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Pepsi Bottling Group
(2009LEEDS SCHOOL of BUSINESS TEAMJin Hongsuni SERA Nguyen Chris Straface Douglas WaechterOPIM 4080 – Project ManagementJim Marlatt 10/7/2009) (Pepsi Bottling GroupWater Conservation Project)
Table of Contents
Project Plan………………………………………………………………………………………………………………………………….… 1
Assumptions .…………………………………………………………………………………………………………………..…………….… 7
Research………………………….……………………………………………………………………………………………………….… 8
Stakeholder Analysis...………………………………………………………………………………………………………. 10
Cost Benefit Analysis .………………………………..………………………………………………………………………. 13
Risk Management Plan…………………………………………………………………………………………………………. 15
Roles & Responsibilities...………………………………………………………………………………………………………. 19
Meeting Minutes….……………………………………………………………………………………………………… 21
Water Conservation Project
2009
i.
Leeds School of Business Project Management Team
Project PlanOverview
The PBG water conservation project is a sixteen-week project ending on December 16, 2009. Members of the Leeds School of Business Team will be working closely with the PBG staff to accomplish the objectives of the project. Other project human resources will include mentors from Hitachi Consulting and the Leeds School of Business.
Objectives
Develop the KPIs
· Measure / track consumption usage for each process
· Measure / track costs associated to process consumption
· Measure percent waste and or net to sewer for each process point.
Develop critical strategy, economic, and action plans to reduce annual water consumption by 10%
· Develop strategic rationale for top 3 water conservation projects.
· Develop economic justification for top 3 water conservation projects
· Develop cost savings associated with water consumption, sewage and BOD savings
· Develop action plans to reduce waste.
· Develop action plans to utilize water second time as gray water, (non potable water).
· Initiate rebates with Denver Water for each water conservation project undertaken by the project
· Present final recommendations to management
Deliverables
· Develop a set of plans to reduce annual water consumption by 10%, which includes
· Strategic rationale for top 3 water conservation projects
· Economic justification for top 3 water conservation projects
· Develop action plan justification and ROI for top 3 water conservation projects requiring capital investment. Each action plan will include:
· Project or task
· Accountable individuals or team of individuals
· Time line for completion
· Completion date
· Savings
· Other Deliverables
· Validate current water flow diagram
· Water waste defined by consumption points and by cost
· Design and execute brainstorming session(s)
· Work with Denver Water regarding each recommendation to establish rebate potential and any potential associated costs (Current rebates are $4,500 per acre foot maxing out $40,000 per project).
· Develop awareness campaign plan and awareness tool designs that will communicate broadly progress on water and waste flow reduction
· Communicate opportunities, goals, and obtain interaction required to make changes.
MilestonesSeptember
· Review of manufacturing process, initial plant tour
· Validate water flow process, review waste flow process, and obtain measurements
· Research team’s initial thoughts on savings opportunities
· Design brainstorming session & identify any additional constituencies and/or participants
· Execute brainstorming session (end of month)
October
· Compile and readout brainstorming session results
· Identify KPIs
· Identify preliminary savings strategies
· Develop draft strategic, economic, and action plans (due at end of October)
· Research methods and locations for communicating waste measurement, consumption and costs associated with waste—e.g. scorecarding and visualization tools in place and posted for all to see.
November
· Continue development of strategic, economic, and action plans
· Initiate Denver Water rebate research
· Define and design awareness plan
December
· Finalize plans
· Present results
ScopeIn-Scope
The Scope of the project is water conservation, reducing the amount of water consumed at the facility. Individuals taking on this project will utilize the resources available to understand and track water consumption and waste for the Pepsi facility. Quality of product or processes can not be compromised with the conservation of water.
· Description of each water consumption point by consumption amount, cost, percent of waste, opportunities for conservation or second use.
· Action plan to conserve water categorized by:
· No cost versus cost to change process for conservation.
· Quick wins—i.e. no cost other than a simple process change
· Minor cost quick wins
· Prioritized by largest reduction in water usage to least favorable reduction.
· Capital costs, justification and ROI Return on investment
· Potential rebates for conservation.
· Present and implement conservation projects with no cost quick win.
· Present and implement 3 conservation projects.
Out of scope
· Creation of water or waste monitoring devices
· Description or documentation of Pepsi’s overarching processes for product creation
· Implementation of conservation projects
Organization
The project will be organized through the Leeds Team’s Google Group. Information stored and tracked through the group will include:
· Project Calendar
· Contact Information
· Roles and Responsibilities
· Meeting Minutes
· Individual and Small Group Tasks
· Working Documents
· Deliverables
· Research
Access to the Google Group will be made available to all of the active participants in the project the PBG approves
Individual & Small Group Tasks
Throughout the project, members of the Leeds Team and PBG staff will be delegated tasks, as individuals or members of a small group. Tasks delegated to anyone outside the Leads Team will have a team member assigned to them who will be responsible for their completion. While Leads Team members are working on projects, they will keep the rest of the group up to date through the Google Group and the” CC” email function. Documentation of tasks will be done through the Leeds Team’s Google Group. Documentation will include:
· Person who is primarily responsible
· Request date
· Objective
· Type of Deliverable
· Due Date
Scheduling
During the project, members of the Leeds team have agreed to be available for weekly meetings on Mondays between the hours of 2pm and 4pm at the Leeds School of Business. Members of the Leeds Team have also reserved Friday afternoons for meetings with PBG and other parties. Availability of the mentors will be determined on an Ad-Hoc basis, dictated by their schedule.
Water Conservation Project
2009
5
Leeds School of Business Project Management Team
Work Break down Schedule
Water Conservation Project
2009
9
Leeds School of Business Project Management Team
Assumptions
Since our project is client related, we assume that there are important roles each side must be responsible for to create a strong project and client relationship. We assume that these roles will help fulfill expectations and coordination with both sides. The following chart outlines the roles our group assumes for PBG and the project team.
Assumed Roles
PBG
Project Managers
1. Define and describe objectives
2. Define deliverables
3. Meet on a weekly basis with project managers for brainstorming sessions
4. Be available for questions and concerns from project managers
5. Make available resources and data
6. Respond to emails and contacts within three days
7. Be present during presentation of project proposal
1. Define in-scope/out-scope tasks
2. Establish roles and responsibilities
3. Meet on a weekly basis with PBG for brainstorming sessions
4. Be available for questions and concerns from PBG
5. Respond to emails and contacts within three days
6. Provide valuable deliverables for PBG
7. Present deliverables to PBG
One of our main objectives is to reduce water consumption by 10 percent on an annual basis through PBG’s current operations. Our initial agreement of the 10 percent water savings was a feasible number according to the Process Compliance Manager, Dan Frauenfelder. Our understanding of feasibility is relevant and possible from cost/benefits assumptions. In 2008, the annual water usage was 157,693,000 gallons, at a cost of $500,374. The objective of 10 percent water savings would save our client an approximate amount of $50,000. Currently, there is an emerging trend of a 4% increase in water consumption on an annual basis. To decrease annual water consumption by 10 percent, we assume that we must understand the elements of the current 4% increase to overcome the trend to decrease current usage.
Research Researches related to PBG Project:
Several large companies, which include Merck, Kraft, Coca-Cola and BMW, etc. consider the water conservation as a major issue in their companies. The majority of these companies have successfully reached their goals through different water conservation techniques, which help them to cut down costs and save millions of gallons of water each year. Each company has their own way of saving water, some of the strategies are listed below in the summary of each article. These articles related to our group project because they give us new perspectives on how other companies are also struggling to find ways to save water and how they successfully do it.
Coca-Cola Enterprises
Coca-Cola Enterprises wants to reduce its corporate carbon footprint by 15% by the year 2020. In order to reduce the carbon footprint, Coke has to minimize water use and return as much water as it uses to the communities it operates in. For them to reach their goal, their plans are to cut energy and water use and waste and carbon dioxide emissions at the plants by 20% by 2012. Within the article, it did not mention the process of how Coca-Cola Enterprises will succeed in their goal but it shows that big company like Coke also showed a major concern for both the environment and society.
In the article, it mentioned that both Pepsi and Coke are looking into vending machines that use compressed carbon dioxide to replace a set of harmful gases that will harm the environment. Both companies want to contribute to global warming and Coca-Cola Enterprises promises to operate in more environmentally friendly and socially conscious ways.
http://www.greentechmedia.com/articles/read/coca-cola-enterprises-sets-15-percent-ghg-reduction-goal/
Grey water reuse research
One of the ideas for conserving water was the use of grey water leftover from one production function to another. Researching the safety and guidelines for grey water was an important step to advising those possibilities. The guidelines for grey water usage for industry are different from residents. At this time residents need permits to use grey water. However, our research indicates that a business like PBG can reuse water without needing a permit as long as it happens within their facilities. More importantly, from our research, we discovered that PBG’s grey water has a large amount of sodium and chlorine. The natural chemical in grey water tends to produce bacteria faster than clean water if stored for a long period of time. Therefore, it is important for us to be sure that the part of production that we are choosing to use grey water in will not contaminate any product or be harmful to those who are exposed to it.
Water conservation rebate research
The Denver Water Conservation department works with companies who do water saving projects for rebates. The rebate requires certain procedures to be done by the participating company in a timely manner. Our research shows that there is a one-year contract once the company initiates the water saving project. The initial step is to set the beginning measurements of water usage. Then the participating company finishes the proposed water saving project. Once that is accomplished, measurements are again taken by the end of the year by the city to calculate the total amount of water saved within that year through the differences. According to the contract, every $7,000 is awarded for every one acre-foot saved (1 acre-foot = 325,851 gallons). The maximum amount of possible rewards after the first year is a onetime payment of $40,000.
Merck - Water use
Merck's strategy for improving their water use efficiency includes both reducing their overall demand for water and controlling their water discharges. In 2005, Merck’s global energy team evaluated how the company uses water and came up with ways to reduce water consumption within the plant. Their goal is to reduce the total amount of water used by 15% by the end of 2008. At the end of 2007, they had reduced their demand for water at Merck facilities worldwide by 26.4%.
http://www.merck.com/corporate-responsibility/environment-footprint/environment-footprint-water/approach.html
Kraft Food
This article was written in the year 2009. Kraft food industry has come out and announced that over the past three years the manufacturing was able to be reduced more than three billion gallons of water and succeeded their goal of water saving two years earlier than what they expected the process would take. The article itself also gave some good examples of how different water savings projects contributed to the success. Some of the samples are: closed-loop system to reuse water, modifications to cleaning processes, raised awareness, fixed leaks, reuse well water instead of the town’s water, alternative options to enhance the effectiveness of cleaning, reusing its manufacturing process water, etc.
http://2sustain.com/2009/08/kraft-foods-exceeds-water-reduction-goal-two-years-early.html
BMW Eliminates Manufacturing Waste Water
In 2003, BMW’s goal is to create new recycling process that bring all manufacturing waste water and feeds it back into the production system. Now, this process has an annual saving of approximately 7.9 million gallons of water in Steyr engine plant in Austria. This process is so successful that BMW wants to come up with a new goal to introduce a completely enclosed water cycle for production. Over the last three years, BMW has invested around $1.9 million in this new invention.
http://www.environmentalleader.com/2007/01/30/bmw-eliminates-manufacturing-waste-water/
CU-Boulder Water Conservation Strategy Summer 2003
CU is currently working on a project to come up with potable water reduction. Annually, 450 million gallons of water have been used each year and cost an estimate of $1.8 million. This project is expected to reduce over 70 million gallons of water with the technique of closed loop piping systems and raw water irrigation.
http://ecenter.colorado.edu/files/237f2e694eb64bfacb9a769e085e69afe0940c61.pdf
Interview with Karl G. Linden Ph.D.
Dr. Linden is a professor of Civil, Environmental, and Architectural Engineering at the University of Colorado at Boulder. This interview will be held on Wednesday Oct 7, 2009 at 12:00 pm.
Stakeholder Analysis
Water Conservation Project
2009
14
Leeds School of Business Project Management Team
Cost-Benefit Analysis
In order to determine the cost of the different possible water savings projects the Leeds Team has been mapping the water flow process for the bottling facility (appendix 1). From the map, the team plans to identify the best-case scenario for water saving by having PBG’s facility engineer estimate the price of each segment of the best-case scenario.
The Cost-Benefit Analysis below is purely an estimate of the possible amount of money that could be saved. The numbers used are a best guess derived from interviews with employees of the PBG, but they do demonstrate that PBG could save a great deal of money with a relatively low capital investment.
Risk Management Plan
Risk Management Plan
Risk/Cause
Likelihood
Impact
How to Minimize Cost
Current Status
Action Items
Responsible Person
Scope
Changes to project objectives after project charter has been issued.
H
H
Identify all project stakeholders before any project work begins; contact these stakeholders to insure they are happy with the current objectives and proposed outcomes.
Stakeholders emerged that were not initially identified, thus, proposed changes to objectives have already occurred.
Brainstorming session has been scheduled, which includes these stakeholders so we can negotiate the proposed changes.
Project Manager
Mis-understandings because the project team is not in direct communication with chief executives who hold the final decisions.
H
H
Create opportunities for these executives to be present at brainstorming sessions and presentations; allows for a face-to-face communication channel allowing project team to better express their position.
Have not yet made contact with executives with final decision, who project team's client contact is committed to listening too.
Follow up with client contact to ensure these individuals will be present at brainstorming session.
Project Manager
Stakeholders are let down because their added objectives cannot effectively fit within the original project
H
H
Provide written statements to client contact to ensure he is aware why added objectives will not fit within original project if such project is left as-is.
Have attempted to modify original project charter to include added objectives; changes were dismissed.
Discuss during brainstorming session to ensure Pepsi contact is clear on our thoughts behind charter changes.
Project Manager
Team’s attempts to change original project are viewed by client as "lazy" or "easy ways out".
H
H
Vocalize our position for proposed changes that were to fit in executives changes to original project.
Phone conversation took place in which project team's position was explained.
Reiterate why we made these changes at brainstorming session. Judge situation; if it is clear client does not want to broach topic; steer clear.
Project Manager
Resources
Necessary water usage points are not metered limiting the project's team ability to reach goals.
M
H
Communicate early on to ensure client is aware of the points that have yet to receive meters.
Client has been notified of key points not being monitored and is in the process of installing and recording metered data.
At brainstorming session, inquire about new metered data which will help project team complete their data sets.
Project Champion
Project Champion leaves on long vacations or permanently.
L
H
Ask Project Champion for his vacation schedule to minimize down time effects.
Project Champion has just returned from week vacation. Have a schedule of all future vacations.
Identify backup contacts in the event Project Champion is unavailable.
Project Manager
Secondary contacts are unmotivated / inexperienced or uneducated to the project’s requirements.
M
M
Double check secondary contacts information with Project Champion to insure information received is correct
Initial factory tour revealed some concerns regarding secondary contact.
Continue to double check secondary's information with Project Champion.
Project Manager
Schedule
Decision making process taking longer than anticipated due to red tape.
M
M
Attempt to copy-in and include ALL decision makers in on emails and correspondence. This keeps everyone in the loop.
Have not broached the subject with client.
Propose to include higher executives during team/client brainstorming session.
Project Manager
Project taking longer than anticipated / steps of the project taking longer than anticipated
H
H
Create feasible milestones; once created, stick to them.
The charter refinement process has already put project behind.
Refine the charter, and ensure that each future step has enough time allocated for timely completion.
Project Manager
Meters not ordered soon enough/are not shipped from supplier quick enough
M
L
Discuss with Project Champion to make sure meters will be installed in a timely manner
2 out of 4 requested meters have already been installed; waiting on 2.
Broach subject at brainstorming session to reiterate the importance of having meters installed.
Project Champion/Project Manager
Technical
Certain processes have not been identified as being able to accept grey water.
H
H
Determine alternate plan if a process is identified as fresh water only.
Have not pursued subject with client.
Need to discuss during brainstorming session.
Project Champion/Project Manager
10% not being the best measure to judge projects outcome/performance
M
M
Develop alternate KPIs to measure the success of the project from a performance point of view, as well as financial.
Currently evaluating from data sets the best KPI's
Present these KPI's during brainstorming session.
Project Manager
Client employees not accepting quick win programs
L
M
Quick win conservation project's effectiveness must be measured not only by water savings, but by externality factors.
Need to determine the best way to positively influence client employee's.
Discuss these externalities at brainstorming session.
Project Manager
Roles and Responsibilities
Roles
Responsibilities
Project Mentor
•
Help project team to communicate and resolve any problems or conflicts encountered during the project
Primary
Jim Marlatt
Secondary
Bob Harland
•
Approve project charter
•
Assist teams member with additional insight on the project
Project Champion
•
Develop and get approval for project plan
Primary
Dan Fraeunfelder
•
Communicate project issues to the project sponsor
Secondary
Sean Powers
•
Help review and comment on project requests within three business days of the request being made
Communication Team
•
Communicate project progress to the sponsor on a weekly basis
Primary
Doug Waechter
•
Provide support to the project team so they are clear about their responsibilities and make sure they have the resources they need to accomplish their project.
Secondary
Chris Straface
•
Obtaining all the measurements needed for the project
•
Send out mass e-mail and keep every team members informed of what is going on with the project
•
Communicate with project Champion about scheduling weekly meeting
Research Team
•
Find other companies who have encountered the same problems as our project.
Primary
Jin Hongsuni
Secondary
SERA Nguyen
•
Find what other companies’ goals are and how they succeed in their mission.
•
Find other departments who are specialized in this topic of water conservation.
•
Do a research on grey water of how it may have an impact on truck wash, if used.
•
Research on saving opportunities about the project
Get names and contact numbers for water conservation rebates
1.1 Marketing Team
•
Look at the procedures and the requirement for finding rebates.
Primary
SERA Nguyen
•
Analyze cost and ROI justifications
Secondary
Jin Hongsuni
•
Denver Water rebate research
•
Develop blue board
•
Get feedback and consultation
•
Draft awareness plan; create an incentive for employees and how this project related to them
•
Develop KPI for accuracy by choosing high level KPI and identify KPIs
1.2 Measuring &
•
Validate water flow process
1.4 Economic Team
•
Review waste flow process
Primary
Doug Waechter
•
Develop draft for economic plan and continue to develop throughout the project
Secondary
Jin Hongsuni
•
Apply forecasting techniques
•
Consolidate data
•
Research methods and find locations for score carding performance
•
Draft economic plan
•
Perform cost benefit analysis
•
Draft strategy plan
1.5 Strategy Team
•
Identify any additional constituencies and/or participants
Primary
Chris Straface
•
Develop draft for strategic plan and continue to develop throughout the project
Secondary
Doug Waechter
•
Identify preliminary saving strategies
•
Develop draft for action plan and continue to develop throughout the project
1.6 Action Team
•
Review manufacturing process
Primary
SERA Nguyen
•
Preparation and planning
Secondary
Jin Hongsuni
•
Keep track on meeting minutes
Google Group Team
•
Taking notes during the meeting on a weekly basis
Primary
Jin Hongsuni
•
Understand and cope with the new changes within the facility
Secondary
SERA Nguyen
Water Conservation Project
2009
Meeting Minutes
Pepsi Bottling Group- Water Conservation Project
Sep 21, 2009
2:00- 4:00 pm
Meeting called by Leeds School of Business Team
Location: Leeds School of Business
Attendees: Varita Hongsunirundon, SERA Nguyen, Chris Straface and Doug Waechter
Topic 1Roles and Responsibility
· Assign roles and tasks for each team members
· SERA: get name and contact number for water conservation rebates with city including procedures and requirements and also develop blue board. Also, do assumption part.
· Jin: Research, roles and responsibility and taking notes
· Doug: develop KPI for accuracy: choose high level KPI and also do cost analysis
· Chris: Communicate with Dan, do stakeholder analysis and risk management
Topic 23 Phases of the Project
· Phase One is quick wins, blue board, urinals (pilot)
· Begin phase two is define; low cost-low time projects: localize projects (can warmer to Ammonium chill)
· Begin phase three is defined; high cost-high time projects: RO to truck wash, floor wash, etc.
Topic 3Schedule with Client
· Show water flow chart for accuracy
· Get agreement with new project outline for first deliverable
· Set first brainstorming session date
Topic 4 Wrap up and Questions for Brainstorm Session
· Time objective assumptions for project
· Cost indicators for project
· Phase 3 feasibility: a)Where's tank b) running pipes c) Gray water flow
· Goodwill evaluations
Pepsi Bottling Group- Water Conservation Project
Sep 28, 2009
2:00- 4:00 pm
Meeting called by Leeds School of Business Team
Location: Leeds School of Business
Attendees: Varita Hongsunirundon, Sera Nguyen, Chris Straface and Doug Waechter
Topic 1Project Outline
· Finalize project outline and agree that we will do the project without the three phases
· Create a delay for the first deliverable because Dan couldn’t meet us on Friday Sep 25,2009
· By having conflict, we can related and experience the real business world
· Focus on the first deliverable
Topic 2Each person explain their task
· Doug made RACI diagram to show the objectives and work that needs to be done
· In contribution to that he also explain the project plan to the whole group and see if he missed anything
· I’m explaining what researches that I had found and how it related to our project
· Sera called the Denver city water about rebate information and show us the project assumptions
· Chris show us the stakeholder analysis and risk management plan
Topic 3Design Brainstorming Session
· Discuss what questions should be ask
· Show Dan the water chart process and clarify
· Look into the water chart and see where we might miss and whether they have anything to add
Topic 4 Wrap Up
· Continue to work on first deliverable and be prepare for the brain storming session on Oct 5, 2009
Pepsi Bottling Group- Water Conservation Project
Oct 2, 2009
12.30- 4:00 pm
Meeting called by Leeds School of Business Team
Location: PBG Manufacturing facility, Commerce City, CO
Attendees: Varita Hongsunirundon, Chris Straface and Doug Waechter
Topic 1Water Chart
· Waste water chart-pH Effulent is the good indicator of what is going down the drain because some day is less than other because the day that have inventory, the production stop (shut down the machine) for example start inventory at 7am and last till 3 pm. The production will not start until then and the water consumption has reduced significantly. At the end of each month for example Oct 3 will be period 3.
· Peak times are during summer (Memorial days through labor days) and slow down production in winter because people drink tea and coffee and only 5 days a week working. Also, open one line over the weekend and close can line during weekend.
· The way that Pepsi keeps track of the cost is: cost per case or consumption per unit
· Ph Plant- use fresh water to run through the probe and keep pH level at 7 if not then the bacteria will come to create low pH and left water on for weekend about 10000 gallons of water. Sometime is a waste because forget to turn in off and all the water go to the drain.
· Concern: water consumption is not the same as the amount of case create since there are many factors contributed to it. Example: bottles jam, etc.
Topic 2Clarify Process Map and Spread Sheet
· Ask Dan to make sure that the process map is on target
· Look for water loss and fix it, even though is already fixed but still has to be discuss in the project. System gives faulty result! It read that it closed but it wasn’t really closed.
· Make sure that the spreadsheet of possible water saving areas is correct to show how to safe 10% water and how much percent of water is use?
· There are four gravity filters and the capacity of the tank is…, 18 ft deep for the depth (onlineconvertion.com) 70,244 gallons of water is waste every 18 hours.
· Adding additional information in the process map to give clarity.
· Plot the process map to Dan for Monday brainstorming session (Jim Sheredon-ask him to help fill in the gap that Dan doesn’t know about) (Jeff Sawy-watering power technology) information on piping.
· Question for water expert: If grey water is collected can we bypass med troll and send it the ocean? So that can save Pepsi on discharge.
Topic 4 Clarify on the project
· Discuss the final project and what we want to do to finalize the project, whether are we on the right track.
Topic 5Wrap Up
· Prepare for brainstorming session on Monday
Additional Instructions:
PBG team will provide client with documents that will be used during meeting.
Pepsi Bottling Group- Water Conservation Project
Oct 5, 2009
12.45- 5:00 pm
Meeting called by Leeds School of Business Team
Location: PBG Manufacturing facility, Commerce City, CO
Attendees: Varita Hongsunirundon, Sera Nguyen, Chris Straface and Doug Waechter
Topic 1Defined project goals and objectives
· Look back at the project charter, 3 years ROI, reduced 10% of water
· Which project may take longer time and money?
Topic 2Identify goals for conserving
· Why do we conserve water?
· Conservation act every summer and PBG is the largest water consumer in the city and image wise don’t want to be seen as a ‘waster’ of water by the society
· We are in a drought region: half million of dollars we spend on water each year and it would save our resources if water reduce by 10%
· 4 factors that need to take into consideration: Monetary , public relation, employee morals, environmental
Topic 3Identify conservation areas of interest
· Use map and process handout (explain to the client of what we are thinking)
· Identify the areas where we can safe water or reuse on the map by asking the client participation
· Looking for items that we as our group didn’t identify it out
· Looking for a way to better organize the information
· The cooling towers
Topic 4Identify feasibility issues/concerns
· RO room, a lot of water has been going down the drain, so we are trying to figure out what can we do with the water…is the water too salty? Change the process maybe to improve it?
· Hard to reuse the water because it contains lots of chemicals, because different chemicals have been used. If the program changes maybe we can reduce the amount of water, but there is limitation to this assumption because the tank has to be fill to certain level for it to pump and as well as the pipe. Therefore, there is a point where they can no longer reduce the water.
· CIP process: clean and place, giving flow rate to create the cleaning of the pipe, not get cleaning acting in the pipe if the flow rate does not reach (cycle 8 min) reduce number of cycle minute and potentially safe water or put in the computer and cut it down until they can no longer reduce it. Also, different plant is different, therefore has to look at the critical time because water runs different for Pepsi and diet Pepsi. How many gallons of water needed per cycle? Jeff: 15 gallons per minute… (too much salt will go to the drain after 5 cycles because get too concentrate and also evaporate and leave solid so is concentrate also) (Reject water for truck wash) final rinse with clean water for the truck.
· When the tank is full the water could no longer be fill therefore need storage tank for water (10,000-20,000 gallons tank)
· Concern for using the water to wash truck and clean the floor
· Look at the areas where the water can be reuse because some of them is more clean than other while other is too salty
· New water cooling tower by 2010
· Doesn’t take long for water to freeze also with the city water…can’t let them freeze
· Grey water to clean water need filtering system on it to discharge, so can pick up some particle, can cause problem if is not completely clean if there is particle in the water (rinse)
· One collection point for all the grade (filter) and collect to one reuse point and then use the pipe to go to certain area that needed for water (cooling tower trunk) in the winter cooling tower need less water while maybe truck need more water so is complementary each other seasonal.
· PBC is the cheapest or stainless steel but watch for the price for truck because copper react with salt.
· The cost for pumping water (1500 dollars or less)
· Contact for engineering contractor to get to the (fire department) will be able to tell the cost of pipe per foot.
· Urinal to safe water…more sanitary for rinsing???
· Hot water run through the whole facility but if that process is input maybe need heater in each department for the sink
Topic 5Identify employee awareness campaigns
· Gas, electricity, and water conservation
· Employee don’t see how it affect them
· Hard for employee to buy in
· Tell how they involve in the process and how it affect them
· Quantify it more, so that they would understand, ex. How many trees do we safe? Instead of telling them the number. Justify go back and track. Ex. Salon Lake? Go to the web…so relate to the person life could make a bigger impression or images.
· Bring up to the meeting and tell them about the project (how much they safe each month and get people involve…a new way to perform not the old way go down the drain
· Give statistic percentage on water saving and efficiency.
· Long term sustainability of business because water is their main resource. So sustainability is a big thing. Continue to grow so the more we expand the more water is consume.
· Good game maybe whose department has the greatest percentage for saving water and give incentive to them.
· Come up with green t-shirt for the employee for the conservation plan
· What to make sure if this could be done? Try the incentive and increase incentive (culture of pride and give people scorecard) make people feel like they are part of the solution
Topic 6Wrap Up
· Make sure that we understand how the report go for final deliverable
· Make the list for different project…like first task, second task, ex. install water meter
Activities
Wk 1Wk 2Wk 3Wk 4Wk 5Wk 6Wk 7Wk 8Wk 9
Wk 10Wk 11Wk 12Wk 13Wk 14Wk 15Wk 16
Person
Responsible
(1.0) Final PlanEveryone
(1.1) Define and Design Awareness PlanNguyen
Planning & PreparationEveryone
Review Manufacturing ProcessNguyen
Research & Locations Score CardingHongsuni
Prototype Blue BoardNguyen
Draft Awareness PlanNguyen
Feedback & ConsultationEveryone
Finalize Awareness PlanNguyen
(1.2) Identify KPIsWaechter
Planning & PreparationEveryone
Review Waste Flow ProcessWaechter
Validate Water Flow ProcessWaechter
Obtain MeasurementsFrauenfelder
Consolidate DataWaechter
Apply Forecasting TechniquesWaechter
(1.3) Brainstorming SessionStraface
Planning & PreparationEveryone
Research Team Initial Brainstorming SessionHongsuni
Design Brainstorming SessionStraface
Execute Brainstorming SessionEveryone
Compile & Readout Brainstorming SessionHongsuni
Identify Additional Consistencies and or ParticipantsHongsuni
December
PBG Water Conservation Project
SeptemberOctoberNovember
Sheet1PBG Water Conservation ProjectSeptemberOctoberNovemberDecember
ActivitiesWk 1Wk 2Wk 3Wk 4Wk 5Wk 6Wk 7Wk 8Wk 9Wk 10Wk 11Wk 12Wk 13Wk 14Wk 15Wk 16Person Responsible(1.0) Final PlanEveryone(1.1) Define and Design Awareness PlanNguyenPlanning & PreparationEveryoneReview Manufacturing ProcessNguyenResearch & Locations Score CardingHongsuniPrototype Blue BoardNguyenDraft Awareness PlanNguyenFeedback & ConsultationEveryoneFinalize Awareness PlanNguyen(1.2) Identify KPIsWaechterPlanning & PreparationEveryoneReview Waste Flow ProcessWaechterValidate Water Flow ProcessWaechterObtain MeasurementsFrauenfelderConsolidate DataWaechterApply Forecasting TechniquesWaechter(1.3) Brainstorming SessionStrafacePlanning & PreparationEveryoneResearch Team Initial Brainstorming SessionHongsuniDesign Brainstorming SessionStrafaceExecute Brainstorming SessionEveryoneCompile & Readout Brainstorming SessionHongsuniIdentify Additional Consistencies and or ParticipantsHongsuni(1.4) Economic PlanHongsuniinitiate Denver Water Rebate ResearchHongsuniPerform Cost Benefit AnalysisWaechterDraft Economic PlanWaechterFeedback & ConsultationEveryoneFinalize Economic PlanHongsuni(1.5) Strategy PlanStrafacePreparation & PlanningEveryoneReview Manufacturing ProcessStrafaceIdentify Preliminary Savings StrategiesHongsuniDraft Strategy PlanStrafaceFeedback & ConsultationEveryoneFinalize Strategy PlanStraface(1.6) Action PlanNguyenPreparation & PlanningEveryoneReview Manufacturing ProcessHongsuniDraft Action PlanNguyenFeedback & ConsultationEveryoneFinalize Action PlanNguyen(2.0) Present ResultsEveryonePlanning & PreparationEveryoneIdentify & Invite Appropriate StakeholdersNguyenSchedule Presentation with PBGStrafaceConsolidate Final Plan into PresentationWaechterObtain Permission to Present ResultsStrafaceDraft PresentationEveryoneFeedback & ConsultationEveryonePresent ResultsEveryone
Project objectives total work timeSub-task scheduled work time
(1.4) Economic PlanHongsuni
initiate Denver Water Rebate ResearchHongsuni
Perform Cost Benefit AnalysisWaechter
Draft Economic PlanWaechter
Feedback & ConsultationEveryone
Finalize Economic PlanHongsuni
(1.5) Strategy PlanStraface
Preparation & PlanningEveryone
Review Manufacturing ProcessStraface
Identify Preliminary Savings StrategiesHongsuni
Draft Strategy PlanStraface
Feedback & ConsultationEveryone
Finalize Strategy PlanStraface
(1.6) Action PlanNguyen
Preparation & PlanningEveryone
Review Manufacturing ProcessHongsuni
Draft Action PlanNguyen
Feedback & ConsultationEveryone
Finalize Action PlanNguyen
(2.0) Present ResultsEveryone
Planning & PreparationEveryone
Identify & Invite Appropriate StakeholdersNguyen
Schedule Presentation with PBGStraface
Consolidate Final Plan into PresentationWaechter
Obtain Permission to Present ResultsStraface
Draft PresentationEveryone
Feedback & ConsultationEveryone
Present ResultsEveryone
Sheet1PBG Water Conservation ProjectSeptemberOctoberNovemberDecember
ActivitiesWk 1Wk 2Wk 3Wk 4Wk 5Wk 6Wk 7Wk 8Wk 9Wk 10Wk 11Wk 12Wk 13Wk 14Wk 15Wk 16Person Responsible(1.0) Final PlanEveryone(1.1) Define and Design Awareness PlanNguyenPlanning & PreparationEveryoneReview Manufacturing ProcessNguyenResearch & Locations Score CardingHongsuniPrototype Blue BoardNguyenDraft Awareness PlanNguyenFeedback & ConsultationEveryoneFinalize Awareness PlanNguyen(1.2) Identify KPIsWaechterPlanning & PreparationEveryoneReview Waste Flow ProcessWaechterValidate Water Flow ProcessWaechterObtain MeasurementsFrauenfelderConsolidate DataWaechterApply Forecasting TechniquesWaechter(1.3) Brainstorming SessionStrafacePlanning & PreparationEveryoneResearch Team Initial Brainstorming SessionHongsuniDesign Brainstorming SessionStrafaceExecute Brainstorming SessionEveryoneCompile & Readout Brainstorming SessionHongsuniIdentify Additional Consistencies and or ParticipantsHongsuni(1.4) Economic PlanHongsuniinitiate Denver Water Rebate ResearchHongsuniPerform Cost Benefit AnalysisWaechterDraft Economic PlanWaechterFeedback & ConsultationEveryoneFinalize Economic PlanHongsuni(1.5) Strategy PlanStrafacePreparation & PlanningEveryoneReview Manufacturing ProcessStrafaceIdentify Preliminary Savings StrategiesHongsuniDraft Strategy PlanStrafaceFeedback & ConsultationEveryoneFinalize Strategy PlanStraface(1.6) Action PlanNguyenPreparation & PlanningEveryoneReview Manufacturing ProcessHongsuniDraft Action PlanNguyenFeedback & ConsultationEveryoneFinalize Action PlanNguyen(2.0) Present ResultsEveryonePlanning & PreparationEveryoneIdentify & Invite Appropriate StakeholdersNguyenSchedule Presentation with PBGStrafaceConsolidate Final Plan into PresentationWaechterObtain Permission to Present ResultsStrafaceDraft PresentationEveryoneFeedback & ConsultationEveryonePresent ResultsEveryone
Project objectives total work timeSub-task scheduled work time
Feedback &
Consultation
Draft
Presentation
Obtain
Permission to
Present
Results
Consolidate
Final Plan into
Presentation
Schedule
Presentation
with PBG
Identify &
Invite
Appropriate
Stakeholders
Planning &
Preparation
Feedback &
Consultation
Draft
Economic Plan
Perform Cost
Benefit
Analysis
Iniate Denver
Water Rebate
Research
Feedback &
Consultation
Draft Strategy
Plan
Identify
Preliminary
Saving
Strategies
Review
Manufacturing
Process
Preparation &
Planning
Feedback &
Consultation
Draft Action
Plan
Review
Manufacturing
Process
Preparation &
Planning
Pepsi Bottling Group Water Conservation Project
Work Break Down Structure
As of October 5, 2009
PBG Water
Conservation Project
Research
Methods &
Locations
Score carding
Apply
Forecasting
Techniques
Consolidate
Data
Obtain
Measurements
Validate Water
Flow Process
Review Waste
Flow Process
Preparation &
Planning
Identify
Additional
Consistencies
and or
Participants
Compile &
Readout
Brainstorming
Session
Execute
Brainstorming
Session
Design
Brainstorming
Session
Research
Team initial
Brainstorming
Session
Preparation &
Planning
1.2
Identify KPIs
Feedback &
Consultation
Draft
Awareness
Plan
Prototype Blue
Board
Review
manufacturing
process
Preparation &
Planning
1.0
Final Plan
1.6
Action Plan
1.4
Economic Plan
1.5
Strategy Plan
1.1
Define & Design
Awareness Plan
2.0
Present Results
1.3
Brain Storming
Session
Feedback & Consultation
Draft Economic Plan
Perform Cost Benefit Analysis
Iniate Denver Water Rebate Research
Feedback & Consultation
Draft Presentation
Obtain Permission to Present Results
Consolidate Final Plan into Presentation
Schedule Presentation with PBG
Identify & Invite Appropriate Stakeholders
Planning & Preparation
Research Methods & Locations Score carding
Apply Forecasting Techniques
Consolidate Data
Obtain Measurements
Validate Water Flow Process
Review Waste Flow Process
Preparation & Planning
Feedback & Consultation
Draft Strategy Plan
Identify Preliminary Saving Strategies
Review Manufacturing Process
Preparation & Planning
Identify Additional Consistencies and or Participants
Compile & Readout Brainstorming Session
Execute Brainstorming Session
Design Brainstorming Session
Research Team initial Brainstorming Session
Preparation & Planning
1.2Identify KPIs
Feedback & Consultation
Draft Action Plan
Review Manufacturing Process
Preparation & Planning
Feedback & Consultation
Draft Awareness Plan
Prototype Blue Board
Review manufacturing process
Preparation & Planning
1.0Final Plan
1.6Action Plan
1.4Economic Plan
1.5Strategy Plan
1.1Define & Design Awareness Plan
2.0Present Results
1.3Brain Storming Session
Pepsi Bottling Group Water Conservation ProjectWork Break Down StructureAs of October 5, 2009
PBG Water Conservation Project
NameOrganizationRoleInterestInfluenceExpectations
Ways to Manage Expectations
Dan
Frauenfelder
Manager of
Facilities
Management
for PBG, Denver
Project
Sponsor/
Champion
HHHave already started
conservation projects
throughout facility; 10% H20
conservation benchmark; 3 year
ROI for any implemented
project.
Play off Dan's H20 conservation
efforts; a random 10%
benchmark is not necessarily
the best way to manage the
project's success. Discuss during
brainstorming session other
KPIs that can be considered for
benchmarking.
Factory
Employees
Daily
Operations/
Manufacturing
Floor
cleaning,
machine
operations
LHAre currently not effected by
water usage, but are likely one
of the main causes of excess
usage.
Involve group with employee
reward program facilitated by
PBG blue boards. Track
employees success with
reducing water usage through a
rating/grading system and make
this information public for other
employees/customers to view.
Stakeholder Analysis
Sheet1Stakeholder AnalysisNameOrganizationRoleInterestInfluenceExpectations Ways to Manage ExpectationsDan FrauenfelderManager of Facilities Management for PBG, DenverProject Sponsor/ChampionHHHave already started conservation projects throughout facility; 10% H20 conservation benchmark; 3 year ROI for any implemented project.Play off Dan's H20 conservation efforts; a random 10% benchmark is not necessarily the best way to manage the project's success. Discuss during brainstorming session other KPIs that can be considered for benchmarking.Factory EmployeesDaily Operations/ ManufacturingFloor cleaning, machine operationsLHAre currently not effected by water usage, but are likely one of the main causes of excess usage. Involve group with employee reward program facilitated by PBG blue boards. Track employees success with reducing water usage through a rating/grading system and make this information public for other employees/customers to view.
NameOrganizationRoleInterestInfluenceExpectations Ways to Manage Expectations
Truck DriversDaily
Operations
Truck
Washing
MHTruck drivers take great
pride in driving clean
trucks. Want to wash
trucks daily and likely will
be concerned with using
grey water.
Research contents of grey water and
ensure truck drivers that the water
used to wash their trucks will be the
same water that splashes all over
their trucks during wet road seasons.
ExecutivesManagerial and
Operational
Facilitators
Finance, PR,
Quality
Control
MMUnderstand that any
conservation project
shows good company
initiative. Want to play
the green card as best
they can. Are inflexible
with re-structuring the
project to accommodate
their added objectives.
Try to include C-Level Execs in
brainstorming sessions and other
correspondence so they aren’t
hearing our perspective second
hand. Let them know that we are
there to help them and their
companies out, and but we need a
project in which makes this as
feasible as possible.
Sean PowersFacility
Management
Floor
oversight
position
MLGood knowledge of
facility and operations.
Good resource, must ensure Project
Champion is kept in the loop.
CustomersN/APBG
consumers
MLCustomers, especially in
the Denver market
identify well with green
initiatives. Good PR will
impress these customers
and likely give them a
padded view of PBG.
It is difficult to control/track
customer's awareness of inside
operational green initiatives. Good
PR through local News, or Denver
Water is likely the best way for
client to publish message.
Sheet1NameOrganizationRoleInterestInfluenceExpectations Ways to Manage ExpectationsTruck DriversDaily OperationsTruck WashingMHTruck drivers take great pride in driving clean trucks. Want to wash trucks daily and likely will be concerned with using grey water. Research contents of grey water and ensure truck drivers that the water used to wash their trucks will be the same water that splashes all over their trucks during wet road seasons. ExecutivesManagerial and Operational FacilitatorsFinance, PR, Quality ControlMMUnderstand that any conservation project shows good company initiative. Want to play the green card as best they can. Are inflexible with re-structuring the project to accommodate their added objectives.Try to include C-Level Execs in brainstorming sessions and other correspondence so they aren’t hearing our perspective second hand. Let them know that we are there to help them and their companies out, and but we need a project in which makes this as feasible as possible. Sean PowersFacility Management Floor oversight position MLGood knowledge of facility and operations. Good resource, must ensure Project Champion is kept in the loop.CustomersN/APBG consumersMLCustomers, especially in the Denver market identify well with green initiatives. Good PR will impress these customers and likely give them a padded view of PBG. It is difficult to control/track customer's awareness of inside operational green initiatives. Good PR through local News, or Denver Water is likely the best way for client to publish message.
NameOrganizationRoleInterestInfluenceExpectations Ways to Manage Expectations
EnvironmentNatural
Resource
Provider of
Water
N/AHWhile the environment
can emotionally connect
with the conservation
project, it is most
definitely affected on a
physical level. It is no
secret that we only have
so much fresh water.
Saving fresh water, whether 10%,
5%, or 3% is still saving fresh water.
The environment can use any help it
can get. This must be kept in mind
while approaching this project; the
environment can't speak up for
itself, the project group must take
its place.
Other PBG
Facilities
PBG BrandLooking for
stepped
process
HLAdded to the project was
this notion of creating a
deliverable that is easily
disseminated by other
PBG facilities allowing
them to implement
similar conservation
programs.
Final deliverable will be presented
so that ideas can be pulled from this
pilot program. No promises will be
made, but a starting point with
suggested directions to travel is the
goal.
Sheet1NameOrganizationRoleInterestInfluenceExpectations Ways to Manage ExpectationsEnvironmentNatural ResourceProvider of WaterN/AHWhile the environment can emotionally connect with the conservation project, it is most definitely affected on a physical level. It is no secret that we only have so much fresh water. Saving fresh water, whether 10%, 5%, or 3% is still saving fresh water. The environment can use any help it can get. This must be kept in mind while approaching this project; the environment can't speak up for itself, the project group must take its place. Other PBG FacilitiesPBG BrandLooking for stepped processHLAdded to the project was this notion of creating a deliverable that is easily disseminated by other PBG facilities allowing them to implement similar conservation programs. Final deliverable will be presented so that ideas can be pulled from this pilot program. No promises will be made, but a starting point with suggested directions to travel is the goal.
Pepsi Bottling Group –Current Water Usage
Water Treatment Front Offices HFCS West Court Can/Bottle Processing RO
Break
Main Meter
HFCS Meter
CL1 Empty Can
Rinse
CL1 Warmer
CL2 Empty Can
Rinse
CL2 Warmer
BL1 Rinse
BL1 Full Bottle
Rinse
BL2 Rinse
BL2 Full Bottle
Rinse
Hoses
BL2 Recycling
Meter #17
Ammonia Cooling
Tower
Refurb Bsmt
Denester 1
Truck Wash
Glycol Cooling
Tower
Ice House
BL2 Ozone
Destruct
BL2 Vacum Pump
HFCS Boiler
Hoses
RO Meter
PH Plant
Metro Waste
Water
25%
HFCS Meter Floor
Scrubber
Denester 2
D. Water Office
Hot Water Usage
HFCS Rail Car
Heating
Fleet Maintance
Building Wash
Down
Trucker Lounge
Restroom
Water Treatment
Reaction Tank
Gravity Filters
1 2 3
Reclaim Tank
Clear Well
Carbon Tower
Polishers/Filters
Deaereators
Domestic Water
Meter
Pepsi Bottling Group – Current Water Usage
Fleet Maintance
Building Wash Down
Trucker Lounge
Front Offices
HFCS
West Court
Can/Bottle Processing
RO
Water Treatment
Break
Reaction Tank
Glycol Cooling Tower
BL2 Recycling Meter #17
Hoses
Gravity Filters1 2 3
Restroom
Hot Water Usage
Ice House
Ammonia Cooling Tower
Truck Wash
BL1 Full Bottle Rinse
BL2 Ozone Destruct
HFCS Meter
Refurb Bsmt
Clear Well
CL2 Warmer
CL2 Empty Can Rinse
BL2 Full Bottle Rinse
Denester 2
BL2 Rinse
BL1 Rinse
CL1 Warmer
BL2 Vacum Pump
Metro Waste Water
Main Meter
HFCS Meter Floor Scrubber
PH Plant
RO Meter
Reclaim Tank
CL1 Empty Can Rinse
Hoses
Denester 1
Carbon Tower
HFCS Boiler
25%
Domestic Water Meter
D. Water Office
HFCS Rail Car Heating
Polishers/Filters
Water Treatment
Deaereators
Year 0Year 1Year 2Year 3Year 0Year 1Year 2Year 3
Internal Marketing Projects
Employee Awareness Program500$ 100$ 100$ 100$ -$ 5,475$ 4,928$ 4,928$ 1916%
Blue Board Program500 100 100 100 - 5,475 4,928 4,928 1916%
TOTAL1,000$ 200$ 200$ 200$ -$ 10,950$ 9,855$ 9,855$ 1916%
Low Cost Quick Wins Projects
Repair HFCS Rail Car Heating500$ -$ -$ -$ -$ 18$ 18$ 18$ 11%
Leak Repair200 200 200 200 - 72 72 72 27%
LTS Clear Water Tank Repair200 - - - - 26,280 - - 13140%
TOTAL900$ 200$ 200$ 200$ -$ 26,370$ 90$ 90$ 1770%
Capital Investment Porjects
Plant Wide Project 18,000$ 1,000$ 1,000$ 1,000$ 54,750$ -$ -$ -$ 261%
TOTAL18,000$ 1,000$ 1,000$ 1,000$ 54,750$ -$ -$ -$ 261%
Total Rate of Return465%
Cost-Benefit Analysis
CostBenefitRate of
Return
Sheet1Cost-Benefit Analysis
CostBenefitRate of ReturnYear 0Year 1Year 2Year 3Year 0Year 1Year 2Year 3Internal Marketing ProjectsEmployee Awareness Program$ 500$ 100$ 100$ 100$ -$ 5,475$ 4,928$ 4,9281916%Blue Board Program500100100100-5,4754,9284,9281916%TOTAL$ 1,000$ 200$ 200$ 200$ -$ 10,950$ 9,855$ 9,8551916%Low Cost Quick Wins ProjectsRepair HFCS Rail Car Heating$ 500$ -$ -$ -$ -$ 18$ 18$ 1811%Leak Repair200200200200-72727227%LTS Clear Water Tank Repair200----26,280--13140%TOTAL$ 900$ 200$ 200$ 200$ -$ 26,370$ 90$ 901770%Capital Investment PorjectsPlant Wide Project $ 18,000$ 1,000$ 1,000$ 1,000$ 54,750$ -$ -$ -261%TOTAL$ 18,000$ 1,000$ 1,000$ 1,000$ 54,750$ -$ -$ -261%
Total Rate of Return465%