AM packaing Project plan

Year
Month July
Week Responsible W28 W29

HA
AD
AG

SS
ST

HB
TD

AR
BW

BM

KM
YG
DL
KH

A/FT
Steps Activities

Z
Pillar priorities and Pillar team understands the OpCo/Brewery vision Plan
strategy Actual

x
Pillar priorities definedand in line with OpCo/Brewery priorities(roadmap) Plan
Actual

x
Pillar strategy (the how) defined and action plan (the what) in place based on loss Plan
deployments. Actual

x
x
x
x

x
Pillar structure and Pillar well established clear teams of reference Roles & Responsibilities defined Plan
composition regular meetings with good attendance Actual

x
Pillar member well trained on pillar route and basic pillar tools Plan
Pillar Teams

Actual basic

x
Strong PDCA is in place Plan pillar
route
Actual and PDCA for action list
Pillar team effectiveness

x
x
Pillar SWOT's are used to improve pillar team effectiveness Plan metho
dology
Actual Defining SWOT

x
The pillar team clearly shows loss ownership Plan
Actual

x
Ongoing efforts to increase pillar competence levels Plan
Actual

x
Pillar team acts as one team with good team dynamics Plan
x x x x
actual TEAM
Pillar priorities are defined in line with Brewery E2E roadmap Plan SET UP
Define roles and responsibilities to Develop pillar strategy and deployment of loss,

x
Actual
There are loss deployments for the main priorities to shop floor with supporting Plan
costs activities to the shop floor

measurement and data collection systems x x X

Actual
Pillar is following all KPI that are required deploying only priority ones Plan
x x
Actual
The quarterly and monthly PDCA process isestablished for the priorities Plan
x x
Actual
Cost deployments are providing additional strategic input for priority setting Plan
X X X X X
Actual
measurement systems are comprehensively in place supporting priorities level Plan
1,2 and 3 X X X X
Actual
The PDCA close the loop process is driving for efficiency and effectiveness in Plan
execution of activities X X X X
Actual
Role and responsibilites are defined based up on the capability development Plan
frame work X X X X X X X
Actual
deliver the pillar strategy

A gap analysis on current versus required capabilitys to support operational duties Plan
and AM roll out is prepared X X X X X
Actual
A plan to establish the operational capabilities is developed and implemented Plan
X X X X X X X X X X
Actual
Aplan to establish the AM/Pakaging capabilities is initiated Plan
x x
Actual Trainning on basic AM
The communication and relationship with PM is established to ensure effective Plan route
cross organization working Actual shake hand b/n pillars
Basic standards for operational safety,quality and process are established Plan
X X X X x X
Establish the basic standards and commitment for

Actual
Build basic packaging capability

Specific standards for start up changeover and shutdown and defined Plan
safety,Quality and operational processes

X X X X x x
Actual
5S is applied technique across all packaging department Plan
X X X X x x
Actual
Basic UPS tools and Visua management are used to establish sustainable Plan
standards X X X X x x
Actual
Links to centers of excellence are established from which standards are drawn and Plan
applied Actual
5S is extensively used to establish a discipline for standards in the workplace

UPS Basic tools are being extensively used in an efficient and effective way to
solve problems
More active contribution to the CoE's on different machines Plan
X X x
Actual
Awareness of purpose and step approach for AM is uderstood Plan
X X X X X X
Implement A&PM team step 0 approach and establish basic AM

Actual Trainning on basic AM

Approach is established to develop the understanding of machine working Plan route
principles by PM and transferring to the AM team X X X
Actual
Standards for LOTO established Plan
X X X X X X
Actual
LOTO routines embedded together with basic safety standards Plan
X X X X
Actual
Operators trained in risk assessment of AM activity Plan
X X X X X X
systems

Actual
Operators establish understanding of working princiles normal VS abnormal Plan
X X X X X X
Actual
Basic systems for management of Tags ,OPL's and CILT standards are established Plan
X X X X
Actual
Full adherence to LOTO standards and continous improvement on machnie safety Plan
X X X X X
 Implement A&PM team step 0 appr
system
Full adherence to LOTO standards and continous improvement on machnie safety
X X X X X
Actual
comprehesive application of risk assessments Plan
X X X X X X
Actual
management of change system is efficient and effective in use and fully applied Plan
X X X X X X
Actual

A pilot area and team has been formed with clear goals and objectives and PDCA Plan
cycle X X X
Actual
Develop A & PM Team steps 0-3 pilot for creating the competent

The approach for APM team steps 0-3 have been applied with in the planned time Plan
scale X X X
operator delivering sustainable restoration of basic machine

Actual
conditions to achieve zero breakdowns supported by PM

Before moving between steps the APM team audit chechlist is used to verify Plan
results. X X X
Actual
Standards applied in the pilot are consistently achieving the targeted results Plan
(including machine condition and zero targets) X X
Actual
CILT standards are being sustained OTIF (use of excellent visual management) Plan
X X X
Actual
continuous improvement culture for daily tagging and de-tagging has been Plan
created X X X
Actual
Pilot systems are optimized to be sustainable in the pilot area Plan
X
Actual
Pilot team is able to continue improvement autonomously using steps 0-3 Plan
X
Actual
APM team audit checklist is used to continously improve Plan
x X
Actual
How to do"explanation has been documented and is prepared for transfer during Plan
roll out by the pilot team X
Actual
There is aclear plan for roll out based upon prioritization (from SC to brewery to Plan
packaging department x x x
Actual
There is aclear PDCA process supporting the roll out and continuous learning Plan
Execute Roll out of A&PM Team steps 0-3 across

x
Actual
Pilot team has transferred APM team steps 0-3 knowledge to the first wave of Plan
Roll Out Teams x x x x x
Actual
Ensure classification for machine priority is updated once per year Plan
x x x x
Actual
Lead practitioners (Team members who were involved and experienced in the Plan
pilot teams)have been developed by the pilot team x x
Actual
packaging operations

All priority a machines have been effectively restored with CILTs delivering Plan
sustainable Zero breakdown due to poor basic conditions x x x x x x
Actual
APM steps 0-3 have been completed in All targetted areas (priority ones) Plan
x x x x x x x x x
Actual
sustainable culture for autonomous improvement has been established in all AM Plan
areas e.g Daily tag de- tagging continued improvement of CILTS continued learning x x x
Actual
and sharing of basic practice
Step 1 Restore & maintain to basic conditon

Establish the leadership discipline for the use of DCS and morning on the shop Plan
Floor (MOSF) activity x
Actual DCS lead by
Optimize DCS and MOSF to drive performance and create

Problems are prioritized for daily activity and distributed to nominated staff Plan
x x
Actual
Visual management standards are in place ,e.g.Line and Machine boards are Plan
designed to communicate and manage daily activity. x x x
Actual
Coaching from leaders is creating ownership for decision making at team Plan
level(50%)of teams are leading elements of the continuous improvement) x x
Actual
Deviation from standards is easily identified on machine and DCS boards utilizing Plan
effective visual management x x x x
Actual
All data is current and updated by operators Plan
x
Actual
Appropriate escalation is triggered by the operators ,and responded to by support Plan
team x x x x x x
Actual
All areas are operating full DCS process and this is way of working Plan
x x x Operator DCS
ownership

Actual
board is on place
All leaders are actively supporting the " shop Floor'' activity through DCS and Plan
MOSF in support of continuous improvement Effectiveness of DCS is tracked and x x x x x x x x
Actual
improvement actions taken to close gaps(business results trend improving)
Identify strategy and priorities for MTBx along with meaningful targets (MTBF Plan
MTBS) x x x
Attack specific planned loses(e.g.change over Initiate the attack on MTBx with operators supported

Actual
Pilot application of defined approach (including measurement sampling and Plan
calculation)to attack prioritie x x x x x
Actual
Activities are tracked at DCS including cleaning time Plan
x x
Actual
MTBx is machine targeted in a robust manner # root causes are identified and Plan
eliminated delivering sustainable performance improvement x x
Actual
MTBx activity is being progressed in line with the APM team steps 0-3 programme Plan
x x
Actual
Cleaning time is constantly challenged and improved Plan
x x x
Actual
The success rate is significantly improving due to effective problem solving Plan
(supported by PM) x x
Actual
Analysis of MTBx (Maily for breakdowns at this stage)root causes are identified Plan
reliable organizational change over) by PM

with effective counter measures,failure modes are eliminated supported by PM x x x

Actual
,MTBx strategy is supporting capability
Clear deployments
framework and business
(organizational case
change for planned loss attack
strategy) Plan
x x x
Actual
Pilot application on appropriate loss types (changeover start up shut down Plan
planned maintenance activity) x x
Actual
Effective attack on organizational losses achieved (steps 1-3 separation activityof Plan
the team route x x x
Actual
 reliable organizational change over)
Attack specific planned loses(e.g.change over
Activities are tracked at DCS Plan
x x
Actual
Implementation of Roll out plan for attack on planned loss Targeting minimum Plan
50% reduction x
Actual
Good planning in place VS and and 5S for the change over parts handling in place Plan
x x x
Actual
Better planning to optimize cleaning schemes (product mix with different liquid Plan
for example) x x CIP is in place and it is automatic an
Actual
mixing possible
 2018
July Aug sep Oct
W30 W31 W32 W33 W34 W35 W36 W37 W38 W39 W40 W41 W42 W43 W44

1st TOR

PDCA for action list

Defining SWOT FIRS T Draft SWOT

OPI LOSS
OWNER BOTTLING LINE Extract
ASIGNED lose
TPM competency
trainning

First Priorety chart

development

OPI deployement on all lines started bottling line line extract loss

OPI NONA WEEKLY FOOLW UP Extract loss WEEKLY follow up

TOR

OPI NONA Extract loss

PDCA for action list PDCA for FC tranning

Trainning on basic AM pillar presentation for the brewery team

route
shake hand b/n pillars pillars shake hand

Zonal teams start to make standards

Zonal teams start to make standards

5s is updated and visualized on all line

visualiation of standards on shop floor

5S visualization

Trainning on basic AM
route
 B1200 line is selected as pilot line

dcs board in place

Operator DCS
board is on place
Shop floor audit 2nd
version created
MTBA champion
trainning at lagos for
 C/O part 5S inplce

CIP is in place and it is automatic and no

mixing possible
 Nov Dec Jan
W45 W46 W47 W48 W49 W50 W51 W52 W1 W2 W3 W4 W5

Discussion on SWOT analysis

TPM training

Updating priorety

ng line line extract loss FTR packaing follow up on all line

Extract loss WEEKLY follow up Kaizen Keg line extract loss

FC gap Assesment

Pillar team Trainning based on skill matrix

Pillar team Trainning based on skill matrix

LOTO point
visualization
Reference of TOPIC map and APM TEAM GLOBAL SUPORT

5S visualization

UPS route for ,MTBA ,EXTRACT LOSS TEAM , UPS route for Kaizen Keg line extract loss

pillar presentation for the brewery team Pillar team Trainning based on skill matrix

CILT improvement trainning Tag trainning

LOTO Standard on all machine

Zonal teams start to make standards

 Labeler B1200

APM team on Labeler

labeller team step 0-1 trainning

FC assesment , Trainning for labeler

operators on standards

CILT follow up and OTIF excution follo

CILT Excution improvement

on priority line

Management team start new MOSF

DCS visualized

shop floor
performanc
Shop floor audit revised
e reporting
started

B1400 MTBA B1500

b1400

b1400

Start up/early tsart up

Start up/early tsart up

 Feb Mar Apr May
W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 W18 W19

TPM and pillar route

water and energy loss

discusion with
operators

B1200 Keg line extract lossDeployment

pasturizer
discharge
Water consuption follow
extract lossup FTR follow up and deployement
reduction
team

HOTO AM Standards

route for Kaizen Keg line extract loss Water consuption follow up UPS route for FTR follow up and deployement

Standard on all machine

Zonal teams start to make standards

Tagging HOTO Trainning

Tag ,CILT systems are in place on

labeler
 LOTO trainning given , shop floor audit used as controll

Change management trainning and

discution with all teams

STEP 0

APM team on Labeler

labeler step 0 audit

Labeller document on share folder

ler team step 0-1 trainning

FC assesment , Trainning for labeler

operators on standards

CILT follow up and OTIF excution follow up

labeller
team step 0

New HOTO document on the

shoop floor

New dcs level two set up

b1200

b1200 b1600

B1200 B1300

CILT time follow up and deployement on B1300,B1200

New dcs level two set
uprevised

start up optimization by early start up

 2019
May June July Aug
W20 W21 W22 W23 W24 W25 W26 W27 W28 W29 W30 W31 W32 W33 W34

TOR Revised

updating priorety

b1300 extract loss reduction team

Thermal keg line consuption follow up

Pillar team skill matrix update

up and deployement

Autonomous
Tag tranning for op erators maintenanace trainning
is given
LOTO map stablished

risk assesment on all

machine
basic standard :safety
risk assesment trainning
on labeler

Pilot
machine :
KEG started
STEP 1 APM team
on keg
STEP 0

CILT OTIF follow up

Tag detag trainning for operators one to

improve is
inplace

APM team
on keg

Washer
CILT follow up and OTIF keg Line revise CILT
excution follow up CILT activity
washer
B1200
labler Step
1
CILT follow up and OTIF one to
improve
excution follow up
started

shoop floor
audit
system
revised to
two per
week and
APM and
PM
involved

CILT OTIF report

CILT deployement started
Aug SEP
W35 W36 W37

B1400
Extract loss
 STEP 2
STEP 2
STEP 1

STEP 2

Filler revise
CILT
standard

Autonomou
s
Maintenanc
e Training

co deployement
CILT deployement started
SEP Oct Nov Dec
W38 W39 W40 W41 W42 W43 W44 W45 W46 W47 W48 W49 W50 W51 W52
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###
B1200
,B1300
Washer ###
step 0
started ###
,B1600 washer Filler ###
STEP 2 labeler step B200,B1300 B1200
###
0 Step 0 pre ,B1300 step
,B1300,B14 audit 0 Pre Audit
STEP 2 00,1500
Zone 1
(filler
,pasturizer
EBI )

###
B1200
,B1300B1600 labeler ,b1300 labeler ###
Washer ###
step 0 PDCA is implemented in
started AM pillar implementation ###
,B1600 washer majorFiller
KPI ###
STEP 2 labeler step B200,B1300 B1200 ###
0 Step 0 pre ,B1300 step
,B1300,B14 audit 0 Pre Audit
Machine
00,1500 ABC
classification
Zone 1 is revised
(filler
B1200
,pasturizer
,B1300
EBI )
Washer
step 0
started
,B1600 washer Filler washer and filler step 1
labeler step B200,B1300 B1200 keg step 2 filler and
keg step 2 pasturizer
0 Step 0 pre ,B1300 step
step 1 ###
,B1300,B14 audit 0 Pre Audit
00,1500 ###
Zone 1 on
Morning
(filler
shop floor ###
,pasturizer
trainning by ###
EBI
ALEX) TPM ###
for LT
###

###
###
###

###

###

###
co deployement
###
B1300 co deployement
###
Minor stop and speed
loss follow up started
 ###
changeover follow up ###
and deployement
started ###
###
###
###
 Heineken Ethiopia APM Team Tracker Year 2019 2020 2021

Kilinto Month January February March April May June July August September October November December January February March April May June July August September October November December January February March April May June July August September October November December

Number Line Machine area ABC Team leader Status Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

1 Labeler A Tegenu Dibaba Plan Kick of & step 0 Step 1 Step 2 Step3
Actual 80 A 90 85 A 74

Plan Kick of & step 0 Step 1 Step 2 Step 3

Kasahun Haddis
2 Bottle washer B Actual 74 A 85
B1200 & B1300

Plan Kick of & Step 0 Step 1 Step 2 Step 3

Muluken Amsalu
3 EBI A Actual

Plan Kick of & Step 0 Step 1 Step 2 Step 3

Biruk woldeyesus
4 Filler & Pasturizer A Actual A 85

Fitsum Mekonnen +
B1300

Plan Kick of & Step 0 Step 1 Step 2 Step 3

Yidnekachew Adamu
5 Labeler A Lesanselam Actual

Plan
Lesaneselam Kassu
6 Bottle washer B Actual Kick of & Step 0 Step 1 Step 2 Step 3
Plan
B1400 & B1500

7 EBI B Actual
Plan Kick of & Step 0 Step 1 Step 2 Step 3
Dereje lule
8 Filler & Pasturizer A Actual 29 93

Plan Kick of & Step 0 Step 1 Step 2 Step 3

Heran Tewoldebirhan
9 Labeler A + Henock Behailu Actual
Plan
10 Bottle washer B Actual
Plan
B1600 & B1700

11 EBI B Actual
Gebreegziabher Kahsay
Plan Kick of & Step 0 Step 1 Step 2 Step 3
Hibret Asres
12 Filler & Pasturizer A Actual

Robel Tadesse Plan Kick of & Step 0 Step 1 Step 2 Step 3

Eyasu Alemayehu
13 Labeler A Actual A 84
Keg line

Plan Kick of & Step 0 Step 1 Step 2 Step 3

Betelhem Messele
14 Keg Line A Actual 88 64 85 60

Legend Weeks
Step 0 6 to 8
Step 1 4 to 6
Step 2 6 to 8
Step 3 4 to 6
Start
Statues

Summary Total Number

Machine A 20
Machine B 11
AMP coverage Total Number %
Machine A 15 75%
Machine B 2 18%

Teams Update @ Decmber 21, 2019

Step 0 4
step 1 3
Step 2 2
Step 3 0
Total 9
Efeso - Heineken

Departmental Average Date : xx/xx/18

Equipment Criticality Analysis

### Page : 1 Failure Seriousness AM Pillar

Brewery : Sub-Process :
Kilinto Packaging In Charge :
###
Process : Line : Adane Degefu/Adugna
Packaging B-1200 Negera
# E S Q W D F M Equipment Index Level Category Area Criticality

1 C C C A B C C C LOW Negligible
DePaletizer DePal

2 C B C A B B B B MEDIUM Moderate
Unpacker Unpac
Dry Area C
3 C B B A B C B C LOW Negligible
Packer Packe

4 C B C A B C B C LOW Negligible
Palletizer Palle

5 C C C A C C C C LOW Negligible
Crate Washer Crate

6 B B B A B B B B MEDIUM Moderate washer B

Bottle Washer Bottl

7 B B C A B C B C LOW Negligible
Caustic Preparation and Sedimentation Caust

8 C B A A B B B A HIGH Critical
Topmatic Labeler Topma
labeler A
9 C C B A B B C C LOW Negligible
Bottle Coder Bottl

10 B A A A B B B A HIGH Critical
Bottle Filler Bottl

11 C C C A B B C C LOW Negligible filler & Pasturiser A

Cap Feeding System Cap F

12 B B A A B C B A HIGH Critical
Channel Pasteurizer Chann

13 B B B A B C C C LOW Negligible
Cooling Tower Cooli
Cooling C
14 B B B A B C C C LOW Negligible
Condensate Lifting Station Conde

15 C B C A B C B C LOW Negligible
Bottle Conveyor Bottl

16 C B C A B B B B MEDIUM Moderate transport System C

Crate Conveyor Crate

17 C C C A B B C C LOW Negligible
Pallet Conveyor Palle

18 C B C A B C C C LOW Negligible
Residual Liquid Detection Resid

19 C B A A B B C A HIGH Critical
Empty Bottle Inspector Empty

20 C C B A B B B B MEDIUM Moderate
Full Bottle Inspector 1 Filler Full
Inspection System A
21 C C B A B B B B MEDIUM Moderate
Full Bottle Inspector 2 Labeler Full

22 C C B A B C C C LOW Negligible
Full Crate Inspector Full

23 C C C C B C C C LOW Negligible
Foam Cleaning System Foam

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Kilinto Packaging ABC Final Printed 12/28/2021 23 of 23