IMC-2020 Presentation 41:54 Minutes
by Kim Stalder and Ivan Banga, Schreiber Foods
Schreiber provides dairy favorites to people around the globe. We specialize in yogurt, natural cheese, process cheese and cream cheese that meet our customers' needs and appeal to consumer tastes worldwide. We've come a long way since our start as a small process cheese company in 1945. Today, our team is more than 8,000 strong at locations across North America, Europe, South America and Asia, and our commitment to providing safe food the right way has never changed.
We want to be the best customer-brand dairy company in the world. To us, success means ensuring the food we provide is always safe for people to enjoy everywhere. It also means doing business in a way that is good for our people, our communities and our earth. Serving the common good is part of who we are, as a company and as individuals.
Schreiber realized four key components for successful implementation of reliability best practices during 2020 as a result of COVID-19.
- Relationships & Credibility - Help, Do No Harm, Be Intentional
- Communicate Intentionally - Fail Forward. Fail Fast if You Can
- Flexibility - Rigidity and Bank Hours Lend to Failure
- 5/3/1 - One Hot Topic, 3 Total Active, 2 in the Wings
Much like any other company or consulting firm, Schreiber experienced mediocre at best results on multiple reliability-centered maintenance deployments over the past decade. The standard process of sending resources to help train technicians, reliability, maintenance, and operations leadership via setting up shop on site for 3-5 days a week, feeding information via firehose and hoping for some lasting saturation fell short of what an operating facility could take on. COVID-19 challenged the old standard approach resulting in a much different, and successful approach for our Monett, MO facility.
Having a champion dedicated to driving reliability, solid relationships allowing open and honest conversations, clear communication conveying understanding that can be used to train others, schedule flexibility to match the needs of an operating manufacturing facility, and using a 5/3/1 process coupled with extensive auditing to pace topics resulted in successfully moving from approximately 25 percent scheduled maintenance to 80 percent in less than 6 months.