Presentation on theme: "Value Now with Enterprise Services"— Presentation transcript:
1 Value Now with Enterprise Services Regional Seminar SeriesValue Now with Enterprise ServicesBeth MurrayEnterprise PI AdministratorRockTenn11-August-2009
2 Overview RockTenn – Who & Why Justification Implementation Adoption & UtilizationResultsWhat’s Next for PI at RockTenn
3 Who is RockTenn?One of North America’s leading manufacturers of paperboard, containerboard, consumer and corrugated packaging and merchandising displaysAnnual net sales of approximately $3 billionFounded in 1936 and operates manufacturing facilities throughout the United States, Canada, Mexico, Argentina and Chile11 Recycle Paperboard Mills, 1 Recycle Container-board Mill, 1 Bleached Board Mill90+ Converting PlantsHeadquartered in Norcross, Georgia
4 Challenges and Obstacles Our ChallengesControlling Costs (Energy, Fiber, Labor, and Maintenance)Producing Consistent, High Quality PaperboardOperating at Maximum Reliability and EfficiencyUsing Data to Drive Process Improvement – Six SigmaThe ObstaclesMis- & Missing InformationNo History, No Visibility, No Real-Time FeedbackYou don’t know you need the data, until you need the data“The discouraging part of process improvement is trying to get a complete set of data together in one place. When it is too hard to get, you have to leave it out of the analysis. We are missing opportunities to act on information and save money”General Manager, Cincinnati Mill
5 How Do We Remove Obstacles? Implement a highly flexible and configurable enterprise-wide information system to:Collect and archive detailed, actionable data from all existing processes and systemsPut data on any desktop, laptop or monitor across the companyProvide tools for reporting and analysisEmpower users to make informed decisionsHome Grown? Third Party? .
6 The Proposed Solution . . .PI SystemEnterprise Services
7 Enterprise Program Agreement Services Under an executed Enterprise Program Agreement, customers have accessto a cumulative knowledge base built upon 25 years as an industry leader.Available services include:Enterprise Program AgreementAccess toCenter of ExcellenceArchitectureAssistanceTrainingEnterpriseProjectManagerSoftwareUpgradesOSIsoftInstallation/ConfigurationAssetMonitoringExtranet77
8 How Do We Justify the Investment? Energy!Actively pursue energy cost reduction through the capture and review of data to:Monitor and adjust process to run at higher efficiencyAlert to energy excursions and correct them quicklyCreate an energy balance to find heat recovery opportunitiesMonitor and analyze energy market pricing to adjust plant consumption patternsOptimize energy per ton with other process inputsDetermine unit ops energy cost and benchmark all mills
9 One of the top three costs $170 million per year Why Energy?One of the top three costsFuel – Fiber – Folks$170 million per year19 million MMBtu equivalents per year90% used by the 12 paperboard millsWe can’t control the energy marketsWe Can Control Our Energy Usage
10 Implementation Strategy Business Unit driven, not ITDeploy rapidly, 10 locations in 12 months11th installed March’09, 12th installed July ‘09Scope: Connect to what’s availableInitially one of three types of process dataSingle internal resource = Reliance on Enterprise Project Mgr (EPM) & Field Service Engineers“Install it and they will come.”Standardize or Customize?Plant-led development and adoptionAdd Implementation for individual sites slides here
11 RockTenn PI Installations St. PaulMissisquoiAuroraBattle CreekSolvay (future EA)EatonStroudsburgChattanoogaCincinnatiDallasSolvay?Seven HillsDemopolisNorcross
12 10 Mill Locations + Corp. Office in first 12 Months Installation Summary10 Mill Locations + Corp. Office in first 12 MonthsOSIsoft Field Service Engineer On Site 11 weeks1 installed Q1 2009, 1 installed Q3 2009OSIsoft Field Service Engineer RemoteAverage 750 connections per day>100,000 Tags10 Different Interfaces84 Interface InstancesOSI Network Op Ctr (NOC)Quarterly ReviewsCenter of Excellence (CoE)Project approval caused slow down – Lynchburg part ownership; Aurora not in original EA
13 We did not know what we did not know! Installation DetailsWe did not know what we did not know!Initial Schedule was too aggressiveOn site survey with plant engineer and ITThe hardest part of the installation often determining how to connect to the data. Upgrades and OPC servers had to be purchased.Scheduled installation week with OSI.SMS deployment package for PI client software.Establish remote access to interface nodes.Allow OSI’s NOC to log into our PI servers.Our Enterprise Project Manager and the Center of Excellence were help
14 Training and Awareness Getting StartedTraining and AwarenessWhat is PI?Initial training during installation weekPurchased 6 laptops and wireless hubIndividual user specific training with CBTs & EA Training VouchersOn-site group training with EPM, CoE & Learning LabsPower Users: tag admin and advanced topics
23 Commonly Used Features PI DataLinkPI ProcessBookPI ProfileView - 3D display of paperboard sheetRtAlertsTranspara Visual KPIs
24 Acceptance & Utilization Mixed mill management supportAt least one “early adopter” at each millApplication development driven by local needsDivisional priorities identified with CoE Value Realization Process (VRP)Requires both SubjectMatter Experts andPI ExpertsUtilization?VRP is one strategic services offered by Coe. IN fact Coe suggested that we set up this meeting to identify and prioritize initiatives.
26 Energy Reductions > $1,000,000 Fewer Customer Complaints ResultsEnergy Reductions > $1,000,000Fewer Customer ComplaintsImproved Paper Machine EfficiencyStandardized Visualization & BenchmarkingSix Sigma Process Capability AnalysisIf you remember our original goal was to reduce energy costs and we have done that.Plus we have realized additional benefits.
27 The PI Effect: Energy Reduction Initial PI installation, Oct. 2005Began using PI trends to monitor pulper steam usageMade procedure changes to limit pulper steam usageReduced steam usage 41%Reduced boiler gas consumption 23%Half of gas reduction attributable to pulper steam> $1,000,000
31 Customer Complaint Reduction Plant received a warp complaintManually researching quality and process data was time consuming and inconclusiveReviewing the PI ProfileView images revealed back edge caliper and moisture streaksCorrective actionUse PI process trends and RtAlerts to notify supervisors of variancesCreated a spreadsheet that captures all quality and process data for each reel in real-timeResults – reduced warp complaints and claims
33 Paper Machine Efficiency PM experienced more breaks and lost time due to draw variationsDeveloped a dashboard with R-Y-G indicators for tight and loose drawsPM efficiency has improved by one percentage point1% efficiency improvement equals 2.5 TPD
38 Standard ReportWorking with the Coe on the Corporate dashboard initiative (which was indentified in the VRP meeting) helped us achieved this report. Architecture and interfaces required to get the data for this report..This early prototyep which we are doing excel, but plan RtWebParts and eventually Datalink for Excel Services.
40 Monthly conference calls Semi-annual face-to-face meetings Power UsersMonthly conference callsSemi-annual face-to-face meetingsSharePoint portal for collaboration & informationShare and leverage applications across all millsDiscuss standards and naming conventionsLearn new tools and softwareCreate RtAlertsCoE involved in many of the above itemsCoe provided project advisory services in devising our PI charter.Coe also helped us implemented the training and selling of PI through their evangelism service.
41 Project justification How was IT Involved?Project justificationHardware and networking strategy, spec, and installArchiving strategy with OSIRolling out OSI applications to usersApplication developmentFuture involvement:System Architecture design with CoEApplication DevelopmentUsing PI tools to monitor IT environmentSelling PI to the IT folks. (evangelism)Solution Architecture service
42 Planning vs. Speed – It’s a tradeoff Lessons LearnedPlanning vs. Speed – It’s a tradeoffEngage IT in project planningInclude IT in our project planning.Need IT engagement, requires internal selling of PI. (Again CoE evangelism contiues to help with this.)
43 Value Later with Enterprise Services Next Steps:Ongoing Enterprise ServicesBi-WeeklyCallsCenter of Excellenceand Value RealizationTrainingCorporateDashboardSoftwareUpgradesLearning LabsAssetMonitoringExtranet4343
44 Build an asset-based DB RtWebParts rCAAM Integrate more data/systems What is the Future of PI?Build an asset-based DBRtWebPartsrCAAMIntegrate more data/systemsExtend to other divisionsContinue to move to the board room - Corporate Dashboard44
45 CoE Engagement VRP (Value Realization Process) Lynchburg learning labs Kaizen (Power users) planning and implementation (training)Corp Dashboard – identified in VRP - restructuringArchitectural recommendation receivedProject advisory during implementationDivision reportsBi-weekly calls (CoE Status updates and SI updates)Quarterly reviewsGeneral Support/Best PracticesPI to PI, MiniTab, PI-Manual Logger, etcEducation and Facilitation – one step above techsupport. The difference between CoE general support and technical support is the Enterprise context. (specific projects, scalability and best practices)