January-March 2016 Vol 9, Issue 1

INHOUSE MAGAZINE OF Synthite Industries Ltd Empowering Employees Synthite as an organisation is no stranger to big changes. Having implemented SAP and having transformed itself as a role-based organisation, Synthite had an idea on how to go about making big changes. But the Total Productive Maintenance initiative was different. It needed a bottom-up approach, rather than the top-down fashion in which the other changes were made. And the employees of Synthite responded by standing up as one and making the pro- gramme a success.

Continued on page 3 A Class Act Synthite’s HR practices recognised at CII HR Excellence Awards visited Synthite for a live assessment and interacted directly with the employees to understand their per- ception. The assessors used Mr. Ninan Philip, Director and Mr. the RADAR (Results, Rajesh Kumar MR, VP, HR receiving Approach, Deployment, Assessment, ed to learning, creativity, and inno- the award and Refinement) approach to evalu- vation in the organizations. Synthite ynthite made a dream debut at ate the whole spectrum of HR ac- received a composite score of 400- the CII HR Excellence Awards. tivities in the organisation. They first 499 out of 1000 in the assessment – ItS was awarded “Strong Commit- studied how the particular HR prob- a huge achievement considering the ment to HR Excellence” in the 2015 lem was approached. In the next step fact that it was the first time that it edition of the Awards. they analysed how the solution had applied for the award. The CII HR Excellence Award been identified and deployed. That is The award puts Synthite in the aims to identify the best HR prac- followed by an evaluation of how the league of multinational companies tices in the industry and promote implemented solution had been as- such as Cadilla, Vedanta, Hyundai large-scale adoption of such prac- sessed and then refined, based on the and Raymond. Synthite is the only tices. Synthite was chosen for the feedback. Finally, they focussed on company of origin to be se- award after its HR processes were the results that had been achieved by lected for the award. evaluated comprehensively by an implementing the solution. expert panel. The assessors scored the organization The assessment started after on five HR enablers - Leadership, Synthite submitted a position docu- HR strategy, Learning & Develop- ment covering all criteria and re- ment, People Wellbeing & Employee sults. This was then assessed by the Engagement and HR Processes & expert panel. Four assessors then Practices – and how it had contribut- The HR team with the award

Dr. Viju Jacob, DMD receiving the Trophy for the First Top- Chairman Shri. C V Jacob was conferred the ‘Lifetime Achieve- most Exporter of Spices for the year 2012-13, during the re- ment Award' by the ‘The All Spices Exporters Forum’ cently held World Spice Congress in Ahmedabad. Synthite also at the International Spice Conference held during January 21 bagged the Award for the Topmost Exporter of Spice Oils and – 24, 2016 at Goa. The award is in recognition of the long and Oleoresins for the year 2012-13 and the Trophy for the Third meritorious service he rendered to the global spice industry Topmost Exporter of Spices for the year 2013-14 Spice Division, gets ISO 50001 certification

pice Division, Pancode has been audited and certi- fied for ‘Energy Management System : ISO 50001 :S 2011’ by BSI. The division is the first one in Synthite Mr. C V Jacob, Chairman inaugurating “Pearl Spot”, the sea- to receive the certification. ISO 50001 is an international food specialty restaurant at Ramada on 12th March 2016, in standard developed by the International Organization for the presence of Mr. George Paul, MD, Dr. Viju Jacob, DMD, Standardization (ISO) to provide organizations an inter- Mr. Aju Jacob, Director, Mr. Ninan Philip, Director and fam- nationally recognized framework to manage and improve ily members. The open-air restaurant with glass roof facing the their energy performance. Kumbalam Lake offers guests a real lakeside experience 2 Small Improvements, Big gains

TPM activity report for JIPM Assessment being unveiled by Mr. George Paul, Managing Director in the presence of Mr. Ninan Philip, Director and Mr. Aju Jacob, Director The TPM story so far. Synthite management, as part of its Vision 2020 programme, had recognised the need to implement various business excellence models. It zeroed in on TPM with the aim to achieve Zero Accidents, Zero Defects, Zero Breakdowns. Today, three years hence, the organization is on the threshold of being assessed by Japanese Institute of Plant Maintenance for TPM Excellence Milestones The employees of Synthite have 1. April 2012 – Management decides to implement TPM come up with more than four hundred Kaizen 2. 5th Feb, 2013 – TPM programme kick-off (continuous improvement) 3. Jul, 2016 – TPM Level 1 – First stage assessment suggestions, and drawn around 1500 one point lessons (OPL) since the start of the programme Steps • TPM Steering Committee formed • Full-fledged awareness sessions and promo- tional activities TPM Scorecard • Pilot implementation in three Manager 1. Increase in OEE of Batch plant - 9.3% Model Plants 2. Increase in OEE of Continuous plant – 23% • Implementation of 5S programme – the 3. Increase in throughput of pepper – 25% foundation for TPM 4. Increase in turmeric of pepper – 29% • Autonomous Maintenance Pillar activities 5. Decrease in customer complaints – 30% started in the manager model plants 6. Decrease in Medically treated injury – 88% • Focused Improvement Pillar activities started 7. Time lost to injury – Zero by analyzing major losses in factories 8. Decrease in breakdowns and improved delivery • TPM programme kicked-off across all plants performance in the BI division in - factory Crowning glory divided into 33 TPM circles • 5S Excellence award in Platinum grade in the large industry • Step by step implementation of Autonomous category in 14th ABK AOTS-CUMI 5S competition, 2015 Maintenance programme • Productivity Award by Kerala Productivity Council in 2014 • Kaizen competitions and Rewards & Recog- • First prize in Kaizen competition conducted by CII-SR-2015 nitions schemes introduced, TPM activities • 2nd in Office TPM in CII competition, 2014 made part of appraisal process • 3rd in Focussed Improvement in CII competition, 2014 • Top Management visit and pillar/circle activ- Future Plans ity board presentation • Sustain continuous improvement • SYNEXIS software developed for reporting, • Extend TPM activities to all other divisions and units analysing and communicating TPM activi- • Introduce other Japanese tools such as lean management, value ties. stream mapping and six sigma 3 There is no stopping us sions and visits to world class compa- command and control structure. The r. Ninan Philip, nies. We also got the opportunity to basic assumption here is that the Director and put the ideas into practice by work- superiors know everything and the MChairman of the TPM ing in the shop floor of the compa- employees have to do whatever their Steering Committee nies and to present our improvement superiors tell them. But the TPM writes about his experi- suggestions to the management of the philosophy is based on the premise ence with TPM and expectations from companies. That training was an eye- that the employees also know. The the programme opener for me. organizations have to tap their think- Synthite was at that time think- ing, by treating them with respect and In 2011, I had attended a six weeks ing of ways to become a world-class empowering them. That will lead the training programme in Japan, orga- organisation by benchmarking against employees to treat the organization as nized by the Association for Overseas the best. I suggested that we imple- their own. Technical Scholarship (AOTS). The ment TPM, to improve our opera- If the employees keep on thinking programme which aimed to provide tional excellence and was put in that this is my equipment, this is my an exposure to Japanese management charge of the programme. product and this is my process, then techniques included classroom ses- Organisations usually follow a there is no stopping us.

Gnana Vadivel (Senior Vice President, Operations) Continue the momentum Today we are ready to face the audit by JIPM for the TPM activities. The pre-assessment reports have been submitted and the Japanese team will go through it and give a list of improvement areas. Final certi- fication audit will happen in 3-4 months. It is a great achievement that we have been able to get in such a short time. The next challenge is sustaining the change. The TPM activities should be part of the routine job and should not be bracketed as a “TPM job”. We have to keep on raising expectations and improving ourselves. In future we should implement TPM across the organization – in other units and divisions in a gradual manner.

Synthitians talk about their experi- order. Today that is pres- would be in a chaotic condition when ence and expectations from the TPM ent even at the lowest level. we came to the plant in the morn- programme. 5S has been implemented ing. Cleaning it up was a very difficult Eldhose P Kauma (GM - in all plants. Every day the task. The workers would ar- Operations, BI Kadayiruppu) time between 10:30 am and 11:00 am rive by 8:30 am and we were A mature system is dedicated towards performing au- never able to complete the Synthite has had mature people tonomous maintenance of the equip- cleaning by then. We were pleasantly who were up against an immature ment. Around 1500 one point lessons surprised when we came to work at system till now. The TPM programme (OPL) have been drawn and more the plant, the morning after the pro- changed that. The main reasons be- than 400 Kaizen’s have been imple- gramme started. The plant was in a hind the success of the initiative are mented. The effort has led to a huge neat and tidy condition and continues management commitment and em- improvement in production. to be so even now. ployee ownership. Em- Ligeesh Joseph (Sr. Manager, TPM) Babu MP ployees come up with sug- Total Employee Engagement (Plant-in-charge, P5, P6, P12) gestions when they feel TPM is a tool to bring in organi- Train to grow ownership. The commit- zation-wide change by empowering Initially we were apprehensive ment displayed by the management people. In the beginning we had some about how the programme will be gives them the security to come up issues as people started implemented at the lower levels. But with suggestions and implement taking it as an extra activ- the trainings changed all that. As part them. They feel proud when their sug- ity. But that changed when of the AM pillar, all the op- gestions are accepted, which in-turn the purpose was communi- erators were given trainings motivates them to come up with more cated properly. As TPM progressed about the equipments they improvement suggestions. more and more employees started work on. They were trained Raju MK (DGM, Production) participating in activities and coming to identify the abnormalities that may A new workplace up with more Kaizen ideas. occur and take corrective action. The TPM programme has Somy Varghese (Cleaning Asst, P1) Raju BT (Engineering Associate) changed the face of the company. Neat and Clean Keep looking for improvements Earlier, the employees did not have I start the cleaning work at the After the TPM programme was awareness about setting the plant in plant at 7:30 am. Earlier the plant introduced we started thinking about 4 iour whether it is inside the organisa- short, we all have grown and moved From the tion or outside it. to the next orbit. Chairman’s desk I am happy to note that that Today we have applied for assess- change is indeed visible on our shop ment by JIPM. Many organizations Learn to change floor and offices. They have become struggle for years to reach this level. more organised and clean now. The We have reached there in just three ynthite has been on a mission to- culture of sharing knowledge and years. It is indeed a great achieve- wards excellence for quite some looking for improvements has been ment for all of us. It is also hearten- timeS now. It is with this aim in mind ingrained in our employees today. The ing to note that our HR team has that we embarked on the TPM pro- sense of belonging that the employ- been awarded at CII's HR Excellence gramme. It has been a great learning ees have towards the organization has Awards in its very first attempt. experience for all of us. gone up considerably. The challenge is to sustain the The lessons we learnt should give The change has made life easier change and take it forward. The en- us a leg up in our work. True learn- for all of us. Breakdowns have come thusiasm of our employees gives me ing manifests itself as a change in be- down and productivity has soared. the confidence that we can do that. haviour. If we have really learnt what The quality of the products and safety Together we can achieve greater TPM is, it should show in our behav- at the workplace have improved. In heights. how to improve the workplace. We Basheer KK esteem and morale. were able to solve many issues and (Asst Manager, Production) Rajesh P Aravind (Team Lead, Engg) make life easier for people on the shop A big success Breaking down breakdowns floor. I could also make cut models for The workload was a bit more in the Life has become more systematic the technical training cen- beginning with all the documentation after TPM was implemented. And so tre, using scrap materials. It and knowledge sharing that was in- the number of breakdowns helps operators understand volved. Initially bringing up have come down. When what is going inside the every one to the required breakdowns occur, we con- machine. This helps them maintain level was a difficult task. We duct a root-cause analysis and operate the machines better. did that with the help of of the breakdowns using Shibu Mathew OPLs, which display the correct way tools such as Why –Why analysis, (Operator, Production) of doing things. Now everyone looks 5W&1H and take corrective actions. Part of life for improvement. The programme has After all, nobody likes breakdowns. After 5S was implemented in the been a good success till now. Sinob PS (Production Asst ) plants, all the tools are being kept in Jerlin Jacob (Manager, Operational Individual Development the assigned places and so it is much Procurement) The TPM programme has helped easier to fetch them. Platform for Collaboration the employees hone their skills. We This discipline should be Office TPM consists of the sales, learnt about the plant as a whole and brought in our lives too. finance, purchase, planning, and QC about the various equipments. Earlier Sustaining the change is functions. The pillar meeting is held I was afraid to talk to the the biggest thing and that every week and it serves seniors even though I had can only be brought about it becomes as a regular platform for many suggestions. But the a part of our culture. solving inter-departmental Circle meetings changed Rose Jacob issues. We have been able all that. The change in working style (Manager, Systems and to identify and eliminate non-value has helped me achieve career growth. Certifications) adding activities and increase on-time Thippeswamy Papareddy Guide them continuously delivery from 91% to 96.9% now. (GM, QA/QC) In the inital stages a push is re- Dheeraj Unni (Asst Manager, HR) Delight the customer quired to get the programme running. Developing employees QM Pillar is an important initia- Continuous motivation was required The Education Pillar focuses de- tive of our TPM methodology which to maintain the work area as per 5S. veloping the skills of the employees. we have adopted to ensure customer Then the use of OPLs It uses the concept of worker-trainer delight through defect were demonstrated to get were the workers act as free manufacturing. them going. Once there is trainers too. The operators The focus of the Pil- a decrease in abnormali- are given the opportunity lar is on eliminating ties, and work becomes to present their ideas be- non-conformances in a easier, people will come up with im- fore the senior management and also systematic manner and maintaining provement suggestions. Sustaining during other competitions outside the equipment to produce high quality the change is very important. organization. This increases their self- products. 5 Dreams, Dreaming…… doesn’t really take us away from our moments, all rules are forgotten, and Nidhi Chitlangia dreams though; we continue by add- the roads look so easy. The present Marketing Technologist, ing a simple ‘ing’ to it. This may not becomes past and the future becomes Symega Flavours India be as exhilarating but definitely gives your neighbour. Yes, I can change the [P] Ltd. enough work to our minds. world this way… No... Maybe this You may be wondering as to why way... The present looks so trivial… reams are often taken as an I am analyzing so much on an imagi- The height I find myself, only next to unreal phenomenon. Never nary subject. The answer is simple – I God. Dphysically felt. Just merely heard of. believe, dreaming is a silent descrip- And then uff! Someone is shaking An episode people are often scared tion of oneself. Not to the world, just me… Who? of sharing. Often understood by the to ourselves. Describing your own But of course, it is my hardest crit- society only when they become a re- ideas to yourself, examining them, ic – the reality! Asking me to come ality. I’m sure you know and under- maybe even grading them and con- back to the ground. Will it let me off? stand what I’m talking about. Dreams cluding probably on a very grand Clearly not. But that’s only till I go are those unseen desires we visualize scale. This to me is the true definition back to my unreal world; to my sub- when we put our minds to a subcon- of daydreaming. conscious world because there he does scious level – when we sleep. The question now is what do I do? not exist. But as soon as we are awake, we To me the answer is quite clear – rely I know I’m not going to stop this. find a completely different world more on day dreaming than the un- I’m going to let both my dreams and around us. This is our real world – usual ones. Miracles could add the my dreaming flourish. Dreaming, af- where everything is felt. That however, extra zing to its flavours. For a few ter all, is a form of planning. Best Kaizen Best OPL

AM 1st prize – Raju B T AM 2nd Prize - Benny 1st Prize - Sooraj MT 2nd & 3rd Prize -Amarnath S (Brahma – Workshop) Kuttichara Varghese (Operator – Production) (Operator – Production)

FI 1st prize – Rajesh P A, FI 2nd prize – Ajayaku- Eldho Paul & Manu Paul mar, Basheer (Red Chillies Circle Nano – PPC won the "Best Circle Award" for the (Waves - Electrical) - Production) month of February 2016

OTPM 1st prize – James OTPM 2nd prize – Lissy AM trainers received a special recognition for their efforts for Mathew(Nano) Kuriakose (Nidhana) the successful completion of AM Step 4

6 Brazilian Food Ball The arrangement helps custom- vourings and additives for meat and ers in Brazil procure the value added poultry industry. spice ingredients without delay or Synthite Brazil is located at Vale having to go through tough shipping Verde district near Valinhos city in Sao formalities regardless of the quantity Paulo state. A 448 sq. m warehouse of the order. Synthite Brazil also acts that can store oleoresin and essential as a real-time solution provider for oils is also part of the facility. Synthite The employees of Synthite Brazil – Ra- the Brazilian food market. It coordi- Brazil today serves several customers phael Nascimento Ghiraldini (Admin- nates with the quality control depart- and has grown tremendously over the istrative and Finance in charge), Jose ment, sales applications and NPD of last two years. Eduardo Ghiraldini (General Man- Synthite India to provide solutions to ager), Ademir Cavalari De Souza (Ad- customers in Brazil. ministrative sales assistant) and Ajay The team at Synthite Brazil is ably Mohan (Manager) led by Mr. Jose Eduardo Ghiraldini, ynthite established its unit in its General Manager. Mr. Ghiraldini Brazil in 2014, to better cater has more than 3 decades of experi- toS its Brazilian customers. The unit ence in the food industry. He has imports oleoresins, essential oils and held management positions in large spices from Synthite India and sells multinational food companies and A view of the interior of Synthite them in Brazil. specializes in the production of fla- Brazil's office

Welcome Aboard

Mr. Vipin Vi- jay has joined Synthite as General Man- ager – Sales & Marketing. The Marigold team of Farmtech He will be re- Division organized a medical camp sponsible for at Ragimasalavada village, near Dr. Viju Jacob, DMD inaugurating the Vex- the Sales & Telgi factory on 20th March 2016 trano production plant Marketing function of the Bio- Ingredients business. Before joining Synthite, Mr. Vijay worked with companies such as Sabinsa Corporation and Securitas Security Services, UK. He has 12 years experience in areas such as market strategy and business development, prod- uct positioning and manage- Mr. C V Jacob, Chairman inaugurating ment and market research. His Blessing ceremony of Granulation area the Technical Training Centre experience spans sectors such as Synthite Star – January 2016 pharma, nutraceuticals, cosme- ceuticals , FMCG and pet care in US and Europe. Mr. Saravanan S, Team Mr. Vijay is a Post Graduate Lead, BI Marudur was in International Business from awarded Synthite Star for Wolverhampton University, UK January 2016 for an in- and a graduate in Commerce novation in the rosemary from Kerala University. He will extraction process which re- be reporting to Dr. Viju Jacob, sulted in better yield, qual- Deputy Managing Director. ity and cost savings

7 Safety day celebrations

Chairman Shri. C.V. Jacob hoisting the flag at the National safety day celebrations for the year 2016 held at Synthite Taste Park, Pancode on March 4, 2016. Shri. Praballakumar- DYSP , Muvattupuzha delivered the safety day message at the meeting that followed at the factory premises. A blood donation camp was also con- ducted on the occasion in collaboration with the Indian Medical Association

Synthite Kadayiruppu was awarded the “Excellent Safety Management” title (2nd position) by National Safety Council. Mr. K Gnana Vadivel (Sr. V Harihar Unit conducted a fire safety training P – Operations), Mr. Eldhose P Kauma & mock drill in association with department Fire mock drill conducted at Maru- (GM - Operations, B I Kadayiruppu) of Fire and Emergency – Davanagere, on the dur unit on March 3, 2016 as part & Mr. Lijo George (B.I EHS) receiv- occasion of Safety day of the safety day celebrations ing the award Safety Awards

Synthite Spice Division received the “Outstand- ing Safety Performance (Runner Up)” award Synthite Kadayiruppu was adjudged winner of “Safety Award 2015” in from National Safety Council in the category the category of Large Factories (Food and Food products) instituted by of medium scale industries. The award was pre- Department of Factories and Boilers, Govt of Kerala. Mr. K Gnana Va- sented on the occasion of the National Safety Day divel (Sr. V P – Operations) & Mr. Lijo George (B.I EHS) received the Celebrations held on 4th March 2016 award from Honorable Minister Mr. K Babu

The sales meet of Bio-Ingredients Division was held at Ramada Re- sort, Cochin on 07th March 2016. Participants with Dr. Viju Jacob, Participants of the annual sports events held at Deputy Managing Director Synthite Ongole

Harihar Unit organized a one-day work shop on Farmers and Agents Excellence Award function, organised by Mari- “Occupational Health & Safety Management in gold team of Farmtech Division was held at Harihar on 15th March Industries” in association with Dept of Factories on 2016 and at Mysore on 17th March 2016 9th March 2016

For Private circulation only. Printed and published by Synthite Industries Limited (www.synthite.com). 8 Executive Editor: M R Rajesh Kumar. Chief Editor: George Paul. Editorial Consultants: Independent Media, Kochi (91 484 6052700) Suggestions, opinions and feedback on Synthesis may be sent to [email protected]