1. Organization profile
Bahlsen is a German family business, originating from Hanover, that has been producing biscuits forover 130 years. The origins of the company date back to 1889, when Herman Bahlsen opened“Hannoversche Cakesfabrik H. Bahlsen” and employed ten people. It is worth mentioning the year 1905,
when the first assembly line in Europe was introduced. The beginning of the 90s of the 20th century
marked the beginning of Bahlsen’s activity in Poland. In 1993, Bahlsen took over Skawińskie Zakłady
Koncentratów Spożyczych, and 10 years later they launched a biscuit mix packaging plant in Jawornik.
Today, more than 130 years later, the company has an international presence with its products
employing around 2,500 people across the Bahlsen Group, including Poland's 500 employees.The
diverse product portfolio ranges from classic biscuits and wafers, through seasonal products and cakes,
to biscuit-based bars as well as organic bars. Internationally the products are marketed under the strong
and popular BAHLSEN, LEIBNIZ and PiCK UP! brands. The group's portfolio also includes local
brands such as KRAKUSKI, HIT and RAWBITEEvery single part of the company focuses on quality. The high quality standards start with the choice ofraw materials and apply equally to their processing, packaging and delivery.
Everything that is good, could be even better. Bahlsen sets this benchmark not only for its products, butalso for all processes in the company. From purchasing and production to logistics and sales: the guiding
principle that defines the company at all times is continuous improvement. In addition four values
constitute the pillars of the organizational culture of Bahlsen Group: COURAGE, CURIOSITY,SUPPORT and AMBITION. They give employees direction to daily activities, give the strength andability to develop the company and achieve its goals.

In the Plant Skawina – Jawornik, The biscuit production process begins in the dough preparation area,
followed by shaping and baking. The next stages are the cooling of the cookies and their refinement,
depending on the type of cookie, this is the dosing of cream or jelly, coating with chocolate, etc. Aftercooling the cookies again, they are packed in individual packaging and then collective cartons.

2. Milestones on the journey of Manufacturing ExcellenceBahlsen Polska (Plant Skawina - Jawornik) started TPM implementation under the name of“B.Excellent”. The system is based on four key elements. We improve processes to get the best businessresults. We do this with the use of newly implemented digitization tools, using the competences of ouremployees.
In 2016, production results in Skawina were not good. To rectify this, a decision was made to launch
the TPM program. Work began with a pilot phase in which the current level of losses and potentials
was checked. This was done through two audits: “Production System Assessment” and “Loss/costmodel”. Due to the fact that the Production System Assessment turned out to be an effective tool forfinding potentials. from now on, it is planned to carry out this diagnosis once every year. Thanks toLoss/cost model, we know what to focus on. Its development and analysis have been permanentlyincluded in the routines of the FI pillar.
The most important part of the inauguration of the new management system was Kick off, which weorganized on a grand scale. We organized off-site workshops, to which we invited all managers andspecialists from the area of the Supply Chain. We considered it extremely important to invite all
key employees to co-create the program. During the workshops, everyone contributed to the creationof our vision. There was also a place for celebration. The workshop began with an Expose delivered by
the Area Director. Support comes from the top.
Next important element was the organization of benchmark visits. Key employees - from all levels of
the organizational structure participated in visits to companies that have been working with the TPM
program for many years. These were very inspiring meetings.
In 2017, pilot design teams and the Shopfloor Management program were established based on theindicated places for improvement. In the following years, the program expanded. Pillars wereestablished, trainings were launched as part of the Green Belt Academy, and leaders’ competences weredeveloped at the Leadership Academy. At the same time, the Bahlsen Smart Factory digitization
program was launched.
In the expansion phase, inter-departmental teams counteracting individual losses, called pillars,
were established. The main task of the pillars is to analyse losses, eradicate them and prevent theiroccurrence.
The pillars were launched gradually based on data from Loss/cost model and Production SystemAssessment. The pillar of Progressive Quality and Planned Maintenance was launched first. Then, it
was Training & Education, Focused Improvement and Autonomous Management. Sequentially, theSafety Pillar, the Lean Flow Pillar, Early Equipment Management and Early Product Management werelaunched. Finally, the Environment, Lean Business Processes, Plan to Serve and the Logistic Focus
Improvement were established.

3. Benefits AchievedSince the launch of the B.Excellent program, a positive trend of many business indicators has beenobserved in our organization. During the implementation of the program, a number of activities werelaunched that resulted in the improvement of key KPIs.
This results over the years from a series of activities conducted by the improvement teams, which werefocused on improvement:
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OEE increase
Scrap decrease
Reduction of number of breakdowns per year
Reduction of technical issues
Increasing problem solving competencies
Service Level increase
Learning curves realization increase (EEM vertical start-up)

For our organization, other important indicators for the development of the B.Excellent program are:- engagement in TPM program among all employees

- implementation of steps by AM teams- number of launched projects and other improvement teams
Company & plant
nameBahlsen Polska spolka z ograniczona odpowiedzialnoscia Sp. k.
Plant Skawina - Jawornik

TPM
Slogan/Objectives

B. Excellent

Category

Index

Unit

Kick
off/TPM
StartedActualStatus(2023)

16

3

S

Number of work-related
accidents requiring days off Cases/ yearworkS

Frequency rate

1000-man-quota
occupational accidents withlost time

30.25

5.13

P

Productivity index (fromTPM Start)
SKAWINA

kg/labour (direct) hour

100175P

Productivity index
JAWORNIKkg/labour (direct) hour

100124P

OEE%(or Overall Plant Efficiency)

89

91.7

P

VolumeSkawina + Jawornik

tonnes

30270

31961

P

Complexity Rate

tonnes/recipes

259

544

P

Number of breakdowns

Breakdowns/ year

1428

467

PMTBF

Hour

2960

P

MTTR

Hour

1.1

0.7

Q

In-line defect rate (scrap +rework)

%

4.29

2.04

D

Avaiilability Index

%79.1

92

M

Engagement index (in TPMprogram)% (engaged / total numberof employees)

15.3

85.14

4. Key of our Manufacturing Excellence
The direction in achieving our goals is given by the consumer, to whom we want to provide
added value in the form of our products - in the best quality, time and price. To achieve this, we must
constantly improve our processes, collaborate better, increase efficiency and reduce costs. For this weneed the B.Excellent program, which continuous development is possible thanks to:●●

involvement of all employees, “Inspire instead of order" attitude
strengthening employees’ sense of responsibility

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focus on teamwork and the involvement of each employee
building a “zero loss” culture that improves business results
a clear direction and strategy for action in the long term
digital solutions enabling the provision of reliable data on a continuous basis, both for people
working on the line and for people managing the area.

With the support of digital solutions, we work on a continuous, measurable, enterprise-wide and resultsoriented system of Continuous Improvement. It will support our processes so that in the future we canmake decisions based on numbers, data and facts, and predict our production results more precisely.
Ultimately, we want our Supply Chain to generate continuous business growth for Bahlsen Group.
The base of our long-term strategy is CBN (Compelling Business Needs). It is an overarching, longterm goals that set the direction for all activities in the organization.
The B.Excellent Program is subject to constant expansion. We started our adventure in the “Factory
Operational" environment, the so-called level 1. We are gradually extending the "excellence" approachto subsequent levels of the Supply Chain: "Integrated Supply Chain", the so-called level 2. Finally, weaspire to extend the B.Excellent program to the entire Supply Chain: "Extended Value Chain", the socalled level 3.