Full record of on - site improvement of a Chongqing supplier for Fortune Global 500 beverage companies: A 60 - day transformation from "domestic supporting" to "internationally qualified"
I. Project starting point: The entry threshold for international brands is zero tolerance for food safety
In the summer of 2012, when I took over the improvement project of this Chongqing PE packaging enterprise, the first thing I felt was the "strictness" of international brands towards their suppliers, which in essence was an absolute awe for food safety.
This enterprise was previously the supplier of domestic brands such as "Zhongliangshan" mineral water and "Freezing Point Water". There are still old habits in the workshop: there are un-cleaned plastic debris on the workshop floor, the materials are piled up in the corner without moisture protection, and the incoming goods inspection only checks the certificates from suppliers. These operations, which "pass" with domestic brands, are regarded as "fatal defects" in the eyes of international beverage giants. After all, the PE packaging is in direct contact with the beverage. Even if 1 ppm of harmful substances is dissolved out, it may trigger a global recall risk.
A more realistic pressure is that the acceptance standards of suppliers for international brands are not simply "meeting ISO9000", but integrating four major systems: ISO14000 (environment), OHSAS18000 (occupational health), GMP (food production specification), and ISO22000 (food safety). This means treating "food packaging" as "medical - grade products". The current situation of this enterprise is as follows: Only the boss and the accountant in the management team can barely meet the standards. The equipment minister has just managed to understand the equipment parameters. The middle - and high - level managers' understanding of the "GMP clean area" still remains at the level of "sweeping the floor clean".
II. The Key to Breaking the Deadlock: The Boss's "Absolute Authorization" and the Team's "Cognitive Revolution"
In the improvement of private enterprises, the boss's determination is the primary productive force. When I pointed out the rectification items that required investment, such as "a fresh air system must be installed in the workshop" and "materials should be stored at a constant temperature", the boss only said one sentence: "Teacher Zeng, draw a line. I'll implement it tomorrow. If we miss this international order, the enterprise won't be able to recover for 3 years."
The weight of this sentence far exceeds that of any system: it means that the boss has completely entrusted the "decision - making power for rectification" to the consultant, and it also means that employees must break away from their "old habits". For example, when I required that "workshop employees must wear clean suits and sterile gloves", an old employee muttered, "It wasn't so troublesome when we were working on the Zhongliangshan project before." The boss immediately made a decision: "Those who don't want to make changes don't need to come to work tomorrow. What we're aiming for is not just to'make do', but to 'comply with international standards'."
However, it's not enough to just rely on the boss's coercion. Cognitive upgrading is the prerequisite for rectification. The first thing we did was not to rush to renovate the workshop, but to gather the middle and senior management and key employees in the meeting room and study the ISO system in the way of "problems + standards":
- When talking about ISO22000, show the previous photos of the workshop and say, "Look, there are mouse droppings in the corner where the raw materials are piled. According to ISO22000, this batch of raw materials must be destroyed because the risk of microbial contamination is 'zero tolerance'."
- When talking about GMP, play videos of workshops of international brands, saying, "The operators there wash their hands for 15 seconds and disinfect them with alcohol three times. We used to just rinse them with tap water. This is the gap."
- When talking about OHSAS18000, I dug out the previous equipment maintenance records. This injection molding machine has been running continuously for 72 hours without stopping. According to the standard, temperature detection should be carried out once every 24 hours. Otherwise, it would be a minor issue if the motor burns out, but it would be a major problem if employees get scalded.
When employees see the specific gaps between "their own habits" and "international standards", their resistance disappears. It turns out that it's not "deliberately causing trouble", but "if they don't do it this way, they won't be able to enter the international supply chain".
III. Improvement Actions: Six Core Campaigns from "Plugging Holes" to "Building a System"
1. ISO9000 system: From written on paper to implemented in practice
The previous ISO 9000 system of this enterprise was "documents compiled by a consulting company" - only "qualified" was filled in for incoming inspection, production records were supplemented after work, and the handling of non-conforming products was only written as "discarded". Our rectification is to pin down the "responsibility" of each link on specific individuals:
- Raw material arrival at the factory: "Three tests" must be carried out - supplier qualification review (check QS certificate and ISO certificate), sensory inspection (check if the raw material has changed color or has an unusual odor), and microbial detection (measure the total number of colonies using a petri dish). The raw materials can be put into storage only after passing all three tests. The test records should be signed by the QC, and the manager should conduct real - time review in the system.
- Production process: Add "node control" to each process. The temperature of the injection molding machine should be measured every 30 minutes, and the operator should fill in the "Temperature Record Sheet". The QC should conduct a spot check once an hour. The pressure parameters of the blow molding machine should be confirmed by the equipment department manager. If the deviation exceeds ±0.1 MPa, the machine must be stopped for adjustment.
- Product leaving the factory: It must be accompanied by "three certificates" - the ex-factory inspection report (including indicators of microorganisms, leachables, and heavy metals), the batch traceability card (raw material batch number, production time, operator number), and the transportation temperature record (temperature curve for cold-chain distribution).
In short, ISO9000 is no longer a "document for passing audits" but an operating guide that requires "leaving a trail at every step and being traceable at every step".
2. 5M1E on-site management and control: Transform "vague requirements" into "executable standards"
The core of the production site is "man, machine, material, method, environment, and measurement". Our rectification logic is: for each element, it is necessary to "quantify, make it verifiable, and assign responsibilities to specific individuals".
Personnel: Operators must wear the "four-piece set" (clean suit, sterile gloves, mask, hairnet). They should measure their body temperature and wash their hands with disinfection (using a timer for 15 seconds) before going to work. After passing the training, they will be issued an "Operation Qualification Certificate". Those without the certificate are not allowed to work.
Machine: The equipment should have a "preventive maintenance plan" - For the injection molding machine, clean the inside of the barrel before getting off work every day and replace the filter screen once a week; for the blow molding machine, perform a pressure calibration every 100 hours of operation and paste the record on the equipment.
Materials: Convert the raw material warehouse into a constant temperature and humidity area (temperature: 20±2°C, humidity ≤ 60%). Affix a QR code to each batch of raw materials. By scanning the QR code, you can see the origin, expiration date, inspection report, and warehousing time. The material racks should be 30 cm off the ground (to prevent rats) and 10 cm away from the wall (to prevent moisture).
Method: Replace the work instruction with a "picture-text version". For example, for "How to install a mold", include 5 step-by-step pictures (removing the old mold → cleaning the mold cavity → installing the new mold → calibrating the position → trial production). Employees can check it on their Pads to avoid "misunderstanding due to reading the text".
Environment: Epoxy flooring is installed on the workshop floor (to prevent water accumulation and facilitate easy cleaning). A fresh air system is installed (with 5 air exchanges per hour). The air cleanliness is measured 3 times a day (using a dust particle counter), and the humidity is controlled between 40% and 60% (to prevent the raw materials from absorbing moisture).
Testing: Two gas chromatographs (for testing dissolution products) and one microbial detector (for testing the total number of colonies) were purchased. QC tests the products once every hour and uploads the results to the system in real - time. If the results exceed the standard, the production will be stopped immediately. The previous practice of "testing once a day" has been changed to "testing once an hour" because international brands require a "100% product qualification rate".
3. Warehouse digitization: The transformation from a "general store" to an "intelligent warehouse"
Previously, in the warehouse, "materials were piled on the ground, and finding goods relied on memory." Our rectification measures are to use "digitalization + fixed-position management" to solve the problems of "difficulty in finding goods, difficulty in tracing, and difficulty in dealing with overstock."
- Digitalization: Introduce the WMS system. Each material has a "storage location number" (for example, No. 3, 2nd floor, 1st row, Area A). Scan the QR code and enter it into the system when goods are put into storage. Enter the "material name" to see the location when looking for goods.
- Batch management: Each batch of materials shall be stored separately. For example, the PE raw materials of the batch "20230801" shall be placed at the storage location A1-2-3, and a "batch card" shall be pasted beside it, clearly stating the "receiving date, shelf life, and inspection results".
- Just-in-time delivery: Synchronize the production plan with the warehouse. For example, if 100 kilograms of PE raw materials are needed at 10 a.m., the warehouse prepares them 30 minutes in advance and delivers them to the workshop entrance using a closed small vehicle to avoid the materials staying in the workshop for too long (reducing the risk of contamination).
- Inventory coefficient: The raw material inventory is controlled at "3 days' usage" (previously 7 days), and the finished product inventory is controlled at "2 days' output" to avoid raw material expiration and finished product moisture due to overstocking.
4. Production balance: From "gut - feeling planning" to "data - driven production scheduling"
Previously, the production mode was "rush to complete orders once received and halt production when there were no orders", which led to "equipment overloading, material backlog, and quality fluctuations". Our rectification measure is to use "production capacity data" to drive "balanced production" backwards:
- Calculate the production capacity: The injection molding machine can produce 500 preforms per hour, and the blow molding machine can produce 450 bottles per hour. Therefore, when scheduling production, the injection molding machine should be started 1 hour earlier than the blow molding machine to avoid the backlog of preforms.
- Calculate the rhythm: The time for each process should be matched—10 seconds per piece for injection molding, 10 seconds per piece for blow molding, and 8 seconds per piece for labeling. Finally, use the "buffer zone" for adjustment (for example, place 50 preforms in the preform temporary storage area to avoid the situation where the previous process is fast and the subsequent process is slow).
- Calculate energy efficiency: The effective operation rate of the equipment has increased from 65% to 85%. For example, previously the injection molding machine idled for 1 hour, but now the order production schedule is used to reduce the idling time to less than 30 minutes, saving 12,000 yuan in electricity bills per month.
5. Documents and Records: The Efficiency Revolution from "Retroactive Writing" to "Real-time Input"
Previously, the production records were "filled in after the employees got off work", and there were often cases of "misattribution" (for example, recording the 8 o'clock event as 9 o'clock). Our rectification measure is to use "electronic records + real-time upload" to solve the problems of "false records and difficulty in traceability":
- Process documents: Replace them with "electronic manuals" and store them in the Pad. After modification, synchronize them to all employees in real-time to avoid the situation where "the old version is still being used for operation".
- Production records: Each piece of equipment is equipped with a "data collection terminal". The injection molding temperature, blow - molding pressure, and production quantity are automatically uploaded to the system. Operators only need to sign their names.
- Inspection record: QC enters the test results using a Pad, and the system automatically generates a "batch report". The manager can view it in real - time on their mobile phone. For example, "The dissolution of the preforms in the batch of 20230805 is 0.01 ppm (the standard is ≤ 0.05 ppm)", and the "pass" status can be confirmed immediately.
6. Team capacity building: Consciousness upgrade from "passive execution" to "active improvement"
The capabilities of middle and senior management are the key to "whether the system can be sustained". Our training logic is: "Once you learn, you can use it; once you use it, you'll see results."
- Workshop director training: Teach "production plan preparation" - for example, when making a weekly plan, one needs to calculate "production capacity, materials, and manpower". For instance, if 100,000 bottles are to be produced next week, it requires how much raw materials (10 tons of PE), how many operators (20 people working in two shifts), and how many pieces of equipment (4 injection molding machines running at full capacity);
- Warehouse supervisor training: Teach "Inventory turnover rate calculation" - for example, raw material turnover rate = monthly consumption of raw materials / monthly average inventory. Previously, it was 3 times per month, and now it needs to be increased to 5 times per month to reduce overstock.
- QC supervisor training: Teach "non-conforming product analysis" - for example, if there are "black spots" in a certain batch of preforms, it is necessary to check "Are there impurities in the raw materials? Is there carbon build-up in the equipment barrel? Has the operator cleaned the hopper?" Use the "fishbone diagram" to find the cause instead of "directly discarding" them.
After the training, the workshop supervisor can make weekly plans on their own, the warehouse supervisor can figure out "which materials are overstocked", and the QC supervisor can write "rectification reports for non-conforming products" —— Ability upgrading is not about "learning theories", but about "learning to solve practical problems".
IV. All-out Campaign: The Atmosphere Transformation from "Being Forced to Change" to "Voluntarily Wanting to Change"
Improvement is not "the consultants' business", but "everyone's business". We took two measures to motivate the employees:
I. Visual improvement – Post the rectification progress at the workshop entrance every day: On August 1st, the constant - temperature renovation of the raw material warehouse was completed; on August 5th, the fresh air system in the workshop was put into use; on August 10th, the preventive maintenance plan for equipment started to be implemented. Employees see the results of their own efforts every day, and their enthusiasm is aroused. For example, the cleaner actively polished the workshop floor until it shone and said, Now the workshop is cleaner than my living room.
II. Interest binding —— The boss promised, As long as we pass the international audit, all employees will get a 10% pay raise, and middle and senior management will get a 20% raise. When employees find that rectification can make them money, their initiative kicks in. For example, the operators actively help the QC measure the equipment temperature, saying, The sooner we finish the rectification, the sooner we'll get a pay raise.
V. 60 - day achievements: A qualitative change from barely qualified to internationally recognized
Sixty days later, when the auditors from international brands walked into the workshop, their evaluation was: "This is not the same factory as before."
- Site: The floor is reflective, the equipment is shiny, the materials are arranged according to the first in, first out principle, and the operators in clean suits are working in an orderly manner.
- Record: The "raw material batch, production time, and test results of each preform" can be found in the electronic system, and the traceability chain is complete.
- Product: Randomly select 100 preforms. The dissolution products, microorganisms, and heavy metals all meet international standards (for example, the dissolution product is 0.01 ppm, far lower than the limit of 0.05 ppm).
Finally, the enterprise passed the preliminary review and obtained a "sample order" from an international brand - 100,000 PE bottles, all of which were qualified. More importantly:
- Employee changes: Previously, the operators who didn't know how to use a computer can now record electronic data; previously, the workshop supervisors who couldn't make plans can now calculate production capacity.
- Customer changes: From "small domestic brands" to "Fortune Global 500", the order volume increased by 50%, and the profit doubled.
- Enterprise transformation: From low - end supporting to internationally qualified. The industrial park offered rent concessions, and the bank provided loan support.
Conclusion: The essence of improvement is "cognitive upgrade + implementation of actions"
The success of this project has never been achievable simply through "the dedication of consultants". It requires "absolute support" from the boss, a "cognitive revolution" within the team, and "active participation" from employees. Moreover, it demands "transforming standards into actionable steps".
For private enterprises, "entering the international supply chain" has never been an "unreachable dream" - as long as they are willing to "change habits, build systems, and strive for excellence in details", they can move from "domestic supporting" to the "international stage". And this is precisely the significance of on - site improvement: it's not about "changing the appearance of the workshop", but about "changing the genes of the enterprise".