GENI ELECTRIQUE

Bottling Plant Case Studies

Case #1:  

• First 30 days gathered baseline data on the PET Line. USLE (a productivity metric and similar to OEE) was at 35%. Identified opportunities supported with data.
• Next 30 days implemented improvements and gathered data to validate corrective actions taken. USLE increased 13.5% from 35% to 48.5%. Client finance calculated 1% USLE improvement equaled $38,000 annually. 13.5% x $38,000 = $513,000 in additional revenue opportunity. ROI = 5.1x
• Specific actions taken:

• Center-lining Crown filler, air conveyor, labeler, rinser, KHS packer
• Through changeover events, reduced c/o time on the packer from 65min to 20.
• Created c/o standard work sequence so all c/o were done exactly the same.
• Created visual standards at each machine for critical setting verification
• Started the implementation of Leader Standard Work practices

Case #2:

• 2-week SMED (quick changeover) event to streamline product changeover and reduce changeover cycle time and line downtime.
• Focused on only two machines: Crown filler and Hartness packer with 15 weekly c/o
• Results:

• Filler reduced from 34min to 24min (30% reduction) = 280k additional cases/year

• 280,000 cases * $6/case rev = $1,680,000 yearly revenue opportunity

• Packer reduced from 50min to 10min = 1.04M additional cs/yr = $6,240,000/yr
• $80,000 in reduced labor costs for a total revenue opportunity of $8M/yr

• ROI = 2.85x on labor costs alone. Add just 10% rev opp = 31x

Case #3:

• The event (5 days) targeted the blow-molding operation and line 3 changeover
• Improved on time delivery of bottles to line and reduced c/o times by 50%
• Increased USLE 8% which equaled $304,000 additional production revenue

• ROI = 21.7x

Case #4:

• The event (10 days) centered around extensive machine downtime on the labeler on the PET line. Mechanics were not trained effectively and no standards for training or troubleshooting were in place.
• A troubleshooting guide was developed, visual standards for all critical settings were documented, and mechanics trained on the standardized procedures.
• Labeler downtime was reduced by 25%/wk, thus increasing line uptime by 8%, with an increase of $304,000 in additional production revenue opportunity.

• ROI = 10.85x

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