voyager plant optimisation - prebes · pdf file• asia pacific * mexico to be added ......

©Anheuser-Busch InBev

Voyager Plant OptimisationHet bedrijfseigen zorgysteem van AB-Inbev

5.05.2015


Agenda

1. Who is AB-Inbev ?

2. What is VPO ?

3. VPO-program & results

4. VPO Safety Pillar

5. Results AB-Inbev

6.Questions & answers


Anheuser-Busch InBev at a Glance

• Leading global brewer• One of the world’s top-five

consumer products companies• EBITDA of 15.4 billion USD and

Revenue of 39 billion USD in 2011

• No. 1 or No. 2 position in 19 markets

• Four of the top-ten selling beers in the world are Anheuser-Busch InBev brands


A Truly Global Company

Operations across six geographical Zones:• North America• Latin America North• Latin America South• Western Europe• Central & Eastern Europe• Asia Pacific

* Mexico to be added – still need confirmation on operational model


1366

Anheuser-Busch InBev’s History…


Agenda


2. What is VPO ?



5. Results AB-Inbev



Wat is VPO?VPO is een afkorting in het Engels en staat voor Voyager Plant Optimization.

In het Nederlands vertaald klinkt dit als, “ de weg naar een beter functionerende brouwerij”.

VPO helpt om het beheer van een brouwerij te verbeteren. Beheren wordt in het Engels vertaald als “Management”, vandaar dat je kan stellen dat VPO een AB-INBEV management systeem is.


WAT IS HET DOEL VAN VPO?

Waarmaken van de AB-INBEV droom:

“de beste bierbrouwer die mensen samenbrengt in een betere wereld.

BESTE = veiliger, beter & kwaliteitsvol

BETERE WERELD = respect voor mens en milieu


IS VPO BINNEN VOLLEDIG AB-INBEV VAN TOEPASSING? Neen! Alleen binnen SUPPLY = de brouwerij en andere supply operaties

(mouterijen, flessen & blikken productie etc)activiteiten!

HOEZO? EN DE REST VAN HET BEDRIJF?

Al de andere activiteiten (Sales, Marketing,...) hebben een gelijkaardig “excellence” programma. samen vormen ze de “ WORLD CLASS EFFICIENCY”


Agenda


2. What is VPO ?



5. Results AB-Inbev


©Anheuser-Busch InBev11

People Academy 2011

… a performance-driven organization

•ABI wants to deliver Results in a sustainable way: ‘WHATto achieve!”

• Therefore ABI is constantly looking to improve its processes (Means) in a sustainable way: ‘HOW to achieve!”


People Academy 2011

Dailyoperationexecution

Strategies formulation Strategies formulation so that so that Targets can be establishedTargets can be established

Vision

TargetsYearlyHorizon Setting annual targets and Setting annual targets and

projects so that projects so that performance performance can be improvedcan be improved

Projects

Mid andlong

Range Strategy formulation Strategy formulation

Vision

RESULTSRESULTS

Standard Operations

Standardized daily operations so that Standardized daily operations so that performance can be maintainedperformance can be maintained

Dailyoperationexecution

Strategies formulation Strategies formulation so that so that Targets can be establishedTargets can be established

Vision

TargetsYearlyHorizon Setting annual targets and Setting annual targets and

projects so that projects so that performance performance can be improvedcan be improved

Projects

Mid andlong

Range Strategy formulation Strategy formulation

Vision Mid and

longRange Strategy formulation Strategy formulation

Vision

RESULTSRESULTS

Standard Operations

Standardized daily operations so that Standardized daily operations so that performance can be maintainedperformance can be maintained

A Management system is the link between Long

Range Plan and Daily Operations to deliver Improved & Sustainable

Results

1.The Big Picture : From Dream to StrategyIMS: AB InBev Management System


People Academy 2011

IMS: From the Dream …

The first step is to translate our

DREAM: To be the Best Beer Company bringing people together in a Better World

Trough the Dream, People, Culture platform


People Academy 2011

Better Beer Co in a Better World

The Strategy is designed to focus the company’s energy and resources to

an unbeatable combination:CCW and the 3YP Strategic Pillars and

Enablers initiatives

Strategic Pillars

Enablers

… to the Strategy


People Academy 2011

Key success factors to reach Business Excellence …

LEADERSHIP

METHOD PROCESSKNOWLEDGE

Results

With Our People

Doing the Right things

The Right way


People Academy 2011

…the Excellence House Concept

METHOD PROCESSKNOWLEDGE

LEADERSHIP

Results


People Academy 2011

AB-InBev Business Excellence frame

Management

Log

isti

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Mai

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Saf

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Envi

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People

“Biggest to best … One vision, one team, one way”

RTM

Pri

cin

g

Ava

ilab

ility

People

Management

Mar

ket

Pro

gra

ms

People

Management

Cu

sto

mer

S

atis

fact

ion

Ser

vice

D

eliv

ery

Pro

cess

P

erfo

rman

ce

& C

omp

lian

ce

Fin

ance

Sal

es

Mar

keti

ng

People

Management

Su

pp

ly

Leg

al

IBS

The Excellence Programs VPO, SEP, IBS … are the InBev Way to drive Business Excellence

IBSEP

MEP

FEP

CAEP

PEP

SUEP VPO is the Excellence Program for the Supply Organisation


People Academy 2011

ABI-Management System is our “road map” ….

… How we Manage to Sustain and to Improve towards our Dream

PDC

A PDC

A PDC

A

SDC

A SDC

A SDC

A

PDC

A PDC

A PDC

A

SDC

A SDC

A SDC

A

To Better Beer Co in a Better World

From Biggest


People Academy 2011

The VPO pillars >>> 7 pyramids of TOOLS

Management

Log

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Mai

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Saf

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Envi

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People


The tools will give us the ‘way of working’

or … The MEANS

The Knowledgde Pillars


People Academy 2011

Example of the Management Pyramid

Manage ToImprove

Manage ToSustain

PMBF(Plant Management Basic

Fundamentals)

Target Setting and Cascading

Problem Solving

5S

Project Management

Performance MCRS (Perf.

Review Process)

Business Description

Product andProcess

Indicators

StandardsCreation and

Execution

Routine MCRS (Routine Review

Process)

Knowledge Management

Strategic PlanDream

Fundamentals

Process Mapping

Toolboxes with questionnaires to answer for assessment of the Means (SAT)


People Academy 2011

BEP – CONCEPT (Brewery Excellence Program)

The World Excellence Program aims to give global recognition to those plants that excel and continually deliver the results using the AB InBev way

• Therefore a competition is put in place on Zone level

• This is called the ZEP (Zone Excellence Program)

• Each ZEP-winner of each Zone is audited by a Global Expert Team.

• They decide on the final World Ranking


People Academy 2011

Qualification is not the end of a program, but an important milestone on the way to continuous improvement

Qualification is not the end of a program, but an important milestone on the way to continuous improvement

Fundamentals Stability

Per

form

ance

Implementation Phase

Sustainability ContinuousImprovement

World Excellence

Best-in-classbenchmark

Sustainability Phase

EP biggest challenge is to move from Implementation to Sustainability …

Qualification

BEP competition Means Results

Targets and Ranking

Get on the World Podium

at SLC


People Academy 2011

ZEP/BEP maximum points

Management

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People


RESULTS500

MEANS500

Pillar Maximum allocated points

Management 80People 70Quality 70Safety 70Environment 70Maintenance 70Logisitics 70TOTAL 500

KPI Maximum allocated points

Performance KPI’s 130Financial KPI’s 50Quality KPI’s 130Safety/Env. KPI’s 100Logistics KPI’s 70People Turn Over KPI 20TOTAL 500


People Academy 2011

AUDIENCEHOW TO AUDIT ASSESSMENT

Example of Pyramid Assessment – 5S


People Academy 2011

Means and the Pillars

Fore each pillar, the breweries can obtain a certain amount of points,all together 500

PILLAR Management People Quality Safety Environment Maintenance Logistics allocated points

Hurdle 73 73 85 85 73 73 73 382

max. allocated points 80 70 70 70 70 70 70 500

Leuven 81 74 94 92 90 87 83 429 0

Hoegaarden 70 54 91 91 89 81 83 399 2

St Pieters Leeuw 64 62 87 90 87 77 80 389 2

Jupille 78 68 93 92 90 91 87 426 1

Dommelen 86 81 96 93 91 88 82 441 0

Diekirch 79 82 91 90 87 82 84 424 0

Bremen 54 70 90 91 82 85 91 399 2

Hannover 60 69 88 89 81 66 85 337 3

Wernigerode 61 73 96 92 91 85 86 415 2

Issum 78 53 94 92 91 77 84 405 1

Munich 60 69 91 90 85 68 88 344 3

Samlesbury 69 76 85 92 86 78 94 414 1

Magor 77 71 90 93 88 75 92 418 1

Mortlake 66 70 89 97 88 88 92 420 2

Holguin 73 79 94 89 86 87 94 429 0

avg 70 70 91 91 87 81 87 406std 9,1 8,3 3,1 2,0 2,9 7,3 4,5 28,8

Legend

RED PILLARS

BEP MEANS SCORING Western Europe Month: JULY 2013

< Hurdle between Hurdle and 'Hurdle + 3' > 'Hurdle + 3'


People Academy 2011

Results

Each brewery has a basket of KPI’s (with targets to achieve),For each KPI, a number of points can be obtained.

All together: 500 points

PILLAR Safety Environment Quality Performance Logisitics Financial People Totalmaximum 60 40 130 130 70 50 20 500Leuven 60 40 100 85 70 50 20 425Hoegaarden 60 40 110 105 70 25 20 430St Pieters Leeuw 60 40 130 77 70 50 20 447Jupille 0 40 108 90 70 20 20 348Dommelen 60 40 80 40 70 30 20 340Diekirch 60 40 65 45 70 25 20 325Bremen 42 40 100 50 35 10 20 297Hannover 60 40 60 60 35 5 20 280Wernigerode 60 40 130 79 18 25 20 372Issum 42 30 130 35 53 25 20 335Munich 60 40 130 66 53 35 20 404Samlesbury 18 40 110 50 70 40 20 348Magor 18 40 80 75 70 45 20 348Stag 60 40 110 35 53 15 20 333Holguin 60 40 110 80 70 45 20 425

Average 48 39 104 65 58 30 20 364Hurdle 42 28 91 91 49 35 14 350

GAP to hurdle 6 11 13 ‐26 9 ‐5 6 14

Legend of colour code

RESULTS BASKET BEP _ 2013 _ YTD JULY

70% = 350/500Above Hurdle of 70%Below Hurdle of 70%


People Academy 2011

Example VPO Ranking

• MEANS are measured by the Self Assessment Tool (SAT).

• For each pillar there is a ‘pyramid’ with toolboxes.

• Each toolbox is assessed by answering #of questions.

• Assessments of all questions results in a final score of all pyramids.

• RESULTS are measured by the Results Assessment Tool (RAT).

• A basket of KPI’s with targets are compared with the actual data.

• Achievement of the targets will result in a final RAT-score.

• (RAT + SAT) will end up in a final score with ranking.


People Academy 2011

BEP Country Plant Means Results Total

4 Perm, Russian Federation

BEP Audit Avg = 429 Avg = 454 Avg = 8835 Santa Cruz, Bolivia

6 Guarulhos, Brazil

28

World BEP – Brewery 2012 - Results

BEP Country Plant Means Results Total

1 Dommelen, The Netherlands

BEP Audit Avg = 448 Avg = 486 Avg = 9342 Wuhan, China

3 St. Louis, USA

©Anheuser-Busch InBev•29

• Greater effectiveness in results improvement and sustainability

• Guarantees alignment from strategy to execution

• Standardized AB InBev way of performing key processes and measurements – improves predictability

• Clearly defines accountabilities and responsibilities

• Common language and uniform way of managing across the whole company

• Ensures disciplined follow up of progress towards goals and routine

• Enables decision making based on facts and figures

• More effective identification and sharing of best practices

• Great tool to incorporate fast new acquisitions

ABI Management System Benefits


Agenda


2. What is VPO ?



5. Results AB-Inbev



Levels of performance

THE SEA OF UNPREDICTABILITY

Level 0

•Accidents & Incidents Occur on a regular basis

•Safety poorly managed and out of control

•Blame culture

•Lack of ownership

•Near misses very rarely reported

•Incidents go unchecked and often reoccur

•Lack of disciplined approach

•Conflict between Management/Unions

•People flounder in the Sea of Unpredictability•They lack direction and the belief that they can make it safely to the shore•Some make it others drown

SOLID GROUNDTHE SLIPPERY SHORE

Level 1 Level 2

•LTIs down to zero for long periods of time

•Good working relationship with Unions, ownership developing

•Serious incidents continue to happen and the potential for serious harm is high

•The management of Safety is not sustainable and slipping back to Level 0

•LTI s at zero for more than 1 year in all areas

•Incidents occur on a less frequent basis and the level of severity is much reduced

•Ownership at all levels

•Safety is firmly embedded in the culture and it is sustainable

Voyager Plant Optimization


Our Roadmap for Excellence = VPO

Management

People

Saf

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Mai

nte

nan

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Envi

ron

men

t

Qu

alit

yAt the right time

Right Quality Lowest Cost

Log

isti

cs

Best product Delivering the Results Quality Customer delivery Cost

In the right way People Management Safety Quality Enviroment Maintenance Logistics


0,00

0,00 0,00 0,00

0,00 0,00 0,00 0,00

0,00

0,00 0,00 0,00 0,00 0,00 0,00

0,00 0,000,00 0,00 0,00 0,000,00Working on

heights Lifting Equipments Electricity Explosion Prevention

Safe Access to Machines /

LOTO Work Permits Hazardous

Substances

PPEWorkplace Transport

Safety

Injury Investigation and Reporting

Safety Requirements

Contractor management Safety Training

Emergency Response

Safety Risk Assessment Safety

Signalization Safety

Monitoring

Injury Management

Safety Policy Management Review

Safety Promotion

Confines spaces

PDC

A

SDC

A

Safety Pillar : build up

•People

•Technical•Organizational

• Mix of 3 levels of prevention hierarchy :


How to “Win the Game”?

EntityKPI VAR VAR

Month -4% -17%

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec YTD YearActual Y-1 66,76 55,68 54,92 57,88 52,44 55,52 55,50 57,93 56,70 56,15

Budget 52,50 55,40 57,30 58,80 58,80 58,80 59,90 58,00 58,50 54,60 54,90 54,70 57,00 57,00

Actual 52,4 59,9 53,7 51,4 55,0 56,10 50,16 51,60 53,17 52,18 53,57

Gap Plan LE 56,00 56,00 56,00 56,00 56,00 56,00 56,00 58,00 59,00 56,00 56,00 56,00 55,50

Resp Due Date Status

Remarks

!--> see seperated

GAPA

!--> see seperated

GAPA

!--> see seperated

GAPA

!--> see seperated

GAPA

GAP ANALYSISMONTH YTD

75%BUDGET ACTUAL BUDGET ACTUALGLY - Plant Packaging Global Consolidation 47,30

GOP's score

Leuven

Monthly Tracking

54,60 52,18 57,00September

FACT CAUSE ACTIONFACT 1: Cause 1 Effect blocking: !--> see

seperated GAPA

!--> see seperated

GAPA

!--> see seperated GAPA


Root Cause blocking:


!--> see seperated

GAPA

!--> see seperated

GAPA

!--> see seperated

GAPA

!--> see seperated

GAPA

LB3: -1,97% impact on consolidated GLY--> see seperated GAPA



Root Cause blocking:


Cause 2 Effect blocking:

!--> see seperated

GAPA

!--> see seperated

GAPA

red 52,37 0 53,72 51,4 54,96 56,1 50,16 51,6 53,17 52,18 0 0 53,57green 0 59,86 0 0 0 0 0 0 0 0 0 0 0

Actual Y-1 Budget Y Actual YTD LE MONTH Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec YTD TOTAL0,0 57,0 53,6 55,5 ACTUAL Y-1 66,8 55,7 54,9 57,9 52,4 55,5 55,5 57,9 56,7 56,2 0,0 0,0 0,00

BUDGET 52,5 55,4 57,3 58,8 58,8 58,8 59,9 58,0 58,5 54,6 54,9 54,7 57,0 57,00ACTUAL 52,4 59,9 53,7 51,4 55,0 56,1 50,2 51,6 53,2 52,2 0,0 0,0 53,6

LE 56,0 56,0 56,0 56,0 56,0 56,0 56,0 58,0 59,0 56,0 56,0 56,0 0,0 55,5GAPA

Check ResultsGLY - Plant Packaging Global Consolidation

-10

0

10

20

30

40

50

60

70

80

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Result (Not Achieved) Result (Achieved) BUDGET LE ACTUAL Y-1

GLY - Plant Packaging Global Consolidation

0,0

57,053,6 55,5

0

10

20

30

40

50

60

Actual Y-1Actual Y-1 Budget Y

Actual YTD LE

Leuven September

• Meeting:

• Meeting Date:

• Next Meeting:

• #• Date • Topic • Action • Comments• Accoutability• Due Date• Status

• 1• Overhead cost has increased to

• 28%• Implement ZBB in egypt

• Gettting best practice from WE.

• Getting help from GHQ (method)

• Financial Manager

• Egypt• 31/6• TO BE STARTED

• 2• Sales area is big • Divide area• Studying market distribuition per

• regions

• Sales Manager

• Congo• 3/03/07• COMPLETE

• 3• Sales area is big • Hire more sales people• Hiring recruiting company• Sales Manager

• Congo• 30/04/07• IN PROGRESS

• 4• Sales area is big • Train new employees• Using standard• Sales Manager

• Congo• 4/05/07• DELAYED

• 5 • Logistic Company has no expertise• Change logistic company• Hiring company with local

• knowledge

• Procurement

• Manager South

• Africa

• 30/04/07• COMPLETE

• 6• Advesrtisement hasn't been

• effective

• Launch new campaing based on

• XYZ experience• Get hekp from CMO

• Marketing Manager

• South Africa• 4/05/07• DELAYED

• Attendees: Jonh, Mark, Alex, Claudia, Maria, Isabel, Ingo

• Distribution:• Jonh, Mark, Alex, Claudia, Maria, Isabel, Ingo, Hans, Karl, Marcelo

• TARGET: INCREASE MILLA

• MARKET SHARE IN AFRICA (%) • 24-Jan-07

• 20-Feb-07

• ACTION LOG• TARGET: INCREASE MILLA MARKET SHARE IN AFRICA (%) FROM 25 TO 30 UNTIL DECEMBER 31st 2007

Systematic FOLLOW-UP

ConsistentACTION PLANS

Deviation Treatments: Gap Analysis


Agenda


2. What is VPO ?



5. Results AB-Inbev



Safety Results AB-Inbev


Agenda


2. What is VPO ?



5. Results AB-Inbev



Q&A

voyager plant optimisation - prebes · pdf file• asia pacific * mexico to be added ......

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