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Ensuing Food Safety & Nutrition A Journey towards Food Safety Excellence The Akshaya Patra Foundation, Bangalore, India By: Muralidhar Pundla 2 nd Dec 2015 The Akshaya Patra Foundation The Akshaya Patra Foundation is a not-for-profit

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SLIDE 1

Ensuing Food Safety & Nutrition

– A Journey towards Food Safety Excellence The Akshaya Patra Foundation, Bangalore, India

By: Muralidhar Pundla 2nd Dec 2015

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SLIDE 2

The Akshaya Patra Foundation

The Akshaya Patra Foundation is a not-for-profit organization headquartered in Bengaluru, India. Akshaya Patra is an implementation partner for the Govt of India for their flagship MDM program. Akshaya Patra reaches out to 1,429,878 children in 24 locations across 10 states

  • f India, providing them with freshly cooked meal on all school days. Currently,

we implement the mid-day meal programe in 10,845 schools of the country, with plans to increase that number to hundreds more. http://www.akshayapatra.org/about-us

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SLIDE 3

The Akshaya Patra Foundation

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SLIDE 4

The Akshaya Patra Foundation

State / Location Number of Children Number of Schools Type of Kitchen

Andhra Pradesh 21,333 82 Vishakhapatnam 21,333 82 Centralised Kitchen Assam 53,649 592 Guwahati (ISO) 53,649 592 Centralised Kitchen Chhattisgarh 23,674 160 Bhilai (ISO) 23,674 160 Centralised Kitchen Gujarat 400,158 1,653 Ahmedabad (ISO) 121,508 666 Centralised Kitchen Vadodara (ISO) 113,593 616 Centralised Kitchen Surat(ISO) 165,057 371 Centralised Kitchen Karnataka 463,682 2,629 Bengaluru - HK Hill (ISO) 85,204 487 Centralised Kitchen Bengaluru - Vasanthapura (ISO) 99,326 568 Centralised Kitchen Ballari (ISO) 115,945 575 Centralised Kitchen Hubballi (ISO) 126,693 789 Centralised Kitchen Mangaluru 22,679 147 Centralised Kitchen Mysuru 13,835 63 Centralised Kitchen Odisha 125,242 1,461 Cuttack 4,000 28 Centralised Kitchen Puri 55,835 648 Centralised Kitchen Nayagarh 24,580 352 Decentralised Kitchens Rourkela 40,827 433 Centralised Kitchen Rajasthan 135,910 1,830 Jaipur (ISO) 92,763 1,081 Centralised Kitchen Jodhpur 6,417 148 Centralised Kitchen Nathdwara (ISO) 25,274 435 Centralised Kitchen Baran 11,456 166 Decentralised Kitchens Tamil Nadu 718 1 Chennai 718 1 Centralised Kitchen Telangana 54,849 454 Hyderabad 54,849 454 Centralised Kitchen Uttar Pradesh 150,663 1,983 Lucknow 11,401 109 Centralised Kitchen Vrindavan (ISO) 139,262 1,874 Centralized Kitchen

TOTAL 1,429,878 10,845

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SLIDE 5

Vision

“No child in India shall be deprived of education Because of Hunger”

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SLIDE 6

Mission

“Reach out to 5 million children by 2020”

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SLIDE 7

Board

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SLIDE 8

Ensuing Food Safety & Nutrition

– A Journey towards Food Safety Excellence

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SLIDE 9

Ensuring Food Safety & Nutrition – The Akshaya Patra Way

Food Safety Excellence People Processes Technology & Innovation Org Wide C I Programs

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People

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SLIDE 11

Ensuring Food Safety & Nutrition

  • PEOPLE
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Ensuring Food Safety & Nutrition

  • PEOPLE

5500+ employees 30+ Policies 50+ Hrs Training / Year For Working Level employees Monthly News letters 100+ GBs Quarterly Town Halls

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SLIDE 13

Ensuring Food Safety & Nutrition

  • PEOPLE

Quarterly Kaizen Thunder Awards Trainings from Industry Experts Lean Six Sigma Rewards 5% Savings to the Team Medical Insurance to family including Parents Annual Day Functions Sunman Awards

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SLIDE 14

Ensuring Food Safety & Nutrition

  • PEOPLE
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SLIDE 15

Ensuring Food Safety & Nutrition

  • PEOPLE
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SLIDE 16

Ensuring Food Safety & Nutrition

  • PEOPLE
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SLIDE 17

Processes/ Systems

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SLIDE 18

Ensuring Food Safety & Nutrition

  • PROCESSES
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SLIDE 19

Ensuring Food Safety & Nutrition

  • PROCESSES
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SLIDE 20

Ensuring Food Safety & Nutrition

  • PROCESSES

Target – 100% Compliance,

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SLIDE 21

Ensuring Food Safety & Nutrition

  • PROCESSES
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SLIDE 22

Ensuring Food Safety & Nutrition

  • PROCESSES

Cold Room Temperature Cooking Temperature Temperature @ Delivery Point

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SLIDE 23

Ensuring Food Safety & Nutrition

  • PROCESSES
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SLIDE 24

Ensuring Food Safety & Nutrition

  • PROCESSES
  • ISO22000
  • GMP
  • GHP
  • Supplier Assessment
  • Supplier Qualification
  • Product Approval
  • Supplier Rating
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SLIDE 25

Ensuring Food Safety & Nutrition

  • PROCESSES
  • New Products Development
  • Process Optimization
  • NV Compliance
  • Nutritional Value Calculation
  • NV Audits – 3rd Party Lab Test
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SLIDE 26

Technology, Innovation

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SLIDE 27

Ensuring Food Safety & Nutrition

  • TECHNOLOGY & INNOVATION

Rice cooking- 2.5Tons /Hr Customer Built – Tetra Pack Rice Washer- 100Kg /Hr

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SLIDE 28

Ensuring Food Safety & Nutrition

  • TECHNOLOGY & INNOVATION

Bio Gas with Food Waste RO Plant

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SLIDE 29

Ensuring Food Safety & Nutrition

  • TECHNOLOGY & INNOVATION

Knowledge Management

  • Share Point
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SLIDE 30

Ensuring Food Safety & Nutrition

  • TECHNOLOGY & INNOVATION

18KVA Solar System @ TAPF, Bangalore Roti Making Machine @ Jaipur

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SLIDE 31

Ensuring Food Safety & Nutrition

  • TECHNOLOGY & INNOVATION

Insulated Transport Vehicles Insulated Vessels for Food Tranportation

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SLIDE 32

Continual Improvement Program

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“Akshaya Pragathi Program” An Organization wide CI Program of Akshaya Patra

While we all agree that Status Quo is not the desired state and hence we need to improve performance of various processes continuously so that we can reach to the next mile stone and this is a continuous process and every cycle of improvement leads to next level of achievement. So we adopted a holistic approach and designed a Continual Improvement Program called “ Akshaya Pragathi Program” an Organization Wide Continual Improvement Initiative of Akshaya Patra to ensure all levels of employees can participate in this program. As a part of the program we have adopted and implemented Kaizen, CI Projects using PDCA and Lean Six Sigma methodologies to ensure and make every employee practically gets involved in this.

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SLIDE 34

“Akshaya Pragathi” Program- A CI Program of Akshaya Patra

Kaizen

1. Small Improvements, Very Low investment 2. Plenty in number 3. Lean principles are the key 4. Every one can do 5. Training required

CI Projects- PDCA Methodology

1. Medium level improvements 2. PDCA methodology, 7QC tools used 3. Group activity. Generally lead by Supervisors & above 4. Training required

Six Sigma – DMAIC Methodology

1. Break through / High Impact Projects 2. DMAIC methodology 3. Good Training required 4. Group activity. Generally lead by Asst .Mngr level and above

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SLIDE 35

Opportunities of Improvement ?!

  • - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Sweet Fruit

Innovation, Lean Six Sigma

Bulk of Fruit

Lean, Six Sigma

Low Hanging Fruit

Kaizen - PDCA, Seven Basic Tools

Ground Fruit

Logic , Commonsense, Kaizen

Process Entitlement

  • We don't know what we don't know
  • We can't act on what we don't know
  • We won't know until we search
  • We won't search for what we don't question
  • We don't question what we don't measure
  • Hence, We just don't know
  • - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

What Method for What ?

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SLIDE 36

Kaizen

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SLIDE 37

Kaizen – Example

KAIZEN THUNDER

Sl #: TAPF – KT-HK Hill Location : HK Hill Dept: Production BEFORE KAIZEN ( CURRENT STATE ) AFTER KAIZEN ( NEW CURRENT STATE ) DESCRITPTION The older design of cauldrons had welded perforated bottom there by leading to inaccessibility of the lower surface for cleaning . The bottom of the perforation will have remnants of the food lying for long period and continuous steam entry will render the surface hardened with calcium deposits and is unsafe. KAIZEN DESCRIPTION: The perforated welded bottom was cut open and a new removable perforated sheet was fixed. ADVANTAGES/VALLUE ADD: Hygienic process, Accessibility of the lower surface for better cleaning and increased safety of the cooked product. IMPROVEMENTCATEGORY ( QUALITY/COST/CYCLE TIME/SAFETY/MORALE ) : Quality, Hygieneincreased, Ease of cleaning is better QUANTIFICATION: - Nil- APPROVALS: KAIZEN IDEA BY :NANP Date December 2012 IMPLEMENTED BY : Prabhakar, Puresh Date December 2012 APPROVED BY : Vinay N Kumar Date January 2013 VERIFICATION DESCRIPTION: ( Check after 1Month ) Sustained Done by :Prashanth Kumar MB Date Feb 2013 Approved by : Prashanth Kumar MB Date Feb 2013

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SLIDE 38

PDCA – A Continual Improvement Methodology

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SLIDE 39

Six Sigma

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SLIDE 40

Six Sigma – DMAIC

Define what’s important Measure how we’re doing Analyze what’s wrong Improve by fixing what’s wrong Control to guarantee performance

  • 3. Analyze the Current Process
1 2 3 4 4 3 2 1 2 1
  • 1
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Identify Key Variables Establish Process Baseline

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  • 3. Analyze the Current Process
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I n d e x 4 C 1 1 9 0 8 7 6 0 5 4 3 2 1 5 N o r m a l U S L L S L MSE; Ga uge R&R

Identify Key Variables Establish Process Baseline

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  • 6. Prioritize, Plan and Test

Proposed Solutions

S olu tion Imp act Time Cost 8 2 1 0 4 1 2 10 6 1 1. 3/10 Install H eater 1. 3/10 Install H eater 1. 3/10 Install H eater 1. 3/10 Install H eater 2. R egrind B lade 2. R egrind B lade 2. R egrind B lade 2. R egrind B lade Basic D O E O u t p u t 1 2 S hi f t x x Ma c h i n e 1 Ma c h i n e 2 D e c ision Matr ix Pull Sy s te m P R I OR O P E R A T I ON N E X T OP E R A T I O N G OAL 1. 2. R un C ha r t K e y O u t p u t V a r i a b l e s ( C u s t
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  • l
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  • 6. Prioritize, Plan and Test

Proposed Solutions

S olu tion Imp act Time Cost 8 2 1 0 4 1 2 10 6 1 1. 3/10 Install H eater 1. 3/10 Install H eater 1. 3/10 Install H eater 1. 3/10 Install H eater 2. R egrind B lade 2. R egrind B lade 2. R egrind B lade 2. R egrind B lade Basic D O E O u t p u t 1 2 S hi f t x x M ac hi ne 1 M ac hi ne 2 D e c ision Matr ix Pull Sy s te m P R I OR O P E R A T I ON N E X T OP E R A T I O N G OAL 1. 2. R un C ha r t K e y O u t p u t V a r i a b l e s ( C u s t
  • m e
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  • l
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  • 8. Measure Progress and Hold Gains
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  • ok
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  • 8. Measure Progress and Hold Gains
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  • 2. Form Team and Scope the Project
Input Sup plier R eq mt. Measur es Outpu ts Custom ers Valu e Measur es Quali ty Co st T ime

Identify Customers a n d Require ments Esta b lsh Process Prior ities

Team Charter
  • 2. Form Team and Scope the Project
Input Sup plier R eq mt. Measur es Outpu ts Custom ers Valu e Measur es Quali ty Co st T ime

Identify Customers a n d Require ments Esta b lsh Process Prior ities

  • 9. Acknowledge Team and

Communicate Results

Project Report TEAM RES ULTS GOAL 1. 1. 1. 1. 2. 2. 2. 2.
  • 9. Acknowledge Team and

Communicate Results

Project Report TEAM RES ULTS GOAL 1. 1. 1. 1. 2. 2. 2. 2.
  • 7. Refine and Implement Solutions
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  • 7. Refine and Implement Solutions
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  • 1. Identify Opportunities
STR AP

Align Goals and Resources

Pa re to Cha r t Ca teg
  • ry

Sele ct C ritical Project s

Activity B a sed M a n ag emen t Ti me Tak t N VA Ti m e A B C D E Cost s A B C D E NV A $ = Pr oc e s s Bas e d CO PQ A B C D E Quality Cost Time Lea n E n terp ri se
  • 1. Identify Opportunities
STR AP

Align Goals and Resources

P are to Ch ar t Ca tego ry

Sele ct C ritical Project s

Activity B a sed M a n ag emen t Ti me Tak t N VA Ti m e A B C D E Cost s A B C D E NV A $ = Pr oc e s s Bas e d CO PQ A B C D E Quality Cost Time Lea n E n terp ri se S al es C SR Mf g Q C S hi p
  • 4. Define Desired Outcomes

Critical Measures and Goals

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Establish Entitlement

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  • 4. Define Desired Outcomes

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  • 5. Identify Root Causes &

Proposed Solutions

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  • st D
r iver M E M P R O C C H M E L E V O TH E R 16 32 48 64

Prioritize Causes

ABM

Explore Process Data

FMEA

Brainstorm Potential Root Causes

TAKT T im e 2 1 3 . 5 2 . 5 1 . 5 S h i f t 1 1 t u p t u O Box Plot s 1 2 1 1 9 8 7 6 5 4 1 1 9 8 7 6 5 4 3 I n p u t O u t p u t R
  • S q
u a r e d = . 8 7 6 Y = 9 . 7 7 2 7 1 + . 7 4 5 2 X St r o n g Po s i t i v e Co r e l a t i
  • n
Scatter Plots
  • 5. Identify Root Causes &

Proposed Solutions

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  • st D
r iver ME M P R OC C H M E L E V OT H E R 16 32 48 64

Prioritize Causes

ABM

Explore Process Data

FMEA

Brainstorm Potential Root Causes

TAKT T im e 2 1 3 . 5 2 . 5 1 . 5 S h i f t 1 1 t u p t u O Box Plot s 1 2 1 1 9 8 7 6 5 4 1 1 9 8 7 6 5 4 3 I n p u t O u t p u t R
  • S q
u a r e d = . 8 7 6 Y = 9 . 7 7 2 7 1 + . 7 4 5 2 X St r o n g Po s i t i v e Co r e l a t i
  • n
Scatter Plots
slide-41
SLIDE 41

Six Sigma Program – Trained GBs/BBs

Trained Green Belts:

  • 100+ available across 10 kitchens

Gujarat

  • 22 people

Vrindavan

  • 18 people

Karnataka

  • 35 people

Head Office

  • 35 people

Trained Black Belts:

  • 2 people available at HO

100 + people

slide-42
SLIDE 42

The Impact - # of Kaizen Thunders 15-16

340+ Kaizens Implemented 750+ 750+ Kaizens Implemented in 2014-15

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SLIDE 43

The Impact – CI Projects – 2014-15

7+ Projects On going 10 more in pipe line

11 Project Completed Estimated Savings 2Cr + INR 2015-16

slide-44
SLIDE 44

Motivated & Engaged Employees Low Attrition Rates Zero Accidents Best Processes Efficient & Effective Processes Improved Productivity Improved Cycle Times Reduced Costs Reduced Customer Complaints Highly Satisfied Customers/ Donors Better, Capable, Reliable Equipment/ Machines Low Maintenance Cost Green Organization

The Impact – A brief Summary

slide-45
SLIDE 45

CII – National Food Safety Award

slide-46
SLIDE 46

CII – National Food Safety Award

slide-47
SLIDE 47

IndiZen 2014- Operational Excellence Award

slide-48
SLIDE 48

PLATINUM AWARD " in CBE 2014 3rd Annual Convention & Competition on Lean Six Sigma

slide-49
SLIDE 49

Case Study Published- Harvard Business Publishing

slide-50
SLIDE 50