November 2018

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FOODANDBEVERAGE MATRIX RNI No: MAHENG/2018/75095

MONTHLY NEWSPAPER FOR F&B INDUSTRY Volume 1 / Issue 9 / Mumbai / November 2018 / Pages 20 / INR Rs 50/-

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UNIVERSITY OF BIRMINGHAM APPOINTS COLD CHAIN EXPERT KOHLI AS PROFESSOR

he University of Birmingham has appointed leading Indian sustainable cold chain expert Pawanexh Kohli - who serves as chief executive officer of the country’s National Centre for Cold-Chain Development (NCCD) - as an honorary professor of post-harvest logistics.

bond between Birmingham and India which stretches back to the arrival of our first Indian students in 1909.” “The launch this year of the University of Birmingham India Institute affirms our deep and continued commitment to engagement with this great country. We are looking to grow our contribution to Indian society; as our researchers forge links with their counterparts, we hope to change millions of lives for the better,” he added.

He has played a key role in shaping policy and projects aimed at solving post-harvest food loss – particularly in developing refrigeration networks linking the farmers to the market. The Birmingham Energy Institute made the high-profile appointment in recognition of Kohli’s leadership in sustainable food logistics in meeting key development targets and his role in helping define the applied research programmes between Birmingham and India to deliver the radical innovation needed. Kohli has a long relationship with the University. In 2015, the Birmingham Policy Commission on Cold Chain, chaired by Lord Teverson, recognised his contributions as an expert witness. Martin Freer, director, Birmingham Energy Institute, said, “Prime Minister Narendra Modi has set India the challenge of doubling farmers’ incomes by 2022. The cold chain is a key part of a solution to boost India’s food security and reduce environmental impact.” “Kohli has worked closely with government and industry to help define Indian policy in this area, a key figure in this critical field of developing expertise. He has been invaluable in helping the University of Birmingham effectively design its work in this field with Indian partners,” he added.

In 2012, Kohli helped to establish the NCCD, which works between the Government of India, farmers and industry. He acts as chief advisor to the Department of Agriculture and Farmers’ Welfare on postharvest management, cold-chain and supply chain. He is also an expert member on the Empowered Steering Committee for the implementation of the Montreal Protocol in India. Under his leadership, NCCD has produced over 30 reports and policy pieces which have set the agenda for the Government of India in this area. They have also helped deliver one of the first cold chains from the north to south of India. Kohli said, “I am personally surprised and most honoured. I am sure this will embolden many other cold chain stakeholders to do so much more. The University of Birmingham has clearly taken the lead in affirming that postharvest logistics is the backbone to sustaining the agricultural system, worldwide. Effective post-harvest logistics makes agriculture more environmentally and economically relevant.”

The appointment followed a recent event in India, which saw the university welcoming environmentalists and industrialists to explore ways of advancing the use of clean cold technology to meet in a sustainable way the rising demand for cooling. Representatives from the University’s Indian clean cold partner Shakti Foundation, NCCD, and chief executive officers from industry and regional organisations gathered at the British High Commission in New Delhi. The event followed an agreement signed this year by the University and the State Government of Haryana to develop centres of excellence for clean cold chains that will help to map a blueprint and delivery plan for sustainable cooling across the north Indian state. Robin Mason, pro-vice-chancellor, international, University of Birmingham, and director, University of Birmingham India Institute, commented, “The University of Birmingham is a civic university with a global outlook. There exists a special

In 2018, the University of Birmingham created and hosted the world first Clean Cold Congress, at which Kohli was a keynote speaker. Presently the university is working towards establishing research centres in India, called living laboratories developed with partner universities with the support of state governments in India. Effective refrigeration is essential to preserve food and medicine. It underpins industry and economic growth, is key to sustainable urbanisation and provides a ladder out of rural poverty. It makes much of the world bearable - or even safe - to live in. Professor Toby Peters, from the University of Birmingham, commented, “A seamless cold chain is needed to move food swiftly from farm to consumer - reducing food loss to raise farmers’ income and give them bigger markets, whilst expanding their selling range.” “But, at the same time, it must be clean and sustainable cooling. Climate change and toxic air pollution must be tackled by reducing use of conventional, highly-polluting cooling technologies and adopting zero-emission technologies,” he added.n


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November 2018 |Food And Beverage Matrix

FOODANDBEVERAGE MATRIX

MONTHLY NEWSPAPER FOR F&B INDUSTRY Dear Readers,

Editor’s Note

On behalf of “Food and Beverage Matrix”, I would like to thank all of you for your continuous support. I would like proudly share that our Nation is changing the way we look at things as FSSAI, the country’s apex food regulator, has released a guidance note for handling and disposal of used cooking oil as this is a really matter of concern for all of us. It includes procedures to be followed for handling and disposal of used cooking oil by small and big food and business operators (FBOs), household level and guidelines provided under the Food Safety and Standards Regulations, 2011. Often, the quality of the edible vegetable oils used to frying of foods, deteriorates. Using same oil repeatedly for frying leads to changes in the physico-chemical, nutritional, sensory properties of the oil and formation of total polar compounds (TPCs), which makes the oil, unfit for human consumption beyond certain limits leading to several diseases such as hypertension, atherosclerosis, Alzheimer’s disease, liver disease, etc. Also, used cooking oil from organised FBOs

reportedly finds its way to small restaurants or dhabas and road-side vendors, which may lead to adverse health effects. The guidance document highlighted the key takeaway points for handling and discarding the used cooking oil. It strictly mentioned to avoid the repeated use of cooking oil for frying, while at the household level, it should be filtered after using it once for frying and later used for curry preparation in order to make it economical. It informed that used cooking oil should be consumed in a day or two and not stored for long duration, as the rate of deterioration is high. Used cooking oil should be discard when a blue-grey smoke appears, or tough foam is form, become dark or murky, consistency of oil changes and oil developed TPC of over 25 per cent. With regards to its disposal, the key takeaway points were to discard used cooking oil in an environment friendly way by selling it to the authorised aggregators or collection agencies and definitely not to discard in drains or sewerage systems.

The document issued by FSSAI outlines the standard operating procedure (SOP) for safe handling and disposal of used cooking oil. Procedures given out for small FBOs to follow includes not using same oil for more than three times. Ideal to use only once, cooking oil should be filtered frequently to remove food particles, discarding the Used cooking oil in environment-friendly by selling it to the authorised aggregators or collection agencies that are registered with authorised agencies such as state bio-diesel boards, the Bio-diesel Association of India and other agencies nominated by the state government to collect such oil for the manufacture of bio-diesel or any other industrial purpose, should keep used cooking oil away from flame, gas cylinders, etc., and should refrain buying used cooking oil for manufacturing their foods products. Procedures also recommends big FBOs to follow includes points like oils with TPC limit of 25 per cent should be discarded and put in a separate container, proper labelling on container to avoid cross-contamination,

transferring the used cooking oil safely into the collecting drums provided by authorized collection agency. All FBOs are required to maintain a record whose consumption of edible oils for frying is more than 50kg or litre per day. The record should have following details like date, name of the oil, quantity of oil used in frying, quantity consumed at the end of the day, quantity discarded at the end of the day, mode and date of disposal of used cooking oil and details of collection agency (name). Enjoy Safe Food habits and make the food safe for others as well

Best of Luck! Please keep sending us your valuable suggestions with your expectations & feedback to manan@ tresbonconsulting.com. For more articles you may also log on to our website and enjoy reading any time.

Thank you Manan Bajaj

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November 2018 |Food And Beverage Matrix

MB SUGARS SWEETEN WORLD’S LARGEST CHOCOLATE MUD PIE IN GOA

B group had partnered with ‘The Prince of Chocolates’, celebrity chef Varun Inamdar to create Guinness record history on August 3, at Dr Shyam a Prasad Mukherjee Stadium, Taleigaon, Goa. The group together with celebrity chef Varun Inamdar had attempted the Guinness World Record for creating the largest chocolate mud pie weighing one tonne with a diameter of over 6 feet. The challenge which was led by Inamdar included many chefs from Goa and culinary professionals and was done on August 3 at Trinity’s flagship showcase – the 15th Annual India Hospitality + F&B Pro International Expo 2019. We are in the business of specialty Sugar since 1997 and catering to Food, Bakery and Hospitality Industry. Thus

it comes naturally to us that we should aim at a record related to food. The reason we chose a chocolate mud pie this time around is because Goan's love sweets and desserts,” says Marketing Director Mr. Samyak Lodha. The current record for the largest chocolate mud pie was set at 500 kilograms. “We decided that instead of just barely breaching the benchmark, we should breach it well and thus decided to attempt double the weight. In this way, the record will hopefully stay for a long time,” says Mr. Lodha.

Over 2200 pounds (1000 Kgs) of ingredients were used into

making the mud pie, which included Castor Sugar & Icing Sugar sponsored by MB Sugars. A specially fabricated vessel and oven of 8 feet was designed by Mr. Pradeep Panchal of Kitchen Mall over the last 18 months. This has been electrically coiled. Mr. Nitin Deore (Consumer Product Division Head) and Mr. Hidayat (Mumbai & Goa Bakery Business Head) from MB were present for the event. “There is a lot of mixing, cutting involved and there were plenty of chefs joining in. We also had people from Goa University, Agnel Institute Of Food Crafts & Culinary Sciences among others and getting all these stake holders together was a challenge” says Mr. Deore.

MARKETING DIRECTOR SAMAYAK LODHA, MB SUGARS

After serving the mud pie to the audience, the rest of it was then distributed to various charities around Goa through the Food Bank for the Poor.n

EXPORT OF RAW SUGAR FROM INDIA TO CHINA TO BEGIN EARLY NEXT YEAR

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ndian Government is all set to export raw sugar to China from next year, and this is the second product after non-basmati rice that China will import from India. A contract for exporting 15,000 tonne of raw sugar has been signed between Indian Sugar Mills Association and COFCO, a government of China run public sector Company. India’s export to China in 2017-18 amounted to $33 billion while imports from China stood at $76.2 billion. India is the largest producer of sugar in the world with 32 MT productions in 2018 and plans to export 2 MT of raw sugar to China next year onwards. India produces sugar of all three grades- raw, refined and white. Indian sugar is also of a high quality and is Dextran free because of the minimum time taken from cut to crush. India is in a position to become a regular and dependable exporter of high quality sugar in significant volumes to China. It is a move to reduce the $60 billion trade deficit that China has with India, it said.n



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November 2018 |Food And Beverage Matrix

CHEMBOND CALVATIS INDUSTRIAL HYGIENE SYSTEMS

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hembond Calvatis Industrial Hygiene Systems Limited is a joint venture between Chembond Chemicals Limited, India and Calvatis GmbH, Germany which offers industrial hygiene and cleaning products and solutions to the Food Processing, Beverages (Alcoholic and Non-Alcoholic) and Dairy markets in India. This partnership targets to deliver superior value through better understanding and deeper engagements with customers. The Power of 3Ps: Essentials for a good solution

The Right Product The choice of the right products depends on the application, kind of product residues, level of risk of microbiological contamination, material compatibility. We have an array of suitable products: alkaline, acidic, neutral: strong and mild biocides, other additives to modulate the activities and render the products pertinent for most requirements. For every application we have the best

chemical products for an optimal result.

The Right Process For a good cleaning and disinfection only a chemical product is not enough. Application of the right technique, the right concentration, appropriate dosing equipment, etc is equally vital. 1. Optimal foam cleaning is possible only with the use of appropriate foaming equipment. We deliver the right equipment for all applications to ensure

optimal cleaning and disinfection. 2. Control and dosing systems for CIP are necessary for follow up the cleaning and disinfection steps. 3. Soap dispensers, entrance hygiene, all kind of equipment that is needed for an overall optimal hygiene level.

The Right People Our experienced team is tuned to deliver value added services to our customers. We work along side our customers helping them focus on their production, while we

optimized the hygiene process. Training operators for safe and effective use of our products, optimizing cost, water saving and improvement in quality is the value added service we provide.

Our Goal Our goal is to provide total solution to our customers so that they have an optimum clean and hygiene level maintained in their manufacturing plants.

A total solution 1. Chemicals - The right chemicals to clean disinfect in the best and sustainable manner for an optimal cost and a maximum result. 2. Equipments - Easy to use equipment for a safe and reproducible result. 3. Service - Service of our local and international specialists to improve the hygiene application so that the highest standards will be achieved.n

AAK Kamani launches “AAK Kamani Connect” app for its customers

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AK Kamani, India’s leading manufacturer of specialty oils and fats announced the launch of its new app for iOS and Android mobile devices named “AAK Kamani Connect”. AAK Kamani Connect is the best & quickest way for customers to address concerns, queries and stay abreast on the happenings in the industry, on-the-go. It is an exclusive application which is a value added service for customers of AAK Kamani. Through AAK Kamani Connect, customers are provided with an edge which will help them operate, grow and amplify their business. AAK Kamani Connect will provide its customers with Contined to page no 9



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November 2018 |Food And Beverage Matrix

RICH’S GOURMET GUIDE - THE BAKERS LOUNGE SHOWCASES GLOBAL BAKERY TRENDS THIS FESTIVE SEASON

~ Rich’s team of Chefs create an Art Gallery theme with hundreds of cakes on display~ in 1996 sparked a revolution in the Indian bakery industry; as it became the first-ever and the largest-selling non-dairy whip topping of the country. Since then, the market reputation and business growth has only elevated. Today, Rich’s produces a wide range of products for both the bakery as well as the food service segments. Rich’s in India has 2 manufacturing facilities at Pune (Maharashtra) & Kala Amb (Himachal Pradesh). The

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ich Graviss, a leading manufacturer of Non-dairy whipped creams organized Rich’s Gourmet Guide The Bakers Lounge at Taj Santacruz, Mumbai today. The event showcased Global Innovations and Trends in the Bakery Industry with a huge array of hundreds of cakes on display prepared by Rich’s team of Chefs.

brought live, one of its kind lounge experience for Rich’s customers with an inspiration zone created by the chefs. Rich’s team displayed new trends within cakes & desserts with a new outlook that focuses on festivals to help boost sales for customers and aspiring bakers alike by inspiring them through their Global designs on display.

combined production capacity of both the plants is approx 24000 tonnes per annum. This directly translates into assured quality products for its customers, as well as a consistent supply throughout the year.

Mr. Pankajj Chaturvedi, ED & CEO, Rich Graviss and Mr. Pankaj Jain – G.M., Marketing, Sales & Culinary, invited Celebrity Chefs and renowned dignitaries from the hospitality sector in the day long celebrations themed on the upcoming festive season. Bakery enthusiasts experienced an Art Gallery Walk-through feel with Violins playing in the background accompanied by a tour of the sensitizing cakes, desserts, savouries and desserts on display. Live Counters at the event with a team of Expert Chefs demonstrated Global Trends guiding customers & aspiring bakers through their recommended recipes. Some of Rich’s esteemed clients aka Bakeries - Ribbons & Balloons, Hangout, Brownie Points, Just Bake, Mr. Brown Bakery were also present at the event. The event

Executive Director & CEO of Rich Graviss Products. Before joining Rich’s in April 2008, he was the Executive Director-South Asia of Baskin Robbins. Mr. Pankajj skilfully improves the operations and support capabilities of India Business unit and assures a smooth flow of Rich’s India leadership and managements, and that they are well-synchronized with the strategic decisions of the company.

Commenting on the initiative, Mr Pankajj Chaturvedi, ED & CEO, Rich Graviss Products Pvt. Ltd, stated, “The response from our customers in the last two years has been overwhelming. We aim to continue this trend and build stronger bonds with our customers, by making them a part of such educative experiences more often. These interactions also allow us to inform the versatility and quality of our product offerings for all our bakery channel partners.”

About Rich Graviss Rich Graviss Products Pvt. Ltd. came into existence following the collaboration between M/s Rich Products Corporation (USA) and GravissFood Solutions Pvt. Ltd. (India). The launch of Rich’s Whip Topping

The company caters to more than 150 cities across 27 states through a highly competent cold chain distribution network.

Spokesperson Profiles: Mr.

Pankajj

Chaturvedi

is

the

Mr. Pankaj Jain is the General Manager Marketing, Sales & Culinary at Rich Graviss Products Pvt Ltd. As a corporate chef, Mr. Pankaj leads the development of culinary expertise and skills in the organization. He adds value to product development and maximizes sales by bringing greater understanding of applications, potential and attributes. He also leads and supervises all activities in relation to increasing market share and profitability, adding value to product development and maximizing sales.n


Food And Beverage Matrix | November 2018

SWIGGY BRINGS IN WOMEN EMPOWERMENT:

PLANS TO EMPLOY 2,000 WOMEN FOR FOOD DELIVERY

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wiggy is set to employ about 2,000 women as delivery personnel by March 2019 thus giving push to women empowerment in the food industry. It has been working for the past few months, on training women in this growing food delivery sector. By deploying more women as delivery personnel across the country, the company said it aimed to create an inclusive workforce. The company has around lakh personnel daily to deliver food across 45 Indian cities it operates in. Currently, about 60 women are tied up with Swiggy across 10 cities, including Ahmedabad, Kochi, Kolkata, Mumbai, Nagpur and Pune, to deliver food. World over, the employment of women as delivery personnel have been meager bu Swiggy wants to change the trend. The food delivery company is trying to create women-friendly work environment with a dedicated helpline for any concern, as well as appointing more women in managerial roles. It is identifying ‘safe zones’ for women delivery personnel to operate in and will allow them to complete their deliveries by 6 p.m. Set up in 2014, the food delivery platform claims to receive about 20 million orders a month across 45,000 restaurants in 45 cities, including New Delhi, Hyderabad, Mumbai, Bengaluru, Chennai, Kolkata, Gurugram and Pune.n

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features such as segment wise product updates, industry trends, FSSAI updates, updates on goods manufacturing and company details. It also provides access to AAK Kamani’s Customer Innovation Center and AAK Academy with the help of “Book an Appointment” system. Through function of Expert Exchange Program, AAK Kamani will develop and promote recipes and share expert advice on the app. AAK Kamani Connect also provides an innovative feature to conduct a program called “Karigar Connect” by booking an appointment through the

9 app that educates the workforce on hygiene and safety. Mr. ArunVarma, Vice President – Sales and Marketing, AAK Kamani said, “We have launched the AAK Kamani Connect App to provide our customers with a seamless experience of conducting business. This App allows brands associated with AAK Kamani to interact with one another and generate a larger customer base. We at AAK Kamani have always aimed at having a value adding partnership with our customers. Through this app, we will not only

help co-develop products but will also help upstream businesses.” The AAK Kamani Connect app can be downloaded from the play store and app store for Android and iOS respectively.n


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November 2018 |Food And Beverage Matrix

CONCEPT OF ROOT CAUSE ANALYSIS - AN OVERVIEW • “If the root cause of a problem is not identified, then one is merely addressing the symptoms and the problem will continue to exist.”

RCA Goals Identify…, What happened, How it occurred, & Why “it” took place. What we can do to prevent re occurrence

Levels of Causes

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t if observed that, industry have been struggling to resolve similar type of problems, although lot of efforts have been put to resolve the same. There is a repetition of problem, similar problem arises in similar or some other way again and again. The right reason behind this re-occurrence is Root causes of the problem not determined and taken care adequately. It may also be of interest to know that many of us take the easily identified cause as Root cause and sometimes even clearly visible root cause is not addressed as it may be difficult to handle. This article may be of further interest for industry fellow dealing with Root Cause Analysis

Definition of Root Cause For Practical purposes, root causes are…. 1. Specific underlying causes 2. Causes which we can reasonably identify 3. Causes that we have the ability to resolve 4. Causes where we can think of effective solutions to prevent recurrence 5. “ Root – Cause analysis is a thinking process that makes use of data a variety of sources to identify the basic reason (s) for the appearance of a problem.”

Root Cause Analysis Assumptions • “Beneath every problem is a cause for that problem.”

Physical Causes: Specific physical item that, if corrected / replaced would fix problem.

System cause: Possible underlying cause of physical failure.

Root Cause Analysis 1. Define the problem Try and use SMART principles, i.e. Specific; Measurable, Actions oriented; Realistic; Time constrained. 2. Understand the problem Check the information, obtaining real data regarding the problem, gaining a clear understanding of the issues. This is when the various tools and techniques, such as Cause and Effect,

needs to be established. Having confirmed the success of the suggested solution then rules or control methods need to be established that will avoid the problem ever happening again. This is probably the most important phase in the RCA, but the one most often missed.

RCA Tools Let us Focus on 5 WHY Analysis in the article:

5 Why’s Preparation: Five why’s is a Root Cause Analysis Tool. Not a problem solving technique. The outcome of a 5 Why’s analysis is one or several root causes that ultimately identify the reason why a problem was originated. There are other similar tools as the ones mentioned below that can be used simultaneously with the 5 Why’s

to enhance the thought process and analysis. Any 5 Why’s must address two different problems at the same time. The first part is related to the process that made the defective part. (“Why made?”) The second one must address the detection system that was not able to detect the defective part before it became a problem. The lack of detection of a defective product is a problem of its own and must be treated independently than the product problem itself. (“Why not detected?”)

The 1st WHY Clear statement of the reason for the defect or failure to occur, understood even by people that is not familiar with the operation where the problem took place.

brainstorming, etc, can be used. 3. Immediate actions Implement temporary countermeasures at the place of the problem. ‘The further away from the problem source the solution is determined, the less likely that the solution will be effective’. 4. Corrective actions Determine and prioritise the most probable underlying causes of the problem, as the temporary counter-measure may not resolve the root cause. Taking corrective actions to at least mitigate or preferably eliminate the causes. 5. Confirm the solution After the measures have been determined and implemented the success of the adopted approach

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Food And Beverage Matrix | November 2018 Contined from page no 10

Even though the discipline is called 5 Why’s is not always necessary to reach 5 before the root cause of a problem is fully explained; or it may take more than 5 why’s to get to the bottom of it. It will depend on the complexity of the process or the problem itself. In any case, 5 has been determined, as a rule of thumb, as the number at which most root causes are clearly identified. Do not worry about not meeting or exceeding this number though. Just follow your thought process and let it decide how many Why’s you require to get to the point where the root cause is evident. Often this 1st Why must be a short, concise sentence that plainly explains the reason. Do not try to justify it, there will be time to do that later on in the following why’s if it is pertinent to the thought process. It is Okay to write it down even if it seems too obvious for you. (It may not seem that obvious to other persons that will read the document).

2nd WHY A more concise explanation to support the first statement. Get into the technical arena, the explanation can branch out to several different root causes here. It is OK to follow each of them continuing with their own set of remaining 3 why’s and so forth.

3rd WHY Do not jump to conclusions yet, follow the regular thought process even though some underlying root causes may start surfacing already. This 3rd why is critical for a successful transition between the obvious and the not so obvious. The first two why’s have prepared you to focus on the area where the problem could have been originated; the last three why’s will take you to a deeper comprehension of the problem. Visualize the process where the product went through (process mapping) and narrow down the most likely sources for the problem to occur.

It is said that a well defined problem is a half resolved problem; hence it is important to state the problem as clearly as possible. Whenever possible define the problem in terms of the requirements that are not being met. This will add a reference to the condition that should be and is not. You do not need to answer all the why’s at the same time, it is an investigation activity and it will sometimes require you to go to the process and see things you could have missed at first. You may be missing the obvious by rushing into “logical” explanations”.

4th WHY Clear your mind from preconceived explanations and start the fourth why with a candid approach. You may have two or more different avenues to explore now, explore them all. Even if one

11 or several of them turn out not to be the root cause of the problem, they may lead to continuous improvements. This is a good time to include a Cause and Effect analysis and look at the 5 M’s.- Method, Materials, Manning, Machines and Mother Nature

5th WHY When you finally get to the fifth why, it is likely that you have found a systemic cause. Most of the problems in the process can be traced to them. Even a malfunctioning machine can sometimes be caused by an incorrectly followed Preventive Maintenance or Incorrect machine parameters setup. When you address a systemic cause, do it across the entire process and detect areas that may be under the same situation even if there are no reported issues yet. Contined to page no 12


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November 2018 |Food And Beverage Matrix

Dairy brand Keventers launches three Ice Creamery outlets in Delhi NCR

ndia’s iconic dairy brand, Keventers, is all set to expand its product portfolio with the introduction of three outlets of the ice cream parlour chain Ice Creamery in Delhi and the National Capital Region (NCR). They are located at My Square Food Court (Select City Walk Mall, Saket, Delhi); DLF Promenade Mall Food Court (Vasant Kunj) and PVR, (Ambience Mall, Gurugram). Additionally, the brand is also planning to add three outlets across Delhi NCR by the summer of 2019. This latest venture by the house of Keventers will serve a delectable range of desserts

to connoisseurs of this cold treat and celebrate true love for ice cream with an array of unique flavours and diversified product offerings. The chain will serve a wide range of premium and delicious flavours. With this expansion, the parent company aims to diversify its business into complimentary verticals that are in line with its identity. Keventers ice cream is composed of pure milk fat and is denser, richer and thicker than regular ice cream designed especially as a pure decadent treat for the senses. Each scoop of the ice cream is created finely using select and exotic

ingredients making it a high-quality product, with attention to detail. A delight for ice cream lovers, Keventers Ice Creamery will offer an authentic and palate enriching experience - exactly how ice cream should be. Speaking about the expansion, Kamaljit Singh Bedi, chief operating officer, Keventers, said, “We at Keventers are thrilled to expand our business to add a whole new range of premium and exciting ice cream. Ice cream is a dynamic sector and we are confident that our customers will love our new offering.” He added, “Innovation has always

been at the core of everything we do at Keventers and we have been steadily working towards diversifying our dairy portfolio. Ice Creamery is our first step to innovation to our existing ensemble, and we look forward to adding more delectable dairy products in the future. Guest experience is our obsession and we pledge to delight our guests at every moment of truth.” Keventers Ice Creamery will include a varied range of innovative and delicious range of flavours made using hand-crafted and original recipes in its menu made from the finest chocolates, regional favourites and fresh seasonal fruits.n Contined from page no 11

If you have reached the fifth why and you are still dealing with process related cause(s), you may still need one or two more why’s to deep dive into the systemic cause.

Conclusion A good way to identify if the 5 Why’s was done properly is to try to organize the collected data in one sentence and define it in an understandable manner. If this cannot be done or the sentence is fragmented or meaningless chances are that there is gap between one or several of the why’s. You then must revisit the 5 Why and identify those gaps to fill them in. If there is coherence in the way that the sentence is assembled, it shows consistency on the thought process. A PROBLEM THAT CANNOT BE REPRODUCED IS A PROBLEM THAT HAS NOT BEEN RESOLVED YET.

Something like: “Problem Description” occurred due to “Fifth Why”. This was caused by “Fourth why” mainly because “Third Why” was allowed by “Second why”, and this led to “First Why”. Challenge the root cause(s) that resulted from the 5 Why’s exercise to try to reproduce the defect. If you cannot there is a very big chance that you have not gotten to the bottom of it yet. If you do reproduce them, move on to the Corrective Action part and congratulate your team for a job well done.

Keep reading, Bye Manan Bajaj, Director Tresbon Consulting Solutions and Services Pvt. Ltd. Mumbai


Food And Beverage Matrix | November 2018

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BOOSTING THE NUTRITIONAL PROFILE OF BAKED GOODS

and around the world – cardiovascular disease2. As a member state of the World Health Organisation (WHO), the Indian government has committed to achieving a 30 per cent reduction in the population’s sodium intake by 20253, in an attempt to tackle this serious issue.

A low sodium solution

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he demand for healthier baked goods continues to grow. Through our dedicated partnership with UK based leavening agent supplier Kudos Blends, Brenntag India can help bakeries and premix manufacturers to satisfy consumer demand, and comply with global and national health targets. Kudos Blends developed its extensive range of innovative leavening agents

especially for bakery manufacturers, helping them to reduce sodium and increase potassium in their products, without affecting quality.

The need to reduce sodium Sodium reduction is often associated with reducing a product’s salt content, however it is vital to consider other sodium contributing ingredients. In fact, leavening agents used in bakery products often contribute more sodium to the end product than salt. Excess sodium in the diet leads to hypertension, which affects 140 million people in India1. Hypertension is a risk factor for the number one cause of death in India,

also increase potassium in their baked goods. Potassium has been proven to reduce blood pressure, therefore minimising the subsequent risk of cardiovascular disease.

An alternative to aluminium

With the leavening agent sodium aluminium phosphate (SALP) already banned in Europe and parts of Asia, Kudos Blends have developed an aluminium free alternative: KUDOS™ SALP Replacer. This product uses a specific blend of zero aluminium leavening acids to match the distinct Allowing industrial bakers and premix reaction profile of SALP, and has manufacturers to reduce the sodium been tailored to maintain high quality levels of their products by up to 50%, product characteristics.n KUDOS™ Potassium Bicarbonate’s fine particle size ensures full Brenntag Ingredients ( India) Private Limited dissolution and therefore optimum #604, DBS House No. 26, Cunningham Road taste, texture and appearance in every Bengaluru 560052, India application. The product’s patented Phone: +91 80 4050 9200 / 40407219 (D) hydrophobic nature means it repels Fax: +91 80 40407212 moisture, ensuring a long shelf life. Mobile: + 91 99 4559-3161 With the need to produce healthier baked goods more pressing than ever, Kudos Blends has developed KUDOS™ Potassium Bicarbonate and PELL™ K low sodium baking powders, giving bakery manufacturers a healthier alternative to sodium bicarbonate.

As well as reducing sodium, users of Email: ramkumar.ps@brenntag-asia.com KUDOS™ Potassium Bicarbonate http://www.brenntag-asia.com and PELL™ K baking powder can


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November 2018 |Food And Beverage Matrix

THE ORIGIN OF OPERATIONAL EXCELLENCE : ISO 9001 (QMS) Increasing number of accidents As scale of production increased the number of accidents during manufacturing and transportation shot up, when World War 2 was underway. This resulted in huge losses to men and material. British Army later realized that wrong manufacturing and handling practices were the causes.

LS Kannan

These standards were prevalent in Britain even after end of world war. As these standards were all about business processes and not about products, they were called as Management standards. Britain had fully comprehended the benefits of these standards and continued to stress ISO into expanding these standards globally. In 1980, ISO acknowledged these standards and accepted to release them as ISO 9000.

ISO 9000 :1987 - The Trio

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In the lines of BS 5750, three different management standards were proposed in ISO 9000:1987. The choice of the standard depended on the business it was to be c hosen for.

Quality Management System Standard We have seen that the world wars resulted in a huge demand for armaments and fuelled growth of war related manufacturing in US. Similarly, Britain - being another important allied nation witnessed a similar surge in its need for weaponry, which required massive scale of production.

were asked to maintain relevant evidence (called records) for conformance of their manufacturing processes to the standards. This standard was named as BS 5750.

• ISO 9001 contained standards for companies that are into new inventions, design and development, production, improvements, after-sale services etc • ISO 9002 contained standards for companies that are into manufacturing of regular goods, their improvements, after sale services etc In order to prevent such mishaps, British Military set certain standards for its suppliers. Suppliers were made to record each and every processes and

• ISO 9003 dealt with everything apart the production process, which includes inspection processes and procedures for audits etc These standards, on most counts resembled military standards which proved to be relevant to production operations. However the focus remained more on standardization of processes and not on product quality.

ISO 9000: 1994 Version In enhanced version of ISO 9000:1994, the standards became more inclusive of quality improvement processes and contained corrective and preventive action methods. It propounded that end product quality inspection is not the correct inspection methodology. However this version continued to place more importance on records, for auditing and issuing accreditation of processes. Maintaining records became a big burden of companies and this acted as a hindrance to quality improvement initiatives.

The Merger - ISO 9001 : 2000 Further improvements were seen in next version of ISO 9001:2000. This version reflected developments in field of quality control. It created a positive impact on quality management thought of that time. This version emphasized importance of Quality of Business, where as previous versions revolved around the process of inspection and quality control. It recommended Management's attention towards quality of every business process. The three standards ISO 9001, 9002 & 9003 were merged and released as a single standard, ISO 9001. ISO 9001 is universal and applicable for any business process. One of the famous temples in Chennai - Vadapalani Murugan Temple, got certified for ISO 9001. (thanks to tripadvisor for the picture). Process approach was given prime importance. Methods were created to bring in management

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attention. The management took up roles like policy and objective setting, creating conducive environment for achieving the objectives, tracking progresses at regular intervals etc. Continuous improvement and customer satisfaction were brought in as organization’s overall objectives.

2008 Version The next version of ISO, 9001:2008 was brought out with very little changes to the previous standards as such. This version contained better explanations for certain important keywords. For example, the management responsibilities in outsourcing operations, sound and ambiance quality in work areas, lighting and air quality etc were clearly defined in this version. This version increased the management responsibility and intervention in the quality improvement processes. For example, the management representative (MR) who anchors the quality management functions of an organization has been defined by ISO to be recruited from within the company (previously, external consultants used to support organisations as MR). With this revision, the senior management to state their vision and mission in an appropriate manner and track organization's performance against the stated vision and mission.

2. Integration business

of

15 quality

into

well known standards.

4. Structurally compatible to integrate every other management systems

Technical committees (group of industry experts across globe) are working on to improve the standards continuously, and introducing new standards. Soon we can see the standard for Six Sigma process improvement, ISO 13053 for our use.

Still evolving...

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In general, ISO has issued more than 20,000 standards so for. Management systems like ISO 9001 for Quality, ISO 14001 for Environment, ISO 22000 for Food Safety, ISO 27001 for Information Security are some of the

Earlier we have seen that end of World War 2 was marked by the fall and colossal destruction of Japan, with two of their most industrialized cities burnt down to ashes with nuclear bombs. As the consequence, Japan surrendered unconditionally to Allied forces. General

3. Foreseeing risk, risk mitigation and tapping opportunities

MacArthur was appointed as Head of Allied Forces in Japan and was assigned with a responsibility of rebuilding the nation (Japan). The American forces found it difficult to communicate within the country, owing to poor service quality of Japan's National Telecommunications. MacArthur - in search of solutions to fix those issues, called up on his old time friends – the SPC experts. (Recall our discussion on Statistical Process Control and superior quality of Western Electric’s supply to US Army.

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Deming had a firsthand experience and frustration with the failure of statistical methods of quality control in the US. He attributed such failures to complacency and ignorance of senior management of organisations. Deming stressed the importance of management intervention and participation in quality improvement programmes of their respective organizations.

Dr Deming - Father of Japan's Industrial Revolution We have also seen that JUSE was spearheading the quality awareness among Japanese Industries. In early 1940s, when Dr Deming was associated with US Census department, he had conducted a series of lectures and training programs on SPC and applied statistics to engineers and officers of US Army, based on Shewhart’s methodologies. With this connection, JUSE invited Dr Deming to deliver lectures on Quality Control to Japan’s industries. Earlier Dr Deming visited Japan for assignments related to Census. But during July 1950, he visited to deliver lectures in JUSE.

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This helped Japanese manufacturers shed their philosophy of end product quality conformance and to start concentrating on process improvements. They realised that in order to improve product quality, it is essential to understand the process, engage employees and improve their skills at their jobs. Thus, the philosophy of Total Quality Control found its roots in Japanese business arena. Deming also introduced Shewhart's cycle of PDCA (Plan-Do-Check-Act) in Japan and is still called as Deming's Cycle.

Contribution of Juran Another prominent figure among US Army for Quality, Dr. Juran started visiting Japan and delivering seminars and lectures in JUSE from 1954. His thoughts on quality control as a management approach had a significant impact on Japanese Industries. As a result, quality control got recognised as a management tool, which was earlier considered as operators’ responsibility.

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In early 1940s when the US was recovering from economic recession, it found itself short of ammunition. This short fall prevented the country from entering into the wars to support allied nations. The US wanted to build a industrial base for producing a large number of armaments of superior quality in shortest Contined to page no 18



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possible time. The Government pushed for training within industries to train everyone in organisation on productivity and quality. This actually gave the expected results – gave an upper hand to US in World War 2. But after the end of war in 1945, US government abandoned the TWI programs. Japan adapted concept of TWI from US, through lectures by Deming and Juran.

Birth of Modern Management Philosophies Japan's Success - Made in Japan but by US

The cross pollination of thoughts of Deming, Juran and TWI along with inherited practices of some companies like Toyota, gave birth to the array of modern management concepts like Lean, Kaizen, Quality Circles and Companywide Quality Control. During this period, the Americans remained clueless about the quality revolution happening in Japan. American Government supported Japanese economy by fixing Dollar Exchange rates in favour, extending support to Japan’s inclusion in General Agreement on Tariffs and Trade (GATT) and so on.

Market Invasion by

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Advisory Board Saheb Bajaj CEO Punjab Sind Foods (India) Pvt. Ltd Arun Varangavkar Chairman Garkul Industries Shiv Prakash Bajaj Chairman Tresbon Consulting Solutions Rajiv Mitra MD Govid Milk and Milk Products Prakash Waghmare Waghmare Food Products Harvinder Bhatia Country Head Bitzer India Pvt Ltd Prassana Deshpande Director Chaitanya Group of Industries Ram Kumar MD Spectra Plast India Pvt Ltd Samayak Lodha MD MB Sugars

Japan American Industries had a fixed idea of Japanese companies as manufacturer of shoddy and cheap products. They considered competition by Japanese products as a matter of price. But scenario started to change from the year 1965. For the first time, Japanese exports to US (at $2.4 Bn) exceeded their imports from US ($2.1 Bn). The trend continued till 1971, when the exports was at $7.3 Bn and imports was at $4.1 Bn. In order to protect the domestic industry, the American Government raised duties on Japanese products to a large extent. However the Japanese companies continued to compete heavily against American products and this scenario

continued well into the 80’s. The oil crisis during 1973, shifted people’s preference to Japanese Automobiles over US ones because of former's superior fuel efficiency.

American Industries' response Later, experts like Juran, Phil Crosby supported US industries to successfully combat Japanese industrial invasion. Juran’s teaching and interaction with Motorola led to the birth of Six Sigma. The thoughts of Juran, Crosby, and other experts who visited Japanese industries lead to formation of Total Quality Management, TQM.n

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