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and confidently. For example, to answer the question of where to locate the new line, the Decision Matrix quickly identified the Nashville site over others available. “Each of our decision matrices provided us with valuable help,” Ms. Harrington noted. Things were not always so orderly. “Previously, we expanded under the gun,” Mr. Nemecheck said. “We had to buy used equipment and adapt it ourselves. But because of Alan’s work in planning ahead, we could buy new equipment for this expansion.” “A benefit to having the business run well is that you can buy the best,” Ms. Harrington said. “Our customers need us to produce consistent product for both their operations and end-user satisfaction. For us to remain competitive, we needed a line that produced at a high rate and had less waste.” To research the new line, the NBC team networked with peers and other bakery experts, requesting advice from customers, equipment manufacturers and “some friendly competitors,” as Ms. Harrington put it. Tests conducted on ovens evaluated their bake characteristics, which were then reviewed with customers for feedback and approval. The company solicited competitive bids. NBC wrote its value equation, weighting factors according to project objectives. The team gave a maximum weight of 10 to three factors: 1) consistency and product improvement, 2) capacity increase and 3) timing of delivery. The following four factors were weighted partially at eight or less: 1) cost, 2) efficiency and sustainability, 3) maintenance and technical support and 4) footprint. Two of the pieces were tested at the vendor’s factory, and the third was determined off an engineering study. Most of the decisions were based on value, quality and price. FLEXIBLE FIRSTS. Focused clearly on boosting output capacity and product quality, the new line also allowed the company to adopt new technologies — specifically, the Den Boer impingement oven, supplied by Tromp Group USA, with its innovative burner chambers, airflow design and temperature control. Also new is the pan buffer system that smooths product flow during

▲ Startup of the new biscuit line is the responsibility of (from left) Pedro Hernandez, Waleed Siddig, Ana Torres, Victor Starnes, Jaime Menendez, Dennis Parrish, Adriana Becerra Hernandez and Mohammed Ismael. team met Jim Cummings, Tromp’s president, during an experimental flatbread project conducted for McDonald’s. Performing the introduction was Jeff Dearduff, director of US bakery operations for East Balt, Inc., Chicago, IL. For the NBC biscuit line, the company tasked Tromp with putting the line together from start to finish, from silo to cooler. Mr. Cummings and his team also worked with Topos Mondial, Pottstown, PA, to supply several pieces of equipment, including a remanufactured APV/BP horizontal tilt-bowl 2,500-lb mixer, a remanufactured Northfield sprial product cooling system and a rebuilt Capway vacuum depanner. The Tromp biscuit sheeting system was originally installed here as part of getting NBC into the biscuit business, according to Mr. Cummings. “We’re now working on another new line with Tromp,” Mr. Edington said. “Topos, as well, has been excellent to work with.” THE GUIDING LIGHT. Working with Decision Matrix techniques allowed team members to make objective decisions and proceed swiftly

▼ Managing the Nashville expansion and its new biscuit line are (from left) Torino King, sanitation manager; Clint Adams, consultant to Nashville Bun Company; and JR Wilson, director of engineering.

BAKING & SNACK / September 2011

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Baking&Snack - September 2011

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