CPF (Thailand) Public Company Limited – Sriracha Feedmill Plant

1. Company, Plant/Factory profile
1.1 Business Model
CPF operates integrated agro-industrial and food business in Thailand, including swine, broiler,layer, duck, shrimp and fish. The businesses are classified into 3 categories, namely Feed, Farm andFood. CPF also operates food retail outlets. The Integrated food process involves advanced production
technology, qualified international standard chemical-free production, safe with hygiene, while being
environmentally friendly, and systematically traceable throughout the whole food chain.

1.2 CPF Logo

Fig 1.1 CPF’s businesses are categorized

The meaning of CPF Logo; Blooming Lotus with Spike of rice. Lotus is a symbol ofmorality so Blooming lotus represents all achievement of all enlightenment while Spikeof rice is a symbol of plentiful.

1.3 Vision & Mission
Vision : “Kitchen of the World”
To deliver top quality products to consumers in every corner of the world.

Mission :The Company operates vertically integrated agroindustrial and food businesses to offer top quality
products in terms of nutrition, taste, food safety, andtraceability. The Company is determined to build businessgrowth in strategic locations with the focus to maintainworld-class, modern production process as well as
efficient and ecofriendly consumption of natural
resources in order to enhance its competencies andcompetitive edge on an international level. We take into
account the interests of all stakeholders to ensure sustainable growth, while being able to continuously
generate appropriate returns to shareholders.

1.4 CPF Feed business unit
CPF is a pioneer and leader in the production and sale of animal feed in Thailand. The major
products include swine feed, chicken feed, duck feed, and cattle feed etc. CPF produces various form of
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CPF (Thailand) Public Company Limited – Sriracha Feedmill Plant
feed, such as concentrate, mash and pellet feed, with feed-mill plants located in every region throughout
Thailand. The Company sells to small independent farmers and large farms, both directly and via
appointed agents or distributors across the country. Additionally, CPF also manufactures animal feed forits own farms.
CPF’s feed formulas are produced with adherence to the nutrition requirements specified for eachanimal type and its stage of growth. All production processes are computer controlled to ensure theuniformity of quality and compliance with exacting standards. As a result, CPF is able to produce feedof a high quality and a low feed conversion ratio to help farmers reduce their farming costs. These feeds
are distributed under Company-owned brands such as CP, Hyprovite, Hi-Gro and Star Feed; Novo, Safe
Feed and Erawan;, Hogtonal, C.F. and Anvipro; Marine, Hi-Grade, Turbo and Hilac, Blanca, Stargate,
Safe Fo and Safe Fish.
CPF places significant importance on innovations for technology improvement, with the aim ofdeveloping quality and efficiency in the production processes to obtain safe products of good quality
while maintaining its cost competitiveness in the industry. In process-control at every stage of theproduction, as well as raw material control, are implemented in order to ensure quality. Our feed-millplants are equipped with a laboratory and facilities for the quality control of raw materials prior to thementering the manufacturing process. Furthermore, CPF has a team of technical experts that assists thecustomers and guides them toward successful farming by providing technical knowledge regarding
animal nutrition, which can be adapted for each location. This knowledge is provided through seminars
and academic service centers. Our technical experts are available for consultation and to give advice on
animal husbandry. Useful information on animal husbandry is disseminated regularly through printed
materials and electronic media, via the internet.

1.5 CPF Feed business unit vision"World Leader in Integrated and Sustainable Feed Business"

1.6 CPF Feed business unit policy
1. Sustainable Growth Product quality.
 CP group synergy.
 Customers development and build customer growth.
2. Aiming for Excellence Increase work efficiency
 Supply chain cost management.
 Digital organization.
3. Building Solid Foundation
 Develop people to be good and talented.
 Organization is a good member of the country.
Total 155 Feed mill In 17 Country Worldwide. There are 14 feed mills in Thailand nationwide,
Sriracha Feedmill (SRF) located at Sriracha district, Chonburi province .
Established: April 1, 1979, (the 3 th of CPF Feed mill)Start operation : February 23, 1981
Product: Broiler Feed and Duck FeedCapacity: 518,000 Ton/YearsCustomer: CPF Farms and CPF Contract Farms)

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CPF (Thailand) Public Company Limited – Sriracha Feedmill Plant
SRF is the 3rd feed mill of Feed Business. SRF had imported the new machine and newtechnology to produce the good poultry feeds to CPF farm since 1981. SRF is the upstream of thePoultry integrate supply chain. Downstream of the supply chain is human food for sales to overseas.

1.8 SRF vision“Feed Mill 4.0 Process Excellence”
SRF operates with 95 employees and 46 contractors. SRF has continually developed its
production processes in line with international standards. Management systems widely used on theinternational level that have been adopted by the company include quality management system such as
ISO9001, GMP&HACCP, ISO14001, CPF-SHE MS etc.

1.9 SRF Production Process
SRF have 5 processes to produce the poultry feed. The production process as show in figure 1.2 iscomposed of raw material storage process, grinding process, mixing process, pelleting process andpacking process.

Fig. 1.2 Production Process in Sriracha feed mill.

1.10 Company products
SRF has 2 types of products included broiler feed pellets 95% and duck feed pellets 5 % under
Hyprovite brand. SRF serve the feeds to CPF farm only. We produce poultry feed by bulk 97.4% andby bag 2.6%

2. Milestone on the Journey of Manufacturing Excellence
In the year before 2011, the self-maintenance activities in SRF solely focused on cleaning andinspections, an engagement awareness had not been created. Consequently, the staffs did not know theimportance of the activities and their relevant to TPM activities. Moreover, knowledge of the machines,including maintenance skills were not studied effectively, resulting in improper self-maintenance. Suchthe activity was resulting in unsuccessful implementation.
Thus, in 2012 SRF announced a new policy and introduced TPM-JIPM application. This aimed
for the skill development of staffs and increase their ability on improvement skills in order to eliminating
loss and create a system to prevent the problem recurring.
In committing such actions, TPM system under the JIPM (Japan Institute of Plant Maintenance)
method is applied as management and administration tools, emphasizing on the following topics:
1. Loss elimination throughout the organization
2. Staffs’ skills and capability development at every level.
3. Operation methods and machines maintenance is more effective.
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CPF (Thailand) Public Company Limited – Sriracha Feedmill Plant
4. Improvement for Zero Failure, Zero Defect, and Zero Accident target.
5. Improve working places and operation areas in best conditions suitable for working andall other related activities.
And in 2016, SRF passed TPM assessment from TPM-JIPM and received the Award for TPM
Excellence Award Category A. SRF has maintained and enhanced the results achieved at the time theAward for TPM Excellence. Then SRF has established measures for their maintenance and continuation,
to raise the level to the Special Award for TPM Achievement.

3. Benefits AchievedSince TPM activities have been implemented, there are noticeable changes of employees'behavior. The objective of the collaborative work is clear. Employees have embraced the change andprompt for learning. Also, the analysis process is more systematic. The employees also have been
confident on taking part in the work improvement and autonomous maintenance, which leads to the trust
among them and creates teamwork. As a result, the problems in factory, which are breakdown, defect,accident and losses that affect the production cost have been declined. All these are the results of TPM
adoption as management tool, which create the continuous improvement along with the employee
development and organization growth.

4. TPM Award Assessment Achievement Sheet
Tangible results
CategorySPQCDSMBenchmark(2016)

Actual Status
2023

Cases/ year

00

Cases/ year

00

Ton/Operator/hours

551625OEE Mixer%

8185

Availability Mixer

%

8890

Performance Rate Mixer%

9495

Quality Products Rate Mixer%99100

Number of breakdowns

Breakdowns/ year

10MTBF

Hour

4504.37

4708

MTTRHour2.80

Number of customer complaints

Number/year00

In-line defect rate, scrap

%

0.01

0In-line defect rate, scrap and rework%0.0780.000253

Index
Number of work-related accidents requiring days offwork
Number of work-related accidents not requiring days
off work
Productivity for main products

UnitProduct Cost% Decrese

100141Customer LeadtimeMinute2160

741

On-time Delivery%

9093.7

Safety index

Accidents per
1,000,000 operator
hours00

Number of Employee Suggestions

Number/year

15,17333,178

Number of innovators

Person (Acc.)

834

Intangible result
Skill of systematic thinking and problem solving have been improved.
Improve learning organization, resulted from cooperative culture.
Workplace has been more desirable for working and safety.
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CPF (Thailand) Public Company Limited – Sriracha Feedmill Plant

5. Key of our Manufacturing Excellence
The cooperative culture and ownership of employee, together with strong leadership in every
level of management team that supported their teams in term of workforce, time, budget, allnecessary resources. Moreover, continues learning and development system is also another key,which enhance staffs to be more capable on working.

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