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Siemens PepsiCo Bottling Plant 2013

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  • 1. Restricted © Siemens AG 2013 All rights reserved. siemens.com/answersIntroduction to BottlingPreview to PepsiCo VisitMel Ramos – Siemens MES
  • 2. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 2 Mel Ramos / MESMeeting Goal• Summary Manufacture Process• Sample Bottling Plant ProcessFlows & Summary on PepsiCo• Key Vendors• How is Plant PerformanceMeasured in the Industry?• My role as an engineer?• Any key lesson?• Did YOU learn something?
  • 3. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 3 Mel Ramos / MESUCF Engineering Club – Pre-visit Readiness forPepsiCo Site Visit
  • 4. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 4 Mel Ramos / MES Manufacturing is just one processin the C-level processes chain Overall Supply Chain visibility isthe main goal of ERP systems Manufacturing in ERP is notgranular The Plant is a part of the SupplyChain, but is mainly seen from theERP as a black box Manufacturing Plant is corefunction of the company withcentral task to produce with rightquality and low costsManufacturing in ERP & Plant Vision
  • 5. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 5 Mel Ramos / MESKey Soft Drink Process at Summary LevelPackaging andComponentCleaning tanksRoom MixerIntermediateFillingTank farmBoilersCompressorsChillersUtilitiesWater TreatmentWaterCansGlassesKegsContainer PreparationCleaner InspectPreformCleaner InspectIniection BlowingDelivery WarehouseContainersPallettizingCleaning (CIP)PackagingMaterialsIncoming warehousePackagingBottles & PacksMixing and FillingWarehousePickingCorrection
  • 6. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 6 Mel Ramos / MESROLESROLESSystem Automation & ControlBATCH PROCESSMFGERP=SAPCorp MgmtShop Floor ControlProduction MgmtProcess Engineer• Manage recipes & advanced processinstructionsProduction Supervisor• Create & manage batch status• Log non-conformancesDispensing / Prod Operator• Pre-weigh designated ingredients• Process batch operationsOperator• Work Orders• Record transactions, qualityinfo, work completion, and time• View work instructions• Report production exceptionsLine Supervisor• Review & resolve exceptions• Monitor progressManufacturing in Bottling Sector
  • 7. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 7 Mel Ramos / MESBottling Line Review 101:Industry Terms & Sample Production Line for PepsiCo (PET/Water/Juice)• MES:• SCADA:• HMI:• PLC:• Shop Floor Control or• Process Control:
  • 8. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 8 Mel Ramos / MESHMI Example - CIP
  • 9. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 9 Mel Ramos / MESPLC - AutomationSiemens offers free Simulation Software for Students (Technomatix)
  • 10. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 10 Mel Ramos / MESPepsiCo Site TourPrimary + Secondary - 5 Line Plant – 3 Shifts – 100 employees at plant/30 operatorsBatch/Syrup Process• 14 tanks (Primary)Secondary Process• 1 Can LineGPI/Riverwood Pack• 2 PET Lines1 small (16oz/20oz)1 large (1.5/2lt)• 1 Jugline• 1 BIB• KHS and Sidel
  • 11. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 11 Mel Ramos / MESPepsiCo Site TourPrimary + Secondary - 5 Line Plant – 3 Shifts – 100 employees at plant/30 operators• 1 Can Line – 40k cans x day• 2 PET Lines – 25k bottles x day• 1 Jugline – 8k Lipton Iced Tea Jugs x day• 1 BIB – 5k boxes x day
  • 12. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 12 Mel Ramos / MESKey vendors and OEM’s in bottling industry
  • 13. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 13 Mel Ramos / MESIn an ideal PepsiCo plant, a fully efficient production line... runs 100% of the production time (100% Availability) at the maximum speed (100% Performance) without generating defective products (100% Quality)M E R G I N G E X P E R I E N C E , S O F T W A R E , & I D E A S How close to ideal is my production plant? What is the economic impact of the inefficiency in my plant? What can I do to improve the efficiency of my plant? How can I reduce downtime? How can I reduce speed loss? How do I minimize waste? Which is the actual performance against my performance targets? How effectively is the organization using its assets?...let’s be realistic...In the Real World…
  • 14. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 14 Mel Ramos / MESOEE is an abbreviation for the manufacturing metric Overall Equipment Effectiveness.DTM is an abbreviation for Downtime Management.OEE takes into account the various sub components of themanufacturing process Availability Performance QualityDTM is responsible to collect and aggregate informationrelated to the machine/line status and downtime reasons.In OEE, after the various factors are taken into account theresult is expressed as a percentage. This percentage can beviewed as a snapshot of the current production efficiency fora machine, line or cell.OEE = Availability x Performance x QualityM E R G I N G E X P E R I E N C E , S O F T W A R E , & I D E A SHow a Bottling Plant is Measured?
  • 15. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 15 Mel Ramos / MESSix Big LossCategoryOEE LossCategoryEvent Examples CommentBreakdowns Down Time Loss Tooling Failures Unplanned Maintenance General Breakdowns Equipment FailureThere is flexibility on where to set the thresholdbetween a Breakdown (Down Time Loss) and aSmall Stop (Speed Loss).Setup and Adjustments Down Time Loss Setup/Changeover Material Shortages Operator Shortages Major Adjustments Warm-Up TimeThis loss is often addressed through setup timereduction programs.Small Stops Speed Loss Obstructed Product Flow Component Jams Misfeeds Sensor Blocked Delivery Blocked Cleaning/CheckingTypically only includes stops that are under fiveminutes and that do not require maintenancepersonnel.Reduced Speed Speed Loss Rough Running Under Nameplate Capacity Under Design Capacity Equipment Wear Operator InefficiencyAnything that keeps the process from running atits theoretical maximum speed (a.k.a. Ideal RunRate or Nameplate Capacity).Startup Rejects Quality Loss Scrap Rework In-Process Damage In-Process Expiration Incorrect AssemblyRejects during warm-up, startup or other earlyproduction. May be due to improper setup, warm-up period, etc.Production Rejects Quality Loss Scrap Rework In-Process Damage In-Process Expiration Incorrect AssemblyRejects during steady-state production.
  • 16. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 16 Mel Ramos / MESM E R G I N G E X P E R I E N C E , S O F T W A R E , & I D E A SKey Plant Algorithms
  • 17. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 17 Mel Ramos / MESRole for Engineers: Typical Process To PaperSyndromeProcessesHigh Level Input Multiple lines via diverse OEM’s Mix of automation Disconnect to Enterprise Systems Extensive manual and tedious data entry Processes and data is not contextualized tosimplify interpretation Heroic efforts to standardize & scale operations Heroic efforts to execute effective talent onboard Heroic efforts to drive continuous processimprovements Layers of added costs in every step You get the point…What is your role?
  • 18. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 18 Mel Ramos / MESRole for Engineers: Free Time for Supervisors andOperatorsProduction LineEnterpriseResourcePlanningTimeConsumingOperatorSupervisorProduction LineEnterpriseResourcePlanningMFGTimeSaverHelp inTroubleshootingTime SavedHelp inProcessImprovementsAuto Feed
  • 19. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 19 Mel Ramos / MESRole for Engineers: Avoidance of Most CommonErrorsProduction LineWork Instruction Out ofContext!Errors due to manual inputInput Not In ProcessPassive data collectionProduction Line✓Paper WorkInstructionsElectronic WorkInstructionsEWI associated to product lotNo Errors (automaticallychecked)InProcessActive data collection✓Right WorkInstructionWorkflow Waits forExecutionOperatorOperatorOperator loaded with extratasksFull Operator Support
  • 20. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 20 Mel Ramos / MES20Role for Engineers: Recommend a Change inAutomation
  • 21. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 21 Mel Ramos / MESKey Lessons to Differentiate for UCFData Contextualization is an Industry Driver• Tons of data in a PepsiCo Plant, Data Integration & Contextualization a MUST• But how do I Integrate and Contextualize?• Quality Data• Production Data• Maintenance Data• Inventory Data• Productivity & OEE KPIs• Energy• Automation Setpoints• ..• Need to Link data “Context” to get Intelligence• Need to tie in key data in order to contextualize from an IntegratedQuality perspective, Integrated Cost x Unit perspective…• Contextualized data allows Industry players (YOUR Employer) to scaleand integrate reporting , visibility (KPI’s), ..SIMATIC ITContext
  • 22. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 22 Mel Ramos / MESWhat is Data Contextualization and Why Should MyEmployer Care?Learn how to leverage the manufacturing data to contextualize KPIs for effectivereporting:KPI EngineISA-95 DataContextualizedKPIsEquipmentShift / OperatorProduct / Lot Can I prove that the product I am shipping is safe? What is actual yield against yield targets? Which pallets have been contaminated by this rawmaterial? How effectively is the production using its assets? Which HACCP Alerts have occurred during this shift? Why and where is my capacity idle or non-productive? Are resources being used efficiently for the productsactually produced? How much revenue was lost due to operationalinefficiencies?Order / BatchQuality Test/Plan
  • 23. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 23 Mel Ramos / MESCont’d: Learn to Master Complex Plant AutomationEvery PepsiCo site has similar process but differentAutomationOrlandoPlant 3Plant 4NYLearn to detect key players
  • 24. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 24 Mel Ramos / MESOn-board Process in a Manufacture WorldThe key to success is how you manage the people process•Learn to motivate people• Example: Young UCF grad telling a 20 year old veteran what to do•No value sitting in a desk•Motivating an Executive vs a Manager vs an Operator vs a Mtoengineer is vastly different --- learn the differencesSome customers will want you to focus on---Learn business, adapt, motivate changeImprove performanceMulti-system integrationEnergy linked to ManufacturingTraceability (Track & Trace)Line ManagerProcess Improvement…
  • 25. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 25 Mel Ramos / MESIf You Like What You Heard…Learn•Manufacturing Operations Process•Production Control System•Quality•Plant Performance•Plant automation•Industry OEM’s•Simulate (google search student download simulation Siemenstecnomatix)•Develop software skills (programming, DBMS, etc)•People skills
  • 26. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 26 Mel Ramos / MESM E R G I N G E X P E R I E N C E , S O F T W A R E , & I D E A SMES Software Engineer – 3 Open SpotsThis position involves designing,developing, configuring, testing, andinstalling software solutions formanufacturing.Technologies: JAVA or .NET or WebTechnologiesHyla Soft Inc. is an international ITfirm specializing in providing superiormanufacturing IT solutions toenterprises. Hyla Soft is involved intechnologies surrounding .NET,JAVA, Web Development, MobileApps, and etc. We are constantlyexploring new technologies andideas to be incorporated intomanufacturing environment. Our keyvalues represented by mergingKnowledge, and Technology, isexpressed in our motto: “Technologyin Motion: Merging Experience,Software, and Ideas”.POSITION’sInterested in a Position, ContactDavid Kaparis(630)-652-0045D.KAPARIS@HYLASOFTUSA.COMCOMPANY WWW.HYLASOFT.COM
  • 27. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 27 Mel Ramos / MESM E R G I N G E X P E R I E N C E , S O F T W A R E , & I D E A SOnly 1 person applied forscholarship.MONEYUCF Scholarship Money – Supply Chain Interest
  • 28. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 28 Mel Ramos / MESConclusionIn your visit:1. Did you learn something?2. Go to youtube and find videos on a process manufacture, keyOEM’s … it can be your next ticket to Europe in an interviewprocess3. See if you can tell what process you are in at a summary levelduring your site tour and review it with PepsiCo4. Look for clues in how the plant measures and performs5. Leverage tours to differentiate in your future interviews6. Learn to question a process and propose process improvement;employers want analytical thinkers
  • 29. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 29 Mel Ramos / MESBottling Overview
  • 30. 2013-02-20Restricted © Siemens AG 2013 All rights reserved.Page 30 Mel Ramos / MESCareer & Industry GrowthMel RamosSIMATIC IT Senior Account ManagerPLM / NA Zone / MES32828 OrlandoPhone: +1 (407) 380 7834E-mail: mel.ramos@siemens.comsiemens.com/answers