Viamo Line Efficiency

LAN
Belt: Fabio Kapitanovas
Sponsor: Marcio Froes
Coach: Gustavo Furtado
Date: 31/01/2013

Line Efficiency Viamo

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Viamo (1998)
Packaging Lines:
Line 501

(600 ml)

63.000 btls/h

Line 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

Capacity:

Line 512
(Can 473):

(Can 350): 120.000 cans/h

90.000 cans/h

Line 521

(Keg):

80 kegs/h

Line 561

(Pet 600):
(Pet 2L):
(Pet 3,3):

24.400 btls/h
24.000 btls/h
10.000 btls/h

Cost :

10 MM hL/year

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

623

ZBB : 16 MM per year

VIC : 240 MM per year

Background
Viamo was one of LANs most critical plants in 2011, loosing more than
US$ 8 MM in VILC.
VOB Unplanned VLC

VOB Consumption Efficiency

VOC Service Level

Project Charter

Learnings from other Belts

Learning from previous Belts helped increase LEF by 5%.

Learning: Conveyors
Preventive Maintenance

Learning: V-graph

Project Overview
DEFINE
1 CTQs

MEASU ANALYZ
RE
E
4 Gage R&R

IMPROVE
7 Output
s

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3 KPIs

9 LEF

6 FMEA

CONTROL

5 Stat Tools
2 SIPO
C

CTQC Tree

People Process

Management
System

LEF

Maintenance
Process

Line Scheduling

Packaging
Process

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People and Management

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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

Engagement

Dream to
compromise

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Packaging Engagement

Communication Project

VPO Adherence

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VPO certification helped to organize routines at Packaging.

Turnover < 1 Year

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Action Plan based on recruiting profile helped us reduce new hires

turnover by 50%.

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Absenteeism and Turnover

Concentrated knowledge by changing working range, with an impact

of 3,2% in LEF
501 Blue Colars Working Range

502 Blue Colars Working Range

CTQC Tree

People Process

Management
System

LEF

Maintenance
Process

Line Scheduling

Packaging
Process

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Maintenance Process

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Maintenance KPIs

Preventive Maintenance
Route Inspections
Autonomous Maintenance
Backlog

Maintenance Pillar

Autonomous Maintenance
Medium-Long Term
Planning
Work Order System

Maintenance Process

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CTQC Tree

People Process

Management
System

LEF

Maintenance
Process

Line Scheduling

Packaging
Process

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Line Scheduling

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We solved plant chronic problems and identified opportunities through

mix analisys
511 Package Impact Analysis

561 Package Impact Analysis

512 Package Impact Analysis

501 set ups impact analysis

CTQC Tree

People Process

Management
System

LEF

Maintenance
Process

Line Scheduling

Packaging
Process

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Packaging Process

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LEF CS Tracking

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Other Results

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RESULTS

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)

LEF CS Tracking

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Bringing it all together

LEF Regression Equation

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Summary

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13% LEF Increase in 7 months + US$ 3,7 MM in 2012

Backup

Conclusion
Main Take-Aways
Maintenance KPIs x LEF
Preventive Maintenance

V-graph

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Other Outcomes

LEF Dashboard

Qualify operational turnover

VPO Checklist Review

Process KPIs
VPOat Packaging, per
line

LEF Dashboard

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V-graph Modeling and Simulation

Real
Real
configurati
configurati
on of Line
on of 501
Line
501

On time
On
time
indicators
indicators