Majaco’s Post

Transcript

So I'm Alan Whites. I'm the head of manufacturing. My name is Christoph Evo. I am the head of supply chain. So on Connor Bacon. My role is continuous improvement manager. So I'm Matt Callan. I'm operations and supply chain director for Warp Snacks. So my name's Katan and I look after the finance and IT teams. So we manufacture better for you snacks, healthier options, lentil, chickpea bases and popcorn. The main issue we had was around reliability of the site and of the production facilities and being able to produce the volume expected in a cost efficient way. A magical came in effectively to do a deep dive and analysis, firstly to look at the cost base of the factory, how it was operating and to verify the beliefs that the leadership team with the business had. About where factory performance could be improved to. When they pitched this, they contractually I think it was just over 2,000,000 lbs of benefit. We put on a piece of paper, annualised. What they've delivered based on what we've seen so far is significantly north of three and a half million. The biggest problem we had was cattle reliability and being able to deliver the capacity. What our fairly recent investment hadn't delivered, we've been able to so far increase output. Roughly by 60% in in popcorn. The other big area of of savings was around waste. And again, we are substantially ahead of of what was baked into the improvement program. We're still a few weeks out from finishing the project, but we've already over delivered on the labor savings that we we'd forecast. We've had some fantastic improvements developing a a reporting tool. So PRM building that suite alongside Magico to really help grow and understand. Our own knowledge of of performance, looking at our popcorn waste, how can we reduce that and different methods, different changes to the machines In the six months I've been here and we've gone down 7% points. Although they're not the biggest of consultants, they've got access to very capable resource. So we've had some really good guys on the ground with us throughout the project, but we've also had a number of subcontractors to Magical that they've they've brought in. So for example, we've had one person that's come in and done a lot of work on our reporting. So kind of Power BI specialist who's been able to come in and yeah, give us access and pull data from places that perhaps we didn't know. That they're just more committed. That there's significantly more committed. It's a bunch of. It's called them consultants who wanted a better word, who who actually enjoy what they do. They really want to make your business better. Be open minded, be prepare to hear stuff you might not want to hear. Make sure you also have your own internal resources to help and support the magical team so they're not just coming and then there's nobody there to help and support them. You need to be able, you have to release that that that labor within your team so that you can start moving very quickly. I think they need to fully embrace them. They will be in your factory, in your operations every day. They're not gonna sit in your offices. They're gonna be downstairs on the shop floor seeing how things work, talking to all the people. If you're humming in our ring about do we really need these guys? You shouldn't hire him. You need to be 100% Claire that you're going to, you want them and they're going to drive value, put all whatever you want in a contract in terms of holding their feet to the fire. But if you don't embrace that engagement, it's not going to work. We've really enjoyed having the magical team around. I think, you know, they've been on site for a year now and we've not got along. I think it could have been a really tough year. But actually there are a good bunch. You know, they're personal. They're actually people that are used to operating in factories. They understand the operations mindset. They're smart so they can bring a level of analysis that perhaps we wouldn't be able to do ourselves. Approachable. They will keep coming with ideas. Because they are. Embedded in the in your team with you, they have access to the data. They work with you, They sit with you in the middle of the team because they want to make your business better. I'd say they're very logical. They're not going to come to you with an idea that they've not tested. They're good teams to work with. They work together really well. They bounce off each other well. They try to include the warp teaming as much as they can. They have integrated into the main office. They've got really good. Ideas well tested. They draw on experience they've had before. They will stand at the end of each line, go through every process of production step by step. And then they'll give you a solution and that's quite refreshing. It's not invest ��300,000 to get this kind of return. It's this is how you're doing things right now. These incremental changes will have. This significant impact on your business. Insightful. They are supportive and they are dedicated. The really clever blokes, they'd like to work with first principles. So what's the right thing to do? Thorough. Data-driven and resourceful. Innovative, persistent. And collaborative.