Adding gloss to Colgate Palmolive's packaging

Shooting starElliott Gasa has spent three decades in plastics, but wishes he’d come acrossWorld Class Manufacturing far earlier.PAK 2000 printing manager Elliott Gasais a convert. Initially sceptical aboutWorld Class Manufacturing (WCM), henow can’t recommend it highly enoughfor boosting productivity, efficiency andwork ethic. ‘WCM has been a careerlandmark,’ he says. ‘The department isnow an environment where everyonewillingly pushes themselves to theirbest and beyond, and benefits frommanagement recognition and rewardfor their efforts.’Elliott’s rise up the ranks at his firstcompany was meteoric: he beganas a packer in 1981 and, quicklyrecognised for his intelligence andnatural leadership skills, was promotedto machine operator. Only 18 monthsafter earning his first pay package, hebecame the youngest supervisor in thecompany.In 1987, Elliott moved to Metal Box,only to resign the following year forpersonal reasons and establish a tuckshop business. Yet that brief stint had puthim in touch with Alan Payne and anout-of-the-blue telephone call in 1994changed Elliott’s life path again. Alanwas establishing PAK 2000 and wantedElliott’s print operator skills. Leaving thetuck shop in his wife Mthiyani’s capablehands, Elliott again embraced theindustry, with the additional directive totrain others.Three years ago Elliot was introduced toWCM. His role was to train employeesinto the system, and he quickly realisedthat successfully implementing WCMdemanded a mindset shift from seniormanagement to the lowest floor worker.‘Essentially, WCM made my job easierbecause the focus shifted to teamworkand employee support, so everyonerealised their value but could also pickup for colleagues should the needarise. Inherent was leading by example,where the highest employee wasn’tbeyond picking up papers off thefactory floor,’ he explains.The results speak volumes. Wherepreviously department scrapaccounted for 8% and production onmachinery only 65%, scrap has droppedto 0.8% and production risen to 80% – aturnaround achieved in only one yearand with the same employees.In his current role, this father of seven(he has two sons and five daughters)has been exposed to computers – andso found yet another hidden talent.He also learnt to operate the sixcolourprinter with little formal trainingbeyond some directives from the Italianmanufacturers ‘because it was a puzzleto solve’.‘My department operates increasinglysmoothly, but one move that wouldboost efficiency would be ensuringthe bottles shift seamlessly betweenblow-moulding and printing,’ he says. ‘Itrequires managerial investment, but it’sa legacy I’d love to see from my yearsin the company.’Elliot Gasa (left) has shown that there’s no substitute for hard work, commitment and enthusiasm. Here, he updates TRACC facilitator Silvanus Pillay on WCMprogress within the printing department at PAK 2000.ASTRAPAK NEWS 11