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The Tetra Pak OCR programme, a process that assists customers in reducing costs and improving productivity, has helped SADAFCO achieve machine up-time of 37.5hrs a week and reduce operational costs.

Saudia Dairy and Foodstuff Company (SADAFCO), a producer of tomato paste and long-life milk, was invited to participate in Tetra Pak’s OCR programme in 2007.

Tetra Pak’s OCR initiative is based on industry standards from World Class Manufacturing (WCM) and its relevant tools and methodologies, which have been adapted for application to dairy as well as juices, nectars and still drinks plants that run Tetra Pak processing and filling lines.

Tetra Pak’s specific methodology, which is called ‘focused improvement’, involves focused activities to elevate the performance of a specific part of a plant, with the objective of reducing operational costs, increasing production capacity and improving line performance.

In the pilot phase of the SADAFCO OCR project, which the company conducted at its Jeddah factory, SADAFCO’s management team worked with Tetra Pak to conduct a detailed analysis of its operating costs.

This included labour costs, utilities costs and the costs associated with packaging and product waste, service and spare parts.

Based on this analysis, the company identified key improvement areas and set targets for savings in each area.

SADAFCO trained three teams in OCR focused improvement of cleaning in place (CIP), filling and distribution equipment (DE).

Over a period of eight months, they achieved the following savings: CIP team set-up time reduction – 17 per cent; filling team lost time – 27 per cent improvement; DE team lost time – achieved 14 per cent improvement; and overall equipment effectiveness improved from 60.7 per cent to 64 per cent.

Following this pilot stage, SADAFCO expanded the scope of its OCR programme to include two additional lines.

The aim was to ensure the OCR methodology and focused improvement culture would gain sufficient momentum in the company to become self sustaining.

During this phase of the programme, SADAFCO formed two working teams per line, which concentrated on three production lines, including preparation, processing and filling.

Team 1 focused on reducing the setup time required for CIP, while Team 2 worked on decreasing the number of line equipment stops.

This means that SADAFCO is taking less time to achieve its production plan, while reducing overtime by up to 20 per cent and decreasing casual labour by up to 7.3 per cent.

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