Seeing reliability at the world’s largest citrus processing facility

Seeing reliability at the world’s largest citrus processing facility

[This post was provided by UE Systems.]

The Wonderful Company is a private organization that produces some of the top brands in food and beverage, including Wonderful Halos, Wonderful Almonds, Wonderful Pistachios, POM Wonderful, FIJI Water and even floral delivery service Teleflora. Almost half of U.S. households purchase a Wonderful product – in fact, each item in the above list is No. 1 in its category. The Wonderful Company strives to embody sustainability, organic nutrition, social responsibility and wellness and employs a strategy called SOAR: Simplify, Organize, and Achieve Results.

All of the above makes the Wonderful Company an ideal candidate for reliable maintenance practices. That was the subject of CMRP and SMRP Board of Directors member Bob Kazar’s keynote presentation on the first day of Ultrasound World XII and Reliable Asset World III in May 2016, located in sunny Clearwater Beach, Florida.

Reliability goals

When Bob took over the position of director of reliability systems for the Wonderful Company, he was given a clear objective: Double productivity within the D2 Halos plant in Delano, California, in five years. The Wonderful Company focuses on the lean manufacturing school of thought, meaning the organization was willing to support Bob’s initiatives if they could bring about higher efficiency. That certainly helped the process to succeed, but successful reliability takes buy-in from every level and division within a company.

Before anything else happens, reliability and safety requires detailed inspections and assessments. It was also important for Bob to effectively describe a reliability program to everyone from upper management to the workers on the floor. The easiest way to do so is to use The Reliability Pyramid, which is broken into five levels:

Daily maintenance – Gain control of the work
Proactive maintenance – Gain control of equipment condition
Organizational excellence – Create an environment that allows various groups to maximize contributions
Engineered reliability – Systematically eliminate sources of potential failure
Operational excellence – Assure alignment of financial, corporate, sales, marketing and consumers
With the operational goals established and defined, Bob could begin to make headway toward a reliable future at the Delano facility.

Leveraging the SMRP Body of Knowledge
When it comes time to actually putting the reliable maintenance plan into motion, Bob leaned on SMRP’s five pillars within its “Body of Knowledge”:

  • Organization and Leadership
  • Manufacturing Process Reliability
  • Equipment Reliability
  • Business and Management
  • Work Management

Organization and Leadership
This pillar involves a large amount of time spent defining the problem and identifying shortcomings across processes and structures. Bob targeted key areas for improvement – defining roles and responsibilities, improved precision skills, reorganizing the structure, aligning strategic focus and metrics, and evaluating the business impact of reliability.

For example, 9 percent of components in Delano were missing or loose, 15 percent of chains were broken or off-track and 12 belts had tension and alignment issues. At least 40 percent of failures had to do with bearings, lubrication, fasteners, assembly, alignment, or belt splicing and tracking.

From there, Bob developed a map of roles and how they relate to each other, created a Proactive maintenance team, held off-site training sessions to develop precision skills, and followed up with weekly team discussions, one-on-ones and teambuilding exercises.

Manufacturing Process Reliability
Here, the objective is to align environment, health and safety strategy with goals, develop process standards, learn the manufacturing process and oversee reliability and operational KPIs.

By aligning processing and maintenance shifts, Bob helped bring teams into alignment and have different members understand other steps in the manufacturing process. Additionally, with all these changes, Bob restructured the online organizational hierarchy, with different folders for specific asset information and a consolidated storage location. Further, having operation, maintenance and engineering collaborate afforded a chance at a world-class reliability program.

It’s important to relate all of these processes back to the end product and customer – for instance, knowing the quality requirements for customer satisfaction and taking measures to ensure those standards are consistently met.

“Bob had a clear objective: Double business in five years.”

Equipment reliability
Once leadership and processes fall under reliable practices, next is the equipment itself. For this, it’s necessary to review performance and analyze criticality, justify costs to budget for support, set reliable expectations and establish asset strategies.

In the case of the Delano halos plant, Bob found six focus areas for improvement, like Conveyors and Baggers. Using his data, he was able to establish strategies like inspections using UE Systems’ Ultraprobe 9000. He also built in inspection routes for uptime and downtime execution. It’s more important to focus on the basics – lubrication, precision techniques, quality parts and continuous improvement.

Plus, by estimating the cost of early failure and avoiding those, Bob’s team was able to make the financial case for more equipment, tools or resources, as needed.

Business and Management
This is a step away from the manufacturing floor and toward the front office. Here, it’s about the business case, project communication, resource allocation, risk management, strategic planning, change management and roles and responsibilities.

Bob’s team made a case for reliability education, identified five production areas and even brought in a few college interns. They also highlighted safety records, communicated a common vision and set continual goals. Plus, they estimated budget requirements, including historical costs and future projections.

Again, these moves, in particular, pointed to the original goal – double the business in five years. By tying reliability to operational goals, and showing the current and future potential – including safety – Bob made a compelling business case.

Work Management
As the final pillar, Work Management entails capital project planning, effective CMMS utilization, prioritization, work order execution and close out – essentially, all the functional tasks related to carrying out the above changes on a regular basis and in a logistically coherent way.

For example, Bob’s team built a workflow approval process into the CMMS for work requests, established a weekly schedule by coordinating with the operations production priorities, and redefined the existing priorities system. These were just a few of the sweeping changes Bob implemented to optimize work processes. One particularly effective change was the Material Coordination Meeting, during which the team coordinates needs and status, communicates consistently in person, creates a request and delivery process, and views metrics that are valuable to interdepartmental processes.

Sustained excellence
Bob noted that reliability is never a done deal – continuous improvement is necessary even when you meet your goals. To that effect, Bob shared The Wonderful Company’s plan to sustain and build on the work they start in the field of reliability – by bringing in more talent, continuing to educate existing workers, building relationships across the business and investing in CMMS improvements. Those are items that can grow regardless of current goals.

As the opening keynote, Bob Kazar set the tone for a conference dedicated to sustainability, reliability and networking. His presentation touched on every aspect of reliability centered maintenance and provided a unique perspective through his considerable experience.

[This post was provided by UE Systems.]

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