pepsi bottling group - leeds school of...

Pepsi Bottling Group

(2009LEEDS SCHOOL of BUSINESS TEAMJin Hongsuni SERA Nguyen Chris Straface Douglas WaechterOPIM 4080 – Project ManagementJim Marlatt 10/7/2009) (Pepsi Bottling GroupWater Conservation Project)

Table of Contents

Project Plan………………………………………………………………………………………………………………………………….… 1

Assumptions .…………………………………………………………………………………………………………………..…………….… 7

Research………………………….……………………………………………………………………………………………………….… 8

Stakeholder Analysis...………………………………………………………………………………………………………. 10

Cost Benefit Analysis .………………………………..………………………………………………………………………. 13

Risk Management Plan…………………………………………………………………………………………………………. 15

Roles & Responsibilities...………………………………………………………………………………………………………. 19

Meeting Minutes….……………………………………………………………………………………………………… 21

Water Conservation Project

2009

i.

Leeds School of Business Project Management Team

Project PlanOverview

The PBG water conservation project is a sixteen-week project ending on December 16, 2009. Members of the Leeds School of Business Team will be working closely with the PBG staff to accomplish the objectives of the project. Other project human resources will include mentors from Hitachi Consulting and the Leeds School of Business.

Objectives

Develop the KPIs

· Measure / track consumption usage for each process

· Measure / track costs associated to process consumption

· Measure percent waste and or net to sewer for each process point.

Develop critical strategy, economic, and action plans to reduce annual water consumption by 10%

· Develop strategic rationale for top 3 water conservation projects.

· Develop economic justification for top 3 water conservation projects

· Develop cost savings associated with water consumption, sewage and BOD savings

· Develop action plans to reduce waste.

· Develop action plans to utilize water second time as gray water, (non potable water).

· Initiate rebates with Denver Water for each water conservation project undertaken by the project

· Present final recommendations to management

Deliverables

· Develop a set of plans to reduce annual water consumption by 10%, which includes

· Strategic rationale for top 3 water conservation projects

· Economic justification for top 3 water conservation projects

· Develop action plan justification and ROI for top 3 water conservation projects requiring capital investment. Each action plan will include:

· Project or task

· Accountable individuals or team of individuals

· Time line for completion

· Completion date

· Savings

· Other Deliverables

· Validate current water flow diagram

· Water waste defined by consumption points and by cost

· Design and execute brainstorming session(s)

· Work with Denver Water regarding each recommendation to establish rebate potential and any potential associated costs (Current rebates are $4,500 per acre foot maxing out $40,000 per project).

· Develop awareness campaign plan and awareness tool designs that will communicate broadly progress on water and waste flow reduction

· Communicate opportunities, goals, and obtain interaction required to make changes.

MilestonesSeptember

· Review of manufacturing process, initial plant tour

· Validate water flow process, review waste flow process, and obtain measurements

· Research team’s initial thoughts on savings opportunities

· Design brainstorming session & identify any additional constituencies and/or participants

· Execute brainstorming session (end of month)

October

· Compile and readout brainstorming session results

· Identify KPIs

· Identify preliminary savings strategies

· Develop draft strategic, economic, and action plans (due at end of October)

· Research methods and locations for communicating waste measurement, consumption and costs associated with waste—e.g. scorecarding and visualization tools in place and posted for all to see.

November

· Continue development of strategic, economic, and action plans

· Initiate Denver Water rebate research

· Define and design awareness plan

December

· Finalize plans

· Present results

ScopeIn-Scope

The Scope of the project is water conservation, reducing the amount of water consumed at the facility. Individuals taking on this project will utilize the resources available to understand and track water consumption and waste for the Pepsi facility. Quality of product or processes can not be compromised with the conservation of water.

· Description of each water consumption point by consumption amount, cost, percent of waste, opportunities for conservation or second use.

· Action plan to conserve water categorized by:

· No cost versus cost to change process for conservation.

· Quick wins—i.e. no cost other than a simple process change

· Minor cost quick wins

· Prioritized by largest reduction in water usage to least favorable reduction.

· Capital costs, justification and ROI Return on investment

· Potential rebates for conservation.

· Present and implement conservation projects with no cost quick win.

· Present and implement 3 conservation projects.

Out of scope

· Creation of water or waste monitoring devices

· Description or documentation of Pepsi’s overarching processes for product creation

· Implementation of conservation projects

Organization

The project will be organized through the Leeds Team’s Google Group. Information stored and tracked through the group will include:

· Project Calendar

· Contact Information

· Roles and Responsibilities

· Meeting Minutes

· Individual and Small Group Tasks

· Working Documents

· Deliverables

· Research

Access to the Google Group will be made available to all of the active participants in the project the PBG approves

Individual & Small Group Tasks

Throughout the project, members of the Leeds Team and PBG staff will be delegated tasks, as individuals or members of a small group. Tasks delegated to anyone outside the Leads Team will have a team member assigned to them who will be responsible for their completion. While Leads Team members are working on projects, they will keep the rest of the group up to date through the Google Group and the” CC” email function. Documentation of tasks will be done through the Leeds Team’s Google Group. Documentation will include:

· Person who is primarily responsible

· Request date

· Objective

· Type of Deliverable

· Due Date

Scheduling

During the project, members of the Leeds team have agreed to be available for weekly meetings on Mondays between the hours of 2pm and 4pm at the Leeds School of Business. Members of the Leeds Team have also reserved Friday afternoons for meetings with PBG and other parties. Availability of the mentors will be determined on an Ad-Hoc basis, dictated by their schedule.


2009

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Work Break down Schedule


2009

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Assumptions

Since our project is client related, we assume that there are important roles each side must be responsible for to create a strong project and client relationship. We assume that these roles will help fulfill expectations and coordination with both sides. The following chart outlines the roles our group assumes for PBG and the project team.

Assumed Roles

PBG

Project Managers

1. Define and describe objectives

2. Define deliverables

3. Meet on a weekly basis with project managers for brainstorming sessions

4. Be available for questions and concerns from project managers

5. Make available resources and data

6. Respond to emails and contacts within three days

7. Be present during presentation of project proposal

1. Define in-scope/out-scope tasks

2. Establish roles and responsibilities

3. Meet on a weekly basis with PBG for brainstorming sessions

4. Be available for questions and concerns from PBG

5. Respond to emails and contacts within three days

6. Provide valuable deliverables for PBG

7. Present deliverables to PBG

One of our main objectives is to reduce water consumption by 10 percent on an annual basis through PBG’s current operations. Our initial agreement of the 10 percent water savings was a feasible number according to the Process Compliance Manager, Dan Frauenfelder. Our understanding of feasibility is relevant and possible from cost/benefits assumptions. In 2008, the annual water usage was 157,693,000 gallons, at a cost of $500,374. The objective of 10 percent water savings would save our client an approximate amount of $50,000. Currently, there is an emerging trend of a 4% increase in water consumption on an annual basis. To decrease annual water consumption by 10 percent, we assume that we must understand the elements of the current 4% increase to overcome the trend to decrease current usage.

Research Researches related to PBG Project:

Several large companies, which include Merck, Kraft, Coca-Cola and BMW, etc. consider the water conservation as a major issue in their companies. The majority of these companies have successfully reached their goals through different water conservation techniques, which help them to cut down costs and save millions of gallons of water each year. Each company has their own way of saving water, some of the strategies are listed below in the summary of each article. These articles related to our group project because they give us new perspectives on how other companies are also struggling to find ways to save water and how they successfully do it.

Coca-Cola Enterprises

Coca-Cola Enterprises wants to reduce its corporate carbon footprint by 15% by the year 2020. In order to reduce the carbon footprint, Coke has to minimize water use and return as much water as it uses to the communities it operates in. For them to reach their goal, their plans are to cut energy and water use and waste and carbon dioxide emissions at the plants by 20% by 2012. Within the article, it did not mention the process of how Coca-Cola Enterprises will succeed in their goal but it shows that big company like Coke also showed a major concern for both the environment and society.

In the article, it mentioned that both Pepsi and Coke are looking into vending machines that use compressed carbon dioxide to replace a set of harmful gases that will harm the environment. Both companies want to contribute to global warming and Coca-Cola Enterprises promises to operate in more environmentally friendly and socially conscious ways.

http://www.greentechmedia.com/articles/read/coca-cola-enterprises-sets-15-percent-ghg-reduction-goal/

Grey water reuse research

One of the ideas for conserving water was the use of grey water leftover from one production function to another. Researching the safety and guidelines for grey water was an important step to advising those possibilities. The guidelines for grey water usage for industry are different from residents. At this time residents need permits to use grey water. However, our research indicates that a business like PBG can reuse water without needing a permit as long as it happens within their facilities. More importantly, from our research, we discovered that PBG’s grey water has a large amount of sodium and chlorine. The natural chemical in grey water tends to produce bacteria faster than clean water if stored for a long period of time. Therefore, it is important for us to be sure that the part of production that we are choosing to use grey water in will not contaminate any product or be harmful to those who are exposed to it.

Water conservation rebate research

The Denver Water Conservation department works with companies who do water saving projects for rebates. The rebate requires certain procedures to be done by the participating company in a timely manner. Our research shows that there is a one-year contract once the company initiates the water saving project. The initial step is to set the beginning measurements of water usage. Then the participating company finishes the proposed water saving project. Once that is accomplished, measurements are again taken by the end of the year by the city to calculate the total amount of water saved within that year through the differences. According to the contract, every $7,000 is awarded for every one acre-foot saved (1 acre-foot = 325,851 gallons). The maximum amount of possible rewards after the first year is a onetime payment of $40,000.

Merck - Water use

Merck's strategy for improving their water use efficiency includes both reducing their overall demand for water and controlling their water discharges. In 2005, Merck’s global energy team evaluated how the company uses water and came up with ways to reduce water consumption within the plant. Their goal is to reduce the total amount of water used by 15% by the end of 2008. At the end of 2007, they had reduced their demand for water at Merck facilities worldwide by 26.4%.

http://www.merck.com/corporate-responsibility/environment-footprint/environment-footprint-water/approach.html

Kraft Food

This article was written in the year 2009. Kraft food industry has come out and announced that over the past three years the manufacturing was able to be reduced more than three billion gallons of water and succeeded their goal of water saving two years earlier than what they expected the process would take. The article itself also gave some good examples of how different water savings projects contributed to the success. Some of the samples are: closed-loop system to reuse water, modifications to cleaning processes, raised awareness, fixed leaks, reuse well water instead of the town’s water, alternative options to enhance the effectiveness of cleaning, reusing its manufacturing process water, etc.

http://2sustain.com/2009/08/kraft-foods-exceeds-water-reduction-goal-two-years-early.html

BMW Eliminates Manufacturing Waste Water

In 2003, BMW’s goal is to create new recycling process that bring all manufacturing waste water and feeds it back into the production system. Now, this process has an annual saving of approximately 7.9 million gallons of water in Steyr engine plant in Austria. This process is so successful that BMW wants to come up with a new goal to introduce a completely enclosed water cycle for production. Over the last three years, BMW has invested around $1.9 million in this new invention.

http://www.environmentalleader.com/2007/01/30/bmw-eliminates-manufacturing-waste-water/

CU-Boulder Water Conservation Strategy Summer 2003

CU is currently working on a project to come up with potable water reduction. Annually, 450 million gallons of water have been used each year and cost an estimate of $1.8 million. This project is expected to reduce over 70 million gallons of water with the technique of closed loop piping systems and raw water irrigation.

http://ecenter.colorado.edu/files/237f2e694eb64bfacb9a769e085e69afe0940c61.pdf

Interview with Karl G. Linden Ph.D.

Dr. Linden is a professor of Civil, Environmental, and Architectural Engineering at the University of Colorado at Boulder. This interview will be held on Wednesday Oct 7, 2009 at 12:00 pm.

Stakeholder Analysis


2009

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Cost-Benefit Analysis

In order to determine the cost of the different possible water savings projects the Leeds Team has been mapping the water flow process for the bottling facility (appendix 1). From the map, the team plans to identify the best-case scenario for water saving by having PBG’s facility engineer estimate the price of each segment of the best-case scenario.

The Cost-Benefit Analysis below is purely an estimate of the possible amount of money that could be saved. The numbers used are a best guess derived from interviews with employees of the PBG, but they do demonstrate that PBG could save a great deal of money with a relatively low capital investment.

Risk Management Plan

Risk Management Plan

Risk/Cause

Likelihood

Impact

How to Minimize Cost

Current Status

Action Items

Responsible Person

Scope

Changes to project objectives after project charter has been issued.

H

H

Identify all project stakeholders before any project work begins; contact these stakeholders to insure they are happy with the current objectives and proposed outcomes.

Stakeholders emerged that were not initially identified, thus, proposed changes to objectives have already occurred.

Brainstorming session has been scheduled, which includes these stakeholders so we can negotiate the proposed changes.

Project Manager

Mis-understandings because the project team is not in direct communication with chief executives who hold the final decisions.

H

H

Create opportunities for these executives to be present at brainstorming sessions and presentations; allows for a face-to-face communication channel allowing project team to better express their position.

Have not yet made contact with executives with final decision, who project team's client contact is committed to listening too.

Follow up with client contact to ensure these individuals will be present at brainstorming session.

Project Manager

Stakeholders are let down because their added objectives cannot effectively fit within the original project

H

H

Provide written statements to client contact to ensure he is aware why added objectives will not fit within original project if such project is left as-is.

Have attempted to modify original project charter to include added objectives; changes were dismissed.

Discuss during brainstorming session to ensure Pepsi contact is clear on our thoughts behind charter changes.

Project Manager

Team’s attempts to change original project are viewed by client as "lazy" or "easy ways out".

H

H

Vocalize our position for proposed changes that were to fit in executives changes to original project.

Phone conversation took place in which project team's position was explained.

Reiterate why we made these changes at brainstorming session. Judge situation; if it is clear client does not want to broach topic; steer clear.

Project Manager

Resources

Necessary water usage points are not metered limiting the project's team ability to reach goals.

M

H

Communicate early on to ensure client is aware of the points that have yet to receive meters.

Client has been notified of key points not being monitored and is in the process of installing and recording metered data.

At brainstorming session, inquire about new metered data which will help project team complete their data sets.

Project Champion

Project Champion leaves on long vacations or permanently.

L

H

Ask Project Champion for his vacation schedule to minimize down time effects.

Project Champion has just returned from week vacation. Have a schedule of all future vacations.

Identify backup contacts in the event Project Champion is unavailable.

Project Manager

Secondary contacts are unmotivated / inexperienced or uneducated to the project’s requirements.

M

M

Double check secondary contacts information with Project Champion to insure information received is correct

Initial factory tour revealed some concerns regarding secondary contact.

Continue to double check secondary's information with Project Champion.

Project Manager

Schedule

Decision making process taking longer than anticipated due to red tape.

M

M

Attempt to copy-in and include ALL decision makers in on emails and correspondence. This keeps everyone in the loop.

Have not broached the subject with client.

Propose to include higher executives during team/client brainstorming session.

Project Manager

Project taking longer than anticipated / steps of the project taking longer than anticipated

H

H

Create feasible milestones; once created, stick to them.

The charter refinement process has already put project behind.

Refine the charter, and ensure that each future step has enough time allocated for timely completion.

Project Manager

Meters not ordered soon enough/are not shipped from supplier quick enough

M

L

Discuss with Project Champion to make sure meters will be installed in a timely manner

2 out of 4 requested meters have already been installed; waiting on 2.

Broach subject at brainstorming session to reiterate the importance of having meters installed.

Project Champion/Project Manager

Technical

Certain processes have not been identified as being able to accept grey water.

H

H

Determine alternate plan if a process is identified as fresh water only.

Have not pursued subject with client.

Need to discuss during brainstorming session.

Project Champion/Project Manager

10% not being the best measure to judge projects outcome/performance

M

M

Develop alternate KPIs to measure the success of the project from a performance point of view, as well as financial.

Currently evaluating from data sets the best KPI's

Present these KPI's during brainstorming session.

Project Manager

Client employees not accepting quick win programs

L

M

Quick win conservation project's effectiveness must be measured not only by water savings, but by externality factors.

Need to determine the best way to positively influence client employee's.

Discuss these externalities at brainstorming session.

Project Manager

Roles and Responsibilities

Roles

Responsibilities

Project Mentor

•

Help project team to communicate and resolve any problems or conflicts encountered during the project

Primary

Jim Marlatt

Secondary

Bob Harland

•

Approve project charter

•

Assist teams member with additional insight on the project

Project Champion

•

Develop and get approval for project plan

Primary

Dan Fraeunfelder

•

Communicate project issues to the project sponsor

Secondary

Sean Powers

•

Help review and comment on project requests within three business days of the request being made

Communication Team

•

Communicate project progress to the sponsor on a weekly basis

Primary

Doug Waechter

•

Provide support to the project team so they are clear about their responsibilities and make sure they have the resources they need to accomplish their project.

Secondary

Chris Straface

•

Obtaining all the measurements needed for the project

•

Send out mass e-mail and keep every team members informed of what is going on with the project

•

Communicate with project Champion about scheduling weekly meeting

Research Team

•

Find other companies who have encountered the same problems as our project.

Primary

Jin Hongsuni

Secondary

SERA Nguyen

•

Find what other companies’ goals are and how they succeed in their mission.

•

Find other departments who are specialized in this topic of water conservation.

•

Do a research on grey water of how it may have an impact on truck wash, if used.

•

Research on saving opportunities about the project

Get names and contact numbers for water conservation rebates

1.1 Marketing Team

•

Look at the procedures and the requirement for finding rebates.

Primary

SERA Nguyen

•

Analyze cost and ROI justifications

Secondary

Jin Hongsuni

•

Denver Water rebate research

•

Develop blue board

•

Get feedback and consultation

•

Draft awareness plan; create an incentive for employees and how this project related to them

•

Develop KPI for accuracy by choosing high level KPI and identify KPIs

1.2 Measuring &

•

Validate water flow process

1.4 Economic Team

•

Review waste flow process

Primary

Doug Waechter

•

Develop draft for economic plan and continue to develop throughout the project

Secondary

Jin Hongsuni

•

Apply forecasting techniques

•

Consolidate data

•

Research methods and find locations for score carding performance

•

Draft economic plan

•

Perform cost benefit analysis

•

Draft strategy plan

1.5 Strategy Team

•

Identify any additional constituencies and/or participants

Primary

Chris Straface

•

Develop draft for strategic plan and continue to develop throughout the project

Secondary

Doug Waechter

•

Identify preliminary saving strategies

•

Develop draft for action plan and continue to develop throughout the project

1.6 Action Team

•

Review manufacturing process

Primary

SERA Nguyen

•

Preparation and planning

Secondary

Jin Hongsuni

•

Keep track on meeting minutes

Google Group Team

•

Taking notes during the meeting on a weekly basis

Primary

Jin Hongsuni

•

Understand and cope with the new changes within the facility

Secondary

SERA Nguyen


2009

Meeting Minutes

Pepsi Bottling Group- Water Conservation Project

Sep 21, 2009

2:00- 4:00 pm

Meeting called by Leeds School of Business Team

Location: Leeds School of Business

Attendees: Varita Hongsunirundon, SERA Nguyen, Chris Straface and Doug Waechter

Topic 1Roles and Responsibility

· Assign roles and tasks for each team members

· SERA: get name and contact number for water conservation rebates with city including procedures and requirements and also develop blue board. Also, do assumption part.

· Jin: Research, roles and responsibility and taking notes

· Doug: develop KPI for accuracy: choose high level KPI and also do cost analysis

· Chris: Communicate with Dan, do stakeholder analysis and risk management

Topic 23 Phases of the Project

· Phase One is quick wins, blue board, urinals (pilot)

· Begin phase two is define; low cost-low time projects: localize projects (can warmer to Ammonium chill)

· Begin phase three is defined; high cost-high time projects: RO to truck wash, floor wash, etc.

Topic 3Schedule with Client

· Show water flow chart for accuracy

· Get agreement with new project outline for first deliverable

· Set first brainstorming session date

Topic 4 Wrap up and Questions for Brainstorm Session

· Time objective assumptions for project

· Cost indicators for project

· Phase 3 feasibility: a)Where's tank b) running pipes c) Gray water flow

· Goodwill evaluations


Sep 28, 2009

2:00- 4:00 pm


Location: Leeds School of Business

Attendees: Varita Hongsunirundon, Sera Nguyen, Chris Straface and Doug Waechter

Topic 1Project Outline

· Finalize project outline and agree that we will do the project without the three phases

· Create a delay for the first deliverable because Dan couldn’t meet us on Friday Sep 25,2009

· By having conflict, we can related and experience the real business world

· Focus on the first deliverable

Topic 2Each person explain their task

· Doug made RACI diagram to show the objectives and work that needs to be done

· In contribution to that he also explain the project plan to the whole group and see if he missed anything

· I’m explaining what researches that I had found and how it related to our project

· Sera called the Denver city water about rebate information and show us the project assumptions

· Chris show us the stakeholder analysis and risk management plan

Topic 3Design Brainstorming Session

· Discuss what questions should be ask

· Show Dan the water chart process and clarify

· Look into the water chart and see where we might miss and whether they have anything to add

Topic 4 Wrap Up

· Continue to work on first deliverable and be prepare for the brain storming session on Oct 5, 2009


Oct 2, 2009

12.30- 4:00 pm


Location: PBG Manufacturing facility, Commerce City, CO

Attendees: Varita Hongsunirundon, Chris Straface and Doug Waechter

Topic 1Water Chart

· Waste water chart-pH Effulent is the good indicator of what is going down the drain because some day is less than other because the day that have inventory, the production stop (shut down the machine) for example start inventory at 7am and last till 3 pm. The production will not start until then and the water consumption has reduced significantly. At the end of each month for example Oct 3 will be period 3.

· Peak times are during summer (Memorial days through labor days) and slow down production in winter because people drink tea and coffee and only 5 days a week working. Also, open one line over the weekend and close can line during weekend.

· The way that Pepsi keeps track of the cost is: cost per case or consumption per unit

· Ph Plant- use fresh water to run through the probe and keep pH level at 7 if not then the bacteria will come to create low pH and left water on for weekend about 10000 gallons of water. Sometime is a waste because forget to turn in off and all the water go to the drain.

· Concern: water consumption is not the same as the amount of case create since there are many factors contributed to it. Example: bottles jam, etc.

Topic 2Clarify Process Map and Spread Sheet

· Ask Dan to make sure that the process map is on target

· Look for water loss and fix it, even though is already fixed but still has to be discuss in the project. System gives faulty result! It read that it closed but it wasn’t really closed.

· Make sure that the spreadsheet of possible water saving areas is correct to show how to safe 10% water and how much percent of water is use?

· There are four gravity filters and the capacity of the tank is…, 18 ft deep for the depth (onlineconvertion.com) 70,244 gallons of water is waste every 18 hours.

· Adding additional information in the process map to give clarity.

· Plot the process map to Dan for Monday brainstorming session (Jim Sheredon-ask him to help fill in the gap that Dan doesn’t know about) (Jeff Sawy-watering power technology) information on piping.

· Question for water expert: If grey water is collected can we bypass med troll and send it the ocean? So that can save Pepsi on discharge.

Topic 4 Clarify on the project

· Discuss the final project and what we want to do to finalize the project, whether are we on the right track.

Topic 5Wrap Up

· Prepare for brainstorming session on Monday

Additional Instructions:

PBG team will provide client with documents that will be used during meeting.


Oct 5, 2009

12.45- 5:00 pm


Location: PBG Manufacturing facility, Commerce City, CO

Attendees: Varita Hongsunirundon, Sera Nguyen, Chris Straface and Doug Waechter

Topic 1Defined project goals and objectives

· Look back at the project charter, 3 years ROI, reduced 10% of water

· Which project may take longer time and money?

Topic 2Identify goals for conserving

· Why do we conserve water?

· Conservation act every summer and PBG is the largest water consumer in the city and image wise don’t want to be seen as a ‘waster’ of water by the society

· We are in a drought region: half million of dollars we spend on water each year and it would save our resources if water reduce by 10%

· 4 factors that need to take into consideration: Monetary , public relation, employee morals, environmental

Topic 3Identify conservation areas of interest

· Use map and process handout (explain to the client of what we are thinking)

· Identify the areas where we can safe water or reuse on the map by asking the client participation

· Looking for items that we as our group didn’t identify it out

· Looking for a way to better organize the information

· The cooling towers

Topic 4Identify feasibility issues/concerns

· RO room, a lot of water has been going down the drain, so we are trying to figure out what can we do with the water…is the water too salty? Change the process maybe to improve it?

· Hard to reuse the water because it contains lots of chemicals, because different chemicals have been used. If the program changes maybe we can reduce the amount of water, but there is limitation to this assumption because the tank has to be fill to certain level for it to pump and as well as the pipe. Therefore, there is a point where they can no longer reduce the water.

· CIP process: clean and place, giving flow rate to create the cleaning of the pipe, not get cleaning acting in the pipe if the flow rate does not reach (cycle 8 min) reduce number of cycle minute and potentially safe water or put in the computer and cut it down until they can no longer reduce it. Also, different plant is different, therefore has to look at the critical time because water runs different for Pepsi and diet Pepsi. How many gallons of water needed per cycle? Jeff: 15 gallons per minute… (too much salt will go to the drain after 5 cycles because get too concentrate and also evaporate and leave solid so is concentrate also) (Reject water for truck wash) final rinse with clean water for the truck.

· When the tank is full the water could no longer be fill therefore need storage tank for water (10,000-20,000 gallons tank)

· Concern for using the water to wash truck and clean the floor

· Look at the areas where the water can be reuse because some of them is more clean than other while other is too salty

· New water cooling tower by 2010

· Doesn’t take long for water to freeze also with the city water…can’t let them freeze

· Grey water to clean water need filtering system on it to discharge, so can pick up some particle, can cause problem if is not completely clean if there is particle in the water (rinse)

· One collection point for all the grade (filter) and collect to one reuse point and then use the pipe to go to certain area that needed for water (cooling tower trunk) in the winter cooling tower need less water while maybe truck need more water so is complementary each other seasonal.

· PBC is the cheapest or stainless steel but watch for the price for truck because copper react with salt.

· The cost for pumping water (1500 dollars or less)

· Contact for engineering contractor to get to the (fire department) will be able to tell the cost of pipe per foot.

· Urinal to safe water…more sanitary for rinsing???

· Hot water run through the whole facility but if that process is input maybe need heater in each department for the sink

Topic 5Identify employee awareness campaigns

· Gas, electricity, and water conservation

· Employee don’t see how it affect them

· Hard for employee to buy in

· Tell how they involve in the process and how it affect them

· Quantify it more, so that they would understand, ex. How many trees do we safe? Instead of telling them the number. Justify go back and track. Ex. Salon Lake? Go to the web…so relate to the person life could make a bigger impression or images.

· Bring up to the meeting and tell them about the project (how much they safe each month and get people involve…a new way to perform not the old way go down the drain

· Give statistic percentage on water saving and efficiency.

· Long term sustainability of business because water is their main resource. So sustainability is a big thing. Continue to grow so the more we expand the more water is consume.

· Good game maybe whose department has the greatest percentage for saving water and give incentive to them.

· Come up with green t-shirt for the employee for the conservation plan

· What to make sure if this could be done? Try the incentive and increase incentive (culture of pride and give people scorecard) make people feel like they are part of the solution

Topic 6Wrap Up

· Make sure that we understand how the report go for final deliverable

· Make the list for different project…like first task, second task, ex. install water meter

Activities

Wk 1Wk 2Wk 3Wk 4Wk 5Wk 6Wk 7Wk 8Wk 9

Wk 10Wk 11Wk 12Wk 13Wk 14Wk 15Wk 16

Person

Responsible

(1.0) Final PlanEveryone

(1.1) Define and Design Awareness PlanNguyen

Planning & PreparationEveryone

Review Manufacturing ProcessNguyen

Research & Locations Score CardingHongsuni

Prototype Blue BoardNguyen

Draft Awareness PlanNguyen

Feedback & ConsultationEveryone

Finalize Awareness PlanNguyen

(1.2) Identify KPIsWaechter


Review Waste Flow ProcessWaechter

Validate Water Flow ProcessWaechter

Obtain MeasurementsFrauenfelder

Consolidate DataWaechter

Apply Forecasting TechniquesWaechter

(1.3) Brainstorming SessionStraface


Research Team Initial Brainstorming SessionHongsuni

Design Brainstorming SessionStraface

Execute Brainstorming SessionEveryone

Compile & Readout Brainstorming SessionHongsuni

Identify Additional Consistencies and or ParticipantsHongsuni

December

PBG Water Conservation Project

SeptemberOctoberNovember

Sheet1PBG Water Conservation ProjectSeptemberOctoberNovemberDecember

ActivitiesWk 1Wk 2Wk 3Wk 4Wk 5Wk 6Wk 7Wk 8Wk 9Wk 10Wk 11Wk 12Wk 13Wk 14Wk 15Wk 16Person Responsible(1.0) Final PlanEveryone(1.1) Define and Design Awareness PlanNguyenPlanning & PreparationEveryoneReview Manufacturing ProcessNguyenResearch & Locations Score CardingHongsuniPrototype Blue BoardNguyenDraft Awareness PlanNguyenFeedback & ConsultationEveryoneFinalize Awareness PlanNguyen(1.2) Identify KPIsWaechterPlanning & PreparationEveryoneReview Waste Flow ProcessWaechterValidate Water Flow ProcessWaechterObtain MeasurementsFrauenfelderConsolidate DataWaechterApply Forecasting TechniquesWaechter(1.3) Brainstorming SessionStrafacePlanning & PreparationEveryoneResearch Team Initial Brainstorming SessionHongsuniDesign Brainstorming SessionStrafaceExecute Brainstorming SessionEveryoneCompile & Readout Brainstorming SessionHongsuniIdentify Additional Consistencies and or ParticipantsHongsuni(1.4) Economic PlanHongsuniinitiate Denver Water Rebate ResearchHongsuniPerform Cost Benefit AnalysisWaechterDraft Economic PlanWaechterFeedback & ConsultationEveryoneFinalize Economic PlanHongsuni(1.5) Strategy PlanStrafacePreparation & PlanningEveryoneReview Manufacturing ProcessStrafaceIdentify Preliminary Savings StrategiesHongsuniDraft Strategy PlanStrafaceFeedback & ConsultationEveryoneFinalize Strategy PlanStraface(1.6) Action PlanNguyenPreparation & PlanningEveryoneReview Manufacturing ProcessHongsuniDraft Action PlanNguyenFeedback & ConsultationEveryoneFinalize Action PlanNguyen(2.0) Present ResultsEveryonePlanning & PreparationEveryoneIdentify & Invite Appropriate StakeholdersNguyenSchedule Presentation with PBGStrafaceConsolidate Final Plan into PresentationWaechterObtain Permission to Present ResultsStrafaceDraft PresentationEveryoneFeedback & ConsultationEveryonePresent ResultsEveryone

Project objectives total work timeSub-task scheduled work time

(1.4) Economic PlanHongsuni

initiate Denver Water Rebate ResearchHongsuni

Perform Cost Benefit AnalysisWaechter

Draft Economic PlanWaechter


Finalize Economic PlanHongsuni

(1.5) Strategy PlanStraface

Preparation & PlanningEveryone

Review Manufacturing ProcessStraface

Identify Preliminary Savings StrategiesHongsuni

Draft Strategy PlanStraface


Finalize Strategy PlanStraface

(1.6) Action PlanNguyen

Preparation & PlanningEveryone

Review Manufacturing ProcessHongsuni

Draft Action PlanNguyen


Finalize Action PlanNguyen

(2.0) Present ResultsEveryone


Identify & Invite Appropriate StakeholdersNguyen

Schedule Presentation with PBGStraface

Consolidate Final Plan into PresentationWaechter

Obtain Permission to Present ResultsStraface

Draft PresentationEveryone


Present ResultsEveryone

Sheet1PBG Water Conservation ProjectSeptemberOctoberNovemberDecember

ActivitiesWk 1Wk 2Wk 3Wk 4Wk 5Wk 6Wk 7Wk 8Wk 9Wk 10Wk 11Wk 12Wk 13Wk 14Wk 15Wk 16Person Responsible(1.0) Final PlanEveryone(1.1) Define and Design Awareness PlanNguyenPlanning & PreparationEveryoneReview Manufacturing ProcessNguyenResearch & Locations Score CardingHongsuniPrototype Blue BoardNguyenDraft Awareness PlanNguyenFeedback & ConsultationEveryoneFinalize Awareness PlanNguyen(1.2) Identify KPIsWaechterPlanning & PreparationEveryoneReview Waste Flow ProcessWaechterValidate Water Flow ProcessWaechterObtain MeasurementsFrauenfelderConsolidate DataWaechterApply Forecasting TechniquesWaechter(1.3) Brainstorming SessionStrafacePlanning & PreparationEveryoneResearch Team Initial Brainstorming SessionHongsuniDesign Brainstorming SessionStrafaceExecute Brainstorming SessionEveryoneCompile & Readout Brainstorming SessionHongsuniIdentify Additional Consistencies and or ParticipantsHongsuni(1.4) Economic PlanHongsuniinitiate Denver Water Rebate ResearchHongsuniPerform Cost Benefit AnalysisWaechterDraft Economic PlanWaechterFeedback & ConsultationEveryoneFinalize Economic PlanHongsuni(1.5) Strategy PlanStrafacePreparation & PlanningEveryoneReview Manufacturing ProcessStrafaceIdentify Preliminary Savings StrategiesHongsuniDraft Strategy PlanStrafaceFeedback & ConsultationEveryoneFinalize Strategy PlanStraface(1.6) Action PlanNguyenPreparation & PlanningEveryoneReview Manufacturing ProcessHongsuniDraft Action PlanNguyenFeedback & ConsultationEveryoneFinalize Action PlanNguyen(2.0) Present ResultsEveryonePlanning & PreparationEveryoneIdentify & Invite Appropriate StakeholdersNguyenSchedule Presentation with PBGStrafaceConsolidate Final Plan into PresentationWaechterObtain Permission to Present ResultsStrafaceDraft PresentationEveryoneFeedback & ConsultationEveryonePresent ResultsEveryone

Project objectives total work timeSub-task scheduled work time

Feedback &

Consultation

Draft

Presentation

Obtain

Permission to

Present

Results

Consolidate

Final Plan into

Presentation

Schedule

Presentation

with PBG

Identify &

Invite

Appropriate

Stakeholders

Planning &

Preparation

Feedback &

Consultation

Draft

Economic Plan

Perform Cost

Benefit

Analysis

Iniate Denver

Water Rebate

Research

Feedback &

Consultation

Draft Strategy

Plan

Identify

Preliminary

Saving

Strategies

Review

Manufacturing

Process

Preparation &

Planning

Feedback &

Consultation

Draft Action

Plan

Review

Manufacturing

Process

Preparation &

Planning

Pepsi Bottling Group Water Conservation Project

Work Break Down Structure

As of October 5, 2009

PBG Water

Conservation Project

Research

Methods &

Locations

Score carding

Apply

Forecasting

Techniques

Consolidate

Data

Obtain

Measurements

Validate Water

Flow Process

Review Waste

Flow Process

Preparation &

Planning

Identify

Additional

Consistencies

and or

Participants

Compile &

Readout

Brainstorming

Session

Execute

Brainstorming

Session

Design

Brainstorming

Session

Research

Team initial

Brainstorming

Session

Preparation &

Planning

1.2

Identify KPIs

Feedback &

Consultation

Draft

Awareness

Plan

Prototype Blue

Board

Review

manufacturing

process

Preparation &

Planning

1.0

Final Plan

1.6

Action Plan

1.4

Economic Plan

1.5

Strategy Plan

1.1

Define & Design

Awareness Plan

2.0

Present Results

1.3

Brain Storming

Session

Feedback & Consultation

Draft Economic Plan

Perform Cost Benefit Analysis

Iniate Denver Water Rebate Research


Draft Presentation

Obtain Permission to Present Results

Consolidate Final Plan into Presentation

Schedule Presentation with PBG

Identify & Invite Appropriate Stakeholders

Planning & Preparation

Research Methods & Locations Score carding

Apply Forecasting Techniques

Consolidate Data

Obtain Measurements

Validate Water Flow Process

Review Waste Flow Process

Preparation & Planning


Draft Strategy Plan

Identify Preliminary Saving Strategies

Review Manufacturing Process


Identify Additional Consistencies and or Participants

Compile & Readout Brainstorming Session

Execute Brainstorming Session

Design Brainstorming Session

Research Team initial Brainstorming Session


1.2Identify KPIs


Draft Action Plan

Review Manufacturing Process



Draft Awareness Plan

Prototype Blue Board

Review manufacturing process


1.0Final Plan

1.6Action Plan

1.4Economic Plan

1.5Strategy Plan

1.1Define & Design Awareness Plan

2.0Present Results

1.3Brain Storming Session

Pepsi Bottling Group Water Conservation ProjectWork Break Down StructureAs of October 5, 2009

PBG Water Conservation Project

NameOrganizationRoleInterestInfluenceExpectations

Ways to Manage Expectations

Dan

Frauenfelder

Manager of

Facilities

Management

for PBG, Denver

Project

Sponsor/

Champion

HHHave already started

conservation projects

throughout facility; 10% H20

conservation benchmark; 3 year

ROI for any implemented

project.

Play off Dan's H20 conservation

efforts; a random 10%

benchmark is not necessarily

the best way to manage the

project's success. Discuss during

brainstorming session other

KPIs that can be considered for

benchmarking.

Factory

Employees

Daily

Operations/

Manufacturing

Floor

cleaning,

machine

operations

LHAre currently not effected by

water usage, but are likely one

of the main causes of excess

usage.

Involve group with employee

reward program facilitated by

PBG blue boards. Track

employees success with

reducing water usage through a

rating/grading system and make

this information public for other

employees/customers to view.

Stakeholder Analysis

Sheet1Stakeholder AnalysisNameOrganizationRoleInterestInfluenceExpectations Ways to Manage ExpectationsDan FrauenfelderManager of Facilities Management for PBG, DenverProject Sponsor/ChampionHHHave already started conservation projects throughout facility; 10% H20 conservation benchmark; 3 year ROI for any implemented project.Play off Dan's H20 conservation efforts; a random 10% benchmark is not necessarily the best way to manage the project's success. Discuss during brainstorming session other KPIs that can be considered for benchmarking.Factory EmployeesDaily Operations/ ManufacturingFloor cleaning, machine operationsLHAre currently not effected by water usage, but are likely one of the main causes of excess usage. Involve group with employee reward program facilitated by PBG blue boards. Track employees success with reducing water usage through a rating/grading system and make this information public for other employees/customers to view.

NameOrganizationRoleInterestInfluenceExpectations Ways to Manage Expectations

Truck DriversDaily

Operations

Truck

Washing

MHTruck drivers take great

pride in driving clean

trucks. Want to wash

trucks daily and likely will

be concerned with using

grey water.

Research contents of grey water and

ensure truck drivers that the water

used to wash their trucks will be the

same water that splashes all over

their trucks during wet road seasons.

ExecutivesManagerial and

Operational

Facilitators

Finance, PR,

Quality

Control

MMUnderstand that any

conservation project

shows good company

initiative. Want to play

the green card as best

they can. Are inflexible

with re-structuring the

project to accommodate

their added objectives.

Try to include C-Level Execs in

brainstorming sessions and other

correspondence so they aren’t

hearing our perspective second

hand. Let them know that we are

there to help them and their

companies out, and but we need a

project in which makes this as

feasible as possible.

Sean PowersFacility

Management

Floor

oversight

position

MLGood knowledge of

facility and operations.

Good resource, must ensure Project

Champion is kept in the loop.

CustomersN/APBG

consumers

MLCustomers, especially in

the Denver market

identify well with green

initiatives. Good PR will

impress these customers

and likely give them a

padded view of PBG.

It is difficult to control/track

customer's awareness of inside

operational green initiatives. Good

PR through local News, or Denver

Water is likely the best way for

client to publish message.

Sheet1NameOrganizationRoleInterestInfluenceExpectations Ways to Manage ExpectationsTruck DriversDaily OperationsTruck WashingMHTruck drivers take great pride in driving clean trucks. Want to wash trucks daily and likely will be concerned with using grey water. Research contents of grey water and ensure truck drivers that the water used to wash their trucks will be the same water that splashes all over their trucks during wet road seasons. ExecutivesManagerial and Operational FacilitatorsFinance, PR, Quality ControlMMUnderstand that any conservation project shows good company initiative. Want to play the green card as best they can. Are inflexible with re-structuring the project to accommodate their added objectives.Try to include C-Level Execs in brainstorming sessions and other correspondence so they aren’t hearing our perspective second hand. Let them know that we are there to help them and their companies out, and but we need a project in which makes this as feasible as possible. Sean PowersFacility Management Floor oversight position MLGood knowledge of facility and operations. Good resource, must ensure Project Champion is kept in the loop.CustomersN/APBG consumersMLCustomers, especially in the Denver market identify well with green initiatives. Good PR will impress these customers and likely give them a padded view of PBG. It is difficult to control/track customer's awareness of inside operational green initiatives. Good PR through local News, or Denver Water is likely the best way for client to publish message.

NameOrganizationRoleInterestInfluenceExpectations Ways to Manage Expectations

EnvironmentNatural

Resource

Provider of

Water

N/AHWhile the environment

can emotionally connect

with the conservation

project, it is most

definitely affected on a

physical level. It is no

secret that we only have

so much fresh water.

Saving fresh water, whether 10%,

5%, or 3% is still saving fresh water.

The environment can use any help it

can get. This must be kept in mind

while approaching this project; the

environment can't speak up for

itself, the project group must take

its place.

Other PBG

Facilities

PBG BrandLooking for

stepped

process

HLAdded to the project was

this notion of creating a

deliverable that is easily

disseminated by other

PBG facilities allowing

them to implement

similar conservation

programs.

Final deliverable will be presented

so that ideas can be pulled from this

pilot program. No promises will be

made, but a starting point with

suggested directions to travel is the

goal.

Sheet1NameOrganizationRoleInterestInfluenceExpectations Ways to Manage ExpectationsEnvironmentNatural ResourceProvider of WaterN/AHWhile the environment can emotionally connect with the conservation project, it is most definitely affected on a physical level. It is no secret that we only have so much fresh water. Saving fresh water, whether 10%, 5%, or 3% is still saving fresh water. The environment can use any help it can get. This must be kept in mind while approaching this project; the environment can't speak up for itself, the project group must take its place. Other PBG FacilitiesPBG BrandLooking for stepped processHLAdded to the project was this notion of creating a deliverable that is easily disseminated by other PBG facilities allowing them to implement similar conservation programs. Final deliverable will be presented so that ideas can be pulled from this pilot program. No promises will be made, but a starting point with suggested directions to travel is the goal.

Pepsi Bottling Group –Current Water Usage

Water Treatment Front Offices HFCS West Court Can/Bottle Processing RO

Break

Main Meter

HFCS Meter

CL1 Empty Can

Rinse

CL1 Warmer

CL2 Empty Can

Rinse

CL2 Warmer

BL1 Rinse

BL1 Full Bottle

Rinse

BL2 Rinse

BL2 Full Bottle

Rinse

Hoses

BL2 Recycling

Meter #17

Ammonia Cooling

Tower

Refurb Bsmt

Denester 1

Truck Wash

Glycol Cooling

Tower

Ice House

BL2 Ozone

Destruct

BL2 Vacum Pump

HFCS Boiler

Hoses

RO Meter

PH Plant

Metro Waste

Water

25%

HFCS Meter Floor

Scrubber

Denester 2

D. Water Office

Hot Water Usage

HFCS Rail Car

Heating

Fleet Maintance

Building Wash

Down

Trucker Lounge

Restroom

Water Treatment

Reaction Tank

Gravity Filters

1 2 3

Reclaim Tank

Clear Well

Carbon Tower

Polishers/Filters

Deaereators

Domestic Water

Meter

Pepsi Bottling Group – Current Water Usage

Fleet Maintance

Building Wash Down

Trucker Lounge

Front Offices

HFCS

West Court

Can/Bottle Processing

RO

Water Treatment

Break

Reaction Tank

Glycol Cooling Tower

BL2 Recycling Meter #17

Hoses

Gravity Filters1 2 3

Restroom

Hot Water Usage

Ice House

Ammonia Cooling Tower

Truck Wash

BL1 Full Bottle Rinse

BL2 Ozone Destruct

HFCS Meter

Refurb Bsmt

Clear Well

CL2 Warmer

CL2 Empty Can Rinse

BL2 Full Bottle Rinse

Denester 2

BL2 Rinse

BL1 Rinse

CL1 Warmer

BL2 Vacum Pump

Metro Waste Water

Main Meter

HFCS Meter Floor Scrubber

PH Plant

RO Meter

Reclaim Tank

CL1 Empty Can Rinse

Hoses

Denester 1

Carbon Tower

HFCS Boiler

25%

Domestic Water Meter

D. Water Office

HFCS Rail Car Heating

Polishers/Filters

Water Treatment

Deaereators

Year 0Year 1Year 2Year 3Year 0Year 1Year 2Year 3

Internal Marketing Projects

Employee Awareness Program500$ 100$ 100$ 100$ -$ 5,475$ 4,928$ 4,928$ 1916%

Blue Board Program500 100 100 100 - 5,475 4,928 4,928 1916%

TOTAL1,000$ 200$ 200$ 200$ -$ 10,950$ 9,855$ 9,855$ 1916%

Low Cost Quick Wins Projects

Repair HFCS Rail Car Heating500$ -$ -$ -$ -$ 18$ 18$ 18$ 11%

Leak Repair200 200 200 200 - 72 72 72 27%

LTS Clear Water Tank Repair200 - - - - 26,280 - - 13140%

TOTAL900$ 200$ 200$ 200$ -$ 26,370$ 90$ 90$ 1770%

Capital Investment Porjects

Plant Wide Project 18,000$ 1,000$ 1,000$ 1,000$ 54,750$ -$ -$ -$ 261%

TOTAL18,000$ 1,000$ 1,000$ 1,000$ 54,750$ -$ -$ -$ 261%

Total Rate of Return465%

Cost-Benefit Analysis

CostBenefitRate of

Return

Sheet1Cost-Benefit Analysis

CostBenefitRate of ReturnYear 0Year 1Year 2Year 3Year 0Year 1Year 2Year 3Internal Marketing ProjectsEmployee Awareness Program$ 500$ 100$ 100$ 100$ -$ 5,475$ 4,928$ 4,9281916%Blue Board Program500100100100-5,4754,9284,9281916%TOTAL$ 1,000$ 200$ 200$ 200$ -$ 10,950$ 9,855$ 9,8551916%Low Cost Quick Wins ProjectsRepair HFCS Rail Car Heating$ 500$ -$ -$ -$ -$ 18$ 18$ 1811%Leak Repair200200200200-72727227%LTS Clear Water Tank Repair200----26,280--13140%TOTAL$ 900$ 200$ 200$ 200$ -$ 26,370$ 90$ 901770%Capital Investment PorjectsPlant Wide Project $ 18,000$ 1,000$ 1,000$ 1,000$ 54,750$ -$ -$ -261%TOTAL$ 18,000$ 1,000$ 1,000$ 1,000$ 54,750$ -$ -$ -261%

Total Rate of Return465%