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C AS E S TU DY
Focused improvement eliminates
machine stoppages at HBL
by Vincent Oliver — WCM Manager, SABMiller India
EXECUTIVE SUMMARY
RESULTS
SABMiller India proudly holds one-third of
the Indian beer market. Their
Manufacturing Way WCM programme was
implemented in 2009 at various
sites including the Haryana Brewery
Limited (HBL) using TRACC. Since then,
various successes have been achieved
at the site, one particular Profit
Improvement Project taking their
wrapper packer machine — the highest
instigator of production downtime of 87
hours over three months (3 stoppages per
8-hour shift) — to full operation of
no stoppages in an 8-hour shift.
BEFORE THE LOSS AND
WASTE ANALYSIS:
Amount of lost time due to
stoppages: three stoppages in
an eight-hour shift
(total of 103 stoppages over
measurement period)
AFTER THE LOSS AND WASTE
ANALYSIS:
Amount of lost time due to
stoppages: no stoppages in an
eight-hour shift
SITUATION
The SABMiller WCM programme, called The Manufacturing Way, was launched at
Haryana Brewery Limited (HBL) during 2009 using the TRACC Foundation Best
Practices. From the Focused Improvement TRACC (FI TRACC), a structured loss and
waste analysis is conducted and analysed for each section of the brewery. In
packaging, the Pareto analysis of downtime indicated the carton maker was the
machine with the highest production downtime for the previous three months on
the returnable bottle line. The wrapper packer is a machine that forms and seals a
cardboard carton around 12 beer bottles.
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FOCUSED IMPROVEMENT ELIMINATES ...
ACTION
This site, no stranger to continuous improvement, is one of the best
performing sites in India as measured with SABMiller’s global The
Manufacturing Way. Adopting the SABMiller India problem-solving
process, a multidisciplinary team was assembled to tackle this project.
It comprised the WCM facilitator, the production supervisor, machine
operator, quality support technician and the line artisan.
Using the DMAIC method described in the FI TRACC, the team set
out working through the problem.
• DEFINE: The wrapper packer was the machine causing the highest
production downtime (cumulating in 87 hours) for the previous
three months under review. (The exact reason was not clear — so
more investigation was needed to find the root cause.)
•MEASURE: Usually only the filling machine stoppages are recorded
in detail, but to focus on this packing machine’s inherent problem,
a specific yet simple tally sheet was made. By closely observing the
machine and logging each and every problem and performance
data, it was determined the problem was due to bottles falling
during the transfer from conveyor to machine infeed. The operator
would keep the machine running by repeatedly picking up the
bottles and restarting!
•ANALYSE: The possible causes for this problem were written down on a postersize fishbone diagram in order to align the team’s thoughts and to be visible to
all. The ‛most probable cause’ for the bottles falling now focused on the infeed
conveyor and transfer mechanism. Again, by spending time at the machine and
through simple observation, the team saw that a transfer plate on the machine
had been designed to be too steep, resulting in bottles falling onto the infeed
conveyors and jamming in the lane guides.
•IMPROVE: The team discussed and then designed a ‛shallower’ transfer plate. With
the correct technical drawings and change controls, the artisan handmade and
installed the replacement part, this time with an angle that was less steep than the
original.
•CONTROL: To confirm that this was the real reason for the problem and that
the corrective action was effective, the team once again returned to observe the
machine with their tally sheet to document its progress, and the results were
astounding — not one bottle fell in the next eight-hour shift.
RESULTS
TRACC has not only delivered very encouraging and sustained improvements in
various Key Performance Indicators (KPIs), but has helped to develop an
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FOCUSED IMPROVEMENT ELIMINATES ...
understanding that problems are
normal and need to be solved, not
hidden. The loss and waste analysis
ensures that the highest losses are
prioritised, made visible and agreed
upon so that there is alignment on
the effort to solve them.
The efforts to successfully solve a
problem must be recognised to
encourage and promote a passion
for problem-solving.
Using the standard but simplified
DMAIC steps — made visible on a flip
chart-size template — has brought a
structured process to problemsolving,
and
introduced
more
discipline and tenacity. The efforts to
successfully solve a problem must be
recognised to encourage and promote
a passion for problem-solving — this
is a key success factor of world class
manufacturing (WCM).
COMPANY BACKGROUND
SABMiller entered the Indian beer market in 2000, and has subsequently invested
over US$500 million into its 11 high-quality breweries, which are strategically
located across nine Indian states. Their market capacity of 5.7 million Hl, combined
with their 3 800-strong workforce, makes them well placed to service markets
quickly and efficiently. To this end, SABMiller India proudly holds one-third of the
Indian beer market, performing at 31% market share in the strong beer segment
with its brands Hayward’s 5000, Fosters Strong, Royal Challenge Strong and Knock
Out.
Further, brands Peroni, Miller High Life, Royal Challenge, Fosters and Indus Pride
dominate the mild beer segment with 28% market share. The company has used
its global expertise to create many firsts in India, including the one-way bottles,
flash pasteurised and sterile filling, PET and Haywards Black — a genuine stout
beer. The company is active in a range of citizenship initiatives including HIV/Aids
programmes, water conservation and an Agricultural Development Programme
with barley farmers in Rajasthan. One of the nine breweries, Haryana Brewery
Limited (HBL), is the focus of this case study.
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l [email protected]
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