THE FINAL TOLLGATE

I

DefineBOD Waste ReductionProblem Statement: Current operations produce BODwaste levels averaging 3864 mg/L - 1546% higher thanthe upper spec limit from Columbus City Utilities.

Goal Statement: At least 50% reduction in BOD by3/15/10 and the creation of a sustainable systemcapable of reaching a long term target of 95% reduction.

Expected Benefits:• Dramatic reduction in solid waste entering floor drains• Increased throughput at various plant processes• Green initiative for the organization• $195,000 in direct, hard cost reductions

DefineBOD, which stands for Biological Oxygen Demand, is ameasure of water quality and relates to the amount ofoxygen required by bacteria to breakdown solid wastes inwastewater. The City of Columbus requires that BOD notexceed 250 mg/L; otherwise extra strength surcharges areapplied with the possibility of more severe consequencesincluding full plant closure. Given this, Kahiki's support forthe environment and close to $204,000 in surcharges in2009, Kahiki chartered a six sigma project to dramaticallyreduce BOD in exiting waste water.

Creation of a good working relationship with thecustomer (City of Columbus) was paramount at this stagein the roadmap and served as a great starting point.Columbus City provided the team with valuableinformation about BOD and noted that "BOD starts as foodwaste entering floor drains". The team created processmaps and multiple SIPOC maps to help isolateopportunities for waste to hit the floor and understand theflow of food waste throughout the facility.

Food waste is created at various productionprocesses including raw chicken processing, fryingprocesses, packaging and dishwashing. Food waste that isnot thrown away or recycled eventually makes its way tothe plant floor, and is sprayed clean into one of 50+ plant

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Beginning in 1961, the Kahiki Supper Club in Columbus,OH has attracted millions of customers to visit "One ofthe top 100 Restaurants of the 20th Century".Although closed since 2000, Kahiki Foods has grown tobe a premier provider of high quality Asian frozenfoods. Kahiki Foods produces over 70 products thatcan be found in retail grocery stores, membershipwarehouse clubs, convenience stores, and food serviceoperations. Kahiki products have become so popularthat the Kahiki kitchen has expanded to a 119,000square foot state-of-the-art facility employingapproximately 150 employees. In 2009 Kahiki Foodswas named the Food Plant of the Year for Meals andEntrees from RFF Foods and continues to realizeenormous growth.

floor drains. In each drain there is a filter basket in whichsome solids are filtered while remaining solids and liquidstravel to a main sump. Solids/liquids are pumped fromhere to a solid/liquid separator which then pumps what'sleft to a grease interceptor. Finally, waste water leavesthe interceptor and travels into the city sewers.

Because 74% of extra strength surcharges areattributed to BOD, this metric would be the team's primarymetric however the other metrics TSS (Total Suspended

May/June 2010 OSU/ISE 2

THE FINAL TOLLGATE

I

MeasureBOD Waste ReductionProcess Capability: Process capabilitycharts were created for BOD and TSSmetrics. Both metrics clearly notcapable of meeting customer spec withcurrent waste removal system.

Measurement Plan: Success in Measurehinged on the execution of a detailed andefficientmeasurementplan.

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Solids), and TKN (Total Kjeldhal Nitrogen) would still bemonitored as the team hypothesized these metrics may becorrelated with BOD.

MeasureOne of the critical challenges in the Measure phase wasthat of data collection. Kahiki tracked extra strength levelsback to late 2007 however due to a major system change,data from 2008 and on could only be used asrepresentative of the current system.

The standard sampling schedule for Kahiki was 3site visits per year, each recording 4 samples and takingthe average for all metrics. This gave the team 24 datapoints over 2 years for BOD. For sake of future statisticalanalysis, the team pushed for monthly site visits togenerate more data and also allow for smaller turnaroundtimes for future pilot tests. This came at an extra cost,however in retrospect this decision point was critical to thesuccess of the project in the timeframe given.

Given the small amount of data, normality testswere performed and both BOD and TSSwere found to benon-normal. By fitting appropriate distributions andtransforming the data we were able to characterize bothmetrics in terms of their statistical capability. As expected,both metrics were highly incapable of meeting

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customer spec limits.A demand analysis was performed to understand

what "pulls" existed on the waste removal system. As theteam began crystallizing potential process inputs, the needfor a detailed and accurate measurement plan becameapparent. The team turned potential inputs into questionswhich formed the underpinnings ofthe measurement plan.

The team gathered data that included historicaland current production volume, water and sewerconsumption, Ibs of waste entering various plant drainbaskets, solid wastes found at the sump and interceptorlocations as well as data dealing with interceptor/sumppump frequency. As the measurement plan beganexecution, more data began rolling in for our primarymetrics.

Another integral part of data collection was that ofsample power. In order to eventually make claims aboutthe data and potentially use hypothesis testing, the teamworked backwards from an appropriate sample power toarrive at the appropriate amount of data to collect.

One challenge that arose during data collectionwasthat of data collection visibility. Some of the morecritical data points needed came from 3rd shift which isdesignated solely to cleanup. Developing closerelationships and accountability was critical to ensure dataintegrity for these data points.

MaY/June 20:"0 OSU/ISE 3

THE FINAL TOLLGATE

AnalyzeI

BOD Waste Reduction

5 Why Analysis: This tool helped theteam get to the root of the problem.

Why is there a Gap between Current State andFuture State?

Why aren't BOD levels in customer spec?

DWhy are BOD levels too high?

DWhy is there too much waste in city sample?

DWhy does too much waste flow through Kahikrs

Waste Removal System?

Why does waste enter drains at various prod. points?

DWhy is waste created?

Throughput Yield not 100% at every process

•Benchmarking: Almost every food processing plant deals with residual foodwaste. Rather than reinvent the wheel, the team did significant benchmarking.

Plant Floor Drain "Hot Spot" Chart: This depiction shows a heat map of solidwaste entering floor drains. This mapping allowed for strategic deploymentof solution elements targeting waste problem areas in the plant.

AnalyzeCharacterizing the look, feel and performance of apotential future state was critical during the beginningportions of Analyze, The team examined best in classindustries with regard to BOD and also examined Kahiki'sown performance to establish a potential future state forthe system. From this, the team did a gap analysis tounderstand what specifically needs to happen to certaininputs in order for the system to eventually achieve thisfuture state,

Once the gap analysis was performed, it becameapparent that certain inputs into the system were morecritical than others and also farther away from optimalthan others, The team did multiple cause and effectmatrices and FMEA's to examine potential inputs and theireffect on primary metrics as well as secondary upstreammetrics. A fish bone diagram that was performed in thelatter stages of measure helped get ideas rolling regardingpotential inputs into the system.

Using the data collected from the measurementsystem allowed for the construction of a drain "hot spot"heat map. This map uses a color scheme to characterizevolume of waste found in various plant floor drains. Thosedrains with red spots (9 drains) account for 70% of thetotal amount of solids found in all 50+ drains, This tool

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• 25% a/WasteCollected from:

G.5% of WasteCollected from:

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allowed for an intensive look at potential problem areas inthe plant with regard to waste creation. It would alsoallow for strategic implementation of potential solutionswhich would target problem areas.

Significant benchmarking was done on multiplecompanies in the food processing industry. Because themajority of food processing facilities have to deal with theissues of waste creation, the team wanted to know aboutbest in class practices and also root cause identification.One salient example came from a company similar toKahiki in terms of volume and products made which servedas a tremendous resource during this phase of OMAIC.

Regression analysis was performed to examinestatistical relationships between inputs and a 5 whyanalysis was performed using the expertise of the team,subject matter experts and also benchmarked companiesto investigate root causes. This combined with the resultsfrom the C&E Matrices, FMEA and benchmarking allied tothe root of the problem: Waste creation at productionprocesses.

The regression results also helped the teamunderstand relationships involving water consumption,production volume and sump pumping practices. Theteam also did significant biological research to identifyspecific substances with regard to their invididualcontribution to BOD.

i '.?yJJwv' 2010 OSU/ISE 4

THE FINAL TOLLGATE

Improve .I

BOD Waste Reduction

Improved Solid/Liquid Separation: Inefficient solid/liquidseparation from FMEA led to a pilot test using a moreefficient separator.

Reducing Waste Creation: Various projects were initializedto increase throughput and decrease the amount of wastecreated at the source.

Employee Training: Simple but effective employee trainingwas implemented regarding waste practices in relation to BOD

Best Practice Identification: Going hand-in-hand withtraining, best practices were identified at variousproduction points encouraging BODsensitive wastehandling practices.

WAP Committee: A "Waste Awareness Program"Committee was formed with production employees to helpserve as the acting body regarding best practice ID.

Error Proofing: Adding visual SOP's,closing off drains andposting metrics greatly reduced defect opportunities.

BOD Real and Forecasted Results

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ImproveFrom the enormous body of literature available, the teamwas able to see how other companies had utilized differentsolution to reduce BOD. From this, custom solutions werebrainstormed and implemented specific to Kahiki'sindividual needs. Solutions were broken down into 3 Tiersof solutions and teams were created to tackleimprovements posted to the action register:

Tier 1 solutions involved those improvements thatwere "Just Do It's" and involved simple and more efficientcleaning methods, proposed pilot testing of a moreefficient separator, employee training, and initialization ofvarious projects to increase throughput yield. Manyofthese solutions were implemented asthe projectprogressed into Improve and Control.

Tier 2 solutions were improvements that wereslightly more involved and needed further developmentbefore deployment. Some of these solutions came in theform of creating a Waste Awareness Program Committee,error proofing, formal SOp'sregarding sump andinterceptor maintenance/pumping and other best practiceidentification on the plant floor regarding batter and saucehandling.

Finally, tier 3 solutions were those improvementsthat would serve as ongoing projects to extend throughoutthe end of the year. Thesesolutions would take time to

develop and careful consideration would have to be paid todeployment and especially sustainability. Longtermthroughput projects to eliminate waste at the source wereinitialized which attacked various areas of productionaccording to the drain heat map. One exemplar projectdealt with adding a thickening agent to egg roll fillingswhich would absorb moisture and increase throughput onthe egg roll line thus reducing opportunities for waste tohit the floor. Similar projects were started which aimed toproduce in smarter, more efficient ways.

Another critical long term component of the tier 3solutions involved the formation of a preventivemaintenance program that would attack potential leaksacrossall production equipment to reduce those wastecreation opportunities.

Furthermore, the WAP committee and otherfocused improvement teams would continually develop,post and enforce best practices. This set of improvementswould serve as ongoing efforts given that "best" practicesone day, can be "better" practices the next day.

Finally, Kahiki also investigated more efficient andgreen waste removal methods. Many service-basedcompanies will collect food waste and turn this into animalfeed and/or fuel rather than sending all solids to thelandfill. Better waste practices allowed Kahiki theopportunity to investigate these waste removal options.

May/June 2010 OSU/ISE 5

THEFINALTOLLGATE

I

ControlBOD Waste Reduction

Post Improvement Results:BOD (3/15/10): 1375 mg/L::: 70% ReductionTSS(3/15/10): 790 mg/L::: 61% ReductionExpected Hard Cost Reduction 2010: $178,365Strong downward trend and system becomingcapable of reaching target spec limits.

Control Plan Element 1: Continued employeetraining is critical to sustainability and will existfor current and new employees.

Control Plan Element 2: Sustainability hinges onemployees active in the solution process. WAPcommittee brings together employees for BOD.

Control Plan Element 3: Error proofing in theform of visual SOP's,posted metrics and closedfloor drains decrease defect opportunities.

Control Plan Element 4: Accountability isparamount. Implementation stretches across allshifts, across all areas of the plant. Delegatingand assigning responsibility is key.

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ControlImmediate results were staggering. Six months postproject charter, Kahiki had realized close to a 70%reduction in BOD and a 61% reduction in TSS. Sustainedlevels would generate an expected $178,365 in savings forfiscal year 2010. However, this was just the tip of theiceberg as the continued development and completion oftier 2 and 3 solutions throughout the end of the year areprojected to realize a 95% reduction in extra strengthlevels. However, these continued results depend onsustainability

Control hinges on employee presence not only insolution development, but also in solution control. With adetailed and lengthy implementation plan, there weremany failure modes that needed to be addressed incontrol.

Continued employee training as new practices andprocedures were developed was very important, howeverone potential failure mode is that of hiring new employees.Training documents were put together for all new-hireswith a short quiz to be completed to ensure BOD ismentioned prior to actually stepping foot in the plant.

To keep production employees involved and activewith regard to waste practices, a WAP committee wasformed which serves to actively engage employees in theprocess of creating and enforcing SOp's across the plantfloor. This committee also give employees a chance to be a

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leader in the plant among their peers as a spokespersonfor efficient and green waste handling practices,

Error proofing was a critical element in control asreducing opportunities for defects to occur greatly reducesthe chance for BOD to be created. Floor drain covers wereinstalled to act as visuals to let employees know that thesedrains are not meant for solid food waste. Visuals of SOP'sand best practices were posted at the point where theopportunity existed. Metrics were posted in commonspots to show the positive results of employee efforts. Thisacted as a way to keep employees engaged and not detachthem from the results they created.

Accountabilitywas also key to the success andsustainability ofthe project. Because there were manyactions required in the implementation plan, everyonemust be accountable for their portion of the solution.

This project has helped Kahiki realize tremendousresults with regard to BOD reduction. The benefits comein the form of hard cost reductions and also as a greeninitiativeforthe business and will hopefully encourageother companies to pursue better waste practices.

Jared Frederici was the project leader and is a black belt candidate atOhio State studying Industrial and Systems Engineering. Tom CorallMark Novak and Brad Goolsby continue to lead future implementationat Kahiki for further BOD reduction. Dr. Scoll Sink, Program Directorfor LS Certifications College of Engineering/ISE, Ph.D., P.E., helpedcoach the belt candidate throughout the cycle of the project.