WEA Conference
Yalumba Wines, Angaston S.A.
WEA Conference Vine Inn June 2012
In mid 2011 Yalumba embarked on a the challenge of developing culture and process with the introduction of a Continuous Improvement Programme. Real goals of improving packaging line efficiencies and the development of a continuous improvement culture were the sort after outcomes. Yalumba engaged process engineering consultants, INGENIA, to guide and assist in the introduction of the programme, with view to ensuring best outcome by way of maximising ‘buy in’ from the packaging teams.
Yalumba packaging has 3 main finished goods packaging lines, 2 glass filling lines and a soft bag in box 2 litre packaging line. Total packaging volumes in excess of 2 million cases with all Yalumba product packaged on site and some contract packaging
Multi Function Line – filling table wine, sparkling wine thru Bertolaso Elletra 48 head counter pressure filler at 6000 bottles/hr. Pack sizes 187ml glass/PET, 200ml glass spk, 375ml glass, 500ml glass, 750ml and 1.5L glass… standup and laydown configuration. Australian industry standard glass and range of imported glass.
Designated for commercial style wines filling 750ml Australian Industry standard glass only… claret/riesling/burgundy/premium burgundy. All standup. Maximum filler speed 9000 bottles/hr Bertolaso Olympia 32 head low vacuum filler. Manual insertion dividers when required.
Improve packaging line efficiencies with aim to reduce unit cost of case packed and engender culture of continual improvement. Focus on glass packaging lines initially with view to extend to soft pack line.
Yalumba engaged process engineering consultant, Ingenia, to assist in ensuring best possible outcomes. Learning and training stages of process proved invaluable in understanding basics of continuous improvement programmes. Development of accurate data collection integral to understanding and measure where we are now, and where we want to be.. and can be.
Solid “ buy in” by packaging teams has lead to accurate data collection processes and subsequent honest appraisal of where we are at.. how efficient are we really? Development of team approach in understanding and identifying opportunities for improvement has lead to several early wins , delivering great encouragement for future gains.
Our experience with this process can be described as very enlightening, worthwhile and beneficial, and we are extremely encouraged and optimistic that the programme will deliver the tangible gains in productivity that we have targeted, and also importantly succeed in building a culture of continuous improvement within the bottling production teams. The exercise has proven a great benefit in building a greater repoire and improving lines of communication between management and supervisors and bottling production operators.
LINE 1 Date
Project Accepted?
Details of opportunity Line 1 accumulator table -‐ bo?les falling over and causing jams Line 1 accumulator table -‐ can't regulate own speed automaCcally Line 1 spk Line 1 spk Line 1 spk Line 1 spk Line 1 spk cork cork cork cork cork orientator orientator orientator orientator orientator
Line 1 spk cork orientator
Rework of line 1 foiler (quality issues, applicaCon issues) Line 1 cap dispenser missing caps Line 1 -‐ incapable of consistently applying screw caps to match filler speed
Team # Allocated
Signed by Team Leader
LINE 2 Date
Details of opportunity Labels aren't sCcking line 1 and 2 no cling wrap on pallets -‐ takes too long to cut the plasCc on pallets carton erector does not pick up all cartons all of the Cme export pallets dirty requiring extra cleaning duCes and debris can catch other pallets bo?les falling over at accumulaCon table -‐ stelvin damaged caps due to falling bo?les conveyors chains breaking waiCng for / locaCng forkliO driver when line is finished to alert them having to chase up dry goods as they are not on line line 2 packer -‐ change over Cme too long line 2 packer -‐ air bag issues / feed issues / picking up Line 2 depal -‐ bo?les falling over Line 2 labels not sCcking (whites) Line 2 depal breakdowns
Project Accepted?
Team # Allocated
Signed by Team Leader
Integral to the Continuous Improvement Process is the data collection process. Currently this is all done by operators manually entering into spreadsheets all information on start and stop times. A time demanding process that relies heavily on operators doing this job correctly to ensure data capture is accurate. We are currently looking at electronic capture of this data through tags installed at critical points along each packaging line … at fillers and labellers. This will enable us to more accurately understand our constraint points and identify areas for focus of improvement, and also allow us to view and monitor on line in real time production line efficiencies…
WEA Conference Vine Inn June 2012
In mid 2011 Yalumba embarked on a the challenge of developing culture and process with the introduction of a Continuous Improvement Programme. Real goals of improving packaging line efficiencies and the development of a continuous improvement culture were the sort after outcomes. Yalumba engaged process engineering consultants, INGENIA, to guide and assist in the introduction of the programme, with view to ensuring best outcome by way of maximising ‘buy in’ from the packaging teams.
Yalumba packaging has 3 main finished goods packaging lines, 2 glass filling lines and a soft bag in box 2 litre packaging line. Total packaging volumes in excess of 2 million cases with all Yalumba product packaged on site and some contract packaging
Multi Function Line – filling table wine, sparkling wine thru Bertolaso Elletra 48 head counter pressure filler at 6000 bottles/hr. Pack sizes 187ml glass/PET, 200ml glass spk, 375ml glass, 500ml glass, 750ml and 1.5L glass… standup and laydown configuration. Australian industry standard glass and range of imported glass.
Designated for commercial style wines filling 750ml Australian Industry standard glass only… claret/riesling/burgundy/premium burgundy. All standup. Maximum filler speed 9000 bottles/hr Bertolaso Olympia 32 head low vacuum filler. Manual insertion dividers when required.
Improve packaging line efficiencies with aim to reduce unit cost of case packed and engender culture of continual improvement. Focus on glass packaging lines initially with view to extend to soft pack line.
Yalumba engaged process engineering consultant, Ingenia, to assist in ensuring best possible outcomes. Learning and training stages of process proved invaluable in understanding basics of continuous improvement programmes. Development of accurate data collection integral to understanding and measure where we are now, and where we want to be.. and can be.
Solid “ buy in” by packaging teams has lead to accurate data collection processes and subsequent honest appraisal of where we are at.. how efficient are we really? Development of team approach in understanding and identifying opportunities for improvement has lead to several early wins , delivering great encouragement for future gains.
Our experience with this process can be described as very enlightening, worthwhile and beneficial, and we are extremely encouraged and optimistic that the programme will deliver the tangible gains in productivity that we have targeted, and also importantly succeed in building a culture of continuous improvement within the bottling production teams. The exercise has proven a great benefit in building a greater repoire and improving lines of communication between management and supervisors and bottling production operators.
LINE 1 Date
Project Accepted?
Details of opportunity Line 1 accumulator table -‐ bo?les falling over and causing jams Line 1 accumulator table -‐ can't regulate own speed automaCcally Line 1 spk Line 1 spk Line 1 spk Line 1 spk Line 1 spk cork cork cork cork cork orientator orientator orientator orientator orientator
Line 1 spk cork orientator
Rework of line 1 foiler (quality issues, applicaCon issues) Line 1 cap dispenser missing caps Line 1 -‐ incapable of consistently applying screw caps to match filler speed
Team # Allocated
Signed by Team Leader
LINE 2 Date
Details of opportunity Labels aren't sCcking line 1 and 2 no cling wrap on pallets -‐ takes too long to cut the plasCc on pallets carton erector does not pick up all cartons all of the Cme export pallets dirty requiring extra cleaning duCes and debris can catch other pallets bo?les falling over at accumulaCon table -‐ stelvin damaged caps due to falling bo?les conveyors chains breaking waiCng for / locaCng forkliO driver when line is finished to alert them having to chase up dry goods as they are not on line line 2 packer -‐ change over Cme too long line 2 packer -‐ air bag issues / feed issues / picking up Line 2 depal -‐ bo?les falling over Line 2 labels not sCcking (whites) Line 2 depal breakdowns
Project Accepted?
Team # Allocated
Signed by Team Leader
Integral to the Continuous Improvement Process is the data collection process. Currently this is all done by operators manually entering into spreadsheets all information on start and stop times. A time demanding process that relies heavily on operators doing this job correctly to ensure data capture is accurate. We are currently looking at electronic capture of this data through tags installed at critical points along each packaging line … at fillers and labellers. This will enable us to more accurately understand our constraint points and identify areas for focus of improvement, and also allow us to view and monitor on line in real time production line efficiencies…
