The Client
Better Being develops, manufactures, markets, and distributes high-quality vitamins, supplements, minerals, and personal care products that empower consumers to take charge of their health. Driven by a mission to help people live healthier, happier, and better lives, the company continually evolves and innovates to meet growing consumer demand.
The Challenge
Despite steady growth, Better Being needed to reduce costs and enhance production efficiency. Recognizing the potential to increase the production output of its top-selling product, Magnesium Glycinate (MG), Director of Operations, Eric Audiffred, sought a solution to identify areas for improvement. "To improve capacity without increasing costs, I knew we needed to quantify our current production rates in real-time," explained Audiffred.
Worximity provides us with the information we need to identify high-impact projects, set goals and work towards them as a team.
The Solution
After exploring various options, Audiffred chose Worximity as the ideal partner. Their technical expertise and commitment to Better Being’s success made it clear that this was more than a purchase—it was a partnership. Worximity’s software was installed on three production lines, initially focusing on boosting the performance of bottling MG.
The Results
Historically, the bottling line for MG had a run rate of 2,533 bottles per hour (70.4% performance). The initial project with Worximity aimed to elevate this rate closer to the standard of 3,600 bottles per hour.
In just six weeks, performance increased by 19.1%, achieving an average of 3,223 bottles per hour (89.5% performance). In addition to meeting the initial goal, the team was inspired to strive for continuous improvement.
"Thanks to Worximity's real-time data and our team’s collaboration and communication, we achieved significant progress in our mission to increase OEE," stated Audiffred.
By defining a narrow project scope, Better Being effectively organized the team and encouraged acceptance of the objectives. This approach facilitated easier tracking of results and widespread improvements. A significant gain from this project was enhanced capper reliability. Maintenance identified and resolved issues, reducing the reject rate from the high teens to low single digits. This improvement benefited all products run on the bottling line, amplifying the project's overall value.
The project's next phase will focus on achieving consistent performance results of 95% or higher for each production run of MG. Once this goal is reached, the project will be considered complete, and the team will move on to new opportunities for improvement.
