Presentation Transcript

1. Operational Excellence in Practice

   Tim Sowell VP + Invensys Fellow Invensys/ Schneider Electric
2. Operational Excellence in Practice Manufacturing Transparency/ Alignment at Arla Campbell’s Sustainable Center Lining through Automated Procedure Gordans Food Managing Distribution Centers
3. Tackling manufacturing transparency Great Britain 32.4% Germany 5% Denmark 19.1% Sweden 21%
4. Arla Foods geography Milk producing sites - ca. 25 dairies Cheese sites - ca. 25 dairies Powder sites - 12 factories (DK,SE,D,Arg) Larger sites 300-500 mio. USD/year 100-300 employees
5. Key Challenges Arla evolved from mergers & acquisitions and have a heterogeneous manufacturing environment The drive for increased profitability put pressure on manufacturing effectiveness & cost reduction This creates the overall requirements of, what the Production-IT team must deliver to the business: Arla needs to increase visibility (in real time) into operations to improve planning and execution across multiple plants Arla requires a generic approach for INTEGRATED MANUFACTURING to ensure lower TCO: Implementation speed (time to market) Utilize existing plant infrastructures – focus on process optimization Ability to re-use across multiple plants
6. The Supply Chain – from Supplier to Consumer The BUSINESS PROCESSES of the SUPPLY CHAIN Team: P&F - Planning & Forecasting PCS - Production Cheese & Spread. PMY - Production Milk & Youghurt PPP - Production Powder & Protein W&D - Warehouse & Distribution PEF - Plant equipment & facilities MEO - Manufacturing Execution & Optimisation P & F Planning Forecast PCS PEF PPP PMY W&D MEO Warehouse & Distribution Suppliers Production Customer Consumer Flow of Goods Flow of Information
7. Manufacturing Transparency – the need for information Is the product quality ok?Can we see a trend in the results? Any relation to prod.data ? Which downtimes, how long time?Which shifts can improve?What products take the time?How do we improve the use of our warehouse? Prod.documentation to customers. What is the up time (guarantees)? What is our utilization (new lines)?Stop reasons, error descriptions?What needs to be maintained? Management There is a need for a REAL TIME DATA COLLECTION ENGINE, that gathers data from many sources and can supply to many ”customers” at the dairy ! How can we control and optimize the use of raw material?How can we make the products more consistent? How can we optimize the CIP? How can we provide more precise knowledge about the process to the operators? LAB QA QA How are we doing related to our budget?How good are we to control the production process?What must be invested in order to increase production?How do we react to new requirements from customers? QA TECH. DEP. PRODUCTION: PACKAGING / WAREHOUSE QA QA QA QA PLC PLC PLC Machine control Machine control In- weighing Skim Hall Production Packaging Wareh. / Exsp.
8. ISA S95 ArchestrA ”Other..” ArchestrA ArchestrA ArchestrA ArchestrA ArchestrA AS-IS situation on the Plant Floor:Heterogenous plant floors across 65 sites! Arla Foods standard dairy database (S95): Contains all detail process data: Tracking, Online-QA, Downtime, Maint. & Enviromental Weighing systems, Cleaning optimise, Permance & down-time software ETC .. Process optimisation applications Online near-infrared instruments & applications OEE Downtime Maint. measure Energy & Environ. SAP Manu-facturingApplications (The MES area) Foxboro OperatorSW/HMI IGSS FIX SattGraph Wonderware IGSS P-net / ? Foxboro Processcontrol Siemens Siemens SattCon SattCon Siemens Siemens P-net / Siem. Foxb./ Siem SITE1 SITE 2 .. SITE ”65”
9. Operational Excellence in Practice Bottling Line Examples, Pepsico, New Belgium Brewery etc Campbell’s Sustainable Center Lining through Automated Procedure Gordans Food Managing Distribution Centers
10. Global manufacturer/marketer of: Simple meals including soups& sauces Baked snacks Healthy beverages Nearly $8 billion in sales Approximately 19,000 employees 140 year history Products marketed in over 100 countries 11
11. OEE Campbell's Reliability Planned Maintenance Focused Improvement Training Early Equipment Management Safety / Health / Environment Autonomous Maintenance 5S Daily Direction Setting and Process Control Systems Process Improvement At Campbell's 2nd Step in the Journey Current Focus Area Process Control - Centerline Autonomous Maintenance Planned Maintenance Focused Improvement 1st Step in the Journey Foundation Initiatives
12. Like any large company we generate paper across many areas of operation Maintenance Inspections Visual Inspections Startup Checklists Manual Quality Samples Product Changeover Checklists Offline Meter Readings Safety Equipment Checks Environmental Inspections Cleaning/Sanitation Procedures HACCP Inspections
13. Paper Data Presents Challenges when trying to Optimize and achieve our goals Paper is Static Hard to Detect Errors Hard to Store Hard to Change Difficult to Report Against Not Centralized Hard to Drive Improvement Late/After the Fact Sometimes lost Impossible To Integrate to other key systems
14. The Idea was to move to a place where… Data was Dynamic Exceptions instantly visible Information Electronically Stored Easy to Update Rounds SQL Reports for easy access Centralized Management Enforce Consistency and Best Practices Timely Information Information Always Available Easy To Integrate if needed
15. IntelaTrac Facilitated This Process
16. TPM – Where we chose to start the process IntelaTrac Could Help in our Centerlining Initiative Short Term Long Term Centerline is Paper Intensive Operators need clarity to make decisions Trend Capability provides opportunity to reduce the grind Points can be evaluated and eliminated System could be used for Maintenance Rounds, Steam Traps Standard Work For Operators Quality Checks
17. The Pilot The Pilot was conducted on Line “A” Sterilizer Filler Bottle Labeler Case Packer Palletizer 5 User System Out of the Box Functionality was tested No customization of reports, etc.
18. Converted Center Line – Case Packer
19. IntelaTrac Allows for Easy Scheduling
20. Centerline Execution – Checking our targets
21. Initial Feedback from pilot installation – First Plant “Management Visibility; enforce Consistent Performance” “CL Rounds are Faster, Cleaner, Easier” “Speed up the feedback Mechanism; Out of tolerance……showing the red flag” “Process management, already more effective” “Data can be trended and correlated to improve…”why are we spending more time on one shift than another” “Users really took to the system, simpler than paper, leads you thru the process, mistakes seen immediately, people will act on it”. “Using the web reports has provided us good compliance (or in this case lack of) data that we didn't previously have.”
22. Operational Excellence in Practice Bottling Line Examples, Pepsico, New Belgium Brewery etc Campbell’s Sustainable Center Lining through Automated Procedure Gordans Food Managing Distribution Centers
23. GFS Distribution Center Network 12 US Distribution Centers 7 Canadian Distribution Centers 6 US Distribution Centers are fully automated with over 38 Miles of conveyor systems. All Distribution Centers contain Anhydrous Ammonia Refrigeration Plants All DC’s have some form of Wonderware Products either for controlling the refrigeration system or conveyor systems using various products from Invensys. (GFS Standard)
24. Growth plans moved GFS towards standardization 1990’s thru early 2000’s Automated warehouses had islands of automation without much interconnectivity 2003-2004 construction of largest DC in the Gordon Food Service organization provided opportunity (and challenges) to design and select “state of the art” automation systems “Islands” included: ASRS, Inbound/Outbound Sortation, Refrigeration 3 separate integrators located in Michigan and Kentucky DC located in Kentucky so most control design/build done remotely until commissioning Evaluated two vendors Selected Wonderware’s Industrial Application Server, InTouch, and Historian known today as System Platform
25. Standards Make Reproducable
26. Facility Reporting and Event Escalation Business Drivers: Customers require proof that foods subject to temperature control were being handled properly by GFS Food safety is critical to system operations and must be managed in real time in order to ensure customer satisfaction and product loss due to unexpected system problems Maintain and record events to ensure quality and service to customers. Quick resolution to problems that effect the plant. Key Functional Requirements: Alarm annunciation of System Problems and event reporting Local and Corporate Visibility (Escalations if necessary) Reporting of events that is easily accessible to local and Corp management outside of the Refrigeration HMI Leverage current technologies and networked services Can be extended to operations other than just Refrigeration. Any control System that can provide data is a potential alarm
27. Benefits of Standardization Eliminated the islands of automation Common architecture for all 3 system integrators to use when building their unique control solution Ease of maintenance and support – we’ve rolled this out to several DC’s and all systems are managed remotely with local front line troubleshooting Provided an open architecture for data collection, storage, and retrieval from a variety of control systems and databases – proved that “anything is possible”
28. Overall Temperature Control and Integrity Typical Plant floor System Manages multiple temperature areas PIMM Access thru HMI Quick Navigation to other screens
29. Facility Reporting and Event Escalation Solution: PIMM Facility Monitoring integrated with Wonderware Historian Utilizes Wonderware Historian Data providing a common interface to various control systems Detailed alarms to the appropriate people at the appropriate times (Escalation schedules) Online Trends and data available in iPhone app as well as Android based Smartphones Access via Web and Desktop applications over Internet connections Integrated with Historian Databases throughout the company via common network system that is corporate wide. Common repository of temperature data that is stored locally (Historian) and through the SAAS service from the PIMM integration. Multiple automation and alarming sources are aggregated via Historian to PIMM.
30. Facility Reporting and Event Escalation Benefits Realized: Locked in end customer business with use of PIMM and proven integrity of the overall solution – customer has access Consolidated information or “Islands of Information” Using this as a way to secure new business Reduction in energy consumption because of more timely response to alarms and/or temperature trends prior to alarms Fast implementation since most data was already being collected and stored in Historian Flexibility of solution allows us to adapt to new customer or regulatory demands Cost avoidance of product and facility use loss