MES seminar Agidens

Transcription

MES seminar Agidens

Agidens: an introduction
SERVICES FOR FOOD & BEVERAGE INDUSTRIES
2015
History
2007
1958
1988
Automation becomes
core activity and is
added in the name of
the company: Egemin
Automation.
Industrial
shareholdership gives
company new growth
possibilities. Focus is on
logistical and process
automation.
1947
1999
Foundation of Egemin in
Antwerp, Belgium: Électricité
général pour la marine et
l’industrie.
Ackermans & Van
Haaren becomes
shareholder +
expansion to USA.
1967
First automation
projects for gas
stations. Oil & gas
becomes focus
market.
2
Agidens I Food & Beverage
The company becomes
an allround consulting,
engineering and
automation partner in its
key industries.
2015
Divestment of the handling
division + sale of Egemin brand
name. New name: Agidens
introduced.
Service offering
Consulting &
Engineering
3
Turnkey Automated
Solutions
Maintenance &
Service support
Consulting & engineering
» Automation advice
» Engineering
» Process, Software, E&I, Mechanical,
Safety
» GxP Compliance
» Maintenance & Reliability
» Energy & Sustainability
» Operational excellence
» Technical safety
4
Turnkey automated solutions
» EPCM or contracting
» Industry specific solutions by
industry experts
» A to Z expertise:
» Process design
» E&I
» Control systems (plc/scada)
» Mechanical
» MES
» Compliance
Maintenance & Service support
» 24/7 support service
» Service Level Agreement
» Secure Remote Service
» Upgrades & Migrations
» Preventive maintenance
» Asset Management
6
Focus markets
Tank Terminals
7
Life Sciences
Food & Beverage
Infrastructure
(Petro)chemicals
Geographical presence
The Netherlands
Life Sciences, Tank Terminals,
Food & Beverage, Infrastructure,
(Petro)chemicals
Germany
United States
Belgium (HQ)
Life Sciences
Food & Beverage, Infrastructure,
(Petro)chemicals
Food & Beverage
Switzerland
Life Sciences, Food & Beverage
France
Food & Beverage
Employees
c
c
450 FTE
8 Turnover
€ 65 MIO
Customers
9
Our strengths
KNOW HOW
ENVIRONMENT
FLEXIBILITY
Sustainability
CUSTOMERS
PARTNERS
EMPLOYEES
SHAREHOLDERS
Agility
Confidence
EXPERIENCE
10
TRUST
MES
ERP
MES
SCADA
PLC
INSTRUMENTATION
11
Company presentation I Agidens International NV ©
Programme for today
• 13u30 – 13u45: Introduction
• 13u45 – 14u45: The benefits and pitfalls of MES
Arnoud den Hoedt
Kris De Roeck
• 14u45 – 15u15: Pause
• 15u15 – 15u45: ‘Case study Brouwerij der Trappisten van Westmalle’
• 15u45 – 16u30: ‘Case study Findus’
• 16u30 – 17u00: Questions and open discussion
• 17u00 – 18u30: Networking reception with 'food & beverages'
12
Frederik Verwimp
Stefan Wenell
Kris De Roeck
MES
B E N E F I T S – K E Y S U C C E S S FA C TO R S – C H A L L E N G E S
NOVEMBER
18
–
KRIS
DE
ROECK
–
BUSINESS
CONSULTANT
What is MES
DEFINITION – HOW IT WORKS – PRIMARY BENEFITS
SCOR model
Plan
Internal or
external
Supplier’s
Supplier
Enterprise
Supplier
D
S
M
Internal or
external
D
Supply
Make
Customer’s
Customer
Customer
Deliver
S
M
D
S
Every SMD step is a “link” in the supply chain.
MES is for the most part responsible for the “Make” part in the supply chain.
Supply Chain (SC) systems focus on optimizing planning, inventory (raw materials, end products), capacity needs, etc.
MES systems manage the production in the broadest sense. They register all production events where the detailing is
much bigger than SC systems. MES fills the hole that can’t be covered by SC systems.
15
MES definition
Manufacturing Execution Systems (MES) link what is
happening on the shop floor with the business side.
It is the automation layer between process control and
business systems.
MES stimulates collaboration and information sharing in
both directions.
It ensures the single version of the truth, delivering
priceless value to all people using it: from production
operator to maintenance technician, first line manager,
foreman, department head and supply chain manager.
Therefore achieves its primary goal of improving
operational efficiency
16
MES definition
(Grey) area of IT systems between
»
»
ERP layer covering “administrative”
processes
Supply Chain
and ERP
And the control layer / SCADA
covering production processes
that orchestrates, registers, exposes and
analyses shop floor activities
MES
Productioncontrol
Oil and
Gas
17
Polymer
Fine Chem Food &
& Pharma Beverage
Discrete
production
MES definition
MES systemizes and integrates the manufacturing process
Business Level
Supply Chain
Management
Enterprise Resource Planning
Customer Relationship
Management
Slow operations: 1 hour or more
Operation & Execution Level
MES – Manufacturing Execution System
Integrated production data and integrated operations
Unifying People, Systems and Practices
Interoperating with systems at different levels, with different speeds
Fast operations: 1 second or less
Control Level
PLC, SoftLogic, SCADA
18
DCS, Batch
Motor, Drives, CNC
How MES works
Process
generates data
MES system turns
data into usable
information
Everyone has
access to the data
relevant to them
Everyone is able
to make smarter
decisions
Business as a
whole becomes
more efficient
19
Remote access
Monitor and control your
business from anywhere
MES closes the gap
Manufacturing
operations
Strategic
& tactical
decisions
Cost control
20
MES closes the gap
MES
• Manufacturing
Manufacturing
operations
execution &
intelligence system
• Insight into
performance |
quality | material
flows | energy
consumption
21
Strategic
& tactical
decisions
Cost control
MES primary goals
»
Less downtime
»
»
Increased productivity
»
»
Leverage your data to tweak and adjust your operations for maximum efficiency
Full integration
»
22
Anticipate and avoid bottlenecks before they become a problem
Higher efficiency
»
»
Keep your process running longer with a better understanding of your machines
Your entire business working seamlessly as one operation
Operational challenges
SUPPORTED BY MES
Operational challenges
24
MES drivers
MES drivers
»
26
Tackle operational challenges
»
Improve collaboration between departments
»
Provide one single version of the truth from one data source for operations
»
Provide the means for ROI justification for improvement investments
»
Support continuous improvement initiatives
»
Put more know-how in the process/system
»
Provide real-time fact-based performance metrics
»
Enable management support
»
Improve performance / optimal capacity utilization
»
Product safety
»
Legal compliance
Legal compliance
Food
»
EU legislation: General Food Law (GFL)
»
»
systems or procedures for
•
registration incoming + outgoing products
•
internal traceability in production unit: relationship incoming/outgoing products
Belgium
»
all products under authority of FAVV-AFSCA
»
per production unit:
•
1 to ‘a few’ hours for the main tracking & tracing data (origin, type, date, …),
depending on the period for which data is requested
•
4 to 24 hours for the detailed data (identification and quantity),
depending on the period for which data is requested
Non-food: no EU legislation, but national legislation
»
27
mandatory for National Contact Points to inform European Commission (Directorate-General for Health and
Consumer) (Rapex)
MES Essentials (1)
S TA N D A R D S
MES essentials
29
»
MES vs. MOM (Manufacturing Operations Management)
»
ISA-95 vs. MESA
ISA
The International Society of
Automation (ISA) is one of the
foremost professional
organizations in the world for
setting standards and educating
industry professionals in
automation. Instrumentation and
automation are some of the key
technologies involved in nearly all
industrialized manufacturing.
30
ISA automation levels
Enterprise Resource Planning Level 4
Advanced Planning and Scheduling Level 3-4
Manufacturing Execution Systems Level 3
Process Controls Systems Level 2
Instrumentation Level 1
Field devices Level 0
31
ISA-95
ANSI/ISA-95, or ISA-95 as it is
more commonly referred, is an
international standard from the
International Society of
Automation for developing an
automated interface between
enterprise and control systems.
This standard has been developed
for global manufacturers. It was
developed to be applied in all
industries, and in all sorts of
processes, like batch processes,
continuous and repetitive
processes.
32
ERP – APS – MES positioning
Order
fulfillment
33
Procurement
Finance
Forecasting
ISA-95 Process model
The standard process model is defined for the four operation pillars:
1.
Production
2.
Maintenance
3.
Quality
4.
Inventory
Detailed
Scheduling
Resource Mgt
Tracking
Performance
Analysis
Dispatch
Data
Collection
Definition Mgt
Execution
34
ERP
ISA-95 Process model Production
Product
Definition
Production
Capability
Production
Schedule
Production
Performance
Data Integration
MES
Production
Resource Mgt
Detailed
Production
Scheduling
Production
Tracking
Production
Performance
Analysis
Production
Dispatch
Production
Definition Mgt
Production
Execution
Production
Data
Collection
ISA-95
RT Data Server
35
ISA-95
ANSI/ISA 95.00.01 “Part 1: Models and Terminology”
ANSI/ISA 95.00.02 “Part 2: Object Model Attributes”
ANSI/ISA 95.00.03 “Part 3: Activity Models of MOM”
ANSI/ISA 95.00.05 “Part 5: Business-to-Manufacturing Transactions”
36
MESA International
Manufacturing Enterprise Solutions
Association (MESA) International is a
worldwide not-for-profit community of
manufacturing companies, information
technology hardware and software suppliers,
system integrators, consulting service
providers, analysts, editors, academics and
students. The combined purpose is to
improve business results and production
operations through optimized application
and implementation of information
technology and best management practices.
37
MES Essentials (2)
IT’S A CONTINUOUS IMPROVEMENT PROCESS
MES essentials
39
»
»
ISA-95 vs. MESA
MES essentials
40
»
»
ISA-95 vs. MESA
»
It is a continuous improvement process
»
Supports structured initiatives for continuous improvement (operation excellence)
Structured initiatives
41
»
Lean manufacturing
»
Six Sigma
»
Kaizen
Lean manufacturing
»
Every manager has 2 factories: the visible and the hidden factory
»
The hidden factory ‘delivers’ loss of capacity
»
Loss of capacity is a form of waste
»
Waste must be eliminated (Lean)
7 forms of waste
•
•
•
•
•
•
•
42
Transportation
Inventory
Motion
Waiting
Over-processing
Over-production
Defects/rework
+ $$$$
- $$
Lean manufacturing
»
Waste must be eliminated
»
A number of methodologies, focusing on different forms of waste
»
All based on identifying problem areas, eliminating unnecessary steps, combining
multiple steps into one step or redesigning problem areas
7 forms of waste
•
•
•
•
•
•
•
43
Transportation
Inventory
Motion
Waiting
Over-processing
Over-production
Defects/rework
+ $$$$
- $$
Six Sigma
44
»
Processes should be stable
»
Looking at standard variation (sigma) of data, not at mean
»
Goal: 6 Sigma (99,9997%) within specification limits (3,4 ppm defects)
»
First stabilize (from dotted blue to blue), then optimize (from blue to green)
Kaizen – Continuous improvement
The Toyota way
45
Manufacturing Value Framework with MES
»
Reducing the company’s operating costs
»
Providing valuable new or enhanced
capabilities for the enterprise supply chain
»
Providing or supporting regulatory compliance
»
Alignment with business goals / metrics
… will only happen in the context of your
continuous improvement initiatives - not just an
MES solution
46
MES Essentials (3)
L E V E R A G I N G D ATA T O E M P O W E R Y O U R B U S I N E S S
Someone (from FDA) said ...
In God we trust
(everybody else has to write it down)
48
So everyone writes things down ...
There is nothing about production that is
not being written down
on paper,
on a local system,
often on a spreadsheet,
or a database.
49
Somebody has to bring it all together …
50
… and everybody is waiting for information
51
Data transparancy?
If a customer order is changed …
52
Data transparancy?
If a customer order is changed …
my shopfloor systems don’t know it in time!
53
Data transparancy?
If a production line goes down unexpectedly…
54
Data transparancy?
If a production line goes down unexpectedly…
my planning systems don’t know it in time!
55
System integration?
If 1 system is changed…
IT needs to change many interfaces!
56
Does this sound familiar?
Production data of manufacturing manager
≠ Stock entries of warehouse manager
57
Performance data of manufacturing manager
≠ Performance data of maintenance manager
58
Financial figures of the CFO
≠ Performance figures of the manufacturing manager
59
One KPI, many definitions
60
Main network: the Adidas network
(people running around to share paper reports)
61
»
Information gathering is troublesome
»
People have their own spreadsheets and databases
»
Many uncontrolled documents
»
Lack of flexibility
»
»
Planning changes
»
Rush orders
E-mail works great, and I use
intranet, but …
I need to enter
recipes in three
systems!
Logistics always calls me
for batch numbers.
Why don’t contractors use
the same systems we
use? Production plans are
not up-to-date!
Engineering changes is labor-intensive
Where is that
drawing I need
right now ?
62
Conclusion
The single version of the truth
is nowhere to be seen
63
Poll results
64
From guesstimate to fact-based
65
»
Align terminology, definitions
»
Eliminate paper: electronic input & storage
»
Structure input
»
Integrate data between shopfloor and ERP
»
Integrated data = enabler for single version of the truth
From guesstimate to fact-based
»
Align terminology, definitions,…
»
Eliminate paper: electronic input & storage
»
Structure input
»
Integrate data between shopfloor and ERP
»
Integrated data = enabler for single version of the truth
More accurate, unambiguous and near real-time available data
→ factual decisions instead of guesstimates
66
MES Essentials (4)
P E R F O R M A N C E M E T R I C S S TA R T S W I T H O E E
MES essentials
68
»
»
ISA-95 vs. MESA
»
»
Supports structured initiatives for continuous improvement
»
Leveraging data to empower your business
MES essentials
»
»
ISA-95 vs. MESA
»
»
»
»
Manufacturing intelligence
»
69
Performance metrics start with OEE but doesn’t end there
Performance analysis
70
M A N U FA C T U R I N G K P I ’ S
Supplier
Products & Processes
Development
Customer & Consumer
Development
Planning
Reception
Production
Manufacturing
71
Delivery
Customer
Consumer
K P I C L A S S I F I C AT I O N
72
»
Productivity  OEE
»
Quality
»
Cost
»
Delivery
»
Safety
»
Morale
OEE – a universal KPI
OEE is comprised of 3 underlying elements:
»
Availability (reflects equipment and process uptime)
»
Performance (reports speed of production compared to standard performance rate)
»
Quality (indicates the process yield)
OEE =
[%]
Availability
x
[%]
DOWNTIME
LOSSES
73
Speed
[%]
SPEED
LOSSES
x
Quality
[%]
QUALITY
LOSSES
TEEP
TEEP adds the Activity metric to OEE.
TEEP reports the 'bottom line' utilization of assets.
Activity the amount of calendar time that assets are actually scheduled to run
TEEP =
[%]
Activity
[%]
x
Availability
[%]
CAPACITY
USAGE
74
DOWNTIME
LOSSES
x
Speed
[%]
SPEED
LOSSES
x
Quality
[%]
QUALITY
LOSSES
OEE & TEEP
Calendar time
CT
ACTIVITY =
MT
CT
Manned time
MT
No operator present
UMT
AVAILABILITY =
PWT
MT
Scheduled maintenance time SMT
Secondary working time SWT
Interruption time IT
Primary working time
PWT
SPEED rate =
NPWT = cycle time * production quantity
PWT
Net primary working time
NPWT
Micro downtimes
Reduced speed
QUALITY rate =
Useful primary working time
UPWT
UPWT = 1 – reject rate
NPWT
Non-quality
OEE = AVAILABILITY x SPEED rate x QUALITY rate
TEEP = ACTIVITY x AVAILABILITY x SPEED rate x QUALITY rate
75
OEE & TEEP
OEE (Overall Equipment Effectiveness)
… is a measure of how effectively a “Manufacturing Team” does their work. It focuses
only on the manufacturing results, and does not tell how well the plant is being loaded.
Therefore, those most likely to use OEE are the production, maintenance, and quality
groups at plant level.
TEEP (Total Effective Equipment Performance)
… takes the OEE results and layers on a new metric - Activity. Activity speaks to how well
the Sales and Senior Management are performing at getting business into the plant.
76
Why measure OEE
»
Favorable changes in OEE directly lead to gains in profitability. The linkage
between OEE results and financial performance is a function of:
»
»
77
Reduced variable manufacturing cost (OPEX) resulting from:
•
Increased uptime (Availability)
•
Higher speed (Performance)
•
Minimized material waste (Quality)
Better asset utilization, leading to:
•
Lower overhead cost
•
Additional sales capacity - at no cost
»
Reduced inventory as the manufacturing processes become more reliable
»
Rational basis for more effective capital management and spending
Why measure OEE
»
78
OEE should be viewed as a 'Continuous Improvement Engine' that provides a
robust framework for Lean Manufacturing:
»
Triggers and monitors Six Sigma projects and Kaizen events
»
Provides basis for Total Productive Maintenance (TPM)
»
OEE improvement strategies can offset labor cost disadvantages to provide a
more level playing field.
»
OEE allows benchmarking of manufacturing effectiveness.
Way of work to improve
»
Visualize performance
»
Real-time visibility
»
Contextual information and analysis
•
»
Understand the cause
»
»
79
Crew, Orders, Shift, Products, Events
Detailed data: Causes, Frequency, Reasons
Take action
Derived and other manufacturing KPI’s
80
»
Productivity ex. Labour productivity, MTBF, MTTR, FTY
»
Quality ex. Variance, Capability Index
»
Cost ex. CoNQ, Unit cost (conversion cost), Inventory spare parts,
Inventory materials, Energy consumption
»
Safety ex. Accident frequency rate, Number of incidents, Number of
accidents
»
Morale ex. %Absence, Kaizen rate, Training rate
MTBF – MTTR
81
Labour productivity – OLE
Manned time
MT
AVAILABILITY =
PWT
MT
PWT
SPEED rate =
NPWT = cycle time * production quantity
PWT
NPWT
Micro downtimes
Reduced speed
QUALITY rate =
UPWT
UPWT = 1 – reject rate
NPWT
Non-quality
OLE = AVAILABILITY x SPEED rate x QUALITY rate
82
OEE and Total cost of lost production
Manned time
MT
PWT
NPWT
Micro downtimes
Reduced speed
UPWT
Cost per minute of downtime
X
Total downtime
83
Non-quality
+
Per part profit
X
Lost production count
+
Cost per part
X
Reject part count
=
Total cost of lost production
Real-time cost per unit
Energy
Raw
materials
Inventory
Labor
Delivery
Cost per
unit
produced
84
Added value performance metrics
For operators (Line visibility)
 Create awareness and increase responsiveness
85
»
At all times an immediate view on their own line efficiency
»
Minimize raw data entry by automated production & downtime capturing
(eliminate paperwork)
»
At all times immediate view on status of the work request / order
»
Alerting on exception situations -> work more effectively
For maintenance personnel (Plant visibility)
 Basis for predictive maintenance and increased service levels
»
»
»
»
86
Pareto analysis on waste, second choice, downtimes  set the right focus and
priorities
No time wasted on data crunching  system collects or operator enters downtime
and waste data
Enable warnings on downtimes  Management by exception based on real-time
information
Mean Time Between failure, Mean Time To Repair  Define and follow-up service
level agreement
For shift supervisors and production managers (Plant visibility)
 process improvement opportunities & prioritization
»
87
Determine priorities based on daily and weekly reports  focus on tackling
problems
»
Communication based on reliable facts
»
Analyze shift performance  training , crew composition
»
Improve reaction time based on real-time information and alerts
»
Escalate warning to the right people at the right time
»
Request budgets for improvement based on facts and expected gains
For operation managers, plant managers (Plant visibility)
 Improve insight on plant performance
»
»
88
Analysis on performance by plant, line, product, production order on daily, weekly, monthly,
yearly basis
From management by excel and island information systems to an integrated system 
Reports are one click away
»
Real-time dashboard, the right information at the right time
»
One version of the truth, no discussion between departments
»
Set better targets and escalation procedures
»
Follow-up improvement projects by facts
»
Benchmark teams
For corporate managers (Corporate visibility)
Improve management decisions
»
Which investment project has the best ROI (pareto)
»
What asset cost is assigned to a product (Real vs budget)
»
Is maintenance working within the agreed SLA on MTBF, MTTR
»
What is the relation of OEE with labor cost, maintenance cost
»
Helps to put sales emphasis on the right products
»
Reduce WIP, reduce stock FP, reduce labor cost, increase customer satisfaction by correct, fact based production parameters used in
planning
Create best practice teams
»
Roll out best practices and follow-up the facts. Same version of the truth across plants.
»
Direct access to real-time and historical information of different sites
The opportunity to base strategic decision on consolidated information
89
»
Benchmark production lines
»
Benchmark products
»
Benchmark production sites
MES Essentials (5)
D E TA I L E D S C H E D U L I N G
MES essentials
»
»
ISA-95 vs. MESA
»
»
»
»
»
91
MES essentials
»
»
ISA-95 vs. MESA
»
»
»
»
»
»
92
Detailed scheduling in MES – an as soon as possible approach
ISA
93
Planning levels
ERP
Demand & strategic planning
Tactical planning
MES
94
Scheduling
Quintiq
Planning levels
95
Planning vs. scheduling
96
Scheduling decisions
97
MES implementations
H U R D L E S – P I T FA L L S – C H A L L E N G E S – B E S T P R A C T I C E S –
CASES
MES implementations
H U R D L E S – P I T FA L L S – C H A L L E N G E S – B E S T P R A C T I C E S
99
»
Involvement of stakeholder and (key) users
» Don’t underestimate the impact of a “tracking” MES system. New level of
monitoring that operators are not used to.
 educate users / stakeholders  change management
»
Think about the necessity of workflow adaptations
»
Start small. Make change management feasible
» Piloting: 1 line - expand functionally - start with 1 facility
 Facilitates continuous improvement
 Faster results which makes change management feasible
MES implementations
»
Creation uniform definitions
» A KPI has to have 1 single meaning
» SMART choice of KPI’s
• Specific
• Measurable
• Achievable
• Relevant
• Time phased
»
Make MES the single version of the truth
» Aim for a fully integrated system
100
MES implementations
»
Focus on Manufacturing Intelligence
» Registering data is not enough
» Turn data into information that is useful
• Visualization of current and historical information
•
•
•
•
Analyze information by
•
•
•
•
•
101
Drill through mechanism
Trending Information
Dashboards
Products
Equipment
Activity
Shifts (time period)
(or a combination of factors)
MES implementations
»
Incentivize operators
»
»
Realization that implementing MES systems and the use of It is a continuous
improvement process
»
»
Support this with internal structured initiatives
Capture data as much as possible in an automated way
»
102
Make the system help them, not control them
Accuracy in data collection is essential for improvement
Case 1
CUSTOMER FEEDBACK ON BENEFITS
»
Uniform KPI reporting in 7 plants
»
identical definitions
»
bullet-proof automatic data capturing and manual data entry, with audit trail
»
Early warning on non-quality
»
Detailed traceability assures product responsibility towards customers
»
View on results by different levels in the organization: operators, maintenance
technicians, line supervisors, managers.
»
Big amount of data for analysis purposes
»
Strategic decisions and benchmarking based on consolidated information
103
Case 2
CUSTOMER FEEDBACK ON BENEFITS
»
Common sets of KPIs, and a common way of calculating them
»
Significant reduction of technical administration in production plants
»
Higher quality awareness at operator-level
»
Competitive edge on tracking and tracing capabilities
»
Platform for continuous improvement
104
Improvement metrics for Operations
C O R R E L AT I O N S B E T W E E N M E S S O F T W A R E A P P L I C AT I O N U S E
AND PERFORMANCE IMPROVEMENTS
Improvement metrics for Operations
From MESA/LNS Metrics that Matter Survey 2013 - 2014
Correlations Between MOM Software Application Use and Performance Improvements
24.1%: the average annual total cost per unit improvement for manufacturers surveyed with Manufacturing Intelligence solutions
22.5%: the average annual total cost per unit improvement for manufacturing respondents that used MES software
10.4%: the average annual improvement in net profit margins for all manufacturers surveyed
12.5%: the average annual improvement in on-time and complete shipments for all manufacturing respondents
22%: the average annual improvement in on-time and complete shipments for manufacturers surveyed that used MES software
19.1%: the average annual improvement in on-time and complete shipments for manufacturing respondents who used PLM software
20.4%: the average annual improvement in on-time and complete shipments for manufacturers surveyed who used Quality Management software
106
Preferred partner in Food & Beverage
Preferred partner in Food and Beverage
BrightEye
»
Preferred partner
»
Best-of breed product
to a completely
integrated solution
 2 use cases in detail
108
Thank you for your attention
Questions ?
Kris
De
Roeck
–
Business
Consultant
Baarbeek 1
2070 Zwijndrecht
T +32 641 17 70
F +32 641 27 70
info@agidens.com
www.agidens.com
MES case: Westmalle brewery
M O T I VAT E D B Y Q U A L I T Y
18/11/2015,
FREDERIK
VERWIMP, PROJECT LEADER
Agenda
»
Westmalle brewery
» Project
goals
»
Approach
»
Solutions
»
Best practices
Westmalle brewery
In Westmalle
Abbey there is a
farm, a cheese
making area and
undoubtedly the
most well known a
brewery
Jef Van Den Steen: Reyers laat 27/01/2015
Project goals
“With each
investment, they aim
for a better quality of
the Trappist beer.”
Business goals
Business requirements:
» Business integration
» Business continuity
» Production control
» Recipe management
» Quality management
» Integration level 2
» Scalable
» Provide supply to demand
» Full track & trace
» KPI’s (production insight)
» Standardized solution
» User friendly
116
MES Case: Westmalle brewery
Overall project scope
117
Warm block
Batch
Tracking
Cold block
Overall project scope
Brewhouse (warm block):
Cold block:
»
Totally new brewhouse
»
New fermentation equipment
»
Automated brewing
»
New maturing equipment
»
State of the art automation
»
New yeast harvest process
»
Recipe driven brewing
»
State of the art automation
»
Integrated quality control
»
Transfer tracking
»
Flexible batching
»
»
Batch traceability
»
Standalone production
118
MES targets
MES requirements:
» Planning
» Control & execution
» Recipes
» Product definitions
» Process values
» Integration
» Track & trace
» Quality control
» CIP validation
» In- and outbound shipments
» Reporting
» Energy monitoring
Approach
Agidens and BrightEye
»
»
»
»
»
»
121
Project integrator
Project functionality
Customer support
Product configuration
Product customization
Project feedback
»
»
»
»
»
»
Product owner
Product functionality
Product support
Configuration mapping
Release management
Product roadmap
Mapping of business goals
»
Site layout
Scalable
»
Modular
Scalable
»
B2MML
Business integration
»
OPC
Industrial integration
»
Batching
Production control
»
Historian
Tracking automation
»
Workflows
Event logging
»
SDK
Customization
122
Project approach
In close collaboration with the customer:
»
»
»
123
Clear definition of scope
» MES
» PLC
» E&I
» …
Clear agreements on responsibilities
» Roles
» Tasks
Clear definition of single point of contacts
» To customer
» To subcontractors
» To suppliers
Project approach
MES specific approach:
»
»
»
124
Analysis
FDS
» Modular analysis
» Integration analysis (adjacent layers)
» Analysis surveys
• Customer
• Contractors
Development
» Modular design
» Demos
Feedback
Test
» Unit tests
» Integration test
Analysis
Plan
segment
Design
segment
Demo
segment
Final install
Solutions
Highlights
The means to achieve the quality goal:
»
Planning module
»
Batch technology module
»
Quality module
»
Track & trace module
»
Reporting module
»
Dashboards
»
Datacenter
»
Custom modules
126
»
CIP module
»
Calculation module
Integration
Global flow of information:
Planning
Batch
technology
Level 2
MES
Integration
127
Quality
Track &
trace
CIP
Datacenter
Brew
Cold block
routing
CIP
Utilities
Reporting
Project results
Old situation:
New situation:
»
Decoupled planning
»
Integrated planning
»
Decoupled recipe management
»
Integrated recipe management
»
Manual batch operations
»
Flexible batching
»
L2 automation
»
Layered/integrated automation
»
Manual quality control
»
»
Manual track & trace
»
Full automatic track & trace
»
Manual KPI’s
»
Automated KPI’s
»
Obsolete CIP
»
New CIP validation
128
Best practices
Best practices
»
Align the MES scope with your automation scope
Manual processes can cause (data) conflicts in the MES scope
»
Align business processes with automation processes
Information for end users needs to be deductible from automation data
»
Change management needs to be performed during MES implementation
Operators need to get used to new way of working
»
Process needs to be aligned to product as much as possible
Take the advantages of proven concepts in the product (reduce risk)
»
High involvement of stakeholders
Alignment to be done for each process with all stakeholders involved
»
Go for iterative approach
Knowledge of the new situation to be built up by everyone
130
Thanks for your attention!
Questions?
Frederik
Verwimp
–
Project
leader
Baarbeek 1
2070 Zwijndrecht
T +32 641 17 70
F +32 641 27 70
info@agidens.com
www.agidens.com
DIET2 MES project
Stefan Wenell – Head of IT
2015-11-18
Int NN 2014-02-10
132
Int NN 2014-02-10
133
Diet 2 - project
Background
Meet the competition from European producers with higher efficiency
Several touch points/handling makes current setup inefficient
New cold store and factory ready spring 2015
Handles at least 200 000 ton frozen food per year
Total investment ca 750 MSEK
Int NN 2014-02-10
135
DIET 2 - project
Improvements to be delivered
60% less energy (density, air-tight, less oxygen, speed-doors)
Reduction of 100 000 km shuttle truck transport per year
Reduced internal material lead time
New higher standard on pallets, labels and information
Less errors and damages with higher automation
New partnership with experienced partner Kloosterboer for logistic
operations
New internal logistics flow with MES support
Int NN 2014-02-10
136
Cold store facts
38 m high
178 m long
83 m wide
26 000 m2
420 000 m3 in highbay (12
600 – 20’’ containers)
74 000 pallets
16 level deep storage
13 levels
6 cranes – 210 m/min
Int NN 2014-02-10
137
Cold store facts
15 docks
> 550 000 pallets in/out
> 2000 000 cases picked
< 400 pallets in/out (hour)
expedition
< 180 pallets in/out (hour)
factory-link
8 500 m3 concrete in floorslab
1 700 concrete pillars in
ground
Int NN 2014-02-10
138
Factory facts
6 lines
Fully automated dosing &
lifting system
New pre-mix process &
equipment
New coating process
In-Line laser sorting
capability
24-5 production
Very high hygiene
standards
Int NN 2014-02-10
139
The MES project
Find a software platform that can:
– Support the setup of a new factory in Bjuv for pouch packing
– Handle a direct integration between the pouch pack factory and the new cold
store
– Handle the internal logistic flow between the new cold store and the existing Bjuv
factories
– Integrate with existing ERP systems and new cold store
– Meet high SLA demands with 24/5 production
Deliver a project in a focused 9 months time period
Find a strategic partner for further implementation in RTEM / VEG
factories
Int NN 2014-02-10
140
2015-03-02
141
Simplified view
SAP, Movex
EAI
KB
Agidens MES
Egemin
E´wms / MHS
KB
Movex, MDB
Line 1-6
Internal
Logistic
2015-03-02
PreMix
D&L
Palletizer 1-6
Egemin
E´wms / MHS
Findus
142
The approach
Find a partner that can expand the knowledge of the domain in the
company and support in a procurement process - ÅF
Find a solution with a good track record in similar circumstances –
Agidens/Brighteye
Work with internal organization to prepare for taking over the solution
Find an approach on how to integrate a MES application between existing
ERPs and towards a new automated high-bay cold store
Int NN 2014-02-10
143
ISA 95
Functions used
Functions used today
– Scheduling
– Line Control & Execution
– Track & Trace
– Labelling
– Inventory
– Master data / Recipes
Functions we are looking for:
– OEE, KPI
– Labeling
– Roll-out to RTEM/VEG factories
MES – Application Owner Team
Incidents
Incident
Primary route for:
Security, PC, Thin Client,
Infrastructure and Citrix
Primary route for: Applications
(MES/e’WMS/e’Tricc), Conveyor,
EGV…
Client Handling
(PC/Thin Clients/Citrix
MES, e’WMS, e’Tricc)
Service Desk
1st
Line
2nd
Line
PP Factory
1st Line
2nd Line
(GC
(Electician)
Infrastructure
(Servers/Storage/Backup/N
etwork)
3rd Line
MES Application Onwer
Engineering / Automation
Application Owner Team
Egemin
Agidens
Elsystem
…
”MES” Concept – Application Owner Team
Change Handling
Request for Change
Production
Application Owner
Senior Automation (F)
Recipe
Johan Paulsson (F), Georg P (F), Marianne R (IT)
Master Data
Anna P (SC), Kristian A (IT)
Scheduling / Manufacturing Orders
Karolin Grönvall (SC), Mathias R (SC), Daniel B (F),
Petra W (F). Andreas M (F), Gunnar M (IT)
Track and Trace
Daniel B (F), Petra W (F). Andreas M (F)
JOT
Peter G (F)
Integration & IT Infrastructure
A
P
P
L
I
C
A
T
I
O
N
O
W
N
E
R
David G (IT), Jonas L (IT)
Automation,
Maintenence & Printing
Jenny E (F), Mikica C (F), Dan S (F), Stefan A (F)
T
E
A
M
Ronny B, Eva R, Martin J
Engineering. Maint. & Utilities
Fredrik K
S
T
A
K
E
H
O
L
D
E
R
S
Planning
Kristian A
QA
Gustavo M
Logistics
Kristoffer H
Internal Logistics
Peter G
IT
Markus E
Change Advisory Board (C.A.B)
Markus E (IT)
Process
Owner
Nils-Petter
O
How did the project go?
Project will complete in November, 6 months after original plan
– Delay in other parts of the DIET2 project have effected the MES implementation
A shift in implementation plans was made to go for a phased approach
instead of a more concentrated go-live
The MES implementation has been a success!
19/11/2015
148
Conclusion / Lessons learned
Big challenge in the change of go-live approach
– Plans have been delayed and need of starting lines to keep service to customers
Selection of MEScontrol.net has been a good decision. The software suits this
installation well as is provides a vanilla solution and supports rapid
development.
Agidens has proven as partner. We have a good partner that manages our
need of flexibility
Findus organization was not enough prepared for receiving a factory with
higher level of automation compared to earlier experience
Spend a bit more time in formulating the agreement to secure that full license
coverage is in place.
“Stick to the plan” – proven message
19/11/2015
149
Int NN 2014-02-10
150
Int NN 2014-02-10
151
Int NN 2014-02-10
152
Int NN 2014-02-10
153
Experience the difference
Int NN 2014-02-10
154
Questions about MES?
Open discussion
Frederik
Verwimp
–
Project
leader
Baarbeek 1
2070 Zwijndrecht
T +32 641 17 70
F +32 641 27 70
info@agidens.com
www.agidens.com

MES seminar Agidens

Transcription

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