Bottling Plant Upgradation

Project Report

[Name of Writer]
 Abstract

Global market for beverages has seen a considerable growth in recent years. The technological
advancements have enabled more firms to step into the bottling industry which is the backbone of all
drinks, household liquids and commercial products. Industry 4.0 has had its impact on this field as well
due to the interconnectivity of components used in various food and beverage industries. Leibinger
GmbH has extensive plans for upgradation in their bottling plant which have been studied and analysed
in this report. The majority of the updates are developed in line with the consumer demands. The key
objectives are to optimise the performance of the plant by improving on the speed, accuracy and prices
for the products. Innovation in design procedures is the particular focus of the project. A range of
techniques such as Invasa balloon type vacuum generating system, self-adjusting valve control, star
wheel mechanism, automatic liquid cleaning by sanitizers and flowmeters and integration with Simatic
PLC controllers have been designed for the filling plant. Each of these advanced systems are investigated
for their pros and cons and mapped to the requirements of the project. Three integrated houses of
quality were developed to establish the relationships between customer needs and manufacturing
constraints. The cost and risk analysis was performed using Monte Carlo simulation as it provides a fair
idea of the financial implications of the project. Performance measures were tested based on individual
components and their technical thresholds. All the details were then used to formulate the results and
discussion of the upgradation project.
 Table of Contents

CHAPTER ONE: INTRODUCTION...................................................................................................................4

1.1 Project Background, Motivation and Task.........................................................................................4
1.2 Project Aim and Objectives..........................................................................................................4
1.3 Project Management Plan.................................................................................................................5
1.4 Systems Engineering Life Cycle..........................................................................................................6
1.5 Structure of the Report......................................................................................................................7
CHAPTER TWO: LITERATURE REVIEW..........................................................................................................8
2.1 Bottle Manufacture Process..............................................................................................................8
2.2 Characteristics of Modern Bottling Plants.........................................................................................8
2.3 Innovations in Bottling Plants............................................................................................................9
2.4 Systems Engineering Approach in Upgradation Projects.................................................................10
CHAPTER THREE: SYSTEM ARCHITECTURE.................................................................................................10
3.1 Design Concept................................................................................................................................10
3.2 Commercial off the Shelf (COTS) System.........................................................................................11
3.3 Modifications and New Design........................................................................................................11
CHAPTER FOUR: REQUIREMENTS ANALYSIS..............................................................................................12
4.1 Customer Requirements..................................................................................................................12
4.2 Functional Requirements.................................................................................................................12
4.3 Process Design Requirements..........................................................................................................13
4.4 Stakeholder Analysis........................................................................................................................13
4.5 Measure of Performance (MOP)......................................................................................................14
Table 1: MOP of the Bottle Upgradation Project...................................................................................15
4.6 Technical Performance Measure (TPM)...........................................................................................15
CHAPTER FIVE: SYSTEM COST AND RISK ANALYSIS....................................................................................16
5.1 Project Cost Estimation....................................................................................................................16
5.2 Risk Analysis using Monte Carlo Simulation.....................................................................................16
CHAPTER SIX: DETAILED DESIGN AND DEVELOPMENT..............................................................................17
 6.1 Design Methodology........................................................................................................................17
6.2 Functional Requirements and Results.............................................................................................19
CHAPTER SEVEN: DISCUSSION...................................................................................................................19
7.1 Impact of the Upgrades...................................................................................................................19
7.2 Discussion on Results.......................................................................................................................20
CHAPTER EIGTH: FUTURE WORK AND PLAN..............................................................................................20
8.1 Future Work.....................................................................................................................................20
CHAPTER NINE: CONCLUSION...................................................................................................................21
Appendix...............................................................................................................................................22
References.............................................................................................................................................25
 List of Figures

Figure 1.1: Typical components of a project management plan………………………………………………………………7

Figure 1.2: Systems Engineering V Model………………………………………………………………………………………………..8

Figure 2.1: Bottle filling procedure with balloon…………………………………………………………………………………….11

Figure 4.1: Power-Interest Grid for the Bottle Upgradation Project……………………………………………………….16

Figure 5.1: Monte Carlo Simulation for Bottling Plant Upgrade……………………………………………………………..19

Figure 6.1: Hierarchical Structure for the bottle upgradation project…………………………………………………….20

List of Tables
Table 1: MOP of the Bottle Upgradation Project………………………………………………………………………………..….17
Table 2: TPM parameters in the bottle filling plant..............................................................................…...18
CHAPTER ONE: INTRODUCTION

1.1 Project Background, Motivation and Task

The manufacturing industry has undergone significant changes in the past decades in terms of
technology, market growth and financial strategies. Each product that goes to the consumers undergoes
a specific life cycle which is always being improved by the firms (Alfarisi and Primadasa, 2018). Bottles
are an integral part of our lives because they are used for storing drinks, household cleaning agents,
chemicals, fuel and various other types of liquids that people come across every day. The concept
behind producing a bottle may seem trivial to an end-user but the procedures involved to store
specialised liquids inside require careful planning and implementation (Muthuraj et al., 2016). It is highly
critical that companies update their systems in a way that the costs incurred are returned in a specific
time period; otherwise, the upgrade process is not worth it. This requires extensive research in
executing the project by using the proper tools of project management and systems engineering. The
idea behind this study is to offer both technical and managerial guidelines to the stakeholders so that
they can make the decisions wisely.

This project shall explore some strategies to effectively upgrade a bottling plant that will not only
provide financial benefits to the company but help reduce the harmful impacts on the environment and
optimize the manufacturing process overall. A thorough project management plan will be devised that
divides the bottling plant up-gradation into smaller tasks, and each of them will be tested in terms of
resources, costs and time duration. The plan will follow a traditional approach starting from work
breakdown towards the final testing stage. It is accompanied by a systems engineering life cycle to
support the technical aspects as well as the documentation part of the project. It will specifically focus
on the breakdown of activities in various stages and explain how everything is developed.

1.2 Project Aim and Objectives

This project aims to analyse the process of bottle plant up-gradation so that it brings maximum financial
and commercial benefit to Leibinger GmbH. The researcher has produced the following objectives for
the project:

1) To review the Leibinger GmbH bottle plant up-gradation procedure from a theoretical
perspective.
2) To investigate the financial impacts of updating the plant.
 3) To review the extent of economic and commercial benefit that the bottling plant up-gradation
will bring to the firm.
4) To offer recommendations on the best possible methods for upgrading the manufacturing
process.

1.3 Project Management Plan

Every project needs a particular plan to execute it properly. Starting from simple tasks to complex
assignments, it is essential to manage them orderly so that large projects like the bottle plant up-
gradation do not suffer financially. There are different types of plans suited for the kinds of projects
which may focus on aspect more than the other (Wang et al., 2017). In this case, a general approach will
be followed, which is well tried and tested all over the world so that there is no chance of errors later
on.

The project management plan will be divided into seven main categories including work breakdown into
different tasks, defining quality standards, assigning resources to the tasks, defining relationship
between the activities, estimating the time for each task and the costs associated with them and finally
the evaluation stage that tests the complete procedure thoroughly. Each step will be further divided into
different categories, and every process will be designed according to standard operating procedures.
 Figure 1.1: Typical components of a project management plan (Van Rijn, 2017)

1.4 Systems Engineering Life Cycle

The concept of a life cycle in projects is mostly similar in different scenarios. The end product can vary
such as a manufactured item, software, hardware system, etc. but the core procedures start from the
analysis or planning and end in the testing and evaluation stage (Antwi, 2020). However, the significant
difference arises in project requirements including cost, resources and schedule. In recent years, there
has been a shift towards model-based engineering approach to solving a different problem. This
integrates the technical and business aspects because it works on the underlying principles in both fields
(Chen et al., 2017). The essential components in a project like requirements analysis, implementation,
system tests and user reviews need input from the multi-disciplinary team, which can work together
towards a common objective.

Figure 1.2: Systems Engineering V Model (Hu, 2019)

In this study, the researcher shall follow an iterative life cycle that shall move back to the starting
analysis stage from the testing part until the desired output is reached. The Waterfall method is not
used because it is dated technique and makes it difficult to improve upon the production since it needs
to do all over again if the final result is not as specified. The Agile life cycle is also not suitable because it
is too customer-oriented. The goal of this project is not only to improve the consumer’s experience
when they use the bottles but also to optimise the manufacturing process and bring financial benefit to
Leibinger GmbH. Therefore, a balanced approach is needed to executive the up-gradation procedure.
The bottling plant needs to be updated in real terms, so all the stakeholders need to be satisfied. The
risk analysis has to be done carefully because the amount spent on upgrading needs to be returned in
greater terms. Moreover, customer requirements are a crucial component of this project because they
are the end-users, and Leibinger GmbH cannot let them down.

1.5 Structure of the Report

The report is divided into ten chapters. It starts with the Introduction, as discussed above. Next is the
literature review in which the relevant studies are discussed about the systems engineering life cycle
and corresponding solutions presented. This will be followed by the systems architecture part, which is
the most important one in this study as it contains the actual design specifications. The requirements
analysis will be listed after this chapter that shall include the three Houses of Quality (HOQ). These will
be divided into three categories: customer requirements, functional requirements and product design
requirements. The following section will be the risk and cost analysis which is again an essential part of
our study. The tool of Monte Carlos simulation shall be used here so that the financial forecasting can be
adequately estimated. Chapter 6 will contain the design details, including the various systems and
components inside it. The next section will discuss the proposed design and critically evaluate the results
from the simulations. The testing plan will be explored in the corresponding chapter along with the
future work. Finally, the conclusion will be presented based on all of the previous chapters, and
appendices will be provided along with the reference list at the end.
CHAPTER TWO: LITERATURE REVIEW

2.1 Bottle Manufacture Process

Bottles are a fundamental part of people’s lives in a way that people take them for granted. An average
person uses three types of bottles everyday which can be for drinks or other household uses (Eagleton
et al., 2020). The manufacturing process of simple bottles is not very complicated. There are mainly two
types of bottles: plastic and glass. The principle is the same behind both, but the procedure varies a
little. In plastics, the raw materials are collected from fossil fuels like oil and natural gas. These are
heated and polymerised to make them into polymers (Mircheski, 2019). It is a powder-like material
which the bottle manufacturers get and heat it into a thick liquid. Finally, it is moulded into the desired
shape using special containers which are then cooled to present the final product. Glass bottles undergo
a similar process by using different raw materials like sand and silica. The liquid glass gobs are cut using
special equipment, and a pressing machine produces the shape of the bottle (Thimmappa, 2020). After
that, it is heated evenly to produce the product. Careful examination is required to test for any leaks,
uneven surfaces or stress areas.

2.2 Characteristics of Modern Bottling Plants

There are two types of bottling plants which include bottling lines and manufacturing facilities. In the
bottling lines, the main task is to fill the incoming bottles with the liquid. The first step is to separate the
bottles from the packages and wash them with clean water (Squire, 2020). Then, carbon dioxide is
passed inside the container to remove the oxygen because it can ruin the taste, appearance and shelf
life of the beverages. After that, the bottles are capped and labelled. Modern bottling lines have most of
these procedures automated, which means that the bottles are filled automatically based on a specific
level or volume (Kulkarni et al., 2019). Most of the filling is done in line, which means that bottles are
placed in a long line, and they are filled turn by turn. There are also circular rotary machines in which the
cycle takes less time, but these are more expensive. There have been numerous machines developed for
this process which can detect the precise levels of liquid inside the bottles, concentrations of liquid,
pressure, etc. In bottle manufacture, there have been considerable advancements to make the
manufacturing process more fast and efficient.

Several brands have produced automatic machines for bottle filling due to the increased demand in
drinks and beverages. Comac is an international brand that specialises in state of the art machinery for
bottling plants. The systems are available in various sizes with the highest operating capacity at 12000
bottles per hour (Kumar and Mahato, 2020). They can automatically clean the bottles, carbonate them,
adjust the temperature and fill the containers in the desired form. However, these systems require a
significant investment which is not always possible for small breweries. There is a need for extensive
research in this area so that cost-effective methods can be introduced.

2.3 Innovations in Bottling Plants

Several individuals have shown methods that could eventually revolutionise the bottling industry if
implemented on a commercial scale. Benedikt Leibinger is one of those people who is working endlessly
to improve the bottle plant procedures. A significant problem in beverage production is the presence of
oxygen in bottles which needs to be minimised in every way (Leibinger, 2019). Traditional techniques
like inserting carbon dioxide are still widely in use, but they are not very effective in terms of their
output. The solutions presented by Leibinger look promising because they are aimed at small
manufacturers who wish to produce the best product at the lowest possible cost (Muller and Boehm,
2019). The proposed system uses a balloon inside the bottle to completely fill the interior with the liquid
and remove all vacuum. The filling is controlled through special valves which automatically adjust the
rate using actuators. Apart from this apparently simple system, Leibinger has planned to further
optimise the bottle filling process by using advanced Programmable Logic Controllers (PLCs) by Simatic.

Figure 2.1: Bottle filling procedure with balloon (Leibinger, 2019)

There has been significant focus on environment-friendly activities in the bottle industry, such as
sustainable packaging and recycled materials. Researchers have developed different materials for bottle
packaging and large liquid storage that is biodegradable and less polluting for the surroundings.
Scientists have developed new polymers like polydiketoenamine (PDK) which is 100% recyclable
(Christensen et al., 2019). Other materials such as polyethylene furanoate (PEF) and polytrimethylene
furandicarboxylate (PTF) are in development that offers better gas permeability and strength than the
traditional Polyethylene terephthalate (PET) bottles.

2.4 Systems Engineering Approach in Upgradation Projects

Project management plans have always been a mandatory part of every project that a firm undertakes
from scratch. However, when it is time to upgrade an existing setup, there are various things which are
neglected by the majority of organisations (Madni et al., 2019). In most cases, the decision is delayed
due to the cost and revenue situation. If a firm is already making good profits on a product, they wish to
keep it the same and do not invest further in optimising the processes. This approach is generally valid
for small to medium enterprises (Hu and Niemeyer 2019). The fundamental concept of the systems
engineering approach is that planning and maintenance are given the highest priority in the life cycle.
The actual implementation of the project is just one part of the system which is placed at the lowest
spot of the V model. Therefore, this approach encourages up-gradation in every project because it is not
only that it will provide financial benefits to the company, but it will keep the procedures up to date
with modern technology (Schluse et al., 2018). The beauty of the iterative life cycle is that it never stops,
especially if a company is focused on upgrading with time.

CHAPTER THREE: SYSTEM ARCHITECTURE

3.1 Design Concept

Every project needs to be divided into specific subsystems. Mostly, these are tasks categorised according
to their functions and assigned to certain team members. Practical project management strategies begin
with the design stage after the requirements have been identified (Kivila et al., 2017). Similar to the
complete project life cycle, the design stages may have certain hierarchical structures, functions and
relationships between different components which are critical to ascertain before starting the work. The
bottle plant upgradation project can be divided into three stages for the system architecture: COTS,
Modification stage and New Design and Development. In each category, the subsystems are defined and
their relationships and functions identified.
3.2 Commercial off the Shelf (COTS) System
The COTS system in the bottle manufacturing plant is of a traditional style. The existing system includes
the addition of carbon dioxide (CO2) into the bottles in order to remove the oxygen gas. The procedure
is semi-automated as the gas needs to be refilled manually into the containers which then flush the
bottles with CO2. The bottle filling process also suffers from major problems due to the inability to
maintain a proper standard. Firstly, there is no automated valve control mechanism which introduces
inaccuracies in the filling of bottles. Secondly, the firm has only six filling stations which can operate at a
single time. The update of the plant will need significant number of new components since off the shelf
systems do not support the automation objectives of Leibinger.

3.3 Modifications and New Design

The goal of the upgradation project is to increase the speed, precision and revenue from the bottle
plant. This can be achieved through modifications or new design concepts. In the first part, the following
components can be modified by using the existing components:

 Increase the outer diameter of the valves to increase the rate of liquid flow in the bottles
 Increase the speed of the conveyer belt which carries the bottles to and from the filling points
 Use filters in at least three different places to remove the waste materials
 Reduce the space between vacuum feeding system and filling machines

The changes can be implemented but for the innovative ideas to be put in practice, new development
procedures is required in design such as:

 Install new Simatic PLC controllers to automate the repeated procedures of the plant
 Use the latest software provided with the controllers and cloud storage to record all data
 Use servo actuators in valves to adjust the flow of the drinks
 Increase the size of the liquid containers and mixers by at least 30% of the existing volume
 Install sensors for temperature, pressure and concentration monitoring inside the plant
premises as well as the bottle filling machines

The above mentioned changes are just few of the system upgrades that can be implemented to optimise
the processes of the bottle filling facility. It is important to note that all the updates can be done in the
existing space and using the available staff. There is no need of extra human resources as the focus is to
automate the plant as much as possible. One of the key objectives is to increase output by reducing the
losses which can easily be done by using the above systems.

CHAPTER FOUR: REQUIREMENTS ANALYSIS

4.1 Customer Requirements

The primary motive of every product is to satisfy the needs of the customers. The analysis of consumer
attributes is not easy to predict because different people can react differently towards a new service or
product (Zuo et al., 2018). Sometimes, the obvious reaction is not observed which can be detrimental
for the company if it has invested a lot on it. Firstly, the key point is that the bottling plant upgradation is
done to improve the customer’s experience when they use the bottles. The main requirements are
identified as good taste, low price, ease of use, strong bottles, attractive bottle appearance and long
shelf life. Taste and appearance of drinks are two factors which attract consumers the most. Users are
not interested in the back end manufacturing of bottles or filling procedures because they care about
the end product. Therefore, these attributes have been selected along with the functional requirements
that show how these can be achieved.

4.2 Functional Requirements

The customer requirements need to be implemented through a proper system depending on the
project. The work can be in Engineering, Software, Marketing or any other field and we can collectively
call it as the functional requirements (Sanchez and Terlizzi 2017). The objectives of Leibinger GmbH
indicate speed, precision and cost effective methods for bottle filling. Therefore, the researcher has
shortlisted the following attributes as most important:

 High volume mixers and blenders

 Sensors for checking concentrations and pressure
 Automated valve control
 Simatic PLC controllers
 New plastic materials for bottles
 Integrated Software support with cloud storage
The primary motive is to bring innovation in the bottling plant which needs equipment such as sensors,
PLC controllers and Software. Moreover, consumer needs like good taste and low price bottles are also
taken into account since the firm will ultimately earn through that.

4.3 Process Design Requirements

The process design stage follows from the functional requirements. The purpose to list these factors is
to facilitate the team with the steps to carry out the tasks. In this project, some of the design
requirements include:

 Contact suppliers and make space in the factory

 Locations and power supplies of sensors
 Use of proper actuator motors
 Friendly user interface and controls for machines
 Research on newest compounds possible to use for bottles
 Use of Artificial Intelligence for smart bottle plant

These were chosen to complement the functional demands of the bottle plant as they list some
procedures to follow to get the things moving. This helps in the practical implementation of the project
overall.

4.4 Stakeholder Analysis

Stakeholders are the people associated with the project that may have an impact on it directly or
indirectly (Vitolla et al., 2019). Industrial projects like the bottle upgradation need to satisfy a wide
variety of people. The Power-Interest diagram is an important tool for i

Figure 4.1: Power-Interest Grid for the Bottle Upgradation Project

The stakeholders are key players in the smooth functioning of a project. Their amount of power and
interest can vary which determines how the management should handle them by only allocating the
right amount of time and resources for maximum output.
4.5 Measure of Performance (MOP)
The performance measurement is crucial if one wishes to compare the outputs and actual requirements
of a system. The following table illustrates the concept:

Performance Explanation Example

High bottle filling speed
Precise quantity of liquid filling
To increase the bottling speed and
efficiency using faster subsystems
in the plant
To optimise the procedures so that
each bottle is filled equally and on
the set amount
 Use pitch valves with
actuator motors
 Increase conveyer belt
speed
 Use more filling stations
 Use sensors to monitor
water level and pressure
 Real time monitoring
through Web interface

Low cost bottles produced To improve the ratio of price to  Increase volume of liquid
performance of the plant containers and mixers
 Use recycled materials

Less need of human input To make the systems smart and  Use new PLC controllers
automatic from most manual input  Sensors for monitoring
physical parameters

Table 1: MOP of the Bottle Upgradation Project

4.6 Technical Performance Measure (TPM)

TPM is an effective tool to monitor the performance of the systems. Some of the key measures are listed
below:

Component/Concept Ideal Threshold Description

Oxygen level in bottles <0.6 mg/L The level of oxygen must be
minimised in beverages as it can
be harmful for the taste, colour
 and longevity.
Liquid filling rate 1000 ml/s The bottle filling speed should be
able to handle around 1000ml/s
without any vibrations or
blockages.
Bottle filling rate >= 30 bottles/min Based on industry standards, the
plant is to be designed to fill at
least 30 bottles per minute.
Simatic PLC Controller Modules >=6 units The goal is to handle minimum 6
bottles in once cycle by using
counters and flowmeters
integrated with PLC controllers
Table 2: TPM parameters in the bottle filling plant

CHAPTER FIVE: SYSTEM COST AND RISK ANALYSIS

5.1 Project Cost Estimation

The projects run by capital in the form of human and material resources. In today’s competitive
environment, consumers want cheap products while manufacturers wish to spend less on every product
produced (Pratama and Rasywir, 2018). Therefore, budget planning is a critical element to balance this
trade off. The first step in any project is the cost estimation which roughly tells if it is feasible or not.
There are two main types of costs involved: fixed costs and variable costs. Within these, there are
several other branches depending on the project. The available data from the bottling plant shows that
it requires £750 000 to upgrade while its annual profits are around £800 000. This simple information
can give a positive sign for the project however, there are several other costs to be considered. The
most important part is the risk management which calculates the probabilities of profit or loss. Monte
Carlo simulation is an effective tool for this purpose as we shall discover below.
5.2 Risk Analysis using Monte Carlo Simulation
Practical scenarios always differ from the theoretical perceptions. The expected calculations of costs can
vary significantly due to several factors involved in the production process (Klakegg and Lichtenberg,
2016) The Monte Carlo simulation was performed to find out if the upgradation project was profitable in
the first or subsequent years. The results were:

Figure 5.1: Monte Carlo Simulation for Bottling Plant Upgrade

As seen above, the green part highlights the key information. There is a 0% chance of losing money from
this project which is a great achievement from Leibinger GmbH. The chance is recovering the costs after
1 year are also 100% which shows that it is successful in the short run. However, the long term profits
cannot be guaranteed as there is a 50% chance of receiving over £800 000 in the coming years. This is
where Monte Carlo analysis plays its part because firms always have to think about long term planning.
Even if the project makes money in 1st year, it should not bring loss in later on. It should be noted that
the normal distribution is assumed for the sales and expenses and 500 iterations were run to calculate
the probabilities. Values may differ a little bit during the random runs as well.

CHAPTER SIX: DETAILED DESIGN AND DEVELOPMENT

6.1 Design Methodology

The system design components were identified in chapter 3 along with the requirements in the
following chapter. After this initial analysis, the design methodology can be proposed for the bottling
plant. The process will be implemented in two parts: modifications to the existing system and new
development in the design. The first part will be completed in 2 months and the second will be targeted
at 3 months. Parts sourcing will begin from day 1 to allow delays in supplies so that the upgradation
tasks are not affected. Therefore, some tasks in modification and new design will run parallel to each
other. The vacuum feeding system will be tested first with the existing bottle capacity for 1 week. In a
cycle of 20 bottles/ minute, 10 will be processed using the traditional CO2 flushing method while 10 will
use the Invasa balloon-type system for oxygen removal. After 1 week, the project manager will present a
report to the Head of Engineering department to decide on further actions. The chain of command shall
run as follows:

CEO

Head of Control
Head of Sales
and Automation
Department
Engineering

Software Sales and

Project
Hardware Team Development procurement
Manager
Team staff

Figure 6.1: Hierarchical Structure for the bottle upgradation project

The next steps shall run as follows:

1. Increase the container volume for mixers and storage

2. Test the conveyer belt speed to different positions till 20-30 bottles/minute capacity
3. Bring valve systems with servo actuators to aid with the filling procedure
 4. Install sensors on the filling stations to monitor liquid level, pressure and concentrations
5. Install sensors inside the plant to measure temperature and humidity
6. Procure the S7-1200 Simatic PLC controllers with 6 modules for counters and flowmeters initially
7. Set up software for the controllers and obtain access to cloud storage for data recording
8. Develop a research team to study on further improvements particularly in machine learning and
artificial intelligence

Most of the tasks shall run simultaneously. The PLC controllers and software part is reserved for the end
so that the improvements brought through the modifications could be studied deeply. The parts supply
may also affect the schedule for some activities so 2 weeks will be reserved ahead of the set period.

6.2 Functional Requirements and Results

The functional requirements have been identified in detail in chapter 4 through the House of Quality.
The aim of every project is to satisfy the needs of consumers as well as handle the technical and
managerial requirements to proceed with the project. The three main objectives of this project were:

 High bottling speed

 Precise filling quantities of bottles
 Optimum ratio of price to performance of the bottles produced

The three points summarise the reason for upgradation and the functional needs were developed in line
with them. The developed system consists of new methods of oxygen removal in bottles, valve control
for bottle filling, advanced PLC controllers, sensor installation, volume and speed adjustment and several
other tasks to achieve the desired output. All components are interconnected with each other and help
in making the plant procedures automated. The results from individual tests have been promising. The
Invasa balloon type system eliminates the need of CO2 altogether and produces a completely airless
container. Similarly, the start wheel mechanism enables fast bottle filling and PLC controllers enable
continuous and error free operation. The 5 month time period was decided to implement and test all
the updates thoroughly inside the plant and cope with delays in part supplies.

CHAPTER SEVEN: DISCUSSION

7.1 Impact of the Upgrades
The Industry 4.0 is a hot topic for everybody these days. In the age of technology, things are progressing
rapidly in a way that the current procedures may become outdated in a few months (Vaidya et al.,
2018). Leibinger GmbH brought the concept of innovation in bottle plants since it has rarely been
practiced in this industry in a comprehensive manner before. The upgrades were planned by taking all
customers, functional and process requirements in place and developing the strategies through careful
cost and risk analysis. The most significant part of this project is that it aims to bring automation in the
bottle industry by taking into account trivial details like oxygen removal and filling quantities which
ultimately have a huge impact on the market. The actual cost and revenue of the project is at the second
priority since these can be achieved at lower rates as well. However, the objective is to have a long
lasting impact on the bottle industry by starting a series of initiatives never seen earlier.

7.2 Discussion on Results

The results achieved from various tasks have been positive overall. The Monte Carlo simulation has
shown that the upgradation project is financially risk free for the first year and after that, there is a 50%
chance of obtaining higher profits. This indicates that the objective of getting the best price/output ratio
in the plant is possible through the innovative methods. Customer requirements have been considered
thoroughly while developing the plan along with the mapping of stakeholders’ interests and power. The
automation of bottling plant is welcome towards the management however the consumers and factory
workers may suffer as a result. The methods have been tested before commercial use but still, there is a
chance for malfunctioning or cost increase which will affect the output adversely. Quality assurance will
need to be studied in more detail if the Leibinger GmbH plant aims to increase profits and maintain
optimum procedures in the long run.

CHAPTER EIGTH: FUTURE WORK AND PLAN

8.1 Future Work

Technology is moving so rapidly that it has become difficult to predict what the future should hold
(Ardito et al., 2019). The bottle upgradation project is also sensitive to changes as it relies on industrial
systems as well as digital and software technologies. The proposed updates have been planned to aid
the plant for a minimum of three years before upgrading it further. In future, the research work is highly
significant in areas of sustainable bottle production, automated bottle filling, new techniques in liquid
cleaning and mixing and use of artificial intelligence in developing smart industrial setups. Therefore, the
future plans for the Leibinger GmbH bottle plant have been identified as follows:

 Use of sustainable materials in bottles by shifting to more recycled bottles

 Investigate the trends in consumer market for drinks and beverages through data analysis
 Use machine learning models to predict anomalies in bottles such as liquid levels, shapes, colour
and concentrations.
 Separate vacuum chamber in the plant for the feeding system
 Increase the sensors inside the bottle plant to include gas level monitoring

The future plans can be endless because upgrade process ideally never stops. The above points illustrate
some of the possibilities based on the current trends in technology.

CHAPTER NINE: CONCLUSION

The global beverage industry is valued around US$1700 billion and it is expected to grow by 14% in the
next 4 years (Weber and Hogberg, 2020). Consumer demand is increasing and so is the competition
among beverage brands. Leibinger GmbH has identified this growth potential and devised an
upgradation plan for their plant. This report has analysed the proposed changes in terms of project
management and systems engineering principles. Comprehensive study has been done to explore the
financial, technical, functional and managerial aspects of the bottling facility update. Good taste,
appearance and low price are the key attributes found by consumers in the beverage segment. The
upgrades were planned to integrate the user demands along with the functional requirements to
produce a system that brings innovation and automation at affordable price.

It was found that process innovation was lacking in the bottle industry such as the methods for oxygen
removal and handling precise filling quantities which are apparently trivial but have a massive impact on
the output. Combining these procedures with automation through PLC controllers and monitoring by
sensors will make the bottle filling much more efficient. In terms of cost and risk analysis, the upgrade
looks promising in the short run however the likelihood of profits to increase in the long term are only
50%. Moreover, the technical difficulties are to be taken into account such as the training of workers
and possible delays in sourcing of components. Overall, the upgrade project is a great step towards
achieving current Industry 4.0 standards and bringing the innovation concept to bottle industry.

Appendix

House of Quality 1- Customer Requirements

House of Quality 2- Functional Requirements

House of Quality 3- Process Design Requirements
S7-1200 CPU Technical Specifications
References
Alfarisi, S., & Primadasa, R. 2018. Carbon Footprint and Life Cycle Assessment of PET Bottle
Manufacturing Process. In The 1st International Conference on Computer Science and Engineering
Technology (pp. 367-374).

Antwi, S. 2020. Project Management Plan for “GH Buy”: A Proposed Online Shopping Platform.

Ardito, L., Petruzzelli, A.M., Panniello, U. and Garavelli, A.C., 2019. Towards Industry 4.0. Business
Process Management Journal.

Chen, H.H., Kang, H.Y., & Lee, A.H. 2017. A project management plan to reach sustainable competitive
advantage for a photovoltaic (PV) manufacturer. Sustainability, 9(9), p.1496.
Christensen, P.R., Scheuermann, A.M., Loeffler, K.E., & Helms, B.A. 2019. Closed-loop recycling of
plastics enabled by dynamic covalent diketoenamine bonds. Nature chemistry, 11(5), pp.442-448.

Eagleton, C.R., & Bridges, K.D. 2020. Personal care bottle and method of manufacture. U.S. Patent
Application 16/874,188.

Hu, Y., & Niemeyer, C.M. 2019. From DNA nanotechnology to material systems engineering. Advanced
Materials, 31(26), p.1806294.

Kivilä, J., Martinsuo, M. and Vuorinen, L., 2017. Sustainable project management through project control
in infrastructure projects. International Journal of Project Management, 35(6), pp.1167-1183.

Klakegg, O.J. and Lichtenberg, S., 2016. Successive cost estimation–successful budgeting of major
projects. Procedia-Social and Behavioral Sciences, 226, pp.176-183.

Kulkarni, R., Kulkarni, S., Dabhane, S., Lele, N., & Paswan, R.S. 2019. An Automated Computer Vision
Based System for Bottle Cap Fitting Inspection. In 2019 Twelfth International Conference on
Contemporary Computing (IC3) (pp. 1-5). IEEE.

Kumar, P., & Mahato, B. 2020. Automation for Belt Conveyor System. Research and Applications:
Embedded System, 3(2).

Leibinger, B., Leibinger GmbH. 2019. Method for filling a container with a liquid. U.S. Patent 10,427,927.

Madni, A.M., Madni, C.C., & Lucero, S.D. 2019. Leveraging digital twin technology in model-based
systems engineering. Systems, 7(1), p.7.

Mircheski, I., Łukaszewicz, A., & Szczebiot, R. 2019. Injection process design for manufacturing of bicycle
plastic bottle holder using CAx tools. Procedia Manufacturing, 32, pp.68-73.

Müller, W., & Boehm, L. 2019. Laetitia Boehm (1930-2018). Historisches Jahrbuch, 139, pp.621-624.

Muthuraj, B., Mahesh, V., & Senthil, R. 2016. A Hybrid Petri Net Approach for Polyethylene
Terephthalate Bottle Manufacturing System. Journal of Computational and Theoretical
Nanoscience, 13(7), pp.4557-4561.
Pratama, Y. and Rasywir, E., 2018, October. Automatic Cost Estimation Analysis on Datawarehouse
Project with Modified Analogy Based Method. In 2018 International Conference on Electrical
Engineering and Computer Science (ICECOS) (pp. 171-176). IEEE.

Sanchez, O.P. and Terlizzi, M.A., 2017. Cost and time project management success factors for
information systems development projects. International Journal of Project Management, 35(8),
pp.1608-1626.

Schluse, M., Priggemeyer, M., Atorf, L., & Rossmann, J. 2018. Experimentable digital twins—Streamlining
simulation-based systems engineering for industry 4.0. IEEE Transactions on Industrial Informatics, 14(4),
pp.1722-1731.

Squire, S. 2020. Bottling lines: Mishaps and how to avoid them. Australian and New Zealand
Grapegrower and Winemaker, (673), p.55.

Thimmappa, B.H.S. 2020. Basics of beer brewing process and related alcohol chemistry-An old beer in a
new bottle. African Journal of Chemical Education, 10(2), pp.17-32.

Vaidya, S., Ambad, P. and Bhosle, S., 2018. Industry 4.0–a glimpse. Procedia Manufacturing, 20, pp.233-
238.

Van Rijn, J., 2016. Part 4: risk management plan: project management. IMIESA, 41(8), pp.74-76.

Vitolla, F., Raimo, N., Rubino, M. and Garzoni, A., 2019. How pressure from stakeholders affects
integrated reporting quality. Corporate Social Responsibility and Environmental Management, 26(6),
pp.1591-1606.

Wang, X., Ren, A., & Liu, X. 2017. Researching on quantitative project management plan and
implementation method. In AIP Conference Proceedings (Vol. 1864, No. 1, p. 020176). AIP Publishing
LLC.

Weber, O. and Saunders‐Hogberg, G., 2020. Corporate social responsibility, water management, and
financial performance in the food and beverage industry. Corporate Social Responsibility and
Environmental Management, 27(4), pp.1937-1946.
Zuo, J., Zhao, X., Nguyen, Q.B.M., Ma, T. and Gao, S., 2018. Soft skills of construction project
management professionals and project success factors. Engineering, Construction and Architectural
Management.