"We're going through a change management plan," said training manager Marcus Billig. "The plan was launched in 2009 when we carefully reviewed manufacturing efficiency. This included ensuring the group's assets were maximised and bottling line capacity was transferred to Tadcaster."
A core pillar of the strategy, which has involved stringent cost savings, has been the implementation of total productive management (TPM) to supervise total productive maintenance. TPM has included training operations personnel to equip them to perform basic maintenance tasks previously performed by engineers.The training, supported by consultancy MCP, drew on a three-year £500,000 budget, some of which was pumped into new on-site training facilities.
The upskilling programme was trialled on Hereford's keg line and has delivered impressive results, boosting operational performance indicators from 66.8% to 75.7%.
Union reps and employees were consulted over training, which incorporates NVQ qualifications. "Engineers were assured it will free them up to engage in more specialised work," said Billig. "The aim was that a percentage of first line maintenance should be carried out by operators."
The site also encourages staff to tag potential problems on kit and log issues. Operators or engineers can then immediately pick up on issues before they become serious.
Job boards are used to record different tasks in several areas, such as cleaning and maintenance, highlighting continuous problems. Their status is updated using bespoke software. "Before TPM, people could see something was wrong and then forget about it," said Heineken UK training consultant Mick Scrimshaw.
Stringent in place procedures are applied to engineering and cleaning tools. In addition, keys used to shut off machinery are hung on isolation boards, so that staff can tell who has locked off kit.
Heineken took on the Hereford plant which makes brands such as Strongbow and Bulmers in 2008, when it bought its previous owner, Scottish & Newcastle.