The Cadbury Project

Project Management Plan Chocolate Making Production Lines – Reorganisation Presented By:

Brian Phelan Lucas Costa Mattia Sergi Leticia Reis Castro Nick Hegarty

Project Overview Re-develop the chocolate making process in the Dublin factory to streamline the process and remove excessive conversion costs.

Project Justification - Goals Re-develop the chocolate making process in the

Dublin factory to streamline the process and remove excessive conversion costs. Remove excessive labour costs from the process Introduce a faster and more controlled process Remove the hazard associated with manual transfer of chocolate from the Conches to the Storage tanks

Project Justification - Benefits ď ąA reduction in the processing time and the

automation of the Conches emptying would allow for a reduction in labour costs and an added benefit of increasing the plant Overall Equipment Effectiveness (OEE). ď ąOther benefits include removing the health and safety hazard associated with the manual transfer of chocolate from the Conches to the storage tanks.

Project - Description The current liquid chocolate making process

utilizes 10 three Tonne Conches. When the processing time is complete, the chocolate is removed and transported manually via trolley to a pumping station into large storage tanks. This process is slow, requires significant manual labour and poses a health and safety risk. The objective is to replace the current three tonne conches with four, six tonne Conches.

Current Layout Schematic

Proposed Layout Schematic

Equipment Photo

Row of five 3 tonne Conches

Equipment Photo

3 Tonne Conche

Equipment Photo

Chocolate Refiner

Equipment Photos

Six Tonne Conche

Project Framework Initiation

1.

Business Case

Project Justification

2.

Statement of Work

3.

Project Charter

Pre-Baseline Approval

Planning

1.

Project Management Plan

Execution

1.

Change Request

Control

1.

Status Reports

Close

1.

Project Review

Containing

A. B.

WBS

Project Schedule C. Project Budget D. Project Quality Plan E. Comm’s Management Plan F. Risk Analysis G. HR Plan H. Procurement Plan

Baseline Approval

2.

Scale Up Plan

2.

Issues and Risk Logs

3.

Validation Plan

4.

Distribution Plan

Go-Live Approval

Project Closure

Project Scope – In Scope Installation of three, six tonne capacity chocolate

processing Conches and two chocolate crumb Refiners. Reconfiguration of existing equipment to deliver refined chocolate crumb and cocoa butter to the new Conches location Any electrical/control software installation work Removal of all plant and equipment associated with the ten, three tonnes conches

Project Scope – Out of Scope Any upgrade to building infrastructure. Overhaul or upgrade of equipment available from

other factory Machine spare parts. Technical, Process or Maintenance training for new equipment.

Requirements Req. No.

Requirement

Owner

Priority

1.

Reconfiguration of two Automated Chocolate producing lines utilising equipment made available from another manufacturing plant within Europe

PM

H

2.

Installation of equipment should conform to all Company Engineering and Health & Safety requirements

PM

H

3.

Plant should be commissioned following the protocols laid down by R&D department and final product KPA’s should conform to specifications

PE

H

4.

All equipment shall be controlled by the latest version of Allen Bradley Programmable Logic Controllers (Control Logix)

SE

H

5.

All Human Machine Interfaces (HMI’s) should be Allen Bradley type Panel View 1200

EE

H

6.

All Electrical Panels should conform to IP2x rating and shall contain working copies of the wiring diagram

EE

H

7.

All product contact surfaces shall be constructed of Stainless Steel

ME

H

Work Breakdown Structure

Implementation N째 Task 20 Decommission Production Line 1 and Clean Equipment 21 Remove Conches 1,2,3,4 & 5 22 Install Refiner Number 2 23 Modify Conveying from Refiners to new Conche 1 & 2 24 Install New Conche 1 & 2 25 Install Liquid Chocolate Pipework from Conche 1&2 to Tank 26 Electrical Installation and Testing - Line 1 27 Test and Commission Refiners and Conches 28 Clean Equipment Before Commissioning 29 Ramp up production from New Production Line 1 Layout 30 Milestone 3 31 Decommission Production Line 2 and Clean Equipment 32 Remove Conches 6,7,8,9 & 10 33 Install Refiner Number 4 34 Modify Conveying from Refiners to new Conche 3 & 4 35 Install New Conche 3 & 4 36 Install Liquid Conveying Pipework from Conche 3&4 to Tank 37 Electrical Installation and Testing - Line 2 38 Test and Commission Refiners and Conches 39 Clean Equipment Before Commissioning 40 Ramp up production from New Production Line 2 Layout 41 Milestone 4

Duration 5 days 5 days 5 days 5 days 5 days 5 days 10 days 5 days 5 days 10 days 5 days 5 days 5 days 5 days 5 days 5 days 10 days 5 days 5 days 10 days

Start 27/03/2014 09:01 03/04/2014 09:01 03/04/2014 09:01 03/04/2014 09:01 10/04/2014 09:01 17/04/2014 09:01 24/04/2014 09:01 08/05/2014 09:01 15/05/2014 09:01 22/05/2014 09:01 05/06/2014 09:01 06/06/2014 09:01 13/06/2014 09:01 13/06/2014 09:01 13/06/2014 09:01 20/06/2014 09:01 27/06/2014 09:01 04/07/2014 09:01 18/07/2014 09:01 25/07/2014 09:01 01/08/2014 09:01 15/08/2014 09:01

Finish Predecessors 03/04/2014 09:01 17 10/04/2014 09:01 20 10/04/2014 09:01 20 10/04/2014 09:01 20 17/04/2014 09:01 21 24/04/2014 09:01 24 08/05/2014 09:01 25 15/05/2014 09:01 26 22/05/2014 09:01 27 05/06/2014 09:01 28 05/06/2014 09:01 29 13/06/2014 09:01 30;101 20/06/2014 09:01 31 20/06/2014 09:01 31 20/06/2014 09:01 31 27/06/2014 09:01 32 04/07/2014 09:01 35 18/07/2014 09:01 36 25/07/2014 09:01 37 01/08/2014 09:01 38 15/08/2014 09:01 39 18/08/2014 09:01 40

Project Schedule Planning Reconfiguration of Production Line 1 Commission Production Line 1 Reconfiguration of Production Line 2 Commission Production Line 2 Project Close Out Control – Weekly Meetings

Gantt Chart plus Critical Path Analysis.

Gantt Chart + Critical Path after Analysis

Project Budget

Budget Overview

Budget Tracking 1 Baseline S curve

Budget Tracking 2

Project Quality The project deliverables are meeting the stated

requirements; The project deliverables are meeting the stakeholders’ expectations; The project management methodology proposed are being appropriately followed; For all key decisions there is an appropriate level of sign off; The scope is clear and has been signed off by all stakeholders; The project’s objectives have been clearly understood by all project management team.

Project Organisation

RACI Matrix Tasks

Responsible

Accountable

Consult

Inform

Initiation

Project Manager

Project Manager / Steering

Project Team

Project Team

Planning

Project Manager

Project Manager / Steering

Project Team

Project Team

Execution

Engineering Functions

Project Manager

Project Team

Project Team

Control

Project Manager

Project Manager

Project Team

Close Out

Project Manager

Project Manager

Project Team

Communications Plan Deliverable

Status Report

Project Meeting

Steering Committee

Date / Format

Weekly: Friday @ Close of business dent via e-mail

Weekly: Tuesday 10am-11.30am in main meeting room

Monday: First Tuesday of the month 8.30am-9.30am in the main meeting room

Purpose 1.

Update steering Committee on status.

2.

Risk Management

3.

Change requests: Possible budget / resource alteration

4.

Issues and resolutions

5.

Updates from previous meetings including budget and schedule.

1.

Review progress against schedule, budget and scope.

2.

All relevant parties to provide individual status updates.

3.

Change Requests

4.

Resolution of outstanding issues.

5.

1.

Any other business Review progress

2.

Decide on change request

3.

Escalation point

Owner

Project Manager

Project Manager

Project Manager

Risk Matrix Risk No. 1 2 3 4 5 6 7 8 9

Product from new plant does not conform to KPAs Scope of the project is not clearly defined (resulting in scope creep) Supply of chocolate to areas that require it curtailed because only one of two plants availability Extended commissioning time for new plant configurations Delays from the removal of existing equipment related to infrastructure Delays due to Specialist Engineering requirements Delays due to unforeseen absenteeism and holidays of personal involved in the project Large Lead times for the procurement of equipment and materials Budgetary changes due to the requirement for the capital spend being diverted elsewhere

Probability 1 (low) – 4 (high)

Consequ ence 1 (low) – 4 (high)

Risk factor

Overall Risk Rating

2

4

8

M

2

2

4

L

3

4

12

H

2

4

8

M

2

4

8

M

3

3

9

M

2

3

6

L

1

4

4

L

2

3

6

M