Maintenance Experience in the Fast Moving Consumer Goods (FMCG) Sector (Capability Profile)


T.A. Cook is a specialised Management Consulting firm. The core competence of the business is the sustainable implementation of asset, operations and service-oriented excellence. T.A. Cook’s clients are typically businesses, their suppliers and contractors working with complex industrial assets across multiple sectors. The company has particular expertise in the Chemical as well as in the FMCG sector, supporting the most significant global producers to change, improve, reduce costs and increase productivity.

We gear our efforts to create measurable and sustainable improvements in processes, organisational set-up and bottom line results. Consulting to us means implementation and tangible results. We achieve performance improvements by concentrating on the key levers of success for our clients.

As implementation specialists we focus on the sustainable realisation of process quality improvements. Our specialisation and our approach clearly distinguish us from others:

  • We complete projects where others only analyse or start the implementation.
  • We view managerial behaviour and processes as more important than
  • organisational structure.
  • We deliver practical solutions with a strong focus on detail.
  • We concentrate on performance
  • drivers and problem causes – not the symptoms.

An important feature of our projects is the development of process ownership for the client.

FMCG experience

During the years we have developed
significant knowledge and capability within the FMCG sectors. We bring:

  • Operations footprint development
  • Production planning
  • Supply Chain optimisation
  • SKU variety management
  • OEE uplift and optimisation
  • Production unit cost reduction
  • Structured approach to reduce technical and organisational performance killers
  • Application of external best practice
  • Cultural sensitivity and change management.

During our implementation projects we focus on sustainable performance optimisation. Our efforts gear towards a reduction of unit production costs while improving process performance. Productivity levers will be analysed, evaluated and optimised in a structured and sustainable manner. Our FMCG Optimisation Projects have yielded consistent and significant financial benefits for our clients by cost reductions and output increase by a strong OEE increase.

In accordance with our result-oriented acceleration method, we start with the identification of opportunity and the definition of an agreed business case. With an agreed timetable, a project starts with the implementation of key elements to increase efficiency. The realignment of core processes follows next. Organisational structure adjustments and behavioural change that ensure sustainable change take place in the final step.
The optimisation program is carried out in close co-operation with the client employees and management. According to the level of support needed, the T.A. Cook team stays on site. As change specialists we integrate the client team as much as needed in the change process to ensure buy-in and take-up. Based on our external expertise and internal knowledge, only workable solutions are implemented. Bottom line results will be generated, monitored and sustained.

Clients & Expertise
Over the past 15 years T.A. Cook has partnered with many different companies in various chemical, petrochemical, oil & gas, FMCG and utility sectors. T.A. Cook Consultants deliver at the highest levels of personal integrity and quality. Our consulting team delivers industry knowledge, best practice and practical hands-on experience with, on average more then 20 years personal experience in their respective field.
Our demonstrated efforts include – but are not limited to:

International Contract Bottling, 2006/07
Remit to increase bottling throughput by 20% during 6 month fixed time fixed cost project to support increase of market share, complexity of SKU’s and changeovers. The project focused on the implementation of improved changeover processes, inter-departmental communication, enhanced management control and reporting systems and preventative maintenance procedures. Operators now receive uninterrupted changeover support resulting in a significant reduction in downtime. Audits following project implementation showed bottling throughput had considerably exceeded expectation. The following benefits were delivered:

  • 35% uplift in production
  • 25% decrease in downtime
  • Improved shop floor and supervisory behaviours
  • Introduction of product capacity
  • planning and scheduling tool
  • Introduction of planned maintenance routines and maintenance key performance indicators.

Mineral Water & Soft Drinks
Manufacturer, 2007/08
One of the largest soft drinks manufacturers in Europe required an analysis of the entire operational value chain to identify productivity and profitability improvements. T.A. Cook Consultants focused on the technical operation (bottling, pack-aging, maintenance) as well as before and after activities (production planning and logistics). The aim was to explore alternative ways of operating and to define clear actions that could be taken to increase plant productivity and improve process quality. It was also a requirement to develop a suitable project organisation (structure, resources etc.) and implementation plan.
The following quantitative and qualitative potential for improvement was identified:

  • Potential to improve Overall Equipment Effectiveness (OEE) by 10-17%
  • Potential OEE increase of up to €460k per production line
  • Improved production and capacity
  • planning
  • Reduction of set-up times by ca 30%
  • Overtime reduction by 25-30%. Saving of up to €350k
  • Improved staff motivation
  • Elimination of unnecessary interfaces
  • Transparent processes.

Confectionary Manufacturer, 2008/09
With 5 production sites, 4000 employees and market share in 50 countries the business wanted to improve and standardise maintenance processes across its facilities. Following an analysis it was identified that the business was hampered by historically-constrained organisation structures, a low ratio of planned to unplanned work as well as an unsatisfactory work-order system. In addition, significant  OEE improvements were also identified. Project implementation included the creation of a single and unified Enterprise Resource Planning (ERP) solution, to satisfy all commercial and technical requirements, simplify planning & scheduling and ensure sustainability. The next aspect was to determine the optimum maintenance structure and adapt the roles and responsibilities so tasks and requirements could be standardised. The following benefits were realised:

  • Reduction of maintenance budget by 17%
  • 50% reduction in breakdown related costs
  • Increase in the planned ratio of work from 20% to 60%
  • Overall savings range from €3.5m to €4.5m p.a. per site.