Work system implementation is a significant topic that is covered in the Baldrige Criteria. In section 6.1, this question is presented, “How do you manage and improve your work systems to deliver customer value and achieve organizational success and sustainability?” As a recipient of the 2008 Baldrige award, Cargill Corn Milling (CCM), does an excellent job of demonstrating their ability to answer this question.
Cargill Corn Milling was originally a small corn milling company that began with a single grain storage warehouse, producing a mere 10,000 bushels of corn each day. Today, they produce up to 1 million bushels of corn each day that is no longer traded but instead is processed into ethanol, fructose, and renewable plastics, evolved from trading soybeans to processing them into meal and oil, and have acquired an industrial European chocolatier.
The customer demand for high quality cocoa powder is rising. In order to increase productivity, Cargill had to go through what is called a process breakthrough. The purpose of this breakthrough is change, beneficial change. The strategy Cargill undertook to bring beneficial change was to upgrade to a new Center of Expertise facility in the Netherlands, with a goal improving customer value and achieving organizational success and sustainability. “This investment is another demonstration of Cargill’s commitment to providing our customers with a broader and more bespoke service to meet their individual needs,” said Jos de Loor, managing director, Cargill Cocoa & Chocolate. “This new world-class facility, along with our existing network and our food ingredient expertise will support our cocoa and chocolate growth strategy.” This $82 million investment will increase the cocoa powder production in order to meet ever-increasing customer demands, specifically for a diverse variety of flavors, colors,…
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