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 Agidens I Food & Beverage 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 Agidens I Food & Beverage 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 Agidens I Food & Beverage Focus markets Tank Terminals 7 Life Sciences Agidens I Food & Beverage 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 Life Sciences, Tank Terminals, Food & Beverage, Infrastructure, (Petro)chemicals Life Sciences, Tank Terminals, Food & Beverage Switzerland Life Sciences, Food & Beverage France Life Sciences, Tank Terminals, Food & Beverage Employees c c 450 FTE 8 Turnover Agidens I Food & Beverage € 65 MIO Customers 9 Agidens I Food & Beverage Our strengths KNOW HOW ENVIRONMENT FLEXIBILITY Sustainability CUSTOMERS PARTNERS EMPLOYEES SHAREHOLDERS Agility Confidence EXPERIENCE 10 Agidens I Food & Beverage 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © Remote access Monitor and control your business from anywhere MES closes the gap Manufacturing operations Strategic & tactical decisions Cost control 20 Company presentation I Agidens International NV © MES closes the gap MES • Manufacturing Manufacturing operations execution & intelligence system • Insight into performance | quality | material flows | energy consumption 21 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © Operational challenges SUPPORTED BY MES Operational challenges 24 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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) Company presentation I Agidens International NV © MES Essentials (1) S TA N D A R D S MES essentials 29 » MES vs. MOM (Manufacturing Operations Management) » ISA-95 vs. MESA Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 » MES vs. MOM (Manufacturing Operations Management) » ISA-95 vs. MESA Company presentation I Agidens International NV © MES essentials 40 » MES vs. MOM (Manufacturing Operations Management) » ISA-95 vs. MESA » It is a continuous improvement process » Supports structured initiatives for continuous improvement (operation excellence) Company presentation I Agidens International NV © Structured initiatives 41 » Lean manufacturing » Six Sigma » Kaizen Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © + $$$$ - $$ 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 Company presentation I Agidens International NV © + $$$$ - $$ 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) Company presentation I Agidens International NV © Kaizen – Continuous improvement The Toyota way 45 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © So everyone writes things down ... Somebody has to bring it all together … 50 Company presentation I Agidens International NV © So everyone writes things down ... … and everybody is waiting for information 51 Company presentation I Agidens International NV © Data transparancy? If a customer order is changed … 52 Company presentation I Agidens International NV © Data transparancy? If a customer order is changed … my shopfloor systems don’t know it in time! 53 Company presentation I Agidens International NV © Data transparancy? If a production line goes down unexpectedly… 54 Company presentation I Agidens International NV © Data transparancy? If a production line goes down unexpectedly… my planning systems don’t know it in time! 55 Company presentation I Agidens International NV © System integration? If 1 system is changed… IT needs to change many interfaces! 56 Company presentation I Agidens International NV © Does this sound familiar? Production data of manufacturing manager ≠ Stock entries of warehouse manager 57 Company presentation I Agidens International NV © Does this sound familiar? Performance data of manufacturing manager ≠ Performance data of maintenance manager 58 Company presentation I Agidens International NV © Does this sound familiar? Financial figures of the CFO ≠ Performance figures of the manufacturing manager 59 Company presentation I Agidens International NV © Does this sound familiar? One KPI, many definitions 60 Company presentation I Agidens International NV © Does this sound familiar? Main network: the Adidas network (people running around to share paper reports) 61 Company presentation I Agidens International NV © Does this sound familiar? » 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 Company presentation I Agidens International NV © Conclusion The single version of the truth is nowhere to be seen 63 Company presentation I Agidens International NV © Poll results 64 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 » MES vs. MOM (Manufacturing Operations Management) » ISA-95 vs. MESA » It is a continuous improvement process » Supports structured initiatives for continuous improvement » Leveraging data to empower your business Company presentation I Agidens International NV © MES essentials » MES vs. MOM (Manufacturing Operations Management) » ISA-95 vs. MESA » It is a continuous improvement process » Supports structured initiatives for continuous improvement » Leveraging data to empower your business » Manufacturing intelligence » 69 Performance metrics start with OEE but doesn’t end there Company presentation I Agidens International NV © Performance analysis 70 Company presentation I Agidens International NV © Manufacturing intelligence 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 Company presentation I Agidens International NV © Delivery Customer Consumer Manufacturing intelligence K P I C L A S S I F I C AT I O N 72 » Productivity OEE » Quality » Cost » Delivery » Safety » Morale Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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. Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © MTBF – MTTR 81 Company presentation I Agidens International NV © Labour productivity – OLE Manned time MT 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 OLE = AVAILABILITY x SPEED rate x QUALITY rate 82 Company presentation I Agidens International NV © OEE and Total cost of lost production Manned time MT Scheduled maintenance time SMT Secondary working time SWT Interruption time IT Primary working time PWT Net primary working time NPWT Micro downtimes Reduced speed Useful primary working time UPWT Cost per minute of downtime X Total downtime 83 Non-quality + Per part profit X Lost production count Company presentation I Agidens International NV © + 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © Added value performance metrics 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 Company presentation I Agidens International NV © Added value performance metrics 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 Company presentation I Agidens International NV © Added value performance metrics 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 Company presentation I Agidens International NV © Added value performance metrics 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 Company presentation I Agidens International NV © MES Essentials (5) D E TA I L E D S C H E D U L I N G MES essentials » MES vs. MOM (Manufacturing Operations Management) » ISA-95 vs. MESA » It is a continuous improvement process » Supports structured initiatives for continuous improvement » Leveraging data to empower your business » Manufacturing intelligence » 91 Performance metrics start with OEE but doesn’t end there Company presentation I Agidens International NV © MES essentials » MES vs. MOM (Manufacturing Operations Management) » ISA-95 vs. MESA » It is a continuous improvement process » Supports structured initiatives for continuous improvement » Leveraging data to empower your business » Manufacturing intelligence » » 92 Performance metrics start with OEE but doesn’t end there Detailed scheduling in MES – an as soon as possible approach Company presentation I Agidens International NV © ISA 93 Company presentation I Agidens International NV © Planning levels ERP Demand & strategic planning Tactical planning MES 94 Company presentation I Agidens International NV © Scheduling Quintiq Planning levels 95 Company presentation I Agidens International NV © Planning vs. scheduling 96 Company presentation I Agidens International NV © Scheduling decisions 97 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 » 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 Company presentation I Agidens International NV © 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 » 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) Company presentation I Agidens International NV © 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 » 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 Company presentation I Agidens International NV © 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 [email protected] 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 MES Case: Westmalle brewery 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 » Integrated quality control » Batch traceability » Standalone production 118 MES Case: Westmalle brewery 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 MES Case: Westmalle brewery » » » » » » 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 MES Case: Westmalle brewery 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 MES Case: Westmalle brewery 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 MES Case: Westmalle brewery 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 MES Case: Westmalle brewery Integration Global flow of information: Planning Batch technology Level 2 MES Integration 127 MES Case: Westmalle brewery 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 » Integrated quality control » Manual track & trace » Full automatic track & trace » Manual KPI’s » Automated KPI’s » Obsolete CIP » New CIP validation 128 MES Case: Westmalle brewery 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 MES Case: Westmalle brewery Thanks for your attention! Questions? Frederik Verwimp – Project leader Baarbeek 1 2070 Zwijndrecht T +32 641 17 70 F +32 641 27 70 [email protected] 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 [email protected] www.agidens.com