PowerPoint Presentation

Belt: Fabio KapitanovasSponsor: Marcio FroesCoach: Gustavo FurtadoDate: 31/01/2013

Viamo Line EfficiencyLANLine Efficiency ViamoDMAIC

Viamo (1998)

Packaging Lines:Line 501 (600 ml) 63.000 btls/hLine 502 (1L) 22.000 btls/h Line 511 (Can 350): 92.000 btls/h(Can 269): 90.000 btls/h (Can 473): 66.500 btls/h Line 512 (Can 350): 120.000 cans/h (Can 473): 90.000 cans/h Line 521 (Keg): 80 kegs/h Line 561(Pet 600):24.400 btls/h (Pet 2L): 24.000 btls/h (Pet 3,3): 10.000 btls/h

Capacity: 10 MM hL/year

People (FTE):Own: 623Third Party: 211Total: 834Cost :

ZBB : 16 MM per yearVIC : 240 MM per year

BackgroundVOB Unplanned VLCVOC Service LevelVOB Consumption Efficiency

Viamo was one of LANs most critical plants in 2011, loosing more than US$ 8 MM in VILC.Project Charter

Learnings from other Belts

Learning: Conveyors Preventive Maintenance

Learning: V-graph

Learning from previous Belts helped increase LEF by 5%.

V-graph

DMAIC

Project OverviewDEFINECTQs1

2SIPOC

3KPIsMEASUREANALYZE

4Gage R&R6FMEA

IMPROVECONTROL7Outputs

8

9LEF

5Stat Tools

DMAICLEFManagement SystemPeople ProcessMaintenance ProcessPackaging ProcessLine SchedulingCTQC TreeDMAIC

People KPIs Engagement Absenteeism Average Time in Company

People Pillar Organization Design Learning and Development Work Environment and Engagement

Management Pillar 5S Problem Solving MCRS

People and ManagementD

MAICEngagement

Dream to compromise

Communication ProjectPackaging Engagement

DC

MAIVPO Adherence DMAICVPO certification helped to organize routines at Packaging.

Turnover < 1 Year

DMAICAction Plan based on recruiting profile helped us reduce new hires turnover by 50%.Absenteeism and Turnover501 Blue Colars Working Range

502 Blue Colars Working Range

DMAICConcentrated knowledge by changing working range, with an impact of 3,2% in LEFLEFManagement SystemPeople ProcessMaintenance ProcessPackaging ProcessLine SchedulingCTQC TreeDMAICMaintenance ProcessMaintenance KPIs

Preventive Maintenance Route Inspections Autonomous Maintenance Backlog

Maintenance Pillar

Autonomous Maintenance Medium-Long Term Planning Work Order System

DMAIC

Maintenance ProcessDCMAI

LEFManagement SystemPeople ProcessMaintenance ProcessPackaging ProcessLine SchedulingCTQC TreeDMAICLine Scheduling511 Package Impact Analysis

512 Package Impact Analysis

561 Package Impact Analysis

501 set ups impact analysisDMAICWe solved plant chronic problems and identified opportunities through mix analisys

LEFManagement SystemPeople ProcessMaintenance ProcessPackaging ProcessLine SchedulingCTQC TreeDMAIC

Packaging Process

DMAICLEF CS TrackingDMAIC

Other ResultsRESULTS Safety - best TRI results in Plant history

Quality - SAC record in Sep/12 (378 ppb)

Negative Consumption Efficiency in September (US$ 2,2 MM better than 2011 YTD)

Unplanned VLC (US$ 1,6 MM better than 2011 YTD)

DMAIC

LEF CS TrackingDMAIC

24Bringing it all togetherDMAIC

LEF Regression Equation

Summary13% LEF Increase in 7 months + US$ 3,7 MM in 2012DMAICBackupConclusion

Maintenance KPIs x LEF

Preventive Maintenance V-graph

Process KPIs

VPOat Packaging, per line

LEF Dashboard Qualify operational turnover VPO Checklist Review

Main Take-AwaysOther OutcomesDMAICLEF Dashboard

DMAICV-graph Modeling and Simulation

Real configuration of Line 501On timeindicators