Muhammad Mubashar, an engineer and maintenance manager for Pladis Global's factories in Saudi Arabia, shares his insights on how to build and implement manufacturing strategies
In today's world, where technology is advancing rapidly and the requirements for each step of the production chain are becoming more complex, it's not enough to sit still; you have to improve. International companies are lining up to hire employees capable of solving complex technical problems and finding new work solutions. With the right philosophy, companies can reach incredible profits by remaining competitive, improving their image, and increasing efficiency.
Muhammad, you developed maintenance strategies that improved the efficiency of the Pladis factories in Saudi Arabia, one of the largest confectionery companies in the world. How did you do it?
When you love your job and know your business, solutions can come to you quickly! As a TMP leader, it's my responsibility to put advanced manufacturing technologies in place and promote a culture of continuous improvement on the shop floor and in our plant management teams. I follow a 360-degree approach to ensure efficient manufacturing, which includes routine maintenance on the machines to ensure their best performance. This all starts with our preventive maintenance plan, which I'm always rejiggering. At the same time, we look for recurring issues in the machines and create preventative measures. I have a very systematic approach to reviewing the master plan on a quarterly basis. I also ensure on the job training for both the maintenance and production staff to ensure the improvements are handled with care and are sustainable both in mechanics and our process for dealing with those mechanics.
I also make sure that the capabilities of the machines and technology are used to their fullest. This is particularly helpful when we evaluate new products' feasibility. Instead of investing in new packaging equipment, I can engineer solutions for new product requirements using existing machines. For this purpose, we evaluate each machine in detail, then design and engineer modifications to adapt to new product needs. This can be anything from the addition of a new module in the machine to the change of parts, etc.
Are there any specific figures and indicators that demonstrate how the efficiency of work has changed or production costs have decreased?
Certainly! My strategy has resulted in a 10% increase in production without increasing the workforce. I was able to achieve a 5% reduction in energy costs and a 7% reduction in maintenance costs per ton. Becoming department head, I took responsibility for department results. This new role propelled me to be innovative and think outside the box. I sought to achieve objectives using minimal financial resources, embracing a mindset that prioritized objective-driven approaches and alternative pathways to success. This mindset fostered the unique and competitive edge essential for success in the manufacturing industry.
These are impressive metrics! How exactly did you achieve such a result, what more specifically was the strategy that you mentioned?
I credit my unique approach regarding equipment efficiency and breakdown analysis to the "Kaizen" philosophy and the "DMAIC" method. Kaizen is a philosophy of continuous improvement. It focuses on the refinement of manufacturing, development, and supporting business processes and management, not to mention all aspects of life. DMAIC stands for Define, Measure, Analyze, Improve, and Control. This is normally used for more complex problems where we need to define the problem, measure and analyze some factors, and then also improve and control the final results. Combined with my hands-on experience in mechanical engineering and maintenance, this approach allows me to identify the correct options instantly. I'm able to find an individual solution to each problem and initiate it as quickly as possible while simultaneously increasing our production capabilities.
In this case, specifically, I did a detailed analysis of the bottlenecks on the production line and found out what was causing those limitations. In most cases, it was possible to increase the performance of a particular machine by choosing a different motor or some other component. To give a technical example, I was able to increase the line output by increasing the cooling tunnel capacity with the addition of one more freon compressor and one condenser coil, in this way I separated the top and bottom evaporators of the cooling tunnel with separate refrigeration circuits.
I was able to decrease the factory's energy cost as well. This became possible in two stages. First I identified where the lion's share of energy was used. One major portion was used for cooling, so I used area zoning techniques to decrease the cooling cost. Heat-generating areas were given fresh air supply and exhausts, lowering the area temperatures closer to the ambient temperature. And for the operator's comfort, dedicated fan coil units were added. In one area this decreased the cooling load from 30 Tons to 2 Tons, and with this technique applied broadly total cooling cost decreased by almost 20%. I also changed several motors startup circuits from direct start to soft starter, decreasing the electricity load. On one oven I added VFS which not only saved on electricity load but also decreased cost of maintenance for the blowers, as running on high speed was causing frequent breakdowns and production loss.
These metrics are brand new in the food manufacturing industry, how did you come up with this mix of management and engineering?
Anyone can produce cookies and chocolate. While product quality is undoubtedly critical to earning customer loyalty, what really drives growth is the efficiency of producing these products. Only a few businesses can achieve efficiency on such a scale; continuous improvement is paramount. In Saudi Arabia, my methods are rarely used, allowing me to maintain a competitive edge in efficiency and highlight my unique abilities and toolset.
This is not your first major international success. You have worked with Nestle for a long time, where you demonstrated your skill in developing innovative solutions and systems that ensure operational efficiency. How did you achieve such results?
At Nestle I worked in Utilities operations, Utilities is the heart of a factory. I was able to achieve meaningful results in my role as Utilities shift engineer and project Engineer by saving a massive 20 million PKR annually. This all stemmed from a DMAIC evaluation in the HFO (heavy furnace oil) receiving station. I analyzed several delivery metrics for fuel calorific value, established a benchmark for acceptable fuel quality, and negotiated the parameters with fuel suppliers. To bolster this improvement I established an in-house lab to measure the calorific value and approve or reject the fuel delivery. The key to great results here also was continuous improvement. Finding areas of opportunity by loss analysis through factory audits, then doing the appropriate projects to increase productivity is what made these improvements possible. Thanks to my project engineering and mechanical engineering skills, I was able to design economical and feasible solutions.
The innovative methods you've developed have shown stunning results! To what do you think you owe this great success?
I believe that the success of my work today depends on my unique approach to working with personnel. I am a positive as well as pragmatic person. While I feel perfectly comfortable making firm and unconditional decisions where it may be necessary, I guide people rather than order them. I'd say that this is my defining trait. First, I analyze the data and act only based on facts. Simultaneously, I try to motivate and inspire my team, adapting to the inevitable and regular changes that such teams undergo.
