Operator Asset Care Paul Roozendaal, MCE (Lean) Manager, McCain Foods.

paul.roozendaal@mccain.ca

Date: June 6th, 2012

The world of McCain

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50 manufacturing facilities 160 sales markets 19,000 employees Millions of smiles.

Site Profile Carberry, MB

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Unionized HOURLY …. 265

(UFCW LOCAL 832) SALARIED …. 35

Projected Production (Million Pounds) French Fry Line 225+ Preform Line 25+

Launched our MCE Lean Journey in Canada Summer 2006. It is now established in all regions around the world.

Developed & Launched our OAC program in Carberry Mar / Apr 2010. It is now established in 5 of 6 regions with pilot sites around the world.

What is OAC?

• Operator Asset Care ( OAC) is an Operations focused program aimed at slowing the deterioration of our assets. Implementation follows a structured Global model consisting of tools, techniques, best practices and principles.

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Why Implement OAC?

• One of the 7 wastes are ……defects

• Unplanned machine stoppages are defects

• Maintaining our assets ensures more reliable equipment which leads to less: Minor stoppages & Operator frustration

• Direct alignment to the McCain roadmap and Plant KPI’s.

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The 6 steps to an Effective OAC Program

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Start again

Day 1 Day 2 Day 3

1. Education, Goals,

why OAC?

2. Conduct ticketing

& cleaning

exercise,

understand the

need for Visual

access.

3. Impact/difficulty,

Repair, Replace,

Correct, apply

Visual controls.

4. Review manuals,

complete cleaning

& Inspection

check sheets, One

point lessons,

Apply metal Tags

5. Build OAC board &

populate, ticket

system,

performance

tracking, install

counters .

6. Training and

practice runs.

Step 1 Education, Goals, why OAC?

OAC GLOBAL EXPECTATION “Any McCain employee should understand the

status of any OAC program regardless of country or language spoken”

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Step 1 Education, Goals, why OAC?

The Goals of Operator asset care:

• Sustain equipment at an optimal level of performance & reliability

• Reduce the number of machine stops by addressing abnormalities.

• Slow the deterioration of our assets.

• Reduce Operator grief & constant observation.

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Step 1 Education, Goals, why OAC?

OAC is owned by operations not maintenance.

The majority of equipment problems can be detected by operators trained to find the problems at an early stage

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Step 2 Cleaning, abnormalities & Visual access

• Observe equipment in operation before cleaning

• Remember LOTO

• Perform a deep clean and look for abnormalities and malfunctions

• Write a blue Ticket for each identified item

• Identify necessary visual access points

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Step 2 Cleaning, Abnormalities & Visual access

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Visual access to equipment with clear Lexan replacing a solid door.

BEFORE

AFTER

Step 2 Typical OAC Findings

• Broken Interlocks & e stops • Chains exposed • Metal on Metal wear • Mold in hard to reach areas • Loose and cracked belts, • Poor alignment • Missing bolts • Non AIB compliant labels • Cracked air lines • Hydraulic lines fraying, leaks • Misaligned spray nozzles

• Broken seals • No visual controls • Broken welds • Conveyor belts split • Cracked Guards • E-stops not Identified • Dirty or missing sensors • Need for visual access • No lubrication • Water in Air line • Andons broken

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Repair, Replace, Correct

Step 3 I/D, repair, replace, correct

• Complete an Impact/Difficulty Chart : Determine priorities .

• Develop a blue Ticket summary chart

• Assign responsibilities to Repair, Replace and Correct.

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Step 3 I/D, repair, replace, correct

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Align, level and straighten the Mast and Head Carriage

Replace old/cracked dirty air lines

Step 4 Visuals, manuals, check sheets, 1 point lessons, tags

• Review OEM manuals.

• Apply visuals to make checking simple and Obvious

• Design Cleaning and inspect sheets.

• Develop 1 Point lessons.

• Apply metal tags

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Step 4 Visuals, manuals, check sheets, 1 point lessons, tags

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OAC Identification Tags

1 Specific cleaning point, blue circle ( not used for generalized cleaning)

Specific Inspection/checking point, red square

AIB compliant, anodized metal detectable tags are attached to the equipment away from the food flow level. Metal detectable straps may be used to attach tag.

5 Roughly 38 mm (1.5 inches), visible from 3 M (10 ft)

Sample Checklist

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Week of: _________________________

S 1 S2 S 1 S2 S 1 S2 S 1 S2 S 1 S2 S 1 S2 S 1 S2

14 Shift

15 Shift

15 Weekly

16 Shift

16 Shift

16 Shift

17 Shift

17 Shift

17 Test both E-stops on big foot Weekly

18 Shift

19 Shift

20 Shift

21 Shift

21 Test E-stops and interlocks on case shaker Weekly

Shift

Shift

Shift

Shift

Task Description

Corrective Action

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Problem

4

5

6

7

Problem #

1

2

3

Operator Signoff

Supervisor Signoff

Alignment and wear of blue belts and paddle springs

Case shaker infeed, kicker & micro switches

No fiber dust & debris on Taper (vacuum)

Check paddle functions

Infeed gate micro switch on big foot

Infeed gate operation ( timing of eye sensor & cylinder )

No fiber dust & debris on Big foot (vacuum)

Line 9

SUN

OAC - Case Sealer Operator

MON TUE WED THU FRI

Cleaning PointS1 = Days S2 = Nights Inspection Point

No fiber dust & debris on Case shaker (vacuum)

4 Tape roll sensors, 1 case sensor light indicators

Kicker operation ( range of motion & micro switches )

Drag chain condition & alignment (Bigfoot)

Air pressure for bigfoot ( 80 - 85 PSI ) ( no air leaks )

Drag chain alignment & condition (Case shaker)

Tape head, cut-off knife & rollers - remove tape buildup

Test E-stops and interlocks on Taper

# Freq.

Check air pressure on Taper ( 80 - 85 PSI )

SAT

B

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R

7

8

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Inspection Tag #

Cleaning Tag #

Frequency Cycle

Area

Record Abnormalities

Operator signs

Supervisor signs

Record Corrective Actions

Shift Mgr signs

Shift Mgr Signoff

Start Step 4 Visuals, manuals, check sheets, 1 point lessons, tags

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Start Step 4 Visuals, manuals, check sheets, 1 point lessons, tags

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Determine the most efficient path

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23 24

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Step 5 Board, Tickets, Counters and Performance tracking

• Build the OAC board

• Educate on the use of the ticket system

• Install counters

• Train on data collection

• Performance tracking

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Start Step 5 Board, Tickets, Counters and Performance tracking

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Board Owner

One Point Lessons

Checklists

Process Metrics

# of Machine Stops

Mean Time Between Failures (stops)

Red – Problems over 15 days

Blue Problem Tickets Completed Tickets

Deep Cleaning schedule

P.P.S. (A3) Top 2 issues

# of area fixes

Leader STD work

Step 5

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Blue Tickets should be used any time an abnormality is found and correction is required. Safety, Emergency, or operator based quick fixes should be looked after immediately, no Blue Ticket required.

Ticket #

Problem: Date:

Requested By: Shift:

Equipment / Location:

Problem Details:

________________________________________________________

________________________________________________________

________________________________________________________

________________________________________________________

________________________________________________________

________________________________________________________

________________________________________________________

________________________________________________________

Supervisor has reviewed request with Employee: Date:

Work Completed By: Date:

Supervisor has reviewed completed work with Employee: Date:

Employee Sign-Off: Date:

Step 5

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Install counters to collect performance data

Typical Performance Tracking

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Historical Trending

Results through data: Pack line 3

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Goal: Equipment operates without operator Intervention for 300 Min/5 hrs.

Goal

Goal

Goal

Practical Problem solving applied to the scales

A3 applied

Step 6 Train and Practice

• Train all Stakeholder on their Roles and responsibilities

• Practice using the Ticket system

• Moving tickets on the OAC board

• Leader’s standard work for Sustainment

• Collecting stoppage data.

• Apply A3 program to data to eliminate abnormalities

• Apply Governance system to ID & address opportunities on a 6 month basis.

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O.A.C. Governance system

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0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

People and Skills

OAC Boards

Documentation

ChecklistsBlue Tags

Performance Management

Level of Attainment

OAC Program Spider Diagram

O.A.C. Governance system

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Plant:

Possible

# Category Score Points %

1 People and Skills 9 9 100.0%

2 OAC Boards 3 4 75.0%

3 Documentation 7 7 100.0%

4 Checklists 5.5 6 91.7%

5 Blue Tags 3 4 75.0%

6 Performance Management 13.5 14 96.4%

7 Level of Attainment 15 15 100.0%

TOTAL SCORE 56 59 94.9%

Best Need

Practice Improvement

Score Range >85% 65-85% <65%

OAC Scoring Summary

Audit Date:

GoodLevel

Carberry April 5, 2012

Questions & Answers

Maximum 10 minutes

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McCain Foods

• Paul Roozendaal

• paul.roozendaal@mccain.ca

• The world of Operator Asset Care at McCain Foods

Please return your completed session evaluation form to the room host

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