Campbell Company of Canada: Plant Tour Assignment

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GMS 401: Plant Tour Assignment
Campbell Company of Canada
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Date: March 12th, 2012
Ryerson University
Executive Summary

As students of Operations Management, we were charged with visiting a manufacturing or service facility and to present and report on our observations. Since all of the members of our group have either worked in or visited a service facility, we were excited with the opportunity to visit a manufacturing plant as part of this project. A few emails and phone calls later, we had organized a tour of The Campbell Company of Canada’s manufacturing facility, in Etobicoke.

As a result of our tour, we are able to report on the following key elements: ▪ Company profile
▪ Details of the manufacturing process
▪ Plant layout
▪ Inventory control systems in place
▪ Quality assurance techniques
▪ Maintenance practices
▪ Ergonomics on the assembly line

What they do well:
The tour was an invaluable way for us to learn about and see first-hand the challenges faced by the modern day manufacturing plant. Work crews have been divided into teams motivated to seek improvements in the manufacturing process and the workers are non-unionized. With a daily output of approximately 1.5 million units, it’s key that the plant minimizes downtime. As such, Campbell’s has transitioned over the years from reactive maintenance to preventive maintenance, and follows predictive maintenance as a best practice.

Productivity and workplace safety have increased with the automation of processes in every area. SAP inventory systems have improved operations in supply chain management. In addition, Campbell’s has done well incorporating ergonomic lessons into all of its training sessions. They’ve also recognized that a healthy workforce consistently performs at high levels, and they have made a point to provide employees with amenities which focus on health and well-being.

Recommendations for Improvement:
Despite the strides made with employing predictive maintenance techniques, onsite technicians aren’t fully trained to deal with problematic equipment and thus Campbell’s is regularly bringing in external personnel to fix this. Since replacing the equipment isn’t a cost effective option, training onsite technicians to better address problems on this machinery when they occur could help reduce the downtime on the line.

The threat of production bottlenecks may also be diverted by more general purpose equipment in the packaging area to accommodate sized containers. Our group felt there is an opportunity to improve the comfort, health and motivation of employees by improving ventilation in the packaging area.

Table of Contents
Executive Summary1
Section 1: Company Profile3
Appendix A: Floor Plan ………….……………… ……………………………. 4

Appendix B: Thank You Letter …… ………………………………………….. 5

Section 1: Company Profile

Campbell Soup Company (referred throughout this report as “Campbell’s”), a multi-national corporation headquartered in New Jersey, USA, has been delivering products with an exceptional taste and food experience for over 140 years. Founded in 1869 by Joseph A. Campbell and Abraham Anderson, the company has grown into a global manufacturer and marketer of high-quality convenience-branded food products with a particular focus on canned tomatoes and vegetables, jellies, soups, condiments and minced meats (Campbell Company of Canada, 2012).

Over the last century Campbell’s has developed into the leading house-hold brand name, not only domestically in North America, but globally. At present, Campbell Soup Company is the number one maker of soups in the world and dominates its domestic markets of North America with a market share of 69 percent (Forbes Canada, 2011). In addition, Campbell’s Company of Canada represents a 60 percent global market share of the $4 billion soup market (Wikinvest, 2010).

The wholesome goodness of Campbell’s products...
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