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Transcript of Food Safety & Quality Journey -...
Food Safety & Quality Journey
Britannia Industries Ltd.,
N. R. Selvaraj
General Manager & Head Corporate Quality
CII Food Safety & Quality Summit, 12th Oct, 2012
4
With over 90 years of heritage, Britannia is amongst the oldest food companies in India.
Today it is a $ 1 billion strong company with consumer offerings that span bakery and dairy.
It is in the business of making enjoyable food healthy and accessible. An effort consumers acknowledge by voting Britannia the most trusted food brand in India
5
Key Milestones
Over 100 years of heritage, serving a billion Indians
1983
R 1,000 MMUSD 20 MM
1999
R 10,000 MMUSD 220 MM 2003
R 15,000 MMUSD 326 MM
2012
R 55,000 MMUSD 1Bn
1892
Set Up
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Purpose
Business Vision
Business Goals
Help people enjoy life – thru healthy snackingMake enjoyable food, including beverages, healthy &
accessible to all people, any time, anywhere - everyday
Make Britannia the favorite food brand of a Billion Indians & the best FMCG to work for & partner with.
Transform Britannia from Bakery Products to Healthy Snacks -with an international presence
Secure #1 or #2 position for all our brands in chosen value-spaces & markets.
Create a business model that is hard to replicate
By March 2016:
Double the top line and bottom line At least one Britannia brand purchased and consumed by 50% of all
Indian households once a week
Purpose, Vision and Goals
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Health and Wellness Delight and Lifestyle
Kids Nutrition Adult Health Khatirdari Snacking Indulgence
Dairy & Breakfast Cereals
Our products
88
TECHNICALCOLLABORATIVE/
LEARNING PARTNERS
ON GROUND PARTNERS
RESOURCE PARTNERS
ADVOCACY PARTNERS
Building awareness and creating platforms for action through partnerships
Britannia Nutrition Foundation
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• No. 1 Food Brand
• No. 1 Food FMCG
• No. 1 Trusted Brand
• No. 1 India’s most respected companies
• No 5 FMCG
Britannia : India’s Most Trusted Food Brand
10
2010: IMC Ramakrishna Bajaj National Quality Award:
Performance Excellence in Manufacturing category forCorporate Office, Uttaranchal and Sunandaram Foods
2011: CII Food Safety Award for Delhi Factory and Merit Certificate for JBM Gwalior on best practices in Food Safety
2011: IMC Ramakrishna Bajaj National Quality Award :
Highest Award in Manufacturing Excellence for CorporateOffice, Delhi , JBM, Uttam Foods and Paramount
Asia Pacific Quality Award in Manufacturing Category –Best in Class Award - to receive on 14th Oct 2012.
Quality Awards
1212
90 Manufacturing locations
3300 Distributors
3.6 Million Retail outlets
Our Presence
90 Manufacturing locations
3300 Distributors
3.6 Million Retail Outlets
5
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- Benchmarking our processes to achieve business excellence.
- Building individual competency and organizational capability to create a culture of excellence.
- Integration of initiatives to achieve the business goals
Building sustainable advantage by developing superior business processes in the organization
What we want to be
1515
90 Manufacturing locations
3300 Distributors
3.6 Million Retail outlets
Quality challenge
• Diversified Manufacturing Foot print
• Diversified product portfolio.
Product challenge
• Product shelf life• Product vulnerability to
handling• Number of Brands Sub
brands, Varieties and SKU’s
Challenges in Standardization
90 Manufacturing locations
3300 Distributors
3.6 Million Retail Outlets
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THE CORE Quality
Competence
Q Next
P Next
I NextE Next
B Next
Quality Standardization
Process Standardization
(Operational Excellence)
Cost Optimization
Best Practices in Information
Management
The Core & The Adjuncts
Practices in Environment Management
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• Food Safety & Quality• EHS• Other Company policies
Policy Level
• Operational Excellence• People CompetencyStrategic Level
• Audits & Compliance• Documentation• Process compliance
Quality Process Standardization
• CQI• Complaints• Q Score
Key Quality Metrics
• ISO 22 K• BRC• EHS
Certification
• Business Excellence Quality Awards• Food Safety Awards
External Benchmarking
Core Competency
1818
Quality Non-
Negotiables
Quality Enablers
Ways of Working
Metrics &Reporting
Britannia’s initiative to Transform its Consumer Delivered Quality to the Next Level speedily, dramatically and sustainably
Q NEXT
1919
Consumer Expectations
Product Parameters (Quality Non-negotiables)
Standardization of Process Parameters
Standardization ofEquipment Parameters
Standardization ofPractices
Focussed Improvement through people involvement
AM SOP’s
KAIZEN
Application of TPM Pillars – Kaizen & Autonomous Maintenance
Q Next Model
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Competitive advantage through Operational Excellence
Total Productive Maintenance (TPM)
- Raise the consumer delivered quality of products to the next level (Q Next)- Impact Productivity Cost, Delivery, Safety and Morale at workplace
FactoriesPilot initiated at depots
Statistical Quality/Process Control tools of
TQM
- Improve consistency of process and product delivery- Develop competency in using statistical tools to solve a problem
Factories and related functions
Lean Six Sigma
- Improve effectiveness of processes- Develop competency in using practical problem solving methodology
Non-manufacturing & Central functions
Periodic Review by Steering Committee
Challenging National Quality Awards to benchmark processes
P NEXT
Process / Operational Excellence Program
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Information systems to enable capture data at all stages of process.
All workflows have escalation matrix built-in that gets triggered on reaching specified criteria.
Back End Process
Quality Module of
SAP
Vendor Management
Portal
Online Process
Technology Transfer
Processes
Quality Processes
Front End Process
Consumer Complaints
Key Quality Metrics
I NEXT
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Environment, Health and Safety frame work
E NEXT
» EHS policy considering all critical parameters» Development and deployment of Safe Operational Control Procedures» Score card to demonstrate commitment to EHS» Online Incident Management System workflow
EHSPOLICY
BUSINESS AND
LEGAL REQ
RISKMANAGEMENT.
GOALS AND
TARGETS
EHSPLANNING
RESPONSIBILITY AND
ACCOUNTABILITY
TRAININGAND
ASSESSMENT
PRACTICEAND
PROCEDURESEHS TOOLS
CORRECTIVE & PREVENTIVE ACTION
OTHER BUSINESS – OFFICE / PROJECTS / DEPOTS / SALES
PERFORMANCE MANAGEMENT
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E NEXT
Environment Focus: Fuels & Alternate Technology
Direct Gas Fired Oven
Thermic Fluid Oven
IR Technology
Biogas plants
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BIL’s approach towards systemic cost reduction program involving all internal
stakeholders - without affecting Quality.
Achievement • Delivered 4-5% of NSV Savings • Contributing to BIL Operating income and improving competitiveness
Team • Dedicated functional work-streams including multiple regional representatives
The Initiatives
Procurement• Raw material and
Packaging materials • Technical
collaboration and tie up with specialist vendors
Manufacturing• Achieving operational
excellence through cost modeling
• Wastage reduction• LTCP development
and finalization
Distribution• Total cost optimization• Synergy and
integration of verticals• Increasing truck
utilization – Primary and secondary freight
B NEXT
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Ingredient Handling
Batch handling Bulk Handling
Mixing Batch Process Continuous Mixing
Feeding to Packing
MachinesManual Auto Feeding
Air Tight Carton Filling
Manual PanPack Auto Feeding
Secondary Carton Filling
Manual Auto Cartoning
Loading to Trucks Manual Auto-Loading through
Retractable Conveyors
Quality Through Technology: BIL’s focus
28
Consumer Perceived Quality
Consumer Perceived Quality Assessed for products at different stages of shelf life.
Sensorial Parameters tracked through trained and validated sensory panels.
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Unified Quality Systems
Benchmarking of Quality & Food
Safety Processes
Data & Knowledge Management
Q Score at units for Continuous
improvement
System and Process certifications
Constant Tracking of Consumer Centric
Attributes
Key Achievements
30
LEARNING
Not to forget basics of Food Safety.
Documentation is important, but documentation is not all. Documented actions are important.
Why SOPs don’t work.
Make simple SOPs. A complicated SOP that cannot be implemented is as good as not being there.
Food Safety and Quality must be demonstrated. People follow the leader.
Improvements must be made after sustaining previous improvements in an area.
Ego is good for Quality. Bad Quality hurts ego. People like to feel proud of what they produce.
People tend to break rules when things are monotonous. There must always be new learnings which will keep them challenged.