Our client, a leading consumer baked goods producer, struggled with equipment uptime and poor OEE performance from a consistent failure of their bakery production line equipment. This is directly attributed to poor schedule adherence, excess downtime, excess overtime, and failure to meet customer delivery and service level agreements.
Before partnering with POWERS, plant daily startup up (Power Hour) was at 50%, equipment uptime at 69%, schedule attainment at 50%, and 63.5% OEE.
At the heart of the issues was a need for more clarity and consistency in the maintenance department’s operations. Inconsistent startup support, a heavy reliance on tribal knowledge from a limited number of technicians and outdated or non-existent pre-flight forms for certain lines contributed to unpredictable startups.
Roles and responsibilities remained ambiguous, causing deviation from established best practices. Moreover, there was a significant discrepancy in understanding what constituted a “successful” day for a maintenance supervisor, coupled with the absence of consistent metrics to measure and drive success. Supervisors needed to be more present on the shop floor.
When they were present, their follow-up approaches varied widely, often missing structured discussions about technician activities and goals for the shift. This inconsistency in leadership practices was evident throughout the maintenance department.