Conferencia presentada por Isabel Torres de Bacardí durante el congreso Reliability World Caribbean el 25 de septiembre de 2015.

1. Organized by:
B-Reliable: Asset Reliability as a Business
Strategy to Increase Competitiveness
Presented by: Isabel Torres
Bacardi Corporation
September 25,2015

2. A Little Bit of My Background…
Procedures Planning & Scheduling
Preventive Maintenance
Predictive Maintenance
Autonomous Maintenance
Budget Control
Proactive Maintenance
LEAN Initiatives
TeamworkMechanical Engineering

3. Can fit 9 Olympic Stadiums inside
London Olympic
Stadium
Area: 12 acres
The Facility

4. Additional Facts
The spiritual home of Bacardi Rum, “La Catedral del Ron”
Where 83% of Bacardi Rum sold globally is distilled
The largest premium rum distillery in the world
The largest distillery for Bacardi
The second most visited attraction in San Juan
Bacardi Cataño is…

5. External Factors Internal Factors
Unstable Economy
Hostile Competition
Floating Consumers
Globalization
Redundant Assets
Manufacturing Cost
Emerging Markets
Day to Day Competition
Environment in which we compete is aggressive..

6. Our environment requires
CONTINUOS IMPROVEMENTS
to be competitive in the Global Market
NEW WAYS OF WORK /
CONTINOUS
IMPROVEMENTS
TOOLS

7. “ If you don’t know
where you’re going, you
will wind up somewhere
else” -Yogi Berra

8. The Roadmap

9. The Situation (March 2011)
Work Requests
Resources
WO Backlog
Customer
Complaints

10. The Situation (March 2011)
BCORP

11. INITIATIVES that help us prevent, FAILURES….
STRIKING FIRST!
 Identifying and fixing it before its break
THINKING AHEAD!
 Improving it to eliminate defects
The Objectives & Vision
INITIATIVES that help us prevent, FAILURES….

12. The Objectives & Vision
Change the way of how
Maintenance is perceived!
CHANGING THE WAY THINGS ARE DONE
DOESN’T MEAN FAILURE,
IT MEANS EVOLUTION

14. The Plan

15. The Partnerships
Different Priorities
Roles / Responsibilities based on Strengths
Business Partners
Alignment in Objectives
Reliability Approach Supported in
production, safety, finance, and
procurement initiatives

16. Know Your Clients and their Assets…
TOURISM
MARKETING
MANUFACTURING

17. Know Your Clients and their Assets…
Asset Definition
 Define ID Standards
 Establish Equipment Types
 Generate List
 Document Control(Manual &
Specifications)

18. Know Your Clients and their Assets…
Asset Prioritization
 Define Critical Equipment
 Establish Maintenance
Strategy
 Identify Critical Spare Parts
0 1 2 3
P
Impact on Production
(Uptime & Production
Cost) Availiability and
Efficiency
Downtime > 1 day 8 hours < Downtime <
24 hours
Downtime < 8 hours No Effect
EQ
Equipment and Spare
Parts Status
Poor equipment condition
and/or hard to obtain
spare parts
Equipment condition
and spare parts hard to
obtain
Equipment in poor
condition and spare
parts readily available
Equipment in good
condition and
spare parts
available.
M
Maintainability
(Time to Repair /
Equipment Knowledge
/ Spare Parts / Cost)
8 hr >Time to Repair
Cost > $5000
4 hr <Time to Repair < 8
hr
Time to Repair < 1 hr
to 4hr
No Effect
S
Health Impacts
Safety Factor
Fatality or Major Injury Lost Time Injury Minor Injury No Effect
E Environmental Impacts
Major Impact (Not
Respect of Law)
Minor Impact Event Recording No Effect
Q
Impact on Quality
GMP Factor
Product Image
Reject Material, potential
major recall. Media
coverage.
Rework Material, big
impact on the Quality
OEE. Visible and
sometimes accessible
to general public
Some Effect /
Deviation, impact on
Quality OEE. Visible
but not accesible for
general public
No Effect
Criticality Assessment Grid - Bacardi
Criteria

19. MAINTENANCE
STRATEGY
“ A journey of a thousand miles begins with a single step”
(Lao Tzu)

20. Define The Maintenance Strategy

21. Preventive Strategy

22. Define The Maintenance Strategy
From Perception to Precision

23. "No single measurement can
provide as much information
about a machine as the vibration
signature.
Predictive Strategy: Vibration Analysis
Visual Inspection
PERCEPTION
Vibration Data
Collection
PRECISION
How can you detect some of this failures?

24. Predictive Strategy: Vibration Analysis
Permanent Sensors were
installed in critical
equipment with no easy
Permanent Sensors Base
were installed as visual
aids in equipment to
identify vibration data
collection points.
Maintenance Personnel were
trained for Data Collection.

25. 89% Vibration Reduction

26. Predictive Strategy: Thermography Monitoring
What is More Efficient ?
Check each screw for
looseness
PERCEPTION
Check for looseness
with one picture
PRECISION

27. Electricians trained. Data Analysis
and Reporting performed by one of
them: Certified Thermography Level 1
Predictive Strategy: Thermography Monitoring
Technology is used for other
applications such as: pump impeller
malfunction, check tanks level, pipe
clogging, etc.

28. What is More Efficient ?
“We have learned to live in a world of mistakes and defective products as if
they were necessary to life"
Proactive Strategy: Laser Alignment
How do you see it?
PERCEPTION PRECISION

29. Proactive Strategy: Laser Alignment
Shaft Alignment Procedure in place
Maintenance Personnel were
trained for Data Collection.

30. Proactive Strategy: Lubrication Program
How we are
managing the oil??

31. Proactive Strategy: Lubrication Program
Phase II – Database development:
– Lubricant Consolidation List
– Technical Specification for each lubricant
– Handling & Storage of Lubricants Manual
– Standard Operating Procedures:
• Inspection
• Oil & grease application
• Oil & filter change
• Oil Contamination Control
– Oil analysis strategy Manual

32. Proactive Strategy: Lubrication Program
Phase II – Program development:
– Code of lubricant identification
• Eliminate the possibility of wrong application.
– Storage & lubrication room design

39. Proactive Strategy: Lubrication Program
Phase III – Equipment Modifications:

41. Proactive Strategy: Lubrication Program
Phase IV – Lubrication practices Re-Assessment
34% Improvement

42. • Asset Health Overall Snapshot
 No Anomaly Detected
 Anomaly Present, Data Under Review
 Fault Detected
• Methods that Detected Faults
• Vibration Monitoring detected 54%
of all present faults
• Lubrication Analysis implemented in
august 2014
• Quality Check
• The same technology that detected
the fault is applied to the asset
• Executed after every repair to
confirm the condition was eliminated
• In November there are 8 repaired
fault entries that will remains as faults
until the quality check is completed.
42
Asset Health Overall
(12/08/2014)
Technology Detected
0
5
10
15
20
25
30

43. • This indicator determines the
top offenders that historically
has affected Bacardi Puerto
Rico.
• With this indicator it can be
observed that the main Failure
Mode reported is coupling
misalignment.
• One failure that is being
addressed if failure to activate.
This failure affects the reliability
of the plant and the
effectiveness of the condition
monitoring program due to lack
of data.
43

44. “Quality means doing it right when no one is looking.”
MAINTENANCE
PROCESSES

45.  Tool Selected for Budget Control : WBS in SAP Project System
 Accountability of each Maintenance Discipline
Changing the Perception,
Maintenance as an INVESTMENT, not an expense….
HOW TO CONTROL OUR SPENDS & MAXIMIZE IT?
LEAN TOOL USE: VALUE STREAM MAPPING
VISIBILITY OF HOW MUCH WAS SPEND & ALSO IS COMMITED
Define the Maintenance Process
DO MORE AND
DO IT BETTER
WITH THE SAME $

46. Organized by:

47. Unplanned Work
Definition Guidelines

48. Define the Maintenance Process
Failure Analysis Tool

49. Define the Maintenance Process
 Are our MAINTENANCE activities and
procedures the right ones?
 If it works, don’t touch it. But are
we sure that it doesn’t have a
hidden failure?
 Do we really need to make that
inspection?
 Are we Willing to Accept the Risk and
run to failure?
RCM Analysis

50. Define the Maintenance Process
Projects & Maintenance
Procedures Templates
B-RELIABLE LIBRARY
Drawings, Specs & Documents Control Program

51. SUPPORTING
INITIATIVES
“It always seems impossible, until it’s DONE” (Nelson Mandela)

52. Organized by:

53. Organized by:

54. Organized by:

55. Organized by:

57. Organized by:

58. People
Organizational Transformation
58
Traditional Organization High Performance/Learning
Organization
Communication
ChainofCommand
Communication

59. “Coming together is a beginning, staying together is progress,
and working together is success”People
5,016 hrs training
(152 hrs per person)
Self-Directed Teams Trainings

60.  Lean Fundamentals
 Timely Decision Making
 Interpersonal Saavy
 Dealing with Ambiguity
 Priority Setting
 Effective Communication
Skills
 Conflict Management
People
Curriculum

61. 8 VSMs worked
 Safety Work Permits
 MRO Processes
 Procurement MRO
 Work Order Management
 RCM Team Initiatives
 HVAC Units Maintenance
 Autonomous Maintenace
 Maintenance Strategy – Barrel
Loading & Unloading Maching
Over 208 areas of
Opportunities
Identified
People

63. 0
5
10
15
20
25
30
35
40
45
FY12 FY13 FY14 FY15
Reduction in % of hours spent in EMERGENCIES
Percent
 15% Increase of Facilities Maintenance Activities with the same budget
 75% Reduction in Failures due to Lubrication
 50% Reduction in Pump Coupling and Mechanical Seals Failure
“It is hard to fail, but it is worse to have
never tried to succeed.”

65. “Coming together is a beginning, staying together is
progress, and working together is success”

66. 66
THANK YOU !!