Client: Nobleza - Piccardo, Argentina
With HMC's help,
this South American tobacco plant was able to increase productivity,
while reducing waste-in just a matter of 60 days. These aggressive results
were achieved through the creation and implementation of new procedures
that improved maintenance operations, scheduling, and training. As a
result, they became one of the most efficient plants in the holding
company's worldwide operations.
This British American Tobacco company had installed two "new technology"
cigarette-making and -packing lines, one had been operating for nearly
a year, the other was just being commissioned. In addition, they had
purchased and were in the process of installing three more of these
high-speed lines in the coming nine months. They had been able to achieve
high efficiencies on older technology lines, however, because of the
complexity, speed, tighter material tolerances, and highly sophisticated
electronic systems in the new lines, the efficiencies on new lines were
in a decline. The machines were deteriorating and rejects were increasing
dramatically due to the lack of knowledge.
The HMC team
conducted a thorough diagnostic of the company's processes and procedures
over the course of several weeks in order to determine the root causes
of the problems. Additionally, the team conducted an in-depth study
on raw material waste to understand the source of the problem and resolve
it, leading to a significant reduction in waste.The diagnostic helped
a plan of action for restructuring the technical operations of all the
new equipment, implementing new maintenance and cleaning procedures,
designing more efficient schedules and establishing a long term training
also set-up new procedures for materials monitoring and developed the
infrastructure to achieve continuous improvement. Using new dynamic
standard operating procedures (DSOPs) Nobleza achieved significant levels
of improvement and by applying these DSOPs to new lines the target performance
levels were achieved.
Within nine months the efficiency on the
two original "new technology lines" had improved by 12 and
14% above the baseline taken at the start of the project.
The three newly installed lines achieved and maintained the same high
levels of efficiency only sixty days after they were commissioned. In
addition, raw material waste was reduced
by 60%. The new processes were successfully
implemented on all additional lines ("old technology") by
training the supervisors and operators on the new procedures. Systems
and infrastructure were left in place which will generate further improvements.
Post Project Work
Nobleza went on to restucture their entire operation with the support
of the HMC
team. Most recently HMC
used the same techniques to identify improvement opportunities in the
graphics department, the tobacco processing plant, and in filter rod
manufacture. Nobleza is now enjoying an
increase of 40% in productivity. They became
one of the most efficient production units in BAT and leaders in the
world on the use of their new technology.