effective implementation of management & maintenance
TRANSCRIPT
1
A REPORT
ON
Effective Implementation of Management & Maintenance
Pillar through VPO Execution.
BY
JAUNTY SINGH 2016A5PS0545P B. Pharm (Hons)
NIKHIL BAHETI 2016A5PS0735H B. Pharm (Hons)
Prepared in fulfilment of the
Practice School-I course
At
AB-InBev India limited,
Sangareddy.
A PRACTICE SCHOOL - I STATION
OF
BIRLA INSTITUTE OF TECHNOLOGY AND SCIENCE, PILANI
MAY 22nd to 14th JULY
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BIRLA INSTITUTE OF TECHNOLOGY AND SCIENCE PILANI
(RAJASTHAN)
Practice School Division
Station: AB-InBev India Limited
Centre: Sangareddy (Telangana)
Duration: 8 weeks
Date of Start: 22/05/2018
Date of Submission: 11/07/2018
Title of Project(s): Effective Implementation of Management &
Maintenance Pillar through VPO Execution.
Name and ID No.: JAUNTY SINGH 2016A5PS0545P
NIKHIL BAHETI 2016A5PS0735H
Discipline: B. Pharm (Hons)
Names and Designations of Experts:
Mr Pradeep Chourasia (Packaging Manager)
Mr Shubam Jain (Packaging Specialist)
Mr Nityasunder Behera (Production Supervisor)
Name of PS Faculty: Dr. Srikanta Dinda
Key Words: 5S, PDCA, Abnormality report, KPI Study, Downtime
Project Areas: VPO, Data Analysis, Reporting and Optimisation.
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Abstract:
The main aim of the project is to present and propose an ideational
Principal: Implementing all good practices. Fulfilling all the management
and maintenance pillars requirements. Step by step following
• Focus on the important things
• Clear ownership
• Effective decision making based in facts and figures
• Enhanced problem solving capabilities
• Simplification of management tools
• Standardize all key processes and measurements
• Upgraded skills of employees
• Effective identification and sharing of best practices
Signature of Student Signature of
Faculty
Date: Date:
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ACKNOWLEDGEMENT
We have put sincere efforts in this project and report however it would not have been
possible for us to complete it without the mentorship, support and help of many
individuals. We would like to extend our gratitude to each and every one of them.
We are highly indebted to the Plant Manager, Mr. Madhav Raj, for providing us a
platform, an opportunity to work for VPO project.
We would like to specially thank Mr. Pradeep Chourasia the packaging Mannager,
Mr. Shubam Jain, the Packaging Specialist and Mr. Nityasunder Behera, Production
Supervisor involved in the project for their guidance and constant supervision as well
as for providing necessary information regarding the project. They were constant
motivation for us throughout the project.
We would like to express our gratitude towards Dr. Srikanta Dinda, our PS Instructor
for constantly providing us the information about what all needs to be done and
guiding through this project.
Lastly, We would like to extend our gratitude and appreciation to my colleagues,
Bhuvana Chandra and Himanshu Achra, who have willingly worked by our side
and helped us out with their full abilities and without whom, this project would not
have been possible.
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TABLE OF CONTENTS
1) INTRODUCTION 6
1.1) Objective
1.2) Problem Statement
1.3) Outline
2) ORGANISATIONAL PROFILE AND STRUCTURE 8
2.1) About the organisation
2.2) Structure of the packaging department
2.3) Functioning of a lined
2.4) Key parameter
3) VPO – Voyager Plant Optimization 10
4) VPO Maintenance Pillar 11
5) VPO Management Pillar 14
6) WORK 24
7) REFERENCES/BIBLIOGRAPHY 37
8) GLOSSARY
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INTRODUCTION
Technology has revolutionized the modern-day industries and organizations and
enhanced the productivity many-folds through high efficiency and effectiveness
involved in production and management. The intervention of technology in this
industry has served no different. Incorporation of mechanization, automation and
digitization in this sector has improved the production standards in India and the
quality as well has taken a rise. Beside this, the technology has also played a very
important role in easing the department work, increasing the speed and accuracy.
a) OBJECTIVES
Our Objective is to achieve sustainable savings in production efficiency and to drive
ongoing continuous-improvement in the future. These improvements will be driven
by sustainable behaviour change at all levels of the organisation. Defining the most
effective way to organize and manage our Brewery Operations, developing our
Supply leadership and knowledge of our teams, implementing the methods, tools and
behaviors that supports achieving significant improvements in performance and cost,
realizing the full potential of our size.
b) PROBLEM STATEMENT How to implement Management & Maintenance pillar effectively through
VPO Execution
c) OUTLINE In the starting, a background study is included showing the research done and
information gathered. The organizational structure and working has been explained
in simple terms as when you work with an organisation, it’s pretty important that
you know the various aspects related to that department clearly. The report
includes organisation profile, structure of the packaging department, role of
various kinds of machines involved in a packaging line and brief description of
parameters which indicate the overall performance of the line. The layout of the
VPO is discussed in brief, followed by a detailed overview highlighting the key
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features. Finally, we will touch upon the future work which have planned to
accomplish in the coming future.
ORGANISATIONAL STRUCTURE
a) ABOUT THE ORGANISATION
Anheuser-Busch InBev (abbreviated as AB-InBev) is a Belgian- Brazilian
transnational beverage and brewing company with global headquarters in Leuven,
Belgium. The original AB InBev was formed through successive mergers of three
international brewing groups completed in 2008: Interbrew from Belgium, AmBev
from Brazil, and Anheuser-Busch from the United States. The company was
enlarged in October 2016 when AB InBev purchased SABMiller and concluded a
merger of the two entities. It was the world's largest brewer even before the
acquisition of SABMiller and is considered one of the largest fast moving
consumer goods (FMCG) companies in the world. The annual sales for the
company in 2017 were US$56.4 billion.
The Charminar unit deals majorly with brands like Haywards5000, Royal
challenge and Knockout. Maximum capacity of the company is around 1.5 million
hectolitre per annum. There are around 1200 workers in the unit.
The company has different departments for various processes such as:-
1] Logistics
2] Brewing
3] Packaging
4] Quality Assurance
5] Utilities
b) Structure of the packaging department
The objective of the packaging department is to fill the beer produced by brewery
into bottles so that it is ready for consumption. It consists of three packaging lines:
Line1 (21000bph), Line2 (21000bph) and Line3 (36000bph).
Two kind of bottles 1) 330ml and 2) 650ml are used by the department for
packaging. Line 1 uses both 330 ml and 650 ml whereas Line 2 and 3 only fills 650
ml bottles.
c) Functioning of a line
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The composition and working of different parts of a packaging line is as follows-
1. Un caser – It takes out empty bottles from the cases.
2. Washer–The purpose of washer is to ensure the bottles are fully
cleaned of impurities and cleared of labels.
3. Empty Bottle Inspector (EBI) - It checks for heavily damaged bottles that are not
suitable for use and removes them from the line.
4. Filler – Fills the bottle with beer that has some CO2 dissolved in it. It also has a
section for crowning the bottles once filled. The entire speed of the line depends on
the critical machine.
5. Full bottle Inspector (FBI) - Verifies that 1) bottles are not under filled 2)
Crowning process is happening right.
6. Pasteuriser – Heating the beer to deactivate spoilage microorganisms, which is
crucial for the longevity of the beer.
7. Labeller – Details such as brand name, expiry date, alcohol content, batch
number etc. are added here.
8. Full labelled bottle inspector (FLBI) – It ensures that bottles meet all the
specifications, are well-filled and well-labelled.
9. Packer – Bottles are placed in empty cases.
10. Palletizer –Here cases are arranged on pallets ready to be carried to the
warehouse.
d) Key terms
1. Line efficiency (LEF) - It is the ratio of efficient production time( duration for
which a line actually works) to the line efficiency time( duration for which the line
could have work ignoring the exterior downtime causes) and demonstrates the
efficiency of department only considering the factors which are directly controlled
by the department.
2. Packaging Beer Loss – It is the difference in the volume of the beer present in
BBT (Bright Beer Tank) to the volume of the finished good.
VPO- VOYAGER PLANT OPTIMIZATION
The aim of VPO is to create a culture of continuous improvement and
empowerment within the Supply Organization, by:
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Defining the most effective way to organize and manage our Brewery
Operations;
Developing our Supply leadership and knowledge of our teams;
Implementing the methods, tools and behaviors that supports
achieving significant improvements in performance and cost, realizing
the full potential of our size.
What‘s the pillar picture all about?
The Management pillar includes the tools to manage day-to-day activities. The five
technical pillars are how we run the brewery. The VPO pillar house is based on the
People pillar.
VPO – the Only Way in Supply! • Operations focused on production; everything else centralised
• Roles, responsibilities, accountabilities and expectations clearly defined
• Accountability driven down to the lowest possible level
• Individuals provided with consistent tools to manage effectively
VPO Means and Results
Points by pillar:
Management ………………….…………… 80 points
People ………………………….…….………70 points
Safety ………………………….…….………70 points
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Quality ……………………….…….………70 points
Environment………………….…….………70 points
Maintenance ………………….…….………70 points
Logistics……………………….…….………70 points
Total 500
VPO MAINTENANCE PILLAR
This section contains details of the standard requirements and expected
outcomes when a maintenance procedure is in place. The section defines all
the items that must be captured in a work instruction and the basic principles
that must be followed.
1) Objective
To describe the standard requirements and expected outcomes when a
maintenance procedure is in place.
2) Application
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Description of applicability and non-applicability of the standard. E.g., this standard
is applicable for all maintenance instructions for a particular task.
1 Safety and Environment Instructions
Description of all detailed safety procedures, actions, points of attention and
equipment that are necessary to perform the activities described in the work
instruction, and the procedures, actions and points of attention that are necessary
to avoid negative impact on the environment.
Protect against loss or shrinkage. Make sure that only authorized and trained
employees are allowed entry into the warehouse. They must be trained to be in
your warehouse. Pilferage and incorrect parts documentation are the largest causes
of unplanned stock outs.
Locate parts in the computer system. For the maintenance planner who is not
familiar with item numbers to locate the appropriate part in a computer system,
nouns and qualifiers is a way of simplifying a search. A noun is a simple,
meaningful name for the item, for example "pump.” The qualifier adds more
detail, such as "hydraulic.” A search on this combination will bring up all hydraulic
pumps in the stock item master file. An assortment of captions and a detailed item
description can provide an increasingly narrowed search that considers make,
model, size, formulation, capacity, etc. If the part can be substituted with, an
alternate or equivalent part that reference also should be stored in the stock record.
Automatic replenishment. Automating the thought process related to reorders can
generate savings. Suggested reorder functionality creates requisitions based on
reorder points (ROP) and reorder quantities (ROQ) that are stored in the inventory
record. Once inventory levels for a part fall below the reorder point threshold, a
suggested reorder is placed for the reorder quantity, which in turn creates a
requisition. This saves time and prevents the delays and errors that can occur with
manual purchasing processes. When a simple ROQ value is not enough, an
economic order quantity (EOQ) algorithm can be used to calculate the right
quantity of a spare part to purchase when replenishment is needed. The EOQ can
consider volume discounts, the cost of placing an order, carrying costs, and other
factors. In addition, regular review of the reorder quantities is recommended for
all system-generated orders, so that there is a regular crosscheck for the need of
stocking the part to quantity being stocked.
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Maintain a complete inventory list for the warehouse. Determine up front what
spare parts are required to manage the required level of risk to your plant. Order
only the amount of non-stock or special order items that are required.
Establish a Management of Change (MOC) process for adding or deleting any
items to the inventory.
Assign and use bin locations. Assign primary and surplus bin locations for every
stocked item. All picking and receiving documents should list the primary bin
location. With correct bin locations on documents, order picking is probably the
least complicated job in your warehouse.
Record all material leaving the spare parts warehouse. There should be appropriate
processes for every type of stock withdrawal. Under no circumstances should
material leave the warehouse without being entered as a remove from inventory.
Process all transactions in a timely, prioritized manner. All transactions or
inventory movements should be processed by the end of the day. Stock receipts
should be “shelved” and entered in the inventory system within 24 hours of arrival.
Zone specific criteria for international parts may need to be developed due to the
complexity of getting import costs settled. In this case, the specific procedure
should be available for review.
VPO Management Pillar
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VPO Management Pillar – Fundamental Blocks
Why have these two fundamental blocks?
Global Policies:
• Minimum standards of meeting legal compliance
• Establish process control system, hiring and training, safety, minimize
environmental impact, adhering to budgets
5S:
• Keep organization in an organized state
VPO Management Pillar – MTS Layer blocks
Why have these blocks in the Manage to Sustain (MTS) layer?
In order to sustain our performance everyone must:
• Understand our business, processes, and what measures are used to monitor
the performance
• Know how the facility and department are performing, both financially and
from a KPI standpoint
• Have standard methods in daily routines to ensure consistency and
sustainable results
• Understand the routine by which we check our performance and abnormal
process conditions
Manage to Sustain
• SDCA = Standardize
Do
Check
Act
• Majority of our time is spent sustaining our processes
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• You cannot improve your process unless you first sustain it
• It is a continuous cycle
VPO Management Pillar – MTI Layer Blocks
Why have these blocks in the Manage to Improve layer?
In order to improve our performance, everyone must:
• Understand our targets, both entity and individual
• Use structured problem solving methods in order to close gaps and solve
problems
• Understand how we share good and best practices, both inside and outside of
the facility.
• Know how the facility and departments are performing, both financially and
from a KPI standpoint
Key Takeaways
• VPO is the system that we use to drive continuous performance
improvement, cost reduction and sharing of best practices
• The three key success factors – Leadership, Method and Knowledge – are
translated into the different elements of AB-InBev Management System that
bring the Results.
• VPO provides the methods to support safety, quality and efficiency within
the operations
1.) Fundamentals
5S in VPO Management Pillar
• 5S is one of the fundamental blocks of the VPO Management Pillar
• 5S is considered a fundamental because before we can put any of the other
tools into practice we need to have an organized work area
• 1. SORT
• 2. SET IN ORDER
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• 3. SHINE
• 4. STANDARDIZE
• 5. SUSTAIN
SORTING involves screening through unnecessary materials and simplifying the
work environment. Sorting is the separation of the essential from the non-essential
and removing them from the work area.
SETTING IN ORDER is organizing the essential materials. It allows the
operator to find materials when needed because the materials are in the proper
location
SHINING is the act of cleaning the work area as dirt is often the root cause of
premature equipment wear.
STANDARDIZING is establishing schedules and methods of performing the
cleaning and sorting.
SUSTAINING is the continuation of sorting, setting, shining, and standardizing.
It is the most important and difficult, as it addresses the need to perform Five S’s
on an ongoing and systematic basis.
Benefits
5S simplifies your work environment, reduces waste and non-value added
activity while improving quality, efficiency and safety.
The 5S process can increase morale, create positive impressions on customers (and
visitors), increase efficiency and organization.
The effect on continuous improvement can lead to less waste, better quality and
faster lead times. Any of which will make your organization more profitable and
competitive in the market place.
Routine disciplines are established to keep the workplace in order
Prompt problem detection (oil leaks, spills, missing parts, missing tools) is
easier; problems are more visible
Process exists for the identification and removal of non-essential material,
waste, tools and equipment
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The work area is well-organized and materials are in the proper locations so
time is not lost looking for equipment, materials and tools; production is
maximized
Operation rates are more efficient
SAFETY is improving
Global Company Policies
The second element of the fundamentals layer is the global company policies. They
are defined by the top leaders of the company and immediately become mandatory
to all levels. These are rules that are established as a product of beliefs, values, and
experiences. Policies cannot be broken down; they must be complied with at all
company levels. One example of a company policy is the Code of Business
Conduct
For AB InBev it is key to ensure that we are guided by a clear and consistent Code
of Business Conduct and guidelines for AB InBev employees around the world. In
achieving our business objectives, we must always adhere to the highest standards
of business integrity and ethics, as well as respect and comply with all applicable
national and supra-national laws and regulations. All Supply operations should be
adherent to the pre-defined and non-negotiable Plant.
2) Manage to Sustain
Business Description
The business description is the starting point to implement Manage to Sustain. This
tool provides a comprehensive picture of a given area, showing:
The main reason why it exists – the mission, aligned with ABI Dream
Processes
Inputs and suppliers
Products/services (outputs) and clients
It is a one page document and is very useful in explaining what an area does. The
business description allows clarification of the customer-client relationships and
stimulates the customer-focused approach. It is the starting point for defining the
KPI’s and SLA’s that will help monitor our business. Suppliers and clients can be
external or internal and each area must keep this in mind while building its
business description. The tool can be used at different business scope levels (BU,
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zone, macro process, plant, operational cell, etc. Each area must define the levels at
which the business description will be used. The more standardized the businesses
across the globe become, the more similar the business descriptions of the same
areas in different locations will be.
Once the business description is ready, the critical products are identified. Criteria
to define critical products include unstable/unfavourable results, high risk, high
cost, complexity, and volume. Other relevant criteria may be added depending on
the specific products. A criticality matrix can be used in order to facilitate
prioritization of critical products. The processes that lead to these critical products
are the ones to be prioritized for process mapping.
Process Mapping
The idea behind Process Mapping is to determine the most important tasks that
produce the most important products that you make for your customer. A process
map is a graphic representation of a process flow with all its steps in value adding
sequence, leading to an end product or service, and showing the work distribution
among the functions involved at the process (“who does what”). It is used to
quickly describe how the process is executed, what the sequence of steps is, and
specifically what is done at each step. It is a very important tool to ensure that
everyone has the same understanding of the process and can also to be used to train
those who will be executing the tasks.
Process mapping helps to identify critical processes, activities, and tasks which are
essential to make critical products in order to standardize them and ensure
predictability.
When a process is visualized on paper, it gives people a systemic view and the
understanding of the parts and how they relate to the entire process. Process
mapping cascades the processes into four hierarchical levels within a certain
business scope:
A business is a group of processes
A process is a group of sub processes or activities
An activity is a group of tasks
The smallest unit of work performed by a business
Workflow is the breakdown of the sub processes into its tasks in a sequential order,
on an operational level. On this level, the tasks will be prioritized and, based on the
critical tasks, standards will be defined.
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Routine Review Process (RRP)
This process is also known as MCRS (Management Control Reporting System) in
some areas. Good management means regularly checking the key results of the
area using performance indicators (KPIs) and acting whenever there is a deviation
from the expected outcomes. The
Routine Review Process is a structured and disciplined process designed to check
routine sustainability KPIs. Checking consists of the comparison between KPI
planned values and actual results. Acting is to take measures whenever the result is
different from what was expected in order to restore the planned level of
performance. This is what is called an abnormality treatment.
The role of Routine Review Process (RRP) is illustrated below:
Ensures that all KPIs are being measured and managed at the right
level.
Allows corrective actions on a timely manner.
Establishes a clear flow of information between hierarchical levels in
the organization.
Creates an environment of “trust” since it encourages employees to
report any deviations. Examples include: operator reporting KPI
deviation to supervisor, process managers in IBS reporting KPI
deviation to the macro process manager, sales rep reporting deviations
to sales supervisor.
Reinforces the culture of “facing the problems” and emphasizes
discipline
Abnormality Treatment
Treating abnormalities means learning from previous mistakes and preventing
them from happening again. In order to do so, abnormalities and corresponding
countermeasures must be discussed.
Anyone detecting a deviation must correct it in the manner clearly
specified in the standard. In addition, deviations need to be reported and properly recorded, so that everyone can learn from previous
failures.
Abnormalities are then discussed, possibly including those who were
present when it occurred and understand the process well, to better
understand the causes which led to the deviation. Once the causes are
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identified, the group discusses what needs to be done to get the
process and results back on track (action plan). The actions in the plan
should include both corrective actions to remove the symptoms to
restore the process and preventive actions to avoid a similar
occurrence of the abnormality.
Completion of actions and response must be tracked and monitored in
order to guarantee that the process has been restored to its expected
performance level and is sustained there.
In some cases, the cause may be related to problems in the standard
procedure itself. Therefore, an abnormality treatment may prompt
standard review.
3) Manage to Improve
Problem Solving
A problem can be defined as a gap between current and desired performance of a
process. Targets can either be set to solve chronic gaps that may exist in the
company (recurrent abnormalities) or to open new gaps to drive improvement by
setting targets above the current performance level. The ABI problem solving
method is the PDCA cycle. Before any improvement effort, research should be
completed around existing good practices and how they may help close the gap.
Performance Review Process (PRP)
Good management means periodically checking the key results of the area
using performance indicators (KPIs) and acting whenever there is a deviation from
the expected outcomes. The performance review process is a structured and
disciplined routine to perform the check of improvement KPIs. It comprises the
periodic (monthly, quarterly, and yearly) process of checking improvement results
and completion of action plans and taking additional actions that may be needed to
achieve the improvement goals. It also includes the follow up of ongoing projects
and individual targets. In Supply, this periodic check is called Performance MCRS
(Management Control and Reporting System)
Knowledge Management
Knowledge management comprises a range of strategies and practices used in an
organization to identify, create, represent, distribute, and enable adoption of
insights and experiences. Such insights and experiences comprise knowledge,
either embodied in individuals or embedded in organizational processes or
practices. Knowledge management efforts in AB InBev focus on organizational
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objectives such as improved performance, competitive advantage, innovation, the
sharing of lessons learned, integration, and continuous improvement of the
organization. Knowledge management programs can yield impressive benefits to
individuals and organizations if they are purposeful, concrete, and action-oriented.
At ABI, the processes that encompass knowledge management are:
1. Good practice program
2. Best practice program
3. Standards management
4. Good Operating Practices
Problem 1:
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Problem Statement (Labeler)
Some Bottles when come to PFC (Pressure free combiner) fall down during row
alignment and so causes a discontinuity. This increases the downtime due to labeller.
Repeated breakdowns in all 3 lines Labeler impacting LEF/GLY.
Labeler breakdown had become a bottleneck in all 3 lines for achieving our efficiency
targets.
Approach
1. Problem 1
Lack of ownership at shop floor in doing RCA (5 Why Analysis)
Root cause
Due to Language Barrier (operator not able to understand English properly)
2. Problem 2
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No CIL checks happening on daily basis. (Checks were happening only on
weekly basis during PM)
Root cause
No standard/easy to follow checklist for daily CIL checks
1. Solution 1-:
Technical Highlights
• 5W-H tool used to create checklist
• Clear and concise points with Yes/No option only.
All 5-WHY worksheets to be translated to local
language
Training to be given to all the associates on how to
do 5-WHY
Review the 5-WHY’s done by operators and take actions
accordingly
Check for improvement
Sustain
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• Completing all the CLIT inspection checks required just 36 min previously
which used to take around 2 hours. GLY also improved.
• For each action -: location, Activity, Standards, How, Tools, Time required
and its frequency were clearly defined in the checklist.
After
Situation
Before
Situatio
n
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25
26
Problem Statement (Conveyer)
27
28
Actions Taken for L1 Chronic Issues
1. Pasteurizer in feed and discharge transfer plate alignment w.r.to mat chains
2. Bottle falling on pasteurizer discharge conveyor addressed by providing
taper guides at transfer areas
3. Labeler PFC in feed turner modification with L type to avoid chain derailing
issues
Actions Taken for L2 Chronic Issues
1. Labeler pfc chain replaced as the chain link and pins got worn out.
Actions Taken for L3 Chronic Issues
1. Un caser in feed crate conveyor bottom supports modified with roller type
2. Un caser discharge to washer in feed conveyors automation done
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Recommendations
Labeller pfc synchronisation.
Bottles coming from pasteuriser discharge to labeller in feed are falling at pfc due to
synchronisation issue. Speed of the labeller can be synchronized with labeller pfc
speed and hence down time due to fallen bottles can be reduced leading to higher
efficiency
Installation of a De-palletiser.
The unit does not own any de-palletiser and hence manual feeding is required, which
costs time as well as manpower. A de-palletiser can be installed [Budget- 75lakhs-1
crore] which will be a long term investment for the company and also reduces cost
and man power.
Installation of de palletiser in all three lines and a carton erector in line 1 and 2
Installation of Roof-shed over warehouse.
Unit has a capacity of 1.5 crore, but around 1 crore of bottles are kept in open. These
bottles pass through various temperature variations and this increases the change of
bottle loss for the company. To avoid this bottle loss, we should install a shed over the
warehouse, so that the temperature and strength of bottles can be maintained.
Digitalisation of 5s
Usage of new bottles should be increased by 5 to 10%
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REFERENCES
Here are the references, which we have used during our project and for the
accomplishment of this report:
a) ALIBABA,2015.BeerPasteurizer[online].Available from:
http://www.alibaba.com/showroom/beer-pasteurizer.html
b) KOCH, E., 2013. The SABMiller Manufacturing Way. The SAB Rosslyn
Brewery, Shared Drive. Version 2.1. Full Version.
c) KOCH, E., 2014. SABMiller Beer KPI Summary Report. The SAB Rosslyn
Brewery, Shared Drive.
d) LOWE, C. M. & ELKIN, W. I., 1986. Beer Packaging in Glass and Recent
Developments.
e) Packaging Procedure: Packaging line design philosophy.
f) Packaging Procedure: Line Design- Technology, Layout and KPIs.
END
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GLOSSARY
LEF - Line Efficiency pg. 25
GLY - Gross Line Yield pg. 25
PFC - Pressure Free Combiner pg. 25
CIL – Cleaning Inspection Lubrication pg. 26
CLIT – Cleaning Lubrication Inspection Tightening pg. 28
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