Combined Pat Presentation Oct - Copy

Current/New PAT Projects

• Change Overs

• PM Completion• Metal sticks• Bulk Management • Temp Orientation• Operations

Consistency/Mentoring • Forecasting• Marsh printer holds

Old PAT projects will be closed and tracked as we move into the new

ones.

Vibratory Waste Tracking

Vibratory improvement waste in dollars line 2

$1,345

.18

$733

.00 $2

,640.00

$2,374

.15

$1,234

.97

$2,039

.40

$1,482

.17

$932

.00

$979

.53

$697

.31

$2,763

.49

$6,285

.06

$2,867

.52

$2,530

.71

$-

$1,000.00

$2,000.00

$3,000.00

$4,000.00

$5,000.00

$6,000.00

$7,000.00

AugSep

tOct

Nov Dec Jan

Feb

March

AprilMay

June Ju

lyAug

Sept

Average waste per run

64657744 64254560

200

400

600

800

1000

1200A

ug

Sep

t

Oct

Nov

Dec Jan

Feb

Mar

ch

Apr

il

May

June July

Aug

Sep

t

Oct

Runsavg. per run

Goal to be lessthan 300lbs

per run

Identify Safety Hazard PAT

Process Action TeamTeam Owner: John King Team Name: Identify Safety Hazards

Team Members Current Process Proposed Process

1 John King 1 See attachments 1 See attachments 2 Duane Gagnon 2 23 Ronnel Porter 3 34 4 45 5 56 6 67 7 78 8 89 9 9

10 10 10

Metrics Identified to Measure Effectiveness Goals

1 Total incident rate for plant 1 Identify safety hazards2 Before & After pics to identify change 2 Fix safety hazards3 34 45 5

Current Projects all Complete• Board replaced in deck at smoking area

– Complete• Bottom of stairs by casepacker #2 to

have non-slip tape replaced– Complete

• Eye wash station leaking at base on Feed station. – Complete

PM Completion PATProcess Action Team

Team Owner: John King Team Name: PM Completion

Team Members Current Process Proposed Process

1 Duane Gagnon 1 See attachments 1 See attachments 2 Frank Brown 2 23 John King 3 34 4 45 5 56 6 67 7 78 8 89 9 9

10 10 10

Metrics Identified to Measure Effectiveness Goals

1 Graphs of PM status, Downtime, & Eff. 1 95% completion2 23 34 45 5

PM Completion vs. Plant EfficiencyStarted Aug 14th 07’

PM completion vs. Plant Efficiency

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

105.0%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct

PM's Efficiency

Goal is 95% PM

completion

PM Completion vs. Downtime

PM's

93.0%

84.0%

90.0% 91.0%

79.0%

91.0%

68.0%

95.5%91.6%89.0%

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct

PM's

Down Time in Minutes

3270 3168

4900

3435

5972

48955575

7006

37293395

0

1000

2000

3000

4000

5000

6000

7000

8000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct

Downtime

Goal less than 3,500

minutes

PAT in effect Aug. 14th

Change Over

(Quickie Rinse)

Where the team is at• Team is currently outlining the process and cycle

timing the steps.• Due to the slow schedule, there has not been

many chances for cycle timing.• Have identified 3 changes that require no rinse,

and formed a Matrix showing what to rinse on the items that need a rinse.

• Focus is the time to rinse the former not mixer. Mixer will be complete and mix ready if Kanbans are followed.

Pareto of rinse downRinse steps at former

0.563.45

5.368.9

10.5348.45

100.36

10.510

0.5650

58.5

3823

58

0 10 20 30 40 50 60 70

123456789

1011121314151617

Roll up hose

Go get hose

Turn on water

4.85 minutes to rinse the former

• 4.85 minutes current rinse time per mach..– Three longest cycles are non value non

needed.– Saving time in motion could drop these from

158.45 seconds to 150 seconds or less. (Un-verified)

– Or 2.5 minutes out of the process.• 2.5 minutes on line 2 = 187.5 lbs retail gained, 250

lbs Food service gained. At 2 per week could result in the possible gain of 18,000 lbs a year produced on this line.

Idea’s• Retractable hose reels at the formers and mixers.• Water on / off is controlled by a lever instead of a turn

handle.• 2 pressure washers that are on carts and water line is

hooked up and un-hooked like an air line. The formers have this connection? Could be a spray hose connected to the former line.

• 10-30-07 Rinse and plate change done in 18.75 minutes total gap time (goal is 15 min). Waiting on back half issues. On this day, saving 2.5 minutes would have yielded 129.75 lbs by saving 2.5 minutes or 224 lbs by meeting the 15 minute goal through time saving.

Bulgar Wheat Reduction P.A.T.

Presented by Stephanie Lobato

B ulger Wheat M at er ial $ $ V ar ian ce by M on t h. .

$1, 907. 00

$1, 384. 00

$2, 487. 00$2, 612. 00

$698. 00

$1, 346. 00

34 30 32 31 20 27

0

500

1000

1500

2000

2500

3000

May-07 J un-07 J ul-07 Aug-07 Sep-07 Oct-07

A vg. LB S . Loss per r un .

.

56. 09

46. 13

77. 7284. 26

34. 90

49. 85

0. 00

10. 00

20. 00

30. 00

40. 00

50. 00

60. 00

70. 00

80. 00

90. 00

May-07 J un-07 J ul-07 Aug-07 Sep-07 Oct-07

Raw Material Variance 50/50 OilGoal

Reduce Material Variance by 50%

Team MembersJohn King

Barbara ValentineDean ShirraEdith Ganon

And Many More10/10/07

1. Warehouse Receives

2. Warehouse issues to Line

3. Oil pumped

4. Tank #2

5. Tank #1

6. Fryer

8. Lube oil tote

7. Back to Tank #1

Oil Process Flow

Loss vs Number of Run

15 8 13 6 4 8 5 10 4 7

45034313

2729

5545

-183

20

-162

1034

2261

350

-1000

0

1000

2000

3000

4000

5000

6000

Jan Feb March April May June July Aug Sept Oct

# of runs$ Overage

Had a run that the Form was not filled out. Had a Meeting with Operators.

Processes is not being followed in Sanitation and Warehouse, talked to Cesar and still working with Ronnell.

Process Action Team Presentation Nick Wadsworth

Sample/Log PAT – Tracking

SWING SHIFT - MICRO SAMPLES

94%85%62% 80%

43%

89%

0

50

100

150

MAY JUN JUL AUG SEP OCT

MonthSa

mpl

es a

nd L

ogs

Turn

ed in

On

Tim

e (%

)

Logs

Samples

GOAL: 100%

DAY SHIFT - MICRO SAMPLES

94%95% 89%72%

0

50

100

150

MAY JUN JUL AUG SEP OCT

Month

Sam

ples

and

Log

s Tu

rned

in O

n Ti

me

(%)

LogsSamples

GOAL: 100%

Process Sanitation PAT - Tracking

CN PRODUCT RETESTS (2007)

60%

100%

0% none 0%

83%

50%

100%100%

0

20

40

60

80

100

120

08/06-02/07

MAR APR MAY-SEP

OCT

Month

No

Ret

est N

eede

d (%

)

HamburgerTenders

GOAL: 100%

Pre-op Swabs

93% 92%96% 96%

94% 95%

89%

859095

100

APR MAY JUN JUL AUG SEP OCT

Month

% P

assi

ngGOAL: 90%

Drains - Environmental Swabs

0/1

10/10

7/10 3/5

6/6 2/28/10

1/5

1/1

nonenone nonenonenone0

50

100

150

APRILMAY

JUN

JUL

AUGSEP

OCT

Month

% P

assi

ng

Series1

Series2

GOAL: 90%

Temp Training for Temp Agencies PAT

Team Members: Nick WadsworthJennifer HummelDavid Blackner

Barbara ValentineRonnell PorterCesar PajueloDean Shirra

Complete - Tracking

• Implemented: Mon. 8-27-07• Will have a follow-up meeting on 11-29-07• Waiting on turnover metrics from Strategic• GMP videos to be ran in the break rm./team rm.

GMP NOTICES

36 3424 25

1625 22 159 11 6

02040

MARAPR

MAYJU

NJU

LAUG

SEPOCT

Month

# of

GM

P N

otic

es

Giv

en

Total

Temps

GOAL: 10 total; 5 temps

Mentoring Program PAT

Team Members: Nick WadsworthJennifer HummelDavid Blackner

Barbara ValentineRonnell PorterCesar PajueloDean ShirraJohn King

Kurt Geiger

PAT Goal:

To create better skilled/qualified future and current permanent floor employees, so that they are more aligned with our current business model.

Problems with Old Mentor Program

• No time frame for the mentoring relationship caused the mentors to rush through the training

• Unqualified mentors were selected• Lack of supervisor buy-in • Incomplete mentor training• In complete mentee training

Criteria for Mentor Selection1. need to have the necessary knowledge, skills,

abilities (know how all departments function, know who the key players are)

2. adhere to company policy: attendance, safety, etc.3. respected by co-workers4. team player: has been involved with continuous

improvement teams or is interested in becoming involved

5. able to practice confidentiality with co-workers6. overall happy about/committed to their job

Last Meeting: 11-1-07• Finished the design phase of the “Mentor Training”

portion of the project• # of mentor in pilot program: production (1); quality (1);

sanitation (1); warehouse (2); maintenance (2)• Mentor training:

– Leadership training including an exercise (done by HR)– training booklet – GMP’s, safety, 5S/lean/kanban, continuous

improvement (done by safety/quality/mentor PAT member)• Total of 2 to 4 trainers• 3-5 hours of training done on Fridays• Must pass a quiz with 85% or higher• Management meets with mentors one-on-one before and

after training

Next Meeting: 11-15-07

• Design phase of “Actual Mentoring” portion of the project– This has been started– Process breakdown/brainstorming

Action PlanTask Responsibility Est. Comp Date

Discuss and decide on framework for the “Mentor Training” portion

Team DONE

Discuss and decide on framework for “Actual Mentoring” portion

Team 11-29-07

Design mentor training & quiz Sub-team assignments Dec/Jan, TBD

Design training booklet & quiz Sub-team assignments Dec/Jan, TBD

Write the SOP Sub-team assignments Dec/Jan, TBD

Select mentors Team January, TBD

Brief all supervisors/mgrs. Sub-team assignment January, TBD

Train the first mentors HR/Operations/QA January, TBD

Choose first mentee(s) Team January, TBD

Marsh Printer errors

October 2007Ronnell Porter

cases

cost

0.00

0.20

0.40

0.60

0.80

1.00

October 2007 Marsh Report

cases

cost

No errors for the month Total of $400 dollars In rework over past 2

Months.

Marsh Printer Rework

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

June July August September October

Dolla

rs

Rework

Bulk Management

October 2007Members

Kurt, Joel & Ron

TOTES

POUNDS

S10

100

200

300

400

500

600

700

800

900

Bulk in October

Goal is 0meatballs 3 totes 991 lbsWarehouse caused!!!

Since Start of PAT

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

July August September October

Poun

ds Pounds