Lean implementation

• Define together with key stakeholders the strategy for the continuous improvement program for the company
• Align the Lean strategy with the company strategy
• Perform a training program for the leaders in all hierarchy of the company
• Promote a work culture based on Lean tools – PMS (Performance Management System), 5S, gemba walks, problem solving, standardization and one point lessons
• Implement management tools in Supply Chain area and extend to others areas into the company
• Policy Deployment – define KPI’s for all areas and the drill down to all teams
• VSM, Brainstorming and PDCA – identify opportunities to improve performance
• Problem solving methodology
• Benefit tracking for projects – follow-up key projects to check the benefits against target
• Create the Lean Academy for training all levels within organization, from Managers to operators in the Supply Chain area
• Launch a program called Gemba Kaizen for improvement ideas implementation
• Drive performance audits to evaluate the Lean program impact in the performance of Supply Chain areas

Management System

• Meters network design and installation
• Monitoring software development and implementation
• Build up a governance model for tracking and taking actions

Water savings

• Bottle washer: fresh water reduction from 22 m³/h to 13 m³/h in (90.000 bottles / hour machine speed)
• Modular design and vaccum pumps water cooling with beer (29.000  m³/year water consumption reduction)
• Bottle rinser conversion from water to sterilized air

Electrical energy savings

• Permanent magnet drivers installation on conveyors (compared with asynchronous motors, PM motors achieve a nearly 40% increase in efficiency)

Competitive

• • Quality
    • New organization
    • Reviewed the quality plan, including work’s instruction, training and documentation
    • Lean: 5S, Quality places in the areas, cleaning, metrology and good practices
  • Costs
    • 23% fix cost reduction
    • Material cost efficiency
    • Lightweight (bottles weight reduction)
    • Energy saving programs
  • Productivity
    • Increase lines plants output

OEE improvement in packaging lines

New organization for packaging maintenance

• Restructure and organize the maintenance team, defining clearly the team roles and responsibilities
• Preventive maintenance implementation
• Change the overhaul frequency based on number of work hours instead of yearly calendar – this new format together with preventive maintenance, extended the overhaul period from 4.000h to 6.500h
• Focus on KPI’s and objectives accomplishment and team’s ownership

RCM2 (Reliability Centered Maintenance) implementation:

• Implementation of RCM methodology in a problematic machine (Packer) with a break down time reduction of 66 % (from 3 pp to 1 pp)