China Tolling Facility
Challenge: A China-based manufacturing toller of specialty chemicals had had challenges meeting volume commitments to customers for the previous year. These misses were mainly caused by unplanned major shutdowns due to poor reliability of critical equipment.
This greenfield facility was commissioned with new local management and operational team. Audere Partners worked side-by-side with management to establish an effective organization structure and management system in each department, integrated across the operation, that would shape the desired Behaviors to achieve safety, cost and productivity targets. Particular focus was given to developing a foundation for best practices in the following areas:
Creating a safety focused culture
EHS processes including MOC and safety observation actions management and tracking
Team building and maturation
Lean and six sigma tools including: Visual management, cycle time improvement techniques, pareto analysis and root cause analysis
Formalized key processes with RACIs
Short interval control, production loss accounting
Leading teams, setting expectations, delegating, and managing performance
Shop floor coaching and engagement through structured and frequent Gemba Walks
Management system including planning and performance review meetings and KPIs
Results of our engagement include:
The commissioning and ramp up schedule were completed on time and on budget while exceeding quality and productivity targets with no EHS incidents.
Key quality, and food safety certifications were passed on the first try, and the operating rhythm of each department was ingrained.
No safety incidents occurred; the structural foundation of the safety culture was installed.
“The new management system allows us to get to root cause and control non-conformance issues quickly… if we didn’t have these tools we would take much longer to achieve resolution”