Dr Garry Menz Brewing Area Manager

Yatala Brewery, Queensland, Australia

Practical Continuous Improvement

in a Filter Room

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Outline

• IBD Master Brewer

• The Challenge

• The Solution

• The Results

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IBD Master Brewer

• 5 Modules

• 4 exam sets + practical project

• Module 1 – Raw Materials & Wort Production

• Module 2 – Fermentation & Beer Processing

• Module 3 – Packaging of Beer

• Module 4 – Resource Management & Regulatory Compliance

• Module 5 – Practical Project Dissertation

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Yatala Brewery, Queensland, Australia

• 4 million hL/year

• 25 beers

• Cider, RTDs, spirits

• Six pack lines

• Filter room

– Two filter lines

– Three DE candle filters

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THE CHALLENGE

Downtime to Packaging

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Downtime to Packaging • Increasing downtime to packaging lines due to beer not available in time

• 2014/15 peak to 2015/16 peak, 3.5x increase

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Understanding the Problem

• Brainstorming using fishbone tool

• Review recent production

• Data collection & analysis

• Determine impact of each

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5 %

7 %

4 %

Understanding the Problem

• Increased production volumes not being matched by increased filter room

output

• Need to increase filter room output. Time to go shopping! More tanks!

– Three options to increase throughput

– $2 - $10 million (est.)

– Couldn’t e operational efore peak

• Fix what we have!

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THE SOLUTION

Optimise the Filter Room

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What Can We Fix?

• Discussions with operators

• Time spent on the job to understand efficiency drivers

• Ask and understand Why?

• Dig into instances of downtime (3Qs, 5 Whys)

• All ideas recorded and prioritised in electronic scrapbook (MS OneNote)

• One improvement unlocks two more

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What Did We Fix?

• Removed recurring faults

• Reduced filter turnaround & brand change time

• Improved DE dosing control

• Improved right first time

• Improved filterability of dry-hopped beer

• Optimised dilution

• Reduced downtime from trap filtration

• Reduced downtime from stabilisation

• Improved planning

• Improved performance measurement

• Improved filter run lengths

• …..et . • Communication across three shifts – 14 filter operators

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SIMPLIFY

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Example 1 – Why So Complex? • Low filter room output on flavoured beer, highly hopped beer

• What CIPs/flushes are required between beers? Flavoured beer to standard lager? Dry

hopped beer to standard lager?

– Reconfigure flavour dosing to reduce CIPs required

– Verified what cleans are required

• Was, CIP everything to be sure Now, clean what we need to how we need to

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4 SOPs into one page

Example 2 – Why So Complex? Trap Filters

• Problem: Various revisions of the same SOP existed for cartridge flushing

• Solution:

– Flushing regime optimised with OEM

– Consolidated four ays into est SOP

– Legacy HMI cycles decommissioned to simplify

– Valve labeling improved to simplify

• 45 minutes additional production time per day for each filter line

• Reduced water use

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VISUALISE

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Example 3 – DE Dosing, Now I See It!

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Different

filters have

different max

shell pressure

Real time

visual

indicator of

performance

GET THE BASICS RIGHT

& STANDARDISE

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Example 4 – Dry Hops & Candle Filters

• Slurry post-separator

• Hop particles blinding candle filters

• Unpredictable

– sometimes ok, sometimes not

– an’t plan

• Implemented cropping regime with

check sheets and coaching

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p = 0.004

UNLOCK EXISTING POTENTIAL

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Example 5 – Turn it to 100 %

• Filtration is at high gravity, with pre-dilution for high dilution products

• Determine the limiting factor (pinch point)

– Post dilution was being limited not by dilution liquor supply but by ranging on

flow meter (increased from 300 to 350 hL/hr)

– Consider downstream pumps, pressures, instrumentation etc.

• Optimise balance between pre vs post dilution

• Increased production by 4.5 %

– Filter less water

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MAKE YOUR AUTOMATION WORK

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Example 6 – Remove Frustration

• Multiple minor edits to PLC ladder logic

• Returning to standard – Horizontal leaf filter ouldn’t e used at full apa ity

• CIP not used, doesn’t ork – Minor code error fixed

– Lo le el s it h on one post filter uffer tank faulty • Due to tank outlet design

• Modified PLC code

• Removed recurring faults – Dosing tank running empty

– Filter high pressure coding

• Improved visuals – Display live integrated DO per BBT

– Improved visualisation of faults on BBTs

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THE RESULTS

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Impact on People

• A better place to be!

• Stop accepting recurring problems

• Question the status quo

• Look for ways to improve

• Improvement culture is catchy

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Project Increased Output by 23 %

Through Continuous

Improvement Activities

• Improved culture

• 90 % reduction in downtime to packaging from no beer supply

• Improved supply chain stability & confidence

• Reduced water and utility use

• Significant cost savings

• Reduced diatomaceous earth use

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IBD PPT –

Final Slide