Nestle - Zaka (26)
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Transcript of Nestle - Zaka (26)
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FROM LOSS TO PROFITBY ENGAGING OUREMPLOYEES
Nestle Clayville Factory, South Africa
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Belville.ppt
MosselBay.ppt
EastLondon.ppt
Estcourt.ppt
Harrismith.ppt
Isando.ppt
Clayville.ppt
Doornkloof.ppt
Babelegi.ppt
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FACTORY HISTORYFACTORY HISTORYFACTORY HISTORYFACTORY HISTORY
Nestle Clayville Factory, South Africa
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Nestle Clayville Factory, South Africa
The DairyMaid plant was built in Clayville Industrial area
during 1982.
During 1992, Nestl purchased 50% of the DairyMaid
company and a joint venture, Nestl - DairyMaid was
established.
In April 2002, Nestl secured the remaining 50% and the
company Nestl Ice Cream was formed.
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WHERE HAVE WE COMEWHERE HAVE WE COME
FROMFROM
WHERE HAVE WE COMEWHERE HAVE WE COME
FROMFROM
Nestle Clayville Factory, South Africa
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BUSINESS EVOLUTION
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Volume 29,967 32,060 39,714 46,969 44,813 44,507 47,433 51,434 53,761 47,484
Turnover 165,484 190,647 260,269 306,313 296,246 313,241 337,771 381,628 412,245 401,678
RIG % 14.4 -7.4 -1.4 4.0 4.0 3.8 -3.1
EBITA % -3.2 -2.4 -1.1 4.0 -3.3 -2.3 -0.1 -2.2 -0.7 -7.5
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10,000
20,000
30,000
40,000
50,000
60,000
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Volumes
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
NPS
Volume Turnover
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KEY FACTORY ISSUES
High fixed costs
High factory losses
Lack of motivation job security
People skills, attitude and mindset problem
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WHAT HAS BEEN DONEWHAT HAS BEEN DONEWHAT HAS BEEN DONEWHAT HAS BEEN DONE
Nestle Clayville Factory, South Africa
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WHAT HAVE WE DONE
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WHAT HAVE WE DONE
Remove potential source of employees
discontent orgrievances at their workplace
Corrected the organisation structure and HR systems correct
grading, internal drive on vacancies, policy alignment Improve work environment
Improve the facility for Level 1 and 2
Proper MDWT facility
Better visibility charts
Engage CDI to facilitate MDWT
Monthly Coaching Reviews and MLM
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RESULTSRESULTSRESULTSRESULTS
Nestle Clayville Factory, South Africa
2007 RESULTS
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2007 RESULTS
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Volume 29,967 32,060 39,714 46,969 44,813 44,507 47,433 51,434 53,761 47,484 44,072 45,603
Turnover 165,484 190,647 260,269 306,313 296,246 313,241 337,771 381,628 412,245 401,678 418,503 469,779
RIG % 14.4 -7.4 -1.4 4.0 4.0 3.8 -3.1 1.2 3.9
EBITA % -3.2 -2.4 -1.1 4.0 -3.3 -2.3 -0.1 -2.2 -0.7 -7.5 0.3 3.7
NPS
-
10,000
20,000
30,000
40,000
50,000
60,000
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Volumes
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
Volume Turnover
SIGNIFICANT IMPROVEMENTS
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SIGNIFICANT IMPROVEMENTS
Effective Communication among our people
Skill upliftment
Engagement of workers in their workplace through MDWT
Better teamwork
Change of mindset
Sense of belonging
Employees take pride in the work they do
Purpose in their work
Improved performance of the factory
Improvement in trust and respect
N tl Cl ill F t S th Af i
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FACTORYFACTORY
PERFORMANCE 2007PERFORMANCE 2007
FACTORYFACTORY
PERFORMANCE 2007PERFORMANCE 2007
Nestle Clayville Factory, South Africa
Improvement in Quality
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Improvement in Quality
97.7
98.6
99.5
99.8
97
97.3
97.6
97.9
98.2
98.5
98.8
99.1
99.499.7
100
FTQ Final Release
Quality
2006 2007
%
Improvement in Speed
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Improvement in Speed
86
91
82
89
80
8182
83
84
85
86
87
88
89
90
91
92
Line Efficiency Process Line Performance Process
SPEED
2006 2007
%
Improvement in Speed
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Improvement in Speed
75.8 75
79
61.7
67
71
76.3
80
84
55
57
5961
63
6567
6971
7375
77
7981
8385
Line Efficiency F&P Line Performance F&P MSA
SPEED
2005 2006 2007
%
Improvement in Cost
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Improvement in Cost
-11.79
-5.79
2.15
-12
-10
-8
-6
-4
-2
0
2
4
2005 2006 2007
COST
Factory Controllable Variance
R Mio
Improvement in People
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Improvement in People
96
97.4
95
95.5
96
96.5
97
97.5
2006 2007
Attendance
%
Improvement in People
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Improvement in People
7.7
2.2
0
1
2
3
4
5
6
7
8
2006 2007
LTFR
ppm
Nestle Clayville Factory, South Africa
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MDWT IN CLAYVILLEMDWT IN CLAYVILLEMDWT IN CLAYVILLEMDWT IN CLAYVILLE
Nestle Clayville Factory, South Africa
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Nestle Clayville Factory, South Africa
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PROBLEM SOLVINGPROBLEM SOLVING
WORKSHOPWORKSHOP
PROBLEM SOLVINGPROBLEM SOLVING
WORKSHOPWORKSHOP
y y,
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LESSONS LEARNT TO ENSURE SUCCESS
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Perseverance
Quality of implementation having proper facility
Monthly Coaching Review challenging the team
Monthly MLM review recognising the team
Involvement of Coaches and Sponsors
Special recognition
WHAT HAVE I LEARNT FROM THE PROCESS - TEAM LEADERS
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Line issues surface freely and are acted upon by the team in
a very proactive and cooperative manner
Team members gain better understanding of company goalsand values
Since team goals are aligned with company and factory
goals, collaborative efforts move in one direction which brings
better results, not only in quality and quantity but also in
speed of execution.
Culture of results orientation is enhanced at all levels in the
organization
WHAT HAVE I LEARNT FROM THE PROCESS - COACH
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Modules Implemented: Goal Alignment & 5S
Involvement with the Teams & using the tools in Goal
Alignment & 5S has boosted the Team confidence in
addressing & solving issues.
Better understanding of targets & expected outputs of the
individual teams. Better alignment between Team Goals and the Business
Goals (Factory KPIs)
Driving Continuous Improvement by taking ownership &
responsibility of the processes.
VIDEO
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Mr. Frits Van Dijks Visit
Mr. Ian Donalds Message
Clayville Choir
SUSTAINABILITY
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Ice Cream Rules of the Game
Never let an ice cream businessNever let an ice cream business
"cruise""cruise"
... it is like driving a car uphill:if you ease your foot off the
accelerator, the car goes
backwards!
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