This document provides a summary of Lalit Kumar Sharma's project report on de-bottling operations at Hindustan Coca-Cola Beverages Pvt Ltd (HCCBPL). The report examines the production processes at HCCBPL with the objective of identifying bottlenecks. Data on the capacities and cycle times of each process was collected and scheduling was done to analyze where problems may occur if all lines are running at full capacity. The conclusion found that simple syrup production in the new syrup room could be a concern if all lines run at 100% capacity, as there may not be enough simple syrup available. Recommendations to address this include installing new equipment, transferring syrup between rooms, having a flexible production plan,

1. De-Bottling of Manufacturing Operations
SIP project report submitted in partial fulfilment of the requirements for the
PGDM Programme
By: Lalit Kumar Sharma
2011103
Supervisors: 1. Mr. Sachin Kumar
2. Prof. R. Phatate
Institute of Management Technology, Nagpur
2011-13

2. ACKNOWLEDGEMENT
As I sit down to write my project report, I realize that my time in ―Hindustan Coca-
Cola Beverages Pvt. Ltd.‖ as an Intern has come to an end. My project could not have been
done without the help of a lot of other people. Without them this experience abroad would
definitely not have been as special and gratifying as it was. So, it is my pleasure to have the
opportunity to express my thanks to those who have ever helped me. I express my gratitude
towards ―Hindustan Coca-Cola Beverages Pvt. Ltd.‖ for giving me the opportunity to work
in the esteemed organisation. The Summer Internship Program (SIP) undertaken by me at
HCCBPL, Dasna was an extremely rewarding experience for me in terms of learning and
industry exposure.
I am grateful to the Management who took out valuable time to answer my queries
and gave me full information about the company’s details. It has been excellent opportunity
for me and I have learned a lot from you all.
Especially, I want to express my deep sense of gratitude towards my project
supervisors - Mr. Sachin Kumar and Prof R. Phatate for their invaluable guidance and
timely suggestions which helped me overcome obstacles from time to time.
I would also like to thank my family for their ever willingness to help and guide to
complete my project successfully. For those of you whose names I did not mention here, I
offer my apologies but know that those that have made this experience so special will never
been forgotten.
Thanks again to everybody for having been there for me and making my ―Internship‖
so memorable and pleasurable.
Lalit Kumar Sharma

3. TABLE OF CONTENTS
Page Number
Executive Summary ……………… 4
Introduction ……………… 5
Brief Insight: beverage industry in India ……………… 6
Beverage industry in India: brief insight ……………… 8
Mission of Coca-Cola ……………… 10
Vision 2020 ……………… 11
Coca-Cola Structure ……………… 12
Product portfolio ……………… 13
Objectives of the study ……………… 14
HCCBPL ……………… 14
Ten commandants of TPM ……………… 15
Concepts used in project ……………… 17
Methodology Followed …………….... 20
Data Collected ……………… 21
Scheduling ……………… 36
Conclusion ……………… 38
Limitations ……………… 38
Recommendations ……………… 39
Bibliography ……………… 40

4. EXECUTIVE SUMMARY
Gone are the days when people were very unsure about the future and hardly cared
about it in terms of technological developments. But the situation has changed now. Now-a-
days, people often feel a growing uneasiness about the future.
The main objective of this study lies in understanding the whole process of soft drink
manufacturing from the first step itself and to analyse all the process as a part of operational
excellence project which will help in improving the overall efficiency of the plant and benefit
the organisation. The methodology used to do this project was to collect data regarding the
Capacities and cycle time of the processes and by scheduling them to find out the problem
area and provide a remedy for that. All the findings, data and the scheduling can be found
inside the report. Result of the study shows that if all the lines will be running in full swing
and proper planning is not done then the simple syrup which will be needed to prepare the
raw syrup might be short.
The report provides the conclusion that simple syrup of the new syrup room is the
main concern area as far as efficiency of the plant is concerned. When all the lines run on
100% SLE then there is the shortage of simple syrup. This area requires further investigation
and remedial action by the management.
Recommendations discussed in the report include:
 Installing either batch system or miteco system in the new syrup room.
 Transfer simple syrup from old syrup room to new syrup room.
 Flexible production plan.
 Inventory (sugar) should be available before-hand.
 One more storage tank in the old syrup room.
The report also investigates the fact that the study conducted has limitations. Some of
the limitations are like: all the lines are running on 100% SLE; there is no breakdown (like
motor winding burn, etc.); we have proper man-power; etc.

5. INTRODUCTION
Coca-Cola, the product that has given the world its best-known taste was born in
Atlanta, Georgia on May 8, 1886. Coca-Cola Company is the world’s leading manufacturer,
marketer and distributor of non-alcoholic beverage concentrates and syrups, used to produce
nearly 400 beverage brands. It sells beverage concentrates and syrup to bottling and canning
operators, distributors, fountain retailers and fountain wholesalers.
Coca-Cola was first introduced by John Syth Pemberton, a pharmacist in the year
1886 in Atlanta, Georgia when he concocted caramel-coloured syrup in a three-legged brass
kettle in his backyard, he first ―distributed‖ the product by carrying it in a jug down the street
to Jacob’s Pharmacy and customer bought the drink for five cents at the soda fountain.
Carbonated water was teamed with the new syrup, whether by accident or otherwise,
producing a drink that was proclaimed ―delicious and refreshing‖, a theme that continues to
echo today wherever Coca-Cola is enjoyed. Coca-Cola originated as a soda fountain beverage
in 1886 selling for five cents a glass.
Early growth was impressive, but it was only when a strong bottling system
developed that Coca-Cola became the world-famous brand it is today. Coca-Cola was the
leading soft drink brand in India until 1977, when it left rather than revealing its formula to
the Government and reduces its gravity stake as required under the foreign companies in
India. In the new liberalized and deregulated environment in 1993, Coca-Cola made its re-
entry into India through its 100% owned subsidiary, HCCBPL, the Indian bottling arm of the
Coca-Cola Company.
The company aims at increasing shareowner value over time. It accomplishes this by
working its business partners to deliver satisfaction and value to consumer through a
worldwide system of superior brands and services, thus increasing brand equity on a global
basis. The associates of this company jointly take responsibility to ensure compliance with
the framework of policies and protect the company’s assets and resources whilst limiting
business risks.

6. A BRIEF INSIGHT – THE FMCG INDUSTRY IN INDIA
Fast Moving Consumer Goods (FMCG), also known as Consumer Packaged Goods
(CPG) as products that have a quick turnover and relatively low cost. Consumer generally put
less thought into the purchase of FMCG than they do for other products.
The Indian FMCG industry witnessed significant changes through the 1990s. Many
players had been facing severe problems on account of increased competition from small and
regional players and from slow growth across its various product categories. As a result, most
of the companies were forces to revamp their manufacturing operations accordingly to
escalate their products in the competitive market.
By the turn of the 20th
century, the face of the Indian FMCG had changed
significantly. With the liberalization and growth of the Indian economy, the Indian customer
witnessed an increasing exposure to new domestic and foreign products through different
media, such as television and the internet. Apart from this, social changes such as increase in
the number of nuclear families and the growing number of working couples resulting in
increased spending power also contributed to the increase in the Indian consumer’s personal
consumption. The realization of the customer’s growing awareness and the need to meet
changing requirements and preferences on account of changing lifestyles required the FMCG
producing companies to formulate customer-centric strategies. These companies had a
positive impact, leading to the rapid growth in the FMCG industry.
Though the absolute profit made on FMCG products is relatively small, they
generally sell in large numbers and so the cumulative profit on such products can be large,
unlike some industries, such as automobiles, computers, and airlines, FMCG does not suffer
from mass layoffs every time economy starts to dip. A person may put off buying a car but he
will not put off having his dinner.

7. FMCG sector consists of the following categories:
 Personal Care – Oral care, Hair care, Cosmetics and Toiletries, Deodorants
and Perfumes, Paper products and Shoe care; the major players being: HUL,
Colgate, P&G, Dabur and Marico.
 Household care – Fabric wash (Laundry soaps and synthetic detergents),
Household cleaners (Dish/Utensil/Floor/Toilet cleaners), Air fresheners,
Insecticides and Mosquito repellents, Metal polish and Furniture Polish.
 Brand and Packaged foods and beverages – Health beverages, Soft Drinks,
Staples/Cereals, Bakery products (Biscuits, Breads, Cakes), Snack foods,
Chocolates, Ice-creams, Tea, Coffee, Processed fruits, Branded flour, Branded
sugar, juices and etc; the major players being: Nestle, Coca-Cola, Cadbury,
Pepsi and Dabur.
 Spirits and Tobacco – The major players being: ITC, Godfrey, Philips and
UB.

8. BEVERAGE INDUSTRY IN INDIA: A BRIEF INSIGHT
In India, beverages form an important part of the lives of people. It is an industry, in
which players constantly innovate in order to come up with better products to gain more
consumers and satisfy the existing consumers.
The beverage industry is vast and there are various ways of segmenting it, so as to
cater the right product to the right person, the different ways of segmenting it are as follows:
 Alcoholic, non-alcoholic and sports beverages
 Natural and Synthetic beverages
 In home consumption and out of home on premises consumption
 Age wise segmentation i.e. beverages for kids, for adults and for senior citizens
 Segmentation based on the amount of consumption i.e. high levels of consumption
and low levels of consumption.

9. Key success factors of the soft drink industry
Key factors for competitive success within the soft drink industry branch from the
trends of the macro environment. Primarily, constant product innovation is imperative. A
company must be able to recognize consumer wants and needs, while maintaining the ability
to adjust with the changing market. They must keep up with the changing trends.
Another key factor is the size of the organization, especially in terms of market share.
Large distributors have the ability to negotiate with stadiums, universities and school
systems, making then the exclusive suppliers for a specific period of time. Additionally, they
have the ability to commit to mass purchases that significantly lower their costs. They must
implement effective distribution channels to remain competitive. Taste of the product is also
a key factor for success.
Furthermore, established brand loyalty is a large aspect of the soft drink industry.
Many consumers of carbonated beverage are extremely dedicated to a particular product, and
rarely purchase other varieties. This stresses the importance of developing and maintaining a
superior brand image.
Price however is also a key factor because consumer without a strong brand
preference will select the product with the most competitive price. Finally, global expansion
is a vital factor in the success of a company within the soft drink industry. The United States
has reached relative market saturation, requiring movement into the global industry to
maintain growth.
Variant Available
Soft drinks are available in glass bottles, aluminium cans and PET bottles for home
consumption. Fountains also dispense them in disposable containers. Non-alcoholic soft
drinks beverage market can be divided into carbonated and non-carbonated drinks. Cola,
Lemon and Oranges are carbonated drinks while mango drinks come under non-carbonated
category. The market can also be segmented on the basis of types of products in the cola
products and non-cola products. Cola products accounts for nearly 61-62% of the total soft
drinks market. The brands that fall in this category are Coca-Cola, Pepsi, Thumps UP, Diet

10. Coke, etc and non-carbonated segment which constitutes 36% can be divided into four
categories based on the types of flavours available namely: Oranges, Cloudy Lime, Clear
Lime and Mango. Robust time ahead for soft drinks is expected to see robust volume growth
over the forecast period. This will occur despite a total volume and constant value decline for
carbonates. Growth will be led by bottles water and, from a smaller base and with slower
growth, fruit juice. Health and convenience are predicted to be the two most important factors
affecting buying behaviour, as carbonates and concentrates play second fiddle to healthier
bottles water and fruit juice.
MISSION OF COCA-COLA
Create consumer products services and communications customer’s service and
bottling system strategy process and tools in order to create competitive advantage and
deliver superior value to consumer as a superior beverage experience.
 Consumer as an opportunity to grow profit through the use of finished drinks.
 Bottlers as an opportunity to make reasonable to grow profits and value added.
 Suppliers as an opportunity to make reasonable when creating real value
added in environment of system wide network, flexible business system and
continuous improvement.
 Indian society in form of contribution to economic and social development.
VISION OF COCA-COLA
Vision for sustainable growth
 PROFIT: Maximum return to shareowner while being mindful of our overall
responsibilities.
 PEOPLE: Being a great place to work where people are inspired to be the
best they can be.
 PORTFOLIO: Bringing to the world a portfolio of beverage brands that
anticipate and satisfy people’s desire and needs.
 PARTNERS: Nurturing a winning network of partners and building mutual
loyalty.
 PLANET: Being a responsible global citizen that makes a difference.

11. VISION 2020
The world is changing all around us. To ensure our business will continue to thrive
over the next 10 years and beyond, we are looking ahead to understand the trends and forces
that will shape our industry in the future. Our 2020 vision creates a long-term destination for
our business. It provides us with business goals that outline what we need to accomplish with
our global bottling partners in order to continue winning in the marketplace and achieving
sustainable quality growth. For each goal, we have a set of guiding principles and strategies
for winning throughout the entire Coca-Cola system.
VALUE
Cola-Cola is guided by shared values that both the employees as individuals and the
company will live by; the values being:
 LEADERSHIP: The courage to shape a better future.
 PASSION: Committed in heart and mind.
 INTEGRITY: Be real.
 ACCOUNTABILITY: If it is to be, it’s up to me.
 COLLABORATION: Leverage collection genius.
 INNOVATION: Seek, imagine, create and delight.
 QUALITY: What we do, we do well.

12. COCA-COLA STRUCTURE
Coca-Cola is a world class company in ―low margin, high volume‖ business which
means sales of high volume for the product in order to be profitable and complete in the
global market.
 Company Owned Bottling Operation (COBO)
 Franchisee Owned Bottling Operation (FOBO)
COBO: -
COBO stands for company owned bottling operations and HCCBPL is a COBO;
COBO has been of Coke Company’s biggest strategy, which has proved to be winner. A
bottling operation is a capital intensive business, particularly so the returnable bottle market
like in India and the investment is the forth level.
FOBO: -
FOBO stands for franchise owned bottling operation; the company supplies its soft
drink concentrated to its franchises (bottle syrup). Coca-Cola has taken a more capital –
intensive route of the owning and running its own plants alongside those of its franchises.
Coca-Cola pumped in money to upgrade plants of franchises, which were weaker did
not have financial worth were given massive support in form of interest free loans to upgrade
their operations.

13. PRODUCT PORTFOLIO

14. OBJECTIVE OF THE STUDY
The objective of this project was to understand the whole processes which are
involved for the manufacturing of Soft Drinks, also to analyse each process from the
prospective of cycle time and capacity of each process and to prepare scheduling to find out
the bottle neck in the process if any, and provide an appropriate remedy for this bottle neck.
HINDUSTAN COCA-COLA BEVERAGES LIMITED (HCCBPL)
Coca-Cola re-entered the Indian market on 26th
October 1993 after a gap of 16 years
launching in Agra. An agreement with the Parle Group gave the Company instant ownership
of the top soft drink brands of the nation. With access to 53 of Parle’s plants and a well set
bottling network, an excellent base for rapid introduction of the Company’s International
brands was formed. The Coca-Cola Company acquired soft drink brands like Thums Up,
Limca, and Maaza which were floated by Parle, as these products had achieved a strong
consumer base and formed a strong brand image in Indian market during the re-entry of
Coca-Cola in 1993. Thus these products became a part of range of products of the Coca-Cola
Company.
In India, the Coca-Cola system comprises of a wholly owned subsidiary of The Coca-
Cola Company namely Coca-Cola India Pvt. Ltd which manufactures and sells concentrate
and beverage bases and powdered beverage mixes, a Company-owned bottling entity,
namely, Hindustan Coca-Cola Beverages Pvt. Ltd.
In the new liberalized and deregulated environment in 1993, Coca-Cola made its re-
entry into India through its 100% owned subsidiary HCCBPL, the Indian bottling arm of the
Coca-Cola Company. However, this was based on numerous commitments and stipulations
which the Company agreed to implement in due course. One such major commitment was
that the Hindustan Coca-Cola holdings would divest 49% of its shareholding in favour of
resident shareholders by June 2002.

15. 10 COMMANDANTS OF TPM FOLLOWED BY HCCBPL
1. One Aim: - TPM (Total Productive Maintenance)
2. Two Basic Pillars: -
Asset Care People Care
3. Three level of ownership: -
Operator level Executive level Manager level
4. Four key benefits: -
Zero breakdowns Zero accidents Zero defects
Zero losses
5. 5S @workplace: -
Sort Set in order Shine
Standardize Sustain
6. Six big loss elimination: -
Breakdown and failure Setup and adjustments
Minor stop and idling Speed losses
Quality defects and re-works Yield start-up and losses
7. Seven basic steps of BEC (Basic Equipment Care): -
Workplace organisation Detailed line cleaning
Addressing contamination sources Establishing work standards
How to inspect Operator training
Sustaining through measurement

16. 8. Eight pillars of TPM: -
Autonomous maintenance Focussed maintenance
Planned maintenance Quality maintenance
Development maintenance Training
Office TPM Safety
Health Environment
9. Nine types of abnormalities: -
Minor flaws Basic condition not fulfilled
Inaccessible places Sources of contamination
Sources of quality defects Unnecessary items
Unsafe places Unsafe practices
Untrained personnel
10. Ten continuous improvements: -
Problems create opportunities
Ask why until you get solution
Think of solutions that make it possible
Seek ideas from everyone
Challenge the current practice and innovate new
Think out of box
Do the first thing right
Correct mistakes immediately
Use your expertise, not your cash
Continuous improvement is endless

17. FEW CONCEPTS USED IN THE PROJECT
1. Operational Excellence: - Operational Excellence is a philosophy of leadership,
teamwork and problem solving resulting in continuous improvement throughout the
organization by focusing on the needs of the customer, empowering employees, and
optimizing existing activities in the process. The continuous improvement is not only
about improving HR quality, but also it is about the processes and standards
improvement. You cannot improve if you do not measure. Metrics and KPI (Key
performance indicator) definition for any process is of pivotal importance. Once a
metric value can be calculated, from the data coming directly from the process crucial
measurement points, it should be logged. Then continuous improvement means
continuously improving on existing metrics and KPIs values. OE'S main objective is
to reduce operation cost and wastes, without affecting quality, time delivery and cost
of products and services one has to offer.
2. Capacity: - Capacity is the ability to hold a fluid, very similar to volume. In decision
theory, a capacity is a subjective measure of likelihood of an event, similar to
a membership function in fuzzy logic.
3. Cycle Time: - Cycle Time is the total elapsed time to move a unit of work from the
beginning to the end of a physical process. Cycle time includes process time, during
which a unit is acted upon to bring it closer to an output, and delay time, during which
a unit of work is spent waiting to take the next action.
4. Efficiency: - Efficiency in general describes the extent to which time or effort is well
used for the intended task or purpose. It is often used with the specific purpose of
relaying the capability of a specific application of effort to produce a specific outcome
effectively with a minimum amount or quantity of waste, expense, or unnecessary
effort. "Efficiency" has widely varying meanings in different disciplines. In general,
efficiency is a measurable concept, quantitatively determined by the ratio of output to
input.

18. 5. Process Flow Diagram: - A process flow diagram (PFD) is a diagram commonly
used in engineering to indicate the general flow of plant processes and equipment.
The PFD displays the relationship between major equipment of a plant facility and
does not show minor details such as piping details and designations. Another
commonly-used term for a PFD is a flow sheet. Typically, process flow diagrams of a
single unit process will include the following:
 Process piping
 Major equipment names
 Flow directions
 Interconnection with other systems
6. Scheduling: - Scheduling is an important tool for manufacturing and engineering,
where it can have a major impact on the productivity of a process. In manufacturing,
the purpose of scheduling is to minimize the production time and costs, by telling a
production facility when to make, with which staff, and on which equipment.
Production scheduling aims to maximize the efficiency of the operation and reduce
costs. Companies use backward and forward scheduling to allocate plant and
machinery resources, plan human resources, plan production processes and purchase
materials. The benefits of production scheduling include:
 Process change-over reduction
 Inventory reduction, levelling
 Reduced scheduling effort
 Increased production efficiency
 Labour load levelling
 Real time information
7. Frequency: - Frequency is the number of occurrences of a repeating event per
unit time. It is also referred to as temporal frequency. The period is the duration of
one cycle in a repeating event, so the period is the reciprocal of the frequency. For
example, if a newborn baby's heart beats at a frequency of 120 times a minute, its
period (the interval between beats) is half a second.

19. 8. Breakdown: - It is the act of disrupting an established order so it fails to continue.
Equipment breakdown attributable to some defect in a circuit (loose connection or
insulation failure or short circuit etc.); "it took much longer to find the fault than to fix
it".
9. Planning: - Planning in organizations and public policy is both the organizational
process of creating and maintaining a plan; and the psychological process of
thinking about the activities required to create a desired goal on some scale. As such,
it is a fundamental property of intelligent behaviour. This thought process is essential
to the creation and refinement of a plan, or integration of it with other plans, that is, it
combines forecasting of developments with the preparation of scenarios of how to
react to them. An important, albeit often ignored aspect of planning, is the relationship
it holds with forecasting. Forecasting can be described as predicting what the future
will look like, whereas planning predicts what the future should look like.
10. Bottle neck: - A bottleneck is a phenomenon where the performance or capacity of an
entire system is limited by a single or limited number of components or resources.
The term bottleneck is taken from the 'assets are water' metaphor. As water is poured
out of a bottle, the rate of outflow is limited by the width of the conduit exit—that is,
bottleneck. By increasing the width of the bottleneck one can increase the rate at
which the water flows out of the neck at different frequencies. Such limiting
components of a system are sometimes referred to as bottleneck points.
A bottleneck in project management is one process in a chain of processes, such that
its limited capacity reduces the capacity of the whole chain.

20. METHODOLOGY FOLLOWED
The methodology followed for the study of this project was pretty simple and in this
one step is followed by the other. Firstly, we analyse the whole process of the manufacturing
and prepare a process flow diagram of the whole operation. After we got to understand the
whole process, we took a note of how many lines are in the plant and from where they get the
raw ready syrup, CO2 and water.
After getting all the details regarding how many lines are in the plant and how they
are supplied, we first check the steps involving in the simple syrup preparation starting from
the sugar dumping and calculated how much time each step takes, also calculated the cycle
time of simple syrup making and capacity of producing simple syrup and also the storage
capacity for simple syrup. We also collected the data regarding the CIP frequency of the
melting tank, filters used for making simple syrup.
Now we collect the information regarding ready syrup for both new syrup room and
also for old syrup room. We calculate the cycle time of ready syrup making and check how
the ready syrup is transferred to the lines and storage capacity for ready syrup, CIP frequency
and time taken to do the tank CIP. Also how the ready syrup tanks are connected to the lines
and how many tanks are assigned to the different lines and how.
Now, we calculate how much beverage a line produce in a shift and accordingly in a
day depending on the speed of particular line. This will provide help to calculate how much
ready syrup/simple syrup a particular line needs in a shift depending on which flavour we are
producing.
After getting all the information, we did the calculation on excel sheet to calculate the
ready syrup/simple syrup requirement by all the lines per shift when lines are running on
100% SLE which will help us in scheduling the process help in providing us the proper
picture of the plant and help us to find out where is the problem/bottle neck in the process and
we can provide appropriate remedy for that.

21. DATA COLLECTED
Following are the main operations involving for the manufacturing of the Carbonated Soft
Drink:
1. Simple Syrup Making
2. Raw Syrup Making
3. Filling
Simple syrup making process is done by dumping the sugar in the taking and mixing
it with water at high temperature so as to get the simple syrup which will be used to make the
Reade syrup by mixing the simple syrup with the concentrate in the particular ratio standard
for the particular flavour. Now this ready syrup will be transferred to the lines so as to fill the
beverage in the bottles.
SIMPLE SYRUP
MAKING
READY SYRUP
MAKING
FILLING

22. Process diagram of the plant:
There are total of 9 lines in the plant, out of which 5 lines are CSD lines and 3 lines
are juice lines and 1 water line. Out of the five CSD lines; two are RGB and three are PET
lines. Out of three juice lines, one is RGB; one is tetra-pack and one hot-fill line.
There are two syrup rooms: old syrup room and new syrup room. Old syrup room
feeds four lines and new syrup room also feeds four lines.
WTP (Water Treatment Plant) provides treated water to all the lines.

23. Scheduling of simple syrup preparation:
This is the scheduling for the simple syrup preparation using Batch system. Total time
taken for one batch is around five hours. After every batch, the tank and filter is flushed with
water for around 5-10 minutes so as to remove any sugar left in the tank and the filter. After
flushing, we start filling the water in the melting tank till the level we require depending on
the sugar we will be dumping in the tank. And then water is heated using steam till 85o
C
after which sugar dumping starts which takes around 1 hour. After the syrup reaches 85o
C
temperature, carbon is added and the syrup filtration process starts. After filtration, the syrup
is transferred to the syrup storage tank directly from where it is being used in order to prepare
the ready syrup.

24. Old Syrup Room
Old syrup room is connected to PET-1, PET-2, RGB-1 and RGB-2, all are CSD lines.
It has miteco system and batch system for producing simple syrup. Miteco system produces
5KL of simple syrup per hour. In old syrup room, there is only one simple syrup storage tank
(SS tank) which is connected to all the thirteen tanks so as to transfer the raw syrup/simple
syrup to them to produce ready syrup. Tank 1 and tank 13 are idle and they can be used to
supply any of the line or we can assume them to supply RGB-3 when it will be used to
produce CSD. Tank 2 and tank 3 are used to supply ready syrup to PET-2, tank 4, 5 and 6 are
used to supply PET-1. Similarly, tank 7, 8 and 6 supplies to RGB-2 and tank 10, 11 and 12
connected to RGB-1.

25. New Syrup Room
New syrup room is connected to 1 CSD line and 3 juice lines. New syrup room has miteco
system for simple syrup preparation having flow rate of 5KL per hour and there are three
simple syrup storage tanks. The block diagram above shows how the lines are connected to
the new syrup room. Sometimes, new syrup room take the simple syrup from the old syrup
room when it is not sufficient to produce the appropriate amount of simple syrup.

26. PROCESS FLOW DIAGRAM OF RGB LINES
Initially the bottles are gathered from the market and put into the dockyard from
where the crates are put on the conveyor belt depending. These bottles go through the
uncaser machine whose main function is to remove the bottles from the crate and put them
onto the conveyor belt.
These bottles are being washed inside the bottle washer and after this the bottles
passed through the manual inspection where bottles which are either damage (like cracks,
brakes, bruises etc) or the bottle is not properly washed (like cigarette butts, Gutka pouches
etc) are being taken off from the conveyor belt.
The bottles went through a machine known as EBI (Electronic Bottle Inspection)
which uses Cameras, Photocells and Computer Programmed devices and this machine inspect
bottles for objects as thin as hair and this machine put the bottles which have been rejected by
the machine to the rejection belt and others move forward to the Filler to fill the beverage

27. into the bottles and crown them. After this the caser put bottles back into the crate and
palletizer put those crates onto the pallet which is then sends to the warehouse.
PROCESS FLOW DIAGRAM OF PETs/KRONES LINE
The filling process PET is same as to the RGB bottle but in PET, firstly pre-form is heated
upto the temperature of 98o
C and after which the air is blown into the mould so as to transfer
pre-form in the shape of the bottle. Now the bottles travelled to the rinser through the air
conveyor. Rinsers wash the bottles and transfer to the filler where the beverage is filled inside
the bottles and send to the warehouse after the above mentioned steps.

28. PROCESS FLOW DIAGRAM OF HOT-FILL
Hot-Fill process is almost same process as PET process. The only difference between these
two line is that this line is basically juice line and here the juice beverage is firstly pasteurized
i.e. the beverage is heated at about 98o
C so that if there is any bacteria present in the
beverage will get killed.

29. Lines Speed: -
LINE Pack Size SPEED Cases /Hr
RGB 1
200 ML 600 BPM 1500
300 ML 600 BPM 1500
330 ML 600 BPM 1500
RGB 2
200 ML 600 BPM 1500
300 ML 600 BPM 1500
330 ML 600 BPM 1500
RGB 3
200 ML 600 BPM 1500
300 ML 600 BPM 1500
RGB JUICE LINE
200 ML 500 BPM 1250
250 ML 500 BPM 1250
SASIB
1250 ML 150 BPM 750
1500 ML 150 BPM 750
2000 ML 115 BPM 766.67
2250 ML 115 BPM 766.67
KHS
350 ML 230 BPM 575
400 ML 230 BPM 575
500 ML 230 BPM 575-(500 for Dko)
600 ML 230 BPM 575
WATER
500 ML 100 BPM 250
1000 ML 100 BPM 500
2000 ML 50 BPM 333.33
TETRA 200 ML 125 BPM 277.77

30. HF
250 ML 465 BPM 932
400 ML 430 BPM 1075
600 ML 430 BPM 1075
1000 ML 360 BPM 1800
1200 ML 343 BPM 1715
KRONES
600 ML 600 BPM 1500
1250 ML 380 1900
2000 ML 280 1868.67
Production Capacity of the lines: -

32. CIP stands for Clean in Place and its frequency is one week for the tank CIP i.e. it is
mandatory to do the cleaning of the tank once in a week. Also, if there is Thums Up flavour
in the tank and we need to change the flavour to Limca, then also CIP should be done.

33. Conversion of 1 unit of beverage to ready syrup
Flavour Conc. unit
multiple
Final syrup
expiry
Kgs of
sugar
Lts of final
syrup
Dilution
ratio
Lts of
beverage
Flavour 1 8 60 203.2 300.00 6.4 1920.00
Flavour 2 6 60 247.8 436.71 5.5 2401.91
Flavour 3 5 48 259.4 436.75 5.5 2402.13
Flavour 4 5 48 262.6 370.77 5.4 2002.16
Flavour 5 5 48 241.8 370.77 5.4 2002.16
The above table tells about how much litres of beverage is produced in 1 unit, also
how much sugar is required for 1 unit beverage and litres of final syrup/ready syrup required
for 1 unit of beverage. Dilution ratio tells how much water is added with one part of final
syrup. Dilution ratio 6.4 means that 5.4 part of water is added in 1 part of final syrup.
Syrup requirements per shift
Line Brand SKU
Beverage (KL) Ready Syrup (KL) Raw Syrup (KL)
100%
SLE
70%
SLE
100%
SLE
70%
SLE
100%
SLE
70%
SLE
PET -
1
Flavour 1
1.25 l 90.00 63.00 14.06 9.84 11.85 8.29
2 l 110.40 77.28 17.25 12.08 14.54 10.18
2.25 l 124.20 86.94 19.41 13.58 16.35 11.45
Flavour 2
1.25 l 90.00 63.00 16.36 11.45 11.55 8.09
2 l 110.40 77.28 20.07 14.05 14.17 9.92
2.25 l 124.20 86.94 22.58 15.81 15.94 11.16
Flavour 3
1.25 l 90.00 63.00 16.36 11.45 12.09 8.46
2 l 110.40 77.28 20.07 14.05 14.83 10.38
2.25 l 124.20 86.94 22.58 15.81 16.69 11.68
Flavour 4
1.25 l 90.00 63.00 16.67 11.67 14.69 10.28
2 l 110.40 77.28 20.44 14.31 18.01 12.61
2.25 l 124.20 86.94 23.00 16.10 20.27 14.19
Flavour 5
1.25 l 90.00 63.00 16.67 11.67 13.52 9.47
2 l 110.40 77.28 20.44 14.31 16.59 11.61
2.25 l 124.20 86.94 23.00 16.10 18.66 13.06

34. PET -
2
Flavour 1
350 ml 38.64 27.05 6.04 4.23 5.09 3.56
600 ml 66.24 46.37 10.35 7.25 8.72 6.11
Flavour 2
350 ml 38.64 27.05 7.03 4.92 4.96 3.47
600 ml 66.24 46.37 12.04 8.43 8.50 5.95
Flavour 3
350 ml 38.64 27.05 7.03 4.92 5.19 3.63
600 ml 66.24 46.37 12.04 8.43 8.90 6.23
Flavour 4
350 ml 38.64 27.05 7.16 5.01 6.31 4.41
600 ml 66.24 46.37 12.27 8.59 10.81 7.57
Flavour 5
350 ml 38.64 27.05 7.16 5.01 5.81 4.06
600 ml 66.24 46.37 12.27 8.59 9.95 6.97
RGB
- 1
Flavour 1
300 ml 86.40 60.48 13.50 9.45 11.38 7.96
330 ml 95.04 66.53 14.85 10.40 12.51 8.76
Flavour 2
300 ml 86.40 60.48 15.71 11.00 11.09 7.76
330 ml 95.04 66.53 17.28 12.10 12.20 8.54
Flavour 3
300 ml 86.40 60.48 15.71 11.00 11.61 8.13
330 ml 95.04 66.53 17.28 12.10 12.77 8.94
Flavour 4
300 ml 86.40 60.48 16.00 11.20 14.10 9.87
330 ml 95.04 66.53 17.60 12.32 15.51 10.86
Flavour 5
300 ml 86.40 60.48 16.00 11.20 12.98 9.09
330 ml 95.04 66.53 17.60 12.32 14.28 10.00
RGB
- 2
Flavour 1 200 ml 57.60 40.32 9.00 6.30 7.58 5.31
Flavour 2 200 ml 57.60 40.32 10.47 7.33 7.39 5.18
Flavour 3 200 ml 57.60 40.32 10.47 7.33 7.74 5.42
Flavour 4 200 ml 57.60 40.32 10.67 7.47 9.40 6.58
Flavour 5 200 ml 57.60 40.32 10.67 7.47 8.65 6.06
Krones
Flavour 1
600 ml 172.80 120.96 27.00 18.90 22.75 15.93
1.25 l 228.00 159.60 35.63 24.94 30.02 21.01
2 l 268.80 188.16 42.00 29.40 35.39 24.77
Flavour 2
600 ml 172.80 120.96 31.42 21.99 22.18 15.53
1.25 l 228.00 159.60 41.45 29.02 29.27 20.49
2 l 268.80 188.16 48.87 34.21 34.51 24.15
Flavour 3
600 ml 172.80 120.96 31.42 21.99 23.21 16.25
1.25 l 228.00 159.60 41.45 29.02 30.63 21.44
2 l 268.80 188.16 48.87 34.21 36.11 25.28
Flavour 4
600 ml 172.80 120.96 32.00 22.40 28.20 19.74
1.25 l 228.00 159.60 42.22 29.56 37.20 26.04
2 l 268.80 188.16 49.78 34.84 43.86 30.70
Flavour 5
600 ml 172.80 120.96 32.00 22.40 25.96 18.17
1.25 l 228.00 159.60 42.22 29.56 34.26 23.98
2 l 268.80 188.16 49.78 34.84 40.39 28.27

35. RGB –
3
Juice
200 ml 52.80 36.96 8.85 6.20
250 ml 66.00 46.20 11.07 7.75
Tetra Juice 200 ml 12.00 8.40 2.01 1.41
Hot –
Fill
Juice
400 ml 82.56 57.79 13.85 9.69
600 ml 82.56 57.79 13.85 9.69
1 l 172.80 120.96 28.98 20.29
1.2 l 197.57 138.30 33.13 23.19

36. CONCLUSION
From the scheduling done for the old syrup room, it is noted that if all the lines will
run on 100% SLE then there would not be any problem in the simple syrup process. With
problem, I mean to say that there would not be any shortage of simple syrup if all lines will
run on 100% SLE, though it can produce even more simple syrup than required. But if we
will take this on other prospective then we can also say that if old syrup room will produce
simple syrup on its full efficiency irrespective of its demand then simple syrup production
will be even more that the storage capacity of the syrup room. Hence, it could be said that
storage capacity is the concern area for the old syrup room.
Also, if all the lines connected to the new syrup room will start running on 100% SLE
then the simple syrup is the main concern area for the company and it needs an improvement
if the company wants to improve its efficiency and hence the profit. Also, production plant
set should be proper; means that there should not be sudden change in the production plan
otherwise it will again create the problem of simple syrup shortage. Sugar should also be
provided before-hand to nullify any problem due to sugar dumping. Management should
overcome this area if they want to improve the efficiency of their plant.
At this point, the SLE of the lines in the plant fluctuate regularly and on an average
they are providing the SLE of around 75% which is should be the area to think for the
management. Management should be concern on how to increase the SLE of the lines and in
order to increase the SLE, they should be sure that there would not be any shortage of simple
syrup as indicated by the analysis of this project.
LIMITATIONS
It must be remembered that this analysis is limited: a greater depth of understanding
and evaluation can only occur with utilisation of other resources such as there must be proper
survey so that there will not occur any breakdown due to burning of motor or because of any
other reason. Also, man power should be proper to handle the lines so that line will run
around 100% SLE if not on 100% SLE; we have proper man-power.

37. RECOMMENDATIONS
Following are the recommendations for improving the current efficiency of the plant:
 Installation of simple syrup production system in the new syrup room: - In the new
syrup room, there is only one miteco system to produce the simple syrup at a flow rate
of 5KL per hour. This new syrup room feeds the high speed lines (RGB-3, Tetra-
Pack, Hot-Fill, Krones) which are connected to it, so it is suggested to install one
more system in this room (either batch system or miteco system) otherwise any of
these line will be stopped because of shortage of simple syrup.
 Also, the simple syrup from old syrup room can also be transferred to the new syrup
room when there is shortage of syrup in the new syrup room for feeding the lines
connected to it as old syrup room can produce simple syrup in excess to the
requirement for the lines connected to it.
 One more simple syrup storage tank in the old syrup room so as to neglect the storage
problem in the old syrup room if the syrup room faces sometime in future.
 Production plan should be made in such a manner that it adjusts itself according to the
sudden fluctuation in demand as there were two or three instances in the last 2 months
when production plan has to change suddenly because of the sudden demand due to
which the line (RGB-1) remained stopped for sometime because of non-availability of
simple syrup to make ready syrup.
 Availability of sugar before-hand: - It was also noted that sometimes sugar was not
available because of which sugar dumping stopped. So, sugar must be available in
advance in order to avoid this kind of delay.

38. BIBLIOGRAPHY
1. http://www.coca-colaindia.com/
2. http://www.scribd.com/doc
3. http://www.google.co.in/
4. http://www.slideshare.net/
5. http://www.wikipedia.org/
6. http://www.mbaofficial.com/mba-courses/operations-management/
7. http://www.pathfindersolutions.co.za/
8. ―Contemporary Project Management‖ by ―Timothy J. Kloppenborg‖
9. ―Quality Control‖ by ―Dale H. Besterfield‖
10. ―Operations & Supple Management‖ by ―Richard B. Chase‖