2016

Internship Report

Submitted To:
Suhail Ather
Plant Manager (Maggi Noodle)

Submitted By:
Zoraiz Arshad
BSc. Chemical Engineering
NFC Institute of Engineering and
Technology Multan
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Table of contents
Sr. Page
No. Contents No.

1 Preface 2

2 Abstract 3

3 Acknowledgment 4

4 Nestle-the name & LOGO 5

5 Nestle History 6

6 Nestle Pakistan Limited 10

7 Nestle Factories in Pakistan 11

8 Nestle Factory Kabirwala 12

9 Some Product of Nestle Kabirwala 16

10 Maggi Process Flow Diagram 19

11 Tasks 21

12 Conclusion 46

PREFACE

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Internship at Nestle Pakistan Ltd. (Kabirwala Factory) was an attempt to seek

experience of the corporate life style of a successful multinational company.
The idea was to understand the corporate structure, while developing skills
needed to thrive of one of the leading global multinationals whereas applying
the knowledge and skills acquired during the academic career. This wonderful
experience of just 4 weeks proved to be a high inclination in the graph of the
personal learning.

ABSTRACT

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Being a part of Nestle Pakistan Ltd. Kabirwala Factory as an Intern was an

outstanding experience in field of gaining knowledge and learning the most of
the valuable corporate skills at different levels. The main purpose of this
internship was to understand the company’s business environment and to
incorporate our practices for every level of this organization. During four weeks
Internship, program working as an effective member in Noodles Plant not only
enhanced the industry exposure but also lifted up some moral and ethical values
like Trust, Teamwork, Integrity and Respect.

Acknowledgements
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Firstly, all thanks and praises to Allah that I have completed my internship
successfully.
I am heartily Thankful to Sir Suhail Ather, Mam Nimra, Sir Kashif and Sir
Muhammad Usman their counselling, encouragement and support from the
beginning to the end helped me how to tackle every obstacle and complete my
internship project. They are very cooperative and they were always there
whenever I need help. Though they pushed me so hard but it was all their effort
that I learned so much in a short period.
Lastly, I want to thank each and every person who helped me in any respect
during my stay in Nestle.

Nestle
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Nestle serving consumers since 1866 with Henry Nestle founder of nestle
company in Vevey, Switzerland. Nestle has 149 years’ experience in developing
quality products that satisfy the need for the good, healthy food.

Nestle Mission Statement

Nestlé’s mission, in the words of our founder Henri Nestlé, is to: “positively
influence the social environment in which we operate as responsible corporate
citizens, with due regard for those environmental standards and societal
aspirations which improve quality of life.”

Henri Nestlé, 1857.

Nestle Logo and Slogan

History Of Nestle
1866
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Our history begins back in 1866, when the first European condensed milk
factory was opened in Cham, Switzerland, by the Anglo-Swiss Condensed Milk
Company.

1867

In Vevey, Switzerland, our founder Henri Nestlé, a German pharmacist,

launched his Farine lactée, a combination of cow’s milk, wheat flour and sugar,
saving the life of a neighbour’s child. Nutrition has been the cornerstone of our
company ever since.
“Henri Nestlé, himself an immigrant from Germany, was instrumental in
turning his Company towards international expansion from the very start. We
owe more than our name, our logo and our first infant-food product to our
founder. Henri Nestlé embodied many of the key attitudes and values that form
part and parcel of our corporate culture: pragmatism, flexibility, the willingness
to learn, an open mind and respect for other people and cultures.”Peter
Brabeck-Letmathe, Nestlé Chairman.

1905

The Anglo-Swiss Condensed Milk Company, founded by Americans Charles

and George Page, merged with Nestlé after a couple of decades as fierce
competitors to form the Nestlé and Anglo-Swiss Milk Company.

1914

The onset of World War I brought severe disruption to us along with the rest of
the world. Acquiring raw materials and distributing products became
increasingly difficult. Shortages of fresh milk throughout Europe forced
factories to sell almost all their supplies to meet the needs of local towns.

1918

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Nevertheless, the war created new demand for dairy products, largely in the
form of government contracts. To keep up, Nestlé purchased several existing
factories in the United States and, by war's end, we had 40 factories worldwide.

1925
The 1920s were a time of deep economic hardship, and Nestlé suffered severe
difficulties along with much of the world. Operations were partially
streamlined, but the company was able to continue, and with the acquisition of
Peter, Cailler, Kohler Swiss Chocolate Company, chocolate became an integral
part of our business. This sparked further variety in the products we offered –
including malted milk and a powdered drink called Milo.

1938
Nescafé coffee was launched.

1940
In the early 1940s Nestea was launched.

1945
The close of World War II marked the beginning of a particularly dynamic
phase of our history. Dozens of new products were added as our growth
accelerated and we acquired outside companies.

1947
The Maggi products, from seasoning to soups, become part of the Nestlé family
following the merger with Alimentana S.A.

1974
For the first time we diversified outside the food industry when we became a
major shareholder in L’Oreal, one of the world's leading makers of cosmetics.

2006

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With the help of Harvard’s Michael Porter and Mark Kramer, we articulated for
the first time the concept of Creating Shared Value. Creating Shared Value
expresses our conviction that we can only be successful over the long term if we
create value, not just for our shareholders, but also for society.

2009
We held the first Creating Shared Value Forum in New York, with leading
experts in the areas of nutrition, water and rural development coming together
to discuss serious global challenges facing us in these three areas and the role of
business in helping to solve them. The Creating Shared Value Forum has been
held on an annual basis since then.

We launched the Nestlé Cocoa Plan which supplies high quality, disease-
resistant plantlets to farmers helping them rejuvenate their farms and increase
productivity. The Nescafé Plan was also launched – to address responsible
farming, sourcing and consumption across our coffee supply chain.

2011

We voluntarily submitted our policies and procedures to the FTSE4Good Policy

Committee for independent review and became the first infant formula
manufacturer to be included in the FTSE4Good Index. This is the London Stock
Exchanges’ responsible investment index and the only index that evaluates
companies on their responsible marketing of breast-milk substitutes, alongside
human rights and supply chain criteria.

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We became the first food company to partner with the Fair Labor Association.
This partnership will help us investigate if children are working in cocoa farms
that supply our factories and, where we find problems, to solve them.

2012
We acquired Wyeth Nutrition (Pfizer Nutrition) in a strategic move to enhance
our position in global infant nutrition.

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Nestle Pakistan Limited

Nestle Pakistan is a subsidiary of Nestle S.A a company of Swiss origin
headquarter in Vevey, Switzerland. It is a food processing company registered
on the Karachi and Lahore stock exchange. For five years in row the company
won a place among top 25 companies of Karachi stock exchange. Head quarter
in Lahore the company operates five production facilities.
Two of the factories in Kabirwala and Sheikhupura are multi products factories.
One factory in Islamabad and two in Karachi produce bottled water.
In line with Nestle global philosophy. Nestle Pakistan is proud commitment to
excellence in product safety and quality and to provide vale services to its
consumer. On the social front it acts very responsible when it comes to
environmentally sound business practices and corporate social responsibilities.
Nestlé in Pakistan is operating since 1988 under a joint venture with Milk Pak
ltd and took over management in 1992.
The company’s strategy is guided by Nestlé’s Corporate Business Principles
which are in line with internationally accepted best practices and ethical
performance culture. Nestlé’s existing products grow through innovation and
renovation while maintaining a balance in geographic activities and product
lines. Long-term potential is never sacrificed for short-term performance. The
Company’s priority is to bring the best and most relevant products to people,
wherever they are, whatever their needs are, and for all age groups.

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Nestle Factories in Pakistan

1. Sheikhupura Factory

The product commenced operation as a part of Milk Ltd in 1981. At that time it
produced only UHT milk. But by 1988 has expanded to produce butter, cream
and ghee as well as fruit juices.

2. Kabirwala Factory

In 1990 Nestle milk pack acquired the Kabirwala factory. Located in the district
of Punjab as a subsidiary. By 1997 it was fully owned unit of Nestle Pakistan.

3. Islamabad Factory

Ava water factory was acquired by Nestle Pakistan in 2001 and aws
subsequently merged with it becoming a fully owned unit of nestle Pakistan in
2003. The production capacity of the factory is 8000 bottles per day.

4. Port Qasim Karachi Factory

Port Qasim is the biggest factory which caters to markets in Sindh and
Baluchistan primarily as well as some parts of Southern Punjab. This facility is
also used as docking ports for supplies that come in for nestle Pakistan which
are then transported to other two facilities.

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Nestle Kabirwala Factory

Nestle Kabirwala factory is located at 4 km Khanewal road Kabirwala and from
Khanewal is 10 km. Total area of the factory is almost 85acres and total
building area is almost 15 acres.
Overall factory is clean well-constructed and well-maintained. Safety is first
priority of the factory
Kabirwala factory was established in 1983. Located in the heart of Punjab milk
Pak Ltd.

The brief history of the development of Nestle` Kabirwala factory is as under:

 1980 Established locally By Mr. Syed Fakhir Imam as Faisal

Dairies.
 1990 Merge with Nestle`
 1992 Maggie Noodle’s Plant was installed
 1996 Powder milk Plant was in` stalled (IST Egron)
 2002 D.C. (Distribution Center) Establishment
 2003 Desi Ghee Plant was installed
 2004 N2 Self Generation Plant
 2006 Installation of Liquid Dairy Plant
 2007 Powder Milk Plant (2nd Egron)
 2008 UHT Cream Plant

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DEPARTMENTS IN KBF:

Nestlé Kabirwala is headed by the Factory Manager of the company.

Presently Mr. Raheel Afzal performing the services of the Factory. Directly
reporting to the Factory Manager are the fourteen major Departments. i.e.;
 Finance & control Department
 Human Resource Department
 Logistics Department
 Safety health & Environment Department

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 Industrial Performance Department

 Engineering Department
 IT Department
 Application Group
 Standardization Department
 Liquid Dairy Department
 Powder & Noodle Department
 Quality Assurance Department
 Technical Training Department
 Nestlé Distribution Channel

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Some Produts of Nestle

Kabirwala Factory
Milk powder:

Nido

Nido bunyad

Nestle Everyday

Every day mix tea

UHT milk and cream:

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Milk Pak

Everyday liquid

Milk Pak cream

Maggi Noddle:

Maggi Chatpata

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Pre Mixer (Wheat Kansoi

Gluten + Iron) Solution

Maggi Chicken
Aging Conveyer

Maggi
Transfer Process Flow
CoolingDiagram Pocketing
Fryer Conveyer
Conveyer Conveyer
Receiving of
Wheat Tipping Silo (Storage)
Wheat Flour
Dough Mixer

Continuous Compound
Metal Detector
== Rollers Roller

Slitters (Keriah) Steamer Pre-Dryer Cut & Fold

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Pool & BDE Overhead

Metal Detector Soup Dispenser Conveyer
Conveyer

Power Roller Wrapping

Packing Checkweigher
Conveyer Machine

Stacking at NDC
Scale Taping Machine
Pallet Warehouse

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TASKS

Task #1: Introduction to 5S System

What is 5S system?
The 5S concept is one of several lean manufacturing (“Lean”) tools
designed to improve workplace efficiency through facility-wide organization
and cleanliness. Each of the 5S guidelines help managers and workers achieve
greater organization, standardization, and efficiency—all while reducing costs
and boosting productivity. Some core principles of the 5S concept involve
creating and maintaining visual order, organization, cleanliness, and
standardization. With these goals in place, the hope is that workplaces can
become more efficient, organized, and equipped to carry out daily tasks in a
safe manner.
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What are the Five Ss?

5S is one of the most structured approach to to reduce waste, organizing your
work space to ensure that it is clean, organized, efficient to achieve more
consistent operational results by using visual cues and through a simple five
stage process, each step starting with the letter “S” hence the name 5S

Sort:
The first step in making things cleaned up and organized. This improves
efficiency, helps increase quality, and makes it simpler to spot problems and
enhances productivity.

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Remove unnecessary items and dispose of them properly.

 Make work easier by eliminating obstacles.

 Reduce chances of being disturbed with unnecessary items.
 Prevent accumulation of unnecessary items.
 Evaluate necessary items with regard to cost or other factors.
 Remove all parts or tools that are not in use.
 Segregate unwanted material from the workplace.
 Need fully skilled supervisor for checking on regular basis.
 Don't put unnecessary items at the workplace & define a red-tagged area
to keep those unnecessary items.
 Waste removal.

Set:
Organize, identify and arrange everything in a work area.

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Arrange all necessary items so that they can be easily selected for
use

 Prevent loss and waste of time by arranging work station in such a way
that all tooling / equipment is in close proximity
 Make it easy to find and pick up necessary items
 Ensure first-in-first-out FIFO basis
 Make workflow smooth and easy
 All of the above work should be done on regular basis

Shine:

Regular cleaning and maintenance.

 Clean your workplace completely

 Use cleaning as inspection
 Prevent machinery and equipment deterioration
 Keep workplace safe and easy to work
 Keep workplace clean and pleasing to work in
 When in place, anyone not familiar to the environment must be able to
detect any problems within 50 feet in 5 secs.

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Standardize:

Make it easy to maintain - simplify and standardize.

 Standardize the best practices in the work area.

 Maintain high standards in workplace organization at all times.
 Maintain orderliness. Maintain everything in order and according to its
standard.
 Everything in its right place.
 Every process has a standard

Sustain:

Maintaining what has been accomplished.

 To keep in proper working order.

 Also translates as "do without being told".
 Perform regular audits.
 Training and discipline.
 Training is goal-oriented process. Its resulting feedback is necessary
monthly.

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Why Should I Adopt the 5s System?

5S adoption is different in every facility, depending on the needs, processes, and

culture of any given workforce. But, no matter how it’s done, businesses large
and small can enjoy numerous benefits from adopting the 5S methodology:

• Improved profitability: Companies can save labor hours, money, and other
resources

• More efficient workforce: With standard procedures in place, personnel can

focus on what’s important

• Better service: With a more organized, cleaner, streamlined workplace,

employees can spend more time providing outstanding service

• Safer workplace: Employees are at less risk and can feel safer in clean,
organized workspaces

What Will 5s Cost?

Implementing the 5S methodology can be done on any budget, but it

nevertheless requires resources to become an effective tool.

At minimum, most businesses should take time to train employees, clean and
organize their facility, and use necessary equipment (such as proper labeling
tools) to facilitate the transition.

Variety of 5S Applications:

5S methodology has expanded from manufacturing and is now being applied to

a wide variety of industries including health care, education, and government.
Visual management and 5S can be particularly beneficial in health care because
a frantic search for supplies to treat an in-trouble patient (a chronic problem in
health care) can have dire consequences.

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Benefits of 5S
o Reduces unnecessary clutter
o Reduces Space Used For Storage
o Prevent serious breakdowns and other delays.
o Improves Safety
o Prevents defects and other wasteful occurrences
o Improves Maintenance
o Better Employees Commitment
o Reduces in-process inventory.
o Improves Quality
o Reduce waste and unplanned downtime

Task on 5s in the store room of Noodle production plant :

1.

Before After

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2.

Unnecessary foreign particle

3.

Cleaning tools of cupboard

4.

Useless Material
5.

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Before After Proper Arrangement

6.

Before After

7.

Before After Equipments were not present

8.

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unnecessary things
9.

After 5S

Task#2:
Moisture Determination in Maggi Noodles by Halogen Analyzer
(HG63)

Moisture
Moisture refers to the presence of a liquid, especially water, often in
trace amounts. Small amounts of water may be found, for example, in the air
(humidity), in foods, and in various commercial products. Moisture also refers
to the amount of water vapors present in the air.

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Moisture control in products

Control of moisture in products can be a vital part of the process of the
product. There is a substantial amount of moisture in what seems to be dry
matter. Ranging in products from cornflake cereals to washing powders,
moisture can play an important role in the final quality of the product. There are
two main aspects of concern in moisture control in products: allowing too much
moisture or too little of it. For example, adding some water to cornflake cereal,
which is sold by weight, reduces costs and prevents it from tasting too dry, but
adding too much water can affect the crunchiness of the cereal and the freshness
because water content contributes to bacteria growth. Water content of some
foods is also manipulated to reduce the number of calories.
Moisture has different effects on different products, influencing the final quality
of the product. Wood pellets, for instance, are made by taking remainders of
wood and grinding them to make compact pellets, which are sold as a fuel. They
need to have a relatively low water content for combustion efficiency. The more
moisture that is allowed in the pellet, the more smoke that will be released when
the pellet is burned.
Process for finding the moisture at any stage can followed the
following steps:
1. Wash your hands and use hand disinfector.
2. Wear hygiene cap and beared cover (if needed).
3. Take sample bag from office drawer.
4. Go to Noodle line and take sample in sample bag at any stage
where you want to find the moisture.
5. Selecting the following specific parameter of halogen analyzer

Parameter to Determine the Moisture of Dough

Program # 2
Sample Weight 2.00g
Temperature 152 ˚C
Time 10 min
Stand by Temperature 50 ̊C
Parameter to Determine the Moisture of Steamer
Program # 3

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Sample Weight 2.00g

Temperature 152 ˚C
Time 10 min
Stand by Temperature 50 ̊C
Parameter to Determine the Moisture of Dryer
Program # 1
Sample Weight 2.00g
Temperature 152 ˚C
Time 10 min
Stand by Temperature 50 ̊C
Parameter to Determine the Moisture of Cake
Program # 4
Sample Weight 2.00g
Temperature 152 ˚C
Time 5 min
Stand by Temperature 50 ̊C
6. Note the reading and show it to the team leader.
7. Remove the sample and clean the pan.

Moisture Readings:
Dough Moisture Data
Date Time(A.M) Moisture Percentage
27/06/16 10.00 30.20%
10.30 30.45%
11.00 30.80%
11.30 30.94%
12.00 31.09%
12.30 30.99%

Steamer Moisture Data

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Date Time(A.M) Moisture Percentage

28/06/16 10.15 31.08%
10.45 31.23%
11.15 31.33%
11.45 31.65%
12.15 31.88%
12.45 31.97%

Maggi Cake Moisture Data

Date Time(A.M) Moisture Percentage
01/07/16 10.20 4.01%
10.50 4.09%
11.20 4.35%
11.50 4.69%
12.20 4.92%
12.50 5.07%

Task#3: Sanko Operation

The main purpose of this machine is to put the taste maker powder
into a specific sachet.
First we have to adopt the following rules for Sanko Operate.

 Wash your hands and use hand disinfector.

 Wear hygiene cap and beard cover.
 Go to the Sanko line and start to operate.

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1. Check the machine parts properly according to check list

2. Power on the machine

3. On the heater and

adjust the required temperature

4. Check all the parameters

Back length,programmers,counter
speed etc

5. .Insert the laminate real

and adjust it according to the
roller track

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6.Check the empty pouch

7.Fill the hopper with powder

8. Switch on the turning table

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9. Check all pouch one by one

properly

10. Cut any six pouch & weight

one by one

11. Weight the one empty

pouch

12. Cut and weight the Tare weight

pouch is one by one.

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13. The pouch weight may be

increases or decreases

14. It can be adjust by using

hopper powder adjuster
i.e clockwise or anti clockwise

15 .When required flow will be

obtained then run the machine
frequently

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16. When the bucket will be full

placed it on its right place and
replace it with new for the same
process will be done smoothly

17. Apply the status card after

completing the taste makers bucket

18. Powder Adjustable Setting by

clockwise and anticlockwise
rotation.

19. Turn table knocking

shoot knocking

20. Temperature variation causes seal breakage

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BAD PRACTICE GOOD PRACTICE

Task#04 Cleaning
Checklist

Dough mixing Area

01 Stair and rails Muddy holes and cracks
02 Window sides Flour clogs and beetles
03 Premixer parts Rusting and flour stuck in
grills
04 Premixer area Floor cleaning
05 Pipelines Proper cleaning
06 Dough mixer base Gluten and dough residues
07 Kansui solution tank Wet and muddy flour with
flies
08 Vacuum cleaner Insects in storage lid
09 Vitamin buckets Gluten and wheat stuck

Wheat flour silo

01 Weevils and beetles found on the spot of the
wall
02 Flour stuck on the corner and edge of walls
03 Weevils and beetles may found around silo
04 Spiders and weevils found on ceiling and
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corners

Tipping station
01 Beetles found at the corners of floor
02 May be found on storage wheat flour bags
03 Spiders and cob webs found at the corners of roof
walls

Grinding station
01 Insects and beetles found on the corners
02 Rotary sieve found the beetle and weevils

Task#5: Study and Inspection of Maintenance Plan

Functional Locations
A physical site where work can take place or an area of a system
where a piece of equipment can be installed.
1581 PK PL Kabirwala

1581-MLK Kabirwala Factory Milk

1581-MLK-STD Milk Standardization

1581-MLK-STD-L01 Milk Standardization Line

1

1581-MLK-STD-L01-MSKPMP 01 MSK Transfer Pump

All Work Orders should be raised at the 5 th level FLOC only.

Types of Work Order:

PM01 = Breakdown Maintenance WO

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PM02 = Condition Based Maintenance WO

PM03 = Scheduled/Predictive Maintenance WO
PM04 = Project WO
Maintenance Time Entry:
 Confirmation of actual time with employee no.
 Detail of actual work done.
 Material booked against work order.
 Collective confirmation possible.
PM01 Breakdown Maintenance WO/Notification:
 Describe the exceptional technical condition at an object.
 Message from Production (telephone call, manual).
 Role to create BD work order with all the techniques.
 Notification automatically created upon creation of a breakdown.

PM02 Condition Based Maintenance (CBM) notifications:

 Request the maintenance department to perform a necessary task (e.g.
Condition Based: CBM), which does not immediately affect production.
 Manually created by ‘anyone having the role’ when a fault is identified.
 Role with all HoDs, SHE Manager, Safety Manager………..
 To be evaluated by maintenance Planner/Shift executive.
 Acceptance means creation of a CBM work order and rejection means
completing the notification with comments.
PM03 Scheduled/Predictive Maintenance WO:
 Issued based on the master data set-up.
 WO issue can be manual or by batch job.
 Maintenance planner does the assignment.
 Confirmations to be done by Maintenance Planner/Shift leader
PM04 Project WO:
 Issued when some labor or parts are needed from factory side.
 Requires approval from factory engineer.
 Confirmations to be done by Maintenance Planner/Shift leader.

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New Maintenance Plan
Maintenance Plan Description
4wk inspection and cleaning of compound &
continious rollers
26wk inspection of cooling conveyor.
NESTLE
Task List
1. inform the production team leader about
maintenance.
2. follow the factory safety and hygine
guidelines during maintenence.
3. use cotton gloves during whole activity.
4. LOTO the electrical power.
5. open the scraper and fit back after cleaning.
Change if need.
6. check the belt condition , change if need.
7. check the shaft condition, change if need.
8. check the bearing condition, change if need.
9. check the gap between rollers with filler
gauge.
10. change the oil of gear box.
11. clean the work place.
1. inform the production team leader about
maintenance.
2.follow the factory safety and hygine
guidelines during maintenence.
3. use cotton gloves during whole activity.
4. LOTO the electrical power.
5.replace the gear box oil.
6. check the rod and change condition. Change
if need.
7. check the blower cover.
8. check the filter condition. Change if need.
9. check the belt condition. Replace if need.
10. check the allignment of rod with bar
conveyor, adjust if need.
11. check the allignment of bar conveyor with
rotary drum. Adjust if need.
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12. clean the work place.

12wk inspection of overhead conveyor 1. inform the production team leader about
maintenance.
2.follow the factory safety and hygine guidelines
during maintenence.

3. use cotton gloves during whole activity.

4. LOTO the electrical power.

5.Open the side cover of over head conveyor

6.Check the condition of chain, replace if need

7.Check the condition of timings bolts

8.Alignment of track

9.Adjust the timing of over head conveyor.

10.Clean the workplace.

26wk inspection of pool conveyor 1. inform the production team leader about
maintenance.

2.follow the factory safety and hygine guidelines

during maintenence.

3. use cotton gloves during whole activity.

4. LOTO the electrical power.

5.Open the side cover of pool conveyor

6.Check the belt conditions replace if need

7.Clean the dry mechanism

8.Check the chain condition and lubricate it

9.Check the bearing condition replace if need

10.Check the sensitivity of sensors

11.Aligne the belt and fit back the conveyor

12.clean the work place

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Task#6: Foreign Body Inspection on Processing Line

Compound Rollers:

• Rust and grease may be added

• Threads may be present

• Contamination on conveyor belt

(Status : Properly Cleaned)

Metal Detector:

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• Nuts and bolts may present

• Electrical wires

(Status : Properly working)

Continuous Rollers

• Rust and grease may present on roller

(Status: Properly Cleaned rollers)

Kiriha:

• Broken combs may be added

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• Dough clots from the comb may be added

• Teflon scratches from dividers

(Status : Fully operational and clean)

Conclusion

The period of my internship with such esteem organization like Nestle KBF
Pakistan was a great delight for me who enhanced my knowledge up to latest
trends and bridged the gap between theoretical knowledge and practical
approaches being implemented in the industry. .

The learning environment was superb, just like an ocean where you come, take
what you want but there is no deficiency in that ocean. Everyone is very
cooperative and supportive.
The safety & hygiene practices followed at Nestle KBF are superb. There was
no compromise on product quality.

Moreover, different internal systems that NESTLE has evolved like NCE
(Nestle Continuous Excellence), NIMS (Nestle Integrated Management
System), TPM (Total Performance Management), NQMS (Nestle Quality
Management System), NSMS (Nestle Safety Management System) and

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NGMP(Nestle Good Manufacturing Practices) etc. are unique & assures the
safety of worker & best quality food products.
 Lastly, I would definitely say that working at Nestle KBF was a charm
for me. I will always remember those moments which I spend there.

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