Mohani Tea
Project Overview
Mohani Tea Leaves envisioned expanding its manufacturing capacity by establishing a production centre for tea bags and a central warehouse for national distribution to top global brands like Walmart and Carrefour. The focus was on creating an efficient, best-in-class layout and design that adheres to best practices and audit requirements.
Business Challenges
- Limited land availability and irregular plot shape.
Criss cross movement of materials leads to mixing of raw materials (RM) and packaging materials (PM).
- Under-utilised storage bins, resulting in capacity shortages for new arrivals.
- Excessive input material at filling lines causing congestion.
Conflicting line feeds and line-out SKUs.
- High vehicle turnaround time (TAT) leading to overtime and demurrage costs for export containers.
Low throughput and productivity due to an inefficient layout.
Our Solutions
- Established unidirectional flow to eliminate the risk of material contamination.
- Designed a flexible storage mix for packaging materials (PM) and finished goods (FG) based on consumption patterns and picking requirements.
- Streamlined the flow of bills of material in alignment with daily production plans, ensuring efficient feed to respective hoppers and filling lines.
- Integrated conveying systems with packing lines and sortation by SKU for swifter storage.
- Implemented Just-In-Time line feeding for packaging materials (PM).
Conceptualised automating key processes, including weighing, counting, boxing, sealing, and label printing for finished goods (FG).
Introduced a productivity-driven approach to resource calculation, optimising layout and resource planning.
Integrated blending units with raw material storage tanks for smoother operations seamlessly.
Coign’s Impact
- Reduced vehicle and offloading TAT by 25 minutes.
- Decreased dock-to-stock TAT by 15 minutes.
- Minimised multiple handling of raw materials (RM), reducing spillage and wastage by 3-4%.
- Achieved a reduction in packaging material (PM) inventory by Rs 3.0 Cr through Just-In-Time (JIT).
- Boosted overall productivity by 18%.
- Increased production capacity by 40%.
- Reduced handling damages.
