SP PSWa aytoExcel llence e

Pro ominentf figuresinSavolaPa ackagingSystemsT TQMApplications Ab boutSavo olaPlastic cDivision n Sa avolaPack kagingSy ystems:fr romstrate egytores sults TQ QMpracticescas sestudyin ntraining gfield:
udiArabianQualityCouncilTechn nicalmeeti ing Sau 12/ /22/2008

eparedBy:AlaAowa aidah Pre

Education:B.Sc.Indus strialengine eering199 99,Applied iversityAm mman,Jorda an ScienceUni WorkExpe erience: Current work: Sa avola Plast tic Division n as a spe ecial tsmanagerresponsibl lefor: project - Leading g a team re esponsible for f the app plication of King Abdulaz zizQualityA Award. - Managin ng projects to apply th he lean man nufacturing tools suchas5S,quickch hangeover,a andTPM. us Experien nce: AlSor rayai Carp pet Factory y as Previou Product tionsupervi isorandpro oductionpla anningmanager. Values Consulting Firm as a a consultan nt for ISO9 9001, 01, and performance managemen nt systems, and ISO1400 Associate consultant wit th KAIZEN N GCC and mancesoftin nsomeofthe eirprojectsinSaudiAra abia Perform Certificates s: EFQME EuropeanAs ssessorITQ QM,Switzer rland LeanSix xSigmaUn niversityofVillanova SixSigm maGreenBe eltUnivers sityofVillanova

SPSWaytoExcellence

Contents
AboutSavolaPackagingSystems........................................................................................................3
SavolaPackagingSystemhistory......................................................................................... 3 SavolaPackagingSystemproducts ...................................................................................... 3 SavolaPackagingSystemMarkets ....................................................................................... 3 ExcellenceJourney.............................................................................................................. 3

SavolapackagingSystems:FromStrategytoResults................................................................4
KingAbdulazizQualityAwardModel.................................................................................. 4 Leadership........................................................................................................................... 4 StrategicPlanning................................................................................................................ 5 HumanResources................................................................................................................ 5 OperationsManagement.................................................................................................... 6 CustomerFocus................................................................................................................... 6 InformationAnalysis............................................................................................................ 7 SocialResponsibility............................................................................................................ 7 Results.................................................................................................................................8

TQMPractices:CaseStudyintrainingfield....................................................................................9
StrategicPlanning................................................................................................................ 9 Customerfocus .................................................................................................................. 10 Operationsmanagement.................................................................................................. 12 Informationanalysisandresults....................................................................................... 15

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AboutSavolaPackagingSystems
SavolaPackagingSystemhistory o 1982:startingwithinhouseproductionwithSavolaEdibleOils o 1991:establishingSavolaPackagingSystemsasanindividualcompany o 2005:EstablishingSavolaPlasticDivisionandAcquiringAlsharqPlastics Company o 2006:Acquiring75%ofNewMarinaPlastinEgypt,thisshareincreased to95%in2007 o 2008: Savola Plastic Division business units are exporting to more than 25countriesandexpectingmorethanSAR800millionbytheendof2008

SavolaPackagingSystemproducts Thecompanyisproducingplasticpackagingproductsfordifferentsectorssuchas: water,CSD,dairyandjuice,food,personalcare,andlubeoils. The companys customers are large companies in Saudi Arabia such as: Saudi EdibleOils,Almarai,Nadec,Castrol,BinZaqarUnilever,P&Gandothers SavolaPackagingSystemMarkets The company is exporting tomany customers inmore than 25 countriesaround theworld.Thecompanyscustomerscover:Asia,Africa,Europe,NorthAmerica,and Oceania. ExcellenceJourney Thecompanysexcellencejourneycontainsthefollowingtollgates: o 1996:thecompanygotISO9002certificateasoneofthefirstcompanies inplasticfiledwhichgotthiscertificate.Afterthat,thecompanyapplied manyinitiativesincludingBPR o 1997:thecompanygotMRPIIClassAfromOliverWightinternationalas thefirstcompanyaswellwhichgotthiscertificateinSaudiArabia.MRP stands for Management resources planning, and it requires building procedures with performance measures to track the performance of these procedures. MRPII is an operational excellence model. From that time as well the company had many initiatives such as starting implementing Oracle ERP and starting reporting cost based on ABC (activitybasedcosting).Inadditiontothat,thecompanystartedbuilding andmonitoringitsstrategyexecutionusingtheBalancedScorecardsince endof90sandearly2000. o 2008: the company won King Abdulaziz Quality Award in the medium industrialcompaniescategory.

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SPSWa aytoExce ellence

Sav volapack kagingSy ystems:From F Stra ategytoResults R

KingAbdu ulazizQualityAward dModel Leadershi ip
C Customer Focus Operations Management Supplier Partner Management Information is Analysi I Impacton Society Leadership Strategic Planning

KAQA K En nabler rs

Hum man Reso ources

Res sults

Figure1:KA AQAModel

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StrategicPlanning P

Every5years dsof byBoard Director rsand BLT

BYBLTte eamon yearlyba asis

Itcontainsthe objectives, es,and measure initiative es

Withinth he performa ance managem mentsystem foreachmanager

HumanRe esources SM MARTS Fu unctionalSk killsto be edeveloped d Ca areerAspira ations

Tem mperature Noi ice Hum midity Lum minous

MonthlyEn newsletter SkillsMatrix x SocialOutin ngs DailyTip ference SavolaConf

Internal lTraining SvaolaAcademy A Elearni ing Externa alTraining

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Operation nsManagement

MR RPIIClassA in 1997 Itco ontainspro oceduresforthe ope erationsand deach pro oceduresha asmeasures sto monitorthepr rocedures plementatio on imp Reg gularauditusing:The e Oliv verWightABCD A Check klist forOperationa alexcellenc ce CustomerFocus

C Customer Req quirement ts

:Houseof Quality

Wh hats and Ho ows are det termined

Ho ows importa anceand compet titorsare evalu uated

Cu ustomers clas ssifications

Basedon determined d criteria

4Ca ategories

Eachca ategory hassp pecific advan ntages

C Customer Sa atisfaction

Customer Satisfaction S Survey

Cu ustomer Complaints

Regula arvisits

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InformationAnalysis

SocialRes sponsibilit ty

Aw wards

Serv vices

Co onfere ences an ndfor rums

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Results

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TQ QMPracti ices:Case eStudyin ntraining gfield

StrategicP Planning
o HRs strategy

Fig gure2:SPSHRStrategy S

Trai iningpartin nHRstrateg gy(Objective es/Measure es) Employ yeesSatisfac ction: Satisfaction nofHRservi ices n OverallJobSatisfaction mentsMana agerssatisfa action: Departm DepartmentManagers Survey Reducecost ost/Trainin ngman.hour r TrainingCo xpenses/tra ainingman.h hour Trainingex Budgetcontrol oftrainingb budget Utilizationo nt Trainingandskillsdevelopmen rtrainingpl lan Conformancetomaster an.hours Trainingma rate Multiskillsworkforcer tendancelev vel Trainingatt awarenesst training Leadtimetocompletecompanysa uslearning Enhancecontinuou ementKOnl line/traine ee #ofcoursetakeninEle econtribute edindailytip ps %ofpeople

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SPSWa aytoExce ellence

Buildin nhousetrain ninginfrastr ructure #ofinterna altrainers ainersperfor rmancerate e Internaltra ainingsatisf factionrate Inhousetra #ofStandardinhousecoursesbuilt %ofpeople einvolvedin nElementK Konlinetrain ning

Customerfocus

The comp panys HR department d considers tw wo types of f customers: Top Mana agement, andEmploy yees.Theto opmanagem mentrequire ementsfrom mHRdepartmentfocus smainly on reducin ng cost an nd maintai ining empl loyees sat tisfaction, W Where employees requiremen ntsaremain nlytobesati isfiedinterm msofHRser rvicesefficie ency,trainin ng,work environmen nt,andcaree erdevelopm ment. o Cust tomersatisf faction Th hesatisfacti ionofourcu ustomersisdetermined dbydifferen ntways: Employ yeesandTop pManageme entsurveys Employ yeesturnove er Cust tomerrequi irements(Q QFD) Wh hatisQualit tyFunctiona alDeployme ent(QFD)

Interrelationsbetween ows Ho Howtomeetcu ustomer requireme ents Customer requirements

Competitors rating

Re elationshipbetween Hows WhatsandH

Howsweig ghts importance priorities p

Figure F 3:WhatisQFD

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PrimaryQFDforSPSHRTrainingPart

+ + ++ 1 Direction of Improvement Maximize (  ), Minimize ( ), Target ( ! ) 2 3

++ + 4 ++ 5 6


Expand the Usage of continuous learning

Update Policies and Procedures

Row #

Demand Quality (a.k.a. "Customer Requirements" or "Whats") Efficient and Effective Processes Adequate Training Open Communication with the management Good work Environment Career Development

1 2 3 4 5

9 9 9 3 9

20 13 33 27 7

3 2 5 4 1

9 9 9 3 9

3 9

9 1 3

9 9

9 9 9 9 Max Relationship value in Column 9 Weight Importance 740 200 167 320 320 Relative Weight 42% 11% 10% 18% 18% 2 1 3 3 Importance 5

Continuous Skills Development 3 9 3 9

Max Relationship value in Row

Build Efficient Training Plan

Quality Characteristics (a.k.a. "Functional Requirements" or "Hows") Weight / Importance

Build in-house training infrastructure

Relative weight

Figure4:SPSHRQFDPrimary

SecondaryQFDforSPSHRTrainingPart(Extended)
+ ++ ++ 1 Direction of Improvement Maximize (  ), Minimize ( ), Target ( ! ) 2 + 3 4 5 6 +


% of Policies and Procedures Updated

Max Relationship value in Row

Conformance to training Plan

Row #

Demand Quality (a.k.a. "Customer Requirements" or "Whats") Update Policies and Procedures Build in-house training infrastructure Expand the Usage of continuous learning Build Efficient Training Plan Continuous Skills Development 0

1 2 3 4 5 5

9 9 9 9 9 0

36 14 7 21 21 0

5 2 1 3 3 0

9 3 3 1

1 1 9 9 3

9 3 1

9 3 3 9

Multi Skills workforce rate 3 1 3 9

Training Hours/employee

Quality Characteristics (a.k.a. "Functional Requirements" or "Hows") Weight / Importance

Max Relationship value in Column 9 9 9 9 9 9 Weight Importance 450 371 150 579 379 214 Relative Weight 21% 17% 7% 27% 18% 10% Importance 5 3 1 6 4 2

# of Standard In-House courses Built 9 3 1

# of people involved in continuous learning

Relative weight

Figure5:SPSHRQFDExtended

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Operationsmanagement o Types of training: The Company is using the following training for employees, in addition to Employees learning which will be described later.
InDoortraining o Inductiontraining o OnJobtraining o InHousetraining OutDoortraining o Externaltraining

o Training Needs: Training needs are identified mathematically using the information available about employees skills and future competencies plan. SeebelowanexampleofmakingtheOnJobtrainingneedsfromtheSkills Matrix:
PVC,Water Section
Machine shut down and Restart up Start up after tool c/o

SKILLS
PET S trouble shooting and start up People managing(control of casuals) Water section trouble shooting and start up PVC section trouble shooting and start up Average 4.88 4.88 2.50 3.38 2.50 2.50 2.00 1.50 1.63 2.00 1.63 1.13 2.92 2.00 2.25 2.67 2.25 2.92 2.83 2.50 2.54 Permanent supervision Work with close supervision Work with minimum supervision Work unsupervised Trainer

Emp.No 3719 3745 3822 3565 3541 3863 3607 3585 NEW NEW NEW 3873

Employee Name
Jose Christopher Rupha Kumar Khalid Baffarat K.T.Shihabudeen Fasalu Rahman Ahamed Hawsawi Naseebudeen Fathi Asiri Masood Hossain Saifurrahman Ibrahim Essa Mohamed Yousuf

Average

SkillsMatrix

Start up after tool

c/o

Emp.No 3607 3585 NEW NEW NEW 3873

Naseebudeen Fathi Asiri Masood Hossain Saifurrahman Ibrahim Essa Mohamed Yousuf

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up

Employee Name

shooting and start

PET S trouble

Training Needs

PVC,Water Section

Tool c/o

Trainig Dates

Die and pin caliberation

Tool c/o

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o Trainingprocedures:trainingproceduresarebuiltusingSWIMLanes.
Responsibili ties Process Flow
TalentManager Prepae Induction TrainingPlan Line Manager Commentand Approve Induction trainingplan Proceedwith the trainingas planned Forwardthe Induction trainingplan to Emplyees' head Interview Employee and comment File the formin the Employee's File Provide the trainingand Comment

Processoutput: Form/Record
Trainees TrainingProvider Form/Record Induction TrainingPlan

Induction TrainingPlan

Compl eted?

Induction TrainingPlan

Induction TrainingPlan

Induction TrainingPlan

o TrainingForms(RADAR) Procedures and forms are built to make sure excellence cycle is covered. The assessment of KAQA, EFQM, and DQA uses RADAR methodology.

Figure6:RADAR

The RADAR is much similar to: Plan DO Check Act (PDCA), but RADAR includesresultsasanevidenceforexcellence. The following example show the RADAR and PDCA steps in Induction Training PlanForm.

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Stage1:Planning ByEmployeesLineManager

Approachis
developedin theprocedure. Thisisevidence thatthe approachis followed.Plan stepinPDCA
Administration
SalesandMarketing HRProcesses Finance Purchasing

InductionTrainingRequirements Production SupportServices

PET InjectionMolding BlowMolding Printing ProductionPlanning QualityControl Maintenance Warehouse&Logistics

OthersTrainingRequired: Deliverablesrequired: InductionTrainingPlan LineManagerName:

From: To: Date:

Deployment:
thissectionin Induction trainingplan identifiesthe evidencefor deployment.

Stage2:ImplementationByTrainers GeneralInductionTraining HRandAdministration ByTalentManager DoneBy Organizationalhistoryandbackgroundoverview. OrganizationStrategyandEthics&Values OrganizationalStructureandWhoswho(Names, Roles,andResponsibilities) GeneralPolicies(Food,Drink,Smoking,attendance, Absenteeism,lateness,holidays) SalaryandBenefits TrainingandSkillsReview MedicalInsuranceandSickleaves HRPoliciesandProcedures JobDescription(Givecopy) Date

Dostepin
PDCA

Assessment:in
thissection deploymentis assessedand reviewed.

Stage3:ReviewInterviewByEmployeesLineManager GeneralInductionTraining Good UnderstandingofHRandAdministration Understatingofoperation SpecificInductionTraining Good Administration Production SupportServices Others Specificdeliverables OverallUnderstanding Good EmployeesLineManagerName: InductionTrainingStartedin: Completedin: Fair Fair Fair Date: Duration: Bad Bad Bad

Checkstepin
PDCA

Thesenumberswillberecordedandanalyzed.ItwillbeusedtodetermineLeadtime tocomplete companysawarenesstrainingmeasureinHR strategyPage6

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Review:Thispart
containsreview andactonthe assessment results.Results aregatheredfrom thisarea.Act stepinPDCA

EmployeesLineManagerName: InductionTrainingStartedin:

Completedin:

Date: Duration:

Stage4:NextStepsByEmployeesLineManagerandTalentManager RepeatInductiontraining: Moretrainingrequiredonthefollowingsubjects: Yes No

EmployeesLineManagerName: FiletherecordinEmployeesPersonalFile TalentManager:

Date: Date:

Informationanalysisandresults o InHousetrainingevaluation SingleInHouseCourseEvaluation

Maximum 5 5 5 5 5 Minimum Average Target 4 4 4 4 4

CI01:SPSJed WorkshopObjectives Materialcontents Presentation Trainingaidsandfacilities Meetingmanagement

4.50 4.20 4.40 3.10 3.70

3 3 3 3 3

Average

3.98

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Overall lInHousecoursesEv valuation

CI1:SPSRiyadh y CI1:SPSJeddah Achievment 109.5% 98.8% 98.3% 78.3% 84.9% 96.9% Averageall Maximum 5.00 5.00 5.00 5.00 5.00 5.00

CI1:SHQ

SHQBSC

Minimum

Weigh htof Import tance No.ofAttend dances Wor rkshopObjectives 25% % Mate erialcontents 25% % Pres sentation 25% % Meetingmanagement t 15% % ilities 10% % Trainingaidsandfaci Avera age Min nimum Target Max ximum Eval luationSubject

10 4.30 3.90 3.50 3.30 3.70 3.79 3.00 4.00 5.00

10 4.60 4.30 3.80 3.20 3.60 4.02 3.00 4.00 5.00

7 0 4.00 3.14 4 4.00 0 3.00 0 3.14 4 3.55 5 3.00 0 4.00 0 5.00 0

11 4.5 4.2 4.4 3 3.1 4.04 3.00 4.00 5.00

38 4.38 4 3 3.95 3 3.93 3 3.13 3 3.40 3 3.88 3 3.00 4 4.00 5 5.00

3.00 3.00 3.00 3.00 3.00 3.00

4.00 4.00 4.00 4.00 4.00 4.00

Evalua ationby ysubje ect

6 6.00 5 5.00 4 4.00 3 3.00 2 2.00 1 1.00 0 0.00 kshop Work Objectives M Material co ontents Averageall resentation Pr Meeting Trainingaid ds management t andfacilitie es Target Maxim mum

Minimum

Target

Evalua ationby ycours se

6 6.00 5 5.00 4 4.00 3 3.00 2 2.00 1 1.00 0 0.00 HQBSC SH CI1:SHQ Aver rage CI1:SPSR Riyadh M Minimum CI1:SPSJeddah Maximum Averageall a

Target

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o Skil llsMatrixE Evaluation

PVC,Wate er Section
Machine shut down and Restart up Start up after tool c/o

SKILLS
PET S trouble shooting and start up People managing(control of casuals) Water section trouble shooting and start up PVC section trouble shooting and start up Average 4.88 4.88 2.50 3.38 2.50 2.50 2.00 1.50 1.63 2.00 1.63 1.13 2.92 2.00 2.25 2.67 2.2 25 2.92 2 2.83 2.50 2.54

Emp.No 3719 3745 3822 3565 3541 3863 3607 3585 NEW NEW NEW 3873

Employee Na ame
Jose Christopher Rupha Kumar Khalid Baffarat K.T.Shihabudeen Fasalu Rahman Ahamed Hawsawi i Naseebudeen Fathi Asiri Masood Hossain Saifurrahman Ibrahim Essa Mohamed Yousuf

Average

Die and pin caliberation

Tool c/o

6.0 00 5.0 00 4.0 00 3.0 00 2.0 00 1.0 00 0.0 00

Employe ees'Average eSkillsPerfo ormance

Ave erage Tar rget

4.50 4.00 3.50 3.00 2.50 2.00 1.50 1.00 0.50 0.00

SkillsAver ragerating

Ave erage Tar rget

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TableofFigure
FIGURE1:KAQAMODEL.....................................................................................................................................4 FIGURE2:SPSHRSTRATEGY................................................................................................................................9 FIGURE3:WHATISQFD....................................................................................................................................10 FIGURE4:SPSHRQFDPRIMARY ...................................................................................................................... 11 FIGURE5:SPSHRQFDEXTENDED.................................................................................................................... 11 FIGURE6:RADAR............................................................................................................................................13

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