2012 05 02 ecowize presentation for asb
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2012 05 02 ecowize presentation for asb
- 1. 1
- 2. Why is cleaning important? 2 Stakeholder demand Food safety Shelf life Work health and safety Ease of maintenance Maintenance of assets Fire prevention Staff morale
- 3. Current situation (typical) 3 Production staff are doing some line cleaning at end of shift There may be a dedicated cleaning team (in-house or contractor or a combination) There are cleaning instructions and sometimes schedules and programmes The responsibility of cleaning lies with QA or Production
- 4. So why are some bakeries not clean? 4 Production people tired Cleaning teams not allowed to clean BIG JOB – little impact Cleaning supervisor lacking support Management has unrealistic expectations Outdated cleaning tools and equipment
- 5. 5
- 6. So why are some bakeries not clean? 6 Cleaning is being given a low priority by Management
- 7. 7
- 8. Cleaning in low risk environment 8 Production Production Cleaning Maintenance Production
- 9. 9
- 10. Cleaning in high risk environments 10 Maintenance Cleaning Production
- 11. Good bakery cleaning 11 What does it take? Commitment from manager (or management team) to give cleaning priority Cleaning programme schedule and work instructions flexibility review and change frequencies and methods
- 12. Good bakery cleaning 12 What does it take? From planning to doing Align schedule and instructions with resources Get buy-in from your cleaning manager or contractor Training and communication
- 13. Good bakery cleaning 13 What does it take? Manage (KPIs) Completed cleans Hand over times Pre-clean standards Hour usage Review the efficiency of your programme at least annually Inspect and audit, systems, technology, people Verify and validate - Is the programme effective?
- 14. Case study – 1/3 14 Agreement entered into in July 2011 Ecowize providing cleaning team based on an agreed programme Line operators continue to clean contact surfaces and utensils Ecowize has a strong focus on environmental cleaning and periodic cleaning
- 15. Case study – 2/3 15 Commitment from bakery management TheGM initiated the change GM and Ecowize agreed on budget upfront GM stays in tune with progress Cleaning Programme in Consultation with QA Compliments the line operator cleaning Has realistic frequencies and completion dates Is in real time, web based and accessible to stakeholders
- 16. Case study – 3/3 16 Alignment of programme and cleaning resources Training and Communication One-Team Approach with open communication Cleaning programme flexibility Reporting and KPIs Review
- 17. In house solution 17 IN-HOUSE SUBCONTRACTI Review Plan NG TURNKEY Manage Do
- 18. 18
- 19. Subcontracting solution 19 IN-HOUSE SUBCONTRACTI Review Plan NG TURNKEY Manage Do
- 20. 20
- 21. Turnkey solution 21 IN-HOUSE SUBCONTRACTI Review Plan NG TURNKEY Manage Do
- 22. 22
- 23. Turnkey solution - How it works… 23 Scope of Work and Cleaning Programme Professional team of Hygiene Operators Food safety training On-line documentation and records 24/7 Management of chemicals, PPE, consumables and equipment Formalised continuous improvement program
- 24. Ecowize Quality Management System 24
- 25. Turnkey solution - How it works… 25 People Systems Technology
- 26. Remember... 26 Whether you do it in-house, subcontract or engage a turnkey solution it requires your commitment to making cleaning a priority. Maintenance Cleaning Production
- 27. Thank you 27
Notes de l'éditeur
- Ladies and Gentlemen, Thank you for the opportunity to speak to you today here at the Australian Society of Baking. In my presentation I will share with you observations from my visits and cleaning surveys of Australian bakeries within the last 12 months. I will describe what I call TYPCIAL CURRENT SITUATIONS AS FAR AS CLEANING GOES.I will also give you my view on why cleaning is not up to standard in some bakeries and how I believe you can successfully address this issue from management.Thereafter follows a practical example from a bakery in Australia and finally my presentation explores some of the different solutions YOU have available when making cleaning a priority.
- WHY IS CLEANING IMPORTANT?Well – there are a number of good reasons, for example:Stakeholder demandFood safetyShelf lifeWork health and safetyEase of maintenanceMaintenance of assetsFire preventionStaff morale
- CURRENT TYPICAL SITUATIONProduction staff are doing some line cleaning at end of shiftThere may be a dedicated cleaning team (in-house or contractor or a combination)There are cleaning instructions and sometimes schedules and programmesThe responsibility of cleaning lies with QA or Production
- SO WHY ARE SOME BAKERIES NOT CLEAN?Production people tired at end of shift when cleaning takes placeCleaning teams not being allowed to clean due to production or maintenance requirements taking priorityBig job – little impact resulting in low moraleCleaning supervisor lacking support from managementManagement expect the cleaning supervisor to develop, document, implement and continuously improve the cleaning programme – unrealistic expectationOutdated cleaning tools and equipment
- THEN YOU CAN END UP WITH THIS SITUATION AND THIS IS NOT AN ACCEPTABLE CLEANING STANDARD!
- SO WHY ARE SOME BAKERIES NOT CLEAN?(COMMON ISSUES)As managers of bakeries there are more important and pressing (urgent) issues that are going to affect our customers, our top line or our costs if we don’t address them and therefore we don’t get to deal with cleaning at a strategic level often enough but only at a operational and reactive level.CLEANING IS BEING GIVEN A LOW PRIORITY BY MANAGEMENT
- LETTING CLEANING MATTERS DROP TO THIS STANDARD IS A RECIPE FOR TROUBLE!
- Therefore it appears in your typical bakery being a low risk food production environment that production demands have taken over and support activities such as cleaning and maintenance are subjected to the demands of production. Only in those situations where it become a crisis situation due to audits, product contamination, break downs or other immediate threats to production are these support activities given priority.IT APPEARS TO ME THIS IS A MINDSET OF MANAGEMENT MORE THAN ANYTHING ELSE
- MOULD ON A PRODUCTION CEILING
- What we experience in high risk and highly regulated environments such as for example fully cooked meat producing facilities and Australian export abattoirs is a culture of high cleaning standards, accountability and ultimately maintenance and cleaning fully integrated as part of the production process.IT IS A MINDSET OR A CULTURE AND MY POINT IS THAT LOW RISK ENVIRONMENTS CAN LEARN FROM THIS MINDSET EVEN THOUGH YOU MAY NOT HAVE THE SAME REQUIREMENTS FOR CLEANING AND CLEANING STANDARDS.
- GOOD BAKERY CLEANINGWHAT DOES IT TAKE?Commitment from manager (or management team) to give cleaning priorityAccept cleaning is importantAccept there is a correlation between the size of your budget and the level of cleaning you will getAccept cleaning is part of processingAccept people have to be managed whether they are staff or contractors (or pay for the contractor to manage)Cleaning programmeMake sure there is a schedule and work instructions – you need bothMake sure there is flexibility in the programme because you will have to re-schedule at times (production)Make sure you review and change frequencies and methods in order to optimise
- GOOD BAKERY CLEANINGWHAT DOES IT TAKE?From planning to doing!Make the connection between the programme and your resources estimate or observe required cleaning hours per taskcalculate total hours required giving some allowance for setting up, breaks, hick ups etc. Cost the hours realistically on night rates, penalty rates or overtimeGet the buy-in from the manager or supervisor on the floor who is going to make it happen!Training and communicationGive the cleaning team attentionGive the cleaning team trainingGive the cleaning team recognitionGive cleaning a spot on the weekly or monthly management agenda
- GOOD BAKERY CLEANINGWHAT DOES IT TAKE?Manage - Reporting and KPIsMake the cleaning team report to you on completed cleansMake the production team accountable to hand over timesMeasure completed cleans vs planned cleansMeasure actual hours vs budget hours for cleaningReview the efficiency of your programme at least annuallyIs the factory clean? - Inspect and audit, verify and validate!Is the programme effective? – think systems, technology and people
- CASE STUDY – Australian Bakery 1/3Australian Bakery and Ecowize entered into a service agreement in July 2011 – we have now been going for 9 monthsEcowize provides a cleaning team based on an agreed programme with schedules and instructionsThe Australian Bakery line operators have continued to clean contact surfaces and utensils whilst Ecowize staff replaced the in-house cleaning teamEcowize has a strong focus on environmental cleaning includingOverhead conveyorsWallsFloorsFrameworks and structures of bread linesPeripherals such as hand wash basinsWash baysStorage areasSilos
- CASE STUDY – Australian Bakery 2/3Commitment from managementThe GM initiated the change which is part of an overhaul of the factory. She accepted the cleaning budget upfront and she stays in tune with progressCleaning ProgrammeEcowize has in consultation with the Australian Bakery QA mgr designed a cleaning programme whichCompliments the line operator cleaningHas realistic frequencies and completion datesIs in real time, web based and accessible to stakeholders
- CASE STUDY – Australian Bakery 3/3Alignment of programme and cleaning resourcesEcowize provided a quotation based on the agreed cleaning programme and is therefore committed to executing the programme within the given resources (being the annual service fee).Training and CommunicationInduction training, safety training and cleaning competencies systematically carried out and documented in online systemFormal and informal communication with all stakeholders is constant (GM, QA, Maintenance, Production, Ecowize)One-Team Approach strong in the form of open communicationCleaning programme flexibilityEcowize team in collaboration with Australian Bakery has had to demonstrate flexibility due to production and maintenance requirements and change of cleaning prioritiesReporting and KPIsCleaning tasks are programmed in EQMS and reported as completed or not completed on a daily basis. Completion rate is reported as a KPI with the option for QA to sign off for completion. Available cleaning hours for specific areas are reported as a KPI. Cleaning audits are carried out every quarter and the result reported.ReviewDuring the first nine months the cleaning programme has undergone a number of reviews with the GM, QA and Ecowize. As the factory has become cleaner cleaning tasks are completed faster and frequencies adjusted. The scope for Ecowize has been expanded to cover other areas.This is what the customer is saying now:“Also it might be useful to note that when we talked to our Maintenance staff we learnt that they used to spend half their time cleaning equipment before they could fix it, now with a better cleaning regime in place the turnaround time to fix faults it much quicker - plus we have a higher level of engagement within our Maintenance team. It's not cost effective to get tradesmen to clean but even more frustrating to them that cleaning used to make up a large % of the reason for faults with some of the equipment.”“I was in the factory last week and stumbled across our packing team cleaning the conveyor while they were waiting for the line to be set up - cleaning is now infectious here! “
- In-house solution is based on either a dedicated cleaning-team supervised by a team leader, working supervisor or a cleaning manager or alternativelyProduction staff cleaning up as part of their shiftOr A combination of the two.Expect to have to plan, manage, do and review. If you do not carry these 4 activities at a reasonable level most likely your in-house cleaning is in-efficient in terms of resources and outcomes.
- CLEAN BIN LIFT OR CLEANER BIN LIFT – AT LEAST!
- The main benefit of a classic subcontracting/labour hire solution is that you no longer have to do the “doing” that is the cleaning. Sourcing and recruitment of staff and potential IR/HR issues are outsourced and you can rightly expect a capable workforce to be available and ready as per your supply agreement.However do not expect your labour hire company to plan, manage and review your cleaning programme. Even if you are paying for a cleaning supervisor that persons role is mainly to ensure the labour hire staff are doing the work as per your agreement with the labour hire company. Therefore DO expect to have to resource (scope) the job, plan the job, manage the job and review the job!
- CLEANER BINS!
- A turnkey solution should include labour, supervision of labour, an agreed cleaning programme with schedules and work instructions, a contractor reporting structure for the contractor supervisor and a matching hierarchy allowing your management team to be able to communicate with different levels in the contractor organisation. You can also expect to have access to cleaning expertise relevant to your factory.With a turnkey solution you are outsourcing the planning, on-going management and doing of the cleaning programme. Expect an interface where your management team will have to communicate, collaborate and reviewing in a one-team approach with your contractor.AGREE ON KPIs UP FRONT!
- CLEANED CEILING!
- Turnkey solution - How it works…A comprehensive Cleaning Programme and Scope of Work is developed in conjunction with your Quality Assurance teamThe Contractor hires, trains and manages a professional team of Hygiene Operators who are dedicated solely to your facilityHygiene Operators are highly trained in food and employee safety requirements and techniquesAll cleaning related auditable data is accessible 24/7, through our online web-portal.Management of all required chemicals, PPE and related suppliesContinuous Improvement Program to manage costs and identify improvement opportunities
- Four years ago Ecowize started on a process of implementation of the Ecowize Quality Management System (EQMS). It took three years to fully implement and completely get away paper based QA manuals, training records, proficiency tests, audit records, purchase orders, visa checks, safety instructions, tool box talks etc etc.The EQMS has assisted us in streamlining our processes and systems and given us better management control and reportingIt has given our customers a greater level of transparency and accountability and it generally makes third party auditors a lot happier!
- In Ecowize we work with three circles: People SystemsTechnologyOur philosophy is that all three circles are required for a successful outcome. In other words you can have great technology and brilliant systems and processes but if you haven’t got good people management your cleaning programme will fail. Equally good people management, good processes and systems without proper tools is not going to get you there.Good people management and modern technology will only make a success if it is supported by a plan, systems and processes.
- REMEMBER...WHETHER YOU DO IT IN-HOUSE, SUBCONTRACT OR ENGAGE A TURNKEY SOLUTION IT REQUIRES YOUR COMMITMENT TO MAKING CLEANING A PRIORITY.
- THANK YOU!If anyone has questions I am happy to try and answer them.