Princes Limited

An Application of Autonomous Maintenance

Our History

Princes’ heritage dates back to 1880 when

it was established as a fish importing

business

in Liverpool, the city where our international

headquarters are still located today.

The iconic Princes brand was first established

in 1900 and is familiar to millions of

consumers

As a wholly-owned subsidiary of Mitsubishi

Corporation since 1989, Princes has

accelerated its development over the last two

decades by completing 22 mergers and

acquisitions that have added scale and

expertise to the business.

Chichester

Glasgow

Eden Valley

Manchester

Church Stretton

Cardiff

Long Sutton

Wisbech

Belvedere

Bradford

Princes Locations Netherlands

Princes Foods B.V.

Princes Tuna (Mauritius)

Mauritius x 2

Italy

Poland

Szamotuly

Princes Polska

Office Drink Site Food Site Oil Site

Erith

Liverpool Head Office

Foggia

Angri

France

Princes Foods B.V.

Princes France

opened Jan 2016

The Goal – “Make money now & in the future”…How…

The Goal

Novel by Eliyahu M. Goldratt and Jeff Cox

Princes

Practice

( Typical)

UK – Foods

Best Practice

*

Maintenance

Activity Type

Condition

Based

Maintenance

10% 25% Check to see if

failed

8% 33% Check to see if

failing

Periodic

Maintenance 78% 5%

Fixed time /

cycle

maintenance

- 2% 4% Re-design

Breakdown

Maintenance 2% 33%

Planned run to

failure – no

business

impact

100% 100%

Sources - The Lean Manufacturing Journal

- Onsite Insights

- AMIS Benchmarking data

Getting Started

We agreed on some principles…

The Five Fundamentals of Princes Asset Management

1. Increase Employee Involvement in Asset Care.

2. Stop Accelerated Deterioration.

3. Restore Basic Condition.

4. Move From Reactive to Proactive Maintenance.

5. Deliver New Equipment that can deliver Flawless Operation

From Day One with the lowest Life Cycle Cost

We Visualised our Journey to World Class Asset Management.

Reactive Proactive

Breakdown

Maintenance

Condition Based

Maintenance

Periodic

Maintenance

Supporting

Business

Improvement

Incorporating

Autonomous

Maintenance

90%

Performance

Efficiency

Zero

Breakdowns

Princes Current Position

Getting Started – Then we drew out a map of the whole

PMS system …

PMS Roadmap First Draft Approx. 2010

PMS Roadmap 2015

Then we prepared an PMS audit…….

Section Details Questions Section Score Zero’s

Theme 1 Management Information

11 1.0 – 1.11 Do we clearly understand what we should be doing?

Theme 2 Measurement

10 2.0 – 2.10 Do we know how to measure and track progress on our plans?

Theme 3 Man / Woman

11 3.0 - 3.11 Do we have the right skills and structures among our people to deliver on our plans?

Theme 4 Methods

11 4.0 - 4.11 Do we have standard work for our people to follow?

Theme 5 Machine

16 5.0 - 5.16 Do we have sufficient capacity and capability in our equipment?

Theme 6 Materials

3 6.0 - 6.3 Do we have the right quality and availability of materials to achieve our plans?

Theme 7

Enablers

3 7.0 -7.3 · Do we know how to manage change?

· Do we know where our real bottlenecks are?

· Can we think creatively about our business challenges now and in the future?

Development levels agreed…..

5 .1

AM/PrM deployment plan

Evidence –AM deployment

plan

None AM deployment plan is ad-

hoc

Within the MWBP Plan, a

basic stand alone plan for the

AM deployment has been

defined

Within the MWBP more

detailed plan for the AM Pillar

has been defined with some

linkages to other pillars e.g.

5S.

Within the site MWBP, a

detailed AM deployment plan

has been defined which

clearly illustrates the linkages

between AM and all related

activities in the 5S,

Professional Maintenance

pillars

5.2

AM Programme

Deployment

Evidence –AM deployment

plan

None AM Steps 1-3 only been

undertaken in pilot area(s)

AM Steps 1-3 only been

undertaken on AA,A and

Constraint machines

AM Steps 1-3 deployed in

over 50%, of the site

AM Steps 1-3 fully (100%)

deployed in all areas where

applicable

Ref Criteria 0 Points

Not Started

Level 1

1 point

Beginning

Level 2

2 points

Competent

Level 3

3 Points

Proficient

Level 4

4 Points

Expert

Level 5

Baselines & targets set………

5.1 AM / PrM Deployment Plan 3

5.2 AM Programme Deployment 1

5.3 AM Benefits - Impact on Loss Tree 1

5.4 AM Activity Boards 1

5.5 AM Step 1 Initial Clean - Tools, Material & PPE 4

5.6 AM Step 2 Identification of SOC & HTA 1

5.7 AM Step 3 Development of Lubrication Standards 1

5.8 AM Step 3 Development of Provisional CIL Standards 1

5.9 AM Support - Leader Training 3

5.10 AM Support - Leader Involvement 1

5.11 PrM Maintenance Strategy 1

5.12 PrM Maintenance Strategy - Communication & Understanding 2

5.13 PrM Support for AM 1

5.14 Optimised Line Philosophy & V Curve 1

5.15 Centre-Lining & the Elimination of Adjustments 3

5.16 SMED 1

5.0

Machin

e

Level 1 Level 2 Level 3 Level4 Level 5

Not Started Beginning Competent Proficient Expert

0 Points 1 Point 2 Points 3 Points 4 Points

Next Steps for AM – Practitioner training….

Princes Manufacturing System - Asset Management Development Roadmap

Pillar Flow Phase

Asset

Management

Embed EEM

Process

Preparation for

AM, PrM -

training &

education.

AM

Practitioners

development

Preparation Phase Stability Phase

RCA Data Base Causal

Factor Analysis

EEM Start

Deployment

Prep. For EEM

training &

education

AM Program Deployed. Aligned

to PrM Ledger development &

SAP-PM

PrM Step 0

Preparation

PrM Step 2

Apollo RCA

Focus

Establish RCA

Data Base

MEOSI Skill

Development

Program

PrM Step 1

Supporting

AM

PrM Step 3

Maintenance

Standards

Effective

Stores

Management

PrM

Practitioners

development

PrM Step 4

Countermeasures

For Machine Weakness

Asset

Management

Awareness for

Leadership

Teams

5 day PrM

Princes

Practitioner

training

5 day EEM

Princes

Practitioner

training

5 Day Certified

Princes AM

Practitioner

training

2 Day Apollo

RCA training

Day 1 Monday

Day 2 Tuesday Day 3 Wednesday Day 4 Thursday Day 5 Friday

C

o

n

t e

n

t

FACTORY Based

Arrival & Registration

Welcome & Introductions

Introduction to Autonomous Maintenance & Organisation

AM Preparation – Step 0

Team Presentations

FACTORY Based

Learning Review

Step 1 Initial Cleaning

Team Presentations

FACTORY Based

Learning Review Step 2 Reducing the time to clean

Team Presentations

FACTORY Based

Learning Review Step 3 Standards and Lubrication Step Auditing

Team Presentations

FACTORY Based

Learning Review Examination

100 Day Planning

Factory Presentation from teams

Closing awards

O

u

t p

u

t

Basic understanding of AM

Risk assessments

Initial education

Step 0 Activity Board

Clean Machine & Identified problems

Step 1 Activity Board

Machine Improvements

Step 2 Activity Board

Step 3 Activity Board

Step Audits Step Auditing Activity Board

Certified Practitioners

100 Day forward Plan

A

M 08:00 Team Time 08:00 Team Time 08:00 Team Time 08:00 Team Time

09:00 Registration & Coffee

Welcome, Introductions

& safety Brief Introduction to AM

08:30 Team Learning Review

Step 1 Introduction

Step 1 Practical Briefing

Team Preparation

08:30 Team Learning review

Step 2 Introduction

Step 2 Practical Briefing

Team Preparation

08:30 Team Learning Review

Step 3 Introduction

Step 3 Practical Briefing

Team preparation

08:30 Examination (1hr)

10:15 Coffee 10:30 Coffee 10:30 Coffee 10:30 Coffee 09:30 Coffee

10:30 AM Preparation - Step 0

Step 0 Practical Briefing 10:45 Step 1 Practical 10:45 Step 2 Practical 10:45 Step 3 Practical

10:00 100 Day Planning

100 Day Plan practical Final Presentation Prep.

11:15 Step 0 Practical Team Preparation

12:20 & Lunch 12:30 Lunch 12:30 Lunch 12:30 Lunch 12:30 Lunch

P

M 13:15 Step 0 Practical 13:15 Step 1 Practical Continued 13:15 Step 2 Practical Continued

13:15 Introduction to Step Auditing

Step Audit Practical Briefing

Team Preparation

13:30

14:30

Final Presentations

Awards

15:00 Coffee (Informal) 15:00 Coffee (Informal) 15:00 Coffee (Informal) 15:00 Coffee (Informal) 15:00 Close & Depart

15:20 Step 0 Practical Continued 15:20 Step 1 Practical Continued 15:20 Step 2 Practical Continued 15:15 Step Audit Practical continued

16:30

17:30

Team Presentations

Close

16:30

17:30

Team Presentations

Close

16:30

17:30

Team Presentations

Close

17:15

18:00

Team Presentations

Close

Machine Stoppage

13:30 – 16:00 Observation & Minor Stoppage

Machine Stoppage

11:00 – 15:00 Locked-off & isolated for initial clean

Machine Stoppage

10:45 – 12:30 Minor Stoppage

13:00 – 15:00 Locked-off & isolated

Machine Stoppage

10:45 – 12:30 Minor Stoppage

Standard work for the 5

day AM Practitioner

workshop

Then continually track AM progress…..Measures & “Show

& Tell”.

Month or Week no Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14

No/Project Machine Description Criticallity Planned Start Date Saving Target AM Steps Planned Intro Zero Trn Zero prac

AM Steps Actual Intro Zero Trn Zero prac Step 0 85%

Ledger Development Planned

Ledger Development Actual

Centrelining Planned

Centrelining Actual

Month or Week no Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14

No/Project Machine Description Criticallity Planned Start Date Saving Target AM Steps Planned Intro Zero

AM Steps Actual Intro Zero started Zero 85%

Ledger Development Planned

BLedger Development Actual

Centrelining Planned

Centrelining Actual

Autonomous Maintenance - Status Summary

B Shift

RFCline 1 RFC

Rinser AA

Filler AA

Capper A

Oct-13 5% reduction in downtime

Autonomous Maintenance - Status Summary

C Shift Line 2 Palletiser Aug-13 5% reduction in downtime

Asset Management meeting rotates around

group.

Every meeting includes a “Go See”.

Meetings led by senior Manufacturing &

Engineering Directors.

All sites , within scope, represented at the

meeting.

Princes AM journey – our learnings so far for 4.0

Soft Learnings -

Find a change model, use it

& stick to it.

Start from “why”.

It’s Important everyone

learns together.

All “tools” require good

leadership & behaviour.

Principles are powerful.

Better a small job done well

than a big one done badly.

Hard Learnings -

The little things really do eat

your lunch.

Understand your losses –

its not as easy as you think.

Criticality is critical.

Centrelining works.

The ledgers are especially

important but are very hard

work.

Next steps…

AM

PrM

EEM

Improving Delivery of -

Equipment Competent

Workforce.

Next - Leadership &

Behaviour development.

Improving Delivery of -

Specialist Support.

Next - Full CMMS integration

Improving Delivery of -

Flawless Operation

From Day One. Next - Link to

Voice of the Customer