tions Management Sustainability Page 664 of 798 Maintenance Drives Profits at Frito-Lay Video Case Frito-Lay, the multi-billion-dollar subsidiary of food and beverage system. Run Righ teaches cmployees to "identify and do. This means giant PepsiCoe, maintains 36 plants in the U.S. and Canada. These each shift is responsible for identifying problems and making the nec facilities produce dozen of snacks, incloding the well-known Lay's, essary corroctions, whem possible. This is accomplished through (1) a Fritos, Cheetos, Doritos, Ruffles, and Tostitos brands, cach of which "power walk" at the beginning of the shift to ensure that equipment and sells over $1 ballion per year process scttings are performing to standard, 2) mid-shift and post-shift Frito-Lay plants produce in the high-volume, low-variety proreviews of standards and performance, and (3) posting of any issues on cess model common to commencial baked goods, steel, glass, and beer a large whiteboard in the shift office. Iems remain on the whiteboand industries. In this environment, peeventive maintenance of equipment unsil corrected which is seldom more than a shift or two takes a major role by avoiding costly downtime. Tom Rao, vice presi- dent for Florida operatoes, estimates that each 1% of do-ntame has down vanable costs making tne for training is challeng Bat a negative anual profit impact of $200,000. He is proud of the l supervisors, including the plant manager, are available to fill in on the unscheduled downtime his plant is able to reach- well below the 2% production line whm thus necessary to free an eaplyee for training. that is considered the "world-class" benchmark. This excellent per- formance is possible because the maintenance department takes an the Florida plant all come with multi-craft skills le-g, welding, electri active role in setting the parameters for preventive maintenance. This cal, plumbing). "Multkraft maintenance per onnelre hurder to find is done with weekly input to the production schedule. With good manpower scheduling and tight labor atol to bald The 30 maintenance personnel hired to cover 24/7 operationsat and cost more." siys Wentrel, "but they more than pay Sor themselves. Maintenance policy impacts energy use as well. The Horida plant's technical managper, Jim Wentzel, states,"By reducing produc- tion interruptions, we create an opportunity to bring encrgy and util 1. What might be done to helptake Frito-Lay to the next level of outand- ity use under control Fquipment maintenance and a solid production chedule are keys to utility efficiency. Wigh every prodaction inter2. What are the advantages and disadvantages of giving mone respe ing maintenance? Consder factors such as sophisticatod software siblity for machine maintenance to the operator? As a part of its total productive maintenance (TPM) program 3 Discuss the peos and.cos of hiring multi-craft maintenance penonnel Frito-Lay empowers employees with what it calls the "Run Rigo may wih view the video ths acconpusies this case eore anwering these qeestion Ai Frito-Lay. preventive mainicnance, astonomous maintenance, and tota productive maintenance are part of a Frito-Lay program known as otalSeare: Prodessons Bary Render CRoll productive manufacturing Collepri Jay Heiner (Tesa Luther Universiy, and Beverly Amer (Northem Ariaona nivenity d)
