A worldwide provider of packaging, paperboard and paper solutions that keep products fresh operates conversion, design and manufacturing facilities in addition to two paper mills, including one in western North Carolina.
The North Carolina mill was charged with investigating methods for reducing maintenance costs and improving reliability throughout the facility.
The mill embraced the Brock model of consolidating contractors, implementing a flex-crew concept, taking a program approach to services, and improving planning and scheduling capabilities. We bundled scaffolding, insulation, asbestos abatement, coatings, yards and grounds, and general labor services to develop a cost-advantaged structure for managing soft craft services.
To create a more diverse, multi-skilled workforce, we hired local craftsmen and implemented a structured skills assessment and training program. Additional improvements were achieved through standard work processes for assignments to be administered by our staff. Because the mill has a central role in the area, we teamed with local companies and organizations to become an active, engaged member of the community.
By putting the right resources in place, we delivered on our promise of value-added improvements. The six-week transition to the Brock model was accomplished seamlessly and without interruption to mill operations. Implementing a metrics package has further helped the plant ensure performance and recognize opportunities for improvement.\
Performance benchmarks were used to quantify and document our success. Each goal was fully achieved.
As a vested partner, Brock continues to bring value to the mill through process improvements that improve productivity and reduce cost of maintenance.