standard · • operative marketing success factor bottling system . ... • compressed air wastage...
TRANSCRIPT
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Standard
Cornelia Folz
Manager Environment – Coca-Cola Erfrischungsgetränke AG
From Central Energy Management to 23 Plants
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In a nutshell
„Coca-Cola with the same quality, taste and
packaging should be available within arm‘s reach to
everyone on earth.“
Robert W. Woodruff, President of The Coca-Cola Company, 1923
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ME – WE – WORLD
Well being
• information
• Marketing
• Active lifestyle
Social
• women
• Community
• Work life rights
Environment
• Water
• Carbon
• agriculture
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The Coca-Cola Company (TCCC)
• Principal offices: Atlanta, Georgia, USA
• Licensor
• Owner of trademark rights to over 500
beverage brands
• Responsible for the development of
trademarks, products and packaging
• Supply of concentrate
Divisions of TCCC in Germany:
Coca-Cola GmbH
• TCCC representative in every country
• Licensor
• ‚Trademark guardian‘
• National marketing programs
• Development of products and packaging
The bottler in Germany:
Coca-Cola Erfrischungsgetränke AG
• Agreement with TCCC
• Licensee
• Right to produce TCCC products
• Sales in a specific territory
• Operative marketing
Success factor bottling system
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CCEAG – complex network ensures German
refreshment
in total 66 sites
about 10.000 employees
23 Production plants including 3 springs
43 other sites
(Warehouse, Sales & distribution, CDS)
7 sales & distribution areas:
Ost / Nord / Nord-West / Südwest /
Rheinland / Bayern / Baden – Württemberg
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Photo credit: NASA
Carbon Management and Energy Management
Packaging Manufacturing CDS Ingredients Fleet
25% 18% 16% 2% 39%
0% 86 % 14% 0% Energy
CO²e
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• leakage
• heat lost
• compressed air wastage
• to high temperature
• …
From lagging and firefighting
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Optimized compressors
Insulated pipes
….
to leading
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Film
https://www.youtube.com/watch?v=gx4UF
B0XBGw
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plant performance with productivity improvements,
cost reduction, and environmental gains
1. Create behavior in the organization to continuously improve energy and water efficiencies.
2. Reduce the specific energy and water use ratios and deliver against sustainability objectives.
3. Move from a net resource consumer to one that restore and replenishes the world – zero based world
Ou
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bje
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s
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Our mindset in the HQ
Must have‘s
The first prerequisite of being successful here is that you work as a
crossfuntional system.
Second, it’s got to be embedded in the business plan.
Third, you’ve got to have the right metrics around it; it’s got to be
measurable.
And then it’s got to be beneficial from a financial perspective.
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What we did in the past and do now
Shape and Share the Vision
Establish a cross functional team consisting of
Environment, Engineering, Finance and Operations.
Start with plants which pull not push
Agree on vision
Build the Plan
Identify focus areas and select plants for initial phase
Identify SMEs to lead focus areas
Build and communicate implementation plan (kick-off
meeting)
Implement and Sustain
Implement, track progress & follow up
Communicate (quick) wins
Standard routines for project management
Best practices, Top 10 Energy
Saving Initiatives, Water Saver,
Energy Saver, BIG Must Do Lists,
Commitments, Priorities,
Resources
?
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Proper Project Management helps to create URGENCY and
to stay ON COURSE to deliver
Shifting the Worry Curve
Past Projects: • No long term result
• No behavior change
Clear Project Charter with … • Scope: what‘s in, what‘s out
• Challenging timeline
• Budget allocation
Project Management Office • Gate keeper and funding
• Monitoring and weekly reporting
• Escalation routine
Performance and Planning • Time: schedule for individual actions
• Cost budget allocation and ROI prioritization
• Quality: meet WUR & EUR goals SUCCESS
Execution • Cross functional team structure with external
SMEs
• Plant owns execution
CHANGE
Results
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Implementation of ISO 50001
2012 start with central Management System and 3 Pilot Plants including
certification
2013 implementation and certification of all 23 plant
2014 sustain und fix the basics of energy saving
2015 legal entity
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What did we decide from a central point of view to improve
the plant
Process Utilities & Others
Beverage Production
Packing
Water Treatment
Boiler
SKU Portfolio
Filling
Washing
Waste Water
CIP
Compressed Air
Energy
Water Conveyor Lubrication
Water & Energy Cost
5 top focus areas:
- Compressed air
- Boiler
- Washing
machine
- CIP
- Water treatment
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Example Boiler: huge potential
Example plant 1:
Annual saving: 69,000 EUR
Investment: 187,500
Payback: 2.7 years
Example plant 2:
Annual saving: 61,500 EUR
Investment: 84,000
Payback: 1.4 years
Saving Potential:
4-6% fuel for heating
30-75% electrical energy for operating the
boiler/heating system
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Example compressed air leak: low investment, high return
EUR plant 3
Air Leak Elimination
Cost Saving 67,000 EUR
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The learning from our project shows that there are a
few basics to be successful ...
• Visible top management commitment (demonstrate relevance, purpose and create
sense urgency)
• Cross functional team with finance makes the difference
• Central project coordination with local lead keeps focus
• Local accountability at operational level
• Watch out for the basics in energy and water use and go for the big fish
• Data transparency drives behavior
• Watch out for the unintended consequences
• Weekly follow up call keeps up the „worry curve“ (short, 15 -30 minutes)
• Create minimum performance levels for certain KBIs (e.g. demand of compressed air
during weekends)
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