In the first of a regular feature of MEPCA magazine, we are delighted to be celebrating Maria Chacon Cubo, Site Director of Taw Valley at Arla Foods, as our October manufacturing champion of the month.
For the past 9 years, Maria has played an integral role at Arla Foods, the leading dairy manufacturer, where she has helped to shape future direction of its Taw Valley site with her forward-thinking leadership.
We had the pleasure of speaking with Maria, who provided us with an insight into her continuing achievements at Arla Foods.
What has been your proudest achievement during your time at Arla Foods?
One of the proudest moments in my 9-year journey at Arla has been having the opportunity to create the CAPEX strategy for the upgrade of the Taw Valley Creamery. This project was especially meaningful because it allowed the site, which is 50 years old this year, to continue producing incredible cheeses.
In addition to this, we secured a massive commitment from the business to invest 210 million euros into producing mozzarella using ground-breaking technology. Being trusted with one of Arla’s largest-ever investments was incredibly humbling. It not only marked a significant mile-stone for the site but also validated the hard work and dedication of every single member of the team. Seeing the team rise to the challenge and knowing that our collective efforts will have a lasting impact on the future of the site makes this moment one of the highlights of my career.
Can you share a specific example where you overcame a major challenge in manufacturing, and how your leadership played a key role in turning the situation around?
In FMCG (Fast-Moving Consumer Goods), every day can bring a new challenge, but a specific example that comes to mind was last year when we undertook the replacement of a large part of our downstream equipment in our continuous production line. This line is highly dependent on a steady flow, and any disruptions can lead to considerable frustrations, cost of downgrade, and impacts on quality and safety.
Here’s how we tackled the challenge:
- Steady Drumbeat of Meetings: We established a regular cadence of meetings focused on the top three critical issues impacting the production line, ensuring visibility and accessibility.
- Dedicated Problem-Solving Team: A specialised team was assembled to analyse data, identify root causes, and brainstorm solutions.
- Visible Actions and Progress: We made the actions and progress from these meetings highly visible for the whole factory, fostering a sense of involvement and empowerment.
- Enhanced Communication: Communication was a cornerstone of our strategy. We kept the lines of communication open, addressing employee concerns and managing their frustrations.
How have you contributed to sustainability or environmental initiatives within your manufacturing operations, and what impact have these efforts had on the company and industry?
Sustainability and Digital are key pillars in Taw Valley’s site strategy. We were amongst the first sites to deliver and implement Arla’s sustainability program, targeting the creation of a roadmap to reach Arla’s target of 63% reduction in carbon emissions for scope 1 and 2 by 2030.
Our current projects include exploring anaerobic digestion (AD) plants, solar energy and wind energy.
