The Food and Beverage industry continues to seek dynamic new ways to innovate, maximize profits and build market share within a highly competitive landscape. Pandemic-related supply chain challenges, health risks, and stay-at-home orders disrupted the industry and laid bare both its critical role in our highly interconnected world and the fluidity of consumer-driven demands.
At Kepner-Tregoe, we help companies and associations in the food and beverage industry to maintain efficient operations despite disruption and change. We help organizations meet regulatory challenges, pursue new product development, improve operations, and smoothly integrate acquisitions. Our structured, analytic approaches to problem solving, decision making, risk management, and opportunity development, have helped organizations build successful continuous improvement initiatives, enter and expand new markets, and significantly increase profit margins. KT is the “way work gets done” in many organizations.
The value of our critical thinking processes is initially introduced in production facilities and then becomes the way work is conceptualized and done throughout the organization from new product development to supply chain management to human resource management, all the way up to the executive suite. In an increasingly digitized landscape, our processes bring a laser focus to resolving issues by helping individuals and teams to identify and use the right data, accelerate issue resolution, and prevent a crisis. Ultimately intuitive critical thinking skill development helps to build confidence in decision making and reduce risk.
To learn more about Kepner-Tregoe consulting and training for the Food and Beverage industry, contact Kepner-Tregoe.
After a major capital investment at its biscuit factory at Papakura, Griffin's needed to address several variables impacting overall conversion cost. The site was struggling with high waste, high downtime, and planning deficiencies; and overall workflow was not conducive to producing at the lowest possible conversion cost.
improvement in operational efficiency
improvement in production rate
For overall results, Operational Efficiency (OE) was used to measure success. To achieve an OE of 100%, the line must run at its maximum theoretical throughput rate with zero plant downtime and product waste. At the conclusion of the KT engagement the plant achieved:
reduction in change over time
A food products company worked with Kepner-Tregoe to redesign their product development process defining new roles and responsibilities and new commercialization activities.
months for program implementation
project managers trained
The product development program was complex and demanding. The KT team helped the client stay on course, guided by clear objectives and metrics. The project was completed on time and on budget.
Leaders of an international beverage company were dealing with chronic project overload and lackluster project performance that was hampering new product success. To improve product development, they turned to Kepner-Tregoe.
A new process approach has resulted in the integration of the product development process into systems software that incorporates the process into day-to-day operations. In addition, criteria have been established to drive decision-making in postponing or terminating off-strategy projects, thus avoiding project overload.
What a company does both publicly and with the FDA is critical to its ability to survive and thrive. This article provides effective courses of action to take to successfully manage current recall status and prevent future recalls.
It is no longer acceptable to respond to audits and product recalls with CAPAs that only address short term concerns. It’s now all about aligning CAPAs and Continuous Improvement processes.
Beginning and sustaining an improvement journey can often mean fighting naysayers, inertia and reluctance to change work routines, even the bad ones. Yet, the perfect marriage of a continuous improvement culture and effective production management creates consistent, world-class performance.
The negative consequences of any action are as tangible as its benefits, sometimes more so. Before moving ahead with a decision, it is imperative to consider risk: the possible adverse consequences of feasible alternatives.
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