The Carlsberg Group

Carlsberg Breweries, headquartered in Copenhagen Denmark initiated a supply chain management improvement process with a best practice program in 2006.

The Carlsberg Group, headquartered in Copenhagen, Denmark, is one of the leading brewery groups in the world, with a large portfolio of beer and other beverage brands.

The flagship brand – Carlsberg – is one of the best-known beer brands in the world. More than 43,000 people work for the Carlsberg Group, and the Carlsberg products are sold in more than 150 markets.

Northern & Western Europe – countries in scope of MES (Manufacturing Execution System).

43% of total Carlsberg volume (2009)

50.2 million hl (2009)

Net Revenue DKK 36.5 bn (2009)

28 Breweries

Project background
Carlsberg initiated a Supply Chain Management (SCM) improvement process with a best practice program in 2006. Through this process the Group Supply Chain (responsible for production) began to realize that a significant improvement in productivity and quality could be achieved by combining Lean / Six Sigma initiatives with Manufacturing Execution Systems.
MES is part of an integrated Supply Chain solution together with Carlsberg’s Business Standardisation Programme, which will implement a common SAP template across the Carlsberg G7 countries.

Business Case: Carlsberg’s growth through acquisition resulted in a fragmented, unconnected systems landscape and a low level of business process standardisation with limited scope for performance benchmarking.

MES Project Scope: initially 7 countries (G7) and 15 manufacturing facilities in scope over a 4 year implementation.

Core Process Design covers the following areas:

– Brewing & Processing (Order Handling, OEE, Reporting & Genealogy)
– Filling & Packaging (Order Handling, OEE, Reporting & Genealogy)
– Utilities (Reporting)
– In-Line and At-Line Quality Results Recording & Reporting

In-line and At-line Quality Results Recording & Reporting at Carlsberg

The implementation includes a global Carlsberg MES Blueprint, Functional Design Specification followed by local installations with connections to Level 4 (SAP) and Level 2 (Control) and follows the S95 (Level 3) model as closely as possible.

The implementation involves Siemens Simatic IT Production Suite, OEE/SPC and will eventually include the SAP QM quality system.

The system utilizes the Cross Industry Library and the Brewing Industry Library developed by Siemens Genoa to create a standardized approach with strict adherence to the S95 model. ATS consultants and software developers are assisting with the development of libraries for Carlsberg specific requirements.
ATS has full project delivery responsibility and is strongly backed by the Simatic IT development teams in Belgium and Italy. ATS is a Siemens Simatic IT MES Global Solutions Partner Specialist.

The Carlsberg Brewery in Northampton, UK is the first brewery to benefit from the new Siemens Simatic IT MES layer.

MES Quality Results Recording & Reporting

Transferring all specific product specific Quality tests and Process checks from a manual paper-based system to an automated system on MES for Brewing, Filling and Packaging. All At-Line and In-line Quality Tests as defined in the local Quality Sampling Plan.

A Quality Sampling Plan can be precisely modelled in MES due to the high configurable design that supports how a Quality Task is defined.

Quality Task lifecycle and workflow support all business scenarios Workflow

Quality Task creation is accurately executed based on trigger definition

Time, Counter, MES Event or PLC Event.

Clear, simple user interfaces to view outstanding Quality tasks

Quality Task List

Context values displayed to support user queries

Automatic Pop Up window each time a Quality Task is created to prompt users Task Pop Up

CCP or Legal Requirement checks highlighted

Out of specification results clearly displayed by cell colour coding Task Completed

On Task completion data is transferred to SAP and managed via unique Sample ID

Adherence to the sampling plan can be effectively measured due to the accurate execution of events that create the individual Quality Tasks.

Data Extract -> Excel

Individual Task Review

Operation Control Reports (Fill Volumes, PU & TPO) Fill

Quality Task lifecycle & process workflow:

Quality Task lifecycle & process workflow:

Task list:

Quality Task Execution:

Completed Task:

Quality Fill Volume Report:

Reporting Scorecard:

How does MES at Carlsberg support the Lean and/or Six Sigma initiatives?

Lean/ Six Sigma drivers MES (Manufacturing Execution System) deliverables
Data collection to support analysis, decision making and impact monitoring Data collection automatic/ manual standardised. Examples: Process Cycle time data combined with Process Order, Quality In-Line data with processing data
Reduce Waste Real time and process order waste and scrap data collection as input for root cause analysis and action.
Reduction of duplication manual data input and master data maintenance.
SAP interfacing to provide data via MES to level 1/2.
Digital Checklist makes information available for reporting and analysis.
Paperless factory.
Empowerment and every employee involved and active with continuous improvement. Focus improvement on key business objectives Provide to every employee real time the specific KPI information so he/she can judge if he is doing a good job. Based on facts and focussed on the agreed KPI’s.
Visualisation of real time performance Score card, Scheduled Reports
Standardisation of ways of working:
• Across shifts and individuals
• Make improvements Stick
Embed ways of working within the MES process/ quality work flow’s.
This enforces one way of working.
The improvement is embedded and does not get lost when focussing on a next initiative.

1. But MES provides a Toolbox for supporting continuous improvement!

2. When Tools are not used or ineffectively used the benefits will not be achieved.

3. Lean & Six Sigma ways of thinking need disciplined approach to realize full potential of continuous improvement.

4. MES as toolbox embedded in an effective execution of these strategic initiatives is a great enhancer.