< Previous20 Food & Drink Internationalwww.fdiforum.netMEASUREMENT AND MONITORINGRoy explains, “Morrison Bowmore is anotable exception of lean manufacturingplaying out well. Renowned the worldover for high quality single malt whiskiesMorrison Bowmore embarked upon itslean journey with Harford Control back in2006.“Driven by the desire to improveefficiency, whilst maintaining its highcommitment to quality, Craig Mochrie,Bottling Operations and Supply Manager,encouraged his team to change some ofthe ways they did things and to improvesome existing practices. The platform hechose to measure, analyse, prioritise andinform the team was the Harford real timeInformation Management System.”At Food & Drink International’sseminar at the recent PPMA Show inBirmingham, entitled ‘Lean & LearnTogether’, Craig Mochrie, revealed thebenefits and results from a comprehensivecase study on the company’s bottling lineoperations.Craig revealed the overarching reasonsbehind improved efficiency at theirheadquarters in Glasgow, where blending,bottling and warehouse operations arecarried out. Citing an all-encompassingapproach to get everyone at the companyinvolved in streamlining processes andmaking sure adequate management,traceability and processing operationswere adhered to on every level, he toldthe audience about the levels of successexperienced. Although fantastic resultshave been experienced since work startedin 2006 by MBD, Craig explained it hadbeen a real challenge. Making sure of apersistent and consistent approach toquality and transparency meantoperational performance was significantlyimproved.Roy Green also explained howHarford’s tool kit helped facilitate overallimprovements by turning data intoaccurate real-time information for Craig’steam to act upon, but stresses that eventhe best system is only a system. It stillneeds disciplined and dedicated teams likeCraig’s to take those actions in order todrive performance improvement. MBDhave also integrated automation into theirexisting operations, where appropriate, inorder to facilitate their already impressiveoverhaul of their production operation.The initial aims set out by MBD wereto sustain its high quality standards,whilst improving efficiency andperformance and to introduce and trainall operational staff in lean methodologies,including total productive maintenance.This unified approach made sureeveryone involved in the blending,bottling and warehouse processes becamean integrated part of the improvementprocess, given constructive feedback and achance to voice concerns and suggestions,having an influence on final outcomes.Total Productive Maintenance, or TPM,Craig suggested, can also be short for‘Today People Matter’, placing people atthe heart of performance improvementand sustainability.Craig said, “You have to understandthat no system can deliver the leanmanufacturing environment on its own,you have to have that essential buy-infrom your team. You also have to be fullycommitted and up for the challenge.”Persistence, patience and effort werethree key values that Craig believes to beLean Manufacturing: Lasting beneficial changeLean Manufacturing has had much publicity recently, but it still isn’t easy to findgood examples where it has been effectively played out in practice. Craig Mochrieof MBD and Roy Green of Harford Control explain how a measured approach tochange can make a significant difference to operations. 20-23_Layout 1 20/10/2014 08:45 Page 1Food & Drink International 21www.fdiforum.netMEASUREMENT AND MONITORINGessential in order to effectively make changes of this nature and torecognise that, by definition, Continuous Improvement is never ending.He adds, “We cannot afford to relax our drive towards OperationalExcellence. There is always something more to be done whilstmaintaining the substantial gains already made.”Following a complete process review in 2006, several phases ofautomation from Harford Control, as well as investment ininfrastructure and an emphasis on efficiency and quality improvements,meant that by 2014, huge improvements in both bottling speeds andprofits were made. Craig also points to the support, expertise andencouragement which he has had from the parent company Suntory indelivering such impressive results over this period.Implementing these changes, as well as evolving them with continuedsupport and the latest technology from Harford Control, includingadding touch-screen technology and hand-held tablets to the lines andthe luxury products areas, meant MBD achieved many benefits.Again, Craig emphasises the importance of full operational buy inand teamwork at every stage, “Touch screens and tablets are greatenablers and eliminate most paperwork, whilst giving us goodoperational discipline and traceability. These devices alone, great asthey are, cannot drive the extent of beneficial change we have seen. Onthe other hand, it would also be inaccurate to trivialise the extent of23 ÁJust one of many productsdistilled, packed anddistributed at MBD’s centraloperations in Glasgow.PHOTO: MBD/HARFORD CONTROLPHOTO: MBD/HARFORD CONTROLFinishing touches like touch-screen technology have helpedimprove operations at MBD20-23_Layout 1 20/10/2014 08:45 Page 2GUARANTEED PERFORMANCE IMPROVEMENT througha SINGLE INTEGRATED SOLUTIONThe Harford END to END Manufacturing Execution SolutionAutomated coding &labelling verificationto meet retailers' codes ofpracticeOptimisedAverageQuantity LawRoving quality audits,H&S checks,engineer lineattendance, HACCP Automatedline efficiency& OEEIntegrated productionperformanceimprovementOn-lineVisionReal timepaperless qualityAutomated Short Interval Controlon factory monitorsIf you missed us at PPMADon’t miss out on a FREE SITE SURVEYcall 01225 76446120-23_Layout 1 20/10/2014 08:45 Page 3Harford’s top ten reasons leanmanufacturing projects might fail* Lack of top management support for lasting beneficial change* Management want the results without the investment in peopleand support systems* Companies wait too long before starting their Lean journey andthen try to catch up with competitors, by trying to do too much tooquickly. Chaos can easily ensue.* The blame culture in some companies still exists and whilst it’sseductively easy to blame someone when things go wrong, it doesnothing to encourage lasting beneficial change.* Management, having made the investment, sometimes haveunrealistic expectations as to how quickly changes made will begin toimprove the bottom line* No or inadequate buy in from the factory floor. Unless the desirefor change is effectively communicated at all operational levels;cynicism, scepticism and fear can sabotage even the most wellintentioned endeavours.* One of the five key elements for successful change is missing orinsufficiently prioritised. These key elements are: Vision for change,Skills, Incentives, Resources, Action Plans. Insufficient attention to anyone of these can cause, in the same order: Confusion, Anxiety, Changetoo gradual, Frustration, False starts. One or more of these is almostcertain to be at the heart of every failed change programme or a changeprogramme that failed to deliver expected benefits.* Lack of an adequate system providing real time information. Paperbased systems can never be real time and lack the same operationaldiscipline inherent within a well structuredintegrated system.* Over reliance upon a limited systemmethodology such as OEE. Useful a measure asOEE is, it is not a panacea. The market is awashwith cheap OEE systems which either lack the topend analysis and prioritisation, adequateinformation distribution, or they lack the degree ofgranularity necessary to drill down for root causesof problems.* Information Fragmentation, where someinformation may be in real time (ie an OEEsystem) whilst other info might be in a differentsystem (ie Average Quantity Law) while other infostill might be in a separate system again, or paperbased. To have the best chance of performanceoptimisation all factory floor information needs tobe integrated into a single, real time, integratedsolution, which highlights issues so that alloperational personnel can see instantly what’sgoing well and what needs fixing, without diggingfor it. Food & Drink International 23www.fdiforum.netMEASUREMENT AND MONITORINGsupport and knowledge transfer we have seen from HarfordControl.“We often hear the word partnership used and abused, butHarford have been real partners on our lean journey. Apartfrom support and training on their fully integrated system, wesimply know that if any member of our team hits a snag theycan call the Harford team at any time and get the help theyneed. As stated in the presentation it’s the ideal tool kit indriving performance improvement towards manufacturingoptimisation.”Benefits to date include:• A highly efficient and quality-driven bottling operation.• Specifically-defined operational KPIs, covering qualityand cost management• Management empowerment• Development and ownership for production operators• An evolving employee training and development schedule• A sense of quality in every facet of the business• An overarching sense of consistent improvement and notresting on achievements made so far.• A truly supportive partnership with the Harford team,whose support goes far beyond supply, installation andequipment service.To find out more about the case study, or to discuss similarmatters, email Craig Mochrie atcraig.mochrie@morrisonbowmore.co.uk or Roy Green atroy.green@harfordcontrol.comThe recent Food & DrinkInternational seminar ‘Lean &Learn Together’ proved apopular speech at the PPMAShowINTERNATIONALFood&DrinkFood&DrinkLean and learn togetherwith Food & Drink International and Harford Control Thanks to everyone who attended our topical seminar, featuring one of the major names in Scotch whisky, Morrison Bowmore, at the PPMA Show. Visit www.harfordcontrol.comfor more information.20-23_Layout 1 20/10/2014 08:46 Page 424 Food & Drink Internationalwww.fdiforum.netPLANT MAINTENANCEFood manufacturers are under growingpressure to comply with increasingly strictregulations for food safety – but this goeshand in hand with maximising theproductivity of their facilities. Therequirement is therefore to ensure plantmaintenance is totally effective, reducingexcessive downtime and meeting all thevarious safety standards.In the food and drink industry there’san added perspective as companiesincreasingly need to adhere to a range ofstandards and directives, which emphasisesthe importance ofeveryone involved inmanufacturing playingtheir part. For example,the EU’s MachineryDirective, in particular theprinciples for integratingsafety, emphasises the roleof the machine developer,while in accordance withPUWER, the people and companies whooperate a machine or have responsibilityfor work equipment have the obligation.In addition, bodies such as OSHA inthe US issue guidelines regarding theminimum requirements of the respectivedirective, and therefore support thehealth and safety of employees as wellas protecting the environment. Thisis achieved by monitoring,circulating and applying thousandsof standards and directives in eachcountry. The challenge is therefore tokeep on top of this and it’s not surprisingthat organisations such as Pilz haveenjoyed great success with theirtraining opportunities relating tomachinery safety and maintenance.Pilz also provide solutions to ensurethat maintenance is carried out in asafe and secure manner. TheirPSENslock security gate system, forexample, is of major benefit and they havenow introduced an add-on module whichprevents the machine starting up againafter the worker has already opened thesafety gate. Up to two padlocks orcarabiners hooks can be attached to thesafety gate system.Being able to identify potentialflashpoints well in advance is the best wayto ensure plant maintenance runssmoothly. Such is the speed of the supplychain and the demands of customers thatmaintenance information systems are nowbecoming more advanced. The old paper-based systems are now becoming veryKeep onmovingCompanies that can identify and act upon maintenancerequirements quickly and effectively are well-placed to win andretain major contractsMettler Toledo Garvens’ newC3000 System ofcheckweighers has been builtwith a flexible setup with openstructures and inclinedsurfaces, which makes for easymaintenance and cleaning24-27_Layout 1 20/10/2014 09:14 Page 1Food & Drink International 25www.fdiforum.netPLANT MAINTENANCEpredetermined way. During plannedmaintenance or clean-in-place, the systemmanaging the valves may still need to belive while work is carried out. It maytherefore be necessary that a valve isdeliberately held, so even if a remotesignal requests the valve to changeposition, it will remain in a lockedcondition to enable work to be donesafely.One major change in terms ofmaintenance for food and drinkbusinesses that may well have an effectcomes in January when it becomes illegalto maintain or repair air conditioningsystems that use R22 refrigerant. Studieshave shown that they have a detrimentaleffect on the ozone layer and its use isnow being phased out. Companies willtherefore have to replace or retrofitexisting plant to allow it to run on a moreeffective alternative such as R407F. Thoseyet to review their existing operations aretherefore strongly recommended to do soas soon as they can to minimiseproduction disruption.It’s not just machinery wherecleanliness and quality has to bemaintained. In the food and drinkindustry, where hygiene is a top priority,ensuring surroundings are of a highstandard is vitally important. Flooring isan obvious area where contamination canoccur and companies such as ResinSurfaces Ltd specialise in offeringsolutions that can deal with extensivecleaning.For example, RSL’s Resuthane TG69has been installed at the processing plantof Kostroma Meats. Strict and intensivecleaning regimes within the facility mean27 ÁSmith Flow Control’s IML lock is asafety device specifically designed toreplace an actuator mounting kitmuch a thing of the past as theinformation is unable to be shared on awider scale and there’s no watertight audittrail – information can get lost ordamaged.It’s increasingly likely that customerswill require extensive information beforecontracts are awarded and renewed and ifit can’t be supplied in a legible andaccessible form, or indeed at all, thechances of gaining contracts are very slim.Making use of a CMMS, like ShireSystems’ Pirana, a fully integratedmaintenance management system, istherefore a huge advantage thanks to itsability to assist businesses in managingand organising their maintenance in ahighly efficient manner. Pirana is scalableto suit companies of all shapes and sizes,and available in standalone, networkedand hosted form, making it particularlyaccessible, but despite its extensive arrayof options, the interface has been devisedto make it particularly easy to use.The good news is that much of thelatest machinery has been devised withmaintenance systems in mind. Forexample, Mettler Toledo Garvens’ newC3000 System of checkweighers has beenbuilt with a robust pipe framework designand a flexible setup with open structuresand inclined surfaces, which makes foreasy maintenance and cleaning. Indeed, itcan even be done in harsh wet cleaningenvironments thanks to its IP65 degree ofprotection. Newly designed covers alsoallow the toothed belt of a conveyor to bechecked quickly and easily even duringrunning production.There are other ways in which safety isassured while maintenance is taking place.For example, Smith Flow Control’s IMLlock is a safety device specifically designedto replace an actuator mounting kit. Itlocks the actuator in a desired position,both remotely and locally. Under normalconditions, actuated valves respond toprocess commands in a largely automated,24-27_Layout 1 20/10/2014 09:14 Page 226 Food & Drink Internationalwww.fdiforum.netSpeed Monitoring with PNOZmulti 2Drives can now be monitored safely using the new motion monitoring modules for the configurable control system PNOZmulti 2. Functions to monitor drives include; Safe Speed Range: SSR, Safe Speed Monitoring: SSM, Safe Direction: SDI and Safe Operating Stop: SOSIncrease Productivity of Plant & Machinery• Motion monitoring modules available for one axis or two axis • Common incremental encoders can be connected using drivespecific connection cables with the Mini I/O interfaceReduce Costs at Maximum Safety• Implementation of safety functions in acordance with EN 61800-5-2 • Simple configuration of the functions via certified software blocks in the PNOZmulti Configurator Scan the QR code to find out more about the PNOZmulti 2PNOZmulti 2PNOZ m EF 4DI4DOR000007 0.1772143X233344344X1 X3I013I114I223I324Pilz Automation Technology Corby NN18 8TJ 01536 460766 sales@pilz.co.uk www.pilz.co.uk PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324 PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324 PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324 PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324 PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324 PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324Inc& M•M on•C co ca PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324oductivity of Plantease PrrMachineryotion monitoring modules availane axis or two axisementalencodersommoninconnected using drivespecific coables with the Mini I/O interface PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324able for canbeonnection PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324 PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324 PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324Re•IacSim via PN PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324duce Costs at Maximum Samplementation of safety functiondancewithEN61800-5-2cormple configuration of the functie blocks in tha certified softwarNOZmulti Configurator PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324afetyns in ions e PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324edDrivescannowbemonitool system PNconfigurable contrFunctions to monitor drives incluSSM,ectioSafeDir:SDIaechnology Corby NN18omation Tilz Aut PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324d safely using the new motion mNOZmulti 2. ude;Safe Speed Range: SSR,ndSafe Operating Stop:SO.pwwJ 01536 460766 sales@pilz.co.uk w8TT PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324onitoring modules for theSafe Speed Monitoring:pilz.co.uk PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I324oScan the QR code teabououtmorfindPNOZmulti 2 PNOZ m EF 4DI4DOR000007 0.177214333344344I013I114I223I32424-27_Layout 1 20/10/2014 09:14 Page 3Food & Drink International 27www.fdiforum.netPLANT MAINTENANCEthat the surface is almost constantlywet, so the floor finish was requiredto have suitable slip resistance forwet areas. The floor substrate alsohad drainage channels which thefloor finish had to incorporate.Resuthane TG69 is able to be laid tofalls to enable the water and processliquids to drain into the channels andkeep the surface as free from water aspossible. It’s also a non-taint foodproduct certified by Campden BRI,thereby making it suitable forproduction facilities such as this. A further benefit is the ability to incorporate distinct colours inthe floor – in this instance, Flint (dark grey) and Salsa (red), tohighlight the different process performed in the different areas.The Salsa colour was used for areas where meats were processedand the Flint colour was used to highlight areas not classed ashigh risk. The finished result was a hygienic and safe surface floorfinish with a high anti-slip quality.Manufacturers who can identify and address potentialflashpoints as soon as possible are well-placed to ensureproduction remains consistent and uninterrupted, and that theycan win and maintain contracts from increasingly demandingcustomers. Any potential saving in the short term that may comefrom compromising on maintenance is only going to beovershadowed by the costs of downtime, lost contracts andextensive repair in the longer term.PHOTO: SHUTTERSTOCK.COM/COREPICS VOFManufacturersneed to identifyand addresspotentialflashpoints as soonas possible toensure productionremains consistentand uninterrupted24-27_Layout 1 20/10/2014 09:14 Page 4Many companies have expandedin recent years with impressive newdistribution facilities, usually inextremely convenient locations, toallow them to better serve theirgrowing customer bases. Aconvenient location will only getyou so far, however, and thechallenge that faces manycompanies is how to ensure qualityremains high.The sector-wide push towards highstandards has been illustrated as Septembermarked five years since the introduction ofthe Europe-wide Driver Certificate ofProfessional Competence. In the UK, lorrydrivers with “acquired rights” – that is,those who were driving professionally beforethe introduction of the CPC – should havecompleted their first block of training,thanks to a requirement to carry out 35hours of periodic training every five years.The latest figures show that 24,245,741hours of periodic training have been takenby professional drivers since the CPC wasintroduced. The content of each course isthe equivalent to at least a Level 2 NationalVocational Qualification, and those with“acquired rights” who hadn’t completedtheir first round of periodic training bySeptember risk being fined. AlastairPeoples, Chief Executive of the DVSA,points out, “DVSA enforcement officersalready routinely check the Driver CPC28 Food & Drink Internationalwww.fdiforum.netTRANSPORT AND LOGISTICSstatus of professional drivers. Not beingaware of Driver CPC is not an excuse fordrivers or operators and there will be noamnesty period.”The challenge for those involved in thelogistics sector across Europe is that, whilethe legislation spreads across the EU,different countries have different dates tointroduce the Driver CPC requirements,with Germany, the Netherlands, Belgiumand Sweden among those not having toadhere to the standards until September2016. However drivers who are nationalsof an EU member state must obtain theinitial qualification in the member statewhere they normally reside – so UKdrivers driving in Germany, for example,will be judged on the UK criteria.The aim of the Driver CPC is obviouslyto increase standards across the industry,and indeed across the world andcompanies such as Mercedes-Benz offerexceptional training courses to ensuredrivers are fully up to date. As the supplychain becomes increasingly complex andcustomers and consumers demandproducts on shelves faster and moresecurely than ever before, making surestandards are met should avoid manypotential flashpoints. This drive, and the importance of allstakeholders working together, can be seenwith a pioneering degree course has seen itsfirst graduates. 21 successful students havegraduated with the foundation degree inleadership and logistics, launched in 2012by Morrisons and the Logistics Institute atHull University Business School.Around a hundred Morrisons staff willeventually obtain skills and knowledge inthese topics through the programme, whichcontinues until 2016. The bespoke, part-time industry foundation degree wasformulated by the Logistics Institute inconsultation with Morrisons to providecutting-edge training to the retailers’High quality logistics developmentssuch as Latitude 135, Wakefield inthe UK are helping the industrySettingthe standardsLogistics companiesare aiming for thehighest standards toland new contracts andadhere to stringent newregulations28-31_Layout 1 20/10/2014 09:16 Page 1Food & Drink International 29www.fdiforum.netTRANSPORT AND LOGISTICSbreeders well in excess of 20% this year.The new lorry features top of the range,innovative systems that will help maintainthe highest levels of chick welfarestandards, while significantly supportingthe chick sales part of the business.”Making sure vehicles are wellmaintained is another aspect thatimproves logistics performance. GlobalBrands has enjoyed this benefit with itsfleet of Mercedes-Benz delivery trucks,recently added to in the shape of its firstNew Actros tractor unit. Working fromGlobal Brands’ main distribution hub inStaffordshire, the 6x2 New Actros 2545has a flat-floored BigSpace cab and arrivedvia Mertrux, Derby. The same dealer alsosupplied the operator’s four other tractorunits and a 26 tonne rigid.The new vehicle is the subject of a31 Álogistics division. The programmeincorporates modules covering academicand management skills, human resourcesmodules and operations management, aswell in-depth leadership and logisticsstudies. Upon completion of thefoundation degree they are eligible to enrolon the final year of a full degree course toupgrade their qualification to a BSc.David Grant, Professor of Logistics,says, “Retail logistics, the backbone of anyretail operation, is becoming increasinglysophisticated with a subsequent need formore highly qualified personnel. Thecourse has been specifically created forMorrisons as an investment in theirpeople and the future growth of thebusiness. The emphasis on practicalbusiness improvement projects ensures thehigh quality learning they have receivedwill bring about real benefits both forthem individually and for the performanceof the business as a whole.”The high quality of vehicles andfacilities also play their part in driving upstandards – especially important whenconsumers are after assurance the mostethical approach has been taken toproduction and distribution. NorthernIrish company Moy Park, for example, hasinvested in a new, state of the art chickdelivery lorry that will help the companyincrease sales to almost five million parentstock breeders this year. The lorry isdesigned with high tech ventilation,heating and cooling controls to ensure thevery best welfare standards duringtransportation of the chicks. David Gibson, Director of Agricultureat Moy Park, says, “This new chickdelivery lorry will allow us to meetincreasing demand across our agriculturebusiness. This part of the business hasexperienced phenomenal growth – with an80% growth in sales over the last decade,and an increase in sales of parent stock21 successful students have graduated with thefoundation degree in leadership and logistics,launched by Morrisons and the Logistics Instituteat Hull University Business School28-31_Layout 1 20/10/2014 09:16 Page 2Next >