the cadbury project

Project Management Plan

Chocolate Making Production Lines –Reorganisation

Presented By:Brian Phelan Lucas Costa Mattia Sergi

Leticia Reis CastroNick Hegarty

Project Justification - GoalsRe-develop the chocolate making process in the

Dublin factory to streamline the process and remove excessive conversion costs.

Remove excessive labour costs from the processIntroduce a faster and more controlled processRemove the hazard associated with manual

transfer of chocolate from the Conches to the Storage tanks

Project OverviewRe-develop the chocolate making process in the Dublin factory to streamline the process and remove excessive conversion costs.

Project Justification - Benefits

A reduction in the processing time and the automation of the Conches emptying would allow for a reduction in labour costs and an added benefit of increasing the plant Overall Equipment Effectiveness (OEE).

Other benefits include removing the health and safety hazard associated with the manual transfer of chocolate from the Conches to the storage tanks.

Project - Description

The current liquid chocolate making process utilizes 10 three Tonne Conches.

When the processing time is complete, the chocolate is removed and transported manually via trolley to a pumping station into large storage tanks.

This process is slow, requires significant manual labour and poses a health and safety risk.

The objective is to replace the current three tonne conches with four, six tonne Conches.

Current Layout Schematic

Proposed Layout Schematic

Equipment Photo

Row of five 3 tonne Conches

Equipment Photo

3 Tonne Conche

Equipment Photo

Chocolate Refiner

Equipment Photos

Six Tonne Conche

Initiation Planning Execution Control Close

2.Statement of

Work

3.Project Charter

A.WBS

B.Project

ScheduleC.

Project Budget

D.Project

Quality PlanE.

Comm’sManagement

PlanF.Risk AnalysisG.

HR PlanH.Procurement

Plan

2.Scale Up

Plan

3.Validation

Plan

4.Distribution

Plan

2.Issues and Risk Logs

Pre-Baseline Approval

Baseline Approval

Go-Live Approval

Project Closure

1.Business

Case

Project Justification

1.Project

Management Plan

Containing

1.Change Request

1.Status Reports

1.Project Review

Initiation Planning Execution Control Close

2.Statement of

Work

3.Project Charter

A.WBS

B.Project

ScheduleC.

Project Budget

D.Project

Quality PlanE.

Comm’sManagement

PlanF.Risk AnalysisG.

HR PlanH.Procurement

Plan

2.Scale Up

Plan

3.Validation

Plan

4.Distribution

Plan

2.Issues and Risk Logs

Pre-Baseline Approval

Baseline Approval

Go-Live Approval

Project Closure

1.Business

Case

Project Justification

1.Project

Management Plan

Containing

1.Change Request

1.Status Reports

1.Project Review

Project Framework

Project Scope – In Scope

Installation of three, six tonne capacity chocolate processing Conches and two chocolate crumb Refiners.

Reconfiguration of existing equipment to deliver refined chocolate crumb and cocoa butter to the new Conches location

Any electrical/control software installation workRemoval of all plant and equipment associated

with the ten, three tonnes conches

Project Scope – Out of Scope

Any upgrade to building infrastructure.Overhaul or upgrade of equipment available from

other factoryMachine spare parts.Technical, Process or Maintenance training for

new equipment.

RequirementsReq. No. Requirement Owner Priority

1. Reconfiguration of two Automated Chocolate producing lines utilising equipment made available from another manufacturing plant within Europe

PM H

2. Installation of equipment should conform to all Company Engineering and Health & Safety requirements

PM H

3. Plant should be commissioned following the protocols laid down by R&D department and final product KPA’s should conform to specifications

PE H

4. All equipment shall be controlled by the latest version of Allen Bradley Programmable Logic Controllers (Control Logix)

SE H

5. All Human Machine Interfaces (HMI’s) should be Allen Bradley type Panel View 1200

EE H

6. All Electrical Panels should conform to IP2x rating and shall contain working copies of the wiring diagram

EE H

7. All product contact surfaces shall be constructed of Stainless Steel

ME H

Work Breakdown Structure

N° Task Duration Start Finish Predecessors20 Decommission Production Line 1 and Clean Equipment 5 days 27/03/2014 09:01 03/04/2014 09:01 1721 Remove Conches 1,2,3,4 & 5 5 days 03/04/2014 09:01 10/04/2014 09:01 2022 Install Refiner Number 2 5 days 03/04/2014 09:01 10/04/2014 09:01 2023 Modify Conveying from Refiners to new Conche 1 & 2 5 days 03/04/2014 09:01 10/04/2014 09:01 2024 Install New Conche 1 & 2 5 days 10/04/2014 09:01 17/04/2014 09:01 2125 Install Liquid Chocolate Pipework from Conche 1&2 to Tank 5 days 17/04/2014 09:01 24/04/2014 09:01 2426 Electrical Installation and Testing - Line 1 10 days 24/04/2014 09:01 08/05/2014 09:01 2527 Test and Commission Refiners and Conches 5 days 08/05/2014 09:01 15/05/2014 09:01 2628 Clean Equipment Before Commissioning 5 days 15/05/2014 09:01 22/05/2014 09:01 2729 Ramp up production from New Production Line 1 Layout 10 days 22/05/2014 09:01 05/06/2014 09:01 2830 Milestone 3 05/06/2014 09:01 05/06/2014 09:01 2931 Decommission Production Line 2 and Clean Equipment 5 days 06/06/2014 09:01 13/06/2014 09:01 30;10132 Remove Conches 6,7,8,9 & 10 5 days 13/06/2014 09:01 20/06/2014 09:01 3133 Install Refiner Number 4 5 days 13/06/2014 09:01 20/06/2014 09:01 3134 Modify Conveying from Refiners to new Conche 3 & 4 5 days 13/06/2014 09:01 20/06/2014 09:01 3135 Install New Conche 3 & 4 5 days 20/06/2014 09:01 27/06/2014 09:01 3236 Install Liquid Conveying Pipework from Conche 3&4 to Tank 5 days 27/06/2014 09:01 04/07/2014 09:01 3537 Electrical Installation and Testing - Line 2 10 days 04/07/2014 09:01 18/07/2014 09:01 3638 Test and Commission Refiners and Conches 5 days 18/07/2014 09:01 25/07/2014 09:01 3739 Clean Equipment Before Commissioning 5 days 25/07/2014 09:01 01/08/2014 09:01 3840 Ramp up production from New Production Line 2 Layout 10 days 01/08/2014 09:01 15/08/2014 09:01 3941 Milestone 4 15/08/2014 09:01 18/08/2014 09:01 40

Implementation

Project Schedule

Planning

Reconfiguration of Production Line 1

Commission Production Line 1

Reconfiguration of Production Line 2

Commission Production Line 2

Project Close Out

Control – Weekly Meetings

Gantt Chart plus Critical Path Analysis.

Gantt Chart + Critical Path after Analysis

Project Budget

Budget Overview

Budget Tracking 1Baseline S curve

Budget Tracking 2

Project Quality

The project deliverables are meeting the stated requirements;

The project deliverables are meeting the stakeholders’ expectations;

The project management methodology proposed are being appropriately followed;

For all key decisions there is an appropriate level of sign off;

The scope is clear and has been signed off by all stakeholders;

The project’s objectives have been clearly understood by all project management team.

Project Organisation

RACI Matrix

Tasks Responsible Accountable Consult Inform

Initiation Project Manager Project Manager / Steering

Project Team Project Team

Planning Project Manager Project Manager / Steering

Project Team Project Team

Execution Engineering Functions Project Manager Project Team Project Team

Control Project Manager Project Manager Project Team

Close Out Project Manager Project Manager Project Team

Communications Plan

Deliverable Date / Format Purpose Owner

Status ReportWeekly: Friday @ Close of business dent via e-mail

1. Update steering Committee on status.

2. Risk Management

3. Change requests: Possible budget / resource alteration

4. Issues and resolutions

5. Updates from previous meetings including budget and schedule.

Project Manager

Project Meeting

Weekly: Tuesday 10am-11.30am in main meeting room

1. Review progress against schedule, budget and scope.

2. All relevant parties to provide individual status updates.

3. Change Requests

4. Resolution of outstanding issues.

5. Any other business

Project Manager

Steering Committee

Monday: First Tuesday of the month 8.30am-9.30am in the main meeting room

1. Review progress

2. Decide on change request

3. Escalation point

Project Manager

Risk Matrix

No.

RiskProbability 1 (low) – 4

(high)

Consequence

1 (low) –4 (high)

Risk factorOverall Risk

Rating

1Product from new plant does not conform to KPAs

2 4 8 M

2Scope of the project is not clearly defined (resulting in scope creep)

2 2 4 L

3Supply of chocolate to areas that require it curtailed because only one of two plants availability

3 4 12 H

4Extended commissioning time for new plant configurations

2 4 8 M

5Delays from the removal of existing equipment related to infrastructure

2 4 8 M

6Delays due to Specialist Engineering requirements

3 3 9 M

7Delays due to unforeseen absenteeism and holidays of personal involved in the project

2 3 6 L

8Large Lead times for the procurement of equipment and materials

1 4 4 L

9Budgetary changes due to the requirement for the capital spend being diverted elsewhere

2 3 6 M