2012 Line Information System Coca-Cola Refreshments

2012 Line Information System Coca-Cola Refreshments
10/1/12 2012 Line Information System Training Coca-Cola Refreshments January 2013 Posted on: Information that is accessible, understandable, actionable, and visible.

Engineering LIS Utilization Team
Problem / Opportunity With the rapid deployment of the LIS project, Engineering & OE lack the proper LIS training and are not utilizing effectively the LIS system for Diagnostic, Problem Solving & Performance Guaranty. Main Goals: Utilization of the LIS in more than 80% of the Machines Performance Guaranty Utilization of the LIS in more than 50% of the Business Cases for the Lines / Machines replacement Engineering LIS Utilization Team Reliability Team Rade Cavic Ron Stockton Brian Knuckles Dan Huber Dan Sullivan SMEs Mike Hiney Howard Nugent Transformation Darren Ward Train the Trainers: The material to train the future trainers was developed Basic Advanced Q&A and examples of Machines Performance Guaranty Future Trainers: Engineering LIS Utilization Team members Future Trainers activities / responsibilities - TBD Report on performance Monthly updates on the Performance Matrix % of LIS utilization on the Machine Performance Guaranty % of LIS utilization on the Business Cases for the Line / Machine replacement % of Engineers with Advanced LIS training

Business Process Owners
Team Project sponsor Troy Ellis - SVP Manufacturing Steering Committee Troy Ellis-SVP Manufacturing Chris Gaffney -SVP Strategy Marc Katz – VP Engineering Freager Sanders – VP NE & LIS SMEs Lead Project Management Ioan Batran BIS Support xx – Project Manager xx – Field Operations xx – Security xx - Severs Support xx - Network Specialist xx - MII / SAP Specialist Business Process Owners Bryant Lewis – VP MW John Byrne – Mngr. OE Craig Hammer – Plant Manager Bismarck Ioan Batran – Dir. Controls Engineering Business Support David Forte – Production Mngr. Vancouver Iancu Benga – Production Mngr. Richmond Sean O’dell – Production Mngr. Twinsburg Norbert Galivan – Production Manager Scott Miller – Dallas SOEL Eduardo Mancilla – Production Mngr. Downey Brett Lepak – Production Mngr. Milwaukee Jeffrey Edwards Customers All Manufacturing Plants

LIS National Lead LIS Regional Lead CEG OE / TPM/L&D Productivity Team
Overall program management Ensure functional alignment on initiative Gatekeeper / Key POC to ELT for initiative updates LIS Regional Lead CEG OE / TPM/L&D Productivity Team Regional POC for LIS initiatives System SME Execution of routines / process improvements Validate plants self assessment on LIS initiative in Maturity Matrix Maintain / Upgrade the Management Routines and Maturity Matrix Approve / Prioritize the requests for LIS new features Support start up of new installations Installation of hardware & software Start up and system validation System upgrades Technical Support First Level training of Plant Management, OE and Engineering Maintain & Communicate Gantt Chart for timing of future installs & upgrades Training Material development Data analysis RAW Development and execution of Replication Package Development of Management Routines Development of LIS initiative Maturity Matrix with identified stages and gates Data analysis Prioritization of National RAW opportunities - Confidential -

LIS & Management Routines Support
Productivity Team Craig Hammer Alignment with Productivity Team Regional LIS SMEs David Forte – Production Mngr. Vancouver Iancu Benga – Production Mngr. Richmond Sean O’dell – Production Mngr. Twinsburg Norbert Galivan – Production Manager Scott Miller – Dallas SOEL Eduardo Mancilla – Production Mngr. Downey Brett Lepak – Production Mngr. Milwaukee Jeff Edwards – PCS Wilsonville Overall Support Ioan Batran Controls Eng. Group Bing Liu New Machines LIS Data Reliability New Primary Packages New Secondary Packages Training Controls Eng. Group Tom Crynick Rob Reyher Ion Muresan Pat Leach David Avery Kartik Madhani David Bynum Management Routines LIS Implementation Schedule Proposals for Improvements LIS Maturity Matrix Assessment Plant LIS Data Reliability Assessment Overall Complains Customers LIS Plant Champion LIS Plant Tech Support

LIS SMEs Group – To Do List

Project Steps & Milestones
Decide on the Plants which will have LIS in 2013 CAR Approval Generate the POs Choose the LIS Plant Champion & LIS Plant Support Assess the Controls Infrastructure to support the LIS implementation Propose the location of the kiosks and Large Display Choose the LIS electrical installer Generate the SOW for the LIS electrical Installation Site Meeting - CEG will Present the LIS Project Agreement on the Project Steps & Schedule Hardware & Software Shipment Basic & Advanced LIS training for the Plant Management (Live Meeting) Deliver the CD with the LIS Training for Managers, Supervisors, and Operators to the LIS Plant Champion Deliver the Materials for the "Management Routines" to the LIS Plant Champion Upgrade the PLCs to support LIS Install the networks (DH+ or Ethernet) to bring the data from Production PLCs to LIS Data Concentrator Install the LIS Ethernet Network for LIS Office Stations & Plant Floor Kiosks / Stations Electrical Installation - Sign Off Implement the LIS code in the Production PLCs (Filler, Packer, etc.) LIS Data Validation - Verify the LIS Data Accuracy - using the Statistical Analysis LIS Data Validation - Create Lacks, Backup, Internal Stops for each machines (at least 3 times) LIS Data Validation - For the machines with an excessive number of internal stops, observe the machine LIS Data Validation - Check the Machines speeds LIS Data Validation - The operators will fill out a form with all the machines internal faults (2 shifts) LIS Data Validation - Sigh off LIS Support Management Routines Training for the LIS Plant Champion Management Routines Training for the Plant Personnel LIS Management Routines - Sign off Project Success Metrics Questionnaire (end of project) - Data Reliability & Management Routines Legend Milestones – RED Plant Involvement - BLUE

General Information Ground Rules: LIS Set up and Data Entry
10/1/12 Ground Rules: I will not take questions during the training modules (a lot of material will be presented); however, at the end of each of the six training modules I will take questions for 5 minutes. Any additional questions can be sent to Ioan Batran I will compile the questions and will send all the participants the Q&A. LIS Set up and Data Entry Commissioning Mode vs. Production Mode Planned Downtime Data Entry Fill out the TPM Interface Machines Centers Line Layout and color code for the machines status Machine Center Efficiency, Average Maximum Speed, Down Time, MTBF, MTTR Machine Centers Status and Speed Trend Machine Centers Historical Data How to penalize the Machines for stopping the Line / Filler Line Machines Status Loss Analysis – Six Big Losses Six Big Losses Definition Speed Losses and Line Balance Today & Historical Break Downs Today & Historical Machine Downtime Pareto Minor Stops Today, Historical, & Trend Chart Planned Down Time Today, Historical, Trend Chart, & Flavor Change Statistical Analysis Reports USLE & Counts Miscellaneous

Who Needs Information VP Manufacturing Plant Management
10/1/12 VP Manufacturing Control and visibility to all aspects production for all plants globally Use common KPIs to benchmark plants to drive performance improvement & productivity Plant Management Control and visibility to all aspects of production environment: Production, Quality, Maintenance Increase collaboration between departments Reduce and better control of costs (mfg, labor, maintenance, & inventory) Project Managers Significantly reduce the time for the machines observation during PG Hold the Suppliers accountable for the machine performance Maintenance Team Use MTTR & MTBF to improve operations Top ten hitter report on demand Focus the resources to the activities with the biggest impact TPM & OE Team Mini Kaizen Foundation for TPM initiatives Foundation for continuous improvement projects Production and Line Supervisors Production and Quality reporting by shift Efficiency and production counting Quality Reduce and track scrap thru early warning Variable Conformance Analysis Operators Improve engagement Allow fast response to Down Time events & incorrect machine speeds setup “Are we winning?” KPI

LIS - Progressive Architecture
10/1/12 LIS - Progressive Architecture Large Display Conf. Room Controls Infrastructure Large Display Plant Floor Kiosk iFIX iHistorian Portal ETHERNET Thin Client LINE 1 PLC Large Display Plant Floor LINE 2 Kiosk Servers Switch PLC Large Display Plant Floor LINE 3 Kiosk Large Display Plant Floor LINE 4 Control Logix Kiosk LIS Stations: Stations for Managers – 5 / plant Large Display Conf. Room – 1 / plant Kiosks for operators – 4 / line Large Display Plant Floor – 1 / line EXISTING

Line Information System
10/1/12 Definitions and Formulas

Definitions and Formulas
10/1/12 Unconstrained System Line Efficiency (USLE) A comparison of the actual number of cases produced during production line time, to the theoretical number of cases that could have been produced without any constraints. A comparison of Optimum Process Time to Actual Production Line Time Optimum Process Time = Time it takes to produced sellable actual number of cases without any constraints Production Line Time = When A Production Crew Is Paid To Man a Line. Including Planned lost time (CIP, Changeovers, PM and Lunches/Breaks) or Unplanned lost time, Minor stop or speed lost (less Skeleton Crew). *Skeleton crews can be used to conduct cleaning, syrup prep, etc. and this does not reflect upon the USLE. Skeleton crew must be ≤25% of the normal production crew. ** Is lunch time or meeting time during production counted or not? - If line is down and lunch is not paid – out - If plant wide meeting (i.e., quarterly town halls, monthly plant reviews, etc)– out. - All else is in Cases & Packs A case is defined as 24 bottles/cans. A pack can be any number of containers. For example, a pack of six - 2 liter bottles is equal to 1/4 case. Other examples: 1 case = 4 packs of 6 bottles, 1 case = 1.2 packs of 20 cans Machines Centers & Equipment Machine Center: Filler, Packer, Palletizer, etc. Equipment: for the Filler Machine Center the Equipment can be: Rinser, Capper, etc

10/1/12 Machine Centers Machine Efficiency = (Availability – Down Time) / Availability Availability = Machine is not in Lack and not on Backup (during Production Time) Down Time = Machine was stopped for internal reasons (something happened to the machine other than Lack or Backup) Minor Stops = Machine was stopped for Internal Reasons for < 10 Minutes Break Downs = Machine was stopped for Internal Reasons for => 10 Minutes Average Maximum Speed = Average Set up Speed for the machine (example) MTBF = Machine Running Time / Frequency Down MTTR = Machine Down Time / Frequency Down Machine in “Commissioning” mode: the machine will NOT be penalized for things like “Lack of Caps”, “Lack of Syrup”, or “Discharge Jam” (Fillers) Machine in “Production” mode: the machine will be penalized each time it goes down from an Internal Fault (i.e. not in Lack or Backup, but not running) TPM Interface Process Stop - When a machine stops for more than 10 minutes but it is not a Breakdown Example: human error, lack of raw materials, quality issues, external influences, etc. Unplanned Down Time – Break Downs and Process Stops Failure Factor (Root Cause) must be filled out for Break Downs or Process Stop Failure Prevention will be filled out case by case: AM Task, Update PMs, SPL (Single Point Lesson, SOP, Poke Yoke (error Proof), Review Design, Record for Tracking

10/1/12 Machine Penalize Logic (for stopping the Line / Filler) Machines are charged with stopping the Line / Filler based on what condition the filler is in, when that machine is stopped, and if there are other machines stopped at the same time. Condition the Filler is in: If the filler is lacking containers at the infeed, the logic looks only at the conditions of the machines that send containers to the filler. Examples: depals, blow molders, etc. If the filler is backed up, the logic looks only at the machines downstream from the filler. Examples: Filtecs, packers, palletizers., etc. One Machine Stopped: If only one machine is stopped (causing the Line / Filler to stop), that machine will be penalized. The machine will continue to be penalized until the Line / Filler restarts. One exception to this is that if that machine restarts and another machine stops, the second machine will start to be penalized. If no machine is down at the time that the filler goes into lack or backup, the machine that stopped within five minutes of the filler stopping is penalized. For example, the labeler may stop and back up the line. But, just before the filler is backed up, the labeler restarts. In this case, the labeler caused the filler to stop even though it recovered before the filler actually stopped. Two Machines Stopped: If more than one machine is stopped (causing the Line / Filler to stop), the machine that stopped first will be penalized. That machine will be penalized until either the filler restarts or that machine recovers and a second machine is down.

Definitions and Formulas - Six Big Losses Analysis
10/1/12 Definitions and Formulas - Six Big Losses Analysis Looking at the bottleneck machine, we identify six types of waste we refer to as losses, because they reflect lost effectiveness of the equipment. These six big losses are grouped in three major categories: downtime, speed losses, and quality losses. Downtime Breakdowns – the amount of time lost at the bottleneck machine due to stops greater than 10 mins on any machine. The assumption is that the events greater than 10 mins are caused by a component failure. Minor stops – the amount of time lost at the bottleneck machine due to stops less than 10 mins on any machine. The assumption is that the events less than 10 mins are caused by an adjustment or a jam. Planned downtime – the amount of time lost at the bottleneck machine due to the flavor change, package change, quality control, sanitation, etc. Speed losses - is the amount of time lost due to the bottleneck machine running below its rated speed. Quality losses Quality loss in process - is a loss of product during a production run where output is below the acceptable specification (low filled bottle, a poorly fitted cap, etc). Quality loss on start up - is referring to the period after changeover, when settings need final adjustment to bring the product into specifications.

QUESTIONS? Return

Learning Objectives - Set up and Data Entry Module
10/1/12 Commissioning Mode vs. Production Mode Planned Downtime Data Entry Fill out the TPM Interface

Main Menu 2 Set up and Data Entry 1 Overview of the Plant KPIs

Line Configuration 1 4 3 2 USLE H&L Set up for Color Coding
X Reasons Visible 4 To allow the data Entry for Minor Stops In “Production” mode, a machine will be penalized each time it goes down from an Internal Fault (i.e. not in Lack or Backup, but not running) 3 In “Commissioning” mode, a machine will NOT be penalized for things like “Lack of Caps”, “Lack of Syrup”, or “Discharge Jam” (Fillers) 2

Line Main Page 4. Machine Centers 5. Loss Analysis 2. USLE 3. Counts
1. Set up and Data Entry

Planned Downtime Entry
2 Select 1 Step 4 Duration and Frequency will be displayed for Today TBD 6 Conveyors repairs, General maintenance 5 It is “outside” cleaning: Conveyors Cleaning after Repairs 3 The PB will reset automatically one minute after filler restart s 1 It is important for OEE and Planned DT Statistics to hit the PB each time there is an event

TPM Interface – Line #1 2 3 4 5 6 7 8 1 Select the Start and End
Date / Time and click Get Events Select the type of event that you want to focus on 4 No action required for this section in case of Minor Stops 5 To be filled out by the EOS – Break Downs or Process Stop 6 To be filled out by the EOD – Break Downs or Process Stop Comments are optional 7 8 This section to be filled out case By case 1 This screen is for TPM data entry and Is important to be filled out properly

QUESTIONS? Return

Learning Objectives - Machines
10/1/12 Line Layout and color code for the machines status Machine Center Efficiency, Average Maximum Speed, Down Time, MTBF, MTTR Machine Centers Status and Speed Trend Machine Centers Historical Data How to penalize the Machines for stopping the Line / Filler Line Machines Status

Line Layout 1 Machine Status Color Code 2 Machine KPIs

Filler Today 1 2 Machine KPIs Accepted by Industry Overview before
and after the Filler

Filler Historical The same KPIs as for Today but from a
historical perspective

Filler First Shift Historical
The historical KPIs for a shift (to allow comparison among shifts)

Filler Speed Trend 2 1 3 Select the Start Time And the Duration
The Chart will display Real time speed Average Max Speed Reason for Machine Stop 3 The arrows at the bottom of the trend change the time frame in the window.

Filler Status 4 3 2 1 Overlap the Red Vertical Line and the Machine
Status Event and Click Event Description (For Any Additional DT) 3 Select the Start Time and the Duration The arrows at the bottom of the trend change the time frame in the window. 2 The most important events are displayed on the Y axis. In this example the filler had an Internal Fault between 6:25 pm and 6:33 pm 1 This Chart shows the Machine Status (events type and Date /Time)

Filler Efficiency Trend by Hour
2 Select the Start Time And the Duration 1 Machine Efficiency by Hour Trend 3 The arrows at the bottom of the trend change the time frame in the window.

Historical Machine Status
3 Select the Start Time and the Duration 5 1 Filler is in back up and Filtec 1 is penalized This screen allows the user to view all the line’s machines status simultaneously 2 The red line above a machine Indicates that the machine caused the line to stop and is penalized 4 Filler is in lack and Depal 1 is penalized 6 The arrows at the bottom of the trend change the time frame in the window.

Machines Speed – V Graph
2 Real Time Speed V - Graph 1 Maximum Speed

QUESTIONS? Return

Learning Objectives – Loss Analysis
10/1/12 Six Big Losses Definition How we penalize the Machines for Stopping the line (Filler) Speed Losses and Line Balance Today & Historical Break Downs Today & Historical Machine Downtime Pareto Minor Stops Today, Historical, & Trend Chart Planned Down Time Today, Historical, Trend Chart, & Flavor Change Statistical Analysis

OEE - Loss Analysis Main Menu
1 Comparison between the sum of the Line / Filler Stoppages for more than 10 consecutive minutes and the Production Time – (%) 6 2 Cases not produced because line ran below 100 % USLE (lost opportunity) 3 Comparison between the time the line didn’t produce and the Production Time – (%) 4 Comparison between the time lost due to the Filler running below Its rated speed and the Production Time – (%) 5 Comparison between the Planned Downtime and the Production Time – (%) 9 Time Lost which can’t be identified 8 Comparison between the number of Rejects and the sum of good containers and Rejects – (%) 7 Comparison between the sum of the Line / Filler Stoppages for less than 10 minutes and the Production Time – (%)

The same KPIs as for Today but from a historical perspective

OEE - Speed Loss 1 2 3 4 5 Yellow represents the machine rated speed
Green line represents the filler rated speed 3 Filler Average Max Speed (AMS) - turquoise 4 This is not a good V – Graph because the Rinser AMS is equal to Filler Rated Speed and the E. Combiner AMS is only 5.5% higher than the Filler Rated Speed. 5 Machines AMS together with Machines Efficiency and Line Accumulation are very important for the Line Throughput

OEE - Breakdowns & Minor Stops
1 A comparison between the time the line was down because a machine was stopped for internal reasons and the production time – (%) 3 Depalletizer caused the Line / Filler to be down 9.9% of the Production Time (9.9% drop in USLE) 2 Shows how various machines are penalized for stopping the Line / Filler – (%)

Pareto 1 Downtime Pareto (%) = is a comparison between the downtime cause by a Machine and the Line Downtime (caused by all Machines on that line) / *100 = 32.29% 5 6 If we address the issues related to 3 machines (23% of the machines) we can eliminate 76% of Reasons for the line downtime. 4 Line Downtime (%) = add all the line downtime caused by Machines (in this example is 21.54%) 3 Shows how various machines are penalized for stopping the Line / Filler – (%). Starting with the machine that cause the Line biggest DT 2 Select the Start Time and the End Time

Minor Stops Trend 1 2 3 4 This chart displays the
Trend for the % of Line Minor Stops per hour 2 Select the Start Time and the Duration 3 This Chart is important for the Continuous Improvement Initiatives focused on reducing the Line Minor Stops 4 The arrows at the bottom of the trend change the time frame in the window.

Planned Downtime Flavor Change
3 For each Flavor Chance category it will be displayed the Min, Max, Average, Target, Deviation, Duration and Frequency 4 1 The screen will give a statistical view of the Flavor Chance The objectives are to reduce the target and the variation among Target, Min and Max 2 Select the Start Time and the End Time

Planned Downtime Trend
2 Select the Start Time and the Duration 1 This Trend allows to see the Planned Downtime from an historical perspective 3 Between 2:17 pm and 2:39 pm we had a Three Steps Cold 4 The arrows at the bottom of the trend change the time frame in the window.

QUESTIONS? Return

Learning Objectives – Reports
10/1/12 Where to find the “actionable information” TPM / OEE Reports Export Data from Reports to Excel Export the data from SQL to a csv file

TPM Interface – Report 2 1 8 3 6 4 7 5 9 10 11 Return Select the Start
and End time 1 Select the Line & Type of Report 8 Observe the Pareto 80 / 20 % rule 3 Today KPI’s 6 Y axis shows the Duration (Min) that A Machine cause the Line to stop 4 Historical Line Summary DT (Lack, Backup, Filler DT And Frequencies 7 X axis shows the Machines that caused the Line to stop (starting with the machine that cause the Line biggest DT) 5 Historical Six Big Losses 9 Drop Down Menu allows selection of of a Machine 10 Y axis shows the Duration (Min) for the Machine stops’ Reasons 11 X axis shows the Machines stops’ Reasons (starting with the Reasons that cause the Machine biggest DT) Return

TPM Interface – TPM1 Report
3 The time period can be adjusted 2 To remove the file tree click here A list of events that match the search criteria will appear 5 7 Export the Table data to a csv file 4 Searches can be narrowed down by Machine, Flavor, Primary Package, Shift, and Event Type 6 The information about the selected event will show in the fields at the bottom of the screen. 1 This Report displays the Machines DT events in a table and fields and allows to export the data from the table

TPM Interface – TPM2 Report
4 The time period can be adjusted 5 Searches can be narrowed down by Flavor, Primary Package, Shift, and Event Type 5 To have a useful Pareto, the operators will need to enter the data into the TPM Interface screen 1 This Report shows Pareto charts with downtime and stop frequency for each machine on a line. 2 The first smaller Pareto chart always shows the machine with the most downtime / frequency 3 Any machine can be chosen for display on the other two Pareto charts

TPM Interface – TPM2 Downtime Report
The data from the Pareto charts can be exported This Report displays the same data as the TPM2 Report, but only for the Downtime 1

TPM Interface – TPM2 Downtime Export to Excel
The data from the Pareto charts can be exported to an Excel document.

QUESTIONS? Return

Learning Objectives - USLE Module
10/1/12 USLE Waterfall USLE Today, By Hour, Yesterday, Trend and Historical USLE Historical Trent Chart

USLE Waterfall 2 5 3 4 1 % relative to Staffed Time Represents TBD
In this example 978 min represents 100% USLE (Optimum Time) = (Production Time – Planned DT – Break Downs – Minor Stops – Speed Lost – Rejects Lost) 1 This is a standard screen across Coca – Cola System and shows USLE Waterfall and various components that influence the USLE

USLE Today The data background is color coded
and reflects the USLE expectations This screen Shows Today, per Shift and current hour USLE

USLE Yesterday In the morning we can take a look at yesterday USLE
(per shift and for the day)

USLE By Hour 1 2 Among the most popular screens
This screen shows: hourly USLE, Line & Planned DT, Filler AMS, and Case Count

USLE by Hour Trend 2 1 3 Select the Start Time The Hourly Trend is for
and the Duration 1 The Hourly Trend is for the Day, First, Second and Third Shift 3 The arrows at the bottom of the trend allow to see the data from yesterday, last week, last month, etc.

USLE Historical 2 1 Select the Start And End date
This screen shows a table with per Day, Shift, First Hour USLE and average USLE for the interval

Learning Objectives - Counts Module
10/1/12 Cases Count Today, Per Hour Cases and Packs Counter Losses & Rejects, Rejects Trend

Counts Today 2 1 The data background is color coded
and reflects the USLE expectations 1 This screen shows the total number of cases or packs for today’s production time, shift and current hour

Counts by Hour 1 1 2 Actual= number of cases produced
during a particular hour 2 Expected = number of cases produced during a particular hour if the line runs at expected USLE

Counter Losses Today 1 2 Filler Counts Error = Shows the difference
between the containers counted by the two sensors at the filler discharge (for the can line there is only one sensor and the Counts Error will be zero) 2 Filler Dsc. – Palletizer = Difference in containers between Filler and Palletizer Filtec rEJECTS

Filtecs Losses Today 1 3 1 4 5 2 6 Set up the High Limit for Rejects
Counts & % Rejects for Today 4 Rolling Average for the last 10 Min 5 Will reset the Temporary Rejects Counter 2 The trend will display the hourly average % reject 6 The arrows at the bottom of the trend change the time frame in the window.

Pack Counts Pop-Up 1 2 A case is defined as 24 containers
and a pack can be any number of containers 2 This screen shows the type and number of packs produced today

QUESTIONS? Return

Performance Guaranty using the LIS
10/1/12 Let the Supplier know that the LIS will be used for Performance Guaranty. Please refer to CCR Electrical Specifications: “CCR will utilize electronic data collection via a Line Information System (LIS) as a means of verifying machine efficiency for Performance Acceptance Test (PAT) validation. Manual verification shall be used for PAT validation where Line Information System are not in use. Let the Control Engineering Group (CEG) know at least three weeks in advance about the intention of using LIS for the Performance Guaranty CEG will verify the LIS data reliability and make sure that the additional signals, which are “a must” for the Performance Guaranty, exist and function properly. Example of a additional signals which are “a must” for the Performance Guaranty: Down Container at the infeed & Lack of Cartoon (Packer), Lack of empty pallets (Palletizer), etc. Project Managers, SMEs and SOEL will decide who will be on site at the time of the Performance Guaranty. CEG will support the initiative remotely (through GoToMyPC). During the Performance Guaranty the Machine will be put in “Commissioning Mode”; this way the machine will not be penalized unfairly. Example: the Packer will not be penalize for down containers or lack of carton. During the Performance Guaranty, the LIS data may be subject to interpretation by the Project Manager / SME. As an example, the machine may be down for internal reasons for 10 minutes but if the operator would be present (or properly train) the stop would be only 2 minutes. The Project Manager / SME can manually change the down time from 10 minutes to 2 minutes.

LIS Set up to maintain data integrity
10/1/12 Set up Production Schedule - Supervisor Today & Tomorrow Screen Manually Enter Planned Downtime – Manual Entry Planned Downtime Screen If a Machine is out of Service, press the Pause PB (to avoid decreasing the machine efficiency and penalizing the machine for stopping the line) – “Machine x – Line x” Today Screen Set up the Filler / Line speed correctly for each Primary Package – Config. Max Speed Screen If the Line Layout display “Comm Error” take action; most likely is caused by a different PLC being downloaded Let the machine stop in a natural way through Lack and Backup vs. Stopping the machine in anticipation of a lack or backup; the LIS will memorize the first event until the machine will run again If the Production Day finish earlier, hit “End Data Collection” PB; if the Production Day finish late, extend the duration of the last shift – Supervisor Today Screen The plant will let know the CEG (three weeks in advance) if there is a new Primary or Secondary Package or new / upgraded Machine Choose the Reason, Flavor and Secondary Package – Config DT Reasons LIS Machine Data Reliability check: create Lack, Backup & Internal Stops and check if LIS capture correctly the events.

LIS - How to Improve USLE
10/1/12 Line Pareto Chart allows to focus on a few things that matter. Machine Efficiency should be >95% (for the machines which have the biggest impact on the Line Downtime). Engineering Group & Vendors can help; if not, Control Engineering Group can help with the Business Case for the Machine replacement. Stimulate the competition among shifts; a machine can be bad, but why the machine efficiency is different among shifts? Remote access allows access to the machines’ KPIs from anywhere. Compare the same type of machine among plants (efficiency, MTBF, MTTR); if the machine’s KPIs are different, why? Focus on reducing the Minor Stops (down container, jams, etc.); are considered to be “low hanging fruits” LIS Real Time information allows faster reaction to downtime events Is the Machines’ Speed V-Graph “acceptable”? ; if not, act. Monitor the Machines setup speed (mainly Filler, Labeler & Packer); if below setup speed adjust. Focus on Planned DT; reduce the variation and the target Utilize the LIS for new Machines and Lines Performance Guaranty Utilize the Planned DT and Machines Lacks / Backups for the AM.

QUESTIONS? Return

Navigation – Set up and Data Entry
The Flow Chart shows the Module Screen Navigation

Navigation – USLE The Flow Chart shows the Module Screen Navigation

Navigation – Counts The Flow Chart shows the Module Screen Navigation

Navigation – Machines The Flow Chart shows the
Module Screen Navigation

Navigation – Loss Analysis
The Flow Chart shows the Module Screen Navigation

Navigation – Reports The Flow Chart shows the Module Screen Navigation

LIS Activities & Support Structure
10/1/12 LIS Activities & Support Structure With RED color – Who is Responsible CEG – Control Engineering Group LIS Plant Champion – Production / Operation Manager LIS Tool Training: Plant Management - CEG Production Supervisors / Operators – LIS Plant Champion Maintenance Supervisors / Mechanics – Maintenance Manager TPM team - CEG OEE Team - CEG Diagnostic Team - CEG ROEL - CEG LIS Management Routines Training LIS Plant Champion – Regional Productivity Team Production Supervisors / Operators – LIS Plant Champion Maintenance Supervisors / Mechanics – LIS Plant Champion New LIS Features: Propose – Productivity Team, LIS Plant Champion, TPM / OEE Approve / Prioritize (twice / year) – RVPs / Productivity Team Execute - CEG LIS Management Routines Changes: Propose – LIS Plant Champion, Productivity Team Approve / Prioritize – Productivity Team Execute – Productivity Team LIS Project: Plants Choice – RVPs Business case, RFA, PO, Invoices - CEG Upgrade the control infrastructure - CEG LIS Implementation & Schedule - CEG Communication with: Regional VPs – Productivity Team TPM, OEE, Diagnostic Teams – CEG, Productivity Team Productivity Team (Monthly LIS Support status) – CEG Productivity Team (Monthly LIS Installation Status) - CEG Drive USLE Improvements: Operations Manager / Production Manager / SOEL TPM / OEE Teams Diagnostic Team Assessments: Training needs – LIS Plant Champion, Productivity Team Proper use of LIS & Management Routines – Productivity Team Proper Support from CEG – LIS Plant Champion, Productivity Team

2012 Line Information System Coca-Cola Refreshments

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