Energy & Fluids Toolkit

Global Tech Managers Conference 2019

November 22, 2019

 E&F Toolkit Overview
- Communication
- GOPs, PTS, MCRS
Agenda - Modulation, Maintenance
Toolkit and the Pillars
Equipment Efficiency Checks and Operator Workstation
E&F Toolkit
Overview
The E&F Toolkit is a path forward to drive shop floor routine
 Flash steam Boiler tubes Oil + NH3

What we see on
the shop floor ?
Air leakage

Water leakage Cooling tower filter

 Heat exchanger Coalescer Filter

Sometimes
we see this? Ethanol contamination Nh3 condenser plates
 Ethanol valve 100% open Water trap 100% open (Condensers)

Evaporative condenser Permanganate washer

Have you ever

seen this?
 Pump Cavitation BW Heat Exchanger Water valve with flow limitation

Or this?
Evaporative condenser Mash Tun
 Cooling tower filter Compressed air hose

Have you
seen enough?
Evaporative condenser Pump empeller

Are you
ready to fix it?
One more example of why we need the E&F toolkit!
Cooling system

This entire equipment center

can be run inefficiency and
still meet production and
quality targets.

Condensate return

Steam system
Purpose of the E&F Toolkit

Drive Routine at the Shop Floor

Routine execution can drive the same level of
improvement or more than Capital Investment.
Routine execution is low $, high employee
engagement.
The Toolkit is a path forward to drive shop floor
routine. It is not all inclusive but a guide. The
toolkit should be developed and expanded to
other equipment and areas. It is the integration
and execution of VPO at the shop floor.

Efficiency
100% Efficiency For E&F
Is it possible to run packaging lines below rated for E&F
capacity and production plan and still make a profit
for the company?
E&F Toolkit – Re-Prioritize the Routine

ALL OF THE ASKS:

MCRS

GOPs

VPO Audits

PTS

SOP

Monthly Calls

Action Log site visits ZBS PRIORITIZATION FOUNDATION OF THE TOOLKIT:

Chemical Treatment
All tasks reviewed

Emergency
All critical tasks fell into 1 of 4 strategies:

Etc ... 1. GOPs
2. Modulation
Situation: 3. Maintenance
• Routine not streamlined 4. Communication
• Quality of execution is poor
E&F Toolkit

1. Communication – Engage and train the team.

Communication to the Shop Floor.

2. GOP – Identify focus GOPs > Create implementation

standards > Set execution plan

3. PTS – Streamline PI review

4. MCRS – Streamline and standardize routine

5. Modulation – Daily Cycle: Set the plan, Execute the

plan, Check results

6. Maintenance – Standardize Maintenance Plans >

High visibility on Monitoring and Execution
REMINDER: The Results!! Main Impacts
EE
10,0% Cooling system Efficiency (COP) 4,0%
0,1 bar Suction Pressure 1,6%
0,1 bar NH3 Discharge pressure 0,4%
ZONE
1 bar Compressed air pressure 2,2%
HEAT ELECTRICITY

Heat
1,0% Eff. Wort Cooling 0,7%
5,0% PZ/ BW consumption 0,5%
1,0% % CO2 Boilers 2,0%
5,0% Condensate Return 1%
Ex-LAN Zone achieved STEP CHANGE with the
Toolkit
• 4% reduction in Heat and 2% reduction in CO2
Electricity 2016  2017 1,0% Beer rework 0,3%
1,0 bar CO2 distribution pressure 1,2%
1ºC SD temperature 1,5%
5,0% CO2 Compressor Efficiency 2,5%
Communication
Communication is critical for adoption of the E&F
Toolkit. There must be buy-in from top (BOP) to bottom
(Shop Floor).

A critical component of Communication is

measurement and reporting of E&F impacting items.
Communication Overview

• E&F Toolkit drives results through

the fundamentals (i.e. GOPs,
Modulation, and Maintenance).

• We aren’t bring anything new, only

an organized approach and focus on
equipment efficiency.

• One of the components of the

Toolkit is Communication.

It is focused on 2 main items:

Communicating and Coaching to all levels
Tracking implementation AND results
Communication Overview – Cascading Implementation
Toolkit Training Attendance Form

1
Plant

JIM
NAJ
NAT
SUQ
TS Manager

Y
Y

Y
Supervisor
Y

Y
Y
Main. Supervisor Process engineer E&F Engineer
Y

Y
Y
Y
Y
Y
Y
2 3
WUH Y Y Y Y
XIX Y Y Y
XIY Y Y
BAO Y Y Y Y
TAS Y Y Y Y Y
JIS Y Y Y
NAC3 Y Y

Zone level NIB

PUT
QUZ
SHL
Y
Y
Y
Y
Y
Y
Y
Y
Y

Y
Y
All breweries Plant level
ZHZ Y
FOS Y Y Y Y Y
KUM Y Y Y Y Y

training
NAN
ZIY
JIZ
YIK
HRB
Y
Y
Y
Y
Y

Y
Y
Y

Y
Y
Y

Y
Y
Y

Y
Training training
JMS Y Y
JSB Y Y Y
MDJ Y Y Y
YAJ Y Y Y

4 5 6
Comp-onent Action 责任人 行动跟踪 ZBS Jin
Jin
Jingm
Jin gm
gmen
gm en
en Na
en Na
Nanjing
Na njing
njing Nanton
njing Nanton
Nantongggg Suqian
Nanton Suqian
Suqian
Suqian Xinxia
Xinxia
Xinxiang
Xinxia ng
ng
ng

Identify efficiency impacting Focus GOPs for all commodities. ZBS

确认Focus GOPs，每个能源流体职能识别出TOP GOPs Complete

Create Focus GOP “One P agers” setting expectations and

standardizing implementation of the GOP.
ZBS 基于大区提供的TOP GOPS 编写GGC In Progress

根据TOP GOPs
Brewery GGC清单，将现有GGC审查放入到部门的OWD计划中。（当有新GGC发布时，
需将新GGC放入到部门OWD计划中）
In Progress In Progress In Progress In Progress Complete

建立大区的FOCUS
Complete Focus GOP review and identify GOPs not already

GOP
GOPs抽查清单，ZBS 职能经理在工厂走访时，检查工厂FOCUS GOPS
embedded.

Zone function
ZBS Complete

Brewery 工厂每月将完成的GGC OWD证据拍照并反馈结果给ZBS Utility In Progress In Progress In Progress In Progress Complete In Progress

基于去年得分，设定今年每个工厂GOPS预算

Brewery
ZBS Complete

Operator
Set GOP execution LE. Establish routine to track and monitor
工厂基于预算分解分月预算，并每月设定
GOPs得分LE，跟踪GOPs的行动跟踪完成情况。
execution to the GOP LE .
Brewery In Progress In Progress In Progress Complete Complete Complete

Specific actions to implement GOPs should be added to the

Brewery Strategic Plan.
Brewery
工厂内部识别的优先挑战GOPs行动计划，需列入到工厂联席会上跟踪。 In Progress In Progress In Progress In Progress In Progress In Progress

Complete a full PI review. ZBS 回顾所有的PI，建立大区的最低PI清单 Complete

工厂汇总现行的PI清单，参考大区的最低PI清单，利用PI整合工具（见shee t"
PI 整合工具"）建立工厂的PI清单。

PTS
Identify minimum required Operator PIs by area. Brewery In Progress Complete In Progress Complete Complete Complete

Create standard Reactions plans for Operator PIs. Brewery 对每一条PI，制定PI异常的行动方案 In Progress Complete Complete In Progress In Progress In Progress
Implement Operator PIs. Brewery 在部门的workstation 和teamroom看板中展示关键的效率驱动PI In Progress Complete Complete Complete Complete Complete

tracking and
MCRS Streamline MCRS, remove redundancy. Brewery
回顾部门的MCRS，剔除冗余的跟踪。（已工厂现行为准） Complete Complete Complete Complete Complete Complete

Brewery 01 《I&O balance control 2019》执行跟踪 In Progress Complete In Progress In Progress In Progress In Progress

visualization
Create Modulation tools at the Z ONE level, and implement to

02 《热能回收与使用跟踪表》执行跟踪
Modulation all breweries Brewery

communication
In Progress Complete Complete In Progress In Progress Complete

Collect all existing PM plans for E&F equipment (all

departments).
Brewery
收集工厂所有与能源相关的PM计划（所有部门） Complete In Progress In Progress In Progress Complete Complete

Review existing PM plans. Compare PM content for like

equipment and combine into one standard best practice P M ZBS 回顾现有的PM计划。比较如设备的PM内容，并形成一个工厂的标准最佳实 Complete
program. 践PM程序。
Embed new Global Best Practice P Ms into PM program. Brewery 在工厂的PM项目中融入新的全球最佳实践PM。 Complete In Progress In Progress In Progress Complete Complete
Create Z one standard to establish new WO activity types.

创建大区新的WO活动类型。为所有与E&F相关的计划制定“E&F”指定标准名

Maintenance
Create standard for " E&F" designation for all E&F related In Progress
plans. ZBS 称。

communication
Incorporate E&F designation on all applicable plans. ZBS 在所有适用的计划中加入E&F新的命名 In Progress
Generate weekly reporting on E&F WOs: Brewery 创建每周的E&F工单报告: In Progress In Progress In Progress In Progress In Progress In Progress

维护计划的完成率- E&F计划

for Toolkit
Maintenance P lan Attainment - E&F schedules Brewery In Progress In Progress In Progress In Progress In Progress Complete
E&F WO Backlog – Hours Brewery E&F 工单Backlog – Hours In Progress In Progress In Progress In Progress In Progress Complete
Review weekly reporting on E&F WOs: Brewery 回顾每周E&F工单报告： In Progress In Progress In Progress In Progress In Progress In Progress
Maintenance P lan Attainment - E&F schedules Brewery 维护计划的完成率- E&F计划 In Progress In Progress In Progress In Progress In Progress Complete
E&F WO Backlog – Hours Brewery E&F 工单Backlog – Hours In Progress In Progress In Progress In Progress In Progress Complete

7 8 9

Brewery Brewery E&F E&F guardian

recognition day ambassador
Coaching and Training
Coaching and Training

ZBS Training, Manager OWD with Shop Floor

OWD by with Operators and Managers Site Visits did by ZBS Specialists

Check, Check, Check….

Tracking and Results
Closely track implementation of the E&F Toolkit initiatives and the corresponding results.

Tracking Validation of Results

KPI & Cost

C omp-onent Action 责任人 行动跟踪 ZBS Jingmen

Jingmen Nanjing
Nanjing Nantong
Nantong Suqian
Suqian Xinxiang
Xinxiang Xinyang
Xinyang Wugang
Wugang baoding
baoding Jishui
Jishui Nanchang
NanchangNingbo
Ningbo
33 Putian
Putian(New)
(New)
Quzhou
Quzhou Shiliang
Shiliang Zhangzhou
Foshan
Foshan Kunming
Zhangzhou Kunming Nanning
Nanning Ziyang
Ziyang Jinzhou
Jinzhou Jiamusi
Jiamusi New
Jinshibai
Jinshibai Yanji
New Yanji

Identify efficiency impacting Focus GOPs for all commodities. ZBS

确认Focus GOPs，每个能源流体职能识别出TOP GOPs Complete

C reate Focus GOP “One Pagers” sett ing expectat ions and
standardizing implementation of the GOP.
ZBS 基于大区提供的TOP GOPS 编写GGC In Progress

根据TOP GOPs
GGC清单，将现有GGC 审查放入到部门的OWD计划中。（当有新GGC发布时， In Progress In Progress In Progress In Progress Complete Complete In Progress C omplet e In Progress Complete In Progress In Progress Complete In Progress In Progress Complete In Progress Complete In Progress In Progress In Progress In Progress Complete
需将新 GGC放入到部门OWD计划中）
Brewery

建立大区的
Complete Focus GOP review and identify GOPs not already
GOP

GOPs抽查清单，ZBS 职能经理在工厂走访时，检查工厂FOCUS GOPS

embedded. FOCUS
ZBS Complete

Brewery 工厂每月将完成的GGC OWD证据拍照并反馈结果给ZBS Util ity In Progress In Progress In Progress In Progress Complete In Progress In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress In Progress In Progress

ZBS 基于去年得分，设定今年每个工厂GOPS预算 Complete

工厂基于预算分解分月预算，并每月设定
Set GOP execution LE. Establish rout ine to track and monitor

GOPs得分LE，跟踪GOPs的行动跟踪完成情况。
execution to the GOP LE.
Brewery In Progress In Progress In Progress Complete Complete Complete Complete In Progress C omplet e Complete Complete In Progress Complete Complete Complete In Progress Complete Complete Complete Complete In Progress Complete In Progress Complete

Specific actions to implement GOPs should be added t o the

Brewery Strategic Plan.
Brewery
工厂内部识别的优先挑战GOPs行动计划，需列入到工厂联席会上跟踪。 In Progress In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete In Progress Complete In Progress Complete

C omplete a full PI review. 回顾所有的PI，建立大区的最低PI清单 Complete

工厂汇总现行的PI 清单，参考大区的最低PI清单，利用PI整合工具（见sheet"
ZBS

PI整合工具"）建立工厂的PI清单。
PTS

Identify minimum required Operator PIs by area. Brewery In Progress Complete In Progress Complete Complete Complete Complete In Progress C omplet e Complete Complete In Progress Complete Complete Complete In Progress Complete In Progress Complete In Progress Complete In Progress In Progress Complete

C reate standard Reactions plans for Operat or PIs. Brewery 对每一条PI，制定PI异常的行动方案 In Progress Complete Complete In Progress In Progress In Progress Complete In Progress In Progress Complete In Progress Complete Complete Complete Complete Complete Complete In Progress Complete Complete In Progress In Progress In Progress Complete
Implement Operator PIs. Brewery 在部门的workstati on和teamroom看板中展示关键的效率驱动PI In Progress Complete Complete Complete Complete Complete Complete In Progress C omplet e Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete In Progress Complete

MCRS Streamline MCRS, remove redundancy. Brewery 回顾部门的MCRS，剔除冗余的跟踪。（已工厂现行为准） Complete Complete Complete Complete Complete Complete Complete Complete C omplet e Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete

C reate Modulation tools at the ZONE level, and implement t o Brewery 01 《I&O bal ance control 2019》执行跟踪 In Progress Complete In Progress In Progress In Progress In Progress Complete In Progress In Progress In Progress In Progress In Progress Complete In Progress Complete In Progress Complete In Progress In Progress Complete In Progress Complete In Progress Complete
Modulation all breweries Brewery 02 《热能回收与使用跟踪表》执行跟踪 In Progress Complete Complete In Progress In Progress Complete Complete In Progress C omplet e Complete In Progress In Progress Complete Complete Complete Complete Complete In Progress In Progress Complete Complete Complete In Progress Complete
C ollect all existing PM plans for E&F equipment (all
departments).
Brewery
收集工厂所有与能源相关的PM计划（所有部门） Complete In Progress In Progress In Progress Complete Complete Complete In Progress C omplet e Complete In Progress Complete Complete Complete Complete Complete Complete Complete In Progress Complete Complete Complete Complete Complete

Review existing PM plans. Compare PM content for like

equipment and combine into one standard best pract ice PM 回顾现有的PM计划。比较如设备的PM内容，并形成一个工厂的标准最佳实 Complete
践PM程序。
ZBS
program.
Embed new Global Best Pract ice PMs into PM program. Brewery 在工厂的PM项目中融入新的全球最佳实践PM。 Complete In Progress In Progress In Progress Complete Complete Complete In Progress C omplet e Complete Complete Complete Complete Complete In Progress In Progress Complete Complete In Progress Complete Complete Complete Complete Complete
C reate Z one st andard to establish new WO activity types.

创建大区新的WO活动类型。为所有与E&F相关的计划制定“E&F”指定标准名
Maintenance

C reate standard for "E& F" designation for all E& F relat ed In Progress
plans. ZBS 称。
Incorporate E&F designat ion on all applicable plans. ZBS 在所有适用的计划中加入E&F新的命名 In Progress
Generate weekly reporting on E&F WOs: Brewery 创建每周的E&F工单报告: In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress
Maint enance Plan Att ainment - E&F schedules Brewery 维护计划的完成率- E&F计划 In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress C omplet e In Progress Complete Complete Complete Complete Complete In Progress Complete In Progress In Progress Complete In Progress In Progress Complete Complete
E&F WO Backlog – Hours Brewery E&F 工单Backlog – Hours In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress C omplet e In Progress Complete In Progress In Progress Complete Complete In Progress Complete In Progress In Progress Complete In Progress In Progress Complete Complete
Review weekly reporting on E&F WOs: Brewery 回顾每周E&F工单报告： In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress In Progress
Maint enance Plan Att ainment - E&F schedules Brewery 维护计划的完成率- E&F计划 In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress C omplet e In Progress Complete Complete In Progress Complete Complete In Progress Complete In Progress In Progress Complete In Progress In Progress Complete Complete
E&F WO Backlog – Hours Brewery E&F 工单Backlog – Hours In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress C omplet e In Progress In Progress Complete In Progress Complete Complete In Progress Complete In Progress In Progress Complete In Progress In Progress In Progress Complete
Provided any recommended updates to t he Global BPPMs
following review. Maintenance 在回顾后向全球BPPMs提供任何推荐的更新。 In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress C omplet e In Progress In Progress In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress In Progress In Progress In Progress In Progress In Progress

Sites to ident ify Annual E& F Maintenance Day. All 确定年度E&F维护日，与工厂的能源日合并。增加维护议题，各部门要优先

departments t o prioritize E&F work.
Brewery
考虑E&F工作。 In Progress Complete In Progress In Progress In Progress In Progress In Progress In Progress In Progress Complete Complete In Progress In Progress Complete In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress In Progress Complete

Creat e communication rollout plan to introduce the Toolkit. APAC ZBS组织tookit的培训 Complete
ZBS
Communication must reach the Shop Floor.
Brewery 经理/主管组织Toolkit培训到一线员工，提供现场培训照片和培训签到表（PPT In Progress In Progress In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress In Progress In Progress Complete Complete Complete In Progress Complete In Progress In Progress Complete In Progress In Progress In Progress Complete
Communication

Z BS to create and provide reporting on the following:

Daily/Weekly KPI/PI reporting where possible. 日报，周报，PI跟踪(如果需要) Complete
汇总水处理合规性报告。（统计工厂关键水处理指标，建立工厂水处理指标
ZBS

跟踪表，制作每个指标符合率图表，%=正常工艺范围之内的指标/总指标数
Consolidate report on Water Treat ment compliance.
Brewery
，确认水处理状况，每月发布一次大区符合率报告）, 参照sheet“水处理报告 In Progress In Progress In Progress In Progress In Progress Complete In Progress In Progress C omplet e In Progress Complete In Progress In Progress Complete Complete Complete Complete In Progress In Progress In Progress In Progress In Progress In Progress In Progress

”
ZBS 区域经理发布各区域工厂指标符合率 Complete
Develop int er-department training program and materials.
Training should be focused on plant critical PI gaps.
Brewery
制定跨部门的培训计划和材料。培训应集中在工厂关键的PI差距。 Complete Complete Complete In Progress Complete Complete Complete In Progress C omplet e In Progress Complete Complete Complete Complete Complete Complete Complete In Progress Complete Complete Complete In Progress Complete Complete

Develop E&F recognition program. ZBS 制定大区E&F认可计划 Complete

Develop E&F recognition program. Brewery 制定工厂E&F认可计划 Complete Complete Complete Complete Complete Complete Complete In Progress C omplet e Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete Complete
Tracking Maintenance Impacting E&F

E&F Work Order completion rate version board for Utility

operators
Recognizing Results

to the strategy

SAZ TKEF Trophy

Recognize the plant with better E&F results
based on routine execution
E&F Toolkit

1. Communication – Engage and train the team.

Communication to the Shop Floor.

2. GOP – Identify focus GOPs > Create implementation

standards > Set execution plan

3. PTS – Streamline PI review

4. MCRS – Streamline and standardize routine

5. Modulation – Daily Cycle: Set the plan, Execute the

plan, Check results

6. Maintenance – Standardize Maintenance Plans >

High visibility on Monitoring and Execution
Strategy – Know the GAP  Close the GAP

GAP Know the GAP Close the GAP

Gap in KPI, Measurement  PTS Visibility  MCRS GOPs

higher usage.
• Engagement at the Shop Floor
• Are you measuring Utilities availability AND
Utilities efficiency?
• Tools: Process Maps, KPI Tree, Toolkit
Efficiency Checks, Regulatory Requirements
• Incorporation into the OWS and Teamroom
• What is your collection frequency and what
you doing with the data? Streamline the
routine
• Metering gap identification, planning, and
prioritization
• GOPs are the foundation
• ZBS provide implementation standard,
Everyone understands what it means to
implement the GOP
• GOP execution should be aligned with your
GAPs to ensure priority; GOP execution  KPI
improvement
• Minimum 1 annual GOP review in 4th Quarter
to identify Focus GOPs for upcoming year
• All breweries must have a routine to capture
and share new good practices (New GOP Tool)

SWEEP
Our GAP vs. Benchmarking
 PTS is the measurement of critical
parameters in the Utilities process.

The PTS must have clear measures,

PTS triggers, and reactions so the Shop
Process Technical Specification Floor knows when and what to do
to drive efficiency.

Know and Measure the GAP.

PTS  Getting to the PTS that drives the business
Management Pillar

SDCA Flow:
Business Description  Process Maps  KPI Trees

By linking the KPIs and PIs to the

outputs defined in the Process Maps,
they form a KPI Tree.
The Critical Process Inputs/Outputs
(PIMs/POMs) are the foundation of the
PTS.
Building the PTS

1. Complete Process Mapping.

2. Identify the critical Process Inputs (PIMs) and Process
Outputs (POMs).
3. Complete the KPI tree for your process and identify PIs.
4. Set best practice operating spec limits on your Process
Input / Output PIs.
5. Set frequency for PI measurement.
6. Generate Operator Reaction Plans for the PIs.
7. Build PTS into the Operator’s Routine.
Process Inputs / Process Outputs for OWS

• Operator Controlled Inputs

• Measureable Outputs

• Spec Targets

• Reaction Triggers

27
Toolkit Equipment Efficiency Checks

GLY in Packaging = Equipment Efficiency in Utilities

Just having Utilities available is no longer good enough. The PTS

needs to include efficiency measures not just availability.

The Toolkit Equipment Efficiency checks are a measure of how

efficiently E&F impacting equipment is operating.

Operators need to measure and understand the efficiency of their

equipment and understand the reaction to correct abnormal
conditions.
 MCRS is the routine reporting of
performance on the Utilities process.

The Operator must be engaged in the

MCRS routine through the OWS and
Teamroom.
Management Control Reporting Systems

They should understand the reporting

and escalation requirements.
Know and make the GAP visible.
KPI/PI Tree Mapped to the Routine
KPI/PI need to be mapped to the Routine

It should be clear how the data is collected and

where it is reviewed.

OWS
Teamroom
 The GAPs have been identified by the
brewery PTS and SWEEP review.
GOPs are a key part of the Knowledge
GOPs Management Block.
Good Operating Practices
Whenever KPI targets are not achieved,
GOP compliance needs to be evaluated to
identify how to close the GAPs.
 GOP Prioritization – Focus GOPs

Annually in the 4th quarter complete a full GOP review to Example GOP Standard
set a baseline. Based on KPI/Financial GAPs, Focus GOPs
should be selected that align to close the GAPs.

The selection of Focus GOPs streamlined administrative

tasks and allows a focus on execution.

When the Focus GOPs have been identified ZBS should

provide technical GOP Standards to explain expectations
for implementation.
Commitment to Execution and Tracking

After the Focus GOPs are identified, the brewery must commit to an execution plan.

The plan must be tracked and monitored as part of their performance review.

The brewery should utilize the New GOP Tool to set the execution LE, track actions, and attach evidence of completion.

Example GOP Tracking Example GOP Evidence

New GOP Tool The new GOP tool is a web-based tool that allows for
tracking, monitoring, and submission of new GOPs. It
allows for all sites to be on one platform and easy
reporting at the brewery, zone, and global level.
Home Screen

Use these selections to navigate to

assessments or reporting views

Use these selection options to see a full

facility overview on GOP Documents
GOP Evaluation Screen

Change
Facility

Change GOPs to view based on department,

process, focus, routine/capex, etc
GOP Evaluation Screen ctd.

Create an Action Log per KPI.

Track and Monitor GOP performance
vs. LE and vs. KPI performance

Create action
item for the
GOP

Select KPI within the GOP form to

view GOPs related to a specific KPI

Track implementation
of each line item
GOP Evaluation Screen ctd.

Add comments or attachments for proof of

implementation. Global attachment of Good Practice
Templates.

Export to excel to complete

evaluation offline then
import into the system

Provide feedback to Global GOP

owner on impact, clarity,
effectiveness of each GOP item
(score 0-5)
Focus GOPs Focus GOPs create prioritization for the GOP process.
Streamlining the GOP process allows for more value
added time being put towards GOP execution.
Select Focus GOPs
Select the Month that the Focus GOPs are
active. Select All to track Focus GOPs all
year.

Select the brewery to assign a

Focus GOP.
Focus GOPs should be assigned
based on the Zone and Brewery The Focus GOP column is
gaps. populated on the
Assessment.
LE / Execution
Plan and Once Focus GOPs are assigned it is critical to commit to
a completion LE. The LE is the planned implementation
Tracking of each critical GOP and ensures the brewery stays on
track to close their gaps. The GOP tool allows the
brewery to set the LE, Track the GOP Actual, and also
track a corresponding KPI actual.
LE Execution Plan and Results Tracking

Management Pillar > Knowledge

Management Block > Q2. Use of GOPs
Is the department active in tracking and
implementing new GOPs as well as
submitting new operating practices for
validation by corporate functions (when
3 applicable)?
1 Score: >3 - GOPs tracked monthly, non-
2 conformances consistently treated, and
results are improving.

1. Focus GOP LE – The LE execution plan for Focus GOPs. A plan needs to be set at the start of the
year for when Focus GOPs should be fully implemented. The goal should be to implement the
majority of Focus GOPs in the first half of the year.
2. Focus GOP Actual – The Actual GOP Completion value.
3. KPI Actual Value – Just as critical as setting the LE execution plan, it is important to measure the
actual KPI:PI impact of the GOP actions. This is highlighted in the Management Pillar > Knowledge
Management Block.
New GOPs New Good Practices can be proposed through the GOP
Tool. This is a major improvement in knowledge sharing
and management compared to prior platforms.
Submit Good Practices for Review Fill out the information on the form. Also,
2 complete and attach the standard Good
1
Practice template. Send for approval.

Submit a good practice to Zone and Global

KPI owners to be evaluated as a new GOP.

GOP Decision
Tree

The user should validate the good practice meets

GOP criteria by going through the New GOP
Decision Tree.

Approval will first be routed to the Zone KPI owner. After approval at the
Zone level it is routed to the Global KPI owner for approval. The Global
KPI owner will approve and assign to the applicable Zones .
New GOP Suggestion Review
1
Select Reports > New Practice Suggestion to 3
bring up your queue of new GOP Add Comments for
Approve or
suggestions feedback
Reject

Add/adjust
attachments

2
An e-mail will be sent back to the initial user who
Click one to review and
submitted the line item with the KPI owners
approve/reject
comments.
E&F Toolkit

1. Communication – Engage and train the team.

Communication to the Shop Floor.

2. GOP – Identify focus GOPs > Create implementation

standards > Set execution plan

3. PTS – Streamline PI review

4. MCRS – Streamline and standardize routine

5. Modulation – Daily Cycle: Set the plan, Execute the

plan, Check results

6. Maintenance – Standardize Maintenance Plans >

High visibility on Monitoring and Execution
 Modulation is critical to conserving
natural resources, reducing baseload,
Modulation and making our E&F usage variable.

No BEER, no E&F usage.

Modulation  Low Cost / High Impact / Right Thing to Do

Why do we Modulate? Topics:

• VIC Impact – Volume is a large driver on E&F KPI and Financial • Street Signs
performance • Mid-week Modulation
• Modulation is a key component of VPO E-Pillar, N-Block, Question 7 • Modulation Planning and Execution
• Engaging the shop floor in helping to drive Sustainability goals. Tracking

• Living the 10 Principles: Acting as Owners, we need to treat our business • Production Modulation Tool
just like we treat our homes. You don’t leave your car running in the
driveway until the next time you need it.
Modulation Street Signs
Project Street Sign – Purpose

Without modulation standards you will

experience these conditions…
• VIC Impact – Power consumption elevated
with production down
• VIC Impact – Wasted labor hours trying to
modulate each line
• Modulation impacting startup efficiency,
lowered LEF
• No Ownership
Project Street Sign – Standardize the Routine
Street Sign and checklists create a standardized, repeatable routine to
modulate equipment which the departments can trust.
• Street signs are placed 1.8-6 meters above • Each isolation point has a corresponding tag
isolation points identifying the exact valve to turn or switch to
• Visible from as far away as 30 meters activate
Project Street Sign – Standardize the Routine

• The Street Signs correspond to a Checklist • The Checklist corresponds to a line map showing
showing all the required isolation points every isolation point on the line
Project Street Sign – Standardize the Routine
• Utilize the OWS and Teamroom
• Modulation Procedures embedded into the end of production clean SOP’s and organized for efficiency
Project Street Sign - Results Why do we Modulate? Checkpoints
• VIC Impact
• Reduction in Water, Energy, GHG
• Improvement in efficiency
• VPO
• SOPs, Checklists, Street Signs
• Engagement
• Its simple, user friendly, saves time
• Acting as Owners
• Supports ownership of usage at the source
Generated VIC Savings • Supports Sustainability Goals

• 226.7MMGal of water at a value of $26,705 per/yr

• 2000 KWH of Electricity saved at a value of $13,400 per/yr
• Labor savings for modulation at value of $19,968 per/yr
• Line Efficiency Improvement from increased startup efficiency
Total = $60,073
Modulation Mid-Week Modulation
Mid-Week Modulation  Reaction to Performance
Department/Zone: Line 65

For all production stops with downtimes that fall within

What? the given criteria, modulate the give shut off points. When Production Stops
production resumes, reactivate the shut off points.

Description of equipment to be switched off = Expected DT Expected DT Post Clean

N* EOP/WEC
ENERGY/WATER POINTS > 30 min. > 240 min. Shut Down

When breakdowns happen, conveyors should stop. 1 Depalletizer (Depal Operator)

a Depal Modulation Mode X X X X
b Personal Fan Shutoff X X X
c Air valve at debagger X X
d E-STOP under 65 Depal by the pallet infeed conveyor X X
e E-STOP on panel CP65W4 X X
Mid-Week Modulation is a reaction plan for the operators f
g
E-STOP on panel CST65W2
E-STOP on panel CST65W3
X
X
X
X
to follow if production stops. h
i
E-STOP on panel CST65W4
E-STOP at CST65-W1
X
X
X
X
2 Lid Depal (Filler Operator)

Based on time thresholds, the operators execute specified a

b
E-STOP Main Control Panel
Air Valve under Control Panel
X
X
X
X
c E-STOP on 65 Lid Depal Main Control Panel X X
modulation points. 3 Rinser (Filler Operator)
a E-STOP at CST65-R3 X X
4 Filler (Filler Operator)
Automation is ideal to accomplish this but it is not a
b
Personal Fan Shutoff
Air Valves (4x) at BPM
X X
X
X
X

necessary. c
d
E-STOP closest to the Closer and Filler
E-STOP on panel EEP65R1
X
X
X
X
5 Late Full Can (Packer Operator)
a Late Full Packer Modulation Mode (Packer HMI) X X X X
b Personal Fan Shutoff X X X
c E-STOP to Jaw Drum section X X
d E-STOP at Hi-Cone Control Panel X X
e E-STOP at Hi-Cone Reel Unit CST65MP X X
f E-STOP on Tray Packer Main Control Panel X X
g E-STOP at Tray Packer Discharge Panel CST65D-1 X X
h E-STOP at Panel EEP65D-1 X X
6 Palletizer (Palletizer Operator)
a Personal Fan Shutoff X X X
b E-STOP on panel EEP6P8 (65A) X X
c E-STOP on panel EEP-6509 (65B) X X
Modulation Modulation Planning and Execution Tracking
Modulation Planning  Agree and Set the Plan
AFR Tracking Example
Production Planning
In order to effectively modulate all
Date 11 May - 17 May
Planned Days of Running (R/NR) Utilities Availability Plan ( Mark Y/N)
Capacity Factory Efficiency Planned Required Hours
Area (hl/h) Target (FE) Volume (hl) to Meet Plan Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri

departments must align and agree on the Line 1

Line 2
Line 3
296
167.5
475
0.6
0.6
0.6
20312
11277
39308
114
112
138
0
0
0
0
0
0
24
12
24
12
24
12
24
24
24
24
24
24
24 N
0N
24 N
N
N
N
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
N
Y

plan. Line 4
Line 5
Line 6
315
450
323
0.6
0.6
0.6
24396
33490
0
129
124
0
0
0
0
0
0
0
12
24
0
24
24
0
24
12
0
24
24
0
24 N
24 N
0N
N
N
N
Y
Y
N
Y
Y
N
Y
Y
N
Y
Y
N
Y
Y
N
Line 7 36 0.6 2762 128 0 0 24 24 24 24 24 N N Y Y Y Y Y
Filter 2 900 0.5 55000 122 24 24 12 24 24 24 24 Y Y Y Y Y Y Y

Set the plan each week and monitor Filter 3

Filter 4
Rack Line 1
900
900
600
0.5
0.5
0.8
55000
55000
60000
122
122
125
24
24
24
24
24
24
24
24
12
24
24
24
24
24
24
24
24
24
24 Y
24 Y
24 Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y

execution against the plan.

Rack Line 2 600 0.8 60000 125 24 24 12 24 24 24 24 Y Y Y Y Y Y Y
Brewhouse 1 300 0.9 24000 89 24 24 24 12 24 24 24 Y Y Y Y Y Y Y
Brewhouse 2 450 0.9 0 0 0 0 0 0 0 0 0N N N N N N N
Brewhouse 3 350 0.9 24000 76 24 24 24 24 12 24 24 Y Y Y Y Y Y Y
Racking planned at max Plan + 20 000 76800

Audit execution to verify compliance. Utilities Modulation

Utilities Modulation Plan
Sat Sun
Availability Plan (Y/N)
Mon Tue Wed Thu Fri
D-plant 1 Y Y Y Y Y Y Y
D-Water D-plant 2 Y Y Y Y Y Y Y
D-plant 3 Y Y Y Y Y Y Y
Chiller 6 Y Y Y Y Y Y Y
Chiller 7 Y Y Y Y Y Y Y
NAZ Tracking Example Packaging Chill Liquor Chiller 8
Chiller 9
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Shut Down Chiller 11 Y Y Y Y Y Y Y
Sullair 2 Y Y Y Y Y Y Y
Modulation Plan Actual
Activity Extra Documentation Impact Sullair 3 N N N N N N N
Type Day Time Day Time Howden 4 N N N N N N N
L1 Filler Stop All SD Events 6/9 6:00 AM Howden 5 Y Y Y Y Y Y Y
Howden 6 N N N N N N N
L1 Pasteurizer Stop All SD Events 6/9 7:10 AM Sullair 7 Y Y Y Y Y Y Y
L1 Packer Run Out All SD Events 6/9 8:00 AM Sullair 8 N N N N N N N
L1 Modulation Checklist Complete Modulation Points SOP All SD Events 6/9 3:00 PM Refrigeration Plant Howden 9 N N N N N N N
Grasso10 Y Y Y Y Y Y Y
L1 Palletizer Shutdown All SD Events 6/9 12:00 PM Grasso11 Y Y Y Y Y Y Y
Grasso12 N N N N N N N
Grasso13 Y Y Y Y Y Y Y
L2 Filler Stop All SD Events 6/9 10:00 AM
Plant 1 Suction Pressure (kPa) 260 260 260 260 260 260 260
L2 Pasteurizer Stop All SD Events 6/9 11:10 AM Plant 2 Suction Pressure (kPa) 345 345 345 345 345 345 345
L2 Packer Run Out All SD Events 6/9 12:30 PM Plant 3 Suction Pressure (kPa) 510 510 510 510 510 510 510
Cooper Comp 2 Y Y Y Y Y Y Y
L2 Modulation Checklist Complete Modulation Points SOP All SD Events 6/9 6:00 PM
Cooper Comp 3 N N N N N N N
L2 Palletizer Shutdown All SD Events 6/9 4:00 PM Air Plant
Cooper Comp 4 Y N Y Y Y Y Y
Copco Comp 5 N N N N N N N
Air Pressure SP (kPa) 605 605 605 605 605 605 605
L7 Filler Stop All SD Events 6/10 8:00 PM Boiler 3 N N N N N N N
L7 Pasteurizer Stop All SD Events 6/10 9:50 PM Boiler 4 Y N Y Y Y Y Y
L7 Packer Run Out All SD Events 6/10 11:00 PM Boilerhouse Boiler 8 N N N N N N N
Boiler 9 Y Y Y Y Y Y Y
L7 Modulation Checklist Complete Modulation Point SOP All SD Events 6/11 1:00 AM Boiler 10 Y Y Y Y Y Y Y
L7 Palletizer Shutdown All SD Events 6/11 12:00 AM Yeast Drying Yeast drying plant Y Y Y Y Y Y Y
 Modulation Execution  Track and Report Results
NAZ Tracking Example
Brewing
Once the plan has been set, Shut Down
Modulation Plan Actual
Activity Extra Documentation Impact

track and share the results.

Event Type Day Time Day Time
Last Mash In BH1 All SD Events 6/7 10:00 AM 6/7 11:00 AM
Last Knock Out BH1 All SD Events 6/7 11:00 AM 6/7 12:00 PM
Last BH1 CIP Complete All SD Events 6/7 11:45 AM 6/7 1:00 PM

WARM BLOCK
BH Modulation Checklist Complete All SD Events 6/8 1:00 PM 6/8 3:00 PM

Show the all stakeholders the Last Mash in BH2

Last Knock Out BH2
All SD Events
All SD Events
All SD Events
6/6
6/6
6:00 PM
7:00 PM
6/6
6/6
5:00 PM
5:45 PM
Last BH2 CIP Complete All SD Events 6/7 9:00 PM 6/7 8:45 PM

“missed opportunity” impact. Close BH2 Compressed Air

BH Modulation Checklist Complete
All SD Events
All SD Events
6/7
6/7
9:30 PM
11:00 PM
6/7
6/7
9:00 PM
11:45 PM

Filtering Down All SD Events 6/9 11:00 AM 6/9 11:00 AM

COLD BLOCK
Schoene Pumping Down All SD Events 6/9 12:00 PM 6/9 11:30 AM
Finishing CIP Complete All SD Events 6/10 9:00 AM 6/10 10:00 AM
Oberlin Off All SD Events 6/9 11:00 AM 6/9 11:30 AM
Finishing Modulation Checklist Complete All SD Events 6/10 1:00 PM 6/10 2:30 PM

AFR Tracking Example

Water Usage Tracker Cost of Water 2.3 R/hl
Target (hl Status Target (hl) Actual Usages (hl)
Area Maint. No Prod. Prod. Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri
Total - - - Prod Prod Prod Prod Prod Prod Prod 55500 55500 57389.54 69113.36 60746.456 69811 68909 58760 46000 62630 68410 66460 79080
Utilities - 0 6500 Prod Prod Prod Prod Prod Prod Prod 6500 6500 6500 6500 6500 6500 6500 3790 3789 3830 5017 4214 5838
Packaging - - - NP NP Prod Prod Prod Prod Prod 0 0 10889.54 13613.36 10246.456 14311 13409 11250 0 24343 24070 27351 21251
Line 1 3300 0 3047 NP NP Prod M Prod Prod Prod 0 0 3046.8 3300 3046.8 3046.8 3047 3902 487 3529 5035 3882 4503
Line 2 760 0 902 NP NP M Prod Prod Prod NP 0 0 760 902.16 902.16 902.16 0 389 148 153 344 674 997
Line 3 700 0 1651 NP NP Prod M Prod Prod Prod 0 0 1650.936 700 1650.936 1650.9 1651 910 730 1310 1330 1030 1122
Line 4 380 0 3659 NP NP M Prod Prod Prod Prod 0 0 380 3659.4 3659.4 3659.4 3659 2060 440 4820 4780 4780 4890
Line 5 490 0 4555 NP NP Prod Prod M Prod Prod 0 0 4554.64 4554.64 490 4554.6 4555 1250 300 5230 4960 5300 5230
Line 6 3000 0 0 NP NP NP NP NP NP NP 0 0 0 0 0 0 0 411 44 270 233 264 326
Line 7 1000 0 497 NP NP Prod Prod Prod Prod Prod 0 0 497.16 497.16 497.16 497.16 497.2 0 0 2090 1291 1645 0
Brewing - - 54000 Prod Prod NP Prod Prod Prod Prod 49000 49000 40000 49000 44000 49000 49000 43808 39446 34574 34510 38576 47019
Filtration 10000 0 16000 Prod Prod M Prod Prod Prod Prod 16000 16000 10000 16000 16000 16000 16000 19031 14694 11733 15020 19938 21685
Racking 3000 0 6000 Prod Prod M Prod Prod Prod Prod 6000 6000 3000 6000 6000 6000 6000 6618 7057 5824 5018 6437 8573
Brewhouse 1,2 17000 0 22000 M M M M M M M 17000 17000 17000 17000 17000 17000 17000 9894 10488 7935 7678 10553 9288
Brewhouse 3 5000 0 10000 Prod Prod Prod Prod M Prod Prod 10000 10000 10000 10000 5000 10000 10000 8265 7207 9082 6794 1648 7473

Deviation Tracker
Deviation from Target (hl) Deviation from Target (R) Total Shutdown Deviation (hl) Shutdown Deviation (R) Total
Area Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri
Total 3260 -9500 5240.464 -703.36 5713.5 9268.904 -68908.9 -7498 21850 -12053.1 1617.728 -13141.2 -21318.5 158490.6 127,947.58 0
Utilities -2710 -2711 -2670 -1483 -2286 -662 -6500 6233 6235.3 6141 3410.9 5257.8 1522.6 14950 43,750.60 0
Packaging 11250 0 13453.464 10456.64 17105 6939.904 -13408.9 -25875 0 -30943 -24050.3 -39340.5 -15961.8 30840.55 -105,329.92 11250 0 -25875 0 -25875
Line 1 3902 487 482.2 1735 835.2 1456.2 -3046.8 -8974.6 -1120.1 -1109.06 -3990.5 -1920.96 -3349.26 7007.64 3902 487 1735 -8974.6 -1120 -3990.5
Line 2 389 148 -607 -558.16 -228.16 94.84 0 -894.7 -340.4 1396.1 1283.768 524.768 -218.132 0 1,751.40 389 148 -607 0 -894.7 -340 1396.1 0 161
Line 3 910 730 -340.936 630 -620.94 -528.936 -1650.94 -2093 -1679 784.1528 -1449 1428.153 1216.553 3797.153 2,005.01 910 730 630 -2093 -1679 -1449 -5221
Line 4 2060 440 4440 1120.6 1120.6 1230.6 -3659.4 -4738 -1012 -10212 -2577.38 -2577.38 -2830.38 8416.62 -15,530.52 2060 440 4440 -4738 -1012 -10212 -15962
Line 5 1250 300 675.36 405.36 4810 675.36 -4554.64 -2875 -690 -1553.33 -932.328 -11063 -1553.33 10475.67 -8,191.31 1250 300 4810 -2875 -690 -11063 -14628
Line 6 411 44 270 233 264 326 0 -945.3 -101.2 -621 -535.9 -607.2 -749.8 0 -3,560.40 411 44 270 233 264 326 0 -945.3 -101 -621 -535.9 -607.2 -749.8 0 -3560.4
AFR Modulation
Line 7 0 0 1592.84 793.84 1147.8 -497.16 -497.16 0 0 -3663.53 -1825.83 -2640.03 1143.468 1143.468 -5,842.46 0 0 0 0 0 Tracker
Brewing -5192 -9554 -5426 -14490 -5424 -1981 -49000 11941.6 21974.2 12479.8 33327 12475.2 4556.3 112700 209,454.10 -5426 12479.8 12479.8
Filtration 3031 -1306 1733 -980 3938 5685 -16000 -6971.3 3003.8 -3985.9 2254 -9057.4 -13075.5 36800 8,967.70 1733 -3985.9 -3985.9
Racking 618 1057 2824 -982 437 2573 -6000 -1421.4 -2431.1 -6495.2 2258.6 -1005.1 -5917.9 13800 -1,212.10 2824 -6495.2 -6495.2
Brewhouse 1,2 -7106 -6512 -9065 -9322 -6447 -7712 -17000 16343.8 14977.6 20849.5 21440.6 14828.1 17737.6 39100 145,277.20 -7106 -6512 -9065 -9322 -6447 -7712 -17000 16343.8 14978 20849.5 21440.6 14828.1 17737.6 39100 145277.2
Brewhouse 3 -1735 -2793 -918 -3206 -3352 -2527 -10000 3990.5 6423.9 2111.4 7373.8 7709.6 5812.1 23000 56,421.30 -3352 7709.6 7709.6
 Production Modulation Tool
Modulation Predicting and matching demand.
Production Modulation Tool

Graphical information and KPI forecast to

help decision making process.
Daily KPI and consumption dispersion: Set
the plan, Execute the plan, Check results.
Easy to view and understand % of load of
each equipment.

KPI Projection based on production input

Modulation Heat Matching – APAC Example

B(Q)>P(Q) :
Match%<100%

B(Q)<=P(Q) :
Match% 100%
Modulation Electrical Loss from Fermentation – APAC Example
Modulation Tracker - AFR
 Maintenance is the foundation of utilities
availability and E&F efficiency.
Maintenance Visibility into maintenance execution and
backlog are critical.
Approach to Maintenance

Reliability is driven by looking at the right things at the right time (execution+content+planning). Reliability drives E&F
efficiency.
The Toolkit brings one set of Best Practice PMs for all equipment affecting E&F efficiency.
2 primary inputs built the Toolkit PMs:
– Analyzing all existing SAZ E&F equipment Maintenance Plans.
– By analyzing the GOP and converting the GOP execution requirements into a Maintenance Plan.

Best Practice PMs ensure that all plants were following a standardized SOP, the Maintenance Program was aligned
with GOP execution, and there were no gaps or duplicity in the maintenance program.

NOTE: Additional Maintenance Plans (i.e. PSM, Boiler regulatory) continued to exist outside of the new Best Practice
PMs. The new Best Practice PMs were focused on E&F efficiency equipment.
Maintenance  GOP Incorporated into BPPM

GOP execution requirements were critical to PM development. GOPs are referenced on the PM SOPs.

6
7
Maintenance  Focus on Autonomous Operation

Break down of Maintenance Procedures – Focus on Autonomous Operation

% Operator vs. Maintenance % Running vs. Shut Down Count of PMs by Frequency
Maintenance – New BPPM Example

New Maintenance Plans are focused on

equipment critical to E&F.
The plans cover all failure modes.
The plans provide details around what to
inspect and how to tell if the equipment is not
operating optimally.
The plans provide guidance and reaction for
the Operator/Maintenance if out of spec
condition is found.

Brewery Utilities Operator Testimonial:

“The PMs went from Qualitative to
Quantitative”
Maintenance – New BPPM Example

Example of Operator inspecting Plate Heat Exchanger efficiency.

Inspections have thresholds, detailed instructions and reaction
plans built in. Execution of the plan measures equipment
efficiency on a routine basis and corrects issues in timely manner.
Maintenance  Ability to Track, Focus on Execution

E&F PM Plans and Corrective WOs should have a unique identifier. This then allowed them to generate reporting to
track and monitor execution.

This can be done in many different ways. A few options would be:

Using Title as Identifier Using Maintenance Activity Type

Maintenance  E&F DAY
To bring visibility and focus to E&F Maintenance,
all sites are required to plan and communicate a
minimum of one E&F Maintenance Day.
During this day there would be communication to
the Shop Floor on E&F.
Maintenance teams focused on repairs & overhauls.
Operators focus on efficiency cleanings (i.e. Cooling
Tower cleaning, CIPs, Pasteurizer cleaning).
All departments agree to
provide additional
resources to focus on the
E&F Backlog.
E&F Toolkit &
the VPO Pillars The E&F Toolkit is the integration and execution of VPO
at the shop floor.
The E&F Toolkit is Embedded in VPO

The Toolkit is a combination of 6 components which are all embedded in the existing VPO pillars.

It is a strategic approach to focusing on Energy & Fluids and driving the execution of these parts of
the pillars.
VPO Management Pillar

Strategy
Manage to Improve

Knowledge
Management
Target Setting & Project Performance
Problem Solving
Cascading Management Review Process
• GOPs are a corner stone of the Toolkit
and a key part of the Knowledge
Management block.
Manage to Sustain

Routine Review
Product & Standards Process
Business
Process Mapping Process Creation &
• MCRS (Routine Review Process) is
Description
Indicators Execution part of the Manage to Sustain layer of
the Management Pillar. The Toolkit
has a focus on MCRS to eliminate
redundant, non-value added pieces of
Fundamentals

the routine.
Global Company Policies 5S
VPO Environmental Pillar
Manage to Improve

Environmental
Environmental Environmental
Management
Promotion Policy
Review
Manage to Sustain

Natural Resources

Environmental
Emergency and Env Contractor Environmental
Monitoring (Audits
Environmental Management Mgmt. of Change
& Compliance)
Alerts
Fundamentals

Env Legal Env Aspect &

Hazardous and By-Products & Environmental Soil & Ground-
Requirements & Impacts, Air Emissions Effluent Mgmt.
Chemical Mgmt. Waste Mgmt. Training water Mgt
Compliance (Risk Analysis )

• The N-Block touches nearly all aspects of the Toolkit:

• PTS – Review of E&F PIs by key users.
• Modulation – Modulation of equipment and standardize approach to modulation is important part of conserving natural resources.
• Maintenance – E&F WOs should be coded for tracking.
• Communication – E&F KPI/PI tracking and monitoring.
VPO Maintenance Pillar
Manage to Improve

Reliability
Measures
Manage to Sustain

Long Term Predictive Cost of Control & Early Equipment

Technical Skills
Planning Maintenance Maintenance Automation Management
Fundamentals

Work Order Preventive Standard Work Autonomous

System Maintenance Instruction Operations
Planning & Spare Parts Maintenance
Critical Equipment
Scheduling Management Facilities and Tools

• The Maintenance component of the Toolkit provides a Best Practice PM program for E&F equipment. These procedures
are for Technicians and Operators and are focused on driving equipment efficiency.
VPO People Pillar
Manage to Improve

Talent & Career Management

Manage to Sustain

Ownership at the • Ownership of E&F and the Toolkit

shop floor
Learning & Work Environment & Turnover components must be driven to the
Development Engagement Management
Shop Floor. Through this ownership,
the Technicians and Operators will
drive efficiency.
Fundamentals

Structure Rewards Recruitment & Selection

The E&F Toolkit is Embedded in VPO

In closing… The purpose of the Toolkit is to

Drive ownership and efficiency in Energy & Fluids through focused execution of VPO.

SWEEP opens the gaps, the Toolkit closes them.

Equipment
Efficiency
Checks &
Operator Work Monitoring and measuring equipment performance is a
critical part of the E&F Toolkit Maintenance
Station component.
The Operators are on the Shop Floor checking their
equipment and the Equipment Efficiency PMs are a
proven method.
These checks and their results need to be incorporated
into the OWS.
Equipment Efficiency Checks Integrated with the OWS
Having equipment in service is not good enough. Equipment can be running but have a very large
impact on E&F. As owners of E&F we need to know how efficiency the equipment is performing to
maximize performance and reduce E&F usage.

The efficiency checks should be incorporated

into the Operator Workstation.
These can be added to the Logbook or tracked
separately.
E&F Efficiency Tracking – CO2 Compressor Example

This is an example Toolkit visual board from Utilities Maintenance Shop.

On the compressor the team is tracking each valve's performance on each shift measuring temperature
and pressure.
 Team Room
Equipment Efficiency Checks – OWS

The Operators are tracking equipment

efficiency at the OWS. If a piece of
equipment is outside of the desired
range then a WO should be written and

OWS
this information is recorded in the
Teamroom during the SHO meeting.
In the teamroom, equipment status
should be tracked so there is good
communication and alignment with the
Maintenance team. Utilities Teamroom

83
Efficiency Check Example and How it Flows to OWS/TR
1. OWS - Operator uses SOP to execute efficiency check. 3. OWS - Record the results in the CMMS and/or
Operator Logbook.

2. OWS – 4. Teamroom - Write follow up WO. Prior to or

Execute the PM. during SHO update Teamroom Equipment Status
If issues is identified Board with the WO number and short description.
complete the reaction
plan and identify the root
cause.
 BELIEVE
THE STRATEGY
…because it’s possible