Input and process noise

Step 2 of effective noise control is to differentiate input noise from process noise. Sometimes this may mean doing a takt time analysis to correct Input noise and a second time to assess opportunities for further re-deployment, line speed optimization, automation or robotics.

The opportunity in process optimization is a 6–20% efficiency gain where core processing equipment remains the same. This phase focuses upon making product effectively, which in turn reduces inputs such as utilities, ingredients and packaging.

The actions related to process optimization are based on lessons learned and the observation of Ontario-based food and beverage processors from the mid-1980s until today. Some of the skills, best management practices (BMPs) and technology identified in Input game plan elements are repeated in Table 5.

Process-related actions

Table 5: Process-related actions
Process-related action Skill BMP Technology
Digital mapping No Yes No
Culture of sanitation Yes Yes No
Takt time analysis Yes Yes No
Activity-based costing Yes Yes No
Excellence in Manufacturing Consortium membership/lean Yes Yes No
Optical monitors No No Yes
Product costing review Yes Yes No
Bar coding inventory No Yes Yes
Enterprise resource planning No Yes Yes
Traceability Yes Yes Yes
Ergonomics Yes Yes No
Predictive maintenance Yes Yes No
Cash-to-cash cycle analysis Yes Yes Yes
Air balance/humidity control No Yes Yes
Robotics No No Yes
Digital integration No Yes Yes

Process efficiencies reduce the time required to make product and change overhead absorption rates. This affects gross margin, the cash-to-cash cycle (a time measurement) while faster production times reduce overall facility utility use per unit of output. This may have an impact on the overall carbon footprint of a product plus net emissions.