Raymond Hadley Corporation
“From start to finish, our project was well-trained, well-planned, and well-executed, thanks in large part to Tom Enderby’s (AM&T) approach with our team and his overall project design and planning. The project was managed in a way that created buy-in from our team and provided real solutions to age-old problems that will benefit not just the targeted line, but our other manufacturing lines as well. The results were real, have proven to be sustainable, and will have a continued lasting impact on our throughput on a critical manufacturing line. After years of struggling with changeovers being our main manufacturing constraint, this project (due to its success) has shown our team the benefits of a well-run and well-executed project and helped build morale and buy-in for future projects. We look forward to working with the team from AM&T on future projects to help unlock additional capacity and drive the growth of our company.” — Jacinto Maratea, Chief Executive Officer
RESULTS
The projects resulted in obtaining a 50% reduction in changeover time on their main line for a key customer. Additionally, reductions in failed food safety & quality measurements taken after changeovers were recognized, as they went from a 50% re-clean/re-test rate to 0%. In the shipping & receiving warehouse, an 80% reduction in order processing time has been recognized
COMPANY
Raymond Hadley Corporation established in 1892, located in Spencer, New York provides custom blending and private label packaging to the food industry under their own brands and customer brands. Their service offerings include product development, co-manufacturing/co-packaging, and ingredient sales. They specialize in manufacturing, packaging and labeling baking and dry ingredient mixes.
SITUATION
Raymond Hadley Corp. specializes in packaging and labeling baking and dry ingredient mixes in the food manufacturing and packing industry. The changeover process on their main production line was leading to capacity constraints due to long clean times in addition to required re-cleans. Additionally, they were experiencing long retrieval times in the warehouse for material handling and retrieval, which resulted in inefficiencies with material handling and storage. They requested assistance with a project to improve their changeover operation by helping to streamline changeover activities while not compromising any established food safety baselines. They also requested support with a project to improve their shipping & receiving warehouse operations to become more efficient with material handling and storage activities.
SOLUTION
Changeover Improvement Project We began with a Charter with business case, problem statement, primary and secondary goals. The primary goal was to obtain at least a 20% reduction in changeover time. The secondary goal to target no reductions in food safety measurements taken after changeovers. Additionally, we wanted to line balance for each desired crew size for at least one conveyor line. When complete we provided follow-up support to ensure successful transformation.
Shipping & Receiving Warehouse Improvement Project We used methodology to determine peak demand area. This was by shipments and incoming material types. We created a value stream map of the warehouse operations, tailored training tied to areas of improvement discovered in mapping event, put together an action plan for improvement activities, and provided follow-up support to ensure a successful transformation to the desired future state.
Raymond Hadley Corp. contracted AM&T to provide “Lean Thinking” training and consulting support that resulted in the implementation of Lean projects aimed at improving their changeover and shipping/receiving operations. This effort helped Raymond Hadley Corp. to increase their overall competitiveness, increase the productivity and capacity of their operations in dry fill food production, as well as better utilize current labor.
