Maximizing Overall Equipment Effectiveness

(OEE) for Vertical Bagging Operations

An engineer’s handbook for efficient and consistent

V/F/F/S operations to help SMBs

optimize like multinationals

1 © 2016 Rovema North America, Inc. All Rights Reserved

2 © 2016 Rovema North America, Inc. All Rights Reserved
 Table of Contents
Introduction.......................................................................................................................4
Define Your Specs............................................................................................................6
Establish the Target..........................................................................................................7
Baseline & Incremental Observation................................................................................9
Payoff..............................................................................................................................12
Nuts & Bolts....................................................................................................................13
Training & Maintenance.................................................................................................15
Other Efficiencies...........................................................................................................15
Planning, Comparing & Selecting..................................................................................16
Conclusion......................................................................................................................17
Appendices.....................................................................................................................18
OEE Glossary
Sample Specs (Product, Material, Package)
Machine “Centerline” parameters worksheets
Training notes
Target OEE calculator
Sample data logs
Resources

Availability
x Performance
x Quality
= OEE

3 © 2016 Rovema North America, Inc. All Rights Reserved

 Introduction
Every consumer packaged goods (CPG) company manufacturing locations around the country. We’ve
in North America faces common challenges. Retailer included a bit of the fancy language here and there
and consumer expectations for package appearance, (and in the glossary at the end) but this is about a
utility, convenience, size and price are ever more de- process that you can plug into what you’re doing
manding. Most commodity, labor and materials prices today...and make it better.
seem to be higher even as recent news indicates they
should be lower. Price and cost pressure are inces- Whether you run 1 vertical bagger at a single
sant - and every manufacturer has to do more, faster, location - or hundreds distributed around the globe -
and with less. the process is the same. SMBs that are willing to do
the work, consistently, and implement these
These pressures impact companies of varying size in recommendations can achieve impressive operational
different ways. Many factory locations of multinational improvements through improved equipment
corporations (MNCs) operate under similar local availability, performance and quality.
constraints as comparably sized privately
held/independent small and medium business (SMB)
operations. Reduced maintenance staffing and
workforce challenges, for instance, impact large The success or irrele-
and small companies alike.
vance of an OEE initia-
While extensive hierarchies, rigorous budgeting and
inevitable bureaucracy can restrict flexibility compared tive often comes down
to SMBs, MNCs often have centralized engineering
resources and well developed methodologies to to basics - blocking and
monitor and optimize OEE. That gives them a slight
advantage, but there is almost no barrier for SMBs tackling of machine
eager to adopt similar rigor.
set-up, observation,
There’s a fancy language around OEE, and lots of
options for parametric data collection and logging that tracking, analysis and
promise to ease the burden of logging and tracking.
There are even software vendors that promise to do training.
the analysis for you! And while they can streamline
data management in some cases, the success or
irrelevance of an OEE initiative often comes down
to basics - blocking and tackling of machine set-up, Every SMB can adopt
observation, tracking, analysis and training.
the same best practic-
Every SMB can adopt the same best practices that
MNCs rely on to optimize production efficiency. es that multi-nationals
And with those best practices, forecasting production
and planning down-time and materials requirements rely on to optimize pro-
becomes simpler and less expensive.
duction efficiency and
This straightforward guide is written for, and dedicated
to, the production managers, plant engineers, mainte- profitability.
nance teams and machine operators that
keep vertical baggers running at countless CPG
4 © 2016 Rovema North America, Inc. All Rights Reserved
 Over the next pages we lay out a sequential
methodology that may feel cumbersome initially, but
has proven to be the most effective approach over
years of experience, thousands of machines and
many millions (probably billions) of packages.
We’ll also cover other secondary efficiencies that
often accrue to companies that are attentive to the
OEE of their V/F/F/S machines. And finally we’ll
explore how to incorporate these learnings into
additional/replacement machinery evaluations.

It follows this sequence: We hope you find it valuable. Be sure to send us any
comments (we love the kind ones and we value the
1. Define the specifications criticisms!)
2. Establish a target
3. Observe the operation
4. Compare the impact and cost of inefficiencie vs. You can call us (404.640.5310) or email
the investment required to improve us at sales@rovema-na.com.
5. Methodical improvements
6. Training and maintenance

The OEE Improvement Sequence

1. Define the specification

2. Establish a target
3. Observe the operation
4. Compare the impact and cost of ineficien
cies vs. the investement required to improve
5. Methodical, incremental improvement
6. Training & Maintenance

5 © 2016 Rovema North America, Inc. All Rights Reserved

 Define your Specs
What’s……
A perfect package?
An acceptable package?
The customer expectation? Requirement?
Your QC expectation? Requirement?
An acceptable deviance that requires attention at
end of shift?
A “stop the line” variance that requires immediate
resolution?
An aesthetic tweak vs. a shelf-life /
food safety / quality concern?
A film issue vs. machine set-up?
An acceptable package weight/volume variance?
Appropriate product blending percentages?
The “break even” run rate?
The target profitability run rate?
A machine that runs efficiently making empty bags is
worth little - it must run efficiently producing saleable,
quality product. If the answers to these questions ha-
ven’t been formalized in package, material & product
specs, then your metrics may only include cycles/min-
ute net of any obviously leaking packages.
Generally package specifications will
include the following elements:
• Product
• Material
• Package
And at a minimum the following details:
Product:
• Weight/volume (+/- acceptable deviance)
• Blend / mix ratios
Material (film and any sealing/closure components)
• Print details (repeat, registration, uncoated
areas, wind)
• Sealant layer (type, thickness)
• Gauge
6 © 2016 Rovema North America, Inc. All Rights Reserved
Finished Package
• Critical aesthetic factors
• Seal integrity
• Define clean knife cut
• Highlight any appearance
issues that would result in
rejection / be considered
marginal
• Any modified atmosphere
(MAP) requirements
• Target production speed
• Code date
You’ll likely have some customer/
product/package specific specifi-
cations to track as well. This isn’t
an inclusive list, but a representa-
tive starting point.
It’s critically important that these be formally docu-
mented and agreed to. They should be published and
posted near the equipment for consistent reference
by operators and their QC colleagues. Too often, a
specification is casually established and anecdotally
shared among colleagues. Those aren’t specifications
- they are evolving guidelines. That’s the first enemy
of efficiency - moving targets.
And finally, “centerline” your machines. Establish
proper operating parameters for each product/
set-up. Capture this data and keep copies near the
machine as well. It will be a handy reference, for in-
stance, if seal temperatures start to creep up or dwell
times and pressures require adjustment. Is there a
materials issue? Mechanical? You’ll have to dig in a
bit, but by documenting the appropriate parameters
you’ll have an indicator of variation.
You’ll find samples of specifications and machine
setup sheets in the appendix, HERE and you can
download templates as part of our OEE Toolkit here.
 Establish the Target
Your OEE target has two elements. First is the
target output - generally measured in completed
cases/unit of time. Why cases?Too often machinery
efficiency deteriorates because nobody’s watching.
In other words, because follow on processes aren’t
optimized nobody notices if the previous steps were
either.
Often SMBs invest in sophisticated weighing and
vertical bagging equipment but perform pack-off
manually. Targets should be set for production, rather
than adjusting bagging speed to avoid overwhelming
packoff. This approach allows staffing and capital in-
vestment (e.g. case erectors/sealers) decisions to be
made with confidence.

This target is typically established during the initial The second element is the actual performance
production line project justification. If that wasn’t done, against that target. As a rule of thumb any individual
consider engaging an experienced consultant to ad- machine should achieve at least 98% efficiency. It’s
vise what’s possible. important to understand that calculation, though; both
for individual machines and an entire line.
Entirely automated lines (from scale/dosing through
case packing) may have been integrated as a single
project or could have been gradually extended. In
most cases, the equipment projects will have included
clear parameters for machine/line acceptance. Hope-
fully, those are available in the archives and can be
referred to.

AVAILABILITY PERFORMANCE QUALITY

OEE is calculated by multiplying the three OEE factors: Availability, Performance and Quality.
Source OEE.com

7 © 2016 Rovema North America, Inc. All Rights Reserved

 This is a total output measurement and all disruptions
are included. So if your target is 500 cases/shift and
you lose time looking for more seal strip in the ware-
house or ink for the printer, that time counts against
you. Film changeovers do as well. (Generally product
changeovers do not, but you should have standard
work that yields consistent changeover times.) So 470
cases at the end of shift represents 94% efficiency -
a great day!
• Printer (on the bagger)
• At least one other integrated device (on the
bagger)
If each of those operates at 98% efficiency, the
best cumulative efficiency which could be achieved
is 92% (.98 * .98 * .98 * .98 = 92.2) Accounting for
hand pack-off, a typical operation may reasonably
target 90%.

Most production lines run at around 85% in well
managed operations. Why 85% when any individual
machine should maintain at least 98%? The cumula-
tive effect of inefficiency.
A typical line consists of:
For fully automated lines, inherent inefficiencies in
cartoning, tray and case packing operations further
erode the OEE for the line to an 85% range.
You’ll find a worksheet here in the appendix, HERE
and we offer an online calculator here.

• Scale / auger / cup filler

• Bagger

.98 x .98 x .98 x .98 x .98 x .98 x .98 x .98 = 85% maximum OEE

98%

98%
98%
98%

98%
98%
98% 98%

8 © 2016 Rovema North America, Inc. All Rights Reserved

 Baseline & Incremental Observation
Once everyone’s clear on what constitutes a proper
package, how fast your equipment should create them
and what the net OEE is that you should expect, then
you need to compare reality with that “ivory tower.”
Maybe you’re already doing great. Or maybe you’re
way off the mark of what could be and keep clicking
along at a “good enough” rate. Either way, it’s time to
ascertain where you stand vs. your targets.
This is where careful observation is required. That
means patience, stop watches, data collection forms
and sample package evaluation.
There are three components of data collection:
• observation
• sampling
• logging / analysis / storage
Observation: For an initial set of observations we
suggest several observation periods, of two hours
each, at random times over several weeks. These
should be scheduled to capture assorted products,
shifts and package configurations if appropriate. A
total of six hours of observation should be adequate
for most operations - although ten would be better.
from overall performance beyond the actual machine
performance. (material handling, etc.)
Sampling: There’s no mystery here. 100 continuous
samples is a statistically solid way to sample. During
each initial observation period divert 100 packages
into a holding area. After your observation window has
closed (don’t get distracted from watching the line)
critically inspect them individually against all the attri-
butes you established in your product specification.
As with your observations, document any product
deviance from the spec according to a set group of
defect categories.
If you identify more than 3% of packages with defects
during your initial observation then stop the line!
Immediately run and inspect 100 consecutive empty
bags. Are you observing the same rate/types of de-
fects? If so, then there are clearly machine set-up/
materials issues. If not, then the problems are product
related.
You’ll find samples of observation and sampling log
documents in the appendix, and you can download
templates here as part of our OEE Toolkit.

Log all stoppages and note the cause of downtime

using a handful of categories (e.g. sealing, film,
product charge, etc.). Observe and note any product,
material handling or other issues that may detract

There are three components of OEE data

collection

observation
sampling
logging / analysis / storage

9 © 2016 Rovema North America, Inc. All Rights Reserved

 Logging, analysis and storage: Don’t waste
your time! Once you’ve committed resources to
observation and sampling, then accord your data
respect commensurate with the value it represents
to your business. After all, these observations can
potentially:
• Increase production efficiency 5%, 10% or
even substantially more
• Prevent an incident of reputational damage due
to unsafe product
• Substantially reduce customer service hassles,
sales allowances or even lost customers
• Eliminate product loss due to weight/volume
overages
This data is valuable and shouldn’t just be maintained
on loose handwritten papers which could be lost and
can’t be searched/manipulated. Logging systems
needn’t be fancy, but should address the following
considerations:
• Electronic - observation sheets should be tran-
scribed into an electronic format or scanned
and saved
• Consolidated - kept in a single storage location
(perhaps even a single file)
• Manipulatable - so you can “slice and dice” the
data for reporting and analysis
• Secure & backed up - this data constitutes
trade secrets. Your system should maintain
security against disclosure, accidental deletion
and inadvertent operator error (incremental
backup.)
There are various off the shelf applications available
to support this requirement. The simplest, and most
economical, is simply an Excel workbook which you
can download here as part of our OEE Toolkit.
So now you’ve got some data. This gives you the
tools to measure progress and gauge the impact of
your changes. You’ll observe, hypothesize, test, ob-
serve again and compare results.
But what’s next? Analysis!
10
• Start with a quick “back of the napkin” calcula-
tion - what’s your initial OEE? Are you at 92%?
85%? If you’re at 60% don’t be surprised.
Many lines find a natural equilibrium at very low
efficiencies like that. The point is that you’ve
begun to change.
• Pareto analysis - it’s likely that you’ll find 80%
of your package defects and incidents of
downtime will cluster around a small number of
defects/causes respectively. Those will guide
your later efforts.
• Finally, calculate what this is costing - at least
roughly.
Some examples include:
• Overtime costs required to compensate for low
efficiency
• Discarded product from reject packages (or
rework / hand packaging costs)
• Wasted materials / order overages to guard
against running out
• Cost of labor during downtime
• Expedited shipping / freight charges to meet
delivery dates
These calculations will inform the next step -
determining the cost/benefit of an improvement effort.
This data is valuable!
Make sure your “sys-
tem” allows you to
consolidate, sort, ma-
nipulate and consis-
tently back-up your
OEE observations
© 2016 Rovema North America, Inc. All Rights Reserved
 Pareto analysis
Pareto analysis is a formal technique useful where many possible courses of action are compet-
ing for attention. In essence, the problem-solver estimates the benefit delivered by each action,
then selects a number of the most effective actions that deliver a total benefit reasonably close
to the maximal possible one.

Pareto analysis is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts. However, it can be limited by its exclusion of possibly important
problems which may be small initially, but which grow with time. It should be combined with other
analytical tools such as failure mode and effects analysis and fault tree analysis, for example.

This technique helps to identify the top portion of causes that need to be addressed to resolve
the majority of problems. Once the predominant causes are identified, then tools like the Ishika-
wa diagram or Fish-bone Analysis can be used to identify the root causes of the problems. While
it is common to refer to Pareto as “80/20” rule, under the assumption that, in all situations, 20%
of causes determine 80% of problems, this ratio is merely a convenient rule of thumb and is not
nor should it be considered immutable law of nature.

The application of the Pareto analysis in risk management allows management to focus on
those risks that have the most impact on the project.

Source Wikipedia

Note -

Periodically you’ll perform more observation and sampling. Any time you make
substantial adjustments, or when performance metrics or operator gut feeling
(an important and reliable indicator) generate a warning, capture new data.
But more on that shortly.

11 © 2016 Rovema North America, Inc. All Rights Reserved

 Payoff
Now you’ve got standards, data and some
insights. The question is whether to do anything
about it. It may sound silly, but it’s a legitimate
question. After all, if your product falls into a low
cost/high volume category for which package
With standards set, appearance isn’t critical, you’ll have a different
calculus than if it was high priced and packaging
data collected and in- is a competitive retail selector. If you’re not
approaching capacity constraints or related
sights identified, the investment / hiring decisions, or if you’re
reasonably efficient already, you may not actually
question is whether to realize big benefits from improvement. It simply
might not make financial sense to invest in
make any changes. improvement.

With an approximate measure of what

inefficiency is costing - the other half of the
It may sound silly, equation is what investment will be required to
improve? Of course that completely depends on
but the payoff of any the specifics of your situation. In occasional
situations equipment may have been selected
changes has to make inappropriately for an application. Materials could
be inadequate and artwork or package design
the investment worth- could be causing problems. In those cases there
may be some substantial cost to improve. But
while. those are uncommon situations. Normally an
experienced eye, some technical support and
some operator training are all that’s required.

The good news is that In most cases $10-15,000 should more than
cover the costs for the majority of improvements.
normally this is an
It doesn’t take much wasted product, loaded
inexpensive improve- (insured and taxed) overtime pay or facility
operations expense for extended shifts to add up
ment project to numbers well in excess of that. But the beauty
is that you don’t need to guess - you’ve got data
to make informed decisions.

Let’s assume you decide to proceed -

what’s the next step?

12 © 2016 Rovema North America, Inc. All Rights Reserved

 Nuts & Bolts
Here we’re going to offer contradictory
recommendations - but we’ll explain why.
You just performed some analysis of package
defects and causes of downtime. We even hinted
that you’d use that to determine where to go first
to start correcting the biggest problems.
Now we’re going to tell you to set it aside - don’t
forget it, but don’t rush to conclusions.
Here’s why.
The vast majority of V/F/F/S inefficiency can be
traced back to a root cause related to filler set-up
and filler/bagger transitions. If you can deliver a
dense product charge through the forming set
consistently, then you’ll overcome many of the
common problems.
So start at the top of the line - literally:
2
3 more or less variability in set-ups. Does it run
4 perature and humidity, or is it brought from a
13
1. Product - is there anything that makes it
tough to handle? Ingredients that handle
differently? Caking? Hot? Frozen? Moist?
2. Scale/Auger - obviously there are different
considerations depending on the weighing/
dosing solution. These are some exam-
ples. This section is under emphasized in
most line analysis - but it’s critical. Spend
75% of your time here. What’s the stack up
height? Are all the buckets operating prop-
erly? Openings correctly sized? How many
transitions must the product navigate? Are
they smooth? Are the right optional devices
on the scales to really handle the product, or
are there hardware compromises? Are differ-
ent ingredients preblended, or dispensed with
separate equipment to optimize the charge of
final product with components that behave dif-
ferently? The goal is a very compact prod-
uct charge with at least 2-300 milliseconds
between product. If the product is strung out
then the interval will decrease & sealing prob-
lems will dramatically increase.
3. Forming set - yes, it’s part of the bagger,
but this is the last hurdle to delivering a
dense charge….and consistent sealing. Is it
properly sized? Aligned?
4. Bagger - this should be simple - the jaws
close, seal and open. Depending on how
much of the operation is servo controlled
(seals, gusseting, side belts) you will have
empty bags perfectly? If not, look deeper for
environmental or mechanical issues. Are you
fighting pneumatic issues (water, tired cylin-
ders)? Inconsistent mechanical adjustments
(worn bearings or cams)? Is film staged near
the machine to adapt environmentally to tem-
warehouse just in time for roll changeovers?
Does your linear seal blow open as charges
“explode” in the bag? Is a dull knife resulting
in inconsistent cuts? Is there film build up
on the jaws resulting from excess temp? If
© 2016 Rovema North America, Inc. All Rights Reserved
 !
so, why is the temperature up? Film? Inad-
equate seal pressure? Dwell time too short
because charges are strung out? Does vacu-
um belt misalignment cause tracking issues?
Even the discharge chute - are finished bags
Common Causes of
laid gently or dropped in a way that stress-
es fresh seals or even cools the hot film so
Sealing Problems
quickly that seals pucker? • Product in the seal -
5. Carton/Tray/Case Packing - there is charge is strung out
such a huge range of possibilities here, and
so many will hand pack, that it’s unrealistic to • Time, Temperature, Pres-
provide detail here. Consult your equipment sure combination
supplier for specific suggestions.
• Film sealant layer
Remember those problem areas that you isolated
during observation and sampling? Now’s the time
to compare your actual line observations with
those symptoms. Is it likely that you’ve addressed
root causes? Or will those faults and defects
persist? If you’re not sure you’ve isolated the
cause, take the time to dig deeper. Want to stay on top of your OEE
progress but worry that work will
You’ve been around machines long enough to
know that there’s a lot of science, but also a big get in the way? We offer compa-
component of art (maybe you call it magic.) We
nies several options. Some com-
can’t capture all the detail of the science
component, much less the art, in a guide like this. panies simply hire us to perform

Consider bringing a factory tech in for your first this work for them (it doesn’t have
thorough review of the line. to be a Rovema machine.)
Don’t change too much at once. Let your line run. Contact us to discuss.
Observe and compare efficiency with the starting
point data. This isn’t a one time fix - but rather an
iterative process of improvement. Others rely on us for simple

With each round of changes, capture another reminders. We can send you an
round of observations and check to make sure email reminder once a month to
you’re making progress. This effort isn’t about
being busy - it’s about improving OEE! schedule observation and check
samples. We’ll include links to
And once you’ve reached a stable point of
acceptable OEE, then continue periodic worksheets right in the email.
observations to confirm that you are maintaining
the proper performance. As a rule of thumb one Just complete the quick form
hour of observation/month (different products here.
and set ups) and a 100 consecutive package test
every week or two should be enough to detect
deterioration early.
14 © 2016 Rovema North America, Inc. All Rights Reserved
 Training & Maintenance
You won’t have a factory tech on site all the time
- in fact more and more companies don’t even
have dedicated maintenance teams the way
they used to.
Operators play three critical roles in maintaining
high levels of OEE. First, they are always
observing - if something changes, they should
sense it quickly. Second, they control settings
for operating parameters, changeovers and
product setups. Third, increasingly they’re
also responsible for PMs.
Often workforce challenges including prevailing
wage rates, turnover and shift balancing can
disrupt the delicate function of the operator role.
Periodic training serves to refocus and refresh
operator familiarity and operational/maintenance
skills. Machines will often run for twenty years
- and companies run primary packaging lines
with 1-2 days of initial training during installation
and years of anecdotes and personal preference
which are distorted as they are passed down
through generations of operators. Retrain
operators annually.
Concise training and set-up notes (“one pagers”
on key topics such as film roll change, vacuum
belt adjustment [if mechanical] and forming set
change) can also provide framework for
“standard work” to ensure that changeovers
and troubleshooting are consistent. You’ll find
some examples documents in the appendix,
(live link to doc anchor) and you can download
word templates here as part of our OEE Toolkit.
15
Other Efficiencies
Actual machine OEE is a great way to establish
and maintain efficient production. But properly
designed, tuned and maintained machines afford
some other efficiencies too. Two areas of savings
are important to note.
The first, film thickness, translates directly to
the package cost and quality. Thinner films
are generally less expensive, even when they
incorporate multiple layers with different
performance attributes. However, they are
more challenging to run. Sealing and tracking
can be particularly difficult and when machine
operation is inconsistent one of the first places
companies look to recover efficiency is to
eliminate film related complications. Once
OEE has been achieved at targeted levels
and is consistent, start with some testing and
pilot runs - you may well find that you’re able
to run materials which had previously been
inconsistent.
The second is energy consumption. Optimized
machines tend to be more efficient. This isn’t a
huge factor, but it’s one to consider as an extra
benefit - and one to factor when considering
replacement / additional lines.
© 2016 Rovema North America, Inc. All Rights Reserved
 Planning, comparing & selecting
When you optimize and maintain your OEE
you’ll realize benefits every day - through
reduced direct costs and substantially less
stress from crisis management.You’ll also
achieve an elevated understanding of the
machine attributes, operational nuances and
support requirements for any replacement or
supplemental machinery that you buy.
For instance, if you find that manual/mechanical
adjustments of tracking belts are hard to quickly
replicate for changeovers, and you can precisely
quantify the costs associated with that cause of
downtime, then you can very logically weigh ser-
vo alternatives. Similarly, if mechanical gusseting
proves a persistent package quality challenge,
then you’ll have data to help you gauge the incre-
mental benefit of servo solutions for that function
as well.
Sealing consistency is always a big consider-
ation. If you’ve eliminated most issues by reduc-
ing stringing charges and just have occasional
instances of product interfering with seals, then
you’ll have data on what those occurrences mean
in terms of disruption. For instance, is it just the
single package that’s bad, or does that trigger
an extended run of bad packages which must be
detected by the operator? What are the cascad-
ing implications and costs? Should you invest
in technology that detects product in seals and
interrupts that cycle to continue operating without
fouling further packages?
As the correlation between scale operation,
dense product charge, and consistent sealing
is established and validated, consider the integra-
tion of the two machines. Consolidated controls
and HMI can physically reinforce that integration
as well.
Running thinner films for cost/source reduction
initiatives can be key, as can reduced change-
over times comparing mechanical vs. fully servo
driven equipment formats. And speaking of film,
with data on the downtime/cost of film roll chang-
16
es, the cost / benefit of a splicing table should be
simple and clear. What would the savings be if
you only lost 2 packages and no time for every
film change?
Flexibility to satisfy marketing’s (and the custom-
ers’) evolving needs is always striking a balance
with efficiency.
Consider energy efficiency. This is a less pro-
nounced requirement in North America than other
parts of the world, but there is measurable sav-
ings to be realized through both power and pneu-
matic efficient designs.
Also factor the support that’s available. What
resources are available to help you continuous-
ly maintain/improve efficiency? A well set-up
machine that’s down because a financially chal-
lenged manufacturer is cutting back on spare
parts inventory may not be so efficient in the end.
Finally as you work through the process of
improving and maintaining OEE you may
bump into issues where different equipment
manufacturers of different components dis-
agree on causes and solutions. As you evalu-
ate future solutions keep in mind different vendor
sourcing models:
• Some bagger manufacturers buy scales
from other unrelated companies
• Others engineer and manufacture com-
ponent machines for systems in different
facilities belonging to different subsidiary
corporations (even different countries and
different division P&Ls) under the umbrella
of common global brand
• A few design, manufacture and integrate all
component machinery into production lines
under a single roof, with true sole source
responsibility
It’s important for you to be clear which approach-
es you’re comfortable with. Sole source respon-
sibility can simplify your life as a buyer.
© 2016 Rovema North America, Inc. All Rights Reserved
 If you’re planning any
new equipment proj-
ects for replacement
Conclusion
or expansion,
As long as you’re running, you might as well
download our “Verti- run well. Everyone wins - costs and hassles are
reduced. Wouldn’t you love to reduce 2nd shift
cal Bagger Compari- panic calls, feisty staff meetings, late shipments,
unhappy colleagues and long unplanned long
son Matrix.” shifts?

OEE is both a machine management

approach and a mindset. It’s common among
It covers the full range sophisticated multinationals, but feasible and
attainable for every manufacturing company
of bagger solutions on that is committed to improvement.

the market in a brand Vertical baggers are a great target for OEE
improvement because they are often the
neutral evaluation tool bottleneck between products and sales.

that engineering and We hope you find this Handbook helpful and
welcome you to download the toolkit as well.
procurement teams
can use to find the
right machine match
for their require-
ments.

17 © 2016 Rovema North America, Inc. All Rights Reserved

 Appendices
These sample forms are provided for you use without any editing or copyright restrictions. Adjust
the formats, fields and layouts to meet your needs. Put your logo on them. Make them work for you!
Again, if you want electronic source file versions of the material - like word docs - that’s available for
download with our OEE Toolkit.

coming soon

18 © 2016 Rovema North America, Inc. All Rights Reserved

 Rovema North America, Inc.
Rovema NA is a wholly owned subsidiary of Rovema 4366 Shackleford Road
GmbH.
Suite A
Our operation in Atlanta is the North
American sales, service and parts presence for all of
Norcross, Georgia 30093
Rovema’s engineered vertical form/fill/seal and
end-of-line packaging solutions.
+1 (404) 640-5310
With over 1,100 machines installed in North
America we’re fully committed to the ongoing support
of our machines. Although occasionally certain drive www.Rovema-NA.com
or control components are obsoleted by our suppliers,
we provide all available parts and ongoing technical
support for any operating Rovema machine.

Our team in Norcross is combining German quality

& engineering with American market awareness and
responsiveness. All our machines are built under a
single roof (not a global master brand) and we’re ag-
gressively building our staff to meet growing demand.

19 23 June 16 © 2016 Rovema North America, Inc. All Rights Reserved