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2. Green Belt Training & Capability Building
Three key staff, including GM Chris Fuller, were trained in Lean Six Sigma Green Belt, learning how to use structured problem-solving tools, root cause analysis, and data-driven decision-making. This training provided the team with the skills needed to lead their own improvement projects and create a shared language for change.
3. Targeted Improvement Projects Using DMAIC
Improvement initiatives were structured using the DMAIC (Define-Measure-Analyse-Improve-Control) framework, ensuring that solutions were based on data and that improvements would be sustained.
Key projects included:
- Reduction Tank Throughput Project: Identified as the major bottleneck in the process, limiting the entire plant’s output. A targeted project championed by Chris Fuller increased throughput by 40%, delivering a benefit of $220,000 annually.
- Labour-Saving Devices: Implementation of an auto-lifting device, auto-feed conveyor, and improved fat separator to reduce manual handling, save labour hours, and reduce the risk of injury. Combined, these initiatives were projected to deliver over $800,000 in benefit per year.
- Performance Measurement: Implementation of visual KPIs for output, downtime, and productivity, enabling the team to manage performance proactively and drive continuous improvement.
