The Nile Breweries Limited (NBL) team kick-started the process of adopting SABMiller’s Manufacturing Way. The process was led by the NBL “Steercom” who achieved the seamless integration of the new organizational design model, as well as further rollout of the Manufacturing Way work practices throughout the shop floor. The four PIPs launched across the full technical division as part of this project was a key milestone, as it is an area where return on investment could easily be measured.
Substantial deliberation and preparation had been invested into the concept of SABMiller’s Manufacturing Way prior to officially adopting it. Once CCI-GrowthCon’s services were engaged to facilitate the process, baseline assessments started. Uganda became the first country to embark on the journey, followed by Zambia, Tanzania and Botswana.
Detailed assessments to evaluate maturity levels were conducted according to Global Evaluation of Manufacturing (GEMS) criteria, as well as detailed Loss and Waste Analysis studies of the plant. Significant savings were highlighted through the Loss and Waste analysis, and projects were identified to leverage these.
The NBL “Steercom” was established, comprising technical level 3 and trade union representatives as key stakeholders. After an initial workshop, they drafted a comprehensive project charter that also defines individual KPIs in line with those of the company for the year ahead. To maintain focus, the steering committee reviews these KPIs weekly.
Steercom L&MC (Leading and Managing Change) is a leaner derivative of the committee with representation from technical, HR, trade union and finance. It has proved highly instrumental in steering the change process.
Achievements, such as seamless integration of the new organizational design model and further rollout of the Manufacturing Way work practices throughout the shop floor, have provided ample evidence of this structure’s efficiency.
Significant investments in training were made to support an effective Manufacturing Way implementation. This started with a well-structured training process involving Steercom and Task Force orientation, right through to personnel on the shop floor. Amid other major projects in progress, the quality of planning and scheduling was an impressive accomplishment. Among the other projects in progress at the time were construction of a new brew house and the installation of a new packaging line.
Seamless integration of the new organizational design model and further rollout of Manufacturing Way practices throughout the shop floor provided ample evidence of this structure’s efficiency.
Six Task Force members underwent an intensive Train the Trainer program in preparation for the rollout of the Manufacturing Way work practices to the shop floor. Then, after delivering GEMS training to the Task Force members, it was finally time to begin the process.
Based on experience, a phased process was instigated by tackling foundation work practices including Teamwork, 5S, Focus and Performance Measurement and Control during the first phase. The idea was to entrench these values to Stage 3 GEMS status.
Internal GEMS assessments are now a matter of monthly routine. And while it’s still early days, KPI numbers have shown steady improvement — indicating that efforts are focused correctly.
Launching four PIPs across the full technical division at NBL was a key milestone in the Manufacturing Way implementation. This is an area where return on investment can be measured clearly.
- Malt transfer loss reduction in brewing
- HFO usage reduction in Utilities
- Solomatic labeler downtime reduction
- Palletiser downtime reduction in Packaging
Fred Balikagira, Manufacturing Development Manager at the time had the last word: ”Results have been very encouraging and valuable lessons have been learned along the way. One can comment that the next batch of PIPs to be identified will be handled smarter, thanks to the learning experience gained so far.”
Launching four PIPs across the full technical division at NBL was a key milestone in the Manufacturing Way implementation.
|Nile Breweries Limited (NBL) was established in 1951. In 1957, a leading Asian-Ugandan entrepreneur, Muljibhai Madhvani, bought the business and managed it until 1972 when Idi Amin expelled Asians from Uganda. It remained a state enterprise until 1992 when the Uganda government implemented a wide-ranging privatization program and Nile Breweries was returned to the Madhvani Group. In 1997, South Africa Breweries Ltd. (SAB) acquired a 40% stake of the business, fully acquiring the Madhvani Group in 2001. In 2002, SAB acquired the Miller Brewing Company in the USA forming SABMiller, the world’s second largest brewer with interests in over 75 countries. NBL is the No. 1 provider of locally produced beer in Uganda. NBL’s brands include Nile Special, Club Pilsener, Eagle Lager, Nile Gold, Castle Milk Stout, Redd’s and Castle Lite.
This resource has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained herein without obtaining specific professional advice. Competitive Capabilities International (CCi) does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this resource or for any decision based on it.