Driving operational efficiency


This approach is particularly relevant for packaging companies, where margins are often slim, and even minor inefficiencies can result in significant financial losses. Optimising the use of raw materials, minimising production downtime, and improving defect detection can have a compound effect across large operations. By clearly defining business objectives and projecting potential outcomes, companies can make informed decisions about where to direct resources and prioritise technology investments. The decision to implement new technologies


is not just about achieving immediate financial returns; it’s also about ensuring that the company is well-positioned for the future. As sustainability continues to become a critical purchasing factor and regulatory pressures grow, demonstrating measurable improvements in areas like waste reduction and recyclability can help companies enhance their reputation, secure new business, and maintain long-term success. “There’s always a business case for any


change you make in your business—whether it’s adding a new technology or investing in sustainability. Someone is paying for it, and they want to know what they’re paying for,” Falck noted. He provided an example from his experience working with AI and visual inspection. “In manufacturing, we use cameras


bakeryproduction.co.uk


and AI models to detect defects or faults in the production line. When you first hear about the technology, it might seem like the cost of implementation outweighs the potential benefits. But when you dig into the numbers, you see the ROI is significant.” For example, production lines often generate waste due to human error, machine malfunctions, or other inefficiencies. The integration of AI and machine vision can detect these issues early, reducing waste and improving efficiency. “Understanding the problem and defining the goal is crucial,” said Falck. “Once you know what you’re aiming for—whether it’s waste reduction or efficiency improvements— you can model potential outcomes and create a business case that justifies the initial cost. In many cases, the investment will pay off within six months, and the rest will be profit.”


Optimising the supply chain and improving sustainability The increasing emphasis on sustainability and efficiency represents a shift in how businesses view technology—not as a distant enhancement but as an immediate necessity for maintaining competitiveness. Falck observes that, moving forward, businesses will increasingly face questions about their sustainability credentials, much like companies in the tech industry are already being asked about their carbon emissions and recycling


practices. “In packaging, a 1% improvement might seem small, but when you convert it into monetary terms, it has a massive impact. For businesses operating on small margins, these small improvements make a huge difference,” he explained. One area that will likely see a significant impact from innovation is supply chain management. Packaging companies face significant challenges when it comes to stock visibility—knowing how much stock they have, where it is located, and how to efficiently transport it. Poor stock management can lead to over-ordering, under-ordering, or missed service level agreements (SLAs), resulting in costly inefficiencies. AI can help address these challenges by


providing better insights into stock levels and improving decision-making. “For example, if you have multiple warehouses, you can track stock more accurately and transfer it between locations to meet demand, avoiding unnecessary delays or shortages. We’ve worked on projects where businesses saved millions in a short period by improving their stock management,” Falck explained.


Increasing efficiencies on the production line Similarly, the production line represents another area ripe for innovation. By incorporating visual inspection technologies, packaging businesses can identify faults


Kennedy’s Bakery Production December/January 2024/25 11


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36