SIX SIGMA IMPLEMENTATION AT MAPLE LEAF FOODS

PRESENTED BY(U113043)SANAT PURI

(U113078)BIBHUTI PRASAD NANDA(U113117)SWETA RATH

COMPANY BACKGROUNDCanada based companyProvides prepared meats and bakery goods and distributed to 80 countries120 plants across US and Canada with total employees numbered approximately 23,000In 2004MLF reported sales of $6.4 billion and net earnings of $107 million.

The Protein Value Chain Group

meat products and agribusinessfresh and processed meats, animal nutrition, hog production rendering operations

The Bakery Products Group

fresh bakery products frozen bread products fresh pastas and sauce

build brandsdrive costs outinnovateadd value to products;add value for customers diversify globally

STRATEGIC PRINCIPLES

OPERATIONS DIVIDED INTO 2 GROUPS

Became a Six Sigma organization in 1999 and company’s first Six Sigma projects were completed in 2000.

Objective was to build a corporate culture of continuous improvement.

Tried to align Six sigma with the organization culture.

By the end of 2004, MLF had more than 100 full-time black belts in the organization and had realized $70 million in savings from projects.

6SIGMA AT MLF

Six Sigma @ the Edge was designed with a strategic objective to engage front line employees in Six Sigma methodology and tools.

Ultimate aim was to enable each employee to enhance and to realize his or her full potential and to help Maple Leaf benefit from those ideas and energy.

Plans were to have Six Sigma @ the Edge piloted at one or two manufacturing sites and possibly one non-manufacturing site before roll-out.

Criteria involved were- 1.The site has a plant manager and executive to

participate in Six Sigma @ the Edge. 2. The plant management team is relatively capable

and progressive 3. The site is able to assign a site coordinator for the

duration of the pilot, which could be approximately 12 months

4. Strong supervisor leadership program (SLP) participants a plus

5. Strong local black belt 6.Some prior amount of hourly and/or supervisor

involvement in Six Sigma projects a plus

6SIGMA @ THE EDGE

The Rivermede plant, located near Toronto,is a part of the 10 plants in the Frozen Bakery IOC within Canada Bread.

Rivermede’s products included breads, rolls, bagels, flatbreads, croissants and turnovers.

Anthony Scire was the plant manager at the Rivermede plant, his experience included positions as production manager, maintenance manager, business unit manager and plant manager.

Challenges for Anthony are- getting consistent performance from operations and managing the complexity of product line

Focus was to create a disciplined environment and manage performance and cost accountability. For this they made a number of changes that involved people and leadership, processes and equipment.

REVERMADE PLANT BACKGROUND

Six Sigma was rolled out to the Frozen Bakery IOC in late 2000, and the first Six Sigma projects began in early 2001 which failed.

In a major capital project — new mixers for the bagel line Anthony after initial failure started it by using design of experiments methodology and in the end were successful in increasing water absorption on the mixers by 10 per cent.

Following the successful mixer DOE project, a number of other Six Sigma projects were initiated at Rivermede and many of them were successful.

According to Anthony key to a successful Six Sigma project are an energetic and capable project leader, a supportive champion, clear goals and problem statement, and discipline to the process along with strong participation from the supervisory and hourly ranks.

6SIGMA AT RIVERMEDE

The Rivermede plant had been nominated for participation in Six Sigma @ the Edge.

• Whether the plant was ready for full roll out of Six Sigma.• Needed to involve the people on the shop floor to eventually get the full value from Six Sigma.• Identify the resources needed for implementation• Training costs• Change the dynamics in the plant- the roles of managers, supervisors and the plant workforce would change

Issues involved were-

RIVERMEDE AND SIX SIGMA @ THE EDGE

THREATS•Lack of understanding of Six Sigma as a tool•Lack of movement from “Black Belt-centric” six sigma to “management-centric” six sigma•Bad communication•Rapid demand for six sigma support on complex and substantive issues

STRENGHTS

•Successful tool •Black Belts = Six Sigma Experts •Six Sigma helps leadership skills •A efficient way of doing business

OPPORTUNITIES

•New concept •Six sigma is on the “outside” •Lack of background knowledge •100% commitment from all employees •Teamwork

WEAKNESS

•New concept •Six sigma is on the “outside” •Lack of background knowledge •100% commitment from all employees •Teamwork

SWOT ANALYSIS OF IMPLEMENTING 6SIGMA

Problems while implementing Six Sigma:People had to buy into the program of Six Sigma -

if people didn’t buy into the idea of Six Sigma then the program wouldn’t work because the program needed 100% effort from its employees.

Making sure the ideas and concept of Six Sigma are never forgotten and be like second nature.

Implementing the Six Sigma program itself. The problems that’s going to occur when Six

Sigma is implemented. The morale of employees - meaning how

employees would take to the change of Six Sigma

Solutions to these problems include: In the case of McCain, in order to solve that problem he invested a lot in human resources and human resource professionals.

The company had to emphasize Six Sigma and highlight the qualities and benefits of using Six Sigma. They had to know that Six Sigma was successful in the past for other companies and with time it will be for their company. The company had to make sure that when they did implement it, the strategic plan was analyzed thoroughly and understood by all the people. In the case of Maple Leaf Foods, instead of immediately implementing it, they first concentrated on building the infrastructure of the program. With an added bonus of doing that, it added curiosity to people of Six Sigma and the program. With all new programs and concepts that are implemented, there is always going to be resistance. So they created “black belts” and “green belts” people to help solve any problems in the design process, projects, leading projects, managerial and employee questions

THANK YOU