The challenge
Beam Suntory’s Segovia plant had been using traditional continuous improvement (CI) methods and followed a project approach to achieve incremental performance improvement. However, while this yielded some good results, several challenges still existed:
- The approach resulted in ‘pockets’ of excellence, which meant achievements in best practice execution were dispersed across the plant
- Employee engagement was diminishing in some areas
- There was a lack of alignment between functions
- Plant effectiveness was not fully realized due to limited workforce involvement in projects and meetings
Plant management weren’t achieving their goal of standardized, systematic high performance.
Industry
Beverage
Beam Suntory is the world’s third-largest premium spirits producer. With over 6,000 employees worldwide, the company has offices, distilleries and sales organizations based around the world.
The solution
- Define the key best practices
The principal metric for the distillery’s performance is grain yield, so the TRACC implementation was focused on the MAKE practices (except for Setup Time Reduction, which only applied to the bottling plants). - Embed TRACC best practices
Created one cohesive system that integrated the following practices:
• Operations Alignment
• Leading and Managing Change
• Teamwork
• 5S
• Asset Care
• Autonomous Maintenance
• Focused Improvement - Create awareness
Initial best practice implementation involved Leading and Managing Change, Teamwork and 5S to create awareness and build unity across all teams. 5S allowed the teams to witness the evolution and improvement of the plant first-hand and sustain engagement levels.
The results
A continuous improvement culture is now the site’s driving force
€1.8 million hard savings on raw materials after TRACC rollout
4.3% improvement in grain yield
Empowered team making effective decisions, offering suggestions, and presenting improvement ideas
From our client
“CCi’s TRACC Solution is one of the first systems that I have seen that allows interaction or feedback from the people that are on the plant floor… So that it becomes a programme they own and not one where they are just told what to do.”
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