Flagship Polish company Can-Pack S.A. has cemented its position as the largest and most innovative packaging manufacturer in Central and Eastern Europe. The implementation of CCI’s TRACC Integrative Improvement System played a significant role in its transition to a world class manufacturing organisation.
When Can-Pack S.A. began its journey with TRACC, the goals included:
- 120% sales growth over an eight-year period
- 100% market share increase over the same period
- Profitability to support such growth
- Cost ratios 25% lower than the industry average
Initial assessment showed that the best practices baseline was below stage 2 and the performance measure — based on Overall Equipment Effectiveness (OEE) — stood at 68%. After identifying improvement opportunities, phase 2 of the TRACC implementation started by using the Brzesko plant’s line 2 as a pilot. This line was believed to have had both technical and people problems.
Shortfalls recognised throughout the company comprised insufficient team participation, limited maintenance systems, an informal 5S system and no problem-solving process. Further challenges included the competitive market, a highly seasonal demand with complicated peak season changes, insufficient support services and numerous change management issues.
The plant achieved pilot line break-even in nine months and exceeded all cost indicator performance targets.
Implementation occurred across all the TRACC Operations Best Practices, including, for example, Set-up Time Reduction, Teamwork, 5S and Visual Management. Key interventions consisted of a site-wide sensitisation process to create World Class Operations (WCO) awareness and obtain stakeholder approval, a climate survey identifying change management issues upfront, team building, developing a maintenance strategy, developing project milestones and performance indicators, problem-solving workshops, loss and waste analysis, and creating spoilage/yield loss work groups.
Since the start of the pilot intervention, the plant has enjoyed considerable success in measurable performance outputs, plus improved morale and commitment. It achieved pilot line break-even in nine months and exceeded all cost indicator performance targets. After the pilot line success, TRACC was rolled out to other plants.
Implementation at the pilot line demonstrated remarkable results. The OEE percentage went from 65% to 82% in less than two years. The scalability of TRACC is illustrated in two different settings at Can-Pack. In the state-of-the-art aluminium beverage can plants TRACC moved the operation from ‘better to best’ in the matrix. At the traditional steel container plant, TRACC played a key role in the transition to a world class manufacturing organisation.
|Can-Pack S.A. in Krakow, Poland, was established in 1992. Today, it is the main entity of the Can Pack Group and constitutes the centre of the Group’s management. As a result of continuous improvement and installation of equipment at the world class technological level, the capacity and range of packaging and services offered have increased dramatically. At present, the Group manufactures beverage packaging as well as a wide range of welded steel cans for the food industry, easy-open ends, aerosol cans, bottle closures, packaging for the chemical and cosmetics industries, and glass and plastic packaging.
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