

To Provide safe product to the customers through effective implementation of Food

safety Management System and continually improve our processes to achieve and sustain Zero defect by adapting Quality maintenance Methodology

Our main objectives are

• Do not flow out defect• Do not generate defect

• Do not Receive defect

QM PillarAND

Performance

criteria

Key Performance Index Units BM-2008 Target

2015

Q Customer Complaints Elimination No's

Q In house rejections Elimination No's

Q In-house Rejection-Beverage Product Quality Index %

Q In house Rejection-Primary Container Quality Index %

Q, C Quality Rate improvement %

Q Incoming Material Quality as per Specifications %

Q,C Reduction of Cost of Poor Quality %


All ISO standards linkage with all Pillars of TPM


QM APPROACH

CUSTOMER COMPLAINT

( DO NOT FLOW

DEFECT)

INHOUSE REJECTION

(DO NOT GENERATE

DEFECT)

SUPPLIER REJECTION

(DO NOT RECEIVE

DEFECT)

QM APPROACH


QM APPROACH

INHOUSE REJECTION

(DO NOT GENERATE

DEFECT)

SUPPLIER REJECTION

(DO NOT RECEIVE

DEFECT)

QM APPROACH

CUSTOMER COMPLAINT

( DO NOT FLOW

DEFECT)


In House Rejections

Lines Defects

Tool used to elimintate\reduce inhouse

rejections

RGBOff crowning why why and 4w 1 H

Low fill 4M and 5W,1H methodology

High fill 4M and 5W,1H methodology

Open bottle why why and 4w 1 H

PET

High fill 4M and 5W,1H methodology

Cross capping PM analysis

Low fill 4M and 5W,1H methodology

No cap why why and 4w 1 H


To eliminate in process rejections we have adapted the following 10 STEP

METHODOLOGY

STEP-10 : Revision of standards

STEP-9 : Determination of Standard Values for inspection

STEP-8 : Streamlining and Improvement of Inspection items

STEP-7 : Establishment of 4M conditions

STEP-6 : Improvement on 4M conditions for Defect elimination

STEP-5 : Analysis of Unconfirmed items for Acceptance products

STEP-4 : Problem Counter measures study and Restoration

STEP-3 : Surveys and Analysis of 4M Conditions

STEP-2 : Survey Processes Which generates Defects(QA Matrix)

STEP-1 :Conformation of Actual Condition in Quality front

THEME:ZERO IN –HOUSE REJECTION ON HIGH FILL/LOW

FILL IN SPRITE 200ML


All the defect generated are defined as per the list given below

S. No Process Defect Definition Tolerance Photograph

1Bottle washing and

ASEBIDirty Bottles

Dirt/Sediment

in glass bottleNot Applicable

2

ASEBI, Filling & Final

Inspection Low Fill Low filled

Bottles

<2.5% for <1000 ml

<1.5% for =/>1000 ml

3ASEBI, Filling & Final

InspectionHigh Fill

High filled

Bottles

>2.5% for <1000 ml

>1.5% for =/>1000 ml

4 Filler Partially filledPartially Filled

Bottles20 ml

21 Crowning Crownless

The filled

bottles without

crown

Not Applicable

STEP-1 CONFORMATIN OF ACTUAL CONDITION IN

QUALITY FRONT


QA matrix is prepared for the processes which shows the direct impact on the defects

3

8

11

1

13

6

8

15

4

7

4

6

LEGENDS:-

MA

JOR

PR

OC

ES

S

INT

ER

ME

DIA

TE

PR

OC

ES

S

MIN

OR

PR

OC

ES

S

Beverage Preparation

Crowning

Final Inspection

Storage

Pulp cutting

Concentrate mixing

BE

VE

RA

GE

MA

NU

FA

CT

UR

ING

BE

VE

RA

GE

PR

EP

AR

AT

ION

Be

v.F

ILLI

NG

AT

FIL

LER

De-palletizing

Pre Inspection

bottle washer

Date coder

ASEBI Testing

Filling

QU

ALI

TY

IN

DE

X

MIS

BR

AN

DIN

G

FA

ULT

Y C

LOS

UR

E

NO

CA

RB

ON

AT

ION

OF

F-T

AS

TE

OF

F-C

OLO

UR

OF

F S

ME

LL

DA

TE

CO

DE

/MR

P N

OT

PR

INT

ED

RU

ST

ED

NE

CK

S

PA

ST

BB

D

BO

TT

LE B

UR

ST

S

UN

DE

RF

ILL/

HIG

H F

ILL

AU

XIL

LAR

Y P

RO

CE

SS

PR

OC

ES

S I

NS

PE

CT

ION

PR

OC

ES

S F

UN

CT

ION

INS

PE

CT

ION

FIN

E F

OR

EIG

N

PA

RT

ICLE

SPA

ST

RE

CO

RD

IMP

OR

TA

NC

E

ST

RA

WS

/TH

ER

MO

CO

LE

PIE

CE

S

TO

BA

CC

O P

OU

CH

ES

LIN

ER

S

LOW

GA

S V

OLU

ME

PA

PE

R

PO

LYT

HE

NE

PO

UC

HE

S/W

RA

PP

ER

S

DIR

T/S

ED

IME

NT

MO

LD/F

UN

GU

S

FO

RE

IGN

OB

JEC

TS

/MA

SS

IMPORTANCE WEAK SPOT PAST RECORD DEFECT POSSIBILITY

STEP-2 SURVEY PROCESS WHICH GENERATE DEFECTS

(QA MATRIX)


S

N

o

4M Analysis Parameter Specification Checking Method Frequency Responsibility Index

1 Man Basic Operational KnowledgeShould be Trained Before Operating The

EquipmentSkill Evaluation Yearly E & T

2 Machine ASEBI settings Should be reject Defect bottles

Test container

programEvery 2 hours QA Executive

Product Temperature <10°C Thermometer Hourly Operator

3 Material

Incoming Bottles Should be Free From Chipped Neck Visual Every New Lot RMPM Executive

Vent tube conditionFree of bents, Free of choking, Free of

damageVisual Daily

Operator/Production

Executive

Vent tube skirts Free of damage VisualEvery changeover/Every bottle

burst

Operator/Production

Executive

Vent tube nozzle size 4mm Visual Every changeoverOperator/Production

Executive

Bell cup rubber seal Free of damage and worn out VisualEvery change over/Every After

sensor bottle burst

Operator/Production

Executive

Snift pins/spring Free of damage Visual Every change overOperator/Production

Executive

Wear strips Proper wear strips Visual Every change overOperator/Production

Executive

4 Method

Net content fill volume<1000 ml=+/-2.5% >1000 ml=+/-

1.5% Weighing Balance startup & Every one hour QA Executive

Bottle Inspectors Validation 100% Rejection of defect bottles BO-RQ-900 Monthly once QA Executive

ASEBI operations evaluation 100% Rejection of defect bottlesTest container

ProgramEvery 2 hours QA Executive

X

X

X

X

Standards not available No Relevant Standards UncertainX Standards not followedStandards followed

X

STEP-3 SURVEY AND ANALYSIS OF 4M CONDITIONS


S No What Where Why When How Who

1Not Rejecting chip necked

bottlesASEBI Tampering of ASEBI settings Continuous Access control is limited

QA Executive and


2 Fluctuation in temperature Filler bowl Improper chilling temperature Continuous

Interlock for chilling temperature at

mixer is given and the point is added

in CLIT checklist

Operator/QA and

Production Executive

3Improper Bottle movement

in Filler Discharge conveyorFiller Track setting was not proper During conveying

Track setting was adjusted and OPL

made

Operator and Production

Executive

4 Vent tube condition Filler Improper vent tube condition During fillingOPL made and training to the

operators

Operator & Production

Executive

5 Vent tube nozzle size FillerDifferent suppliers and different

nozzle sizeContinuous

Standardized the vent tube nozzle

size

Maintenance & QA

Executives

6 Damaged bell cup Filler Due to bottle burstDuring bottle

burst

OPL made and the operators are

trained Production & QA Executive

7 Bell cup rubber seal Filler

Due to the bottle burst and due

to the entry of chip necked

bottles

Continuous

ASEBI access control is limited and

OPL madeProduction and


8 Snift pins/spring Filler Snift pins gets jamDuring bottle

burstIt is added in CLTI checklist

Operator and Production

Executive

9 Wear strips Filler Worn out wear strips

Due to aging and

breakage of

bottles

It is added in PM checklist Operator/ Maintenance

Executive

10 Net content fill volume FillerFluctuation due to temperature

differenceContinuous

Temperature interlock installed at

the mixer and Frequency of net

content checking is increased

Operator/Production and

QA Executive

STEP 4-PROBLEM COUNTER MEASURES STUDY AND

RESTORATION


Below mentioned standard 4M conditions to eliminate the identified defect (Low/High Fill)

S No 4M Analysis Parameter Specification Checking Method Frequency Responsibility Result

1 ManBasic Operational

Knowledge

Should be Trained Before Operating

The EquipmentSkill Evaluation Yearly E & T OK

ASEBI Rejection of chip necked bottlesTest container

programEvery 2 hours QA Executive Not ok

2 Machine Filler Bowl Temperature <8°C Visual Hourly Operator Not ok

3 Material

Incoming BottlesShould be Free From Chipped

NeckVisual Every New Lot RMPM Executive OK

Vent tube condition Free of bents Visual Every change over Operator/Production Executive Not ok

Vent tube skirts Free of damage and bents VisualEvery

changeover/Every bottle burst

Operator/Production Executive Not ok

Vent tube nozzle size Based on flavor Visual Every changeover Operator/Production Executive Not ok

Filling valve rubber seal

Free of damage and worn out Visual Every change over Operator/Production Executive Not ok

Snift pins/spring Free of damage Visual Every change over Operator/Production Executive Not ok

Bell cup Free of damage Visual

Every

changeover/Bottle

Burst

Operator Not ok

Wear strips Proper wear strips Visual Every change over Operator/Production Executive Not ok

4 Method

Net content fill volume<1000 ml=+/-0..25%

=/>1000 ml=+/-0.15% Weighing Balance

startup & Every one hour

QA Executive Not ok

Bottle Inspectors Validation

100% Rejection of defect bottles

BO-RQ-900 Monthly once QA Executive OK

ASEBI operationsevaluation

100% Rejection of defect bottles

Test container Program

Every 2 hours QA Executive OK

10

Parameters

found not

ok

STEP-5 ANALYSIS OF UNCONFIRMED ITEMS FOR

ACCEPTANCE ITEMS


Why 1:

Why 3:

Why 4:

Why 5: Local made

Root cause:Poor Design

Before After

After condition:

1. Width of wearstrip increased such

that gap between bottle and guide

decreased 5 mm

2.Uniform grom infeed of starwheel to

discharge

Kaizen Theme: Elimination of bottle tilting at filler discharge

Before Condition:

1.Gap between bottle and guides was

more 40mm

2. Tilting while discharge leads to

foaming

Why 2:

Dimensions are not matching as

per OEM

Results

Idea(Logical co-relation with the rootcause): Transfering of filled bottle

from bowl to discharge starwheel is improper due to gap between bowl

and guide

Why-Why Analysis:

Tilting of filled bottle at discharge

No uniform gap between guide

and bottle from infeed of

starwheel to discharge

Improper T-Guide design

3.68

0.48 0.31

0

1

2

3

4

JUN SEP OCT

6 Kaizens are implemented to eliminate the defects

IMPLEMENTED KAIZEN

Kaizen Theme: Protect vent tubes from bending

using a Vent Tube puller

Before: After:

Problem/ Present Statement :

Operators are using cutting plyer

which was causing bent in vent

tubes.

Idea: Special tool ( Vent Tube puller )

for removing the Vent tubes.

Root Cause : No proper Tool For

removing the Vent tubes

Benefit: :Easy for removing the Vent

tubes in the Filler. Vent tube bent

issue eliminated

STEP 6-IMPROVEMENT OF 4M CONDITIONS FOR DEFECT

ELIMINATION


No. of OPL’s do e=


ELIMINATION


There is no temperature controlOnline Temperature and Temperature

auto cut-off is installed

Online CO2 meter

temperature indication

No. of persons for Level-9 Access

control in ASEBI are more(9

members)

No. of persons for Level-9 Access

control is reduced(2 members) Test container Program

Auto Inspection - Manual Inspection Eliminated

Human Error in Manual Inspection

Before Status Poka Yoke Mechanism Poka Yoke Validation

Frequency of validation is 2 hours


ELIMINATION


S No 4M Analysis Parameter Specification Result Survey findings/Gap


EquipmentOK Found ok

2 Machine Product Temperature <10°C OK Found ok

3 Material

Incoming Bottles Should be Free From Chipped Neck OK Found ok

ASEBI Rejection of chip necked bottles OK Found ok

Vent tube condition Free of bents OK Found ok

Vent tube skirts Free of damage and bents OK Found ok

Vent tube nozzle size Based on flavor OK Found ok

Rubber parts Proper rubber parts OK Found ok

Filling valve rubber seal Free of damage and worn out OK Found ok

Snift pins/spring Free of damage OK Found ok

Wear strips Proper wear strips OK Found ok

4 Method

Net content fill volume<1000 ml=+/-0..25% >1000 ml=+/-

0.15% OK Found ok

Bottle Inspectors Validation 100% Rejection of defect bottles OK Found ok

ASEBI operations evaluation 100% Rejection of defect bottles OK Found ok

All

Parameters

found ok

STEP 7-ESTABLISHMENT OF 4M CONDITIONS


Defect Phenomena

4M Condition ZERO DEFECT SUSTENANCEM

ate

ria

l

Ma

n

Ma

ch

ine

Me

tho

d

Control item AbnormalityCause of

abnormalityCriteria

Checking

methodFrequency Action Responsibility Monitoring

Low

Fill/H

igh

Fill

Chip necked

bottles

Acceptance of chip necked

bottlesTampering of

ASEBI settings

Rejection of defect

bottles

Test container

programEvery 2 hours Access control is limited Filler/QA Executive JH/QM

Filler bowl

temperature

Temperature fluctuation in

fillerImproper chilling

temperature<8°C Visual Daily

Temperature interlock at

mixerFiller/QA executive JH/QM

Training of

inspectorsAcceptance of defect

bottlesNo training As per training calendar validation

WeeklyRefresher training QA Executive/ HR executive

E & T

Vent tube skirtsThe position of the vent tube is

varying

Using different

type of vent tubesBased on flavor Visual

Every Change

Over/Bottle burstStandardization of vent

tubes

Production Executive, QA

Executive and Filler operatorJH/QM

Vent tube

conditionImproper vent tube

Vent tube skirts

damaged

It should be in good

conditionVisual

Every

changeover/Bottle

Burst

Vent tube checking

frequency is increasedOperator, Production

ExecutiveJH/PM

Vent tube

nozzle sizeNot rejecting chip necked

bottles

Continuous

change in

parameter

settings

Complete rejection of

defect bottles

Test container

ProgramEvery 2 hours Access control is limited

QA Executive/Maintenance

ExecutivePM/QM

Filling valve

rubber sealWorn out rubber parts Aged rubber parts

Rubber parts should be

properVisual Daily It is added in PM checklist

Production Executive and

Filler operatorJH/QM

Bell cup Damaged Bell cupBottle Burst after

sensor

Bell cup should be free

of damageVisual

Every Bottle Burst

after sensor/ Every

change over

Bell cup is changed for

every Bottle burst after

sensor

Operator/Production

ExecutiveJH/PM

Snift

pins/springDamaged spring Speed variance Free of damage Visual Daily It is added in CLTI checklist

Production Executive and

filler operatorJH/PM

Wear strips Damaged wear strips Friction Free of damage Visual Daily It is added in CLTI checklistProduction Executive and

operatorJH/PM

Net content fill

volumeLow fill/Over fill Foaming No foaming BO-RQ-900 Every hour

The checking frequency of

Analysis is increasedQA Executive JH/QM

STEP 7-ESTABLISHMENT OF 4M CONDITIONS


PM Monitoring

CLTI Monitoring

Date 04.01.14 Flavour Sprite App. Density 1.0444

Tme Pack 200

Shift A Vent Tube 121.5 Batch No. 1

Line 2 Tolerance +/- 5 Speed 36000

Time Total Wt (gms) Empty Wt (gms) Product wt (gms) Net Content Avg/5

06.45hrs 444.3 233.8 210.5 201.6

449.1 238.3 210.8 201.8

450.8 241.7 209.1 200.2

446.6 235.9 210.7 201.7

448.2 239.5 208.7 199.8

443.2 233.6 209.6 200.7

463.2 254.8 208.4 199.5

463 253.4 209.6 200.7

452.2 244.9 207.3 198.5

444.1 233.6 210.5 201.6

07.45hrs 455.8 246.4 209.4 200.5

458.3 247.9 210.4 201.5

463 253.4 209.6 200.7

445 236 209.0 200.1

443.2 234.2 209.0 200.1

464.8 257.3 207.5 198.7

449.2 239.5 209.7 200.8

452.2 244.9 207.3 198.5

443.4 236.2 207.2 198.4

449.2 239.5 209.7 200.8

AVG 200.31 NET CONTENT 200

SD 1.1145 Accuracy Index CA 6

Maxima 201.84

Minima 198.39 Capability Index PP 1.50

USL 205.00

LSL 195.00 Quality Index PPK 1.40

200.6

199.4

Ameenpur Unit

Net Content Study ( PA-173.4-FRM-130-01 )

201.0

200.2

Net content Process Capability

monitoring

STEP 8-STREAMLINING AND IMPROVEMENT OF INSPECTION

ITEMS


Q POINTS are identified for each processes, monitoring methods and tools to be used and responsibility are defined

STEP 9-DETERMINATION OF STANADARD VALUE FOR

INSPECTION

Area / Component

Name

Quality

Characteristic Unit

Quality

Specifica

tion

Defect Phenomenon

Frequen

cy of

Check

Method

of

checking

Tool used Responsibility Pillar

Mixer Incoming Air Pressure Bar 5 Brix Variation Every

Start Up QA executive JH/QM

Beverage Chilling

Temp Temperature °C 2 to 4

Improper Carbonation

and Filling Hourly QA executive JH/QM

Incoming CO2 Pressure psi 180 psiImproper Carbonation

and Filling

Every

Start UpQA executive JH/QM

Final Beverage Brix °Brix Nominal

+/-0.15

If not Maintained leads to

High or Low Brix

Every

start Up &

Online

Density

MeterQA executive QM

Final Beverage Co2 V/V Nominal

+/-0.1

If not Maintained leads to

High or Low GV

Every

start Up &

Online

Zahm &

Nagal Co

GV tester

QA executive QM

Vent tube Height’ mm

200

ml=112

250

ml=119

Net Content Failure

During

every

change

over

Operator QM


S No 4M Analysis Parameter Specification Result Survey findings/Gap


EquipmentOK Found ok

2 Machine Product Temperature <8°C OK Found ok

3 Material

Incoming Bottles Should be Free From Chipped Neck OK Found ok

ASEBI Rejection of chip necked bottles OK Found ok

Vent tube condition Free of bents OK Found ok

Vent tube skirts Free of damage and bents OK Found ok

Vent tube nozzle size Based on flavor OK Found ok

Rubber parts Proper rubber parts OK Found ok

Filling valve rubber seal Free of damage and worn out OK Found ok

Snift pins/spring Free of damage OK Found ok

Wear strips Proper wear strips OK Found ok

4 Method

Net content fill volume<1000 ml=+/-0..25% >1000 ml=+/-

0.15% OK Found ok

Bottle Inspectors Validation 100% Rejection of defect bottles OK Found ok

ASEBI operations evaluation 100% Rejection of defect bottles OK Found ok

Check Point Simplified – 2 (By providing Interlocks)

STEP 10-REVISION OF STANDARDS


The Results are given for overall Half Filled and Over Filled bottles .

RESULTS

Halffill rejections

4792

1546

977767

0

1000

2000

3000

4000

5000

6000

2012 2013 2014 Ytd aug 15

Overfill rejections 3245

1703

1240

1050

0

500

1000

1500

2000

2500

3000

3500

2012 2013 2014 Ytd aug 15

Year YearC

ase

s


QM APPROACH

INHOUSE REJECTION

(DO NOT GENERATE

DEFECT)

SUPPLIER REJECTION

(DO NOT RECEIVE

DEFECT)

CUSTOMER COMPLAINT

(DO NOT FLOWDEFECT)

QM APPROACH


0• The Planning Stage Establishing the Team

1 • Establishing the Team

2 • Problem Definition / Statement & Description

3. • Developing Interim Containment Action

4 • Identifying & Verifying Root Cause

5 • Identifying Permanent Corrective Actions (PCA)

6 • Implementing & Validating PCA

7 • Preventing Recurrence

8 • Recognizing Team Efforts

INCOMING REJECTION HANDLING METHODOLOGY

The following n 8D Methodology is used of for handling incoming preforms rejections


S. No Theme of Poka-Yoke Productivity Quality Delivery Cost Safety Morale

1 Air Pressure Drop

2 Steam Pressure

3 Lack of water

4 GV Autoshaker

5 Deaeration Unit

6 Coupling bottle

7 Filler Bottle presence

76 Compressor at low oil pressure

77Compressor at discharge

temperature

Productivity

Quality

Delivery

Cost

Safety

Morale

77 No's

Poka-Yoke

POKA YOKEs Compilation and classifications

Classification of Pako-Yokes Nos

Prediction 18

Detection 9

Alaram 15

shut down 10

Control 9

Contact Methods 7

Fixed value method 3

Motion reading method 6

Total 77


Filling Lines

Sno.

SPC List Area

% SPC

Covered

Operators

/specialists

Accomplished

%

Parameter PET CSDCSD RGB

- 2

Juice

RGB - 3

Juice

Tetra - 4

1 Brix Yes Yes Yes Yes 100 100

2 Gas Volume Yes Yes Yes NA 100 100

3 Net Content Yes Yes Yes Yes 100 100

4 Torque Yes NA NA NA 100 100

5 Blowing parameters Yes NA NA NA 100 100

100% SPC FOR ALL CRITICAL QUALITY PARAMETERS

IMPACTING CONSUMER SATISFACTION

• All Critical Parameters of products and packages are being monitored

through SPC

• All our Production/QA Executives and operators of particular

machines are trained on importance of Control Charts and SPC

80% of the SPC activities are being done by Operators


Lines Cpk Values

Cpk improved year on year due to better process monitor and control by

associates


Cost of Poor Quality

COPQ

Cost of Non

conformances

Cost of

Conformances

External and

internal failures

Training,

Appraisal,

Remuneration

costs of QAEs &

PEs etc

Customer

returns. In

house rejection,

ware house

rejections,

customer visit

etc


Cost of Poor Quality

COPQ is reduced 33% over 2012


BPQI and PCQI Failures and Action Plans

Primary Container Quality IndicesBeverage Product Quality Indices


KPI RESULTS

Customer complaint reduction in Nos

Primary Container Quality Indices Beverage Product Quality Indices


KPI RESULTS

8037.0

5128.0

3430.02347.0

0.00.0

1000.0

2000.0

3000.0

4000.0

5000.0

6000.0

7000.0

8000.0

9000.0

YTD'12 YTD'13 YTD '14 YTD '15

Aug

Target'15

Ca

ses

Reduction in In-house Rejections

0.078

0.03

0.0190.016

0

0.01

0.02

0.03

0.04

0.05

0.06

0.07

0.08

0.09

2012 2013 2014 2015

Total in-house rejection of plant in %


KAI RESULTS

KAI 2012 2013 2014 2015 Q1 2015 Q2 2015 Q3

1. No of Q C/Q -Points identified

1.2. %Adherence to Bottle Burst Program

2.1. Cp Cpk of Brix >1.33

2.2. Cp Cpk of Carbonation >1.33

2.3. No of Pokayoke implemented

2.4. No. Of Quality Kaizen

3.1. Cp Cpk of Net content >1.33

3.2 Ware house Date code compliance 100%

3.3 No of Poka Yoke implemented

4.1 No of 4M improvements done.

4.2. No. of 4M improvement kaizen implemented.

4.3. %Validation of Bottle Inspection System

4.4. No of Trainings of Bottle Inspectors

5.1.No of poka yoke implemented

5.2.No of 4M Improvement kaizen implemented.

5.3.% of Validation inspection system.

5.4. No of Trainings of Bottle Inspectors6.1. No of OPLs implemented.

6.2. No Quality of kaizen implemented


Objectives: Continuous improvement in the organization through

- OEE Improvement

- Productivity Improvement

- Defect Elimination

- Cost Reduction

KK Pillar

Some achievements……1. Kaizen’s 2014 : 1500 No’s, 2015- 1897 No’s2. CI Project -150+

3. QC story -150+

4. SDWG – 50+ ( Operators )

5. 14 Kaizen’s two winners in “ All India kaizen competition”

6. ME/SLE Trends

Kobetsu Kaizen ( Continuous Pillar )

Loss elimination

Reduction of Customer Complaints

Promotion of kaizen’s Kaizen’s , Improvement projects

Improvement in Yields

Problem solving and systematic way of

work culture


Objectives:

To develop a competent operator for machine.

Ability to identify abnormalities,

Ability to analyze abnormalities and

Ability to correct the abnormalities

1. Jishu Hozen

( Basic Equipment care )

Early corrections by correcting abnormalities

Operator involvement in Kaizen’s Sharing of Maintenance activities

Zero JH breakdowns Zero Defects Zero accidents

Some achievements……1. ME 100% consistently

2. SLE 95%+

3. Reduced attrition ; Motivated workforce

4. Improved Safety thru 1S & 2S, less

accidents

5. Reduced R & M cost after stabilization

Jishu Hozen

( Basic Equipment care )

Early corrections by correcting abnormalities

Operator involvement in Kaizen’s Sharing of Maintenance activities

Zero JH breakdowns

Zero Defects Zero accidents

JH Pillar


Objectives:

PM Pillar Aims to Ensure the equipment is Reliable by achieving and sustaining:

ZERO Breakdowns

ZERO Accidents at reduced Maintenance costs.

Some achievements……

1. Weekly PM done in peak season

2. Spares inventory shared to all plants

3. Spares inventory ( slow moving )

transferred to other plants

4. Savings due to indigenization

Planned Maintenance

Reliable and Maintainable Equipment's

10 step PM approach

MP kaizen’s

Zero Breakdown

- Mean Time Between Failures-MTBF

- Mean time To Repair- MTTR

Repairs & Maintenance cost reduction

Breakdown Trend

R&M Cost

PM Pillar



1. Vertical Start Up – 450 BPM PET –88/2

2. Vertical Start Up – Swing Line

3. 750ml/400ml – First Time Right

Early Management

• Early Management

• Maintenance Prevention Kaizens

• Trouble Shooting Sheets

• Developing 4M Conditions

• Lead Time Reduction

• OEE of New Equipments

Objectives:

To ensure the Business continuity by evolving many new products & equipment optimization by

design Improvements

First time right with free from Losses, Defects

Vertical startup effectiveness at reduced life cycle cost.

EM Pillar



1. Skill gap identified in OPTEX

2. TPM Certified operator program

3. TPM Certification program for

executives

4. SME Programs

Education and Training

Relay training Trg for optrs on basics about their

machine ( JH STEP4)

No of B/D due to poor knowledge No of Defect due to poor knowledge No of Accident due to poor knowledge

Objective:

To educate and improve the skill level of all associates through an active program by

Imparting knowledge, skill and on the job

Self-development of associates

E&T Pillar


AWARDS AND RECOGNITIONS

2008- No Awards

2010- Best Employer Award by Govt.of AP

-TPM Process Internal Recognition

- Best Quality Award internal Recognition

2009-Highest production Volume Produced in

HCCB

-Best Garden Award

2011-Max Glass Award

-TPM process Consistency Award

-Best Quality Award


2013- Factory of the Year Award

- Max Glass & Max PET Award

- Best WUR Award in HCCB.

- Best Quality Award.

2012- Max Glass Award

- TPM Process Award

- Best Quality Award

- Best WuR improvement Award in HCCB

2014- CII Food Safety Award- Outstanding Award

- CII GreenCo Award- Gold Rating

- ET IMEA Award- Gold

- Factory of the Year

- Max Glass & Max PET Award

- Best WUR Award in HCCB.




CII Food Safety Outstanding Award



……can be rated as a world class

Ma ufacturi g facility….

Effective I ple e tatio of a highly structured, Risk beyond

HACCP and TPM were visibly

Evide t… The overall FSMS effectiveness in

exemplary & wroth Emulation

CII Food Safety Outstanding Letter of Appreciation



CII Greenco Rating Award



The Economic Times IMEA -2014 Gold Category Award Winner


JIPM TPM EXCELLENCE AWARD-2015


Results

Through Excellence

Chapter-12 07 7 14 17.00 PM.pptx


EFFECTS ON MORALE

Total – 5901 Kaizens

21

502 504

913 864977

1147

973

1319

0

200

400

600

800

1000

1200

1400

BM

-

20

08

FY

-09

FY

-10

FY

-11

FY

-12

FY

-13

FY

-14

YTD

Au

g'1

5

Targ

et

-15

Total No. Of Kaizens

6 12 25

130170

250 278222

319

BM

-2008

FY-0

9

FY-1

0

FY-1

1

FY-1

2

FY-1

3

FY-1

4

YTD…

Targ

et-

15

No. 5's Of Kaizens

0

57 6896

77 84109

87126

BM

-2008

FY-0

9

FY-1

0

FY-1

1

FY-1

2

FY-1

3

FY-1

4

YTD…

Targ

et-

15

No. Of SOC Kaizens

0

43

98

69 6652 57 51

66

BM-…

FY-0

9

FY-1

0

FY-1

1

FY-1

2

FY-1

3

FY-1

4

YTD…

Targ

…

No. Of HTA Kaizens

124 26

49

75

102114

91

131

BM-…

FY-0

9

FY-1

0

FY-1

1

FY-1

2

FY-1

3

FY-1

4

YTD…

Targ

e…

No. Of JH Kaizens

017

3755

88

126151

129

174

BM-…

FY-0

9

FY-1

0

FY-1

1

FY-1

2

FY-1

3

FY-1

4

YTD…

Targ

…

No. Of KK Kaizens

0 17 32

222181 170 187 172

215

BM

-2008

FY-0

9

FY-1

0

FY-1

1

FY-1

2

FY-1

3

FY-1

4

YTD…

Targ

et…

No. Of PM Kaizens

0 2 4 6

26

48 5241

55BM-…

FY-0

9

FY-1

0

FY-1

1

FY-1

2

FY-1

3

FY-1

4

YTD…

Targ

…

No. Of MP Kaizens

14

330

214

286

181145

199 179229

BM-…

FY-0

9

FY-1

0

FY-1

1

FY-1

2

FY-1

3

FY-1

4

YTD…

Targ

…

No. Of Safety Kaizens


•Capable, motivated Employees

•Ownership & Continuous Improvement culture Man

•Visual, Easy to Maintain

•Reliable, Consistent in Quality

•Life EnhancementMachine

•Fool proof Measures ensuring Defect free Products

•Ease for Operation Processes

•Clean, Safe Place

•Good working ambience

•Environment Friendly Facility

INTANGIBLE BENIFITS


FSSAI

Tarsem Chand ( Director, Ministry Health & Family Welfare, New Delhi): “Great Experience to Visit such a pioneering facility where so many motivated people are contributing to the wealth of Nation ! Good Job !!!”

Dr A Madhavan ( Director, FSSAI, New Delhi): “Progressive Performance , Keep it up, Looking forward to have better interaction with FSSAI”

Dr G Srinivasan ( Designated Officer, FSSAI, Chennai): “Good facility and Good Systems, Keep it up !”

They also expressed that “with the kind of knowledge and experience we have on food safety . FSSAI can use our expertise for training other industries on food safety & traceability” .

mr amer hussain

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