“Maintenance should be simple“
Cloetta occupies a strong position in the Swedish confectionery market and offers a broad, varied assortment of high-quality chocolates, sweets and nuts. Today, Cloetta’s products are sold in more than 50 countries. A great deal has happened since Mikael Andersson began working at Cloetta in 2010. It was a journey that began with insourcing maintenance and taking steps to make work as simple as possible.
“Basic maintenance work should be simple,” says Mikael Andersson, Maintenance Manager at Cloetta. It must be easy to enter work orders, to input data and to get data out. Above all, it must be easy for our technicians. A lot of the work is practical and needs to be done quickly,” continues Mikael.
The route Cloetta took to get where it is today was not a straight line from A to B, but happily there are figures that show the operation is headed in the right direction. Since 2010, maintenance costs have fallen by 25 per cent while the production volume rose by 25 per cent. Emergency maintenance has fallen from 44 per cent to 25, figures achieved thanks to many different initiatives.
“It’s all based on everyone knowing what they have to do. There are many reasons we have come as far as we have today. We must recognize that things take time to do, and that we can’t do everything in the space of a day,” says Mikael. “Although much has been achieved, much still remains to be done. Procedures are available, but not all are in place; things happen that we have to constantly learn from and we’re working hard to find ways to prevent the same problem from occurring more than once,” says Mikael.
One of the tools used in the improvement work is a maintenance manual prepared according to SSEN 13306 – the European standard for maintenance work. The manual was distributed during a corporate activity day and is also used as induction material for new employees.
“The manual is there to function as a guide in day-to-day work. It serves as our Bible when it comes to improvements and operational reliability,” says Mikael.
Cloetta works constantly to develop maintenance work and make it easier; for example, the management of spare parts has come a long way. In collaboration with a supplier, Cloetta has established an operations stock of ready-use parts, and this has given the stores department time to work on other things.
Pit-stop procedures that provide greater opportunities for planned downtime and improved maintenance for selected installations have finally been put in place.
Well-defined roles and standardized work are factors that have led to a better ability to work strategically with improved preventive maintenance. Previously, more contract personnel were used; today, because the organization is doing more things right, it does not have the same need to outsource work.
“Long-term, structured efforts cannot fail to provide results,” concludes Michael while emphasizing the importance of letting things take the time they need.